SUNSHINE SERVICE

January, 1983The Barley Barber :FPL’s cypress swamp preserve

Underground cable being installed by Princeton (South Dade County) Cable Splicer Tom Scotti is pulled through conduit to better protect it from rocky soil conditions in this area.

Quality im provement skills used in resolving 128 concerns

Team paves way for better direct buried cable systems

Until technological advancements of the past few decades, there were two basic ways to build an electrical distribution system. Overhead — with spans of wire and equipment supported on poles; or underground — with insulated conductors pulled in buried concrete encased ducts.

Many residential communities deemed over­head systems a distasteful distraction. Some municipalities even passed ordinances banning them altogether. Underground systems too, have their drawbacks. Encased in concrete, they have a high installation cost and generally only are economically justifiable in dense urban areas and large shopping centers.

This dilemma of overhead versus underground distribution was overcome when technology in the early 1960’s developed underground cable insulat­ing materials that allowed lines to be buried di­rectly into the ground. The new technology also allowed transformers to be placed on small con­crete slabs (pads) instead of inside enclosed rooms.

Direct buried underground systems seemed to be an attractive alternative, but, like most new technologies, it still had "bugs.”

"Since the 1960’s, direct buried underground systems have become increasingly popular,” said Glynn Williams, Project Manager of FPL’s Un­derground Residential Distribution (URD) Issues Team. "Regretfully, a number o f chronic problems developed which dampened the original expecta­tions o f direct buried systems.

"URD has been a mixed blessing. Except for infrequent customer objections to a transformer’s location, the system does enhance and increase the value o f residential subdivisions. Yet, electric utilities, manufacturers and research organiza­tions are expending great efforts and resources to resolve increased incidents o f interrupted service in these systems,” said Williams.

For FPL, its URD Issues Team is forecasting a much more reliable future for the Company’s di­rect buried underground systems.

"Since the team was formed in 1981, its main

objective has been to pool all available resources to solve existing problems and concerns currently affecting URD systems. The team not only is iden­tifying potential solutions, it is responsible for following through on the research, testing, field application and gathering data to allow for measuring the success of its solutions,” said W il­liams.

One issue of major implications recently re­solved by the team was to install all URD cables inside conduits in rocky areas. The team says this change will improve reliability and efficiency of the system by reducing cable failures, extending cable life, and making the buried cable easier to replace when and where needed.

After an in-depth study, the team recommended installing cable inside conduit in rocky areas. The recommendation included the development of new work methods and new and revised engineering designs. New materials also had to be approved, ordered and stocked.

The cable in conduit issue is only one o f several main issues facing the team. A list o f 125 issues and accumulated problems have been identified. Potential solutions for almost half of these issues and problems have been developed by the team and are in various stages of testing and implemen­tation.

In addition to Williams, the team includes Charlie Brown, P. T. McAllister and Lou Gkikas from the General Office; Jeff Stephenson and Stan Liebla from the Eastern Division; Howard Payne and Don Gray from the Northeastern D ivi­sion; Allen Garrenton and Dave Rothman from the Southeastern Division; Fred Stockhausen and Ron Aleshire from the Southern Division; and Ken Slack and Rollie Flontek from the Western Division.

Although the team predates the major thrust of FPL Quality Improvement teams, it is a quality improvement effort that draws on a systemwide network of resources to strengthen service to our URD customers,” Williams concluded.

How th e 'stock market' plays key role In FPL's ability to serve its customers

During an average month on the New York Stock Exchange, over100,000 shares of FPL’s common stock change "hands” — or trade — each day in a healthy display o f the American free enterprise system.

The stock market’s transactions are strictly between buyers and sellers, so FPL funds are neither directly in­creased nor decreased by the market’s trading o f shares. The stock market acts as a secondary market in the trad­ing of the primary issuer’s (FPL’s)

shares that already are outstanding and owned by investors.

The stock market benefits both the investor and the issuer o f stock. I f in­vestors cannot easily resell their sec­urities, there probably would be a re­luctance to buy them in the first place. This would reduce the amount o f capi­tal available to utilities, other com­panies and the government. These in­stitutions sell stock to raise money needed for expansion and growth.

The performance of FPL’s stock on

the stock market is a very important measure of its financial integrity and its ability to raise the funds needed to meet the demand of present and future customers.

How does the market value FPL’s stock? What is the importance of this value? Who are the "hands” that own FPL stock? And why is it so important for the Company to be able to offer investors a competitive return on their investment?

Continued on page 2

HMO enrollmentDetailed instructions regarding HMO Open Enrollment w ill be mailed to all employees residing in Dade and Broward Counties during the week of January 24.

Any changes in coverage MUST be made during the open enrollment, which w ill be from January 31 through February 11. I f you live in Dade or Broward County and do not receive an in­struction package by January 29, contact your Division or General Office Personnel Department.

Honors for community serviceSouthern Division Vice President Larry Adams (second from left) has been awarded the Greater Miami Urban League’s Reuben O D Askew Award for outstanding services to the black community. Adams was one o f three community leaders honored at the League's 1982 Annual Black Awareness Awards Dinner in December. FPLers at the ceremony included (from left to right) Vice President Divisions Joe Collier, Larry Adams, Minority Relations ManagerTheo Adderly and Executive Vice President Robert Tallon.

We're changing for youThe new year is ushering a new look for "Sunshine Service ^

News’’ a couple o f new columns, and our continuing pledge On the line to provide you with the latest Company news. ~ 1 —

Strengthening our communications efforts w ill be the addition of a monthly television news show for employees, and in selected work locations, daily televi­sion news updates. We’re excited about prospects for these new programs. We’re confident they will help strengthen our communications efforts and we hope to bring us all closer together.

As the television news show will be a roving one, Employee Information should come into even closer touch with employees. These programs will enable us to better monitor your communications needs.

As always, we will be providing you with news reports on FPL ’s plans, events, progress. In-depth features, such as the Annual Report to employees in this issue, will continue to be produced, as needed. NEWSBOARDS, too, w ill be taking a more active roll in providing you with information you can use.

Another important communications link is the Company’s "You A sk ...” Pro­gram. Now in its tenth year, it is your way to communicate with top management on topics for which there is no ready answer. Much thought and research is given to your questions. And you can be assured, top management reviews every question and answer.

A ll these efforts are aimed at providing you with up-to-date, useful information about the Company. We recognize your needs to know more about the place you work, your benefits, new programs. And it is our pledge to continue providing you with that coverage.

I f you have story ideas through the year, let us hear from you. We want your involvement in your publications. Keep us informed, so we may keep you in­formed.

Stock exchange.-.__________________ Continued from page 1

"Sunshine Service News” asked FPL Vice President-Treasurer Joe Howard for answers to these questions.

Q. Who owns FPL’s stock?A. FPL has about 55,000 shareholders. The largest group is FPL employees, who collectively own about 6% o f the Company’s outstanding shares. FPL also is held by large institutional in­vestors (insurance companies, pension funds, etc.) and a number of small in­dividual investors.Q. Why is the price of FPL’s stock important to employees?A. Because nearly every employee owns FPL stock either through the Thrift Plan, Bargaining Unit Thrift Plan or the Employee Stock Owner­ship Plan. The current price, when compared to the prices paid for each share, indicates the extent o f the in­crease or decrease in the value o f the employee’s investment. As the price of FPL stock increases, so does the value o f the employee’s investment.Q. But what exactly is "common stock”?A. Common stock represents an own­ership position in the Company. The holders of common stock are the own­ers o f the Company. As owners, they receive one vote per share to elect the Board of Directors and to decide other

corporate matters. They also are enti­tled to share in the earnings or losses that remain after all expenses, includ­ing interest and preferred dividends, have been incurred. A share o f com­mon stock is an investment in the basic risk and rewards of a business, includ­ing fluctuations in earnings, and even bankruptcy. Common equity provides the foundation that permits the sale of other types o f less risky securities, in­cluding bonds and preferred stock.Q. What is "market value”?A. Market value represents the cur­rent price per share o f the Company’s common stock. This market value fluc­tuates throughout each business day as the stock is priced to trade between active buyers and sellers. The price of FPL’s stock is quoted daily in the Wall Street Journal and in the business sec­tion of major newspapers.Q. How does the market assign a value or price to a stock?A. The current market value o f a stock represents a consensus o f investors’ opinions on that stock. The current price reflects the market’s "discount­ing” of a future stream of earnings; it is a summary of investors’ expectations in today’s dollars as to the level of fu­ture returns they expect to earn. Inves­tors’ expectations are influenced by al­ternative investment opportunities and the level of risk they perceive in a particular investment.Q. How does FPL sell or issue its common stock?A. The Company has three principal sources for selling its common stock. First, stock can be sold through a pub­lic sale which is managed by an un-

safety is in your hands

"Two things that go hand in hand, do it right the first time and do it safely.” That’s the theme of January’s safety poster developed by Miami Stores Supervisor Tony Ferrer.

His message is important — espe­cially when it comes to working with our hands on the job. Last year, FPL employees incurred over 300 reported injuries to fingers and hands.

These injuries ranged from dermatitus to electrical contacts. In serious cases, they re­sulted in amputations.Remember: Doing the job right and safely

is "In your Hands”.

Lineman saves neighbor's sonThanks to the quick action of St.

Lucie Lineman Tommy Eubanks, an eight- month-old boy is alive today after nearly drowning in a swimming pool.

Eubanks was visiting his neighbor when a small girl ran to the house for help. A young boy, next door, had fallen into a swimming pool and was uncon­scious. Eubanks and his neighbor rushed to the scene.

When they arrived, the parents had pulled the boy from the pool but the child had no pulse or breath. To make matters worse, the family had no idea how long the child had been at the bottom of the pool. They discovered

him there only moments before Eubanks arrived.

After draining water from the boy’s lungs, Eubanks began using CPR techniques he had learned in FPL clas­ses.

"I was worried that the child had been under the water too long and brain damage might result even i f he survived,” he said. "I knew every sec­ond would count, so I worked as quickly as I could.”

A fter only a few minutes, Eubanks was able to restore the child’s brea­thing as well as his pulse. The rescue squad arrived minutes later.

The boy completely recovered.

FPL's vice president focuses on importance of 'market'derwriter such as Merrill Lynch. The underwriters act as intermediaries by selling the stock to investors. Second, funds are raised as a result o f FPL stockholders who reinvest their divi­dends in additional common stock through FPL’s Dividend Reinvestment Plan. Finally, new common stock is is­sued to the Company’s employee be­nefit plans. By issuing common stock directly to the employee benefit plans, the participants of these plans avoid commission costs had these same shares been purchased in the stock market. In turn, the Company saves the underwriter’s costs normally as­sociated with the public sale of com­mon stock.Q. What is meant by the term "book value”?A. Book value represents the amount that FPL’s stockholders have invested in the Company. This amount consists of the proceeds from selling common stock as well as the portion of earnings that are reinvested in the business. At the end of November 1982, FPL’s book value was $37.37 per share of out­standing common stock.Q. Why is FPL’s "market-to-book ratio” important?A. The market-to-book ratio is an im­portant indicator o f the Company’s fi­nancial condition as viewed by inves­tors. It is calculated by dividing the market price by the book value. This ratio fluctuates with the changes in the Company’s market price.When a company’s common stock is selling below book value, i.e., a mar­ket- to-book ratio o f less than 1.0, any new shares of the stock would dilute both the book value and future earn­ings per share of the existing common stockholders.Q. How do you measure the in­vestment return FPL stockholders are earning?A. For the individual investor, the total return consists of: (1) dividends and (2)

appreciation or decline in the stock price.The dividend return or yield is based on dividends the investor is expecting to receive over a one-year period. The current quarterly dividend is multi­plied times four (for FPL it is 84c x 4 — $3.36) to obtain an annualized divi­dend. Then, that figure is divided by the current market price to arrive at the dividend yield.The appreciation or decline in the stock price is determined simply by compar­ing the current market price to the prices paid for each share. The differ­ence between these two values mea­sures the total amount of appreciation or decline on the investment. Gener­ally, this appreciation is referred to as capital gain.Q. Why do investors purchase utility stocks?A. Investors are interested in the growth potential of utility stocks. They generally purchase utility stocks be­cause of the relatively high dividend yield and prospects for dividend growth. FPL stock presently yields about 10%. Over the last ten years, div­idends have increased at a compound annual rate of nearly 12%. Many of our investors rely on FPL dividends as a source of income.

Concluded Howard, "our Company will have to finance a huge construc­tion program ($2.4 billion over the next three years) to meet the demand of present and future customers. In 1983 alone, the Company needs to raise ap­proximately $500 million from the sale of securities. To do so, we must offer our investors an attractive return i f they are to provide their money to FPL. Otherwise, these funds will be in­vested elsewhere and the Company may not be able to raise the necessary capital at a reasonable cost at the time when the demands of our customers require F PL to construct electric facilities,” said Howard.

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Employees in Lake City rallied to action when they learned o f a family in trouble.They raised money and prepared a basket o f food for the family’s Thanksgiving. Then, they donated toys, clothing, food and money to them for Christmas.

At Thanksgiving and Christmas

FPLers reach out to helpThanks to FPL employees in the

Lake City District Office, a family in trouble found that "someone cared” enough to make their Thanksgiving and Christmas happier.

"The family was far behind on their electric bill and their service was dis­connected,” said Customer Service Supervisor Terry Brogan. "Later, we learned the father was jobless and the mother was going back to a hospital in another city to bring home their two- month-old baby. The child was born with a spinal defect and had been through a series o f operations. The couple also had two other small chil­dren at home.”

The Lake City office learned of the family’s plight only after a call from the family’s doctor. He said the child was due hom e the day b e fo re Thanksgiving and they needed elec­tricity there to operate medical equip­ment for the child.

The employees rallied to action. Ser­vice was reconnected. And they raised a small amount of money and prepared a basket o f food for the fam ily ’s Thanksgiving.

"Thanks to the employees’ efforts, Thanksgiving was a cheerful occasion for the family,” said Brogan.

By December, both husband and wife had found jobs, but now the young family was faced with astronomical medical bills and no insurance.

