Okay, welcome everybody. This is the Fedora Atomic Coast Documentation Workshop. We are here to do some things to, we are here to add to the Fedora Atomic Coast Documentation, which needs a lot of adding to, because there's barely anything there right now. So, here's what we're going to be actually doing during our two and a quarter hours here. I'll talk a little bit about the new docs repo in-site, and then Tristan is going to give people a crash course in ASCII Doc and ASCII Binder, and then I'll show you briefly building the docs for anybody who wants to actually build the docs to test, and then we are going to write some documentation, and then we will have some fabulous prizes, and we will sync up about the documentation that people have written, so pretty straightforward. So, one of the things that Tristan and I created about six months ago, was it six months ago or so? Yeah. It's this Atomic Host Docs repo, because previously, and here we can actually see, here's the Atomic Host Docs repo, because previously all of our documentation has been on the projectatomic.io webpage, which uses middleman, a static site builder, and that sort of thing. This is not a documentation tool, and it's really shown. It's hard to organize and maintain. It's very difficult to navigate. Not a very good thing. So, we wanted to actually move the docs to an actual documentation tool, and separate them from the public website, also so that we can actually produce documentation in another format, so like a PDF and maybe a help file and something else. So, this is what we're doing at Atomic Host Docs. That is, by the way, github.com, projectatomicatomichostdocs. Please go ahead and clone that, and if you cloned it yesterday or something, please do a get pull, because I just discovered a bug in the topic map this morning and fixed it. So, go ahead and clone that. Preferably, if you're planning on contributing, go ahead and create a fork on GitHub, so that you can later on submit a pull request. So, here are the things that are different about our new docs repo. So, this is going to be published to docs.projectatomic.io. It'll be built with ASCII Binder. ASCII Binder is a new-ish documentation format. The important thing about ASCII Binder for us is that it's used by other Red Hat projects, most notably OpenShift, and so it allows us to combine efforts with documentation people on other projects that we interact with anyway. As a matter of fact, particularly, well, you'll see in a minute on CICD and that sort of thing. It's going to be hosted on OpenShift Online as a site there. And right now, what we're working on today is what we call the administrator guide. It's all about how to administer an atomic host system. At some point down the line, we also want to create a developer guide, but we don't have a specific timeline for that. So, one of the other things that we plan to do with the new docs repo that is not quite together yet because there's some tooling issues we're still working on is to do continuous integration, continuous documentation. As in, even more than code, it makes a lot of sense that documentation publishing for an open-source project should just be mostly automated and happen continuously. So, the idea is in the future for the atomic host documentation, what happens is you submit a pull request to our GitHub repo, the pull request gets sent off to Jenkins. And this is one of the areas where we're missing tooling because the ASCII binder testing tool is not finished working on that. But it gets submitted to Jenkins. If it passes, then we go ahead and send a message to an OpenShift build system. OpenShift build system will then create an image containing the static version of the docs based on building the ASCII binder that will get shipped off to OpenShift's online pro account and will become the new version of the docs. The idea being that all that needs to happen is for somebody to approve the pull request and then everything else is automatic. Anybody else want the container? So, in addition to making it easier for us to produce the documentation, the other idea is that this is a good way to introduce people to a very lightweight form of continuous integration compared to what we're going to be using to produce atomic host itself, which will be much more complicated. That was not supposed to be a slide. So, given that those are our plans and this stuff, the new site and everything, we're looking to have this up somewhere in the middle of October. Like I said, not quite ready yet because of some tooling stuff. But I'm collaborating, we're collaborating with the OpenShift documentation folks who are building the same exact tool chain. So, we'll have one tool chain that will work for both. Let's talk a little bit about the formatting for the docs and mainly the ASCII doc format. So, do you need to plug in or because I can also just flip to one of the documents? Do you need more than that? Yeah? Okay. Okay, got any team either? So, ASCII doc is a plain text writing format. Not really like markdown, few syntax differences are there, but it's just like plain text. So, ASCII doc, what it does, it converts that ASCII doc text files to HTML or you can create a doc book from it. So, ASCII doc is the tool for converting ASCII doc to HTML. And ASCII binder is a system build that helps to maintain these docs. So, this is basically for maintaining and contribute for the easier purpose for contributing to doc. So, but the main tools are ASCII doc and ASCII doctor. So, we are using three of this for the atomic host doc. And I'm going to show you how we use it. We have on the main repo, we have distro map YAML file, which has this kind of format, means the name of your host, I mean the title, and the site URL where you are trying to host your doc, this kind of thing, and the branch where you are building Git branch, this is where I'm building the doc. So, we are also aiming for Fedora and Centric atomic doc. So, that is why I have currently commented this out because there is no such scope right now. We are just focusing on the project atomic doc right now. So, this, you will be able to show this, I mean, see this when you build the doc, just let me show you. So, after you build this doc, it looks like this. So, let me zoom it. So, if you look at the distro map, you see the title of the product is atomic host, that is the name. So, when you build the doc, you just replace the build system, just replace the product title with atomic host. And wherever you need