may 5, 2020 mike dabney manager, stakeholder relations
TRANSCRIPT
Welcome to Partners in BusinessMay 5, 2020
Mike Dabney – Manager, Stakeholder Relations
Safe Harbor Language and Legal Disclosure
2
Safety Moment
Keith Eyler – Principal Account Manager
3
Presentations Available on Websites
• Partners in Business website at: www.itc-holdings.com
or
MISO OASIS website: www.oasis.oati.com/ITCM/index.html
• Participant Announcement
• The opportunity to provide meeting feedback will be emailed to participants following the webinar
4
Today’s Webinar Etiquette
• Participate from a quiet location to limit background interference
• Mute phone if not asking a question
• Please ask questions and be engaged in the presentationso We will provide you with instructions to ask questions to
reduce collisions with each other.
• Speak clearly when asking a question
• Presenter will repeat question to ensure they heard it correctly
5
Meeting Agenda
Kick-off: Mike Dabney – Manager, Stakeholder Relations
Safety Moment: Keith Eyler – Account Manager, Stakeholder Relations
Welcome/Update: Dusky Terry – President, ITC Midwest
Regulatory Update: Davis Strobridge – Regulatory Analyst Zach Paquette – Manager, Rates
Jennifer Rhuppiah – Manager, Regulatory StrategySummer Preparedness-Operations:
Matt Heinisch – Supervisor, Operational Planning Vegetation Management: Mark Yoders –
Senior Vegetation Management Specialist
COVID-19 ITC Response: Rolly Scheels – Manager, Emergency Preparedness
and Response
Darrel Yohnk – Director, Real Time Operations 6
Welcome
Dusky Terry – President, ITC Midwest
7
Welcome
• Business update
• Progress on Key Priorities:
o Reliability improvements
o Strategies for growth
o Enhanced efficiencies
• Importance of our partnerships
Dusky Terry – President,
ITC Midwest8
Reliability Improvements
9
Welcome
• Business update
• Progress on Key Priorities:
o Reliability improvements
o Strategies for growth
o Enhanced efficiencies
• Importance of our partnerships
Dusky Terry – President,
ITC Midwest10
Thank you
• Thank you for joining us today
• Proud to work together to keep
power flowing
• Committed to delivering value for
those we serve
• Please don’t hesitate to reach out
if we can help
Dusky Terry – President,
ITC Midwest11
Federal Regulatory Update
Davis Strobridge – Associate Analyst, Regulatory
Zach Paquette – Manager, Rates
Federal Regulatory Update
Davis Strobridge
Associate Analyst,
Regulatory
Zach
Paquette
Manager,
Rates14
FERC Commissioners
Commissioner McNamee (R)
Term Expires 6/30/2020 Chairman Chatterjee (R)
Term Expires 6/30/2021
Commissioner Glick (D)
Term Expires 6/30/2022
Commissioner Danly (R)
Term Expires 6/30/2023 Vacant (D)
Term Expires 6/30/2024
15
FERC’s COVID-19 Response
FERC has taken numerous actions in response to the COVID-19 pandemic:
1. Made a joint announcement with NERC regarding their steps to ensure that grid operators
could focus their resources on keeping people safe and the lights on
• FERC approved NERC’s request to delay the implementation of certain standards
2. Chairman Chatterjee named Caroline Wozniak as FERC’s point of contact for all industry
inquiries related to impacts of their COVID-19 preparations and responses on their FERC-
jurisdictional activities
3. Prioritized reliability by providing relief from certain regulatory obligations during the
national emergency
4. Sent a joint letter with NARUC to the Federal Reserve asking Chairman Powell to extend
access to short-term debt financing for utilities 16
Recent FERC Policy Initiatives
• Notice of Proposed Rulemaking Regarding FERC’s
Electric Transmission Incentives Policy
• FERC’s Return on Equity Proceedings
o MISO Transmission Owner Return on Equity Order
(Opinion 569)
o Inquiry regarding FERC’s Return on Equity policy
• Advanced Technologies
• Interregional Issues
17
FERC’s Transmission Incentives Proposed Rulemaking