FPL employees went to work again. They prepared a Christmas basket for the family filled with toys, clothing, food, money — even a decorated Christmas tree. Some customers, who stopped by the office, also contributed.

"I think it was a good start in help­ing them get back on their feet,” said Brogan. "They’ve even been able to start paying on their electric bill.”

T h ro u g h o u t F P L ’s s y s te m , employees often find themselves faced w ith s im ila r s itu ations . M any employees use the Company’s Assist­ance Information and Direction Pro­gram (A ID ) to help customers with special needs.

Special features of the A ID program include:• Special bill-payment arrangements.• Home energy audits and energy con­

servation information materials.• Referral service to agencies able to

provide funds for energy assistance and social needs.According to FPL Consumer Ser­

vices Coordinator Aletha Player, more and more customers are getting the extra help they need through FPL’s three-year-old AID program.

"Anti-business critics often equate big corporations with being uncaring, impersonal and inflexible. AID has proven time and time again that this Company and its employees do care about people,” she said.

Miami Beach Lineman Hubert Miller, Apprentice Lineman Hiram Wilcox and Working Foreman Jack Minter helped save the life o f a man involved in a severe auto accident.

accident victimEmployees aidThree FPLers in October helped

save the life of a man involved in a severe auto accident on a Miami Beach causeway.

Miami Beach Working Foreman Jack Minter, Lineman Hubert Miller and Apprentice Lineman Hiram W il­cox were working on streetlights on McArthur Causeway between Miami and Miami Beach.

A ll of a sudden, a man lost control of his speeding car near where the men were working. The man’s car smashed into a tree, causing the car to flip on its roof. Then another vehicle hit the car. To make matters worse, gasoline poured from the tank of the de­

molished auto.Minter called on the truck’s radio for

a fire rescue team while M iller and Wilcox ran to the overturned car.

"They found the victim unconscious, but checked to determine if he still had a pulse and was breathing,” said Minter.

The FPLer then decided not to move the man from his car because they felt he was injured too severely. Minter stood by with a fire extinguisher from the truck in case the spilling gasoline ignited.

Fortunately, the rescue squad ar­rived shortly after Minter’s call. The man survived and is now recovering.

(Left) These conical, moss and bark-covered projections are called cypress "knees” They are upward growths from cypress tree roots. Some naturalists believe they act as "snorkels” for the trees; others say the knees support the cypress in deep muck.

(Above) A frequent sight from the Barley Barber Swamp boardwalk is the indigo snake. These docile reptiles are shiny black and like to eat rodents.

(Right) Needle-leaved air plants like these are a common sight.The usual growth forms are tuft-like clumps o f some 20 to 50 individual plants.

(Far Right) These buzzards are among 43 different varieties o f birds that find refuge in the Barley Barber Swamp. In the past, the area also has attracted two endangered species - the Wood Ibis and at least one pair o f Southern Bald Eagles.

To ensure that the swamp is well preserved, FPL limits access to small groups, preferably between 15 to 30 people. Employee groups are welcomed. To arrange tours contact Pete Quincy at the Juno office (863-3646).

New medical plan administrator

Aetna takes charge of processing, all coverage questions, payments

On January 1,1983, employees enrolled in FPL’s Group Medical Plan began sub­mitting their medical claims to a new plan Administrator, the Aetna Life In­surance Company, in Tampa.

No change in employee premiums or benefit levels occurred as a result o f the switch in administrators.

As the new administrator, Aetna will perform the following services for FPL employees and retirees:• Process all FPL Group Medical and Medicare Supplement claims• Have a dedicated claims unit with ex­perienced customer relations personnel to answer all employee, retiree and medi­cal provider inquiries, including verifica­tion of coverage, specific claim questions, checking the status of pending claims, etc.• Provide a toll free number for the con­venience of FPL employees, retirees, hos­pitals and other providers of medical care for FPLers.

"Sunshine Service News” asked Vicki Howe, Sr. Personnel Administrator,

Employee Benefits Section, to give employees a little background on the change, and answer questions relating to FPL’s Group Medical Plan.

Q.Why did we switch from the Gulf Life Insurance Company to Aetna Life Insurance Company?A.We wanted to be sure our employees were getting the best value for their med­ical premium dollars. Employee and Company contributions to FPL’s Medical Plan are expected to exceed $17 million for 1983. Because of soaring medical care costs and new technology in the field of medical claims processing, we felt it would be in the best interest of our employees and the Company to investi­gate other administrators. With that in mind, FPL’s Medical Plan was put out for competitive bids to several insurance companies last October.

Based on a comprehensive review and analysis o f the various companies who bid on our Plan, the Aetna Life Insurance Company was chosen as FPL’s new Medi­cal Plan administrator.

Q.What about 1982 claims that ha­ven’t been filed yet?A .If employees have 1982 claims which were not filed with Gulf, they should submit them to Aetna. Aetna and Gulf w ill be working together during this transition period to be sure there’s no duplication of payment.

Any 1982 claims submitted to Gulf Life Insurance Company but not processed by Gulf as o f December 30, 1982, automati­cally were forwarded to Aetna. Aetna be­came our administrator on January 1 and began the actual processing o f FPL claims on Monday, January 3,1983. Q.Who will answer employees’ ques­tions about claims?A. A ll questions about medical coverage or payment o f claims should be referred to Aetna on their toll-free number, 1- 800-282-6676. This number is also to be used by medical care providers, such as doctors and hospitals, to verify FPL employees’ coverage, to check on a claim or claim payment, or for any other claim questions. Retirees living out of state are

asked to call Aetna collect at (813) 871- 2584, since the toll-free number is for State of Florida residents only. Aetna’s experienced claims staff is trained and ready to help FPLers with their ques­tions.Q.What if an employee submitted a claim to Gulf in the early part of De­cember and hasn’t heard from either Gulf or Aetna?A.I would suggest that the employee call Aetna on the toll-free number to inquire about the claim. However, there is always somewhat of a delay in claims processing at the end of the year due to a large influx of claims. Combining the normal end of the year rush with a change in carriers, we anticipated a slight lag in claim pay­ments.Q.How long does it normally take Aetna to pay a claim?A.According to Aetna representatives, their company standard is to pay 80% of all claims within seven calendar days. Aetna measures turnaround time from the date the claim is received in the claims office to the date it is either proces­sed or a request for additional informa­tion is mailed. Weekends hnd holidays are included in their measurement. During 1982, Aetna’s Tampa Claim Office aver­aged a claim turnaround time of 5.1 calendar days.

_A special publication of Florida Power & Light employees. — ---------------------------------------------------- January, 1983

Additional customers mean heavy workload for T & DJohn Stall Director Transmission & Distribution

Projections indicate 75,000 new customers will be connected to FPL's System in 1983. This, coupled with re­locations due to road projects and the continuing Dade County Met- rorail, signals a heavy workload tor T8cD during 1983.

The thorough Inspection and Maintenance Programs tor Transmis­sion Lines and Substation Equipment have shown very effective results and will be continued.

Our reliability considerations for the Transmission System will continue, with particular interest for our 500 kV lines. Any type of transmission inter­ruptions will be monitored closely and followed through for solution.

The Transmission Training Center is now functional at its new location near the Sanford Plant. We have av­ailable several new structures and plan to add an energized Gloving Training Facility later this year.

Bare Hand recertification and sev­eral new work procedures are scheduled for crew participation during the first quarter. We expect our Bare Hand Work will continue to in­crease rapidly with this new ap­proach.

The System Program for Transmission Inspection/Repair will continue as we complete our first cycle of inspection with gratifying results. Our service inter­ruptions, due to structure component failures, decreased last year, and We expect a further reduction this year A new program will start in 1983, as we

commence our Right- of-Way Usage and Maintenance Programs. This promises to be further enhanced as we collect our data on a computer format,

Transmission Distribution Opera­tions (TDO) is utilizing a new Mobile Oil Processing Trailer to re­juvenate insulating oil in major sub­station and power plant transformers, (by removing both the sludge and explosive gases).

Chromatographic equipment has been purchased and installed to de­termine both Gas-in-Oil and PCB con­tent in our major power transformers. We will continue to test all of our transmission substation oil-filled equipment.

We will continue the Wood Pole In­spection Program, and in some divi­sions will use ground line treatment of wood poles to give added longevity

We will continue our inspection and maintenance efforts in the Dis­tribution area, including URD, and in addition, will improve the perfor­mance of URD Systems. The policy of installing a six inch layer of sand around URD direct-buried cable in rock areas has been rescinded. All URD cables in rock areas will be in­stalled in a two inch PVC conduit,

Some new materials to be used on URD systems will include a pre­molded pothead terminator, a high voltage splice using a solid connector, and a heat shrink splice for both primary and secondary cables.

During 1983, we will be involved in the installation of Solid State Data Re­ceivers to replace Magnetic Tape Metering for our large customers. These new Solid State Data Receivers are remotely interrogatable and will be "read" by telephone.

This system also will be used in bil­

ling mandatory Time-of-Use rates on customers with demands that exceed2,000 kV

During 1983, specifications for a Bi-Directional Communications Sys­tem will be written, as yet another part of our Load Management effort, and this system eventually will in­volve remote meter reading and/or load control of several hundred thousand customers.

During December 1982, and con­tinuing into 1983, meetings have been scheduled in all divisions to begin in-

struction and training for 23 kV Glov­ing. Some new methods will be insti­tuted tor the use ot tools to assure added safety tor our gloving crews during work functions.

The Distribution Construction and Analysis System (DCAS) will be ex­panded to include Substation Con­struction and Transmission Construc­

tion/Maintenance. Training for Sub­station Construction will begin in Feb­ruary 1983. Standards for duct con- struction/maintenance will be estab­lished by the end of 1983, and soon thereafter included in the system.

The Equipment Repair Center (ERC) will continue to concentrate its efforts on reducing FPL's capital ex­penditures. During 1983, we plan to

return to service $18 million of re­paired T&D equipment. A cost ac­counting system currently under de­velopment will be used as a tool to help allocate resources into the most cost effective areas in order to achieve this goal.

During 1983, emphasis will be placed on expanding the Quality Improvement Program by establish­ing QIP teams in all areas of the shop. The Apprentice Program also will be enhanced and expanded in order to meet future requirements of skilled journeymen.

The Quality Program has been in­tegrated into all division functions. Some divisions have T&D teams operating in a service center, as well as cross-functional teams working at the division level. As more team leaders are trained, more teams will be formed to work on quality prob­lems. T&D plans to remain in the fore - front of the quality effort.

The Environmental Protection Agency has mandated all capacitors containing PCB oil located outside of substations must be replaced by Oc­tober 1988. This will require consider­able effort since approximately 2,600 capacitor banks fall into this categ­ory We plan to begin the replace­ment program early in 1983 and, by doing about one fifth each year, complete the program on schedule. Because the new 500 kV transmission lines effectively become large capacitors during light load periods, it has become even more important that we manage the "on-off" times of our field capacitors more effectively Therefore, in conjunction with the re­placement program, we will be look­ing into better ways to monitor feeder performance, testing radio controls for capacitor banks and fine tuning our VAR requirements.

Our Street Light Conversion Prog­ram is progressing nicely We con­verted approximately 47,000 lights to high pressure sodium vapor in 1982.

^ ^ — — — — ■ Time-sharing being converted to more powerful computer

Dave Baldwln-Vlce President-Corporate Services

This year will see the continued de­velopment of computer terminals lo­cated throughout FPL. In order to pro­vide excellent service to Company terminal users, the Computer Opera­tions Department is establishing an expanded Help Desk/Network Con­trol Center. This Center will include additional telephone lines and per­sonnel.

The in-house time-sharing opera­tion is being converted to a more powerful computer utilizing en­hanced software. This will permit an expanded number of services includ­ing: a system development language for non-programmers as well as programmers, greater data availa­bility electronic worksheets, graphics, and text editing.

Systems & Programming will be working on 30 major systems projects. These systems range in scope from improved reporting to a new

technology of capturing and trans­mitting kilowatt demand and energy for selected large customers utilizing solid-state electronics and com­munications.

One of the many technological advances in telecommunications is in the use of optical fibers for com­munications. In 1983, Telecommuni­cations will develop specifications for the installation of an optical fiber cable between St. Lucie and Turkey Point nuclear power plants. The cable also would connect with the System Control Center, the General Office Building, and Juno Beach Of­fice Facility. An optical fiber cable al­lows much greater communications capacity than currently is available. It also allows for multiple full motion video circuits, extremely high-speed error-free data transfer and long­term growth needs of voice circuits.

In 1983, Purchasing, Inventory Re­

sources, and Material Management Systems and Control will expand op­erational and system development programs aimed at providing mate­rial and services in a timely and cost-effective manner. Evidence of this dedicated effort will be realized through the implementation of a new computerized Procurement Man­agement Information System (PMIS). This system utilizes the latest data processing and communication techniques to tie together many of the Inventory Resources, Purchasing, Risk Management, Accounts Payable, and Operating Storeroom functions. The major features and benefits from the PMIS on-line remote entry process include: prompt processing of requisi­tions, timely feedback to users on the status of requisitions and purchase orders, effective control of material deliveries, plus added assurance of timely payment of vendor invoices.

During 1983, construction will be completed for the Phase I Central Warehouse at the Physical Distribu­tion Center in Riviera Beach. This warehouse will be used to supply streetlight material, storm stock, tools, transmission/substation spare parts, and other items as deemed approp­riate.

In 1983, Risk Management will be expanding cost effective property loss prevention programs. These programs will focus on facilities where large losses could develop.

Risk Management continues to be actively involved in the development and procurement of insurance coverage, and hopes to expand the use of FPL — provided construction insurance programs for independent contractors.

Rate increase helps Company maintain financial integrityJoe Howard-Vice President-Treasurer -Finance

The past year was one of improved earnings. The permanent rate increases received in 1981, the wholesale rate increases and the retail interim increase in 1982 contributed to this improvement.

The $101 million increase granted by the Public Service Commission (PSC) in November 1982, will help FPL maintain its financial integrity However, the key to FPL's 1983 financial results will be inclusion of St.