this product title, you just, I mean, it looks like a ginger template, you have the double second bracket, and under there you put the product title, wherever you want to write your product title, you just write that thing in your doc. So, distro map is just for that thing. And the next one is topic map YAML file, which means this is the main file where you write all the directories and file names, that is, which is, which the AxiBinder is going to build. So, let me show you an example. So, here the topic is cluster setup. So, if you look at this build, you have the cluster setup here, and when you click on it, you get all these sub-topics, which means you have the sub-topics here, Vagrant, OpenShift Origin, Kubernetes, and others. So, I think you can connect the dots right now. And so, basically it is, you have the name of the topic and the directory. So, if you look at the file, here is the directory cluster setup. And if I do LS, you will see the directories, again, Vagrant, Kubernetes, OpenShift Origin. And let me browse the Vagrant directory. And you have the multi-node and single-node doc. So, here is the multi-node and single-node doc file and the topic of the file. So, after you build the doc, it looks like this, Vagrant. And under the Vagrant topic, you see the sub-topics, single-node, multi-node. So, I have, so currently we have, currently we have an outline to achieve this documentation right now for the project atomic host documentation. And I have built the topic for all these files and directories in topic map.yml and created doc for it. So, what do you need to do just now? I hear, you do not need to, I mean, care about this file right now unless you see any error during the build. And just, you need to go ahead and choose a file. So, if you want to write a doc on introduction, so let me suppose, introduction goals of atomic. You just go to the directory introduction and write the goals file, because the doc is already built. You just need to put the content there and we are done. That is how, any questions on the ASCII binder or how it works? So, there is already, I think, few doc build. Like, if you look at the contribution guide, it has the syntax like how to write the ASCII doc. So, suppose you want to create link, you need to follow this syntax. And this is the code block. Suppose you want to add some code block. This is the syntax. You just need to put four dots at the start and end. And this is kind of subtopics and topics. So, when you go on putting this equal sign, it creates subtopics under the topic. And this is for bullet sign, which is like markdown and same of a code block. So, if you look at here, I have added product title here. So, when I am going to build the doc, the product title is going to replace by the name. I have put it atomic host in distro map eml file. So, this is why I think I like ASCII doc much than markdown. So, this is how we, this is the syntax. And there is a, I think, link for the ASCII doc syntax as well. I think this is the link. I mean ASCII doctor. Here it is. I think this is the link, right? For the syntax. Yeah. Yeah. So, if you are stuck with syntax, you can just look into this URL and look for the syntax. Also, the contribution guide gives you an example of a lot of the likely stuff that you would need to use. There are examples there of a lead of sub headers, of code blocks, links, and there is an image. So, if you use that as sort of your example of how to do the elements of syntax, that will work well. Although, the emphasis here, by the way, is getting the content out. Because ultimately, if you get the content down on a page, we can get somebody else to fix up the syntax. So, the most important thing is to actually kind of get the content transposed over. Okay. Right. Are we ready for the rest of the stuff? Yeah. Okay. Plug back in. Oh, come on. There we go. Okay. So, now, again, like I said, you can actually do this workshop and that sort of thing and just write stuff in your text editor and not actually run it through ASCII Binder to check it out. But in case you do, there's two ways to install ASCII Binder. One is natively. That is, if you're okay with, you can install the package for ASCII Doctor followed by the, well, and I'll show you in a minute how to do that. And so, natively, the past package for ASCII Doctor followed by the Ruby gem for ASCII Binder.  So, I actually run ASCII Binder inside a container. The, now that contribution guide that we just showed you actually has instructions for both kinds of installs. The, for those of you who, I did the container, like particularly if you copied the container from the USB key, let me go ahead and show you how to use that. So, the first thing you would actually need to do is go ahead and load this. That was a Docker export for the container. So you would do Docker load ASCII Binder image and that would put that in your image repository. Then you switch to the repository path. And then the rest of the commands, you treat that as sort of a binary to run ASCII Binder. But you need to bind in your repo directory. So that's the command line from the contribution guide. This is actually just doing it in preview mode. So I just send the ASCII Binder command. That'll go ahead and run.  The, keep in mind, because ASCII Binder works with Git branches, it will actually do the, it will actually do a check-in on Git, which means you'll get Git messages, which means if you have unsafe changes, you can get, it may stash them. But, so once that's built, then you can actually browse it to see how it worked. So, for example, so, wait, no, that's not what I wanted. So the preview will be under this underscore preview directory. Don't worry, the git ignore that we ship as part of the repo already says don't check that in. If you go into the preview directory, we have a whole directory tree that includes everything out in HTML format. And so here's that contribution guide in there. And you can see the navigation for all of the documentation. So this is what we're trying to produce. So, oh, and the other thing about this contribution guide is if you want to do the native install, the native install documentation is there. So, I mean, you can read the ADOC source file directly. It's pretty readable. It's there. So, so now it is time for us to write some documentation. And here's the way that this is going to work. We have a set of issues that have been created on the Atomic Host Docs repo. These issues are tagged with flock. These are all missing documents