INT 700 Final Project Milestone Three: Peer Review Guidelines and Rubric
The cornerstone of a successful peer review is trust and respect. As a reviewer, you will serve as editor,
facilitator, and coach. Yours is the role of a compassionate professional. The author, too, is a
professional, who is grateful for the feedback, avoids defensive reactions and commentary, and tries to
maintain an objective ear. The overarching goal of peer feedback is to help each writer achieve his or
her own goals. Consider the following for providing and receiving constructive criticism:
As a Reviewer:
1. Select another student’s final project rough draft to review. If a peer review has been already
completed for that draft, choose another. You will submit your peer review to the Discussion
Topic. Take the time to read it thoroughly. You will likely need to read it through several times.
You may want to read the piece in its entirety and then jot down your first impressions. Then,
you will want to read it a second (and even a third) time to develop your review.
2. You are critiquing the draft, not the person. Your goal is to help the author achieve his or her
goal of producing a quality global strategic analysis report for his or her chosen multinational
firm. Do not include your personal opinions about the subject matter. You may not be the
intended audience for the piece, but to the best of your ability, analyze it as if you were the
intended audience.
3. Critique the work based on the Final Project Document.
3.1. The critique should start with the strengths. What works and why? Provide concrete
examples.
3.2. Next, suggest areas for revision. Keep the tone positive and provide concrete suggestions
for improvements.
Good Example: The executive summary was well written. It could be more concise, so for the
next draft, I suggest editing it further.
Bad Example: The executive summary needs fixing. It was so confusing that I had to read it five
times.
4. The final component should be an overall summary of your analysis of the draft.
As the Author:
1. Read the feedback carefully and determine how this can be used to improve your final report.
2. If after reading the feedback you have questions, feel free to pose them to the group or to
discuss them with the instructor.
3. Remember, it is your writing. You are the ultimate decision maker on what goes into your
report. You do not have to accept any of the suggestions for
improvement if you do not want to; however, at the same time, carefully consider the
comments.
Guidelines for Submission: Write a constructive peer review of another student’s rough draft of the final
project. Submit this to the Discussion Topic. Your peer review must follow these formatting guidelines: 3
pages maximum, with 1.5 spacing, 12-point Times New Roman font, one-inch margins. Your peer review
will be evaluated using the following rubric.
Rubric
Critical
Elements
Exemplary (100%)
Comprehensive
analysis of the peer’s
work, demonstrating
Analysis
that you clearly
Using
International understand the
Business
crucial concepts for
Strategy
effective
Concepts
international
business strategy
(IBS)
Proficient (90%)
Needs
Improvement
(70%)
Not Evident (0%)
Analysis contains
few gaps
demonstrating that
you mostly
understand the
related course
concepts
Analysis contains
significant gaps
demonstrating that
you did not
understand many
of the related
course concepts
Minimal analysis with many
gaps and/or does not focus on
the assignment objectives,
30
demonstrating you did not
understand the related course
concepts
Clear evaluation of
Extensive evaluation
the draft report’s
of the draft report’s
Evaluation
strengths and
strengths and
Using the
weaknesses.
Final Project weaknesses.
Considers all eight
Document as Considers all eight
components
a Guide
components required
required for the
for the final report
final report
Highly contextual
Some concrete
concrete suggestions suggestions for
for specific areas that areas that need
need improvement, improvement,
objectively focused objectively focused
Value
on the professional on the professional
quality of the work, quality of the work
not the person, and not the person and
framed in a positive framed in a positive
tone
tone
Ideas are organized
Organization of the clearly although
review is sound and there may
Clarity
the ideas flow
occasionally be
logically
some lapse in
logical flow
No errors related to
organization and
Minor errors
Writing
grammar. Consistent related to
Mechanics &
use of an objective, organization,
Style
professional business grammar, and style
style
Total
Minimal evaluation
of the evaluation of
the draft report’s
strengths and
weaknesses.
No evaluation of the piece’s
Considers some of strength and weaknesses
the eight
components
required for the
final report
Value
20
Some suggestions
for areas that need No suggestions/inappropriate
improvement with suggestions and/or is not
20
appropriate focus framed appropriately in focus
and tone but these and tone
are limited in scope
Organization is
difficult to follow at
Organization is confused and
times, and there is
20
structure of ideas lacks clarity
a lapse in the
logical flow of ideas
Some errors
Major errors related to
related to
organization, grammar, and
organization,
style
grammar, and style
10
100%
INT 700: Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a global strategic analysis that provides a strategic plan
for the internationalization of a firm. The final project
for this course requires students to select an international publicly held company and complete a
strategic analysis of that company in a variety of areas pertaining to global strategic management.
The scenario: You have been hired as a consultant at the company you have been researching. This final
report is an in-depth look at the corporate management based on your detailed research completed
throughout the semester. This paper is designed as a full report with recommendations that the
executive team will use to enhance the existing strategic management. The final product represents an
authentic demonstration of competency because the analysis represents the pragmatic application of
concepts and tools used in formation of corporate-level global strategic planning. The project is divided
into four milestones, which will be submitted at various points throughout the course to scaffold
learning and ensure quality final submissions. These milestones will be submitted in Modules Two, Four,
Eight, and Ten.
Main Elements Your analysis should include, at a minimum, the following eight components:
1. MNE Overview and Key Strategic Background
1. 1.1. Characterize the chosen firm (e.g., firm’s scale, strategic business units, scope of
products and markets, diversification type, current financial and
strategic performance trends (5-year max) with a brief comparison to industry trends,
market shares, etc.)
2. 1.2. Describe the current international operations of the firm (e.g., geographic
distribution of operations and their contributions to firm performance)
3. 1.3. What are the recent strategic initiatives (and their motivations) of the firm?
4. 1.4. Briefly analyze the MNE’s domestic and international rivals (a representative top
challenger for each is fine)
2. Strategy Tripod Part One: Industry Conditions (Opportunities and Threats)
1. 2.1. What are the top five foreign markets for the MNE’s industry?
2. 2.2. Compare and contrast the five forces affecting the MNE’s industry. Note critical
factors to each and critical differences in the MNE’s domestic and
foreign markets.
