Rafael Flores SVP and Chief Nuclear Officer

Comanche Peak Nuclear Power Plant

2012 DevonWay Continuous Improvement Conference

Rafael Flores – Sr. Vice President & Chief Nuclear Officer Luminant Power 2

Comanche Peak Nuclear Power Plant

Our Journey Towards Excellence ….. It’s About Staying “ UNCOMFORTABLE”

Comanche Peak Vision & Mission

CPNPP will be the best in safety, performance and cost through a

constructive culture led by Servant Leaders

To generate electricity using nuclear energy safely,

reliably and with the best long-term benefit for the

Company and the community

SAFETY

PERFO

RM

AN

CE

CULTURE

CO

ST

3

Performance = Behavior + Results

4

RES

ULT

S

BEH

AV

IOR

96 98 00 02 04 06 08 10 12

2

1

1 1

2

2 1 1 1

Creating a WIN/WIN

environment

All working toward one

common goal

One SUPER Team

5

Teaming Alliance

“We provide value to our member stations through a culture of continuous improvement.”

“Excellence through a Strong Alliance”

Functional Area Teams

• Chemistry • Emergency Planning • Engineering/ER • Industrial Safety • Maintenance • Operations • Outage

• Performance Improvement • Radiation Protection • Regulatory Affairs • Security • Training (FAM assigned) • Work Management

Joint Activities with USA after formation of STARS LLC

• Mid-Cycle Review Assessment leadership & support

• Safety Culture Assessment leadership • Personnel sharing for outages • Regulatory Affairs training • Tool & equipment sharing • SOER 10-2 Assessments

6

STARS Alliance

7

8

9

Pursuit of

Excellence

(No Silos, Teaming, working together, building

relationships, respect)

(programs, processes, checklists in place to

maintain)

(We all do it the same, no differences, maintaining

consistency)

(Always 1st, Nuclear, Personnel, Radiation and

Environmental safety)

(Using Operating Experience,Benchmarking,

Performance Indicators)

(Raising the bar,continuous improvement,

being the best)

Category Year 2012 2013 2014 2015 2016

Nuclear Safety

(# of Events)

Personnel Safety

(# of Events)

Dose (REM at Pow er) 10 10 11 10 10

(REM Outage) NA / 46 69 / NA 46 / 69 NA / 46 42 / NA

Production

(TWh)

Refueling Outage Unit 1 0 20 20 0 20

Unit 2 22 0 22 22 0

O&M

(Non Fuel O&M)

Growth

Long Range Superior Goals

00 0 0 0

0

20.7

0 0 0 0

20.7 20.7 20 20.6

260

MHI US-APWR Design Certification issued – Oct. 2014 (tentative)

CPNPP Units 3 & 4 COL issued - December 2014 (tentative)

243 248 289 269

Safety Performance Cost Culture Growth •Excellent Safety

Performance

•Capacity Factor of >99.5%

Consistently

•Excellent Standing with NRC •Develop a 16 Day Outage

Baseline

•INPO Excellence

•Nuclear Safety (0) •Production (20.5)

•Personnel Safety (0) •Outage (0/22)

•Dose (9/46)

•ALARA •Work Instruction Quality

•Equipment Reliability

•Work Management Program

•Corrective Action Process

Efficiency

•Short Term Worker Safety

Performance

•Benchmarking documentation

process

•Business Cost Control

Process Effectiveness

•Work/Life Balance

Improvements

•Knowledge Transfer &

Retention

•Center of Excellence •Observation Program •Leadership Development

•Project Management •Site Material Condition •Station Staffing Plan

•Implement Safety Culture

Initiatives

•Continue Succession

Planning

•Operating Experience •CPNPP 3 & 4

•Dry Cask Storage •NIEP Quality Assurance Audit •Refueling Outage 2RF13 •Cyber Security Program •Emergency Plan Regulations

