ML17191B476

Refers to Meeting Conducted at Region III Office in Lisle,Il on 990713 Re Licensee Nuclear Generation Group Performance as Performance Relates to Actions Comed Taken in Response to NRC 10CFR50.54(f) Ltr, Re Safety Performance

ML17191B476
Person / Time
Site:	Dresden, Byron, Braidwood, Quad Cities, LaSalle
Issue date:	09/16/1999
From:	Dyer J NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION III)
To:	Kingsley O COMMONWEALTH EDISON CO.
References
NUDOCS 9910130313
Download: ML17191B476 (61)

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Mr. Oliver D. Kingsley President,* Nuclear Generation Group Commonwealth Edison Company ATTN: *Regulatory Services Executive Towers West Ill 1400 Opus Place, Suite 500 Downers Grove, IL 60515 September 16, 1999

SUBJECT:

STATUS MEETING ON THE PERFORMANCE OF COMMONWEALTH EDISON COMPANY'S NUCLEAR GENERATION GROUP

Dear Mr. Kingsley:

This refers to the meeting conducte.d at the NRC Region Ill Office in Lisle, Illinois, on July 13, 1999. The purpose of this meeting was to discuss Commonwealth Edison Company (ComEd) Nuclear Generation Group's (NGG's) performance as it relates to actions ComEd has taken in response to the NRC's 10 CFR 50.54(f) letter, dated January 27, 1997, regarding safety performance at ComEd's nuclear facilities. Attendees at the meeting are listed in. Enclosure 2 is a copy of ComEd's presentation materials.

ComEd presented the results of the Strategic Reform Initiative (SRI) Step 3 Effectiveness Reviews. The Effectiveness Reviews were conducted by 18 team members consisting of external industry and Com Ed senior management peers. The purpose of the Effectiveness

- Reviews was to verify that the processes, procedures, and programs established by the 13 SRls were institutionalized and self-sustaining, understood by NGG personnel, and supported by the NGG management *and workforce. The Effectiveness Review Team concluded that the cyclic performance of ComEd's nuclear facilities had been arrested, and that an infrastructure of programs, processes, and procedures for continuous improvement is in place. However, two areas of focus were identified: (1) human performance error reduction, and (2) alignment of management and bargaining unit personnel. Corrective actions for the areas of focus include establishing human performance and configuration control action plans at each facility, improving management alignment and leadership, engaging the first line supervisors, and increasing employee involvement. ComEd concluded that the standards and fundamentals embodied by the SRls will continue to govern NGG performance and will be the.

foundation for continuous improvement.

ComEd developed the 13 SRls and associated work plans in early 1998, in response to the NRC's 50.54(f) letter. The initiatives support four overarching goals that ComEd had established: Operational and Technical Excellence; Material Condition; Organizational

• Alignment and Workforce Engagement; and Effective Leadership and Management. These initiatives also addressed the root causes of ComEd's cyclic performance.

99101.30313 990916 PDR ADOCK 05000237 P

PDR

0. Kingsley In June 1997, the NRC formed the Commonwealth Edison Performance Oversight Panel (CPOP) to provide an integrated NRC assessment of ComEd's nuclear safety performance, particularly focusing on whether sustained performance improvement was being accomplished at each facility. The CPOP developed and implemented a plan to inspect and review selected ComEd activities and products associated with the SRI work plans. The summary status of those.inspections and review activities were the subject e>f previous Commission meetings to discuss ComEd performance. All inspection activities developed by the CPOP are *complete.

In addition, a number of public meetings have been conducted to discuss SRI implementation, compare ComEd and NRC assessments of plant performance, review ComEd's development of performance indicators, assess the effectiveness of lessons learned implementation at all ComEd facilities, and evaluate ComEd~s efforts to improve corporate-wide engineering activities.* At the most recent ComEd. Commission meeting on March 2, 1999, both ComEd and the NRC staff presentations highlighted the improved or consistent performance results at all ComEd facilities.

In a memorandum to the Commission, dated June 14, 1999, the NRC staff outlined criteria for discontinuance of CPOP activities. Based on the results of ComEd's SRI effectiveness review presented during a May 27, 1999, public meeting, the NRG determined that the criteria were satisfied. Therefore; the NRC will discontinue CPOP activities including the periodic public meetings. As part of the normal Plant Performance Review (PPR) process, the NRC will continue to evaluate performance trends at e*ach of the ComEd facilities, as well as conduct an integrated assessment of ComEd performance. In addition to the PPR public meeting to discuss licensee performance at specific reactor facilities, the NRC and ComEd agreed to conduct periodic public meetings to discuss ComEd'~ overall performance. The first meeting is planned for December 1999.