March 2019 – FERC initiated a broad review
of their transmission incentives policies
• Investigated whether existing incentives
should be retained, new incentives
should be created, and the mechanics
around incentives
• ITC’s comments offered insight on how
incentives can enable the development of
the greater grid of the future
18
FERC’s Transmission Incentives Proposed Rulemaking
March 2020 – Following up on their 2019
inquiry, FERC issued a Notice of
Proposed Rulemaking with industry
comments due on July 1
• Proposing to shift focus to incentives
based on how a transmission project
benefits consumers rather than risks
and challenges of building it
• ITC will file comments supporting much
of FERC’s proposal
19
FERC’s MISO Transmission Owner ROE Order
Opinion No. 569 – On November 21, 2019, FERC issued Opinion No. 569 on the base ROE complaints
against the MISO TOs, which adopted a new ROE methodology using only the DCF and CAPM models
• FERC found the existing 12.38% ROE to be unjust and unreasonable, established a new 9.88%
ROE effective September 28, 2016, and ordered that refunds be provided accordingly for the
period from Nov. 12, 2013, through Feb. 11, 2015, and from September 28, 2016, to November
21, 2019
• FERC dismissed the second complaint, which had a 15-month refund effective period that began
Feb. 12, 2015
Base ROE:
9.88%
Applicable Adders: Independence
(0.25%)
RTO (0.5%)
10.63%
or Max ROE:
= 12.24%
20
ITC Midwest Effective ROE
• September 2016 order lowered the base ROE to 10.32 capped at 11.35 with adders for the first refund
period and was effective September 28, 2016 and going forward
• November 2019 order lowered the base ROE to 9.88 capped at 12.35 with adders for the first refund
period and was also effective September 28, 2016 and going forward
• No refunds for Interim Period with Second Complaint dismissed; base ROE of 12.38% with applicable
adders
(Numbers in Percent)
First Refund Period
(First Complaint)Nov. 12, 2013 – Feb. 11, 2015
Interim Period
Feb. 12, 2015 – Sept. 27, 2016
Second Refund Period
(Going Forward) Sept. 28, 2016 – Nov. 21, 2019
Nov. 12, 2013 –
Jan. 5, 2015
Jan. 6, 2015 –
Feb. 11, 2015
Feb. 12, 2015 –
Mar. 30, 2015
Apr. 1, 2015 –
Sept. 27, 2016
Sept. 28, 2016 –
Apr 19, 2018
Apr 20, 2018 –
Nov. 21, 2019
MISO Base ROE 10.32 10.32 12.38 12.38 10.32 10.32
RTO Adder - 0.50 0.50 0.50 0.50 0.50
Independence Adder - - - 0.50 0.50 0.25
ROE per Sep 2016 Order 10.32 10.82 12.88 13.38 11.32 11.07
Less: Base ROE Reduction (0.44) (0.44) N/A N/A (0.44) (0.44)
ROE per Nov 2019 Order 9.88 10.38 N/A N/A 10.88 10.63
Other ROE Adder Impacts
50 basis points RTO
Adder becomes
effective 1/6/2015
50 bps Independence
Adder becomes
effective 4/1/2015
Independence adder was
reduced to 25 basis points
effective 4/20/2018
21
MISO ROE Refund Process
Phases refer to how the refunds will be processed
Phase 1• TOs with Historical and Forward-Looking (Projected) Rates• Covers refund Periods 1 and 2• Most refund dollars will be generated here• Estimated 9 months to complete (by August 2020)
Phase 2• Only involves Forward-Looking TOs’ True-Ups• Also covers refund Periods 1 and 2• We will start to send Phase 2 information to MISO in August 2020
22
Timeline for information provided to MISO
First
Refund
Period
2020 2022
Second
Refund
Period
Mar May Jun Jul Aug Sep Oct Nov
Phase 1 – (Projections) Phase 2 - (True-ups)
2021July Oct DecJan Apr
First
Refund
Period
Second
Refund
Period
2018
2016
2017
Apr
2015
2013 2014
2019
2020Sep 10 – Dec 9
Oct 25 - Dec 9 2021
Aug 26 - Sep 23
2016
2017
2018
2019
2013
2014
2015
DecFeb
Dec 11 - Feb 5
Mar 11 - Apr 21
May 11 - Jun 22
Jul 29 - Sep 9
Sep 13 - Oct 22
23
FERC’s ROE Inquiry
ROE Inquiry – Last year, FERC issued an inquiry to examine whether, and if
so how, they should revise their polices on determining the ROE
