"There are many challenges to retrofitting a 25-year-old building to meet LEED EB Gold standards," said George Guck, Director of Facilities and Corporate Services, Frito-Lay North America. "Bolstered by the commitment of senior leadership, we completed a thorough analysis of our facility workings and evaluated new technologies to find strategic sustainable solutions that helped us meet LEED requirements."

"With each new LEED-certified building, we get one step closer to USGBC's vision of a sustainable built environment within a generation," said Rick Fedrizzi, President, CEO & Founding Chair, U.S. Green Building Council. "As the newest member of the LEED family of green buildings, Frito-Lay is an important addition to the growing strength of the green building movement."

To achieve LEED EB Certification, Frito-Lay's sustainability strategy included implementing a number of green design and construction features, water reduction technologies and practices, as well as improved waste management.

Energy reduction:

    --  Solar thermal water heating system uses the sun's light to heat all the
        hot water in the headquarters building - including the kitchen, dish
        room and fitness center. This one change reduced energy consumption by
        130,000 KWH and eliminated more than 154,000 pounds of greenhouse gases
        from being emitted into the atmosphere since installation in 2008.
    --  New high efficiency chillers reduce annual energy consumption by 975,000
        KWH and eliminate the use of harmful, ozone-depleting refrigerants.

    --  New lighting control systems, including daylight harvesting, turns off
        indoor lights when there is enough sunlight in the area, saving 266,000
        KWH per year.

Water reduction: Landscaping with native and adaptive plants reduces water needed for lawn maintenance and impedes soil erosion. The sustainable organic maintenance program minimizes environmental impacts from storm water run off.

Recycling: Frito-Lay is the city of Plano's No. 1 recycling customer. More than 70% of the company's wastes are diverted from the landfill.

Employee Education: Frito-Lay has leveraged its best practices to educate associates, and they in turn have positively impacted the community at large. Frito-Lay hosts an annual Eco Fair for its associates to showcase local green vendors. The information, services and products are resources employees can take home and to their communities.

U.S. Green Building Council

The Washington, D.C.-based U.S. Green Building Council is committed to a prosperous and sustainable future for our nation through cost-efficient and energy-saving green buildings.

With a community comprising 78 local affiliates, more than 20,000 member companies and organizations, and more than 100,000 LEED Accredited Professionals, USGBC is the driving force of an industry that is projected to soar to $60 billion by 2010. The USGBC leads an unlikely diverse constituency of builders and environmentalists, corporations and nonprofit organizations, elected officials and concerned citizens, and teachers and students.

Buildings in the United States are responsible for 39% of CO2 emissions, 40% of energy consumption, 13% water consumption and 15% of GDP per year, making green building a source of significant economic and environmental opportunity. Greater building efficiency can meet 85% of future U.S. demand for energy, and a national commitment to green building has the potential to generate 2.5 million American jobs.

LEED

The U.S. Green Building Council's LEED green building certification system is the foremost program for the design, construction and operation of green buildings. The U.S. Green Building Council's LEED rating system is the preeminent program for the design, construction and operation of green buildings. 35,000 projects are currently participating in the LEED system, comprising over 5.6 billion square feet of construction space in all 50 states and 91 countries.

By using less energy, LEED-certified buildings save money for families, businesses and taxpayers; reduce greenhouse gas emissions; and contribute to a healthier environment for residents, workers and the larger community.

USGBC was co-founded by current President and CEO Rick Fedrizzi, who spent 25 years as a Fortune 500 executive. Under his 15-year leadership, the organization has become the preeminent green building, membership, policy, standards, influential, education and research organization in the nation. For more information, visit www.usgbc.org

Frito-Lay North America

Frito-Lay North America is the $12 billion convenient foods business unit of PepsiCo (NYSE: PEP), which is headquartered in Purchase, NY. In addition to Frito-Lay, PepsiCo business units include Pepsi-Cola, Quaker Foods, Gatorade and Tropicana. Learn more about Frito-Lay at the corporate Web site, http://www.fritolay.com/ , the Snack Chat blog, http://www.snacks.com/ and on Twitter at http://www.twitter.com/fritolay. PepsiCo offers the world's largest portfolio of billion-dollar food and beverage brands, including 18 different product lines that each generate more than $1 billion in annual retail sales. Our main businesses - Frito-Lay, Quaker, Pepsi-Cola, Tropicana and Gatorade - also make hundreds of other nourishing, tasty foods and drinks that bring joy to our consumers in over 200 countries. With more than $43 billion in 2008 revenues, PepsiCo employs 198,000 people who are united by our unique commitment to sustainable growth, called Performance with Purpose. By dedicating ourselves to offering a broad array of choices for healthy, convenient and fun nourishment, reducing our environmental impact, and fostering a diverse and inclusive workplace culture, PepsiCo balances strong financial returns with giving back to our communities worldwide. For more information, please visit http://www.pepsico.com.

