ML110260406

FPL Meeting Summary Presentation Handouts

ML110260406
Person / Time
Site:	Saint Lucie, Turkey Point
Issue date:	01/11/2011
From:	Florida Power & Light Co
To:	NRC/RGN-II/DRP/RPB3
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ML110260387	List: ML110260390 ML110260406
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Download: ML110260406 (48)

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0 FPL Nuclear Safety Culture Update January11, 2011

Agenda

• Opening Comments, Introductions G. St. Pierre VP Fleet Support

• Nuclear Safety Culture Values and Principles G. St. Pierre Approach VP Fleet Support G. St. Pierre

• Path to Sustainability VPFleetSupport G. St. Pierre

• Nuclear Safety Culture Program Status VPFleetSupport J. Schaffer

• NSC Dashboards NSCProjectLead M. Brvce Human Resources Update VP Humankesources, Nuclear

• Turkey Point NSC Status M. Kiley VP Turkey Point

• St. Lucie NSC Status R. Anderson VP St. Lucie

• Employee Concerns Program & Contractor Initiatives D. Lowens Director Nuclear Assurance

• Closing Comments P. Wells VP Organizational Support 0

FPL 2

FPL Attendees Gene St. Pierre Jennifer Schaffer Mike Bryce Rich Anderson Mike Kiley Dave Lowens Pete Wells Larry Nicholson Mitch Ross Jim Voorhees Mike Waldron VP Fleet Support, NSC Sponsor Nuclear Safety Culture Project Lead VP Human Resources, Nuclear VP St. Lucie VP Turkey Point Director Nuclear Assurance VP Organizational Support, NSC Sponsor Director Licensing VP/General Counsel, Nuclear Fleet ECP Manager Director Nuclear Communications 0

FPL.

3

Timeline May 2009 Concerns with the source of allegations September 2009 FPL initiates root cause evaluation October 2009 First NRC public meeting, FPL presented root cause findings Second NRC public meeting, FPL reviewed April 2010 actions and progress January 2011 Completing commitment for additional update 0

4 FPL

Nuclear Safety Culture Values and Principles Approach Sustainability through Nuclear Excellence Model Core Values and Principles 0

FPL 1

Nuclear Excellence Model CooductallactMtlesto demonstrate a deep respect Batety Guiding Pilnclples for Nuclearsalety Focused Excellence Operationally Passion for Engaged Leaders Effective Long-Range strong Teamwork Engaged Eisployees Be a Self-Improving Coltore B s,ntrvettoo Foster a work envlonment vitlere Learning Organization eiaInivae Corc ctieities we are the erlthlOyer of choice Vision We are a team that delivers consistent excellent performance Mission We will produce energy in a safe, reliable, cost effective way, while caringfor our employees, communities and the environment Values Core Principles Strategic Focus Areas Responsive to Effective Standardized Stabeholders Worhforce Plernibsg Processeo Effective Supervisors Workilfe Balance Strong Ownership

& Accountability Operational Excellence Organizational Effectiveness a

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Nuclear Safety Culture Values and Principles Approach Conduct all activities to demonstrate a deep respect tar Nuclear Satet FPL.

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.

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 7

Nuclear Safety Culture Values and Principles Approach

4. Effective Communication and Handoffs C

FPL r

I 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:

Our Five Outage Principles

1. Respect Industrial and Nuclear Safety V Frequent, timely and candid communications V Support for work-life balance V Elimination of low-value work V Performance improvement to minimize crisis response V Leadership recognition of employees as our most valuable resource V Leadership empowering employees to engage, grow and reach their full potential V Building trust and acting with integrity

2. No Short Cuts I Rushing

3. Be Deliberate

5. Be Prepared Foster a work environment where we are the employer ot choice 8

Nuclear Safety Culture Organization April 2010 CNO Nazar NSCOversht PTN NSC Team Kiey DAEC NSC PB NSC Team Team II ostanzoj Meyer Site Nuclear Safety Teams Responsibilities

