20160906AVU to Staff 136 Attachment A.pdf

The Power of Shared Value
Avista’s Report on Our Performance 2015
Staff_PR_136 Attachment A Page 1 of 94
Table of Contents
A Directory for Avista’sReport on Our Performance
A Message from Our Leadership 2
About the Report 4
Our Company 7
Utility Operations 22
Environmental Stewardship 46
Community Partnership 59
Global Reporting Initiative 74
1
The Power of Shared Value
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2
2014 was a milestone year for Avista that created
powerful possibilities. Not only did we celebrate
our 125th anniversary and dedicate a new park
to our home city, but we built upon the power
and legacy of our commitment to creating shared
value for those we serve and Avista. With this,
we’re proud to present our 2015 Shared Value
Report, the seventh report on our operations,
that provides a comprehensive view into our
business and the work done that demonstrates
this commitment.
Change remains a constant in our industry, and
we continue to focus on the role we play in
helping our stakeholders navigate through it.
Our success in accomplishing this is driven by the
foundation we’ve built of intentionally making
the connection between Avista’s business
strategies and the benefits our actions can have
for customers and the communities we serve.
We continue to listen to our stakeholders and
communicate about the topics they tell us
are important.
Dear Friends:
A Message from Our Leadership
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3
Creating shared value means aligning our
strategic business interests, including
philanthropy and community involvement, in
powerful ways that create the opportunity to
bring value to our stakeholders. The key drivers
are the links between our corporate strategic
plans — opportunities that create economic
value for our company — and the positive
outcomes that also address societal needs and
challenges.
Our activities and shared value opportunities
throughout 2014, many of which you will read
about, highlight the investments we continue
to make in our systems, infrastructure,
employees and communities and align with
our company strategies:
•Customer Engagement and Value — Deliver
more value to more customers and strengthen
engagement for mutual understanding;
•Community Vitality — Act through
partnerships and service to enhance
community vitality;
•Safe and Reliable Infrastructure — Invest in
our infrastructure to achieve optimum life-cycle
performance — safely, reliably and at a
fair price;
•Responsible Resources — Control a portfolio
of resources that responsibly meet our long-
term energy needs;
•People and Performance — Reinforce a
values-driven culture of employees who do the
right thing to help us succeed;
•Financial Performance — Strengthen
financial performance to remain a healthy
company and an attractive investment; and
•Effective Regulatory Outcomes — Drive
positive regulatory outcomes at the local, state,
regional and federal levels.
The stories highlighted in this report
underscore the power of working together
for a shared outcome — one that is
meaningful and has a lasting impact but
also serves to move Avista and our
communities toward our goals.
Throughout the following pages, you’ll
gain an understanding of the values
that are fundamental to our operations
that ensure we recognize that the
energy we provide powers the lives of
those we serve.
Thank you for your interest in Avista and this
report. We hope that you will give us your
feedback on the report and that you will share it
with others.
Dennis P. Vermillion
President, Avista Utilities
A Message from Our Leadership
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4
This is our seventh annual voluntary report on our operations, with an
emphasis on corporate social responsibility and shared value opportunities.
The information in this report is based on the Global Reporting Initiative (GRI)
G3 Guidelines and the Electric Utility Sector Supplement (EU). The most recent
previous report was published in July 2014.
We have considered the G4 Guidelines and you will see an emphasis on
materiality throughout this report. We may report based on G4 Guidelines in
the coming years.
This report maintains a consistent format and structure as in previous years
and a continued focus on shared value — how we create and bring value for
our company and our stakeholders. Content and stories are informed not only
by the G3 Guidelines but by what our stakeholders have told us is important
and relevant to them. Information contained here is focused solely on Avista
Utilities, a regulated business unit of Avista Corporation. In 2014, Avista Corp.
sold Ecova and acquired Alaska Energy and Resources Company (AERC) and
its primary subsidiary Alaska Electric Light and Power Company (AEL&P), in
Juneau, Alaska, but Avista Utilities had no significant changes in size or
structure. Data in the report is current as of Dec. 31, 2014, except where
otherwise noted.
This report is available for review online as well as for download in PDF at
avistautilities.com.
About the Report
Staff_PR_136 Attachment A Page 5 of 94
About The ReportA Message From Our Leadership

5
LOW HIGH
HIG
H
Relevance for Avista
SYSTEM RELIABILITYConsistency of energy delivery
CORPORATE CITIZENSHIP
Community relations, volunteerism, philanthropy, sponsorships
CUSTOMER SATISFACTION
Company performance in ways that meet customer needs
ENVIRONMENTAL PERFORMANCE
Stewardship of environmental elements impacted by operations
RESOURCE PLANNING
Short and long-term outlook to meet customers’ energy needs
Stakeholder Materiality
About the Report
Materiality
Materiality involves identifying those topics and
issues that matter most to Avista and our
stakeholder groups. We balance providing
content that meets GRI guidelines and industry
expectations with content that is stakeholder-
relevant.
Throughout this report, we’ve included and
highlighted those items that have been identified
as material. You will notice the icons on this page
that call attention to these items.
The materiality of information included in
this report is determined by the level of
significance each issue has in terms of:
• Stakeholder interest, as measured by surveys,
focus groups, formal and informal discussions
and anecdotal information;
• Its impact on our business today and in the
future, as determined by state and federal
regulatory and voluntary data reporting, and
financial significance;
• Society’s interest, in terms of its impact on the
communities we serve and its importance,
relevance or perception in part as reflected by
coverage through traditional and social media
channels; and
• Materiality checks conducted with two external
groups that were asked to rate 25 specific
topics in terms of their perceived impact on
stakeholders and their relevance to Avista.
The list of topics is available in the online
Shared Value Report at avistautilities.com.
The analysis of all available information
resulted in five material topics which
informed the majority of content for
this report:
• System Reliability
• Customer Satisfaction
• Resource Planning
• Environmental Performance
• Corporate Citizenship
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About The ReportA Message From Our Leadership
6
Review of the Report
While this report was not reviewed by outside
stakeholders prior to its publication, we
anticipate sharing it with the stakeholder groups
we regularly interface with throughout the
coming year. In doing so, we hope to engage
individuals and organizations in an ongoing
dialogue about our business operations and
solicit suggestions about opportunities to further
build shared value.
Forward-Looking Statement
This report contains forward-looking statements
regarding the company’s current expectations.
Forward-looking statements are all statements
other than historical facts. Such statements
speak only as of the date of the report and are
subject to a variety of risks and uncertainties,
many of which are beyond the company’s
control, which could cause actual results to differ
materially from the expectations. These risks and
uncertainties include, in addition to those
discussed herein, all of the factors discussed in
Avista Corp.’s Annual Report on Form 10-K for
the year ended Dec. 31, 2014.
Acknowledgements
This report is produced through a partnership of
knowledgeable and talented Avista employees,
stakeholders and creative vendors within our
service territory. We thank all of them for their
time, contributions and support.
Managing Editor: Casey Fielder
Communications Manager
Assistant Editor: Jessie Wuerst
Sr. Communications Manager
Design: Klündt | Hosmer
Cover photo: Dean Davis
On the cover: Summer storms hitting 10 days
apart caused extensive damage throughout
Avista’s Washington/Idaho service area in
2014, knocking out power to nearly 100,000
customers. Crews and office staff worked
around the clock, restoring power quickly
and safely, keeping customers informed
through traditional and social media
channels.
This report is available online at
avistautilities.com
For additional information about this report,
or to give us feedback on our performance,
please contact us at:
[e-mail]
We welcome your questions and comments.
About the Report
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77
Our Company
The People and Processes
that Make Avista Successful
Organizational
Profile
Avista generates and transmits electricity and distributes natural gas, while
providing innovative energy solutions for our residential, commercial and industrial
customers. We are a regulated business unit of Avista Corp., an investor-owned
corporation headquartered in Spokane, Wash. As one of the largest taxpayers in
the region, paying approximately $100 million in taxes annually, our economic
impact supports family-wage jobs in rural, suburban and urban communities in
our 30,000 square-mile service territory in eastern Washington, northern Idaho
and parts of southern and eastern Oregon and Sanders County, Montana.
Staff_PR_136 Attachment A Page 8 of 94
About The

8
Our Company
Selected Company Statistics (as of Dec. 31, 2014)
Avista Corp. total annual revenue $ 1,472,562,000
Avista Corp. net income* $ 192,041,000
Avista Utilities net income* $ 113,263,000
Avista Utilities number of employees 1,658
Number of customer accounts
Retail — electric 367,092
Commercial/industrial — electric 42,373
Retail — natural gas 326,267
Commercial/industrial natural gas 34,348
Population of service area 1.6 million
* attributable to Avista Corp. shareholders
Our Purpose
To improve life’s quality with energy — safely,
reliably, responsibly.
Our Lasting Principles
Certain principles have stood the test of time
and remain deeply rooted in our company.
Every aspect of what we do is aligned with
these principles.
At Avista we are:
Trustworthy: Our word is reliable; we do what
is right.
Innovative: We continuously improve and find
better ways to get things done.
Collaborative: We are respectful and are at our
best when working together.
Our Commitment to Diversity
Avista is enriched by the diversity of our
employees. We are committed to the goals of
Equal Employment Opportunity and Affirmative
Action, maintaining an environment of acceptance
and inclusion for everyone in all aspects of our
daily operations. Our employees and our company
value diversity and mutual respect, and the
workplace is free from harassment and
discrimination for employees, customers, suppliers
and other stakeholders.
Pullman
Clarkston
La Grande
Moscow
Lewiston
Grangeville
Coeur d’Alene
Kettle Falls Sandpoint
Noxon
Klamath Falls
Medford
Roseburg
OthelloOlympia
Salem
Boise
GoldendaleStevenson
Jackson Prairie Natural Gas Storage
HelenaMissoula
Portland
Seattle
Spokane
Avista Service Territory
AVISTA SERVICE TERRITORY
Electric
Natural Gas
Electric and Natural Gas
as of 12/31/2014
WASHINGTON
IDAHO
MONTANA
OREGON
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9
Our Company
Our
Employees
The culture at Avista is based on integrity and
respect. We offer employees the chance to enrich
their careers through challenging and meaningful
work assignments and ongoing training and
development — all in an equal opportunity
workplace that is surrounded by a supportive
environment. Our success lies in hiring talented
people and setting them free to pursue great
ideas — ideas that engage the imagination,
stretch us all and ensure that Avista continues to
provide exemplary and cost-effective service to
our customers.
Approximately seven percent of our employees
system-wide identify themselves as minority.
Spokane County, home to our headquarters and
1,195 of our employees, has approximately 10
percent minority population in the workforce.
Roughly 36 percent of our employees will be
eligible to retire in the next five years, and 50
percent will be eligible to retire in the next 10
years. However, we’ve been planning for this
shift in our demographics for many years.
Through robust professional development
programs along with careful succession planning
and targeted and intentional recruitment efforts,
we continue to develop our workforce to keep
ideas fresh and leadership strong. Avista does
periodic assessments of future retirement
scenarios to anticipate how to attract, retain and
develop critical talent needed for the continued
effective operation of the company.
Working at Avista
Local Hiring
In an ongoing effort to recruit qualified local
employees, we post positions on local job
websites such as Worksource (Washington) and
Idahoworks (Idaho) as well as through traditional
and social media channels (Facebook, Craigslist
and LinkedIn) and on our company website. In
addition, we submit our external job postings to
more than 100 agencies across Washington,
Idaho, Oregon and Montana. As appropriate, we
also notify local schools of student employment
opportunities. Of the 13 executive level officers
employed by Avista, nine were hired locally (from
within the Inland Northwest region).
Collective Bargaining
At Avista, 40 percent of employees are covered
by collective bargaining agreements. Avista
employees are represented by the International
Brotherhood of Electrical Workers, Local 659
(Oregon) and Local 77 (Washington/Idaho).
Performance Reviews
All regular, non-bargaining unit employees
receive formal performance reviews on an
annual basis and updates at mid-year. Our
union employees receive periodic evaluations
as needed.
Supporting Military Service
It is Avista’s policy to grant military absence and
military time off without a break in service time
or benefits, as required by law and in accordance
with the needs of employees who are members
of the military service. Currently, Avista has
approximately 66 self-declared veterans of
military service, about four percent of our work
force. As the number of veterans returning home
from service increases, Avista is actively working
with local organizations to identify opportunities
to support veterans-to-work initiatives. In 2014,
Avista staff attended the following career fairs:
Hero 2 Hired, Airman and Family Readiness
Center at Fairchild Airforce Base and the Inland
Northwest Hiring Heroes. Staff also attended the
Washington Women’s Veterans Summit and a
Congressional Military Family Caucus while also
continuing Avista’s strong relationship with the
Eastern Washington University Veterans Resource
Center. The Avista recruiting team speaks to local
veterans groups and communicates about job
openings with local veterans organizations.
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Our Company
10
Our Company
Engaging Our Employees
Avista employee engagement — their level of
commitment to and satisfaction with
employment at Avista — has been measured
every two years, beginning in 2006, in
partnership with the independent consulting firm
Mercer. Over time, we’ve seen a high level of
engagement from participating employees. The
final survey with Mercer was completed in 2014,
and Avista will continue the established
commitment to employee engagement with a
new research partner in future years.
Employee Engagement
*This level of employee engagement is 8 percent higher than
the norm for all industries as measured by Mercer.
Employee engagement efforts seek to provide a
venue for employees to meaningfully participate
in our business. A wide array of communication
tools are used to keep our employees informed
about our company, our industry and current
trends in the energy industry. These include
electronic and print newsletters and emails, issue-
specific information sheets, pre-packaged
information tools for managers, communications
leadership training, videos and quarterly town
hall meetings with executives.
Who We Are
Board of Directors
• 4 females, 40 percent female*
• One of the 10 directors identifies as minority
Corporate Officers
• 3 females, 23 percent female
• No officers identify as a minority
• Of the top 6 executive officers, 2 are female
Employees
• 29 percent female, 71 percent male
• 7.0 percent identify as a minority
* While the national activist group 2020 Women on Boards
call for at least 20 percent of public company directors to be
women by the year 2020, Avista already exceeds that
standard. (Puget Sound Business Journal, May 25-31, 2012)
Programs and Processes to Ensure the Availability of Skilled Workforce
Avista Scholars Program
Avista partners with colleges and universities
throughout our three-state service territory to
provide several different scholarship opportunities
for students. The mission of the Avista Scholars
program is to promote excellence in the fields of
math, science, technology and engineering,
leading students to become innovators, problem
solvers and diverse, talented employees of our
future. Through this program, Avista is helping to
ensure there is a skilled workforce for the future.
Six Avista Scholars have been hired at Avista since
the program’s inception in 2007.
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Our Company
11
Our Company
A Training Partnership with the
Community College
Avista continues a more than 20-year partnership
with Spokane Community College to offer a
course that provides an introduction to the
electric lineman field through the Line Pre-
Apprentice Program. It is held at Avista’s Jack
Stewart Training Center, a 10-acre training
facility, and is open to individuals interested in
entry-level positions leading to careers in the
electric line worker craft and other utility-related
professions. Participants learn, through hands-on
and classroom experience, the skills and
knowledge required for the position of a line
crew helper.
Apprenticeship Programs
As part of Avista’s commitment to ensuring we
have a skilled workforce now and into the future,
we provide 11 active apprenticeship programs.
The programs, which typically take 2-4 years to
complete, provide participants living-wage jobs
along with the opportunity to advance within
their field and at Avista. There are a wide-range
of focus areas, ranging from electric mechanic
and lineman to hydro and substation operator
and communications technician. There were 64
apprentices registered in 2014, 10 of whom
completed their programs.
Powering Shared Value
Student Engineering Development Program
As a part of ensuring a skilled workforce for the
long-term, Avista offers a Student Engineering
Development Program (SEDP) that provides a
variety of opportunities for engineering
students to develop their engineering skills, gain
an insight into the energy industry, gain
valuable real-world experience and explore
future professional opportunities. Students
spend the summer working at Avista, where
they participate in meaningful projects,
experience focused mentorship and prepare for
the next steps in their career.
In 2014, 10 students participated in the SEDP
and two of these students were hired.
The program is mutually beneficial for local and
regional students and Avista as it provides us
with employees who can contribute to the
overall success of the department they are
working for, bringing in fresh new ideas while
giving us the link to the latest technology being
taught in our colleges. This program provides
students with an overview of what it’s like to
work at Avista and helps Avista build a strategic
pipeline into our Engineering Development
Program (EDP).
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Our Company
Ongoing Training and
Development Opportunities
We support a culture of continuous learning at
Avista. Our development opportunities are
created to prepare employees at all levels to
ensure we have the skilled workforce we need
now and into the future to identify customer
challenges and how we can continue to meet
their needs. We develop training that is relevant,
necessary and in demand within the organization
to help employees find success within their jobs.
Training for employees at Avista is delivered
through instructor-led, self-service, computer-
based, field and workshop models that include
topics such as: craft, customer service,
environmental, natural gas, desktop, warehouse,
project management, gas for non-gas workers,
health and safety, leadership development,
electric, flagging/ forklift, line, apprentice,
journeyman, power resources, hydro and
power supply.
Opportunities for Continued Learning and Professional Development
Aspiring Leaders Program
In its 13th year, the Aspiring Leaders Program
provides development for those employees
preparing to be considered for future leadership
roles. This one-year program provides qualified
employees exposure to a variety of departments,
training, leadership, mentoring and includes a
team project.
College Tuition Aid
The company provides tuition assistance of up to
$5,250 each year for undergraduate and master’s
level studies in programs that add to employees’
performance and effectiveness in present or
foreseeable jobs within the company.
Learning Center
Avista’s Learning Center was established in 1998
to promote lifelong learning for all employees.
The center focuses on being proactive rather
than reactive in terms of training and learning
opportunities. Resources available include audio/
video media, books, journal/periodicals and self-
study courses.
Workshops, Classes and
Development Programs
Avista offers a series of workshops and classes
that are open to all employees as part of an
overall professional and leadership development
program. Topics include leadership enhancement,
business process improvement and leading
change for understanding more about the role of
leadership, utility strategies and operations. In
addition to in-house courses, we also send staff
to classes offered through the Western Energy
Institute, American Gas Association, Edison
Electric Institute, University of Idaho, Willamette
University, Gonzaga University and others.
Safety and Health
A safe and healthy work environment is an
essential part of our commitment to all our
employees. Fortunately, we had no employee
fatalities as part of our 2014 operations.
Our focus continues to be on keeping employees
well and on the job because we want every
employee to go home safely to his or her family
at the end of a shift. Avista’s Central Safety
Council is committed to providing the safest
workplace possible and a safe environment for all
of our employees, their families and the
communities we serve. The Central Safety
Council’s mission is to:
• Act as a forum to provide leadership and
direction to the safety efforts;
• Advocate the steps needed to achieve
safety goals;
• Coordinate, monitor and focus on safety and
prevention;
• Ensure proper action will be taken to provide a
safe and healthy work environment for all our
employees. There are 37 location-specific safety
committees and safety chairpersons
throughout the company. Safety information is
reported quarterly to Avista’s board of
directors; and
• Ensure the resources are provided to achieve
the above.
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Our Company
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Our Company
Employee Health Preparedness
and Assistance
In the event of widespread illness, Avista has a
pandemic emergency plan in place that includes
workforce, community and family assistance
elements. The plan was created to provide
employees with information, support and policy
guidance prior to, during and following a
regional pandemic event that impacts our ability
to provide services to our communities.
Coordinated response procedures are
instrumental in effectively maintaining our
customer services during a long-term pandemic
event. In addition, employees and families receive
education, training, counseling, treatment and
prevention/risk control opportunities through the
Occupational Health Department and the
company health and wellness programs. Avista
maintains an on-site clinic in the main office with
occupational and safety professionals available to
serve all locations. The company provides an
Employee Assistance Program and a Health
Reimbursement Arrangement (HRA). Onsite
exercise facilities are provided in many work
locations throughout our service territory to
foster ongoing health and wellness.
Health and Safety Topics Covered in Formal
Agreements with Trade Unions
Avista follows all federal, state and local health
and safety regulations and compliance programs.
We work with our craft representatives to
promote safety from the foremen to their crews.
Our Labor/Management Committee meets
quarterly or as needed to address problems and
concerns. The union contracts also include
grievance and arbitration language to deal with
safety concerns or complaints.
Policies and Requirements for Health
and Safety
Avista follows the requirements and guidance of
numerous regulatory agencies for employee
safety, including the United States Occupational
Safety and Health Administration (OSHA),
Washington Division of Occupational Safety and
Health (DOSH), Oregon Department of
Occupational Safety and Health (Oregon OSHA),
and the Department of Transportation (DOT). Our
Incident Prevention Manual (IPM) includes an
accident prevention plan as well as safety rules
and practices for the different operating units. In
addition, Avista has developed standards manuals
that include safe work practices materials and
procedures. We conduct numerous training
programs internally and externally as required for
employee and contractor safety by OSHA, DOT,
DOSH and Oregon OSHA.
A combination of instructor-led, third-party
and online training programs are used
throughout the year to keep employees properly
trained and safe.
Avista supplies personal protective equipment for
employees as needed for their work, including
the tools, equipment and machinery required to
perform their jobs safely. Ergonomic equipment is
used whenever possible to reduce potential
injuries. Contractors and sub-contractors are
required to follow all regulatory rules and
regulations as they relate to personal protective
equipment when working on Avista systems.
Other programs that ensure a safe
workplace include:
• A substance abuse prevention program,
including pre-employment, random, for-cause
and post-incident segments;
• Operator Qualification training for gas
employees to ensure safe operation of
gas systems;
• OSHA required training in craft work areas; and
• Pre-job review and orientation for contractors
awarded bids on Avista properties.
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Our Company
Governance
Governance Structure
The board of directors of Avista Corp. has long
adhered to governance principles designed to
assure the continued vitality of the board in the
execution of its duties. The board is responsible
for management oversight and providing
strategic guidance to the company. The board
believes that it must continue to renew itself to
ensure that its members understand the industry
and the markets in which the company operates.
The board also believes that it must remain well
informed about the positive and negative issues,
problems and challenges facing the company
and markets so that the board members can
exercise their fiduciary responsibilities to the
company’s investors and other shareholders.
The board has six standing committees: Audit
Committee, Governance/Nominating Committee,
Compensation & Organization Committee,
Finance Committee, Environmental & Operations
Committee and Executive Committee.
Information about these committees is available
online at avistacorp.com.
Composition of the Board
According to the company’s Articles of
Incorporation, the board will consist of no more
than 11 directors, as determined by the board
from time to time. The board included 10
directors as of Dec. 31, 2014. The majority of the
board will consist of directors who meet
applicable independence requirements of the
New York Stock Exchange, which will be
determined by the board on an annual basis.
Members of the board are elected annually. The
board does not have a policy as to whether the
role of CEO should be separate from that of
chairman. The board selects the chairman in a
manner that it determines to be in the best
interests of the company and its shareholders.
This flexibility has allowed the board to determine
whether the role should be separated based on
the individuals serving and circumstances existing
at that time. The board believes that it needs to
retain the ability to balance the independent
board structure with the flexibility to appoint as
chairman someone with hands-on knowledge of
and experience in the operations of the company.
The board periodically examines its governance
practices, including the separation of the offices
of chairman and CEO.
Awards and
Recognition
• Business Development Award —
Coeur d’Alene Chamber of Commerce
• A+ Education Award — Coeur d’Alene
Chamber of Commerce
• BOMA 360 Performance Program
Certification — Building Owners and
Managers Association
• Recognition for collaborative efforts
of the Clark Fork Management
Committee and commitment to
stewardship — Idaho Department of
Fish and Game
• Proclamations recognizing Avista’s
125th anniversary:
– U.S. House of Representatives —
Resolution
– State of Washington
Legislature — Joint Resolution
– Washington Secretary of State
– City of Clarkston, Wash.
– City of Coeur d’Alene, Idaho
– City of Lewiston, Idaho
– City of Medford, Oregon
– City of Moscow, Idaho
– City of Post Falls, Idaho
– City of Pullman, Wash.
– City of Spokane Valley, Wash.
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Our Company
Independence
It is the policy of the board that a majority of the
directors will be independent from management.
Independence determinations are made on an
annual basis at the time the board approves
nominees for election at the next annual meeting
and, if a director joins the board between annual
meetings, at that time. As of Dec. 31, 2014, of
the 10 members of the board, nine are
independent. The chairman of the board is the
president and CEO of Avista Corp.
Code of Ethics
We strive to achieve the
highest business and personal
ethical standards, as well as
compliance with the laws
and regulations that apply
to our business.
Business practices focused on Avista’s values of
integrity and principle-based conduct are
essential for Avista’s board and employees. The
company’s Code of Business Conduct and Ethics
provides the framework for our decisions and our
operations. It is the obligation of every member
of the board and each officer and employee of
Avista to become familiar with the goals and
policies of the company and integrate them into
every aspect of our business. Our standard has
been, and will continue to be, that of the highest
ethical conduct.
Communicating with the Board
Shareholders and other interested parties may
send correspondence to the board or individual
directors through the Avista Corporate Secretary’s
office. All communications will be forwarded to
the person(s) to whom it is addressed unless it is
determined that the communication does not
relate to company or board business, is an
advertisement or other solicitation, is frivolous or
offensive, or is otherwise not appropriate to
deliver. Shareholder proposals, in writing, may be
delivered to the company’s Corporate Secretary.
Specific information about the process to do this
can be found in the company’s proxy statement.
Reporting Suspected Violations
The message hotline number (877-861-6690)
provides an alternate point of access for serious
concerns regarding possible breaches of the
Code of Business Conduct and Ethics, corporate
policies, business ethics or environmental
practices (except environmental spills, for which a
specific phone number is provided).
Compensation of Directors
Directors’ compensation is determined by the
board, based on recommendations of the
Governance/Nominating Committee. Members of
management who are also directors will not
receive additional compensation for their service
as directors. The board believes that it is
important for the interests of the board to be
aligned with the company’s shareholders and,
accordingly, a portion of directors’ compensation
will be provided and must be held in company
stock.
Conflicts of Interest
The company requires its board of directors,
officers, employees, consultants, representatives
and agents to avoid conflicts of interest, or even
the appearance of such, between their
obligations to the company and their personal
affairs. None of these persons shall have an
interest, position or relationship with any person,
firm or corporation with whom the company
does business or competes, if such interest,
position or relationship would influence or might
be likely to influence the actions of such
individual in the performance of his or her duties.
15
Staff_PR_136 Attachment A Page 16 of 94

