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{{#Wiki_filter:Public Meeting with NRC Region III Public Meeting with NRC Region III May 18, 2010 May 18, 2010 2Introduction/ General Comments Larry Meyer Operational Excellence Boyd Beltz Update Generation Reliability Charlie Trezise Update Organizational Effectiveness Larry Meyer Update Brad Castiglia Closing Remarks Larry Meyer Questions/Discussion NextEra Energy Point Beach Meeting with NRC Region III Agenda 3 Introduction Introduction and and General Comments General Comments Larry Meyer Larry Meyer Site Vice President 4
{{#Wiki_filter:Public Meeting with NRC Region III May 18, 2010
5 6
 
7Configuration ManagementBuilding A Strong FoundationEngineering  Functional Area ImprovementsEquipment Reliability EPUProject Management and PlanningMgr. Budget AccountabilityPoint Beach RecoveryPoint Beach ExcellenceSuccession Planning and DevelopmentHuman PerformanceWork Force InvolvementLateral IntegrationPerformance ImprovementSupv EffectivenessTraining for Performance ImprovementWork Life BalanceEmergency PreparednessSafetyOPS  Functional Area ImprovementsWork ManagementOperationalFocusOutage Planning and ExecutionMaintenance  Functional Area ImprovementsChemistry Functional Area ImprovementsRad Protection Functional Area ImprovementsLicense Renewal Implementation 8 Introduction and General Comments Introduction and General Comments Path forward on our journey to excellence:*Work Management / Lateral Integration*Outage Preparations / EPU Integration
Meeting with NRC Region III Agenda Introduction/ General Comments             Larry Meyer Operational Excellence                     Boyd Beltz Update Generation Reliability                     Charlie Trezise Update Organizational Effectiveness               Larry Meyer Update                                 Brad Castiglia Closing Remarks                             Larry Meyer Questions/Discussion 2
*Use of Training to Improve Performance
 
*Organizational Effectiveness *Equipment Reliability*License Renewal Commitments We will never be satisfied!
Introduction and General Comments Larry Meyer Site Vice President 3
Breaking Through in 2010 with Employee Involvement, Teamwork, Accountability, and a Passion for Excellence.
 
9 Sustainability F*Solid Values &
4 5
Beliefs*Solid Tools
6 PointPoint    Beach      Excellence Beach Recovery Equipment OPS Functional     Operational      Emergency          Safety          Reliability        Project Area                           Preparedness Focus                                                            Management and Improvements Planning Human          Training for         EPU Maintenance    Performance       Performance Work        Functional Area                    Improvement      Engineering        Mgr. Budget Management      Improvements                                      Functional Area     Accountability Lateral          Supv        Improvements Integration Effectiveness Chemistry    Rad Protection Outage Planning and Functional Area Functional Area       Work Force                          Execution Improvements    Improvements        Involvement Performance Improvement Succession                        Configuration Planning and                        Management Development      Work Life Balance License Renewal Implementation 7
*Effective Leadership R T*Expectations
 
