ML101110731
| ML101110731 | |
| Person / Time | |
|---|---|
| Site: | Saint Lucie, Turkey Point  |
| Issue date: | 04/20/2010 |
| From: | Florida Power & Light Co |
| To: | Office of Nuclear Reactor Regulation |
| Shared Package | |
| ML101110720 | List: |
| References | |
| Download: ML101110731 (44) | |
Text
Nuclear Safety Culture Update April 20, 2010
2 Agenda
- Opening Comments, Introductions M. Nazar Chief Nuclear Officer
- Human Resources Activities Supporting Nuclear Safety Culture M. Bryce VP Human Resources, Nuclear
- Closing Comments M. Nazar Chief Nuclear Officer
- Fleet Program J. Schaffer Nuclear Safety Culture Project Lead
- St. Lucie Program R. Anderson VP St. Lucie
- Turkey Point Program M. Kiley VP Turkey Point
- Employee Concerns Program D. Lowens Director Nuclear Assurance
3 FPL Group Attendees Mano Nazar Chief Nuclear Officer Gene St. Pierre VP Fleet Support Jennifer Schaffer Nuclear Safety Culture Project Lead Rich Anderson VP St. Lucie Mike Kiley VP Turkey Point Mike Bryce VP Human Resources, Nuclear Dave Lowens Director Nuclear Assurance Larry Nicholson Director Licensing Mitch Ross VP General Counsel, Nuclear
4 Conduct allactlvnlos to demonstrate a deep respect I... Nuclear safety OperatJo..
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Focused Nuclear Excellence Model Un the salety Guldlna: P~nclples Passion for Excellence Be a Setf-Improvlna: CultlJ'e &
MaDn~e t.e Ume splnton Prevell".
L.. mlna: Oraanlzatlon
~a:ed Leaders Slandardtted Processes a.... Defection to ml.lmtta!
el.... hate Correction actlvHles Responsive to stakeholders Foster a work env~onment where we are tho a..,myer 01 choice Enectlve Wor1llon:e Pbmq Enactlve lontI-Rana:a Pbmq stmna:Teamwork strona: Ownership
& Itcountablilly Eneetlve SupelY~ors w... klne Balance Operational Excellence Organizational Effectiveness Generation Reliability Effective Business &
Financial Performance I=I=IL.
I::RCUP.
5 Our Safety Guiding Principles
- 1. All injuries are preventable
- 2. Leadership is responsible for preventing injuries
- 3. Plan safety into our work
- 4. Look out for each other
~
NLlclear ACOl
~
Nl.ClearReet Respect for Nuclear Safety We are committed to excellence and professionalism in the conduct of our activities, and we endorse the following principles:
- Everyone is personally responsible for nuclear safety.
- Leaders demonstrate commitment to safety.
- Trust permeates the organization.
- Oecislon-maklng reflects safety first.
- Nuclear technology is recognized as special and unique.
- A questioning attitude is cultivated.
- Organizational learning is embraced.
- Nuclear safety undergoes constant 8;11amination.