Our Company
Board Membership Criteria
The Governance/Nominating Committee annually
reviews with the board the composition of the board
as a whole and recommends, if necessary, steps to
be taken so that the board reflects the appropriate
skills, experience, attributes and characteristics
required of board members all in the context of an
assessment of the needs of the board and the
company at the time. In conducting this assessment,
the committee considers diversity, retirement age,
skills, experience, expertise and such other factors as
it deems appropriate.
Say-On-Pay
Shareholders voted in 2011 to have the non-binding
advisory vote on the company’s executive
compensation program appear annually in the
company’s proxy statement. At the May 2014
annual meeting, Avista’s shareholders approved the
company’s executive compensation program. Every
six years shareholders will have the opportunity to
determine how frequently the vote on “say on pay”
will be included in the company’s proxy statement.
16
Staff_PR_136 Attachment A Page 17 of 94

Our Company — By the Numbers
Strategic Objectives
An integral part of our work at Avista is to establish a clear line of sight for employees from the work
they do every day to the outcomes that bring the most value to our customers, our shareholders and
our communities. The following objectives have been established to meet that goal.
Initiatives Target Goal Actual Action
Customer Satisfaction Consistently maintain customer satisfaction as
measured through Voice of the Customer
90% satisfied and
very satisfied
Exceeded — 95%
System Reliability Reliability Index — three common industry indices:
Customer Average Interruption Duration — (CAIDI),
System Average Interruption Frequency Index (SAIFI) and
Customer Experiencing Multiple Interruptions (CEMI3)
Reliability index of
1.0 or better
Exceeded — 2.2
Electric Energy Efficiency Achieve efficiency target to meet Washington and
Idaho Integrated Resource Plan Goals
52,649,000
kWh saved
Exceeded —
58,714,955
kWh saved Preliminary numbers
Natural Gas Energy
Efficiency
Acquire cost-effective conservation to align with the
Washington Integrated Resource Plan efficiency target
1,310,000
therms saved
Not met —
615,418
therms saved
Numbers expected to be
lower due to lower costs of
natural gas
17
Staff_PR_136 Attachment A Page 18 of 94

Our Company — By the Numbers
Initiatives Target Goal Actual Action
Generation Plant
Efficiency
Ensure that generation, transmission and distribution
systems reliably and cost-effectively meet customer
energy requirements
93% availability Not met — 87% Complete generation plant
projects currently underway
Employee Engagement Maintain engagement drivers that keep our employees
involved and committed to Avista
75% engagement Exceeded — 81%
engagement

Employee Injuries Reduce the number of incidents as compared to
2013 actual
5% reduction Exceeded —
26% Reduction

Lost Time Incidents Reduce the number of incidents as compared to
2013 actual
5% reduction Exceeded —
50% Reduction

Vehicle Incidents Reduce the number of incidents as compared to
2013 actual
5% reduction Exceeded —
42% Reduction
Employee Volunteerism Be an integral part of the communities we serve and
a contributor in mutually beneficial ways
50,000 hours Not met — 48,000
hours
New volunteer engagement
website tool will be
implemented
Natural Gas Dig-Ins Maximize awareness and adoption of safe practices
that support our response to public safety
Reduce to less than
or equal to 6 per
1,000 locates
Exceeded —
5.16 Dig-Ins/1,000
Locates

Strategic Objectives Continued
18
Staff_PR_136 Attachment A Page 19 of 94

Our Company — By the Numbers
Strategic Objectives Continued
Initiatives Target Goal Actual Action
Natural Gas Public Safety
Education
Maximize awareness and adoption of safe practices
that support our response to public safety
Improve
performance as
compared to 2009
baseline
2014 Performance
continues to
improve as
compared to 2009
baseline

Natural Gas Emergency
Response
Maximize awareness and adoption of safe practices that
support our response to public safety
Meet natural gas
response targets on
93% of calls
Exceeded — 97%
19
Staff_PR_136 Attachment A Page 20 of 94

Our Company — By the Numbers
Total Workforce by Employment Type as of Dec. 31, 2014
2014 2013 2012 2011 2010 2009
Full time 1,487 1,475 1,518 1,441 1,401 1,390
Part time 101 97 77 84 75 76
Temporary 42 35 43 44 47 27
Student 16 23 25 9 12 18
Other 6 13 9 16 19 22
1,652 1,643 1,672
Company contributions
to defined benefit
plan (pension) $32 million $44.26 million $44 million $26 million $21 million $48 million
Safety
2014 2013 2012 2011 2010 2009
Vehicle incidents
per million miles driven 4.16 8.23 7.31 6.15 7.8 9.16
Recordable injuries
per 200,000 hours worked 4.47 4.49 6.67 7.45 3.73 4.27
Lost-time incidents
per 200,000 hours worked 1.10 1.75 2.18 2.58 1.68 1.62
Employee fatalities 0 0 0 0 0 0
Injuries to the public 1 5 1 3 2
20
Staff_PR_136 Attachment A Page 21 of 94

Our Company — By the Numbers
Training Programs
2014 2013 2012 2011 2010 2009
Pre-Line School
Total students graduated 73 74 73 73 70 64
Hours of training 45,552 46,176 45,552 45,552 43,680 39,936
Credits awarded per student 49 49 49 49 49 49

Apprentices — All Crafts*
Total number of apprentices trained 80 64 59 41 48 57
Number of active programs 10 11 10 9 10 10
Hours of training on the job 166,400 133,120 120,640 85,280 99,840 118,560
Hours of classroom training 14,101 8,236 3,961 2,269 4,310 6,172

Journeyman Training
Electric/Generation 10,404 6,217 7,587 3,540 8,773* 1,880
Gas refresher — hours 2,251 2,248 1,417 1,565 1,840 1,824
*In 2010 Avista added crane operator training and certification, and fork lift training, dramatically increasing the number of training hours for apprentices
21
Staff_PR_136 Attachment A Page 22 of 94
22

Utility Operations
Customer
Service
Customer satisfaction is an essential element in all we do at Avista. From our Call
Center representatives who seek to provide answers in 60 seconds or less, to the
line workers and servicemen in the field, and from finance to environmental, every
Avista employee has an impact on our interactions with customers. We are
committed to their satisfaction. We set clear customer satisfaction goals for our
company, have established metrics for tracking this and provide our employees the
tools needed to be successful.
One way we measure customer satisfaction is through a quarterly survey — “Voice
of the Customer” — to measure and track the satisfaction of customers who have
contact with Avista through the Call Center and/or work performed through an
Avista construction office. Customers are asked to rate the importance of several
key service attributes (time for connection to a representative, representative being
courteous and friendly, representative being knowledgeable, being informed of
job status, leaving property in condition found, etc.) and then to rate Avista’s
performance with respect to the same attributes. Customers are also asked to rate
their satisfaction with the overall service received from Avista. Customer verbatim
comments are also captured and recorded. Customer satisfaction ratings have
exceeded 90 percent in each of the past 15 years.
People and Technologies that
Power the Possible
Staff_PR_136 Attachment A Page 23 of 94
23

They have always done what
they said they were going to do.
I’ve never had any problems
with Avista. I’ve always been
very satisfied.
Whenever I have needed
service they get back to me
immediately. They are very
prompt and helpful. Avista
gets to my needs promptly.
Utility Operations
20132014 20102012 20119595 9393 94
Staff_PR_136 Attachment A Page 24 of 94
24

Utility Operations
Electricity Generation
Resource Mix
As of Dec. 31, 2014
Excludes AEL&P
Serving Our Customers
Electricity
A Diverse Generation Mix
Avista maintains a diversified generation portfolio,
including hydroelectric, biomass, natural gas, coal and
wind. The company complies with renewable portfolio
standards in Washington’s Energy Independence Act (EIA)
by using qualified renewable resources, renewable energy
credits (RECs) or a combination of both to meet the
following annual targets: 3 percent of energy used to
meet customer load in Washington by Jan. 1, 2012,
9 percent by Jan. 1, 2016, and 15 percent by Jan. 1,
2020. Avista met the 2014 targets with qualifying
hydroelectric upgrades. In addition, to meet future
requirements, we helped facilitate a change to the EIA in
2012 to qualify energy generated from biomass at our
Kettle Falls plant beginning in 2016.
COAL 9%
WIND 6%
HYDRO (40% AVISTA & 8% CONTRACTS)
BIOMASS 2%
NATURAL GAS 35%
Staff_PR_136 Attachment A Page 25 of 94
25

Utility Operations
Modernizing Our Grid to
Enhance Reliability and
Energy Efficiency
Over the past few years, Avista has built a new
foundation for our energy future. Avista is one of
a handful of utilities across the country to receive
multiple grants from the Department of Energy
through the American Reinvestment and
Recovery Act. By investing more than $80 million
of combined federal matching funds and Avista
capital, we’ve successfully modernized portions
of our grid with upgraded substations and new
software, sensors and switches that allow us to
operate our distribution systems more efficiently
and reliably.
Spokane Smart Circuits Project
One-third of Avista’s electric customers are
already seeing the benefits of our Smart Circuits
project, which upgraded the electric distribution
system throughout Spokane, Wash. Federal
funding allowed us to accelerate the pace of
upgrades that reduce system losses, and improve
reliability and efficiency in the electric
distribution system.
Pullman Smart Grid Demonstration Project
Avista joined with regional partners, led by
Battelle Northwest, to implement smart grid
technology across the Pacific Northwest. Avista’s
Smart Grid Demonstration project transformed
Pullman, Wash., into the region’s first
“smart city.”
Work Force Training Program
Avista partnered with utilities and colleges in the
Inland Northwest to develop the Smart Grid
Workforce Training Program to recruit and train
the workforce of the future. Avista’s training
facility was upgraded for smart grid technology.
Online curriculum was developed to share among
utilities and colleges in four states.
We’re already seeing tangible results:
Improved Reliability: Our customers are
experiencing fewer and shorter power outages
because the upgrades Avista’s made allow
outages to be restored in minutes, instead of
hours. New software automatically identifies and
isolates faults on our system and safely restores
power to surrounding customers. We’ve already
avoided over 1.5 million outage minutes for our
customers. That improved reliability translates
into a better customer experience with Avista.
Improved Energy Efficiency: We’re also reducing
losses and improving the energy efficiency of
Avista’s entire system. Sensors that constantly
monitor voltage levels, combined with substation
technology that adjusts voltage levels, saved
42,000 MWh during a 12-month period.
Applying Lessons Learned: We’re now
automating activities that have been performed
manually. The lessons we learn are now
informing how we design, operate, maintain and
upgrade our systems as we continue to invest in
modernizing our grid.

