MANAGEMENT SYSTEM MANUAL

Transcription

1 Usage Classification: 1 of 32 Prepared/Revised by Verified by Approved by S. Brissette Manager Special Projects, Management System Department R. Fisher Chief Nuclear Officer and Executive Vice President, Production Date 08AUG2008 Date Date Requires CNSC Approval Prior to Issuance CNSC Approval Date: D. Hawthorne President and Chief Executive Officer CNSC Correspondence Reference NK21-CORR NK29-CORR Current Revision Summary No Rev Bars Used!! Complete rewrite. Significant enhancements as a result of work undertaken in 2007 to benchmark best practice in managed systems and recommend enhancements to the Management System (BPMS). The approved reference organization and document hierarchy, description of processes and list of applicable laws and regulations have been eliminated from this document. Sheets associated with this document contain this information and will be maintained separately.

2 2 of 32 Usage Classification Message from the Chief Executive Officer In 2001 we created - a private enterprise and a nuclear operating company - we took on the large task of transforming our business into a commercially focused organization engaged in the pursuit of operational excellence. The development and implementation of the Management System was an important part of our success. Not only is having a defined management system an essential regulatory requirement, it is the leadership document that defines how all aspects of our business fit together and drive us towards operational excellence. Top performance is not automatic and it is not self-sustaining. It is achieved through: Management leadership and vision. The involvement of the workforce. A commitment to stretch goals and continuous improvement. The rigorous definition, reinforcement and execution of fundamental behaviors on a daily basis. The implementation of and adherence to a standard administrative architecture of policies, programs and procedures based on best practices. Close engagement and oversight by management. uses this proven management model in achieving excellence. Our model describes our vision, values, key results areas, policies, programs and procedures. It defines how we execute, how we manage performance, and how we assess results. 's size and scale give us great advantages for operational and commercial excellence, industry leadership, process improvement and innovation. This model describes how we plan for and execute consistently high quality results. This book is a summary description of how we conduct our business. Do not file it away -- use it so that we achieve our vision of being the best nuclear operator worldwide! Duncan Hawthorne President and Chief Executive Officer Our Vision: Canada s Most Dynamic and Innovative Team

3 Usage Classification: 3 of 32 TABLE OF CONTENTS Page 1.0 OVERVIEW OF THE BRUCE POWER AGEMENT SYSTEM How the BPMS Works Governance, Oversight, Support and Perform (GOSP) Model of Accountability How the BPMS is Used The BPMS Leadership Principles How the BPMS is Structured Key Stakeholders of the BPMS How the BPMS is Maintained and Updated STRATEGIC DIRECTION Vision Mission Values and Behaviours Standards and Expectations Key Result Areas POLICY, PROGRAM AND PROCESS CONTROLS Clear Program Ownership Document Hierarchy Controlled and Defined Metrics Business Health Reviews Peer Groups Process Improvement Initiatives Executive Ownership PROCESS AGEMENT How Work Gets Done at The Governing Document Structure: BUSINESS PLANNING AND MONITORING FOR RESULTS Business Plans Performance Monitoring Management Meetings Benchmarking Assessments LEADERSHIP COMPETENCIES AND ORGANIZATIONAL ACCOUNTABILITY Leadership Competencies Corporate Structure Role and Structure of Board Role and Structure of the Executive Team Role and Responsibilities of the President and Chief Executive Officer (CEO) Role and Responsibilities of the Direct Reports to the President and CEO The Hierarchy of Organizational Units Within...31

4 4 of 32 Usage Classification 1.0 OVERVIEW OF THE BRUCE POWER AGEMENT SYSTEM The Management System (BPMS) represents the integrated management system uses to establish and deliver results in a controlled and sustainable manner. The Management System (BPMS) defines the overall corporate governance or business framework that is employed by the Management Team to establish and deliver required business results in a sustainable manner. It encompasses a set of leadership principles and establishes the planned and systematic pattern of actions that are essential to managing the business, delivering the expected results, and satisfying the applicable regulatory licensing requirements. See Figure 1 below for an illustration. Note the list of Policies and Programs is found in SHEET 0001, Policy and Program Matrix. Results for Stakeholders Vision Canada s most dynamic and innovative team Mission Values Standards Expectations Safety Performance Operational Performance Commercial Performance Human Capital (Site Events) (WANO NPI) (Cost/MWhr) (Staffing & Qualification) Policy Name Program Name Nuclear Power Plant Management (N286) Management System External License Requirements Environmental Safety Management (ISO14001) Pressure Boundary QA (N285) Fire Safety Management (N293) Business Management Business Management MSM Management Shareholders Regulators Policy, Program, and Process Control Process Hierarchy Management Leadership Worker Staffing Worker Training & Qualification Worker Health & Safety Services People Management Worker Development & Performance Mgmt Worker/Labour Relations 02.XX Compensation & Benefits 02.XX Employee Communications 02.XX Document Management Technology Site Support Management Property Management Site Services Management Bruce General Ops 03.XX Financial Resource Management Financial Reporting & Internal Control Policies Policies Programs Operating Experience Supply Chain Supply Chain Performance Monitoring, Assessment & Reporting Corrective Action Regulatory/ Licensing License Acquisition Amendments & Renewal Environmental Management 06.XX Regulatory Communication Power Marketing Electricity Revenue Management Emergency Measures Emergency Management Nuclear Security Stakeholder Interaction 09.XX Corporate Strategy Long term Corporate Planning 09.XX Plant Design Plant Design Basis Management Plant Reliability Integration Inage Work Management Plant Monitoring Outage Work Management Plant Maintenance Execution Conduct of Plant Operations Business Planning and Monitoring for Results Employees Public Plant Operations Plant Chemistry Management Human Performance Mgmt Nuclear Fuel Management Legal Legal Services, Advice, & Requirements Projects Project Management Leadership Competencies and Organizational Accountability Figure 1 The Management System

