Millstone intended to be an industry leader through a set of values and goals in safety, capacity, cost and work environment. Founded on ambitious culture change and productivity goals developed by managers and staff, Olivier challenged his staff to become the “Best of the Best.”
According to Olivier, by focusing on these ideals to achieve their cultural and productivity goals, the managers and employees created an environment of excellence where each individual was boosted by the entire network. By the time Dominion Nuclear Connecticut geared up to make its bid for the station, Millstone was achieving its stretch goals faster than scheduled. After the buy-out, Dominion saw Millstone’s work with The Pacific Institute as a valuable component to the station’s growth. Within 18 months, nearly 10,000 employees between Dominion and Northeast Utilities were offered Imagine 21® training.
As a result of this culture shift, Millstone’s management and production costs were dramatically reduced without sacrificing any of its staff. Net earnings reached $86 million for 2001, exceeding the organization’s goal by more than $50 million. According to Olivier, the accident rate – the primary reason behind the shutdown in 1996 – “was kept to two-thirds of the already ambitious goal.”
“The Pacific Institute curriculum has been one of the launch pads that has enabled us to achieve success that was, quite frankly, beyond anyone’s imagination,”
“Nobody can tell me we could have accomplished all that we did using just conventional management techniques,” Olivier said. “We ended up making performance breakthroughs, and The Pacific Institute played a big role in making it happen.”