DUKE ENERGY: SIX EMPLOYEES RECEIVE PINNACLE AWARDS
Awarded annually, the Pinnacle Award recognizes Duke Energy employees for outstanding contributions to business success – focusing on business results above and beyond expectations in the areas of customer service, innovation, business generation, financial performance, operational excellence and enhanced corporate capability or reputation.
Daniel Barpal -- When DENA decided not to proceed with a number of planned power plants, the company had already purchased a number of turbines, generators, transformers and boilers. Barpal marketed and sold 86 percent of that equipment, and is scheduled to eliminate any remaining costs for the equipment by the end of 2004.
As an incentive to buyers, he negotiated warranty transfer agreements with manufacturers so that buyers would have manufacturers’ warranties available to them. He was also responsible for managing the
Myron Caldwell – Maintaining investment grade credit ratings was one of Duke Energy’s most critical tasks in 2003. With many peer companies in the merchant energy business facing severe credit downgrades, it was critical that the rating agencies had a thorough understanding of Duke Energy’s financial plan.
Patrick Gibson – When Duke Energy committed to $1.5 billion in asset sales in 2003, Gibson’s efforts at DEGT generated 45 percent of the goal. In most instances, Duke Energy had a minority interest in the assets, but for geographic or other reasons, they were determined not to be strategic to the business.
The divestitures helped Duke Energy generate cash, which was needed to help the company maintain its investment grade credit rating. In the future, the sales will allow DEGT to focus on optimizing and expanding its core business.
David Jost and Tracy Tinsley – The decision to move Field Services’ data center – a facility that houses much of the company’s critical customer, revenue and employee data – came after a period of intense growth for Field Services. The company had more than quadrupled in size since 1999, with a corresponding growth in information technology infrastructure.
Two people are largely credited with leading that project to success: DEFS’ Jost and Duke Energy Business Services’ Tinsley. Jost provided the project vision, while Tinsley served as overall project manager.
Together, they led the team that physically relocated the data center to
Ralph E. Paride – After the northeast
The old plan called for the company to stabilize a single section of Duke Power’s system before moving on to the next. Under Paride’s plan, teams are dispatched to several critical sections of Duke Power’s system to bring the sections on line simultaneously. Once the Duke Express Transmission system is stabilized, the company can then begin the task of reconnecting larger power plants to the grid and restoring customer service.
Duke Energy is a diversified energy company with a portfolio of natural gas and electric businesses, both regulated and unregulated, and an affiliated real estate company. Duke Energy supplies, delivers and processes energy for customers in