5 Usage Classification: 5 of How the BPMS Works The BPMS is designed first and foremost for use as a leadership tool by the organization. It articulates the way we manage our business. The BPMS has also been chosen as a single integrated management system. The BPMS covers five major components, each described in more detail in this manual. These components are: 1. Strategic Direction. 2. Policy, Program and Process Controls. 3. Process Management. 4. Business Planning and Monitoring for Results. 5. Leadership Competencies and Organizational Accountability. The BPMS is allowed to evolve with time so competitive advantages are maintained. Our policies, programs, and procedures are continuously assessed to ensure corrective actions, benchmarked best practices, and all process innovations are captured. No single element of the BPMS operates independently. All parts of the management system are interconnected and interdependent and rest on a series of leadership principles. The objective of this description of the BPMS is to clarify and explain those interconnections. The BPMS is a combination of the culture and inter-related activities we use to direct and carry out our work. It includes the way we manage and support our people to enable them to deploy the processes established within the BPMS documentation so that business objectives are achieved safely and efficiently. The way we achieve our objectives is based on the integration of three basic concepts: Managers provide direction, resources, planning and support. Results are achieved by all of us performing our work safely and in conformance with the requirements defined within our documents. The effectiveness of our processes and work performance is assessed. Our management system describes how we establish and implement our performance objectives

6 6 of 32 Usage Classification has chosen to use its single integrated management system to satisfy certain safety, environmental and regulatory requirements such as CSA N286. will maintain the BPMS such that the portions of the Management System that satisfy these requirements are specifically identified to (1) explicitly demonstrate how the BPMS satisfies the requirement and (2) to ensure changes that impact these portions of the management system are controlled to assure ongoing compliance. Some elements of the BPMS are foundational; these are contained in. Where aspects describing the BPMS are impacted by changes in the business or the external environment, these are captured in Sheets associated with and can be revised without necessitating a revision to. These Sheets include: SHEET 0001, Policy and Program Matrix SHEET 0002, Approved Reference Chart (Department Manager above) SHEET 0003, List of Applicable Governing Acts, Regulations, Codes & Standards SHEET 0004, Program Summaries Clearly defined ownership and individual accountability is essential; the BPMS describes and reinforces this using a Governance Oversight Support Perform (GOSP) model of accountability. The GOSP model is outlined in Section 1.2. The leadership team collectively owns the BPMS. The team also exercises specific ownership and direction of the organization's vision, values and behaviors, and key results areas. operates as a private sector company within a competitive electricity market. As such, it has an obligation to shareholders for operating the company in a manner that promotes optimization and expansion in order to sustain the viability of the business while continuously enhancing shareholder value. also functions as a licensee of nuclear operating facilities within a highly regulated environment. Managing the business within this environment requires the creation of an all encompassing set of internal control arrangements inclusive of policies, programs and procedures. The purpose of this (MSM) is to define and document s overall management system. This system establishes the need for: Directors to govern the corporation by establishing and overseeing the corporate direction, structure and performance, while satisfying corporate due diligence requirements. Executive and Managers to manage the business by planning the company requirements, providing leadership direction and support to staff, and assessing the effectiveness of results achieved. Personnel to safely perform their work by conforming with documented business processes in support of operating the plant to achieve high standards of safety and commercial operation.

