1. Transmission Financials & Demographics Transmission Staffing Transmission Maintenance 1 August 22-25, 2016 Park City, UT 2015 Transmission & Distribution Benchmarking Community Insights Conference

2. Develop System Strategy Develop and Approve Asset Plans Project/Portfolio Management Expand System A Process Model for Managing the T&D Business 2 Operate System Sustain System Indicates separate D, S, T components Add New Customers Respond to Emergencies

3. Transmission Statistics and Financial 3 August 22-25, 2016 Park City, UT 2016 Transmission & Distribution Benchmarking Community Insights Conference

4. Insights Overview – Transmission Lines Demographics There are wide variances between companies in terms of types of structures used, predominant voltage classes, number of interconnections per mile of line, and length of circuits. Many of the differences are dictated by service territory demographics, as well as past design decisions. Cost Capital Spending is up significantly from last year  Sustaining capital continued a 3-year increase, and accounts for most of the increased capital investment.  Growth and expansion investment was about the same as last year. O&M spending showed a slight increase over last year as well 4

5. Transmission Statistics and Demographics 5

6. Transmission Demographics 6 ST Statistics, Page 29 – ST150 Types of Transmission Structures on System Structure types roughly align with voltage class – with the highest voltages on lattice towers, and lowest voltages on wood poles. Transmission Voltages on System ST Statistics, Page 39 – ST120

7. Transmission System Demographics 7 ST Statistics, Page 34 – ST115, 120 Transmission Interconnections per 100 Circuit Miles Average Transmission circuit length varies from about 7 miles to about 20 miles. The # of interconnections per circuit mile varies substantially across the community. Transmission Circuit Miles per Circuit ST Statistics, Page 31 – ST120

8. Transmission Financial Results 8

9. Transmission Spending Profile 2015YE2014YE MeanQ1Q2Q3BarsMeanQ1Q2Q3Bars O&M Transmission Line O&M Expense per Circuit Mile $15,711$5,971$7,219$16,643 21$11,950$5,098$6,730$11,588 15 Transmission Line O&M Expense per MWh transmitted $1.00$0.35$0.60$1.41 17$1.36$0.55$0.68$0.92 13 Transmission line O&M Expense per Asset 4.43%2.23%2.85%4.78% 204.40%1.88%2.87%5.20% 14 Transmission Line O&M Expense ex Veg Mgmt per Assets [Activity-based] 4.10%1.51%2.57%4.25% 212.53%1.88%2.31%3.38% 13 Capital Transmission Line Capital Additions per Asset [FERC] 11.3%13.5%7.2%4.7% 209.39%12.4%6.1%2.5% 14 Transmission Line Capital Spending less Serve New, Expand per Asset [Activity Based] 4.51%6.13%4.17%1.69% 204.11%5.08%3.21%1.50% 14 Sustainment Spending Transmission Line Sustaining O&M and Capital Spending per Asset 8.31%12.67%5.75%4.05% 216.22%6.49%5.76%4.92% 18 9 O&M spending is roughly equivalent to last year on a per-asset basis. Capital investment is up across all quartiles. Profile values and counts may differ from report values and counts due to the exclusion of companies who did not provide complete data sets.

10. TRANSMISSION LINE Total Spending (FERC) 10 Overall spending is up from a median of 9% last year to almost 12% this year. TF Trans Panel, Page 4 – TF20 / ST120 Spending per Circuit Mile TF Trans Panel, Page 3 – TF20 / TF65 Spending per Asset MeanMean15.7 %15.7 % Quartile 17.5 %7.5 % Quartile 2:11.7 % Quartile 3:19.3 % Mean$71,269 Quartile 1$16,953 Quartile 2:$33,140 Quartile 3:$70.427

11. TRANSMISSION LINE CAPITAL Investment (FERC) 11 Total capital investment is again higher than last year, continuing a trend. TF Trans Panel, Page 6 – TF5 / TF65 Capital Additions per Asset TF Trans Panel, Page 7 – TF5 / ST120 Capital Additions per Circuit Mile MeanMean11.30 %11.30 % Quartile 113.45 % Quartile 2:7.17 % Quartile 3:4.74 % Mean$61,407 Quartile 1$47,292 Quartile 2:$21,709 Quartile 3:$12,500