Staff_PR_136 Attachment A Page 26 of 94
26

Utility Operations
Powering Shared Value
Avista’s Energy Storage Project
in Pullman
Avista’s $7 million Energy Storage Project
builds upon the technology upgrades in
Pullman, Wash., and is part of our investment
into research that will improve power system
reliability by addressing one of the biggest
challenges facing the energy industry — how
to integrate power generated from
intermittent renewable sources such as wind
and solar into the electrical grid.
The 1 MW, 3.2 MWh large-scale battery
storage system uses batteries manufactured
by Washington-based UniEnergy Technologies
in a real-world setting at Schweitzer
Engineering Laboratories in Pullman. The
system went online in 2015, and over an
18-month period Avista will test seven use-
case scenarios.
It will store power generated by renewable
sources when it’s abundant, for example
when the wind is blowing, and distribute
energy when it’s needed, regardless of
weather patterns.
Avista’s Energy Storage Project is possible
thanks to a $3.2 million grant from
Washington Governor Jay Inslee and the
Washington State Department of Commerce’s
Clean Energy Fund and another $3.8 million
in Avista matching funds.
Electric And Magnetic Fields —
A Public Health Discussion
As Avista prepares to join many other utilities
across the country to deploy advanced meters in
Washington, some people may wonder whether
or not exposure to the electromagnetic fields
(EMF) associated with radio frequencies (RF)
emitted by wireless smart grid technologies pose
health risks. It’s important to understand that we
now live in a wireless world. Many devices emit
RF transmission in our homes, public buildings
and private businesses, so we’re exposed to
these EMF fields in varying intensity all day long.
Based on current research, Avista is confident
that the advanced metering and other smart
technologies do not pose additional safety or
health hazards to our customers.
The advanced metering equipment is installed
outside the home. The RF power level of
advanced meters is comparable to and in most
cases significantly lower than those used by
many common wireless devices, such as cell
phones, baby monitors, garage door openers,
wireless routers (Wi-Fi), cordless telephones or
other common electronic devices inside homes
today. The RF level of advanced meters also falls
well below state and federal safety standards,
including the exposure standards for wireless
devices adopted in 1996 by the Federal
Communications Commission.
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27

Utility Operations
Avista is committed to providing safe and reliable
electric service for our customers and a safe work
environment for our employees. We have an
ongoing commitment to not just comply with
local, state and federal safety standards in our
operations, but to lead by example doing more
than just what’s required of us.
Serving Our Customers
Natural Gas
Avista provides natural gas services to more than
330,000 customers in eastern Washington,
northern Idaho and parts of southern and
eastern Oregon.
The natural gas pipeline replacement program
currently underway is a result of Avista’s
commitment to maintain a safe and reliable
natural gas pipeline system. Over the life of the
20-year program, we will replace approximately
737 miles of natural gas pipeline, which was
installed prior to 1987. In addition, we are
performing preventative maintenance on more
than 16,000 service taps over the next 5 years
through a structured replacement program in
Washington, Idaho and Oregon. These kinds of
stepped programs help control impacts to
neighborhoods and manage construction
resources more effectively than simply repairing
leaks as they occur or are discovered through
annual leak surveys.
Natural Gas Customer Safety —
Gas Leak Response
Since 2011, Avista has reduced its overall
response to customer gas safety concerns by an
average of 1.25 minutes per event. We consider
response time to be the window between when
a customer first calls us about a gas safety
concern and when an Avista gas employee
arrives on site. This improved speed is the direct
result of fine-tuning dispatch and work order
processes and more accurate tracking of
work completed.
Powering Shared Value
Avista’s School Outreach Program
Educates about Natural Gas and
Electric Safety
Safety is an important part of the work
Avista does, and each year, we implement
public awareness outreach programs aimed
at keeping our customers safe around
electricity and natural gas. As part of the
public awareness program in 2014, we
launched a focused school outreach program
to promote safety among teachers, students
and families. The outreach includes multi-
grade-level direct mail, booklets and
curriculum, and online safety resources and
education that all audiences can leverage to
share and learn more about electric and
natural gas safety.
In 2014, 18,958 third-sixth grade students
(nearly 30 percent of all students in our
service territory) were reached through this
program with electric and natural gas safety
education. Teachers were satisfied with the
materials provided and found the education
valuable and beneficial for their students.
This kind of outreach and collaboration
allows Avista to share important safety
information and serve as a trusted partner in
safety education for those we serve.
Staff_PR_136 Attachment A Page 28 of 94
28

Utility Operations
Resource and Business Continuity
Planning
Planning to Ensure Short and
Long-Term Energy Availability and
Reliability
Avista’s biennial Integrated Resource Plans (IRP)
for electric and natural gas services guide the
utility’s resource acquisition strategies and the
overall direction of resource procurements for a
20-year planning horizon. The IRPs provide a
snapshot of the company’s resources and
forecasted loads and guidance regarding resource
needs and acquisitions. Avista’s management,
along with stakeholders from the Technical
Advisory Committee (TAC), play a key role in
guiding the development of the IRP. TAC
members include customers, commission staff,
consumer advocates, academics, utility peers,
government agencies, and other interested
parties. The TAC provides significant input on
modeling, resource assumptions and the general
direction of the planning process.
The 2013 Electric IRP
Over the next 20 years, Avista anticipates adding
almost 90,000 retail customers with a 1 percent
annual growth in electric demand.
The utility plans to meet this growth with a mix
of new natural gas-fired generation resources,
demand response, efficiency upgrades at
existing generation facilities and various energy
efficiency measures.
The IRP describes strategies to meet projected
energy demand and renewable portfolio
standards through energy efficiency and a careful
mix of energy resources. This plan helps us
balance meeting customers’ needs for safe,
reliable energy with satisfying renewable
portfolio standards over the next 20 years. The
plan calls for Avista to continue system upgrades
and improvements to deliver energy to our
customers more efficiently and reliably. It calls for
Avista to obtain new resources in a responsible
and environmentally sound manner and at a
reasonable cost to our customers. Each IRP is a
thoroughly researched and data-driven document
to guide responsible resource planning for the
utility. The IRP is updated every two years and
looks 20 years into the future.
Some highlights of the 2013 plan include:
• Demand response (temporarily reducing the
demand for energy) is included in the preferred
resource strategy (PRS) for the first time and
could provide 19 MW of peak energy reduction
in the 2022–2027 timeframe.
• Energy efficiency (using less energy to perform
activities) reduces load growth by 42 percent
over the next 20 years.
• 575 MW of additional clean-burning natural
gas-fired generation facilities are required
between 2020 and 2033.
• Transmission upgrades will be needed to carry
the output from new generation. Avista will
continue to participate in regional efforts to
expand the region’s transmission system.
Planning to Meet Long-Term-
Need Electricity
The 2013 Preferred Resource Strategy (PRS) is a
plan for a mix of additional energy efficiency,
demand response, upgrades at existing
generation and distribution facilities and new
natural gas-fired generation. A contract for the
power from the Palouse Wind project located
near Oakesdale, in southeast Washington, and
the addition of Kettle Falls as a qualified
renewable energy facility, will fulfill Avista’s PRS
obligations through the end of this IRP. Avista’s
first thermal acquisition would be a natural gas-
fired peaking plant in 2019; total natural gas-
fired acquisition is expected to be 575 MW over
the IRP timeframe. The 2013 plan splits natural
gas-fired generation between simple- and
combined cycle plants in anticipation of a
growing need for system flexibility to integrate
variable resources such as wind. Estimated total
capital needs for generation resources in the PRS
are $782 million over the next 20 years.
Conservation and system efficiency spending will
increase over time; a total of $711 million will
acquire 164 aMW over 20 years.
Staff_PR_136 Attachment A Page 29 of 94
29

Utility Operations
The 2015 Electric Integrated
Resource Plan
The 2015 Electric IRP is currently in process and
will be published in August 2015. It will be
available on our website at
www.avistautilities.com.
Planning For Natural Gas
The Integrated Resource Plan (IRP) for our natural
gas operations was filed in August of 2014. The
IRP identifies a strategic natural gas resource
portfolio that includes both supply-side and
demand-side resources to meet customer’s needs
for the next 20 years in a safe, reliable and least
cost manner considering multiple levels of
uncertainty. To meet this goal, our philosophy is
to develop a plan that incorporates an
appropriate balance of price certainty and
prudent cost management utilizing our portfolio
of supply contracts, storage and firm pipeline
capacity rights. We are fortunate to be able to
work collaboratively with our Technical
Advisory Committee (TAC), which is comprised
of members from regulatory staff, industry
stakeholders, customers, peer utilities,
and company representatives from
several departments.
The experience with this group provides a
robust forum for the exchange of ideas and
discussion of issues and risks that affect the
planning process.
Avista’s 2014 natural gas IRP was filed with
the Washington, Idaho and Oregon state
commissions on Aug. 29, 2014. Highlights of
the plan include:
• Avista has sufficient natural gas resources to
meet customer needs well into the future.
• There are no expected resource needs in
Washington, Idaho or Oregon during the
20- year planning horizon.
• Demand continues to be lower than previous
plans, driven by lagging economic recovery
and declining use per customer across our
service territory.
• This prolonged flat demand poses a risk that
should load growth increase sooner or greater
than expected the need for additional
resources would accelerate.
• The long-term forecasted price of natural gas
remains relatively low, and while this is good
for customers, it challenges the cost-
effectiveness of natural gas demand-side
management programs.
Planning to Ensure Continuation
of Services
Avista operates in a part of the country where
heavy snows, ice storms, fire storms, volcanoes,
floods and earthquakes are genuine probabilities.
In addition to these natural threats to normal
business operations, Avista must also consider
possible man-made threats such as sabotage,
terrorism and cyber-related issues. To ensure our
continued utility and business operations, we
have implemented an enterprise incident
management response program.
Our incident response,
business continuity and
disaster recovery plans are
designed to safeguard life
and property.
They are also designed to provide for the
restoration of electric and natural gas services
and the continuation of business functions critical
to the support of Avista operations in case of
natural disasters, accidents or other realized
threats to the company.
Staff_PR_136 Attachment A Page 30 of 94
30

Utility Operations
Incident Management
Avista has formally adopted and implemented
the Incident Command System (ICS) as the
means by which all emergencies will be
managed. In recent years, the ICS methodology
has been widely adopted across many utilities
and is required among local, state and federal
agencies. Use of this standardized incident
management process ensures Avista is better
prepared for and better positioned for rapid
response, restoration and recovery during an
interruption, whether a service outage or a
disruption to business. Avista is also able to
integrate with local emergency responders as
well as partner utilities under the ICS framework.
Emergency Operating Plan (EOP)
Critical departments that provide essential
services as part of the company’s business have
developed Emergency Operating Plans (EOP).
These plans are designed to enable Avista
operations to successfully respond to an
emergency or severe disruption, resuming
operations in a timely and orderly fashion.
Emergency response activities are focused on
responding to the initial event and subsequent
impacts in an effort to prevent further damage to
life, property, and the environment, and to
stabilize the situation by activating recovery and
back-up processes and procedures.
Enterprise Business Continuity
Program (EBCP)
Avista has developed an Enterprise Business
Continuity Program (EBCP) to facilitate and
administer emergency operating plans, business
continuity and disaster recovery plans and
activities simultaneously across multiple
departments in response to any scope of
disruption to normal business operations.
It serves as the governing structure for the
coordination of Avista’s EOPs during an
emergency response situation, using ICS for
enhanced coordination, planning and response
execution. Business continuity and disaster
recovery activities may occur concurrently with
the emergency response activities of the EOPs
and are focused on sustaining Avista’s critical
business processes.
Our EBCP ensures that emergency response
activities occur in a coordinated and timely
fashion, maximizing resources and reducing
further disruption to normal business operations.
Emergency Action Plans (EAPs)
Even though the probability of a major structural
emergency at any Avista hydroelectric facility is
remote, we have developed Emergency Action
Plans (EAPs) to help ensure public safety at our
hydroelectric facilities. The plans are designed to
minimize potential dangers to people and
property downstream of the dams. Based on
computer simulations of catastrophic failures at
each site, the EAPs provide guidelines for
notification and early warning in the event of an
actual or potential dam breach. Each EAP is
evaluated annually, and exercised and revised
every five years.
Business Continuity Plans
Avista prepares and regularly updates Business
Continuity Plans (BCP) for its critical business
functions. The BCPs include incident response,
crisis communications and business specific
recovery procedures.
Disaster Recovery
Avista has established system and data backup
and recovery capabilities to support the recovery
of critical business functions.
Exercising the Plans
Avista exercises its Business Continuity Plans and
conducts testing of the disaster recovery site and
strategy annually.
Alternate Facilities/Work Area
Recovery Strategy
Avista has implemented an alternate facilities
recovery strategy as part of the EBCP to support
the relocation of staff and resumption of business
should one or more facilities be impacted by
an event.
Staff_PR_136 Attachment A Page 31 of 94
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Utility Operations
Enterprise Business Continuity
Program Management
Avista employs a cross-section of subject matter
experts, including a Certified Business Continuity
Professional, that participate in the maintenance,
exercise and review of the program and specific
plan elements to ensure that Avista maintains the
highest standards for business continuity.
Board of Directors Updates
The EBCP objectives and results are reported to
the board of directors annually.
Energy Efficiency and Conservation
Programs
Avista has more than 30 years of experience in
offering energy efficiency programs, building
shared value and shared success for our
residential, commercial/industrial and limited
income customers. Our approach to energy
efficiency is based on two key principles: to
pursue cost-effective electric and natural gas
energy savings by offering financial incentives for
limited qualifying energy saving measures, and to
use the most effective means to deliver energy
efficiency services to customers.
These mechanisms are varied and include:
• Prescriptive programs or “standard offers” such
as high efficiency equipment rebates;
• Site-specific or “customized” analyses at
commercial and industrial customer premises;
• “Market transformational”, or regional, efforts
with other utilities;
• Low-income weatherization services through
local Community Action Agencies;
• Robust multichannel communication efforts to
build awareness of programs and low-cost/no-
cost advice.
Powering Shared Value
Wattson the Energy Watchdog and
avistakids.com
Avista is helping educate elementary school
students across the Northwest about natural
gas and electricity conservation and safety with
the Avista Kids program and website. Kids can
visit avistakids.com to see Wattson, the energy
watchdog and explore, play games, download
puzzles and learn while teachers and parents
can access lesson plans, activities and
experiments for school or home.
To help share the value of this site and educate
about the learning opportunities found there,
we implemented a competition in 2014, where
2,633 elementary school students learned how
to be more energy efficient and safe around
energy in their daily lives through youth
curriculum developed for the classroom. The
117 teachers who participated each received a
$100 grant from Avista to use in their
classrooms. Teachers have been enthusiastic in
their reviews of the site and content overall and
educational tools remain available on the
website for ongoing use.
Staff_PR_136 Attachment A Page 32 of 94
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Utility Operations
Washington and Idaho DSM
Programs and Outcomes
Avista’s Demand-Side Management (DSM)
services provide energy efficiency programs to
the company’s Washington electric and natural
gas customers and Idaho electric customers
funded through the DSM Tariff Rider. In
preliminary results, Avista’s DSM programs
delivered 67.9 MWh and more than 691,000
therms in efficiency savings in 2014. This
achieved 129 percent of the company’s electric
Integrated Resource Planning (IRP) goal and 40
percent of Avista’s natural gas IRP goal. Idaho
natural gas programs were discontinued prior to
2014 due to not being cost effective.
Approximately 59 percent of
the 2014 local program
expenditures of $17.5 million
were returned to customers in
the form of rebates toward
energy efficiency measures
installed.
In addition to these local programs, Avista funds
regional programs, in partnership with other
utilities, through the Northwest Energy Efficiency
Alliance (NEEA) to deliver additional savings to
the company’s customers. Including NEEA funds,
2014 energy efficiency funding was over $19.6
million. We work in partnership with our Advisory
Group, which is comprised of a wide variety of
industry and regulatory professionals, and the
dedication of experienced, talented and
professional staff. During 2014, nearly 7,000
rebates for residential energy efficiency projects
were processed, benefiting approximately 4,300
households. Over $5.7 million in rebates were
provided directly to residential customers to
offset the cost of implementing energy efficiency
upgrades. Residential programs, including third
party vendor programs, contributed 43.5 MWh
and approximately 429,000 therms in energy
savings. For non-residential customers, the
company processed approximately 1,100 energy
efficiency project submissions in 2014, resulting
in the payment of $4.6 million in rebates paid
directly to customers to offset the cost of their
energy efficiency projects. These projects
contributed 24.4 MWh and 262,000 therms
in savings.
Powering Shared Value
Spokane Public Schools Energy Efficiency
Avista has partnered with Spokane Public
Schools (SPS), the second largest school district
in the state of Washington, for more than a
decade to identify energy efficiency
opportunities and incentives that benefit the
district as well as Avista. In 2014, SPS received
incentives from Avista totaling $237,189 for all
energy efficiency projects SPS completed
throughout the year. Those projects are
estimated to save over 500,000 annual kWh
and almost 40,000 annual therms, saving the
district approximately $65,000 annually in
energy costs. As a result of the ongoing
partnership between Avista and SPS, the school
district has received more than $2.7 million in
energy efficiency incentives since 2005.
Staff_PR_136 Attachment A Page 33 of 94
33

Utility Operations
Oregon DSM Programs
and Outcomes
Avista provides only natural gas to customers in
our Oregon service territory. The company’s DSM
portfolio is divided between three segments:
residential weatherization, residential equipment
and commercial/light industrial. Of the total DSM
goal, residential weatherization is 24 percent,
residential equipment is 36 percent and
commercial/light industrial is 40 percent. The
2014 target from the Oregon Public Utility
Commission (OPUC) called for savings of
250,000 therms. The combined results for all
programs totaled 192,069 therms — an 11.6
percent decrease over 2013 results and
approximately 23.2 percent under the 2014
OPUC goal. Approximately 61.1 percent of
Avista’s 2014 DSM expenditures were returned to
customers in the form of direct incentive
payments. In addition, program participants
received the benefits of over $55,000 in
commercial and residential energy audits, which
raises the value of the return to customers to
63.6 percent.
Energy Efficiency in Avista’s
Facilities — Walking the Talk
Avista practices energy conservation and
efficiency in our buildings and facilities. The focus
of these efforts is to reduce energy consumption
and manage energy costs while providing
comfort to building occupants. Over the last few
years, Avista has made great strides in improving
energy efficiency and reducing annual energy
usage in our facilities through a number of
different projects.
Some of these projects include:
• Lighting retrofit projects in a number of areas
to reduce kWh usage and take advantage of
more efficient lighting fixtures;
• Replacing aging HVAC systems to improve
energy efficiency and take advantage of the
controls that new technology offers; and
• Upgrading to high efficiency windows,
providing better insulation and helping to
reduce heat gain in the summer months.
Leading the Way in Energy Efficiency
Avista is in the midst of a multi-year program to
renovate the corporate headquarters building,
constructed in 1958. This is the first major
renovation the building has undergone. The
project includes asbestos removal, new HVAC
and lighting systems and reconstruction of office
space to meet Leadership in Energy and
Environmental Design (LEED) standards. LEED is
an internationally recognized green building
certification system, providing third-party
verification that a building or community was
designed and built using strategies aimed at
improving performance across all the metrics that
matter most: energy savings, water efficiency,
carbon dioxide emissions reduction, improved
indoor environmental quality, and stewardship of
resources and sensitivity to their impacts.
Following completion of construction on the
building’s third through fifth floors, Avista
received LEED Gold Certification for each floor of
the project. As the building renovation is
completed, floor-by-floor, the second floor work
was submitted for LEED certification in 2014 and
the first floor will be submitted in 2015.
Staff_PR_136 Attachment A Page 34 of 94
34