7 Usage Classification: 7 of 32 By design, the BPMS significantly contributes to the establishment of a safety culture that assures public/nuclear, environmental and worker safety. It also provides the necessary guidance for making risk-based decisions that satisfy the desired balance between safety, commercial and corporate reputation performance. In developing this management system, has taken into consideration the applicable statutory, regulatory and licensing requirements, and has taken advantage of relevant industry standards and best practices, such as the NEI Standard Nuclear Performance Model. These are identified in SHEET 0003 List of Applicable Governing Acts, Regulations, Codes and Standards. The BPMS embraces the need for ongoing assessment and continuous improvement of overall system effectiveness. The BPMS shall be used as the basis for all work performed, decisions made and successes achieved. 1.2 Governance, Oversight, Support and Perform (GOSP) Model of Accountability The Governance, Oversight, Support and Perform (GOSP) Model ensures each member of the organization clearly understand their role with and are accountable for their role. The GOSP principles ensure consistency through the implementation of the standardized policies, programs, processes, and industry best practices. All major programs responsibilities are distinguished between ownership of programmatic standards (governance and oversight) and execution (support and perform) Governance The accountability to establish the programmatic guidelines and performance expectations for a given function. Governance accountabilities include the ongoing assurance that the programs and processes are best practices and that they are implemented consistently throughout by all performing organizations Oversight The accountability to critically monitor, assess and evaluate the conduct of nuclear stations to ensure that programmatic standards and expectations are met. This includes the independent (of perform organization) analysis of trends, data or performance information that provides assurance that functional outcomes are achieved and policy boundaries are being respected Support The accountability to provide supplemental resources to organizations doing the execution of an agreed upon basis. The specifications for timing, content, and location, etc., are established by the Perform organization accountable for ultimately delivering the functional product.

8 8 of 32 Usage Classification Perform The single point accountability to execute and achieve outcomes for a given function/process in accordance with the defined methods and goals. This includes the accountability to develop plans, schedules, scope and detailed implementing procedures and to implement those plans to deliver the work products of the function. When other organizations perform support, the Perform organization remains accountable for ensuring overall results. 1.3 How the BPMS is Used The BPMS is used: By management in day-to-day operations to achieve results. In defining Governance, Oversight, Support and Perform (GOSP) accountabilities. In regularly scheduled self-assessments of performance against these standards. In business planning. In management and supervisory training. In the indoctrination of new employees. In the integration of newly acquired facilities or businesses into the Company. It is expected that managers be familiar with this manual, understand its importance, and demonstrate a commitment to the principles and requirements established by this manual. It is also expected that managers ensure their staff understand and comply with the business requirements relevant to them. 1.4 The BPMS Leadership Principles CSA N and second tier standards, Management System Requirements for Nuclear Power Plants, provides guidance regarding the planning, implementation and control of work. Our management system comprising of documents, processes, plans, schedules and activities shall address and incorporate the following principles: Expected results will be defined. Organizational responsibilities will be defined and understood. Personnel will be competent to perform their assigned work. Individuals will know what is expected of them. Work will be planned and controlled. Relevant experience will be shared, sought and used. Relevant information will be provided in time to the people who need it. The right materials, tools, documents and practices will be used. The preparation, distribution and use of documents will be controlled.

9 Usage Classification: 9 of 32 Work will be verified, where necessary, to confirm that it is correct. Those who verify work must not have carried out the work. Problems will be identified and resolved. Changes will be controlled. Records will be kept. Assessments will be performed. has evolved this series of management principles into the leadership principles below to better articulate how we will meet the intent of CSA N requirements in our pursuit of operational excellence. The leadership principles are as follows: will pursue top quartile performance results in all key area of performance through the development and execution of the system of policies, programs, and processes. The BPMS will be a comprehensive and robust suite of those policies, programs, and processes needed to achieve all operational performance objectives and to meet and comply with all applicable regulatory guidance and requirements. The BPMS shall define the ownership of each policy, program and process defined in support of comprehensive nuclear site operation using a model of understanding that clarifies the essential roles of governance, oversight, performance and support (GOSP). will execute a formal program of training and qualification to ensure personnel competence. The leadership team will engage in a rigorous routine of observation and monitoring in order to ensure standards and expectations are being met and, where examples of excellence or problems become apparent, will execute a protocol of performance management to reward and reinforce positive behaviours and performance and correct and apply consequence where inappropriate behaviours and adverse performance exists. will implement and maintain all requisite operational data and information and make it readily available to support efficient and effective operations - such retention mechanisms will include (but not be limited to ) IT support systems and databases, suites of formal documentation, and historical libraries and logs. will actively and consistently identify, assess, and upgrade daily operations and existing programs and processes with historical lessons learned and external operational experience.