that need to be added to the documentation. The issue has been named after the tree location in there. So this using OS tree, OS tree compose, if you actually, that's looking for right here in the tree. So that should match the tree location. That's missing an intermediate layer there. But that should match the tree location, which also matches the directory tree. So if you go to using OS tree right here, and then you will have a document called OS tree compose that is empty. Now, one of the questions is, you know, how am I going to write this? Well, in the case of a lot of documentation, including pretty much everything that you're likely to work on today, our team in VFAD went through and hunted for existing online resources and stuff we had in the documentation, which already supplied, had in some other format, most of, you know, some or all of the information we wanted to have in the doc. So like here for OS tree compose and that sort of thing, there's some blog posts and a bit in the attic, and I'll show you the attic in just a minute, that already have some documentation about OS tree compose. And so what we really need you to do is to take that other information, copy out the portions that are appropriate to the document that you're working on, you know, integrate them together and fix the formatting so that we have a document there. The, so in terms of the attic, so that's actually part of the atomic host docs. So we have a bunch of material that we got from elsewhere. One of the biggest ones is the rel atomic guide. And we've copied these over here for convenience. So these are all the documents from the rel atomic guide. They are already in ASCII.format. However, you know, structurally, they don't match the contents as we want them a lot of the individual content, both because it refers to rel and because it takes a different approach towards, you know, how to do things needs to be edited.  But so this is where the attic is, if you see in the issue that something refers to a document in the attic. And so that'll be in the get clone that you did. So now let's do some opportunistic locking here. You know, let's get this. So in order to prevent conflicts, when you choose a document, it would come up and just write in a abbreviated form in the name of the document here and put your name on it. I can claim them in GitHub, but you'd have to obsessively refresh, though. Oh, assign them to yourself. The problem is that it won't prevent somebody else from, from how, GitHub is opportunistic about conflicts. If you assign it to yourself, and I assign it to myself, whoever gets in last is going to end up with it assigned, but you won't necessarily see that. So, and there are all issues on GitHub. Yeah. Okay. If you want to do that. Yeah. Okay. Oh, okay. Okay. Well, we can, we can try that. And we can see if people claiming them GitHub works. So just to reinforce that, though, speak up and say what you're taking. Since we are all here in this room, and it can be synchronous. And so the idea is you'll work on that document. We have, what time is it now? Quite a while. It's 10, 10 right now. So work on that document until, we'll be working on documents until 1115 or until you get done with a particular document, if that's sooner than that. Then I want you to partner up with somebody else and that person will review your document. And then we'll do that for 15 minutes. And, you know, and then we'll finish a little bit early for lunch. It's a long time to sit in the room. So one last thing before we get started writing. Of course, because this is one of my, because I'm here for this workshop, we have prizes, fabulous prizes. So I think we need to do some, some prizes for stuff. People have seen me wearing this Project Atomic Fleece. I ordered a few of these. So whoever does the most or the longest document today will get a fleece. And then if somebody decides to take on writing an original document, rather than one that's copied and pasted from somewhere else, one of the ones that we just really have no resource for, we'll go ahead and give them a bottle of Atomic Hot Sauce, which, you know, you need here in Cape Cod because the food's pretty bland. And then, actually, do we have anybody in the room who is not a Red Hat employee? Awesome. You're going to get residency. You're going to get all the swag because if you, if you finish it, if you get most of the way through a doc at all, we will give you the outside contributor hat. We want you to feel valued. So we're going to load you down with swag. Okay. So go ahead and get started. And we're here to help. Sean is here to help in terms of helping writing docs. And let's get some of this documentation knocked out. Yeah, sure. Anyone who doesn't want to use container or set up locally, here she can use the playbook here. Just run the playbook. Just make sure you have Ansible installed and Ansible playbook set up YML file. Just run this playbook. It's written in the contribution guide. You can read the contribution guide if you have doubt. So there is a Vagrant doc which has the header. So if you're going to add doc, you can, this is the template where you can add this kind of header in your doc. So this is the product author, product version, product title that we have in distro map YML. So this is the header you need to add in each doc. Product title in the distro map, which in this case is going to be atomic. The problem is you're already there, but I had the whole team listed as having right permission instead of admin permission. So I've just fixed that. Well, your browsing history should go with something else.  