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annual report 2017 header


Message from the Chair of the Board

George Abbott

Technical Safety BC has made significant progress towards affecting a safer BC. Specifically, in support of the organization’s 10-Year Strategy, Technical Safety BC is committed to building confidence in safety systems for life, through a focus on risk and support for innovation.

Message from the President and CEO

Catherine Roome

In 2017, Technical Safety BC saw many changes and innovative ideas brought to life, including our organization’s name change. We became Technical Safety BC to help clarify who we are and what we do.  Increasing awareness about technical safety means more people making good choices for a safer BC.

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The organization’s pursuit of continuous innovation, using a proactive, knowledge-based approach to oversee the safe installation and operation of technical equipment, challenges employees and stakeholders alike to enhance safety. Technical Safety BC continues to establish and improve connections with stakeholders, clients, and homeowners by providing access to relevant services, useful data, and learning opportunities.

Establishing connections is paramount to our safety goals because safety is a shared responsibility. I would like to thank Technical Safety BC employees, clients, industry stakeholders, and those who have direct influence on the safety of equipment and systems around BC. Your support in prioritizing safety as a non-negotiable focus strengthens the confidence we have in each other to play a part in contributing to Safe technical systems. Everywhere. I would also like to thank our recently retired Board Chair Richard Ballantyne, who chaired the Board from 2014 to 2017, and was a Board Director for a total of nine years, for his significant public service.

In 2017, Technical Safety BC continued to experience financial growth. The strength of BC’s construction sector helped the organization maintain a healthy balance sheet, which meant that investments could be made in systems, services and operations in the interest of a robust safety system.

Important and continuously developing information can be found on this website. I encourage our readers to visit the website and make it a go-to online resource.

George Abbott | Chair of the Board

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Supported by stakeholders, clients, and those in industry, this new brand is reflective of how we are making a difference, leveraging more predictive oversight decisions based on data, technical expertise, and machine learning.

To advance the understanding of safety risks and the best ways to manage them, Technical Safety BC continues to invest in data systems and analytics. Throughout the year, our employees found ways to improve our computer algorithms, better determining where the largest safety risks could be found. We also collaborated with a leading artificial intelligence consultancy to develop an ethics roadmap to assist with process and decision guidance.

These investments provide better information to clients, the public, and all those responsible for safety so they can help prevent incidents and mitigate hazards. Incidents like the tragedy in Fernie, BC, where three people were killed in an ammonia release incident, remind all of us that safety is a shared responsibility. Technical Safety BC’s ongoing collaboration with the refrigeration industry aims to prevent future incidents and our safety officers continue to work with ammonia facilities to raise awareness of the dangers of accidental ammonia release.

Significant expansion and updating of our online services took place in 2017 to support clients with their transactions and business needs, including their ability to use safety data in more meaningful ways. Our online services are mobile friendly to make it easy for clients to connect with us and we have nearly doubled our ability to connect with asset owners. Owners and operators of technical equipment play a pivotal role in safety each time they make a decision about their equipment, facilities, and management of safety risks. We are committed to supporting asset owners with the right resources and information to make the best business decisions for safety.

As you read about the rest of our 2017 efforts, I welcome your thoughts about this report and your feedback on the work we are doing.

Catherine Roome | President and Chief Executive Officer

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Safety Data

Each year, in accordance with the Administrative Agreement between Technical Safety BC and the Province of BC, Technical Safety BC publishes comprehensive data and insights on safety in the province. Available on the Safety Data section, we provide safety data and analysis at a high-level, as well as broken down by technology. This information is compiled from incident findings, assessments, research, and enforcement activities. It also provides information about our activities with clients and stakeholders, and our work pertaining to code and standard development. 

We encourage clients and stakeholders to use this knowledge to advance their own understanding and management of safety risks and hazards, in support of Technical Safety BC’s vision of Safe technical systems. Everywhere.