• Coordination of NSC initiatives at site

• Sponsor NSC implementation at sites

• Recommend actions to NSC Oversight Committee 0

FPL Project Lead Schaffer Nuclear Safety Culture Oversight Committee Responsibilities

• Monitor Fleet NSC activities & actions

• Provide NSC oversight

• Propose I approve NSC actions

• Report-out at CNRB PSL NSC Team Anderson Project Lead Responsibilities

• Overall project support

• Project logistics and administration

• Process and templates

• Status tracking and monitoring JBNSC SBKNSC Team Team Schaffer Freeman 9

Nuclear Safety Culture Organization November 2010 Site Nuclear Safety Teams Responsibilities

• Coordination of NSC initiatives at site

• Sponsor NSC implementation at sites

• Recommend actions to NSC Oversight Committee 0

FPL Nuclear Safety Culture Oversight Committee Responsibilities

• Monitor Fleet NSC activities & actions

• Provide NSC oversight

• Propose / approve NSC actions

• Report-out at CNRB CNO Nazar NSC Oversight Committee Wells Project Lead Schaffer Project Lead Responsibilities

• Overall project support

• Project logistics and administration

• Process and templates

• Status tracking and monitoring

• Program turnover to line management

• Convert corporate role to Oversight/Governance PSLNSC PTNNSC JBNSC SBKNSC DAECNSC PBNSC Team Team Team Team Team Team Anderson Kiley Schaffer Freeman Costanzo Meyer 10

The Path to Sustainability From April 2010 Meeting Root Cause Corrective Actions Closed Since April 2010

-- NSC Program Implementation at the Northern Sites

-- Key Communications Initiatives

-- Nuclear Safety Culture Dashboard Pilot

-- Safety Culture Training and Awareness

-- Safety Culture Survey and Organizational Culture Inventory Survey

-- Nuclear Integrated Resource Planning/Aggregate Impact Index Employee Concerns Program Improvements Face to Face Debriefs with Concernees Three Month Follow-up on Effectiveness Monthly Meetings with Site Vice Presidents and CNO Contractor Safety Culture Initiative 0

11 FPL

The Path to Sustainability 2009 NSC Root Cause Action Status AN Corrective Actions have been completed Final Effectiveness Review scheduled for June 2011 NSC Dashboard Pilot Interim Effectiveness Review Conducted April 2010

-- Early signs show progress with respect to awareness of NSC program and processes

-- Consciousness of NSC at the forefront of the leadership team

-- Mini SCWE survey at PSL and INPO OE Survey indicated that the organization is recognizing and prioritizing NSC

-- ECP enhancements are improving employee trust and utilization of the program 12 FPL

The Path to Sustainability Communications have been a key focus Fleet NSC website Focused 11 % of all Fleet wide communications articles on NSC All Hands Meetings, incorporate NSC updates and sites status progress on NSC actions 2011 Communication plan focus on excellence in work behaviors including enhancements to the NSC NSC is constantly and consistently reinforced as one of our core values 13 FPL

Outage Core Values and Principles Complete Planned Work Improved Equipment Reliability (Do What We Said We Were Going To Do)

Prevent Job Stoppage Prevent Job Prevent Rework Delays No Rushing!

No Sort Cuts Effective Respect for Nuclear Prevent Outage Core Industry Safety Events Misunderstanding Hand-offs Prevent Communication Inaccuracies Turnovers

\\\\PIII1cIpIe, Be Deliberate Be Prepared (Look Ahead & Risk Prevent Support Prevent Making Management)

Activities from Inappropriate Becoming Decisions Crisis Prevent Injuries Improved Teamwork Increased Safety Margin Lateral Integration Aligning Nuclear Safety Culture with Existing Values and Principles 14 FPL.

St. Lucie & Turkey Point Our individual work behaviors support site & fleet priorities Use formal processes and fundamentals consistently to enhance oar nuclearsafety culture.

Focus resources on EPU Is pave the way tsr successful equipment modifications during 2012 EPU outages.

Reise the bar on site and Fleet outage performance.

