Download - The CNA's Strategies and Plans
Overview of CNA 5 Year Strategic Plan:Dialogue for Understanding & Growth
Presentation to the Organization of CANDU Industries (OCI)
June 22, 2010
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Overview of the Strategic Plan
CNA Identity, Mission and Vision
Who We Are CNA is the Canadian nuclear industry. Our opportunity is to build a
better world by applying nuclear science to a broad range of uses, all for peaceful purposes. We are more than 70,000 Canadians, exploring and mining uranium, generating power, supporting nuclear medicine, and advancing Canada’s nuclear advantage worldwide.
Vision for Growth Our vision is to seize the opportunity presented by the global nuclear
renaissance by building and sustaining a strong, vibrant and expanding nuclear-based industry, benefiting Canadians, our members and stakeholders.
Our Mission To demonstrate Canada's nuclear expertise, to promote domestic and
international acceptance of Canadian nuclear technologies and to create a positive public, political and regulatory environment for advancing the nuclear industry in Canada and in global markets.
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Overview of the Strategic Plan
Our Goal
Our primary goal for the next five years is to earn the trust and confidence of stakeholders and Canadians in our industry and its leaders, which is required for the advancement of our industry.
We will do this by: Establishing an environment conducive to sustained public and
private investment in the Canadian nuclear industry. Demonstrating a robust and globally competitive nuclear industry. Illustrating industry competence on all aspects of our performance.
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Overview of the Strategic Plan
Core Objectives
Establish optimal organizational structure and Board governance processes to enable us to achieve our goal.
Focus and enable the dialogue on Canada’s nuclear future.
Be, and be seen to be, the lead voice of the industry. Demonstrate Member value and draw on Members to
achieve our goal.
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Overview of the Strategic Plan
Guiding Principles
The following principles will guide the design and implementation of our 5 Year Strategic Plan: Transparency. We communicate openly, truthfully and candidly with all of our members
and stakeholders.
Respect. We demonstrate respect through dialogue, actively learning from all stakeholders in order to build alignment with their interests in and priorities for our industry.
Honesty and Integrity. Honesty and personal integrity are the foundation of all of our actions and messages.
Leadership. Leadership is earned -- through continuous improvement in our capabilities, actions and communications.
Excellence. Excellence in design and performance underpins our success.
Insight. Our actions, initiatives and communications are driven by insight, not guesswork about people, their interests and priorities for our performance.
Continuity. Building and sustaining our commitment to achieving our goals.
Accountability. We do what we say and are accountable for our actions and our words.
CNA 5 Year Strategic Framework
Our Vision
Seize the opportunity presented by the global nuclear renaissance by building & sustaining a strong, vibrant & expanding nuclear-based industry, benefitting our members, stakeholders & all Canadians.
Our Goal
Guiding Principles
• Transparency• Respect• Honesty & Integrity
• Insight• Continuity• Accountability
• Leadership• Excellence
DemonstrateMember value and draw on members to achieve
our goal
Core Objectives
Focus & enable the dialogue on Canada’s
nuclear future
Proactively be, and be seen to be, the lead voice of the industry
Earn the trust and confidence of stakeholders and Canadians in our industry and its leaders, which is required for the advancement of our industry. We will do this by:
• Establishing an environment conducive to sustained public and private investment in the Canadian nuclear industry.
• Enabling the growth of its membership to participate in the world nuclear marketplace by demonstrating a robust and globally competitive Canadian nuclear industry.
• Illustrating industry competence on all aspects of our performance.
Establish optimal organizational structure and Board governance
processes to enable achievement of our goal
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Overview of the Strategic Plan
Our Strategy: Dialogue for Understanding and Growth
Proactively be an advocate and a catalyst in shaping industry growth by leading and broadening the dialogue needed to focus stakeholder judgment and decision making.
Proactively seek out the Government to be a vocal and visible advocate and partner for a growing and globally competitive Canadian Nuclear industry.
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Overview of the Strategic Plan
Strategy Rationale
Growth is the advancement of the industry and all of its segments.
Growth is fundamentally in the interest of all of the players comprising the Canadian nuclear industry.