Utility Operations
Much of the reconstruction and redefining of this
space has included making the most of existing
materials and replacing original construction and
items that were past their useful life. When
appropriate, repurposed or reused materials
have been utilized to reduce waste and create
cost efficiencies.
Through improving Avista’s
facilities with energy efficiency
projects, we have reduced our
annual energy usage and costs.
From 2007 to May of 2014, we
saw savings of over a million
dollars in energy costs.
Powering Shared Value
Avista Renovations Reach Milestone
Part of being a good corporate citizen
involves efforts both inside and outside of our
organization. Not only do we encourage our
customers and community to be more energy
efficient, but we also take great pride in
reducing our own energy consumption
through energy efficient practices.
The first HVAC renovation at Mission Campus
main building took place in 2006. Since that
time, we’ve made a concerted effort to
measure our energy savings. As of May 2014,
Avista was able to report energy savings of
over $1 million which is equal to reducing
more than 10,141,000 kWh.
The remodeling projects that have been
taking place throughout the organization
reflect our commitment to energy efficiency.
The HVAC renovation is projected to save 2.8
million kWh per year, which is enough to
power 233 homes annually. In addition, the
upgrades are expected to save Avista an
estimated $275,000 every year in reduced
energy costs.
Staff_PR_136 Attachment A Page 35 of 94
35

Utility Operations
Supply
Chain
Approach
Avista is committed to maximizing the value
created through timely and effective supply chain
services to meet our needs and the needs of the
customers and communities we serve. We strive
to ensure a competitive contracting environment
while developing strong partnerships with
our suppliers.
We engage with suppliers who meet our
requirements, with a particular interest in their
capabilities, price and the overall value they
provide for our organization and customers. We
focus on building and maintaining diverse
supplier relationships, keeping things local when
possible and providing opportunities for our
contractors to develop their capabilities that align
with our business needs.
Supplier Relationship
Management Program
Avista’s Supplier Relationship Management (SRM)
program allows us to manage suppliers in a more
efficient way through the use of a consistent
process and set of metrics for evaluating
performance. The program measures the
performance of our tier one suppliers — those
who we spend significant dollars with and are
critical to our business — and the data collected
is used to manage ongoing performance
and expectations.
The program includes a supplier score card that
was implemented in 2014. This process has
created a great avenue for establishing mutual
expectations and facilitating constructive
feedback. The score card measures suppliers in
seven areas including: safety, quality, delivery,
cost/budget, responsiveness/customer service,
value and risk.
The scorecard is used to evaluate supplier
performance annually. It is a means through
which Avista can create sustainable, long-term
relationships with those who provide goods
and services to our company, while facilitating
two-way communication between the supplier
and Avista.
Outcomes
Avista’s Supply Chain efforts recognized over
$21 million in value in 2014, through effective
competitive RFP processes, strategic sourcing and
contract negotiations. The SRM program has
driven increased supplier delivery performance
that is now tracking at 95 percent. Additional
expected outcomes through the SRM program
include reduced costs, reduced risks and
increased value and service levels as the
program matures.
IN 2014 WE SPENT$145,708,323
32.79%or
AND SERVICES SPEND
IN OUR COMMUNITY
OF OUR TOTAL GOODS
IN 2014 WAS$11,618,221
2.66%or
SERVICES TOTAL SPENDOF OUR GOODS AND
DIVERSITY SPEND
Staff_PR_136 Attachment A Page 36 of 94
36

Utility Operations
Engaging Our
Stakeholders
Identification of Stakeholders
Avista’s stakeholders are numerous and as varied
as the people they represent and serve. We
engage a widely diverse array of stakeholders, in
different settings, depending on the specific
need or business context. We are focused on
balancing our relationships with all of our
stakeholders, which helps us communicate more
effectively and develop services and partnerships
that are beneficial and appropriate. Effective
stakeholder engagement improves our business
decisions and our overall performance. Our
stakeholders include residential, commercial and
industrial customers; investors, financial analysts,
credit rating and financial institutions; active and
retired employees; residents of the communities
we serve and those of neighboring cities and
towns; non-profit and low income advocates;
federal and state regulators; vendors; elected
officials; media channels; and other companies in
the energy industry.
Approaches to
Stakeholder Engagement
Across the company, Avista values the
interaction we have with our stakeholders.
Some of these interactions are:
Powering Shared Value
Avista Community Academy
During the fall of 2014, a group of
community leaders from around Avista’s
Washington and Idaho service territory
gathered at Avista to learn about the
company and discuss their role in shaping our
energy future.
This group was the first class to participate in
the Avista Community Academy, a program
designed to engage with stakeholders in a
deeper way, educate about the complexities
of the utility business and provide insight into
the ways Avista is planning for and
influencing the future.
Attendees were onsite for nearly two days,
where they had the opportunity to hear from
Avista’s internal experts on a variety of topics,
meet leadership, tour Huntington Park and
view the Monroe Street Hydroelectric
Development. In addition, Avista was able to
engage in a dialogue with this group, identify
gaps in understanding, answer questions and
learn more about the issues that are
important to our stakeholders in these areas.
The Avista Community Academy was
successful, and participants expressed
appreciation for the opportunity and a
greater understanding of utility operations
and the industry.
• Issue-focused meetings with key groups e.g.
Technical Advisory Committees, Energy
Efficiency Advisory Group, community town
hall meetings, etc.;
• Customer outreach with two-way
communications — issue-focused emails,
social media channels (Facebook, Twitter, Avista
blog), listening posts, focus groups, surveys,
community meetings, print and electronic
media channels, electronic and print
newsletters, bill stuffers, call-in information
lines, etc.;
Staff_PR_136 Attachment A Page 37 of 94
37

Utility Operations
• Customer satisfaction surveys — asking
1,600 residential and business customers each
year who have completed a transaction with
the company to report on components of the
interaction as well as their overall satisfaction.
In addition, we subscribe to J.D. Power for
customer satisfaction information, and Avista
conducts an annual survey to assess
perceptions and attitudes about the company.
• Regular meetings with media editors
and staff to discuss industry and utility issues
and a commitment to responding to media
inquiries within 30 minutes.
Key Topics Raised by Stakeholders
Customers have told us their key concerns
include electric pricing, natural gas pricing and
executive compensation. We have developed a
comprehensive, multi-channel customer
communication program which is intended to
increase customers’ awareness of the rate-
making process, rate components, energy
efficiency, energy assistance and what Avista is
doing to manage our costs.
Stakeholder Participation
in Decision Making for
Energy Planning and
Infrastructure Development
We seek out and encourage stakeholder
involvement in our activities on a regular basis on
a variety of issues, including transmission and
distribution projects, implementing vegetation
management programs and the requirements of
our hydroelectric licenses.
Avista works with federal and
state agencies, conservation
organizations, and area tribes
to bring a variety of
perspectives and interests to
the table in implementing
federal and state mandated
environmental measures
associated with our dams
on the Spokane and Clark
Fork rivers.
Representatives of federal and state agencies
address issues such as water quality, endangered
species and fish passage. Tribal representatives
are concerned with protecting the area’s cultural
and natural resources. Other stakeholders
represent local non-profits, community groups
and customers. For our energy planning and
infrastructure development, the electric and
natural gas Technical Advisory Committees (TAC)
provide opportunities for input from three main
groups of stakeholders. These groups include
1) those who provide technical input and review
of the resource options, modeling and results
(utility commission staff, other utilities, academics
and consultants); 2) those who have an interest
in a particular aspect of our Integrated Resource
Plan (environmental groups, resource developers
and government agencies); and 3) members from
regional planning organizations (Northwest
Power and Conservation Council).
In addition, we are in partnership with our
energy efficiency Advisory Group which is
comprised of a wide variety of industry and
regulatory professionals, as well as Avista staff
members. This group advises us on planning
and implementing a broad range of energy
efficiency programs.
Staff_PR_136 Attachment A Page 38 of 94
38

Utility Operations — By the Numbers
Installed Capacity, Generation Capability
Net Energy Output by Primary Energy Source
Present Generating Nameplate Rating Net Energy
Capability (MW) (Installed Capacity) (MW) Output (MWh)
Hydro Projects
Upper Falls 10.2 10.0 67,000
Monroe Street 15.0 14.8 103,000
Nine Mile 17.5 26.4 56,000
Post Falls 18.0 14.8 84,000
Little Falls 35.2 32.0 195,000
Long Lake 89.0 81.6 467,000
Cabinet Gorge 270.5 265.2 1,194,000
Noxon Rapids 610.0 518.0 1,968,000
Total Hydro 1,065.4 962.8 4,143,000

Thermal Projects
Kettle Falls GS 50.0 50.7 259,000
Kettle Falls CT 6.9 7.2 4,000
Boulder Park 24.0 24.6 15,000
Coyote Springs 2 278.3 287 1,495,000
Northeast CT 56.3 61.8 2,000
Rathdrum CT 149.0 166.5 13,000
Colstrip Units 3 & 4 222.0 233.4 1,464,000
Total Thermal 786.5 831.2 3,252,000

Total Generation Properties 1,851.9 1,794.0 7,395,000
Staff_PR_136 Attachment A Page 39 of 94
39

Utility Operations — By the Numbers
Plant Name Energy Source Heat Rate (Btu/kWh)
Boulder Park Natural Gas 9,025
Colstrip Units 3 & 4 Coal 11,950
Coyote Springs 2 Natural Gas 6,827
Kettle Falls Biomass 13,500
Kettle Fall CT Natural Gas 8,750
Northeast Natural Gas 12,825
Rathdrum Natural Gas 11,950
2014 Average Plant Availability by Energy Source
Plant Energy Source 2014 Availability
Boulder Park* Natural gas 81.4%
Colstrip Units 3 & 4 Coal 82.3%
Coyote Springs 2 Natural Gas 95.3%
Kettle Falls Biomass 82.1%
Kettle Falls CT Natural gas 94.2%
Rathdrum* Natural Gas 94.4%
Northeast CT* Natural gas 79.6%
*Peaker unit — used only in times of significant energy demand
Average Generation Efficiency of Thermal Plants by Energy Source
Thermal generation is approximately 44 percent of Avista’s total generation capability. Each
facility has a specific purpose in Avista’s diversified generation portfolio — whether it is for
economic or load demand efficiencies.

Staff_PR_136 Attachment A Page 40 of 94
40

Utility Operations — By the Numbers
Electric Miles
Transmission Lines
230kV 676
115kV 1,553
500kV 500
Distribution lines 19,000
Natural Gas Miles
Natural gas distribution mains 7,700
Avista does not own any interstate natural gas transportation pipelines,
only contractual rights, and receives natural gas at over 60 points along
interestate pipelines.

Electric And Natural Gas Loads
Electric average hourly load (aMW) 1,062
Peak electric native load (aMW)
Summer (retail) 1,606
Winter (retail) 1,715
Peak natural gas day demand (Dth) 292,539

Length of Above and Underground Transmission and Distribution Lines
Staff_PR_136 Attachment A Page 41 of 94
41

Utility Operations — By the Numbers
Total Water Discharge by Quality and Destination — Thermal Generation
Plant 2014 Annual Water Use Discharge Per NPDES* Permit
Boulder Park — Natural Gas Domestic use only Zero discharge facility
Colstrip Units 3 & 4 — Coal 5.0 billion gallons Zero discharge facility
Coyote Springs 2 — Natural gas 34.4 million gallons Port of Morrow, Ore. discharge
Kettle Falls — Biomass/Natural Gas 178 million gallons 30.9 million gallons
Northeast — Natural Gas Domestic use only Zero discharge facility
Rathdrum — Natural Gas Domestic use only Zero discharge facility
* National Pollution Discharge Elimination System
Reliability
2014 2013 2012 2011 2010
Average outage restoration
time (minutes) 125 132 121 108 118
Average outages per customer 1.11 1.05 1.14 1.48 1.23
Staff_PR_136 Attachment A Page 42 of 94
42

Utility Operations — By the Numbers
Direct and Indirect Energy Consumption of Thermal Generating Resources
Source Fuel Equity/Control Total Units Gigajoules
Kettle Falls Boiler Wood 100% 433,546.00 Tons 3,891,029.83
Colstrip Units 3 & 4 Coal 15% 925,391.00 Tons 16,635,001.43
Colstrip Units 3 & 4 Oil 15% 2,411.00 Bbl 14,968.73
Rathdrum Natural Gas 100% 161.05 MMscf 174,804.86
Northeast Natural Gas 100% 29.60 MMscf 32,125.60
Boulder Park Natural Gas 100% 138.58 MMscf 150,421.66
Coyote Springs 2 Natural Gas 100% 10,197.29 MMscf 11,068,485.69
Kettle Falls Combustion
Turbine (CT) Natural Gas 100% 45.74 MMscf 49,651.02
2013 Preferred Resource Strategy
Resource By the End of Year Nameplate (MW) Energy (MW)
Simple Cycle Natural Gas 2019 83 76
Simple Cycle Natural Gas 2023 83 76
Combined Cycle Natural Gas 2026 270 248
Simple Cycle Natural Gas 2027 83 76
Rathdrum Upgrade 2028 6 5
Simple Cycle Natural Gas 2032 50 46
Total 575 529
Efficiency Improvement By the End of Year Peak Reduction Energy (aMW)
Energy Efficiency 2014-2033 221 164
Demand Response 2022-2027 19 0
Distribution Efficiencies 2014-2017 <1 <1
Total 240 164
Staff_PR_136 Attachment A Page 43 of 94
43

Utility Operations — By the Numbers
Public Safety
Dig-Ins 2014 2013 2012 2011 2010
Locates 99,635 92,190 80,629 69,547 75,113
Dig-Ins to Avista
Underground Gas Lines 514 494 517 550 690
Goal of Number/1,000 Locates 6 6 7.1 8.26
Actual Number/1,000 Locates 5.2 5.4 6.4 7.9 9.18
National Average 3.4 3.2 3.8 3.7
Energy Efficiency — Avista Facilities — Spokane, WA
Electric (kWh) Use Reduction
kW
h

(
i
n

t
h
o
u
s
a
n
d
s
)
900,000
800,00
700,000
600,000
500,000
400,000
300,000
2006 2007 2008 2009 2010 2011 2012 2013 2014
Avista has achieved efficiencies and reduction of electric use in its facilities over time. In 2013,
electric use did not decline as much as years past due to the operation of a new warehouse
and utilization of previous warehouse space, which increased the heating and cooling load.
Staff_PR_136 Attachment A Page 44 of 94
44

Utility Operations — By the Numbers
Energy Efficiency Programs — Customer Savings
Washington/Idaho 2014 2013 2012 2011 2010
Electric (kWh Saved)
Residential 43.5 million 13.5 million 18.8 million 12.8 million 26 million
Non-Residential 24.4 million 45.2 million 59.1 million 49 million 43 million

Natural Gas (Therms Saved)
Residential 429,416 255,211 440,000 911,811 1.1 million
Non-Residential 261,888 337,939 400,000 975,704 791,993

2014 OPUC Target Achieved Savings % of
Oregon (Therms) (Therms) Target

Existing Residential
State-Mandated Weatherization 60,000 25,901 43%
Prescriptive Residential Equipment 90,000 80,697 90%
Residential DSM Portfolio Total 150,000 106,598 71%

Existing Commercial/Industrial
Commercial/Industrial DSM 100,000 85,471 85%
Grand Total 250,000 192,069 77%
2013 OPUC Target Achieved Savings % of
Oregon (Therms) (Therms) Target
Staff_PR_136 Attachment A Page 45 of 94
45

Utility Operations — By the Numbers
Energy Efficiency Programs — Customer Savings
2013 OPUC Target Achieved Savings % of
Oregon (Therms) (Therms) Target
Previous Residential
State-Mandated Weatherization 76,257 62,382 82%
Prescriptive Residential Equipment 49,996 83,189 166%
Residential DSM Portfolio Total 126,253 145,571 115%

Previous Commercial/Industrial
Commercial/Industrial DSM 98,746 71,606 73%
Grand Total 224,999 217,177 97%
2012 IRP Target Achieved Savings % of
Oregon (Therms) (Therms) Target
Previous Residential
State-Mandated Weatherization 98,402 85,771 87%
Prescriptive Residential Equipment 98,402 98,355 100%
Residential DSM Portfolio Total 196,804 184,126 94%

Previous Commercial/Industrial
Commercial/Industrial DSM 119,998 93,276 78%
Grand Total 316,792 277,402 88%
Staff_PR_136 Attachment A Page 46 of 94

Avista’s Commitment to Protect and Enhance
Natural Resources is as Strong as Ever

Renewable
Innovation
Founded on clean, renewable hydropower in 1889, Avista’s vision of environmental
stewardship has always shaped our operations. From being one of the first utilities in
the nation to hire a biologist, to building the first biomass power generating plant of
its kind in 1983, to the agreements and licenses that shaped our operations for the
Clark Fork and Spokane River hydroelectric projects, our commitment to being good
stewards has been our constant guide. Our preferred approach employs collaboration
and partnership with a wide range of stakeholders, including state and federal
agencies, non-profit advocacy organizations, community, educational and civic
groups, Native American Tribes and other interested citizens. The environmental work
we do each year is as core to our business and who we are as the wires and pipes
that deliver energy directly to customers.
Environmental Stewardship
46
Staff_PR_136 Attachment A Page 47 of 94

Environmental Stewardship
Stewardship of the
Waterways
Spokane River Project
Avista owns and operates six hydroelectric plants
on the Spokane River. On June 18, 2009, the
Federal Energy Regulatory Commission (FERC)
issued Avista a 50-year operating license for our
Spokane River Hydroelectric Project, which is
comprised of five of Avista’s Spokane River plants
(Post Falls, Upper Falls, Monroe Street, Nine Mile
and Long Lake). The license includes a variety of
measures, many based on multi-stakeholder
agreements, designed to protect and enhance
natural resources connected with the project and
the Spokane River. The sixth plant, Little Falls, is
operated under separate authority from the U.S.
Congress and an agreement with the Spokane
Tribe. Avista, with key stakeholders, continues to
implement the FERC license conditions. These
collaborative efforts will help protect and
enhance fish and their habitat, wetlands, water
quality, recreational opportunities, wildlife
habitat, and cultural and aesthetic resources
connected to the Spokane River. Under the terms
of a settlement agreement, Avista and the Coeur
d’Alene Tribe are working together over the term
of the new license and beyond to ensure
continued efficient operation of an important
hydroelectric resource, as well as to protect and
enhance the Tribe’s natural and cultural
resources. Avista’s commitment to enhancing
relationships with the area’s Native American
tribes is reflected in the company’s appointment
of a full-time Tribal liaison.
Clark Fork Project
Avista’s Clark Fork Hydroelectric Project includes
the Cabinet Gorge and Noxon Rapids dams,
located on the Clark Fork River in northern Idaho
and northwestern Montana. 2014 marked the
16th year of successful, collaborative
implementation of the Clark Fork Settlement
Agreement, a multi-stakeholder agreement for
managing and protecting the natural resources of
the area. The agreement resulted in a 45-year
operating license from FERC to operate Cabinet
Gorge and Noxon Rapids. The license was
unprecedented both for incorporating a
settlement agreement for a major project in its
entirety and for being issued a year ahead of the
expiration of the existing Cabinet Gorge license.
As part of the Clark Fork Settlement Agreement,
and with the oversight of the Clark Fork
Management Committee, we began
implementing protection, mitigation and
enhancement measures in March 1999. In the
first 15 years of implementation, 23 recreational
facilities have been upgraded and six new
facilities created, over 45 stream habitat
restoration projects have occurred on 25 different
tributaries, bull trout populations are increasing
and nearly 89,000 acres of bull trout, wetlands,
riparian and associated upland habitat have been
protected. In addition, water quality and cultural
resource protection continue.
Improving Water Quality
Avista protects and improves water quality in our
watersheds as a part of our ongoing operations,
as well as part of implementing the Clark Fork
and Spokane hydroelectric project licenses. We
participate in the Washington Department of
Ecology’s Total Maximum Daily Load (TMDL)
process to improve dissolved oxygen levels (DO)
in the Spokane River and Lake Spokane. Under
our license, and in coordination with area
wastewater dischargers, we developed a plan to
improve dissolved oxygen levels in Lake Spokane.
In addition, we carry out construction and
maintenance activities in ways that protect
surface and ground waters and which prevent
storm water run-off. We handle and store oils
and other chemicals in a responsible manner and
follow best management practices in our day-to-
day operations.
47
Staff_PR_136 Attachment A Page 48 of 94

