Audience
Operational Risk & Standardization
Where we have risk, variation & opportunity to standardize
3
High Risk Areas
Require immediate leadership attention
4
High Variation Roles
Inconsistent ways of working
40%
Heavy Tacit Reliance
Work relies on experience, not documented
78%
Participation Coverage
Across interviews, campfires, daily check-ins
1,200+
Daily Signals Captured
Five-minute check-ins in the last 30 days
Where to Focus: Risk vs. Consistency
Each bubble is a role · Size = volume of work · Color = friction level
FRICTION LEVEL (OVERALL)
HIGH
MODERATE
LOW
What we should do
Field Issue Investigation
HIGH PRIORITY
SUBSTATION OPS · LOWER MAINLAND
- High risk, high variation, heavy tacit reliance
- Inconsistent approaches and workarounds
Action: Define and standardize the approach
Work Order Follow-Ups
MEDIUM
FIELD OPS · ACROSS REGIONS
- Moderate risk with inconsistency across regions
- Different tools and manual workarounds
Action: Align process and tools across regions
Manual Asset Tracking
MEDIUM
VARIOUS ROLES
- High use of manual work and shadow systems
- Opportunity to automate or simplify
Action: Assess automation and system support
Standard PO Entry
LOW PRIORITY
MATERIALS · ALL REGIONS
- Low risk, highly consistent, well documented
- Working well across all five regions
Action: Maintain and continue to monitor
How the workforce is feeling
30-day sentiment pulse · aggregated at department level
Individual-level sentiment is not accessible.
This is architectural, not a policy setting. Drilling below department scope is structurally refused.
Materials & Supply Chain
LOWER MAINLAND · 58 CAPTURES · 30 DAYS
Exhaustion
tired
backlog
manual
overtime
long day
Substation Operations
LOWER MAINLAND · 42 CAPTURES · 30 DAYS
Pragmatism
we'll figure it out
workaround
doable
just
Field Service · Transmission
NORTHERN · 31 CAPTURES · 30 DAYS
Anxiety
what about us
no one knows
uncertain
silent
Asset Planning
LOWER MAINLAND · 24 CAPTURES · 30 DAYS
Steady
been through this
capital cycle
manageable
Generation Operations
COLUMBIA · 38 CAPTURES · 30 DAYS
Wry acknowledgment
here we go
third time
noted
Where this organization is headed
Operational coherence trajectory · 18-month projection
Operational coherence over time
Composite index · captured knowledge × workflow stability × workforce continuity
Baseline
No action
With capture
Capture intensity
Capital cycle timeline
Model basis. Agent-based Monte Carlo simulation across 5,000 iterations using captured cognitive fingerprints, workflow dependencies, and tenure-weighted knowledge density. Confidence bands at 80%.
