American Electric Power 2008 Corporate Sustainability Report

2008 Corporate Sustainability Report 25 State University in Okmulgee and other power generators to launch a new, two-year associate degree program in Power Plant Technology. The companies worked with the university to develop curriculum, offer internship placements and assist with recruitment. The first class began last fall with eight students. As the complexity of operating power plants increases, advanced education has become a prerequisite for even entry-level jobs. In Ohio, AEP teamed up with Washington State Community College and other organizations to host the firstever Women in Engineering Summer Camp for high school girls. Engineering jobs are in high demand; our strategy is to develop and attract the talent we need while increasing the diversity of our employees. We also provide our beginning line mechanic training curriculum to technical schools to encourage entry into this career field. To retain talent we have started offering back-up child care for full-time employees when their children are sick and the employee can’t stay home. This program can also be used for a sick spouse or aging parents. We also offer benefits such as flexible work schedules and telecommuting. Our continued success depends on our next generation of leaders. We have created AEP leadership development programs for employees with leadership potential, at all organizational levels. We have a week-long training program that encourages and teaches constructive candor while deAEP Employee Years of Service (average years of service is 17) Number of Employees 7,000 6,000 5,000 4,000 3,000 2,000 1,000 Less than 5 5–9 10 – 19 20 – 29 Years of Service 30 – 39 40 + AEP Employee Age Data (average employee age is 46) 60 + (6%) 50s (36%) 20s (10%) 30s (16%) 40s (32%) veloping leadership skills. For the third time in two years, a group of senior executives was reassigned in a corporate succession plan that prepares them and the company for the future by broadening their leadership skills, experience and understanding of our organization. HEALTH & WELLNESS PLAYING A LARGER ROLE Work Force Issues The Centers for Disease Control (CDC) estimate that health care costs in the United States will top $2.8 trillion by 2011, fully 70 percent of which are preventable or can be reduced. AEP spent $244 million on medical benefits in 2006 – a 6.2 percent increase over 2005. To encourage our employees and their families to take greater control over their health and wellness, AEP launched a companywide wellness program, including health screenings, personal health coaching, education programs and exercise programs. Our goal in 2008 is to have 60 percent of our employees complete a confidential health risk assessment. This gives employees information needed to make better lifestyle choices. It also tells us, on an anonymous basis, the types of health issues affecting our employees so that we can target programs and services more effectively. AEP also partnered with the American Heart Association’s START! walking program in 2007 to encourage a culture of physical activity and health through walking. The program spawned walking challenges across the company. In 2008, our goal is for one-quarter of our work force to participate in the START! heart walk. Health and wellness include being prepared for the worst. As a regulated, critical resource provider, AEP is ob-

Table of Contents Feed for the Digital Edition of American Electric Power 2008 Corporate Sustainability Report

American Electric Power 2008 Corporate Sustainability Report Contents Leadership, Management & Strategy A Message from Michael G. Morris A Message from Dennis E. Welch About This Report Environmental Performance Work Force Issues Public Policy Climate Change Energy Security, Reliability & Growth Stakeholder Engagement Glossary GRI Table of Contents

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