Lucie No. 2 costs in base rates when the unit goes into commercial operation,

The portion of the unit owned by FPL will cost over $1 billion. When it goes commercial, St. Lucie No. 2 will increase FPL's rate base by some 25%. FPL proposed, and the PSC has ap­proved, the concept of a Nuclear Plant Cost Recovery Factor. This factor provides for a hearing before St. Lucie No. 2 goes commercial. At this

hearing, FPL will present evidence on the cost and prudency of building the unit. This evidence will be used by the PSC to adjust base rates to reflect the annual revenue requirements of St. Lucie No. 2. The effect on FPLs cus­tomers bill should be a slight increase of between 1% and 2%. FPL needs the rate adjustment to provide addi­tional revenue of some $255 million in order to permit the Company to re­cover the cost of building this unit. However, the unit is expected to be­nefit customers by producing fuel savings of over $200 million during its first year of operation.

The 1983 financing program will continue to be substantial. Construc­tion expenditures for 1983 will ap ­proximate $800 million. This will re­quire FPL to raise approximately $500 million by selling securities. A substantial portion of this money will go to build our 500 kV lines and to finish St. Lucie No. 2. Current plans call for the sale of bonds and preferred stock. A common stock sale may be required even though our common stock continues to sell below book value. Of course, common stock will continue to be issued through the Di­vidend Reinvestment Plan and to the Employee Benefit Plans.

In addition, we expect to receive some $130 million in early 1983 from the sale of 8.8% of St. Lucie No. 2 to FMPA (Florida Municipal Power Agency). Without this sale, our financ­

ing requirements for 1983 would have exceeded $500 million for the second straight year.

In order to support our short term borrowings and day-to-day cash re­quirements, we will continue to monitor and strengthen our bank lines in 1983. Currently the Company has bank lines of $300 million with approximately 40 banks. These lines will be used for day-to-day opera­tions and to provide flexibility for tim­ing of financings during the year.

The Company's Investor Relations Program for 1983 includes plans for presentations in New York, Boston, Los Angeles and other major cities. In addition, Company representatives will meet with key security analysts to keep them informed and up-to-date on FPL's actions and plans. The prog­ram is designed to keep investors in­formed and maintain their interest and confidence in FPL securities so that FPL can raise necessary capital in 1983.

Through the effort of FPL employees, the Company has made real progress toward improving its fi­nancial integrity In spite of the need to raise rates, our bills to residential customers using an average 1,000 kwh generally will be lower as we go into 1983 than they were in the sum­mer of 1981. This clearly reflects the dedication of FPLs employees in ef­fectively representing the interest of both customers and investors.

Coal-by-wire transmission ties increasedReid Culberson-Chief Engineer-General Engineering

This past year, the 500 kV tie lines were completed to the Georgia Power Company These two lines allow for the importing of less expen­sive electrical energy in large quan­tity A savings of over $55 million al­ready has been realized. However, additional savings have been limited by the lack of bulk transmission capability to the south.

Therefore, the next step is to extend the 500 kV lines to link up with existing lines in Martin County The first major hurdle has been successfully passed. The State has approved the licensing of the transmission corridor. This was accomplished by the persistent efforts of the Environmental Licensing, Right-of- Way, System Planning, Divi­sion and Engineering groups.

Construction will begin in 1983 to close this electrical gap by building a 112-mile section between the Cocoa area and the West Palm Beach vicinity The right-of-way has been secured and now is being cleared. As for the remaining 170 miles, a tremendous effort already has been put forth.developing and selecting the proposed right- of-way The next mammoth task will be to obtain the 170 miles of right- of-way 1983 will be a challenging

year for those involved in this en­deavor. The total transmission project is scheduled for completion by January 1,1985, at a cost of approxi­mately $500 million, Included are two new substations and the expan­sion of two existing ones.

To continue taking advantage of less expensive, coal-produced energy three other transmission ties will be made. An agreement has been reached with Tampa Electric Company for a new tie line from Manatee plant to Tampa's Big Bend plant. Also, a 138 kV line will be con­structed from our Bradford Substation to Deerhaven Substation in Gaines­ville, thus allowing FPL to purchase coal power from the Gainesville plant. A third transmission tie will be made from our Rice Substation to Seminole Cooperative's coal- powered plant.

During 1983, the Engineering group will be challenged to design and purchase a new 240 kV mobile power transformer. This will be a first of its kind at this voltage level. The mobile transformer will be used to support construction efforts and as a backup in the event of a transformer failure.

In the 1940's, a 69 kV cable was

installed between Coconut Grove and downtown Miami. Load growth in this area has required that the cable be replaced. Our engineers had to unleash their imaginations to avoid major traffic tie ups that could have occurred with the lines' upgrad­ing. Their work resulted in a break­through in the development of a 138 kV cable that was equal in physical size to the 69 kV cable already in place. During 1982, half of the old cable was replaced with great suc­cess and the circuit is now operating at 138 kV This coming year the other half will be converted to complete the project. This new cable develop­ment will save multiple millions of dollars.

In the past few years, the Engineer­ing Department has been develop­ing expertise using Computer Aided Drafting (CAD) equipment. The CAD drawings have been well received by the construction forces and the operating personnel due to the clar­ity of the prints. This quality effort will be continued in 1983 with additional emphasis placed on creating stan­dard construction units having a complete material listing. This will be a major step in supporting the en­gineering requirements of providing

consistency of drawings. It will also be a major factor in the continuing de­velopment of the Transmission/Sub- station Management System.

It is projected that $220 million will be expended for the active construc­tion ot 13 substations and over 600 miles of transmission line, our largest expenditure ever for such activities. Nine of the 13 substations are for dis­tribution functions with five of these scheduled for completion in 1983. The remaining four substations will be for transmission purposes.

1903DIVISIONAL HIGHLIGHTSDivisions - Wayne Brunetti - Vice President

Managing our resources in a changing environment while main­taining quality ot service to our cus­

tomers will continue to be the major challenge for the Divisions in 1983.

New rate schedules and new bill formats will require additional train­ing of FPL personnel. Employees will need to be increasingly responsive to customers.

Emphasizing to consumers that FPL's rates compare favorably with major utilities across the nation, as well as other Florida utilities, will be a major goal.

Accuracy in budgeting and fore­casting for both operating and capi­tal areas will be a an important goal, as well as, increasing participation in the Quality Improvement Program.

Our transition toward the District General Manager organizational structure and the combining of the new business and work order design functions (service planners) con­tinues to run smoothly

If we continue to accompany these

changes with the support of good communications and further de­velopment of existing Distribution Construction Management Systems, we will increase our ability to operate effectively

As our customer population con­tinues to vary we can be confidently flexible, knowing we have the ability to respond as needs arise. We have proved this in the past, and we will again in 1983.

Southern Division-Larry Adams-Vice President

Many new challenges will greet Southern Division employees in 1983. Commercial construction will remain at its current record pace, seven major residential developers are poised to react quickly to improved market conditions, and a number of special programs will require major involvement of our customer and field forces.

Downtown Miami is rapidly confirming its leadership in urban development. Over $2.6 billion is being invested in 67 public and private projects there. These projects will add 4.5 million square feet of office space, 5,600 residential units, and 900,000 square feet of retail space. Typical of the magnitude of these projects is the restoration of the

Freedom Tower and the construction of a 66-story, multi-use tower behind this historic building.

Business and governmental leaders have identified the promotion of international trade in our communities as of primary importance to the future of this area. Foreign investment now amounts to 49% of all new investments in Dade County

Metrorail, Dade County's 21-mile Rapid Transit System, is proceeding at a rapid pace and is significantly impacting the Southern Division's workload: 1983 construction will approach $15 million. The unusual service characteristics of Rapid Transit have required the Company to develop a separate electric rate

for the Metrorail system.The southern corridor of Metrorail

will begin operation in 1983. At two stations, major public/private developments will be started. At the Dadeland station a developer is planning to build a million square feet of space in an Omni- type complex, in phases, through 1986. Another developer is scheduled to begin construction this year of two 28-story office towers, a hotel, and a shopping center at the South Miami station.

The 1982 goal of converting 15,585 street lights to the energy-efficient high pressure sodium vapor lights was accomplished. In 1983, we will convert approximately 13,000 more street lights. Twenty one major

municipalities have accepted the program and the remaining four are expected to comply in the next few months.

The commitment to build 50 Quality Improvement teams in 1983 will involve employees in every functional area. The teams promise to increase the benefits and opportunities of participative management.

Southeastern Division - George Sullivan - Vice President

During 1982, the Southeastern Divi­sion experienced a decline in new customer growth. We are projecting a slight increase in this growth in 1983. Several new and continuing projects in Broward County will chal­lenge our employees to meet cus­tomer needs on a timely basis. Examples of these tasks include the expansion and improvement of the Fort Lauderdale/Hollywood Interna­tional Airport and the construction of a 690,000 square foot manufacturing

Eastern Division - Ted Moffett

The decline in customer growth appears to have abated. As a result, we expect customer growth patterns in 1983 to be similar to what we had in 1982. Developers have not overbuilt to the extent that occurred during the 1974-1976 recession. New areas of housing developments are starting, mostly in the North Palm Beach and Martin County areas.

There are serious problems dealing with water management, waste disposal, and congested roads

facility Road relocation and new road construction such as 1-75, and

Vice President

that need to be firmly addressed by local governments in the immediate future. These problems already have had an impact on our operations and will become extremely serious without proper solutions.

These factors are having negative impacts on customer growth and costs for the existing services are sure to escalate.

New facilities are being planned for construction to maintain and improve service reliability The

street light conversions also will chal­lenge our employee work force.

During 1982, we completed the reorganization of the Division, incor­porating the concept of District Gen­eral Managers. That reorganization effort will continue in 1983, with addi­tional benefits being derived for both customers and employees.

Quality Improvement Teams throughout the Division will be en­couraged to actively search and seek methods to improve our opera­

inspection and maintenance programs for transmission lines and

tional performance.The Marketing effort will continue

by implementation of additional con­servation programs.

The T8cD Department will be com­pleting two critical pilot programs in the areas of trouble/load and vol­tage. One involves an evaluation of the use of telemetry to monitor dis­tribution feeders, the second, an evaluation of remote computer switching.

substations will be continued,Plans for a new building at Jupiter

Service Center are near completion and construction should begin in early 1983. Another facility planned is the Lake Park Work Center, which is located near the Lake Park Service Center. Service planners and Marketing Personnel will be relocated from the Division Office Building to the new work center when completed.

Western Division-Ken Beasley-Vice President

Lowered inflation rates together with expectations ot lower mortgage interest costs should hold construction activity at current levels through the first half of 1983. A modest increase in residential demand later in the year will result in an estimated 22,400 new service accounts added in the West­ern Division.

New employees will be required in

the District offices to handle the con­tinued growth in customers. The ad­ditions to our distribution systems and the expected 100 mw of increased load will require new employees in T&D.

The District General Manager Or­ganizations, which were im­plemented in 1982, will concentrate on cost control and support for the Quality Improvement Program. Cross-functional Quality Teams of supervisors are operating in all dis­tricts, and Task Team leaders will re­ceive training in 1983.

Plans are underway to provide improved facilities to better serve our customers in two large districts. Bradenton will begin construction of a new District Office building in 1983

to replace three leased buildings and consolidate functional groups. Fort Myers will construct two metal buildings for Stores and T8cD Service Planning at Gladiolus Service Center. Also planned is a new metal building for the Fort Myers Substation crews near 1-75.

The Transmission and Substation Inspection and Maintenance Prog­rams will continue at current levels. The Line Clearing Program will be enhanced by the addition of one- man brush chippers to support con­tract and FPL crews when needed. The Energy Management Prog­ram will require additional employees to maintain current prog­ress and achieve customer installa­tion goals.

Implementation of further seg­ments of the automated Distribution Construction Planning System will provide on-line remote entry of Stores documents and scoping of pre­construction activities in work order design and processing.

As a means of improving response to customer trouble calls, a new au­tomated screening and analysis sys­tem has been developed. The new Trouble Call Management System will be piloted at the Sarasota Trou­ble Office. The Bradenton, Sarasota, and Venice District Customer Ser­vices telephone groups will be in­volved.

Northeastern Division-Joe Scott-Vice President

In 1982, new services were 14 per­cent below 1981. We expect about17,000 new customers in 1983. There is a large demand for housing by those waiting for low interest mortgages. Therefore, the numbers for new ser­vice may increase as the year pro­gresses and interest rates drop.

Industrial growth in high- technology will continue mainly in the Melbourne, Cocoa-Titusville area due to the successful Space Shuttle Program. Sanford will be experienc­ing heavier growth as a result of the opening of Epcot at Disney World.

We completed 1982 with 1,195 employees. Due to customer growth and increased emphasis on energy conservation and load manage­ment, we should finish 1983 with ap­proximately 1,220 employees.

All eight of our districts have been under management of District Gen­

eral Managers since last May The new organization has improved our ability to respond to customers' needs through improved teamwork. No other major changes are planned, but fine tuning will continue as needed.

To further enhance our organiza­tional concept, the Quality Improve­ment Program was started in Mel­bourne. Its apparent success has prompted us to accelerate its im­plementation in the entire division.

Plans are progressing well for our Division Operation Center in Day­tona Beach. The center will centralize load and trouble call management with new computerized systems. Con­struction will begin in late '83 with operation starting in early '85.

A new service center will be opera­tional at Palm Bay (Melbourne) in the first quarter of 1983. Plans are de­

veloping for a new complex in Flagler County with Commercial Of­fice, Service Center and Storeroom to serve the fast-growing community of Palm Coast and the Bunnell area. Long overdue renovations for the Lake City and Palatka Service Cen­ters will be underway shortly as well as an addition to the St. Augustine Service Center to relieve over­crowding in the St. Augustine Office.

Certification of the right-of-way corridor for two 175-mile 500 kV transmission lines has caused a flurry of activity by the various project teams. Two new substation crews will be added to assist in construction of our second and third 500 kV substa­tions, Rice (Palatka) and Poinsett (Cocoa) respectively A new building will be constructed at the Duval (Macclenny) 500 kV station to house substation crews. Many Division and

District employees will be involved while an all-out thrust is made to meet or exceed completion goals of this very important project.