Create a culture of strung teamwork through alignment and effective communications.

one fleet

• one team

• one goal

• excellence C

FPL ion Enhance Nuclear Safety Culture St.Lucie Site Priorities Prevent Safety Events through aggressive hazard identificaiton Establish an operationally focused organization to ensure escellent mafedal csnddion to support lang-farm uafe and reliable operation.

Successfully plan and implement EPU, major projects and refueling outages r

Turkey Point Site Priorities Strengthen tIre asecufion ot the Work Managsmunf process to assure high levels of equipment reliability and im prove worker safely.

Optimize Performance Improvement (CAP, Equipment Reliability, Human Performance, Change Management)

Successfully prepare for and asecuta two EPU eutuges.

Engage employees in Low Value Work Reduction and workload phoritization Reinforce standards fur quality uf work esacutios to promote safely sod prevent events.

Ensure siatalnabilty of the imprsvamants in causal analysis, and impruva implamastaitun of Csrrechve Action Program.

Work Behaviors Create a highly affective cross-functional team. This includes LhWR, alignment with Fleet Staffisg plan, effective utilization of the resources we bane, and synargies through braaldng down silos and crsss-fanctiooal barriem.

• Safety is our #1 Priority

• Align Work Habits to Reflect Our I

Fundamentals

• Use Human Performance Tools

• Demonstrate Pride in our Work Site Challenge Supervisors & Co-Workers to Follow Procedures & Improve Each Day 15

FPL NSC Dashboards Jennifer Schaffer NSC Project Lead

NSC Dashboard Pilot Learnings FPL and the Industry are evaluating various tools and metrics to measure NSC Continued active engagement with NEI and INPO Dashboard based on the 8 INPO Safety Culture Principles Current version is still a work in progress Indicator color codes Traditional industry indicators use green, white, yellow, red performance criteria based on aggressive top decile/quartile industry performance Non-traditional industry indicators use white and blue criteria based on site specific historic performance NSC teams usage of the dashboard Understand culture can not be measured exactly Dashboard is a tool from which we attempt to measure the health of the culture 0

17 FPL

Nuclear Safety Culture - Site Dashboard Turkey Point ORGANIZA11ONAL EFFECTIVENESS Month End Quarter End Sponsor Owner Indicator Nov-2010 3Q10 Mike Kiley Jose Alvarez OE-63 I

Site Nuclear Safety Culture Health I

Everyone is Personally Responsible for Leaders Demonstrate Commitment to Nuclear Safety Safety NRC Allegations IERO Diii

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Grievances Nuclear Safety Culture 1

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Nuclear Technology is Recognized as Special and Unique Aftitude is Organizational Learning is Embraced I

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I Site Procedure Health CR InitiatIon Rate Training 0bseroations

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liiCoofbrltWal Oprl5r ncy Inidicalor Key Pending deNo Qoartely:

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Persernel COnta,nle Eo.rdu Component Mispositioning Index Trust Permeates the Organization NRC Alfegatienn to No Disciplinary action DPOs submitted Decision-Making Reflects Safety First a of Rink Sig Red &

Number of 2C meetingr Volantary Separations Yellow Systems held OSHA Recordable Rate 0DM Process Utilized r.jQfl Reactivity Managvnvenl Open PMCR5 I

Equipment Reliability Index Control Ream Deficiencies Ii 1 1Vfl CAP Index I

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Behaviors & Actions that Support a Stron I

NuclearSafetyCulture I

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Regulatory Health Inde, Operating Experionoa Nun*ee of Major Chajt Index Mng Plans NOTE: This dashboard is governed by AD-AA-103 Rev 0 Section 5.2 Based on I NPO Principles for a Strong Nuclear Safely Culture 18

Nuclear Safety Culture - Site Dashboard St.

