WORLD RESOURCES INSTITUTE

The document is a case study of the Wisconsin Electric Power Company (WEPCO) in the early 1990s, detailing its efforts to integrate environmental stewardship into its corporate strategy. WEPCO implemented successful demand-side management and appliance recycling programs to reduce energy consumption and hazardous waste. However, a 1991 benchmarking study by A.T. Kearney revealed a gap between the company's public environmental commitments and its internal implementation, specifically citing a lack of comprehensive risk assessment and a leadership void below the executive level.

• Wisconsin Electric Power Company (WEPCO) implemented demand-side management (DSM) programs to reduce peak energy demand, successfully achieving a reduction of 312 net megawatts by December 1991, exceeding a 1987 mandate of 250 megawatts. The company projected that these programs would reduce annual demand by 10% by the year 2000 compared to a baseline without such measures.
• WEPCO's $mart Money and Appliance Turn-In (APTI) programs, launched in 1987, focused on energy efficiency and hazardous waste management. Between 1987 and 1991, the APTI program collected 44,000 inefficient appliances, saving over 33,000 tons of coal. WEPCO collaborated with Appliance Recycling Centers of America (ARCA) to capture and dispose of PCBs and CFCs from these appliances before metal recycling.
• In the mid-1980s, WEPCO shifted toward a proactive environmental stance by supporting a state Acid Rain bill to limit sulfur dioxide emissions, moving beyond simple operational compliance to address customer concerns and national legislation.
• A 1991 benchmarking study by A.T. Kearney found that while WEPCO possessed a proactive environmental culture and strong top management philosophy, it suffered from a 'management gap' where environmental leadership was perceived as insufficiently vigorous below the top executive level.
• The A.T. Kearney report identified four primary weaknesses in WEPCO's environmental management: the lack of a comprehensive, actionable implementation plan linked to business fundamentals; a discrepancy between external 'talk' and internal 'walk'; the absence of a comprehensive environmental risk assessment program; and the aforementioned leadership gap below top management.
• WEPCO's energy generation profile as of 1991 relied heavily on coal (69%) and nuclear power (29%), with hydroelectric and natural gas/oil contributing 1% and less than 1% respectively. Despite conservation efforts, the company planned expansions including a new coal-fired plant and gas-fired combustion turbine units to meet projected needs through 2010.

APA

World Resources Institute (n.d.). WORLD RESOURCES INSTITUTE. https://pdf.wri.org/bell/case_1-56973-216-7_full_version_a_english.pdf

Chicago

World Resources Institute. WORLD RESOURCES INSTITUTE. 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=WORLD RESOURCES INSTITUTE |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{worldresourcesinstitutendworld, author = {{World Resources Institute}}, title = {{WORLD RESOURCES INSTITUTE}}, 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} }