NGU US 12 SIR by janagru

Next Generation Utilities US www.ngusummitna.com

21st â&#x20AC;&#x201C; 23rd May 2014 Barton Creek Resort, Austin, Texas

WELCOME!

At GDS International, we take huge pride in delivering the best value possible to our clients onsite ...Introducing the Summit Intelligence Report (SIR)

The SIR is a comprehensive overview of delegate profiles and key spending indicators. Each delegate provided us with their personal and company biographies along with answers to our questionnaire requesting key statistical analyses of their budgets, budget allocation strategies, and areas of technology priorities. The purpose of this report is to provide you with a useful resource when preparing for the Summit and all the information needed to make the best meeting selections. Please do not hesitate to contact our team if you have any queries. We look forward to seeing you at the summit and to working with you on many more in the future.

The NGU Team at GDS International

TABLE OF CONTENTS SECTION 1 INTRODUCTION -

HOW OUR SUMMITS WORK

WHY ARE WE INDUSTRY LEADERS?

QUALITY CONTROL

SECTION 2 SUMMIT INTELLIGENCE SUMMARY -

STATISTICAL ANALYSIS OF QUESTIONNAIRES

STRATEGY BREAKDOWN BY INVESTMENT AREA

SECTION 3 DELEGATE INTELLIGENCE REPORT -

CONFIRMED DELEGATES

COMPANY PROFILES

EXECUTIVE PROFILES

INVESTMENT QUESTIONNAIRES

HOW OUR SUMMITS WORK GDS summits are designed to provide a number of different networking channels to execute and promote business. Each summit takes place over a 3 day period and includes a combination of one-to-one prescheduled meetings, focused interactive workshops as well as constant networking opportunities. Senior decision makers will engage in business meetings with solution providers who are specific to their business challenges and areas of future investment. The delegation is comprised of the most important and well respected, senior executives, in the industry, and the 40-minute meeting format is designed to surpass the traditional exchange of business cards and allow executives to have a good discussion on a personal level.

Key benefits:         

Industry leading decision makers, and your potential customers, under one roof at one time Be part of the discussions that shape the industry’s future Have a platform to announce new developments to the people who matter Network and develop contacts that will strengthen your business Position your company as a genuine market leader Maximize your spend by targeting your needs and solutions to relevant decision makers Educate your potential customers of the key benefits of your value proposition and raise your profile in the industry Increase your exposure to your target audience Win new business through the networking and one to one meetings

WHY ARE WE INDUSTRY LEADERS? FACE TO FACE MEETINGS Our Summits offer meetings on a pre-arranged, face to face, basis. According to a recent Forbes study, 92% of CEOs believe face-to-face meetings are the best way to win new business. The Forbes survey revealed:    

87% of company managers surveyed preferred face-to-face meetings 92% think such an approach saves them time and 88% say it saves money 85% believe such an approach creates a more solid and stronger relationship 75% believe such an approach creates better social interaction

C – LEVEL DELEGATES GDS events provide the highest level of delegates in the industry, senior executives from Fortune 200 companies who are responsible for budgets running into billions. Our summits offer unprecedented access to these individuals through the one-to-one meetings.

TARGETED CONTENT We work closely with the leading analyst companies on a global basis to deliver the best content and analysis at our events. All our workshops and panel discussions are targeted around pressing developments and need areas within the industry ensuring our events are at the cutting edge and helping to drive industry forward. Bringing the industries key leaders together allows a unique opportunity to identify key challenges and work together over the 3 days to understand the solutions that will enable them to improve their business

“I found the last few days very valuable from many perspectives. The level of delegates has been fantastic – I can't ask for anything more. The great part has been doing lots of one-to-one meetings with the people we need to connect to in our customer base: the one-to-one meetings and the level of networking easily surpass any other event.” Simon Barnier – CA Technologies

“It is one of the best formats that we are working with right now. We have sponsored two GDS summits and are looking forward to our third. The team have looked after us well and introduced us to customers we would not have otherwise met.” Andrew Wilson – Accenture

“This is clearly the best format on the market and the most cost effective way to do business development for us at Symantec. The meetings with delegates, their level, the business topics, the workshops and the networking – all make it a multifaceted event from which we got enormous value!” Arnaud Taddei – Symantec

QUALITY CONTROL At GDS International, our aim is to provide you with the optimum value for the two and a half days you’ll be joining us at the summit.

How we can guarantee this is simple: We ensure the best possible quality in delegate attendees. Just as it is important for you as a solution provider to meet with high level, budget holding, decision makers, it is important for us to provide our delegates with the targeted solution providers who can best meet their needs, thus justifying their time out of the office. Our delegation targets are determined through highly focused planning: 

Market research in partnership with global analyst firms to identify industry trends, challenges, and forecasted budget spending patterns



Review of topics and ideal delegates with our Summit Advisory Board, consisting of Global Industry Thought leaders and end users



Creation of a targeted program agenda to attract the relevant delegates



Formulation of a specific Delegate Target Report, which identifies the parameters in which we would define an ideal delegation, broken down by region, company size, budget size, and key focus areas.



Analysis of each delegate who confirms attendance with assigned points value based around correlation with delegate targets

SUMMIT INTELLIGENCE SUMMARY

STATISTICAL ANALYSIS OF SUMMIT DELEGATE QUESTIONNAIRES 2014 BUDGET BREAKDOWN 20 18 16 14 12

Number of 10 Delegates 8 6 4 2 0 Less than 25 25 - 50 Million Million

50 - 150 Million

150 - 300 Million

More than 300 Million

Other

Budget Size (in USD)

BUDGET BREAKDOWN BY ALLOCATION STRATEGY

24% 28%

Mandated investments to meet regulatory/legal requirements Investments to maintain/run existing systems and processes Investments to support business innovation

23%

25%

Investments to support business growth

INVESTMENT 2014: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – LESS THAN 12 MONTHS 25

Number of Delegates

Investment Priorities 0-12 months

INVESTMENT 2014: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – BEYOND 12 MONTHS 25

Number of Delegates

Investment Priorities 0-12 months

DELEGATE INTELLIGENCE REPORTS

CONFIRMED DELEGATE LIST Below you will find the list of confirmed executives that you will be meeting at the event. Utilizing this list and the information in the following pages will enable the business meetings you choose at the event to be best tailored around the service requirements of our delegation. Company

Attendee Name

Job Title

AEP AEP Texas Alabama Power Company Ameren Ameren American Electric Power (AEP) Anguilla Electricity Company Anguilla Electricity Company Austin Energy Austin Energy Baltimore Gas and Electric, an Exelon Company CenterPoint Energy Houston Electric, LLC City of Boulder Clark Public Utilities CLECO Power, LLC ComEd ComEd Constellation Direct Energy DTE Energy Duke Energy Entergy Entergy EPRI Iberdrola Jamaica Public Service

Tom Weaver Jeff Stracener Reginald Murchison Chuck Mueller Rodney Hilburn Mohammed Ahmed Elvin Richardson David Gumbs Cheryl Mele Fred Yebra Aleksandar Vukojevic Susan Neel Heather Bailey Michael Harris Anthony Bunting Kevin Brookins Joseph Svachula Chris Cantone Jim Lee Greg Garland Jason Handley Rod Griffith Andrew Owens Tom Key Wayne Mays Clava Mantock

Manager Distribution System Planning Manager, Advanced Metering Infrastructure Manager – Metering Services Director – Infrastructure Development Managing Supervisor – Technology Applications Center GM, Transmission Planning IT Manager General Manager COO Director, CES Technology and Planning Manager, Smart Grid Distribution Automation and Technology Sr. Director Market Operations Executive Director of Energy Strategy and Electric Utility Development CIO VP Transmission & Distribution Operations SVP Strategy & Administration VP Smart Grid and Technology VP & GM Energy Solutions Texas Market Advocate Manager Energy Optimization Technology Development Manager Manager – Compliance and Systems Support Director, Regulatory Policy Sr. Technical Executive Director, Engineering Technology and Innovation Application Engineer

Milton Hydro National Grid NC Association of Electric Cooperatives NRG Energy NV Energy Oshawa Power and Utilities Corporation Otter Tail Power Company Pacific Gas and Electric Pepco Holdings PJM Interconnection PowerStream, Inc. Rappahannock Electric Cooperative Seattle City Light Veridian Corperation Xcel Energy

Bruno Pereira Fouad Dagher Cecil Smith Saurabh Bansal Bill Olsen Atul Mahajan Rod Scheel Aaron Zurborg Steve Steffel Steven Herling Neetika Sathe David Koogler Michael Pesin Michael Angemeer Frank Novachek

Director of Engineering Director CIO Director, Innovation and Business Strategy Director IT President and CEO VP IT and Special Projects Sr Director Energy Supply Technologies Mgr, Distributed Energy Resources Planning and Analytics VP Planning VP Corporate Development VP Customer Services Chief Technology Advisor CEO Director, Corporate Planning

PART 1: REGISTRATION PROFILE AEP is one of the largest electric utilities in the United States, delivering electricity to more than 5.3 million customers in 11 states. AEP owns nearly 38,000 megawatts of generating capacity in the U.S. and the nation’s largest electricity transmission system, a 40,000-mile network. AEP’s transmission system directly or indirectly serves about 10 percent of the electricity demand in the Eastern Interconnection, the interconnected transmission system that covers 38 eastern and central U.S. states and eastern Canada, and approximately 11 percent of the electricity demand in ERCOT, the transmission system that covers much of Texas. AEP’s headquarters is in Columbus, Ohio. NAME: Tom Weaver EXECUTIVE TITLE: Manager Distribution System Planning COMPANY NAME: AEP

Tom Weaver has been with American Electric Power (AEP) for 36 years. He is currently Manager, Distribution System Planning with responsibility for System Planning, Network Planning and Engineering, and Grid Management Deployment. Tom is a member of IEEE and is also active with EPRI as a member of the leadership team for Distribution Programs and EEI as Chair of the Planning, Design, and Asset Optimization Working Group.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 0 Investments to support business innovation 100 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 2 2 Customer Engagement/Behaviour Programs 4 4 Data Management 3 3 Demand Response/Demand Management 3 3 Distributed Generation 1 1 Distribution Automation/DMS 1 1 Energy Storage 2 2 Geospatial (GIS) 3 3 Green Button 4 4 HAN 4 4 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 1 1 Mobility 3 3 Outage Management 3 3 Plug In Electric Vehicles 2 2 Renewable Energy: Wind & Solar 1 1 Self Healing Grid 1 1 Smart Grid Security 1 1 Smart Meters 4 4 Smart Sensors 1 1 Volt/Var Optimization 1 1 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Eroding business model for integrated utility, technical issues on the grid caused by DG, higher reliability and connectivity expectations with lower cost recovery expectations How are utilities addressing conservation issues from a business perspective? Participating while trying to avoid business model erosion How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE AEP Texas, a subsidiary of American Electric Power, is headquartered in Corpus Christ. Its service area covers a large portion of South and West Texas stretching from Brownsville in the south to the Panhandle up north and from Bay City in the east to the Big Bend of West Texas. The service area is approximately 100,000 square miles and AEP Texas serves roughly 1 million customers. As an investor owned utility in the ERCOT area of Texas, AEP Texas is a Transmission and Distribution Utility (TDU). They own no generation nor do they provide retail service to the consumer. NAME: Jeff Stracener EXECUTIVE TITLE: Manager, Advanced Metering Infrastructure COMPANY NAME: AEP Texas