3. 2.3. Which functions in the industry value chain are key to competitiveness for your
MNE? How well do they address the industry’s key success factors and
key drivers of change?
4. 2.4. Assess the strategic fit of the MNE’s generic competitive strategy with industry
conditions.
3. Strategy Tripod Part Two: Internal Resources and Capabilities (Strengths and Weaknesses)
1. 3.1. Analyze the value, rarity, imitability, and organizational (VRIO) aspects of the firm’s
core resources and capabilities within its value chain functions. Do
any competencies reach the “core” or “distinctive” level over rivals?
2. 3.2. How well do these capabilities and resources support the MNE’s generic strategy
choice?
3. 3.3. What resources and capabilities should the firm augment or develop to improve its
future global competitiveness?
4. 3.4. Should the firm acquire, outsource, or build these resources internally?
4. Strategy Tripod Part Three: Institutional and Cultural Conditions
1. 4.1. How are formal and informal institutions setting the “rules of the game” for the
MNE’s direct and indirect international operations?
2. 4.2. Using Hofstede’s five dimensions of national culture, how will the MNE’s domestic
cultural norms compare to those of its foreign partners or
subsidiaries?
3. 4.3. Which is currently a greater concern—cultural or institutional distance?
4. 4.4. What are your recommendations for the firm’s future IBS to leverage its exposure
to these various “rules of the game”?
5. Entrepreneurship and Internationalizing the Firm
5.1. How effectively has the firm managed the five “entrepreneurial strategies” in its growth?
5.2. Are there institutional or industry-based conditions affecting entrepreneurship
opportunities?
6. Internationalization: Where, When, Why, and How
1. 6.1. From the institution-based and resource-based views, does the firm possess
“overwhelming resources and capabilities to offset its liability of
foreignness”?
2. 6.2. How do the firm’s strategic goals align with the location-specific advantages of its
global footprint?
3. 6.3. Assess the advantages and disadvantages of management’s entry mode choices
and entry timing.
4. 6.4. Which diversification strategies have been used? Have they contributed to
performance?
5. 6.5. Has performance benefited from international acquisitions or collaborative
strategies?
6. 6.6. What are your recommendations for the MNE to pursue future complementary
strategic options?
7. Internationalization: Strategy, Structure, and Learning
7.1. Which of the four strategy/structure configurations is used?
7.2. Considering the three legs of the strategy tripod, evaluate the “strategic fit” of the MNE’s
strategy/structure configuration to its IBS goals.
7.3. Does this approach offer any innovation or learning advantages over the approaches of the
MNE’s top rivals?
7.4. Has the firm internalized any knowledge management or learning capabilities that maybe
leveraged between developed and emerging economies?
8. Strategizing Governance and Corporate Social Responsibility
8.1. Has the MNE developed firm-specific capabilities to differentiate on corporate governance
dimensions?
8.2. From the stakeholder-based view, what is a CSR initiative that will directly impact the
competitiveness of the MNE?
Milestones
Milestone One: Research Proposal
In task 2-2, you will submit your research proposal. Your final project entails developing a full strategic
analysis on a publicly held multinational enterprise (MNE). It must be public because of the depth and
transparency of data you will need to adequately complete the project. This MNE may be in any
industry, based in any international location, and held in any public market. A number of MNEs in less
developed economies are publicly listed in foreign equity markets. If you have difficulty determining
this, contact your instructor. It is strongly suggested that highly diversified MNEs (conglomerates) be
avoided due to the added complexity in completing your final project. This milestone must be submitted
and accepted by your instructor before continuing on or it will not be accepted. This milestone is
submitted as pass/fail. Your proposal should be 2–3 pages in length.
The research proposal should present a concise and rigorous case for studying your proposed firm in
light of global strategic management. It should consider the following:
•
•
•
•
•
•
•
•
•
•
• Corporate overview (basic description of MNE, its operations, market position, leadership,
etc.)
• Financial performance overview (briefly review revenues, net income, profit ratios, balance
sheet, equity trends)
• Business segments (divisions or SBUs [strategic business units] with performance
contributions)
• Subsidiary/parent-child structure (corporate hierarchy with performance contributions)
• Geographic segmentation (current with performance contribution)
• Recent strategic initiatives/stated strategic objective
• Important negative events or challenges
• Domestic/foreign industry summary (includes industry name and the primary and secondary
NAICS and SIC codes)
• Brief key competitors overview (minimum two domestic and two foreign, using salient
aspects listed above)
• Reason for your interest in the MNE
Milestone Two: Current Research Summary and Annotated Bibliography
In task 4-2, you will submit your current research summary and annotated bibliography. Your
summary should be 1–2 paragraphs in length, detailing the research involved to date. The
annotated bibliography should be an annotated list of the major sources you intend to use or
consult for your final paper. This milestone will be graded using the Final Project Annotated
Bibliography Guidelines and Rubric.
Milestone Three: Peer Review of Rough Draft
In task 8-2, you will submit your rough draft of final project through the Discussion Topic for peer review.
It should reflect the incorporation of feedback gained throughout the course. You will conduct one peer
review for another student’s rough draft. You will submit your peer review through the Discussion Topic.
Use the Final Product Rubric (below) to assist you with completing the peer review. This milestone will
be graded using the Final Project Peer Review Guidelines and Rubric.
Final Project Report: Final Global Strategic Analysis
In 10-2, you will submit your final global strategic analysis. It should be a complete, polished artifact
containing all of the main elements of the final product. It should reflect the incorporation of feedback
gained throughout the course. Your report should include a cover page, an executive summary (200 to
300 words), a table of contents, a discussion of all eight components described in the Main Elements
section above, references (APA format), and appendices (financials, larger graphics or illustrations,
tables, etc.). The final global strategic analysis report is graded using the Final Product Rubric (below).
Deliverable Milestones
Milestone Deliverables
Module
Due
1
Research Proposal
Two
2
Annotated Bibliography
Four
3
Peer Review of Rough Draft
Eight
4
Final Project Report: Final Global
Strategic Analysis
Ten
Grading
Pass/fail; must be submitted for
instructor approval.