10 10 of 32 Usage Classification The BPMS is built around two core processes - the work control process (including outage preparation and execution) and the business planning process - that ensure all work is identified, planned, scheduled, prepared for and executed per the guidance provided by core and supporting processes and programs. The organization will adhere to documented procedures that define all policies, programs, processes and technical operations. The BPMS sustains a robust suite of independent processes and programs designed to provide independent oversight and verification including the routines of quality verification, audit, assessment, and independent monitoring to help ensure the quality and accuracy of performance results. Performance will be constantly monitored, deficiencies will be identified, reported, and assessed in order to correct process and performance problems and address operational events. Problem analysis will be conducted to identify root causes and all significant contributing causes in order to more accurately define more effective corrective actions to prevent reoccurrence. The BPMS will include the processes required to formally initiate, review and approve all changes to its structure and guidance and will formally document same. The BPMS will ensure that historical records and data are formally retained in accordance with a defined retention table consistent with both operational needs and all regulatory requirements. The BPMS will include a systematic review of program and process effectiveness. The entire leadership team will embrace the BPMS as a strategic advantage and achieve desired performance results through the daily engagement of the total workforce and all key vendor partners Fundamental to achieving its business objectives is the need for leaders and staff to understand and thoughtfully apply these principles to all aspects of the business. It is expected that they be applied to not only the design of the business as a whole, but also to the functioning of individual organizations, to the design of individual business processes, and the specification of requirements for areas needing managerial oversight. This manual, together with the component of the integrated management system demonstrate adherence to these principles.

11 Usage Classification: 11 of How the BPMS is Structured The structure of the BPMS is designed to ensure the leadership team consistently delivers the expected results and satisfies key stakeholders such as the regulator, the public, shareholders and employees. There are five main aspects of the BPMS: Strategic Direction Policy, Program and Process Controls Process Management Business Planning and Monitoring for Results Leadership Competencies and Organization Accountability These aspects are described in Sections 2.0, 3.0, 4.0, 5.0, and Key Stakeholders of the BPMS The BPMS is designed first and foremost for use as a leadership tool by the organization. It articulates the way we manage our business. The BPMS also satisfies the needs of several other important stakeholders. Shareholders - which expect increasing shareholder value and excellence. The IESO and our Customers - which expect low cost, highly reliable production. The public and communities within which we operate - which expect reliable and safe operation, environmental stewardship and good corporate citizenship. employees - who contribute to and share in s success and whose training, development and participation will promote that success. Canadian Nuclear Safety Commission and other regulators - which expect safe operation. WANO, and the nuclear utility industry - which expect operational excellence and industry leadership. 1.7 How the BPMS is Maintained and Updated The BPMS is reviewed, assessed and revised once annually to the following timetable: Individual Program Owner Reviews per Business Health Process - January-February Executive Review of Business Health and Annual Review Terms of Reference - March-April Formal Review of BPMS (internal and external reviewers) - May-June Individual Program Owner Reviews and half-year Executive Review per Business Health Process - July-August

12 12 of 32 Usage Classification Identification of Business Plan initiatives required for BPMS enhancements - September-October Revision to BPMS, Publication and Distribution - November-December 2.0 STRATEGIC DIRECTION 2.1 Vision 2.2 Mission Our strategic direction is what we aspire to. Our strategic direction is articulated through: Vision, Mission, Values, Principles, Standards and Expectations. Our strategic direction is operationalized through the four Key Results Areas. These KRAs define performance expectations in each area. Plans are developed around the four KRAs. Canada s most dynamic and innovative team. is committed to providing safe, reliable, affordable and environmentally sound electricity. We will achieve this through living our values, which will condition every decision and action we take. We will leverage the skills and creativity of our team to achieve sustainable performance excellence. 2.3 Values and Behaviours has adopted the following values, and it expects that everyone associated with will live these values in the course of performing their work. People will make successful, and these values are expected to govern desired behaviours with regard to conduct, decision making, and relationships with each other. Safety First We acknowledge that nuclear, radiological, industrial and environmental safety is essential to our success and achieving our long-term goals. We will Accept responsibility for our own and each other s safety. Identify and correct identified safety concerns and do so with a sense of urgency. Ensure the intent of every recognized safety standard is achieved without shortcut. Programmatically identify high-risk evolutions and put in place robust barriers to prevent errors and events. Be diligent and detailed in our preparations for challenging evolutions.

13 Usage Classification: 13 of 32 Commercial Responsibility We will create and maintain a passion for Performance Excellence. We will: Be cost conscious in every business decision. Constantly target and achieve improved results in every key measure of business performance. Benchmark rigorously to understand levels of performance possibility and to identify best practices. Pursue highest standards of plant, process, and personal performance with a recognizable sense of urgency. Consider and balance the interests of shareholders, employees, and customers. Achieve optimal results on all investment decisions. Openness We recognize our responsibility to effectively communicate to the public, the regulator, shareholders, and each other. We will: Regularly communicate business plan objectives, actions, and progress. Inform employees of important events and information while respecting the need for commercial confidentiality. Identify problems and report them in a timely manner. Provide clear leadership, guidance, and expectations to the workforce. Constantly critique ourselves to identify lessons learned. Foster a culture for open two-way dialogue. Respect and Recognition We intend to achieve safety and commercial success through the exceptional efforts of our people. We will: Respect the professional and personal commitment made by every employee and contractor to. Recognize and reinforce great performance and proper behaviours. Recognize and address poor performance and improper behaviours.