*Training*Accountability
Introduction and General Comments Breaking Through in 2010 with Employee Involvement, Teamwork, Accountability, and a Passion for Excellence.
*Oversight M*Indicators
ath forward on our journey to excellence:
*Assessments TimePerformance 10 Breaking Through to ExcellenceMeasure of SuccessTHEN (2008)NOWCausal qualit y - 74 92Overdue - 46 0Health Index - 52 78 (more challenging criteria)Documented Job Observations (per month) 1406000 outage 800 non-outageIndustry Index8997Leadership Vacancies 15 0Site HU Event Rate 0.0360.007Operator Aggregate Distractions 240 57Open Operability Issues (both Units) 9029    Scope Stability - 6994    Schedule Adherence - 65 95Non-outage Elective Maintenance (Station)881 383Forced Outa g e Rate (Station)22.8 0Equipment Reliability IndexUnit 1 - 57Unit 2 - 68Unit 1 - 85 Unit 2 - 94Corrective Maintenance (Station)36 0Generation ReliabilityCorrective Action ProgramOrganizational EffectivenessOperational FocusWork Management (%)
* Work Management / Lateral Integration
11 Operational Excellence Operational Excellence Update Boyd Beltz Boyd Beltz Assistant Operations Manager 12 Operational Excellence Operational Excellence  
* Outage Preparations / EPU Integration
--Accomplishments Accomplishments
* Use of Training to Improve Performance
*Conservative Decision Making*Continued consistent cons ervative decision making *Implemented additional controls on protected equipment*Invested additional time in spring outage shutdown and startup to reduce dose and improve chemistry*Dose improvements for GS-191 *No chemistry holds or CEI point reduction
* Organizational Effectiveness
*Solid Operational Performance*Completed two refuel outages with solid Operations performance in maneuvering the plant*Work Management and Operational Focus*Improved Work Management schedule adher ence with a focus on completing priority work*Corrective Maint enance backlog reduced from 30 to 0*Elective Maintenance backlog reduced from 800 to 383*Operator distractions redu ced from 234 to 57Operational Excellence -Sound Operating Fundamentals With a Focus on Reactor Safety.
* Equipment Reliability
13Operations Focus Indicator 0 50 100 150 200 250 F e b-09Mar-09 Ap r-09 Ma y-09 J u n-09 Jul-09 Aug-0 9 Se p-09Oct-09 Nov-0 9 D ec-09 J a n-10 F e b-10Mar-10 Ap r-10Total Burden ItemsForecastGoal 14 Corrective and Elective Work Order Reduction Corrective and Elective Work Order ReductionNumber of Open Corrective Work Orders 19 8 5 1 9 3 0 0 5 10 15 204Q081Q092Q093Q094Q091Q10currentNumber of Open Elective Work Orders 0 100 200 300 400 500 600 700 800 9001Q092Q093Q094Q091Q10current Industry Industry Top Top Decile Decile 152009/10 Online Work Management Improvements 69 70 84 94 95 95 95 84830 455 383 350 50 60 70 80 90 100ScheduleStability ScheduleAdherenceCorrective/Elective WOsPercentage (%)
* License Renewal Commitments We will never be satisfied!
0 100 200 300 400 500 600 700 800 900WO  Number 1Q08 Schedule Data 3Q09 Schedule Data Current Schedule Data 2010 Schedule Goals4Q08 WO Data WO Data -3Q09WO Data -Current2010 WO Goal 16 Operational Excellence Operational Excellence
8
--Gaps to Excellence Gaps to Excellence*Ops Field Performance*Field Operator formality *Equipment clearances and plant status control *Plant Component Labeling*Operations-Led Station *Insistence on higher standards*Demand for improved T-12 to T-0 scope stability*Intolerance of equipment issues 17 18 Generation Reliability Generation Reliability Update Charlie Trezise Site Engineering Director 19 Generation Reliability Generation Reliability  
 
--Accomplishments Accomplishments Equipment Improvements U2 Feedwater Heaters Façade Freeze U2 Gen Output Breaker Turbine Hall Sump AlarmsService Water PumpsComponent Cooling Water PumpsD-305 Battery ReplacementPPCS Monitors Condenser Air Removal Loop Seal Battery Room Ventilation U2 Main Transformer Main Steam Reheater Control ValveWater Treatment Microfiltration Performance Results-Red/yel low systems reduced from 36 to 16-Forced outage rate = 0% for both units-Equipment Reliability Index improved from 74 to 89%Successive breaker-to-breaker runs for both units.Unit 1 run of 472 days; Unit 2 run of 521 days Unit 2 run is a new station record. Generation Reliability -Making Sure our Plants Are in Top Working Order and Refueling Outages Are Well Executed.
Sustainability Performance F
20 Materiel Condition/Equipment Vulnerabilities Materiel Condition/Equipment VulnerabilitiesJan 2009 ActualEnd of 2009 ActualCurrentEnd of 2010 GoalOperator Distractions23486 57 50Red /Yellow Systems 36 17 16 13WO Backlog (EM)811444383350ERI - Station74.586 89 89Generation Reliability -Making Sure our Plants Are in Top Working Order and Refueling Outages Are Well Executed.
RT                  M
21Number of Red and Yellow Systems 0 5 10 15 20 25 30 35 40Number of RedSystems1784522Number of YellowSystems1918222115144Q081Q092Q09 3Q09 4Q091Q10*
* Solid Values &
22PBNP Equipment Reliability Index(an industry standard indicator) 50 55 60 65 70 75 80 85 90 95 10010/0811/0812/081/092/093/094/095/096/097/098/099/0910/0911/0912/091/102/103/104/10ERIUnit 1 Unit 2Site 23 Generation Reliability Generation Reliability  
* Expectations                      Beliefs
--Gaps to Excellence Gaps to Excellence Continued focus on equipment improvements:*Auxiliary Feedwater and Alternate Source Term upgrades*Electrical System health*Underground cables*Operable but non-conforming or degraded components We will never be satisfied!
* Indicators
* Training
* Solid Tools
* Assessments
* Accountability
* Effective Leadership
* Oversight Time 9
 
