Mr. Mairs is President of OnMarc. He has over twenty years of experience in consulting to commercial power industries around the world in the application of asset management, and risk and reliability engineering. Over the past few years, Mr. Mairs has worked with several power generating plants (nuclear and fossil), electrical transmission and distribution assets, and water utilities to transform these businesses. The scope of these projects included on-site assessment, strategic program development, long-term installation of operational processes, and ultimately reorganization of the business. These projects involved redesigning critical asset, operations, maintenance, and engineering processes, including the development of performance improvement programs, inventory management strategies, and plant accounting procedures. The end goal of all these engagements was to achieve significant and sustained financial performance improvement in running the asset without sacrificing safety or jeopardizing commercial objectives.

Mr. Anderson has over thirty-five years of experience in the operation, maintenance, assessment and redesign of operating and maintenance processes, practices and tools associated with US Navy, commercial power plants, transmission and distribution systems, research and development facilities and EPRI. Mr. Anderson's extensive project experience includes both elements of assessment to identify gaps in performance and design solutions best suited to most efficiently improve performance. Mr. Anderson has participated as manager, project manager, senior consultant, facilitator or senior trainer for approximately 16 business transformation and performance improvement projects in the USA, Canada, United Kingdom, Australia and New Zealand. This experience base includes a significant number of varied projects, all being related to building teams within existing organizations to drive organizational development, technical and cost performance improvements. His understanding of human engineering and personal dynamics allow him to work well with teams to develop top down strategies, organizational design, processes, practices and tools necessary to support those strategies. Mr. Anderson has been a major contributor to the development of new and innovative methodologies for the critical assessment and implementation of processes and redesign of strategies, processes, practices and tools to maximize performance output and minimize cost.

Mr. Harvey has more than 30 years experience in industry, many of these in the electricity, gas, and water industries. Mr. Harvey has specific competencies in market reform and the creation of both asset management and O&M companies. He has also been a member of an executive team managing a generation company in Australia. His experience base includes a significant number of varied projects, all being related to building teams within existing organizations to drive organizational development, technical and cost performance improvements. His understanding of human engineering and personal dynamics allow him to work well with teams to develop top-down strategies, organizational design, processes, practices and tools necessary to support those strategies. Mr. Harvey has been a major contributor to the development of new and innovative methodologies for the critical assessment and implementation of processes and redesign of strategies, processes, practices and tools to maximize production output and minimize cost.

Dr. Jeffries has over thirty years of experience in the nuclear power industry. He has been a utility manager, a member of the Electric Power Research Institute (EPRI) staff, and a consultant. He has worked in most power plant functional areas to improve both efficiency and effectiveness. He is an expert in the areas of nuclear engineering, applied risk assessment, process design, change management, and self-assessment. He also has been a leader in projects that assess and improve organizational cultures. During the past several years, Dr. Jeffries has provided consulting services aimed at improving overall operations of assets without adversely impacting safety or commercial objectives. He has worked with senior executives at the strategic and tactical levels to redefine how selected aspects of business are conducted. His understanding of the new Nuclear Regulatory Commission (NRC) regulatory policy and the impact of economic deregulation have added value to facilities preparing for unprecedented change. He has been a key participant in projects designed to improve engineering, management processes, nuclear oversight, organizational effectiveness, procedure development and training.

Mr. Kirkpatrick has held a number of senior positions in the distribution, transmission, generation and planning areas of the electric utility industry. Mr. Kirkpatrick resigned from Western Power on the 10 September 1999. Prior to his departure from Western Power, Mr. Kirkpatrick had executive responsibility for all operations and maintenance of existing power stations and the design, construction and project management of new power plant involving over 3000MW of power plant. TiWest (36MW) cogeneration plant and the Collie coal fired power station (330 MW) were commissioned in March and May 1999, respectively. Western Power has the largest fleet of gas turbines in Australia with a combined capacity of approximately 950 MW (including the jointly owned Worsley cogeneration plant). Mr. Kirkpatrick introduced private contract operations and maintenance to Collie power station, the first publicly owned power station privately operated in Australia. He has introduced a number of technological changes to older plant to improve both technical and commercial performance such as power plant automation. He made significant cultural changes, as a result of benchmarking with both Australian and International Power Utilities and the introduction of Asset Management, to improve labor productivity but maintaining high plant reliability and availability.

Mr. Moody has over thirty years of experience in the power industry, specializing in risk management, decision-making, probabilistic risk assessment, and reliability engineering. He has been a leader in both the development and application of risk assessment at numerous facilities. The effective integration of risk and reliability into plant operation and maintenance has been a key focus. The scope of various projects has included on-site training and technical support to improve the risk assessment program and its interfaces with engineering, operations, and maintenance. The results have reduced plant outage time and capital expenditures, provided an overall improvement in decision-making, and prepared the plant for risk-informed regulation. Additionally, Mr. Moody was a principal investigator in the development of the EPRI risk informed in-service inspection (ISI) process. Having been approved by NRC, the industry's implementation of the process is reducing pipe weld inspection costs and improving safety.