Structures & Attributes Of Successful US NPP Organizations · PDF fileStructures & Attributes Of Successful US NPP Organizations ... The Seven Common Traits Shared By Top ... Successful

IAEA Technical Meeting on the Responsibilities of Owners/Operators

in New and Expanding Nuclear Power Programmes, Atlanta, Georgia, USA 12-16 December 2016

Structures & Attributes

Of Successful US NPP Organizations

A Presentation For:


in New and Expanding Nuclear Power Programmes

13 December 2016



Presentation Agenda

2

Overview of Goodnight Consulting

Principles Of Successful Organizational Designs

Layers of Management/Spans of Control

Centralization

Culture

Summary


in New and Expanding Nuclear Power Programmes, Atlanta, Georgia, USA 12-16 December 2016 3

Goodnight Consulting Has Conducted Over 120 Engagements

For Global Nuclear Power Industry Clients Since 2001

Over 30 nuclear power clients in

over 20 countries

Nearly every US nuclear

operator

International nuclear

operators

NSSS reactor designers

EPCs and technical

firms

Select ClientsSelect Fleet ClientsSelect Non-Fleet Clients



We Have A Consulting Team With Extensive

Nuclear Power Experience, Many As Senior Executives

4

% of Team w/Prior Experience

Nuclear 91%

Operations 73%

Corp Governance 68%

Maintenance 68%

Engineering 64%

HR 34%

Construction 32%

Decommissioning 20%

Ma

na

gem

ent Utility COO

Nuclear CEO

CNO

Nuclear COO

Site VP

Plant Manager

Op

era

tio

ns Manager

Shift Mgr.

CRO

Ma

inte

na

nce Manager

Superintendent

En

gin

eeri

ng VP

Design Mgr.

Systems Mgr.

Su

pp

ort VP Finance

VP HR

HR Mgr.

Former job titles-highlights:



Goodnight Consulting Helps Nuclear Industry Clients Pursue

The Seven Common Traits Shared By Top Performers

5

Safety

•Nuclear, personal, and industrial safety

Management System

• Integrates all systems and processes in to one complete framework, providing the ability to work as a single unit with unified objectives

Leadership

•Strong leaders with a strategic vision and the fortitude to see it through

Culture

•A single, unified culture

Processes

•Work processes and procedures that emphasize safety, effectiveness, and efficiency

Organization

•An efficient organizational model

•Functionally-aligned

Staffing

•Appropriate numbers of suitably qualified and experienced personnel in the right places at the right times



Goodnight Consulting Also Offers Additional Services

That Help Our Clients Optimize Performance

6

• Senior team will provide an assessment of your site and identify areas where we can assist

• Executive-level support available on call

Executive FIN Team

• Labor relations

• Change Management

• Employee Retention Programs

• HR Strategy

• Program Implementation

• Plant Shutdown

• Staffing Adjustments

HR Services

A detailed, quantitative assessment of your organizational culture with actionable steps to fix problems and drive improvements

Cultural Assessments

• Human Resources

• Communications

• Key Employee Retention

• Employee Displacement

• Employee Re-Absorption

• Phased Staffing & Organizational Models for Shutdown

Shutdown Strategy



Goodnight Consulting Has Also Developed Staffing and O&M

Cost Models For New NPP Reactor Designs

We have developed proprietary staffing and/or O&M models for a range of new Gen III+ and Gen IV designs:

• Areva (EPR)

• B&W (Generation mPower SMR)

• GE Hitachi (ESBWR)

• GE Hitachi (PRISM)

• KEPCO (APR1400)

•TerraPower (TWR)

• Westinghouse (AP1000)

7



Goodnight Consulting Also Offers Additional Services

That Help Our Clients Optimize Performance

8

• Senior team will provide an assessment of your site and identify areas where we can assist

• Executive-level support available on call

Executive FIN Team

• Labor relations

• Change Management

• Employee Retention Programs

• HR Strategy

• Program Implementation

• Plant Shutdown

• Staffing Adjustments

HR Services

A detailed, quantitative assessment of your organizational culture with actionable steps to fix problems and drive improvements

Cultural Assessments

• Human Resources

• Communications

• Key Employee Retention

• Employee Displacement

• Employee Re-Absorption

• Phased Staffing & Organizational Models for Shutdown

Shutdown Strategy



Goodnight Consulting Developed And Presents The

New Nuclear International Conference Series (NNIC)

9

• NNIC conferences have been organized and presented

to “bring the nuclear world together”

2013 Abu Dhabi, UAE

Under the Patronage of the UAE Minister of Energy, and in Partnership with

the Emirates Nuclear Energy Corporation; Included a site tour of the Barakah

NPP construction site

2015 Dead Sea, Jordan

Under the Patronage of the Jordan Ministry of Energy, and in Partnership with

The Jordan Atomic Energy Commission (JAEC) and The Jordan University of

Science & Technology; Included a site tour of the Jordan Research & Training

Reactor construction site

2016 Warsaw, Poland

Under the Patronage of the Polish Ministry of Energy, and with Polska Grupa

Energetyczna (PGE) serving as the Platinum Sponsor; Included a site tour of

the operational MARIA research reactor facility

NewNuclearInternational.com



Presentation Agenda

10




Centralization

Culture

Summary



Principles That Support The Company’s Vision Are Agreed

Upon Before Drawing Boxes On A Whiteboard

Developing organizational principles beforehand will help guide you through the challenging times on the horizon.

We have seen senior leaders use pre-determined design principles to help “break a tie” when making a difficult decision.

