WCG Home

Relevant Nuclear Industry Experience

Links to General Management Consulting Experience and Management Insight Articles

Litigation Support for First Energy Corp. Board of Directors FirstEnergy Corp. is the owner-operator of the Davis-Besse Nuclear Power Station (DBNPS) through its subsidiary FirstEnergy Nuclear Operating Company. Following a two-year extended shutdown of DBNPS, the Wass Consulting Group was hired by the Shareholders' Derivative Claim Review Committee (Committee) of FirstEnergy's Board of Directors to provide an independent evaluation of plaintiff allegations pertaining to the oversight of DBNPS that were contained in a shareholders' derivative lawsuit brought against FirstEnergy's Board of Directors.
Benchmarking for Commonwealth Edison Company For the largest nuclear utility in the United States, we improved the work control, maintenance, and system engineering functions. During the conduct of this review, we benchmarked the functions against other utilities, NASA, SATURN, and other non-utility companies (including airlines and oil refineries) that are considered leaders in these functional areas. The review results contained detailed recommendations and an implementation plan that moved these areas forward through significantly improved effectiveness.
Corporate Restructuring for Public Service Electric and Gas Company Working with all senior executives, we provided advice and options on how to best restructure the location of the nuclear organization within the company. Issues encountered were reporting position, titles, and regulator concurrence for the possible changes. The recommendations included options on reporting relationships, new titles for the chief nuclear officer, and a clear display on the benefits or disadvantages associated with each option available.
Jointly-Owned Nuclear Operating Company (JNOC) with Risk Sharing for PECO Energy/PSE&G In a breakthrough project, we determined under what circumstances a Jointly-Owned Nuclear Operating Company might provide the opportunity for significant cost savings and plant operational improvements, and whether production cost and energy output risk sharing arrangements were feasible and desirable. The project encompassed seven nuclear units at three locations owned by four co-owners. Through extensive computer modeling, we established the feasibility of such arrangements. We also developed the essential principles needed to support a strong, commonly understood operating philosophy for the JNOC; identified critical issues and/or barriers associated with forming the JNOC; and developed an effective policy, operating, and governance framework that could form the basis for a formal contractual risk sharing agreement among the co-owners.
Shared Savings Between Five Nuclear Plants
(Callaway, Comanche Peak, Diablo Canyon, South Texas Project, and Wolf Creek), Implementation Arrangements, and Future Strategic Options
In another breakthrough project, we determined the opportunities available and implementation interface arrangements needed for five different nuclear utilities to capture shared savings or increased influence in three functional areas: outage management, supply chain, and regulatory matters. We worked with four client teams in this project, one for each functional area reviewed and a Strategy Team which tied together the conclusions and created a strategic "glide path" for implementing existing recommendations and for moving closer to more formal cost-sharing arrangements. The project identified substantial cost savings opportunities and determined the structure, responsibilities, and timing of implementation. The project took only four short months to complete, and implementation began almost immediately.
Change Management, Organizational Design,
Technology Commercialization, and Cost
Reduction for U. S. Enrichment Corporation
Beginning in 1995 shortly after USEC was formed, we conducted a series of projects aimed at positioning USEC's operations for privatization. Our first project reorganized each of its two gaseous diffusion plants from a traditional cost-plus contractor arrangement into a modern, private sector organization structure. Existing functions were streamlined, and needed but absent functions were identified and provided for. Subsequent reviews focused on improving effectiveness and efficiency in the two plants, technology transfer, and cost reduction. The technology transfer project determined the steps, organization, staffing, and timing needed to bring a new AVLIS technology from the laboratory to full field production. This project helped USEC to reach an eventual cancellation decision on AVLIS. More recently we assisted USEC in cost reduction projects, aimed at lowering product costs in a competitive world market.
Organizational Effectiveness for Centerior Energy Corporation In conjunction with an audit advisory panel, we conducted a comprehensive organizational review to identify areas for operations and maintenance cost savings. We provided management with recommendations on organization structure, work process revision, and elimination of work and unnecessary positions.
Business Strategy and Merger of Associations for Nuclear Power Oversight Committee (NPOC) Played a vital role in the consolidation of four Washington, D.C.-based U.S. nuclear power industry associations into the new Nuclear Energy Institute (NEI), a single organization to represent the industry. We developed mission, goals, governance, by-laws, dues structure, organization structure, and staffing for the new Nuclear Energy Institute. We also subsequently conducted the executive search for a President of NEI.
Nuclear Regulatory Interface Impact for Nuclear Energy Institute (NEI) Conducted a thorough review of nuclear power management's interface with the Nuclear Regulatory Commission. Inputs were compiled from all 44 nuclear utilities which were used to develop a report of the current regulatory situation as reported by the industry. Worked in concert with the Nuclear Energy Institute (NEI) and the Institute for Nuclear Power Operations (INPO) during the course of this review. The report was completed and discussed during a public hearing with the NRC commissioners. The report is widely recognized as the beginning of improved regulation by the NRC.
Organizational Effectiveness and Cost Reduction
for PECO Energy
Through a joint team effort, conducted a complete review of the nuclear organization. Functional areas reviewed included engineering, operations, maintenance, finance, training, human resources, planning, and support activities. Recommendations to eliminate unnecessary work and reduce associated staff positions with specific implementation plans were developed. Follow-up studies were conducted afterwards resulting in very lean nuclear organizations at the client company.
Functional Area Reviews and Efficiency Improvement for Commonwealth Edison Company With joint client-consultant teams, conducted functional reviews of the Nuclear Organization's Chemistry, Health Physics, and Emergency Planning areas. The reviews included site, nuclear support, and corporate support functions. Results achieved included significant efficiency improvements while maintaining the operational effectiveness of the organizations.
Chief Executive Officer Search & Compensation Working with the Executive Committee of the Board of Directors of an industry association, we conducted a comprehensive search for a new Chief Executive Officer. Extensive sourcing and screening of possible candidates resulted in an initial list of seven qualified individuals. Of these, three finalists were presented for personal interview along with a complete dossier of their life, career, and psychological profile. Following selection, we conducted the compensation and benefits negotiations between the Board committee and the selected individual to the satisfaction of all concerned.
WCG At-A-Glance
WCG Principals & Staff
WCG Strategies
WCG Services & Relevant Experience
WCG Results & Benefits
WCG Clients
WCG References
WCG News & Communications
WCG Contact Information
WCG Client Login