Boston College Center for Corporate Citizenship

From the Corner Office As it heads into its second century, Idaho Power recognizes that sustainable operations are its business plan for the future. There, President and CEO Darrel Anderson is working to limit the company's impacts while making the most of its e–orts by leveraging innovative tech- nologies and e–ective employee engagement. "At 100 years, Idaho Power continues to balance the lessons and practices of the past with the needs and concerns of the future. Since 1916, we've had the pleasure of sharing many successes with our customers. We work to incorporate both road-tested and innovative strategies and technologies to sustainably serve our customers and reduce our carbon footprint. From using drones for surveying salmon redds to seeding winter storm clouds for greater precipitation, we utilize modern technology to enhance operational e…ciencies. We use high technology, in the form of GIS and solar tracking, to enhance the low technology of planting trees to shade customer homes for energy savings, carbon capture and power line avoidance. In our corporate citizenship journey, we have realized that our reach exceeds our footprint. Our company is about more than our product, our dams, and our thousands of miles of power lines. In the end, it's about people: our employees, our customers, and our owners. Our employees donate their volunteer hours to make customers' lives better. They provide financial contributions to further our customers' good causes and initiatives. We partner with state and local jurisdictions to provide an attractive business environment. Our electric rates are among the lowest, and Idaho is a great place to live and work. We look forward to continuing our legacy and building a secure energy future for customers and communities." DARREL ANDERSON President and Chief Executive O…cer Idaho Power Executives have accepted corporate citizenship as crucial to business success. In the Center's State of Corporate Citizenship 2017 study, the majority of executive respondents report that their companies experience greater business success when corporate citizen- ship is integrated into business strategy (see Figure A)— and they aim to make the most from that success by select- ing the issues that make the best possible use of their people and skills, investing in their e–orts over the long term, and increasing the resources allocated to them. Here, leading executives share how they achieve business and social value by incorporating corporate citizenship into their business operations. 90 % 80 % 10 % 0 % 70 % 60 % 50 % 40 % ■ Corporate citizenship is integrated and reported success with achieving business goal ■ Corporate citizenship is NOT integrated and reported success achieving business goal 30 % 20 % Reduce employee turnover rate Reduce operational cost Improve risk management Secure a sustainable supply chain Enhance reputation Develop innovative new products Attract new investors Reduce employee health costs Improve customer retention rate Reduce waste in business operations Improve ability to recruit employees Attract new customers Improve access to new markets FIGURE A Reported success in achieving business goals 18 T H E C O R P O R AT E C I T I Z E N

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