Graded separately; Annotated
Bibliography Rubric
Graded separately; Final Project Peer
Review Rubric
Graded separately; Final Product Rubric
(below)
Rubric
Guidelines for Submission: Written components of project must follow these formatting guidelines: 1.5
spacing, 12-point Times New Roman font, one-inch
margins, and APA-appropriate citations. The final global strategic analysis should range between 12 to
20 pages, not including the cover page, financial statements, bibliography, and other resources.
Critical Elements
Multinational Enterprise
(MNE) Overview & Key
Strategic Background
Needs
Improvement
(70%)
Fully characterizes the chosen Characterizes Characterizes
MNE’s business, provides a
the chosen
some aspects
thoughtful and complete
MNE’s
of the chosen
analysis of its international
business,
MNE’s
operations and strategic goals, provides a
business,
Exemplary (100%)
Proficient
(90%)
Not Evident
(0%)
Val
ue
Does not
adequately
characterize of 20
the chosen
MNE’s
and assesses its context in its
industry sector, considering
domestic and international
rivals
Comprehensive MNE
Analysis Using the Strategy
Tripod
Provides a clear and
comprehensive analysis of the
MNE using the three
components of the strategy
tripod. Explores multiple
strategic issues through
extensive collection and indepth analysis of firm and
sector evidence to make wellinformed conclusions. Cleverly
applies course concepts,
depicting sustainable
competition in an international
environment
Critical Analysis of MNE
Internationalization
Develops a thoughtful critique
of the MNE’s entrepreneurship
and internationalization
strategies, analyzing its
strategies and performance and
complete
provides an
analysis of its adequate
international analysis of its
operations and international
strategic goals, operations
and assesses and strategic
its context in goals, and
its industry
attempts to
sector,
assess its
considering
context in its
domestic and industry
international sector,
rivals
considering
domestic and
international
rivals
business,
provides an
inadequate
analysis of its
international
operations
and strategic
goals, and
does not
address its
context in its
industry
sector,
considering
domestic and
international
rivals
Provides an
Provides an
inadequate
acceptable
analysis of the
analysis of the
MNE
MNE using the
competitivene
three
ss using the
components of
three
the strategy
components of Does not
tripod.
the strategy provide an
Explores
tripod.
analysis of the
multiple
Explores some MNE
strategic issues
strategic
competitivene
through
issues through ss using the
collection and
collection and three
in-depth
in analysis of components of
analysis of firm
20
firm and
the strategy
and sector
sector
tripod and/or
evidence to
evidence to
does not
make wellmake
explore
informed
conclusions. strategic
conclusions.
Applies some issues to
Applies course
course
provide
concepts,
concepts,
conclusions
depicting
depicting
sustainable
sustainable
competition
competition
advantage in
advantage in
an
an
international
international
environment
environment
Develops a
Develops an Does not
reasonable
inadequate
critique the
critique of the critique of the MNE’s
20
MNE’s
MNE’s
entrepreneurs
entrepreneurs entrepreneurs hip and
clearly defining the
strategy/structure used
hip and
internationaliz
ation
strategies,
analyzing its
strategies and
performance
and clearly
defining the
strategy/struct
ure used
Provides a
concise,
wellDescribes Does not
thought-out Describes
the firmadequately
description the firmspecific
describe the
of the firm- specific
capabilities firm-specific
specific
capabilities
that
capabilities
capabilities that
differentiate that
that
differentiate
the MNE
differentiate
differentiate the MNE
with respect the MNE
the MNE
with respect
to its
with respect
Strategizin with respect to its
corporate
to its
g
to its
corporate
governance.
corporate
Governanc corporate governance.
Attempts to governance
e and
governance. Assesses a
20
Corporate
assess a
and/or does
Critically
corporate
Social
corporate not assess a
social
Responsibi assesses
social
social
one or more responsibilit
lity
responsibilit responsibilit
corporate y (CSR)
y (CSR)
y (CSR)
social
initiative
initiative
initiative(s)
responsibilit from
from
from
y (CSR)
stakeholder
stakeholder stakeholder
initiative(s) and
and
and
from
competitive
competitive competitive
stakeholder ness
ness
ness
and
perspectives
perspectives perspectives
competitive
ness
perspectives
Highly
Consistent Some
10
selective
use of
incorporatio
Does not
n of
Competiti employmen scholarly
incorporate
t of
intelligence resources of
ve
sufficient
Intelligenc scholarly, and primary limited
scholarly,
primary,
data filtered strategic
e/
primary, or
Resource and
for
importance.
Effectiven secondary significant Overrelianc secondary
resources
ess
intelligence errors,
e on
for analysis
resources omissions, opinioncreates
and bias.
based
hip and
internationaliz
internationaliz ation
ation
strategies or
strategies and provide an
provides
adequate
minimal
analysis of its
analysis of its strategies and
strategies and performance
performance or define the
and the
strategy/struct
strategy/struct ure used
ure used
superior
Introduces resources,
depth to the secondary not
MNE
industry and separated
strategic
competitor from
analysis
resources to primary
clarify
resources
context and by more
reasoning than one
degree of
separation
from firm
Clearly
10
Demonstrat
Writing
demonstrat
Writing
es a
style is
es a
style is not
professional
inappropriat
professional
adequately
business
e for
business
professional
writing
business
Writing
writing
and some
style, with
and/or
Style,
style, with
errors
minor errors
major errors
Mechanics
no errors
related to
, and
related to
related to
Citations related to organization organization organization
organization
, grammar,
, grammar,
, grammar,
, grammar,
and APAand APAand APAand APAformatted
formatted
formatted
formatted
citations
citations
citations
citations
Total
100%
Final Project Rough Draft
Final Project Milestone 8-2
Multinational Strategic Analysis
Wesley Minor
Dr. Egrie
November 24, 2018
Final Project Rough Draft
Multinational Enterprise (MNE) Overview & Key Strategic Background
Duke Power is an energy industry leader focused on electric power and gas distribution
operations, and other energy services (Duke Energy, n.d.). The five major sectors Duke Energy
focuses on are regulated utilities, renewables, international energy, commercial transmission and
energy services (Duke Energy, n.d.). The regulated utilities segment provides safe affordable
natural gas and electricity to customers in various states including: North Carolina, South
Carolina, Tennessee, Florida, Indiana, Kentucky and Ohio (Duke Energy, n.d.). This
organization is a leader in energy renewables. They have wind and solar energy farms in more
than 13 states, as well as produce over 2800 megawatts emission free energy (Duke Energy,
n.d.). Duke Energy has international operation located in Saudi Arabia. Similarly, their
commercial transmission segment focuses on increased reliability, congestion reduction and
renewable energy integration through more efficient energy grids (Duke Energy, n.d.). Finally,
there energy services segment offers customized energy solutions to advance operational
performance and mitigate risk (Duke Energy, n.d.).
