Above: Vischer Ferry project
Top: APPA and NYPA Award Group shot in front
of 123 Main Street, White Plains, NY.
Middle: Marketing Manager Liz McAndrew speaks
with the public at the Tugboat Roundup.
Bottom: NYPA mail services employee, Donovan
Edmond, at a diversity celebration.
Diversity
Diversity is defined as the
presence of both visible
and non-visible attributes
and dierences within our
workforce that could include
race, gender, religion,
sexual orientation, ethnicity,
nationality, socioeconomic
status, language, ability, age,
or political perspective. It
includes populations that
have been and continue to
be underrepresented and/or
marginalized within the industry,
field, or broader society.
Equity
Equity is the practice of
providing fair and impartial
treatment and access by our
organization for our employees.
It aects our procedures,
processes, and distribution of
resources and helps remove
barriers that would impact
growth opportunities and fair
treatment within NYPA.
Inclusion
Inclusion ensures our
employees, no matter their
background or dierences, feel
a sense of belonging and an
ability to participate fully in our
organization’s decision-making
processes and development
opportunities.
03 A MESSAGE FROM OUR LEADERS
Rising to Meet the Moment
Planning for a Better Future
05 A SNAPSHOT OF OUR DEI JOURNEY
Key DEI Milestones
A Look at Our Workforce
07 REINFORCING OUR COMMITMENT
Aligning DEI with Our Values
Our Ten-Point DEI Plan
09 FOSTERING AN INCLUSIVE CULTURE
Listening to Our Employees to Help Drive Progress
Training & Developing Our People
Attracting & Recruiting Diverse Talent
Holding Ourselves Accountable
17 DIVERSIFYING OUR SUPPLY CHAIN
Building on Our Legacy
The Future of Supplier Diversity at NYPA
19 INVESTING IN OUR COMMUNITIES
Leading the Way
Creating Pathways to Energy Education
23 LOOKING AHEAD
3 NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
In 2020, t the height of one of the most rcilly chrged nd
tumultuous moments in our ntion nd Stte, the New York Power
Authority (NYPA) nd Cnl Corportion listened closely to wht
ws hppening round us s well s inside our own business. The
outcome ws  series of ctions nd inititives to ensure we re 
better orgniztion nd tht we led by exmple for our industry
nd fellow Stte entities.
After weeks of extensive enggement nd interction cross
the Authority, we developed  series of externl nd internl
commitments to ensure our workforce more-fully reflects the
communities where we work nd live. As prt of this eort, we
comprehensively exmined our internl business prctices to
improve equity in mngement, recruitment, retention, nd supplier
diversity. We criticlly evluted wht we hve lredy chieved,
considered wht chnges needed to be mde, nd then used tht
informtion to chrt n even-more ggressive pth forwrd.
The result is  new vision for the future nd our Ten-Point Diversity,
Equity, nd Inclusion (DEI) Pln. We re very proud nd excited
s we look hed to  more inclusive workplce nd culture. The
success of our eorts will directly impct our bility to ddress the
extrordinry technologicl nd economic chllenges hed.
On behlf of the Bord of Trustees, I thnk our employees nd
our New York communities for embrcing these criticlly importnt
inititives nd continuing to provide responsive nd eective
ledership.
— John R. Koelmel
Chairman, Board of Trustees
RISING TO MEET THE MOMENT:
A MESSAGE FROM THE CHAIRMAN
Eugene L. Nicandri
Vice Chairman
Tracy B. McKibben
Trustee
Dennis Trainor
Trustee
John R. Koelmel
Chairman
Michael Balboni
Trustee
Bethaida Gonzalez
Trustee
Anthony J. Picente, Jr.
Trustee
Adm Brsky
Executive Vice President
nd Chief Finncil Ocer
Justin E. Driscoll
Executive Vice President
nd enerl Counsel
Joseph Kessler
Executive Vice President
nd Chief Operting Ocer
Kristine Pizzo
Executive Vice President,
Chief Humn Resources
nd Administrtion Ocer
Srh Orbn Slti
Executive Vice President nd
Chief Commercil Ocer
Yves Noel
Senior Vice President,
Strtegy nd Corporte
Development
Robert Piscik
Senior Vice President nd
Chief Informtion nd
Technology Ocer
Dniell Piper
Regionl Mnger,
Western NY nd Chief
Trnsformtion Ocer
Phil Toi
President,
NYPA Development
Executive
Management
New York hs lwys been t the forefront of progress.