Jeff has held his current position since 2007 and was an original member of AEP’s smart grid task force that developed AEP’s current gridSMART strategy. Jeff was a key witness in AEP Texas’ request for approval of their advanced metering system deployment plan and request for AMS surcharge before the PUCT. During his 30 year career with AEP, Jeff has held a number of engineering and management positions in Customer Services, M&A and Operations.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 100 Investments to maintain/run existing systems and processes 0 Investments to support business innovation 0 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 4 4 Advanced Metering Infrastructure (AMI) 1 1 Commercial & Industrial Energy Efficiency 4 4 Communications Infrastructure: Commercial 4 4 Networks Communications Infrastructure: Private Networks 4 4 Customer Engagement/Behaviour Programs 4 4 Data Management 1 1 Demand Response/Demand Management 4 4 Distributed Generation 4 4 Distribution Automation/DMS 2 2 Energy Storage 4 4 Geospatial (GIS) 3 3 Green Button 4 4 HAN 2 2 Infrastructure Repair and Expansion 4 4 MDM/MDUS 3 3 Microgrids 4 4 Mobility 3 3 Outage Management 3 3 Plug In Electric Vehicles 4 4 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 3 3 Smart Grid Security 1 1 Smart Meters 1 1 Smart Sensors 4 4 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Managing data collected from AMI. How are utilities addressing conservation issues from a business perspective? Regulators in Texas mandate it be funded by utilities but administered by 3rd parties. How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Alabama Power provides the valuable combination of competitive prices, reliable electricity supply and unparalleled service to 1.4 million homes, businesses and industries in the southern two-thirds of Alabama. It is one of four U.S. utilities operated by Southern Company, one of the nation's largest producers of electricity

NAME: Reginald Murchison EXECUTIVE TITLE: Manager â&#x20AC;&#x201C; Metering Services COMPANY NAME: Alabama Power Company

Reggie has responsibilities for the design, development and application of revenue meters and meter systems, including residential, commercial, industrial a, substation and transmission metering and AMI systems. Reggie has over 34 years experience at Alabama Power Company in the areas of power generation, marketing, power quality, distribution support, human resources and Metering. Reggie is currently the President of the EEI Metering Committee and the past Chairman of the AEIC Meter and Service Committee

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 85 Investments to maintain/run existing systems and processes 4 Investments to support business innovation 1 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 2 2 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 4 4 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 3 3 Data Management 5 5 Demand Response/Demand Management 2 2 Distributed Generation 2 2 Distribution Automation/DMS 3 3 Energy Storage 3 3 Geospatial (GIS) 5 5 Green Button 3 3 HAN 4 4 Infrastructure Repair and Expansion 2 2 MDM/MDUS 3 3 Microgrids 2 2 Mobility 3 3 Outage Management 4 4 Plug In Electric Vehicles 1 1 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 4 4 Smart Grid Security 1 1 Smart Meters 4 4 Smart Sensors 2 2 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Growth of PV systems and net metering issues Regulatory issues around coal and environmental concerns Cost pressures. How are utilities addressing conservation issues from a business perspective? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE St. Louis-based Ameren Corporation powers the quality of life for 2.4 million electric customers and more than 900,000 natural gas customers in a 64,000-square-mile area through its Ameren Missouri and Ameren Illinois rate-regulated utility subsidiaries. Ameren Illinois provides electric and natural gas delivery service while Ameren Missouri provides vertically integrated electric service, with generating capacity of 10,300 megawatts, and natural gas delivery service. Ameren Transmission of Illinois develops regional electric transmission projects.

NAME: Chuck Mueller EXECUTIVE TITLE: Director â&#x20AC;&#x201C; Infrastructure Development COMPANY NAME: Ameren

Responsible for various strategic initiatives related to audits, compliance, regulation, reliability, planning and risk through coordination of human resources from various functions. Direct project management activities for $426 million in infrastructure spend to enhance system reliability over a 10 year period as part of a Modernization Action Plan. Assure continuous improvement in reliability, staffing and diversity metrics as required by the legislation over a 10 year period. Recieved a Bachelor of Science in Electrical Engineering from Missouri Science & Technology, a Masters in Business Administration from Southern Illinois University and hold a Project Management Professional certification. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 50 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 5 Investments to support business growth 5 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 2 1 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 2 2 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 3 3 Data Management 2 2 Demand Response/Demand Management 3 3 Distributed Generation 2 2 Distribution Automation/DMS 2 2 Energy Storage 3 3 Geospatial (GIS) 2 2 Green Button 3 3 HAN 3 3 Infrastructure Repair and Expansion 2 2 MDM/MDUS 3 3 Microgrids 3 3 Mobility 4 4 Outage Management 3 3 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 2 2 Self Healing Grid 2 2 Smart Grid Security 2 2 Smart Meters 3 3 Smart Sensors 2 2 Volt/Var Optimization 2 2 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Improvements in customer satisfaction. Aging infrastructure & workforce. Data Security & Management. How are utilities addressing conservation issues from a business perspective? Energency efficiency programs and access to more data. How is your 2014 budget allocated across these business strategy categories?

NAME: Rodney Hilburn EXECUTIVE TITLE: Managing Supervisor â&#x20AC;&#x201C; Technology Applications Center COMPANY NAME: Ameren

Rod is the Manager of Ameren Illinois' Technology Applications Center. In this role, Rod is responsible for Ameren Illinois new technology research and development activities as well as operation of its Smart Grid Test Bed facility. Rod has 28 years of utility industry experience where he has held positions in Distribution System Engineering, Substation Design and Substation Construction and Maintenance. Rod has a Bachelor of Science degree in Electrical Engineering from the Missouri University of Science and Technology.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 2 2 Advanced Metering Infrastructure (AMI) 2 2 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 2 Networks Communications Infrastructure: Private Networks 3 2 Customer Engagement/Behaviour Programs 2 2 Data Management 3 3 Demand Response/Demand Management 2 2 Distributed Generation 2 2 Distribution Automation/DMS 2 2 Energy Storage 2 2 Geospatial (GIS) 4 4 Green Button 3 3 HAN 2 2 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 1 1 Mobility 4 4 Outage Management 3 3 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 2 2 Self Healing Grid 3 3 Smart Grid Security 2 2 Smart Meters 3 3 Smart Sensors 2 2 Volt/Var Optimization 2 2 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Aging infrastructure Choosing the correct technologies to establish a Smarter Grid Learning what customers want from their utilities. How are utilities addressing conservation issues from a business perspective? Through establishment of energy efficiency programs How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE American Electric Power is one of the largest electric utilities in the United States, delivering electricity to more than 5.3 million customers in 11 states. AEP ranks among the nation’s largest generators of electricity, owning nearly 38,000 megawatts of generating capacity in the U.S. AEP also owns the nation’s largest electricity transmission system, a 40,000-mile network that includes more 765 kilovolt extra-high voltage transmission lines than all other U.S. transmission systems combined. AEP’s transmission system directly or indirectly serves about 10 percent of the electricity demand in the Eastern Interconnection, the interconnected transmission system that covers 38 eastern and central U.S. states and eastern Canada, and approximately 11 per cent of the electricity demand in ERCOT, the transmission system that covers much of Texas. AEP’s utility units operate as AEP Ohio, AEP Texas, Appalachian Power (in Virginia and West Virginia), AEP Appalachian Power (in Tennessee), Indiana Michigan Power, Kentucky Power, Public Service Company of Oklahoma, and Southwestern Electric Power Company (in Arkansas, Louisiana and east Texas). AEP’s headquarters are in Columbus, Ohio.

NAME: Mohammed Ahmed EXECUTIVE TITLE: GM, Transmission Planning COMPANY NAME: American Electric Power (AEP)

Mohammed has over 35 years of experience in the power system analysis and transmission planning environment. He has broad experience in developing policies, business strategies, processes, reliability criteria, and standards related to transmission planning. He has represented American Electric Power (AEP) as a transmission planning specialist for both domestic and international projects including training. He gained an extensive knowledge and experience in supporting the preparation of testimonies, public outreach activities, and interaction with various State and Federal Regulatory bodies. He also played a major role in the development of several AEP Joint Ventures (JVs) involving expansion of the EHV system. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million X More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 50 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 2 2 Networks Communications Infrastructure: Private Networks 2 2 Customer Engagement/Behaviour Programs 3 3 Data Management 4 4 Demand Response/Demand Management 2 2 Distributed Generation 2 2 Distribution Automation/DMS 3 3 Energy Storage 3 3 Geospatial (GIS) 4 4 Green Button 4 4 HAN 4 4 Infrastructure Repair and Expansion 2 2 MDM/MDUS 3 3 Microgrids 2 2 Mobility 4 4 Outage Management 2 3 Plug In Electric Vehicles 5 5 Renewable Energy: Wind & Solar 4 4 Self Healing Grid 3 3 Smart Grid Security 4 4 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? N/A How are utilities addressing conservation issues from a business perspective? N/A How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Anguilla Electricity Company Limited (ANGLEC) came into being on 1st April 1991 after being a department of the Government of Anguilla from its inception. The Company has an exclusive public supplier's license to generate, transmit and distribute electricity on the island of Anguilla for a period of fifty years from 1 April 1991. In the twenty three years since incorporation, the maximum demand for electricity has climbed from 3.0 MW to 13.5 MW. In 1991, the Power Station had an installed nameplate capacity of 5.0 MW â&#x20AC;&#x201C; today it is 26.1 MW. Sales of electricity totaled 10.5 million kWh whilst today it approximates 90 million kWh GENERATION The current generating capacity at ANGLEC is 26.1 MW and the derated capacity is 23.5 MW comprising of medium-speed and highspeed diesel sets. The Company no longer uses the high-speed sets for continuous base load operations but instead uses them for emergency purposes or for peak load conditions. The Transmission and Distribution System consists essentially of six distribution feeders with a total length of approximately 120 miles of overhead lines operating at a voltage of 13.8 kilovolts (kV). NAME: David Gumbs EXECUTIVE TITLE: General Manager COMPANY NAME: Anguilla Electricity Company

Mr. Gumbs is the General Manager (Ag) of the Anguilla Electricity Company, LTD (ANGLEC). Prior to assuming this post, Mr. Gumbs worked in various managerial positions over 8 years, including the Chief Financial Officer of ANGLEC. Mr. Gumbs oversees the transmission and distribution, generation and administrative functions at ANGLEC. Mr. Gumbs is a key advisor to the Board and plays a principal role in shaping the Company's strategic initiatives. Mr. Gumbs holds a graduate degree from the University of Hartford, Connecticut and a Bachelor of Arts from Connecticut College, Connecticut. Mr. Gumbs is a Certified Public Accountant (inactive). PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 70 Investments to support business innovation 15 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 4 4 Advanced Metering Infrastructure (AMI) 2 2 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 4 2 Networks Communications Infrastructure: Private Networks 4 4 Customer Engagement/Behaviour Programs 3 2 Data Management 4 4 Demand Response/Demand Management 3 3 Distributed Generation 4 3 Distribution Automation/DMS 3 3 Energy Storage 4 4 Geospatial (GIS) 2 2 Green Button 5 5 HAN 5 5 Infrastructure Repair and Expansion 2 2 MDM/MDUS 5 5 Microgrids 4 3 Mobility 3 3 Outage Management 2 2 Plug In Electric Vehicles 4 4 Renewable Energy: Wind & Solar 4 4 Self Healing Grid 3 2 Smart Grid Security 3 2 Smart Meters 4 4 Smart Sensors 3 2 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? High generation cost High T&D maintenance cost (environment) Human Resource (Training) Financial Limitation on Investments (New Technology) Aging infrastructure How are utilities addressing conservation issues from a business perspective? We encourage our customers to conserve through marketing programs and increasing plant efficiencies. How is your 2014 budget allocated across these business strategy categories?