Duke Energy’s key strategic background encompasses growth through commercial
projects as well as revenue drivers through their indirect subsidiaries such as Progress Energy.
However as mentioned by Team (2014) the future growth of this organization surrounds two
primary areas: 1) International Energy Business, and 2) Clean Energy Generation (Team, 2014).
Duke Energy’s International Energy business is viewed as the foundation of this company’s
future growth policy. This segment operates in Latin American countries such as Brazil,
Argentina, Peru, and Chile and ripe for growth (Team, 2014). Moreover, since this segment
accounts for only about 8% of sales, but 85% of Duke Energy’s revenues are made from
International Energy growth is imperative. In contrast since regulatory entities are exercising
more scrutiny over traditional energy production, it is imperative for companies such as Duke
Energy to tap into more new and clean energy sources (Team, 2014).
Recently Duke Energy has phased out some of its old coal plants and is on track to
implement a mixture of energy production from sources such as coal, natural gas, and nuclear
generation (Team, 2014). These energy sources give Duke Energy the benefit of tapping into
mid-stream business that affords two primary benefits. First, the predominant source of energy in
Final Project Rough Draft
the future is going to be natural gas as a result this give Duke Energy added value in the way of a
revenue stream linked to natural gas. Finally, Duke Energy is protected from the unpredictability
of the underlying commodity prices (Team, 2014). Duke Energy’s rivals as mentioned by Craft
(n.d.) include: Talen Energy, Xcel Energy, NextEra Energy, AEP (American Electric Power) and
PPL Corporation. Talen Energy is a marketing as well as an energy and power generation
corporation: Xcel Energy is involved in the generation, acquisition, transmission and sale of
energy, NextEra Energy is also a sale and distribution company, American Electric Power is a
sale and distribution power company that sells its services to wholesalers and retail customers
and finally PPL is a worldwide company that distributes natural gas and electricity to customers
in the UK as well as Pennsylvania and Kentucky (Craft n.d.). In the third quarter of 2018 in
comparison to its competitor Duke Energy reported increases of revenue of 2.25% year upon
year (CSI Market, n.d.). In contrast its competitors have reported reductions in their revenues of 4.7% (CSI Market, n.d.). Duke Energy’s net income has also increased by 11.62% year upon
year: However, their competitor has reported a loss of -3.6 % (CSI, Market n.d.). In the franchise
market segment Duke Energy has managed to improve its market share by about 11.51% as
stated by CSI Market (n.d.). Lastly, due to an increase in revenue growth of about 32% Duke
Energy has managed to improve its market share by about 0.14% (CSI Market, n.d.).
Comprehensive MNE Analysis Using the Strategy Tripod
The strategy tripod as discussed during this class encompasses as mentioned by Peng
(2017) the industry-based view, the resource-based view, and institutional based view.
Specifically, the industry-based view suggests that organizations should seek to stake out a
position in a market that is less vulnerable to the industry forces observed. The resource-based
view focuses mainly on the internal strengths and weakness of the organization. Finally, the
institution-based view concentrates on firm strategy: Firms must also consider formal and
informal rules of the game in concert with industry and firm level considerations (Peng, 2017).
Duke Energy analyzes the strategy tripod in various ways. For example, as mentioned by Duke
Energy (2017) from an industry-based view Duke Energy positions itself in the market to combat
external forces by creating value. This value is shaped by implementing a value creation model
that entails utilizing major resources as well as employees to produce value for all their major
customers (Duke Energy, 2017 p. 8). Furthermore, Duke Energy utilizes the latest technology as
Final Project Rough Draft
well as infrastructure to continuously evolve with its customer base. This organization also helps
and encourages it customers cut consumption as well as use energy more wisely (Duke Energy,
2017 p.8). Next, from a resource-based standpoint Duke Energy’s major resources and
capabilities include renewable energies, battery storage for renewable energies, regulated
utilities, ash management, coal plant decommissioning program and international energy (Duke
Energy, n.d.). For many years Duke Energy’s renewable source of wind power was their leading
renewable source of energy. However, in 2017 solar power took the lead as the renewable source
of energy with North Carolina being the number one energy state. With the addition of some 500
megawatts to its energy grid overall North Carolina remained the number two state in the overall
rankings (Duke Energy, n.d.). Local governments are expanding solar power through initiatives
such as North Carolinas Competitive Energy Solutions. Specifically, this bill is called H.B. 589
which seeks to roll out programs that expand solar power in the state by making the energy more
attractive to various customers (Duke Energy, n.d.). As mentioned by Duke Energy (n.d.) in
conjunction with renewable energy battery storage units are needed to provide more reliable
service to customers as well as enhance the energy grid. For example, there are plans to install a
5-megawatt battery storage unit as well as 3 megawatts of solar to deliver grid services, as well
as acting as a microgrid to the National Guard’s Camp Atterbury Training Operation (Duke
Energy, n.d.). This organization leverages its regulated utilities to bring service to more than “7.4
million customers in the Carolinas, Florida, Ohio, Kentucky and Indiana, and retail natural gas
services to more than 1.5 million customers in the Carolinas, Ohio, Kentucky and Tennessee”
(Duke Energy, n.d.).