12. Transmission Lines Capital Investment (Activity) 12 On an activity basis, total capital investment is up less than the FERC basis, but still higher. Sustaining capital is up more than total capital, suggesting a decline in growth capital. MeanMean11.18 % Quartile 115.85 % Quartile 2:9.85 % Quartile 3:7.11 % TF Trans Panel, Page 18 – TF45 / TF65 Total Capital per Asset MeanMean4.51 %4.51 % Quartile 16.13 % Quartile 2:4.17 % Quartile 3:1.69 % TF Trans Panel, Page 20 – TF45 / TF65 Sustaining Capital per Asset

13. O&M and Capital Spending Patterns 13 For Transmission lines, growth capital is larger than sustaining capital, in contrast to T&D substations and Distribution lines.

14. Sustaining Capital Investment is Growing 14 Sustaining capital investment has continued to grow since 2011’s low. Sustaining capital is up from 3% to over 4% in the past year. MeanMean4.51 %4.51 % Quartile 16.13 % Quartile 2:4.17 % Quartile 3:1.69 % TF Page 20 – TF45 / TF65 Sustaining Capital per Asset

15. TRANSMISSION LINE O&M EXPENSE (FERC) 15 O&M spending is similar to last year. TF Trans Panel, Page 9 – TF20 / TF65 O&M per Asset MeanMean4.43 %4.43 % Quartile 12.23 % Quartile 2:2.85 %2.85 % Quartile 3:4.87 % Low-cost companies appear to be diverging from high- cost companies over several years.

16. TRANSMISSION LINE O&M EXPENSE (Activity-Based) 16 The companies with the highest O&M expenditures per mile were unable to break out the categories of spending. Mean$15,124 Quartile 1$4,409 Quartile 2:$7.108 Quartile 3:$16.006 TF Trans Panel, Page 29 – TF55TF Trans Panel, Page 30 – TF55 / ST120 Mean$16,099 Quartile 1$5,655 Quartile 2:$7,502 Quartile 3:$16,006 O&M less Veg. Mgt. per Circuit Mile O&M per Circuit Mile

17. T Lines & T&D Substations 17

18. Transmission Lines & T&D Subs - O&M Less Row 18 Viewing Lines and Substations together, excluding ROW, most companies conduct O&M costing within 1 and 3% of assets. T Lines & TD Subs Financial pg 2, TF55, TF60, DF65 O&M Less ROW per Plant in Service MeanMean 2.03% Quartile 1 1.27% Quartile 2: 1.76% Quartile 3: 2.24% MeanMean$21,380 Quartile 1$6,820 Quartile 2:$9,983 Quartile 3:$40,675 O&M Less ROW per Circuit Mile T Lines & TD Subs Financial pg 3, TF55, TF60, DF65, ST120, ST125

19. T&S O&M (including ROW) plus infrastructure capital spending 19 When ROW and infrastructure capital are added, the investment level for most companies to a range of 3-10% of assets, with the majority driving by infrastructure capital. T Lines Financial pg 16, TF55, TF60, DF65, TF45, DF55, FL30 Mean 6.6 % Quartile 1:4.9 % Quartile 2:5.9 % Quartile 3:7.7 % T Line Financial pg 17, TF55, TF60, DF65, TF45, TF50, FL30 MeanMean$70,750 Quartile 1$19,714 Quartile 2:$36,627 Quartile 3:$84,406 Spending per AssetSpending per Circuit Mile

20. Sustaining Spend per Asset Trans Lines & T&D Subs O&M Less Row Plus A&G, Infrastructure Capital Less Storm Restoration 20 Sustaining Spend per Circuit Mile A different view of the sustaining spend, including A&G, and excluding storm restoration, yields a similar range of about 2- 10% of assets. T lines Financial pg 11, TF55, TF60, DF65, TF45, DF55, FL30 MeanMean6.49% Quartile 14.70% Quartile 2:5.76% Quartile 3:7.41% MeanMean$69,776 Quartile 1$18,423 Quartile 2:$35,945 Quartile 3:$84,181 T Lines Financial pg 12, TF55, ST120, ST125, TF60, TF50, DF55, FL30