New York hs lwys been  pioneer. From ov. Thoms E. Dewey’s 1945 bill
mking New York the first stte to prohibit discrimintion in employment to the
doption of the first-ever stte clen energy mndte to fight climte chnge in
2016, the Empire Stte hs led the wy.
Systemic chnge tkes time, nd it requires  stedfst commitment from our
mny contributors. Our mbitious, innovtive plns, outlined in our VISION2030
strtegy, clls for the best from every member of the NYPA community. They will
be chieved by fostering nd leverging ll of our diverse perspectives. I m
proud tht we hve creted the groundwork to ccelerte our eorts to build
 more equitble workforce, enbling us to help build  more just nd inclusive
society.
In 2020, NYPA, recognizing the need for immedite ction, becme the first
energy orgniztion in the ntion to estblish  comprehensive ction pln to
increse diversity, equity, nd inclusion cross ll phses of our opertions.
The initil successes of this eort re discussed in this report, long with our
benchmrks for further contribution to the remrkble diverse workforce of our
stte nd industry.
Plnning for  better future requires courgeous ledership in the present.
The unprecedented chllenges we re fcing – socilly, environmentlly
nd economiclly – compels us ll to ct NOW. As NYPA celebrtes its 90th
nniversry in 2021, we remin stedfst in our commitment to the success
of this essentil nd necessry inititive.
— Gil C. Quinones
President and Chief Executive Ocer
PLANNING FOR A BETTER FUTURE:
A MESSAGE FROM THE PRESIDENT & CEO
“Every individual plays a critical role in moving the needle on DEI.
Our unique personal perspectives and shared life experiences
have the collective power to usher in a new era at NYPA. The
Oce of Civil Rights and Inclusion has been given the resources
to create an ecosystem in which every voice is valued, every
opinion is heard, and everyone belongs. As our DEI initiatives
continue to evolve, we are confident the structures and strategies
in place provide a solid foundation for dynamic growth. DEI is not
a destination; it’s a journey – and we are in it for the long haul.”
— Nancy Harvey
Chief Diversity Ocer, Oce of Civil Rights and Inclusion
4NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
For more than 40 years, NYPA has
been on a journey to create a more
inclusive culture and positive change
in the communities we serve, and our
eorts have accelerated significantly
in recent years.
A SNAPSHOT
OF OUR JOURNEY
2013
Established NYPA’s first Employee Resource Group (ERG).
2016
Recommitted and expanded community-driven
Environmental Justice Program.
2017
Expanded the Oce of Civil Rights and Inclusion to include DEI eorts;
launched additional ERGs.
2019
Began organizing supplier outreach activities.
2020
Developed Ten-Point DEI plan; partnered with PEAK Coalition to explore
clean energy options; dedicated more than 140,000 hours in management
and sta time for DEI initiatives.
2021
Launched the Future Energy Leaders Scholarship Program and
the P-TECH Internship Program; created oversight committees and
implemented training; completed Supplier Diversity Program roadmap;
conducted DEI audit.
5 NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
HIGHLIGHTS
+21%
Women have the greatest percentage
of representation in leadership at the
VP level ahead of industry benchmarks.
1% - 7%
Women of color exceed three out of five
benchmarks for representation across
various levels of management.
1% - 8%
Men of color meet the majority of
industry benchmarks at the manager,
director and SVP levels.
+7%
The past five years saw the greatest
hiring increase in the representation
of people of color from ~29% to ~36%.
*The term “people of color” is defined as
individuals who identify as Asian, Black/African
American, Hispanic/Latino, American Indian/
Alaska Native, and two or more races.
Above:
Breaker reinstall taking place at the
Clark Energy Center switchyard.
6
NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
The energy industry has lagged in overall representation.
NYPA is poised to lead by taking action to raise the bar
and set a new standard. NYPA has 150 sta members
working to implement DEI programs and will dedicate
more than 140,000 hours in management and sta time
toward DEI initiatives over the next five years.
REINFORCING
OUR COMMITMENT
7 NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
Above: The visitors center at the St. Lawrence - FDR Power Project, Massena.
