CELEBRATING SUSTAINABILITY

Climate
Impact
Report
2025

Why We’re Doing This

Our vision is to expand what is possible, together, for a better future.

“We’re working to build a better, more sustainable business from the inside. Our climate action isn’t just about carbon, it’s about reducing waste, improving efficiency, and creating long-term value for our people and operations.” Paul Keenan, President

This report underscores our commitment to controlling our broader climate emissions impact as we publish this data and work to reduce our carbon footprint as a company.

Our Target

After calculating our 2023 emissions baseline, we set a target to reduce 2024 emissions by 5% per category per employee. We’re proud to report a 7.4% reduction was achieved.

How did we
do in 2024?

Here’s a breakdown of our
emissions by category:

HH Angus Corporate Initiatives

To achieve our goal, we considered a wide range of initiatives—some have been implemented, while others are still in progress.

Tracking Progress

Follow GHG Protocol¹ (WRI / WBCSD) for emissions tracking

Internal report: 2023 baseline completed

Public climate report: planned for 2025

¹ ghgprotocol.org

Donating Equipment

Retired computer equipment is donated to local charities and partners (implemented, active, and ongoing)

Smarter Buying
& Tech Use

Extend hardware lifespan and reduce shipments (planned /ongoing effort)

Smarter Business Travel

Preferred hotel list with lower emissions (planned)

Green Uber ridesharing policy (electric/hybrid vehicles) (planned)

Evaluate purchasing carbon offsets for flights (under review)

More Efficient Offices

Negotiate energy disclosures in office leases (planned)

Staff Social Events

Tree planting with Tree Canada

Park clean-up events in Toronto

Recycling, tree planting, and energy-saving events/ Vancouver

Litter clean-up in Montreal

Our Work

We’re proud to support our clients in delivering high-performance, sustainable buildings. Here are a few highlights of recent green achievements:

Cowichan
District Hospital

Certified as a Zero Carbon Building – Design Standard

The Co-operators
Head Office

Certified as a Zero Carbon Building – Design Standard

TD Centre
Toronto

The complex is LEED Gold certified overall, with at least one tower achieving LEED Platinum

For a copy of the complete Climate Report, please contact us.

Request Full Report

References:

https://ghgprotocol.org/

https://www.exiobase.eu/

https://www150.statcan.gc.ca/n1/pub/15-602-x/15-602-x2017001-eng.htm

Anthony Ho has been chosen by Canadian Consulting Engineer as one of 2025’s ‘Top 10 Under 40’, as CCE celebrates Canada’s next generation of consulting engineering leaders!

As an Associate Director, Principal and Mechanical Engineer, Anthony has long been recognized at HH Angus for his engineering skill, leadership, commitment to mentoring, and dedication to growing our commissioning team and scope of work. We are delighted that he is now being honoured in the industry as well.

Laying the groundwork

Anthony and his family came to Canada from Hong Kong in 1994. He learned the value of hard work from his parents; it was their example that led Anthony to pursue engineering and shaped his worldview that opportunity is a privilege not available to all, no matter how deserving.

Those lessons remain top of mind as Anthony takes on the opportunities ahead, sharing strategies for growth with those around him and coaching them to succeed. This approach is part of what makes Anthony an effective team leader - not only is he a technical expert in his field, but his management and support in the growth of an entire team of junior engineers has been exceptional.

Anthony joined HH Angus after graduating with Honours at the top of his class in mechanical engineering at the University of Waterloo, and has impressed at every stage of his career.

Commissioning specialization

Early in his career development, Anthony expressed an interest in learning how to commission buildings - a complicated, multi-step process of detailed inspection that ensures all building systems and equipment are functioning properly before the final handover of a facility to its occupants. Commissioning is a unique specialty service that requires both deep technical knowledge and a nuanced approach. Not only does it involve the development of highly sophisticated test scripts, but also managing the sometimes challenging relationships between stakeholders, including owners, contractors and consultants.

Anthony embraced the opportunity to master the new specialization and eventually became a Certified Commissioning Professional (CPP). He worked closely with his manager to grow our commissioning services by expanding the functionality of in-house tools and consistently bringing in projects under budget while maintaining a high quality of work. These successful results were recognized by a growing roster of repeat clients, and helped the division to build the business case for increased hiring to support the pursuit of larger and more complex commissioning projects. Anthony is now responsible for the firm’s Commissioning business development, training and leadership

The importance of mentorship

Over the course of his 13+ years at HH Angus, Anthony has seen his focus on solving engineering problems expand to include mentoring staff and taking an active role in their career planning.

