How Slovenské elektrárne Leveraged ePM for Performance Recovery

Article based on a presentation delivered by Richard Davis, Chief Nuclear Officer at Slovenské elektrárne, at the Global CNO Forum in Budapest in October 2025.

Slovenské elektrárne, which operates five nuclear power plants that generate approximately 60% of Slovakia’s electricity needs, has long delivered strong operational results. However, an assessment in early 2024 exposed gaps in leadership behaviours, alignment with industry standards, and responsiveness to historical issues such as WANO Areas For Improvement (AFIs) and IAEA recommendations. These findings prompted the organisation to launch a bold strategy to close gaps and embed a culture of continuous improvement. The enhanced Performance Monitoring (ePM) process is at the heart of this new strategic approach.

WANO developed ePM to support nuclear operators worldwide and give them a clear, data-driven view of plant performance across key functional areas. The five principal areas comprise the following: operations, maintenance, engineering, equipment reliability, and organisational effectiveness. Its purpose is simple: spot adverse trends early and act before they compromise nuclear safety.

For Slovenské elektrárne, ePM has become a gamechanger. It delivers early warning indicators of signs of decline in performance, enabling swift corrective action. More importantly, it shifted our focus to an internal, self-driven effort for continuous improvement. Instead of waiting for external reviews to highlight weaknesses, our organisation monitors its own performance continuously and benchmark against our peers. Executives gain independent insights into station performance, creating transparency and accountability. When indicators turned red, they signalled urgent gaps that demanded immediate attention – keeping safety and reliability front and centre.

Slovenské elektrárne did not just adopt ePM – we wove it into the fabric of our Nuclear Excellence Plan. This integration marked a turning point in the organisation’s recovery journey. The plan tackled leadership development, behavioural improvements, and responsiveness to industry recommendations, while ePM provided the structure and visibility to drive progress.

The implementation was hands-on and disciplined. We applied the GDAR methodology to create targeted improvement plans, ensuring actions were data-driven and prioritised. We then introduced workdown curves to give teams a clear line of sight into current performance and future projections. Dedicated project teams managed ePM processes, supported by regular oversight through management review meetings, CNO challenge sessions, and monthly touchpoints with WANO. A two-day gap review with WANO’s Paris Centre sharpened recovery actions and strengthened collaboration.

This approach created momentum. Managers and directors took ownership of outcomes, while continuous monitoring and peer benchmarking kept progress on track. Monthly interactions with WANO added valuable perspective without undermining Slovenské elektrárne’s internally driven focus. This provided a balance that proved critical to success.

The results speak for themselves. In under a year, our operating units cut red and orange ePM metrics by 72%, signalling a major improvement in nuclear and industrial safety. The organisation has also achieved sixteen consecutive months without a significant injury, reinforcing its commitment to protecting people as well as the plants.

Beyond the numbers, ePM sparked a cultural shift. Leaders embraced accountability, teams aligned around shared goals, and the organisation moved from reactive fixes to a proactive excellence approach. Being internally driven feels much better than being externally driven. This sentiment captures the essence of my organisation’s transformation. A journey powered by data, collaboration, and leadership focus.

Key Takeaways

• Early self-correction through leading indicators strengthens nuclear safety.
• Leadership focus and accountability set the tone for organisational standards.
• Continuous monitoring and benchmarking are essential for sustained excellence.
• Internal motivation drives more effective and lasting improvement than external pressure.

Our experience proves that ePM is far more than a monitoring tool. It is a catalyst for cultural transformation and operational excellence.

By harnessing data, fostering ownership, and partnering with WANO, Slovenské elektrárne has reinforced its commitment to nuclear safety and positioned itself as a model for proactive performance recovery.