Our commitment to DEI is demonstrated through our values, and supports
our vision, shapes our culture, and reflects our beliefs. They define who
we aspire to be as an organization and how we will lead:
ALIGNING DEI WITH OUR VALUES
• We work for the greater good and a stronger, sustainable
New York State.
• We hold ourselves to the highest standards of integrity, safety,
and excellence.
• We are resilient and use our ingenuity to make big things happen.
• We draw strength from our diversity – everyone contributes,
everyone belongs.
• We work as one team, putting our trust and confidence
in each other.
OUR TENPOINT DEI PLAN
To ensure our progress on DEI, we created a Ten-Point DEI plan, approved
by our Board of Trustees, that will help us advance and embed DEI in
everything we do. The plan includes internal and external commitments
that will push us to build and maintain a diverse and equitable workforce,
increase our engagement with diverse suppliers, and expand our
environmental justice eorts in the communities we serve.
OUR STAFF
OUR SUPPLIERS
OUR COMMUNITIES
1. Culture of Inclusion
2. Training and Development
3. Attracting Diverse Talent
4. Transparency and Accountability
5. Unions
6. Capacity
7. Access
8. Students
9. Underserved communities
10. Sta
“The NYPA community and its
leadership have voiced that we
should be looking out for and
lifting up our fellow colleagues;
the establishment of the Oce
of Civil Rights and Inclusion
and the recent launch of our
Ten-Point Plan solidifies that.
We have chosen to work in
public service to advance
the clean energy goals of our
communities and state overall,
and similar to our contributions
in energy, year after year, we
commit to enhancing support
of our workforce.
DEI goals are so much more
than equality across race,
gender and age. It is the
reassurance that all public
servants, anyone who brings
their talents and skills to NYPA,
is able to contribute and have
that work be appreciated.”
– Maribel Cruz
Director, Projects (Commercial
Operations) and Co-Chair,
Women in Power ERG
NYPA strives to develop and maintain a
workforce that represents the communities
where we live and work by building an
organization whose culture, behaviors,
and actions demonstrate our dedication
to prioritizing DEI as an imperative.
FOSTERING AN
INCLUSIVE CULTURE
OUR STAFF
9 NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
Above: Victoria Daniels reads at the first
Poetry Slam in the Innovation Zone at
NYPA’s headquarters.
We believe DEI begins and ends with listening to our team
members. By continuously soliciting feedback from sta through
listening sessions and employee engagement surveys, we are able
to leverage their voices and feedback to design new programs and
strengthen existing ones.
Last year, more than 120 employees participated in 21 Employee
Resource Group listening sessions hosted throughout the year, with
approximately half of all participants being women and nearly 60
percent being people of color. In addition, more than 1,200 NYPA
employees participated in the 2019 Employee Engagement Survey,
representing an 18 percent increase over the 2015 response rate.
Employee Engagement Survey Snapshot
We conduct employee engagement surveys every two years to
gauge how our workforce is doing and understand where we
can provide more support to employees. Each time the data is
collected, NYPA has increased engagement scores across every
question and category, and we continue to see tremendous
improvement in our work geared toward creating a more inclusive
culture and providing our management team with training and tools
to create clearer communication and employee support. We will
conduct our 2021 Employee Engagement Survey this fall.
LISTENING TO OUR EMPLOYEES
TO HELP DRIVE PROGRESS
Top: The White Plains Youth Bureau Girls STEM
Conference, held at NYPA, included a tour of the
iSOC, STEM activities and a press conference.
Bottom: President and CEO Gil Quiniones attends
a wrap-up luncheon of the New York State Fair.
10
NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
Employee Engagement Survey Results
2015 vs. 2019
2015 Survey Results 2019 Survey Results
Senior sta members
are genuinely interested
in the opinions of all
employees (+39).
People with
dierent ideas are
valued at NYPA
(+34).
NYPA respects
its employees
(+31).
Information and
knowledge are shared
openly within NYPA
(+21).
My manager
follows through
on commitments
(+10).
People who turn
ideas into action are
rewarded at NYPA
(+14).
17%
13%
34%
24%
49%
69%
56%
47%
65%
45%
63%
79%
Raising Voices With Employee Resource Groups
Our Employee Resource Groups (ERGs) are voluntary, employee-led
groups that empower individuals to bring their authentic selves to the
workplace. NYPA leaders work closely with our ERGs to find new paths
and opportunities for creating a more inclusive culture and increasing
upward feedback.