Projected impact at 18M · capture vs no action
Process error rate
−42%
Finance error rate stays under 3% vs projected 11% without capture
Successor ramp time
−58%
New hires reach productivity in 11 weeks vs 26 weeks
Operational continuity risk
−67%
Single-point-of-failure roles drop from 14 to 5
Workforce stress index
−24%
Lower handover anxiety, less overtime backlog absorption
Estimated cost avoidance
$2.4M – $4.1M
Backpay correction, error remediation, agency staffing avoided
Team View · Finance AR
Capture status, workload patterns, and workflow alignment
Employees: By Team, Role, and Function
MATERIALS & SUPPLY CHAIN · 9 of 9 showing
Materials×
Materials Specialist×
| Name | Role | Interview | Campfire | Check-ins |
|---|---|---|---|---|
| Diane W. | Materials Specialist (MAT-201) | 18 | ||
| Eric L. | Procurement Analyst | 19 | ||
| Robert T. | Senior Buyer | 22 | ||
| Annie P. | Materials Specialist | 10 | ||
| Matthew H. | Buyer · Capital | 25 | ||
| Rachel O. | Procurement Analyst | 20 | ||
| David W. | Materials Coordinator | 9 | ||
| John M. | Materials Coordinator | 24 | ||
| Rebecca R. | Junior Buyer | 11 |
Average Day Comparison
ROLE: SENIOR MATERIALS SPECIALIST · % OF WORKDAY BY CATEGORY
Lower Mainland
7.6 hrs
Interior
7.7 hrs
Columbia
7.6 hrs
Island
7.9 hrs
Northern
8.0 hrs
Procurement & Sourcing
Vendor Coordination
Field Issue Investigation
System & Tracking
Meetings & Admin
Workforce Analysis · Senior Materials Specialist
ROLE ALIGNMENT & WORKFLOW ANALYSIS ACROSS REGIONS
JD Expected Work vs Actual Work
JD says: 70% core work
Actual work: 25-point gap between JD and reality
Top Workflow Frictions
Manual Asset Tracking (Shadow Work)79%
Field Issue Investigation65%
Work Order Follow-up48%
Key Insight
Materials Specialists are spending only 45% of their day on their core responsibilities. Friction is centered around manual asset tracking and field issue investigation.
Work That's Real. Issues That Matter.
RoleUp captures how the work really gets done — so we can improve it together
72%
of members report friction in their day
That's 7 out of 10 people
2.4 hrs
lost per person each day to friction & workarounds
That's 12 hours per week
41%
of work relies on experience, not documented processes
Risk of inconsistency & burnout
23%
variation across sites for the same work
Not everyone works the same way
Top 3
friction points causing delays & stress
See below
Where Our Members Struggle Most
TOP FRICTION POINTS FROM DAILY CHECK-INS & INTERVIEWS
1
Field Issue Investigation
SUBSTATION OPS · TIME-CONSUMING, UNCLEAR STEPS, MANUAL TRACKING
65%
2
Manual Asset Tracking
MULTIPLE ROLES · DUPLICATE DATA ENTRY, SPREADSHEET TRACKING
58%
3
Work Order Follow-ups
FIELD OPS · NO CONSISTENT PROCESS, HARD TO KNOW PRIORITY
48%
These issues aren't about individual performance — it's how the systems and processes are designed.
What Members Are Saying
FROM DAILY CHECK-INS · REAL QUOTES
"I spend so much time searching for information or chasing people down. It's exhausting."
"I want to do the job right, but the process isn't clear and changes depending on who shows up."
"The same task takes me less time when I know the shortcuts, but new people don't have that."
Our ask: Use this real data to fix what's broken, reduce unfair pressure, and make work better for everyone.
Let's Fix What's Broken — Together
TOP OPPORTUNITIES TO IMPROVE
1
Standardize Field Issue Investigation
Clear steps, tools, and training across all regions
2
Reduce Manual Asset Tracking
Automate or simplify to save time and reduce rework
3
Create Clear Work Order Process
Consistent prioritization and ownership
4
Document & Share Expert Knowledge
Capture what works and make it easy to find
Stronger processes. Fairer workloads. Healthier workplaces.
YOUR VOICE · YOUR WORK · YOUR DATA
Role Fit Matrix
Internal candidates ranked against open or critical roles · Materials & Supply Chain · 5 regions
Select a role
Senior Materials Specialist
CRITICAL
Substation Maintenance Lead
CRITICAL
Distribution Planning Coordinator
OPEN
Transmission Line Designer
CRITICAL
Buyer · Capital Projects
STABLE
Asset Planning Engineer
STABLE
Generation Operator
OPEN
Senior Materials Specialist
SUPPLY CHAIN · GRADE 11 · CURRENTLY VACANT (Margaret retired Mar 2026)
19
Required skills
21
Internal candidates considered
2
Ready now
Top 5 internal candidates · ranked by composite fit
01
Diane Whitcomb
89
READY NOW
02
Robert Tessier
82
READY NOW
03
Eric Lavigne
71
6-9 MOS
04
John Morton
64
9-12 MOS
05
Rebecca Roy
53
12-18 MOS
Composite fit score. Weighted combination of role-required skills (40%), demonstrated judgment from captured workflows (35%), and relationship density to dependent roles (25%). Each candidate's score breaks down by category, showing exactly what's missing rather than a black-box ranking. Scores refresh quarterly with event-triggered updates on promotion or role change.
