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John Schinter: Well we at AT&T have an energy scorecard that we've developed, and what we're trying to do is to introduce metrics and accountability at each one of the sites.
And that's what the scorecards have offered. And specifically, we're looking to optimize the energy performance at the largest 1,000 energy consuming sites.
And in fact, this year, we're expanding that out to include 500 additional retail sites.
The idea of the energy scorecard is to really not only look at the performance of energy use at each one of the sites, but really to drive behavior.
And we have a number of metrics that we're actually looking at when we develop this score at each one of the sites.
Specifically we're looking at consumption. Now, we're looking at projects that we've done in the past, projects that we're currently undertaking,
and also looking at projects that can be done as we go forward.
The third one is the training area, where we're making sure that all the individuals that are site energy champions go through a mandatory minimum amount of training.
And then the last one is making making sure that we understand the progress towards the goals that we establish as a company.
And so we're monitoring the progress against those goals, and it affects the performance and the grades in the score card itself.
We also have quarterly reviews that we do with all of the individuals that are responsible. We do this at an executive level.
We also do it at a site level. And where we're actually making substantial positive progress, we try to highlight those successes,
and we try to leverage that so that when we got out to the areas that we're having the most challenge,
that we can make sure that those good opportunities are actually delivered in the more challenging cases as well.
And then the last one is making sure that we have an annual performance guide, where we're actually going out, and we're saying,
'Listen, we expected these particular sites to have this kind of performance.' And if we're missing that for some reason, then we're able to go back and
specifically focus on those areas that we've missed it, and then try to make the corrections as we go forward.
Well the savings that we've realized at AT&T is pretty exciting. In the last two years, between 2010 and 2011,
we have 86 million dollars in savings across 8,700 initiatives.