5-Min. Drivers. The Oz Principle Accountability Training. The 5MDs are our tools to See It, Own It, Solve It, Do It and achieve our Key Results.

Transcription

1 The Oz Principle Accountability Training 5-Min. Drivers The 5MDs are our tools to See It, Own It, Solve It, Do It and achieve our Key Results. Drive for excellence by using the 5MDs to facilitate a discussion on accountability gaps and performance improvement.

2 1 Our Values Uphold Our Values to perform at the highest levels of trust and integrity and achieve professional and personal success. Safety First We believe the safety of our employees and customers is paramount. We will perform and maintain every job, every day, safely. Unquestionable Trust Honesty, respect, fairness and integrity drive our behavior. We keep our promises, and ethical behavior is our standard. Superior Performance We are dedicated to superior performance throughout our business. We will continue our strong focus on innovative solutions, improving how we run our business and our commitment to environmental stewardship. Total Commitment We are committed to the success of our employees, our customers, our shareholders and our communities. We fully embrace, respect, and value our differences and diversity. Recognize when behaviors that uphold Our Values lead to success. Discuss how upholding Our Values could have prevented a recent fleet or industry event.

3 2 Strategy Ribbon Align our fleet on our drive for excellence. Review the ribbon. Understand the strategy ribbon and how everything connects. Find an interactive version of the ribbon on our homepage. Review the Excellence metrics posted monthly. Review the Strategic s dashboard posted quarterly. Southern Company Mission Provide clean, safe, reliable and affordable energy Southern Nuclear Vision Achieve and sustain excellence through effective leadership and an engaged workforce Definition of Operational Excellence Safety First Zero operational events Zero regulatory violations Breaker-to-breaker operations 100 INPO index points on every unit Greater than 94.4 percent capability factor for every unit Lowest-cost base load energy provider Have discussions about how your team can impact our company strategy. Strategic s Engaged and capable workforce Effective leadership and teamwork Safe, reliable, cost-effective plant operations Success in new nuclear Playbook Business plans Key results

4 3 Key Results Strategy for improving performance and achieving fleet and industry excellence. Understand the key results, know your team s impact and track the progress. Financial Operate within authorized non-outage O&M budgets per operating site and Corporate Corporate: Southern Nuclear financial goals are achieved Generation Annual capability factor target of 95 percent per operating site Corporate: Fleet target of 95 percent Regulatory No escalated violations Maximum of six green non-cited findings per operating site and 18 total for fleet Corporate: Each operating site achieves Regulatory goals Plant Performance Indicator (PPI) Improved Industry PPI ranking by a minimum of 12 positions per operating site Corporate: Each operating site achieves PPI target Plant Monitoring Index (PMI) Normal monitoring and Green or Yellow in each functional area with a PMI score of: Farley > 85 Hatch > 85 Vogtle > 95 Corporate: Each operating site achieves PMI target

5 4 Leadership & Teamwork Build an engaged team to achieve results. Evaluate the leadership and team effectiveness attributes within your organization to help achieve essential outcomes.

6 5 Case for Change Understand the need for change and utilize the SOSD Accountability Tool to close Accountability Gaps. Identify issues. What is our need for change? What is the Accountability Gap preventing us from achieving our desired result? What happens if we don t change? Apply the SOSD questions. Develop a plan to close the Accountability Gap, assign responsibilities and establish a deadline.

7 6 The Results Pyramid Identify experiences that will facilitate a desired shift in beliefs. Use the model to assess behaviors. RESULTS ACTIONS BELIEFS EXPERIENCES What beliefs are currently held about our team that we need to shift? What experiences need to be created to facilitate the shift? Identify next steps on the experiences that you discussed to achieve desired results.

8 7 Steps To Accountability Get people looking for more Above The Line (ATL) solutions. Discuss ATL and BTL behaviors. THE LINE Where were we BTL last month? What does it look like for us to be ATL on that issue? Have individuals identify where they are BTL and what is needed to move ATL.

9 8 Feedback Model Promote appreciative and constructive feedback. Follow the model. Conduct multiple rounds of feedback exchanges. (Quick rounds of 4 minutes each.) What feedback did you receive that you can act on? Seek feedback from two people before your next meeting.

10 9 Employee Recognition Reinforce good behaviors and performance so that employees feel valued and remain engaged. Celebrate teamwork, excellence, innovation or bright ideas with Appreciation Central or a Southern Excellence Award. Recognize great work during a team meeting and provide appreciative feedback. Identify how great work helped the team contribute to a Strategic or Key Result. Have team members analyze great work that was achieved by utilizing the Steps to Accountability.