2017 was the fifth year in our 10-Year Strategy and a significant one in terms of our progress towards achieving the milestones outlined in that plan. As a part of our effort to be connected, clear and innovative, we created value for clients and stakeholders in several ways:

  • We adopted a new identity to increase awareness of the safety system and reflect the progress we have made toward becoming a trusted partner in technical safety;
  • We developed and delivered safety education programs for power engineers and elevating device mechanics;
  • We enhanced fairness and consistency by increasing the volume of unpermitted work or equipment identified by 25% for electrical, gas and boiler permits;
  • We expanded our certification programs through the launch of power engineering and field safety representative (FSR) renewals;
  • We created a Client Safety Profile, available online, that provides specific, summarized information regarding performance for each client and their team;
  • We updated our online services platform to make it easier for clients to connect with us on the go – whether it is to pay an invoice or find safety information;
  • We launched a new website based on client feedback, resulting in a more dynamic and user-friendly experience to improve access to information;
  • We continued exploring ways where data analytics is benefiting efforts in finding potential hazards throughout BC, making more efficient use of resources; and,
  • We expanded our teams to include new data analysts, product leaders, and more safety officers to better connect with clients.

More specific details about these and other Technical Safety BC activities in 2017 are available in the following Report on Performance sections.

Also see, from our incident Investigations: Carbon Monoxide Hazards In An Off-Grid Community.

Our contributions to the safety system can also be found on the Safety Data section, a summary of which is included above. Further, our 2018-2020 Business Plan, Advancing Technical Safety for all British Columbians, and our 10-Year Strategy provide additional details that supplement the information found in this report.



“Deploying artificial intelligence as a supplement to the knowledge of our safety officers helps increase the impact of our assessments. Our product leaders are ‘value fanatics’ determined to understand and address opportunities to drive more value from our products, for clients and for technical safety.”

Team role

The Safety System Operations team provides assessment operations and product leadership for technical systems and equipment across the province. Safety officers connect with clients daily by assessing installations and operating units, relaying inspection findings, and working with clients to improve the safety of their equipment and work. As a new function at Technical Safety BC, product leaders work to understand and explore opportunities to support the varied needs and preferences of our clients who take out licences, certificates, or permits. These teams are focused on increasing client participation and building better connections to safety knowledge within BC.

Team achievements

This year, we:

•    Completed audits of five propane distribution companies and completed the first ever audit of a large client who owns and operates a multi-technology suite of regulated equipment.

•    Increased safety officer use of digital, in-field tools resulting in more consistent quality of documentation and data, and increased productivity.

•    Employed a team of product leaders who guided the implementation of electrical field safety representative renewals and boiler plant registrations.   

•    Provided 121 client education events across BC.

Team performance

Goal Targets and Measures Result
Continue to build asset owner relationships to increase their awareness of their safety roles and responsibilities.

Improve our ability to connect and deepen our relationship with asset owners by growing asset owner email addresses on file by 50% over 2016.

Achieved over 50% growth of email addresses on file compared to 2016 by adding 6,561 new asset owner email contacts. 

Implement a technical systems safety communication plan and deliver education programs for two asset owner segments with elevated risk potential based on our technical risk register and client segmentation analysis. A safety communication plan was implemented and two new education offerings were delivered specifically to asset owners, amongst 121 client education events overall.
Implement assessment approaches that are most appropriate for different asset owner client types, including assessments of small asset owners and multi-technology audits for large asset owners.

Introduce operating equipment audit services to large multi-technology sites where the client has an elevated risk potential based on our technical risk register and client segmentation analysis.

Completed one audit involving multi technologies (Alternative Safety Approaches; Boilers, Pressure Vessels and Refrigeration; and Electrical), plus five propane audits.

Improve the ability for duty holders and our employees to more effectively track and remediate identified safety issues (i.e., non-compliances).

Once improvements are in place, we will follow up within 90 days on 100% of new non-compliances on high hazard assessments.

Safety officers now track follow-ups of non-compliances as a part of their digital mobile tools. This helps safety officers meet the goal of following up with 100% of new, high hazard non-compliances within 90 days.



“We’re combining deep technical knowledge with advanced analytics to understand public safety issues. We then package our findings in a way that positively influences others to take needed action on safety.”

Team role

The Data Analytics and Decision Science team collects and analyzes various data sets to find safety issues and focus on the highest risks. We do this by leveraging the knowledge and experience of people coupled with advancements in artificial intelligence. We share safety data and information with others to impact safety around the province.

Team achievements

This year, we:

•    Launched the Client Safety Profile feature on our new online services portal. Through this personalized view, clients can now see all of their safety information in an easy to understand, at-a-glance view and compare their safety performance with provincial averages.

•    Increased the predictive power of our hazard-finding algorithms by 85% during a live test. We will take a new generation of algorithms into production in 2018. 

•    Investigated over 60 incidents with technical equipment. Read about these investigations here.