We will be taxed to the limit, at times, to achieve all of our objectives. But with the continued fine attitude so prevalent within our Northeastern organization, I feel confident we will succeed.

Generation growth rate to subside over next 10 yearsErnie Bivans-Vice President - System Planning

Looking forward to 1983 and beyond will see us continuing to diversify our energy resources, while at the same time providing sufficient energy to meet existing and new customer needs. Energy sales, which by year end are expected to reach47.1 billion kilowatt-hours, or roughly 20,000 kwh per customer, are expected to experience a modest increase of 2.2% during 1983. By the summer of 1983, a peak of 10,220 megawatts is forecasted, which is 3.6% higher than the summer of 1982.

Over the next 10 years, we expect this growth to be somewhat reduced due to decreased population growth and conservation to average about 2.9% over the period.

Even with this reduction, we will require a little over 3,000 mw of new capacity to serve our customers by the early 1990's. This capacity will be met from a variety of power sources, both inside and outside the State. Nuclear and coal will provide over

1,200 mw of the requirements from St. Lucie No. 2 and our joint coal plant venture with the Jacksonville Electric Authority (JEA). The remaining 2,000 mw will be obtained by purchasing electricity from coal-fired units ("coal-by- wire") of the Southern Companies. This combination of power resources will allow FPL to continue to provide its service reliability and, additionally contribute to a reduction in oil consumption and minimize the cost of service.

During 1983, System Planning will focus on evaluating the cost

effectiveness of other non-oil sources of generation. Such technologies as the burning of coal directly in a boiler designed for oil-burning and the utilization of coal-water mixtures, are among the alternative being considered.

Development of the 500 kV system is making possible large purchases of coal- by-wire from Southern. During 1982, FPL, JEA and Southern completed two (500 kV) transmission lines between Duval Substation near Jacksonville and Georgia Power's Hatch Plant and, as a result, we were able to increase our power purchases to 650 mw These two lines represent the northernmost link in the development of a 500 kV system that ultimately will extend from the Florida-Georgia border to Miami. The development of the 500 kV system will require the construction of over 400 miles of 500 kV transmission to be completed by 1985.

During 1983, we will focus on

developing the transmission system for the 1990's which will involve additional north-south links on the West Coast.

Development of the 500 kV transmission system, to accommodate the large power exchanges, reinforces the need for coordination among the 25 generating electric utilities in the State. We will be actively involved on this front during the next year, primarily through the efforts of the Florida Electric Power Coordinating Group, Inc. (FCG) and its various committees and task forces. Our involvement will range from presentation of our Ten Year Plans to the Public Service Commission in the FCG Annual Planning Workshop, to developing and refining new methods for exchanging power between utilities such as the FCG Energy Broker, which has realized savings of over $70 million for all the utilities in the State during the last 12 months.

Oil and gas units will be used to satisfy peaking needsA1 Schmidt-Vice President-Power Resources

Thoughout 1983 there will be an increasing amount of "Coal-by-Wire" and nuclear generation available. As the year progresses, our large oil/gas fired units will be used more and more to satisfy peaking requirements only

One of the most important challenges facing us in 1983 will be studying the effects of this cyclic operation and developing operating strategies which will allow us to maintain high reliability as we operate in this mode for the next several years.

With these changing conditions, we •will continue to make every effort possible to improve the heat rate of our fossil units which, as a group, were ranked nationally 7th in 1980 and 4th in 1981. This will become increasingly difficult as the "Coal-by-Wire" will affect the overall loading of our units, often causing them to operate at less than maximum efficiency One step in accomplishing this goal will be the computer modeling of all our large units to provide the capability of studying possible modifications to improve unit heat rates. This computer model will allow us to optimize operating parameters as well as to diagnose the causes and extent of efficiency losses in the plants. To better monitor unit efficiency we will be developing an improved Unit Performance Reporting System (UPRS) in 1983.

Anticipating the impact of changing conditions and expected increases in regulatory reporting activity, we will be automating the Generating Performance Incentive Factor (GPIF) data and processes. This system will help us to better meet changing PSC requirements.

During 1982 we implemented and gained experience with several improved job scheduling, planning and monitoring systems. We intend to continue the utilization and enhancement of several of these systems in 1983. The final phase of the Five Year Overhaul Planning Systems will be implemented in 1983. This final phase provides interface with the existing Generation Equipment Management Systems and Zero Base Budgeting Systems. This intergrated data base has become the key

source of our overhaul planning and job scheduling as well as job cost monitoring.

To complement this data outage base, we implemented "Project II" on a limited basis in 1982. This is a computerized outage management system which enhances our ability to manage unit down time and resource requirements. The use of this system will be expanded to unit outages at Sanford, Port Everglades and Fort Myers power plants in 1983.

In an effort to reduce the total costs of Planned Unit Outages we currently are developing requirements and specifications for optimizing the annual overhaul schedule for all units. This computerized system,

which we plan to develop during 1983, will provide for analysis and improved decision making in regards to our system overhaul schedule.

Considerable cost savings are projected for 1983 now that all particulate emission testing will be performed by FPL personnel with the implementation of a second test crew Through refinements in techniques and equipment and increased personal productivity FPL crews will be able to perform the normal three day tests in about one half the time. This means that our 25 units will be off of economic dispatch less, resulting in an estimated fuel cost avoidance of between $20,000 and $100,000. In

addition, our Central Laboratory has expanded its capability and will be performing all oil, water and many of the environmental analyses that were previously done by outside laboratories. Experience has shown that we can perform the analyses at about one fifth the cost, which will result in an annual savings of about $400,000.

In 1983, we will expand our Quality Improvement Program to all of our Power Plants. During 1982 we ran pilot programs at our Putnam and Port Everglades Plants and will use that experience in developing the overall departmental program. We also will continue with enhancements to the Foremen/Chief Electricians' Training Program developed and implemented in 1982. These enhancements primarily are in the area of developing competency skills.

Two major Capital projects which will go in service in 1983 will improve efficiency and result in fuel savings. These two projects are the complete condenser retubing of Fort Myers Unit No. 1 and the burner modification of Sanford Unit No. 5.

During 1982, the Power Supply Department concentrated on completing the 500 kV installations at Duval Substation to allow additional purchases of "Coal-by- Wire". Through the mutual efforts of several departments these installations were completed months ahead of schedule and resulted in a substantial savings to our customers. We also completed the installations of continuous monitoring equipment at many of the plants which provides information to allow evaluation of the electrical performance of our generators. This information will be used to improve the reliability and operation of our generators.

In 1983, Power Supply's challenges will be the implementation of contracts for additional purchases of "Coal-by-Wire" from Florida Utilities as well as the Southern Companies. With St. Lucie No. 2 coming on line and the return to service of Turkey Point No. 4, coupled with the "Coal-by-Wire" purchases, many changes will be coming in the operation of our system.

Energy taxes may occupy Congressional limelightTracy Danese-Vice President-Public Affairs

As a result of the 1982 elections, a number of new faces will appear in the 88th Congress. Many major issues will be carried over from prior years.

Economic matters will continue to play a primary role in the Washington scene for some time to come. As the recession continues, high interest rates, unemployment, and heavy-government spending will force Congress to look for "revenue enhancement" measures to

reduce budget deficits. Various forms of energy taxes are likely to be considered. Also occupying the limelight will be the insolvency of the Social Security System.

On the environmental front, Congress will again face the issue of amendments to the Clean Air Act. Acid rain control legislation, either separately or as part of the Clean Air Act amendment process, is likely to be the subject of great debate.

At the state level, major issues confronting FPL are in the areas of transmission line siting, water quality and quantity and low level radioactive waste.

The State legislature will be considering amendments to Florida's Transmission Line Siting Act as a result of problems, real or perceived, experienced during the siting of FPLs Duval-Poinsett 500 kV lines. Also on the legislative agenda will be the

Southeast Low Level Radioactive Waste Compact (the Compact is an agreement among the Southeastern states for the disposal of low-level radioactive waste). The Compact was passed by the legislature last year, but must be modified due to changes made by South Carolina's legislature which necessitated additional negotiating sessions.

Nuclear units to represent 21% of FPL’s generating capabilitiesJoe Williams-Vice President-Nuclear Energy

During 1983, for the first time in FPEs history, we plan to have four nuclear units on-line. The total nuclear gener­ation will be 2,911 mw which will rep­resent 21% of the Company's 1983 generating capability The projected generation for 1983 from our nuclear units represents oil displacement sav­ings of $623 million.

This accomplishment is contingent on completing three major projects on schedule. The first and most sig­nificant is bringing St. Lucie No. 2 on line by mid year. Thus far, we have been able to meet all major startup milestones on schedule.

The second major event will be completion of Turkey Point Unit No. 4 Steam Generator repairs. We pre­sently are one month ahead of schedule and feel we will be able to maintain this lead. In doing so, we will provide a $17.5 million oil displace­ment benefit to our customers in 1983.

The third event will be the success­ful refuelings and overhauls of St, Lucie No. 1 and Turkey Point No. 3. This year we will be doing significant work on all the nuclear units as a re­sult of required modifications, refuel­ings and initial startup.

Auxiliary power upgrades are under way for Turkey Point Units No. 3 and No. 4 and will be completed dur­ing 1983. These upgrades will pro­vide the necessary service, reliability and load capacity for the additional auxiliary power loads at Turkey Point Units No. 3 and No. 4 resulting from required plant modifications. The critical plant loads to be powered by the upgraded auxiliary power sys­tem includes the Safety Assessment System (S.A.S.) The S.A.S. is a com­puterized data acquisition and dis­play system required to satisfy the needs for improved operator infor­

mation and to provide real time in­formation to the Plant Technical Sup­port Centers and the Emergency Op­erations Facility It is unique, in that the displays were designed by the cooperative effort of ten domestic

and two foreign utilities. These sys­tems are scheduled to be placed in service during 1983. Also, by the end of 1983 we will have completed over 90% of the Three Mile Island backfit requirements.

On line automatic condenser cleaning systems will be installed on the Turkey Point Fossil Units No. 1 and No. 2 during the 1983 scheduled outages. Installation of these systems will provide constant improved condenser cleanliness factor of above 80%, which will increase unit capability availability and efficiency and result in annualized fuel cost savings of approximately $3 million per unit.

As part of the Nuclear Energy De­partment's commitment to the cor­porate Quality Improvement Prog­ram (QIP), we have modified and tailored the QIP Manual to address the specific needs of the nuclear power plant environment. Teams at each plant, and the General Office have been formed and tasks to be addressed have been selected. Be­nefits, associated with the successful completion of the first group of tasks, have the potential to save the Com­pany and our customers several mill­ion dollars. We expect to see the first tangible results of this effort in 1983.

The Nuclear Regulatory Commis­sion is decentralizing certain reg­ulatory activities to Regional offices from their headquarters in Washington, DC. This dispersal is ex­pected to accelerate in 1983. While we expect a closer working relation­ship and more timely responses from our Region, we will have to monitor this closely to ensure that policy ac­tivities are consistent with other re­gions.

Construction of off site Emergency Operating Facilities will occur in 1983 and we will be conducting emergency exercises with the state and local government agencies for both plants during 1983.

Time-of-use rate apparently bringing good resultsJoe Collier-Vice President-Energy Management

1983 will represent the final major implementation of the Marketing conservation programs that began in 1980. The Watt-Wise Program goals will be expanded to encourage more builders to participate in offering new home buyers energy efficient features. Program goals will be to expand the market penetration from the current 20% to 40% by 1985. A Passive Home Award Program will also be introduced. Finally, plans will begin to develop marketing strategies to encourage the expanded use of time-of-use and load control rates for implementation inthemid-1980's.

Final specifications for a Bi-Directional Communications System will be completed in 1983. Although the initial system will be designed primarily to handle load control and time-of-use rates, it is expected to ultimately

accommodate remote meter reading, meter tampering detection and remote connect/disconnect functions. Evaluation of experimental

rate structures now being conducted in Coral Gables and Fort Myers will culminate in 1983. Preliminary results indicate that one of the experimental

time-of-use rates is, in fact, causing the participants to reduce their energy usage at the time of our highest generating cost.

Other load and consumer research programs will continue to evaluate customer responses to conservation measures and provide usage pattern data to develop rates for various customer classes. This valuable data will assist the Marketing 8c Energy Conservation Department to properly target the conservation programs or modify program design to take advantage of market potentials in conservation.

In the Customer Generation area, model contracts and procedures for division personnel will be completed. There will be a continuing effort in 1983 to finalize a number of contract negotiations now being discussed with potential cogenerators and small power producers.

Several major construction projects to be completed in 1983Jim Dager -Vice President - Engineering, Projects & Construction

The 1983 capital budget tor En­gineering, Projects and Construction is $520 million. Approximately $220 million is budgeted for transmission and substation work systemwide and $300 million is for projects controlled by Project Management.

Among our major projects tor 1983:Turkey Point Unit No. 3's steam

generator repair was completed successfully on April 10,1982. Repairs on Unit No. 4 began October 10,1982, and are scheduled for completion in June, 1983.

Meeting this schedule and return­ing Unit No. 4 to operation is a major

corporate objective requiring close teamwork on the part of many indi­viduals and departments. The team is working hard to improve the schedule as every day this nuclear unit is off line costs FPL customers some $500,000 in replacement fuel costs.

St. Lucie No. 2 is approximately 92% complete. Core loading is scheduled for January and some fuel shipments already have arrived on site. The unit is expected to be placed in commer­cial operation in the summer of 1983.

St. Lucie No. 1 is preparing for refuel­ing outage scheduled to start March 6,1983. In addition to refueling, other

major backfit work will be undertaken.Groundbreaking for the two St.

Johns River coal units was December 1,1982. FPL Project Management sys­tems will be used to monitor the con­struction efforts in cost and schedule in this joint venture with the Jackson­ville Electric Authority

Project Management will be sup­porting the Nuclear Energy Depart­ment by providing management and project controls (cost, schedule and estimating) for assigned ac­tivities during plant outage and for selected capital work during non­outage periods.