The Strategy encompasses a range of interests shared by one or more segments of the industry.
For nuclear power, growth comprises refurbishment and new build and represents a primary driver, or enabler, for others’ advancement across the industry.
.
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Overview of the Strategic Plan
Strategy Rationale
For nuclear medicine, growth is about finding ways to help the government help the nuclear medicine industry through advocacy, commitment and investment in retaining and growing Canada’s global leadership role in nuclear medicine.
For uranium mining, grow Canada’s leadership role in supplying uranium fuel; increase our influence as a fuel service provider in the world nuclear renaissance and secure government policy to enable us to grow our influence and position.
For nuclear power, growth comprises refurbishment and new build and represents a primary driver, or enabler, for others’ advancement across the industry.
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Overview of the Strategic Plan
Requirements for Success
To be successful, we must: Leverage the advantage of the industry’s size, breadth, and
inter-connectedness of interests (e.g. nuclear industry clusters).
Participate in the dialogue for growth from a Canadian perspective, ensuring our actions are aligned with the circumstances, interests and values of Canadians.
Recognize that the Canadian nuclear industry is part of a larger system spanning the globe, and that we have an important role to play in building and sustaining critical relationships.
Lead communication and dialogue about our industry. Evoke and inform decision making and action by our key
stakeholders (Government) and those who influence them. Help align supportive stakeholders and industry partners in
their communication efforts.
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Overview of the Strategic Plan
Requirements for Success cont.
Work to build and sustain positive stakeholder and public judgment of our industry.
Earn participation in development of policy required to enable our success.
Have sufficient resources over the next five years to achieve our strategy and move us closer to achievement of our vision.
Ensure we have well qualified and talented staff, in particular, with the skills to build relationships and foster dialogue with key stakeholders.
While building the capacity of our staff, encourage all to take pride in their work and share a dedication to continuous learning; we must reward performance well.
Overview of the Strategic Plan
Value Case
Value from the 5 Year Strategy will build as we advance, through: Enabling members, industry players, and ultimately Canadians to
benefit from growth of the Canadian nuclear industry and be globally competitive.
Creating a predictable, time-sensitive, economic, and efficient regulatory environment.
Leveraging Canadian innovation globally as part of a technology mix. Securing while expanding Canadian leadership in nuclear R&D,
particularly with innovation in isotope production and nuclear medicine.
Strengthening the intellectual capacity, and intellectual property, required for industry success in – and from – Canada, including enabling investments in infrastructure of the Canadian education system, as well as research facilities (e.g., research reactor).
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Overview of the Strategic Plan
Value Case cont.
Sustaining while expanding Canada’s world leadership role in uranium mining and refining.
Replacing approximately 15,000 MW of existing nuclear generation by committing to 14 nuclear refurbishments and 3000 MW of new nuclear construction to replace Pickering, by 2020.
Increasing nuclear generation to 18,000 MW above the
15,000 MW with an additional (3000 MW) of new nuclear construction committed by 2025.
Assuring the social license required to plan, invest and operate reliably.
Growing CNA itself by providing value-adding services and resources to a wide range of new members.
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Overview of the Strategic Plan
Draft Message Frame
The Canadian Nuclear Association presents...
Nuclear for Life: Canada’s Character, Commitment and Future
Careful use of language in framing helps people:• Focus, especially on aspects of situations which are abstract or only
vaguely discernible.
• Organize their thinking, classifying and putting facts, values and beliefs in categories.
• Remember, recall and reflect.
• Reconcile conflicts, benefits and risks in their decision making.
The Message Frame, along with key themes and messages will be pretested to ensure they have the desired effect.