Team performance

Goal Targets and Measures Result
Allow clients who use the online portal to easily view consolidated client safety information.

For clients using the portal, make available an online Client Safety Profile for licensees (i.e., contractors) and asset owners that provides value by detailing information on related:

  • permits;
  • certified individuals or licensed contractors; and
  • assessments, where applicable.

Client Safety Profile successfully launched. This profile includes details of permits, certified individuals and licensed contractors, assessments, as well as provincial safety information.

As a new product, its usefulness to clients is evidenced by a minimum of 15% of registered portal clients that log on and click-through to view their profile at least once in Q4 2017. The click-through percentage surpassed 30%.
Put more useful data into the hands of our employees to support decision making.

Ensure the safety risk management system is data driven, accessible to all Technical Safety BC employees, and includes risk response plans for all identified high risk issues.

Four high risk items and one emerging safety system risk assessed, with one remaining high risk item underway.

Increase our ability to predict safety issues and to direct our resources toward areas of risk through enhancements to our RAP algorithms.

For electrical installation permits, implement (through a Minimum Viable Product approach) system changes to improve algorithm predictive capability by 20% and display the prediction details for safety officers.

Changes to the existing algorithm were taken into production and compared with experimentation using machine learning. An experiment was run, splitting safety officers into two groups that tested the old and new algorithm in parallel.  Over a one month period, the improvement observed in the new algorithm was 85%.

Publish a report detailing the predictive capability of RAP as it relates to technical hazards. An ethics study on the use of algorithms was completed mid-2017, and a publication on predictive power of the new algorithm was finalized and released in late December 2017.



“Our team worked tirelessly on replacing MyConnection and I am proud of their focus on addressing what clients were saying through our Net Promoter Score system. I think we have created a platform for future online interactions that is clear and allows clients to be more connected to the safety system and their role in it.”

Team role

Encouraging and maintaining participation in the safety system is an important role and we know that we have to provide efficient, accurate, and helpful services to assist our clients. The Client Experience team seeks to continuously improve our client-facing services by understanding our clients’ needs and incorporating their perspective in the design process. We provide technical safety services to clients throughout BC and clients can choose their preferred method of interaction: online, over the phone, or in person.

Team achievements

This year, we:

•    Replaced the MyConnection portal with a new online services portal for clients that is simpler and more intuitive.  In 2017, over 60% of all transactions occurred online and the total online user community increased by 12%.

•    Implemented a new task management tool for inbound client emails and reduced the average turnaround time for inquiries by over 100%.

Team performance

Goal Targets and Measures Result
Increase the digitalization of our safety services and information by adding more transaction types to online services.

Unify the client online services – MyConnection and client portal – into a single portal while maintaining year-over-year online client transaction volume as a proportion of total client transaction volume.

MyConnection was successfully disconnected at the end of November 2017. At the time of transition, over 90% of the transactions were conducted using the new online services.

In addition, Q4 2017 Net Promoter Score (NPS) is at least equal to the Q4 2016 NPS score for the client portal.

Note: NPS is an index that measures the willingness of clients to recommend a product or service to others.

The NPS score for Q4 2016 was 33. In Q4 2017, we achieved a score of 36 which reflected our efforts to implement the improvements clients were asking for.
Make our IT systems and their development more nimble and adaptable to client and employee needs through a new system architecture strategy.

Build solutions for incident investigation, safety issue (i.e., non-compliance) tracking and Client Safety Profiles that test the strategy and confirm our future architecture choices.

An incident tracking tool was created and implemented that improves the ability for incidents to be reported and followed up on in a timely fashion. Non-compliance tracking has also been improved internally and the Client Safety Profile feature was added to the client portal which allows clients to benchmark their safety performance against their peers.

Improve our incident investigation process with new tools for collecting incident data and for reporting incident findings. Safety officers are able to capture standardized incident information directly into their iPad application. Safety officers were given more resources to capture standardized incident information. They now access new tools via iPads to enter investigation data.
Deliver on budget.

Contribution Margin is 37.5% (after deferral).

Year-end Contribution Margin is 40.1%.

Overhead Ratio is 37.5% (after deferral).

Year-end Overhead Ratio is 36.6%.
Better manage Accounts Receivable.

Accounts Receivable (A/R) aging % under 90 days is no less than 70%.

The aged Accounts Receivable under 90 days was 69.1% at the end of 2017 and more work in continuing in this area.



