ML16342A715
| ML16342A715 | |
| Person / Time | |
|---|---|
| Site: | Diablo Canyon  |
| Issue date: | 01/29/1999 |
| From: | Brockman K NRC (Affiliation Not Assigned) |
| To: | Rueger G PACIFIC GAS & ELECTRIC CO. |
| Shared Package | |
| ML16342A714 | List: |
| References | |
| NUDOCS 9903100031 | |
| Download: ML16342A715 (76) | |
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REGION Iv 611 RYAN PLAZADRIVE, SUITE 400 ARLINGTON,TEXAS 76011%064 JAN 29 l999 I" NUCLEAR REGULATORYCOMMISSION Gregory M. Rueger, Senior Vice President and General Manager Nuclear Power Generation Bus. Unit Pacific Gas and Electric Company Nuclear Power Generation, B32 77 Beale Street, 32nd Floor P.O. Box 770000 San Francisco, California 94177
SUBJECT:
DIABLOCANYON SAFETY CULTURE SURVEY RESULTS MEETING
Dear Mr. Rueger:
This refers to the meeting conducted at the Embassy Suites in San Luis Obispo on January 15, 1999.
Meeting attendees are listed in Enclosure 1. At this meeting your staff presented the results of your safety culture survey. The survey addressed identification and resolution of problems, management influence, the employee concerns program, willingness to bring problems forward, personal experience, and the nuclear safety culture. Your presentation slides and the summary of the safety culture survey that you provided are being docketed as Enclosures 2 and 3, respectively.
'a, a
We found the discussions informative and noted that, overall, your consultant determined that the safety culture at the Diablo Canyon facilitywas about average.
We understand that, as a result of the survey, you recognize that employee morale Is a significant issue in specific pockets of the organization, such as Operations and NSSS Maintenance.
Following the meeting with your staff, the NRC answered press questions and comments were solicited from the general public. Because of widespread interest in the safety culture at the Diablo Canyon facility, the meeting with your staff and the related questions and comments from the public were transcribed and are included as Enclosure 4.
Both positive and negative comments were received from the public. Some major concerns expressed by the public were related to the belief that a chilling environment exists at the Diablo Canyon facility, which may have affected the survey results.
Based on consideration of the inherent dangers associated with nuclear, technology, some members of the public questioned the wisdom of cost-cutting measures caused by deregulation, such as increasing on-line maintenance to shorten outages.
Other members of the public were encouraged that the PG&E management was trying to address the findings of the cultural survey and believed that your staff would be successful.
99'03i0003i 9902%7 PDR ADQCK.05000275 H
PDR g yu3/~3/
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Pacific Gas and Electric Company We understand that you will be taking actions to address the findings of the safety culture survey and look forward to receiving your proposed corrective action plans on April 19, 1999.
In accordance with Section 2.790 of the NRC's "Rules of Practice," Part 2, Title 10, Code of Federal Regulations, a copy of this letter will be placed in the NRC's Public Document Room.
Should you have any questions concerning this matter, we willbe pleased to discuss them with you.
Sincerely, en E. Bro an irector Division of Reactor Projects Docket Nos.:
50-275 50-323 License Nos.: DPR-80 DPR-82
'I
Enclosures:
- 1. Attendance List
- 2. Licensee Presentation
- 3. Culture Survey Results
- 4. Meeting Transcript cc w/enclosures:
Dr. Richard Ferguson Energy Chair Sierra Club California 1100 lith Street, Suite 311 Sacramento, California 95814 Ms. Nancy Culver San Luis Obispo Mothers for Peace P.O. Box 164 Pismo Beach, California 93448 Chairman San Luis Obispo County Board of
'Supervisors Room 370 County Government Center San Luis Obispo, California 93408
Pacific Gas and Electric Company Mr. Truman Burns)Mr. Robert Kinosian California Public Utilities Commission 505 Van Ness, Rm. 4102 San Francisco, California 94102 Robert R. Wellington, Esq.
Legal Counsel Diablo Canyon Independent Safety Committee 857 Cass Street, Suite D Monterey, California 93940 Mr, Steve Hsu Radiologic Health Branch State Department of Health Services P.O. Box 942732 Sacramento, California 94234 3
Christopher J. Warner, Esq.