DRAFT Expert Model
Desired OutcomesDesired Outcomes
The System of the Canadian Nuclear Industry
NuclearProducts & Services
NuclearProducts & Services
Actual, Perceived, &Potential Social Benefits
& Negative Societal Impacts
Actual, Perceived, &Potential Social Benefits
& Negative Societal Impacts
CNA InfluencesCNA Influences
Effective StakeholderEngagement
Effective StakeholderEngagement
System DriversSystem Drivers
CNA Member Companies,Partners, & Related
Organizations
CNA Member Companies,Partners, & Related
Organizations
Nuclear IndustryWorkforce & Supply Chain
Nuclear IndustryWorkforce & Supply Chain
Effective Partner Collaboration,
Coordination & Communication
Effective Partner Collaboration,
Coordination & Communication
Nuclear Industry
Uranium Mining& Milling
• Fuel Fabrication
Uranium Mining& Milling
• Fuel Fabrication
PowerReactors
PowerReactors
Research Reactors• Advanced Nuclear
Technologies
Research Reactors• Advanced Nuclear
Technologies
Isotope Production• Processing for Isotopesfor Medicine & Industry
Isotope Production• Processing for Isotopesfor Medicine & Industry
Used Fuel& Nuclear Waste
ManagementFacilities
Used Fuel& Nuclear Waste
ManagementFacilities
Nuclear Industry
DRAFT Expert Model
The System of the Canadian Nuclear Industry
NuclearProducts & Services
• Electricity for Consumer &Industrial Uses
• Cobalt-60 for Sterilization• Isotopes for Nuclear Medicine
• Hydrogen for Industrial & Energy Uses
NuclearProducts & Services
• Electricity for Consumer &Industrial Uses
• Cobalt-60 for Sterilization• Isotopes for Nuclear Medicine
• Hydrogen for Industrial & Energy Uses
Societal Benefits• Competitively Priced Power
• National & International Trade• Economic Development & Employment
• Pub. Health – Disease Diagnosis & Treatment • Educational Support & Development
of Future Technical Workforce • Environment – Emissions Free Energy
• Intellectual Prop., Sci./Engineering R&D & Innovation
Societal Benefits• Competitively Priced Power
• National & International Trade• Economic Development & Employment
• Pub. Health – Disease Diagnosis & Treatment • Educational Support & Development
of Future Technical Workforce • Environment – Emissions Free Energy
• Intellectual Prop., Sci./Engineering R&D & Innovation
Uranium Mining& Milling
• Fuel Fabrication
Uranium Mining& Milling
• Fuel Fabrication
PowerReactors
PowerReactors
Research Reactors• Advanced Nuclear
Technologies
Research Reactors• Advanced Nuclear
Technologies
Perceived/PotentialNegative Societal Impacts
• Public & Individual Health & Safety • Proliferation / National Security
• Long-term Cost & Liability• Environment
Perceived/PotentialNegative Societal Impacts
• Public & Individual Health & Safety • Proliferation / National Security
• Long-term Cost & Liability• Environment
Alignmenton CNA Vision
• Sustaining & Growing of Canadian Nuclear Industry• Benefit to Canadians &
CNA Members
Alignmenton CNA Vision
• Sustaining & Growing of Canadian Nuclear Industry• Benefit to Canadians &
CNA Members
Effective Stakeholder* Engagement
• NGOs/ENGOs• Canadian Public
• Media
Effective Stakeholder* Engagement
• NGOs/ENGOs• Canadian Public
• Media
Guiding Principles• Transparency, Respect,
Honesty & Integrity, LeadershipExcellence, Insight, Continuity
Accountability
Guiding Principles• Transparency, Respect,
Honesty & Integrity, LeadershipExcellence, Insight, Continuity
Accountability
Organization of CANDU Industries
Organization of CANDU Industries
Strategy• Be an Advocate & Catalyst
in Industry Growth & Stakeholder Dialogue
Strategy• Be an Advocate & Catalyst
in Industry Growth & Stakeholder Dialogue
Core Objectives• Be the Lead Voice of the Industry
• Enable Dialogue on Nuclear Future • Demonstrate Value to Members
• Optimal Organization & Governance
Core Objectives• Be the Lead Voice of the Industry