• Under the proposed modifications, FERC would utilize models in addition to
the DCF to determine whether an existing ROE is just and reasonable and, if
not, to establish the new just and reasonable ROE
• The MISO TOs, including ITC, filed comments in the Notice of Inquiry
supporting FERC’s proposal to depart from DCF analysis alone to calculate
ROE, as the new four-model approach provides estimates more aligned with
investors’ expectations
24
Advanced Technologies
Grid Enhancing Technologies – FERC has convened a Technical
Conference and workshop over the past year exploring the benefits
and challenges of implementing static, seasonal, ambient-adjusted
ratings (AAR) and dynamic line ratings (DLR)
• At a high-level, ITC supports implementation of AAR, however,
there are significant challenges and we believe that reliability
and resilience must remain paramount
25
Advanced Technologies
Virtualization & Cloud Computing – FERC has expressed interest in the potential of
virtualization and cloud computing in various public forums over the past year. In
February, FERC issued an inquiry seeking industry comment on the associated risks and
benefits, and comments are due on July 1
• ITC believes that the regulations (CIP Reliability Standards) have not yet caught up
with these emerging technologies. Specifically, the current CIP framework does not
offer clear guidance on virtualization and cloud computing
• System reliability and security must remain paramount when thinking about
emerging technologies
Storage – In December, MISO filed its Storage as a Transmission-Only Asset (SATOA)
proposal
• FERC held a Technical Conference on May 4, 2020, to learn more about the
proposal26
Interregional Issues
January 2017 – FERC granted NIPSCO’s complaint against provisions of the MISO-
PJM Joint Operating Agreement and Ordered MISO to propose a cost allocation
methodology for interregional economic projects from 100 to 345 kV on the PJM
seam
February 2019 – MISO made a compliance to lower the voltage threshold for
Interregional Economic Projects (IMEPs) to 100 kV on not only the PJM seam, but
also the SPP seam
June 24, 2019 – FERC denied the proposal and gave MISO 90 days to make
another compliance filing
• FERC took issue with the proposal to allocate to a single Transmission Pricing
Zone the cost of projects from 100 to 230 kV
27
Interregional Issues
January 2020 – MISO made another compliance to lower the voltage threshold for
Interregional Economic Projects (IMEPs) to 100 kV on not only the PJM seam, but
also the SPP seam
March 2020 – FERC denied the proposal, yet again taking issue with the proposal
to allocate to a single Transmission Pricing Zone the costs of projects from 100 to
230 kV
• FERC exercised its authority to establish a just and reasonable rate by finding
that it is reasonable to allocate the entirety of MISO’s share of the cost of
MISO-PJM IMEPs from 100 to 345 kV using MISO’s Adjusted Production Cost
savings metric.
April 2020 – MISO made their compliance filing aiming to abide by FERC’s directive
28
Questions?
Davis Strobridge Zach Paquette
Associate Analyst, Regulatory Manager, Rates
ITC Midwest ITC Midwest
[email protected] [email protected]
29
State Regulatory Update
Jennifer Rhuppiah – Manager, Regulatory Strategy
New Manager of Regulatory Strategy
• Started March 16, 2020
• Came from Iowa Utilities Boardo Regulatory Attorney
o Board Member Advisor
• Nearly 10+ years in the regulatory environmento Financial Services
o Governance and Corporate Compliance
• Several Years with the State of Iowa in Business Attraction and Development
• J.D. from Drake Law School
• B.A. in Business from Lake Forest College
Jennifer A. Rhuppiah
31
Commission Response to COVID-19
All states have issued some type of response to COVID-19.
The focus is maintaining service to customers and the safety of
the grid.