SOURCE PepsiCo

http://www.fritolay.com

Owens Corning's Gresham facility uses 100 percent green renewable energy and a blowing agent that does not deplete the ozone to produce its GREENGUARD-certified FOAMULAR(R) insulation, which conserves energy and reduces greenhouse gas emissions of homes and buildings.

Created by Owens Corning, the Gresham plant's revolutionary blowing agent is the first of its kind to be used in a Pacific Northwest facility.

By manufacturing its FOAMULAR(R) insulation closer to its customers, Owens Corning's Gresham plant will prevent emissions of more than 500 tons of carbon dioxide each year - the equivalent of more than 50,000 gallons of gasoline - that would have been expended to transport the insulation from other production facilities.

"We are proud that Owens Corning's Gresham facility has been recognized with LEED Gold certification, and that the FOAMULAR(R) insulation produced there helps reduce greenhouse gas emissions and conserve energy," said Frank O'Brien-Bernini, chief sustainability officer, Owens Corning. "This honor highlights Owens Corning's unwavering commitment to its sustainability goals, including greening our operations, greening our products and accelerating energy efficiency improvements in the built environment."

LEED certification is a nationally accepted benchmark for sustainable green building practices. It promotes a comprehensive approach to sustainability by recognizing superior performance in five key areas of environmental health: sustainable site development, water efficiency, energy usage, materials selection, and indoor air quality. More than 3,850 buildings in the United States are currently LEED certified.

"Building operations are nearly 40 percent of the solution to the global climate change challenge," said Rick Fedrizzi, president, chief executive officer and founding chair, U.S. Green Building Council. "While climate change is a global problem, innovative companies like Owens Corning are addressing it through local solutions."

About Owens Corning

Owens Corning (NYSE: OC) is a leading global producer of residential and commercial building materials, glass fiber reinforcements and engineered materials for composite systems. A Fortune 500 Company for 55 consecutive years, Owens Corning is committed to driving sustainability through delivering solutions, transforming markets and enhancing lives. Founded in 1938, Owens Corning is a market-leading innovator of glass-fiber technology with sales of $6 billion in 2008 and about 16,000 employees in 30 countries on five continents. Additional information is available at www.owenscorning.com.

About LEED

The U.S. Green Building Council's LEED green building certification system is the foremost program for the design, construction and operation of green buildings. More than 35,000 projects are currently participating in the LEED system, comprising more than 6.9 billion square feet of construction space in all 50 states and 91 countries. By using less energy, LEED-certified buildings save money for families, businesses and taxpayers; reduce greenhouse gas emissions; and contribute to a healthier environment for residents, workers and the larger community.

About U.S. Green Building Council

The Washington, D.C.,-based U.S. Green Building Council is committed to a prosperous and sustainable future for the nation through cost-efficient and energy-saving green buildings. With a community comprising 78 local affiliates, more than 20,000 member companies and organizations, and more than 100,000 LEED accredited professionals, USGBC is the driving force of an industry that is projected to soar to $60 billion by 2010. The USGBC leads a diverse constituency of builders and environmentalists, corporations and nonprofit organizations, elected officials and concerned citizens, and teachers and students.

Buildings in the United States are responsible for 39 percent of CO2 emissions, 40 percent of energy consumption, 13 percent water consumption, and 15 percent of gross domestic product per year, making green building a source of significant economic and environmental opportunity. Greater building efficiency can meet 85 percent of future U.S. demand for energy, and a national commitment to green building has the potential to generate 2.5 million American jobs.

USGBC was co-founded by current President and CEO Rick Fedrizzi, who spent 25 years as a Fortune 500 executive. Under his 15-year leadership, the organization has become the pre-eminent green building, membership, policy, standards, influential, education, and research organization in the nation. For more information, visit www.usgbc.org.

SOURCE Owens Corning

http://www.owenscorning.com

SOURCE: Climate Exchange PLC

http://www2.marketwire.com/mw/emailprcntct?id=258B82247AB9711B
http://www.rns.com

"For the very first time, a large-scale solar power plant - the largest of its kind in the entire nation - will deliver electricity produced by the sun to the citizens of the Sunshine State. And I think it's about time," said President Obama. "At this moment, there is something big happening in America when it comes to creating a clean energy economy. But getting there will take a few more days like this one and more projects like this one."

"Today we're taking the first step into the new clean energy economy of the 21st century. It's high-tech, it's low-emissions, and it empowers consumers to control their energy usage. The President's Recovery Act made the largest investment in renewable energy and the smart grid in our nation's history. And in Florida, the governor, the state legislature and the Public Service Commission all demonstrated a strong commitment to making the state a solar energy leader. Our Florida solar projects are creating good construction jobs when they're needed most, and in the years ahead they'll create clean energy when it's needed most. We're ready to build more solar in Florida, and with the right public policy support, we will," said FPL Group Chairman and CEO Lew Hay.

