Performing an “ Advanced ” Shutdown: Taking it to the Next Level

1. Performing an “Advanced” Shutdown: Taking it to the Next Level Dan Sawyer Outage Manager – Ontario Power Generation

2. 881 Mw (Net) 2650 Mw(th) • 15% of Ontario’s Supply • 2700 Full-time Staff • Common Structure • 3 Year Outage Cycles • 55-60 Day Duration • $80 M Budget • 1% FLR • >10 M Man-hrs since last LTA D4 1993 D4 1993 D4 1993 D2 1990 D2 1990 D3 1993 D3 1993 D3 1993 D1 1992 D1 1992 D1 1992

3. On Complexity…… Dealing with complexity is an inefficient and unnecessary waste of time, attention and mental energy. There is never any justification for things being complex when they could be simple. Edward de Bono

4. Overlap Makes it Even More Complex……….

5. Project Management Components

6. Project Management 101 ‘What Isn’t Measured Isn’t Controlled’ ‘Just Because You’re Measuring Something Doesn’t Mean You’re Managing It’

7. 10 TRUTHS FOR CRITICAL PATH MANAGEMENT • Time is our enemy and he never rests or goes on vacation • Bad things happen ……….. so better be prepared • Time travel machines do not exist • Never take a hit now if you can defer it to later • Hide the fat • It’s riskier to bring a project ahead than have it run late • Don’t believe everything you’re told • Control the bow wave before it washes out your outage • If you haven’t got time to do it right, when will you find time to do it over? • The die is cast by Day 6

9. When Bad Things Happen Risk Management Process • Minimize impact of discovery work on: • safety and • outage schedule

10. Basic Principles • Anticipate problems: • Unfavourable results from: • 1st time projects • Inspections & tests • Infrequently performed work • Critical system components • Known problem areas • Plan for “what if” scenarios

11. Advance Decision Making Matrix

12. Strategies for Managing Risk • Avoidance • De-scope • Modifying the activity • Additional resources • Adding time to the schedule Reduction • Add redundancy • Order spare parts • Outsourcing • Additional oversight Acceptance

13. Risk Assessment • Risk = Probability x Consequences • Assess each “what if” scenario against a risk matrix • Determine the level of contingency planning required

14. Risk Response Development

15. Use Challenge Reviews • Purpose: Challenge and test readiness of each department to execute outage within targets • Objective: • Awareness of scope, schedule and targets • Confirm parts and equipment adequate • Understand what could go wrong and contingencies in-place to handle them

16. Schedule Contingency • Management Reserve concept • Have contingency for crushing the bow wave • Front end load risky activities

18. Rapid Trending • Goal: Early identification & addressing adverse safety conditions • or trends • 22 areas monitored • (ex. Ergonomics, Falling Objects, Hand Safety & Hearing Protection) • Daily field observations rate areas as ‘safe’ or ‘at risk’ • During outage, analyzed for emerging adverse trends • As areas fall below targets ‘adverse’ conditions are reported to Management and corrective actions taken.

19. Rapid Trending

20. Outage Control Center

21. Outage Control Center (OCC) Resolve Emergent Issues / Barriers Look Ahead Monitor Critical Path & 6 Shift Overview Provide Direction & Priority Status Progress Communication Center Facilitate Decision Making Optimize Coordination & Handoffs

22. 30 Minute Rule • Employees are to elevate work delays • Every employee should resolve problems themselves but when unable within 30 minutes their line supervisor is contacted • Supervisor immediately resolves problem or contacts the Outage Control Center • For critical path work, OCC representative is contacted immediately • 1 Hour Rule • Employees must know who has the next activity in the work sequence. • FLM of the work group to be contacted at least one hour before task will be finished • For critical path work, the OCC and the work group with the next activity "must" be contacted one hour before task is finished.

23. Outage Control Center

24. Getting Better Corrective Action Program • Ensures deficiencies that adversely impact plant operations, personnel safety, environment or equipment reliability, are promptly identified and corrected • Includes non-conformances, weaknesses with a process, document, or service • Captures information at all levels • Record cannot be deleted

26. Corrective Action Plans • Allows learning from mistakes • Prevents repeat occurrences by • Evaluating the problem to determine root cause • Identifying the solution and actions required • Evaluating the effectiveness of corrective action taken

27. Trending

28. Trending for Outages

29. Best Practices • Information Sharing • Independent Nuclear Power Operators (INPO) • est. 1979 • World Association of Nuclear Operators (WANO) • est. 1989 • CANDU Owners Group (COG) • est. 1984

30. Best Practices • Technical Information Exchange • Professional and Technical Development • Audits • Operating Experience

31. March 11, 2011 • The Fukushima nuclear facilities were damaged in a magnitude 8.9 earthquake centered offshore of the Sendai region, which contains the capital Tokyo. • Plant designed for magnitude 8.2 earthquake. An 8.9 magnitude quake is 7 times in greater in magnitude. • Serious secondary effects followed including a significant tsunami, significant aftershocks and a major fire at a fossil fuel installation.

32. Fukushima Daiichi Unit 1

33. Hydrogen Detonation at Unit 1 Refuel Floor Reactor Building

34. OPG Nuclear Powering our future with operational and project excellence Fukushima Event: O.P.G. Response Synopsis “SAMG”

37. dan.sawyer@opg.com