Breaking Through to Excellence Measure of Success                          THEN (2008)                 NOW Organizational Effectiveness Causal quality - 74             92 Corrective Action Program                      Overdue - 46                 0 Health Index - 52   78 (more challenging criteria) 6000 outage Documented Job Observations (per month)                     140 800 non-outage Industry Index                                  89                    97 Leadership Vacancies                               15                     0 Site HU Event Rate                               0.036                  0.007 Operational Focus Operator Aggregate Distractions                         240                     57 Open Operability Issues (both Units)                     90                    29 Scope Stability - 69            94 Work Management (%)
Schedule Adherence - 65             95 Non-outage Elective Maintenance (Station)                   881                   383 Generation Reliability Forced Outage Rate (Station)                         22.8                     0 Unit 1 - 57            Unit 1 - 85 Equipment Reliability Index Unit 2 - 68            Unit 2 - 94 Corrective Maintenance (Station)                         36                     0 10
 
Operational Excellence Update Boyd Beltz Assistant Operations Manager 11
 
Operational Excellence - Accomplishments
* Conservative Decision Making
* Continued consistent conservative decision making
* Implemented additional controls on protected equipment
* Invested additional time in spring outage shutdown and startup to reduce dose and improve chemistry
* Dose improvements for GS-191
* No chemistry holds or CEI point reduction
* Solid Operational Performance
* Completed two refuel outages with solid Operations performance in maneuvering the plant
* Work Management and Operational Focus
* Improved Work Management schedule adherence with a focus on completing priority work
* Corrective Maintenance backlog reduced from 30 to 0
* Elective Maintenance backlog reduced from 800 to 383
* Operator distractions reduced from 234 to 57 Operational Excellence - Sound Operating Fundamentals With a Focus on Reactor Safety.
12
 
13 Fe          0   50   100   150   200   250 b-M 09 ar
                                -0 Ap 9 r-0 M 9 ay
                                -0 Ju 9 n-09 Ju l-0 Au 9 g-Se 0 9 p-0 Total Burden Items O 9 ct
                              -0 No 9 v-De 0 9 c-Forecast                    0 Operations Focus Indicator Ja 9 n-Fe 10 b-Goal                M 10 ar
                                -1 Ap 0 r-1 0
 
Corrective and Elective Work Order Reduction Number of Open Corrective Work Orders 20      19 15 9
10                8 5
5                                                      3 1
0 0
4Q08      1Q09    2Q09      3Q09      4Q09      1Q10  current Number of Open Elective Work Orders 900 800 700 600 500                                                                                 Industry 400 300 Top 200 100 Decile 0
1Q09  2Q09      3Q09        4Q09      1Q10    current 14
 
2009/10 Online Work Management Improvements 00                                                            900 830 95               95 95 94 800 90 700 84 84 1Q08 Schedule Data 600              3Q09 Schedule Data 80                                                                              Current Schedule Data WO Number 500 455                            2010 Schedule Goals 383      400              4Q08 WO Data 70                        350 70    69 WO Data -3Q09 300              WO Data -Current 2010 WO Goal 200 60 100 50                                                            0 Schedule              Schedule            Corrective Stability            Adherence        /Elective WOs 15
 
Operational Excellence - Gaps to Excellence
* Ops Field Performance
* Field Operator formality
* Equipment clearances and plant status control
* Plant Component Labeling
* Operations-Led Station
* Insistence on higher standards
* Demand for improved T-12 to T-0 scope stability
* Intolerance of equipment issues 16
 
17 Generation Reliability Update Charlie Trezise Site Engineering Director 18
 
Generation Reliability - Making Sure our Plants Are in Top Working Order and Refueling Outages Are Well Executed.
Generation Reliability - Accomplishments Equipment Improvements U2 Feedwater Heaters               Façade Freeze U2 Gen Output Breaker               Turbine Hall Sump Alarms Service Water Pumps                Component Cooling Water Pumps D-305 Battery Replacement          PPCS Monitors Condenser Air Removal Loop Seal     Battery Room Ventilation U2 Main Transformer                 Main Steam Reheater Control Valve Water Treatment Microfiltration Performance Results
    - Red/yellow systems reduced from 36 to 16
    - Forced outage rate = 0% for both units
    - Equipment Reliability Index improved from 74 to 89%
Successive breaker-to-breaker runs for both units.
Unit 1 run of 472 days; Unit 2 run of 521 days Unit 2 run is a new station record.
19
 