The DeSoto Next Generation Solar Energy Center, which uses more than 90,000 PV panels that turn the sun's rays into electricity to power more than 3,000 homes, is generating significant economic and environmental benefits. At a time when Florida is suffering from the worst economy in a generation, the solar project created 400 well-paying construction jobs. In addition, the DeSoto solar array will avoid 575,000 tons of greenhouse gas emissions.

In addition to the DeSoto plant, FPL is building a 75-megawatt solar thermal facility in Martin County and a 10-megawatt solar PV facility on the Space Coast. FPL's three solar projects combined are creating more than 1,500 direct jobs and more than 5,000 total jobs for the state of Florida. In addition, they will save 1 million barrels of oil and avoid 3.5 million tons of greenhouse gases.

Energy Smart Florida, which includes a $378 million investment from FPL in addition to the $200 million in federal funding, is expected to create more than 6,000 jobs. The project will install revolutionary new technologies that will help FPL build a more intelligent network that is able to detect potential problems and automatically reconfigure the grid to minimize outages. In addition, smart meters will give customers the ability to see their usage online by the hour, day and month, enabling them to better understand their energy consumption and paving the way for them to make energy efficient, cost-saving choices.

As the nation's largest producer of solar and wind energy, FPL Group is committed to helping President Obama achieve his goal of doubling the nation's supply of renewable energy in the next three years. This year alone, the company will invest $2.5 billion in new renewable energy projects and will add approximately 1,200 megawatts of new renewable energy capacity.

Consistent with that commitment, FPL Group subsidiary NextEra Energy Resources has combined the clean power of its renewable energy portfolio with an innovative brand -- called EarthEra -- to offer everyday ways to fight climate change by building a clean-energy future. Through the use of EarthEra carbon offsets generated from NextEra's Horse Hollow Wind Project in Texas, the DeSoto Next Generation Solar Energy Center commissioning event today will be carbon-neutral.

FPL's DeSoto solar project is part of a larger effort by the company to create a clean-energy economy for the 21st century. The energy economy of the future will include a dramatic expansion of renewable energy, a nationwide fleet of plug-in electric vehicles and a smart electrical grid to tie it all together. Today FPL commissioned the largest solar PV power plant in the nation. The company recently announced that it will convert its entire fleet of vehicles into plug-ins over the next decade. FPL's Energy Smart Florida plan will accelerate the deployment of "smart" meters to 4.5 million customers and incorporate greater intelligence into the transmission and distribution system serving millions of Floridians.

"At FPL, we're investing every day to make our infrastructure stronger, smarter, cleaner and more efficient. The DeSoto Next Generation Solar Energy Center is a big part of this plan, and Energy Smart Florida is the next big step," said Florida Power & Light Company President and CEO Armando J. Olivera.

The DeSoto plant was constructed ahead of schedule in less than a year and $22 million under budget. With support from President Obama's Recovery Act funding, the $150 million total cost of constructing the facility will represent an average of only 6 cents on a typical customer's monthly bill over the lifetime of the plant.

The plant will generate more than $2 million in additional property tax revenue for DeSoto County through the end of 2010 and $37 million over the life of the project. The influx of workers into the DeSoto County area also helped local businesses during difficult economic times.

The panels used at the DeSoto plant are produced by SunPower Corp. and are the most efficient solar panels on the world market. The plant also uses SunPower's proprietary tracking system to tilt the panels toward the sun as it moves across the sky, significantly increasing sunlight capture by up to 25 percent over fixed-tilt systems.

"With the completion of the DeSoto Next Generation Solar Energy Center, SunPower's high-efficiency photovoltaic technology is demonstrating that solar is competitively priced for electric utility power plant applications. SunPower's sun tracking technology is fast to install, and reliably delivers clean power during peak demand periods," said Howard Wenger, president, global business units for SunPower. "We congratulate FPL for its global leadership in the development of solar technologies, and for making solar energy a key part of the nation's economic recovery and the protection of the environment for future generations."

FPL is currently working with local officials to secure the necessary approvals to expand the DeSoto Next Generation Solar Energy Center even further, with a potential future capacity of up to 300 megawatts. FPL also has several other shovel-ready solar projects that it is positioned to move forward on with legislative and regulatory support. The company's ultimate goal is to position Florida as a leader in clean-energy generation and as a hub for the development of cutting-edge technology that will rival job corridors in other states.

For more information about FPL's Next Generation Solar Energy Centers, visit www.FPL.com/solar.

Florida Power & Light Company

Florida Power & Light Company (FPL) is the largest electric utility in Florida and one of the largest rate-regulated utilities in the United States. FPL serves 4.5 million customer accounts in Florida and is a leading employer in the state with nearly 11,000 employees. The company consistently outperforms national averages for service reliability while customer bills are well below the national average. A clean energy leader, FPL has one of the lowest emissions profiles and the No. 1 energy efficiency program among utilities nationwide. FPL is a subsidiary of Juno Beach, Fla.-based FPL Group, Inc. (NYSE:FPL). For more information, visit www.FPL.com.

