ML12083A049

Meeting Slides - Meeting with Carolina Power & Light Company to Discuss the H. B. Robinson Steam Electric Plant, Unit 2 Performance Improvement Plant and New Management

ML12083A049
Person / Time
Site:	Robinson
Issue date:	07/20/2011
From:	Progress Energy Carolinas, NGG Holdings, Division of Operating Reactor Licensing
To:	Division of Operating Reactor Licensing
Billoch-Colon A
Shared Package
ML12094A176	List: ML12083A049
References
TAC ME6618
Download: ML12083A049 (28)

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Jim Scarola - Senior Vice President & Chief Nuclear Officer Bob Duncan - Vice President, Robinson Nuclear Plant Randy Gideon - Director, Site Operations Greg Kilpatrick - Manager, Operations Henry Curry - Manager, Nuclear Training Chuck Morris - Manager, Maintenance Leo Martin - Director, Engineering Chris Kamilaris - Manager, Support Services Annette Pope - Supervisor, Licensing (Brunswick)

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7/20/2011

~ Progress Energy 2

Leadership Team Performance Overview Immediate Actions Path Forward Strategic Improvement Plan Summary

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3 7/20/2011

~ Progress Energy

Bob Duncan Vice President Robinson Nuclear Plant Robinson Nuclear Plant r-------------------------~~----------------,_------------------I Leo Martin Director Engineering Paul Fagan Systems Engineering Manager Randy Gideon Director Site Operations Manager Chuck Morris Maintenance Manager Darryl Gardner Systems Engineering Manager I

Steve Bull Nuclear Computing Systems Manager I

I I

I I

Bill Peavyhouse I

I Design Engineering Manager 7/20/2011 James Edwards Operations Training Vacant PI Program Manager Greg Kilpatrick Operations Manager Brad Houston Rad Protection Superintendent Sheilagh Garrity Environmental and Chemistry Superintendent Brent Matherne Outage and Scheduling Manager Stephen Greenwood M&CS Superintendent Superintendent Rebecca Warren Farmer Anderson Engineering E&RC/

Program Support Manager Supervisor Diane Florio Troy Grigg Leadership Maintenance Development Training Supervisor Supervisor Dave Hoffman Operations Program Manager Bob Steele Safety Culture Program Manager In position greater than 2 years In position 1-2 years In position less than 1 year Acting In position Chris Kamilaris Support Services Manager Rich Rogalski Interim Licensing/Reg Programs Supervisor Tim Bostwick Interim Performance Improvement Supervisor Tony Pilo Emergency Preparedness Manager Ty Hubbard Plant Support Supervisor Angela Pullom Document Management Supervisor Toni Richmond Human Performance Manager Scott West Nuclear Plant Security Manager Rosemary Westbrook Financial Manager I

I I

I Keith Drown I

Interim

~-

NOS Manager

+-

DeWayne Walters Senior Human Resources Specialist O

Vacant Communication Specialist

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(Corporate Communications Staff filling position)

Erdal Caba Major Projects Superintendent Suzi Price Employee Concerns Specialist Henry Curry Training Manager Sharon Wheeler Interim Recovery Support Manager

Improvement Support Organization r-Bob Duncan Vice President Randy Gideon Director of Site Operations Green =

Sharon Wheeler Interim Recovery Support Manager Bob Steele Safety Culture Program Manager L Admin Assistant Cory Smith Procedure & Training Material Upgrade Project Manager I-- Procedure Upgrade Project Lead L-- Training Material Upgrade Project Lead Vacant Performance Improvement Program Manager Performance t-- Assessment Coordinators r--

Self Evaluation Specialists r-----

Root Cause Evaluators I-- Data Analyst Admin L----

5 Assistants Blue = Progress Energy Contractor White background = vacant I

1 Diane Florio Leadership Development Supervisor f-- HR Support f--

Leadership Dev. Support f-Communication Consultant L--- Communication Intern Dave Hoffman Operational Focus Program Manager I

Facilities Project Manager

~ Facilities Workers Work Management Project I-- EP Support 7/20/2011 Vacant Warren Farmer Training Program Engineering Manager Program Manager Trainers Design t Engineers Equipment Performance Reliability Technologist Engineers Operations Supervisor

Safety Nuclear Radiological Industrial Equipment Performance Emergency Planning Physical Security/Part 73 "100 Day" Tactical Improvement Plan

