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1 VOL. 1, NO. 7 | September 2009 energy now 1energynowOn a hot August morning in Florida, hundreds of construction workers are finishing the biggest solar photovoltaic power plant in the world, helping FPL turn the Sunshine State into the second-largest producer of clean energy in the United States. The newly installed photovoltaic solar panels this fall will turn the strong rays of the sun falling on FPL s DeSoto Next Generation Clean energy Center, near the West Florida town of Arcadia, into 25 megawatts of clean electricity. Meanwhile, work crews 90 miles away are building the 75-MW Martin Next Generation Solar energy Center, FPL s hybrid solar facility at the company s Martin Plant site near Indiantown.

2 Just 108 miles to the north, construction is under way on the 10-MW Space Coast Next Generation Solar energy Center at NASA s Kennedy Space new solar facilities could help establish a clean-tech corridor that will serve as a hub for the development of cutting-edge technology and clean- energy corridorFPL is leading the development of clean and renewable solar energy in the nation even as these solar facilities are positioning Florida as a leader in clean- energy generation. The benefits that solar power bring to DeSoto, Martin and Brevard counties can be duplicated with a corridor of clean- energy centers across Florida.

3 We believe a clean-tech corridor will establish the state as a true pioneer and leader in renewable and clean energy , said FPL Vice President and Chief Development Officer Eric Silagy. As it grows, the clean-tech corridor will add new solar arrays and other renewable- energy projects. The end goal is to make Florida a magnet for renewable manufacturers, for research dollars at our universities, and for good-paying jobs in a dynamic growth industry. Many of these jobs could be in areas where they are most the clean- energy economy 2 Leadership Perspective: Nuclear Fleet is a model for excellence3 Self-assessments drive excellence / Forecast calls for safety first / Six Sigma efficiencies save big money4 WIG program heightens focus / FPL Group Connection5 FPL s smart investments benefit customers / How It Works: West County energy Center / voice system ranked No.

4 16-8 Your survey comments are at work / New timing accelerates survey results and actions / Benefits spotlight / Mike Tracz helps save a life / Regular checkups not just for children / System helps eliminate injuries / Recognizing ZERO Today! / ZERO Today! safety tips 9 Gift program doubles contribution value / NextEra energy Resources funds Forney scholarships / Maine s healing waters10 Bellingham increases reliability / Bill Hanson keeps watch on Maine s rare bald eagles 11 Service Anniversaries / Remembrances12 The Big Picture: Evaluating baby American crocsVol.

5 1 No. 7A publication for and about FPL Group employeesInside This IssueA team of almost 400 construction workers completed work on these solar photovoltaic panels at FPL s DeSoto Next Generation Clean energy Center in August. The Pv panels at the West Florida solar facility this fall will turn the strong rays of the sun into clean electricity. Continued on Page 10 Leadership Perspective Nuclear Fleet is a model for excellence In 2008, FPL Group began changing the way it operates its fleet of nuclear power plants. To understand these changes, energy Now spoke with Chief Nuclear Officer Mano You ve implemented what you call the Nuclear Excellence Model across the FPL Group nuclear fleet.

6 Why did you do it, and what successes have we had as a result of putting it into place?A. Our nuclear fleet has grown tremendously over the past several years, and today, we re the third-largest fleet in the country. When I joined FPL in the midst of that growth, there was inconsistent performance across the organization. In large part, our new plants were in a silo mode, continuing to operate with their own culture and standards. So, in 2008, we began changing the way we operate by introducing a proven nuclear excellence model to get our sites working together to achieve excellence all across our fleet.

7 I used this model at previous nuclear sites, and have seen the remarkable progress that can be achieved in a relatively short time when dedicated people just like the members of our FPL Nuclear team got behind the plan and started using the support tools. We are already beginning to see tremendous results. Earlier this year, INPO, the Institute for Nuclear Power Operations, recognized our Seabrook plant with its fifth excellence rating a decade of excellence that is a remarkable accomplishment in our industry. Just last month, our Point Beach plant achieved exemplary status and was removed as a plant requiring special focus by INPO.

8 While there is much more to do, each member of our fleet team should be proud of what we have accomplished so far. Q. How can the rest of the company benefit from applying the same or similar principles?A. While our Nuclear Excellence Model was developed to standardize and improve performance across the nuclear fleet, a number of the common elements can be applied to other FPL business units. One operational value that I believe can benefit every business unit in our company is what we call Prevention, Detection, Correction. In Nuclear, our goal is to operate in prevention and detection modes more than 80 percent of the time, thereby minimizing the time we spend in correction mode, or as we call it, fighting fires.

9 When used successfully, this approach can improve work-life balance and morale, and reduce the number of unanticipated crisis events. Time invested up front anticipating or predicting problems, and always asking what if questions, will limit the amount of effort required to correct problems in crisis mode. Q. What are your key near- and long-term objectives for the company s nuclear fleet, and how can team members help?A. Our near-term objective is to follow our Nuclear Excellence Model and continue making the operational improvements that will lead to Nuclear Fleet excellence.

10 At the same time, we are also building the kind of culture that will enable us to sustain excellence over the long term. It is a big job, one that cannot be done with only leadership or creative communications. In fact, the most gratifying part of a move to organizational excellence is the dedication of all the members of our fleet team. Many of the most creative ideas and solutions to our problems come directly from individuals and teams throughout our organization. When our team members feel personal ownership and responsibility in what I call the pit of their stomachs, we are doing the right things to achieve a level of performance that will make FPL Group Nuclear Fleet the best in the nation.