~
Nuclear Reet A Great Work Environment To help ensure that Fleet team members have pride In what they do, enjoy the people they work with, and trust leadership. FPL Nuclear is committed to:
./ Frequent, timely and candid communications
.,;' Support for work-life balance
." Elimination of low-value work
.,;' Performance improvement to minimize crisis response
./ leadership recognition of employees as our most valuable resource
./ leadership empowering employees to engage, grow and reach their full potential
./ Building trust and acting with Integrity
~
Nuclear Ree1 SIC/LO
~
Nudear Ree1 Our Five Outage Principles
- 1. Respect Industrial and Nuclear Safety
- 2. No Short Cuts I Rushing
- 3. Be Deliberate
- 4. Effective Communication and Handoffs
- 5. Be Prepared
~
NudellrAeel
6 2010 Top 5 Fleet Priorities
- 1. Enhance Nuclear Safety CUlture
- 2. Achieve Reet Breakthrough Goals
- 3. Execute Successful RelUeling Outages
- 4. SuccesslUlly Implement Extended Power Uprates and Major Projects
- 5. Internalize the Nuclear Excellence ModeVContlnue Fleet Standardization through NAMS 2010 Site Breakthrough Goals Turkey Point
- 1. 10 percent of the employee population participating In the Low Value Work Reduction program
- 2. Improve external Interaction score to greater than 75
- 3. Leadership and employee ownership that supports a strong Nuclear safety Cunure St Lucie
- 1. Rx the Plant Achieve breakthrough In station material condition by Improving outage and online backlogs
- 2. Improve workllrre balance: Achieve breaKthrough In EQUipment Rellabllny and employee qualny of life by Improving forced loss rate and unplanned outages
- 3. Be an Internally driven organization: Achieve breaKthrough In self-Identnlcatlon and resolution of Issues by Improving teamworl<, lowering threshold and CAP Seabrook
- 1. Achieve excellence In work management
- 2. Be recognized as a leader In outage preparation
- 3. Internalize and visibly demonstrate "Principles for a Strong Nuclear safety Cunure" at all organizational levels Duane Arnold
- 1. Incorporate performance Improvement processes and principles In the day-to-day execution of business
- 2. Encourage and promote understanding of human perfonmance behaviors
- 3. Implement performance models and conSistently communicate the behavioral changes needed In support of the Nuclear Excellence Model Point Beach
- 1. Achieve breaKthrough In lateral Integration by Improving work management
- 2. Ensure right picture of excellence exists In key areas
- 3. Engage the workforce to achieve breakthrough In Low Value Work Reduction Juno Beach
- 1. Internalize and ViSibly demonstrate the "PrinCiples of an Effective Nuclear Fleet"
- 2. A heanhy nuclear safety culture
- 3. We are recognized as a superior Fleet In the nuclear Industry I::RCUP.
7 Nuclear Safety Culture Program at FPL Values and Core Principles Approach Established Project Lead/Juno Beach Committee Nuclear Safety Culture Oversight Committee Meetings Internal Communications Strategy Improve Communications on Nuclear Safety Culture with NRC Planning Culture Survey for August/September Strengthening Nuclear Safety Culture is Fleet Priority #1
8 Outage Core Values &
Principles Prevent Job Delays Prevent Events Prevent Support Activities from Becoming Crisis Prevent Injuries Prevent Making Inappropriate Decisions Prevent Misunderstandings
/ Inaccuracies Prevent Rework Prevent Job Stoppage Improved Equipment Reliability Increased Safety Margin Improved Teamwork Lateral Integration Complete Planned Work (Do What We Said We Were Going To Do)
No Rushing /
No Short Cuts Respect for Nuclear/
Industry Safety Be Deliberate Be Prepared (Look Ahead & Risk Management)
Effective Communication Hand-offs Turnovers Outage Core Values &
Principles Prevent Job Delays Prevent Events Prevent Support Activities from Becoming Crisis Prevent Injuries Prevent Making Inappropriate Decisions Prevent Misunderstandings