Cautionary Statements And Risk Factors That May Affect Future Results

In connection with the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 (Reform Act), FPL Group, Inc. (FPL Group) and Florida Power & Light Company (FPL) are hereby providing cautionary statements identifying important factors that could cause FPL Group's or FPL's actual results to differ materially from those projected in forward-looking statements (as such term is defined in the Reform Act) made by or on behalf of FPL Group and FPL in this press release, on their respective websites, in response to questions or otherwise. Any statements that express, or involve discussions as to, expectations, beliefs, plans, objectives, assumptions, future events or performance, climate change strategy or growth strategies (often, but not always, through the use of words or phrases such as will, will likely result, are expected to, will continue, is anticipated, aim, believe, could, should, would, estimated, may, plan, potential, projection, target, outlook, predict and intend or words of similar meaning) are not statements of historical facts and may be forward-looking. Forward-looking statements involve estimates, assumptions and uncertainties. Accordingly, any such statements are qualified in their entirety by reference to, and are accompanied by, the following important factors (in addition to any assumptions and other factors referred to specifically in connection with such forward-looking statements) that could cause FPL Group's or FPL's actual results to differ materially from those contained or implied in forward-looking statements made by or on behalf of FPL Group and FPL.

Any forward-looking statement speaks only as of the date on which such statement is made, and FPL Group and FPL undertake no obligation to update any forward-looking statement to reflect events or circumstances, including unanticipated events, after the date on which such statement is made, unless otherwise required by law. New factors emerge from time to time and it is not possible for management to predict all of such factors, nor can it assess the impact of each such factor on the business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained or implied in any forward-looking statement.

The following are some important factors that could have a significant impact on FPL Group's and FPL's operations and financial results, and could cause FPL Group's and FPL's actual results or outcomes to differ materially from those discussed or implied in the forward-looking statements:

FPL Group and FPL are subject to complex laws and regulations and to changes in laws and regulations as well as changing governmental policies and regulatory actions. FPL holds franchise agreements with local municipalities and counties, and must renegotiate expiring agreements. These factors may have a negative impact on the business and results of operations of FPL Group and FPL.

-- FPL Group and FPL are subject to complex laws and regulations, and to changes in laws or regulations, with respect to, among other things, allowed rates of return, industry and rate structure, operation of nuclear power facilities, construction and operation of generation facilities, construction and operation of transmission and distribution facilities, acquisition, disposal, depreciation and amortization of assets and facilities, recovery of fuel and purchased power costs, decommissioning costs, return on common equity and equity ratio limits, transmission reliability and present or prospective wholesale and retail competition. This substantial and complex framework exposes FPL Group and FPL to increased compliance costs and potentially significant monetary penalties for non-compliance. The Florida Public Service Commission (FPSC) has the authority to disallow recovery by FPL of any and all costs that it considers excessive or imprudently incurred. The regulatory process generally restricts FPL's ability to grow earnings and does not provide any assurance as to achievement of earnings levels.

-- FPL Group and FPL also are subject to extensive federal, state and local environmental statutes, rules and regulations, as well as the effect of changes in or additions to applicable statutes, rules and regulations that relate to, or in the future may relate to, for example, air quality, water quality, climate change, greenhouse gas emissions, carbon dioxide emissions, waste management, marine and wildlife mortality, natural resources, health, safety and renewable portfolio standards that could, among other things, restrict or limit the output of certain facilities or the use of certain fuels required for the production of electricity and/or require additional pollution control equipment and otherwise increase costs. There are significant capital, operating and other costs associated with compliance with these environmental statutes, rules and regulations, and those costs could be even more significant in the future.

-- FPL Group and FPL operate in a changing market environment influenced by various legislative and regulatory initiatives regarding regulation, deregulation or restructuring of the energy industry, including, for example, deregulation or restructuring of the production and sale of electricity, as well as increased focus on renewable and clean energy sources and reduction of carbon emissions. FPL Group and its subsidiaries will need to adapt to these changes and may face increasing costs and competitive pressure in doing so.

-- FPL Group's and FPL's results of operations could be affected by FPL's ability to negotiate or renegotiate franchise agreements with municipalities and counties in Florida.

The operation and maintenance of power generation, transmission and distribution facilities involve significant risks that could adversely affect the results of operations and financial condition of FPL Group and FPL.

-- The operation and maintenance of power generation, transmission and distribution facilities involve many risks, including, for example, start up risks, breakdown or failure of equipment, transmission and distribution lines or pipelines, the inability to properly manage or mitigate known equipment defects throughout FPL Group's and FPL's generation fleets and transmission and distribution systems, use of new or unproven technology, the dependence on a specific fuel source, failures in the supply or transportation of fuel, the impact of unusual or adverse weather conditions (including natural disasters such as hurricanes, floods and droughts), and performance below expected or contracted levels of output or efficiency. This could result in lost revenues and/or increased expenses, including, for example, lost revenues due to prolonged outages and increased expenses due to monetary penalties or fines, replacement equipment costs or an obligation to purchase or generate replacement power at potentially higher prices to meet contractual obligations. Insurance, warranties or performance guarantees may not cover any or all of the lost revenues or increased expenses. Breakdown or failure of an operating facility of NextEra Energy Resources, LLC (NextEra Energy Resources) may, for example, prevent the facility from performing under applicable power sales agreements which, in certain situations, could result in termination of the agreement or subject NextEra Energy Resources to incurring a liability for liquidated damages.

