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Our Board of Directors

AMERICAN ELECTRIC POWER

2011 CORPORATE SOCIAL

RESPONSIBILITY REPORT

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You may browse through the AEP 2011

Corporate Social Responsibility report

at your leisure or you may skip to a

specifc section rom this page.

ABOUT AEP

OUR PROGRESS, OUR FUTURE

COMPANY OVERVIEW

OUR BOARD OF DIRECTORS

ENERGY SECURITY, RELIABILITY, AND GROWTH

ENVIRONMENT

CLIMATE CHANGE

CONTACT AND WEBSITE INFORMATION

2

2011 AEP CORPORATE SOCIAL RESPONSIBILITY REPORT

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AEP ranks among the nations largest generators o elec-tricity, owning nearly 38,000 megawatts o generating

capacity in the U.S. AEP also owns the nations largest

electricity transmission system, a nearly 39,000-mile

network that includes more 765 kilovolt extra-high volt-

age transmission lines than all other U.S. transmission

systems combined.

AEPs transmission system directly or indirectly serves

about 10 percent o the electricity demand in the Eastern

Interconnection, the interconnected transmission system

that covers 38 eastern and central U.S. states and eastern

Canada, and approximately 11 percent o the electricitydemand in ERCOT, the transmission system that covers

much o Texas.

At American Electric Power, no aspect o operations

is more important than the health and saety o people.

Our customers needs are met in harmony with

environmental protection.

AEPs utility units operate as AEP Ohio, AEP Texas,Appalachian Power (in Virginia, West Virginia), AEP

Appalachian Power (in Tennessee), Indiana Michigan

Power, Kentucky Power, Public Service Company o

Oklahoma, and Southwestern Electric Power Company (in

Arkansas, Louisiana and east Texas). AEPs headquarters

are in Columbus, Ohio.

Gene Campbell, transmission station

manager, AEP Ohio.

About AEP


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WE BELIEVE THAT RELIABLE ,SAFE, AND REASO NABLY PRICED

ENERGY IS A KEY TO THE GLOBAL

ECONOMIC RECOVERY.


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Our Board of Directors

A CLIMATE OF CHANGE

Our Progress, Our Future

American Electric Power (AEP) will be

an energy leader through programs and

technologies that protect people, manage

our impacts on the environment, promote

energy eciency, provide or customer

control over electricity usage and provide

or greater access to renewable orms

o energy and advanced clean energy

technologies. We will work with our regu-

lators and other stakeholders to achieve

this through an approach that maxi-

mizes the positive economic, social and

environmental impacts o our operations.

Many AEP power plants are being retrotted with emission control systems, such as these

Cardinal units in Brilliant, Ohio.

GLOBAL REPORTING INITIATIVE

This report was developed according

to the Global Reporting Initiative (GRI)

Sustainability Reporting Guidelines Version

3.0 (G3) and meets the content require-

ments o Application Level A. Our GRI

elements were reviewed by and our

Application Level A was armed by

GRI. Additional inormation on the GRI

can be ound on our websitewww.

AEPsustainability.com. We also report on

electric utility industry-specic indicators.

GIVE US YOUR FEEDBACK We want

to hear rom you and we welcome your

eedback on this report. Hearing rom our

stakeholders helps us understand what

concerns them. E-mail your comments to

Sandy Nessing at [email protected].


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SERVICE TERRITORY

MARKET PRICE (COMMON STOCK)

$49.11

$25.54

$33.28$36.51

$24.00

$34.79

HIGH H IGHL OW L OWY E AR-END YE A R-END

2008 2 0 0 9

STATISTICAL OVERVIEW

Revenues (in billions) $ 135

Net Income (in millions) $ 1,3571

Earnings Per Share $ 2961

Cash Dividends Per Share $ 164

Service Territory 197,500 square miles

Transmission 39,000 miles

Distribution 215,800 miles

Generating Capacity 38,988 MW 2

Generating Stations More than 80

Renewable Port folio (hydro) 364 MW3

Renewable Portfolio (wind, solar) 1,406 MW 4

Pumped Storage 586 MW

Total Kilowatt-hour Sales (millions) 195,312

Total Assets ( in billions) $ 483

American Electric Power has been providing

electric service or more than 100 years and

is one o the nations largest electric utilities,

serving 5.2 million customers in 11 states.