21. VEGETATION MANAGEMENT Expense (Activity) 21 There is a very wide range of ROW costs among the companies. This is driven largely by differences in service territory. Mean$1,804 Quartile 1$988 Quartile 2:$1,511 Quartile 3:$2,318 TF Trans Panel, Page 34 – TF55TF Trans Panel, Page 36 – TF55 / ST120 Mean$125 Quartile 1$72 Quartile 2:$107 Quartile 3:$144 O&M Per Acre ManagedO&M Per Mile of ROW Managed

22. Staffing And Outsourcing 22 August 22-25, 2016 Park City, UT 2016 Transmission & Distribution Benchmarking Community Insights Conference

23. Wages rates & Headcounts 23 FTE counts went up. Average wage rates declined this year. Staffing SO10, Pg 3 Staffing, SO25, Pg 16 A panel change has had influence on these changes.

24. Transmission Line Staffing per Asset 24 Staffing pg 16, SO25 Includes an estimate for outsource FTEs except for trans line construction and vegetation mgmt. Mean20.66 Quartile 1:7.26 Quartile 2:11.42 Quartile 3:19.49 MeanMean 18.79 Quartile 1 8.20 Quartile 2: 14.08 Quartile 3: 21.11 Including Outsource FTEs Internal FTEs Only

25. Transmission Staffing per Asset Field C&M 25 Includes an estimate for outsource FTEs except for trans line construction and vegetation mgmt. MeanMean 5.88 Quartile 1 1.26 Quartile 2: 2.87 Quartile 3: 8.70 Engineering & Design MeanMean 5.34 Quartile 1 2.86 Quartile 2: 6.00 Quartile 3: 7.00

26. Transmission Staffing per Asset Operations 26 Includes an estimate for outsource FTEs except for trans line construction and vegetation mgmt. MeanMean 6.33 Quartile 1 2.12 Quartile 2: 3.08 Quartile 3: 4.21 MeanMean 2.71 Quartile 1 0.77 Quartile 2: 2.35 Quartile 3: 4.24 Other

27. Transmission FTEs per 100 Transmission Circuit Miles 27 Includes an estimate for outsource FTEs except for trans line construction and vegetation mgmt. MeanMean6.246.24 Quartile 12.612.61 Quartile 2:3.543.54 Quartile 3:4.134.13 Staffing pg 17, SO25 MeanMean 3.76 Quartile 1 2.81 Quartile 2: 3.71 Quartile 3: 4.61 Including Outsource FTEs Internal FTEs Only

28. Transmission Staffing Findings 28 Includes an estimate for outsource FTEs Regression analysis was performed to determine the correlation between various system demographics and staffing. Among the key predictors were installed MVA and peak demand.

29. LegendsLegends18181919212123232727282830303131383840404141434347476363 OH Line construction (poles towers cable) 80 %80 %50 %50 %100% 83 %83 % 66 %66 %95 %95 %60 %60 %81.57 Field Maintenance(Total)Field Maintenance(Total) 75 %75 %90 %90 %100%0 %0 %0 %0 %66 %66 %45 %45 %53.71 Pole or tower inspections 20 %20 %95 %95 %80 %80 %50 %50 %0 %0 %0 %0 %0 %0 %75 %75 %40 %40 %4040 Pole treatment orreinforcementPole treatment orreinforcement 100%0 %0 % 0 %0 %0 %0 %95 %95 % 66.11 Pole replacementsPole replacements75 %75 %75 %75 %90 %90 %25 %25 %0 %0 %0 %0 %5 %5 %0 %0 %0 %0 %3030 Tower maintenance 80 %80 %0 %0 %100%0 %0 %0 %0 %0 %0 %95 %95 %0 %0 %34.38 Trouble or Operations 0 %0 %0 %0 %0 %0 %0 %0 %100%0 %0 %0 %0 %0 %0 %0 %0 %11.11 Transmission Operations Center(s) 0 %0 %0 %0 %0 %0 %0 %0 %14 %14 %0 %0 %0 %0 %0 %0 %0 %0 %1.561.56 Work ManagementWork Management40 %40 %15 %15 %0 %0 %40 %40 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %10.56 ROW andVegetationManagementROW andVegetationManagement 60 %60 %95 %95 %10 %10 %50 %50 %100% 97 %97 % 90 %90 %95 %95 %90 %90 % 83.6 Capital Project Management 25 %25 %20 %20 %10 %10 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %5 29 Staffing pg 71, SO125 Transmission OUTSOURCING - FIELD MAINTENANCE & CONSTRUCTION