We will continue to provide es­timating services to various depart­ments for new Company facilities and additions and to improve these ser­vices through standardization and computerization.

The intergrated cost and schedule system developed by the Project Management systems support group will be utilized for St. Lucie No. 1, and is planned for application on the St.Lucie No. 2 backfit program.

A commitment to improve systems and support by Construction, En­gineering and Project Management will underline the projects area in 1983.

Divisions to remember 1983 as the ‘Year of Training"Jose Bestard - Director — Division Planning & Administration

Divisions probably will remember 1983 as the YEAR OF TRAINING due to the implementation of various com­puter systems. These systems will im­pact significantly operations and management procedures of division personnel; consequently substantial training will be required to make ef­fective use of these improvements.• Stores will be able to access the central coumputers to enter date for material transactions and to assess the ability to supply the material re­quirements for jobs in progress for existing balance.• Service Planners and Distribution Engineers will be able to establish de­tailed schedules for distribution jobs

by either selecting from standard ac­tivity networks or tailoring their own. These schedules will be monitored as jobs progress from origination to completion.• Service Planning 8c Engnneering workload will be monitored through an enhanced approach developed as part of the overall planning and scheduling system.• Engineering and T8cD personnel will be able to improve their cost esti­mates and their ability to plan con­struction requirements as a result of the evaluation of labor units for transmission, substation and duct sys­tem work.

• Direct access through terminals to the distribution transformer and dis­tribution line section data bases will enable engineers, service planners and operations personnel to load the distribution system components closer to the desirable operating range.• Pilot operation for the first phase of the Trouble Call Management Sys­tem will be started mid-year in the Southeastern and Western divisions. By screening customers' calls, the sys­tem will help trouble dispatchers diagnose the most probable cause and assign the work by trouble area. Summary information will help as­

sess the severity of problems. Cus­tomer Services personnel will be bet­ter informed about the status of ser­vice restoration.• Automotive personnel will be able to provide division management with analyses of vehicle perfor­mance utilizing a series of programs that will be available by the end of the year.

In addition to the implementation training requirementslor present per­sonnel, the Service Planner/Engineer development program is being up­dated to reflect these changes. Over 60 new participants are expected during 1983.

Employee benefits competitive with comparable corporationsJerry Baur -Director - Personnel

Last year proved to be extremely dynamic in employee benefits.Not only was a Dental Assistance Program implemented for all employees, but our Group Life Insurance Program was revised significantly to provide several options for employees. The Thrift Plan becam e available to Bargaining Unit employees. FPL's contribution to the Group Medical Plan was increased, and the vacation policy strengthened, The Pension Plan also was improved, pending shareholder approval in 1983. With the coupling of our salary administration programs and our comprehensive employee benefit package, FPL employees continue to enjoy benefits competi­tive with comparable corporations.

With 1983 comes the change to a new Group Medical Plan administrator, Aetna Life Insurance Company Aetna has an excellent reputation for administering medical claims with speed and efficiency

In continuing our strong commitment to employees with a safe work place and establishing programs promoting high standards of employee health, we now are developing an Employee Assistance Program (EAP). Primarily this program discusses the high cost of drug and alcohol use (abuse). Cost,

not only in dollars to the employee and the Company but in health, loss of lives, creation of family problems and in poor work performance. The program details where employees can go for help in these areas, as well as for counseling in family financial, legal, domestic or emotional problems. All supervisors have attended a program describing the EAP and a program is being developed for presentation to all employees early in 1983.

As in many other functions, Personnel has turned to automation to improve efficiencies. In 1983, we look to:

• Improve our new Candidate Identification System and systematically identify Transfer Request Candidates. This will help our employees to gain a fuller exposure to all vacancies and create more of a one-stop shopping environment for our managers and supervisors.

• Implement a comprehensive Applicant Tracking System to meet the growing, mandated and dynamic information needs of the corporation concerning FPL applicants throughout the employment process.

The Juno Training Center is fully operational and will be used in 1983

to conduct a number of Training Programs. Particular emphasis will be given to conducting supervisory training and the Quality Improve­ment Program in the Juno facility Other programs such as Utility Financial Issues, Writing and Speech Training will be conducted in the General Office, the Divisions and in Juno.

The Law Department's resources will continue to be stretched in 1983 by the volume and diversity of matters requiring legal services from both inside and outside counsel.

Two major lawsuits will continue to occupy our forefront in terms of complexity and workload.

The Company's claim for damages resulting from defective design of the Martin reservoir, which failed in October, 1979, is scheduled to be tried in the federal district court in Fort Lauderdale in 1983.

In addition, the suit filed by FPL against Westinghouse in 1978 for damages due to defective design and fabrication of the steam generators at Turkey Point Units No. 3

Beginning in the first quarter of 1983, Video Services, in conjunction with Corporate Communications, will christen a new Company television news program. An ongoing project, this program will communicate information about the Company and its people to all employees on a monthly basis.

and No. 4 will continue.The Claims function enters 1983

following a year of sharply increased costs resulting from personal injury claims. As part of the effort to counteract this trend during the coming year, an additional attorney is being hired. Special attention also will be given to improving programs for accident and claims prevention.

Management of the legal function will reach a higher level of efficiency in 1983 with full implementation of new procedures and automated office systems recently acquired by the department. As a result, we hope to support management with legal services of improved quality and speed and a more cost-effective basis.

Improving claims prevention programsTed Blount - Director - Law

Humpty-Dumpty: Understanding the meaning of our wordsJack Francis - Vice President—Corporate Communications

"When I use a word," Humpty- Dumpty said, "it means just what I choose it to mean — neither more nor less."

That quote, taken irom the story "Through the Looking Glass," reflects the universal problem of communi­cations: That individuals who receive

a message may, or may not, know what the meaning of the word is.

We cannot communicate unless the sender of the message and the receiver are on the same wave length. Despite Humpty-Dumpty

To be effective communicators, we must choose carefully the medium of expression (print, oral, etc.), our selec­tion of words and phrases (do our customers understand?), draw on our vast background in our industry (we know more about our business than anyone else?), and know where to "get the facts."

This latter part will be reinforced in 1983 and in the years to come as our Company moves more into elec­tronic communications. To help us gain an even better understanding of FPL, the electric utility industry and

our world around us, we will intro­duce monthly news programs, and quarterly television specials. Studies show that we learn more from engag­ing two of our senses than one. And, television is becoming more and more the medium of expression in our society It is an arena in which we seem to communicate best.

These video news items are a joint effort of Personnel and Corporate Communications. The aim is to help. To bring us all closer together. To fill a need.

Soon, too, we will initiate a modest television news summary on a two- per-day basis for selected work loca­tions. As we become familiar with this activity we will approach other loca­tions, expand the programming and format — an almost daily "FYI."

Of course, we will continue to use a broad range of communications mediums to get our message out — newspapers, radio, advertising, per­sonal contacts. As always, we will be depending on our employees to be ambassadors of the Company And we will do all we can to keep you informed so you can continue speak­ing up with pride and authority

Our continued desire will be to open every available avenue of communications to you... and for you.

Expanding electronics and engag­ing more video are two, but by no means all, arena's in which we hope you will become a more know­ledgeable employee... and therefore a happier one,

And to heck with Humpty-Dumpty Our goal at FPL is to communicate so that all of us know the meaning of our words.

Of 125 problems identified, 63 already are resolvedRudy Cielo - Director - Distribution Engineering

Our major work in 1983 will be di­rected in three areas: Cost reduction, improved reliability and field trials for capacitor controls.

All sectors of FPL are under increas­ing pressure to keep costs in line. In Distribution Engineering, several cost-saving, new or improved pro­ducts will be introduced in 1983. Some examples are:• Introduction of automatic splices and deadends for overhead primary aluminum conductors will save some $800,000 each year in distribution construction and maintenance costs.• Prefabricated insulated splice cov­ers for secondary cables will be in­troduced into URD applications in 1983, following successful field trials on street light circuits in 1982. This product is less labor intensive than present methods and will reduce costs by $96,000 annually• Changes in our basic standard primary feeder hardware are ex­pected to begin in 1983. Most clamp top insulators will give way to pre­formed tie-type construction. This, plus other insulator support hardware changes, are expected to avoid $730,000 in costs each year.• About $313,000 savings annually will result from various changes planned in connectors. Compression connectors will be used in many ap­plications where bolted types now are used,

With 30,000 miles of distribution lines in service, reliability is a continu­ing concern. In 1983, we will monitor the product manufacturer's quality control practices and insist upon im­proved quality We also will be study­ing the feasibility of requiring a longer warranty on some products than the almost universal one year period.

The URD issues team formed in late 1981 has proven to be a very effective group in identifying and correcting some lingering reliability concerns. Of the 125 issues and problems iden­tified, 63 already have been resol­ved.

Lightning always has been a se­vere problem at FPL and is a major factor in the reliability of our distribu­tion system. Several field trials will be in progress in 1983 on a new genera­tion of metal oxide arresters to m ea­sure their effectiveness, as well as de­termine if their high cost can be re­duced.

Comprehensive testing and réévaluation of all distribution fuse cutouts was begun in 1982 and will be completed in early 1983. FPL purch­ases some $1.6 million of this product each year, and we expect better per­formance from the future cutouts.

The expansion of the 500 kV trans­mission system is being felt all the way down to the distribution feeder level. Power system operating needs and

economic factors make it necessary to gain better control of the distribu­tion feeder capacitor banks as the 500 kV system grows. Two activities are planned for 1983 to study improv­ing control of the capacitor banks. The first is a study of real-time capacitor control. This project is under way in the Southeastern Divi­sion. Thirty capacitor banks are being radio controlled from the Fort Lauderdale Trouble Office based on real-time feeder load data available through the SCADA System. A pilot project of a radio controlled capacitor system also is planned. This project, located in the Southern Divi­sion, will use a computer to control the distribution feeder capacitors. If this project is successful, similar radio control systems will be considered for other Divisions.

Fuel supply picture comfortable for coming yearMichael Cook - Vice President - Contracts, Fuels & Corporate Development

FPL's oil consumption, which had reached a high of 40 million barrels a year in 1981, will be reduced to ap­proximately 30 million in 1983. This reduction is due primarily to four fac­tors:

• an increase in the amount of "coal- by-wire" from Southern Companies,

• the energy obtained through the "economy interchange," whereby the cheapest surplus (coal-generated) electricity available from other Florida utilities displaces oil gener­ated power,

• the availability of substantial amounts of natural gas and

• the expected startup of St. Lucie Unit No. 2.

The reduction in expected oil con­sumption will dictate a reduction in inventory levels which will, in turn, make the system more vulnerable to interruptions in gas or coal power or nuclear outages. This will make in­ventory management and quick re­sponses through spot purchases, trades and sales of oil a more critical aspect of our responsibilities.

In general, oil prices have re­mained stable at the mid-1981 level throughout 1982 and no significant changes are expected in the next few years unless a disruption of Middle East supply occurs. The combined ef­fect of lower industrial activity as­sociated with the economic recession and energy conservation measures

instituted during the last few years has been a reduction in world-wide oil demand. Since there are adequate inventories of oil in the hands of both producers and refiners to meet the expected demand, the outlook is for a comfortable supply picture throughout 1983.

While the price of natural gas rose in 1982, increases were less than ex­pected as a result of reduced de­mand for all fuels. It is now expected that the price of natural gas will re­main relatively stable throughout 1983. Oil and natural gas prices are expected to rise again in the long term.

Fuel Resources is participating in a number of projects which are de­signed to reduce FPL's reliance on oil and gas in future years. New coal technology — using a coal—water mixture (CWM) — is being evaluated for a possible full-scale test in one of FPL's 400 mw units. CWM is consi­dered to be an improvement over the coal-oil mixture (COM) previously

burned at Sanford.In connection with the joint-venture

agreement with the Jacksonville Electric Authority (JEA) for two coal- fired units, Fuel Resources is working actively with its JEA counterparts in the selection of both the suppliers and the modes of transportation for the coal to be burned at those units. The same economic conditions that are affecting the price of oil and natural gas also have reduced the price of coal. JEA and FPL expect to negotiate long-term coal supply con­tracts, while the current market con­ditions prevail, in order to obtain favorable prices and terms.

The nuclear fuel supply outlook for 1983 is very attractive. In the summer of 1983, FPL expects to have all four nuclear units in operation simultane­ously for the first time, with the pro­jected start-up of St. Lucie No. 2 and the return to service of Turkey Point No. 4. Exxon Nuclear will become FPL's third supplier of nuclear fuel when it delivers its first batch to St.

Lucie No, 1 in early 1983, The change to Exxon, which has been im­plemented in less time than most in­dustry observers considered possible, is just one of many FPL measures to reduce fuel costs. Other innovations that will be studied in 1983 include radical modifications in the type of neutron poisons used in the core and in their physical distribution, with the objective of reducing uranium con­sumption.

The U.S. Congress recently passed a nuclear waste bill. FPL will be negotiat­ing contracts with the Department of Energy in 1983 for the future disposal of its spent fuel. In the meantime, FPL has completed an extensive evalua­tion of interim fuel storage alterna­tives. Based on the results of this study the storage capacity at Turkey Point will be increased in 1983.

The addition of St. Lucie No. 2, com­bined with the expiration of the com­prehensive fuel supply contract for Turkey Point No. 3 and No. 4, will in­crease the amount of fuel to be purchased directly by FPL and make effective nuclear fuel management more critical in 1983 and subsequent years. The price in the secondary market for uranium enrichment ser­vices is very favorable, particularly in Europe where enrichment capacity is now well in excess of demand. We will continue to pursue these secon­dary market opportunities both in the U.S. and abroad.

Quality Improvement teams will expand their influenceRobert Uhrig - Vice President - Advanced Systems & Technology

Both the Clean Air Act and the Clean Water Act are scheduled to be revised by the Congress in 1983. These two laws constitute the major en­vironmental requirements imposed upon the Company's operations. Of most concern is the effort to impose costly emission controls on electric utilities in an attempt to prevent "acid rain." The industry feels strongly that additional research is needed on this poorly-understood phenomenon be­fore imposing costly requirements which may have no effect on the problem. We actively are supporting such research efforts by EPRI and the Florida Electric Power Coordinating Group and are working closely with other industry groups to avoid pre­mature legislation.

