1. Utility Corporate Performance
Gary Waldrep
Organizational effectiveness Team Leader

2. Recent Industry Performance
Low aggregate nuclear fleet performance
Several chronic low performing plants
Cyclical performance at some sites
Split performance within a fleet
Inability to arrest a site decline
Inability to recover a plant from Special Focus

3. 2023 INPO Industry Strategy End States
All stations achieve, industry goals staying within 1-2 bandwidth, occasional 3
Repeated INPO 3 assessments are rare
No surprise decreased assessments
No significant events
Rare accreditation probations

4. Contributors Lacking corporate structure and direction
Insufficient acquisition and development of leaders
Ineffective corporate oversight and engagement (CFAM)
Ineffefective integrated risk management (Decision Making)

5. New Industry Great Challenge
Uneven Utility Corporate Performance
Utility corporate leaders govern, oversee, support, and perform as needed to achieve and sustain high levels of plant safety and reliability. Strong corporate performance that enables sustained high performance at its plants supports a high performing nuclear industry.

6. Corporate Performance - Future
Achieve uniform, strong corporate performance
Fleet performance improved
Corporate provides effectiveness leadership
Corporate is able to turn performance
Risk is effectively managed
How are you in Independent Oversite going to ensure this is achieved ?

7. Past INPO Approach
Corporate Evaluation
Follow-up
Monitor/
Intervene

8. INPO Future Approach Evaluation Monitor/ Intervene Follow-up
Corporate awareness
Criteria/tools
Coordination and integration of existing information
Use of assistance
Use of utility Board of Director interactions
Evaluation:
Understand corporate performance
Corporate evaluation frequency
INPO knowledge & skills
Picture of excellence for single site utilities versus fleets

9. Corporate Monitoring Timeline
Corporate Evaluation
Corporate Eval Follow-up
Corporate Evaluation
Corporate Performance
Monitoring
INPO/Utility Executive Interaction
INPO/Utility Executive Interaction
INPO Corporate Evaluation performed - every 6 years*
INPO Corporate Evaluation Follow-up to 30 months following corporate evaluation* (May be combined with utility-led corporate mid-cycle self-assessment.)
*Required activity per WPG-07, WANO Corporate Peer Reviews
Periodic Executive Interactions – nature and content dependent on specific utility and plant performance. May include interactions such as INPO CEO-Utility CEO briefing, INPO CEO-Utility BOD briefing, INPO EVP-Utility CNO briefing, etc.

10. Corporate Monitoring Timeline
Corporate evaluation results reset our picture of performance
IPM
Letters to CNO/CEO
IPM
Letters to CNO/CEO
Corp POC Telecom Send & Discuss IPSR
Quarterly
Corp POC Telecom Send & Discuss IPSR
Quarterly
Corporate Evaluation
Corporate Evaluation
Follow-up
Corporate Performance
Monitoring
CRM
CRM
CRM
CRM
Periodic Corporate Assistance / Visits
Periodic Corporate Point of Contact (POC) Telecoms – dialogue on current performance
Corporate INPO Performance Summary Report (IPSR) – integrated summary of current corporate performance
Collegial Review Meetings (CRMs) – Performance Leads dialogue and challenge - every 6 weeks
Integrated Performance Meeting (IPM) – INPO SLT review and discussion - every quarter
Quarterly CNO/CEO Letters
Periodic Corporate Assistance or Visits
Periodic Executive Interactions

11. INPO Actions to Address
Revise guidance and standards
Improve Corporate Evaluation Process
Establish corporate monitoring & engagement
Improve knowledge and skills of Evaluators
Establish periodic INPO briefings to Board of Directors
Consider performance assessment scores for corporate evaluations

12. What can QA or NOS do ??
Are we watching the corporate function ?
Have we assigned someone to monitor ?
Are we providing oversight of the important ( high risk) decisions ?
Are we monitoring the corporate resources including numbers, talent, and proficiency and development
Are we independently assessing the corporate oversights role
What else should we be doing ????

13. Questions, comments…