He transitioned seamlessly into the role of Manager, heading a team with multiple mechanical engineering leads, mentoring junior/intermediate employees, directing engineering design and commissioning assignments for key mission critical clients, managing employee performance, and maintaining excellent client relationships. Anthony currently oversees a large team in alignment with his transition into the Associate Director role. His instinct to lift up those around him has contributed to the career growth of many young engineers at the firm

Some of Anthony’s significant contributions at HH Angus include:

Solving engineering challenges on greenfield and retrofit projects for high resiliency data centres
Development of process flows for inhouse BIM design
Design for high containment labs (CL3) and vivarium
Management of staff across Canada to deliver projects internationally.

Recently, Anthony served as the discipline lead for an important project representing over one million square feet of greenfield data centres in Canada. He is working with an international team of consultants and client stakeholders at the ground level to deliver this complex project where he is responsible for multiple scopes of work. Anthony’s colleagues know him to be extremely hard-working, approachable, and a leader with exceptional technical knowledge that he generously shares.

Congratulations, Anthony – you are a very deserving recipient of CCE’s ‘Top 10 Under 40’ honour!

Click here for CCE Magazine article - see Page 9

Each year, HH Angus staff teams flex their creativity and ingenuity in our Innovation Hub Challenge - devising creative solutions for engineering-related questions or issues.

Our most recent challenge focused on how to leverage artificial intelligence (AI) to improve specific internal workflows. 

Each team was assigned a unique process that could potentially be improved through the use of AI and were tasked with creating an AI prototype to address their challenge. Their submissions also required a business case addressing real-world considerations such as cost, privacy and implementation strategies.

The ‘AutoMates’ team took top prize. Team members Laura Farid, Max Mizrahi, Nigel Harvey, Shaun Lee, and Shawn Shi took on the challenge of automating the capture of meeting minutes and formatting them into HH Angus’ standardized template. Meeting minutes are a critical but time-consuming aspect of project management for consulting engineers, and the multi-disciplinary team impressed the judging panel with a smart and scalable AI solution that not only produced meeting minutes, but also included attendee lists, content summaries, and other key information.

The AI model addressed a tangible need and demonstrated the strength of cross-functional collaboration and the power of applied technology. Ultimately, the AutoMates’ work and that of the other teams showcased the company’s commitment to innovation in professional services.

Identifying the Issue

The initial spark for the project came from a scenario familiar to engineers and designers. How to ensure during meetings, especially those involving multiple stakeholders, that all valuable ideas and action items are documented, while discussion moves rapidly in new directions and input comes thick and fast. Assigning a team member to take minutes presents its own problems: it disrupts that person’s ability to participate fully in the discussion and introduces the risk of bias or omission. Even when recordings are made, manually reviewing them to extract notes is time-consuming and inefficient.

Recognizing this is recurring issue across not just the firm but the industry at large, the AutoMates team set out to answer a deceptively simple question: What if there was a way to capture everything from a meeting—discussion points, action items, next steps—automatically and accurately?

Ensuring a 360⁰ Perspective

What made the AutoMates team uniquely positioned to solve this challenge was its composition. Members came from different corners of HH Angus, bringing fresh insights and a range of expertise. The group included professionals from the Science & Technology, Energy Infrastructure and Health divisions in our Vancouver and Toronto offices and included both electrical and mechanical designers as well as new grads. The multidisciplinary mix ensured the solution would be technically robust while remaining grounded in real-world workflow needs.

This diversity fueled their brainstorming process. Because team members represented both the users and the builders of the tool, they were able to identify pain points with clarity and propose features with practical value.

Exploring the Solution Space

From the outset, the team knew that AI had potential to ease the burden of minute-taking. But they didn’t want a tool that merely transcribed conversations. They envisioned something smarter—an AI that could listen, interpret, and summarize; that could identify who said what and flag key takeaways and next steps. In short, they wanted to automate the way great minutes are written.

They began by investigating existing AI models capable of transcribing and analyzing speech. While early outputs showed promise, the team quickly realized that model tuning would be necessary to meet their standard of accuracy and relevance.

Another challenge was formatting. Meeting minutes are not just a record—they are a tool for alignment. They must be clear, well-structured, and easy to navigate. The AutoMates built in logic to ensure the tool output clean, professional summaries, automatically categorizing content by speaker, topic, and outcome.