The power plants owned and operated by this company generates over 50,200 megawatts
of energy from sources ranging from hydroelectric to nuclear power. Similarly, Duke Energy’s
ash management program is continuously seeking to emphasis safety in transitioning from coal
power generation to more cleaner sources of energy (Duke Energy, n.d.). For example, coal fired
power plants produce coal that in turn produce steam, this steam turns turbines that produce
electricity. As a result of the coal being burned coal ash is a byproduct (Duke Energy, n.d.). This
coal ash has historically been stored in basins, Duke Energy has implemented measures to store
this ash in more efficient basins with dry upgrades as well as lined landfills (Duke Energy, n.d.).
Additionally, 80% of the coal ash byproduct is recycled to protect the environment. There is a
shared cost between the organization and customers to keep costs as low as possible (Duke
Final Project Rough Draft
Energy, n.d.). Duke Energy is in the process of closing many basins in a safe and effective
manner. As mentioned by Duke Power (n.d.) a framework has been outlined scientists, engineers
and other industry experts to accomplish this task. The framework includes: 1) A continued
emphasis on stability, meeting all safety standards.
2) Safeguards during storms/floods
3) Mitigate groundwater impacts
4) In the process of excavation leverage beneficial reuse, on-site landfills and
consolidated storage.
5) Comply with all federal and state requirements. (North Carolina Coal Ash
Management Act and Coal Combustion Residual regulations).
6) Continuously seek solutions to address environmental impacts as well as balance
stakeholder interests (Duke Power, n.d.).
Finally, from an institution-based view Duke Energy must understand and comply with
the rules of the game. For example, as mentioned by Duke Energy (n.d.) three business units
under the Duke Energy umbrella were convicted of nine misdemeanor violations of the Clean
Water Act. The three companies involved were Duke Energy Business Services, Duke Energy
Carolinas and Duke Energy Progress. As a result of these violations these entities were sentenced
to 5 years’ probation as well as various environmental obligations overseen by a court appointed
monitor (Duke Energy, n.d.). The two environmental plans are the NECP (National
Environmental Compliance Program) and the ECP-NC (Statewide Compliance Program). Under
the first plan as directed by the courts the three entities are required to: 1) Sustain and fund Duke
Energy’s Ash Basin Strategic Action Team, Coal Combustion Products organization, and
National Ash Management Advisory Board (Duke Energy, n.d.). 2) Compliance Officers are
appointed at the Vice President level or higher (Duke Energy, n.d.). 3) Compliance program
must be consistent with US sentencing guidelines (Duke Energy, n.d.). 4) Each of Duke Energy
Corporation, affiliates and wholly owned subsidiaries must succumb to audits based on coal ash
impoundments on and annual basis (Duke Energy, n.d.). 5) Establish hotlines as well as
Final Project Rough Draft
email/inbox communication to report suspected violations (Duke Energy, n.d.). 6) Implement a
training program for all domestic employees about coal ash impoundment as well as the
regulations and polices surrounding the NECP program (Duke Energy n.d.). 7) Produce reports
at intervals deemed by the court via court appointed monitor (Duke Energy, n.d.). The next
environmental program as outlined in the court guidelines (Statewide Compliance Environmental
Program) must a minimum implement these guidelines in addition to the NECP requirements: 1)
Launches “Points of Contact” for all North Carolina facilities involved in ash impoundments
(Duke Energy, n.d.). 2) North Carolina facilities must undergo annual audits in reference to ash
impoundments (Duke Energy, n.d.). 3) All reopened or expanded ash facilities must be lined
(Duke Energy n.d.). 4) Implement recordkeeping for ash impoundments (Duke Energy, n.d.).5)
Municipalities must be notified concerning issues such as bromide discharges from flue gas
desulfurization (FGD) (Duke Energy, n.d.).
Overall, this environmental policy is in place to provide for more oversight and
transparency in addition to the previously mentioned plan. From the institution-based view
organization must understand how to conduct business in an international setting. Duke Power is
no exception to this rule in reference to their international operations in Saudi Arabia. According
to Abner (2015) when expanding internationally certain aspects must be considered such as
culture, legal and regulatory barriers, foreign government requirements and business case.
Cultural differences can deem failure or success in in an international environment. If the
product or service does not add value to the local community it may be wise not to enter (Abner,
2015). It is essential to understand what locals’ value in order to promote your product or
service. Particularly, some critical questions must be considered: 1) Does your product or service
provide a need or desire for the local community? (Abner, 2015). 2) Are their language and
cultural barriers? How will you overcome these hurdles? (Abner, 2015) 3) Can the time zone
difference be managed effectively? (Abner, 2015). 4) Dietary, lifestyle, and religious
considerations can adversely affect your business: Can these differences be managed? (Abner,
2015). 5) Can contracts and agreements be negotiated effectively? (Abner, 2015). 6) When
engaging local consumers are there any business attributes that may be considered offensive or
rude? (Abner, 2015). Are there business limitations? (Abner, 2015). How will your product or
service be advertised? (Abner, 2015).
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Finally, what will you the organization do if the product or service does not translate well
with the local community? (Abner, 2015). Moreover, from a legal and regulatory aspect
organizations such as Duke Energy must be flexible enough to work within local laws and
regulations. Critical requirements must be assessed such as labor and employment laws, treaties
and duties, import and export laws, corporate organizational practices, business as well as
investment principles, dispute resolution, trademark requirements, regulatory and customs laws,
currency repatriation standards, tax laws, liability concerning distributor/ arrangements (Abner,
2015). It is highly advised that organizations invest in competent legal counsel when engaged in
overseas business. Local government stability is another area of concern that must be highly
scrutinized. Abner (2015) suggests analyzing these various aspects before conducting overseas
business. Currency exchange rates, material and resource allocation, access to capital,
communication and transportation options, programs and assistance offered by the government,
policies that protect businesses, laws pertaining to immigrants and employees (Abner, 2015).
Government stability is a crucial part of overseas success. Issues such as trademark rights,
employment security, contract integrity are pertinent issues that must be addressed. Seeking out
local expertise about government polices and procedures is advised (Abner, 2015).