And that's science. You can blame him for that. So that one. So it's at the top level, but the top level was like, like that was the sub padding, right? It should have been using OS trees. No, just using OS tree slash updates. The browsing history should be using OS tree examining your system browsing history, except that those docs are already populated. So okay, I'm actually to update those. I actually need to update those. Like performing updates. Is that what that means? He already opened a pull request for that one. Yeah. But in his pull request, I'm gonna ask him to look some more stuff. Okay. All right. For the sake of this one. Isn't that what that tells you right above this scroll up? Oh, okay. Yeah. Yeah. But just over determining. Okay, cool. So can we add more clarity performing updates? Is that what we mean? Yeah. Like doing a RPMO tree upgrade? Yes. Okay, got you. All right. Yeah. The earlier the original title see using OS tree section to docker. I don't know what what they Yeah. So can we add it just make it performing updates? Well, that's not that's not the header on the TOC. So just put this is about the directory structure is wrong. Yeah. The directory structure matches the outline, which is is wrong. What? No, I'm looking at the directory structure of the docs repository, which is wrong because the outline was wrong. And again, it's because it is indenting thing. And the problem with relying on indenting is that because GitHub uses markdown, it's smart about markdown. So sometimes it fixes your indenting. And GitHub markdown doesn't actually support indented lists. So it'll mess them up. And we've had this problem a number of times. So basically, this is this is the OS tree documentation. This doc right here OS tree mutation that's supposed to be directory, not a document. Yeah. That's a directory covering overrides package layering and live FS. Yeah. So the admin and lock should actually go in this overrides documentation. The overrides page for overrides, there should be. Is there not? Okay, in that case, well, I actually wanted separate issues for each of those docs. I've been here. Yes, he's got one here for, wait, there's one for live FS. What's missing is the override stock. So actually, let me just rename this one overrides because that's what we really want there. I need to shrink this because I can't I can't operate scrolling around. I'm not going to fix the directory structure because I would just mess things up further. Oh, merchant changes person. Well, we're about to do the review segment in about five minutes. So yeah. Yeah, we don't have one right now. And that wouldn't necessarily be a bad idea. I just I'd actually have to look at hold on. All right. Okay. Well, thank you very much folks.


12 noon. It's Sigtek, Hawaii. It's energy 808, the cutting edge. It's Peter Rossig, the spokesman for Hawaiian Electric. Hi, Peter. Thank you for joining us today. Pleasure to see you, Jay. Good to be here. Lots of stuff going on. Let's talk about the Loa United Way first. Hawaiian Electric gave a substantial donation to a Loa United Way. What was that about? Well, we know that there are a lot of our customers who are hurting. We know that because they're unable to pay their utility bills, either their electric bill or their water bill or their gas bill. These are our long-term customers. These are our friends and neighbors. We've been looking for a variety of things to do, but one of the best things we thought was to give some direct money to people who could use it to get started repaying whatever they owe. We made a donation of $2 million. I should say it was the shareholders. This money came out of money that would have been paid to shareholders as dividends. We gave $2 million. We asked the Loa United Way to manage things because we didn't want to be in a situation of saying, you get it, you don't get it, and so forth. They managed that. They took applications and I think we were surprised, pleasantly and unpleasantly surprised, that the whole $2 million was spoken for within about two days. People heard about it. People signed up for it. Clearly, there's a need for this. The fund continues and people are contributing. People contribute individually. We're talking to some other customers about getting them to other companies, I should say. We're talking to them about making a donation and I think we'll see some more money going into that fund. Clearly, there is a real hurt out there as I think we all know from some of the food lines and the unemployment and so forth. Everybody's got to do what they can do and this was what we could do and we'll hope to look for other ways to do that. We know right now there are no disconnections and that continues at least through the end of March. We're not quite sure whether the commission will extend it or not, but we're not interested in disconnected people. We're not going to, when that disconnection ends, we're not the disconnection moratorium. We're not going to rush out and start doing disconnections. We want people to work with us, get online and you'll find a variety of different payment schedules. Are they doing that? Because I can imagine just in the human condition some people would say, I don't have to pay my electric bill so I won't, even though I could. Well, I don't. I think in Hawaii generally, we believe when we talk to other utilities, we have a very high rate of payment. We obviously do get people who bunk out on their bills, especially if they're going to move away or something the last few months, whatever. But in general, we have people in Hawaii have a high sense of paying what they owe. We now have a lot of people who can't do that. I'm sure there are some people who are just figuring, well, if I'm not going to be disconnected, why should I bother paying? And there are many other people who are making a decision every day, food on the table, rent, medicine, and if they have to put off their utility bills, so be it. We are hoping that they will contact us. No shame. No shame to ask. We've made very, tried a big campaign about no shame to ask. And we'll work out a payment plan, even if it's a little bit, even if it stretches out over a year or longer. Who knows? We don't really know the state of the economy. I think we get information about the nature of the COVID. Although it's very interesting, civil beats said they weren't going to carry the reports anymore because it wasn't reliable. That's very interesting. You get these press conferences and you get statements on the national level, but as for the economy itself, metrics, reliable metrics that you can use as planning points, it's hard to find them. And my own theory is that we have yet to reach a tipping point. We don't know what's going to happen with the economy, either in the country or the state. There's been so much damage and permanent closing. And I don't think you know either. So here you are in a situation where you're not able to collect your regular payments, or some of them, maybe many of them. And you still have to do business and generate the electricity and pay your bills. And you don't know when it's coming back or when it comes back, whether it's going to be robust or not. And so it's just looking at it from the outside. You must be taking a loss. And the duration of the loss is indeterminate, pretty much. We can say the fall, but I wouldn't have all that much confidence. Even the White House doesn't have that much confidence in the fall. So the question is, how do you make up for this?  