Designing for Real-World Use

The team was mindful that the solution needed to be easy to deploy and user-friendly. They designed the tool so it could be used in a variety of meeting formats—virtual, in-person, or hybrid. Uploading a recording or transcript should be straightforward, with minimal manual steps. Once uploaded, the AI would process the input and deliver a formatted summary with participants, discussion points, action items, and a timestamped transcript.

To test the tool, the team used real internal meetings on non-confidential topics to gauge how well the summaries matched what actually happened. They refined parameters, adjusted formatting, and iterated based on feedback from colleagues.

Winning the Innovation Challenge

The HH Angus Innovation Challenge rewards forward-thinking ideas that improve processes, reduce waste, or enhance client outcomes. The AutoMates met all these criteria with their AI tool’s broad applicability across project teams, internal meetings, and client-facing discussions.

The judges were impressed by the combination of technical sophistication and everyday usefulness. By using off-the-shelf AI models in a smart and tailored way, the AutoMates team solved a problem most consulting engineering professionals encounter regularly.

Their solution also aligned with broader strategic goals: digital transformation, operational efficiency, and knowledge management. It showed how emerging technologies can be applied to elevate the quality of work without disrupting workflows.

Looking Ahead

During the Innovation Challenge, the AutoMates team provided detailed steps on how to refine the tool, exploring ways to integrate it with other HH Angus platforms. Perhaps most importantly, the project has sparked further conversations about how AI can support—not replace—human contributions in professional services. By offloading routine tasks like minute-taking, engineers and designers are free to focus on what they do best: thinking critically, solving problems, and collaborating with others.

Conclusion

The AutoMates' AI meeting minutes tool is more than a clever hack—it's a practical example of how thoughtful innovation can improve everyday work. It reflects HH Angus’ culture of cross-functional collaboration, curiosity, and continuous improvement. Innovation isn’t just about ideas—it’s about identifying needs, testing solutions, and delivering something meaningful. And with this project, the AutoMates have proven that even something as routine as meeting minutes can become an opportunity for transformation. Congratulations to the winning team and to all the Innovation Challenge participants. People will always be at the heart of what we do, and it is encouraging to witness bright and talented minds come together and make cool things!

Expanding the Possible. Together. For a Better Tomorrow.

The Art Gallery of Ontario (AGO) is celebrating its 125th anniversary this year, and we congratulate the AGO on this important milestone.

Today, the AGO is considered one of the largest art museums in North America with a collection of over 120,000 works of art. Currently 583,000 ft2 and growing, the gallery ranks among Ontario’s premier cultural attractions, drawing over one million visitors annually. But like most well-established cultural icons, its origins were far more modest.

The Art Museum of Toronto began life on July 4, 1900, at 165 King Street West. A few years later, it relocated to ‘The Grange’, a large home bequeathed to the Museum and still part of the AGO today. In 1919, the name was changed to the Art Gallery of Toronto. Admission to its three galleries was 25 cents. In 1920, the Gallery hosted the first exhibition by the newly formed Group of Seven. In 1966, the name was changed again, to the Art Gallery of Ontario, underscoring the growing importance of the gallery.

HH Angus began providing consulting services to the AGO in 1925, creating design and engineering drawings for its first HVAC system and we subsequently worked on numerous projects for the gallery. For its comprehensive 2008 ‘Transformation AGO’ project, we acted as the mechanical engineering and vertical transportation consultants.

The Transformation project was designed by world-renowned architect Frank Gehry and included 97,000+ ft2 of new space to increase viewing areas by 47%, plus 187,000 ft2 of renovations to the existing space. Innovative design considerations were implemented for phased construction, installation and commissioning, and in the integration of the new and existing spaces.

‘Transformation AGO’ Project - Engineering approaches to protecting and preserving works of art

To achieve the desired functionality and aesthetics of the project, the client and architectural team proposed three main challenges:

Phased construction to allow continued regular service to galleries
Sophisticated mechanical systems to meet the specific needs of each gallery to be physically remote from the galleries for aesthetic reasons
Integration of new systems with existing base systems.

The building was divided into 70 zones, with each gallery space fitted with dedicated sensors controlling the individual equipment in remote rooms.

Frank Gehry’s design aesthetic provided some interesting challenges for the engineering design. Adrienne Cressman, HH Angus’ Lead Mechanical Engineer for the Transformation project and currently Director of our Project Management Office, recalled that “the attention to detail on the part of the Gehry team was unparalleled. No direction was passed on to the design team until it had been modelled in physical 3D by the architectural team. There was also a heightened level of coordination with curators at the Gallery for our scopes of service, regarding the specific requirements of individual exhibit areas.”