- Pacific Gas and Electric Company P.O. Box 7442 San Francisco, California 94120 David H. Oatley, Vice President Diablo Canyon Operations and Plant Manager Diablo Canyon Nuclear Power Plant P.O. Box 3 Avila Beach, California 93424 Managing Editor Telegram-Tribune 1321 Johnson Avenue P.O. Box 112 San Luis Obispo, California 93406 Robert A. Laurie Commissioner California Energy Commission 1516 Ninth Street (MS 31)
Sacramento, CA 95814 Bechtel Power Corporation ATTN: Altheia Wyche Mail Stop 7B1 9801 Washington Blvd.
Gaithersburg, MD 20878
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Enclosure 1
Attendance List
MANAGEMENTMEETING ATTENDANCE CENSEE/FACILITY DATE/TIME CONFERENCE LOCATION
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Embassy Suites Hotel 333 Madonna Road San Luis Obispo, CA NRC REPRESENTATIVES NA!NE (PLEASE PRINT)
ORGANIZATION TITLE
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MANAGEMENTMEETING ATTENDANCE I C EN SEE/FACILITY DATE/TIME CONFERENCE LOCATION Pacific Gas and Electric Company / Diablo Canyon Nuclear Power Plant January 15, 1999 at 2:00 p.m.
Embassy Suites Hotel 333 Madonna Road San Luis Obispo, CA LICENSEE REPRESENTATIVES NAME (PLEASE PRINT)
ORGANIZATION
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Licensee Presentation
Diablo Canyon Power Plant SAFETY CULTURE PROGRAM January 15, 1999 Embassy Suites 2:OQ p.m.
Gregory M. Rueger Senior Vice President and General Mana er NPG
presentation Overview
~ Introduction - Greg Rueger
~ Background - Larry VVomack
~ SYNERGY Survey - John Guibert
~ PG&E Actions - Dave Oatley
DIABLOCANYONPOWER PLANT SAFETY CULTURE BACKGROUND January 15, 1999 Embassy Suites Lawrence F. Womack Vice President Nuclear Technical Services
=
Background===
~ DCPP recognized as a world leader for sustained safe operation
~ DCPP historically has a strong and open safety culture
~ A strong safety culture is essential to continued operation in a deregulated environment
~ Managing change 0
0
Strategy for Change Management
~ Communicating with employees the need and schedules for deregulation changes
~ Benchmarking other high performing nuclear plant processes to identify improvements
~ Careful planning and implementation of process changes prior to staffing reductions
~ Reorganization to support process changes
~ Providing employee support programs Career planning Job placement Employee assistance and counseling Excellent severance benefits
Recent Improvements
~ Employee Concerns Program resources increased in 1997
~ "Managing for Nuclear Safety" course given to all supervisors in 1997
~ Safety culture survey conducted in early 1997 by outside consultant
~ "Managing in Nuclear Power Generation" document developed by an interdisciplinary team in 1998
~ Quality foreman positions established in Operations, Maintenance, Radiation Protection, and Chemistry in 1996 and 1997
~ Event trend record system and gold card systems established in 1996
1998 Safety Culture Survey
~ Survey conducted October 1998
~ Examine impact/benefit of transition actions
~ Examine management performance in light of various 1998 events
~ Assess whether "chilling"exists or has been created by these actions
~ Input to behavioral change
ia lo om re il OH 0,%.er erisive',.: ii tura sses smelt SYNERGY Presentation to Nuclear Regulatory Commission January 15, 1999 John Guibert, Vice President
Presentation Content
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Potential for a Chilled Working Environment CONCLUSIONS With:i-aspect.to;:th5:
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Individual Willingness to Take Appropriate Action CONCLUSIONS If.the'j;..-'zdenf)fged>>
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SYNERGY'S METHODOLOGY Analysis ofIndividual Organizations g
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DCPP Nuclear Safety Culture Major Conclusions m
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DCPP Nuclear Safety Culture Additional Major Conclusions A'1,
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DCPP Nuclear Safety Culture Additional Noteworthy Results 3 Q,,
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The'-vast.'::iii'h 'or'i 'of:,'DC PY'e"Wo"':lb'" ':
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DCPP Nuclear Safety Culture Additional Noteworthy Results e that:
ention to ioning rmance and tive)
The vait ma]ority..af DCPP:petidniiel.believ
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Their work g'oup strjv'i).to.,imp),vijIeifo identifies its own 'pr'obletns'-(940/(i';pojj$ >ve)
They are held approprihtely'".acdottnt%ble for performance by their: supervisiori;(91'/o posi l'
DCPP Nuclear Safety Culture Additional Noteworthy Results Ea1pldj~peg.pei',i::ej~8:-:.'o Po tnnitj o " pi'oi..ement in maiiagIiiiient;s:,'effo k 'it'oi"ro'mo
- - ":.:Maiiargreiiieiltahd;sujie<<rvisto<<hareffel'cei,.'