How do you make up for it? Well, as you know, Jay, a loss is something on the books. We have people that are 30 days behind, 60 days behind, 90 days behind on their payments. And those go to the bottom line as a theoretical asset that eventually we expect some or all of which will be paid. I got to say, considering we are a quasi-public, well, we're a public utility with, in some ways, heavily regulated, but I don't think people need at this stage to worry about Hawaiian Electric going out of business. In fact, we're surprisingly, we're surprising ourselves, I think, that we are not doing worse. We're not, as a company, we will get through. And I don't think you have to worry about us closing up someday like the little mom and pop restaurant on the corner or that kind of thing. That's not the kind of company we are. For sure, there's a huge amount of uncertainty. And I agree with you.  And sometimes the federal government will come out six months later and say, well, we have to correct the figures from six months ago, because we have new data. And I'm sure, as you are, I think that the actual death toll is probably higher. We've seen that just the number of deaths, not counting the COVID deaths, is higher than it would have been in the normal year. And we know there are probably more people getting sick, some of whom are not coming forward. We're used to this kind of, I think, I call it kind of fake science, but I mean, we're used to this impression that we know what's happening all around us all the time. We don't. We just have a pretty good idea. And that's what we're planning for, a pretty good idea of what we think is going to happen. Things change. We, as I said, the commission may or may not decide to extend that moratorium on disconnections. So we don't know, we don't know either what is actually happening or what's going to happen. All we can do is plan for what we can plan for the best way we can. And our major concern now, as I said, is not putting anybody in the situation where they need to be disconnected. It seems to me that when you have a crisis like this, an ongoing crisis, I'm talking about a mom and pop, and I'm talking about a big utility, all the same. It wakes you up. It alerts you. And all of a sudden, you know, your sensors about what's going on in the world are activated more than they were before because you know you have to make plans. You know it's dynamic. It's changing. What you know today may not be what, you know, what happens tomorrow and so forth. And it seems to me that the inquiry into the circumstances of our community is sharper. Am I right? It's sharper than it would normally be simply because you don't know.  Absolutely. I think, you know, we are so kind of used to the day and day after we forget kind of how vulnerable this whole structure we have, you know, that we've built on can be. And, you know, we're certainly learning every day. One of the things that's come out of this crisis of our customers, excuse me, is that we have formed what we call an LMI advisory council. We have an advisory council, one on each island, of people who are in the business of dealing with low and middle income people. And because we know though, I mean they're the ones that are primarily not being able to make their bills. A lot of people are doing pretty well and they're handling their bills just fine. I think the inequality split in our community has become even more extreme and even more invisible than ever before. So we didn't know, you know, we didn't have a lot of experience. We knew what it was. You know, typically X number of people are 30 days late, X number of people are 60. We don't really know, have a very good vision of that. So Vice President Shelley Kimora and people working with her formed these LMI councils, advisory councils. And they're telling us what's going on, helping to tell us. They're helping to tell us what works and what doesn't work, what's needed and what isn't needed. And a year ago, a year and a half ago, you know, we were kind of blissfully ignorant of a lot of that because we had no real reason. Now we've got to really pay attention because we don't want anybody in a situation where they default because we didn't do all we could to help them. So yeah, we're in a whole new world. There's no question of that. Disconnected in any way with the article in the paper about the, I don't recall, reorganization, but the restatement of roles where Scott's view is taking over in some way. What happened there and is it connected? It's not really connected because it's something, this is kind of the culmination of something that's been going on since Alan Oshima was president maybe even a little earlier. We've been trying to make our company more efficient. And you'll remember back when the PUC did the audit and came out and said, you've got to make this organization more efficient. You've got to kind of tighten your belt. And this was before COVID. If anything, COVID has made it more important. But we've been coming this way for a long time. We call it the one company process. And so we used to have three presidents. We had a president of Hawaii Electric. We had a president of Mallory Electric. And we had a president of Hawaii Island of Hawaii Electric Light Company. And when Jake Nassio retired a few years ago, a very good guy who we all still miss, the two neighbor islands were combined under one president. And that was Sharon Suzuki who was originally the Mallory president. And now that she's retiring, we're kind of completing the process. Everybody is going to be part of one Hawaiian Electric. We don't, you know, obviously, we don't, we recognize Mallory and Hawaii Island are different places. But we're talking about one company, all called Hawaiian Electric. And we're, we are trying in everywhere we can. For example, just, just as, you know, in my department, we have the public relations and communications and community department, all of those which had been separate in each island are coming together under one director. And we'll have people on Mallory and we'll have people on Hawaii Island, but we'll be working as a team. And the same thing goes even for things like running the plants, even though some plants are on Hawaii Island, some plants are on Mallory, one person will be responsible, not necessarily on a walkway, I might add. For example, the guy that runs our entire fleet