NAME: Elvin Richardson EXECUTIVE TITLE: IT Manager COMPANY NAME: Anguilla Electricity Company

A technical, gifted and strategic thinker, Elvin Richardson, (BSc Information Technology) Information Technology Manager of the Anguilla Electricity Company has excelled in areas which draw on tact, discipline and technical function. At the helm of the company's IT infrastructure for over ten years he is credited for much of the technical insight and advancement the company has seen. His tenure is highlighted by the introduction of an online billing system, mobile work orders and a full digital customer service kiosk. Elvin continues to champion change and coin the path of success that can be modeled throughout the region.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 20 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 4 4 Advanced Metering Infrastructure (AMI) 2 1 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 4 4 Networks Communications Infrastructure: Private Networks 1 2 Customer Engagement/Behaviour Programs 3 3 Data Management 4 4 Demand Response/Demand Management 5 5 Distributed Generation 4 4 Distribution Automation/DMS 3 3 Energy Storage 3 3 Geospatial (GIS) 1 1 Green Button 1 1 HAN 5 4 Infrastructure Repair and Expansion 5 5 MDM/MDUS 5 5 Microgrids 5 5 Mobility 4 4 Outage Management 2 1 Plug In Electric Vehicles 5 5 Renewable Energy: Wind & Solar 1 1 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 1 1 Smart Sensors 3 3 Volt/Var Optimization 4 4 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Top three would be Renewables, Interconnection and regulatory structure How are utilities addressing conservation issues from a business perspective? Trying to incorporate renewable How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Austin Energy is the nation’s eighth largest community-owned electric utility, serving more than 420,000 customers in Austin, Texas and Travis County, with US $1.2bn in annual revenues. A portion of Austin Energy’s profits are returned annually to the City of Austin’s General Fund to help offset costs for providing essential City services, such as police, fire and EMS. Austin Energy powers the capital city of Texas through a diverse generation mix of nuclear, coal, natural gas and renewables, with about 27 per cent of our electricity coming from renewable energy resources, mainly wind power. Austin Energy’s total generating capacity is nearly 3,000 megawatts. The utility has also built some of the most comprehensive energy efficiency programs in the nation, providing rebates to residential and commercial customers to help pay for efficiency improvements. In addition, Austin Energy developed the nation’s first and largest Green Building Program. Austin Energy is currently working toward two aggressive goals of achieving 35 per cent renewable energy by 2020 and offsetting 800 megawatts through energy efficiency by 2020.

NAME: Cheryl Mele EXECUTIVE TITLE: COO COMPANY NAME: Austin Energy

Cheryl Mele is Deputy General Manager and Chief Operating Officer (COO) for Austin Energy, the community-owned electric utility of Austin, Texas. As COO, she leads the areas focused on the utility’s Operations and Planning including Power Supply and Market Operations, Electric Service Delivery, Environmental Services, On-site Energy Services, Reliability and Market Compliance and Business Development & Contract Compliance. Cheryl has been with Austin Energy since 1991, and has held numerous roles in the management team. Prior to joining Austin Energy Cheryl was with General Electric. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million X More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 45 Investments to support business innovation 15 Investments to support business growth 30 100%

PART 1: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 2 2 Commercial & Industrial Energy Efficiency 2 2 Communications Infrastructure: Commercial 4 3 Networks Communications Infrastructure: Private Networks 4 3 Customer Engagement/Behaviour Programs 2 1 Data Management 1 1 Demand Response/Demand Management 1 1 Distributed Generation 2 1 Distribution Automation/DMS 2 1 Energy Storage 2 1 Geospatial (GIS) 3 3 Green Button 3 3 HAN 3 3 Infrastructure Repair and Expansion 4 3 MDM/MDUS 1 2 Microgrids 3 3 Mobility 3 2 Outage Management 3 3 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 2 2 Self Healing Grid 3 2 Smart Grid Security 2 1 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 2 2 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Successfully implementing technology projects, generation planning and reserves, distributed generation and associated rates How are utilities addressing conservation issues from a business perspective? By managing on peak demand as a meaningful opportunity for conservation savings - thermostat controls to minimize impact on rates and avoid buying in the costliest energy periods How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Austin Energy is the nationâ&#x20AC;&#x2122;s 8th largest publicly owned electric utility. We serve more than 420,000 customers and more than 1 million residents. Our mission is to deliver clean, affordable, reliable energy and excellent customer service.

NAME: Fred Yebra EXECUTIVE TITLE: Director, CES Technology and Planning COMPANY NAME: Austin Energy

Fred is a registered engineer with 30 years of experience in the energy engineering field. He received his engineering degree from the University of Texas at Austin, and a Masters of Business Administration degree from the University of Phoenix. As the Director of Energy Efficiency Services he was responsible for the development and delivery of energy efficiency and renewable energy services that require technical and corporate policy understanding, business management and balanced decision-making. In his new role as Director of Planning and Technology, he is responsible for understanding the changing electric utility industry and strategic direction of energy efficiency services. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 30 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 2 2 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 2 2 Data Management 3 3 Demand Response/Demand Management 1 1 Distributed Generation 1 1 Distribution Automation/DMS 2 2 Energy Storage 3 3 Geospatial (GIS) 3 3 Green Button 3 3 HAN 3 3 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 3 3 Mobility 2 2 Outage Management 2 3 Plug In Electric Vehicles 2 2 Renewable Energy: Wind & Solar 2 2 Self Healing Grid 3 3 Smart Grid Security 2 2 Smart Meters 2 2 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? New energy efficiency and demand response program ideas How are utilities addressing conservation issues from a business perspective? Affordability How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE BGE, headquartered in Baltimore, is Maryland’s largest gas and electric utility, delivering power to more than 1.2 million electric customers and more than 655,000 natural gas customers in central Maryland. The company’s approximately 3,400 employees are committed to the safe and reliable delivery of gas and electricity, as well as enhanced energy management, conservation, environmental stewardship and community assistance. BGE is a subsidiary of Exelon Corporation (NYSE: EXC), the nation’s leading competitive energy provider, with 2013 revenues of approximately $24.9 billion. Since its founding nearly 200 years ago, BGE has played an integral role in working with Maryland communities to address economic development, public safety, civic issues and other initiatives that help enhance our neighborhoods. Through the use of shareholder dollars, BGE supports programs that deliver measurable and sustainable impact in areas of energy efficiency and assistance, the environment, education, economic and community development, and emergency response and safety. BGE’s corporate citizenship aligns with that of its parent company, Exelon Corporation. As part of Exelon’s merger in March 2012, Exelon and its subsidiaries have committed to maintain charitable giving of an average of $7 million per year in Maryland, including BGE’s service area, for the next 10 years.

NAME: Aleksandar Vukojevic EXECUTIVE TITLE:

Manager, Smart Grid Distribution Automation and Technology

COMPANY NAME: Baltimore Gas and Electric, an Exelon Company

Aleksandar Vukojević is the Manager of Smart Grid Distribution Automation and Technology department at BGE. His daily duties involve developing the requirements, new technology test plans, evaluation and piloting Smart Grid technologies, and leading business case developments for full scale implementation. In his career, Aleksandar worked as a lead power systems engineer for Smart Grid Technologies at GE, field test engineer and transmission planning engineer at Georgia Power, and smart grid engineer and system protection and controls engineer at BGE.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 90 Investments to maintain/run existing systems and processes 0 Investments to support business innovation 10 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 2 2 Advanced Metering Infrastructure (AMI) 1 1 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 1 1 Networks Communications Infrastructure: Private Networks 1 1 Customer Engagement/Behaviour Programs 2 2 Data Management 2 2 Demand Response/Demand Management 3 3 Distributed Generation 3 3 Distribution Automation/DMS 1 1 Energy Storage 3 3 Geospatial (GIS) 2 2 Green Button 4 4 HAN 3 3 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 3 3 Mobility 3 3 Outage Management 2 2 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 1 1 Smart Grid Security 1 1 Smart Meters 1 1 Smart Sensors 2 2 Volt/Var Optimization 1 1 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? 1. DG effect on volt/VAR optimization 2. Fault circuit sensor for padmounted equipment 3. Aging infrastructure How are utilities addressing conservation issues from a business perspective? N/A How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE CenterPoint Energy is a company with more than five million metered customers and a long history of service. CenterPoint Energy is composed of an electric transmission and distribution utility serving the Houston metropolitan area, local natural gas distribution businesses in six states, a competitive natural gas sales and service business serving customers in the eastern half of the U.S., interstate pipeline operations with two natural gas pipelines in the mid-continent region, and a field services business with natural gas gathering operations, also in the mid-continent region. We're an established company with substantial assets that are managed by experienced people. CenterPoint Energy's vision is to be recognized as America's leading energy delivery company, and more. We know that reliable energy is not a luxury. It's up to us to keep the lights on and to provide clean natural gas for homes, factories and businesses. Our long tradition of dedication and hard work adds up to a company of people who are always there for our customers and neighbors, for our employees and their families, and for our shareholders.

