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More on FPL management greed
Note: I see that nothing has changed since I left FPL. FPL's
management style is to eliminate employees, pay them as little as
possible, at the same time lining their pockets with millions! In
this case, Broadhead received $22.7 million for a failed merger, and
then has the gall to say that the Entergy employees who would be
terminated should have no severance paid. Like I said .. not much has
changed, except that FPL management has become even greedier. BTW,
Broadhead is the highes paid utility executive.
Palm Beach Post
April 4, 2001
JUNO BEACH -- Energy analysts said Tuesday the breakup of the FPL-
Entergy deal saw one of the most shocking displays of bitterness
between managements they've ever seen.
A day after FPL Group and Entergy Corp. announced they were ending
the $15.8 billion deal to create the nation's largest electric
company, analysts are still trying to get over what they heard.
"The Entergy people aired more dirty laundry than I've ever heard on
a conference call in 10 years. I was sitting here in complete
astonishment," said Fred Schultz, analyst with Raymond James and
Associates in Houston.
Juno Beach-based FPL Group (NYSE: FPL) and New Orleans-based Entergy
(NYSE: ETR) agreed Monday to end the deal, announced July 31. It
would have created a company with 6.3 million customers in five
states.
FPL blamed Entergy for the breakup, saying Entergy gave FPL
"significantly" higher earnings projections than Entergy gave its own
board and investment bankers. Entergy countered that it uses several
sets of different financial forecasts, and pointed instead to
management conflicts with FPL Chairman and CEO James Broadhead.
Entergy CEO Wayne Leonard said Broadhead wanted to fire him and
Entergy CFO John Wilder.
Entergy's stock rose $1 Tuesday, closing at $39 after the company
announced that its earnings for the first quarter of 2001 would beat
estimates by 10 to 15 percent. FPL's stock closed Tuesday at $61.46,
up 25 cents.
Analysts said it is clear the companies have completely different
management styles -- FPL's more conservative, Entergy's more
aggressive. The styles have served each company well, analysts said,
but didn't mesh.
Leonard said Monday corporate culture differences started to become
an issue in February. Leonard said Broadhead called Entergy's culture
"chaotic," and told FPL and Entergy directors in a March 22 meeting
that Leonard was not up to the job of CEO, and that Wilder should be
fired.
Analysts say if that is true, it's odd, because FPL would have had
eight board members to Entergy's seven after the deal was done, and
could have ousted Leonard and Wilder later.
But Leonard said Broadhead criticized every part of Entergy's
business, saying the company gave too much in corporate donations,
and that it should kill a severance program for employees who would
lose their jobs during the consolidation.
"I've never seen that behavior in my 28 years in the business,"
Leonard told analysts Monday. "I've never had anyone question my
confidence level like Mr. Broadhead did. FPL's distrust in Entergy
seemed to apply universally to all personnel."
FPL spokeswoman Mary Lou Kromer said Tuesday the utility didn't want
to get into a "war of words," but that FPL began to lose confidence
in Entergy managers when they refused to explain discrepancies in
financial forecasts.
Analysts and industry experts say many deals fail because of cultural
differences, though many companies try to put a positive spin on the
fallout.
"In most cases parties tend to hide any severe difficulties to
protect themselves. I thought the statements of both sides seemed a
little intemperate," said Jonathan Cole, a managing partner with the
Edwards & Angell law firm in Palm Beach, which has handled several
consolidations.
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