• Enable Dialogue on Nuclear Future • Demonstrate Value to Members
• Optimal Organization & Governance
Mission• Demonstrate Canadian
Nuclear Expertise• Promote Acceptance of Industry
• Create Positive Political &Regulatory Environment
Mission• Demonstrate Canadian
Nuclear Expertise• Promote Acceptance of Industry
• Create Positive Political &Regulatory Environment
Societal Drivers• Global Energy Demand
• Canadian Uranium Reserves• Increasing Nuclear Share in Supply Mix• Radio-Isotope Needs & Medical Industry
• Environment, Land Use & Climate Change• Population Growth & Demographic Shifts
• Cost & Commercial Economic Drivers • Technology Growth
Societal Drivers• Global Energy Demand
• Canadian Uranium Reserves• Increasing Nuclear Share in Supply Mix• Radio-Isotope Needs & Medical Industry
• Environment, Land Use & Climate Change• Population Growth & Demographic Shifts
• Cost & Commercial Economic Drivers • Technology Growth
Government Regulation & Policy
• Federal & Provincial Gov’ts.• International, Other Jurisdictions
• CNSC, DFAIT, NR Canada,Industry Canada, Health
Canada
Government Regulation & Policy
• Federal & Provincial Gov’ts.• International, Other Jurisdictions
• CNSC, DFAIT, NR Canada,Industry Canada, Health
Canada
Member Company& Key Stakeholder
Values & Objectives
Member Company& Key Stakeholder
Values & Objectives
* Key Stakeholders include regulators, politicians, industry organizations (non-member), NGOs and NGOs, researchers and educators, international markets, media and the Canadian public.
Effective Partner Collaboration,
Coordination & Communication
Effective Partner Collaboration,
Coordination & Communication
Nuclear R&D• Advanced Concepts
• Design
Nuclear R&D• Advanced Concepts
• Design
Feedback to System
Desired Outcomes• Successful National Program • Net Social Benefit to Canada
• Growing International Presence & Market Share• Positive Government Support & Predictable
Regulatory & Policy Environment • Positive Industry Perception & Reputation
& Social License Grow
Desired Outcomes• Successful National Program • Net Social Benefit to Canada
• Growing International Presence & Market Share• Positive Government Support & Predictable
Regulatory & Policy Environment • Positive Industry Perception & Reputation
& Social License Grow
Nuclear Workforce& Professional Resources
• Nuclear Training & Partnershipswith Educational Institutions
• Nuclear Workforce & Unions
Nuclear Workforce& Professional Resources
• Nuclear Training & Partnershipswith Educational Institutions
• Nuclear Workforce & Unions Nuclear Supply Chain
• Facility Designers & Construction• Facility Owners & Operators – Utilities
• Nuclear ComponentsMfrs. & Suppliers
Nuclear Supply Chain• Facility Designers & Construction
• Facility Owners & Operators – Utilities• Nuclear Components
Mfrs. & Suppliers
Isotope Production• Processing for Isotopesfor Medicine & Industry
Isotope Production• Processing for Isotopesfor Medicine & Industry
Used Fuel& Nuclear Waste
ManagementFacilities
Used Fuel& Nuclear Waste
ManagementFacilities
Scope and Mandate
The CNA is the advocate of a strong Canadian nuclear industry to enable its members to grow in the global marketplace.
The CNA’s primary goal is to get government to become supportive of the industry in creating a strong domestic Canadian nuclear industry from which it can grow and compete internationally.
The CNA will work with governments in creating the policy and a streamlined regulatory framework to grow in Canada and internationally in the areas of uranium mining, electricity generation, nuclear medicine and research and development.
The CNA will work with North America and global counterparts (e.g. NEI & World Nuclear Association) and stakeholders on topics of shared interest such as clean energy, climate change, nuclear medicine, nuclear regulation, safety, waste etc..).