Succession Health
Critical roles · bench depth · vacancy risk · refreshed quarterly
7
Critical roles with no successor
Out of 32 critical roles tracked
11
Single-successor roles
No backup if primary candidate leaves
14%
Critical roles at retirement risk <3yrs
Incumbent eligible to retire by 2029
62%
Roles with healthy bench
2+ ready-now or near-ready successors
Critical roles · succession depth and vacancy risk
SHOWING 8 OF 32 · SORTED BY RISK · CLICK ANY ROW TO DRILL THROUGH
Role
Incumbent
Ready now
Ready 6-12mo
Longer-term
Risk
Substation Maintenance Lead
FIELD OPS · GRADE 14
Jim Sutherland (vacating Aug 2026)
0
1
2
94
Transmission Line Designer
ENGINEERING · GRADE 13
David Mak (retirement-eligible)
0
0
3
88
Senior Materials Specialist
SUPPLY CHAIN · GRADE 11
VACANT
2
2
1
71
Distribution Planning Coordinator
PLANNING · GRADE 12
Rachel Okonkwo
0
1
2
66
Generation Operator
GENERATION · GRADE 11
Matthew Hall
1
2
3
42
Buyer · Capital Projects
SUPPLY CHAIN · GRADE 9
Annie Parker
2
3
4
28
Asset Planning Engineer
PLANNING · GRADE 12
Susan Clark
1
2
2
35
Field Service Supervisor
FIELD OPS · GRADE 11
James Liu
2
2
5
22
Refresh model. Succession depth and risk scores update quarterly with event-triggered refresh on promotion, departure, role change, or new captured skill. Bench tier eligibility is computed from candidate fit scores (≥80 = ready now, 60-79 = ready 6-12mo, 40-59 = longer-term). Vacancy risk weights incumbent retirement timing, knowledge concentration, and bench depth.
Skill Coverage Heat Map
Materials & Supply Chain team across 5 regions · single points of failure surfaced
Materials & Supply Chain · skill × person matrix
9 PEOPLE · 8 SKILLS · CLICK CELL TO SEE EVIDENCE
Vendor heuristics
Inventory judgment
Capital sourcing
ERP system depth
NERC compliance
IBEW pay rules
Emergency procurement
Cross-region coordination
Diane W.11Y
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Robert T.14Y
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Eric L.7Y
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Annie P.3Y
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Matthew H.9Y
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Rachel O.5Y
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David W.4Y
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John M.5Y
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Rebecca R.3Y
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Coverage:
None
Aware
Working
Strong
Expert
IBEW pay rules
SPOF
Only Diane Whitcomb demonstrates working knowledge. Five team members have no exposure. This skill is concentrated in a single person whose retirement window opens within three years.
Action: Pair Diane with Robert and Matthew for shadowing
Vendor heuristics
CRITICAL
One expert (Diane), one working (Robert). Three team members have no exposure. The Q3 transformer market judgment alone took years to develop and exists nowhere in documentation.
Action: Capture Diane's heuristics in Clara before next quarterly
NERC compliance
THIN
Two strong (Robert, Rachel). Four at working or below. Compliance-relevant skill requires deeper bench given regulatory enforcement and audit cadence.
Action: Targeted training for Eric and Matthew
Cross-region coordination
EMERGING
No expert. Three at working level. Becoming critical as capital plan execution increases inter-regional dependencies — currently underdeveloped capability across the team.
Action: Cross-region rotations during Q3 capital push