As a separate issue, ComEd presented its plans for ensuring that overtime is managed within the guidelines of Generic Letter 82-12. ComEd has established a common NGG overtime.

procedure to be implemented prior to fall outages. The procedure will replace site-specific procedures and will establish more rigorous overtime controls.

In accordance with Section 2.790 of the NRC's "Rules of Practice," a copy of this letter and its enclosures will be placed in the NRC's Public Document Room.

0. Kingsley If you have any questions regarding this meeting or if our understanding of actions ComEd is

. taking, as discussed above, differs from yours, please contact me at (630) 829-9657.

Sincerely,

/s/J. E. Dyer J.E. Dyer Regional Administrator' Docket Nos.

50-456; 50-457; 50-454; 50-455; 50-237; 50-249; 50-373; 50-37 4; 50-254; 50-265 License Nos. NPF-72; NPF-77; NPF-37; NPF-66; DPR-19; DPR-25; NPF-11; NPF-18; DPR-~9; DPR-30

Enclosures:

1. Attendance List

2. Licensee Presentation

• See Attached Distribution DOCUMENT NAME:G:\\TSS\\COM07139.SUM To receive a co of this document. indicate in the box "C" = Co OFFICE Riii f-Riii NAME PPelke/

GGrant DATE 07/2')/99

• ~/99 OFFICIAL RECORD COPY Ji ;.. J i

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~

0. Kingsley cc w/o encls:

cc w/encls: D. Helwig, Senior Vice President C. Crane, Senior Vice President, Nuclear Operations*.*

H. Stanley, Vice President, Nuclear Operations R. Krich, Vice President, Regulatory Services DCD - Licensing T. Tulon, Braidwood Site Vice President W. Levis, Byron Site Vice President -

M. Heffley, Dresden Site Vice President J. Benjamin, LaSalle Site Vice President J. Dimmette, Jr., Quad Cities Site Vice Pr:esident K. Schwartz, Braidwood Station Manager R. Lopriore, Byron Station Manager P. Swafford, Dresden Station Manager J. Meister, LaSalle Station Manager G. Barnes, Quad Cities Station Manager T. Simpkin, Braidwood Regulatory Assurance Supervisor B. Adams, Byron Regulatory Assurance Manager D. Ambler, Dresden Regulatory Assurance Manager

-F. Spangenberg, LaSalle Regulatory Assurance Supervisor C. Peterson, Quad Cities Regulatory Affairs Man~ger -

M. Aguilar, Assistant Attorney General State Liaison Officer, State of Illinois State Liaison Officer, State of Wisconsin Chairman, Illinois Commerce Commission -

W. Leech, Manager of Nuclear MidAmerican Energy Company

• }

0. Kingsley Distribution w/encls:

W ~ Travers, EDO F. Miraglia, DEDR T. Hiltz, OEDO S. Collins, NRR R. Zimmerman, NRR B. Boger, NRR A. Mendiola, NRR C. Thomas, NRR R. Correia, NRR NRR Project Mgrs.

Braidwood, Byron Dresden, LaSalle Quad Cities L. Gerke, OCA ~r i~\\

Riii PR.... R.~-- -r.!---

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PUBLI~ -~

Docket Files Distribution w/o encls:

D. Skay, NRR J. Dyer, Riii.

J. Caldwell, Rill S. Reynolds, Rill M. Ring, Rill M. Jordan, Rill B. Clayton, Rill B. Burgess, Rill M. Leach, Rill SRls Braidwood, Byron Dresden, LaSallle, Quad Cities DRP, Riii DRS.Riii GREENS

~*.._,,,.

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'-':. \\}J' ATTENDANCE AT THE JULY 13,

• 1999 MEETING BETWEEN THE NRC AND COM ED

. COM ED ATTENDEES

0. Kingsley, Jr:

D. Helwig S. Perry C. Crane H. Stanley R. Krich W. Bohlke D. Sager R. Landy J. Bauer D. Green B. Adams V. Lopez E. Spencer J. Randich E. Adams K. Kociuba NRC ATTENDEES J. Dyer C. Thomas G. Grant

• M. Dapas S. Reynolds M. Ring P. Pelke M. Jordan D. Skay B. Burgess

. M. Leach OTHER ATTENDEES D. Tubbs President and Chief Nuclear Officer Senior Vice President Nuclear Oversight Vice President BWR Vice President PWR Vice President Vice President, Regulator}' Services Vice President, Engineering Vice President, Generation. Support.

Vice President, Human Resources and Administration Nuclear Licensing Administrator Regulatory Services Regulatory Assurance Manager, Byron Nuclear Generation Group (NGG) Communications

. NGG Communications NGG E.A.