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6 7/20/2011

~ Progress Energy

Implemented Leadership Assessment/Changes Trained Operators on Knowledge Deficiencies Developed and Implemented Human Performance Fundamental Behaviors Tri-folds Lowered NCR and PRR Initiation Threshold Restructured Procedures Filled Vacancies Provided Supplemental Resources Implemented Modifications Main Feedwater Isolation Reset Feedwater Heater Relief Valve

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7/20/2011

~ Progress Energy 7

Understand Our Issues

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Embrace Fleet and Industry Support Focus on Behaviors Engage Leadership Team Bias for Action Execute the Strategic Plan

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8 7/20/2011

~ Progress Energy L8adership Allen"*"

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Address Performance and Historical Issues Address and Change Behaviors Correct Programmatic Deficiencies Ensure Culture of Sustainability Establish a Continuous Learning Organization Maintain Strong Nuclear Safety Culture Serve as a Station Communications Alignment Tool

~

9 7/20/2011

~ Progress Energy

Benchmarked Industry Conducted Performance GAP Analysis Established a Living Plan with Actions Tracked by the Corrective Action Program

• Plan Reviewed by Fleet, INPO and Industry Consultants Established Metrics to Monitor Effectiveness Developed Resource Loaded Schedule

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10 7/20/2011

~ Progress Energy

Corrective Action Program Eight Root Causes Three Common Causes Effectiveness Reviews Trend Reports Oversight and Self Assessments Streaming Analysis Safety Culture Assessment System Health Reports Long Range Plan INPO Plant Evaluations Performance Indicators "100 Day" Plan I 0 Assist Visits NRC Cross Cutting Matrix "100 Day" Tactical Improvement Plan

~

~ Progress Energy 11 7/20/2011

Leadership Training Leadership Alignment and Workforce Engagement Communication Strategy

• 2 Cs Meetings

• Focus Groups

• Recognition Lunches

• Root Cause Review of Safety Culture Aspects

• New Leadership Team

• Safety Culture Assessment

• Behavior Profile Safety Culture Survey'........---..........

Designation of

• Succession Planning

• Performance Development Plans

• DISC

• Firo - B

• Teambuilding Activities Senior Leadership Team Designation of Operational Leadership Team

• Leading Change

• Effective Communications

• Subtle Behaviors

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12

• Power Breakfasts and Lunches

• Alignment throughout the Organization

• Ongoing Feedback from/to Employees

~ Progress Energy 7/20/2011

Procedure Bases Training for EOPs/AOPs Practice Use of Event Response Team Crew Notebooks Assign Resources to Review Plan Inputs Assign PMCoE Classifications Assign Project Funding Requirements Operational Focus Equipment Upgrades ERO Readiness

• Fleet Assessment of Plant Health Process

• Staff Plant Health Engineer Position

• Drives Priorities

• Feeds Long Range Plan System Deep Dives

• System Latent/Legacy Review

• Pilot: Rod Control and EH/Turbine Control

• One System per Month

• Develop Recommendations

• Single Point Vulnerability Program

• Accelerate Rewind of RCP, MFD and CP

• Update System Files Motors

• NUS Module Replacement

~

• Evaluate PM Strategy for Circuit Cards

~ Progress Energy 13

• Outsource Mod Design of 17 Vulnerabilities 7/20/2011

Dedicated Shutdown Diesel Auto Start Auto Loading of Battery Chargers 4th Train Auxiliary Feedwater 2nd Startup Transformer Emergency Diesel Generator Cooling from "0" Deepwell Pump Service Water Valve 969 Reactor Coolant Pump (RCP) Seal Injection

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14 7/20/2011

~ Progress Energy

Schedule Accountability War Room Experienced Leadership

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Management Knowledge Oversight of Management Process Baseline Schedules Functional Equipment Groups Work Package Quality

• Site Wide Training

• Process Flowchart

• Craft Qualificatio-Work

~ 15

• Supplemental Resources

• FIN Team Effectiveness

• 5 AOs Qualified Clearance Writer

• Planning Backlog Reduction

• PM Optimization 7/20/2011

• Outage Scheduler

• 4 Work Week Coordinators

• Cycle Scheduler

• Surveillance Coordinator

• FIN Team (Ops and RP)

• Engineering Rapid Response Team

• Level of Detail

• Procedure Upgrade

• Benchmark

• Clarification of Deviation Process

• Upgrade PMs

~ Progress Energy

Training Material Upgrades

• Comprehensive Training Material Upgrade (Performance Database)

• Verify Procedure Design

• Performance Linked to Crew Notebooks Basis Actions

• Improved Remediation Process

• Revised Scenarios

~

• Strengthening Oversight Committees ~ Progress Energy 16 7/20/2011

• Accountability Model

• Consistent Site Wide Expectation!!s~___..........

