Duke Energy’s journey demonstrates that excellence in plant reliability is achievable when mindset, processes and accountability align.

Article based on a speech delivered by Laura Basta, Site Vice President at Robinson Nuclear Plant, at the WANO Site Vice Presidents and Plant Managers conference in Zurich.

In the nuclear industry, reliability isn’t just a metric, it’s a mission-critical commitment. For Duke Energy, which operates 11 nuclear units at 6 sites in North Carolina and South Carolina, recent years have underscored the importance of sustaining high performance.

In 2020, the fleet experienced seven reactor scrams. Targeted actions reduced that number to one in 2021. However, 2022 brought a new challenge: eight scrams and 22 consequential events that were primarily equipment related.

Recognising the need for lasting improvement, Duke Energy launched a fleetwide Plant Reliability Improvement Team. This cross-functional group analysed gaps, identified drivers and implemented actions to ensure reliability across all stations. The goal was clear: Deliver clean, essential electricity without interruption – that goal required every employee’s engagement and buy in.

The results of this improvement initiative speak volumes. From a peak cumulative scram rate of 0.82 in 2022, the fleet stands at zero as of September 2025. This achievement reflects a balanced approach that emphasised three pillars:

Equipment Reliability
Operational Risk
Human Performance

Duke Energy’s approach, at its core, focused on changing employee mindsets and empowering them with ownership and accountability.

The ‘I Am Now the Risk’ campaign challenged employees to see themselves as active risk managers. The tool, still in effect, promotes self-awareness, a questioning attitude and personal accountability, encouraging workers to go beyond managing risk to eliminating it.

When conducting tasks, employees are asked to consider three key aspects. First, ”Am I prepared to perform my task?” Next, they should ask themselves: ”Am I committed to Excellence Standards?” and finally: “I will stop when unsure’.

As part of the campaign, workers are celebrated when they stop when they are unsure or develop new ways to eliminate risk.

The ‘I Am Now the Risk’ campaign was rolled out at each station using a communication plan designed to shape behaviors. It kicked off with a podcast from the Chief Nuclear Officer, reinforcing it as a priority among our leaders. The campaign rolled out through team discussions, podcasts and recognition programs that celebrate proactive risk elimination. It applies to everyone from engineers designing changes to craftsmen in the field because every decision impacts plant reliability.

 ‘I Am Now the Risk’ requires a high level of self-awareness, although this is only part of the equation. Strengthening proficiency throughout the organisation, is crucial, and was completed  through innovative teaching and learning (T&L) initiatives. QR codes now capture T&L moments, feeding a fleetwide database that trends opportunities and reinforces fundamentals.

Eliminating Single Point Vulnerabilities (SPVs) remains a key priority. A dedicated SPV database ensures systematic strategies, while cross-site risk review meetings challenge assumptions and integrate lessons from industry experience.

The work of our Parts Quality Excellence Team has also been instrumental in ensuring we provide the correct technical requirements and oversight of equipment important to power generation. We recognise ‘I Am Now the Risk’ when making decisions in these forums. 

Operational risk oversight is equally robust. Senior corporate leaders lead quarterly Risk Elimination Oversight Committee meetings that hold stations accountable for prevention and detection behaviours. These forums drive planning, preparation and resiliency, which are key factors in sustaining reliability.

Duke Energy’s journey demonstrates that excellence in plant reliability is achievable when mindset, processes and accountability align. By embracing the principle that ‘I Am Now the Risk’, every employee becomes a guardian of reliability.

Continuous learning, rigorous equipment strategies and proactive risk management ensure our mission to power communities with clean, dependable energy remains unwavering.