for all three islands is located in Hilo. And he runs the fleet for everybody, which is something you can do with, with electronics now and with media. Sure, it sounds very sensible to me. Well, it's not only sensible, it's inevitable. The PUC told us we had to do it. We knew we had to do it. And, you know, we can argue about whether this, we should save a buck here or a buck there, but we can't continue to operate the way we operated before. We're still growing the company because we still have demands on us and we still have, you know, work we have to do, but we've got to just be very much smarter. Now, you know, before people were hired kind of, you know, I don't want to say willy-nilly, but I would say, you know, a lot of different people have the ability to authorize a hiring. Now everything, all three companies, all three islands, all five islands actually, County Molokai and La Natia, you know, if there's going to be a hiring, if somebody retires or resigns, it goes up to the committee and one central committee says, you know, need this person, find somebody else to do it, or we will hire somebody. And it's all being very carefully monitored. We're not going to, we're not going to leave, you know, vital positions empty, but we're not going to just kind of automatically say, well, we had somebody doing that before, we'll have somebody doing it again. We'll say, what were they doing? Who can do it? Can we get somebody, you know, and there again, there's somebody, one of the people on Maui Island is really the kind of financial director for, you know, for across the islands. No reason has to be on Oahu. I think that's important. I know neighbor island people can get a little sensitive, but I think rightfully sensitive. Oh yeah, Oahu is going to make all the decisions, but that's not the case. We have people on Maui and we have people on Hawaii Island who are making decisions and exercising leadership for the whole company. Obviously, you know, the big dog is here on Oahu, no question about that, but there are plenty of good people and plenty of people who can make decisions across all companies across all islands. I think that's great Peter. It's the future. It's inevitable, I think, but we're, and again, COVID has certainly accelerated that or put us in a position where, you know, we do have to watch every penny very carefully because we don't want to be in a situation where, you know, we can't get what we need to have custom, we need to have people willing to buy our stock so that we can get the money to do the repairs and do the additions. We have to have a good stock showing. We have to pay a good dividend and fortunately we have people at HCI who manage that, but we can't let the company somehow slide because we're, oh well, it's COVID. Are you doing more Zoom management across the islands? Are you spending more time on Zoom? Absolutely, but again, it was something that started before COVID because we were doing this one company thing. We already had a good deal of telecommunications going on, meetings that were happening on your Webex or whatever we would use it. The difference is now for, since about last March, just about half of our employees are at home. So whereas before, you might go into a big conference room and, you know, 20 people would sit in a conference room in Oahu and five people would sit in a conference room on Maori and five people would sit in the conference room on the big island. Now we're all coming together from our various homes and almost no one goes into the office except, you know, to pick up the mail and sign some, sign some paychecks, I hope. So, you know, the, what we started, and fortunately we didn't have to start from scratch, but what started as telemeetings of groups of people in the offices on each island have now become telemeetings and Zoom and Webex and so forth. I mean, I just, I've had two, before I had the pleasure of talking to you, I was on two other Zoom meetings, Webex meetings this morning, Monday morning, everybody's trying to figure out what we got to do this week and we've got to make plans for the next month and so forth. So these things are likely to continue after we get out of the woods on COVID. Absolutely. Because they're more efficient. They're efficient that, you know, they're not 100% pleasant.  But on the other hand, we're, you know, we look at each other and we see each other and there are more and more ways to interact. I don't think whatever happens, I don't think everybody's going to go back to work in an office one day. I don't want to, frankly, I don't want to go back to that cubicle. I'm very happy working from home. I think I'm efficient. I get it done. And, you know, just between the two of us, while I'm waiting for somebody to give me what I need, if I'm in the office, I've got to be busy and, you know, if I'm at home and I give somebody a document and say, well, you edit this for me, and they'll say, yeah, I'll get back to you in an hour. Well, I can do something else.  And I don't think we're going to all go back to work one day. And it's a better life. And it's also, you know, more efficient, obviously, for business. Let me go to a big news event I want to ask you about. And that is, you know, we had this storm, which was somewhat predictable, maybe somewhat not predictable, in Texas. And we've had, you know, crises, well, an electrical generation crisis, grid crises in Texas and also in California. And do you understand, from the utility point of view, what has happened in Texas, that they should have this crisis? Well, I think I understand part of it. And that is, like Hawaii, Texas has their entire grid system contained within their state. And we have no choice.  So we're not connected to any other utility. We're all within the state. But they made a choice. And they made a choice to keep virtually all of, I think, about 90% of all the circuits, all the grids in Texas are contained within the state. So there is no interstate commerce. They don't have to deal with the federal government.   