POWERGRAMS

explained that "employees cut expenses, increased customer service, protected the ratepayer and the shareholder while making safety, integrity and mutual respect undisputed elements of their culture." Crosswhite, who followed McCrary as CEO, is concerned that problems will occur when increasing environmental regulations threaten the availability of cheap energy, and the ability of a large segment of the population to pay for electricity essential to their health and welfare. In an essay, Corporate Information Manager Michael Sznajderman noted with some nostalgia the recent silencing of Units 6 and 7 at Plant Gorgas in Walker County and Unit 3 at Plant Barry in Mobile County. All three turbines and their coal pulverizers have been taken out of operation and have produced their last megawatt of power, they are "officially permanently closed." Without expensive technology, the units cannot comply with federal environmental regulations. Total Alabama Power investments to comply with new environmental regulations will soon reach $4 billion. Coal as a fuel for generators in the United States is falling out of favor. At Plant Barry, Units 1 and 2 are using natural gas, as are all the generators at Plant Gadsden. The elimination of coal as a fuel will increase the cost of electricity. Another challenge to the state of Alabama will be to find a way these coal miners can be absorbed into different occupations so they can continue to support their families. Another development during these recent years has been a closer relationship between the IBEW and management. Communication and cooperation, especially in implementing safety programs, was the initial impetus and, although unheard of at that time, the addition of IBEW representation to the Management Council also brought the two groups closer. Alabama Power's people, as they did during the company's first 100 years, played leadership roles in their communities. Steve Jones was chairman of the Red Mountain Park Commission, assisting in the development of plans for one of the largest urban parks in the nation. Alabama Power implemented programs to develop youth leadership, and the Alabama Power Service Organization continued its grants to new public school teachers to help them provide teaching and learning tools for their classrooms. APSO donated backpacks and school supplies for children in need. The Alabama Power Foundation, under the leadership of John Hudson, began to reach out to the state's nonprofits. A multimedia website, "The Power of Good," highlights programs and encourages cooperation and communication among nonprofits, and service and educational organizations, to maximize results for Alabama's people. Looking toward 2016, Crosswhite observed that "much has changed since the company was founded. Over the last decade alone, we've seen the adoption of many environmental regulations that are driving fundamental changes to our generation fleet." He noted that "the Great Recession and its lingering effects on Alabama's economy" have been difficult, and Alabama Power is adjusting to the "evolving customer habits and usage patterns." The company "is working in a new world of growing cyber and physical threats to the electric system, while new technologies provide both opportunities and threats to the company." Crosswhite promised that Alabama Power will "face these and other challenges by remaining true to our heritage — focusing on the safety of ourselves and the public, developing and relying on our employees, providing great customer service, leading economic development efforts, and engaging in the communities we are privileged to serve. At the same time, we'll keep an eye on the future and shape the company for continued success." 6 APSO members boost their communities.

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