30. Transmission OUTSOURCING - ENGINEERING & DESIGN 30 LegendsLegends181821212323272728283030313138384040414143434747 Protection Metering andControlsProtection Metering andControls 0 %0 %0 %0 %0 %0 %0 %0 %25 %25 %0 %0 %4.174.17 Engineering Standards0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 Asset or System Health or Reliability 0 %0 %10 %10 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %1.111.11 OH or UG line design10 %10 %0 %0 %50 %50 %0 %0 %0 %0 %0 %0 %20 %20 %0 %0 %50 %50 %14.44 Smart GridSmart Grid0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %100%14.29 Transmission Planning0 %0 %20 %20 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %20 %20 %4 Large Capital Project Engineering 0 %0 %50 %50 %20 %20 %0 %0 %47 %47 %0 %0 %0 %0 %50 %50 %20.85 Engineering & Design Breakdown Unavailable 0 %0 %20 %20 %0 %0 %0 %0 %40 %40 %0 %0 %0 %0 %8.578.57 Staffing pg 72, SO125

31. Transmission OUTSOURCING - OTHER 31 LegendsLegends1818212123232525272728283030313138384040414143434747 SafetySafety0 %0 %0 %0 %0 %0 %0 %0 %100 % 0 %0 %5 %5 %0 %0 %0 %0 %0 %0 %10.5 TrainingTraining40 %40 %0 %0 %30%30% 0 %0 %100 % 0 %0 %15 %15 %0 %0 %1 %1 %20.67 Mapping50 %50 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %48 %48 %5 %5 %9.329.32 Damage Prevention or Facility Locating 0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %0 %15 %15 %80 %80 %10.56 Other0 %0 %17 %17 %100 % 0 %0 %0 %0 %23.4 Staffing pg 73, SO125

32. 32 Staffing pg 46, SO90 MeanMean75% Quartile 182% Quartile 2:80% Quartile 3:79% Staffing & Outsourcing Pg 34; Source: SO65 MeanMean379 Quartile 1124 Quartile 2:227 Quartile 3:715 AVERAGE Hours OF Overtime and utilization Both of these measures are indicators of how effectively you’re using the staff you have, although some OT is built into the budget. Average Hours of OTLabor Utilization Rate

33. Transmission Maintenance August 22-25, 2016 Park City, UT 2016 Transmission & Distribution Benchmarking Community Insights Conference

34. Transmission Maintenance– Scope of 2016 Survey  Transmission Maintenance  Staffing: Transmission Field Maintenance  Costs: Inspection and Maintenance Costs per $100M Assets  Focus and Planning Horizon  Scheduling and Coordination  Inspections: Circuits  Inspections: Structures, Foundations, Overhead, UG, Line and ROW  Testing Equipment  Practices for improving operations  Initiatives 34 Today’s presentation covers highlights from the Transmission Practices section of (TP) statistical report

35. Transmission Maintenance Costs Transmission Line Maintenance per Circuit Mile Transmission Financial, Page 43, 44---TF55, ST120, ST125 MeanMean$15,034 Quartile 1$4,597 Quartile 2:$6,113 Quartile 3:$15,390 Trans Line Maintenance Less ROW per Circuit Mile MeanMean$14,059 Quartile 1$3,265 Quartile 2:$4,824 Quartile 3:$15,275