Lucie ORGANIZATIONAL EFFECTIVENESS Month End Quarter End Sponsor Owner Indicator Nov-2010 3Q10 Rich Anderson Mark Moore OE-63 I

Site Nuclear Safety Culture Health I

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CR Initiation Rate Training observationsi axe Procedare Health 1

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Perforvnanco NSCWebsite Absences Reactivity Manngeneni Open Temporary syste4 ghPmssU Alterations on Inidicator Key Pending r

I FPL 5

Everyone is Personally Responsible for Leaders Demonstrate Commitment to Nuclear Safety Safety Safety Workorder Backlog Trust Permeates the Organization NRC Allegations ll L

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PWO Open se 12 nmon4 Disciplinary action NRC Allegations to No.jf 0DM Process Utibzed Personnel Ccntanietateo 1

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VolantarSePamations ed CAP Index Decision-Making Reflects Safety First OSHA Recordable Rate Eqaipment Reliability Index Control Room Deficiencies Operator Work AroundsiBurdens Operable bat Degrader MSPI

- Cooling Water Systems System I

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I MSPI - Emergency AC I Power Operating Experience NumberofMajorCbang Index Mng Plans NOTE: This dashboard is governed by AD-AA-1 03 Rev 0 Section 5.2 Based on INPO Principles for a Strong Nuclear Safety Culture 19

0 PPL Human Resources Update Mike Bryce VP Human Resources, Nuclear

Nuclear Safety Culture Program Human Resource Actions 2010 Organizational Culture Inventory (OCI)

The 001 survey was administered to 3040 employees in 2010.

Utilized the survey results to identify and encourage behaviors that will enhance the desired culture and to eliminate behaviors that detract from the desired culture.

Senior leadership is aligned and committed to the desired behaviors.

0 21 FPL

Nuclear Safety Culture Program Leadership Behavior Monitoring Independent Assessment Contracted with RHR International to assess desired leadership behaviors and appropriate attitudes that encourage and support a strong NSC.

-- In summary, the Company correctly and appropriately identified unsatisfactory practices and behaviors that were contributing to safety culture challenges. In response, the Company has designed and implemented an organizational-wide initiative and intervention actions to enhance the safety culture.

Ongoing Monitoring Independent weekly review of supporting and detracting behaviors.

Exit Interview screening and reporting of NSC concerns and implications.

22 PPL.

0 FPL Nuclear Safety Culture at Turkey Point Mike Kiley VP Turkey Point

Turkey Point Nuclear Safety Culture An individuals belief system drives their individual behaviors Behavior changes at the Site:

Station job performance and Training observations has increased from 2008 to 2010 Station goals established that drive:

-- Reducing Low Value Added Work

-- Increasing External Industry Engagement

-- Support Employee Engagement Performance = Behaviors + Results 0

24 FPL.

Turkey Point Nuclear Safety Culture Behavior changes at the Site Site NSC Committee established with line employees Routine breakfast meetings with Site V.P. and employees Routine 2Cs (Compliments and Concerns) meetings between managers and employees Department written communications such as:

-- Operations, AOM Notes

-- Maintenance, The Maintenance Cooler

-- Engineering, Engineering Corner

-- Chemistry, Chem-Speak 0

25 FPL

Turkey Point Nuclear Safety Culture Improved Employee Engagement Community Involvement Activities

-- Strong United Way Participation

-- Salvation Army Angel Tree

-- Thanksgiving Food Drive

-- Blood Drives

-- Employee group involvement in local schools

-- Site Sponsored Local Christmas Festival Employee Activities at the Site

-- Dolphin Fish Tournament

-- Golf Tournament

-- Childrens Holiday Party! Family Day 0

26 FPL

Turkey Point Nuclear Safety Culture Results Attrition rate for voluntary separations at a 7 year low (21 voluntary separations from Turkey Point in 2010)

Strong Improvement in INPOs Organizational Effectiveness survey from 2008 to 2010 April 26th 2010, received an improved INPO rating and removal from special assistance category August 19th 2010, operations training programs accreditation unanimously renewed by the National Academy of Nuclear Training.

Bargaining unit employees are applying for supervisory positions The majority of promotions at the site have been from our succession plan providing career path opportunities.

0 27 FPL

Turkey Point Nuclear Safety Culture Challenges Station staff has swefled with major projects and power up-rates at Turkey Point.

-- 1,457 Contract Employees with protected area access as of 1/3/11 Contract work force is our focus in 2011.