All permits and approvals will be obtained on the newly certified Duval- Poinsett 500 kV Transmission Line early in 1983. These approvals will lead the way for the ultimate con­struction of two 175-mile (coal-by­wire) transmission lines. Also in 1983, we will seek certification of the Midway-Jensen-Crane 240 kV Trans­mission Line. This project will improve substantially our transmission system in St. Lucie and Martin Counties. In

addition, the department will be working with Governmental Affairs on refinements to the Transmission Line Siting Act process by the Florida Legislature.

FPL will initiate a comprehensive groundwater monitoring study at all power plants. The program will in­volve evaluation of groundwater dis­charges and will include geohyd- rological and geophysical analyses as required by 1982 revisions to Flori­da's groundwater rules. The study will determine the long term operational impacts of the current mode of waste disposal.

We will continue to work with the South Florida Water Management District to implement the Martin Re­servoir plan approved by the Dis­

trict's governing board in September In addition, projects that were cer­tified in 1982, such as the St. Johns River Power Park, will continue to re­ceive significant attention to assure that all environmental requirements are met as those projects move for­ward.

The Department of Energy (DOE) and the Reagan Administration have initiated programs designed to im­prove the nuclear regulatory process. In 1983, Nuclear Licensing will con­tinue to work with a number of indus­try organizations in attempting to les­sen unnecessary regulatory burdens which are costly to the customer.

In 1983, Quality Assurance (Q A) will be extensively involved in the completion of St. Lucie Unit No. 2 and

the transition from construction to the operating phase. Emphasis will be on functional examination of equip­ment, fuel loading, power ascension testing and betterment modifications in preparation for commercial oper­ation.

Also during 1983, it is anticipated that there will be more than 400 Qual­ity Improvement Program (QIP) Teams implementing quality im­provements. QA will expand its sup­port of the Quality Improvement Program to include more advanced training programs, quality engineer­ing consulting, program evaluation, and interchange of ideas and im­provements.

The various load management tests (v ia telephone and power line carrier) will be completed and the results will be used to make a final decision for systemwide application. Projects on "acid rain," steam generator tube corrosion, use of micro- computers in power plant op­eration, solar photovoltaic systems and advanced technologies for im­proving the reliability of both FPLs power plants and transmission sys­tem will be carried out in 1983.

New programs to emphasize customer/employee interestR. E. Lloyd - Director - Consumer & Customer Service

In 1983, we will continue emphasiz­ing programs which demonstrate a commitment to our customers' long term interest. Meeting the needs oi senior customers will receive particu­lar emphasis.

We currently are evaluating a number oi programs which have the potential to make us an industry leader in the Consumer Ailairs area. These programs deal with problems, such as short term customer personal circumstances which make it difficult to pay an electric bill on time. Another issue is timing bills to coin­cide with the receipt oi Social Sec­urity or Public Assistance checks. Still

another program would enhance our customers' perceptions oi meter reliability and meter reading accu­racy

Providing district office personnel with modern, cost effective office sys­tems is an important part of our qual­ity program. Our Revenue Facilities Management System (RFMS) de­velopment is progressing well. This will data base our records for street lights, outdoor lights and traffic sig­nals. In addition to facilitating billing, RFMS will provide a basis of interface with the Trouble Call Management System. The result will be a versatile billing system which also will be

capable of evaluating hardware performance and preventive maintenance needs.

During the year, a number of other potential improvements will be evaluated. These include the use of microcomputers in local offices, computerized equipment for cashier use and hand held meter read de­vices designed to replace the mark sense route books. Based on the re­sults of these studies, programs will be developed, as appropriate, for future years.

Throughout the divisions, conver­sion of FPL-owned mercury vapor

street lighting to energy-efficient, high-pressure sodium vapor is well underway In 1983, to assist our con­servation effort, we will develop a cost-effective program to encourage governmental entities to convert the mercury vapor lighting systems they own.

The application of new programs and technology presents unique challenges and opportunities to local office employees. We hope the con­tinued emphasis on improving the tools available to them will provide a climate for professional and personal growth.

In 1983, we will adopt a new Accounts Payable systemHomer Williams, Jr. - Comptroller - Accounting

One of the major projects for the Accounting Department in 1983 will be increasing base revenues to offset the continuing effects of inflation and adding St. Lucie No. 2 to our current rate base.

As a result of the Tax Equity and Fiscal Responsibility Act of 1982 (TEFRA), we are facing again additional regulations which must be interpreted in implementing tax changes. We will be monitoring legislative proposals amending TEFRA, expected changes in the social security tax area, and relief for spent nuclear fuel and nuclear plant decommissioning costs.

The training and conversion for a new computer-'based Accounts Payable System will take place in 1983. The new Accounts Payable system is part of the Procurement Management Information System (PMIS) which also includes a Purchasing System and a Material Request System. PMIS will be used to pay most of the Company's disbursements, as well as provide for flexible accounting and reporting of the disbursement information. Implementation of the Accounts Payable System is scheduled for the first quarter of 1984.

The Financial Accounting Management System project team will continue to evaluate and document system requirements. Utilizing the requirements as they are developed, we will finalize our evaluation of, and select, a General Ledger and Financial Reporting System software package. The implementation of this package will be the first of several implementations, designed to update and ultimately replace the present General Accounting System.

This year, FPL will need to maintain an active financing schedule to meet

its capital requirements. Accounting will be responsible for providing the financial information required for each registration statement. The proceeds from these financings and the increases in base revenues will fund the Company's construction programs which are needed to meet the commitment to our customers for quality service.

In early 1983, we will complete our study on the Company's Power Plant Construction Accounting Management System (PPCAMS) and begin System Design. PPCAMS will provide a uniform basis for unitizing

FPLs existing and future investment in Production Plant, establish an FPL construction accounting system that will provide consistent accounting on new capitalization, provide detailed cost information for billing and supporting joint ownership agreements. This information will provide for interim cost reporting during construction to satisfy needs for pollution control bonding, insurable value reporting, property tax reporting, investment tax credit reporting, budget and project control reporting. This is meant to be an integrated corporate system, not specifically a property system. This system will interface with other computer based systems and will feed information to the Property Records System.

We will start the design of a Power Plant Spare Part System in early 1983. FPL is allowed to capitalize selected spare parts maintained for operating power plants. This system will provide for the identification of parts to be capitalized versus normal inventory and define the method for maintaining parts as either capitalized or maintenance through FPLs inventory and accounting systems.

Direct operating expenses will exceed $700 millionBen Dady - Vice President - Management Control

Employee growth for 1983 is ex­pected to be only 2%, well within the corporate objective and about half of the growth experienced in 1982. We began to feel the effects of the economy on sales and customers in1982 which resulted in the Budget Committee taking a hard look at the need to add employees in 1983. It's been a long time since our budget called for adding less than 300 employees in one year.

Our direct operating expenses for1983 will exceed the $700 million mark. This translates into a cost per

customer of $298 which is $13 more than our 1983 objective. In develop­ing our corporate objective, we un­derestimated the amount of increase that we would incur in Pension 8c Wel­fare costs and in nuclear plant ex­penses due to the startup of St. Lucie No. 2 and one additional refueling scheduled for 1983.

The Board of Directors approved a Capital Budget for 1983 amounting to $834 million (including subsidiaries). This budget is about $30 million less than we plan to spend in 1982. Major

projects for 1983 include: completion of St. Lucie Unit No. 2; finishing the steam generator repairs on Turkey Point Unit No. 4; and starting the 500 kV construction between Duval Sub­station and the Martin-Midway area.

St. Lucie No. 2, when completed, will cost $1.4 billion. To give some perspective as to the relative cost of this project, when placed on the books as a plant-in-service, it will rep­resent almost 25% of our physical as­sets.

Along with completing St. Lucie Unit

No. 2 and the Turkey Point steam generator repairs, we are undertak­ing our largest transmission construc­tion program in the Company's his­tory This is necessary in order to be able to take advantage of the addi­tional coal-by-wire purchases avail­able from the Southern Companies in 1985. The transmission expenditures for 1983 alone are estimated at $182 million. Our previous high was $109 million in 1979 when we were con­structing the Andytown-Martin and Midway-Martin 500 kV lines.

1982 HighlightsJanuary12 System peak. New one hour system peak, 10,885 mw represents a slight increase overthe 10,738 mw peak set on January 13,1981.

20 Public Counsel appeals Public Service Commission (PSC) rate decision. Florida Public Counsel tiles a Notice of Appeal with the Florida Supreme Court relating to the PSC's 1981 decision to grant a rate increase to FPL. New rates continue to be collected subject to refund.

26 Earnings. Fourth quarter 1981 earnings were $76.9 million.Earnings per share on common stock were $1.51, up 74 percent as a result of the fuel transition adjustment revenues and the full rate relief which became effective with the October 4, 1981 billings.

February16 Board elects new officers. Board of Directors elects Joe Williams to Vice President of Nuclear Energy and Gary Kuberek to Assistant Comptroller.

19 Fuel adjustment reduction. After a request from FPL to reduce fuel adjustment from $9.77 to $4.33 per 1,000 kwh, PSC approves $3.81 per 1,000 kwh; difference due to Commission allowing the recovery of only $44.1 million of the $59.1 million of the fuel transition adjustment revenues.

March3 Bond sale. FPL sold $125 million of 30-year First Mortgage Bonds at 16-1/2%; the bonds were re-offered to the public at 99.25% to yield 16.63%; the cost to FPL, after underwriting commissions, is 16.77%.

26 Union approves new contract. International Brotherhood of Electrical Workers voted 1,639 to 770 in favor of new two-year contract, retroactive to November 1,1981.

April10 Turkey Point Unit No. 3 returns to service.During an 11-month outage an electric generator, that sustained dam age during start-up on April 21, 1981, was repaired and the unit's three steam generators were replaced.

13 Dividends Increased. Board of Directors increases quarterly dividends to 840 per share of common stock; this dividend represents an 8c increase.

26 Earnings. Earnings for the first quarter of 1982 were $85.7 million; earnings per share of common stock 940, up 57 percent compared to same period last year primarily because of the rate increase

that went into effect in October 1981; figure excludes 760 due to a change in accounting related to unbilled revenues.

27 Cutler Plant Unit No. 5 (67 mw) returns to service. After being on extended cold standby since 1976, unit is brought back on line to help meet summer generating demands.

May12 Stock sale. FPL negotiates the sale of 3 million shares of Common Stock at $32.50 per share; net proceeds to FPL after underwriting commissions were approximately $97 million.

24 St. Lucie Unit No. 1 returns to service. Unit was taken off line on May 5 for a scheduled, two-week outage to inspect steam tube bundles.

June15 Cutler Plant Unit No. 6 (130 mw) returns to service. Unit was on extended cold standby since 1976.

16 Bond sale. FPL negotiates sale of $100 million of 30-year First Mortgage Bonds at 16-3/8%; the bonds were re-offered to the public at 99.625% to yield 16.44%; the cost to FPL, after underwriting commissions, is 16.58%.

22 PSC grants Interim rate relief. FPL granted a $44.4 interim increase effective for billings with meter readings on or after July 22.

July1 1983 Corporate Objectives. Limit cost per customer to $285, limit total employee growth to 3-1/2 percent, complete all major construction projects in accordance with current schedules and continue involving employees in the implemen­tation of the quality improvement program.

21 Preferred Stock sale. FPL negotiates the sale of $35 million of 14.38% $100 Par Value Preferred Stock, Series N; the new shares were re-offered to the public at par value; the cost to FPL, after underwriting commissions, is 14.52%.

23 Earnings. Earnings for second quarter 1982 were $48.7 million; earnings per share of common stock 84C, up 42 percent compared to same period last year primarily because of the rate increase that went into effect in October 1981.

August10 Increased coal power purchases. Completion of the northern portion of the 2-500 kv transmission lines, extending from the Georgia border to the Company's Duval substation, allowed FPL to increase its "coal-by-wire" purchases from the Southern Companies to 650 mw

24 Summer peak. New summer peak demand of 9,862 mw set a slight increase over the 9,738 mw peak set on July 15,1981.

26 Fuel adjustment reduced. Public Service Commission approves a reduction of fuel adjustment clause from $3.81 per 1,000 kwh to $1.93; Energy Conservation Recovery Factor increased from 39C to 54c per 1,000 kwh; also $1.43 per 1,000 kwh approved for oil-backout cost recovery factor. New charges effective from October 1982 through March 1983.

September10 Transmission project qualifies for Oil-Backout Cost Recovery Factor. 500 kvcoal-by-wire transmission project approved by PSC as an oil-backout project; the project will avoid using about 190 million barrels of oil in the first 10 years and save customers nearly $2.6 billion.

23 FPL/JEA coal plant’s financing approved.Florida Supreme Court decision clears path for construction of two coal-fired electric generating units to be jointly owned by FPL and the Jacksonville Electric Authority (JEA).

October24 Bond sale. FPL negotiates sale of $100 million of 30-Year First Mortgage Bonds at 12-1/2%; the bonds were reoffered to the public at 99.5% to yield 12.57%; the cost to FPL, after underwriting commissions, is 12.68%.

25 Earnings. Earning for the third quarter 1981 were $106.3 million; earnings per share of common stock $1.96, up 28 percent compared to the same period last year primarily due to the 1981 rate increase and the interim increase effective July 1982.

November16 Crucial link in 500 kv line approved. TheGovernor and Florida Cabinet approved 174-mile mid-section corridor for FPLs 500 kv transmission network.

23 Rate Increase Approved. FPL granted $101 million in rate relief.

December1 Joint coal plant groundbreaking. FPL and theJEA joined in a groundbreaking ceremony beginning the construction of the St. Johns River Power Park electric generating plant.

22 Rate order issued. PSC order is final step in allowing FPL to begin collecting $101 million rate increase effective December 23,1982.