36. Patrol / Inspection Spending 36 Mean$23,453 Quartile 1:$15,359 Quartile 2:$21,921 Quartile 3:$27,360 Spending for Inspection and Maintenance per OH Circuit Inspected Average Spending per Circuit Inspected is $24K Transmission Financial, Page 43, 44---TF55,; Transmission (TP) TP130

37. Patrol / Inspection staffing 37 Transmission Staffing: Transmission FTEs Per $100M Transmission Assets - Field C&M; p 31 Staffing Details— Transmission SO25 OH Circuits Inspected per Maintenance FTE (Direct Labor only) Transmission Maintenance FTEs Per $100M Transmission Assets On average, 8 Transmission Maintenance FTE’s per $100M Transmission Assets: 15 OH Circuits Inspected per Maintenance FTE On average, 8 Transmission Maintenance FTE’s per $100M Transmission Assets: 15 OH Circuits Inspected per Maintenance FTE

38. PRIMARY PLAN Focus of MAINTENANCE PLANNING AND EXECUTION FOR TRANSMISSION LINES Transmission, Page 47---TP95 LegendsLegends16161818191921212252527272828303031313838414143434747515152526363 Equipment components (e.g. structures conductor) across entire system ♦♦♦♦♦♦♦♦♦ All equipment for a specific line or circuit Bundled approach (combination of equipment based a ♦♦♦♦♦♦♦♦ Other 9 of 17 companies focus on equipment components across their entire system. No companies focus on specific line or circuit

39. planning horizon (years) used to plan maintenance programs 7 of 15 companies report using a 5-year planning horizon; 5 go beyond 5 and up to 12 years Transmission, Page 50---TP105

40. Is a project manager assigned at a program level?; At a project level? 8 of 17 companies report T-Maintenance Program Managers; about 1/3 have them at the Project level…are there benefits? Transmission, Page 51---TP110 2522312841382130165251274763181943 Programx xxx, for largex x x x Project x x x, for large xx x Program Manager Project Manager

41. Formal PM Methodology Only 3 of 15 (2 completely and 1 for large projects only) utilized project management to execute transmission maintenance programs. IDIDResponse 2525NoNo 2NoNo 3131NoNo 2828Yes 4141NoNo 3838Only for large programs or projects 2121Yes, the transmission maintenance department utilizes an established inspection strategy and risk-based approach to repair activities. 3030NoNo 1616No.No. 5252No.No. 5151No.No. 2727Yes, we use a planning methodology that starts when maintenance items are discovered and further expanded if a program needs to be developed. 1818NoNo 1919InformalInformal 4343We do not use a formal project management methodology for maintenance programs. Transmission, Page 52---TP115

42. CENTRALIZED SCHEDULING PROCESS FOR transmission MAINTENANCE WORK 2/3 of companies (12 of 18) use centralized scheduling to plan transmission maintenance work. Those 12 continue to use a variety of software applications (pre- packaged or developed in-house) to support the scheduling process. LegendsLegends161618181919212122525272728283030313138384040414143434747515152526363 NoNo♦♦♦♦♦♦ Yes (if yes what tool is used to do the scheduling) ♦♦♦♦♦♦♦♦♦♦♦♦ Transmission, Page 53---TP120 and TP120.1 Scheduling Tools Pre-packagedIn-house PassPort/AS8“STARR” Asset Suite 8Excel (3) Primavera (2) Workforce Mgmt Systems MS Project Maximo (CAAH) Work Pro SmartSchedule

43. TECHNIQUE FOR COORDINATION OF transmission WORK All companies reported some level of coordination. 8 companies reported a centralized group coordinating both construction and maintenance 2 companies (41 and 43) have separate groups to coordinate construction and maintenance work. All companies reported some level of coordination. 8 companies reported a centralized group coordinating both construction and maintenance 2 companies (41 and 43) have separate groups to coordinate construction and maintenance work. LegendsLegends161618181919212122525272728283030313138384040414143434747515152526363 No coordination effort Centralized group coordinating maintenance work (3) ♦♦♦ Centralized group coordinating construction work (4) ♦♦♦♦ Centralized group coordinating both construction and maintenance (8) ♦♦♦♦♦♦♦♦ Other♦♦♦♦♦♦ Transmission, Page 55---TP125 “Other”: 21 – Transmission maintenance personnel prioritize and schedule inspections and repairs 27 – Coordination meeting involving substation, relay & communications and transmission maintenance 63 - Centralized maintenance group is responsible for managing inspection programs while individual operating companies execute the work