“Our focus is ensuring that our organization respects fairness and due process in carrying out our statutory mandate, while complying with external regulatory requirements that apply to us. We aim to be a good corporate citizen in all that we do.”

Team role

Regulatory Leadership includes safety oversight; compliance and enforcement; legal services and privacy; and policy and regulatory affairs. The Safety Oversight team applies their expertise in technical safety risk management to identify, analyze, and reduce or eliminate technical safety hazards through the use of safety orders, directives, and discipline orders and through program enhancements in the areas of certification and licensing. The compliance and enforcement team carries out activities that promote a safer BC by directly influencing client participation, connection, and safety behaviour. The legal services and privacy department provides legal advice and representation in support of all safety initiatives, and ensures that personal information is protected. Policy and regulatory affairs acts as the conduit for government relations and enhances the legislative and regulatory framework that is a foundation for the safety system.

Team achievements

This year, we:

•    Enhanced certification programs through the launch of power engineering and field safety representative (FSR) renewals.

•    Developed education programs to share safety knowledge with certified individuals and licensed contractors in elevating, boilers, pressure vessels, and refrigeration.

•    Identified twice the volume of unpermitted work compared to 2016 and doubled the compliance orders, monetary penalties, and discipline orders issued over last year.

•    Clarified instances of Technical Safety BC’s authority to inspect facilities and equipment owned by various levels of government.

•    Pioneered a process for the administration of power engineering credentials, enhancing opportunities for labour mobility to meet the evolving safety needs of British Columbians.

•    Refined and submitted key policy proposals in support of future amendments to the Safety Standards Act that will help modernize the administration of technical safety in the province.

Team performance

Goal Targets and Measures Result
Create a service line strategy for certification services and launch new certifications either as regulatory requirements or voluntary (i.e., optional) services.

Launch new certification services as follows:

• Power Engineer renewals and Internationally Trained Worker (ITW) process for power engineering; and

• Red Seal welder qualification for newly trained individuals, including revamped approaches for pressure welder qualification and welding procedure recording.

• Rolled out web-based renewal application form for Power Engineers.

• Developed business process mapping for new, transitional, and apprentice Certificates of Qualification.  

Expand our safety education to newly certified individuals and licensees who employ them, and measure education’s impact on safety behaviour.

Launch a pilot offering online certification service for new electrical field safety representative (FSR) applications.

Completed web-based renewal application form for field safety representative (FSR) program enhancements.

Develop and deliver a safety education program for one cohort of each: Power Engineers and elevating device mechanics. Report on the cohort’s learning based on analysis of pre- and post-education testing.

Developed and delivered one online course for elevating devices, and four online courses for boilers, pressure vessels, and refrigeration that targeted Power Engineers amongst others.
Design and run an experiment with a certificate holder group that tests the relationship between increased education or knowledge and behaviour with respect to technical safety, and report on results.

Explored the relationship between education and duty holder performance. Findings suggest that areas influencing safety behaviour include access to peer experts, access to education, budget or time pressures, and safety culture expectations on the worksite. Final report was completed.

Continue to identify unpermitted work and equipment, and bring these businesses and certified individuals into the safety system.

Increase by 25% the volume of directly identified unpermitted work and equipment accumulated across the electrical, gas, and boiler technologies for installation and operating permits; and, perform six audits of either a key licensee or asset owner, as evidenced by a documented and delivered audit report.

The Compliance and Enforcement team found over 4,000 instances of unpermitted work, surpassing the goal of a 25% increase in volume. They also completed eight audits.


Publish the rates of safety hazards associated with unpermitted work and equipment, and the longer-term client behaviour changes.

Data is continually collected and shared via the safety data section.



“Our cross-functional team developed and delivered a new website that offers an enhanced online experience for our clients. It’s more intuitive, mobile friendly and provides greater flexibility to integrate with other client services and systems. This tool allows us to respond to client needs more effectively and provide relevant safety information to help them manage technical risks.”

Team role

The Human Resources, Learning, and Engagement teams are focused on fostering connection to Technical Safety BC, be it internally through employee engagement, learning and development, or externally through awareness campaigns, knowledge sharing, and stakeholder relationships.

Team achievements

This year, we:

•    Refreshed our identity as Technical Safety BC to clarify our mandate in service to building connections, sharing knowledge, and increasing participation.