• Illinois – Stay at home Executive Order issued to begin March 21, 2020
• Minnesota – Stay at home Executive Order issued to begin on
March 27, 2020
• Wisconsin – Stay at home Executive Order issued March 25, 2020
• Iowa – Limited Executive Proclamations, encouraged to stay at home,
limit gatherings; restricted NE region on April 16, 2020
32
Franchise Update
Transmission Line Franchises in 2019:
• In 2019, ITC Midwest was granted 38 franchises
• Ten franchises for the 34.5 kV rebuilds
• Approximately 97 miles of the initial 655 miles remaining for
the completion of the 34.5 kV line rebuild
o Remaining 97 miles will require two franchises
33
Regulatory Progress on Cardinal-Hickory Creek Project
• Wisconsin – CPCN has been issued; moving forward
with pre-construction planning and acquisition of
easements
• Iowa – Hearing held in December 2019; expect a
decision and order in second quarter 2020
• Federal – Three Federal agencies signed on to the
ROD to approve the C-HC project including RUS,
USACE and USFWS
• Planned in-service date: Has not changed –
December 2023
34
Rule-Makings and Regulatory Strategy
IUB Rule-Makings
• ITCM Overall Strategy - to engage in
matters that may have a direct or
indirect impact on ITC Midwest
and stakeholders
o Chapter 11 Rule Making
o Chapter 20 Rule Making
• Changes to Public Information
Meetings in the age of COVID-1935
Summer Preparedness - Operations
Matt Heinisch – Supervisor, Operational Planning
Agenda
Summer Outlook• Transmission System Upgrades
• Load Trends
• Weather Outlook
Summer Assessment• Generation Dispatch
• Assessment
• Preparedness
38
Matt Heinisch
Supervisor,
Operational Planning
Transmission System Upgrades
April 2019-March 2020
A. Ledyard-Bison-Colby 345 kV (MVP 4)
B. Ottumwa-Zachary 345 kV (MVP 7)
C. 34.5 kV to 69 kV Conversions
D. Corydon Substation Replacement (Saling Substation)
A
BD
C
39
Historical Load
40
3600
3550
37003724
3690
3349
3548 3559 3547
3646
3576
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Lo
ad
(M
W)
Year
ITC Midwest Yearly Peak Loads
Temperature Forecast
• NOAA predicting “EC” equal chance of having above or below normal temperatures.
• Other models predicting potential for slightly higher than normal temperatures.
41
Precipitation Forecast
• NOAA prediction shows precipitation through the ITC Midwest footprint to be above normal.
• Precipitation Numbers:• On Average: 13.27”
• Expecting: 14.71”
42
Generation Dispatch
• 400 MW of new wind generation directly connected to the ITC Midwest system since last summer
• Increasing wind generation has led to less traditional generation dispatched on peak days
• Reviewing data from previous summer shows need to look at multiple scenarios
43
Generation Dispatch
• Standard Dispatch: oBaseload units near maximum output
oWind approximately 10%
• High Wind:oBaseload units at reduced output in select
areas
oWind generation around 70%
• No Wind/South to North Bias:oBaseload units near max
oNo wind generation
oLarge generation imports from South and East
44
Summer Assessment
• ITC performed independent system assessments
• Considered system normal and N-1 contingency analysisoDaily models covering May 1 –
Sept. 30
o3 generation dispatch scenarios run for each day
oExpected summer outages (G&T)
oPeak summer load expected to be lower this year due to COVID-19, although hotter than normal temperatures could change the scenario.
45
Summer Assessment
• Develop operating guides for expected issues
• Adjust outage schedules to reduce system risk
• No expected transmission problems for the ITC Midwest systemin Iowa and Southern Minnesota
46
Summer Preparedness
Operational preparations include:
• Disseminate summer assessment results to all ITC system operators
• Summer readiness coordination meetings with LDCs, neighboring utilities
• Review of emergency procedures
• Participation and review of MISO Coordinated Seasonal Assessment for summer
47
Summary
• Peak summer load expected to be lower this year due to COVID-19, although hotter than normal temperatures could change the scenario.
• Changing generation mix creates new challenges at peak
• Despite the challenges the ITCM system is expected:oTo handle peak load demands
oPerform well under a wide variety of operating conditions
48
Vegetation Management
Mark Yoders – Senior Vegetation Management Specialist
Vegetation Management
Mark Yoders
Senior Vegetation
Management Specialist
Vegetation Management
Program
2019 ReviewOutages
2020 OverviewCoronavirus
Preparedness
2020 NERC AuditFAC-003-4 Vegetation Management
51
Mark Yoders
Senior Vegetation
Management Specialist
Vegetation Management Program
Goals
• Continually improve our role as natural resource
managers and community partners to be leaders
in utility stewardship
• Promote compatible vegetation
• Offer long-term contracts to improve quality and
consistency of program application
• Work toward partnerships to facilitate smooth
and timely access and permits
• Be proactive in communication and outreach
• Ensure safety and reliability
Community
52
Vegetation Management Program
IVMIVM is a system of managing plant communities in which the
manager sets objectives, identifies compatible/incompatible
vegetation, considers action thresholds, and evaluates, selects
and implements the most appropriate control method(s) to
achieve set objectives.