Our ERGs help inform and drive important implementations, such as the
Ten-Point Plan that forms the basis of our DEI strategy, proposed policies
for flexible work structures, our updated Equal Employment Opportunity
policy, new FAQ to improve understanding of the EEO investigative
process, and NYPA’s approach to anti-bias training.
Our ERGs have executive sponsors, as well as co-chairs, chief
operating ocers, and workstream leaders who develop and execute
dedicated action plans each year to bring the value of employee-based
contributions to NYPA’s overall strategy. Additionally, over the past two
years, our ERGs have brought impactful programming and events to
NYPA – such as panel discussions, lunch-and-learns, webinars, film
viewings and candid conversations led by external leaders – to help
build cultural competence and have courageous conversations around
key DEI issues.
WOMEN IN POWER
Provides a forum for women and allies to connect, learn,
and grow personally and professionally to advance women
in the workplace.
VETERANS
Supports and encourages military personnel and veterans
in their pursuit of employment and professional growth.
ECO TEAM
Fosters deeper awareness of the benefits of sustainability
for members through events and educational opportunities.
GENERATIONS
Builds employee relationships across dierent generations,
creating a more inclusive and collaborative work environment.
PRIDE IN POWER
Serves as a resource and support system for LGBTQIA+
employees and allies and promotes a safe, supportive
work culture.
MULTICULTURAL
Welcomes, respects, and engages individuals from diverse
cultural backgrounds, encouraging them to bring their
authentic selves to work.
“What I like best about working
here is the people. We have an
incredibly talented team who
share a passion for NYPA’s
mission and have created a
welcoming culture.
[As a member of the Pride
in Power ERG], I know the
importance these groups play
to ensure members of the
LGBTQI+ community feel that
they are not alone, have a
support network, and enable
them to bring their whole
selves to work.
Our ERGs also play an
important role in drawing
talent to NYPA. In my case, I
researched our ERGs before
I decided to apply for this job
– the last thing I wanted to do
is work is for an organization
where I was not welcomed for
who I am.”
– Eric Meyers
Vice President and
Chief Information Security Ocer
11 NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
TRAINING & DEVELOPING
OUR PEOPLE
NYPA invests in the training and development of our people
to ensure team members at all levels are equipped with the
skills and resources needed to be engaged, empathetic,
and supportive in a diverse workforce. While our training and
development programs have always incorporated elements of
DEI, we recently expanded its focus across several aspects of
our curriculum and programming.
Organization-Wide DEI Training
One of our goals is to build and nurture a culture of empathy. To
do this, we implemented “bystander” and “upstander” trainings
that empower employees and managers to learn how to identify
and address microaggressions and other harassing behaviors
so that they do not morph into toxic work environments and
discriminatory conduct. Through these training courses,
employees learn how to recognize remarks or behaviors that
can be considered racist or insensitive and to practice using
proactive strategies to intervene. The courses use current, real-
world scenarios to provide participants with the tools needed
to become an ally through positive actions. By taking our
employees through engaging and interactive sessions, we are
encouraging them to be upstanders who are empathetic and
help foster a safer, happier, more inclusive workplace.
Above: During a Black History Month celebration
hosted by the Multicultural ERG, Spectrum NY1
anchor Cheryl Wills tells the story of her ancestor,
Sandy Wills – an enslaved man who served in the
Civil War with President Lincoln’s United States
Colored Troops.
NYPA has delivered
more than 4,000
organization-wide DEI
trainings over the last two
years and increased sta
trainings on HR programs,
such as compensation
and performance.
“NYPA is like a family. We all know
each other and there is a great feeling
of camaraderie. I have been able to
advance my career here and work
with leaders who were willing to
support my aspirations. I always found
opportunities to move and grow within
NYPA and not out of NYPA.”
– Lorna Johnson
Senior Associate Corporate Secretary
Additionally, more than 450 managers have
participated in weekly sessions for DIFFERENTIATE,
a training course developed by the Neuroleadership
Institute to educate leaders about unconscious bias
and its eects on performance evaluations. This fall,
we will roll out our next management training, DECIDE,
a program focused on mitigating unconscious bias
in decisions regarding team assignments, growth
opportunities and promotions.
We are also on track to introduce a “bias challenger”
in the recruiting process to challenge assumptions and
ensure a lens toward DEI in hiring decisions, and we
will be revising the performance evaluation process
to ensure that managers capture a broader range of
stakeholder feedback.
