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Our Nuclear Brand of Leadership
Richard T. Purcell Senior Vice President – Industry Performance Improvement
Institute of Nuclear Power Operations
• Decay heat
• Radioactivity
• Core energy
• Potentially broad reaching regional impact
Why Is Nuclear Power Different?
• Plants cancelled
• Billions lost
• Trust eroded
An Industry Challenged
Mission
To promote the highest levels of safety
and reliability – to promote excellence – in the operation of commercial nuclear
power plants.
INPO Performance Indicator Index
March 2012
89.0 86.6 87.4 87.7 88.4 87.8 87.4 85.8 84.0 84.3 86.1
82.1 82.2
76.2
70.4 67.0
0
10
20
30
40
50
60
70
80
90
100
2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997
2015 PI Index
Unit Capability Factor (WANO)
18-24 Month Cycle Median Values
March 2012
78.4 80.3 80.7
84.9 85.2 84.6 86.3 88.3
91.2 91.4 91.4 91.4 91.4 92.0 91.4 91.5 91.0 91.3 91.4 91.4 91.1 92.0
0
10
20
30
40
50
60
70
80
90
100
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Goal
Industry Scram Trend
Auto vs. Manual
57 60
46
69
59
45
38 42
36 40
50
42
92 90
73
113
87
65 67 70 71
74 77
62
35 30
27
44
28
20
29 28
35 34
27
20
0
20
40
60
80
100
120
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Auto
Total Scrams
Manual
Air-Operated Valve (AOV)
– Related Scrams
0
1
2
3
4
5
6
7
8
9
10
2006 2007 2008 2009 2010 2011
No
. of
Scra
ms
Our Nuclear Brand of Leadership
Managing the Unexpected Karl Weick & Kathleen Sutcliffe
Our Nuclear Brand of Leadership
• Safety Culture
• Engagement
• Technical Conscience
• Cultural Leadership
• Continuous Learning from Operating Experience
Our Nuclear Brand of Leadership Key Attributes
• Safety Culture
• Engagement
• Technical Conscience
• Cultural Leadership
• Continuous Learning from Operating Experience
Our Nuclear Brand of Leadership Key Attributes
The core values and behaviors resulting from a collective commitment
by leaders and individuals to emphasize safety over competing goals to ensure protection
of people and the environment.
Safety Culture Definition
• Safety Culture
• Engagement
• Technical Conscience
• Cultural Leadership
• Continuous Learning from Operating Experience
Our Nuclear Brand of Leadership Key Attributes
The Challenger Launch Decision Diane Vaughan
Friendly Fire Scott A. Snook
INPO SOER 10-2
Engaged, Thinking Organizations
• Safety Culture
• Engagement
• Technical Conscience
• Cultural Leadership
• Continuous Learning from Operating Experience
Our Nuclear Brand of Leadership Key Attributes
• Leaders respect and reinforce the importance of technical considerations in decision-making
• Engineering leaders accept and exercise technical authority
• Engineers identify, communicate, and advocate resolution of technical concerns
• Engineers adhere to sound engineering principles and judgment
• Engineers challenge conditions and decisions when needed
Technical Conscience Key Principles
• Safety Culture
• Engagement
• Technical Conscience
• Cultural Leadership
• Continuous Learning from Operating Experience
Our Nuclear Brand of Leadership Key Attributes
Assessment Trends over 10 years
1 1 (20 percent)
(34 cases)
2 2 (65 percent)
(2 cases)
3 3 (15 percent)
4 (100 percent)
First Case-Return to Excellence
1 1
2
Characteristics
• Aggressive action at first sign of decline
• Embrace critical feedback-all sources
• Dissatisfaction, not rationalization
• Engagement at all levels
• Training & CAP valued as critical tools
• Genuine focus on Learning Culture
…Leadership typically strong and stable
…Equipment programs typically sound
Other Cases – Stay at 2 or drop
1
2 2
3 3
4
Characteristics
• Leaders slow to recognize and accept
• Rationalize rather than solve
• Reluctant to make decisive changes
• Compare to own past, not industry best
• Sometimes defensive to INPO and others
…Often several related AFIs, unsat SOERs
…Often problems in CAP and training
…Equipment reliability sometimes eroded by reduced capital investment
• Attention, measurement, and control
• Reaction to critical incidents and crises
• Resource allocation
• Deliberate role-modeling, teaching, and coaching
• Rewards and status
• Recruiting, selecting, promoting, and excommunicating
Mechanisms that Leaders Use Dr. Ed Schein
• Safety Culture
• Engagement
• Technical Conscience
• Cultural Leadership
• Continuous Learning from Operating Experience
Our Nuclear Brand of Leadership Key Attributes
U.S. Industry Fukushima Response
Our Nuclear Brand of Leadership
Richard T. Purcell Senior Vice President – Industry Performance Improvement
Institute of Nuclear Power Operations
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