Control Options for IVM May Include Techniques
such as:• Biological
• Chemical
• Cultural
• Manual
• Mechanical
• Controlled burning (in some cases) 53
Vegetation Management Program
54
2019 Review – Vegetation Related Outages
2019 Vegetation Related Outages over 100 kV
• NONE!
55
2020 Overview – Coronavirus
COVID-19 Impacts• Safety of our employees and
communities is a top priority
• We will follow state and local laws and ordinances
• Communication is key to addressing any customer/landowner concerns
• Number of people in vehicles
• Door hangers
• Aerial patrols
• Herbicide
Image URL
56
2020 Overview – Preparedness
Annual Patrols • Helicopter Patrol • Ground Patrol
57
2020 Overview – Preparedness
Annual PatrolsProactive and Reactive
• Proactive: Risk factors are
ranked and then used to
drive our annual schedule
for full corridor vegetation
management
• Reactive: Immediate risk
factors are identified and
slated for vegetation
control58
2020 NERC Audit – FAC-003-4 Vegetation Management
59
2020 NERC Audit – FAC-003-4 Vegetation Management
Vegetation interference with
transmission and distribution power
lines is one of the most common
causes of electrical outages
throughout the United States.
For example, the August 14, 2003
electricity blackout was the largest in
our nation’s history. It affected more
than 50 million people across eight
Northeastern and Midwestern states
and two Canadian provinces. It cost
the American economy an estimated
$7 to $10 billion.https://www.epa.gov/pesp/benefits-integrated-vegetation-management-ivm-rights-way
60
2020 NERC Audit – FAC-003-4 Vegetation Management
Vegetation Management based on Defense-in-Depth Strategy
Performance-based• Define and achieve objectives
Risk-based• Include preventative measures to reduce
risk
Competency-based• Ensure personnel/entity has the minimum
set of capabilities to perform
Image URL
61
2020 NERC Audit – FAC-003-4 Vegetation Management
ITC Vegetation Management Program Compliance
Requirement Fulfillment
• Set Minimum Acceptable Clearances (R1, R2)
• Prevent Vegetation Encroachment through
Documented Vegetation Management Work (R3)
• Document and Report Imminent Threats (R4)
• Work Restriction Mitigation Measures (R5)
• Perform Inspections (R6)
• Complete and Document Annual Plans (R7)
62
COVID-19 Pandemic Response and Lessons Learned
Rolly Scheels – Manager, Emergency Preparedness & Response
COVID-19 Pandemic Response
• COVID-19 Timeline
• ITC Response Plans
• Facility Isolation and Access
Controls
• Overall Response Strategy
Rolly Scheels
Manager,
Emergency Preparedness &
Response65
COVID-19
Actual photo of COVID-19 coronavirus from a scanning electron microscope –orange highlight – emerging from cells cultured in the laboratory
66
ITC COVID-19 Response Timeline: Dec. 2019 – Mar. 2020
Coronavirus Development and Transmission• December 31, 2019 China notified WHO of unknown
viral pneumonia in Wuhan
• January 7, 2020 ITC started watching for information on the virus
• January 20 Human-to-Human transmission confirmed
• March 16 Started “Work From Home”
• March 22 Sequestered control room and support workers
67
ITC Response Plans
CrisisManagement
Plan
EmergencyOperations
Plan
Disaster Recovery /Business Continuity
Plan
Crisis Communications
Plan
Pandemic
CyberSecurity
Corporate Security
68
Facility Isolation and Access Controls
• Visitor access and tours terminated early
• Vendor meetings canceled
• Increased cleaning and placement of hand sanitizer and tissues in all conference rooms, restrooms, and other public areas
• Restricted building access to those normally assigned to that facility
• Implemented “Work from Home” program as severity increased
• Sequestered operating and support workerso Novi Site access locked down
o Visits to the office requires advance arrangements and notifications
o Facilities across footprint locked down
o Backup Control Center deep cleaned, sanitized and locked down69
Overall Response Strategy
• Teams needed to administer pandemic requirements should be identified and structured in advance
• Details of contingency workplace plans, sequestering of workers, and return to work plans should be documented (now that we know)
• FR face coverings/face coverings should be kept in inventory for all facility and field workers
• Triggers for working from home and sequestering should be preplanned to the extent possible as generic processes
• All buildings should be staffed with sanitation crews and stations
• Limit workers access to certain areas on a need-based criteria early
70
Overall Response Strategy
BE EARLY – a step ahead of others• Implementing facility controls and restrict access
• Working from home
• Sequestering workers and facilities
• Providing and maintaining stocks of PPE, sanitizer, cleaning supplies
• Assist families of sequestered workers and those with illness
• Develop plans in anticipation of changes
BE LATE – a half-step behind others• Implementing Return to Work processes
• Returning in controllable phases
• Disbanding pandemic teams
71
Questions?