/ Inaccuracies Prevent Rework Prevent Job Stoppage Improved Equipment Reliability Increased Safety Margin Improved Teamwork Lateral Integration Complete Planned Work (Do What We Said We Were Going To Do)
No Rushing /
No Short Cuts No Rushing /
No Short Cuts Respect for Nuclear/
Industry Safety Respect for Nuclear/
Industry Safety Be Deliberate Be Deliberate Be Prepared (Look Ahead & Risk Management)
Be Prepared (Look Ahead & Risk Management)
Effective Communication Hand-offs Turnovers Effective Communication Hand-offs Turnovers Outage Core Values and Principles Aligning Nuclear Safety Culture with Existing Values and Principles
Nuclear Safety Culture - Fleet Program Jennifer Schaffer Nuclear Safety Culture Project Lead
10 Current Status of Nuclear Safety Culture Root Cause Summary of Key Corrective Actions (October 2009 Meeting)
- Define essential elements of a comprehensive, integrated nuclear safety culture process (Schaffer)
- Enhance operational decision making process (Schaffer)
- Review major initiatives to align resources (Schaffer)
- Aggressive close-out of St. Lucie personnel safety work (Anderson)
- Re-evaluate current reward system to ensure consistency with health of NSC (Bryce)
- Use surveys and focus groups to monitor NSC (Bryce)
- Reinvigorating ECP by increasing program visibility (Lowens)
Timeline of actions
- 86 Total Actions
- 85% Complete (71 Actions)
11 Current Status of Nuclear Safety Culture Root Cause Significant Actions Status
- Employee Training Executives Completed Juno Beach Directors/CFAMs Scheduled Site Employee Training completed at 4 of 6 sites (Juno Beach, Point Beach scheduled)
- 8 Procedures Modified to Incorporate NSC Considerations Operational Decision Making (NAP-412)
Failure Investigation Process (PI-AA-100-1002)
Corrective Action Program & Screening(PI-AA-204/205)
Change Management (PI-AA-202)
Risk Management & Look Ahead (WM-AA-1000)
Integrated Project Prioritization (ER-AA-202-202)
Plant Readiness for Operations (OM-AA-04)
12 Current Status of Nuclear Safety Culture Root Cause Significant Actions Status
- New Fleet wide Differing Professional Opinion Process
- Resource Alignment via Nuclear Integrated Resource Planning (NIRP)
- Developed and Institutionalized NSC Policy and Program Implemented in all Florida Locations Roll-out at Northern sites 3rd Quarter 2010
13 Fleet Program Nuclear Safety Culture Policy and Program
- Define how the Fleet will Support a Healthy NSC Organizational Structure Clear Roles and Responsibilities Key Processes that will Drive the Program Measurement using Metrics Dashboard Establishes Ownership and Oversight at the Highest Levels
14 Nuclear Safety Culture Organization NSC Oversight Committee St. Pierre Project Lead Schaffer Project Lead Responsibilities Overall project support Project logistics and administration Process and templates Status tracking and monitoring Nuclear Safety Culture Oversight Committee Responsibilities Monitor Fleet NSC activities & actions Provide NSC oversight Propose / approve NSC actions Report-out at CNRB STANDARD QUORUM St. Pierre, VP Fleet Support Kiley, VP Turkey Point Anderson, VP St. Lucie Bryce, VP HR, Nuclear Ross, VP General Counsel, Nuclear Waldron, Nuclear Communications Lowens, Director Nuclear Assurance Schaffer, Nuclear Safety Culture Project Lead ROOT CAUSE TEAM MEMBERS Dryden, Licensing Supervisor, Nuclear Hollinger, Manager Spent Fuel Project CNO Nazar
15 Nuclear Safety Culture Organization NSC Oversight Committee St. Pierre Project Lead Schaffer PTN NSC Team Kiley JB NSC Team Schaffer PSL NSC Team Anderson Project Lead Responsibilities Overall project support Project logistics and administration Process and templates Status tracking and monitoring Nuclear Safety Culture Oversight Committee Responsibilities Monitor Fleet NSC activities & actions Provide NSC oversight Propose / approve NSC actions Report-out at CNRB DAEC NSC Team Costanzo PB NSC Team Meyer SBK NSC Team Freeman Future Implementation (Q3 2010)