NAME: Susan Neel EXECUTIVE TITLE: Sr. Director Market Operations COMPANY NAME: CenterPoint Energy Houston Electric, LLC

Susan has more than 35 years' experience working in the electric utility industry. She has been instrumental in the Texas deregulated retail market design and has applied her vision and expertise in business process performance. Throughout her career, Susan has been an integral part of utility operations. Her depth of experience was evident during the critical years when the Texas deregulated retail market was being designed.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 50 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 30 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 2 1 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 5 5 Networks Communications Infrastructure: Private Networks 5 5 Customer Engagement/Behaviour Programs 3 3 Data Management 1 1 Demand Response/Demand Management 1 1 Distributed Generation 1 1 Distribution Automation/DMS 4 4 Energy Storage 4 4 Geospatial (GIS) 4 4 Green Button 5 5 HAN 3 3 Infrastructure Repair and Expansion 4 4 MDM/MDUS 1 1 Microgrids 3 3 Mobility 4 4 Outage Management 3 3 Plug In Electric Vehicles 4 4 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 5 5 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? 1. Aging infrastructure 2. Speed of technology change 3. Employees with the knowledge to leverage the technology How are utilities addressing conservation issues from a business perspective? Ensuring that the Regulators understand the impact conservation has on the finances of the utility that has a rate design based on usage. How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE The City of Boulder is dedicated to sustainable and green policies and is currently exploring unplugging from the current investor-owned electric utility, Xcel Energy, and instead creating a municipal utility with an emphasis on bringing more renewable resources into the energy supply mix. Located at the base of the Rocky Mountains, the city is surrounded by the scenic beauty and recreational opportunities afforded by over 45,000 acres of open space. Home to a world-class research university, major government research facilities, visionary entrepreneurs and the nation’s most highly educated population, the City of Boulder is a center of innovation for Colorado.

NAME: Heather Bailey EXECUTIVE TITLE:

Executive Director of Energy Strategy and Electric Utility Development

COMPANY NAME: City of Boulder

On April 19, 2012, Heather Bailey accepted the position of the Executive Director of Energy Strategy and Electric Utility Development (effective June 7, 2012) for the City of Boulder. Ms. Bailey was hired by the city to help manage Boulder’s Energy Future project by providing direction in the creation of both short- and long-term energy strategies, guiding the city in the implementation of new methods of energy management and pursuing the next steps in the analysis of potential municipalization of Boulder’s electric distribution system. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 5 4 Advanced Metering Infrastructure (AMI) 5 3 Commercial & Industrial Energy Efficiency 2 5 Communications Infrastructure: Commercial 4 3 Networks Communications Infrastructure: Private Networks 4 5 Customer Engagement/Behaviour Programs 2 2 Data Management 2 2 Demand Response/Demand Management 2 2 Distributed Generation 1 1 Distribution Automation/DMS 2 2 Energy Storage 2 2 Geospatial (GIS) 3 4 Green Button 3 3 HAN 4 4 Infrastructure Repair and Expansion 2 2 MDM/MDUS 5 5 Microgrids 2 1 Mobility 3 5 Outage Management 3 3 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 3 2 Smart Sensors 3 2 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Changing business structure of utiloity industry to support DG and DSM/EE. How are utilities addressing conservation issues from a business perspective? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Clark Public Utilities is a customer-owned utility providing electric and water service in Clark County, Washington. A municipal corporation organized under the laws of the State of Washington, the utility was formed by a vote of the people in 1938. The Utility provides electric service to approximately 190,000 residential, commercial, and industrial customers. The Utility provides water service to approximately 30,000 customers in suburban Clark County. The Information Services organization is one of 7 Utility departments and is chartered to provide a robust suite technology and application services to the Utility. Clark Public Utilities has been nationally ranked by the J.D. Power organization as the “Best Mid-sized Utility” in the West six years in a row (2008 – 2013) for Customer Service and Satisfaction. CPU has also been ranked as the number one utility of all sizes for customer service and satisfaction in 2010, 2011, and 2013. The utility’s Information Services department provides an essential foundation to the utility’s core mission of providing electric and water service to its customer owners. To empower utility employees to best serve our customers, the department delivers a robust computing infrastructure including a strong suite of COTS and internally developed applications; a highly virtualized application and development environment; and a comprehensive data management and analytics core, all embedded within a broad security framework.

NAME: Michael Harris EXECUTIVE TITLE: CIO COMPANY NAME: Clark Public Utilities

As CIO at Clark Public Utilities, Mike Harris manages the utility’s technology infrastructure including computing HW foundation; application programming; data management and analytics; telephony; data and SCADA networks; and mobility. Since joining the utility he has led projects to modernize the IT infrastructure including establishment of a virtual infrastructure; enhanced security framework; VoIP; and an AMI Smart Grid pilot. Under his guidance Clark will complete a multiphase project to replace legacy CIS, Billing and Work Management systems in 2014. Prior to joining the Utility, he managed sales/marketing teams at Hewlett Packard, and was on the faculty at University of Oregon. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 5 Investments to support business growth 35 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 1 2 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 2 1 Networks Communications Infrastructure: Private Networks 2 3 Customer Engagement/Behaviour Programs 3 3 Data Management 1 1 Demand Response/Demand Management 3 3 Distributed Generation 4 4 Distribution Automation/DMS 3 3 Energy Storage 4 4 Geospatial (GIS) 3 1 Green Button 4 3 HAN 4 4 Infrastructure Repair and Expansion 3 3 MDM/MDUS 4 3 Microgrids 4 4 Mobility 2 2 Outage Management 3 3 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 4 4 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Shifting security landscape (common sense infrastructure, consumer compliance, regulatory) Aging workforce replacement/retraining Technology evolution How are utilities addressing conservation issues from a business perspective? Investing in conservation as it's the cheapest MwH you can acquire How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Cleco Corporation is a regional energy company headquartered in Pineville Louisiana. Cleco Corporation owns a regulated electric utility company, Cleco Power LLC. Cleco Power owns generation, transmission and distribution assets to serve approximately 284,000 retail customers in Louisiana and supplies wholesale power in Louisiana and Mississippi.

NAME: Anthony Bunting EXECUTIVE TITLE: VP Transmission & Distribution Operations COMPANY NAME: CLECO Power, LLC

Anthony Bunting is the Vice President of Transmission and Distribution Operations at Cleco Power. His team operates about 11,000 miles of distribution lines and 1,100 miles of transmission lines to serve 284,000 retail customers. He has served in various leadership roles over the 22 year career with the Company which includes finance, human resources, customer service, marketing, economic development and transmission and distribution operations.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million X More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 25 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 25 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 2 2 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 5 5 Communications Infrastructure: Commercial 4 4 Networks Communications Infrastructure: Private Networks 4 4 Customer Engagement/Behaviour Programs 5 5 Data Management 4 4 Demand Response/Demand Management 3 3 Distributed Generation 3 3 Distribution Automation/DMS 3 3 Energy Storage 5 5 Geospatial (GIS) 3 3 Green Button 5 5 HAN 5 5 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 3 3 Mobility 3 3 Outage Management 3 3 Plug In Electric Vehicles 5 5 Renewable Energy: Wind & Solar 5 5 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Infrastucture How are utilities addressing conservation issues from a business perspective? MISO How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE ComEd is an operating company under Exelon Corporation (NYSE: EXC)—one of the nation’s largest electric utilities with approximately $19 billion in annual revenues. It has one of the industry’s largest portfolios of electricity generation capacity, with a nationwide reach and strong positions in the Midwest and Mid-Atlantic. Exelon distributes electricity to approximately 5.4 million customers in northern Illinois and Pennsylvania and natural gas to approximately 480,000 customers in the Philadelphia area. Exelon is headquartered in Chicago.

NAME: Kevin Brookins EXECUTIVE TITLE: SVP Strategy & Administration COMPANY NAME: ComEd

As senior vice president of Strategy & Administration, Kevin Brookins is responsible for driving fundamental change throughout ComEd and providing a strategic foundation to address future business opportunities. ComEd has 5,600 employees serving about 3.8 million customers throughout Northern Illinois and has revenues of approximately $5.8 billion.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 3 3 Data Management 3 3 Demand Response/Demand Management 3 3 Distributed Generation 3 3 Distribution Automation/DMS 3 3 Energy Storage 3 3 Geospatial (GIS) 3 3 Green Button 3 3 HAN 3 3 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 3 3 Mobility 3 3 Outage Management 3 3 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? N/A How are utilities addressing conservation issues from a business perspective? N/A How is your 2014 budget allocated across these business strategy categories?

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million X More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 40 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 20 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 3 3 Data Management 3 3 Demand Response/Demand Management 3 3 Distributed Generation 3 3 Distribution Automation/DMS 3 3 Energy Storage 3 3 Geospatial (GIS) 3 3 Green Button 3 3 HAN 3 3 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 3 3 Mobility 3 3 Outage Management 3 3 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? How is your 2014 budget allocated across these business strategy categories?

How are utilities addressing conservation issues from a business perspective?

PART 1: REGISTRATION PROFILE Constellation, an Exelon company, is a leading competitive supplier of power, natural gas, renewable energy and energy management products and services for homes and businesses across the continental US. We provide integrated energy solutions —from electricity and natural gas procurement and renewable energy supply to demand-side management solutions —that help customers strategically buy, manage and use their energy. More than 100,000 commercial, industrial, public sector, government and institutional customers, including two thirds of the Fortune 100, and more than one million residential customers rely on our commitment to innovation, dependability, transparency, and service. That is the kind of value you and your communities can expect from Constellation.

NAME: Chris Cantone EXECUTIVE TITLE: VP & GM Energy Solutions COMPANY NAME: Constellation

Chris is responsible for managing and expanding Constellation’s load response portfolio across North America. He joined Constellation in connection with its October 2010 acquisition of CPower, Inc, a leader in DR and energy management. As VP/GM of CPower, he was responsible for the expansion of business and portfolio for the NE and NY markets. He has held various other senior management position within companies like Lightspace, Color Kinetics (a Phillips company), Stocker Yale, and Massachusetts Electric Company.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 35 Investments to support business innovation 25 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES

Please indicate Please indicate priority priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 2 2 Customer Engagement/Behaviour Programs 4 4 Data Management 3 3 Demand Response/Demand Management 3 3 Distributed Generation 1 1 Distribution Automation/DMS 1 1 Energy Storage 2 2 Geospatial (GIS) 3 3 Green Button 4 4 HAN 4 4 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 1 1 Mobility 3 3 Outage Management 3 3 Plug In Electric Vehicles 2 2 Renewable Energy: Wind & Solar 1 1 Self Healing Grid 1 1 Smart Grid Security 1 1 Smart Meters 4 4 Smart Sensors 1 1 Volt/Var Optimization 1 1 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Distributed Generation – “Embrace it, or Fight it?” Distributed Generation resources are growing at exponential rates. This workshop will cover the different types of DG resources that C&I customers are focusing on today, and the impact they are having on the energy markets from generation, infrastructure, utilities, and competitive power prices. How are utilities addressing conservation issues from a business perspective? What type of “behind the meter” generation sources are being considered today. What is causing volatility to be back in energy markets. Do subsidies help? or hurt? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Direct Energy is one of North America’s largest competitive energy suppliers of electricity, natural gas and related services. By investing in energy efficiency and innovation and delivering choice in a variety of retail electricity and natural gas products to home and business owners, Direct Energy is supporting the development of tomorrow’s energy markets today. With approximately 6,000 employees, we are active in both upstream production (electricity and natural gas) and downstream delivery to ensure we’ll be a stable, long-term partner to the millions of customers we serve in both Canada and the United States.