Swamp unchanged after centuriesM artin Plant Site Superintendent

Steve Day periodically patrols the ear­then dam that serves as a cooling water reservoir for the 1,566 mw plant’s two oil- fired generating units.

From FPL’s Land Utilization Office on the southern tip of the man- made lake. Day drives onto the access road on top of the embankment — starting his trek to the east, bending north and around the 24 billion gallons of water being held there.

The road’s 30-foot-high vantage point in the area’s otherwise flat topography, gives Day a view of a cross section of nearly everything that goes to make up the state of Florida. He can see railroad tracks, highways, canals and levees. He can see farmland, pastureland, hunting grounds and residential communities.

Yet, his favorite section o f his inspec­tion tour is about midway on the eastern section of the embankment. To the right, he has a clear view of the generating units far across the reservoir’s waters. To his left he can see Florida as it must have been a hundred years ago.

The mid-section of the eastern bank of the reservoir juts around a 400-acre slough known as the Barley Barber Swamp.

"A slough is a shallow basin or cut in the surface soil,” says Day. "Because of its low topography and the area’s high water ta­ble, the Barley Barber Swamp is perma­nently wet. It’s a freshwater swamp that satisfies the survival requirements of cypress trees and many other types of swamp vegetation.

"When FPL purchased the lands for Martin Plant in 1972, it opted to preserve the Barley Barber Swamp. The swamp is the home of cypress trees that have never been timbered. Some of the trees were estimated to be over 329 years old,” said Day.

In addition to preserving the swamp with its ancient cypress trees, slow- moving coffee-colored water and a variety o f plants and wildlife, FPL in 1980 opened a 5,800-foot boardwalk that allows the swamp to be toured by visitors.

"The boardwalk has 33 numbered sta­tions where points of interest in the swamp are described in a tour brochure,” said Day. "The brochure also tells about the history of the swamp.”

According to the brochure, the Barley Barber Swamp was a part of several in­terconnecting wetland areas that made it possible to boat across most of South Florida. Barley Barber probably was an im portant transportation route for American Indians who settled in the area, as evidence by the mounds and re­lics uncovered in the area. Early maps also depict the area as a military and exploration route used by F lorida pioneers.

The swamp is named for an early resi­dent of the area, Barley Barber, who homesteaded the area in the early 1900s. Little is know about the man except that he left the region around 1915 "after trou­ble with the law.”

"The site being preserved by FPL is only a portion of the original swamp, but it probably looks much the same as it did when Barber first homesteaded it,” said Day. "The area escaped the vast land al­terations and water control efforts of the last 100 years.

'T think this Company has always viewed itself as a servant o f the state and its people. The Company is not only con­cerned with supplying electric power to the residents of its service territory, it also is devoted to the growth, welfare and pre­servation of many facets of the com­munities in which it serves,” concluded Day.

'Ground' protects against faultsQ.My doctor already completed a Gulf claim form. Will Aetna accept it?A.Yes. During this transition period Aetna will accept forms completed on the blue Gulf Life claim forms. We encourage employees, however, to begin using the new yellow Aetna claim forms available in Payroll Locations and through Forms and Office Supplies-ADS.Q.How will the hospitals know that FPL has changed insurance com­panies?A.Aetna has notified all hospitals in our service area of the change in carriers. It is up to each employee to notify his or her personal physician of this change. Q.What does the doctor or hospital receive with their payment from Aetna?A.When employees assign benefits, that is, authorize Aetna to pay benefits di­rectly to their doctor or hospital, the pro­vider will receive a bank draft and a short Explanation of Benefits form.

Aetna has a Cumulative Payment Program for all hospitals and providers, including physicians, radiologists, anes­thesiologists, laboratories, etc. This cumulative or bulk payment system pays hospitals once a week and pays other pro­viders every two weeks, and includes payments for all companies who have utilized the services o f the same pro­viders) who are covered by Aetna. Ac­

companying each draft is a detailed list of who the check covers, including patient’s name, policy number, employee’s social security number and amount paid. Pro­viders are aware o f Aetna’s program and are pleased with its efficiency. Cumula­tive payments do not apply when payment is made directly to the employee.Q.If an employee’s spouse has a med­ical plan and Aetna is the insurance company, how will that affect FPL coverage of the spouse?A.Aetna insures and administers many group plans, each of which is individually designed. The Coordination of Benefits provision would still apply i f both employee and spouse covered each other on medical plans. Be sure to include the spouse’s company and Aetna control number on the FPL claim form.Q .W ill A etna p rov ide a " p r e ­determination” service for surgical procedures so employees could know in advance what reasonable and customary charges would be payable?A.Not exactly, but i f you ask your physi­cian what the charges w ill be and what the surgical procedure number is before the surgery is performed, you may call Aetna with this information and Aetna w ill tell you if the charges are within their range o f reasonable and customary charges.

What does it mean when you "ground” an electrical wire? Do you bury it some­where in your yard? Grind it up for recycl­ing?

Actually, when you ground a wire, you are connecting that wire to the ground — good ’ol Mother Earth. But, why would you want to do that?

For safety. It helps prevent people from being shocked or electrocuted.

Here’s how it works. When electricity is

Electric Primer

flowing through a wire — to your re­frigerator, for example — there is a con­stant level of current. Now, suppose the wiring insulation becomes worn. The bare wire may make contact with the metal frame of the refrigerator. I f the frame has been grounded, the fuse w ill blow or the circuit breaker will trip.

Electricity flowing in a wire, much like water flowing through a pipe, seeks the route of least resistance. Grounding pro­vides a place for that current to escape. A short in the worn wire reroutes the elec­tricity, which immediately begins looking for the easiest place to flow.

I f the appliance is grounded, then that route w ill offer the least resistance. How­ever, i f it’s not grounded, your body could become the line o f least resistance and produce a shocking experience.

The third wire you may have noticed on most electrical plugs is the ground wire. It works by grounding the appliance through your home’s grounding system.

Your home is probably grounded in a couple o f places. Some homes have ground wires running off their electric meter to a metal rod driven into the ground. Other homes have their electric system grounded through their water pipes that in turn lead underground.

EM PLOYEES IN T H E NEWSDecember Anniversaries As Reported by Personnel

35 yearsF.C. Davis Miami

John Diaczok West Palm Beach

E.J. Friant General Office

D M. Harrell Palatka

Hugo Koski Daytona

J.W. McBride Riviera

T.C. McGill Miami

A. G. Putnam Bradenton

W.G. Rein, Jr. Stuart

R.A. Rogers Pompano

30 yearsR.D. Brock Miami

T.E. Brooks Belle Glade

W.B. Burchfield Hialeah

L.H. Davis General Office

R.T. Dewey Miami

C.S. Elder, Jr. Melbourne

L.L. Elwood Naples

L.G. Fowler Fort Lauderdale

Allen George Miami

H.D. Mantz Juno Beach

B. R. MuseWest Palm Beach

F.H. Nelson, Jr. Fort Myers

J.L. Rentz Cocoa

R.N. Schaeffer Sanford

J.R. Snider Lake City

25 years

Sarajo Boyle Juno Beach

R.E. Buchanon Stuart

L. R. Bujnicki Fort Lauderdale

E.C. Countryman Daytona

A. J. Darter Sebastian

B. W. Glisson Sanford

M. A. Konter Fort Lauderdale

W.A. Langford Fort Myers

G.E. Lookadoo General Office

K.H. Nance Fort Lauderdale

C M Neal Sarasota

D.K. Pool Miami

J.F. Thornton Palatka

D.A. Townsend Fort Lauderdale

R.J. Veefkind Naples

W.S. Windecker St. Lucie

20 yearsT.J. Gallagher General Office

J.L. Owens Sarasota

G.F. Smith Delray Beach

R.L. Thompson Bradenton

15 years

J.A. Bailey Cocoa

T.L. Bell Pompano

L.C. Bouska St. Lucie

G.C. Brown, Jr. Sarasota

10 years

G.C. Allen General Office

M.E. Anderson Delray Beach

R.J. Bielski Miami

C. G. Bolton Fort Pierce

R.R. Bray Fort Lauderdale

D. M. Burkett Miami

L. O. Capurro General Office

W.J. Carson Sanford

M. R. Champion Palatka

S.G. Hansen West Palm Beach

PC. Hoffmann Fort Lauderdale

R. R. Houston Fort Lauderdale

E.A. Howard Fort Lauderdale

Ray Hutchins, Jr. Hollywood

V.F. Irvine Manatee

Milton Joees Miami

O.E. Jones, Jr. Cape Canaveral

J.H. Kephart Hollywood

S. W. Lake, Jr. Miami

L.T. Atkinson J.E. CampbellFort Lauderdale/25 Miami/2f>

F.M. Curry Sarasota/25

R.K. Davies West Palm Beach/30

V.W. Foster Miami/35

R.W. Harrington Palatka/30

M.D. Holt R.T. HutchersonHollywood/25 Daytona Beach 25

J.W. Christie Fort Myers

R.J. Forsten Juno Beach

L. M. Fulwood Pompano

J.M. Glover, Jr. Miami

T.W. Honeycutt Stuart

M. L. Jones Miami

C.E.Jordan Sanford

H.R. Pixley Miami

G.A. Rowan General Office

J.S. Whitmore Punta Gorda

M.A. Williams Daytona Beach

M.L. Wright Daytona Beach

M.J. Wyant General Office

H.G. Chouinard Miami

L. R. Collins West Palm Beach

M. J. Delfraino Bradenton

A.P Delucca Miami

Andrew Desoiza General Office

G. T. Doyle Fort Lauderdale

F.V. Dunham General Office

H. D. Ekseth Miami

M.S. Fisher Miami

J.W. Goughler St. Lucie

A.L. Graves General Office

J.E. Hall Bradenton

W.E. Hankins Venice

A.R. Licalzi Miami

Robert Lippman General Office

D. F. LongFort Lauderdale

T.J. Maypole Fort Lauderdale

S.J. McElroy Indiantown

W.P. McKenna Bradenton

M. E. Newburn Palatka

N. J. Norem Fort Lauderdale

Thomas O’Connor Hialeah

Achille Pasquale Fort Lauderdale

E. A. Quattrocchi General Office

W.L. Queen Venice

L.M. Rich St. Lucie

D. J. Ruddell Palatka

E. J. Scholl Venice

Carmelo Serrano, Jr. General Office

R.J. Shing General Office

L.D. Smith Indiantown

V.E. Speciale St. Lucie

F. W. Stenlake Cape Canaveral

B.M. Stewart Miami

George Taylor, Jr. Melbourne

L.C. Torres General Office

R.N. Vanlandingham Bradenton

J.C. Velotta Miami

D.W. Watkins Miami

L.J. Pinkerton, Jr. Hialeah/25

F.W. Schrimscher Sanford/35

S.M. Wessa D.R. CumptonGeneral Office Belle Glade

H.W. Westover St. Lucie

R.C. Wilson Fort Lauderdale

J.J. Yagle Cape Canaveral5 yearsWE. Andersen, Jr. Miami

Alberto Arencibia Coral Gables

M.J. Brown General Office

W.G. Emmons Cocoa

Gunther Freund Fort Lauderdale

M.P. Gelardo St. Lucie

S.C. Kennedy Cape Canaveral

C.H. Leikauf Fort Lauderdale

A.J. Lilenfeld General Office

J.B. Willis Miami/35

J.E. Lopez Sarasota

Pedro Modi a Miami

O.B. Paige West Palm Beach

M.E. Panella Bradenton

B.A. Phillips Sanford

F.R. Rodriguez Hialeah

M.I. Smiles General Office

E.L. Washington Belle Glade

Retirement

Carl H. BOGART, Daytona Beach Audit Clerk, has retired from the Company with 30 years of service.

Born in Kalamazoo, MI, Bogart joined FPL as a Helper in Daytona Beach in 1952.

Ronald E. CANUP, Fort Myers Plant Supervisor, has retired from the Company with 40 years of service.

Born in Eagle Lake, FL, Canup joined FPL as a Mechanics Helper in Miami Beach in 1942.

Canup plans plenty of fishing, traveling and hunting during his retirement. He can be reached at 915 Coconut Drive, North Fort Myers, FL 33903.

Lloyd B. CLANTON, Northeastern Division Commercial Manager, has retired from the Company with 42 years of ser­vice.

Born in Milton, FL, Clanton joined FPL as a Meter Reader in West Palm Beach in 1940.

He and his wife, Mary Lou, will continue to live at 250 Camellia Terrace, Indian Harbour Beach, FL 32937.

George F. DAVIS, Miami Service Center Superintendent, has retired from the Company with 41 years of service.

Born in Decatur, TN, Davis joined FPL as a Line Helper in Miami in 1941.

Davis and his wife, Mary, plan to spend summer in the moun­tains of North Carolina and winter in Stuart, FL. For the present, they can still be reached at 285 N.E. 91 Street, Miami Shores, FL 33138.

Charles J. DOWNS, Miami Area Stores Supervisor, has re­tired from the Company with 31 years of service.

Born in Pensacola, FL, Downs joined FPL as a Helper in Miami in 1951.

Downs and his wife, Dottie, are moving to their new home at Rt. 1, Box 1517 Panama City, FL 32404.

Floyd D. FISHEL, Sarasota Transmission Line Supervisor, has retired from hhe Company with 35 years of service.

Born in Bowmansdale, PA, Fishel joined FPL as a Helper in Sarasota in 1947.

Fishing, traveling and gardening will occupy his time. Fishel and his wife, Rubie, will continue to reside at 2490 Waldemere, Sarasota, FL 33579.

Otis M. HAMMOND, Fort Lauderdale Substation Maintai- nance Foreman, has retired from the Company with 31 years of service.

Born in Rockdale County, GA, Hammond joined FPL as a Helper in Miami in 1951.

Traveling, boating, fishing and golfing will occupy Ham­mond’s retirement. He and his wife, Gwendolyn, can be reached at 1100 S.E. 10th Terrace, Deerfield Beach, FL 33441.

John G. HANEY, Palatka Maintenance Foreman, has retired from the Company with 30 years of service.

Born in Wheeling, MO, Haney joined FPL as a Helper in Fort Lauderdale in 1952.