•Fire Safe Shutdown Analysis

Initiative

•USA Nuclear Safety Culture

Assessment

•Summer & Winter

Readiness

•Initial Licensed Operator

Training Class 20

•INPO Fire Protection Review

Visit

•Maintenance and Technical

Training Programs Accreditation

Renewal

•Fukushima Evaluations and

Upgrades

•WANO Peer Review

including new Crew

Performance Evaluation

Process

Nuclear Priorities

Aspirational

Goals

•Overall Cost among the

best in the Industry

•Constructive Culture led by

Servant Leadership

•MHI US-APWR Design

Certification issued

•CPNPP Units 3 & 4 COL

issued

Superior

Goals

•$235m

Mission

Critical

Activites

Tier 2

Initiative

Tier 1

Initiative

•Training

•Evaluate Fukushima task Team

Recommendations

•Implement Teaming

Initiatives

10

Concentrate On Your Gaps! Long Range Superior Goals

11

• INPO Excellence

• Excellent Safety Performance

• Excellent Standing with NRC

• Constructive Culture Led by Servant Leaders

• Capacity Factor of > 99.5% Consistently

• Develop a 16 Day Outage Baseline

• Develop Option to build Units 3 & 4

• Overall Cost among best in the Industry

Goals help establish a a continuous improvement mentality

SAFETY

PERFO

RM

AN

CE

CULTURE

CO

ST

12

Challenge Station to Continually Improve! Aspirational Goals

13

0

10

20

30

40

50

60

70

80

Unit 1

Days

Unit 2

2011 1990

18

55

Challenge Station to Continually Improve! Historical Refueling Outage Performance

14

15

Celebrate Successes!

16

Servant Leadership Shaping a Constructive Culture

Led by Servant-Leaders

Servant

• Cares about people

• Helps others succeed

• Provides a legacy

• Displays positive attitude

• Continuous learning

Leadership

• Visionary

• Proactive

• Accountable

• High technical expertise

• High performance 17

Pay Attention to the People!

18

Pay Attention to the People!

19

Planning cycle

Determining critical jobs / roles

Determining the station “bench strength”

