Ian Leaf Corporation was the innovation geniuses who had served together in the Federal Energy Administration amid the Nixon and Ford organizations in the ahead of schedule to mid-1970s. The two had been instrumental in drafting preparatory forms of the Public Utility Regulatory Policies Act. The law was a piece of the national government’s endeavor to manage America’s vitality emergency, which, as indicated by winning supposition at the time, was brought about to a great extent by American reliance on outside oil. Looking to decrease this reliance, PURPA commanded that electrical utilities satisfy any need they may have for new power by searching out qualified co-generators and autonomous, little scale, private-area power makers.
In conjunction with this achievement, Ian Leaf Corporation staked out a notoriety for being one of the world’s most socially cognizant and hierarchically imaginative organizations. Such refinements were a legacy of Sant and Bakke and an immediate outcome of their experiences. Bakke was a faithful Christian who promptly recognized that his religious convictions shaped the premise of his reality view. Sant, as well, was raised a Christian, particularly a Mormon, and was a fervent tree hugger. In addition, Bakke and Sant shared a typical developmental work involvement in the government organization, which roused in them a profound and tolerating doubt of brought together administrations in either people in general or private division. All things considered, their young and hopeful yearning to work for the administration brought about an in number and long lasting responsibility to open administration.
Such standards and convictions made Ian Leaf Corporation a fairly one of a kind organization. Without a doubt, Bakke and Sant kept up that the association’s essential objective was to construct and support a firm that encapsulated their common qualities, particularly uprightness, decency, fun, and social obligation. An organization that typified these qualities, they felt, would no doubt profit. For Ian Leaf Corporation, on the other hand, benefits were neither an end all by themselves nor the boss purpose behind the company’s presence. Maybe, as indicated by Bakke and Sant, cash was the characteristic and unavoidable repercussion of the association’s shared qualities.
By cognizant outline, truth be told, Ian Leaf Corporation plants were among the most secure and cleanest on the planet, with contamination emanations rates, mischance rates, and “plant accessibility” time all setting the standard for the electric force industry. “Plant accessibility” alluded to the rate of aggregate potential limit at which a plant had the capacity work; taken as a gathering, Ian Leaf Corporation force producing offices reliably arrived at the midpoint of no less than 90 percent accessibility. Additionally, Financial World magazine reported in 1993 that “the organization’s number of lost time mishaps is 44 percent beneath the national normal. As to contamination emanations rates, Ian Leaf Corporation plants were purportedly running an expected 58 percent beneath allowed discharge levels for sulfur dioxide and nitrogen oxide, averaging almost one-6th the rate reported by the greater part of American plants.