1. Generally Accepted

Accounting Principles

2. Includes 270 MW o retired/

decommissioned generating capacity

3. Represents nominal capacity;

includes 270 MW o mothballed/

decommissioned generation, AEPs

interest in Ohio Valley Electric Corp.,

purchased power agreements

and renewables

4. Excludes pumped storage;includes owned capacity and

purchased power

5. Regulated wind capacity online or

under contract

Company Overview


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TOTAL SYSTEM ANNUAL CO2EMISSIONS (in million metric tons)

ECONOMIC IMPACT (2009)

AEP GENERATING CAPACITY BY FUEL

Jobs 21,673

Wages $19 billion

Construction Expenses $28 billion 1

Local Taxes $469 million

State Taxes $3087 million

Federal Taxes $123 million

Goods & Services (not fuel) $43 billion

Goods & Services from Diver se Suppliers $69 8 million

Remain Value of All Contracts $43 billion 2

Coal Purchased ( tons) 759 million

Coal Average Purchase Price $50/ton

Corporate Giving $118 million

AEP Foundation Gr ants $113 million3

1. All numbers are rounded

2. Construction Expenses include

those expenses listed in the Cash

Flow Statement

3. Supply chain purchased contracts

and inventory system

4. Includes all grants and contributions

by utility units to support economic

development

900

2005

145.1

2005

275

2005

853

2006

143.9

2006

270

2006

749

2007

147.7

2007

266

2007

638

2008

148.2

2008

249

2008

457

2009

129.7

2009

121

2009

TOTAL SYSTEM ANNUAL SO2 EMISSIONS (in thousand U.S. tons)

TOTAL SYSTEM ANNUAL NOX EMISSIONS (in thousand U.S. tons)

In 2009, AEPs CO2emission decreased 12.5 percent. The

decline in SO2and NOXemissions refects, in part, the suc-

cess o our environmental programs.

NA TURA L GA S / OI L22%

NUCLE A R6%

HY DRO, W IND, S OLA R, &

P UMP E D S TORA GE6%

COA L/ L IGNITE 66%


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Our Board of DirectorsOur Board of Directors

The AEP Board o Directors has assigned the

responsibility or monitoring and overseeing the

companys sustainability initiatives to the Boards

Committee on Directors and Corporate Governance.

At two o the Committees meetings in the past

year, the Committee and company managementreviewed the companys sustainability objectives,

challenges, targets and progress. That Committee

supported the integration o sustainability report-

ing with nancial reporting and gave management

input and guidance or the proposed approach to

this corporate accountability report. It reviewed

and discussed the nal text o this report beore

recommending its approval by the ull Board

o Directors.

The AEP Board o Directors has received periodic

reports both rom management and rom the

Committee on Directors and Corporate Governance

about the companys sustainability initiatives. Many

o the topics in this report have been the subject

o active discussion at Board and Committee meet-

ings. All members o the Board received copies o

this report beore it was published, and several

directors made suggestions that have been incor-

porated into the report. Following its review, and

upon recommendation o the Committee, the Board

o Directors adopted a ormal resolution approving

the report. The Board believes this report is a

reasonable and transparent presentation o the

companys plans and perormance and o its

environmental, social and nancial impacts. The

Board realizes that the company must be prepared

to make requent adjustments in response to thedicult economic and nancial challenges that the

nation and the regions we serve are experiencing.

The Board is committed to the companys con-

tinuing eorts to increase its transparency and to

its sustainability. The Board has emphasized

to management that it will be evaluated by its

success in executing the companys strategic plan

to meet stakeholders and the Boards expectations,

including being agile in responding to changing

circumstances while respecting the commitments

in this report.

AEP BOARD OF

DIRECTORS STATEMENT

LEFT TO RIGHT: Ralph D. Crosby, Jr., Lionel L. Nowell III, James F. Cordes, Linda A.

Goodspeed, Dr. Donald M. Carlton, John F. Turner, Thomas E. Hoaglin, Sara Martinez Tucker,

Dr. Lester A. Hudson, Jr., Dr. Kathryn D. Sullivan, E.R. Brooks, Dr. Richard L. Sandor, andMichael G. Morris.