CNO Nazar Site Nuclear Safety Teams Responsibilities Coordination of NSC initiatives at site Sponsor NSC implementation at sites Recommend actions to NSC Oversight Committee
16 Measuring the Fleet Program and Improvements
- Nuclear Safety Culture Metrics
- Benchmarked with Industry (i.e., Susquehanna, North Anna, Exelon, Entergy, FENOC, Hope Creek)
- Based around 8 INPO Safety Culture Attributes, including Addendum I Development has been evolutionary Revision 1 included 52 individual indicators Revision 2 dropped to 47 individual indicators Next Step Validation / Calibration Process
- What would it have looked like in spring 2009
- Site-to-Site comparisons
- Correlation of indicator results to attribute it supports Measuring our Progress Using Indicators that Align to the INPO Safety Culture Attributes
17 Feb-2010 NOTE: This dashboard is governed by AD-AA-103 Rev 0 Section 5.2 Based on INPO Principles for a Strong Nuclear Safety Culture Unexcused Training Absences MSP I - Residual Heat Removal Operating Experience Index S ABM Index Number of Major Change Mng Plans Operator Work Arounds/Burdens Behaviors & Actions that Support a Strong Nuclear Safety Culture Open PMCRs Organizational Learning is Embraced Training Observations MSP I-Heat Removal A Questioning Attitude is Cultivated S it e Procedure Health Index Nuclear Safety Undergoes Constant Examination Non-Outage CM Backlog Reactivit y Management Co nt rol Room Deficiencies Number of Anonymous CRs submitted
- of Risk Sig Red &
Yellow Syst ems Nuclear Technology is Recognized as Special and Unique Component Misposit ioning Index M SPI - Emergency AC Power MS PI - High Pressure Injection M SPI - Cooling Water System Equipment Reliability Index Operable but Degraded Systems CR initiation rate Feedback received via NSC Website Regulatory Health Index Station Human Performance INPO Evaluation results Open Temporary Syst em Alterations
" Nuclear Safety Culture" CRs Decision-Making Reflects Safety First Number of 2C meet ings held ODM P rocess Utilized OS HA recordable injuries TISAR CAP Index V oluntary Separations NRC Allegations to No.of DPOs submitted Grievances SAMPLE PLANT Securit y loggable personnel erro rs Safety Worko rder Backlog NRC Allegations PWO Open >= 12 mont hs Clearance Errors Index Everyone is Personally Responsible for Nuclear Safety Personnel Contamination E vents (P CE s)
MRFF Total # of ECP Concerns S taf fing levels Nuclear Safety Culture - Site Dashboard ORGANIZATIONAL EFFECTIVENESS Site Nuclear Safety Culture Health Disciplinary action Leaders Demonstrate Commitment to Safety ERO Drill Performance Trust Permeates the Organization Nuclear Safety Culture - Metrics Dashboard
Nuclear Safety Culture - St. Lucie Rich Anderson VP St. Lucie
19 St. Lucie Nuclear Safety Culture
- Employee Communications
- Small employee group communications meetings (2Cs) being conducted
- NSC expectations communicated site wide before April outage
- Site wide all hands meetings include NSC topics
- Station newsletters and leadership alerts include NSC topics
- CNO Breakthrough site wide meeting included NSC as a focused topic
- Nuclear Safety Culture Site Team
- Implemented fleet NSC procedure
- Monthly meetings held with SVP as chair
- Quorum established with individual contributors and management members
20 St. Lucie Nuclear Safety Culture
- Outage Activities
- CNO Pre-job brief and timeout
- SVP published outage expectations for maintaining an open and collaborative work environment
- NSC oversight meetings are held weekly during the outage. Input includes data such as:
Observation data Operational Decision Making Differing Professional Opinions NSC and anonymous condition reports ECP trends Human resource issues Outage scope requests
21 St. Lucie Nuclear Safety Culture