Business cases should engage issues surrounding challenges and rewards for expansion.
Some strategies to consider are: Conduct market studies to understand matters about market's
personality, economic feasibility, market trends, financial cost patterns and market forecasts
(Abner, 2015). Perform a financial analysis to determine if entering the market makes financial
sense (Abner, 2015). Ensure there is intellectual and trademark protections as well as make sure
he local government protect business proprietary needs (Abner, 2015). Finally, seek out liaison
and partnership relationships and opportunities with existing clients and suppliers (Abner, 2015).
Overall, understanding the informal rules from an institution-based view entails assessing the
various cultural, language, and governmental barriers that may impede success in foreign
markets.
Critical Analysis of MNE Internationalization
Duke Energy’s internalization process incorporates leadership, ethics, power plants,
electric transmission projects, smart grids, new generations, and coal plant closings/ash
impoundment management (Duke Energy, n.d.). Duke Energy leadership Is headed up by CEO
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Lynn Good, under her leadership Duke Energy is embracing newer technologies, upgraded
infrastructures, utilization of cleaner sources of energy as well as adapt a more resilient energy
grid (Duke Energy, n.d.) The overall internalization process gives customers even more access to
safer, cleaner, reliable energy as well as promotes environmental stewardship (Duke Energy,
2015). Since 2005 Duke Energy has continuously, reduced their carbon emissions by 31% with
plans to increase reductions be 40% by 2030 (Duke Energy, n.d.). Ethics are critical part of Duke
Energy’s internalization process. As mentioned by Duke Energy (n.d.) because groups such as
politicians, journalists, advocacy groups and various others pay close attention to what we do, so
we are committed to a culture of transparency, high performance, and employee integrity (Duke
Power, n.d.). Under the Ethics and Compliance program everyone is committed to the highest
ethical standards. Under the specific direction of the Audit Committee of the board of directors’
implementation, oversight, and enforcement are significant. Employees are encouraged to report
violations 24 hours a day via telephone or online (Duke Power, n.d.).
Furthermore, allegations of violations are thoroughly investigated to ensure consistent
enforcement. Upon completion of the investigation disciplinary actions are taken and other
control enhancements to deter further violations (Duke Power, n.d.). Diversity and inclusion are
another central aspect to Duke Powers internalization process. This organization strives to
integrate a diverse workforce to maintain a top talent and as a result the company can live up to
its standards as an organization and as individuals (Duke Energy, n.d.). Duke Energy strives to
be good stewards of the environment. As mentioned by Duke Energy (n.d.) with its focus on
renewable energy sources as well as efficiency this organization will be able to transition from
traditional sources of power to more cleaner sources. Duke Energy owns and operates various
regulated and non-regulated plants throughout the United States.
These power plants implement various sources of energy including: hydroelectric, coal
fired, natural gas and nuclear (Duke Energy, n.d.). Older coal plants have been replaced with
newer technology power sources. As stated by Duke Energy (n.d.) the older plants through the
decommissioning program have essentially been transformed back to their natural states. In the
specific demolition process as mentioned by Duke Energy (n.d.) involves the recycling of scrap
equipment, remove chemicals and other materials as well as remove the powerhouse, chimneys
and any auxiliary structures no longer needed and then fill, grade and seed the land. Finally, the
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older natural gas combustion plants follow the same decommission process as the coal fired
plants (Duke Energy, n.d.). Duke Energy is involved in various transmission projects. These
projects include: The Canterbury Transmission Line Study, The Cleveland Matthews Project,
The Fuquay Wade Nash Project, The Grant Creek Project, The Highway 160 Transmission
Project, The Kenilworth Substation expansion project, The Newport- Harlowe Transmission
Line, The Raeford Transmission Line and the Wilmington Transmission Line (Duke Energy,
n.d.). Through these various transmission projects Duke Power can deliver through is 36,000
lines of high voltage wires continuous flows of electricity from generating stations to customers
and neighboring utilities (Duke Energy, n.d.). Smart grid as stated by Duke Energy (n.d.) is an
upgrade to the existing grid system. One aspect of this new technology is a smart meter. Smart
meters give consumers as well as user significant benefits, these advantages include: More
insightful information is passed along to customers concerning energy usage and as a result they
can save on energy and money (Duke Power, n.d.).
The same technology that is used for informational purposes can be utilized by users to
access real time information on the grid to remotely reroute power to shorten or even prevent
power outages (Duke Energy, n.d.) With the implementation of the new smart grid technology
connectedness to renewable sources of energy such as wind and solar is more reliable.
Consequently, this deliver cleaner more reliable sources of energy to neighborhoods (Duke
Energy, n.d.). Future assessments of smart grid technologies indicate that consumers may be able
to view their energy usage daily and as a result better manage appliances. For example, being
able to replace an old dryer that is using a substantial amount of energy from the capability of
being able to view energy usage through the smart grid (Duke Power, n.d.).
Strategizing Governance and Corporate Social Responsibility
Strategic governance and corporate social responsibility are an integral part of Duke
Energy’s business model. According to Duke Energy (2018) recently Duke Energy was involved
in an industrywide initiative for more effective ESG (Environmental, Social and Government)
reporting. Specifically, the new initiative was headed by the Edison Electric Institute along with
Duke Energy and various other member companies. The concept involves implementing a new
reporting template that give investors uniformity and consistency regarding ESG reporting
metrics (Duke Energy, 2018). A statement by Vice President of Investor Relations Mike
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Callahan captures the essence of the ESG program. "We're committed to transparency and
engagement with investors, customers and other stakeholders," said Mike Callahan, Duke
Energy's vice president of investor relations. "Our investors are increasingly focused on ESG and
sustainability matters. We're providing them with the information needed to better incorporate
ESG into their investing strategies."(Duke Energy, 2018). Duke Energy’s ESG programs have
landed them on the Dow Jones Sustainability North American Index for the 12th consecutive
year in 2017 (Duke Energy, 2018). The highlights of their accomplishments include: 1) A
reduction in carbon dioxide (CO2) by 31% since 2005, sulfur dioxide (SO2) and nitrogen
dioxide (NOx) by 75%. (Duke Energy, 2018).