The operation and maintenance of nuclear facilities involves inherent risks, including environmental, health, regulatory, terrorism and financial risks, that could result in fines or the closure of nuclear units owned by FPL or NextEra Energy Resources, and which may present potential exposures in excess of insurance coverage.

-- FPL and NextEra Energy Resources own, or hold undivided interests in, nuclear generation facilities in four states. These nuclear facilities are subject to environmental, health and financial risks such as on-site storage of spent nuclear fuel, the ability to dispose of spent nuclear fuel, the ability to maintain adequate reserves for decommissioning, potential liabilities arising out of the operation of these facilities, and the threat of a possible terrorist attack. Although FPL and NextEra Energy Resources maintain decommissioning trusts and external insurance coverage to minimize the financial exposure to these risks, it is possible that the cost of decommissioning the facilities could exceed the amount available in the decommissioning trusts, and that liability and property damages could exceed the amount of insurance coverage.

-- The U.S. Nuclear Regulatory Commission (NRC) has broad authority to impose licensing and safety-related requirements for the construction and operation and maintenance of nuclear generation facilities. In the event of non-compliance, the NRC has the authority to impose fines or shut down a unit, or both, depending upon its assessment of the severity of the situation, until compliance is achieved. NRC orders or new regulations related to increased security measures and any future safety requirements promulgated by the NRC could require FPL and NextEra Energy Resources to incur substantial operating and capital expenditures at their nuclear plants. In addition, if a serious nuclear incident were to occur at an FPL or NextEra Energy Resources plant, it could result in substantial costs. A major incident at a nuclear facility anywhere in the world could cause the NRC to limit or prohibit the operation or licensing of any domestic nuclear unit.

-- In addition, potential terrorist threats and increased public scrutiny of utilities could result in increased nuclear licensing or compliance costs which are difficult or impossible to predict.

The construction of, and capital improvements to, power generation and transmission facilities involve substantial risks. Should construction or capital improvement efforts be unsuccessful or delayed, the results of operations and financial condition of FPL Group and FPL could be adversely affected.

-- The ability of FPL Group and FPL to complete construction of, and capital improvement projects for, their power generation and transmission facilities on schedule and within budget are contingent upon many variables that could delay completion, increase costs or otherwise adversely affect operational and financial results, including, for example, limitations related to transmission interconnection issues, escalating costs for materials and labor and environmental compliance, delays with respect to permits and other approvals, and disputes involving third parties, and are subject to substantial risks. Should any such efforts be unsuccessful or delayed, FPL Group and FPL could be subject to additional costs, termination payments under committed contracts, loss of tax credits and/or the write-off of their investment in the project or improvement.

The use of derivative contracts by FPL Group and FPL in the normal course of business could result in financial losses or the payment of margin cash collateral that adversely impact the results of operations or cash flows of FPL Group and FPL.

-- FPL Group and FPL use derivative instruments, such as swaps, options, futures and forwards, some of which are traded in the over-the-counter markets or on exchanges, to manage their commodity and financial market risks, and for FPL Group to engage in trading and marketing activities. FPL Group could recognize financial losses as a result of volatility in the market values of these derivative instruments, or if a counterparty fails to perform or make payments under these derivative instruments and could suffer a reduction in operating cash flows as a result of the requirement to post margin cash collateral. In the absence of actively quoted market prices and pricing information from external sources, the valuation of these derivative instruments involves management's judgment or use of estimates. As a result, changes in the underlying assumptions or use of alternative valuation methods could affect the reported fair value of these derivative instruments. In addition, FPL's use of such instruments could be subject to prudence challenges and, if found imprudent, cost recovery could be disallowed by the FPSC.

-- FPL Group provides full energy and capacity requirement services, which include load-following services and various ancillary services, primarily to distribution utilities to satisfy all or a portion of such utilities' power supply obligations to their customers. The supply costs for these transactions may be affected by a number of factors, such as weather conditions, fluctuating prices for energy and ancillary services, and the ability of the distribution utilities' customers to elect to receive service from competing suppliers, which could negatively affect FPL Group's results of operations from these transactions.

FPL Group's competitive energy business is subject to risks, many of which are beyond the control of FPL Group, including, but not limited to, the efficient development and operation of generating assets, the successful and timely completion of project restructuring activities, the price and supply of fuel and equipment, transmission constraints, competition from other generators, including those using new sources of generation, excess generation capacity and demand for power, that may reduce the revenues and adversely impact the results of operations and financial condition of FPL Group.