Among the requirements, the mechanical systems had to be virtually invisible, so that normal HVAC connections were not seen by visitors to the galleries. Executing this design feature was complicated by the fact that, to avoid the risk of water leakage, which would be a serious issue for the collection, all mechanical rooms were situated in no-impact locations well away from gallery spaces. For the same reason, no equipment was housed above ceilings in the galleries. According to Tom Halpenny, HH Angus’ Principal-in-Charge of the Transformation project and current Executive Vice President, the architectural vision for the project dictated a custom approach not only to our system designs but also for equipment specifications: “We made a number of changes to our specs in order to meet Frank Gehry’s design vision; for example, for the HVAC system, we replaced standard air supply and return vents with air slots that appear as a line at the top and bottom of the gallery walls, as these were considered to be a more aesthetic alternative. Even sections of the fire sprinkler system, wherever these could be seen by visitors, were fitted with stainless steel piping rather than the normal standard steel piping.”

A reduction in fresh air intake during off-peak visitor hours simplified the HVAC system control by reducing the influence of changes in outside air temperature and humidity. This approach helped considerably in providing more stable environmental conditions for the artworks. Tom Halpenny noted that, “the success of HH Angus’ design had two important results for the AGO: first, being able to guarantee the stability of the HVAC system allowed the gallery to attract touring exhibits of rare and fragile artwork and artifacts that have very specific and stable environmental conditions; second, the reliability of the HVAC system was recognized by the AGO’s insurance provider such that the gallery was able to secure better terms.”

A-35721a — HVAC systems were designed to be separate from gallery spaces and hidden from visitor view

Integrating the new mechanical systems with the existing building systems made an already complicated assignment even more complex technically. The form and arrangement of the new and renovated spaces resulted in an irregularly connected multi-level project. Interconnected atrium spaces required careful attention to detail to ensure that mechanical services were concealed and that service access routes were maintained. The prediction of temperature- and pressure-induced airflow patterns and the arrangements to segregate returns for balancing of the return air to the individual air handling units all required complex analysis.

The vertical transportation system included three passenger elevators, one high-capacity freight elevator, two material lifts, and two platform lifts to accommodate persons with physical disabilities. All elevators are of the “traction” type, with special design features to accommodate large groups and the travel distances required.

neighbour down the block — Separation of Cooling Towers and Sky Lights

We’re very proud of our association with the Art Gallery of Ontario and wish them many years of continued success!

For more information about the AGO’s 125th anniversary events, click below for their website: AGO125.

Mike Hassaballa, HH Angus’ Lead Consultant on Energy Infrastructure, summarizes the ‘need to know’ about Ontario’s current electricity market reform.

May 1, 2025 wasn’t just a date on IESO’s calendar. It marked the start of Ontario’s boldest electricity market reform since 2002, a full system reboot designed to fix inefficiencies that have quietly cost ratepayers hundreds of millions of dollars per year.

If you’re an energy engineer, building owner, electricity generator, distributed energy resources (DER) developer, or anyone whose business touches the grid, this is the moment to pay attention - the playing field is shifting under our feet.

Why Reform? Because the Old System Was Broken

Since its inception, Ontario’s market has used a “two-schedule” system: one engine for dispatch, another for price. It’s like driving with one GPS for the map and another for fuel costs - they never aligned. That disconnect forced Ontario to pay ~$100 million annually in Congestion Management Settlement Credits (CMSC), a patch to make up for pricing that didn’t reflect grid realities. Even worse, these payments created gaming opportunities and buried congestion costs in opaque adjustments.

Glossary of Acronyms

CHP - Combined Heat and Power
DAM - Day-Ahead Market
DER - Distributed Energy Resources
CMSC - Congestion Management Settlement Credits
HOEP - Hourly Ontario Energy Price
LMP - Locational Marginal Pricing
MRP - Market Renewal Program
IESO - Independent Energy System Operator
NYISO - New York Independent System Operator
OZP - Ontario Zonal Price
ERUC - Enhanced Real-Time Unit Commitment
PJM - Pennsylvania-New Jersey-Maryland Interconnection
PPAs - Power Purchase Agreements
PRL - Price Responsive Load
SSM - Single Schedule Market

What’s Changing?

