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This page is temporarily being used to compile and integrate information on Florida Power and Light from a sustainable perspective. The authors understand Guidelines and that Wikipedia is an Encyclopedia and not a personal space. Therefore information will temporarily be compiled here and, once complete, added to the Florida Power and Light Wikipedia article as appropriate.

Team Task
Choose an organization in Florida that has accomplished something special in the area of environmental protection or restoration. Prepare a 5000 word, 20-page summary of the organization's accomplishments and present your research on the organization.

Company

 * Florida Power and Light

1. Description of the enterprise's history, mision, product or service line, industry, regulatory agencies, size (assets, employees), and leadership (6pp or 1500 words)
Florida Power and Light (FPL) is an electric utility company based in Florida which is one of the largest utilities in the United States (U.S.), holding assets in more than 20 U.S. states. The company was founded in 1925 following a merge of utilities throughout Florida, and has continued corporate acquisitions to boost its growth.

PART 1 OF 2: Strategic Environmental Initiative
Considering the timely and vital formation of the U.S. Climate Action Partnership (“USCAP”), today’s leading organizations are highly encouraged to unite and pool their resources with the government in order to address the grave concerns over global climate change. Organizations that choose to join hands with the USCAP members must share the following six official principles:


 * 1) Account for the global dimensions of climate change;
 * 2) Create incentives for technology innovation;
 * 3) Be environmentally effective;
 * 4) Create economic opportunity and advantage;
 * 5) Be fair to sectors disproportionately impacted; and
 * 6) Reward early action. (USCAP web site, 2007)

In our attempt to validate if USCAP is a bona fide pro-nature and sustainable enterprise development advocacy consortium, we researched and hereby provide the following corroboration:


 * a) While there are hundreds of large organizations that should have already joined the USCAP, only 27 global organizations are members to date. It is not surprising to us that highly profitable organizations such as Exxon-Mobil, Pfizer, and Chevron still behave as if a massive pro-ecological shift in the public opinion relative to conspicuous global climate changes does not exist.  The following non-governmental organizations are official USCAP members:


 * 1) Environmental Defense (a leading national nonprofit organization, represents more than 500,000 members).
 * 2) The National Wildlife Federation (inspires Americans to protect wildlife for our children's future).
 * 3) The Natural Resources Defense Council (a national, non-profit organization of scientists, lawyers and environmental specialists dedicated to protecting public health and the environment).
 * 4) The Nature Conservancy is a leading conservation organization working around the world to protect ecological important lands and waters for nature and people.
 * 5) The Pew Center on Global Climate Change (one of the largest philanthropies and an influential voice in efforts to improve the quality of the environment); and…
 * 6) The World Resource Institute. (USCAP web site, 2007)


 * b) This all boils down to the fact that USCPA “recognizes that the undertaking to address climate change is an enormous one, and should not be underestimated” said Jonathan Lash, President of the World Resources Institute (or “WRI”). “But enacting environmentally effective, economically sustainable and fair climate change law must be a national priority.”  WRI is an independent and non-partisan think-tank that offers advice to policymakers “on climate change technology, business engagement, policy design and international issues.” (WRI web site, 2007)
 * c) Very few wealthy corporations are willing to make the commitment and join USCAP; hence, we are pleasantly surprised to see that FPL Group is an early supporting and official member of the USCAP. According the Fortune magazine (2007 annual raking), FPL Group is the third largest electric utility in the U.S., and it is rare to witness an electric utility or for that matter any other Fortune 250 corporation taking such bold stance.
 * d) According to the McKinsey Quarterly report “When social issues become strategic”, corporations have a social (in this case, environmental) contract that involves three dynamics: a Formal Contract, a Semiformal Contract, and Frontier Expectations. On the one hand, executives who are rushing to beat their quarterly financial goals most often ignore important Frontier Expectations which involve emerging social-political (in this case, environmental) issues that can signal issues the company will be facing in the future.   And on the other hand, when large organizations, such as FPL Group, make a stronger commitment to protect the environment, they also enter into a much deeper social/environmental contract with its direct and indirect stakeholders; and that is a good thing.  An alarming but not surprising fact is that other than FPL Group, only two other utilities (PG&E and Duke Energy) are USCAP members.