Helps managers build
nimble and diverse
teams that thrive in a
transforming industry
Develops adaptable leaders
who unlock potential of
all employees and build
organizational resilience
Gives new managers the
foundation to support
successful diverse and
inclusive teams
Embedding DEI in Management Training
NYPA’s management training programs strive
to help leaders influence change, create alignment
on our vision and values, cultivate relationships, and
build individual talent. Over the past year, we’ve
specifically infused DEI deeper into our Blue
Standard development programs.
We rebranded our longstanding program for
new managers as MANAGE BLUE, placing
a greater emphasis on valuing and managing
individual dierences. In addition, we created a
new curriculum for managers – DRIVE BLUE – that
involved trainings to help them recognize and
mitigate unconscious bias in the workplace. Finally,
we launched LEAD BLUE, NYPA’s new signature
leadership development program dedicated to helping
leaders build their cultural competence and change
management skills.
13 NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
18NEW YORK POWER AUTHORITY | CANAL CORPORATION • 2021 DIVERSITY, EQUITY & INCLUSION REPORT19 NEW YORK POWER AUTHORITY • 2021 DIVERSITY, EQUITY & INCLUSION REPORT
Investing in Workforce Development
NYPA takes a comprehensive approach to workforce
development. Last year, we delivered more than
5,000 learning and development experiences. Our
portfolio of talent programs includes mentoring,
leadership development and MBA programs, manager
development training, and team-building events.
We invest in workforce development because our
people are NYPA’s most important asset. We have
strengthened accountability for managers to coach
and develop sta by requiring every employee to
have a development plan that outlines clear goals and
expectations around their professional growth; 92
percent of management employees have completed
a development plan following Mid-Year Performance
Check-In Conversations.
NYPA is also developing a career pathing program
that will empower employees to own their professional
development, provide a common language for job
descriptions and careers across the organization, and
give managers the tools they need to coach and mentor
their direct reports.
We are also expanding our mentoring program to
include a specialized focus on meeting the professional
development needs of underrepresented employees
through a tailored curriculum and pairing employees
of color with leaders from across the organization for
ongoing mentoring.
Above: All Hands meeting at the White Plains oce.
“I believe we are at an urgent point
that requires a shift in the way we
consume products and services. We
don’t have a plan B for living on Earth,
and we need to take care of it. I [joined
NYPA’s MBA program in Sustainability]
to learn more about the issues to
become a part of the solution. The
cohort of employees in this program
have become a second family to me.”
– Jose Campos
Financial Controls Manager and
2021 MBA in Sustainability Graduate
14NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
Powered by the desire to be a true reflection of the communities where we work and live, NYPA is committed
to bringing the best and brightest talent into our organization and ensuring that people from all identities and
backgrounds are given a fair chance to establish a career at NYPA.
To amplify these eorts, we are also developing
partnerships with notable organizations, such as the
American Association of Blacks in Energy, Women in
Communications & Energy, and several historically
Black colleges and universities to recruit diverse talent.
Last year, NYPA became the first energy organization
in the nation to partner with AABE’s Energy Equity
campaign, which aimed to increase African American
representation in the energy industry in terms of
employment, leadership, business contracting, and
workforce development.
Collaborating With Unions to Enhance
Our Talent Pipeline
NYPA partners with union leadership to expand
opportunities for our workforce, collaborate on
ongoing programs and initiatives, and encourage union
volunteers to participate in DEI activities.
As part of our Ten-Point Plan, we committed to
engaging union leadership on ways to increase access,
opportunity and inclusion for our workforce. Throughout
the year, the Labor Relations and Operations leadership
have had conversations on ways to attract and develop
talent and assess the pre-employment testing process
to identify barriers and expand access to entry
level positions.
The unions that comprise our workforce:
• International Brotherhood of
Electrical Workers (IBEW)
• Utility Workers Union of America (UWUA)
• Civil Service Employees Association (CSEA)
• Public Employees Federation (PEF)
ATTRACTING & RECRUITING
DIVERSE TALENT
Our Commitment to Recruiting
We have increased our outreach to and hiring of diverse talent by:
an applicant demographics survey
tool to identify gaps in our talent
pipeline and hiring processes.
with schools, professional
organizations, and our community
partners to reach and secure a
more diverse slate of applicants.
jobs to more than 50 diverse
outlets to ensure every job is
marketed to a broad audience.
