36 REASON ISSUE 1 2017 he serene countryside north of Toronto where Northland Power sites a handful of its facili ties exists in sharp contrast to the gritty and congested downtown area of Toronto itself where the progressive energy company is headquartered The rolling hills large tracts of farmland and vast green expanses feel unspoiled and natural barely touched by industri alization No wonder why Northland and its focus on developing and managing clean efficient natural gas projects and renewable energy sources suit Canada and many other parts of the world so perfectly There s no doubt about it Northland is on a roll The company s current clean and green energy projects across Canada and in Europe total approximately US 6 billion in sustainable energy stalwart areas like wind and solar as well as thermal And the bot tom line results speak for themselves Shareholder returns are impressive But along with growth comes inherent risk a fact that is not lost on Northland Vice President and Treasurer Darryl Bergman Dealing with risk To keep up with the company s pace of growth Bergman who oversees the risk management function knows his risk management program must be on the cutting edge I don t want any surprises he says I m looking three to four years out to determine what we can do strategi cally to keep our risk management program proactive What do I need to change How do I structure our risk programs How can I avoid surprises And FM Global knows how to avoid them Having bound the account back in 2011 FM Global realized very early on that Northland was a strong engineering led organization wholly committed to the safety and reliability of its facilities The fit Perfect We felt that we could augment their approach by bringing value to the engineering side of the business says Bob Najdovski FM Global assistant vice president senior account manager We visited some of their facilities and we were able to demonstrate that with relatively inexpensive changes they could eliminate a significant number of risks and exposures to their business that might ultimately affect their reliability and the Northland brand Manpreet Gill account engineer started out as an FM Global field engineer on the Northland account A great example of a low cost risk improvement strategy we imple mented says Gill would be the installation of flange shields on all high pressure lube oil I don t want any surprises I m looking three to four years out to determine what we can do strategically to keep our risk management program proactive What do I need to change How do I structure our risk programs How can I avoid surprises Darryl Bergman VICE PRESIDENT TREASURER NORTHLAND POWER

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