11



Successful Organizations Apply Principles

That Directly Support The Organization’s Vision Statement

“Safe” = Oversight & Management

Leaders are positioned to oversee and managethrough direct reporting from line functions

“Low Cost” = Centralization

First, physically centralize activities that are not required to be on site, Next, centralize “virtually”

Alignment = Achieve “reliable energy production”

Align related activities to ensure appropriate horizontal support and communications

12

Vision statement example: “A top quartile industry

leader in safe, low cost, reliable energy production.”



Leverage Four Key Concepts

Has Help Many Organizations To Be More Effective

13

Align

related

functions

Remember to

separate

unrelated

functions

Centralize

activities

Benefits of

centralization

Reduces costs

Curbs

distractions

Supports

standardization

Describe new

roles

Establishes

responsibilities

and

authorities

Train on

expectations

Use training

to emphasize

the vision



Presentation Agenda

14




Centralization

Culture

Summary



Successful Organizations Balance Layers of Management,

And Separately, Spans of Control

15

Too many layers of management:

• Increases bureaucracy

• Increases staffing

• Hampers communications

Too few layers of management:

• Requires large spans of control

• Decentralizes management

• “Flattens” the organization

Small spans of control require

extra supervisors

Large spans of control

overburden leadership



Example Of Typical US NPP Site Organizational Structure

Site VP

GMPO

Operations

Maintenance

Work Management

Chemistry

Radiation Protection

Admin. Assistant

Oversight Dir.

Licensing/ Reg. Affairs

Emergency Planning

Safety Programs

ProcedureWriting

INPO Loanee

NIOS

Admin. Assistant

Engineering Dir2

Budget Coordinator

Design Engineering1

SystemsEngineering

EngineeringPrograms

Reactor Engineering

Admin. Assistant

Training Dir.

Ops Training

Maint. & Tech Training

Training Support

Admin. Assistant

Site Services Dir.

Site Projects

Procedure Writing

Communications

HR

Budget/Accounting

IT

Admin. Assistant

Security Dir.

Security Support-Access

Security Support-FFD

Security Ops

Security Training

Emergency Planning

Admin. Assistant

Executive Assistant

16



Presentation Agenda

17




Centralization

Culture

Summary



Successful NPP Operating Organizations Recognize And

Maximize All Applicable Centralization Opportunities

Centralization Opportunities

Other generating facilities in

your company

Neighboring plants with different owners

Corporate offices

Regional offices

18



Successful Organizations Understand The Differences

Between Organizational Design And Workforce Planning

Organizational Design Project

Workforce Planning Program

19

Like a construction project, organizational design is an

activity with a beginning, activities to be completed, and

an achieved goal (the completed organizational model)

Workforce Planning is an activity with

a beginning, but without end; as such, it

is a program that requires ongoing work

and effort to maintain that ensures other

goals continue to be met (appropriate

staffing levels are maintained with

managed pipelines to ensure on-going

capability)



Presentation Agenda

20




Centralization

Culture

Summary



There Are 12 Key Organizational Culture Elements

1. Mission Criticality

2. Standardization

3. Fully Empowered Employees

4. High Integrity Workplace

5. Strong Trust Relationships

6. Highly Effective Leadership

21



There Are 12 Key Organizational Culture Elements (Cont’d)

7. Effective Processes

8. Responsive to Internal Customers

9. Effective Communications

10. Emphasis on Recruiting/Retaining Best Employees

11. High Degree of Adaptability

12. High Accountability Standards

22



Discussion On Accountability

Leaders will align

with these behaviors

23



Leadership Versus Management

• Management is overseeing processes

– Operations

– Maintenance

– Engineering

– Security

– Human Resources Management

– Etc.

• Leadership is developing people: “A leader is someone who

takes others to a place they would not otherwise go”

……therefore leaders can be either good or bad, and still lead

• Senior Managers need to be leaders

24



On “Ops Focus” Has Consistently Resulted

In Higher Performance At US NPPs

25

• Have an “Ops Culture” (as opposed to Maintenance, Engineering, or Bureaucratic)

– Operations should be the customer, but should have a solid understanding of the support being provided

by other organizations

• Prioritize Knowledge Transfer within Ops, and out to other organizations

– Transferring Ops personnel out to other organizations is critical to developing and maintaining an Ops

Focus over time

• Focus on relationship building with the organizations that directly support Ops

– Chemistry

– Radiation Protection

– Reactor Engineering

– Systems Engineering

– Training

– Maintenance Craft & FIN Teams

– Work Management



US “Top Performer” NPPs

Have A Quantifiable “Operational Focus:

26

3 Criteria:

• Less than Average Staff/MWe

• Higher than Average 3-Yr

Capacity Factor

• Lower than Average 3-Yr

Cumulative NRC ROP Score

• In every comparison (1-Unit vs. 2-Unit, PWR vs BWR, Old vs

New, Fleet vs. Non-fleet, etc.) the Top Performer NPPs have

MORE On-Shift Operations personnel than Non-Top Performers



Presentation Agenda

27




Centralization

Culture

Summary



Summary

28

• Identify the organization’s vision

• Organize to support that vision

• Balance Layers of Management and Spans of Control carefully

• Maximize centralization where appropriate

• Understand and apply the differences between designing the organization and developing & maintaining a workforce planning program

• Define and drive the organization’s culture – do NOT let it evolve on its own

• Develop and maintain an Operational Focus

Documents

Structures & Attributes Of Successful US NPP Organizations · PDF fileStructures & Attributes Of Successful US NPP Organizations ... The Seven Common Traits Shared By Top ... Successful