And unfortunately, they also completely deregulated to the point that there is no virtually no control over companies, what they charge and so forth. Meanwhile, they have Texas is where the Wheeler doctrine was, was organized. Remember that one? Yeah, so there, there are companies that can sell directly to customers and ignore the grid or use the grid and pay something for it. Meanwhile, they have a energy, you know, they have an energy economy, but a lot of that is exported out of the state. So they send natural gas out of the state with no controls, no way of saying, you got to take care of our whole our of our Texas customers first. So the result is, and they had 10 years ago, they had a not quite so severe, but they had a severe cold snap and they had a lot of outages and a lot of problems. And the, the federal government and people within Texas said, you know, we've got to put some heaters on these natural gas pipelines, because they freeze up. And Texas ignored it. They didn't do that. And now today, they're suffering the consequences of that here in Hawaii. You know, if we have a we have our share of natural disasters here, as you know, we have hurricanes, we have earthquakes, we have tsunami. But when we have an experience, we get right in there and say, what happened? And how can we fix it? So the next time, it's not so severe. So, you know, a couple of years ago, well, 2014, actually, Hurricane Izel came along, wiped out about half the the electricity service on Hawaii Island. And first of all, we got it back much more quickly than anybody could imagine, because we've been preparing for it, we've been training for it. And secondly, we learned a lot. And now one of the things we talk about all the time, we talk about renewable energy, of course, we talk about reliability, but we also talk about resilience. And resilience means that you've got a tougher, stronger grid. And it's able to withstand these increasingly wet storms, increasingly windy weather, these hurricanes we're getting. And when it's, and if the power does go down, and it will go down, we're able to recover it more quickly. So we've made resilience a watchword. Texas doesn't seem to have been concerned about that.  The economy's totally disrupted. People are living in homes where they, you know, that are in shambles. It's a tragedy. It's a human tragedy, first and foremost. I talk about, you know, the benefits of having an interconnected grid. I can't help but remember the day, and it was what, 10 or 15 years ago, when we were all talking about interconnecting the island. And one of the, I mean, there were various elements pro and con about that, as we know. But one of the elements to me is that an interconnection among the islands of Hawaii would make the state in general more resilient. Am I right? Well, it could offer some opportunities for sure. You know, there's a lot of renewable energy on the neighbor islands, but there's not a lot of demand for it. Hawaii Island probably has more geothermal resources. But and Maui may even have some geothermal resources. It's obviously easier to locate a wind farm on Hawaii Island than Maui Island that it is here on Oahu. So yeah, there is definitely a potential. The problem was and is that it's very expensive to interconnect islands across very, very windy and stormy and violent straits as we have between the islands here.  And the Northeast, you'll remember a few years ago, a small problem that caused an outage. The outage turned into a domino and the entire Northeast 50 million people, I think I forget the numbers, were out without power. So that's the downside of interconnection. No question. It's not purely one thing or the other. But in general, across the continental United States, people have seen the value of interconnection because if you have enough, if you don't have enough power one day, by interconnections, you can bring power from other states. And if you have too much power for whatever reason, you can sell to other states and you can support, you know, people can plan their, for example, they can plan their maintenance knowing that even though a major power plant on their on their grid is going to be down, they have a resource that can replace that. So that overall there are certainly more advantages to an interconnection. But Texas was, you know, Texas first of all thought they were big enough that they were, and you know, there are a lot of, that's a fairly large grid, but they may, mainly they didn't want to have the federal government telling them what they had to do. And the problem is that, you know, this teaches us Texas, I hope teaches us something.  And I remember him saying, it grills into my head, I remember him saying, hey, you know, we put this grid together 20, 30 years ago, and we have really not updated it in the Northeast. And you have to update your infrastructure with the latest technology, and make sure that it works against the latest threats. And if you don't do that, you get Texas. So I think it's a lesson to everyone about infrastructure is inherent in sustainability and resilience. Right, absolutely. And I think, you know, there's another one other aspect I should mention in Texas, they chiefly have problems with generation. Their small number of their wind turbines were not we're out of service, not a big, you know, wind turbines in the winter don't generate that much anyway. So, but mostly natural gas was frozen in the pipelines and they couldn't generate the electricity. And, you know, the storm certainly affected the grid to a certain extent, but the wires were not their main problem here in Hawaii, our generation is pretty solid. We built our power plants in such a way that they're, by and large, they do a good job. But we have winds, we have storms, and we have, you know, as fast as we can upgrade the wires, we still are, you know, have a way to go. And there's no way you can completely upgrade to prevent any kind of a storm that's going to come along. So here in Hawaii, when we have problems, it tends to be problems of distribution, getting the electricity from the generation out to the customer.  We couldn't, you know, we don't do that, we couldn't do that, because our system is pretty tightly regulated. And we don't, we can't just make a profit, you know, willy-nilly, we have to take into account the customer. But they, you know, they took that away in, this goes back, I think, in Texas to the Enron days, you know, they opened up the system and they didn't regulate it. And the result now is, amazingly, if you didn't lose power in Texas, you're going to get a $17,000 bill. Yeah, I saw that in the newspaper, yeah.  