CREATING ... WORKING ... POSTING ...
the Recruiting Eectiveness
Survey, which tracks and measures
the recruiting and onboarding
experience of employees.
our talent sourcing tracking
mechanisms to improve our
hiring eectiveness and identify
the sourcing solutions that are
most eective.
our Employee Resource Groups
(ERGs) on employment outreach
and creating a tool for ERG
employee referrals.
UTILIZING ... REFINING ... TRAINING ...
15 NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
Our DEI policies and programs are more than just
about checking a box; they’re embedded in our
culture and our values. The entire NYPA organization
is committed to making progress in these areas, and
we’ve implemented accountability measures to keep
us on track.
Establishing the Oce of
Civil Rights & Inclusion
When we established the Oce of Civil Rights &
Inclusion (OCRI) in 2017, NYPA committed to developing
and maintaining an inclusive workforce, with a key
focus on employee engagement and education. OCRI
engages in community outreach, encourages diversity
in our recruitment eorts, and ensures every employee
feels valued and respected.
Since its establishment, OCRI has become a valuable
thought partner for the rest of the NYPA organization
by delivering engaging content and trainings to leaders
and developing strategic partnerships with external
stakeholders who are just as dedicated and passionate
about advancing DEI. OCRI also maintains oversight
for NYPA’s anti-discrimination safeguards, holding all
stakeholders accountable and ensuring mutual respect
within our workforce.
Delivering on Accountability
and Transparency
Part of NYPA’s pledge to advance DEI is being more
accountable and transparent about our eorts and
progress. While we are in the beginning stages
of assessing how we’re doing against our DEI
commitments, we continue to collect feedback on
current initiatives, programs, and the employee
experience to help evolve our programs and identify
and dismantle barriers to a truly equitable workplace.
We also created a DEI investigative trend analysis
workgroup consisting of representatives from OCRI,
Ethics, Labor, Human Resources & Administration, and
the Law Department. This workgroup meets quarterly to
monitor and review DEI-related trends that can inform
our programming in real-time, and provides an annual
update to the governance committee of the Board
of Trustees.
In 2020, NYPA created the Senior EEO/AAO Investigator
role, reporting to the Chief Diversity, Equity, and
Inclusion Ocer; this individual promotes accountability
for DEI through the resolution of formal and informal
complaints. We also provide information, education, and
resources to help our employees better understand
how their complaints are being processed and what to
expect if they are involved in an investigation.
While we still have a way to go to see equitable
representation in our industry, we will continue to
reinforce programs that maintain a workplace free of
bias, ensure employees are developed and engaged,
and create mechanisms for leadership oversight. To
hold ourselves accountable, the DEI leadership team
reports to the governance committee of the Board of
Trustees at least twice per year, and will be reporting
more robust DEI data and metrics to note our progress
moving forward.
HOLDING OURSELVES
ACCOUNTABLE
Over the next five years,
NYPA will provide an
incremental budget investment
of $7 million for OCRI to host
trainings, implement leadership
and mentorship programs,
and conduct regular audits in
partnership with leaders, peers,
and experts to further our
position as a leader in DEI.
16NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
Since 1983, through our Supplier
Diversity Program, we have awarded
more than $1 billion to New York
State certified minority- and women-
owned business enterprises (MWBEs).
In support of VISION2030, NYPA
now seeks to build the pipeline of
MWBEs by enabling existing diverse
firms to achieve more while attracting
new qualified suppliers to provide
innovative solutions.
DIVERSIFYING
OUR SUPPLY
CHAIN
OUR SUPPLIERS
“We are very, very appreciative
of agencies like the New York
Power Authority, which give
us an opportunity to work with
them as a minority firm.
We make sure that we meet
all the goals of the project
for minority participation,
bringing on other minority-
owned business enterprises
and women-owned business
enterprises as well as veteran-
owned business enterprises
because we have been there
and we want to make sure we
bring along other smaller firms
that are similar to us and make
sure they are successful as
well, helping participate in the
overall prosperity of the state.”