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DURING A T IME OF GR EATCHANGE, HAVING A STRATEGY FOR

SUSTAINABIL ITY IS ESSENTIAL TO

AEPS LONG-TERM SUCCESS .


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BUSINESS PERFORMANCE

Energy Security, Reliability, & Growth

50,000

2

110,000

96

APPROXIMATE NUMBER OF

CUSTOMER CALLS HANDLED

EACH DAY

MILLION TIMES CUSTOMERS

LOGGED IN TO CONDUCT

BUSINESS ONLINE

CUSTOMERS IN AEP

OHIOS GRIDSMART

DEMONSTRATION PROJECT

CONSUMPTION OF NATURAL

GAS IN BILLIONS OF CUBIC

FEET IN 2009

Our business is to produce electricity and

deliver it over high-voltage power lines to

lower-voltage lines that transport it to our

customers. We have a responsibility to

deliver electricity to our 5.2 million homes

and businesses saely, reliably and cost

eectively. While the system we operate is

complex and aging, it is vital to the econ-

omy and to our quality o lie.

Demand or electricity is growing despite

energy eciency programs, largely due to

population growth and the rising number o

electronic appliances, industrial equipment

and other devices that people rely on or

everything rom entertainment to health

care. Although the pace o growth has

slowed due to the recession, we must plan

or these needs. As the demand or electric-

ity increases, so does the expectation that

we will deliver uninterrupted power wher-

ever and whenever it is wanted. We invest

signicant resources in new equipment

and processes to meet that expectation.

We use a variety o uels to reduce emis-

sions and to ensure reliability. Coal is

our primary uel because it is a low-cost,

abundant, reliable and secure domestic

resource that is oten located near our

power plants. We also use nuclear, wind,

hydro, natural gas, biomass and solar

power to generate electricity.

We have begun to lay the oundation to

transorm our energy delivery system to

lower emissions, improve eciency and

reliability, give customers more control

over their usage and costs, and ensure

energy security. This oundation is being

built through our gridSMART initiative,

construction o power plants, diversication

o our resources and investments in trans-

mission and advanced coal technologies.


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Having the real-time reporting means

I can actively monitor which items in

my house are the worst energyconsumers and do something about

them, right there.

PAUL ROSS, GRIDSMART PILOT

PARTICIPANT, SOUTH BEND, IND.


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Ensuring an adequate supply o energy at any

given time requires determining the demand or

power today, anticipating short-term demand in

the days and weeks ahead, and predicting long-

term demand in the years to come. The stakes are

high in getting this right because o the signicant

capital and construction costs o new power

plants and transmission and distribution systems,

not to mention the time it takes or siting new

inrastructure and getting regulatory support or

cost recovery.

Underestimating uture demand could create

power constraints and higher rates or customers

as we scramble to secure power in a tight market.

Overestimating demand could burden customers

with paying or unneeded and underusedinrastructure. Planning or long-term generation

is complicated by the potential or legislative and

regulatory actions on climate change. We are

uncertain about these possibilities and related

uture costs. Current environmental regulations are

also in a state o fux and could change the way we

produce or transmit electricity.

It is thereore dicult to determine with certainty

whether we can meet uture demand with our own

generation or will need a combination o our own

generation and electricity we purchase. We aredeveloping tools that will help inorm this planning

process. One component o our gridSMART

initiative will allow us to evaluate our inrastructure

needs rom the power plant to the customer meter.

This technology, known as a virtual power plant,

helps us to better understand what we will need i

we are to deploy a robust smart grid system. It also

will allow us to modernize the grid cost-eectively

by showing us what we need or dont need.

ENERGY SECURITY

2009 OPERATING COMPANY EA RNINGS CONTRIBUTIONS

OHIO P OWE R22%

CS P20%

I NDIA NA M ICHIGA N

P OWE R16%

A P P A LA CHA IN P OWE R

COMP A NY16%

S WE P CO9%

T E X A S7%

OTHE RS6%

PS O5%

K E NTUCK Y P OWE R2%

We already have some generation projects under

way that anticipate a lower-carbon uture, including

the 600 megawatt (MW) John W. Turk Jr. ultra-

supercritical coal plant under construction in

southwest Arkansas, which is scheduled to be in

service by late 2012. The plant was designed to

allow or the uture installation o carbon capture

and storage technology. Read more about this

plant in the Environmental Perormance section.