Environmental Stewardship
Specific 2014 water quality activities on the
Spokane River Project included:
• Completed nutrient monitoring in Lake
Spokane;
• Continued implementing the Lake Spokane
Dissolved Oxygen Water Quality Attainment
Plan, which focuses on reasonable and feasible
measures to improve dissolved oxygen in
Lake Spokane;
• Provided funding to Idaho Department of
Environmental Quality and the Coeur d’Alene
Tribe for water quality improvement projects
and monitoring in Coeur d’Alene Lake; and
• Continued implementing draft tube aeration at
Long Lake Dam to improve dissolved oxygen
(DO) levels downstream to meet or exceed the
highest standards in the United States.
In 2014, Avista completed the following
work on aquatic weeds for the Spokane
River Project:
• Surveyed Coeur d’Alene Lake’s shoreline and
partnered with the Idaho Department of
Environmental Quality to survey four bays for
milfoil. As part of this project we treated 37
acres of milfoil on Thompson Lake, adjacent to
the Coeur d’Alene River. This work was
completed outside the Coeur d’Alene Indian
Reservation and was done in accordance with
the Coeur d’Alene Lake Aquatic Weed
Management Plan for Non-Tribal Waters;
• Worked collaboratively with the Coeur d’Alene
Tribe to control milfoil growth on approximately
83 acres within the Reservation; and
• Treated approximately 20 acres of aquatic
weeds with herbicide and completed pre-
treatment surveys for the winter reservoir
drawdown in Lake Spokane. Removed
approximately 500 individual flowering rush
plants in Lake Spokane and Nine Mile Reservoir.

In 2014, Avista completed the following
work on wetlands related to the Spokane
River Project:
• Monitored the survival rate of the trees and
shrubs that were planted in 2013 within the
124 acre Shadowy St. Joe Wetland Area;
• Planted approximately 780 trees in the
Hangman Creek wetland area in Idaho, in
cooperation with the Coeur d’Alene Tribe; and
• Began implementing the management plan for
the 109 acre Sasheen Wetland Area, located in
Powering Shared Value
Enhanced Access to the River
and Recreation
The Spokane River provides a range of
recreation opportunities for those seeking to
access all the river has to offer. A stretch of the
river and natural white water feature near
Avista’s Post Falls Dam, called Trailer Park
Wave, has long been an area where kayakers,
floaters, boaters, anglers and paddlers have
gone to enjoy their activities. Access to this
valued spot on the river has been challenging,
with no approved parking, people having to
navigate without a trail, hiking down steep
banks while carrying their equipment and then
paddling upstream.
Seeing the need for better access to support
recreation and as a result of agreements made
in relicensing the Spokane River dams, Avista
purchased private land and invested in
upgrades to enhance the experience for those
on the river, which have been welcomed by
those who use the site. The improvements
include restroom facilities, paved trail
construction, parking, tree planting and other
landscaping, all for the public to enjoy for years
to come.
48
Staff_PR_136 Attachment A Page 49 of 94

Environmental Stewardship
the little Spokane River drainage
in Washington, by treating 26 acres of
reed canarygrass.
In 2014, Avista completed the following
work on fisheries related to the Spokane
River Project:
• Partnered with the Washington Department of
Fish and Wildlife to complete the fifth year of a
10-year population assessment of redband
trout in the lower Spokane River;
• Stocked 6,000, 9,000 and 155,000 rainbow
trout in Upper Falls, Nine Mile and Lake
Spokane, respectively, for family fishing
opportunities;
• Completed a fish passage project for bull trout
and west slope cutthroat trout in Idaho by
removing portions of two splash dams on
Marble Creek; and
• Partnered with the Idaho Department of Fish
and Game to create Spicer Pond, a family
fishing area near St. Maries, Idaho.
In 2014, Avista completed the following
recreation projects related to the Spokane
River Project:
• Developed 10 boat-in-only campsites on Lake
Spokane;
• Created a non-motorized boat take-out on
Nine Mile Reservoir upstream of the dam; and
• Completed the Trailer Park Wave Whitewater
Access Site downstream of the Post Falls HED
to provide access to the Spokane River.
2014 Clark Fork River Project work included:
• Continued participation with various federal,
state and local partners to address invasive
aquatic noxious vegetation in the Noxon Rapids
and Cabinet Gorge reservoirs. Herbicide was
applied in 2014 to approximately 10 acres on
Noxon Reservoir and 190 acres on Cabinet
Gorge Reservoir. These areas were surveyed
following treatment and showed a high level of
mortality of aquatic invasive species, with little
impact to native vegetation;
• Participated in the acquisition and placement
of 20,000 square feet of aquatic vegetation
barriers at key locations within the project;
• Partnered with the Montana Fish, Wildlife and
Parks in the operation of a mandatory
watercraft inspection station;
• Constructed a parking lot for the newly
acquired Trestle Recreation Area on Noxon
Reservoir;
• Worked with Boy Scouts of America, Montana
Conservation Corps., and U.S. Forest Service to
construct two picnic shelters at Finley Flats on
Noxon Reservoir;
• Captured and handled 3,059 bull trout in
Montana and Idaho;
• Transported adult bull trout captured
downstream of Cabinet Gorge Dam that
originated from Montana tributaries back to
their natal tributaries, with a record 63 fish
transported. This was the 14th year adult bull
trout were transported upstream;
• Completed the fourth basin-wide pathogen
survey conducted in the lower Clark Fork River.
This survey has taken place every 5-years
since1999;
• Continued funding water quality monitoring in
the lower Clark Fork River in conjunction with
other active participants throughout the river
basin;
• Completed planning, permitting, contracting,
and material acquisition for two future bank
stabilization/fish habitat enhancement projects
along the mainstem Pack River and on one of
its tributaries, Grouse Creek. These continued
efforts to improve fish habitat conditions and
reduce sediment are cooperative efforts with
state, federal and private landowner partners;
• Installed an automated snow/rain data site
(Snotel station) on Chicago Ridge in
cooperation with the U.S. Forest Service;
• Reached last stage of construction of the
Cabinet Gorge Fish Handling and Holding
Facility. The collaborative effort of contractors
and agencies allowed for in-water work to be
49
Staff_PR_136 Attachment A Page 50 of 94
Environmental Stewardship
quickly redesigned, significantly reducing the
cost of the project and reducing potential
environmental impacts during construction;
•Commissioned a song about bull trout called,
“The Stream That I Call Home,” which was
written and performed by the band The
Whizpops! at the first annual Trout and About
Festival held in Idaho. The song was developed
as an educational tool targeted to younger
school-aged children and their families;
•Implemented the lake trout suppression project
on Lake Pend Oreille for the ninth year. As
predicted when the program was initiated, lake
trout populations have diminished significantly,
allowing kokanee populations to rebound,
which are now open to fishing;
•Continued the northern pike suppression
program on Box Canyon Reservoir,
implemented by the Kalispel Tribe. After three-
years of suppression efforts, northern pike
abundance is at or below the Tribe’s
management goals for the species, improving
conditions for native fish;
•Completed and tested structural modifications
to the total dissolved gas abatement structures
on Cabinet Gorge spillway number two,
allowing the design of abatement structures
for the remaining spillway bays to begin;
•Acquired a conservation servitude on the Bull
River after 10 years of negotiation. The project
resulted in the protection of 105-acres of
stream, riparian and associated upland habitat
along, an important wildlife migratory corridor,
on one of two bull trout spawning tributaries
to the Cabinet Gorge Reservoir;
•Completed an acquisition of 65 acres of
undeveloped property along Trestle Creek, an
important bull trout spawning tributary to Lake
Pend Oreille. This parcel is adjacent to 115
acres of habitat purchased and protected in
2001. Together these properties protect
approximately 1,600 feet of creek frontage, as
well as associated mature stands of timber;
•Completed eight years (2007-2014) of the
Non-Native Fish Suppression Project in the East
Fork Bull River. Suppression efforts successfully
maintained a greater than 70 percent reduction
of non-natives; however, native species have
not yet rebounded. It is anticipated that
juvenile bull trout abundance will increase due
to recent higher redd counts; and
•Completed a fisheries survey of the Bull River
drainage within the Fish Abundance Program.
This represented the third such survey of this
drainage. Periodic surveys have been
completed on all major lower Clark Fork River
tributaries and are used to monitor fish
populations in response to ongoing mitigation
and enhancement efforts. Fish abundance can
vary widely in their dynamic habitats; but in
general, native trout populations remain stable
in lower Clark Fork River tributaries.
From natural gas delivery extensions to new
electrical service, when we are performing on-
the-ground construction, we follow best practices
related to storm water management and water
quality protection.
Avista also implements the requirements
of several National Pollution Discharge
Elimination System (NPDES) permits. In 2013,
we eliminated one of these discharges completely
subsequent to installing an injection well at our
main business campus. This well now returns
non-contact cooling water back to the aquifer
to protect the water quality of the Spokane River.
For specific details on land managed, protected
habitats, biodiversity impacts and strategies,
see our Spokane River Project FERC License and
Clark Fork Project FERC License online at
avistautilities.com.
Our protection, mitigation and enhancement
expenditures in 2014 for implementing the
Spokane River Project License were approximately
$6.5 million. For the Clark Fork River license
implementation, we spent $6.9 million. These
totals reflect environmental affairs activities
associated with license implementation only.
Avista practices environmental stewardship in all
of our daily operations, including generation and
production, and the costs of doing so are
included in our capital and operations, and
maintenance budgets.
50
Staff_PR_136 Attachment A Page 51 of 94

Environmental Stewardship
Climate and Environmental
Impacts
The latest report of the National Resources
Defense Council, “Benchmarking Air Emissions of
the 100 Largest Electric Power Producers in the
United States,” has ranked Avista among the
cleanest power producers in the country when it
comes to greenhouse gases. With 48 percent of
our net generation capability from hydroelectric
resources, a majority of our thermal generation
fueled with natural gas, wind and biomass, and a
long-standing commitment to energy efficiency,
Avista is one of the lowest utility emitters of
greenhouse gases in the country.
Climate Policy Council
Avista’s Climate Policy Council is an
interdisciplinary team of management and other
employees from key departments across the
company. The council meets regularly to report
on various issues including climate policy, federal,
state and regional climate initiatives and
legislation. The council also facilitates internal
and external communications regarding climate
change issues, analyzes policy impacts,
anticipates opportunities and evaluates relevant
strategies for Avista, and develops
recommendations on climate-related policy
positions and action plans. Avista also tracks and
reports greenhouse gas emissions according to
federal and state requirements. In addition to
engaging in regulatory and legislative policy and
making recommendations regarding climate
change policies, we are preparing for future
opportunites related to innovations in electric
transportations, distributed generation and more
that can reduce our carbon footprint.
While climate change and
potential impacts are difficult
to predict, Avista continues to
focus on providing a
responsible generation
resource mix for our
customers, including a wide
range of conservation and
efficiency measures.
Greenhouse Gas Emissions
Avista reduces greenhouse gas emissions through
conservation and improving the efficiency of our
operations, transmission and distribution system
and generation capacity.
We are avoiding associated greenhouse gas
emissions through the 125 average megawatts of
energy efficiency on our system, as well as
through system upgrades as a result of our smart
grid projects, green fleet program and commute
trip reduction participation. While Avista has not
established specific greenhouse gas emissions
reduction goals, we are undertaking voluntary
efforts that provide both environmental and
economic benefits. In two of the states where we
have operations — Washington and Oregon —
greenhouse gas reduction goals have been
enacted, but the states have not passed
legislation to implement the goals. We will align
our program with state and federal requirements
as they evolve.
CO2 Emissions Allowances and Reporting
Avista is not currently obligated by any federal or
state regulatory agencies to provide or purchase
allowances through any carbon trading network.
Mandatory greenhouse gas emissions reporting
to the EPA and the Oregon Department of
Environmental Quality started in 2011, and
reporting to the Washington Department of
Ecology started in 2012. We have a greenhouse
gas monitoring plan in place that documents
data collection and emission calculations and
specifies quality assurance procedures to be used
prior to submitting greenhouse gas data to these
agencies. We have met all applicable regulatory
reporting requirements and will report
greenhouse gas emissions for 2014 to the
appropriate agencies in 2015.
51
Staff_PR_136 Attachment A Page 52 of 94

Environmental Stewardship
Reducing Vehicle Impacts
Avista’s Commute Trip Reduction (CTR) Program
educates and encourages employees to make
informed decisions about reducing their “drive
alone” miles — the miles an employee travels to
their work site as a solo occupant in a vehicle.
Washington’s Commute Trip Reduction (CTR) law,
adopted in 1991, and incorporated into the
Washington Clean Air Act, seeks to improve air
quality, reduce traffic congestion, and minimize
energy consumption. The subsequent Commute
Trip Reduction Efficiency Act requires employers
with 100 or more employees at a single worksite,
in counties with 150,000 or more residents, to
promote eco-friendly transportation options
including: riding the bus, carpooling, vanpooling,
bicycling, walking, working from home,
compressed work weeks and flexible work
schedules. For the year 2014, Avista employees
reduced their drive-alone miles by 189,776 miles
and eliminated 182,185 pounds of carbon
dioxide. These results are in line with the prior
year’s performance, although slightly decreased

due to the changing economic environment and
the fluctuating price of gasoline.
Avista’s Green Fleet and Alternative Fuel Program
Avista’s Compressed Natural Gas (CNG) Initiative
aims to reduce fuel costs and reduce our carbon
footprint by implementing Natural Gas Vehicles
(NGVs) throughout our Fleet.
CNG is a safe, clean and efficient alternative fuel
that serves Avista and a growing number of
vehicles on the road. Since 2011, Avista has
intentionally integrated CNG into our operations.
Since 2012, we have completed the construction
of three new CNG refueling stations, with
fast-fill and time-fill capability in Spokane, Wash.,
and Coeur d’Alene, Idaho. Over time, we
anticipate the installation of CNG refueling
stations and the development of contractual
relationships for back-up and supplemental
fueling.
CNG refueling stations are one more way we are
providing choices and value to our customers and
community members.
Adopting alternative fuel options and cleaner
forms of transportation allows us the opportunity
to save on fuel costs, as well as provide a safer,
healthier working environment.
Avista’s Fleet and Alternative Fuel
Program focuses on activities within the
following areas:
• Maintaining company vehicles to maximize
efficiency, eliminating the unnecessary use of
inefficient vehicles, and purchasing and using
the “right-sized” vehicle for a particular job
or service;
Drive-alone miles eliminated
Drive-alone miles eliminated
Drive-alone miles eliminated
Drive-alone miles eliminated
Carbon Dioxide pounds eliminated
Carbon Dioxide pounds eliminated
Carbon Dioxide pounds eliminated
Carbon Dioxide pounds eliminated20
1
1

2
0
1
2
2
0
1
3

2
0
1
4
196,310
191,027
188,458
186,513 182,185
189,776
191,262
185,249
52
Staff_PR_136 Attachment A Page 53 of 94

Environmental Stewardship
• Exploring alternative-fuel vehicle purchasing
practices that include the use of cleaner fuels
and technologies, including CNG, and Plug-In
Hybrid Electric vehicles (PHEVs); and
• Educating employees to drive fewer and more
efficient miles, use the most efficient vehicle
to perform the job and reduce unnecessary
idling time.
Since our CNG integration began, Avista has
added 84 CNG bi-fueled half-ton, three quarter-
ton and one-ton pick-up trucks to our fleet. As
Avista evaluates the feasibility of fueling stations
in the future, increasing customer demand for
cost-effective, reduced carbon CNG will continue
to be an important consideration.
In addition to our NGVs, we operate a small but
growing number of electric vehicles. In 2014,
Avista signed on to the Edison Electric Institute’s
pledge to put five percent of our vehicle spend
toward electrified vehicles. We continue to
operate two PHEVs and one battery electric
vehicle (BEV). The use of these vehicles helps to
provide more information on the performance of
electric vehicles as well as future purchasing
decisions. Additionally, we have placed three
Level 2 charging stations in our community for
the public’s use. In 2014, we added an all electric
puller-tensioner, a tool for installing conductor by
our electric operations crews. This device sets a
new standard for both a clean vehicle as well as
worksite safety. Our Spokane night crew operates
a bucket truck with an electric power take-off
(ePTO) that provides electric power to the boom
so that the engine can be turned off and the
bucket can operate on batteries instead of the
diesel engine. This truck also has an in-cab
comfort system so that when the operator is in
the cab, the A/C and heater will run on batteries,
reducing excessive idling. As technology presents
new opportunities, we will continue to look at
plug-in electric vehicles for our fleet mix and our
overall alternative fuel focus. Avista’s fleet
consists of more than 1,200 assets, including
trucks, trailers, backhoes and other pieces of
equipment. Our Fleet Department works closely
with supply chain to incorporate new purchasing
strategies that help ensure Avista receives the
best value for our investments.
Managing PCBs
Manufacture of Polychlorinated Biphenyls (PCBs)
was banned in the United States in 1979 due to
concerns about the toxicity of these chemicals.
However, until that time, manufacturers
incorporated PCBs in a wide range of products
and materials, many of which are still in use
across the country. Ongoing concerns regarding
PCBs, including their persistence in the
environment, have resulted in extensive
regulation. Avista manages PCBs and mineral oil
that contains low levels of PCBs in a manner that
meets or exceeds the standards of the federal
Toxic Substances Control Act (TSCA) and