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How We Will Implement the Strategic Plan March 2010 – December 2011
What we have accomplished: Developed comprehensive plans and budget Met with politicians, key stakeholders in government, industry,
partner organizations and other influencing organizations Developed issue decks in collaboration with members Drafted and got Executive Committee approval on the
“Standard Message Deck” -- the critical platform for the industry
Conducted industry consultations and research on the cost of nuclear power
Conducted national polling on nuclear issues Appeared before the Senate Standing Committee on Energy,
the Environment and Natural Resources. June 1, 2010 Began building capacity through staffing
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Oth
er C
omm
itte
es
Tas
k G
rou
ps
Sta
nd
ing
Com
mit
tees
CNA Board of Directors
Executive CommitteeWayne Robbins
Governance CommitteeSteven West
Finance CommitteeHany Michael
Communications Advisory Committee
Peter Mason
Government & Regulatory Affairs
Advisory CommitteeKatherine Cole
Working Group
Task Force
Working Group
Task Force
How We Will Implement
CNA Structure
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WORKING GROUPS & TASK FORCES -Partial Lists
- Environmental Assessment Review (CEAA)
- Tritium
- Nuclear Liability Act
- Rapid Response
- Social Media
How We Will Implement
Key Roles
Committees – assist in the administration of corporate affairs, such as executive, finance, governance (statutory) and advisory (e.g., communications) as deemed necessary by the Board for specific program areas (e.g.,Canadian Environmental Assessment Review).
Working Groups – focused on specific topics on an ongoing basis, longer term projects; (e.g., CIA Group)
Task Forces – focused on specific topics which are limited in time and scope, established to address a specific challenge or opportunity;(e.g., social media, media rapid response).
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How We Will Implement
Draft CNA Organization
PresidentDenise Carpenter
Director CommunicationsClaudia Lemieux
Director Regulatory Affairs
Heather Kleb
DirectorEnvironmental AffairsPart-time Secondment
Steve Coupland
DirectorResearch/Policy
(tbc)
AdministrationShana Brin
Bookkeeper
DirectorGovernment Affairs
Part-time SecondmentGeorge Christidis
Communications- Conference Coordinator
Communications Manager
Kathleen OlsonAnalyst/Research
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Board Secretary Executive Assistant to the President
Marie-danielle Davis
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Overview of the Strategic Plan CNA Partner Organizations
CNA to work with COG, CNS, OCI, WiN, UNENE, Young Generation Nuclear, unions to re-establish and confirm lead roles and responsibilities
Identify clear jurisdictions and avoid duplication Focus and enable each partner to identify:
- Who develops the message
- Who packages the message and/or communications materials or products
- Who delivers the message
Building the relationships and capacity to build requisite credibility.
Core Objectives
Establish optimal organizational structure and Board governance processes to enable achievement of our
goal
C
Partnerships
Media Outreach Member Engagement
D
Website, Social Media, Web 2.0
Lay the foundation to focus and enable dialogue on Canada’s nuclear future
Proactively be, and be seen to be, the lead voice
of industry
Demonstrate Member value and draw on
members to achieve our goal
Board Governance, Communications,
Decision-Making Process
Government Relations
Industry Information Source
Key Deliverables
Stakeholder Engagement
Education and Outreach Government Outreach
Regulatory Issues
Issues ManagementRapid Response Capabilities
Conferences/WorkshopsTraining
Issues ManagementRapid Response Capabilities
Research
Stakeholder Research
Organizational Structure
Policy Forums/Think Tanks
Measure Results of Year One Plan
Develop comprehensive plan for
Year Two
Our Focus
Key Deliverables by Core Objective – 2010 - 2011
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Stakeholder Research Active
Rapid Media Response Active
Group and Task Forces Active
CNA Re-organization Complete
Government Relations Active
How We Will Implement
Our Platform
Realize the nuclear opportunity for Canada by growing the industry's role in all it’s aspects and engaging our partners, stakeholders and the public in dialogue, and creating a social license to operate.
Create a predictable, timely, economic and efficient regulatory environment.
Grow Canadian intellectual property and Canada’s leadership role in nuclear R&D and innovation.
Strengthen innovation through investment in nuclear infrastructure at universities, research laboratories and facilities across Canada.
Create an industry that is globally competitive
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Our Platform cont.
Define nuclear energy as clean energy. Grow Canada’ s world leadership role in uranium
mining production, refining, conversion, manufacturing and other value-added processes.
Grow Canada’s world leadership role in nuclear medicine.
Support CANDU technology, but not exclusive to other technologies.
Grow nuclear generation and commit to 18,000 MW by 2025 with new nuclear construction
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