Understanding and Use of Human Performance ools Comprehensive Procedure Upgrade Project Training on Importance of Detailed Procedures More Thorough Biennial Procedure Assessments

• Focus on Identification and Communicating CAP Successes

• Root Cause Quality Improvements

• Document Closure Quality Improvements Curriculum Reviews Human Performanc and Performance Improvement Procedure Upgrades Training

• Trend by Operator Crew Event and Competency

Inputs Considered 95002 Root Causes/Common Cause USA Safety Culture Assessment Conducted March/April Safety Culture Surveys

• NRC 95002 Inspection Feedback Combined Safety Culture ImQrovement Actions into Plan Managed by Recovery Team with DSO Oversight Key Focus Areas/Actions Significantly Enhanced Employee Communications Monthly Organizational Effectiveness Challenge Meetings CAP Improvements Work Management Effectiveness

• NEI 09-07 Implementation Approach will be Shared with Fleet

~

~ Progress Energy 17

Leadership Alignment & Workforce Engagement Metrics Leaders Model Leadership Behaviors by Observations Improved Employee Satisfaction Scores Increased Adherence to Policies, Practices and Procedures Meaningful Personnel Development Plans Improved Predictability in Decisions and Succession ImRrovement in Operator Performance as Indicated py 500/0 Reduction in Comments for Controlling and Monitoring the Plant

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7/20/2011 Progress Energy

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18

Predictable Plant Performance Performance Indicator Improvement

• Operator Workarounds

• Compensatory Actions MCB Deficiencies

• Unplanned LCO Actions

• Critical Equipment Failures

• Equipments Reliability Index

~

19 15 Year Long Range Plan Improved Regulatory Posture Improved ERa Drill and Exercise Performance Improved Procedure Quality Positive Student Feedback on Quality of Training 7/20/2011

~ Progress Energy

• Predictable Equipment Performance - No Unplanned Risk Attain and Maintain Top Decile Backlog Schedule Adherence and Stability Maintained Green Outage and On-line Schedule Milestones Met Predictable Project Completion Improved Outage Duration Improved Capability Factor Workforce Stops In Face of Uncertainty

~

7/20/2011

~ Progress Energy 20

Human Performance And Performance Improvement Metrics Predictable Behaviors in Leadership and Individuals Reduction an Human Performance Error Rate Reduction in Significant and Noteworthy Events Improved Knowledge of CAP Process NCR Initiation Rate Improvement Early Identification and Resolution of Trend Improved Investigation Quality - Fewer Repeat Events Improved Action Effectiveness Improved Operator Performance

~

7/20/2011

~ Progress Energy 21

Leadership Alignment/Employee Engagement

• Leadership Engagement

• Leadership Behaviors Employees Stopping when Uncertain Operational Focus Work Document Quality

• Procedure Use and Adherence

• Decision Making MaintenancelWork Management

• Work Practices Accountability Total Industrial Safety Accident Rate Human Performance/Performance Improvement Total Unit Level HU Clock Resets Nuclear Condition Report Initiation Rate

~. Procedure Revision Request Initiation Rate

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22 7/20/2011

~ Progress Energy

Leadership Engagement Accountability - Component of Safety Culture 800 350

- Goal ations 700 Actual Observations I*

300 600 250 500 200 400 150 300 200 100 100 50 o

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~ Progress Energy

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Strategic Improvement Plan Closure Review Process Closure Review Board Regulatory Commitments Corrective Actions to Prevent Recurrence Closure Validation I ndependent Team Validating Objective Evidence Supports Required Action Quarterly Focus Area Effectiveness Reviews Outside Consultant Senior Leaders l.~

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25 7/20/2011 e... Progress Energy

Top Management Commitment and Active Participation Continuous Focus on Safety Culture Institutionalizing Performance Improvement Resource Commitment to Upgrade CAP Process

• Improving Causal Analyses and Closeout Documentation Quality Communicating CAP Successes

• Reinforcing Value of CAP, Problem Identification and Resolution Site Alignment, Work Force Engagement and Communications 26 7/20/2011

~ Progress Energy

• Comprehensive Strategic Improvement Plan Metrics to Demonstrate Actions Taken are Improving Performance Course Adjustments For Sustainability Focus is on Leadership, Behaviors, and Key Process Changes

~

27 7/20/2011

~ Progress Energy