Plans to reduce carbon dioxide emissions by 40% by 2030 (Duke Energy, 2018). Duke
Energy has continuously increased its renewable energy portfolio and has more than 6400
megawatts of solar, wind, and biomass capacity – owned or under contract (Duke Energy, 2018).
With and effort with customers Duke Energy is attempting to reduce energy consumption by
15,000 gigawatt-hours by 2020 this is the equivalent to annual usage of 1.25 million homes
(Duke Power, 2018). Rates are lower on a national average and this benefit is continuously
enjoyed by customers (Duke Energy, 2018). Finally, the company accomplished its goal of
recycling 80% of its solid waste earlier than expected (Duke Energy, 2018). In addition to this
ESG template Duke Energy annually publishes a sustainability report that reviews issues such as
energy efficiency, develop renewable energy, reduce emissions and more (Duke Energy, 2018).
In an ongoing effort to contribute to their corporate social responsibility efforts Duke Energy is
engaged in various corporate social responsibility programs.
These programs are The Duke Energy Foundation, Employee Engagement, Customer
Assistance Program and Retirement Engagement. According to Duke Energy (n.d.) the Duke
Energy Foundation is committed to empowering communities through charitable contribution in
the form of grants. To date this organization has donated and estimated $30 million in
contributions. The three strategic investment area of donations that have the most significant
impact are education, workforce, and nature (Duke Energy, n.d.). The education component of
these donations focusses on programs geared to advance reading among first and third graders
(Duke Energy, n.d.). Furthermore, programs to enhance the education of energy, engineering and
environmental learning through teacher development (Duke Energy, n.d.). In the grant cycle low
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income areas as well as minorities and women will be given priority when applying (Duke
Energy, n.d.). Another important area of giving is the workforce. The grants awarded in this area
are geared towards workforce progress through developmental programs aimed at placement for
applicants in the future energy sector (Duke Energy, n.d.). The last area of donating is nature.
Through these contribution Duke Energy hopes to advance the enjoyment of nature for
communities and individuals. The area this grant supports include water conservation, access,
quality, and quantity (Duke Energy n.d.). Habitat as well as forest restoration, and conservation
(Duke Energy, n.d.). Species conservation (Duke Energy, n.d.). Employee engagement is another
area of corporate social responsibility that is integral to business success. Volunteerism is a way
in which Duke Power employees hone their leadership skill as well as build important
relationships with local communities (Duke Energy, n.d.).
The Duke Energy in Action Program incorporates various volunteer programs that
employees can be apart of. These programs are: Hours 4 Good, Teams 4 Good, Dollars 4 Good,
Company Sponsored Volunteer Projects and Health and Human Services and Cultural
Enrichment (Duke Energy, n.d.). The Hours 4 Good program encompasses employee
volunteering their time to non-profit organizations. Employees earn cash donations from the
organization and can be donated to the nonprofit of their choice (Duke Energy, n.d.). The Teams
4 Dollar program involves members pooling their hours together to support a cause of their
choice (Duke Energy, n.d.). In the Dollar 4 Goods program employees can contribute a minimum
of $100 and the company will match the donation (Duke Energy, n.d.). The Company Sponsored
Volunteer Program entails volunteerism by employees and retirees of large-scale projects
designated by Duke Energy. These projects span many nonprofits and causes from the
environment to community impact (Duke Energy, n.d.).
Annually, employee of Duke Power provides significant health and human services
support through campaigns such as the United Way. Additionally, employees support initiatives
such as Cincinnati’s ArtsWave and Charlotte’s Arts and Science Council that bolsters economic
and cultural development (Duke Energy, n.d.). Duke Power engages in various programs that
assist customers with energy problems. For example, Duke Power’s Shared the Warmth program
is a program to assist customers with winter heating bills. The program is supported by the Duke
Foundation as well as other customers and employees (Duke Enegy, n.d.). The foundation
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contribution donation on a dollar for dollar match. The Energy Neighbor Fund is a program that
helps residents in the Carolinas and Florida with heating as well as cooling bills. Customer of
Duke Energy Progress and Duke Energy Florida customers are eligible for assistance no matter
their heating source (Duke Energy, n.d.). This program has helped thousands of families since its
inception due to contributions of Duke Foundations and generous employees (Duke Energy,
n.d.). The Indiana helping fund is program sponsored by the Duke Energy customers, employees
and shareholders. This program was started in 1983 to assist customers with needs in the winter.
Applicants must meet a certain criterion to be eligible, if accepted the fund will pay a onetime
$300 payment to a customer’s account (Duke Energy, n.d.).
The qualifications that must be met are as follows: 1) Must be a Duke residential
customer on record, 2) Annual income must meet Energy Assistance Program guidelines. 3)
Must be and Energy Assistance applicant. (Duke Power, n.d.). Finally, the Winter Care
Kentucky program helps needy customers In Kentucky with winter heating bills. As with the
previous programs this fund is supported by customers, employees and shareholders (Duke
Energy, n.d.) Duke Energy donates a dollar for dollar contribution up to $25,000 annually (Duke
Energy, n.d.) Eligible applicants can receive a one-time payment if funds are available (Duke
Energy, n.d.). Heat share Ohio is fund that helps Ohio residents in need with winter heating bills.
Duke Energy donates a dollar for dollar contribution up to $100,000, and the program is
administered through the Salvation Army (Duke Energy, n.d.). Eligibility qualifications are
based on need and the customer must be in disconnection status to receive the help. The program
starts in mid-January and runs through April, funds can be accessed until they are depleted (Duke
Energy, n.d.).