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l'ess,'sot for'.issueI'of a nt86" efifh'o
-":e
'foi,ce'.:tke NSC:
'i.b8,:fpp$$rropi'irately,sensitive
&safety. issiies,.'but to be klanagemerit.'s.receptivpQWg" d'i'es ioiisiN
.t'eclinicalissiies;',:butto'.h3" "e"'dSo'r"osft';og
'::p6tceiyed to be strong for aifishiies,'.::..::
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'ana" ement is ""o'od;:;.-':,hit"no)as,sh'o5"."'<<Ms:.:'thv'idual willin n 27
DCPP Nuclear Safety Culture SPECIFIC SITUATION
- ll'e':-:NSC-;of:;,:the oiii'"Shift.
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DCPP Nuclear Safety Culture SPECIFIC SITUATION
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General Culture 4 Work Environment Major Conclusions 8 )YorkEiiy.,ohinent(GCAWE e'se;:-:.:;,i; '-..and.hpfiears to 1
rr perceive'd:to be. in",thai'=;
have,:. declined: oyer,.-the:. Rst-",peag'i <;;
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- ',.'
- .. Perception'of the':dC@%'liveries!'fg organizations.-.:,:'::-,",.'-";:
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30
General Culture 4 Work Environment Additional Noteworthy Results var'ies for speciGc:,':.Orgk zations':.:.:-;
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I Employ'ees pere'e1ve".'i=;1g'i ii'r'y."."'of:::1'.-.:.",o'fienness and rece" tiki.. ofDCP- -:@%5'kgdihf5t%I~F6t';:aiid feedback
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'i'ile'ii'okms ¹w'id'e..basis'aiid continued opefdtloil.,
Employees'ar'e
'cohce'nca f'vasions re ard
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General Culture 4 Work Environment Additional Noteworthy Results which.poteptial chabge,age,identg and iiiiplementeII.."::::::::-":::::.':
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'ssiies Perceptions ofthe cjiiaiity,=of.":m'ijag".me t',.and vary widely from orgy'izati'oti,'to.'"".fiick':, ikation.
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Behavior ManageiiieiikgdIls'-',;-',.;;;-'=;";:: ";;..
ConfiictManagement Skilis;:::,.:',:-:
Effective Performance,Afipi'a jsals,.::,.':,::,',:;,:."..::,.i;;.::::.::;
- i EmIIloyees p8rdeivd;a-',lib@.
-";to,'-'.Lm ";.:,-:6fe,::.manner in id: iiated,'planned P
Suggestions for Continuous Improvement "Trust in Management" i~ <.
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Suggestions for Continuous Improvement "Management 4 Supervisory Practices" Practices that are perc6iv'ed to be:.tnost in need of improvement include IsffectivenesS'..:in.",:,;.'..
developing peoP1e.throngh':coachiiig::::54)o'.'"60/a positive) involving and tappirijthe'C riAty vasty.,:b. tlf6"ivor'kforce(61'/
positive) recognizing and rewar'diiig'iichieveirifht'3% ositive) managing conflicts and.3fsagreeiiieiit (6)~go positive)
These specific areas skag d'b'6::'addi d.'&ed; Improvements should be sustained through,'the actions'aken to establish and reinforce appropriate'behavioral expectations for management and supervision; 34
Suggestions for Continuous Improvement "Effective Management of Change" ifkted].planned pj'MJ~ '
.;.tlat::
use potential changes.,are i,nhfihdi4 and':implemeiiti lII St!DRggP,:;='.;,.';-",;:,::::.;-,g,:
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(ih and reiriforcemeri,t'of0:,~~+cPahge
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Lessons ldll.PdedPop,,P:.P:jt.rliagor, should be evalu-ate'd ai'i'd:::.'iitili~ed;:-."";.-'.,:."-."..;:".",'!'.,"::",
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Suggestions for Continuous Improvement "Employee Concerns About the Future" I,
The, wor'kforee is.concerried;::abogt":fi)tiir'e decisions regardiiig.the;continiie'd'operatip5',-5f:,:DCPP 1
Provide pequ'en' e ':e".:c'omr'HjNcd'tiki'isit.:h the N
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~W kforce, preferably face., to.fndd-Emphasize managemeh t'8.@)he
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In.ieiier'al r'e'cengkiis(%, '- s,".:iiianag 45nt::::has..taken actlohs"that,co 11"'b'e-"'4 chic'dt's
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soon,aspossibldpigA,i!e P removal poiij diiip:of'i'"; RR4-iitio5)~", ~!.,-ji::dtnan Suggestions for Continuous Improvement "Clearing the Air"
Suggestions for Continuous Improvement "The Employee Concerns Program (KCP)"
m, vary
- Opinion, g,,,g,.libeffectivp5@4.,bf the K including,einployee';.'confidenceii
-'the'.progr'a widely from organiiatioii':to,'or'g @aviation'::
pand<
