Segmenting Customers during Major Storm Recovery Ken Barker Vice President, Customer Solutions and Energy Conservation Dominion Virginia Power

Dominion At a Glance Leading provider of energy and energy services in the Midwest, Northeast and Mid-Atlantic regions of the U.S OH VA NC IL IN PA MA CT RI MD WV WI NY 27,400 MW of generation 6,300 miles of electric transmission 11,000 miles of natural gas transmission, gathering and storage 947 billion cubic feet of natural gas storage Cove Point LNG Facility 2.5 million electric customers in VA and NC 1.3 million natural gas customers in OH & WV 2

Dominion Virginia Power Electric Transmission 6,300 miles of transmission lines Electric Distribution 56,900 miles of distribution lines 2.5 million electric customers in VA and NC Dominion Retail 2.1 million non-regulated customers in 15 states 3

Our Commitment to Customers Provide responsible, competitive rates and long-term value to retain and attract business. Deliver safe, reliable electric service to customers’ homes and businesses now and into the future. Be responsive and offer innovative energy solutions to meet customers’ energy needs and help them save money. 4

Hurricane Isabel 2003 A Defining Moment 1.8 Million Customers Without Electric Service 14-Day Restoration Effort $208 Million Recovery Cost Poles: 10,705 CrossArms:14,610 Spans of Wire: 13,018 (talking about the span of wire between poles) Transformers: 7,900 5

Among the many Lessons Learned From Isabel . . . Efficient restoration and being able to provide better customer information depends in part on our ability to: Segment “Special Conditions” customers – including 911 centers and hospitals – and prioritize on a local level Provide real-time restoration information to local officials and emergency management 6

Special Conditions Customers With More than 8,400 Special Conditions customers, Setting Priorities is Vital Critical Large Industrial & Commercial Large Medical Homeland Security, Federal & Military State & Local Government Public Safety Water Treatment / Pumping Stations Telecommunications Transportation Educational Operations Special Conditions Customers High Profile Public Interest 7

If Everything is “Critical,” Then Nothing is Critical Critical facilities are: Those for which loss of service would severely impact other emergency responders and the ability to mobilize or implement response plans. 911 Centers Emergency Operations Centers Large Hospitals Fire, Police, Rescue Critical Water Treatment / Pumping Stations Major TV/ Telecommunications Major Airports Homeland Security, Military Primary Delivery Points Critical to maintaining public health and safety Priorities set by local emergency management – working with Dominion Virginia Power Updated annually – before summer storm season High Profile: Customers where operational viability depend on dialogue, accurate information, and elevated response to make sound decisions. Loss of service would not endanger wide-scale health and safety, but could create localized hardship, economic losses, or affect a large number of customers. Includes large rehabilitation centers, nursing homes, large governmental facilities, emergency shelters, large universities, prisons, electrical delivery points, and major TV and radio stations. Public Interest: Communication, transportation and services facilities, which include a wide array of public facilities and equipment required to provide social services and supporting economic activity. Includes fuel distribution terminals, assisted living facilities, fire, police and rescue squads, water and sewer pumps, critical cellular towers, neighborhood switching stations, drawbridges & railroad crossings, and primary & secondary schools. 8

What’s Considered High Profile and Public Interest? Facilities for which loss of service could create localized hardship, economic losses, or affect a large number of customers Critical Traffic Signals Large Rehabilitation Centers Nursing Homes Emergency Shelters Prisons Major Radio Stations Large Universities Public Interest Public facilities and equipment required to provide social services and supporting economic activity. Fuel Distribution Terminals Assisted Living Water/ Sewer Pumps Cellular Towers Neighborhood Switching Stations Railroad Crossings Primary/Secondary Schools. 9

Priority Scoring Helps with Internal Visibility of Critical Customers Scoring based on number of: Customers affected Customers with “recurring” outages Special Conditions Customers

Helping Localities stay up-to-date Before, During and After the Storm Annual storm drills – Dominion and Virginia Department of Emergency Management Pre- and post-storm planning/update sessions and visits with local emergency management, especially for major events Jurisdictional Data Sharing – detailed information about outages and restoration Pre- and post-storm planning and information sessions: Pre-storm: phone call, e-mail, personal visits to share vital restoration preparation information, including specific event issues Municipal EOC Conference Calls, Updates – Pre-storm and during restoration EOC visits by Dominion governmental relations team, directors, and executive team in hardest hit areas Dedicated phone lines support EOCs emergency and technical needs – not for calling in outages. Self Serve Data Sharing – multiple on-line tools for jurisdictions to use to retrieve critical information about outages and restoration progress Updated as follows: 11

Regional outage maps and Customer Outage information by Jurisdiction 12

Transformer-Level Outage Information by Locality 13

Municipal Outage Viewer 14

Widespread Catastrophic Damage; 100+ Degree Temps June 29, 2012 “Derecho” Widespread Catastrophic Damage; 100+ Degree Temps More than 1 million customers impacted; multi-day restoration More than 3,000 special conditions customers affected Over 400 critical services without service Hurricane-like damage across parts of western and Northern Virginia A derecho is a widespread and unusually long-lived wind storm that is associated with a band of fast-moving thunderstorms.  The storms form into a squall line that usually bow out in the direction of its movement. While the storms can produce destruction similar to that of a tornado, the damage is typically produced by straight-line winds, blowing in one direction. In the case of Friday night, damage was reported from near Chicago all the way to the Mid-Atlantic coast. Dulles recorded 95+ for almost 9 days (June 30-July 8) 15

Communication and Collaboration Between Dominion and Localities was Key Within hours of the storm’s impact, Dominion began working with local officials and emergency managers to identify: Cooling centers Nursing facilities lacking backup generation Many of these locations were already identified through the Special Conditions process Emergency officials provided the operations centers with lists of critical facilities and special priorities – such schools and other community locations that were to be used as cooling centers. As for long-term nursing or care facilities, while we stay in close contact with local emergency operations centers and local officials, we do not know about every type of long-term care arrangement that might in place in a community.  Working closely in this event to prioritize nursing homes and, as appropriate, other institutional long-term care facilities (such as assisted living) – especially those without backup generation – was critical.   16

It All Comes Back To Having a Highly Trained Workforce that . . . Focuses on the safety of the public and fellow employees Quickly assesses damage and translates that assessment into an effective work plan Maintains strong partnerships with emergency managers and local officials Remains committed to effective communications before, during, and after a major storm Executes time-proven restoration plans and remains flexible . . . No two storms are alike. 17