-- There are various risks associated with FPL Group's competitive energy business. In addition to risks discussed elsewhere, risk factors specifically affecting NextEra Energy Resources' success in competitive wholesale markets include, for example, the ability to efficiently develop and operate generating assets, the successful and timely completion of project restructuring activities, maintenance of the qualifying facility status of certain projects, the price and supply of fuel (including transportation) and equipment, transmission constraints, the ability to utilize production tax credits, competition from other and new sources of generation, excess generation capacity and shifting demand for power. There can be significant volatility in market prices for fuel, electricity and renewable and other energy commodities, and there are other financial, counterparty and market risks that are beyond the control of NextEra Energy Resources. NextEra Energy Resources' inability or failure to effectively hedge its assets or positions against changes in commodity prices, interest rates, counterparty credit risk or other risk measures could significantly impair FPL Group's future financial results. In keeping with industry trends, a portion of NextEra Energy Resources' power generation facilities operate wholly or partially without long-term power purchase agreements. As a result, power from these facilities is sold on the spot market or on a short-term contractual basis, which may increase the volatility of FPL Group's financial results. In addition, NextEra Energy Resources' business depends upon power transmission and natural gas transportation facilities owned and operated by others; if transmission or transportation is disrupted or capacity is inadequate or unavailable, NextEra Energy Resources' ability to sell and deliver its wholesale power or natural gas may be limited.

FPL Group's ability to successfully identify, complete and integrate acquisitions is subject to significant risks, including, but not limited to, the effect of increased competition for acquisitions resulting from the consolidation of the power industry.

-- FPL Group is likely to encounter significant competition for acquisition opportunities that may become available as a result of the consolidation of the power industry in general. In addition, FPL Group may be unable to identify attractive acquisition opportunities at favorable prices and to complete and integrate them successfully and in a timely manner.

FPL Group and FPL participate in markets that are often subject to uncertain economic conditions, which makes it difficult to estimate growth, future income and expenditures.

-- FPL Group and FPL participate in markets that are susceptible to uncertain economic conditions, which complicate estimates of revenue growth. Because components of budgeting and forecasting are dependent upon estimates of revenue growth in the markets FPL Group and FPL serve, the uncertainty makes estimates of future income and expenditures more difficult. As a result, FPL Group and FPL may make significant investments and expenditures but never realize the anticipated benefits, which could adversely affect results of operations. The future direction of the overall economy also may have a significant effect on the overall performance and financial condition of FPL Group and FPL.

Customer growth and customer usage in FPL's service area affect FPL Group's and FPL's results of operations.

-- FPL Group's and FPL's results of operations are affected by the growth in customer accounts in FPL's service area and by customer usage. Customer growth can be affected by population growth. Customer growth and customer usage can be affected by economic factors in Florida and elsewhere, including, for example, job and income growth, housing starts and new home prices. Customer growth and customer usage directly influence the demand for electricity and the need for additional power generation and power delivery facilities at FPL.

Weather affects FPL Group's and FPL's results of operations, as can the impact of severe weather. Weather conditions directly influence the demand for electricity and natural gas, affect the price of energy commodities, and can affect the production of electricity at power generating facilities.

-- FPL Group's and FPL's results of operations are affected by changes in the weather. Weather conditions directly influence the demand for electricity and natural gas, affect the price of energy commodities, and can affect the production of electricity at power generating facilities, including, but not limited to, wind, solar and hydro-powered facilities. FPL Group's and FPL's results of operations can be affected by the impact of severe weather which can be destructive, causing outages and/or property damage, may affect fuel supply, and could require additional costs to be incurred. At FPL, recovery of these costs is subject to FPSC approval.

Adverse capital and credit market conditions may adversely affect FPL Group's and FPL's ability to meet liquidity needs, access capital and operate and grow their businesses, and increase the cost of capital. Disruptions, uncertainty or volatility in the financial markets can also adversely impact the results of operations and financial condition of FPL Group and FPL, as well as exert downward pressure on the market price of FPL Group's common stock.

-- Having access to the credit and capital markets, at a reasonable cost, is necessary for FPL Group and FPL to fund their operations, including their capital requirements. Those markets have provided FPL Group and FPL with the liquidity to operate and grow their businesses that is not otherwise provided from operating cash flows. Disruptions, uncertainty or volatility in those markets can increase FPL Group's and FPL's cost of capital. If FPL Group and FPL are unable to access the credit and capital markets on terms that are reasonable, they may have to delay raising capital, issue shorter-term securities and/or bear an unfavorable cost of capital, which, in turn, could adversely impact their ability to grow their businesses, decrease earnings, significantly reduce financial flexibility and/or limit FPL Group's ability to sustain its current common stock dividend level.

-- The market price and trading volume of FPL Group's common stock could be subject to significant fluctuations due to, among other things, general stock market conditions and changes in market sentiment regarding FPL Group and its subsidiaries' operations, business, growth prospects and financing strategies.

FPL Group's, FPL Group Capital's and FPL's inability to maintain their current credit ratings may adversely affect FPL Group's and FPL's liquidity, limit the ability of FPL Group and FPL to grow their businesses, and would likely increase interest costs.