– Nagappa Ravindrar
Founder of Ravi Engineering &
Land Surveying, a NYPA supplier
17 NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
Left: Shaun Wiggins, middle, President and CEO
of Soteryx, and his brother Samuel Wiggins,
right, COO, talk with Doreen Taveras of AECOM
USA, left, during the New York Power Authority’s
2018 Purchasing Exchange, held in the Jaguar
Room at the White Plains oce.
Through our longstanding Supplier Diversity program,
we build MWBE capacity through training, mentoring,
networking, reducing barriers for supplier entry in
policies, procedures, and programs, as well as creating
accountability through corporate and departmental
goals.
This year, we developed a “DEI in the Supply Chain”
roadmap, which identified 11 initiatives that will help
expand DEI in our supply chain and enable change,
both within our organization and across New York State.
We are creating awareness campaigns to educate our
sta on ways to access diverse suppliers, including
direct procurements of goods and services from MWBE
suppliers up to a value of $500,000. While some of
our initiatives focus on mentoring MWBE suppliers to
enhance their day-to-day operations, others ensure we
invite qualified suppliers to procurement opportunities
and provide timely feedback following successful and
unsuccessful bid awards.
Our Work So Far
Below are a few highlights that showcase our strong,
ongoing commitment to increasing supplier diversity
within our organization:
BUILDING ON OUR LEGACY
12
Supplier Diversity
outreach events in 2020
and 2021 with 1,700+ attendees.
31
new contracts to diverse firms totaling
more than $6.8 million.
3
service-disabled
veteran-owned
businesses
12
certified minority-
owned businesses
5
certified women-
owned businesses
5
certified minority-
and women-owned
businesses
Added
25 new diverse suppliers since July 2020, including:
THE FUTURE OF SUPPLIER DIVERSITY AT NYPA
Looking ahead, NYPA is eager to engage and continue
supporting the Supplier Diversity community by:
• Creating a marketing plan to reach a broader pool
of prospective suppliers.
• Developing several programs, including a Mentor-
Protégé Program, a Surety Bonding Training
Program, a Small Business Program, and a
Mentoring Training Program that connects recent
high school and college graduates with mentors.
• Doubling our MWBE spend over the next five years.
• Oering 12 educational Supplier Diversity events
each year.
• Providing annual Supplier Diversity training for
our employees.
• Expanding NYPA’s participation at regional Supplier
Diversity events.
• Reviewing and revising our procurement policies
and procedure to align with VISION2030 and new
state requirements.
Over the next five years, NYPA will invest an incremental
budget of $12 million to achieve these objectives.
18NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
Above: Over 100 kayakers paddled through the Flight of Locks into
Waterford for the annual Kayaking for Meso, as the Waterford Tugboat
Roundup was going on at Lock E2 and the Waterford Harbor Visitors Center.
As a utility leader in New York, it’s our
responsibility to leverage our expertise and
resources to be a good neighbor in the
communities where we live and work, and
provide programs and services for vulnerable
and underserved populations through our
Environmental Justice (EJ) program.
INVESTING IN OUR
COMMUNITIES
OUR COMMUNITIES
19 NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
In 2020, NYPA’s legal team facilitated discussions
with several external environmental justice groups,
culminating in a landmark, first-of-its-kind agreement
between NYPA and the PEAK Coalition known as the
Memorandum of Understanding. The agreement set in
motion two notable commitments from NYPA:
• Collaborate with environmental justice groups to
explore cleaner energy options for its entire fleet
of city-wide, peaker power plants.
• Support consultants who will work alongside NYPA
leaders and independently support the PEAK
Coalition partners to develop alternative clean
energy replacement options.
LEADING THE WAY
Over the next five years, NYPA
will invest an incremental budget
of $3.26 million into its EJ
programs and commit to a $500
million increase in incremental
spending for customer energy
solutions in EJ communities.
20NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
Top: Employees of NYPA’s Clark Energy Center (CEC) deliver about
2,200 pounds of food to replenish the Feed Our Vets food pantry.
Bottom left: Kristine Pizzo, left, and Simone Quartey, right, volunteer
their time at Green Chimneys, a non profit farm and wildlife center,
as part of the second annual osite meeting for Human Resources
and Administration employees.
Bottom right: Employees from across the NYPA system partnered
with area food banks and pantries in packaging healthy food items,
purchased by the Power Authority, for people in need.
21 NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
CREATING PATHWAYS
TO ENERGY EDUCATION
Our commitment to Environmental Justice involves
more than good stewardship. It’s a commitment to
support and develop next-generation STEM talent.