-- Contractor 2Cs meetings with their site employees

-- On-site contractor ECP offices

-- Increased site communications

-- Supplemental employee training including oral boards that probe aspects of a strong NSC 0

28 PPL

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FPL Nuclear Safety Culture at St. Lucie Rich Anderson VP St. Lucie

St. Lucie Nuclear Safety Culture Where We Were in 2009 Corrective action program focus Leadership alignment on priorities Prioritization of required work Preventative Maintenance Corrective and Elective Maintenance Externally/internally driven Goal alignment Feedback and dialogue Employee communications Implement a Focused Approach to Address Key Safety Culture Inputs 0

31 FPL.

St. Lucie Nuclear Safety Culture Actions We Implemented Alignment of goals with fleet nuclear excellence model Leadership organizational effectivenesslalignment External resources for accountable organization training Strengthened causal analysis and CAP implementation Implemented fleet NSC program Reinforcing NSC messages in various employee communications Revised processes to reinforce NSC Operational Decision-Making Failure Investigation Process Root Cause Evaluations 0

32 FPL

St. Lucie Nuclear Safety Culture Actions We Implemented ERIGR assessment I engineering excellence plan PM Program implementation improvements Outage scope, preparation and execution Additional maintenance resources External engineering support resources Department fundamentals rollout Supervisor oversight Increased training and qualification for contract supervisors Face-to-face meetings with supplemental workers Leadership passion for safety Using 100 day scorecard 0

33 FPL

St. Lucie Nuclear Safety Culture Where We are Today Improved causal analysis No overdue condition reports Full participation in NSC Team Employees more informed and aligned Management awareness of NSC impacts Improved decision-making and communication of decisions Improved equipment reliability Increased 2010 index scores Reduced component failures Individuals felt personally responsible for nuclear safety at the site and perceived the current management reinforced this message NRC EA-09-0321 St. Lucie Unit 1 95002 Supplemental Inspection Report0 34 PPL

St. Lucie Nuclear Safety Culture Communicating that NSC is the CAP and ECP Programs sites top priority Employees feel free to raise Outage Processes issues Individuals understand their Workload and Resource responsibilities to report issues Allocations Continued Focus on Improving lnternal Processes Designed to Address and Correct Issues 0

35 FPL.

Preliminary 2010 Safety Culture Survey Strengths I

Focus Areas

St. Lucie Nuclear Safety Culture Where We are Going Sustainability NSC site team on the ground focused look at performance

-- Frequent outage meetings

-- Indicator Dashboard NSC Team providing oversight, challenge, and industry best practices Observations and effectiveness reviews Fleet Oversight and HR Independent Monitoring Achieve Excellence in Equipment Reliability Additional Improvements Engaging key contractors Incorporating employee feedback 36 FPL

PPL Employee Concerns Program Dave Lowens Director Nuclear Assurance

Employee Concerns Recent Activity 18 16 14 12 10 Li.i1iI.LI.Hi Legend ECP Contacts Employee Concerns NRC Allegations Actions being taken to increase ECP use at Turkey Point 0

FPL St. Lucie Employee Concern Activity 01-10 02-10 03-10 04-10 05-10 06-10 07-10 08-10 09-10 10-10 11-10 12-10 Turkey Point Employee Concern Activity 18 16 14 12

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Employee Concerns Program Contractor Safety Culture Initiative CNO met with FPL/NextEra major contractor executives to discuss importance of safety culture initiative.

ECP performing extensive outreach with supplemental workforce (PTN Fall 2010 outage PSL January 2011 outage).

New ECP language being placed in supplier contracts applicable to suppliers with their own ECP:

Requires notification to FPL of any safety related/quality issue or HIRD concern submitted to contractor ECP

FPL plans follow-up to ensure satisfactory resolution of these concerns Quarterly ECP Manager Peer Calls with contractor ECP counterparts (Bechtel, DZNPS, Williams, RSS Wackenhut participating)

First call completed 1/5/11 0

40 FPL

Employee Concerns Program Drivers For ECP Use PSL Reasons Why Individuals Come to ECP -2010 Working To Understand and Address Underlying Issues FPL.

