Text

Enclosure 3: Dominion - North Anna Presentation of July 28, 2010 Public Meeting
	ML102110259
Person / Time
Site:	North Anna
Issue date:	08/04/2010
From:	; Dominion, NRC/NRR/DIRS/IHPHPB
To:	;
	Ramey-Smith A 415-6877
Shared Package
ML102110189	List: ML102110259; ML102110266; ML102110268; ML102110270;
References
	Download: ML102110259 (14)
	v • d • e

Enclosure 3: Dominion Presentation Meeting Summary of July 28, 2010 Public Meeting with NEI Dated August 4, 2010

Olllinlon

Modified Previous Safety Culture Binning

- Started in 2008

- Only looked at RCEs

- Only used the Leadership Team

- Informal

- Biennial Safety Culture Assessment conducted with 4 SMEs

Formal Program

- Started in 3rd Quarter, 2009

- Developed LI-NA-1002 (Rev. 2)

- Expanded to the NEI 09-07 guidance

- Results are reviewed by MSRC

71 question electronic survey provided to 1,099 site workers (included supplemental personnel)

Survey was conducted 11/18/09 - 11/30/09

70.15% response rate, resulted in 55,509 data points

Results used to focus the interviews

Site Assessment performed 12/14/09 - 12/19/09

Team consisted of 21 members (11 from North Anna), as well as several observers

62 interviews conducted, and 12 observations, resulted in 1,282 data points

3 strengths, 0 weaknesses, 5 positive, 3 negative, and 7 general observations were made

Results loaded into the Self Assessment module of the Corrective Action Program

Consists of Supervisors and Specialists

- Operations

- Engineering

- Maintenance

- RP/Chemistry

- Corrective Action

- Human Resources

- ECP

- HU Coordinator

Also has attendance by OR (organizational effectiveness) Manager and NS&L Director for consistency

Consists of Senior Management

- Site Vice President

- Plant Manager

- NS&L Director

- Engineering Director

- OR Manager

- Training Manager

Used Guidance from NEI 09-07

- Monitoring Panel meets 1-2 times per Quarter

- Leadership Team meets once per Quarter

- Considered larger extent than previous binning

RCEs, NRC Violations and Findings, ACEs, Oversight AFIs and PDs, CAP and HU Trend Reports, INPO AFIs and PDs, OWAs, Margin Management Issues, HR and ECP Concerns/Trends, ODEC Concerns

- 91 items considered in the current 4 quarters

- 58 Items binned, 8 doubled counted, 33 items not binned

- Bin to both INPO Safety Culture Codes and NRC Cross Cutting Aspects

-~DOminion' Nuclear Safety Culture 1-QUilrter 2010

© 2003 Dominion NEI 09-07 Pilot Program North Anna Power Station Results Area Components Aspects 4th Qtr 2008 1st Qtr 2009 2nd Qtr 2009 3rd Qtr 2009 4th Qtr 2009 1st Qtr 2010 Running 4 Quarter Total Human Performance

1. Decision Making

a. Safety/Risk Significant Decisions 1

1 1

4

b. Conservative Assumptions & Safe Actions 1

1 1

5 1

8

c. Communications of Decisions 1

1

2. Resources

a. Proper Maintenance Programs 1

1 2

4

b. Personnel Training & Qualifications 1

1

c. Complete Documentation & Labeling 1

1 1

2 1

5

d. Proper Facilities & Equipment

3. Work Control

a. Proper Work Planning 1

2 2

b. Work Activity Coordination 1

1 1

2

4. Work Practices

a. Human Performance & Error Prevention 1

1 3

1 5

b. Procedural Compliance 2

1 1

3 3

8

c. Supervisory & Management Oversight 1

1 1

3 PI & R

1. Corrective Actions Program (CAP)

a. Proper Issue Identification

b. Trend Performance Using CAP 1

1

c. Thorough Evaluation of Identified Problems 1

2 1

4

d. Appropriate Timely Corrective Actions (CA) 1 2

2

e. Appropriate Timely Alternative CAP Process

2. Operating Experience

a. Utilizing Operating Experiences 1

1

b. Implementing Operating Experience 1

1 1

2 4

3. Self & Independent Assessment

a. Appropriate Self-Assessment 1

1

b. Track and Trend Safety Indicators

c. Coordinates & Communicates Results SCWE

1. Environment for Raising Concerns

a. Free Flow of Information

b. Alternative Free Flow

2. Preventing, Detecting, and Mitigating Perceptions of Retaliation

a. Personnel Are Free to Raise Safety Concerns

b. Discrimination Claims Investigated & CA Taken

c. Appropriate Disciplinary Actions Taken OTHER

1. Accountability Defined lines of authority and responsibility 3

2 1

1 4

2. Continuous Learning Environment Licensee ensures that a learning environment exists 3

2 1

3

3. Organizational Change Management Systematic Process for change is used 2

2

4. Safety Policies

a. Policies reinforce the right to raise concerns

b. Personnel are effectively trained on safety policies

c. Actions are consistent with safety policies 1

1 1

d. policies are periodically communicated

Provided Training, and other actions;

- Results tracked by PIIs or CAP

- Davis-Besse and Strategic and Action Planning leadership training

- Managing Risk and Proceeding in the Face of Uncertainty leadership training

- QVV (Question, Validate, Verify) leadership training

- Change Management (Who, What, When) leadership training

- Importance of adhering to nuclear standards and personal accountability leadership training

- Collective significance review of items binned under INPO principle #7, (Organizational Learning is Embraced)

- Passive Design Features training for the entire staff

Only half of the items cleanly bin into either the INPO Principles or the Cross Cuttings Aspects

The other half are very subjective, and can easily fit into multiple categories based perspective

Leadership Team tends to be more critical than the Monitoring Panel

Most actions are training directed at behaviors, not changes to processes or procedures (CAP already addresses these)

Biennial Safety Culture Assessment results are different than and complement the results of the binning

About 20-30 bins appear to be manageable and meaningful, 8 is too few, 71 is too many for the quarterly binning

ML102110259

Text

Navigation menu

Search