•    Developed a new and enhanced website to provide a better online experience, based on industry feedback and in response to the need for a platform upgrade.

•    Increased awareness and shared safety insights through province-wide safety campaigns, including: advertisements, partnerships, technical client newsletters, and social media channels.

•    Launched “Leadership. Everywhere,” an internal development program to provide transformational learning to leaders using a strengths-based approach.

•    Developed an online talent management system and moved to digital employee files.

•    Enhanced our Occupational Health & Safety (OHS) Program, including developing a hazard assessment checklist and renewing exposure control plans to support employees in the field.

Team performance

Goal Targets and Measures Result

Position our online channel as a primary resource for safety system information and safety knowledge for our clients and the broader public through an improved website experience.

Launch an updated website that offers an enhanced online experience for visitors and provides safety information and knowledge in a useful way.

New website was successfully launched. Preliminary feedback from employees and clients show that the new website provides an enhanced online experience - it is easier to navigate and easier to find relevant information.

Provide our safety officers with a career-long skills development program to identify required competencies and to offer continuous learning to grow these competencies as the safety system and our clients’ safety needs change over time.

Design a safety officer development program including core and technology-specific competencies in three technologies. Develop and complete learning needs assessments and development plans for current safety officers in two technologies.

Focused on safety culture and updated the Occupational Health and Safety program to support safety officers. A working group was established to develop an implementation plan specific to safety officer curriculum.




The Safety Authority Act created BC Safety Authority (now operating as Technical Safety BC) and contains the basic rules by which the organization is governed. The Act is supplemented by a Board Governance Manual, Administrative Agreements with the Province of BC, and Protocol Agreements.

The Role of the Board

The members of the Board of Directors are the stewards of Technical Safety BC. They have the fiduciary responsibility of overseeing the conduct of the business and ensuring that all major issues affecting the business and affairs of the organization are given proper consideration. In performing its functions, the Board also considers the legitimate interests of industry, communities, and government.

Basic Qualifications

Members of Technical Safety BC’s Board must meet the basic requirements established in the Safety Authority Act. As well, all appointments to Technical Safety BC’s Board must comply with the provisions related to qualifications for directors and conflicts contained in both the Safety Authority Act and in Technical Safety BC’s Code of Ethical Conduct.

Director Selection

The Safety Authority Act provides that the Board will consist of at least nine, but not more than 15, members. The Minister may appoint up to three directors. The remaining directors are appointed by the sitting directors. Non-government candidates for the Board are screened and shortlisted by a nominating committee based on the knowledge, skills, and abilities of the candidates. The directors make final selections from a list of suitable candidates provided by the nominating committee.

As of December 31, 2017, the Board consisted of 11 members, three of whom were appointed by the Minister.

Committees of the Board

The 2017 committee structure included the:

Each committee operates according to a Board-approved mandate outlining its duties and responsibilities. When required, these committees make recommendations to the Board for approval.

1The Governance and Human Resources Committee also serves as the Nominating Committee.

Advisory Panel of Stakeholders

In addition to the committees of the Board, Technical Safety BC has established an Advisory Panel of Stakeholders. This Panel consists of 12-15 members who provide advice or recommendations to Technical Safety BC’s Board and the Chief Executive Officer on topical strategic issues and proposed policies and strategies. In 2017, the Panel met to engage in a discussion of the strategic priority areas identified by the Board and senior management and gave feedback that Technical Safety BC could incorporate in updating its 10-Year Strategic Plan.

Board and committee meetings are set two years in advance to optimize director attendance. Members of the executive team are invited to attend all Board meetings and may also attend the various committee meetings. Non-attendance at Board and Board committee meetings is expected to be rare.

New Board and committee appointments are generally effective on March 31 each year. In 2017, there were four regularly scheduled Board meetings and a two-day strategic planning session. The following table illustrates the number of meetings each director attended as compared to the number of meetings the particular director was eligible to attend during the 12 months that ended December 31, 2017. In addition, some directors also attended meetings and interview sessions for new Board member recruitment, a new Director orientation session, the Annual Public Meeting, a Tech Talk, a meeting with the Advisory Panel of Stakeholders and Technical Advisory Committee members, and ride-alongs with Technical Safety BC safety officers.