Washington state’s stringent regulations.
Our goal is to minimize risk associated with PCBs,
to avoid spills or releases, and to clean up any
releases to levels of non-detection.
Federal and state regulations allow the ongoing
use of PCB-containing electrical equipment.
However, we decided to take a more conservative
and proactive approach to reducing risks
associated with PCBs. The vast majority of the
equipment in service at Avista is non-PCB. Our
first wave of removal efforts focused on
equipment with levels at 500 ppm or greater of
PCBs. This type of equipment, as identified, was
removed and properly disposed of during the
1980s. During the 1990s and early 2000s, we
focused on removal of equipment containing
between 50 and 500 ppm of PCBs.
We are now in the midst of a multi-year project
to remove and replace all electrical overhead
distribution equipment with detectable levels
of PCBs, an approach that exceeds any
regulatory requirement.
We are, once again, conducting these efforts in
concert with system and efficiency upgrades and
in coordination with our wood pole management
plans. In this way, we are achieving increased
environmental protection along with reliability
improvements in a cost-effective manner,
benefitting our customers and our communities.
53
Staff_PR_136 Attachment A Page 54 of 94

Environmental Stewardship
Preliminary analysis shows that 2.61 pounds of
PCB wastes were incinerated in accordance with
the Toxics Substance Control Act (TSCA). This is
an expected decline from 2012 as there was a
reduction in the amount of contaminated
equipment received.
Managing Hazardous Waste Streams
“RCRA waste” represents hazardous waste as
defined in the federal Resource Conservation and
Recovery Act and applicable state laws. We try to
avoid generating hazardous waste through
careful product selection, and we look for other
ways to reduce the generation of hazardous
waste. For those wastes we do generate, we
manage them carefully. Until 2011, our largest
source of hazardous waste was from aerosol cans
that were collected from throughout the
company. We achieved a 98 percent reduction of
this waste stream through 2014 due to an
increased emphasis on using the full content of
aerosols and a newly purchased device to capture
residual content from cans. We manage all
federal hazardous waste to meet or exceed
regulations. This includes, as appropriate,
treatment or disposal at permitted disposal
facilities. “Non-RCRA” wastes include waste
streams that are not deemed “hazardous,” but
which we manage as special wastes. These
include waste oils, greases, antifreeze, and a
range of miscellaneous wastes that can be
recycled, blended into fuels, or responsibly
disposed. These are managed and disposed of in
ways that meet or exceed state and federal
regulations. “Universal wastes” include specific
waste streams designated by federal and state
law that are excluded from being treated as
“hazardous” if they are managed according to
specific standards. These include items such as
fluorescent light bulbs. We manage all universal
wastes in accordance with these standards.
Spill Response/ Pollution Prevention
Avista takes its responsibility to protect the
environment seriously, and we hold ourselves
accountable to this responsibility.
That’s why the Environmental Compliance Group
at Avista is on call 24 hours a day, seven days a
week to respond immediately to environmental
emergencies. In the case of an oil spill originating
from any of our facilities, lines or poles, we
immediately implement emergency spill
procedures and begin working with the
appropriate local, state and federal agencies to
assess the situation and begin clean-up. Avista
responds to all spills, regardless of size, location
or oil type. The goal is to safely and efficiently
eliminate any potential harm to fish, wildlife,
natural resources, water supplies or people.
Avista crews and personnel respond directly to
typical, smaller spills, such as those that happen
when a car hits a utility pole. For larger spills,
Avista has on-call contracts with emergency spill
response companies. These firms specialize in
clean up and are able to mount appropriate
responses. Avista is also a voluntary member of
the Spokane River Response Group, organized by
the Washington Department of Ecology, a
collaborative effort made up of local, state, and
federal oil spill responders as well as members of
industry. This group was developed to address
the need for oil spill preparedness and response
along the Spokane River. Members of the group
share resources and collaborate on training to
make coordination on spill responses efficient
and effective. We also participate in local
emergency planning committees in Washington,
Idaho and Montana.
Pollution prevention matters at Avista. We’re
continuously looking for process modifications
and ways to improve housekeeping, maintenance
and training that reduce the amount of
hazardous or any regulated waste we generate.
Recycling
A good steward pays attention to the details —
and when it comes to recycling, Avista is
truly focused.
Through a 25-year partnership with a community
non-profit organization, Avista’s recycling
program employs full-time a number of
developmentally disabled workers who help us
54
Staff_PR_136 Attachment A Page 55 of 94

Environmental Stewardship
recycle paper, corrugated cardboard, aluminum
cans, plastic and glass bottles, magazines,
newspapers, wood reels, phone books and
batteries. Avista is also committed to recycling
nonhazardous electrical equipment and materials.
Working closely with recycling companies,
aluminum, copper, lead, and other ferrous
and non-ferrous metals are reclaimed and
recycled. Not only is it good for the environment,
but our recycling efforts have saved Avista refuse
disposal costs.
Environmental Fines and Sanctions
Avista accepted and paid a civil penalty in the
amount of $2,000 to Spokane Regional Clean Air
Agency (SRCAA) for exceeding air permit
standards on Nov. 18, 2014. This penalty was
assessed after a failed particulate matter (PM)
stack test in March 2014 at our Northeast
Combustion Turbine Generating Station in
Spokane, Wash. The particulate test was
repeated and passed in September after further
investigation and maintenance was performed.
55
Staff_PR_136 Attachment A Page 56 of 94

Environmental Stewardship — By the Numbers
Carbon Footprint
Rate of CO2 Emissions of Company-Owned Generation
100 Largest U.S. Electric Power Producers
CO
2 L
b
s
/
M
W
h
Source: Natural Resources Defense Council
“Benchmarking Air Emissions of the 100 Largest Electric Power Producers in the U.S.” 2011
Avista
ID
A
C
O
R
P
Pu
g
e
t

H
o
l
d
i
n
g
s
2,000
1,500
1,000
500
0
Gr
a
n
t

C
o
u
n
t
y

P
U
D
Ch
e
l
a
n

C
o
u
n
t
y

P
U
D
56
Staff_PR_136 Attachment A Page 57 of 94

Environmental Stewardship — By the Numbers
Avista’s CO2e Emissions
Avista’s CO2e Emission Intensity
Source: Avista
FERC Form 1;
World Resources
Institute/World
Business Council
on Sustainable
Development
mi
l
l
i
o
n

m
e
t
r
i
c

t
o
n
n
e
s

C
O
2e
lb
s

C
O
2e/
M
W
h

19
9
0
19
9
1
19
9
2
19
9
3
19
9
4
19
9
5
19
9
6
19
9
7
19
9
8
19
9
9
20
0
0
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
20
1
2
20
1
3
20
1
4
4.00
3.00
2.00
1.00
0.00
19
9
0
19
9
1
19
9
2
19
9
3
19
9
4
19
9
5
19
9
6
19
9
7
19
9
8
19
9
9
20
0
0
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
20
1
2
20
1
3
20
1
4
1200
1000
800
600
400
200
0
57
Staff_PR_136 Attachment A Page 58 of 94

Environmental Stewardship — By the Numbers
Significant Air Emissions by Type and Weight per MWh — 2013
Facility Fuel Type CO2+CO2e SO2 NOx Hg voc
Kettle Falls Wood 11,454 3 333 0.0 11
Colstrip Units 3 & 4 Coal 1,453,520 629 2,573 0.1 43
Colstrip Units 3 & 4 Oil 1,042 3 1 0.0 0
Rathdrum Natural Gas 8,725 0 5 0.0 0
Northeast Natural Gas 1,604 0 5 0.0 1
Boulder Park Natural Gas 7,508 0 2 0.0 5
Coyote Springs 2 Natural Gas 552,488 3 95 0.0 4
Kettle Falls CT Natural Gas 2,478 0 1 0.0 0
Totals 2,038,819 638 3,014 0.1 64
Note: CO2e = Total CO2 and CO2 equivalents of all greenhouse gases emitted by generating units, CO2 generated from biomass at Kettle Falls is carbon neutral and not
inlcuded in totals
Emissions per MWh
MWh CO2+CO2e SO2 NOx Hg voc
Total Energy Electricity Generation 7,395,385 607 0.19 0.90 0.0 0.2
Fossil Fuel Electricity Generation 2,992,701 1,499 0.47 2.22 0.0 0.5
Note: All values in lbs parameter/MWh except where noted
58
Staff_PR_136 Attachment A Page 59 of 94

Giving
Back
For more than 125 years, Avista has been an active partner, ally and advocate for
our customers in the communities we serve — both as a utility that provides
essential energy services and as the people who live, play and work just down the
street. Our history is intertwined with that of our communities and the spirit of
community — partnership and collaboration — has always fueled us. We believe
that bringing value to our customers and attaining our business goals go hand-in-
hand. And when we can provide assistance to people and organizations that are
making a difference, all the better.
Community Partnership
We are Invested in Our Customers and the
Communities We Serve
59
Staff_PR_136 Attachment A Page 60 of 94

Community Partnership
Powering Shared Value
Huntington Park And The Gathering Place
On Friday, May 2, 2014, representatives
from Avista and the local Spokane, Wash.,
community gathered together to dedicate
City Hall Plaza (now officially called The
Spokane Tribal Gathering Place) and Avista’s
newly renovated Huntington Park. The sun
was shining and the river was roaring in
one of the most scenic parts of downtown
Spokane.
The Gathering Place is the connection point
between Riverfront Park and Huntington
Park — a conduit of community gathering
spaces. Avista developed the plaza as a gift
to Spokane in celebration of our 125 years
of dedication to our community. The plaza
invites people to enjoy the river in new ways
and provides a great venue for community
events with plenty of seating and aesthetic
views.
At the heart of Avista is the Spokane River,
and at the heart of the Spokane River is
Huntington Park. The park is named for
David L. Huntington, the company’s third
president, who served from 1910 to
1927. Huntington led the company during
a time of unprecedented expansion. He
is an example of Avista’s proud legacy of
innovation and service.
Avista redeveloped the park to invite visitors
to a close-up look of the awesome power of
this great river. Located on the south bank
of the Spokane River, within the shadow of
the original Washington Water Power Post
St. substation and the spray zone of the
Lower Falls, Huntington Park is a tribute to
Spokane and to the leadership that made
Avista what it is today.
Avista community investments are made through
corporate and foundation donations and are not
included in customer rates. Avista gives back a
portion of the profits it is allowed to earn,
reinvesting in the communities we serve through
donations of all kinds. Investments are also made
through the time, talent and treasure that our
employees put into the organizations in the
towns they call home throughout our service
territory — eastern Washington, northern Idaho,
southern and eastern Oregon, and Sanders
County, Montana. Advocating for and facilitating
the availability of energy assistance for those
most in need is an important part of our role in
the community. In addition, we are actively
involved with chambers of commerce and other
civic groups to enhance the economic vitality and
the quality of life in the communities we serve.
Philanthropy
In 2014, Avista was named as one of the top 75
corporate philanthropists in the state of
Washington by the Puget Sound (Wash.) Business
Journal for the fourth consecutive year. Giving
through Avista corporate and Avista Foundation
donations in 2014 totaled $2.03 million.
Huntington Park and The Gathering
Place Dedication Event
60
Staff_PR_136 Attachment A Page 61 of 94

Community Partnership
Employee Giving
The heart and soul of Avista can be found in our
employees. They are not only devoted to doing
an exceptional job for our customers but they
dedicate themselves to community service in a
way that is inspirational and downright
contagious. In 2014, their generosity resulted in
more than 48,000 hours of volunteer service to
more than 800 organizations, both large and
small, across our service territory.
Employee Volunteerism Hours
Four-Year Trend in Volunteering
Powering Shared Value
Avista Answers ALS Ice Bucket Challenge
As individuals and organizations across
the country participated in the ALS Ice
Bucket Challenge, Avista jumped in to
meet the challenge, support the cause and
acknowledge our 125th anniversary at the
same time.
Powering Shared Value
Decorating Festive Holiday Sweaters
for the Boys and Girls Club of
Spokane County
Engaging our communities to help support
organizations that provide important
services to those we serve is nothing new
for Avista. For the second year, in 2014 we
created our Festive Sweater Generator, an
online and interactive tool for decorating
festive holiday sweaters. While simply a
fun online activity, the Festive Sweater
Generator did more by raising money for
the Boys and Girls Club of Spokane County.
For every sweater decorated through the
site, Avista donated a dollar to the Boys
and Girls Club of Spokane County. Through
2014 2013
48,000 hours 46,500 hours
2012 2011
52,738 hours50,700 hours
More than 125 employees turned out to
either dump a bucket on themselves or cheer
on their coworkers in support of the ALS
organization. Avista Utilities President Dennis
Vermillion and Avista Corp. CEO Scott Morris
also participated, demonstrating Avista’s values
of giving back. Avista also provided a monetary
donation to ALS.
promotion using Avista’s social media
and online channels, grassroots and viral
sharing and engaging a local broadcast
news station, the Festive Sweater Generator
earned a $7,500 donation for the Boys and
Girls Club of Spokane County.
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Community Partnership
Increasing the Impact of Employee Gifts
Avista’s matching gifts program is a tangible way
for our company to support and recognize the
“treasure” that employees generously donate to
non-profit organizations. As our employees invest
in the community, the company is able to
increase the impact of that investment to those
non-profit organizations valued by our employees
through the matching gifts program of the Avista
Foundation. All eligible gifts up to $200 each
year receive a dollar-for-dollar match — doubling
the benefit and the impact for community
organizations. Funding for this program is from
the Avista Foundation and is not included
in rates.
A Legacy of Community Support — the Avista Foundation
The Avista Foundation was formed in 2002 to
create a legacy of investment for the
communities served by Avista and to serve as the
primary charitable vehicle for the company.
The foundation focuses its giving on grants
that strengthen communities and enhance
the quality of lives of the people served by
our company. Emphasis is in the areas of:
• Education — supporting K-12 education
particularly in the fields of science, math and
technology; and higher education including
scholarships;
• Vulnerable and limited income populations
— providing assistance to those on limited
incomes and support for initiatives to reduce
poverty;
• Economic and cultural vitality — supporting
projects that help our communities and citizens
to grow and prosper. Avista corporate
donations focus primarily on energy assistance
and economic vitality-related initiatives that
benefit our customers and communities.
Total 2014 Health and Human Services Giving — $765,111
Community Partner Highlight
The North Idaho Violence and Prevention Center
(NIVPC) is the only resource in Kootenai County
that provides safety education and
empowerment to victims of violence, specifically
a shelter for victims of domestic abuse and sexual
assault. Each year, the NIVPC provides client
services and emergency shelter to over a
thousand victims.
Kootenai County has the highest rate of
domestic violence in Idaho, so the opportunity to
support these critical services and help NIVPC
connect survivors to important resources stood
out to Avista.
Through supporting the NIVPC, Avista is helping
NIVPC support 150 survivors of domestic violence
with basic necessities such as safe shelter, clean
bedding, nutritious food, clothing and more, in
addition to the resources that will help them
move toward the change they need.
Total 2014 Education Giving — $486,543
Community Partner Highlight
The Martin Luther King, Jr. Family Outreach
Center in Spokane, Wash., aims to improve the
quality of life for children, youth and families. As
the Center looked to provide opportunities for
children to participate in science, technology,
engineering and math (STEM) activities through
the summer months when not in school, Avista
became a partner to provide support of a Youth
Summer Science Program. The STEM curriculum
and emphasis on educating and creating
opportunities for those most in need are aligned
with the values and focus areas of Avista.
The science program helped address the
educational gap experienced by many students in
lower-income schools through a 10-week
program where students engaged in continued
learning in the summer rather than a break in
education. The program built on existing school
curriculum and extended the education and
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Community Partnership
support of those already engaged at the center,
helping those who needed it most to learn about
a critical field and be prepared for the following
school year.
Total 2014 Youth Giving — $195,724
Community Partner Highlight
For nearly 40 years, Kairos has provided vital
youth mental health services to the greater
Grants Pass, Ore., area. As the need for these
services has grown, Kairos looked to Avista to
assist in expanding its campus and long-term
ability to continue to serve the children and
families that need access to this kind of care. The
comprehensive and partnership approach taken
by Kairos and the focus on meeting the
community need resonates with Avista.
Through this support, Kairos will build its capacity
where there is a clear need, serving 200 children
and families challenged with severe mental illness
annually. By expanding the campus, the
organization will be able to provide crisis services
while also addressing the need for community-
based, intensive children’s mental health services.
As a result of this work, Kairos will be able to
continue and expand its mission and services,
including emergency response, family coaching,
case management, therapy, outpatient services,
and school-based mental health prevention and
promotion services.
Total 2014 Community Vitality Giving — $417,198
Community Partner Highlight
A project being led by the Friends of the
Whitman County Library, the Bettie Steiger
Community Enrichment Center in Colfax, Wash.,
was supported by Avista in 2014. The Whitman
County Library’s support of and investment in
strengthening the communities it serves has
made it an ideal partner for Avista over the years.
Avista has long-supported library projects,
including sponsoring county-wide summer
reading programs and open hours in the Malden
Library. We have also assisted with a number of
energy upgrades and funded major building
renovations in Endicott, Colfax and other branch
locations. Whitman County Library’s contributions
to the community range beyond traditional
library services, including high speed Internet
access and public computing, technical,
educational and cultural classes, job skills training
workshops, the incubation of small business and
the hosting of community events.