PTN Reasons Why Individuals Come to ECP -2010 BRaised Issue With Supv But No Action I Desire Confidentiality DRaised Issue Disagree With Response O Fear of Retaliation lAnonyrnous Dlssuein CAP But Not Resolved lOther a From Outside the Company 22 uesire ionTiaentiaiity

• Raised Issue Wth Supv But No Action OQther-Enter in corn rn ants DAnonyrnous IFrorn Outside the Company OReluctantto Discuss With Supv

• Raised ssue Disagree With Response IWanted Issue on Record 41

Employee Concerns Program Concerned Individual Feedback Goal is facetoface debrief with Cl at time of investigation completion:

Review of the concern investigated

Discussion related to discovered facts relative to concern

Results of analysis

Corrective actions completed or planned Standard feedback questions asked at time of ECP debrief (Palo Verde Benchmark):

1. Are you satisfied that ECP addressed all of your concern? If not, why?

2. Are you satisfied with the resolution of your concerns? If not, why?

3. Are you satisfied with ECPs assistance? If not, why?

4.

If you had a concern in the future would you feel comfortable using the ECP again? If not, why?

5.

If you had a concern in the future, would you feel comfortable raising the concern to someone in management? If not, why?

0 42 FPL.

Employee Concerns Program

- 2010 Feedback Results ECP Feedback Form Question Yes No

1. Are you satisfied that ECP addressed all of your concerns? If not, 89%

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why?

2. Are you satisfied with the resolution of your concerns? If not, why?

74%

26%

3. Are you satisfied with ECPs assistance? If not, why?

96%

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4. If you had a concern in the future would you feel comfortable using 94%

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the ECP again? If not, why?

5. If you had a concern in the future, would you feel comfortable raising 70%

30%

the concern to someone in management? If not, why?

65 ConcernslReferrals closed at PSL and PTN in 2010 Feedback received on 47 ConcernslReferrals Feedback not received on 18 ConcernslReferrals (10 Anonymous, 8 Unable to contact CI)

ECP Customers Generally Satisfied with ECP and Would Use ECP Again 0

43 FPL

Employee Concerns Program 2010 Safety Culture Survey Nuclear safety and quality issues reported through Employee Concerns Program (ECP) are thoroughly investigated and 3.74 3.49 3.73 appropriately resolved Upper management supports Employee Concerns Program 3 89 3 77 3 95 (ECP).

I can use Employee Concerns Program (ECP) without fear of 3.87 3.7 3.95 retaliation.

Confidentiality of my concern will be maintained by the Employee 3 81 3 55 3 83 Concerns Program_(ECP) at my_request.

Average 3.97 3.80 3.99 5 = Strongly agree, 4= Somewhat agree, 3= Neither agree or disagree, 2= Somewhat disagree, I = Strongly disagree General Population Has Positive Attitude Towards ECP 0

FPLZ I am familiar with the Employee Concerns Program (ECP).

Fleet 2010 Safety Culture Survey Results PTN PSL Average 4.55 4.50 4.51 44

Employee Concerns Program

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45 FPL

0 PPL Closing Comments Pete Wells VP Organizational Support, NSC Sponsor

2011 Nuclear Safety Culture Program Initiatives Sustainability through Nuclear Excellence Model Core Values and Principles Approach

1. 1 2011 Fleet Initiative Enhance Nuclear Safety Culture

-- NSC Program Standardization to NEI 09-07 Guidance

-- NSC Fleet Peer Team Assessments Trending Surveys and Improvement Plans NSC Dashboard Benchmarking and Industry Engagement Driving Employee Trust in Internal Programs and Processes Designed to Address and Effectively Resolve Issues 0

47 FPL

Path to Sustainability Nuclear Safety Culture built into our values and principles based Nuclear Excellence Model Progress has been made in our programs, processes, passion and commitment Validated by internal, external, and independent assessments Understand our challenges and have built in elements to ensure sustainability Aligned and involved with new industry NSC initiatives Our goal is to become the NSC industry role model Connecting and Engaging the Work Force 48 FPL