The Market Renewal Program (MRP) replaces this duct-taped design with a cleaner, more efficient architecture, centered around:

Single Schedule Market (SSM): No more separate pricing and dispatch. Now, dispatch decisions and locational prices are produced in a single algorithm that respects transmission limits. This ends routine CMSC payouts. Other side payment mechanisms will be retained but with significant modifications that address inefficiencies.
Locational Marginal Pricing (LMP): Every node on the grid gets its own price. Electricity now costs more where the grid is tight and less where it’s plentiful. Think of it as price transparency with surgical precision.
Day-Ahead Market (DAM): Ontario’s first real forward market. You can now buy/sell electricity a day in advance at locked-in prices. Generators gain certainty, flexible loads and DERs get new revenue tools.

Together, these form the backbone of a smarter, more transparent, and more disciplined electricity marketplace.

What Does This Mean for You? Let’s Break It Down.

Building Owners & Facility Operators

Your energy strategy just got more powerful and more complex.
With DAM and LMP, there are real savings in shifting load or using storage strategically.
Demand Response can be now financially binding. Flexible HVAC, batteries, and thermal storage? Time to monetize!

New Risks, Bigger Rewards

If you’re a Class A customer or run a large energy portfolio, Ontario’s Market Renewal Program isn’t just noise in the background - it’s a new cost structure with real cashflow consequences. And if you know how to play it? You can win.

Goodbye Hourly Ontario Energy Price - Hello Locational Pricing

Your old HOEP-indexed strategies are now out of date. Under MRP:

You’ll settle energy at the Ontario Zonal Price (OZP) or possibly at your local LMP if you’re a dispatchable load.
If you’re in a high-demand, import-constrained zone (e.g., Greater Toronto Area or Ottawa), expect higher average prices.
If you’re in a surplus or export-constrained zone, you might benefit from lower wholesale prices. What this means: location-based cost volatility is now a real factor in your energy bill.

Day-Ahead Market = New Procurement Strategy

The new DAM is a two-settlement system. For savvy operators, this is a big win:

You can lock in prices a day in advance, smoothing your cost curves and budgeting with more confidence.
If you operate flexible loads, you can bid reductions into the DAM (via Price Responsive Load or demand response mechanisms) and get paid to not consume.
You can hedge LMP exposure more precisely using DAM data and new tools from energy retailers.

This isn’t theory. It’s a new market you can play in, every single day.

Time to Update
Your Playbook

This is not business as usual. You’ll need to:

Map your site’s LMP exposure.
Evaluate procurement strategy changes fixed vs index, DAM participation, retailer contracts.
Explore whether PRL registration makes sense (yes, it requires telemetry and some effort, but the economics may justify it).
Work with consultants and energy advisors who understand basis risk, nodal dynamics, and two-settlement optimization.

Risks If You Sit Still

Prices will spike in some areas. If you can’t respond or hedge, you’re exposed.
Retailers will pass through these costs, maybe with a delay, maybe with a markup.
This is no longer a passive procurement game.

Bottom line: You’ve been given tools, don’t leave them in the box.

Generators and
Developers

Location matters more than ever. A generator in a congested zone could see higher returns. In surplus zones? Brace for negative prices.
The end of CMSC means no more side-payments. You either make money or you don’t.
DAM and Enhanced Real-Time Unit Commitment (ERUC) help you manage risk and fuel costs better, but you’ll need sharper bidding strategies.

The Market Just Got Smarter;
Your Project Model Should Too

For developers building the next wave of Ontario’s energy infrastructure solar, battery, CHP, or hybrid systems MRP isn’t background noise. It’s the new rulebook for how you’ll make money (or not) on future assets. This market reset directly affects siting decisions, financial models, and bankability.

Location is No Longer Just About Interconnection

With Locational Marginal Pricing, every project will earn based on its nodal value. That means:

A battery in a congested urban zone could make 3–4X more on arbitrage than one in a low-price surplus zone.
A CHP unit near a load pocket might earn premium capacity value, while the same asset in a hydro-rich region faces rock-bottom LMPs.

If your site selection doesn’t model nodal prices, you’re already behind.

The Day-Ahead Market
= Revenue Certainty

Ontario finally has a real DAM. For developers, this changes the game:

You can lock in prices before real-time volatility hits.
You can offer flexible assets (e.g. batteries, demand response portfolios) into the DAM and earn guaranteed revenue.
You can better structure merchant revenue models without relying entirely on fixed contracts or PPAs.
For the first time, Ontario supports a merchant style pathway that looks more like NYISO or PJM.