14 14 of 32 Usage Classification Expect every employee and contractor to demonstrate strong team play. Accept that, as empowered adults, each of us is accountable for our own performance. Professional and Personal Integrity We believe in honouring ourselves, our business, and our personal commitments. We will: Fulfill our commitment to a complete day s work for a full day s pay. Conduct ourselves ethically and above reproach. Conduct ourselves in a manner that is fair to and its stakeholders. Constantly challenge ourselves to achieve higher levels of performance. Remain open to learning opportunities through oversight, assessment, feedback and coaching. 2.4 Standards and Expectations The basic goal of is to generate electricity - safely, reliably, affordably and in an environmentally sound manner. The framework described within this manual is aimed at achieving this. Our governing framework (management system) is not intended to constrain our activities, but to reflect that our business will always be conducted in a controlled manner. Conducting our business in a controlled manner means: Satisfying and contributing to the Corporate Goals and Objectives of. Meeting the requirements of the Power Reactor Operating License issued by the CNSC. Complying with the requirements of applicable Federal and Provincial Acts, regulations, licences, standards and codes. All staff is expected to implement and adhere to the requirements of the management system described in this document that are relevant to the work we do. All staff is also expected to comply with our Policies, Code of Conduct and any standards and expectations identified within our governing document structure. 2.5 Key Result Areas Safety Performance (Site Events) - To continually meet or exceed all statutory, regulatory, and licensing requirements pertaining to the safety of the public and the natural environment. Operational Performance (WANO NPI) - To continually satisfy or better all short-term and long-term production expectations, commitments, and obligations.

15 Usage Classification: 15 of 32 Commercial Performance (Cost/MWh) - To continually satisfy or better all short-term and long-term financial expectations, commitments and obligations. Human Capital (Staffing & Qualification) - To continually meet or exceed all short-term and long-term staffing and human capital effectiveness expectations, commitments, and obligations. 3.0 POLICY, PROGRAM AND PROCESS CONTROLS The Policy, Program, and Process Control portion of the BPMS ensures the effective implementation of our processes through effective controls. establishes standard management controls as required to define policies, programs, and processes that implement best practices, capture synergies, provide consistent performance measures, and produce expected results. Management controls are supported by implementation tools. Central to the effective implementation of our processes is effective controls. These controls include clear Program ownership, a Governing Document Structure, a set of controlled Metrics, and semi-annual Business Health Reviews of all of s Programs. These are described below. The overall management system is defined in this document and is supported by Clear Program Ownership A document hierarchy Controlled and defined metrics Business Health Review Process Peer groups Process improvement initiatives Executive ownership 3.1 Clear Program Ownership Program ownership and expectations are well defined and accountabilities are understood. uses a Governance, Oversight, Support, Perform (GOSP) model of accountability to clarify the expectation of program owners. All business processes must have a clearly defined owner. Business processes generally occur at the Program level and below. A Program Owner is defined as the lowest level of management which has full authority over the area. In most cases program owners are current leaders/managers. The Program Owner is the owner of the all documentation associated with the identified process. The program owner is responsible for implementation of program improvements. The performance of a given program must be considered in the context of the overall system of programs that support the company s vision for safe, reliable, and cost-effective operation. Program owners work together to optimize the overall system of processes, avoiding an isolated focus on only their own programs. Program owners are responsible for improvement planning to ensure processes are aligned to support business goals.

16 16 of 32 Usage Classification The Program owners coordinate the various functions and work activities at all levels of a process, regardless of the functional organizations involved. They have the resource control and job skills to evaluate overall process operation and to evaluate potential process or Program improvements. They design and manage the Program end-to-end so as to ensure optimal overall performance. Each Program Owner is responsible for planning, implementing and controlling their core business process in a manner consistent with the management principles and the need for continuous business improvement to ensure effectiveness, efficiency and compliance. This includes: Verifying that their process is mapped, measured, defined and documented in consideration of quality, quantity, timeliness, cost, safety, stakeholder, methodology and resource requirements, including relevant licensing and/or adopted industry requirements. Establishing, implementing and maintaining their process, including delegating to others any or all aspects thereof, while retaining overall programmatic Governance and Oversight accountability. Ensuring that the process/organizational interfaces and elements required to support their Program are established, in consultation with the Support and/or Perform organization(s). Ensuring that the resources (trained/qualified staff, information, facilities, material, tools, test equipment, special controls) required to support their Program are provided. Ensuring that the performance of their Program is adequately monitored, assessed (at least annually), reported and overseen, and that required corrective actions or desired enhancement opportunities are initiated and completed in a timely manner. 3.2 Document Hierarchy has a Governing Document Structure which establishes the hierarchy of standing instructions (e.g., MSM, policies, programs, procedures) and marching instructions (e.g., business plans, performance plans, project plans) that collectively define and document all requirements, standards, expectations, behaviours, approaches, etc., (i.e., Documenting the what, when, who, where, why and how). The document hierarchy is owned by the Manager, Management System Department. Sheet A contains the list of Policies and Programs. A Document Hierarchy tool reflects the structure of the governing document hierarchy as is maintained on the Intranet. 3.3 Controlled and Defined Metrics maintains a suite of controlled and defined metrics - all controlled metrics are maintained centrally and reviewed annually as part of the business planning process.