44. PERCENT OF CIRCUITS PATROLLED OR INSPECTED LAST YEAR All companies use a combination of some or all of the listed inspection techniques. Nearly all companies are using fast-fly-by inspection and can annually cover much greater portions of the transmission system as a benefit. In most cases companies completed all of the inspections that were planned for the year. All companies use a combination of some or all of the listed inspection techniques. Nearly all companies are using fast-fly-by inspection and can annually cover much greater portions of the transmission system as a benefit. In most cases companies completed all of the inspections that were planned for the year. LegendsLegends1616181819192121223232525272728283030313138384040414143434747515152526363 Visual Patrol90%90%100%40%40%0%0% 45%45%25%25% 0%0%80%80% 25%25% Aerial fast fly by100 % 10%10% 85%85%90%90%95%95%60%60% 5%5% Aerial other17%17%013%13%020%20%5%5%30%30%05%5%10%10%100 % 38%38%30%30%36%36% Walking InspectionWalking Inspection025%25%15%15%20%20%10%10%8%8%20%20%5%5%25%25%25%25%5%5%7%7%2%2% Climbing11%11%005%5%0025%25%8%8%05%5%25%25%4%4%1%1%0 Transmission, Page 57 & 58—TP130 &135 LegendsLegends1616181819192121223232525272728283030313138384040414143434747515152526363 Visual Patrol90 %90 %100 %0 %0 %0 %0 % 0 %0 % Aerial fast fly by100 %10 %10 % 10 %10 %90 %90 %95 %95 % Aerial other100 %0 %0 % 0 %0 %20 %20 %5 %5 % 0 %0 % Walking InspectionWalking Inspection0 %0 % 0 %0 %20 %20 % 25 %25 % Climbing100 %0 %0 % 0 %0 %0 %0 % 0 %0 % 12 %12 %90 %90 %75 %75 % Percent of Planned Inspections Performed Percent of System Inspected

45. Equipment used to support transmission patrols and inspections Transmission, Page 47---TP95 Companies use a variety of equipment and technologies to support the inspection process Terrain, climate, quantity of assets, cost, and required inspection detail, among others, drive the selection of the type of equipment and technologies employed. Newer technologies including drones and spotting scopes are also being introduced. Aerial and visual inspections cover more of the system and generate more discovered problems likely as a result of greater use of supporting technologies. Companies use a variety of equipment and technologies to support the inspection process Terrain, climate, quantity of assets, cost, and required inspection detail, among others, drive the selection of the type of equipment and technologies employed. Newer technologies including drones and spotting scopes are also being introduced. Aerial and visual inspections cover more of the system and generate more discovered problems likely as a result of greater use of supporting technologies. Number of Reported UsesVisual Aerial (fast-fly-by) Aerial - otherClimbingWalking Binoculars (stabilizing)6425 Spotting Scope12 Cameras (still, video, IR, UV, thermography) 57126 Computer223 GPS/GIS (including data collector)2111 LIDAR2 Drone1 Vehicles (helicopter, truck, ATV, snowmobile, excavator) 16912 8 Other (range finder, climbing gear, PPE, ohmmeter) 2121 Average System Covered67%85%25%11%14% Total Reported Problems Found140431515282914224

46. Inspection frequency, Scope Transmission, TP140 range, most frequent cycle time and scope of regular Inspections Most visual/patrol cycles are 12 months; Visual/PatrolAerialWalkingClimbing Wood Structures Range: 12 months to 15 yrs. Common: 12 months Fast flyby: Annual 48 to 60 month I/R 60 to 120 months 60 Months Steel Structures 12 months-24 months 12 months Fast flyby: Annual 48 to 60 month I/R 48 to 144 months 48 to 60 months Sample basis Tower Foundations 1 month to many years 12 months Limited; 1/5 of system infrared annually 48 to 240 months Limited; 48 to 60 months Sample lattice tower foundations Overhead Conductor and Static Wire 4-20 months 12 months 12-60 months 12 months 48 to 120 months 48 to 60 months UG Conductor and Conduit Systems 12-120 months 36-60 months Limited; Infrared annually at termination poles Line Switches Variable, limited data 12 months Visual annual, 48 to 60 months Right of way 12-60 months 48 months 48 months to 120 months