The USCAP and its members issued a report that “lays out a blueprint for a mandatory economy-wide, market-driven approach to climate protection.” Furthermore, the modern (i.e., 2007) fundamental pro-sustainability paradigm shift is indeed unfolding before our eyes. FPL Group, Johnson & Johnson and a handful of other wealthy companies can no longer deny that global warming is an issue and retract from the following courageous stance: "We, the members of the U.S. Climate Action Partnership, pledge to work with the President, the Congress, and all other stakeholders to enact an environmentally effective, economically sustainable, and fair climate change program consistent with our principles at the earliest practicable date." (USCAP web site, 2007)

PART 2 OF 2: Environmental Initiatives

 * 1) The 2007 Super Bowl XLI and the NFL Experience Football event in Miami was energized and lit with clean electricity.  FPL Group’s Florida utility (Florida Power & Light or “FP&L”) did something unprecedented in the state of Florida through a special alliance with Sterling Planet which is a renewable energy provider.  This effort was not simply a one time “clean energy” promotional campaign for the Super Bowl event, but a permanent renewable energy initiative through which the regulated FP&L utility can offer business customers an option to purchase wind (renewable) generated electricity via the use of Renewable Energy Credits (or “RECs”).  Sterling Planet states that they offer have more than 30 partners what “is good for the environment, sustainability and energy independence.” (Sterling Planet web site, 2007)
 * 2) Through the offer of the FP&L (Florida utility) SUNSHINE Energy Program, any residential customer now has the option to, together with FP&L, make a positive difference with regard to the environment.  For about $10/month, the customer becomes an official but small sponsor of cleaner electricity generation as well as the development of new renewable sources of electricity.  In fact, the Environmental Protection Agency and Department of Energy awarded FP&L the 2005 Green Power Leadership award for its innovative Sunshine initiative.  (US DOE web site, 2007)    FPL Group deserves high praise for this effort because they continue to increase the capacity for solar panel energy generation with the assistance of its own clientele, i.e., one customer (and one solar panel) at a time – and that is beautiful.  Educated customers who join the program help avoid over 10,800 pounds of carbon dioxide (CO2) emissions nationwide, and according to FP&L, this is equivalent to the average amount of pollution emitted per year by one car.  With over 23,000 customers paying the $10/month, 82,000 tons of CO2 are not created every year.  FP&L alleges that this program is the largest national green power program in the southeast. (PF&L web site, 2007)
 * 3) FPL is one of the very few electric utilities that, not only joined the U.S. Environmental Protection Agency (EPA)’s Climate Leaders program, but also made the bold decision to voluntarily reduce Green House Gas emissions: “FPL Group, Inc. pledges to reduce U.S. GHG emissions by 18 percent per kWh from 2001 to 2008.” (EPA web site, 2007)

PART 1 OF 4: Five ways FPL Group takes care of socially or economically disadvantaged residential customers

 * 1) When natural disaster strikes: When natural disasters affect a community, how much does the company care about the social needs of its community of customers? The 2004 hurricane season damages in Florida posed one of the biggest social challenges that FPL Group’s Florida Power & Light (FPL) had ever faced. Were their social efforts beyond the call of duty or were they self serving?  FPL went into “hurricane restoration mode” after our Florida community was hit almost non-stop within a short period of six weeks with hurricanes Charley, Frances, and then Jeanne.  FPL and all other electric utilities servicing Florida have storm-restoration plans; is FPL’s storm plan better than the others? This will not be the topic of our discussion, but we will discuss to what degree FPL had a positive influence on the physical, environment, emotional, social, and human damages caused by the hurricanes.  FPL employees, including office workers, are each assigned storm duties during an emergency such as a hurricane.   When the storm restoration plan is called into effect, most or all employees trade their regular jobs for storm related job assignments including but not limited to helping customers out in the communities over the phone.   The Edison Electric Institute (EEI) awarded PFL the 2004 “Emergency Response Award”; EEI was organized in 1933 and works closely with all of its members, representing their interests and advocating equitable policies in legislative and regulatory arenas.  EEI’s “Emergency Response Award” criteria: A panel of judges, including former EEI chairs, will review the nominations and select the companies to be recognized.  Selection will be based on the company's ability to respond swiftly and efficiently, overcome difficult circumstances, utilize unique or innovative techniques, communicate effectively with customers, and restore service promptly.  (EEI web site, 2007)  According to FPL, in 2004, their employees were joined by thousands of other utility workers and contractors from 39 states and Canada.  Many FPL workers were themselves victims of the storms, but they put aside their own personal losses in order to work virtually non-stop in the effort of restoring power to the communities.  The restoration of power to millions of customers in record time under such extraordinary circumstances did not go unnoticed. Despite the frustration of being without power for extended periods of time, many customers levied high praise through countless letters and e-mails upon FPL employees for their selfless and dedicated service. In addition to working around the clock to restore power, FPL and its employees and customers also helped to raise nearly $1.4 million toward hurricane relief for the American Red Cross and the Florida Hurricane Relief Fund. (FPL web site, 2007)  No one could ever have imagined that Florida would be struck by three hurricanes within six weeks during the summer of 2004.  Did FPL care about its community?  We believe so, because FPL’s immediate interest was to restore electric power to its customers and then to set certain funds aside so that the American Red Cross and the Florida Hurricane Relief Fund could help the less fortunate community members.   Furthermore, below are the descriptions of the citizen crisis related programs that FPL administers with government and/or non-government agencies:
 * 2) Regarding the Low Income Home Energy Assistance Program (LIHEAP), Florida Power & Light works closely with both state and local agencies and organizations in the administration of LIHEAP in order to inform and educate low-income customers on the usage of available government assistance funds for electricity bills.
 * 3) Another program called “EHEAEP”, which means Emergency Home Energy Assistance for the Elderly, is available for financially eligible customers who are 60 years of age and older and experiencing an energy-related crisis (e.g., impending cut-off of utility services, lack of fuel or wood, a broken heating or cooling system, or an unusually hot or cold season energy expense). Financial eligibility for this program is determined by a local community agency designated by the Florida Department of Elder Affairs.
 * 4) FPL can help low income customers use a federally-funded program called “The Emergency Food and Shelter Program” to pay one month’s utility bill.
 * 5) FPL funds The Salvation Army: The “Care to Share” Program is sponsored by FPL and is designed to provide emergency assistance funds to customers who are in a crisis situation and unable to pay their electric bill. All funds collected by FPL are given directly to The Salvation Army which, along with various county social service providers, administer the funds making sure that all contributions go to the needy for energy assistance. A household may receive up to a maximum of $500 for electric services once in a 12-month period, and more than 45,000 families have received this assistance up-to-date.