Creating developmental plans for each individual

Providing opportunities

Pay Attention to the People! Succession Planning Process

Developing

Strength

Identifying

Critical

Positions

Identifying

Bench

Strength

Identifying

Bench

Strength

Developing

Strength

Identifying

Critical

Positions

Hire

Outside

Talent

Succession Planning Cycle

Promote

20

Pay Attention to the People! Knowledge Transfer

21

ExcellentStation

Performance

ExcellentStation

Performance

Benchmarking•STARS

•INPO

•Nuclear industry

•Outside industry

•Industry committees

•WANO

•Publication reviews

Benchmarking•STARS

•INPO

•Nuclear industry

•Outside industry

•Industry committees

•WANO

•Publication reviews

Training•Training Review Boards

•Program Review Boards

•Management observations

•Continuing Training

•Systematic Approach

to Training

•OJT/TPE/OJE

•Curriculum boards

•Oral boards

•Individual

development plans

•Living ASER

•Qualifications

Training•Training Review Boards

•Program Review Boards

•Management observations

•Continuing Training

•Systematic Approach

to Training

•OJT/TPE/OJE

•Curriculum boards

•Oral boards

•Individual

development plans

•Living ASER

•Qualifications

Culture

•Leadership forums

•One-On-Ones

•Leading

•Training observations

•SAFETEAM

•Culture surveys

•Field presence

•Celebrations

•Performance reviews

•Career Devmt. plans

•360° reviews

•PEOPLE Team

•Continuous Improvement

Plan

•Employee meetings

•Exclamation Peak

•Annual incentive plan

•Periodic surveys

•Wellness programs

Culture

•Leadership forums

•One-On-Ones

•Leading

•Training observations

•SAFETEAM

•Culture surveys

•Field presence

•Celebrations

•Performance reviews

•Career Devmt. plans

•360° reviews

•PEOPLE Team

•Continuous Improvement

Plan

•Employee meetings

•Exclamation Peak

•Annual incentive plan

•Periodic surveys

•Wellness programs

ContinuousImprovement

•Industry benchmarking

•Outside industry benchmarking

•Use of Lean

•KPI reviews against the best

•Continuous Improvement Plan

•COE reviews

•MRM reviews

•STARS

•Industry committees

•Leadership Challenge sessions

•Outage Readiness meetings

•Observation programs

ContinuousImprovement

•Industry benchmarking

•Outside industry benchmarking

•Use of Lean

•KPI reviews against the best

•Continuous Improvement Plan

•COE reviews

•MRM reviews

•STARS

•Industry committees

•Leadership Challenge sessions

•Outage Readiness meetings

•Observation programs

Indicators

•EP Review boards

•ALARA Health Committee

•COE reports

•QA Summary reports

•Reactivity Mgt. reports

•Corporate Dashboard

•Teammate KPI reports

•Human Performance

Steering Committee

•Outage Review Team

•Servant Leadership

Learning Community

•Financial Excellence Committee

•MRM package

•Dept. KPIs

•System Health

•Program Health

•Component Health

•CAP review

•CARB

•SORC

•Plant Health Committee

•Senior Safety Committee

•Nuclear Leadership

Team meetings

•Staff meetings

Indicators

•EP Review boards

•ALARA Health Committee

•COE reports

•QA Summary reports

•Reactivity Mgt. reports

•Corporate Dashboard

•Teammate KPI reports

•Human Performance

Steering Committee

•Outage Review Team

•Servant Leadership

Learning Community

•Financial Excellence Committee

•MRM package

•Dept. KPIs

•System Health

•Program Health

•Component Health

•CAP review

•CARB

•SORC

•Plant Health Committee

•Senior Safety Committee

•Nuclear Leadership

Team meetings

•Staff meetings

IndependentAssessments

•STARS

•INPO

•WANO

•Industry involvement

•Peer reviews

•Assist Training Visits

•Assist visits

•EPRI

•NEI

•QA

IndependentAssessments

•STARS

•INPO

•WANO

•Industry involvement

•Peer reviews

•Assist Training Visits

•Assist visits

•EPRI

•NEI

•QA

Plant Daily Checks•POD meeting

•Phone status

•CAP review

•POD package

•POND meeting

•In-plant time

•Observation reviews

•Employee engagement

•Control Room visits

•Site walk downs

•Industry publications

•STARS reports

Plant Daily Checks•POD meeting

•Phone status

•CAP review

•POD package

•POND meeting

•In-plant time

•Observation reviews

•Employee engagement

•Control Room visits

•Site walk downs

•Industry publications

•STARS reports

StationAssessments

•Self assessments

•QA surveillances

•COE reports

•CAP evaluations

•Observation Program

•Plant Event Reviews

StationAssessments

•Self assessments

•QA surveillances

•COE reports

•CAP evaluations

•Observation Program

•Plant Event Reviews22

Never Stop Looking at All Areas! Keeping the Pulse of the Station

23

24

Pursuit of

Excellence

(No Silos, Teaming, working together,

building relationships, respect)

(programs, processes, checklists in place to

maintain)

(We all do it the same, no differences, maintaining

consistency)

(Always 1st, Nuclear, Personnel, Radiation and

Environmental safety)

(Using Operating Experience, Benchmarking,

Performance Indicators)

(Raising the bar, continuous improvement,

being the best)

Success with “6 S”

Checklist

Establish Sustainable Programs & Processes The Pursuit of Excellence – Going Forward

25

26 SAFETY

PERFO

RM

AN

CE

CULTURE

CO

ST

Pursuit of

Excellence

(No Silos, Teaming, working together, building

relationships, respect)

(programs, processes, checklists in place to

maintain)

(We all do it the same, no differences, maintaining

consistency)

(Always 1st, Nuclear, Personnel, Radiation and

Environmental safety)

(Using Operating Experience,Benchmarking,

Performance Indicators)

(Raising the bar,continuous improvement,

being the best)