Overview of CNA 5 Year Strategic Plan: Dialogue for Understanding & Growth

1. Overview of CNA 5 Year Strategic Plan:Dialogue for Understanding & Growth Presentation to the Organization of CANDU Industries (OCI) June 22, 2010

2. 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.

3. 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. 3

4. 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. 4

5. 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. 5

6. 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 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. Guiding Principles • Transparency • Respect • Honesty & Integrity • Leadership • Excellence • Insight • Continuity • Accountability Core Objectives Establish optimal organizational structure and Board governance processes to enable achievement of our goal Focus & enable the dialogue on Canada’s nuclear future Proactively be, and be seen to be, the lead voice of the industry Demonstrate Member value and draw on members to achieve our goal 6

7. 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.

8. 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. . 8

9. 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. 9

10. 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. 10

11. 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. 11

12. 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). 12

13. 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. 13

14. 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. 14

15. The System of the Canadian Nuclear Industry DRAFT Expert Model CNA Influences System Drivers Effective StakeholderEngagement Effective Partner Collaboration,Coordination & Communication CNA Member Companies,Partners, & RelatedOrganizations NuclearProducts & Services Nuclear Industry • Uranium Mining& Milling • Fuel Fabrication Actual, Perceived, &Potential Social Benefits& Negative Societal Impacts PowerReactors Nuclear IndustryWorkforce & Supply Chain Research Reactors • Advanced Nuclear Technologies • Isotope Production • Processing for Isotopesfor Medicine & Industry Desired Outcomes Used Fuel& Nuclear WasteManagementFacilities

16. The System of the Canadian Nuclear Industry • Guiding Principles • Transparency, Respect, Honesty & Integrity, LeadershipExcellence, Insight, ContinuityAccountability • Strategy • Be an Advocate & Catalyst in Industry Growth & Stakeholder Dialogue DRAFT Expert Model • 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 • Core Objectives • Be the Lead Voice of the Industry • Enable Dialogue on Nuclear Future • Demonstrate Value to Members • Optimal Organization & Governance Alignmenton CNA Vision • Sustaining & Growing of Canadian Nuclear Industry • Benefit to Canadians &CNA Members • Mission • Demonstrate CanadianNuclear Expertise • Promote Acceptance of Industry • Create Positive Political &Regulatory Environment • Government Regulation & Policy • Federal & Provincial Gov’ts. • International, Other Jurisdictions • CNSC, DFAIT, NR Canada,Industry Canada, HealthCanada Effective Partner Collaboration,Coordination & Communication NuclearProducts & Services • Electricity for Consumer &Industrial Uses • Cobalt-60 for Sterilization • Isotopes for Nuclear Medicine • Hydrogen for Industrial & Energy Uses Effective Stakeholder* Engagement • NGOs/ENGOs • Canadian Public • Media Member Company& Key StakeholderValues & Objectives Organization of CANDU Industries Nuclear Industry Nuclear R&D • Advanced Concepts • Design • Uranium Mining& Milling • Fuel Fabrication • Societal Benefits • Competitively Priced Power • National & International Trade • Economic Development & Employment • Pub. Health – Disease Diagnosis & Treatment • Educational Support & Developmentof Future Technical Workforce • Environment – Emissions Free Energy • Intellectual Prop., Sci./Engineering R&D & Innovation PowerReactors Nuclear Workforce & Professional Resources • Nuclear Training & Partnershipswith Educational Institutions • Nuclear Workforce & Unions Perceived/PotentialNegative Societal Impacts • Public & Individual Health & Safety • Proliferation / National Security • Long-term Cost & Liability • Environment Research Reactors • Advanced Nuclear Technologies • Nuclear Supply Chain • Facility Designers & Construction • Facility Owners & Operators – Utilities • Nuclear ComponentsMfrs. & Suppliers • Isotope Production • Processing for Isotopesfor Medicine & Industry Desired Outcomes • Successful National Program • Net Social Benefit to Canada • Growing International Presence & Market Share • Positive Government Support & PredictableRegulatory & Policy Environment • Positive Industry Perception & Reputation& Social License Grow Used Fuel& Nuclear WasteManagementFacilities * Key Stakeholders include regulators, politicians, industry organizations (non-member), NGOs and NGOs, researchers and educators, international markets, media and the Canadian public. Feedback to System

17. 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..). 17

18. 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 18

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20. How We Will Implement CNA Structure CNA Board of Directors Executive Committee Wayne Robbins Finance Committee Hany Michael Governance Committee Steven West Standing Committees WORKING GROUPS & TASK FORCES -Partial Lists - Environmental Assessment Review (CEAA) - Tritium - Nuclear Liability Act - Rapid Response - Social Media Government & Regulatory Affairs Advisory Committee Katherine Cole Communications Advisory Committee Peter Mason Other Committees Working Group Working Group Task Groups Task Force Task Force 20

21. 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). 21

22. How We Will Implement Draft CNA Organization President Denise Carpenter Board Secretary Executive Assistant to the President Marie-danielle Davis Director Communications Claudia Lemieux Director Regulatory Affairs Heather Kleb Director Government Affairs Part-time Secondment George Christidis Director Research/Policy (tbc) Director Environmental Affairs Part-time Secondment Steve Coupland Bookkeeper Communications Manager Kathleen Olson Analyst/Research Administration Shana Brin Communications- Conference Coordinator 22

23. 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

24. Building the relationships and capacity to build requisite credibility. Our Focus Core Objectives C D Establish optimal organizational structure and Board governance processes to enable achievement of our goal Measure Results of Year One Plan Develop comprehensive plan for Year Two Demonstrate Member value and draw on members to achieve our goal 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 Key Deliverables Organizational Structure Government Relations Media Outreach Member Engagement Website, Social Media, Web 2.0 Industry Information Source Stakeholder Research Board Governance, Communications, Decision-Making Process Partnerships Issues Management Rapid Response Capabilities Stakeholder Engagement Regulatory Issues Conferences/Workshops Training Education and Outreach Government Outreach Research Issues Management Rapid Response Capabilities Policy Forums/Think Tanks Key Deliverables by Core Objective – 2010 - 2011 CNA Re-organization Complete Group and Task Forces Active Rapid Media Response Active Stakeholder Research Active Government Relations Active 24

25. How We Will ImplementOur 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 25

26. 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 26