公爵能源首席执行官带领效用下降良好的道路

夏洛特的首席执行官Lynn Good，基于北卡罗来纳州的杜克能源公司，美国最大的效用，几乎是争议的陌生人。她在会计公司Arthur Andersen度过了职业生涯的第一部分，最终成为一个合作伙伴 - 一个高中校长和老师的梦想工作 - 只在2002年被征准后，它是在该部门起诉之后的公司of Justice for its role in Enron Corp.’s accounting scandal.

2014年2月，七个月成为公爵首席执行官，良好地了解到一座旧煤炭厂的储存池下的排水管已破碎，允许致命的煤灰流入丹河，北卡罗来纳州的边界弗吉尼亚。很快善于环保主义者，监管机构和媒体。以前曾担任能源公司的首席财务官，她不习惯聚光灯。在灾难之后，她经常在公众的眼睛中，因为面对环保主义者赞助的广告的企业漠不关心。亚博篮球怎么下串争议有效期60分钟资深记者莱斯利斯赫尔的概况良好的简介。

今天，Dan River Spill很大程度上在Duke后面，为Carolinas，佛罗里达州，印第安纳州，肯塔基州和俄亥俄州提供电力。虽然公司在事故发生前搬到清洁能源的举动，但良好的已经领先于公爵的转型再生能源- 尽管它仍然是整体混合的一小部分 - 以及远离煤炭。Duke大大增加了其天然气能力。良好，56岁，在成为首席财务官之前，在其初始发展阶段领导了该公司的可再生能源项目，以她的信念为指导，即美国电力公用事业最大的情况下必须平衡可靠性，成本和环境。

Duke’s energy profile has changed significantly. In 2008 it had no natural-gas generation in the Carolinas. Since then it has modernized its system by retiring coal and introducing gas. Now about 25 percent of the company’s generation in the Carolinas comes from gas.

The company has made significant investments to expand into natural gas and away from coal. In September 2015, Duke filed an application to develop the $5 billion Atlantic Coast Pipeline with Charlotte-based Piedmont Natural Gas and Richmond, Virginia–based Dominion to support what the companies believe is an increasing need for gas generation for electricity, as well as industry demand for infrastructure in eastern North Carolina. Earlier last year Duke said it would spend $1.1 billion to modernize plants in western North Carolina and replace a coal facility with gas. It has closed 40 coal units since 2011. Duke has spent $3 billion on commercial and regulated renewables since 2007 and plans to invest another $3 billion over the next five years.

好说她在俄亥俄州费尔菲尔德的童年鼓励强烈的职业道德。她的父母在抑郁症期间出生，通过大学工作，并成为教师。“我的任务，”她解释说，“是上大学，找到很好的事情，并对它充满热情。”她在1981年毕业后，在俄亥俄州的迈阿密大学进行了系统分析和会计，并加入了Arthur Andersen作为审计员。当坚定崩溃时，她被震惊了。“当我们过渡客户和工作人员时，没有太多的情感时间，”她回忆道。“但那么它的重量都在一段时间内打了我。我失去了我所做的一切。“

早在2002年5月，德勤＆触控良好，但很快就会出于公共会计。次年，她与辛辛那提的Cinergy Corp.占据了一席之地。经过2006年的公爵购买Tinergy后，第一个成为财务主任，然后前往商业业务。三年后她成了首席财务官。

Senior Writer Julie Segal recently spoke with Duke’s CEO about her company’s move to cleaner energy and its role in the conversation investors are having about climate change, the环境与社会责任.

亚博赞助欧冠机构投资者：你从丹河溢出中学到了什么？

好：这是一个艰难的局面。正如我回到早期的那样，它是工业标准相对较小的泄漏。饮用水从未受到影响。这条河在相对较短的时间内恢复正常的娱乐。但那一事件触发了更广泛的对话。2014年，谈话是关于煤炭的，它是关于已经存放数十年的灰烬可以安全地存放在任何地方。谈话比泄漏更大。我经常挑战，试图留在接下来的地方。我学会了寻求建议和法律顾问，以便我能够掌握关于[问题]的程度以及如何被客户，立法者，监管机构和员工解释或解释或解释或处理。

Is there a scene from the spill that really stands out for you and informs what you’re doing now?

事件发生后，我很快就在网站上。直到你倾斜某种东西，往往很难得到完整的画面。我们到处都有工业设备。我们有泵。我们有灯光。我们有起重机。我们有24小时运营。我正在开车，化石一代的头说：“林恩，对不起。我们会解决这个问题。“而且你可以看到那些人的人的情感，这对他们来说非常重要，他们正在给予每一盎司的人类努力来实现这一目标。

You’ve said you don’t like the spotlight. But you’ve been the CEO of a company in the thick of things for some time. Do you find that exhilarating in some ways?