47. most important initiative underway to improve transmission line maintenance practices 47 LegendsLegends Top 3 161618181919212122525272728283030313138384040414143434747515152526363 Coordination with construction activity 91623254725393119 GIS mapping6891432124472882 New preventive maintenance procedures 39115406174996 Job site reportingJob site reporting6331109655337 Liveline work755121131991553 Use of maintenance work units8223105883221 Use of KPIsUse of KPIs564113251768668 Use of mobile PCs6483143833261444 Maintenance inspection intervaladjustmentsMaintenance inspection intervaladjustments 777121014212775 Other Transmission, Page 108---TP180 The most important frequently noted in the top 3 were coordination with construction activity, liveline work, use of maintenance work units, and maintenance inspection interval adjustments

48. most important initiative underway to improve transmission line reliability? Most companies are also engaged in the replacement or upgrade of their transmission assets. Companies are enhancing system information, improving work management processes and inspection and maintenance programs as well as implementing new technologies. Most companies are also engaged in the replacement or upgrade of their transmission assets. Companies are enhancing system information, improving work management processes and inspection and maintenance programs as well as implementing new technologies. Work Management 2525Reduced backlog 4747Work management - Maximo scheduler. We are in the early stages of using this scheduling tool to optimize planning and use of resources. Inspection and Maintenance Programs 3131 Coordinated 5-year Vegetation Management and Transmission Line Inspection & Maintenance Programs. TWS fault locating deployment and improvements. Buzzard guards and bird spikes for towers. EPDM polymer insulator replacement with silicone polymers. 21Implementation and application of the transmission line inspection strategy. Replacement or Upgrade of Assets 2828Refurbishment of circuits 2323Refreshing some infrastructure. 4141Below grade, lightning mitigation, buzzard shields, replacement of polymers 3838annual inspections, and rebuiling aging lines 43We are currently evaluating aging facilities and identifying the worst performing transmission lines on our system. Projects have been and are being developed to address the lines that have been identified. 3030Removal/Replacement of marginal structures, poles, and equipment 20System hardening / resiliency ; steel poles; upgraded / revised design and construction standards; all driven by inspection findings and post- storm/event assessment. 2727Wood Structure replacement program. 6363We are engaged in a major transmission line rehab/rebuild initiative across one state and plans to expand that same initiative into other states beginning in 2017. Enhanced System Information 1818Outage cause definition/reduction in unknown caused outages. 1919PLS-CADD modeling during design Implement New Technologies 40 Continue search of ways to implement new devices and technology's to help with the patrolling efforts of the field personnel, etc.. Drones, infrared, spotting scopes. Transmission, Page 112---TP195

49. Thank you for your Input and Participation! 49 Ken Buckstaff Ken.Buckstaff@1QConsulting.com 310-922-0783 Debi Cook Debi.Cook@1QConsulting.com 760-272-7277 Gene Dimitrov Gene.Dimitrov@1QConsulting.com 301-535-0590 Rob Earle Rob.Earle@1QConsulting.com 315-944-7610 Your Presenters First Quartile Consulting is a utility-focused consultancy providing a full range of consulting services including continuous process improvement, change management, benchmarking and more. You can count on a proven process that assesses and optimizes your resources, processes, leadership management and technology to align your business needs with your customer’s needs. Visit us at www.1stquartileconsulting.comwww.1stquartileconsulting.com About 1QC Dave CanonDave CarterDave Weiler Dave.Canon@1QConsulting.comDave.Carter@1QConsulting.comDave.Weiler@1QConsulting.com 817-980-7909414-881-8641607-761-6778