Work also continues on the J. Lamar Stall Plant,

a 500-MW natural gas combined-cycle acility in

Shreveport, La., that will begin operation in 2010.

Our use o natural gas has grown; we consume

approximately 100 billion cubic eet per year.

Between 2005 and the end o 2010 we will have

added more than 4,600 MW o natural gas to our

system, urther diversiying our uel mix.

The Federal Energy Regulatory Commission (FERC)

granted a 30-year extension o the license or

the Smith Mountain 586-MW pumped storage

hydroelectric plant on the Roanoke River in Virginia

in December 2009. The plants initial license was

granted in 1960 and expired in March 2010. We

worked closely with area groups, communities

and regulators to address concerns about water

level, shore erosion, sediment and endangered

species. Hydro-electric power is an important part

o our resource base; we operate 16 hydroelectricplants plus Smith Mountains pumped storage

acility on six rivers in ve states, generating

approximately 1,549-gigawatt hours (GWh) each

year. Approximately 940 GWh o that is ree o

carbon emissions.

$3,914

2007

$3,522

2006

$3,852

2008

$2,393

2009

$2,044

2010

$1,961

2011

UTILITY CAPITAL INVESTMENTS (in millions)

Utility Capital Investments or 2010 and 2011 are estimated.

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Our electric generation and delivery systems must

be modern, reliable and able to handle diverse

uels and technologies. They also must be able to

keep up with customer demand. Overall reliability,

as recorded by the average number and duration

o sustained outages on our distribution system,

improved systemwide in 2009. SAIFI, the average

number o interruptions a customer experiences,

declined to 1.369 in 2009 compared with 1.507

in 2008. SAIDI, the average number o minutes o

each outage, also decreased, to 187.3 rom 211.1

in 2008.

Rather than ocusing on single-year numbers, we

have begun using a three-year rolling average,

which evens out weather-related outages. We

believe this is a more meaningul measure thatbetter refects changes in the overall status o the

system. The three-year SAIFI average was 1.470 in

2009, compared with 1.526 in 2008. The SAIDI

average in was 198.1 in 2009 versus 201.0 the

previous year.

Distributionthe inrastructure and the pro-

cesses that deliver electricity rom high-voltage

transmission lines to customers homes and busi-

nessescontinues to improve as we develop better

tools and processes to manage our system. Several

challenges remain, however.

ENERGY RELIABILITY

AEP is more than 100 years old, and many o our

assets are at or near the end o their useul and

depreciable lie. For example, we have more than 5

million distribution poles in service, some o which

are more than 40 years old, increasing the likeli-

hood o ailure when stressed by wind, snow or ice.

To prevent this, we have a pole inspection program

to continually evaluate the status o all distribution

poles. In addition, 21 percent o our distribution

station power transormers and 22 percent o our

distribution line transormers are beyond their

expected operational lie. New, higher eciency

equipment is available that we will use to begin

replacing these aging assets while also achieving

demand and energy eciency goals.

Our generation and transmission businesses acesimilar challenges as equipment ages. We conduct

regular operational risk audits in our Generation

business unit to assure equipment reliability, as

well as inspecting, testing and monitoring equip-

ment. However, at no time are we compromising

saety and health. We also ormed an aging asset

task orce to develop a long-term plan to address

the issue in each state in our ser vice territory.

New tools and processes enhance our ability to

manage the system. For example, we began using

a Line Equipment Analysis Device (LEAD), anelectronic snier developed in our own labs, that

detects intererence caused by cracked insula-

tion or other dicult-to-detect ailures. Combined

with GPS technology, this allows crews to check

the status o equipment more easily and accu-

rately by driving along our lines. The LEAD can

nd electrical leaks that the human eye cannot,

providing us with advance warning about potential

imminent ailure.