NAME: Jim Lee EXECUTIVE TITLE: Texas Market Advocate COMPANY NAME: Direct Energy

Jim is Direct Energy’s Texas Market Advocate. Located in Austin, TX, Jim is responsible for managing and maintaining the relationships with the Transmission & Distribution Utilities (TDUs) in Texas, representing Direct Energy at ERCOT (Energy Reliability Council of Texas) stakeholder meetings, and supporting the Direct Energy Retail & Wholesale organization in various capacities related to government & regulatory matters.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 15 Investments to support business growth 45 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 5 5 Advanced Metering Infrastructure (AMI) 1 1 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 5 5 Networks Communications Infrastructure: Private Networks 5 5 Customer Engagement/Behaviour Programs 3 3 Data Management 2 2 Demand Response/Demand Management 2 2 Distributed Generation 3 3 Distribution Automation/DMS 5 5 Energy Storage 3 3 Geospatial (GIS) 4 4 Green Button 3 3 HAN 3 3 Infrastructure Repair and Expansion 5 5 MDM/MDUS 4 4 Microgrids 5 5 Mobility 5 5 Outage Management 4 4 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 2 2 Self Healing Grid 4 4 Smart Grid Security 2 2 Smart Meters 1 1 Smart Sensors 3 3 Volt/Var Optimization 5 5 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? How is your 2014 budget allocated across these business strategy categories?

How are utilities addressing conservation issues from a business perspective?

PART 1: REGISTRATION PROFILE DTE Energy DTE Energy Co. (NYSE: DTE) is a diversified energy company involved in the development and management of energy-related businesses and services nationwide. Our largest operating subsidiaries are DTE Electric and DTE Gas. DTE Electric DTE Electric generates, transmits and distributes electricity to 2.1 million customers in southeastern Michigan. With an 11,084 megawatt system capacity, the company uses coal, nuclear fuel, natural gas, hydroelectric pumped storage and renewable sources to generate its electrical output. Founded in 1903, DTE Electric is the largest electric utility in Michigan and one of the largest in the nation. At 1.1 million kilowatts, the company's Fermi 2 nuclear power plant represents 30% of Michigan's total nuclear generation capacity. This single plant is capable of producing enough electricity to serve a city of about one million people. Fermi 2 has been providing reliable, cost-effective power to DTE Electric customers for more than 20 years. The plant also has been designated as one of the nation's best-performing nuclear facilities. DTE Gas DTE Gas is engaged in the purchase, storage, transmission, distribution and sale of natural gas to approximately 1.2 million customers in Michigan. The company owns and operates 278 storage wells representing approximately 34 percent of the underground working capacity in Michigan. There is more gas storage capacity in Michigan than in any other state. Founded in 1849, DTE Gas is one of the nation's largest natural gas utilities.

NAME: Greg Garland EXECUTIVE TITLE: Manager Energy Optimization COMPANY NAME: DTE Energy

Greg Garland is currently a Manager of Energy Optimization â&#x20AC;&#x201C; Commercial and Industrial (C&I) Group. The C &I Group is responsible for developing and implementing energy efficiency programs for all business customers within the DTE Electric & Gas service territory. In his current capacity Mr. Garland is responsible for the development EO programs targeted at small to medium sized business customers. Mr. Garland has over 40 years of Engineering and Management experience at DTE Energy. He has held leadership and management positions in Engineering, Facilities, Marketing and Sales, Product Development, Electric Choice and Ethnic Marketing. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 1 2 Commercial & Industrial Energy Efficiency 1 2 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 4 4 Customer Engagement/Behaviour Programs 1 2 Data Management 2 2 Demand Response/Demand Management 4 4 Distributed Generation 4 4 Distribution Automation/DMS 4 4 Energy Storage 3 3 Geospatial (GIS) 4 4 Green Button 3 3 HAN 4 4 Infrastructure Repair and Expansion 4 4 MDM/MDUS 4 4 Microgrids 4 4 Mobility 1 2 Outage Management 2 2 Plug In Electric Vehicles 2 2 Renewable Energy: Wind & Solar 1 2 Self Healing Grid 4 4 Smart Grid Security 4 4 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 4 4 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? New EE technology, customer engagement, etc How are utilities addressing conservation issues from a business perspective? Incorporating business metrics in conservations programs. How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Duke Energy is the largest electric power holding company in the United States with approximately $115 billion in total assets. Its regulated utility operations serve approximately 7.2 million electric customers located in six states in the Southeast and Midwest. Its commercial power and international energy business segments own and operate diverse power generation assets in North America and Latin America, including a growing portfolio of renewable energy assets in the United States. Headquartered in Charlotte, N.C., Duke Energy is a Fortune 250 company traded on the New York Stock Exchange under the symbol DUK. More information about the company is available at: www.duke-energy.com.

NAME: Jason Handley EXECUTIVE TITLE: Technology Development Manager COMPANY NAME: Duke Energy

Jason Handley, P.E. is Technology Development Manager in the Emerging Technology Office at Duke Energy. Jason has over 18 years of electric utility experience specializing in the smart grid, distribution automation, and operations management. His research and development role allows Jason to use his years of experience to develop, install, test, and evaluate new technologies for Dukeâ&#x20AC;&#x2122;s electrical grid. Jason is responsible for developing and updating the strategic roadmap for power grid devices at Duke Energy. He is a registered professional engineer and received his electrical contractors unlimited license in 2009.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 5 5 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 4 4 Data Management 3 3 Demand Response/Demand Management 2 2 Distributed Generation 2 2 Distribution Automation/DMS 2 2 Energy Storage 2 2 Geospatial (GIS) 4 4 Green Button 5 5 HAN 5 5 Infrastructure Repair and Expansion 3 3 MDM/MDUS 4 4 Microgrids 2 1 Mobility 3 3 Outage Management 3 3 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 2 2 Smart Grid Security 3 3 Smart Meters 4 4 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? How is your 2014 budget allocated across these business strategy categories?

How are utilities addressing conservation issues from a business perspective?

PART 1: REGISTRATION PROFILE Entergy Corporation is an integrated energy company engaged primarily in electric power production and retail distribution operations. Entergy owns and operates power plants with approximately 30,000 megawatts of electric generating capacity, including more than 10,000 megawatts of nuclear power, making it one of the nation's leading nuclear generators. Entergy delivers electricity to 2.8 million utility customers in Arkansas, Louisiana, Mississippi and Texas. Entergy has annual revenues of more than $11 billion and approximately 14,000 employees.

NAME: Andrew Owens EXECUTIVE TITLE: Director, Regulatory Policy COMPANY NAME: Entergy

Andrew joined Entergy in 1998 and serves as Director, Regulatory Policy. He is responsible for providing support to the six Entergy utilities on various regulatory matters. Prior to that , he served as Director, Regulatory Affairs for Louisiana. He was responsible for generation certifications and rulemakings (energy efficiency, net metering, renewable energy, alternative fuel vehicles, AMI, etc.). From 1991-1996, he worked in environmental consulting. He earned a B.S. in Chemical Engineering from Iowa State in 1991 and received an M.S. in Management from Georgia Tech in 1998. He is a registered PE in Georgia and a licensed CPA in Louisiana.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Me personally, nothing; as for Other Entergy Corp, that's a totally different story

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 5 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 4 4 Advanced Metering Infrastructure (AMI) 2 1 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 4 4 Networks Communications Infrastructure: Private Networks 4 4 Customer Engagement/Behaviour Programs 2 2 Data Management 3 3 Demand Response/Demand Management 2 1 Distributed Generation 1 1 Distribution Automation/DMS 3 3 Energy Storage 3 2 Geospatial (GIS) 4 4 Green Button 3 2 HAN 3 3 Infrastructure Repair and Expansion 2 2 MDM/MDUS 3 3 Microgrids 2 1 Mobility 4 4 Outage Management 3 3 Plug In Electric Vehicles 3 2 Renewable Energy: Wind & Solar 1 1 Self Healing Grid 3 3 Smart Grid Security 3 2 Smart Meters 3 2 Smart Sensors 3 3 Volt/Var Optimization 3 2 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Slower near-term sales growth, various challenges achieving even allowed ROEs, aging infrastructure and need to invest significant capital over next 5 - 7 years to address that issue plus respond to growth opportunities in the industrial sector How are utilities addressing conservation issues from a business perspective? How is your 2014 budget allocated across these business strategy categories?

NAME: Rod Griffith EXECUTIVE TITLE: Manager- Compliance and Systems Support COMPANY NAME: Entergy

Rod Griffith is the Manager of Compliance and Systems Support at Entergy. His responsibilities include ensuring business process compliance across the Utility and the implementation of new technology in the Utilityâ&#x20AC;&#x2122;s portion of Entergyâ&#x20AC;&#x2122;s business. He is currently leading the preparation of a 10 year Technology Roadmap for the Utility. In his career he has held a variety of engineering, operations, and support positions within the Transmission, Distribution, and Information Technology organizations of Entergy and Gulf States Utilities prior its merger with Entergy.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 25 Investments to maintain/run existing systems and processes 35 Investments to support business innovation 20 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 1 1 Commercial & Industrial Energy Efficiency 4 4 Communications Infrastructure: Commercial 1 1 Networks Communications Infrastructure: Private Networks 1 1 Customer Engagement/Behaviour Programs 2 2 Data Management 3 3 Demand Response/Demand Management 3 3 Distributed Generation 3 3 Distribution Automation/DMS 1 1 Energy Storage 4 4 Geospatial (GIS) 1 1 Green Button 4 4 HAN 4 4 Infrastructure Repair and Expansion 2 2 MDM/MDUS 2 1 Microgrids 3 3 Mobility 2 1 Outage Management 2 1 Plug In Electric Vehicles 4 4 Renewable Energy: Wind & Solar 4 4 Self Healing Grid 1 1 Smart Grid Security 1 1 Smart Meters 1 1 Smart Sensors 1 1 Volt/Var Optimization 2 2 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? 1. Resource allocation for new technology 2. Aging work froce 3. Acceleraing rate of change in electirc customer expectations How are utilities addressing conservation issues from a business perspective? We support conservation as required by our regualtory bodies. How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE The Electric Power Research Institute, Inc.(EPRI) conducts research and development relating to the generation, delivery and use of electricity for the benefit of the public. An independent, nonprofit organization, EPRI brings together its scientists and engineers as well as experts from academia and industry to help address challenges in electricity, including reliability, efficiency, affordability, health, safety and the environment. EPRI also provides technology, policy and economic analyses to drive long-range research and development planning, and supports research in emerging technologies.