Rolly Scheels
Manager, Emergency Preparedness & Response
ITC Midwest
72
COVID-19 Operations Approach
Darrel Yohnk – Director, Real Time Operations
COVID-19 Operational Approach
• Initial COVID-19 Response
• Sequestration strategy
o Staffing
o Lodging
o Training
o Access Control
o Daily Life Assistance
o Engagement
o Challenges
Darrel Yohnk
Director,
Real Time Operations74
COVID-19 Operational Approach – Normal Staffing
Normal Staffing – all at Primary Operations Control Room (OCR) & Primary
Security Command Center (SCC); Backup OCR and SCC in warm standby
• 1 Sr TSC, 4 to 6 TSCs, 1 to 2 SRCs, and 2 Dispatchers
• Engineering support for control room on a rotating assignment – 2 Ops Planning
Engineers and 1 Relay Performance Engineer
• 2 physical Security Command Operators and a supervisor (day shift only)
Senior TSC
System
Reliability
Controller(s)
Transmission
System
Controllers Dispatchers
Ops
Planning
Engineers
Relay
Performance
Engineer
Security
Control
Operators
75
COVID-19 Operational Approach
Initial COVID-19 Response:
• Initiated Crisis Management Plan (ICS team) – targeted for pandemic
response
• Reviewed/updated roles that may need to be on-site – includes OCR,
SCC, Outage Coordination, Facilities, IT Corporate, IT TMS,
Engineering, Asset Management, Chef, Facility Support
• Reviewed sequestration strategy from pandemic plan
• Removed Ops Planning Engineers and Relay Performance Engineer
from control room
• Curtailed first of two planned On the Job Training (OJT) efforts in
control room for trainees
76
COVID-19 Operational Approach
Initial Response (continued):
• Sanitized Backup OCR in preparation for potential use.
• System operators and security command center workers sanitize
their workstations at the end of each shift.
• Where possible, system operators will not use the same console
as the previous shift allowing the console to be dormant for at
least 12 hours
• Solicited volunteers for sequestration
77
COVID-19 Operational Approach
Sequestration strategy - Staffing:
• Created on-site and at-home sequestration approach
• Sequestered roles include SRCs, TSCs, Dispatchers, Security Command
Operators, facility support staff, and chef.
• Objective was to continue 100% monitor/control of transmission
systems, implement a good portion of scheduled field work, be able to
respond to moderate storm activity, and continue 100% physical security
monitoring.
o Reduced OCR shifts to 6 operators and 1 dispatcher
o Maintained 2 physical Security Command Operators
78
COVID-19 Operational Approach
Sequestration strategy – Staffing (continued):
• All sequestered individuals are volunteers
• Created 3 groups of day/night coverage for OCR and 2 groups for
physical Security Command Center (SCC), facility support, and chef
• Groups are deployed in waves consisting of a combination of groups
from OCR, SCC, facilities, and chef. Each wave consists of 14
consecutive days/night shifts. No rotating between days/nights within
a wave.