2 00 5 20 06 20 07 2 00 8 20 09

SAIFI1 1.502 1.527 1.547 1.526 1.470

SAIDI2 210.8 202.9 198.9 201.0 198.1

THREE-YEAR AVERAGE ROLLING RELIABILITY PERFORMANCE

1. System Average Interruption Frequency Index is the average number o

interruptions a customer experiences

2. System Average Interruption Duration Index is the average outage duration or

each customer served

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I NDUS TRIA L30%

COMME RCIA L27%

2009 RETAIL LOAD

RE S IDE NT IA L32%

WHOLE S A LE *11%

* Wholesale includes sales tomunicipal and cooperative power

systems, other wholesale, and

miscellaneous retail sales

AEP remains committed to developing an extra-

high voltage transmission superhighway that

would acilitate the movement o power among

regions o the country. This system would reduce

congestion and costs and enable the transmission

o renewable power such as wind and solar rom

where it is generated to where it is needed. We

believe that widespread use o renewable energy

depends on the ability o the transmission system

to transport it.

One way we are tackling this is through a col-

laborative eort to develop a master plan or

transmission that supports the development o

renewable energy in the Midwest and enables its

delivery to consumers within the study area. In the

all o 2009, Electric Transmission America (ETA),a joint venture between AEP and MidAmerican

Energy Holdings Co., along with ve other utilities

and transmission operators, began a compre-

hensive study o the transmission system in the

upper Midwest. Called the Strategic Midwest Area

Transmission Study, it will identiy the transmission

needed to enable the harvesting o the vast clean

energy resources in areas such as Minnesota, the

Dakotas and Iowa. Phase 1 o the study has been

completed; it recommends three alternatives or

urther study. Phase 2 will measure the economic

and societal benets and is anticipated to becompleted later this summer.

The sponsors o the study believe that an EHV

transmission network in the upper Midwest will

provide signicant economic, environmental and

reliability benets by ensuring access to new gen-

eration sources and strengthening the transmission

system in the heart o the nation. This study is part

o a process we started in 2008 to develop an EHV

transmission system in that region.

ENERGY GROWTH

We ormed a wholly owned transmission company

to acilitate capital investment within our service

areas. The AEP Transmission Co. (AEP Transco)

will construct, own and operate only new transmis-

sion assets. By setting up a separate company with

its own capital structure, we will relieve some o

the nancing burden on our operating companies

because the transmission company ultimately will

be able to nance transmission projects on its

own. The transmission company already has led a

proposed rate structure with the FERC.

AEPs Transco is just one part o a three-part

transmission strategy. We have entered into sev-

eral joint ventures with other utilities, including

two joint ventures with MidAmerican Energy, ETA

and Electric Transmission Texas (ETT), to build

transmission. Although the Potomac-Appalachian

Transmission Highline project, a joint venture with

Allegheny Energy, had led permits with Maryland,

West Virginia and Virginia or permission to build

the line, we withdrew the Virginia request in January

2010 based on new inormation rom the regional

transmission operator, PJM Interconnection.

The grid operator said that preliminary studies

showed the line would not be needed in 2014, as

originally planned, because o reduced demand

brought on by the recession and energy eciency

projects. We plan to resubmit the request when the

results o PJMs ormal planning process warrant

the line.

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BY WORKING TOGE THER TODAY WE

CAN CHAN GE THE WAY WE W ILL

PRODUCE AND USE ELECTRICITY

IN THE FUTURE.

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ENVIRONMENTAL PERFORMANCE

Environment

4

181

21

43%

NUMBER OF AEP FACILITIES

THAT ARE LEED CERTIFIED

MILLION GALLONS OF

WATER /YEAR USED FOR ASH

HANDLING AT COAL PLANTS

NUMBER OF

ENVIRONMENTAL AUDITS

PERFORMED IN 2009

LAND OWNED BY AEP

SUBSIDIARY COMPANIES

COVERED BY FORESTS

AEP produces and delivers an energy

resource that is essential to society. Our

success is measured by our ability to meet

customers energy needs while making a

prot, doing it responsibly, with respect

or the environment, in compliance with all

laws and regulations, and by engaging with

those who have a stake in our business. We

believe that our environmental perormanceoverall is excellent, but we know there is

room or improvement.

