1. Supervisor Pipeline Doug Staebler: Vice President, Operations, Engineering, and Marketing Dori Ramsey: Director Organization & Employee Development, Washington Gas CEWD Mid-Atlantic Conference; August 24, 2009

2. 2 Washington Gas Company Profile Washington Gas –A regulated subsidiary of WGL Holdings, Inc. –Chartered by Congress in the 1848 Headquartered in Washington, DC –Operations Center in Springfield, Virginia –Plant and gate stations in Maryland and Virginia Washington Gas delivers natural gas throughout Washington, DC, and the surrounding region to –More than one million residential, commercial and industrial customers

3. 3 Knowledge Management part of a Talent Management Plan Washington Gas Approach to Knowledge Management

4. 4 © WGL Holdings 2007 Organization & Employee Development Recruitment/Attraction Talent Management Strategy Retention Workforce Analysis Succession Planning/ Leadership Development Succession Planning/ Leadership Development Compensation/ Rewards Compensation/ Rewards Washington Gas Talent Management Strategic Plan Knowledge Management/ Learning Knowledge Management/ Learning

5. 5 Focus on What and How Knowledge will be Captured and Transferred Knowledge Capture © WGL Holdings 2007 Organization & Employee Development WHAT/ HOW Knowledge Management/ Learning Knowledge Management/ Learning Knowledge Transfer

6. 6 Knowledge Management: What and How? First step was to identify the jobs most “at risk” Conduct job analysis to determine critical processes Create a roadmap: “Learning Plan,” including the job tasks, knowledge, and skills, and when they should be learned. Learning plans have been created for several union and supervisor positions in Operations and Construction Training programs are being revised to include more hands-on training (state of the art “Pipetown”) and structured on-the-job training

8. 8 Focus on Who will Share and Receive Knowledge WHO? © WGL Holdings 2007 Organization & Employee Development Recruitment/Attraction Retention Workforce Analysis Succession Planning/ Leadership Development Succession Planning/ Leadership Development Compensation/ Rewards Compensation/ Rewards Who will SHARE Knowledge? Who will RECEIVE Knowledge?

9. 9 Supervisors in Operations and Construction Critical “at risk” jobs: 60% are eligible to retire today; over 80% are eligible for retirement within the next 5 years Knowledge and experience gaps between tenured supervisors and the pipeline to replace them Difficulty attracting best candidates into supervisory positions. One reason: lack of support once promoted, “sink or swim”

10. 10 Supervisors’ Pipeline Add headcount by creating new Specialist positions as a career pathway to supervisor, “supervisors in training” Focus on development for supervisors: current supervisors and specialists (“supervisors in training”) Create a new role, “Technical Supervisor” at a higher grade level with additional mentoring and coaching responsibilities Create Learning Plans (a structured 12-month training program) for specialists (“supervisors in training”)

12. 12 Update Positions were filled; excellent pool of candidates Orientation was August 10 Structured training program in progress for specialists, “supervisors in training” Additional support being given to Technical supervisors and their managers, including monthly meetings

13. 13 Questions Doug Staebler: Vice President, Operations, Engineering, and Marketing dstaebler@washgas.com 703-750-5515 Dori Ramsey: Director Organization & Employee Development, Washington Gas dramsey@washgas.com 703-750-4765