ing the oti,ops Develo undei"ly organiz Additio the EC nal act P shou I',ate appropr
'nipler'ne8't'a plan,:','tp'",::
PP eg's'",the i'ea'sons loi4 con,tden'ce",: r'aj'tngp'!in"applicable ioris to.'erihance "the:,sj te.-."'aide credibilityof ld be evaluated: drid,:;i-iri'pleaented, as 38
Suggestions for Continuous Improvement "Specific Organizations" RJl,hhiigs con<iltently.low,cul skd..ko.tlie,sat
.Th~6:,:-'hl)disiiientyti"'
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DIABLOCANYONPOWER PLANT RESPONSE TO SAFETY CULTURE SURVEY RESULTS January 15, 1999 Embassy Suites David H. Oatley Vice President Diablo Canyon Operations and Plant INanager
Diablo Canyon Response to Surve Results
~ Survey results are a snapshot of our culture after 2 years of change Downsized by -500 employees Changed how we work Proposition 9 Uncertainty of a competitive environment
~ Actions taken last 2 years to manage effects of change and prepare for 12/31/2001 Supervisor training on improving safety culture Enhanced Employee Concerns Program Traditional change management practices
Diablo Canyon Response to Surve Results
~ Additional actions in last 2 years New leadership in Operations (mid-98)
New le'adership in Maintenance (mid-98)
Established 5-year business plan
Diablo Canyon Response to 3urve Results
~ Survey has told us a lot Strong willingness to bring up problems Engineering and Quality Services very good (top quartile)
Recent leadership selections moving in right direction More focus on leadership principles Change management:
increase participation and more dialogue
Diablo Canyon Response to Surve Results
~ Some groups require focused, additional actions e.g. NSSS Maintenance Team and Operations
~ More dialogue needed on business plan and positive future of DCPP
~ Change and uncertainty has affected morale
Diablo Canyon Response to Surve Results
~ Adequate to good score understandable due to period of change, but not acceptable for DCPP We expect to operate DCPP well into next century Strong safety culture willsustain strong plant performance
Diablo Can n Response to Surve Results
~ Actions taken recently Refresher course on Managing Nuclear Safety (October - December) 400 supervisors and employees Aired issues surrounding an Operations Shift Foreman (Nov. 17 - 25)
Additional staffing provided to NSSS Maintenance Team (December)
Diablo Canyon Response to 8urve Results
~ Actions completed after receipt of survey Survey results discussed with all employees 2 hour2.314815e-5 days <br />5.555556e-4 hours <br />3.306878e-6 weeks <br />7.61e-7 months <br /> presentation by SYNERGY to all supervisors Supervisors handed out copies of executive summary to employees Survey results available to all employees
Diablo Cany n Response to 8urve Results
~ Future actions To improve safety culture, must improve general work environment and leadership Dedicated resources to this effort Project manager to coordinate efforts Engaged employees in 2-day professionally facilitated workshop to solicit ideas
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Diablo Cany n Response to 8urve Results
~ Themes from cultural workshop We should dialogue more with employees (vs one way communication)
We need to become more participative We need to provide more honest and direct feedback on leadership behaviors We need to improve management visibility We need a closer link between compensation and leadership behaviors'
Diablo Canyon Response to Surve Results
~ Results of workshop to be evaluated and prioritized
~ Cultural improvements to be managed as a project 2 - 3 year project to improve throughout NPG No quick fixes Must be sustainable
I Diablo Cany n Response to Surve Results
~ Additional actions for lower quartile groups currently identified Professional facilitated sessions with Operations supervision (March-April)
Transfer more work from NSSS Maintenance Team to others Develop means to rotate technicians from NSSS to other teams Revitalized labor-management meetings
~ Specific action plans being developed for the remaining lower quartile groups
Diablo Canyon Response to Surve Results
~ Conclusions Adequate.to good safety culture a product of many years Diablo is known for excellence in performance Adequate to good safety culture not acceptable Improvements willtake time Final action plan available by April 1999 Willshare with NRC and Diablo Canyon Independent Safety Committee ifdesired ulture Survey
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