Directors Board Meetings Finance & Audit Governance & Human Resources Strategic Advisory Committee Total
  (7 meetings) (4 Meetings) (10 Meetings) (4 Meetings)  
Richard Ballantyne1 1/1 1/1 2/3 1/1 5/6
George Abbott2 7/7 4/4 10/10 4/4 25/25
Ian Banks 7/7 3/4 - 4/4 14/15
Karen Bazylewski 7/7 1/1 7/7 4/4 19/19
Jeremy Black3 6/6 3/3 - - 9/9
Neil Cumming 6/7 - 10/10 4/4 20/21
Brenda Eaton 7/7 - - 4/4 11/11
Hugh Gordon 7/7 4/4 - - 11/11
Geordie Henderson 6/7 - 10/10 1/1 17/18
Alison Narod 7/7 3/3 1/3 3/4 14/17
Jo-Ann Panneton4 6/6 4/4 7/10 - 17/20
Douglas Scott 7/7 1/1 4/7 - 12/15
Gail Stephens5 - - - - -

1Retired from the Board on April 1, 2017.
2Appointed as Board Chair on April 1, 2017.
3Appointed to the Board on April 2, 2017.
4Retired from the Board on December 6, 2017.
5Appointed by the Minister to the Board on December 7, 2017.

The Governance and Human Resources Committee is responsible for making recommendations to the Board respecting director compensation. Current compensation is based on director compensation in comparable organizations as determined through a benchmarking exercise undertaken in 2016. An interim update was provided in 2017, with a more fulsome review to be conducted in 2018.

Director compensation is set at such a level so as to: 
•    affirm the directors’ responsibilities and the professional nature of the work that directors are expected to perform; 
•    attract and retain qualified individuals to serve as directors; 
•    partially compensate directors for their time and lost opportunity costs and be seen as “value received” for value given; 
•    recognize the different levels of time and responsibility associated with the Board Chair, Committee Chair and director positions; and 
•    recognize an element of public service.

The following table shows director compensation as of April 1, 2017 which remained the same as in April 1, 2016:

Fee 2017 2016
  $ $
Annual Retainer - Chair 42,200 42,200
Annual Retainer – Committee Chair 17,900 17,900
Annual Retainer – Directors 12,700 12,700
Board/Committee Meetings fee 790 790
Maximum Daily Meeting Fee 1,185 1,185
Teleconference of less than one hour 395 395

The following table reflects the total retainers and meeting fees earned by directors in 2017 as compared to 2016.

Directors' Retainer and Meeting Fees for 2017

Directors Retainer Meeting
Total Retainer/
Fees 2017
Total Retainer/
Fees 2016
  $ $ $ $
Richard Ballantyne (Board Chair)1 10,550 3,950 14,500 59,580
George Abbott (Board Chair)2 36,125 20,540 56,665 27,380
Ian Banks 12,700 11,060 23,760 23,760
Karen Bazylewski 12,700 15,010 27,710 21,390
Jeremy Black3 9,525 7,900 17,425 n/a
Neil Cumming 12,700 15,010 27,710 19,005
Brenda Eaton (Committee Chair) 17,900 8,690 26,590 25,800
Hugh Gordon (Committee Chair) 17,900 8,690 26,590 26,590
Geordie Henderson (Committee Chair) 16,600 13,430 30,030 25,340
Alison Narod 12,700 11,060 23,760 26,130
Jo-Ann Panneton4 12,700 13,430 26,130 26,130
Doug Scott 12,700 9,480 22,180 17,425
Gail Stephens5 0 0 0 n/a
Totals 184,800 138,250 323,050 310,4106

1Retired from the Board on April 1, 2017.
2 Appointed as Board Chair on April 1, 2017 and includes compensation for attending a one day new director orientation session.
3 Appointed to the Board on April 2, 2017 and includes compensation for attending a one day new director orientation session.
4 Retired from the Board on December 6, 2017.
5 Appointed by the Minister to the Board on December 7, 2017.
6 This total figure includes total retainer/fees in the amount of $5,545 for Hoss Budde and $6,335 for Steve Lornie, both Directors retired on March 31, 2016.

Technical Safety BC is a progressive employer with a 10-Year Strategy that will move us towards our vision of Safe technical systems. Everywhere. The objectives of Technical Safety BC’s executive compensation plan are to:
  •  attract and retain capable individuals with diverse skill sets;
  •  achieve alignment of our priorities and efforts to our 10-Year Strategy and Three-Year Business Plan;
  •  offer a total rewards package that balances stable elements of compensation with pay at risk;
  •  demonstrate sensitivity to our stakeholder communities; and
  •  remain internally fair and externally competitive.