NAME: Thomas Key EXECUTIVE TITLE: Sr. Technical Executive COMPANY NAME: EPRI

40 years experience and 175 publications related to electric power systems and energy related R&D with the US Navy, Sandia National Laboratory, and EPRI. He is an electrical engineer and currently manages EPRIâ&#x20AC;&#x2122;s program on integration of distributed renewable resources. His experience in power electronics includes UPS with storage, inverters for PV and electronics applied for grid support. He is a Fellow of the IEEE for contributions in power quality engineering and nationally recognized leader in areas of power system compatibility, power quality engineering, integration of distributed and renewable energy resources and the related power electronics needed for these applications. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 70 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 1 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 2 2 Communications Infrastructure: Commercial 4 3 Networks Communications Infrastructure: Private Networks 3 4 Customer Engagement/Behaviour Programs 2 2 Data Management 3 3 Demand Response/Demand Management 3 3 Distributed Generation 3 1 Distribution Automation/DMS 3 2 Energy Storage 3 2 Geospatial (GIS) 4 4 Green Button 4 4 HAN 3 3 Infrastructure Repair and Expansion 2 2 MDM/MDUS 4 4 Microgrids 3 3 Mobility 4 4 Outage Management 2 2 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 2 2 Self Healing Grid 4 4 Smart Grid Security 3 3 Smart Meters 3 4 Smart Sensors 4 3 Volt/Var Optimization 3 2 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Changing generation mix, integration of variable renewable energy and expansion of customer generation and reduction in kWh useage. How are utilities addressing conservation issues from a business perspective? Conservation voltage reduction and tiered rates such as in California. How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Iberdrola Renewables, LLC is the US division of parent company Iberdrola SA, an energy pioneer with the largest renewable asset base of any company in the world. Iberdrola Renewables is the second-largest wind operator in the US with about 60 renewable energy projects and over 6 GW of capacity. Iberdrola Renewables also operates more than 600 MW of gas-fired generation and more than 129 BCF of owned and contracted US natural gas storage.

NAME: Wayne Mays EXECUTIVE TITLE: Director, Engineering COMPANY NAME: Iberdrola

Wayne Mays is Director of Engineering for Iberdrola Renewables LLC. He has responsibility for project engineering for all Iberdrola projects in the US. In addition to his engineering role, he provides consultation to Iberdrolaâ&#x20AC;&#x2122;s venture capital fund in evaluating technology companies. Wayne has over 30 years of experience in the energy business and has worked in a variety of engineering, development and management roles in public utilities, conventional and renewable energy development companies.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 0 Investments to support business growth 80 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 4 4 Networks Communications Infrastructure: Private Networks 4 4 Customer Engagement/Behaviour Programs 3 3 Data Management 4 4 Demand Response/Demand Management 3 3 Distributed Generation 2 2 Distribution Automation/DMS 3 3 Energy Storage 1 1 Geospatial (GIS) 3 3 Green Button 5 5 HAN 5 5 Infrastructure Repair and Expansion 4 4 MDM/MDUS 5 5 Microgrids 3 3 Mobility 4 4 Outage Management 4 4 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 1 1 Self Healing Grid 4 4 Smart Grid Security 4 4 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Renewable energy integration, net metering, business planning How are utilities addressing conservation issues from a business perspective? Different companies seem to have a completely different take on this, partly based on their regulators. Still seems to be something that is not in the best interest of their stockholders. How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE For over 85 years, the Jamaica Public Service Company Limited (JPS) has worked steadfastly to satisfy Jamaica's energy needs. Growing from a modest network serving fewer than 4,000 customers in the early years, we have expanded our generation, transmission, and distribution capabilities significantly. Today, with a customer-base of nearly 600,000, we are the sole distributor of electricity in Jamaica; with generation capacity that exceeds 620 Megawatts, utilizing steam (oil-fired), gas turbines, combined cycle, diesel, and hydroelectric technologies.

NAME: Clava Mantock EXECUTIVE TITLE: Technology and Innovation Application Engineer COMPANY NAME: Jamaica Public Service

Clava is responsible for the evaluation, selection and implementation of technological solutions used in transmission and distribution at JPS; and the integration of these systems with existing technologies, particularly the GIS. He has close to ten yearsâ&#x20AC;&#x2122; experience in power systems gained from working on control systems in the power plants and software systems development for transmissions and distribution systems.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 20 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 5 5 Advanced Metering Infrastructure (AMI) 1 1 Commercial & Industrial Energy Efficiency 5 5 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 3 3 Data Management 2 2 Demand Response/Demand Management 3 3 Distributed Generation 3 3 Distribution Automation/DMS 2 2 Energy Storage 3 3 Geospatial (GIS) 3 3 Green Button 3 3 HAN 5 5 Infrastructure Repair and Expansion 5 5 MDM/MDUS 1 1 Microgrids 3 3 Mobility 2 2 Outage Management 3 3 Plug In Electric Vehicles 5 5 Renewable Energy: Wind & Solar 2 2 Self Healing Grid 2 2 Smart Grid Security 1 1 Smart Meters 1 1 Smart Sensors 1 1 Volt/Var Optimization 5 5 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Aging infrastructure, technology, theft How are utilities addressing conservation issues from a business perspective? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Company information – Milton Hydro is a Local Distribution Company serving the municipality of Milton, Ontario. Located on the outskirts of Toronto, Milton has been the fastest growing municipality in Canada for a number of years. As a growing small utility Milton Hydro faces a number of challenges including a changing regulatory environment, the deployment of new technologies and the rapid growth being experienced by the Town of Milton. A progressive utility, Milton was the first utility in Canada to fully convert its residential customers to smart meters and time of use rates.

NAME: Bruno Pereira EXECUTIVE TITLE: Director of Engineering COMPANY NAME: Milton Hydro

Bruno has been working in the electrical distribution sector for 25 years. He has worked in various Engineering and Operational roles at a number of electrical distribution utilities in Ontario Canada. Currently as the Director of Engineering at Milton Hydro, Bruno leads the organization’s engineering and design efforts, in addition he is responsible for a number of initiatives including the conversion of the corporation’s distribution records to a new GIS platform, deploying a WiMAX communication infrastructure in support of the company’s automation efforts and installing a new SCADA system. Bruno is a registered Professional Engineer with Master of Business Administration. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 45 Investments to maintain/run existing systems and processes 45 Investments to support business innovation 5 Investments to support business growth 5 100%

PART 3: INVESTMENT PRIORITIES

Please indicate Please indicate priority priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 2 2 Customer Engagement/Behaviour Programs 3 3 Data Management 2 2 Demand Response/Demand Management 3 3 Distributed Generation 3 3 Distribution Automation/DMS 1 1 Energy Storage 3 3 Geospatial (GIS) 2 2 Green Button 3 3 HAN 3 3 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 3 3 Mobility 3 3 Outage Management 2 2 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 2 2 Smart Grid Security 3 3 Smart Meters 3 3 Smart Sensors 2 2 Volt/Var Optimization 4 4 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Regulatory Burden and Structure Implementing smart systems/automating the system Becoming more customer focussed in word and action How are utilities addressing conservation issues from a business perspective? In our case conservation is part of our regulatory framework. We have regulated objectives and programs that are finaced through a regulating body. Going forward we are looking at more incentive based program designs that enable utilities to address customer needs through custom programs. How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE

NAME: Fouad Dagher EXECUTIVE TITLE: Director COMPANY NAME: National Grid

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 60 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 15 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 4 3 Advanced Metering Infrastructure (AMI) 4 3 Commercial & Industrial Energy Efficiency 2 2 Communications Infrastructure: Commercial 4 3 Networks Communications Infrastructure: Private Networks 4 4 Customer Engagement/Behaviour Programs 3 2 Data Management 3 3 Demand Response/Demand Management 3 2 Distributed Generation 3 3 Distribution Automation/DMS 3 3 Energy Storage 3 2 Geospatial (GIS) 4 4 Green Button 4 4 HAN 3 3 Infrastructure Repair and Expansion 4 4 MDM/MDUS 4 4 Microgrids 3 2 Mobility 4 4 Outage Management 4 3 Plug In Electric Vehicles 3 2 Renewable Energy: Wind & Solar 3 2 Self Healing Grid 3 3 Smart Grid Security 4 4 Smart Meters 3 3 Smart Sensors 3 2 Volt/Var Optimization 3 2 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Identify value to customers Integrating renewables How is your 2014 budget allocated across these business strategy categories?

How are utilities addressing conservation issues from a business perspective? Conservation is the center of the business

PART 1: REGISTRATION PROFILE More than 2.5 million North Carolinians depend on North Carolina’s electric cooperatives to provide reliable and safe electric power. At the heart of the network are the state’s 26 electric cooperatives, each locally owned and controlled by their consumer-members. These not-for-profit cooperatives serve about 850,000 homes, farms, industries and businesses in 93 of North Carolina’s 100 counties and parts of three other states: South Carolina, Georgia and Tennessee. Serving the electric cooperatives from the Raleigh state offices are: • North Carolina Electric Membership Corporation, a power generation and transmission cooperative. • North Carolina Association of Electric Cooperatives, Inc., a service association providing employee and management training, government relations and communications, safety training and other services. • The Tarheel Electric Membership Association, Inc., a central purchasing and materials supply cooperative.

NAME: Cecil Smith EXECUTIVE TITLE: CIO COMPANY NAME: NC Association of Electric Cooperatives

-- NCAEC CIO hired on Sept 1, 2011. -- NCEMC part-time Consultant on Smart Grid (Feb through Aug 2011). -- Tideland EMC (Electric Membership Corporation) CEO and General Manager for 2.5 years,retiring on Jan 31, 2011. -- First Charter Bank Executive Vice President and member of the 5-person Executive Team for 2 years. -- Duke Energy Corporation CIO for 10 years. --Wachovia Bank and Trust Company in various technology roles for 20 years, with the last 7 years heading overall IT. -- Western Electric Corporation in defense development technology for 4 years. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 3 3 Data Management 3 3 Demand Response/Demand Management 3 3 Distributed Generation 3 3 Distribution Automation/DMS 3 3 Energy Storage 3 3 Geospatial (GIS) 3 3 Green Button 5 5 HAN 5 5 Infrastructure Repair and Expansion 5 5 MDM/MDUS 3 3 Microgrids 3 3 Mobility 3 3 Outage Management 3 3 Plug In Electric Vehicles 5 5 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 4 4 Smart Grid Security 3 3 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? NA How are utilities addressing conservation issues from a business perspective? NA How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE NRG is a Fortune 300 and S&P 500 Company is one of the countryâ&#x20AC;&#x2122;s largest power generation and retail electricity businesses. NRG's power plants provide about 47,000 megawatts of generation capacity and its retail and thermal subsidiaries serve more than two million customers in 16 states. NRG's subsidiaries include NRG Energy Services, NRG Solar, NRG Thermal, Petranova, SimplySmart Solutions, Green Mountain Energy and Reliant Energy.