-- FPL Group and FPL rely on access to capital and credit markets as significant sources of liquidity for capital requirements not satisfied by operating cash flows. The inability of FPL Group, FPL Group Capital and FPL to maintain their current credit ratings could affect their ability to raise capital or obtain credit on favorable terms, which, in turn, could impact FPL Group's and FPL's ability to grow their businesses and would likely increase their interest costs.

FPL Group and FPL are subject to credit and performance risk from third parties under supply and service contracts.

-- FPL Group and FPL rely on contracts with vendors for the supply of equipment, materials, fuel and other goods and services required for the construction and operation of, and for capital improvements to, their facilities, as well as for business operations. If vendors fail to fulfill their contractual obligations, FPL Group and FPL may need to make arrangements with other suppliers, which could result in higher costs, untimely completion of power generation facilities and other projects, and/or a disruption to their operations.

FPL Group and FPL are subject to costs and other potentially adverse effects of legal and regulatory proceedings, as well as regulatory compliance and changes in or additions to applicable tax laws, rates or policies, rates of inflation, accounting standards, securities laws, corporate governance requirements and labor and employment laws.

-- FPL Group and FPL are subject to costs and other potentially adverse effects of legal and regulatory proceedings, settlements, investigations and claims, as well as regulatory compliance and the effect of new, or changes in, tax laws, rates or policies, rates of inflation, accounting standards, securities laws, corporate governance requirements and labor and employment laws.

-- FPL and NextEra Energy Resources, as owners and operators of bulk power transmission systems and/or critical assets within various regions throughout the United States, are subject to mandatory reliability standards promulgated by the North American Electric Reliability Corporation and enforced by the Federal Energy Regulatory Commission. These standards, which previously were being applied on a voluntary basis, became mandatory in June 2007. Noncompliance with these mandatory reliability standards could result in sanctions, including substantial monetary penalties, which likely would not be recoverable from customers.

Threats of terrorism and catastrophic events that could result from terrorism, cyber attacks, or individuals and/or groups attempting to disrupt FPL Group's and FPL's business may impact the operations of FPL Group and FPL in unpredictable ways.

-- FPL Group and FPL are subject to direct and indirect effects of terrorist threats and activities, as well as cyber attacks and disruptive activities of individuals and/or groups. Infrastructure facilities and systems, including, for example, generation, transmission and distribution facilities, physical assets and information systems, in general, have been identified as potential targets. The effects of these threats and activities include, but are not limited to, the inability to generate, purchase or transmit power, the delay in development and construction of new generating facilities, the risk of a significant slowdown in growth or a decline in the U.S. economy, delay in economic recovery in the United States, and the increased cost and adequacy of security and insurance.

The ability of FPL Group and FPL to obtain insurance and the terms of any available insurance coverage could be adversely affected by international, national, state or local events and company-specific events.

-- FPL Group's and FPL's ability to obtain insurance, and the cost of and coverage provided by such insurance, could be adversely affected by international, national, state or local events as well as company-specific events.

FPL Group and FPL are subject to employee workforce factors that could adversely affect the businesses and financial condition of FPL Group and FPL.

-- FPL Group and FPL are subject to employee workforce factors, including, for example, loss or retirement of key executives, availability of qualified personnel, inflationary pressures on payroll and benefits costs and collective bargaining agreements with union employees and work stoppage that could adversely affect the businesses and financial condition of FPL Group and FPL.

The risks described herein are not the only risks facing FPL Group and FPL. Additional risks and uncertainties also may materially adversely affect FPL Group's or FPL's business, financial condition and/or future operating results.

###

SOURCE: Florida Power & Light Company

Florida Power & Light Company 
Mark Bubriski, 305-552-3888

Scope

- Ten years of renewable power generation data for the USA, Europe, East / Southeast Asia, Oceania and South Asia.

- A detailed review of European consumer perceptions about climate change and the way in which these could be leveraged by utilities.

- A review of some of the significant efforts in green tariff marketing: in the United States, the United Kingdom, the Netherlands and Australia.

- A review of some of the world's most pioneering green programs and how best practices can help offset current market structure limitations.

Highlights of this title

- Legislation and green awareness have spurred the generation of renewable power, led by EU Member States. Governments play a crucial role in making green energy economically viable, by stimulating the supply side, yet the green B2C market remains very much a marginal part of the power industry and has achieved a fraction of its true potential.

- Green tariffs will remain peripheral where suppliers only market them at a premium. Residential customers need reassurances that they are actually buying real green power. Excessively pushing the environmental angle may breed customer cynicism and be counterproductive. Pioneers of green programs have learned to stay clear of these pitfalls.

- Green energy is subject to the economic needs of stakeholders and their wider regulatory constraints, yet the growing issue of climate change now provides suppliers with opportunities in selling green energy. For now, utilities can overcome market structure limitations by deploying best practices that centre on price, product and promotion.