To meet the objectives outlined above, Technical Safety BC’s executive compensation plan elements comprise the following:
  •  Base Salary: Technical Safety BC establishes salary ranges according to a blended market position that is midway between the public not-for-profit sector and the private sector markets. The range spans from 80% to 120% of the blended market median. Placement within the salary range depends on the competence, experience, and level of contribution to the business plan and strategy.
  • Variable Incentive Plan: This element is the at-risk1 portion of annual compensation and is dependent on the achievement of critical corporate and individual objectives aligned to our 10-Year Strategy. It is also intended to reinforce our value of accountability at the leadership level in the organization. 
Annual incentive awards are determined on a discretionary basis dependent on the achievement of strategic objectives that are established annually by the Board of Directors. Corporate performance is assessed by management and audited by Internal Audit. The Board of Directors assesses the performance of the President and Chief Executive Officer and the Corporate Secretary annually.  The President and Chief Executive Officer assesses the performance of the remaining executive team members.
  •  Pension Plan: Technical Safety BC supports a pension plan that will contribute to employees’ financial well-being in their retirement years.
  •  Health and Wellness Benefits: A mix of extended health, dental, and income protection benefits are offered to support the health of employees.
  •  Car allowance: A monthly car allowance is provided to account for business travel using personal vehicles.

1Also referred to by some organizations as a “Hold-back Compensation” Plan.


Summary Executive Compensation Table – 2017

Name and
Principal Position
Salary Incentive Plan
Compensation Paid
Pension Health and
Wellness Benefits
All Other
Compensation Paid
Total Previous 2 Years Totals
  $ $ $ $ $ $ $
  (A) (B) (C) (D) (E)    
Catherine Roome
President and CEO
290,081.60 93,387.76 30,876.84 11,067.00 12,990.96 438,404.16 2016 = 413,697.67
2015 = 402,527.61
Sue Gagné1
VP, Human Resources & Engagement
135,304.40 35,279.89 17,074.44 7,296.22 36,677.00 231,631.95 2016 = 227,564.86
2015 = 219,398.69
Phil Gothe
VP, Safety System Operations
191,818.88 41,038.77 20,136.26 8,259.47 9,390.96 270,644.34 2016 = 258,406.34
2015 = 241,506.82
Quinn Newcomb2
VP, Human Resources & Engagement (Interim)
33,340.80 - 3,644.16 1,232.09 2,172.74 40,389.79 2016 = n/a
Derek Patterson
VP, Regulatory Leadership & Corporate Secretary
215,901.60 47,643.04 22,768.59 10,574.13 12,031.78 308,919.14 2016 = 258,256.73
2015 = 74,126.72
Ab van Poortvliet3
VP, Data Analytics & Decision Science
116,896.00 30,648.08 12,415.98 3,821.01 6,300.00 170,081.07 2016 = n/a
Brian Rowland4
VP, Operations and Service Excellence
38,605.88 43,232.64 17,770.80 4,951.78 135,131.44 239,692.54 2016 = 271,847.54
2015 = 243,761.44
Brian Simmers
VP, Client Experience & CFO
216,915.20 47,001.61 22,879.31 10,595.64 9,390.96 306,782.72 2016 = 287,869.06 
2015 = 238,187.28

(A) Salary earned

(B) Variable Incentive Pay

(C) Pension

(D) MSP Premiums, Extended Healthcare, Dental, Group Life, Long Term Disability, Short Term Disability, Accidental Death and Dismemberment

(E) Car Allowance, Vacation Leave Payout

1 Departed organization on October 20, 2017.
2 Commenced in role as of September 22, 2017.
3 Commenced in role as of March 20, 2017.
4 Departed organization on March 1, 2017.


Balanced financial planning and responsible stewardship determines Technical Safety BC’s ability to deliver and improve upon safety services. Prudent management of our assets and operations allows for investment to support our work in assessment, education and outreach, enforcement, and research. The following report details the financial and operating results for Technical Safety BC for the year ended December 31, 2017 and should be read in conjunction with the audited financial statements. 

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The financial statements of British Columbia Safety Authority comprise the statement of financial position as at December 31, 2017, the statements of operations, changes in net assets and cash flows for the year then ended, and notes, comprising a summary of significant accounting policies and other explanatory information.

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