We’re doing this by providing scholarships, internships,
and volunteer programs designed to encourage
underrepresented students across New York (and
even beyond our state borders) to pursue careers in
energy and engage our workforce in ways that actively
contribute to NYPA’s underserved communities.
• American Association of Blacks
in Energy
• Eagle Academy Foundation
• National Action Council of Minorities
in Engineering
• National Society of Black Engineers
• United Neighborhood Houses
Future Energy Leaders
Scholarship Program
Earlier this year, NYPA established the Future Energy
Leaders Scholarship Program to help increase diversity
in the industry, awarding 10 scholarships annually over
the next five years to high school seniors interested
in pursuing energy-related STEM majors in college.
To ensure our program was accessible and equitable
to students across the state, we partnered with five
professional, academic, and community organizations
to administer the program:
P-TECH Program
Our EJ team has long brought STEM and energy education to our local
communities through workshops and career prep programs. In 2021
we went a step further and partnered with the nationally recognized
Pathways in Technology (P-TECH) Early College High Schools program.
It oers workplace skills, training, and educational resources to high
school students looking to build careers in STEM fields.
Through our partnership, we provided:
• 15 paid summer internships
• Industry career exposure and mentorship engagements
• Skills mapping and curriculum support
• Dedicated NYPA P-TECH sta
Employee Community Volunteer Corps
Our EJ team is often hard at work on community beautification and
energy services projects. Our goal at NYPA is to ensure every member
of our team feels empowered to engage with the communities we serve
through our Employee Community Volunteer Corps.
“NYPA aims to level the playing
field by providing STEM career
awareness and preparation to
historically disadvantaged and
marginalized students who
otherwise might not attend
college.
In collaboration with our
community stakeholders,
the Future Energy Leaders
Scholarship and P-TECH
programs will engage, support,
and challenge local students
to compete academically and
professionally and to have the
opportunity to participate in the
clean energy economy.”
– Lisa Payne Wansley
Vice President of
Environmental Justice
Top: Environmental Justice outreach activities
helping FeedMore sta with garden, cleaning and
maintenance. Pictured in group photo: Katherine
Rougeux, April Contreras, Kaela Mainsah, Carol
Sampson, Matthew Caruso.
Bottom: Left, Edina Hasic, P-TECH intern –
Scholarship winners and P-TECH intern touring
the iSOC on the 8th floor in the Innovation Area,
after their appearance at the trustee meeting.
Right, Fatoumata Dabo, Future Energy Leader
Scholarship recipient.
LOOKING AHEAD
We have determined leaders who continue to champion our DEI eorts, including
Nancy Harvey, our Chief Diversity Ocer, who was named the 2021 Diversity
Equity & Inclusion Power Player of the Year by the Smart Electric Power Alliance
(SEPA); Victoria Daniels, our Supplier Diversity Manager, who was presented with
the MWBE Champion Award for her work on behalf of minority- and women-
owned business enterprises at the 2020 New York State Annual Forum; and Lisa
Payne Wansley, Vice President of Environmental Justice, who was recognized
in City and State New York’s “2020 Above and Beyond” list honoring 30 New
York women making a dierence. NYPA was also honored with the 2020 Local
Corporation of the Year Award and has been named to Forbes Best Mid-Sized
Employers List in 2018, 2019, and 2021.
But let’s be clear, we have improvements to make. It will take initiative and
leadership at every level for us to see the changes that not only carry us into a
cleaner, more prosperous future, but into a more just and equitable one. NYPA is
ready to meet the challenges ahead to ensure our organization stays committed
to DEI, and we are confident we will persist in forging the path ahead.
NYPA is on a journey to be the national model
for public power. Since our founding in 1931,
we have remained committed to being a good
steward of our natural resources, innovating
the energy sector, and developing the next
generation of industry leaders.
23 NEW YORK POWER AUTHORITY | CANAL CORPORATION • BETTER TOETHER: A JOURNEY OF DIVERSITY, EQUITY & INCLUSION
Above: Mine Kill State Park, looking towards
the Lower Reservoir and the powerhouse of the
Blenheim Gilboa Pumped Storage Power Project.
“It will take initiative
and leadership at
every level for us
to see the changes
that not only carry us
into a cleaner, more
prosperous future,
but into a more just
and equitable one.”