The goal of the Bettie Steiger Community
Enrichment Center is to create a place where
people gravitate to meet their educational,
cultural, entrepreneurial and social needs. It will
provide space for educational classes and job
skills training workshops, a fully- equipped, high
tech office space for those just starting a business
or needing a professional space to meet with
clients or investors, a vending space featuring
local products to attract shoppers, a space for
gallery exhibits, sales and events, spaces for
community events and programs, and a Chamber
of Commerce office to direct people to local
businesses and regional attractions. Avista’s
support of the Bettie Steiger Community
Enrichment Center brings the Friends of the
Whitman County Library closer to providing a
hub for the Colfax community.
Total 2014 Arts and Culture Giving — $151,974
Community Partner Highlight
The Spokane Tribal College serves the greater
Spokane area, offering access to students of any
heritage who want to pursue higher education in
a small, mentorship-based environment. It is one
of the only colleges of its kind in the region.
With Avista’s support, the Spokane Tribal College
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Community Partnership
will work to expand its offerings through
implementation of a Running Start program for
high school students. With a Running Start
program in place, Spokane Tribal College will be
able to build relationships with area high schools
and offer culturally appropriate, physically and
financially accessible dual-credit course work to
high school students. Initial offerings will be in
partnership with a rural and an urban school that
have high Native American populations to
provide these students with education and
materials that explore their own culture, history
and learning styles.
Total 2014 Environmental Giving — $20,886*
Community Partner Highlight
Avista’s 2014 Cabinet Gorge Timber Stand
Improvement Project is one that provided
benefits both to Avista and the Cabinet Gorge,
Mont., community. The key goal of the project
was to improve timber stand health on 70 acres
around Cabinet Gorge Dam, work that would
need to be completed anyway, and create the
opportunity to give back to the community.
Through the project, fire danger was reduced,
timber stand health was improved, danger trees
near the road and houses were removed,
untreated areas were left to increase wildlife
habitat and six semi-truck loads of firewood
were donated to the community. The money
Avista generated in selling the remainder of the
removed timber was donated back to the
community through the Montana Community
Foundation where it could have a long-term
impact.
* The majority of Avista’s support for environmental
stewardship comes through the millions spent each year in
meeting the federal license requirements for our projects on
the Clark Fork and Spokane rivers. See the Environmental
Stewardship section of this report for more information.
Low Income and Senior Outreach
Assistance

Families living on limited incomes and seniors
whose fixed incomes have been negatively
affected by the lingering effects of the
downturned economy or medical costs rely on
assistance to maintain essential needs such as
food on the table or gasoline in their vehicles,
access to healthcare or utility services in their
homes. Avista is committed to reducing the
burden of energy costs for our customers most
affected by rising energy prices, including low
income individuals and families, senior citizens,
and disabled and vulnerable customers. To assist
our customers, we focus on actions and
programs in four primary areas: advocacy for and
support of energy assistance programs that
provide direct financial assistance; low income
and senior outreach programs; energy efficiency
and conservation education; and support of
community programs that increase customers’
ability to meet the basic costs of living.
Energy Assistance
In 2001, the Washington Utilities and
Transportation Commission (UTC) approved
Avista’s innovative Low Income Rate Assistance
Program (LIRAP). Through this tariff surcharge
program, customers currently pay an average
$0.68 per month on their electric bill and an
average of $0.74 per month on their natural gas
bill, with the monies designated for rate
assistance programs in Washington. A similar
program was approved in Oregon in 2002 (where
Avista provides solely natural gas), currently
collecting 0.05 percent of the total charge per
therm on Avista customers’ bills. LIRAP is not
available in Idaho. In Oregon and Washington,
we partner with community action agencies to
distribute the funds to our vulnerable customers.
Avista also is an active partner in advocating for
and facilitating the distribution of federal Low
Income Heating Assistance Program (LIHEAP)
funds, which are distributed through our
community action agency partner programs.
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Community Partnership
Avista is the significant contributor to
the regional Project Share program that
provides emergency energy assistance for
residential customers.
Project Share is primarily funded through
contributions from Avista customers, Avista
employees and an annual donation from Avista
Corp. In 2014, Avista helped to raise more than
$494,000 to assist some 1,130 households,
helping more than 6,400 individuals in need in
Washington, Idaho and Oregon.
Energy Efficiency and Conservation Education
Energy Fairs
Throughout the year, our customers ask for help
in managing their energy use and costs, but most
particularly through the cold winter months.
During the fall of 2014, Avista hosted four
energy fairs in select communities in our service
area in Washington and Idaho. The fairs were
held in neighborhood community centers and
other locations that are recognized as core to a
given neighborhood, and each fair had a focus
on serving those in need, though they were open
to the general public. Approximately 1,250
people attended the fairs in 2014.
Avista’s energy fairs offer a broad range of ideas
and demonstrations that help residents keep the
warm air inside and the cold air outside their
homes. They’re also a great way for customers to
conveniently access information about utility
payment options, energy assistance and energy
efficiency as well as valuable community
resources, including home weatherization, safety
and independence resources for seniors, and
employment and financial counseling services.
Fair attendees see first-hand how to install such
things as rope caulk, window plastic and door
sweeps. And following each demonstration, they
receive free samples of each item used in the
demonstration. Free admission to the fair
includes all demonstrations, free samples of
energy efficiency materials, complimentary food
and beverages, and door prizes.
Workshops
Senior citizens on fixed incomes and low income
families often are struggling to make tight
budgets cover all the household expenses,
including energy costs. Avista’s workshops are
specifically targeted to these vulnerable groups,
which are held in convenient locations, such as
senior centers and meal sites.
Of the 31 workshops we facilitated in 2014, we
equipped 745 people with information and
resources to help them effectively manage their
energy use. At workshops and outreach events,
customers learn about energy efficiency and
conservation topics such as controlling household
drafts, managing the efficient use of major
appliances and home lighting, no-cost tips for
weatherization, and information on bill payment
options and resources for assistance. Recognizing
that a significant portion of our target audience
may be reliant on medical equipment or living
with a chronic health condition, our team
provided a new presentation that focused on
power outage preparedness so that individuals
could have a plan should an outage occur.
Mobile Outreach
Avista’s Energy Resource Van provides mobile
outreach to improve access to energy assistance
services/information, home energy information
and efficiency resources for low-income, senior
and vulnerable Avista customers. Partnership has
been a key component for reaching these
audiences. The primary partner in 2014 was the
Second Harvest Food Bank Mobile Pantry.
By working together, Avista was able to access
nearly 6,300 individuals in more remote areas
including:
• Washington: Ritzville, Elk, and Othello
• Idaho: Clark Fork, Bolvill, Juliaetta,
and Bonners Ferry
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Community Partnership
Energy Resource Van visitors are provided with
samples of low-cost energy saving items such as
weather stripping, plastic window seal kits,
refrigerator coil cleaners and energy tips. Energy
Use Guides are distributed to help provide
continued learning and references about tips that
help manage energy and informational materials
about bill options and bill assistance are also
available.
Lowering the Barriers to Service
Percentage of Population Unserved in
Service Areas
The opportunity for electric and/or natural gas
service is available by law to all who request it
within the areas Avista serves in Washington,
Idaho and Oregon.
Breaking Through the Language Barrier
Through our Customer Contact Center, Avista
provides a complimentary language line with
quick access to an interpreter 24 hours a day. It
works by way of a three-person conference call
between our non-English speaking customer, our
customer service representative and an
interpreter. We can accommodate dozens of
languages, including Cambodian, Laotian,
Russian, Spanish and Vietnamese.
In addition, one of Avista’s engineers who speaks
Spanish serves as communication support at
community events and through direct customer
outreach to ensure we can communicate
effectively with our customers and provide them
a high level of customer service.
Part of the Fabric of the
Community
When there is a major event in our communities,
it’s a given that Avista is there. From January
through December, Avista employees are active in
events that bring people together for
camaraderie, for fun and for service to others. As
one of the founding supporters of Hoopfest, the
world’s largest 3-on-3 basketball tournament,
Bloomsday, one of the largest timed road races in
the country, and the Avista NAIA World Series,
Avista’s employee volunteers are everywhere —
from the score board to the court, from the set-
up to the cleanup — and they are active
participants, as well.
Powering Shared Value
Avista Sponsors Stevens Elementary in
a Bite 2 Go
In 2014, Avista began a sponsorship of Stevens
Elementary in Spokane, through Second
Harvest, to provide weekend food kits for
children in need during the school year. The
“Bite 2 Go” kits include two breakfast and two
lunch meals, and healthy snacks. Every Friday,
staff members at participating schools put the
packages of kid-friendly food discreetly in the
backpacks of students in need.
According to Second Harvest, throughout
Spokane County, 47 percent of students
— and 55 percent of students in Spokane
Public Schools alone — qualify for free
and reduced-price meals. Many more
don’t always have enough food at home.
Children who don’t get enough to eat have
less energy and struggle to focus in the
classroom.
Avista’s sponsorship follows its legacy of
action in the communities it serves. Stevens
Elementary is near Avista’s Mission Campus.
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Community Partnership
Powering Shared Value
Continuing Support of March of Dimes
The March of Dimes helps give all babies
a healthy start and Avista is an ongoing
supporter of the organization. In 2014,
Avista’s March of Dimes team fundraising
goal was $28,000. The team marched
past that goal by $4,000 to raise a total of
$32,000.
Employees implemented dynamic and
unique fundraising efforts with widespread
engagement and participation across the
company. Support of March of Dimes
comes from the top down, with senior
executives’ leading-by-giving example.
Avista’s employees consistently step up to
support a cause that plays such an important
role in our communities.
Powering Shared Value
A Long-Standing Partnership with
the Arc of Spokane
In 2014, Avista and The Arc of Spokane
celebrated 25 years of working together
in an innovative program that provides
persons with developmental disabilities
meaningful work, while resulting in effective
and cost-saving materials management
practices for Avista. The partnership, which
began in November 1989, was the first
of its kind in this region to fully integrate,
on a day-to-day basis, “differently-abled”
individuals with company employees and
provide the opportunity for them to be
part of a regular employment environment,
perform meaningful work and receive fair
compensation
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Community Partnership
Economic
Vitality
Avista employees help build value for our
communities through their active involvement in
organizations that are growing jobs and
improving the quality of life in our region.
Company leadership encourages employees to
engage in external relationships throughout the
regions we serve.
Hundreds of staff members are in volunteer
leadership roles in Washington, Idaho, Oregon
and Montana.
These include health and human services
organizations, civic organizations, environmental
and non-governmental groups (NGOs), economic
development organizations, educational
institutions and industry groups.
Powering Shared Value
National Guard Youth Challenge Academy
The National Guard Youth Challenge
Academy in Pierce, Idaho, has been a
resounding success through its first year
of operation, helping cadets improve an
average of three grade levels in just
22 weeks.
Avista played a role in development of the
academy through monetary donations, the
donation of a cargo van and in-kind work by
local representatives. The Youth Challenge
Academy helps Idaho high school dropouts
ages 16 to 18 get their lives back on track,
preparing them either to return to school or
find employment.
The academy has also aided in the economic
development of Clearwater County, a county
that traditionally has one of the highest
unemployment rates in the state of Idaho.
Since launching, approximately 50 jobs have
been added in Clearwater County as a result
of the academy opening.
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Community Partnership
Powering Shared Value
Entrepreneurial Ecosystem and
Startup Spokane
Avista played a leading role in developing
the strategy and initiating the execution for
establishing a region-wide entrepreneurial
ecosystem. The primary goals of this
initiative include: organizing all of the
elements of the ecosystem so that they
work in unison, building pathways and
waypoints to support resources; and
measuring, monitoring, and assisting
entrepreneurs through the ecosystem.
Efforts in 2014 included integrating
Connect Northwest, an organization
supporting local entrepreneurs, with
Greater Spokane Incorporated (GSI), the
Spokane region’s chamber of commerce
and economic development organization.
This also included establishing an
entrepreneur stakeholder group, hiring a
GSI Entrepreneur program director, and
launching startupspokane.com as an online
community of support resources
for entrepreneurs.
Nearly 100 opportunities for entrepreneurs
have been identified and organized,
including networking events, idea formation
programs, mentorship programs, coworking
and accelerator programs and business
funding programs. Combining these
results with the outcomes from Spokane
Community College’s seven years of
delivering entrepreneurship education, more
than 65 businesses and over 125 jobs have
been created thus far.
This work and focus on building
entrepreneurship and driving economic
vitality across the region aligns with the
Avista Business Entrepreneurship Network,
a consortium of four community colleges
across Avista’s three-state service territory.
To date, the network has enrolled more than
300 students, and more than 80 businesses
have been launched.
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Community Partnership
Powering Shared Value
Avista Awards 4-H Scholarship in
Asotin County
Avista believes today’s youth are tomorrow’s
leaders. With this as a foundational driver,
the organization began a 4-H scholarship
program that awarded its second scholarship
in 2014. The program reaches 4-H students
in Whitman and Asotin (Wash.) counties.
The program recognizes 4-H members
that personify the 4-H mission throughout
the entire process of their 4-H project, are
outstanding in their communities and are
college bound. It gives Avista the ability
to recognize 4-H juniors and seniors for a
combination of skills and core values. Avista
supports the life skill development and
career preparation that are inherent in the
common 4-H experience.
The Washington state 4-H Foundation
has been instrumental in developing the
program in partnership with Avista. The
foundation manages the scholarship
process including soliciting and scoring
student applications, making the award
selection from a set of criteria that was
developed to represent the values shared
by 4-H and Avista.
Powering Shared Value
Jobs Plus, CDA
Jobs Plus is the economic development
engine of Kootenai County in the Coeur
d’Alene, Idaho, area. Avista serves a
critical leadership role in this organization
to strategically move area economic
development forward. Efforts in 2014
included a formal strategic planning
process and formation of a Technology
Task Force through an action committee
of Jobs Plus. These groups, with Avista’s
leadership, are refreshing the mission and
core goals as well as identifying trends in
technology, current available resources
and gaps in workforce, infrastructure
and funding to help draw technology
companies to Kootenai County.
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Community Partnership
Powering Shared Value
Palouse LED Street Lights
The city of Palouse, Wash., was selected
as one of six communities within the state
to participate in a pilot LED street lighting
program sponsored by the State
of Washington Transportation
Improvement Board.
The focus of the LED pilot program was
to research and evaluate regulatory
requirements, identify opportunities and
barriers to LED deployment, and assess
performance of LED street and area
lighting technology.
As a community participant in the pilot
program, the City of Palouse worked with
Avista in converting existing street and area
lighting to the LED technology. With funding
provided in part by the state, this work
included replacing city-owned lighting along
Main Street, as well as Avista-owned street
and area lighting throughout the city.
Alongside the work being completed on this
project, Avista used this as an opportunity to
find efficiencies and made certain upgrades
to its electric distribution system at the
same time.
Avista’s commitment and investment has
created value for the community by reducing
the energy used by street lights, reducing
maintenance costs since LED lights last up to
three times longer than the previous lights
and continuing to ensure reliable power.
Palouse was the first community in eastern
Washington to receive this energy-saving
technology.
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Community Partnership
Public Policy
Participation
Public policy has an important role in shaping the
economic environment in which we work and
live. As an energy company, we are affected by
the decisions made by federal, state and local
officials. In turn, these decisions also affect our
customers, employees and shareholders. It is
essential that we have a voice in the public policy
arena and that we participate in the process for
the benefit of all our stakeholders. Avista actively
participates in local, state and national legislative
and governmental activities. We work to develop
trusting and credible relationships with elected
and appointed office holders who determine
public policy affecting our company. It is
appropriate and responsible for the company,
through shareholder dollars and the employee-
funded political action committee, to be
supportive of those individuals through political
contributions as one part of a comprehensive
government relations program.
Lobbying and Political Contributions
In 2014 we spent $397,091 on reportable
lobbying expenses at the federal and state levels
to help promote sound energy policy. In addition,
$99,372 of our 2014 federal trade association
dues were used for lobbying. Avista, using
general treasury funds, is legally prohibited from
contributing directly to political candidates for
elected federal offices and is also prohibited from
making such contributions in certain states. In
2014, we contributed $286,098 in the states
where we serve customers and where such
contributions are allowed. Many of our
employees are members of the Avista Employees
for Effective Government Political Action
Committee. It is a voluntary, non-partisan
committee for non-craft member employees.
Through this PAC, our employees contributed
$29,338 to state and federal candidates and
political organizations in 2014.
Powering Shared Value
Southern Oregon Angel Investment
Network
Avista is credited with founding the Southern
Oregon Angel Investment Network in 2010
and helping establish the Roseburg Area
Angel Investment Network in 2013. The
utility continues to provide leadership and
active support to these angel networks.