Generation Reliability - Making Sure our Plants Are in Top Working Order and Refueling Outages Are Well Executed.
Materiel Condition/Equipment Vulnerabilities Jan 2009 End of 2009 Current  End of 2010 Actual    Actual                Goal Operator 234        86        57         50 Distractions Red /Yellow 36       17         16         13 Systems WO Backlog (EM)     811      444        383        350 ERI - Station    74.5        86        89         89 20
 
Number of Red and Yellow Systems 40 35 30 25 20 15 10 5
0 4Q08 1Q09  2Q09  3Q09  4Q09 1Q10*
Number of Red    17    8    4      5   2    2 Systems Number of Yellow  19  18    22    21  15   14 Systems 21
 
PBNP Equipment Reliability Index (an industry standard indicator) 00 95 90 85 80 75 70 65 60 55 50 10/08 11/08 12/08 1/09 2/09 3/09 4/09  5/09  6/09  7/09  8/09 9/09 10/09 11/09 12/09 1/10 2/10 3/10 4/10 Unit 1     Unit 2    Site 22
 
Generation Reliability - Gaps to Excellence Continued focus on equipment improvements:
* Auxiliary Feedwater and Alternate Source Term upgrades
* Electrical System health
* Underground cables
* Operable but non-conforming or degraded components We will never be satisfied!
An excellent station requires excellent materiel condition.
An excellent station requires excellent materiel condition.
24Open Operable But Degraded or Non-Conforming Conditions 25 20 16 37 17 13 13 55 0 10 20 30 40 50 60 2007 2008 2009CurrentUnit 1Unit 2 25 Point BeachChlorination System UpgradesJamie PierceSeptember 2010Resolve P-116 Boric Acid LeaksBoyd BeltzJune 2010Battery Room VentilationClay HillMay 2010Service Water Pump ReliabilityTom VehecJune 2010Charging Pump ReliabilityJerry Scheinoha June 2010Improve SW Flow MeasurementDan WeberJuly 2010Water Treatment UpgradeJamie PierceJuly 2010Recorder Upgrades John SchmoldtSeptember 2010Resolve Capacitor BankBarry GustafsonDecember 2010Underground Cables Aaric Mitchell                                 December 2010 1 2 3 4 5 6 7 8 9 10 IssueOwner Completion Date 26 Organizational Effectiveness Organizational Effectiveness Update Larry Meyer Site Vice President Brad Castiglia Performance Improvement Manager 27 Organizational Effectiveness Organizational Effectiveness  
23
--Accomplishments Accomplishments*Stable engaged leadership team; va cancies filled by succession plan candidates-Strong field and training presence-HU error rates cut in half; site clock resets discretionary to avoid complacency*Revitalized Safety Culture team; strong detection systems expanded beyond priority departments*Work Life Balance initiatives; implemented Plant Day Off*Sustaining Improvement in CAPOrganizational Effectiveness -Engaged Leaders and Supervisors, Engaged Employees and Strong Teamwork.
 
28 Sustaining Improvement in CAP Sustaining Improvement in CAP*Continuing focus on causal analysis and action closure quality*Continuing CAP inventory reduction*Continuing to strengthen feedback to initiators*Benchmarking industry excellence*Developing cause evaluation requalification training*Improving trending capabilities 29 Organizational Excellence CAP Improvements 46 165 74 1120 85 1 90 84 92 0120 90 92 0 1835 720797 550 0 25 50 75 100 125 150 175Overdue (per month)Average Age of CorrectiveActions (days)Causal QualityOpen Corrective Actions 0 200 400 600 800 1000 1200 1400 1600 1800 200008 Low Point4Q084Q09Current (4/30/2010)Goal 30 4/28/10 The bar is raised to sustain improvements 12/16/09 Performance dramatically improved 9/10/08 Many improvements needed CAP Measures of Success CAP Measures of Success 31 Organizational Effectiveness Organizational Effectiveness  
Open Operable But Degraded or Non-Conforming Conditions 60  55 50 37 40 30                25 20 17                      16 20                                      13           13 10 0
--Gaps to Excellence Gaps to Excellence*Potential for Complacency*Lateral Integration at the Supervisor Level to achieve breakthrough*Low Value Work Reduction -Energy-Traction 32 Organizational Effectiveness Organizational Effectiveness
2007         2008             2009      Current Unit 1 Unit 2 24
--Gaps to Excellence Gaps to Excellence Low Value Work Reduction Low Value Work ReductionLeveraging the work force will increase the number of LVWR ideas and decrease the am ount of time we take to act upon the ideas.
 