17 Usage Classification: 17 of 32 Program Metrics will: Be controlled through the performance indicator process. Have standard definitions and owners. Be controlled. Be used to measure the health of the program. Be a set of indicators that should appear on department business plans/goals. Note that other indicators may exist at lower levels for diagnostics, but that is at the discretion of the Manager. The metrics are owned by the Manager, Business Planning & Accountability. 3.4 Business Health Reviews conducts semi-annual Business Health Review - all program owners are required to report on the health of their processes twice per year and develop corrective action plans where program deficiencies are identified. The semi-annual review of all programs is lead by the Executive Vice Presidents. Each Program Owner evaluates the health of their program against a series of questions that can be broadly aligned to the Management Principles in CSA N286 categories. Program Owners present adverse trends, Lessons Learned, FASA and Audit findings. Each program area is assigned a Red, Yellow, White, Green health status and corrective actions identified where performance does not meet expectations. The Business Health Review process is owned by the Manager, Management System Department. 3.5 Peer Groups The purpose of the Peer Groups, within their respective areas of expertise, is to: Understand top quartile performance and analyze current performances to systematically close gaps to achieve and maintain top quartile status. Identify tactics and initiatives in support of strategic focus areas and business planning processes. Accomplish explicit goals and objectives aligned with business needs. Oversee Standardization by monitoring functional area performance and metrics; strive for continuous improvement and proactively drive change initiatives. Ensure appropriate lessons learned are communicated across the organization. Foster knowledge transfer and identification of industry best practices.

18 18 of 32 Usage Classification Facilitate the identification and common resolution of emerging issues between the sites. Encourage ownership of, and commitment to, required changes. The peer group is a process by which peers from key functional areas communicate frequently and meet periodically to collectively drive change to address operational and business plan goals. Key functional areas that impact core practices across several organizations are represented by peer groups that are accountable to executive sponsors for development of action plans and achieving results. Peer groups operate under a clear set of expectations, detailed action plans and milestone schedules, clearly defined deliverables, and agreed-on reporting formats. Peer group action plans are tied to business plan goals and objectives. Peer groups report periodically to executive management. All functional areas throughout encourage networking and communication to improve performance. 3.6 Process Improvement Initiatives Process improvement is critical to improved performance within. is committed to continuous process improvement in order to achieve our vision. Process improvement within is achieved by a combination of industry benchmarking, review of industry best practices, detailed gap analysis, self-assessment, teamwork and leadership. Process improvement is driven by senior management. 3.7 Executive Ownership The Chief Executive Officer owns the overall management system. The EVP Nuclear Oversight, through the Vice President Regulatory Oversight, owns the overall management control system and standardization throughout. Within the Nuclear Oversight Group, the Manager, Management System Department is responsible for: Coordinating the development of corporate policies, programs, processes and implementation tools and facilitating their publication and implementation. Controlling the document hierarchy within which corporate policies, programs, processes and implementation tools are organized. Providing programmatic governance and oversight for management of change as required by the license. Providing programmatic governance, oversight and support on Quality Assurance implementation and effectiveness.

19 Usage Classification: 19 of 32 The Corporate Functional Area Vice Presidents and Division Managers (Work Management, Supply Chain, Human Resources and Communications, Safety and Operations Support, Finance, etc.) are accountable to ensure Program Owners in their line meet the standards required for their respective Program area(s). The Manager, Corporate Risk and Oversight monitoring and assessing the effectiveness of the overall quality assurance program report to a management level such that the required authority and organizational freedom are provided. 4.0 PROCESS AGEMENT 4.1 How Work Gets Done at The process management portion of the management system represents how work gets done at. The BPMS contains a suite of policies, programs and processes needed to achieve all operational performance objectives and to meet and comply with all applicable standards, regulatory and other requirements. Our policies, programs and procedures are formally documented and aligned to ensure consistent and excellent performance. The Process Management portion of the Management System establishes a hierarchy of policies, programs and procedures needed to achieve all operational performance objectives and to meet and comply with all applicable regulatory guidance and requirements. Central to the effective implementation of our processes is well defined program attributes. (i.e., what work must be done and how. Also known as Work Breakdown Structure - WBS). The BPMS documents what the business is all about and how the business is to be organized and operated. The documentation supporting the BPMS comprises an ordered set of documents with varying levels of approval authority, scope of application and detail. Collectively, these documents define all the requirements, standards, expectations, behaviours and approaches that have been established by the leadership team. SHEET 0004 Program Summaries defines the purpose of each of the Program areas and outlines the high level processes that enable to meet the requirements of applicable standards including CSA N286, the needs of our stakeholders and our business objectives. Standard policies, programs and procedures are the key to sustainability of performance. These are approved by senior management as appropriate and implemented by line management with corporate support and oversight. They represent: The only effective way to manage a diverse organization to achieve excellence. The best way to improve organizational performance by facilitating interchange of resources and transfer of experience. A basis for performance assessments by senior management. A basis for oversight evaluations and self-assessment.