NAME: Saurabh Bansal EXECUTIVE TITLE: Director, Innovation and Business Strategy COMPANY NAME: NRG Energy

Saurabh currently serves as Director of Business Development at NRG Energy. Prior to joining NRG, he worked as a management consultant for Alvarez and Marsal Business Consulting. As a consultant, he helped numerous companies with their customer experience and operational issues and led large-scale, transformational projects. Prior to this position, he held leadership positions in companies such as Samsung, Balfour and REI and has worked in numerous countries.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 50 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 5 5 Advanced Metering Infrastructure (AMI) 5 5 Commercial & Industrial Energy Efficiency 2 2 Communications Infrastructure: Commercial 5 5 Networks Communications Infrastructure: Private Networks 5 5 Customer Engagement/Behaviour Programs 1 1 Data Management 1 1 Demand Response/Demand Management 1 1 Distributed Generation 3 3 Distribution Automation/DMS 5 5 Energy Storage 2 2 Geospatial (GIS) 5 5 Green Button 4 4 HAN 4 4 Infrastructure Repair and Expansion 5 5 MDM/MDUS 1 1 Microgrids 4 4 Mobility 5 5 Outage Management 5 5 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 5 5 Smart Grid Security 5 5 Smart Meters 5 5 Smart Sensors 5 5 Volt/Var Optimization 5 5 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Customer Engagement - Energy Efficiency and Demand Response - Renewable integration with the grid How are utilities addressing conservation issues from a business perspective? They are not. There are programs out there that are not that meanigful. How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE

NAME: Bill Olsen EXECUTIVE TITLE: Director IT COMPANY NAME: NV Energy

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 30 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 4 4 Advanced Metering Infrastructure (AMI) 2 2 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 3 3 Data Management 2 2 Demand Response/Demand Management 3 3 Distributed Generation 3 2 Distribution Automation/DMS 3 3 Energy Storage 3 3 Geospatial (GIS) 4 4 Green Button 4 4 HAN 4 4 Infrastructure Repair and Expansion 3 3 MDM/MDUS 4 4 Microgrids 3 3 Mobility 3 3 Outage Management 3 3 Plug In Electric Vehicles 4 4 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 3 3 Smart Grid Security 2 2 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Tight budgets. Renewables/Distributed generation Traditonal rate structure as it relates to distributed generation How are utilities addressing conservation issues from a business perspective? Engaging regulators How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE

NAME: Atul Mahajan EXECUTIVE TITLE: President and CEO COMPANY NAME: Oshawa Power and Utilities Corporation

Atul Mahajan is the President and CEO at Oshawa Power and Utilities Corporation (OPUC). In his 30 year career across North America, Europe, Africa and Asia, Atul has used his entrepreneurial spirit and extensive operational experience to bring innovations to companies in diverse industries. As the CEO of Oshawa Power and Utilities Corporation, Atul plays a pivotal role in overall strategic and tactical operations of OPUC and its subsidiaries involved in energy distribution, energy generation and telecom ventures. Atul leads the team at OPUC through a major â&#x20AC;&#x153;cultural changeâ&#x20AC;? and strategic initiative to achieve operational excellence in its business lines.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 40 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 15 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 3 3 Data Management 3 3 Demand Response/Demand Management 3 3 Distributed Generation 3 3 Distribution Automation/DMS 3 3 Energy Storage 3 3 Geospatial (GIS) 3 3 Green Button 3 3 HAN 3 3 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 3 3 Mobility 3 3 Outage Management 3 3 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? N/A How are utilities addressing conservation issues from a business perspective? N/A How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Otter Tail Power Company is an investor-owned utility named after the Otter Tail River, its first power source when it began operating in 1909 near Fergus Falls, Minnesota, its headquarters. Now a subsidiary of Otter Tail Corporation (NASDAQ Global Select Market: OTTR), we serve about 130,000 electric customers in 422 communities and a 70,000 square mile service area in western Minnesota, eastern North Dakota, and northeastern South Dakota. Our mission: to produce and deliver electricity as reliably, economically, and environmentally responsibly as possible to the balanced benefit of customers, shareholders, and employees and to improve the quality of life where we do business. Excellent Safety record, Competitive rates, nation leading Customer Satisfaction ratings and good reliability evidence this success. To learn more visit www.otpco.com.

NAME: Rod Scheel EXECUTIVE TITLE: VP IT and Special Projects COMPANY NAME: Otter Tail Power Company

Rod Scheel joined Otter Tail Power Company in 1973 as an Engineer in the System Protection Department. He was promoted to Supervisor, System Engineering, in 1978; to Director, Information Services, in 1984; and to Vice President, Electrical, in 1995. He was named Vice President, Asset Management, in 2002 and in December 2012 was named Vice President IT & Special Projects.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 29 Investments to support business innovation 7 Investments to support business growth 64 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 2 2 Advanced Metering Infrastructure (AMI) 3 2 Commercial & Industrial Energy Efficiency 4 4 Communications Infrastructure: Commercial 2 1 Networks Communications Infrastructure: Private Networks 2 1 Customer Engagement/Behaviour Programs 2 1 Data Management 2 2 Demand Response/Demand Management 2 2 Distributed Generation 3 3 Distribution Automation/DMS 3 2 Energy Storage 3 3 Geospatial (GIS) 2 2 Green Button 4 4 HAN 3 3 Infrastructure Repair and Expansion 4 4 MDM/MDUS 2 1 Microgrids 3 3 Mobility 2 1 Outage Management 2 1 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 3 2 Smart Grid Security 2 1 Smart Meters 2 1 Smart Sensors 2 1 Volt/Var Optimization 4 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Renewables and Net Metering, the future of legacy Supply assets, continuing to keep the strong connection and credibility with Customers. How are utilities addressing conservation issues from a business perspective? In our region of the US CIP or Conservation Improvement Programs are the focus, ability to lead with Conservation and be provided a business incentive. How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Pacific Gas and Electric Company, incorporated in California in 1905, is one of the largest combination natural gas and electric utilities in the United States. Based in San Francisco, the company is a subsidiary of PG&E Corporation. There are approximately 20,000 employees who carry out Pacific Gas and Electric Company's primary businessâ&#x20AC;&#x201D;the transmission and delivery of energy. The company provides natural gas and electric service to approximately 15 million people throughout a 70,000-square-mile service area in northern and central California.

NAME: Aaron Zurborg EXECUTIVE TITLE: Sr Director Energy Supply Technologies COMPANY NAME: Pacific Gas and Electric

Aaron leads the IT organization that supports the Power Generation, Energy Procurement and Nuclear operations for PG&E. He manages a team of 200 IT professionals and an annual budget of $80 million. Prior to PG&E Aaron spent 8 years in the energy utility industry on major project initiatives from Program Director on the Xcel SmartGridCity, working with OFGEM on the Low Carbon Network, integration of new energy technologies and delivering solutions to meet the new CAISO market. Prior to that he spent over 7 years leading strategic projects and products to various vertical markets.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 35 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 23 Investments to support business growth 17 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 2 1 Advanced Metering Infrastructure (AMI) 4 4 Commercial & Industrial Energy Efficiency 4 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 2 1 Customer Engagement/Behaviour Programs 4 4 Data Management 1 1 Demand Response/Demand Management 3 3 Distributed Generation 3 3 Distribution Automation/DMS 4 4 Energy Storage 3 2 Geospatial (GIS) 3 2 Green Button 4 4 HAN 4 4 Infrastructure Repair and Expansion 3 2 MDM/MDUS 4 4 Microgrids 3 3 Mobility 1 1 Outage Management 1 2 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 2 2 Self Healing Grid 3 3 Smart Grid Security 4 4 Smart Meters 4 4 Smart Sensors 3 3 Volt/Var Optimization 4 4 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? - constant regulatory changes in California - renewable integration and management of our existing generation fleet - aging workforce and tribal knowledge of our business How are utilities addressing conservation issues from a business perspective? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Pepco Holdings, Inc. is one of the largest energy delivery companies in the Mid-Atlantic region, serving about two million customers in Delaware, the District of Columbia, Maryland and New Jersey. PHI subsidiaries Pepco, Delmarva Power and Atlantic City Electric provide regulated electricity service; Delmarva Power also provides natural gas service. PHI also provides energy efficiency and renewable energy services through Pepco Energy Services.

NAME: Steve Steffel EXECUTIVE TITLE: Mgr, Distributed Energy Resources Planning and Analytics COMPANY NAME: Pepco Holdings

Steve is the Manager of Distributed Energy Resources and Analytics in Asset Strategy and Planning at Pepco Holdings, Inc. He has been involved in developing the system planning criteria and requirements for distributed energy resources and is actively working on implementing various mitigation strategies for intermittent resources. He has worked in various departments such as distribution planning, transmission planning, system operations, switchmen training, and engineering standards. His areas of expertise are in distribution planning and evaluating, developing and integrating new technology into the electrical grid. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 35 Investments to support business innovation 20 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 4 4 Advanced Metering Infrastructure (AMI) 2 2 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 4 4 Data Management 2 2 Demand Response/Demand Management 3 3 Distributed Generation 1 1 Distribution Automation/DMS 3 2 Energy Storage 3 2 Geospatial (GIS) 3 3 Green Button 4 4 HAN 3 3 Infrastructure Repair and Expansion 4 4 MDM/MDUS 3 3 Microgrids 2 2 Mobility 4 4 Outage Management 3 3 Plug In Electric Vehicles 2 2 Renewable Energy: Wind & Solar 1 1 Self Healing Grid 2 2 Smart Grid Security 3 3 Smart Meters 3 3 Smart Sensors 2 2 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Load growth NEM Tariff Nee for more favorable Cost Recovery from Public Service Commissions How are utilities addressing conservation issues from a business perspective? Participating actively in sustainability projects How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE PJM Interconnection, founded in 1927, ensures the reliability of the highvoltage electric power system serving 61 million people in all or parts of Delaware, Illinois, Indiana, Kentucky, Maryland, Michigan, New Jersey, North Carolina, Ohio, Pennsylvania, Tennessee, Virginia, West Virginia and the District of Columbia. PJM coordinates and directs the operation of the regionâ&#x20AC;&#x2122;s transmission grid, which includes 62,556 miles of transmission lines; administers a competitive wholesale electricity market; and plans regional transmission expansion improvements to maintain grid reliability and relieve congestion. Visit PJM at www.pjm.com.

NAME: Steven Herling EXECUTIVE TITLE: Vice President, Planning COMPANY NAME: PJM Interconnection

Mr. Herling is VP of Planning at PJM Interconnection. He is responsible for the oversight of the System Planning Division which includes Transmission Planning, Interregional Planning, Interconnection Projects, Interconnection Analysis, and Resource Adequacy Planning. Prior to joining PJM, Mr. Herling worked for the General Public Utilities Service Corporation in systems operations and the American Electric Power Service Corporation in bulk transmission planning. Mr. Herling earned a bachelor of science degree in electric power engineering and a master of engineering degree in electric power engineering, both from Rensselaer Polytechnic Institute. He is a licensed professional engineer in the state of Ohio. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Our organization provides tariff Other based services. We do no have an investment budget.