Unit# of AR's Ori ginatedAR's ClosedAvg Age of Closed AR's PBN134111128Fleet Best20613645 CLOSING REMARKS CLOSING REMARKS Larry Meyer Site Vice President 33 34 Our Fleet is on the path to excellence 35 Closing Remarks*We continue to do what we said we were going to do*We have confidence that our actions are  
Issue                                Owner            Completion Date Chlorination System Upgrades    Jamie Pierce    September 2010 Resolve P-116 Boric Acid Leaks  Boyd Beltz      June 2010 Battery Room Ventilation        Clay Hill      May 2010 Service Water Pump Reliability  Tom Vehec      June 2010 Charging Pump Reliability      Jerry Scheinoha June 2010 Improve SW Flow Measurement    Dan Weber      July 2010 Water Treatment Upgrade        Jamie Pierce    July 2010 Recorder Upgrades               John Schmoldt  September 2010 Resolve Capacitor Bank          Barry Gustafson December 2010 Underground Cables             Aaric Mitchell December 2010 25
 
Organizational Effectiveness Update Larry Meyer Site Vice President Brad Castiglia Performance Improvement Manager 26
 
Organizational Effectiveness - Engaged Leaders and Supervisors, Engaged Employees and Strong Teamwork.
Organizational Effectiveness - Accomplishments
* Stable engaged leadership team; vacancies filled by succession plan candidates
      - Strong field and training presence
      - HU error rates cut in half; site clock resets discretionary to avoid complacency
* Revitalized Safety Culture team; strong detection systems expanded beyond priority departments
* Work Life Balance initiatives; implemented Plant Day Off
* Sustaining Improvement in CAP 27
 
Sustaining Improvement in CAP
* Continuing focus on causal analysis and action closure quality
* Continuing CAP inventory reduction
* Continuing to strengthen feedback to initiators
* Benchmarking industry excellence
* Developing cause evaluation requalification training
* Improving trending capabilities 28
 
Organizational Excellence CAP Improvements 2000 75 165                                               1835 1800 50 1600 25                          120        120                                                      1400 1200 00 90                     92 92 90 84              85                                          1000 74                                797 75 720              800 550    600 50 46 400 25 200 0
1    1      0 0                                                                                               0 Overdue (per month) Average Age of Corrective    Causal Quality        Open Corrective Actions Actions (days) 08 Low Point    4Q08  4Q09  Current (4/30/2010) Goal 29
 
CAP Measures of Success 4/28/10 The bar is raised to sustain 9/10/08                              improvements Many mprovements needed 12/16/09 Performance dramatically improved 30
 
Organizational Effectiveness - Gaps to Excellence
* Potential for Complacency
* Lateral Integration at the Supervisor Level to achieve breakthrough
* Low Value Work Reduction
      - Energy
      - Traction 31
 
Low Value Work Reduction Unit        # of AR's      AR's    Avg Age of Originated    Closed  Closed AR's PBN            134          111        128 Fleet Best        206          136        45 Leveraging the work force will increase the number of LVWR ideas and decrease the amount of time we take to act upon the ideas.
32
 
CLOSING REMARKS Larry Meyer Site Vice President 33
 
Our Fleet is on the path to excellence 34
 
Closing Remarks We continue to do         THIS IS OUR MODEL FOR ACHIEVING EXCELLENCE what we said we were going to do We have confidence that our actions are effective and sustainable:
* Drivers are understood
* Core values and principles in place
* Breakthrough goals will drive us to    9 excellence 35
 
Breakthrough Goals Metrics that Quantify 2010 PBNP Breakthrough Goals Breakthrough Status Scope Stability Achieve breakthrough in lateral        (13 week average) 1  integration by improving Work Management                          Schedule Adherence (13 week average)
Ensure right picture of excellence  Average Industry 2
exists in key areas                  Interaction Index Employee Participation Engage the workforce to achieve            in LVWR 3  breakthrough in Low Value Work Reduction
                                        > 10,000 hours saved 36
 