20 20 of 32 Usage Classification Design based on experience, expertise and the benchmarking of industry best practices. 4.2 The Governing Document Structure: The () represents the highest tier document in the governing document structure, and as such, it acts as an overall roadmap to understanding and using the lower tier documents. It establishes the essential policies and programs that enable the performance of all business activities. Documents that form part of a Program or Process are aligned to the next higher tier document that gives it authority, and the next lower tier (or sub-tier) document(s) that implements its requirements. The MSM implements all policy documents, referenced in, Sheet 0001, Policy and Program Matrix. In turn, each Policy governs or references implementing Program documents, which in turn reference implementing Procedures, each of which reference implementing lower sub-tier procedures. In this manner, all documents may be linked to the process(es) they support, providing a clearer picture of the required procedures and avoiding overlap and duplication. The appropriate management principles are expected to guide the content of all documents. All changes in the way work is performed must be managed. Such change management is governed by the management of change process and/or by following established procedures for controlling changes to work methods or practices, including the timely updating of associated documentation. All information and instructions must be kept accurate and up-to-date to ensure that the right work is done right. All legacy controlled documents existing at the time of issuance of this management system manual, will remain in effect, as per existing document change control requirements, until made obsolete or superseded by controlled documents prepared and approved in accordance with the document structure specified herein Policies Policies (generally identified in the form of BP-POLICY-XX) define where we are going. They establish philosophies and purpose, and define strategies. Policies are the vehicles used by the Chief Executive Officer and Executive Vice Presidents to communicate broad requirements and more specific expectations to be achieved by the organization. Policies are standard across. Supplementary to the Policies are the Operating Policies & Principles (BP-OPP-XXXXX) that have been established as subordinate requirements to the Bruce A and Bruce B Power Reactor Operating Licences, and the Central Maintenance & Laundry Facility Waste Nuclear Substance Licence. These documents define the operating boundaries within which the facility may be safely operated.

21 Usage Classification: 21 of Programs Programs (generally identified in the form of BP-PROG-XX.XX) define what the requirements are. They are specific to functional areas and establish measures for compliance. Programs are often driven by regulatory requirements. The program level constitutes the highest level processes within. Programs are standard across. Programs may also be referred to as processes. Processes represent a series of inter-linked activities that we do in order to achieve our performance objectives. In defining our processes we will clarify responsibilities, authorities and accountabilities so that we are consistent and understand what is expected of us. Programs define: The fundamental objective or business need satisfied by program/process. The constituent elements and functional requirements (e.g., relevant legal/regulatory requirements, adopted industry standards/best practices, specific deliverables). The implementing and interfacing approaches (e.g., procedures). The policy giving it authority and defining the requirements to be implemented. The key responsibilities associated with the subordinate processes/activities. The process map showing the component lower tier business processes Procedures Procedures (various document reference types generally identified in the form of BP-PROC-XXXXX, GRP-ORG-XX, DIV-ORG-XX): define how the work gets done. A procedure is a process that falls below the Program level in the document hierarchy and consists of a structured set of activities designed to produce an output. Standardization of procedures/processes is required across. General procedures containing requirements and expectations that are applicable company wide are referred to as Procedures (BP-PROC-XXXXX). In addition to the BP-PROCs are the following company level procedures, which due to their safety significance have been functionally grouped for convenience: Radiation Protection Procedures (BP-RPP-XXXXX) Emergency Response Procedures (BP-ERP-XXXXX) Transportation Emergency Response Procedures (BP-TER-XXXXX) Safety Manual Procedures (BP-SM-XXXXX) Work Protection Procedures (BP-WPP-XXXXX) Emergency Services Team Procedures (BP-EST-XXXXX) Emergency Plan Procedures (BP-PLAN-XXXXX) Business Continuity Procedures (BP-BCP-XXXXX)