- Key Site specific RCE Actions
- Dedicated station Director leading a backlog reduction team
- Station backlogs for PMCRs, WOs, CR and PCRs reviewed and risk prioritized
- Safety Work Order initiative established
- Increased the use of the ODMI process. Recent examples demonstrate a focus on long-term safe and reliable operation
- Designated station managers (i.e., Manager in the Field) are assigned daily to perform focused observations on plant activities
- Survey Results
- Positive results from an employee survey in February 2010. The survey included five questions regarding station progress with communications, materiel condition, CAP, and safety work orders
Nuclear Safety Culture - Turkey Point Mike Kiley VP Turkey Point
23 Turkey Point Nuclear Safety Culture Site focused on involving individual contributors during the ODM process
- ROs, engineers, field operators, and crew supervisors involved during recent ODM to address heater drain system challenges Operational Decision-Making Communications Examples
- 4C RCP #1 seal leak-off (March 2010)
- Unit 4 turbine trip header pressure (March 2010)
- Down power unit 4 for heater drain valve repair (January 2010)
- Unit 3 main generator hydrogen leakage (May 2009)
- 3A1 CWP motor rotation (February 2009)
24 Turkey Point Nuclear Safety Culture Communications promoting an open and collaborative work environment:
- Weekly videos from SVP and PGM detailing ODMs and current issues
- Weekly breakfast employee meetings
- Weekly alignment packages
- Semi-monthly SNAP surveys
- Quarterly all hands meetings with time allotted for open discussion
- Quarterly SVP and PGM compliments and concerns meetings Management in the Field Days
- Provide coaching
- Perform observations
- Model behaviors
- Answer questions
25 Turkey Point Nuclear Safety Culture 2010 breakthrough goal: Leadership and employee ownership of a strong nuclear safety culture
- Craft developing metric on measuring goal via breakthrough committee Establishment of Nuclear Safety Culture Committee
- Monthly meetings held with SVP as the chairperson Industrial Safety Work orders continue to be low
- 0 Priority A (Immediately safety significant)
- 0 Priority B (Scheduled within 4 weeks)
- 34 Priority C (Safety concern has been mitigated by a hardened barrier or other method)
- 20 Priority D (Safety enhancements)
26 Turkey Point Nuclear Safety Culture Attrition Rate continues to lower
- In 2006 and 2007 our voluntary separations were 69 and 64 respectively
- In 2009 our voluntary separations decreased to only 22 Strong Improvement in INPOs Organizational Effectiveness Survey from 2008 to 2010
Human Resources Activities Supporting Nuclear Safety Culture Mike Bryce VP Human Resources, Nuclear
28 Human Resources Activities Supporting Nuclear Safety Culture NSC Executive Leadership Training - Authentic Leadership Self Awareness Relational Transparency Balanced Processing Personal Integrity Leadership Behavior Monitoring Fleet Conclusions External Assessors Revised current reward system to ensure consistent health of NSC St. Lucie Outage Observation and Monitoring Culture Surveys Organizational Cultural Inventory (OCI)
Safety Conscious Work Environment Survey NSC Values and Principles are Being Applied
Employee Concerns Dave Lowens Director Nuclear Assurance
30 FPL Employee Concerns Program Corrective Actions Completed Reinvigorating ECP
- Offices Relocated Inside Protected Area
- Upgraded Handling of Out-of-Scope Concerns
- Face to Face Debriefs With Concernees
- Three Month Follow-up on Effectiveness
- Centralized Database In Use
- Posters and Fliers Redesigned and Distributed
- Monthly Meetings with Site Vice Presidents and CNO
- Extensive Ongoing Outreach Activities Working to Gain Employee Trust and Respect
31 Employee Concerns Outreach and Follow-up DATE SITE DEPT GROUP
- OF PERSONNEL 11-Jan-10 PTN DOC CTRL 12 28-Jan-10 PSL TRNG TRAINING STAFF 35 28-Jan-10 PTN COMM COMMUNICATIONS 2