Right Picture of Excellence 1st Quarter 2010 Industry Interaction Index
* More that 40 250                                                          benchmarking 200                                                          events 150                                U2
* Almost 2/3 of the 100 Indicator                  outage                      activities were by adopted 2Q09                                                  supervisors and 50 individual 0                                                          contributors 1Q09      2Q09    3Q09      4Q09    1Q10 Measures number of PBNP interactions with the nuclear industry: formal and informal benchmarking, INPO interactions, significant regulatory interface, users group meetings, etc.
37
 
Executive Perspective on Gaps 38


effective and sustainable:*Drivers are understood*Core values and principles in place*Breakthrough goals will drive us to excellence THIS IS OUR MODEL FOR ACHIEVING EXCELLENCETHIS IS OUR MODEL FOR ACHIEVING EXCELLENCE 9
QUESTIONS 39}}
36 Breakthrough Goals Breakthrough GoalsMetrics that Quantify Breakthrough StatusScope Stability(13 week average)Schedule Adherence(13 week average) 2Ensure right picture of excellence exists in key areasAverage Industry Interaction IndexEmployee Participation in LVWR> 10,000 hours savedEngage the workforce to achieve breakthrough in Low Value Work Reduction 32010 PBNP Breakthrough GoalsAchieve breakthrough in lateral integration by improving Work Management 1
37 Measures number of PBNP interactions with the nuclear industry: formal and informal benchmarking, INPO interactions, significant regulatoryinterface, users group meetings, etc.Industry Interaction Index 0 501001502002501Q092Q093Q094Q091Q10 Right Picture of ExcellenceIndicator adopted 2Q09U2 outage 1 st Quarter 2010*More th at 40 benc hmarking events*Almost 2/3 of t h e activit ies were by supervisors and individual contributors 38 Executive Perspective on Gaps Executive Perspective on Gaps QUESTIONS QUESTIONS 39}}

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5/18/2010 Point Beach Public Meeting Slides
ML101380210
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Text

Public Meeting with NRC Region III May 18, 2010

Meeting with NRC Region III Agenda Introduction/ General Comments Larry Meyer Operational Excellence Boyd Beltz Update Generation Reliability Charlie Trezise Update Organizational Effectiveness Larry Meyer Update Brad Castiglia Closing Remarks Larry Meyer Questions/Discussion 2

Introduction and General Comments Larry Meyer Site Vice President 3

4 5

6 PointPoint Beach Excellence Beach Recovery Equipment OPS Functional Operational Emergency Safety Reliability Project Area Preparedness Focus Management and Improvements Planning Human Training for EPU Maintenance Performance Performance Work Functional Area Improvement Engineering Mgr. Budget Management Improvements Functional Area Accountability Lateral Supv Improvements Integration Effectiveness Chemistry Rad Protection Outage Planning and Functional Area Functional Area Work Force Execution Improvements Improvements Involvement Performance Improvement Succession Configuration Planning and Management Development Work Life Balance License Renewal Implementation 7

Introduction and General Comments Breaking Through in 2010 with Employee Involvement, Teamwork, Accountability, and a Passion for Excellence.

ath forward on our journey to excellence:

  • Work Management / Lateral Integration
  • Outage Preparations / EPU Integration
  • Use of Training to Improve Performance
  • Organizational Effectiveness
  • Equipment Reliability

8

Sustainability Performance F

RT M

  • Solid Values &
  • Expectations Beliefs
  • Indicators
  • Training
  • Solid Tools
  • Assessments
  • Accountability
  • Effective Leadership
  • Oversight Time 9

Breaking Through to Excellence Measure of Success THEN (2008) NOW Organizational Effectiveness Causal quality - 74 92 Corrective Action Program Overdue - 46 0 Health Index - 52 78 (more challenging criteria) 6000 outage Documented Job Observations (per month) 140 800 non-outage Industry Index 89 97 Leadership Vacancies 15 0 Site HU Event Rate 0.036 0.007 Operational Focus Operator Aggregate Distractions 240 57 Open Operability Issues (both Units) 90 29 Scope Stability - 69 94 Work Management (%)

Schedule Adherence - 65 95 Non-outage Elective Maintenance (Station) 881 383 Generation Reliability Forced Outage Rate (Station) 22.8 0 Unit 1 - 57 Unit 1 - 85 Equipment Reliability Index Unit 2 - 68 Unit 2 - 94 Corrective Maintenance (Station) 36 0 10