• Wave 1 sequestered on-site on 3/22 for 14 consecutive days. Other
groups sequestered at-home. Transitioned to Wave 2 on 4/5, Wave 3
on 4/19, and Wave 4 on 5/3.79
COVID-19 Operational Approach
Sequestration strategy - Lodging for On-Site Sequestered Workers:
• Lodging alternatives reviewed included setting up barracks in
conference rooms, bringing trailers on site, and hotel located adjacent
to HQ/primary OCR/SCC facility. Decided on hotel option. ITC
environmental contractor sanitized prior to use.
• Sequestered workers perform own room cleaning with supplies provided
by ITC.
• Sequestered workers do own laundry using hotel facilities.
• Sequestered chef uses kitchen facilities at HQ to prepare meals.
Snacks provided at hotel.
• Hotel manager sequestered at hotel.
80
COVID-19 Operational Approach
Sequestration strategy - Training:
• New hire and continuing system operator training has not stopped.
• First week of work at home implementation coincided with the last week
of the 1st of 2 rounds of OJT where trainees shadow mentors in the
OCR. OJT effort terminated early and adjusted to remote delivery.
• Adjusted classes to deliver via remote Skype sessions for most
classroom sessions.
• Training simulator exercise normally performed from consoles in
backup control room took some time to adjust and different tools to
implement remotely.
81
COVID-19 Operational Approach
Training efforts re-prioritized to focus on graduating trainees:
• System operator trainees reassigned mentors from pool of system
operators not sequestered on-site.
• Fast tracked effort to convert second cycle of trainee OJT effort to virtual
implementation. Includes mentor verification of supporting task
performance using remote simulator access.
• Virtual verification of trainee Reliability Related Task (RRT)
implementation began.
82
COVID-19 Operational Approach
Sequestration strategy – Access Control:
• On-site sequestered workers self administer temperature screening at
the beginning (upon entering facility) and at the end of each daily shift.
Health and travel questions are also answered daily. Results are
recorded and any positive results are immediately reported to direct
supervisor.
• At-home sequestered workers self administer and record health
screening twice per day and report any positive results immediately to
direct supervisor to allow planning for an alternate individual to fill shift.
83
COVID-19 Operational Approach
Sequestration strategy – Access Control:
• Failed screening results in individual immediately changing status from
sequestered to work from home until 14 days elapse with no symptoms
before allowing to go back onto one of the waves.
• Areas where individual with failed screening was present will be sanitized
immediately.
• Each new wave becoming sequestered on-site are given an antibody test
administered at a local clinic. Anyone testing positive for the active
antibody is required to immediately report this to their supervisor and
sent home/doctor. Alternate workers will be brought in as replacement.
84
COVID-19 Operational Approach
Sequestration strategy - Daily Life Assistance For
On-Site and At-Home Sequestered
Workers/Households:
• All-employee volunteer group provides daily life
assistance for workers/households to minimize
potential exposure risk.
• Services include grocery and medical supply delivery,
pet care, etc.
85
COVID-19 Operational Approach
Engagement Opportunities for On-Site Sequestered
Workers:
• Fitness center at hotel (treadmills, stationary
bicycles, limited weights, pool)
• Entertainment options at hotel include cable TVs and
internet access, cards
• Portable basketball hoop brought in OCR/SCC arena
• Walking trail at Novi Headquarters complex
86
COVID-19 Operational Approach
On-site Sequestration challenges From Waves 1 & 2:
• Generally minimal issues
o Used all volunteers for sequestration
o Families used to rotating shift nature of work
o Communication facilities available for frequent interaction
o Most individuals taking advantage of fitness center/walking
trails
• Some night shift workers experienced sleep difficulty due to room
location and road noise during the day. Easily remedied by relocating
rooms.
87
Our Next Meeting: ITC Midwest True Up WebinarThursday, July 161:00 p.m. CDT
90
Thank You for Attending
• We appreciate your time and effort to participate in today’s Partners in Business meeting
• For copies of today’s ITC presentations please visit our web-site at: www.itc-holdings.com,click on ITC Midwest, click on Partners in Business, click on Meeting and Events or MISO OASIS Website: www.oasis.oati.com/ITCM/index.html
• We appreciate your feedback on our meetings, so we can continue to bring you value
Mike Dabney Keith [email protected] [email protected]
www.itc-holdings.com
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Have A Great Summer and Stay Safe!
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