LMP = Real Investment Signal

Persistent price separation across zones will now show:

Where to build new supply
Where storage earns best arbitrage margins
Where demand response or DER aggregation can fill a local gap

This means you don’t have to rely on opaque planning reports or uplift data anymore the market will show you where you’re needed. And for large-scale infrastructure (transmission-connected projects, utility-scale batteries), this clarity can make the difference between bankable and borderline.

The Complexity is Real

You’ll need to model nodal revenue, not just average price curves.
Intertie projects and exporters must now navigate DAM pricing at the border node which can vary substantially.
MRP introduces Market Power Mitigation, Make- Whole Payments, and two-settlement accounting. That’s a lot of financial logic to wrap into your pro forma.

Your financial model still assumes a fixed HOEP or simple real-time average? Time to hit delete.

Bottom line: Given the rules just changed, developers who understand nodal pricing, DAM strategy, and basis risk will capture upside. Those who don’t may build stranded assets.

DER Operators

Batteries, solar, and CHP all gain better market access.
Arbitrage opportunities multiply under LMP and DAM.
Sophistication is required: small players may need aggregators or software to navigate the complexity.

If you own or operate DERs batteries, CHP, rooftop solar, or aggregated HVAC systems, the MRP is a paradigm shift. We’re moving from a world of flat prices and opaque value streams to a market where location and flexibility directly determine your revenue.

The Big Shift is From Uniform Pricing to Granular Value

Under the old HOEP system, a solar installation in a congested downtown node earned the same as one in a remote surplus region. That’s over.

Now with Locational Marginal Pricing, a battery in a Toronto high-rise during peak hours might see $200/ MWh prices, while a wind farm in the Northwest gets a negative LMP during surplus. If you’re not thinking in nodal terms, your revenue models will be wrong.

Day-Ahead Market = Better Tools, More Certainty

The DAM is a gift to flexible DERs:

You can now bid in expected production or curtailment in advance.
If you lock in a day-ahead price, you know your value before real-time volatility hits.
Aggregators can offer portfolios of DERs HVAC controls, batteries, or EV fleets into the DAM and get paid for reliability.

This turns DERs into serious market players. You’re not just shaving peaks - you’re offering dispatchable, schedulable services.

Price Volatility = Arbitrage Playground

MRP introduces real volatility in both time and space. For smart DER operators, that’s not a risk - it’s a playground:

Charge your battery when LMPs dip (e.g., midday solar oversupply).
Discharge when your node spikes (e.g., during constrained peaks in urban zones).
Bid demand response or CHP output into the DAM for guaranteed returns.

The IESO Is Watching

The IESO wants DERs in the market. Parallel initiatives (DER Market Integration, telemetry standards, aggregation rules) are evolving fast. But onboarding is still a barrier especially for small players.

If your business model relied on net-metering or fixed feed-in contracts, it’s time to model LMP exposure and DAM participation seriously.

Flexibility is now bankable. But a warning: this Isn’t Plug-and-Play anymore.

MRP is complex bidding, settlement, nodal forecasts, market power mitigation rules.
DERs will need forecasting, optimization, and compliance tools.
Many will rely on aggregators or retail partners to handle the backend.

And here’s the twist: inflexible DERs (e.g., standalone solar in surplus regions) could see low or negative prices during off-peak hours. Without storage or curtailment capability, they might be paid little or even be penalized.

Who Loses?

Passive participants - those used to fixed prices, predictable CMSC payouts, or set-it-and-forget-it operations will struggle.
Projects in surplus regions (especially non-dispatchable renewables) may see lower spot revenue.
Retailers and LDCs will need to rethink
procurement and risk exposure.

Strategic Takeaway

This isn’t just an IT system upgrade, it’s a complete behavioral reset for Ontario’s electricity sector. The old rules rewarded predictability. The new rules reward flexibility, location, and foresight.

My Final Thoughts

MRP is not perfect. It’s complex, introduces volatility, and demands a steeper learning curve. But it is built on reasonable ideas, and it opens the door for smart energy users and innovators to thrive.

Whether you’re bidding into the DAM, optimizing building loads, or developing the next battery project, your next move should assume MRP is the new normal.

Please reach out if you have insights or would like to discuss facilities needs.

Mike Hassaballa, M.A.Sc., P.Eng

Lead Consultant, Energy Infrastructure, Senior Engineer

mike.hassaballa@hhangus.com