Operational Excellence Update Boyd Beltz Assistant Operations Manager 11

Operational Excellence - Accomplishments

  • Conservative Decision Making
  • Continued consistent conservative decision making
  • Implemented additional controls on protected equipment
  • Invested additional time in spring outage shutdown and startup to reduce dose and improve chemistry
  • Dose improvements for GS-191
  • No chemistry holds or CEI point reduction
  • Solid Operational Performance
  • Completed two refuel outages with solid Operations performance in maneuvering the plant
  • Work Management and Operational Focus
  • Improved Work Management schedule adherence with a focus on completing priority work
  • Corrective Maintenance backlog reduced from 30 to 0
  • Elective Maintenance backlog reduced from 800 to 383
  • Operator distractions reduced from 234 to 57 Operational Excellence - Sound Operating Fundamentals With a Focus on Reactor Safety.

12

13 Fe 0 50 100 150 200 250 b-M 09 ar

-0 Ap 9 r-0 M 9 ay

-0 Ju 9 n-09 Ju l-0 Au 9 g-Se 0 9 p-0 Total Burden Items O 9 ct

-0 No 9 v-De 0 9 c-Forecast 0 Operations Focus Indicator Ja 9 n-Fe 10 b-Goal M 10 ar

-1 Ap 0 r-1 0

Corrective and Elective Work Order Reduction Number of Open Corrective Work Orders 20 19 15 9

10 8 5

5 3 1

0 0

4Q08 1Q09 2Q09 3Q09 4Q09 1Q10 current Number of Open Elective Work Orders 900 800 700 600 500 Industry 400 300 Top 200 100 Decile 0

1Q09 2Q09 3Q09 4Q09 1Q10 current 14

2009/10 Online Work Management Improvements 00 900 830 95 95 95 94 800 90 700 84 84 1Q08 Schedule Data 600 3Q09 Schedule Data 80 Current Schedule Data WO Number 500 455 2010 Schedule Goals 383 400 4Q08 WO Data 70 350 70 69 WO Data -3Q09 300 WO Data -Current 2010 WO Goal 200 60 100 50 0 Schedule Schedule Corrective Stability Adherence /Elective WOs 15

Operational Excellence - Gaps to Excellence

  • Ops Field Performance
  • Field Operator formality
  • Equipment clearances and plant status control
  • Plant Component Labeling
  • Operations-Led Station
  • Insistence on higher standards
  • Demand for improved T-12 to T-0 scope stability
  • Intolerance of equipment issues 16

17 Generation Reliability Update Charlie Trezise Site Engineering Director 18

Generation Reliability - Making Sure our Plants Are in Top Working Order and Refueling Outages Are Well Executed.

Generation Reliability - Accomplishments Equipment Improvements U2 Feedwater Heaters Façade Freeze U2 Gen Output Breaker Turbine Hall Sump Alarms Service Water Pumps Component Cooling Water Pumps D-305 Battery Replacement PPCS Monitors Condenser Air Removal Loop Seal Battery Room Ventilation U2 Main Transformer Main Steam Reheater Control Valve Water Treatment Microfiltration Performance Results

- Red/yellow systems reduced from 36 to 16

- Forced outage rate = 0% for both units

- Equipment Reliability Index improved from 74 to 89%

Successive breaker-to-breaker runs for both units.

Unit 1 run of 472 days; Unit 2 run of 521 days Unit 2 run is a new station record.

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Generation Reliability - Making Sure our Plants Are in Top Working Order and Refueling Outages Are Well Executed.

Materiel Condition/Equipment Vulnerabilities Jan 2009 End of 2009 Current End of 2010 Actual Actual Goal Operator 234 86 57 50 Distractions Red /Yellow 36 17 16 13 Systems WO Backlog (EM) 811 444 383 350 ERI - Station 74.5 86 89 89 20

Number of Red and Yellow Systems 40 35 30 25 20 15 10 5

0 4Q08 1Q09 2Q09 3Q09 4Q09 1Q10*

Number of Red 17 8 4 5 2 2 Systems Number of Yellow 19 18 22 21 15 14 Systems 21

PBNP Equipment Reliability Index (an industry standard indicator) 00 95 90 85 80 75 70 65 60 55 50 10/08 11/08 12/08 1/09 2/09 3/09 4/09 5/09 6/09 7/09 8/09 9/09 10/09 11/09 12/09 1/10 2/10 3/10 4/10 Unit 1 Unit 2 Site 22

Generation Reliability - Gaps to Excellence Continued focus on equipment improvements:

  • Electrical System health
  • Underground cables
  • Operable but non-conforming or degraded components We will never be satisfied!