That's not, that's humane. It reminds me of this guy who had COVID and he really had a bad case of COVID and he was in the hospital for X number of weeks and he gets a bill from the hospital for $4 million. That can make you sick well over again. Well, we certainly tap your will to live, I'll tell you that. Yeah, I mean, that's just, that's just crazy. So anyway, Texas, let's hope for the people who live in Texas, you know, for the everyday people, not the hotshot politicians and not the energy kingpins, but the everyday people who go to work and try to make a life. Let's hope that things get fixed for them so that the next time this happens, which it will, guaranteed that they don't, they're better prepared and they don't suffer so much. They've got to learn and the country has to learn. You know, there are, I'm sure there are other, you know, such incidents waiting to happen, but we have a few minutes left Peter, and I want to talk about RPS. Okay. You got some numbers on RPS, which is what is it? The renewable energy used by customers as a percentage of total utility sales. Right. You're pretty good right now and you made a report about it. I guess it was a press release. Can you talk about that, about how well we're doing on RPS? Sure. You know, the state has an RPS renewable energy mandate and requirement that we, by the end of 2020, the end of last year, we needed to reach 30%. And when we finally added up the numbers we found we reached 35%, which is pretty amazing when you think about it. I mean, that's really, we were a little surprised ourselves, even without COVID, had there been no, had there been no COVID, which resulted in some decline of energy use, we would have been a 32%. So we beat the mandate, we beat the requirement and we're very, very proud of that. We, you know, here on Oahu we're at about 31%, which is quite amazing because Oahu is energy challenged in terms of renewable energy. On Maui they hit 51%, which is the first time anybody, Maui County has gone over 50%. So of all the electricity used by all the customers on Maui Island, over half of that came from renewable sources from wind, from biofuels, and so forth. And then on Hawaii Island, they were at 43%. And that was without Pune Geothermal, no Pune Geothermal till about last November, I think that October, November, they started generating from there again. So even without having their primary renewable resource, their wind and their solar, you know, their biofuels and got them to, to an incredible 43%.  But I gotta say, this is an accomplishment of a lot of people who put solar on their roof. This is an accomplishment of a lot of people who said, I'm going to make a commitment to Hawaii Island, I'm going to build a wind farm, I'm going to build a solar farm, I'm going to come to Hawaii, even though they say it's a bad place to do that.  So as much as it's Hawaiian Electric, which gets to kind of claim, you know, the good news and we're glad to be out there shouting about it, this is really a triumph of a lot, a lot of people. We have something like 80,000 plus people, customers across our five islands, put solar on their roof. That's just incredible. Is this a good time to do that Peter? Yeah, it's a great time. As a matter of fact, you know, we thought, again, going back a year, we were all kind of worried, especially the solar industry. They were worried that, you know, all of a sudden their business would dry up and it would be awful. So, we've gone quite the other way. We had a, in 2020, we had a 55% increase in solar systems accepted on our grids, something like 6,000 plus, because people kind of looked around and the people are going to afford it and who have a single family home and they're spending a lot more time there. And they looked around and they said, this would be a good time to put solar on our roof. And we're doing everything we can to make that go forward. We just launched what we call Quick Connect, which means it's going back to the old days, really, in the old days, 10, 12 years ago, you put a solar system on your roof and then you got around and set an application to Hawaiian Electric. So, you got approval and we knew we needed to know that it's out there and so forth. We had to stop that because it was getting out of hand and, you know, we had a very, very rapid and very dramatic increase. But now we're going back to that. If you meet certain qualifications, and you can put a solar system on your roof, if you're on the kind of a circuit that has capacity, you can go up to 25kW solar system and file your application later. If you're not on a circuit that has a lot of capacity, you can still put on solar up to 100 kilowatts, but you have to turn it on so it doesn't export, doesn't send any power into our system. But you can take care of your own power and you can start, as soon as that system is ready, you can start saving money because your electric bill is going to go down.   But, you know, we say to you, if you can generate power on your roof, and we're going to have other programs if you can't, they can still participate in, if you can generate power on your roof, go for it.  So it's not crazy, just sounds crazy. But we're the only company I know of who will encourage you. First of all, we'll just tell you, you know, get a better refrigerator so you're not using so much of our electricity. Get a better stove, get a better air conditioner. Don't leave your lights on overnight. We're the only company I know that says use less of our products.  But so, you know, it's really a great sign of things when we hit 35% renewable energy. And we have to take stock, you know, as you go forward, there are targets to be made. There are, you know, there are events and dynamics that will happen in COVID or beyond COVID. And I hope that you and I can get together again, Peter, and keep tracking on these same issues. Always glad to talk to you, Jay, you know, you're doing a, as I've said to you before, you know, a long time ago, I sent you a white hat, because I think you're, you're the guy that's doing a lot of good for this community and you and, you know, you're not alone, but you and Civil Beat and the newspaper and the television stations, the only way, especially now that we're kind of locked down and in our homes, you know, we got to still keep track of the general welfare and what's going on in our community. And we all have decisions to make, you know, we don't want to leave these decisions to, you know, whoever to the state or city government, we have to make our own decision. We have to all be part of it. And the only way we can do that is that we know what, what's going on. You are a very big part of that, especially in the energy realm, but in others as well.  Thank you, Peter. Peter Ross, a spokesman for Hawaiian Electric. Thank you so much. Pleasure. Good to see you, Jay. Take care.