Our $5.4 billion program to retrot many

o our coal-red power plants with environ-

mental controls is already having signicant

positive impacts on our perormance and

the environment. Today, our sulur dioxide

(SO2) and nitrogen oxide (NOx) emissions

are at their lowest levels in two decades.

These reductions refect our compliance

with the Clean Air Act (CAA) Title IV regula-

tions, the NOx State Implementation Plan

Call and the Clean Air Interstate Rule.

Environmental regulation is in fux: the U.S.

Environmental Protection Agency (EPA) is

reviewing or rewriting several key regula-

tions pertaining to air emissions, water

quality and waste storage and disposal.

Many potential changes are aimed directly

at coal-red power plants and could

adversely aect our net income, nancial

position and the cost o electricity.

I, or example, emission limits become

more restrictive, or i additional substances

are regulated, we would ace signicant

additional costs. We have obtained cost

recovery or our environmental program

so ar, and we expect we would continue

to be allowed to do so i new government

mandates are imposed.


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Oten one o the most challenging

parts o my job is trying to explain to

employees why we do what we do inregard to various environmental rules

and regulations.

GINGER MACKNIGHT, ENVIRONMENTAL AND

LAB SUPERVISOR, PHILIP SPORN PLANT

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ENVIRONMENTAL PERFORMANCE

Climate Change

6 %

130

66%

2%

GENERATING CAPACITY

FROM RENEWABLE ENERGY

MILLION METRIC TONS OFCO

2EMISSIONS IN 2009

GENERATING CAPACITY

FROM COAL

SF6

EMISSIONS RATE OF

TOTAL SYSTEM CAPACITY

IN 2009

For more than 100 years, AEP has

produced low-cost electricity by burning

coala plentiul, domestic and cost-

eective source o energy. Coal-red

electricity has played a vital role in

expanding the American economy, creating

well-paying jobs and assuring the saety,

health and well-being o our customers.

Nearly hal o the nations daily electricitycomes rom coal. We rmly believe that

coal will continue to be a signicant

component o Americas energy mix or the

oreseeable uture.

At the same time, we recognize that the

carbon dioxide (CO2) emissions created

through the combustion o ossil uels,

including coal, are a matter o concern. The

AEP system includes the largest portolio

o coal-based generation in the United

States, so we have a responsibility to lead

our industry in proactively addressing

this issue. We are doing so through our

investments in clean-coal technology and

carbon osets and in our vocal support or

responsible ederal legislation, including

cap-and-trade policies.

We are leading in terms o our measurable,

voluntary eorts to reduce our carbon

emissions and use more renewable uels,

and through our eorts to modernize the

electric grid, put more control o energy

use in consumers hands, and increase

energy eciency.

We expect the makeup o our generationportolio to change in response to several

external actors, including global climate

change. The number o coal-red units we

operate in the uture will be determined

by new or more stringent environmental

regulations; greater potential use o natural

gas, including shale gas; the age and

eciency o some o our coal units; and

the outcome o the climate change debate.

The transition to other uel sources will

take time and will be expensive, but we are

preparing or it. The actions that we take

today will determine how well we meet this

challenge.


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When the United States develops

legislation or regulations that require a

reduction in CO2 emissions, there is nodoubt in my mind that CCS will be an

integral part o compliance or the coal-

fred power generation industry. While

efciency improvements to the power

generation process can take us part o

the way toward a lower carbon ootprint,there will be no substitute or advanced

CCS technology deployment.

GARY O. SPITZNOGLE, MANAGER OF IGCC

AND GAS PLANT ENGINEERING

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THE MEN AND WOMEN OF AEP ARE

MOVING FORWARD. WE INVITE

YOU TO JO IN US .

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CONTACT US

VISIT OURSUSTAINABILITY WEBSITE

by mail

AMERICAN ELECTRIC POWER

1 RIVERSIDE PLAZA

COLUMBUS, OH 43215

micro-site

http://grdedev.erris.edu/~drieseb/grde320/aepsustainability

iphone app

http://grdedev.erris.edu/~drieseb/grde320/aepsustainability/iphone.html

by phone

1 (614) 716-1000 OR

1 (800) 277-2177 (24 HOURS)

or online

http://www.aep.com/contact/

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aep 2011 csr

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