15-Feb-10 PSL SEC FOUR SECURITY SHIFTS 160 25-Feb-10 PSL ENG SYSTEM ENG. SUPERVISORS 4
09-Mar-10 PTN OTHER ALL-HANDS MEETING 160 10-Mar-10 PSL PROJ DEPT. MORNING MEETING 35 11-Mar-10 PSL WORK CTRL WORK CONTROL STAFF 20 23-Mar-10 PTN OTHER DZNPS 150 23-Mar-10 PSL PROJ WILLIAMS 100 24-Mar-10 PSL PROJ NPS 215 31-Mar-10 PSL PROJ NPS 125 02-Apr-10 PSL OTHER AMES 60 05-Apr-10 PTN MAINT 85 Outreach:
Follow-up:
Completed: 23 Pending: 0
32 FPL Employee Concern Activity Turkey Point 0
2 4
6 8
10 12 14 16 18 20 J
F M
A M
J J
A S
O N
D J
F M
A 2009-2010 Num ber of Instances Corporate Office 0
2 4
6 8
10 12 14 16 18 20 J
F M
A M
J J
A S
O N
D J
F M
A 2009-2010 Number of Instances Note NRC Allegation Data through Feb 2010 Employee Concern and Contact Data through April 16,2010 St. Lucie 0
2 4
6 8
10 12 14 16 18 20 J
F M
A M
J J
A S
O N
D J
F M
A 2009-2010 Number of Instances NRC Allegations ECP Concerns Contacts
33 Future of Nuclear Safety Culture at FPL Program roll-out to Seabrook, Point Beach, and Duane Arnold NEI Safety Culture Task Force participation and involvement Application of learnings from Culture Survey and Employee Engagement Surveys
Closing Comments Mano Nazar Chief Nuclear Officer
FPL Nuclear Excellence Model Attributes
36 Value Maximize the time spent on P reven ~on and Detection to minimize /ellmlnate Correction activities I=I=IL.
I::RCUP.
37 SIC/LO I=I=IL.
I::RCUP.
38 Respect for Nuclear Safety We are committed to excellence and professionalism in the conduct of our activities, and we endorse the following principles:
- Everyone is personally responsible for nuclear safety.
- Leaders demonstrate commitment to safety.
- Trust permeates the organization.
- Decision-making reflects safety first.
- Nuclear technology is recognized as special and unique.
- A questioning attitude is cultivated.
- Organizational learning is embraced.
- Nuclear safety undergoes constant examination.
Conduct all activities to demonstrate a deep respect 'or Nuclear Salet~
~
N"clf!Rr FIf!F!I I=I=IL.
I::RCUP.
39 Our Safety Guiding Principles
- 1. All injuries a re preventable
- 2. leadership is responsible for preventing injuries
- 3. Plan safety into our work
- 4. look out for each other Live the Safety Guiding Principles
~
N"de~rFl"",
I=I=IL.
I::RCUP.
40 A Great Work Environment To help ensure that Fleet team members have pride in what they do, enjoy the people they work with, and trust leadership, FPL Nuclear is committed to:
./ Frequent, timely and candid communications
./ Support for work-life balance
./ Elimination of low-value work
./ Performance improvement to minimize crisis response
./ Leadership recognition of employees as our most valuable resource
./ Leadership empowering employees to engage, grow and reach their full potential
./ Build ing trust and acting with integrity Foster a work environment wbere we are the em ployer of choice I=I=IL.
I::RCUP.
41 Our Five Outage Principles
- 1. Respect Industrial and Nuclear Safety
- 2. No Short Cuts I Rushing
- 3. Be Deliberate
- 4. Effective Communication and Handoffs
- 5. Be Prepared
~. Nuclear Fleet I=I=IL.
I::RCUP.
Nuclear Safety Culture Root Causes CR2009-25563
43 CR2009-25563 Root Causes and Corrective Actions to Prevent Recurrence Root Cause 1 Management has missed opportunities to correct early indications of a decline in nuclear safety culture resulting in allegations made directly to the NRC where internal problem resolution processes have been bypassed. No comprehensive, integrated process for routine monitoring of all the essential elements for a healthy nuclear safety culture currently exists.
44 CR2009-25563 Root Causes and Corrective Actions to Prevent Recurrence Root Cause 2
- Certain management actions have negatively impacted employee trust and resulted in a prevailing perception that production often takes precedence over safety.