PART 2 OF 4: Challenges in ensuring a diverse workforce and an inclusive workplace:

 * 1) FPL Group has improved its workforce diversity program in order to move their structure from a traditional gender/ethnicity-centric program into a more contemporary program of “inclusion” which simple attempts to create a workplace that welcomes differences in thought and styles.  (FPL Careers web site, 2007)
 * 2) Somewhat misleading? In both 2000 and 2001, Computerworld magazine ranked FPL as 56th in its annual "100 Best Places to Work" survey; however, Computerworld’s credibility to designate such rankings is questionable. The magazine’s objective is simply to prove to computer professionals that a particular company may offer them good job opportunities. (Palm Beach Post, page 3D, July 9th 2007)
 * 3) FPL Group, with 11,000 employees, can be perceived as a poor performer when compared to Consolidated Edison (ConEd) of New York which has 13,000 employees: According to DiversityInc, Consolidated Edison (ConEd) has mandatory diversity training for its entire work force and fifty-nine percent of its promoted female managers were women of color. (DiversityInc 2007 ranking) If the company hopes to excel in its “social contract” regarding current and prospective employees, FPL Group should be more open with regard to what we speculate is a low diversity and inclusion performance in terms of recruiting and retention.  We were unable to find facts that validate the diversity commitments displayed on their career web page.

PART 3 OF 4: Caring for its communities:

 * 1) FPL Group and its subsidiaries make a material effort to give back to the communities they serve.  The criteria that their own FPL Foundation uses when giving money to community based non-profit organizations is that the recipient must help FPL strengthen the community in one of the these dimensions: Education, Human Services, Community Development and Environment (including endangered species protection including manatees: American crocodiles, sea turtles and other plant and animal species; efforts that preserve the natural environment of our communities; waste minimization and pollution prevention, and energy conservation).  FPL was ranked by the Fortune magazine as one of the most Admired Corporations in 2007. (FPL CRM web site, 2007)
 * 2) The Medical Essential Program is another example of how FP&L (Florida utility) cares for its customers.  Customers who are dependent on medical equipment that requires electricity can receive referrals to social service agencies that provide financial assistance, a limited extension of time to pay their bills and special notification prior to disconnection of service for non-payment, so customers can secure funds or make necessary arrangements. (FPL MEP web site, 2007)

PART 4 OF 4: Taking care of socially or economically disadvantaged suppliers

 * 1) FPL’s Florida utility company implemented and manages a Supplier Diversity program which functions to actively promote and seek business opportunities with disadvantaged (ethnic minorities) or women-owned suppliers.  FPL employs a Supplier Diversity Manager whose responsibility is to ensure that this additional supply-chain development process truly assists minority or women-owned business to compete with larger suppliers for FPL’s purchases of goods and services.
 * 2) According to their web site, their Supplier Diversity activities help them:


 * Seek to identify qualified businesses via conferences, trade shows, local/regional/national business development organizations, governmental agencies and community groups
 * Assist qualified businesses in gaining exposure at FPL through their company-sponsored Supplier Diversity events, and
 * Represent FPL in local, regional, and national supplier diversity organizations and activities. (EEI Supplier Diversity web site and FPL web site, 2007)