22 22 of 32 Usage Classification To the extent necessary or desirable, organizations are permitted to establish more detailed Group, Division, Department and Section Procedures (GRPs, DIVs, DPTs, SECs respectively) specific to the responsibilities of that organization and limited in scope of application to that organization. Such general procedures are approved by the head of the organization to which they apply. In addition to general procedures, also uses station system procedures that require application of a Nuclear Subject Classification Index (NuSCI). Station system procedures, which are principally technical in nature, are intended to facilitate the creation of operating, maintenance and engineering type procedures requiring alignment to plant structures, systems and components Organization Manuals Organization Manuals (generally identified in the form of: GOM-ORG-XXXXX, DOM-ORG-XXXXX and DPM-ORG-XXXXX) define Group, Division and Department organization structure and responsibilities for each functional area. An Approved Reference Chart of the organization structure is maintained that uses information contained in the SAP database (the official system of record). It defines the organizational names, positional/role titles, reporting structure, and associated information. This chart is found in SHEET 002 Approved Reference Chart (Department Manager and Above). Revisions to the database and charts reflecting approved structural changes are controlled by the management of change process, BP-PROC-00001, Structural Change Proposal Supplementary Documentation Tools Supplementary Documentation: addresses s expectations of how to accomplish tasks. These may exist independent of procedures. Supplementary documents are used as required actions to support a procedure or other management mandated activity, and provide a vehicle to communicate to the worker expectations on the manner, method, or techniques to accomplish tasks. General and station system procedures may also give rise to the creation of supplementary information documents such as forms, records, drawings, technical specifications, Training Qualification Descriptions (TQD), etc. Tools: these are what we work with. Implementation tools include procedures, guidelines, supplementary documentation, information systems, controlled databases, and reference materials. Standardization of tools is based on business benefits and the availability or emergence of appropriate technology.

23 Usage Classification: 23 of is used for every process and almost every activity. It exists in visible and audible forms such as instructions, data, drawings, plans, specifications, displays, warnings and expectations. There is no simple rule that determines what information is required and by whom. The information needed to carry out an activity is usually defined in our documentation. Processes which ensure that the necessary information is contained in the documents and that it is current and correct. Our Technology Processes provide the methods for communicating the information. Beyond these processes, it is necessary for everyone to be aware of the importance of reliable, useable and timely information to prevent errors, work delays and confusion. Managers have a particular responsibility to provide timely and relevant information to their staff. 5.0 BUSINESS PLANNING AND MONITORING FOR RESULTS Business Planning and Monitoring for Results outlines how we establish priorities, allocate resources and hold ourselves accountable. In addition to our Business Planning process, this portion of the BPMS includes regular accountability meetings, benchmarking, self-assessment and independent oversight. Key features include: Business Plans Performance Monitoring Management Meetings Benchmarking Assessments 5.1 Business Plans Gap-based business plans, built around areas, are developed annually to establish alignment in direction for the organization. The business plan builds from the various supporting plans (e.g., capital plan, generation plan) to ensure an integrated overall plan for success. 5.2 Performance Monitoring We have an established set of performance indicators that are monitored and reported on a regular basis. 5.3 Management Meetings Regular management meetings are conducted to reinforce accountability and ensure ongoing control. Such meetings include: daily call, OPR, Business Health reviews, business plan reviews.

24 24 of 32 Usage Classification 5.4 Benchmarking We seek out leading practice and determine how to apply it at to enable continuous improvement. The Operating Experience process provides for evaluating and disseminating in-house and industry operating experience information. This information is supplied to appropriate personnel for consideration and initiation of actions to prevent adverse conditions or to improve performance with respect to plant safety, reliability, economy and profitability 5.5 Assessments We use a combination of self assessments, nuclear oversight assessments and formal audits to ensure Independent Oversight. The Corrective Actions process provides for identifying, investigating, analyzing and correcting adverse conditions, incidents and acts/practices/behaviours that represent sub-standard or nonconformance situations with regard to established quality requirements. It does so in a manner that ensures a consistent approach to effective problem solving. The process includes provision of an automated tracking system to assist in the identification and implementation of actionable items arising from corrective actions or enhancement opportunities. 6.0 LEADERSHIP COMPETENCIES AND ORGANIZATIONAL ACCOUNTABILITY The BPMS establishes clear accountabilities through a well defined and controlled organization and suite of leadership competencies. Key features include: Leadership Competencies Corporate Structure including the role of the Board and Executives s organizational effectiveness is strongly determined by the design of its overall organization structure, and the clear specification of responsibilities, authorities, accountabilities and interfaces associated with each of the defined management and individual contributor roles/positions. For the organization to properly function, it must be absolutely clear who owns what process, who does what work and who has authority to make what decisions. Authority represents the degree of power vested in a manager by virtue of their role to demand performance and to make decisions. The minimum decision-making authority required includes: Deciding on types of work assignments for subordinates. Deciding on vetoing of proposed appointments to subordinate roles. Deciding on personal effectiveness and merit recognition. Deciding on initiating removal from role.