In four years, the angel networks have
invested $1,965,000 in eight startup
companies from among 80 accredited
investors. This economic development
initiative is focused on creating access to
capital for entrepreneurs and startups poised
for an angel fundraising round. For investors
this is an opportunity to invest money locally
with rate of return in mind. The outcome is
the establishment of new businesses, new
employers and new customers in the utility’s
Oregon service territories.
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Community Partnership — By the Numbers
Philanthropy — Avista Foundation & Avista Corporation
2014 2013 2012 2011 2010
Health & Human Services $765,111 $633,472 $624,966 $575,967 $1,431,613
Education $486,543 $249,605 $389,683 $227,073 $336,737
Arts & Culture $151,974 $152,765 $129,032 $178,202 $138,874
Community Vitality $417,198 $373,745 $300,650 $345,593 $218,292
Youth Development $195,724 $122,890 $144,392 $105,102 $112,803
Environmental $20,886 $42,000 $37,687 $42,373 $33,322
Total Giving $2,037,436 $1,574,477 $1,626,410 $1,474,310 $2,271,641
Low Income and Senior Outreach — Energy Assistance
Energy Assistance 2013/2014 2012/2013 2011/2012 2010/2011* 2009/2010
LIRAP Grants Made** $4.49 million $4.68 million $5.8 million $2.7 million $4.7 million
Project Share Grants Made $569,042 $375,064 $269,380 $504,389 $543,000
Avista Contributions to
Project Share $494,313 $215,000 $215,000 $215,000 $400,000
LIHEAP Grants Made*** $4.79 million $5,137,160 $9.2 million $10.8 million $9.4 million
* LIRAP energy assistance program year changed to Oct. 1 to Sept. 30 to align with federal LIHEAP program year
** LIRAP is only available in Washington and Oregon
*** Avista is an active partner in advocating for and facilitating the distribution of federal Low Income Heating Assistance (LIHEAP) funds
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Global Reporting Initiative
The 2015 Shared Value Report aligns with the Global Reporting Initiative
G3 and Electric Utility Sector Supplement. The standard disclosures and
indicators have not been verified externally by GRI, but they are consistent
with previous reports that have been verified by GRI as application Level B.
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Global Reporting Initiative
Indicator Description Reported Report Section(s)
1.1 Statement from the most senior decision-maker
of the organization
Fully A Message from Our Leadership
1.2 Description of key impacts, risks, and opportunities Fully A Message from Our Leadership
Organizational Profile
2.1 Name of the organization Fully Our Company — Organizational Profile
2.2 Primary brands, products, and/or services Fully Our Company — Organizational Profile
2.3 Operational structure of the organization, including
main divisions, operating companies, subsidiaries,
and joint ventures
Fully Our Company — Organizational Profile
2.4 Location of organization's headquarters Fully Our Company — Organizational Profile
2.5 Number of countries where the organization operates, and
names of countries with either major operations or that are
specifically relevant to the sustainability issues covered in the
report
Fully Our Company — Organizational Profile
2.6 Nature of ownership and legal form Fully Our Company — Organizational Profile
2.7 Markets served (including geographic breakdown, sectors served,
and types of customers/beneficiaries)
Fully Our Company — Organizational Profile
2.8 Scale of the reporting organization Fully Our Company — Organizational Profile
2.9 Significant changes during the reporting period regarding size,
structure, or ownership
Fully About the Report
2.10 Awards received in the reporting period Fully Our Company — Awards & Recognitions 2014
EU1 Installed capacity, broken down by primary energy source and by
regulatory regime
Fully Utility Operations — By the Numbers
EU2 Net energy output broken down by primary energy source and
by regulatory regime
Fully Utility Operations — By the Numbers
Strategy And Analysis
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Global Reporting Initiative
EU3 Number of residential, industrial, institutional and commercial
customer accounts
Fully Our Company — Organizational Profile
EU4 Length of above and underground transmission and distribution
lines by regulatory regime
Fully Utility Operations — By the Numbers
EU5 Allocation of CO2e emissions allowances or equivalent, broken
down by carbon trading framework
Fully Environmental Stewardship — By the Numbers
Report Parameters
3.1 Reporting period (e.g., fiscal/calendar year) for information
provided
Fully About the Report
3.2 Date of most recent previous report (if any)Fully About the Report
3.3 Reporting cycle (annual, biennial, etc.)Fully About the Report
3.4 Contact point for questions regarding the report
or its contents
Fully About the Report
3.5 Process for defining report content Fully About the Report
3.6 Boundary of the report (e.g., countries, divisions, subsidiaries,
leased facilities, joint ventures, suppliers)
Fully About the Report
3.7 State any specific limitations on the scope or boundary
of the report
Fully About the Report
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities,
outsourced operations, and other entities that can significantly
affect comparability from period to period and/or between
organizations
3.9 Data measurement techniques and the bases of calculations,
including assumptions and techniques underlying estimations
applied to the compilation of the Indicators and other
information in the report. Explain any decisions not to apply, or
to substantially diverge from, the GRI Indicator Protocols.
Fully About the Report
Indicator Description Reported Report Section(s)
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3.10 Explanation of the effect of any re-statements of information
provided in earlier reports, and the reasons for such re-statement
(e.g., mergers/acquisitions, change of base years/periods, nature
of business,
measurement methods)
3.11 Significant changes from previous reporting periods in the scope,
boundary, or measurement methods applied in the report
Fully About the Report
3.12 Table identifying the location of the Standard Disclosures in the
report
Fully Global Reporting Initiative
3.13 Policy and current practice with regard to seeking external
assurance for the report
Fully About the Report
Governance, Commitments And Engagements
4.1 Governance structure of the organization, including committees
under the highest governance body responsible for specific tasks,
such as setting strategy or organizational oversight
Fully Our Company — Governance
4.2 Indicate whether the chair of the highest governance body is also
an executive officer
Fully Our Company — Governance
4.3 For organizations that have a unitary board structure, state the
number of members of the highest governance body that are
independent and/or
non-executive members
Fully Our Company — Governance
4.4 Mechanisms for shareholders and employees to provide
recommendations or direction to the highest
governance body
Fully Our Company — Governance
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4.5 Linkage between compensation for members of the highest
governance body, senior managers, and executives (including
departure arrangements), and the organization's performance
(including social and environmental performance)
Fully Our Company — Governance
4.6 Processes in place for the highest governance body to ensure
conflicts of interest are avoided
Fully Our Company — Governance
4.7 Process for determining the qualifications and expertise of the
members of the highest governance body for guiding the
organization's strategy on economic, environmental, and social
topics
Fully Our Company — Governance
4.8 Internally developed statements of mission or values, codes of
conduct, and principles relevant to economic, environmental,
and social performance and the status of their implementation
Fully Our Company — Organizational Profile
4.9 Procedures of the highest governance body for overseeing the
organization's identification and management of economic,
environmental, and social performance, including relevant risks
and opportunities, and adherence or compliance with
internationally agreed standards, codes of conduct, and
principles
Fully Our Company — Governance
4.10 Processes for evaluating the highest governance body's own
performance, particularly with respect to economic,
environmental, and social performance
Fully Our Company — Governance
4.11 Explanation of whether and how the precautionary approach or
principle is addressed by the organization
Fully 2014 Annual Report Form 10-K, Item I-A
4.12 Externally developed economic, environmental, and social
charters, principles, or other initiatives to which the organization
subscribes or endorses
Fully Community Partnership — Economic Vitality
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4.13 Memberships in associations (such as industry associations) and/
or national/international advocacy organizations in which the
organization: Has positions in governance bodies; Participates in
projects or committees; Provides substantive funding beyond
routine membership dues; or Views membership as strategic
Fully Community Partnership — Economic Vitality
4.14 List of stakeholder groups engaged by the organization Fully Community Partnership — Economic Vitality
4.15 Basis for identification and selection of stakeholders with whom
to engage
Fully Utility Operations — Engaging Our Stakeholders
4.16 Approaches to stakeholder engagement, including frequency of
engagement by type and by
stakeholder group
Fully Utility Operations — Engaging Our Stakeholders
4.17 Key topics and concerns that have been raised through
stakeholder engagement, and how the organization has
responded to those key topics and concerns, including through
its reporting
Fully Utility Operations — Engaging Our Stakeholders
About the Report
Disclosure On Management Approach EC
Aspects Economic performance Fully Avista Corp. 2014 Annual Report
Market presence Fully Avista Corp. 2014 Annual Report
Indirect economic impacts Fully Avista Corp. 2014 Annual Report
Availability and reliability
EU6 Management approach to ensure short and long-term electricity
availability and reliability
Fully Utility Operations — Resource and
Business Continuity Planning
Demand-side management
EU7 Demand-side management programs including residential,
commercial, institutional and industrial programs
Fully Utility Operations — Energy Efficiency and
Conservation Programs
EU7 System efficiency Fully Utility Operations — Smart Grid Initiatives
Research and development
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EU8 Research and development activity and expenditure aimed at
providing reliable electricity and promoting sustainable
development
Fully Utility Operations — Smart Grid Initiatives
Plant decommissioning
EU9 Provisions for decommissioning of nuclear power sites No Nuclear Power
Disclosure On Management Approach EN
Aspects Materials Fully Environmental Stewardship; Environmental Policy
Energy Fully Utility Operations — Energy Efficiency
and Conservation Programs
Water Fully Environmental Stewardship —
Biodiversity Fully
Emissions, effluents and waste Fully
Stewardship of the Waterways
Environmental Stewardship —
Stewardship of the Waterways
Environmental Stewardship —
Climate and Environmental Impacts
Products and services Fully Environmental Stewardship —
Climate and Environmental Impacts
Compliance Fully Environmental Stewardship —
Climate and Environmental Impacts
Transport Fully Environmental Stewardship —
Climate and Environmental Impacts
Overall
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Disclosure On Management Approach LA
Aspects Employment
EU14 Programs and processes to ensure the availability of a skilled
workforce
Fully Our Company — Our Employees
EU15 Percentage of employees eligible to retire in the next 5 and 10
years broken down by job category and by region
Fully Our Company — Our Employees
EU16 Policies and requirements regarding health and safety
of employees and employees of contractors
and subcontractors
Fully Our Company — Our Employees
Labor/management relations Fully Our Company — Our Employees
Occupational health and safety Fully Our Company — Our Employees
Training and education Fully Our Company — Our Employees
Diversity and equal opportunity Fully Our Company — Our Commitment to Diversity
Disclosure On Management Approach HR
Aspects Investment and procurement practices Fully Utility Operations — Supply Chain
Non-discrimination Fully Our Company — Our Commitment to Diversity
Freedom of association and collective bargaining Fully Our Company — Our Employees
Child labor
Forced and compulsory labor
Security practices
Indigenous rights Partially Environmental Stewardship — Stewardship
of the Waterways
Disclosure On Management Approach SO
Aspects Community
EU19 Stakeholder participation in the decision making
process related to energy planning and
infrastructure development
Fully Utility Operations — Engaging Our Stakeholders
About the Report
Indicator Description Reported Report Section(s)
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EU20 Approach to managing the impacts of displacement
Corruption Fully Our Company — Governance
Public policy Fully Community Partnership — Public Policy Participation
Anti-competitive behavior Fully Code of Business Conduct
Compliance Fully Code of Business Conduct
Disaster/Emergency planning and response Fully Utility Operations — Planning to Ensure
Continuation of Services
EU21 Contingency planning measures, disaster/emergency
management plan and training programs, and recovery/
restoration plans
Fully Utility Operations — Planning to Ensure
Continuation of Services
Disclosure On Management Approach PR
Aspects Customer health and safety Fully Utility Operations — Serving Our Customers — Electricity
Product and service labelling Fully Utility Operations — Engaging Our Stakeholders
Marketing communications Fully Utility Operations — Engaging Our Stakeholders
Customer privacy Fully Avista Utilities Website
Compliance
Access
EU23 Programs, including those in partnership with government, to
improve or maintain access to electricity and customer support
services
Fully Community Partnership — Low Income and
Senior Outreach Assistance
Provision of information
EU24 Practices to address language, cultural, low literacy and disability
related barriers to accessing and safely using electricity and
customer support services
Fully Community Partnership — Low Income and
Senior Outreach Assistance
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Economic
Economic Performance
EC1 Direct economic value generated and distributed, including
revenues, operating costs, employee compensation, donations
and other community investments, retained earnings, and
payments to capital providers and governments
Fully Our Company — Organizational Profile;
Community Partnership — Philanthropy
EC2 Financial implications and other risks and opportunities for the
organization's activities due to climate change
Fully Environmental Stewardship — Climate
and Environmental Impacts
EC3 Coverage of the organization's defined benefit
plan obligations
Fully Avista Corp 2014 10-K
EC4 Significant financial assistance received from government
Market Presence
EC5 Range of ratios of standard entry level wage compared to local
minimum wage at significant locations of operation
EC6 Policy, practices, and proportion of spending on locally-based
suppliers at significant locations of operation
Fully Utility Operations — Supply Chain
EC7 Procedures for local hiring and proportion of senior management
hired from the local community at significant locations of
operation
Fully Our Company — Our Employees
Indirect Economic Impacts
EC8 Development and impact of infrastructure investments and
services provided primarily for public benefit through commercial,
in-kind, or pro bono engagement
Fully Community Partnership — Economic Vitality
EC9 Understanding and describing significant indirect economic
impacts, including the extent of impacts
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Availability and Reliability
EU10 Planned capacity against projected electricity demand over the
long term, broken down by energy source and regulatory regime
Fully Utility Operations — Planning to Ensure
Continuation of Services
System Efficiency
EU11 Average generation efficiency of thermal plants by energy source
and regulatory regime
Fully Utility Operations — By The Numbers
EU12 Transmission and distribution losses as a percentage of total
energy
Environmental
Materials
EN1 Materials used by weight or volume Fully Utility Operations — By The Numbers
Energy
EN3 Direct energy consumption by primary energy source Fully Utility Operations — By The Numbers
EN4 Indirect energy consumption by primary source
EN5 Energy saved due to conservation and efficiency improvements Fully Utility Operations — Energy Efficiency and
Conservation Programs
EN6 Initiatives to provide energy-efficient or renewable energy based
products and services, and reductions in energy requirements as
a result of these initiatives
Fully Utility Operations — Energy Efficiency and
Conservation Programs
EN7 Initiatives to reduce indirect energy consumption and reductions
achieved
Water
EN8 Total water withdrawal by source
EN9 Water sources significantly affected by withdrawal of water
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EN10 Percentage and total volume of water recycled and reused
Biodiversity
EN11 Location and size of land owned, leased, managed in,
or adjacent to, protected areas and areas of high biodiversity
value outside protected areas
Fully Environmental Stewardship —
Stewardship of the Waterways
EN12 Description of significant impacts of activities, products, and
services on biodiversity in protected areas and areas of high
biodiversity value outside protected areas
Fully Environmental Stewardship —
Stewardship of the Waterways
EU13 Biodiversity of offset habitats compared to the biodiversity of the
affected areas
EN13 Habitats protected or restored Fully Environmental Stewardship —
Stewardship of the Waterways
EN14 Strategies, current actions, and future plans for managing
impacts on biodiversity
Fully Environmental Stewardship —
Stewardship of the Waterways
EN15 Number of IUCN Red List species and national conservation list
species with habitats in areas affected by operations, by level of
extinction risk
Emissions, Effluents and Waste
EN16 Total direct and indirect greenhouse gas emissions
by weight
Fully Environmental Stewardship — By the Numbers
EN17 Other relevant indirect greenhouse gas emissions
by weight
Fully Environmental Stewardship — By the Numbers
EN18 Initiatives to reduce greenhouse gas emissions and reductions
achieved
Fully Environmental Stewardship —
Climate and Environmental Impacts
EN19 Emissions of ozone-depleting substances by weight
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EN20 NOx, SOx, and other significant air emissions by type and weight Fully Environmental Stewardship — By the Numbers
EN21 Total water discharge by quality and destination Fully Utility Operations — By The Numbers
EN22 Total weight of waste by type and disposal method
EN23 Total number and volume of significant spills
EN24 Weight of transported, imported, exported, or treated waste
deemed hazardous under the terms of the Basel Convention
Annex I, II, III, and VIII, and percentage of transported waste
shipped internationally
EN25 Identity, size, protected status, and biodiversity value of water
bodies and related habitats significantly affected
by the reporting organization's discharges of water
and runoff
Products and Services
EN26 Initiatives to mitigate environmental impacts of products and
services, and extent of impact mitigation
Fully Environmental Stewardship
EN27 Percentage of products sold and their packaging materials that
are reclaimed by category
Compliance
EN28 Monetary value of significant fines and total number
of non-monetary sanctions for non-compliance with
environmental laws and regulations
Fully Environmental Stewardship —
Environmental Fines and Sanctions
Transport
EN29 Significant environmental impacts of transporting products and
other goods and materials used for the organization's
operations, and transporting members of the workforce
Fully Environmental Stewardship —
Climate and Environmental Impacts
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Overall
EN30 Total environmental protection expenditures
and investments by type
Fully Environmental Stewardship —
Stewardship of the Waterways
Social: Labor Practices And Decent Work
Employment
LA1 Total workforce by employment type, employment contract, and
region
Fully Our Company — Our Employees
LA2 Total number and rate of employee turnover by age group,
gender, and region
EU17 Days worked by contractor and subcontractor
employees involved in construction, operation and maintenance
activities
EU18 Percentage of contractor and subcontractor employees that have
undergone relevant health and safety training
LA3 Benefits provided to full-time employees that are not provided to
temporary or part-time employees, by
major operations
Labor/Management Relations
LA4 Percentage of employees covered by collective bargaining
agreements
Fully Our Company — Our Employees
LA5 Minimum notice period(s) regarding significant operational
changes, including whether it is specified in collective
agreements
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Occupational Health and Safety
LA6 Percentage of total workforce represented in formal joint
management-worker health and safety committees that help
monitor and advise on occupational health and safety programs
Fully Our Company — Our Employees
LA7 Rates of injury, occupational diseases, lost days,
and absenteeism, and number of work-related
fatalities by region
Fully Our Company — By the Numbers
LA8 Education, training, counseling, prevention, and
risk-control programs in place to assist workforce members, their
families, or community members regarding serious diseases
Fully Our Company — Our Employees
LA9 Health and safety topics covered in formal agreements with trade
unions
Fully Our Company — Our Employees
Training and Education
LA10 Average hours of training per year per employee by employee
category
Partially Our Company — By the Numbers
LA11 Programs for skills management and lifelong learning that
support the continued employability of employees and assist
them in managing career endings
Fully Our Company — Our Employees
LA12 Percentage of employees receiving regular performance and
career development reviews
Fully Our Company — Our Employees
Diversity and Equal Opportunity
LA13 Composition of governance bodies and breakdown
of employees per category according to gender,
age group, minority group membership, and other indicators of
diversity
Fully Our Company — Our Employees
LA14 Ratio of basic salary of men to women by employee category
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Social: Human Rights
Investment and Procurement Action
HR1 Percentage and total number of significant investment
agreements that include human rights clauses or that have
undergone human rights screening
HR2 Percentage of significant suppliers and contractors
that have undergone screening on human rights
and actions taken
HR3 Total hours of employee training on policies and procedures
concerning aspects of human rights that
are relevant to operations, including the percentage
of employees trained
Non-Discrimination
HR4 Total number of incidents of discrimination and
actions taken
Freedom of Association and Collective Bargaining
HR5 Operations identified in which the right to exercise freedom of
association and collective bargaining may
be at significant risk, and actions taken to support
these rights
Child Labor
HR6 Operations identified as having significant risk for incidents of
child labor, and measures taken to contribute to the elimination
of child labor
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Forced and Compulsory Labor
HR7 Operations identified as having significant risk for incidents of
forced or compulsory labor, and measures to contribute to the
elimination of forced or compulsory labor
Security Practices
HR8 Percentage of security personnel trained in the organization's
policies or procedures concerning aspects of human rights that
are relevant to operations
Indigenous Rights
HR9 Total number of incidents of violations involving rights of
indigenous people and actions taken
Fully Environmental Stewardship —
Stewardship of the Waterways
Social: Society
Community
SO1 Nature, scope, and effectiveness of any programs
and practices that assess and manage the impacts
of operations on communities, including entering,
operating, and exiting
EU22 Number of people physically or economically displaced and
compensation, broken down by type of project
None has occurred
Corruption
SO2 Percentage and total number of business units analyzed for risks
related to corruption
SO3 Percentage of employees trained in organization's
anti-corruption policies and procedures
Fully All employees and new hires receive a copy of the Code
of Ethics, which is annually reviewed and updated.
SO4 Actions taken in response to incidents of corruption
Public Policy
SO5 Public policy positions and participation in public
policy development and lobbying
Fully Community Partnership — Public Policy Participation
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SO6 Total value of financial and in-kind contributions to political
parties, politicians, and related institutions
by country
Fully Community Partnership — Public Policy Participation
Anti-Competitive Behavior
SO7 Total number of legal actions for anti-competitive behavior, anti-
trust, and monopoly practices and
their outcomes
Compliance
SO8 Monetary value of significant fines and total number of non-
monetary sanctions for non-compliance with laws and
regulations
Social: Product Responsibility
Customer Health and Safety
PR1 Life cycle stages in which health and safety impacts of products
and services are assessed for improvement, and percentage of
significant products and services categories subject to such
procedures
PR2 Total number of incidents of non-compliance with regulations
and voluntary codes concerning health and safety impacts of
products and services during their life cycle, by type of outcomes
EU25 Number of injuries and fatalities to the public involving company
assets, including legal judgments, settlements and pending legal
cases of diseases
Product and Service Labeling
PR3 Type of product and service information required by procedures,
and percentage of significant products and services subject to
such information requirements
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PR4 Total number of incidents of non-compliance with regulations
and voluntary codes concerning product and service information
and labeling, by type of outcomes
PR5 Practices related to customer satisfaction, including results of
surveys measuring customer satisfaction
Fully Utility Operations — Customer Service
PR6 Programs for adherence to laws, standards, and voluntary codes
related to marketing communications, including advertising,
promotion, and sponsorship
Marketing Communications
PR7 Total number of incidents of non-compliance with regulations
and voluntary codes concerning marketing communications,
including advertising, promotion, and sponsorship by type of
outcomes
None
Customer Privacy
PR8 Total number of substantiated complaints regarding breaches of
customer privacy and losses of customer data
Compliance
PR9 Monetary value of significant fines for non-compliance with laws
and regulations concerning the provision and use of products
and services
None
Access
EU26 Percentage of population unserved in licensed distribution or
service areas
Fully Community Partnership — Low Income
and Senior Outreach Assistance
EU27 Number of residential disconnections for non-payment, broken
down by duration of disconnection and by regulatory regime
EU28 Power outage frequency Fully Utility Operations — By the Numbers
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EU29 Average power outage duration Fully Utility Operations — By the Numbers
EU30 Average plant availability factor by energy source and by
regulatory regime
Fully Utility Operations — By the Numbers
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