Overview
This section assesses FPL’s five-year environmental performance from 2000-2004. FPL Group is regarded as an environmental leader in the electric utility industry. This reputation is attributed to the company’s notable environmental initiatives, wind power generation, and high-level organizational commitment (inputs). However, this analysis assesses the company’s performance by measuring the actual impact the company has had on the environment (outputs) relative to the United States electric utility industry. By measuring the outputs versus inputs, the company’s environmental performance can be more accurately determined and integrated into a triple-bottom line assessment. True corporate environmental performance can only be determined by accounting for the complete corporate life cycle and multiple dimensions of analysis such as water, biodiversity, use of land, efficiency of resources, pollutants, and transport (see Global Reporting Initiative, 2007). Obviously, such an exhaustive analysis is constrained by available data. Instead, this analysis assesses emission pollutants—such as oxides of nitrogen (NOx), sulfur dioxide (SOx), and carbon dioxide (CO2)—which account for the electric utility industry’s most significant contributions to environmental and public health problems. For data integrity reasons, mercury (Hg) has been excluded.

Methodology
To assess FPL’s performance relative to the industry, our baseline ranks FPL against the 100 largest electric power producers in the United States using data from the Natural Resources Defense Council. This data resource represents one of the most comprehensive and reliable compilations on electric utility emission rates. To attain the most accurate assessment from this data, comparative analysis was done using NOx, SOx, and CO2 emission rates (determined by dividing emissions by electricity produced) against the emissions of the other 100 largest utilities. Then, these three ranking numbers were added and divided by three, giving an average ranking score for each company. Based on these numbers, each company was given a performance ranking from 100 (the best) to 1 (the lowest). For companies with an identical ranking, a higher (better) ranking was given to the company with the least NOx, SOx, and CO2 emission quantity combination. For data points, see Appendix below.

Results Summary
Using the above methodology, of the 100 largest utilities, in 2000, FPL had an environmental performance ranking of 71 (29 scored better). In 2004, FPL had a ranking of 86 (14 scored better). FPL’s improvement over these five years is attributable, in part, to FPL’s emission reduction efforts. For example:


 * Emission tonnage trend comparison. From 2001 to 2004, FPL managed to reduce NOx from 94,949 to 66,700 (-30%) and SOx emissions from 170,610 to 129,461 tons (-24%) while at the same time increasing electricity generation from 84,298,456 to 124,858,593 mega watt hours (MWh) (+48%). CO2 emissions, however, had an increase from 43,104,896 to 54,186,212 (+26%). Overall, the reductions had a significant impact on boosting FPL’s environmental performance in 2004.


 * Emission rate trend comparison. From 2001 to 2004, all source emission rates from all three emissions declined: NOx from 2.25 to 1.1; SOx from 4.05 to 2.1; and C02 from 1,023 to 868.

Graph Analysis
For graphs, see word document.

Environmental Commitment
While not included in the environmental performance analysis, FPL has continually received very high rankings for its strong commitment to the environment. Environmental organizations and assessment firms, such as the World Wildlife Fund and Innovest, have ranked it among the top five utilities for the following reasons (FPL Group, 2007):


 * Organizational Commitment
 * The Board of Directors reviews company environmental strategies and performance.
 * Environmental performance is included in business plans.
 * Environmental audits are conducted regularly.
 * Environmental training and performance metrics are used.
 * Environmental Initiatives
 * FPL is the largest owner and operator of wind turbines in the world.
 * Valuable initiatives have been launched such as Sunshine and Green Energy.
 * Renewable energy sources are robust.
 * FPL is an active participant in sustainability and climate action programs.

Discussion
The above data analysis clearly indicates FPL has been a leading environmental performance contender among the industry. However, it is important to note, in addition to FPL’s renewable generation assets, its nuclear capabilities resulted in advantageous scores in this study. Nuclear waste, which is not assessed, is normally a key environmental performance indicator and would have diminished FPL’s scores. However, qualitative information such as environmental commitment and participation scores were also not included which would likely have given FPL more favorable rankings. Such data points are often included in environmental analyses, particularly with regard to climate change (see Carbon Disclosure Project, 2007).

Recommendations
To improve its performance for the future, greater emphasis needs to be placed on reducing CO2 and mercury emissions and replacing coal generation with renewable energy assets and efficiency systems. This strategy would likely solidify FPL’s environmental performance stake while positioning it for future economic performance.

Appendix: Environmental Performance Data
(Too large to show here).

Useful Links

 * Blackboard
 * USF Email
 * How to edit Wikipedia (cheatsheet)

Florida Power and Light

 * Florida Power and Light
 * FPL Official Website
 * Council for Sustainable Florida (Dr. Jermier said to check out).