An excellent station requires excellent materiel condition.

23

Open Operable But Degraded or Non-Conforming Conditions 60 55 50 37 40 30 25 20 17 16 20 13 13 10 0

2007 2008 2009 Current Unit 1 Unit 2 24

Issue Owner Completion Date Chlorination System Upgrades Jamie Pierce September 2010 Resolve P-116 Boric Acid Leaks Boyd Beltz June 2010 Battery Room Ventilation Clay Hill May 2010 Service Water Pump Reliability Tom Vehec June 2010 Charging Pump Reliability Jerry Scheinoha June 2010 Improve SW Flow Measurement Dan Weber July 2010 Water Treatment Upgrade Jamie Pierce July 2010 Recorder Upgrades John Schmoldt September 2010 Resolve Capacitor Bank Barry Gustafson December 2010 Underground Cables Aaric Mitchell December 2010 25

Organizational Effectiveness Update Larry Meyer Site Vice President Brad Castiglia Performance Improvement Manager 26

Organizational Effectiveness - Engaged Leaders and Supervisors, Engaged Employees and Strong Teamwork.

Organizational Effectiveness - Accomplishments

  • Stable engaged leadership team; vacancies filled by succession plan candidates

- Strong field and training presence

- HU error rates cut in half; site clock resets discretionary to avoid complacency

  • Revitalized Safety Culture team; strong detection systems expanded beyond priority departments
  • Work Life Balance initiatives; implemented Plant Day Off
  • Sustaining Improvement in CAP 27

Sustaining Improvement in CAP

  • Continuing focus on causal analysis and action closure quality
  • Continuing CAP inventory reduction
  • Continuing to strengthen feedback to initiators
  • Benchmarking industry excellence
  • Developing cause evaluation requalification training
  • Improving trending capabilities 28

Organizational Excellence CAP Improvements 2000 75 165 1835 1800 50 1600 25 120 120 1400 1200 00 90 92 92 90 84 85 1000 74 797 75 720 800 550 600 50 46 400 25 200 0

1 1 0 0 0 Overdue (per month) Average Age of Corrective Causal Quality Open Corrective Actions Actions (days) 08 Low Point 4Q08 4Q09 Current (4/30/2010) Goal 29

CAP Measures of Success 4/28/10 The bar is raised to sustain 9/10/08 improvements Many mprovements needed 12/16/09 Performance dramatically improved 30

Organizational Effectiveness - Gaps to Excellence

  • Potential for Complacency
  • Lateral Integration at the Supervisor Level to achieve breakthrough
  • Low Value Work Reduction

- Energy

- Traction 31

Low Value Work Reduction Unit # of AR's AR's Avg Age of Originated Closed Closed AR's PBN 134 111 128 Fleet Best 206 136 45 Leveraging the work force will increase the number of LVWR ideas and decrease the amount of time we take to act upon the ideas.

32

CLOSING REMARKS Larry Meyer Site Vice President 33

Our Fleet is on the path to excellence 34

Closing Remarks We continue to do THIS IS OUR MODEL FOR ACHIEVING EXCELLENCE what we said we were going to do We have confidence that our actions are effective and sustainable:

  • Drivers are understood
  • Core values and principles in place
  • Breakthrough goals will drive us to 9 excellence 35

Breakthrough Goals Metrics that Quantify 2010 PBNP Breakthrough Goals Breakthrough Status Scope Stability Achieve breakthrough in lateral (13 week average) 1 integration by improving Work Management Schedule Adherence (13 week average)

Ensure right picture of excellence Average Industry 2

exists in key areas Interaction Index Employee Participation Engage the workforce to achieve in LVWR 3 breakthrough in Low Value Work Reduction

> 10,000 hours0 days <br />0 hours <br />0 weeks <br />0 months <br /> saved 36

Right Picture of Excellence 1st Quarter 2010 Industry Interaction Index

  • More that 40 250 benchmarking 200 events 150 U2
  • Almost 2/3 of the 100 Indicator outage activities were by adopted 2Q09 supervisors and 50 individual 0 contributors 1Q09 2Q09 3Q09 4Q09 1Q10 Measures number of PBNP interactions with the nuclear industry: formal and informal benchmarking, INPO interactions, significant regulatory interface, users group meetings, etc.

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Executive Perspective on Gaps 38

QUESTIONS 39

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