WISCONSIN ELECTRIC POWER COMPANY (WEPCO) CASE (A)

The document details WEPCO's transition toward a more proactive environmental posture, highlighted by its 'Wisconsin Commitment' and demand-side management programs. Despite national awards and strong executive support, a 1991 benchmarking study by A.T. Kearney revealed critical gaps, including the lack of a comprehensive risk assessment program and a disconnect between the company's external environmental image and its internal operational rigor.

• WEPCO successfully implemented demand-side management (DSM) programs to reduce energy needs, exceeding a 1987 Public Service Commission mandate for a 250 megawatt peak demand reduction by achieving 312 net megawatts of conservation as of December 1991.
• The company's Appliance Turn-In (APTI) Program, started in 1987, removed 44,000 inefficient appliances by year-end 1991, saving over 33,000 tons of coal and pioneering the capture of PCBs and CFCs for safe disposal and reuse.
• WEPCO's energy generation profile as of 1991 relied primarily on coal (69%) and nuclear power (29%), with minimal contributions from hydroelectric (1%) and natural gas or oil (less than 1%).
• A 1991 benchmarking study by A.T. Kearney identified that WEPCO's environmental 'commitment' had not been translated into a comprehensive, actionable plan with clear links to business fundamentals or defined metrics for measuring benefits beyond compliance.
• The benchmarking report highlighted a significant gap between WEPCO's external environmental communications and its internal implementation, noting that internally oriented undertakings were notably less rigorous than its public-facing programs.
• The study identified a critical weakness in the absence of a comprehensive environmental risk assessment program, which prevented the company from assembling an overall risk profile or setting management priorities based on consistent judgment standards.
• Internal perceptions suggested a 'management gap' where the Environmental Department was not seen as providing sufficient stimulus and there was a lack of a policy-making vehicle involving officer-level leadership.

APA

World Resources Institute (n.d.). WISCONSIN ELECTRIC POWER COMPANY (WEPCO) CASE (A). https://pdf.wri.org/bell/case_1-56973-216-7_full_version_a_english.pdf

Chicago

World Resources Institute. WISCONSIN ELECTRIC POWER COMPANY (WEPCO) CASE (A). n.d. https://pdf.wri.org/bell/case_1-56973-216-7_full_version_a_english.pdf.

Wikipedia

{{cite report |author=World Resources Institute |title=WISCONSIN ELECTRIC POWER COMPANY (WEPCO) CASE (A) |url=https://pdf.wri.org/bell/case_1-56973-216-7_full_version_a_english.pdf |access-date=17 August 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{worldresourcesinstitutendwisconsin, author = {{World Resources Institute}}, title = {{WISCONSIN ELECTRIC POWER COMPANY (WEPCO) CASE (A)}}, institution = {World Resources Institute}, url = {https://pdf.wri.org/bell/case_1-56973-216-7_full_version_a_english.pdf}, urldate = {2026-08-17}, note = {Indexed by Climate Insights Directory} }