Key reasons to purchase this title

- Determine how utilities can lobby governments and amend their own internal product management operations to sustainably boost green B2C sales.

- Determine what consumers are willing to do to fight climate change, what products and services they are likely to take up and at what additional cost.

- Understand how and why certain providers and countries are fairing much better than others in their efforts to market green energy.

Key Topics Covered:

ANALYSIS

- Environmental issues are taking centre stage across world energy markets

- To date, the global market for green energy tariffs has been driven by three main factors

- Interest in protecting the world's environment has increased dramatically, presenting new opportunities for B2C green tariffs

- The emergence of green retail tariffs is a response to the liberalization of electricity and gas markets worldwide

- The Kyoto Protocol instigated a political movement that drove the uptake of large-scale renewable power worldwide

- Renewable energy directives worldwide have sparked the adaptation of numerous legal frameworks (1/2)

- Renewable energy directives worldwide have since sparked the adaptation of numerous legal frameworks (2/2)

- Legislation and green awareness have spurred the strong uptake of renewable power on the supply side, led by EU Member States

- Globally, key renewable energy indicators have shown dramatic gains over the past three years - a trend which is likely to continue

- Consumers will change their habits provided utilities offer them the means and incentives to do so

- More than half of Europeans feel informed about climate change

- Europeans deem climate change to be a very serious issue and one of the most serious problems facing the world

- Climate change is perceived as a serious problem, but one which European citizens are willing to address

- A significant proportion of Europeans citizens are willing to pay more for green energy

- Green tariffs linked to the reduction of energy consumption in the home demonstrate great comparative potential

- Genuine concern about climate change does not always result in remedial actions with tangible green benefits

- Where electricity prices are much higher than the EU average, citizens are less willing to pay for green energy

- Europeans citizens believe that the different stakeholders aren't doing enough to fight climate change

- Green tariffs could help meet the expectations that citizens have of corporations and industry

- A review of countries involved in green tariff marketing suggests lessons are to be learned in the US

- In the US' partly deregulated electricity market, three types of green power retail offerings coexist

- Despite the economic downturn, US utilities significantly expanded green power sales at a national level

- Utility green energy sales in the US continue to make up an increasing part of total retail electricity sales

- More US consumers are making clean power choices than ever before

- The success of US green tariffs is attributed to persistent and creative marketing strategies and a falling premium

- US green power markets will continue growing but state RPS requirements threaten to alter market dynamics

- In the UK, the disjuncture between green wholesale and green supply is caused by the Renewables Obligation

- In the UK, the disjuncture between green wholesale and green supply is caused by the Renewables Obligation

- Of the five types of 'green' tariffs offered by suppliers in the UK in 2008, some were much 'greener' than others

- Of the five types of 'green' tariffs offered by suppliers in the UK in 2008, some were much 'greener' than others

- In 2008, most 'green' energy tariffs suffered from a lack of transparency and clarity.

- In September 2009, there are less green source and green fund tariffs than at the same time in 2008

- In the UK, there is still no impartial green tariffs accreditation or audit scheme to substantiate supplier's claims

- In Germany, green energy tariffs are actively being promoted as an alternative and way of curbing unpopular nuclear and coal power

- Green tariffs are mainstream in the Netherlands but incoming EU legislation could unsettle high rates of take-up

- The success of Australia's green tariff program hinges on liberalized energy markets and a strong accreditation program

- Pioneering green retail programs highlight the elements central to any successful green tariff strategy

- Palo Alto has created one of the most effective and successfully marketed green power programs in the US (1/2)

- Palo Alto has created one of the most effective and successfully marketed green power programs in the US (2/2)

- Ecotricity has positioned itself as a semi-green, sustainable, non-premium, small and credible energy company

- Green Energy UK differentiated itself by only supplying 'deep green' or 'pale green' electricity

- Good energy's has positioned itself as the UK's greenest and only 100% true 'deep' green energy supplier

- British Gas offers two 100% green tariffs: Future Energy and Zero Carbon, both at a price premium

- Bounce Energy offer fixed rate for their 100% renewable energy and a modern and rewarding marketing program

- The deployment of best practices can offset many of the B2C renewable energy market structure limitations

- Regional, national, and international policies drive the market for green energy, mainly from the supply-side

- Green energy is subject to the economic needs of stakeholders and their wider regulatory constraints

- Green energy providers are increasingly scrutinized and held to account by their customers and industry

- Utilities must create new 'low hanging fruit' by driving the adoption of renewable energy, by partnership

- Beyond government legislation, best practices in green tariff marketing centre on price, product and promotion

- The successful sale of utility green energy tariffs must focus on five key elements of strategy

- The burden is on utilities to lobby governments and amend their own internal product management operations

For more information visit http://www.researchandmarkets.com/research/911af0/trends_in_b2c_gree

Source: Datamonitor

CONTACT: Laura Wood, Senior Manager, Research and Markets Fax: +1 646 607 1907 (US) Fax: +353 1 481 1716 (Rest of World) e-mail: press@researchandmarkets.com

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