我认为以透视保持一致。媒体的外观或者在社交媒体或报纸中的内容 - 这很重要。你在聚光灯下，你必须关心尽可能地获得这种信息。但这只是你管理的馅饼的一小块。您还在监督内部资源，您正在管理短期和长期的决策，您正在管理对他人的那个事件的关系。这必须与公司发生的所有其他事情都相平衡。

投资者对气候变化，可持续性，治理和其他社会责任问题越来越感兴趣。Duke如何适应？

公爵已经，并继续拥有，非常重视利益相关者的外展。这些问题气候甚至治理问题都是复杂的。它需要坐下来分享观点，试图达到我们试图去的地方的共同看法以及将在那里获得哪些选择。Duke是一家在这些领域做出了巨大进步的公司。

你能谈谈碳排放吗？

Our carbon emissions are down more than 22 percent since 2005. We have been moving down a very aggressive path and modernizing. We’ve retired half of our coal fleet. We’ve introduced natural gas and natural-gas infrastructure to support baseload generation. We are the third-largest nuclear operator in the U.S. with baseload carbon-free generation. And we also have invested more than $5 billion in renewables in North Carolina, in South Carolina and really throughout the U.S., as we have built not only solar but wind, beginning in 2007.

It’s a priority. I understand the interest of investors and seeing what a company’s objectives are moving forward. I think our track record demonstrates that we are moving in that direction.

当然,我们总是平衡环境with reliability.

是否必须平衡？

是的。我们的客户依靠24-7不间断的电力。Our customers also care about affordability, whether it’s a low-income customer who has a limited set of resources and the power bill is in the same stack as the food bill, or an industrial customer who is trying to compete with overseas opportunities and advantaged labor costs in certain markets. Energy can really be a differentiator here in the U.S. The solutions to complex problems are not simple and are not solved overnight. I’m asking how we keep moving in a direction that balances all of these things: meeting the needs of our customers, producing cleaner power and maintaining the reliability that everyone counts on.

告诉我们与机构投资者的谈话，例如捐赠者，这是对剥离化石燃料公司的压力。亚博赞助欧冠

这就像我们现在所拥有的那样。他们希望了解我们的愿景是什么，我们如何考虑清洁能源以及我们正在进行投资的地方，我们如何平衡负担能力和可靠性和环境。我们发现机构投资者欣赏没有银弹。亚博赞助欧冠我们当然无法关闭我们拥有的每个植物，并建立完全新的，并与这三个优先事项找到平衡。我认为这一般是关于我们采取的步骤实现长期愿景的良好讨论。

Are there any personal stories about that balance that stand out for you?

Yes, at our annual meetings, we have an opportunity to engage with a lot of different stakeholders. Recently, one stakeholder said, “I think every coal plant should be closed tomorrow, and I think you should replace every one of them with renewables.” And then sitting right next to that stakeholder was a customer on a fixed income, who said, “I cannot afford one more dollar for my power because of my circumstances.” So we are at the intersection of those two statements.

请谈谈核电所涉及的挑战。

好吧，首先，好处。杜克历史悠久的核电历史，这是一位创新者和几十年的领导者。如果你看着卡罗琳娜的权力价格，我们远低于全国平均水平。其中一个原因是核生物。我们在Carolinas的社区非常支持核。他们了解经济发展效益，清洁能源，我认为他们对我们和行业的安全跟踪记录有信心。

As a company, as an industry, we want to keep nuclear in the mix for as long as we possibly can, because it runs all the time and it produces no carbon emissions. But new nuclear is extraordinarily difficult. It’s very expensive. It takes seven or eight years to build. We have had a license application pending at the Nuclear Regulatory Commission for eight years and expect perhaps to hear from them this year.

你怎么能计划解决这个问题？

正是，这是八岁的许可周期和七到八年的建立周期。即使你开始了你的那一天，它就结束了15年。价格标签为新工厂的150亿美元。鉴于该时间框架中可能发生的技术和政治情绪的变化，以及利益相关者与他们一样活跃，建立新核的决定是一个艰难的决定。在美国，只有四个单位正在建设中。中国有超过20次建设。我认为它需要成为清洁能量谈话的一部分，但还有很多工作要做。

Though nuclear energy might be an outlier, aren’t most of your investments implemented far into the future?

Yes, I always need to be planning for circumstances in 2020, 2025 and 2030. Think about technological innovation. We cannot conclude we’ve innovated everything today. I need to keep my options open for investment as technology continues to develop. I can’t create great obsolescence risk for my customers. Whether it’s a solar panel, whether it’s a smart meter, whether it’s a communication device, every one of those are going to have innovations between now and 2025.

Tell us about your R&D priorities, particularly in clean energy.

We are one of the largest investors in storage, exploring technology for renewables — large-scale portable devices that could help during service interruptions and even smaller storage solutions for customers’ homes. We are focused on storage because it represents a potential solution for some of the issues that hamstring renewable energy: the wind doesn’t always blow, for example, so you need to store this energy for a calm day.

我们还在网格周围看技术 - 连接发电站和客户的电线。我们需要更多的弹性，更好的通信技术和更好的客户信息。我们花了很多时间对可再生能源以及如何使它们更有效。我们正在探索如何从中获取更多能量，将它们放置在哪里以及可再生能源能源输出的不一致方式与我们的其余部分合作。

在Twitter上关注Julie Segal@julie_segal..

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