On a regular basis throughout the year, reliability teams from each of our operating companies assess myriad potential risks—natural, technical and terrorist. These teams carefully consider the consequences of each possible emergency and develop detailed action plans. They then carry out drills to make sure responses to emergencies can be realistically and effectively orchestrated.
Numerous scenarios are developed to walk through emergency procedures and processes. The goal is to identify any gaps or previously unconsidered issues, and make the plans more effective and efficient. The drills are handled the same way that we would handle real emergencies, with virtual situation-room conference calls in which key responders participate from their locations. Drill scenario and scripts are developed over a period of three to four months. Each of the drills are then assessed and rated by our Enterprise Continuity team and the company’s reliability executive.
Seven times a year, we conduct complex and multi-business reliability drills that include participants from federal, state and local regulatory and emergency-management agencies. In at least one drill each year, the scenario is designed to be severe enough to require bringing the Executives on Call (EOC) into the effort. The EOC program ensures that operating company managers handling the emergency response can always reach corporate-level decision makers during an emergency. We built our emergency preparedness program from the ground up starting in 2006.
We published our first corporate responsibility report (formerly known as the Triple Bottom Line report) in April 2005, with the contents covering the 2004 calendar year, and we have published a similar report in each following year. Our report is based on Global Reporting Initiative (GRI) G3 Sustainability Reporting Guidelines, the most widely used sustainability reporting framework in the world. Additionally, we incorporate the GRI’s Electric Utilities Sector Supplement indicators wherever possible.