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 50 Investments to maintain/run existing systems and processes 0 Investments to support business innovation 50 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 5 5 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 2 2 Communications Infrastructure: Commercial 5 5 Networks Communications Infrastructure: Private Networks 5 5 Customer Engagement/Behaviour Programs 5 5 Data Management 5 5 Demand Response/Demand Management 3 3 Distributed Generation 3 3 Distribution Automation/DMS 5 5 Energy Storage 2 2 Geospatial (GIS) 5 5 Green Button 5 5 HAN 5 5 Infrastructure Repair and Expansion 3 3 MDM/MDUS 5 5 Microgrids 4 4 Mobility 5 5 Outage Management 3 3 Plug In Electric Vehicles 4 4 Renewable Energy: Wind & Solar 2 2 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 4 4 Smart Sensors 4 4 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Evolving regulatory environment - FERC Order 1000 Changing generaiton mix due to environmental regulations Aging infrastructure How are utilities addressing conservation issues from a business perspective? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE PowerStream is a community-owned energy company in Canada that provides power and related services to more than 365,000 customers in communities located immediately north of Toronto and in Central Ontario. In addition to its core electricity distribution business, PowerStream also operates a renewable generation division and is currently one of the leading Ontario companies in the construction and ownership of rooftop solar photovoltaic (PV) generation systems on commercial buildings. In 2013, PowerStream established an affiliate company, under the name PowerStream Energy Services Inc., to oversee its non-regulated competitive businesses

NAME: Neetika Sathe EXECUTIVE TITLE: VP Corporate Development COMPANY NAME: PowerStream, Inc.

Neetika Sathe is the Vice President, Corporate Development at PowerStream Inc. Neetika is responsible for implementing PowerStreamâ&#x20AC;&#x2122;s strategy to become a premier integrated energy services provider. Her role in the organization is to identify, analyze and develop leading edge business opportunities. Prior to joining PowerStream, Neetika was the Chief Marketing Manager for Nissan LEAF and Cross-Overs in Canada responsible for sales and profitability for her portfolio, including the launch of the Nissan LEAF in Canada. During her career span, Neetika has held various positions in Corporate Development, Marketing, Supply Chain Management, Strategic Planning and Finance. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 55 Investments to support business innovation 25 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES

Please indicate Please indicate priority priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 3 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 2 2 Data Management 3 3 Demand Response/Demand Management 3 3 Distributed Generation 2 2 Distribution Automation/DMS 3 3 Energy Storage 2 2 Geospatial (GIS) 3 3 Green Button 3 3 HAN 3 3 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 2 2 Mobility 3 5 Outage Management 3 3 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 3 3 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Migration of customers towards distributed generation, risk of stranded assets, need to reinvent LDC to become energy service providers - Technology and systems to manage safety, reliability and customer expectations through severe climatic changes and resulting power outages - Aging infrastructure How are utilities addressing conservation issues from a business perspective? Conservation is the most important pillar in Ontario Energy Long term plan. LDCs need to gear up to play a larger role in Conservation, in the residential and industrial space both. Currently, Conservation initiatives and campaigns are funded by Ontario Power Authority and are offered to customers free of cost. How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Rappahannock Electric Cooperative (REC) serves over 158,000 customers in 22 Virginia counties, and is regulated by the Virginia State Corporation Commission. RECâ&#x20AC;&#x2122;s general office is in Fredericksburg, Virginia, about one hour south of Washington, DC. REC operates and maintains more than 16,000 miles of power lines in its service area, which extends from the Chesapeake Bay to the Blue Ridge Mountains and the West Virginia border. Based on number of customers served, REC is the largest electric cooperative and third largest electric utility in Virginia, and ranks as the tenth largest out of almost 900 electric cooperatives in the U.S.

NAME: David Koogler EXECUTIVE TITLE: VP Customer Services COMPANY NAME: Rappahannock Electric Cooperative

David Koogler joined Rappahannock Electric Cooperative, one of the largest electric cooperatives in the United States, as Vice President of Customer Services in March 2011. He is responsible for the leadership of all member support activities, including contact center, billing and collections, rates and regulatory affairs, conservation programs, government relations, and communications. Mr. Koogler has extensive utility experience, working for more than 30 years for Dominion Virginia Power where he managed retail access, customer billing, rates and regulatory affairs, and key accounts. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 5 Investments to support business growth 5 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 4 3 Advanced Metering Infrastructure (AMI) 3 3 Commercial & Industrial Energy Efficiency 2 2 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 1 1 Data Management 2 2 Demand Response/Demand Management 1 1 Distributed Generation 2 1 Distribution Automation/DMS 4 4 Energy Storage 3 3 Geospatial (GIS) 4 4 Green Button 3 3 HAN 3 3 Infrastructure Repair and Expansion 3 3 MDM/MDUS 3 3 Microgrids 3 3 Mobility 3 2 Outage Management 3 3 Plug In Electric Vehicles 3 3 Renewable Energy: Wind & Solar 2 2 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 3 3 Smart Sensors 3 3 Volt/Var Optimization 3 3 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Flat sales and volumetric rates = upward pressure on rates Threat of distributed generation Market and regulations are forcing all new gen resources to be natural gas which creates price and supply risks for the future How are utilities addressing conservation issues from a business perspective? Utilities need to advocate for customers to conserve but does result in financial risks, need to decouple so aren't dependent on volumetric rates for fixed cost recovery How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Seattle City Light is the tenth largest public electric utility in the United States. It has some of the lowest cost customer rates of any urban utility, providing reliable, renewable and environmentally responsible power to nearly one million Seattle area residents. City Light has been greenhouse gas neutral since 2005, the first electric utility in the nation to achieve that distinction.

NAME: Michael Pesin EXECUTIVE TITLE: Chief Technology Advisor COMPANY NAME: Seattle City Light

Michael has over 30 years of experience in the electric utility industry leading technical organizations and managing advanced technology projects. In his current role at Seattle City Light, he is responsible for defining the utilityâ&#x20AC;&#x2122;s technological strategy and leading utility modernization programs and Seattleâ&#x20AC;&#x2122;s Smart Grid efforts. Prior to joining Seattle City Light, he worked for over 15 years at Tacoma Power where he held various positions directing technical organizations and leading advanced technology programs. He has also worked as a technology consultant for several US and international utilities.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 60 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 4 3 Advanced Metering Infrastructure (AMI) 1 1 Commercial & Industrial Energy Efficiency 3 3 Communications Infrastructure: Commercial 1 1 Networks Communications Infrastructure: Private Networks 1 1 Customer Engagement/Behaviour Programs 2 2 Data Management 3 2 Demand Response/Demand Management 3 3 Distributed Generation 1 1 Distribution Automation/DMS 3 2 Energy Storage 3 2 Geospatial (GIS) 3 3 Green Button 3 3 HAN 3 2 Infrastructure Repair and Expansion 5 3 MDM/MDUS 5 3 Microgrids 3 2 Mobility 3 3 Outage Management 5 4 Plug In Electric Vehicles 1 1 Renewable Energy: Wind & Solar 1 1 Self Healing Grid 1 1 Smart Grid Security 1 1 Smart Meters 1 1 Smart Sensors 3 3 Volt/Var Optimization 1 1 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? How is your 2014 budget allocated across these business strategy categories?

How are utilities addressing conservation issues from a business perspective?

PART 1: REGISTRATION PROFILE NAME: Michael Angemeer EXECUTIVE TITLE: CEO COMPANY NAME: Veridian Corporation

Michael Angemeer is the President and CEO of Veridian Corporation, a progressive, large, community-owned energy company that provides electricity distribution services to more than 115,000 customers in nine municipalities across east central Ontario. Through Michaelâ&#x20AC;&#x2122;s leadership, Veridian has become known for innovation in: merger and acquisition efficiencies, health and safety, sustainability, conservation and demand management programs, smart grid, economic development, community building and electric vehicles. Veridian is one of Canadaâ&#x20AC;&#x2122;s Greenest Employers for 2010 - 2012, and has received numerous business excellence, environmental and community awards. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 20 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 2 2 Advanced Metering Infrastructure (AMI) 2 2 Commercial & Industrial Energy Efficiency 2 2 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 3 3 Customer Engagement/Behaviour Programs 2 2 Data Management 2 2 Demand Response/Demand Management 2 2 Distributed Generation 2 2 Distribution Automation/DMS 2 2 Energy Storage 2 2 Geospatial (GIS) 3 3 Green Button 3 3 HAN 4 4 Infrastructure Repair and Expansion 2 2 MDM/MDUS 4 4 Microgrids 2 2 Mobility 2 2 Outage Management 2 2 Plug In Electric Vehicles 2 2 Renewable Energy: Wind & Solar 2 2 Self Healing Grid 3 3 Smart Grid Security 3 3 Smart Meters 2 2 Smart Sensors 2 2 Volt/Var Optimization 2 2 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Utility consolidation Use of technology for efficiency and to meet performance benchmarking metrics New business opportunities in complimentary businesses Microgrids and increasing behind the meter generation Multiutilities How are utilities addressing conservation issues from a business perspective? A new framework is being developed in Ontario. How have others capitalized on business opportunties in this area? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE

NAME: Frank Novachek EXECUTIVE TITLE: Director, Corporate Planning COMPANY NAME: Xcel Energy

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 25 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES

Please indicate priority Please indicate priority within 12 mths beyond 12 mths (1 Highest - 5 Lowest) (1 Highest - 5 Lowest) Aging Workforce/Workforce Management 2 1 Advanced Metering Infrastructure (AMI) 3 2 Commercial & Industrial Energy Efficiency 1 2 Communications Infrastructure: Commercial 3 3 Networks Communications Infrastructure: Private Networks 2 2 Customer Engagement/Behaviour Programs 1 1 Data Management 2 2 Demand Response/Demand Management 3 2 Distributed Generation 1 1 Distribution Automation/DMS 2 2 Energy Storage 2 1 Geospatial (GIS) 3 3 Green Button 4 4 HAN 3 3 Infrastructure Repair and Expansion 1 2 MDM/MDUS 3 3 Microgrids 3 2 Mobility 3 3 Outage Management 1 1 Plug In Electric Vehicles 2 2 Renewable Energy: Wind & Solar 1 1 Self Healing Grid 3 2 Smart Grid Security 1 1 Smart Meters 2 2 Smart Sensors 2 1 Volt/Var Optimization 1 1 What are the top 3 pain points and challenges you are observing in the Utility sector right now (i.e. Regulatory structure, technology, aging infrastructure, renewable build out, etc.)? Security, Communications (Private), Distributed Automation How are utilities addressing conservation issues from a business perspective? Standards, Cost, Security How is your 2014 budget allocated across these business strategy categories?