Haney can be reached at 3504 Norwood Avenue, Palatka, FL 32077.

Charles W. HORTON, Jr., Miami Senior Engineer, has retired from the Company wit 333 years of service.

Born in New Orleans, LA, Horton joined FPL as a Junior Engineer in Miami in 1949.

William L. KRAPER, Miami Distribution Dispatcher, 31 years of service (long term disability).

Born in Bourbon, IN, Kraper joined FPL as a Helper in Miami in 1951.

Charles W. MOORE, Daytona Beach Meter Reader Collector, has retired from the Company with 34 years of service.

Born in St. Augustine, FL, Moore joined FPL as a Meter Reader in Daytona Beach in 1948.

Moore plans to spend time with his four grandchildren in addition to lots of traveling, fishing and hunting. He and his wife. Margaret, will continue to reside at 846 Turnbull Street, New Smyrna Beach, FL 32069.

EM PLOYEES UN T H E NEWSJanuary Anniversaries As Reported by Personnel

35 yearsT.C. Deese, Jr. Crescent City

L.A. Francomacaro Miami

C.L. Gordon General Office

R.A. Grindler Sarasota

Tommy Housch Belle Glade

T.T. Monteith West Palm Beach

W.J. Norwood Fort Lauderdale

R.E. Parnett Delray Beach

Eddie Piltz Miami

H.J. Rados General Office

H.F. Rogers Fort Lauderdale

C. E. Steele Hollywood

30 years

F.W. Alday Sarasota

J.E. Alderman Sanford

E. E. Bryan Miami

R.E. Chapman Fort Lauderdale

R.E. Cates West Palm Beach

R.G. Cowles Miami

F. H. Fischer, Jr. Miami

R.D. Grieme Sanford

D. A. Hills Boca Raton

N.R. Lolatte Delray Beach

J.V. Nolan Lake City

J.G. Raine General Office

W.R. White Miami

25 yearsD. C. Bright St. Lucie

J.G. Brinkle Sanford

W.A. Chestoks Miami

L.E. Chitwood Daytona Beach

E. D. Haywood General Office

H.G. Ivey Miami

L.B. Jackson General Office

W.L. Johnson Miami

C. C. Kennedy Callahan

T.G. Kent Miami

Wilburn Lamb Melbourne

S.M. McClain Fort Lauderdale

G.U. Metcalf, Jr. Riviera

F. D. Moral Fort Lauderdale

D. E. Ressler Fort Lauderdale

L.E. Schild Fort Lauderdale

L. R. Schutt Bonita Springs

J.E. Wilson Cape Canaveral

20 years

M. A. Andreasen General Office

15 years

Richard Alan Fort Lauderdale

S.C. Calcagino Punta Gorda

W.A. Day, Jr. Arcadia

R.C. Durrance Sarasota

W.T. Gillis Pompano Beach

J.F. Grassi, Jr. General Office

R.N. Grassman Miami

C.E. Hancock Sarasota

R. S. Hogan Daytona Beach

J.R. Jimerson VeniceC. D. Kelly Miami

J.E. Kern Merritt Island

S. B. Kessler Merritt Island

G.S. Lane Fort Lauderdale

D. B. Luff Naples

L.L. McDonald Daytona Beach

W.S. McNew Pompano Beach

L.W. Murray Miami

J.D. Nock West Palm Beach

L.W. Pearce, Jr. St. Lucie

R.M. Rademaker Fort Lauderdale

J.B. Raulerson Delray Beach

R.G. Reeves Riviera

R.D. Ressler Pompano Beach

C. W. Sellers Bradenton

D. L. Stephens General Office

W.S. Upchurch Miami

N.D. West St. Lucie

E. G. White General Office

L. A. Wise, Jr. General Office

R. J. Woodhouse Merritt Island

R.W. Young Fort Lauderdale

10 yearsTyrone Alexander Sanford

M. O. Anderson Miami

T.J. Arenson Fort Lauderdale

E.J. Azcuy General Office

J.J. Ball Miami

D.A. Bayler Fort Lauderdale

Ernest Bethune Miami

Alberto Bitar Coral Gables

C. K. Boorman West Palm Beach

J.R. Bryan Naples

B.P. Burrows Miami

M.T. Caldwell General Office

D. H. Campbell Sarasota

D.J. Carter Coral Gables

WA. Cason St. Lucie

G.P. Cordova General Office

J.R. Anderson M.C. Cook, Jr. E.J. Duffy E.A. Hall J.A. Murphy, Jr.Sarasota/30 Miami/25 Miami/35 Fort Myers/30 Fort Lauderdale/25

R.A. Croft D.C. Kern E.L. Scholtz D.E. Bartelme Elizabeth MillerFort Lauderdale St. Lucie St. Lucie St. Lucie General Office

C.B. Diaz Lloyd Landrum J.L. Shirley Alonzo Brunson J.E. MoabaMiami Fort Myers Fort Lauderdale Fort Lauderdale General Office

R.E. Dunston Gregory Lawrence C.L. Singleton A.R. Cajigal Epifanio MontalvoMiami Pompano Beach Cape Canaveral Miami Fort Lauderdale

L.E. Fair, Jr. L.H. Lawson L.A. Spalding A.J. Calderon M.B. MorganMelbourne Sanford St. Lucie General Office General Office

N.D. Finney R.H. Lingenfelter G.L. Sutter G.B. Crowley R.L. Nobles, Jr.Fort Lauderdale Miami Pompano Beach Juno Beach Cocoa Beach

J.H. Francis, Jr. V.A. Lugo F.L. Tomlin S.G. Douberly R.G. OlympioGeneral Office General Office Miami Sarasota Hollywood

Sylvester Franklin L.E. McCook Michael Torbin J.C. Evelyn Ronald PerrickSanford General Office Juno Beach Miami Sanford

A.C. Garcia M.E. McKervey W.V. Toston M.L. Fleck R.T. RadierMiami Daytona Beach Miami Hollywood Miami

B.J. Garnica R.C. Myres R.D. Toth T.A. Force R.J. ReedFort Lauderdale General Office Fort Lauderdale West Palm Beach Fort Myers

J.E. Goldstein M.E. Oakes L.L. Trotter J.C. Fuentes D.P. RootMiami Fort Myers Fort Myers Miami Beach Merritt Island

F.A. Goulette G.C. Panton L.L. Weaver A.L. Garrow Brick RuleFort Lauderdale Bradenton Daytona Beach Indiantown Sarasota

J.W. Gunter B.M. Parks R.W. Weber P.K. Green PH. SappGeneral Office St. Lucie Miami General Office Juno Beach

G.A. Harris J.T. Petillo R.T. Wielandt W.D. Greene B.C. SealesManatee General Office Fort Lauderdale Miami Daytona Beach

H.O. Harrison Edward Preast H.J. Wilson R.G. Heisterman J.M. SmallPalatka Juno Beach Miami Miami Juno Beach

R.J. Hoefl W.M. ReichelJ.M. Young Sarasota

R.E. Hernandez PH. SmithDelray Beach General Office Miami Naples

J.A.Jensen S.L. RhyneMark Zidar Fort Lauderdale

J.H. Hopkins R.D. SullivanJuno Beach Miami Miami Sanford

K.R.Johnson M.J. Rogers P.F. Koebel R.A. VandagriffGeneral Office Titusville 5 years Miami Palatka

L.A. Keeling M.G. Runkle J. Alvarez Juris Krumins R.E. WestwoodDaytona Beach Punta Gorda General Office Juno Beach Fort Lauderdale

Valerie Kelleher T.L. Salters, Jr. P.A. Baer Sylverene Lee B.S. WilliamsGeneral Office Fort Lauderdale Stuart Sarasota General Office

Willis T. MOTES, Sanford Substation Electrician, has retired from the Company with 33 years of service.

Born in Guin, AL, Motes joined FPL as a Helper in West Palm Beach in 1949.

John W. SIMPSON, Western Division Auto Service Super­visor, has retired from the Company with 33 years of service.

Born in Boothbay Harbor, MA, Simpson joined FPL as a Helper in Sarasota in 1949.

Simpson’s retirement address will be 4311 Bell Avenue, Sarasota, FL 33581.

Tracy SMITH, Jr., Southeastern Division Assistant En­gineering Manager, has retired from the Company with 30 years of service.

Born in Waterbury, CT, Smith joined FPL as a Meter Reader in Fort Lauderdale in 1951.

Smith plans to complete his unusual earth shelter retirement home in northeastern Florida. He and his wife, Harriett, can be reached at P.O. Box 146, Oviedo, FL 32765.

Edward C. VINCENT, Fort Myers Turbine Operator, has re­tired from the Company with 30 years of service.

Born in Buffalo, NY, Vincent joined FPL as a Helper in Sarasota in 1952.

He and his wife, Catherine, plan to enjoy fishing and travel­ing to glass plate and antique shows. The Vincent’s will reside at R.R. 14, Box 326, Fort Myers, FL 33905.

Everett W. WEEKS, Fort Lauderdale Transmission and Dis­tribution Supervisor, has retired from the Company with 36 years of service.

Born in Rome, GA, Weeks joined FPL as a Helper in Miami in 1946.

Grady L. WHITFIELD, Titusville Troubleman, has retired from the Company with 35 years of service.

Born in Burnsville, MS, Whitfield joined FPL as a Helper in Miami in 1947.

Whitfield and his wife, Marie, will make their new home in Kentucky. They can be reached at 2714 South Third Street, Louisville, KY 40208.

Warren E. WILLIAMS, Sarasota Equipment Repairman, has retired from the Company with 30 years of service.

Born in San Antonio, TX, Williams joined FPL as a Helper in Bradenton in 1952.

Embrich O. ZEIGLER, Sarasota Assistant Transmission and Distribution Supervisor, has retired from the Company with 37 years of service.

Born in Ray City, GA, Zeigler joined FPL as a Helper in Sarasota in 1945.

Zeigler is a pilot and plans to do some extra flying during retirement. He will continue to reside at 2697 17th Street, Sarasota, FL 33580.

In Memoriam

Robert P. DODD, 36, Sarasota Transmission and Distribution Supervisor, died in November. He is survived by his widow, Brenda.

Jose L. REINOSO, 78, retired (1970) Fort Lauderdale Meter- man, died in October. He is survived by his widow, Dorothy.

Horace V. RICHARDSON, 86, retired (1961) Fort Lauderdale Mechanic, died in November. He is survived by his widow, Fay.

George SHAROCKMAN, 68, retired (1978) Miami Construc­tion Foreman, died in October. He is survived by his widow, Hermina.

James M. TERRY, 66, retired (1978) Miami Assistant T&D Supervisor, died in October. He is survived by his widow, Viv­ian.

David M. WALLEY, 38, Melbourne Substation Electrician, died in November. He is survived by his widow, Shannon.

Alfred O. WICKHAM, 76, retired (1971) Hollywood Commer­cial Manager, died in November. He is survived by his widow, Betty.

The Sunshine service News storyWith this issue, Sunshine Service

News makes a major format change — its first in nearly 10 years. Over the years, Sunshine Service News has been printed in many forms and the story of its evolution is an in­teresting one.

The slogan "Sunshine Service News” was coined even before FPL was formed. Its father was George R. Hilty, the editor of "Southeastern Utilities Magazine.” The magazine was the internal publication of Florida-based Southern Utilities Company.

Southern Utilities was a loose and shaky conglomerate of 31 elec­tric and ice plants. It was purchased (along with some other isolated electric plants) by the American Power and Light Company to form FPL in 1925.

H ilty became the editor of a new publication — the Florida Power and Light Company Magazine. It was a far cry from today’s employee

publications. In it, he combined an occasional bit of hard news with ad­vice, jokes, poems, catchy phrases and sheer exaggeration.

"Sunshine Service” was copy­righted in 1927. Then, the slogan became the integral part of a new corporate logo in 1928 — a symbol which would endure for decades.

That logo, pictured here, was de­signed to reflect "generating and de­livering electricity, an important substitute for the light and warmth of sunshine.” The large "S” in the logo symbolized Sunshine and Ser­vice, the large "E” for Electricity and Eternal. The Company’s job then was to render customers Eter­nal Electric Sunshine Service, ac­cording to the F P L Company Magazine.

The first issue of "Sunshine Ser­vice News” didn’t arrive on the scene until April, 1937. The magazine was changed into a tabloid newspaper which was mailed to FPL’s nearly

1,700 employees. The new name won out against other suggested ti­tles, such as "Watt’s What,” "Power Family News,” "Flori-Sun” and "Sunny Service.”

Even though "Sunshine Service News” has changed in appearance and content over the years, the Company’s commitment to service remains the same. In the first FPL M agazine, H ilty w rote: "T h e greatest vital factor upon which the happiness and prosperity of our in­dustry absolutely depends is SER­VICE.” Maintaining good serviceincludes an informative "Sunshine Service News” .

SUNSHINE SERVICE

Florida Power & Light Company is the fifth largest investor-owned tax-paying electric utility in the country, serving some 5 million fellow Floridians. Sun­shine Service News is published monthly for employees, retirees and their families.Editorial offices in FPL G.O., Miami.Phone 305-552-4895.

J.H. FrancisVice President Corporate Communications

Jay OsborneSupervisor Employee Information notic* «sso .biop

Derek T. D av is ......................................editorTom Veenstra ........................associate editorLilia Martinez............................... secretarial

International Association of Business Communicators

Members of Florida Magazine Association; South Florida Chapter International Association of Business Communicators; Florida Press Association.

Permission to reprint is granted with credit to SUNSHINE SERVICE NEWS, Florida Power & Light Company.

FLORIDA POWER & LIGHT COMPANY P O. BOX 529100. Miami. Florida 33152

Return Postage Guaranteed

BULK RATE U S POSTAGE

PAID

Miami. Fla Permit No 75

HOUK . GERTRALD J ^120 PPE8540 NW 7 CTPEMBROKE P I N E S FL 33024

About our coverOne of several sites that FPL voluntarily preserves for public use is the Barley Barber Swamp. Located at the Company’s Martin Power Plant, the swamp has not changed much in the last 100 years. For more information see story on pages 4 and 5.

8/January, 1983