Cooling assistance Carolinas is fund that helps customers in the Summer months that
cannot pay their energy bills. This fund is extremely important because of the impact the summer
temperatures have on the elderly, and those with health issues (Duke Energy, n.d.). In addition to
corporate responsibility Duke Power has a governance framework aimed at positively affecting
shareholder value (Duke Energy n.d.). Additionally, the governance structure is geared towards
responding to issues in a timely manner: Duke Power’s governance policies are structured to
adhere to the Sarbanes Oxley Act, as well as the NYSE listing standards (Duke Power, n.d.). The
governance structure incorporates company Bylaws, Certificates of Incorporations, Code of
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Business Ethics, Board of Directors Information, Board Committee Charters, Stock Ownership
Policies, Securities Trading Policy, Related Person Transaction Policy, Regulation FD Policy,
Political Expenditures Policy, Principles of Corporate Governance and Principles of Health Care
Reform. Of critical importance are the principles outlined in the corporate governance structure.
There are twenty-eight ideologies outlined in the structure. These ideologies include: 1)
Responsibilities of Directors, 2) Director Nominations, 3) Voting for Directors, 4) Director
Orientation, 5) Combination of Chairman and Chief Executive Officer, 6) Lead Director, 7) Size
of the Board, 8) Meeting Frequency, 9) Independence of n.d., 10) Service on Other Boards, 11)
Directors who’s Responsibilities Change, 12) Term Limits, 13) Retirement Age, 14) Director
Compensation/Share Ownership, 15) Assessing the Board Performance, 16) Board Interaction
with Customers, Press and Institutional Investors, 17) Board Access to Management, 18)
Selection of Agenda Items for Board Meetings, 19) Board Materials Distributed in Advance, 20)
Board Presentations, 21) Committees of the Board, 22) Assignment and Rotation of Committee
Members, 23) Frequency and Length of Committee Meetings, 24) Evaluation of the Chief
Executive Officer, 25) Succession Planning and Development Plan, 26) Periodic Review, 27)
Executive Sessions and 28) Continuing Education. (Duke Energy, n.d.) With the adoption of
these principles the Board of Directors will improve shareholder value as well as enhance the
reputation of the company.
Finally, these principles will signal a strong commitment to corporate governance as well
establish a sound structure in communities where Duke Energy conducts business (Duke Energy,
n.d.). In May 2017 the Board of Directors implemented a new way to conduct corporate
governance shareholder meetings via online webcast, these webcasts will enable Duke Power to
reach shareholders internationally in a more cost-effective manner (Duke Energy, 2017).
Additionally, this method will afford shareholder an opportunity to participate in the governance
of the Corporation, and the live webcast will accomplish this task (Duke Energy, 2017). The
online forum will also allow shareholders to post question early in before the meeting in this way
board members are able to answer more questions and deliver more answers in an efficient and
effective manner (Duke Energy, 2017) Duke Energy provides a proxy statement to every
shareholder. This statement outlines the Corporations corporate governance practices and
procedures (Duke Energy, 2017). Duke Power has made some significant changes to their
corporate governance structure and shareholders are encouraged to view the proxy statement as it
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contains important information concerning voting as well information about the annual meetings
(Duke Energy, 2017). The following items are examples of business issues that may arise in
Corporate Governance annual meeting of the Board of Directors. As mentioned by Duke Energy
(2017) these issues include: Election of Board Directors, Ratification of Deloitte & Touche LLP
as Duke Energy Corporation’s independent registered public accounting firm for 2017; Advisory
vote to approve Duke Energy Corporation’s named executive officer compensation; Advisory
vote on the frequency of the vote on executive compensation; Amendment to the Amended and
Restated Certificate of Incorporation of Duke Energy Corporation to eliminate supermajority
requirements; A shareholder proposal regarding providing an annual report on Duke Energy’s
lobbying expenses; A shareholder proposal regarding preparing an assessment of the impacts on
Duke Energy’s portfolio of climate change consistent with a two degree scenario; A shareholder
proposal regarding providing a report on the public health risks of Duke Energy’s coal use; and
Any other business that may properly come before the meeting (or any adjournment or
postponement of the meeting) (Duke Energy, 2017).
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Duke Energy. (n.d.). Corporate Governance - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/investors/corporate-governance
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Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Final Project Rough Draft
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Final Project Rough Draft
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
Duke Energy. (n.d.). Duke Energy Foundation - Duke Energy. Retrieved from https://www.dukeenergy.com/community/duke-energy-foundation
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Duke Energy. (n.d.). Energy Businesses - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/businesses
Duke Energy. (n.d.). Energy Businesses - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/businesses
Duke Energy. (n.d.). Energy Businesses - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/businesses
Duke Energy. (n.d.). Energy Businesses - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/businesses
Duke Energy. (n.d.). Energy Businesses - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/businesses
Duke Energy. (n.d.). Energy Businesses - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/businesses
Duke Energy. (n.d.). Energy Businesses - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/businesses
Duke Energy. (n.d.). Energy Businesses - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/businesses
Final Project Rough Draft
Duke Energy. (n.d.). Energy Businesses - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/businesses
Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants
Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants
Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants
Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants
Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants
Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants
Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants
Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants
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Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants
Final Project Rough Draft
Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants
Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance
reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors
Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance
reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors
Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance
reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors
Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance
reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors
Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance
reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors
Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance
reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors
Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance
reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors
Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance
reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors
Final Project Rough Draft
Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance
reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors
Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance
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Team, T. (2014, December 29). Duke Energy: Clean Energy, International Business To Drive Future
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Team, T. (2014, December 29). Duke Energy: Clean Energy, International Business To Drive Future
Growth. Retrieved from https://www.forbes.com/sites/greatspeculations/2014/12/29/dukeenergy-clean-energy-international-business-to-drive-future-growth/#6cf70b825bf7
Team, T. (2014, December 29). Duke Energy: Clean Energy, International Business To Drive Future
Growth. Retrieved from https://www.forbes.com/sites/greatspeculations/2014/12/29/dukeenergy-clean-energy-international-business-to-drive-future-growth/#6cf70b825bf7
Team, T. (2014, December 29). Duke Energy: Clean Energy, International Business To Drive Future
Growth. Retrieved from https://www.forbes.com/sites/greatspeculations/2014/12/29/dukeenergy-clean-energy-international-business-to-drive-future-growth/#6cf70b825bf7
Team, T. (2014, December 29). Duke Energy: Clean Energy, International Business To Drive Future
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