NGG E.A.

NGG E.A.

Regional Administrator, Region 111.

Director, Project Directorate Ill, NRR

. Director, Division of Reactor Projects (DRP), Region Ill Deputy Director, DRP, Region Ill Deputy Director, Division of Reactor Safety, Region Ill Chief, Projects Branch 1, DRP, Region Ill Reactor Engineer, Technical Support Staff, DRP, Region Ill Chief, Projects Branch 3, DRP, Region Ill Project Manager, NRR Team Leader, Technical Support Staff, DRP, Region Ill Chief, Projects Branch 2, DRP, Region Ill Senior Engineer, MidAmerican Energy

I.

I

1.

NUCLEAR GENERATION GROUP PERFORMANCE STATUS*

MEETING July 13, 1999 NRC Region III Lisle, IL.

ComEd.

A Unicom Company

OPENING REMARKS

0. D.' Kingsley, Jr.

ComEd A Unicom Company 2

Agenda Opening Remarks

• Strategic Reform Initiatives

- Step 3 Effectiveness Reviews - Process

--- Step 3 Effectiveness Reviews - Results.

- Human Perform*ance Erro*r Reduction *

-Alignment of Management and*

Bargaining Unit Personnel Overtime Management Closing Remarks ComEd A Unicom Company

0. D. Kingsley, Jr..

J. S. Perry D. R.. Helwig C. M. Crane H. G. S_tanley R.J.Landy

0. D. Kingsley, Jr.

3

Strategic Reform Initiatives.

• SRis Addressed* Causes of Cyclic.*Perf or.mance e

• * ~ Lack of Effective Management Attention and Application of Resources

>> Weak Corporate Oversight of Nuclear Operations

• >>* Poor Problem Recognition and Failure to. Ensure Lasting Corrective Action*s...

. >> Lack of Adequate Enginee~ing Support

>>Inability or Reluctance to Learn from Experien~es at ComEd.and Other Utilities ComEd' A Unicom Company 4.

Strategic Reform Initiatives (cont.)

• SRI Implementation Complete

~ Clearly Defined Standards and Expectations

• ~* Results-Oriented *Performance Monitoring

~ Accountability for Results

• ~ Strong Leadership, Support, and Oversight

• . SRI Actions and Effectiveness Reviewed *

• Three Step Process

)> Sponsor Confirmed Actions

)>Nuclear Oversight Review of Individual SRI Actions

)> Overall Effectiveness Review by Team ComEd A Unicom Company 5

STRATEGIC REFORM INITIATIVE

. (SRI) STEP 3 EFFECTIVENESS REVIEWS -.

- PROCESS _. -

• J. S. Perry ComEd A Unicom Company

• . t

-- -*e.

6

I l

SRI Step 3* Effec~iveness Reviews - Process 1.

• SRls were Designed to Correct Cyclic Performance and Establish Governing Principles

• ~ Established *standards..

~ Installed Fundamental Programs, Processes, and Procedures

• SRI Step 3 Effectiveness Reviews *Provide Additional Evaluation of Effectiveness o'f SRis ComEd A Unicom Company 7

SRI Step 3 Effectiveness Reviews - Process*

(cont.)

• Objectives of Effectiveness Reviews.

);>- Verify th~t Processes, Procedures, and Programs are:

+ Institutionalized and Self-Sustaining

+ Understood by NGG Personnel

+ Supported by NGG Management and Workforce ComEd A Unicom Company 8

SRI Step 3 Effectiveness Reviews - Process (cont.)

• Establishment of Team

~ *Industry and. ComEd Peers (18 Team Members)

~ External Industry Pe*ers

+ Familiar with ComEd.

+ Four External Members of ComEd PWR and BWRNuclear Safety Review Boards

~ ComEd Peers

+ Historical Knowledge of ComEd

+ Other Nuclear Industry Experience

+ Familiar with SRI Assessment Reports and Implementation ComEd A Unicom Company 9

SRI Step 3 Effectiveness Reviews - Process.

(cont.)

• Team Planning *

~ Defined At.tributes of SRis Based on Expected Results Specified in February 17, 1998, Letter 9

~ Developed Questions.

~ Collected and Reviewed Associated Documentation and Data

~ Determined Appropriate Interview_ Population

)i;i-Cross-Cutting Review

• + Covered all Sites, all Functional Areas.

• Team *Functional Areas

);i-Divided into Four.Fun.ctional Areas ComEd)i;i-A Unicom Company

+ Operations ' *

+ Maintenance

+ Engineering

+ Management and Oversight One Fu.f\\ctional Area Team Assigned as Lead for Each SRI 10

SRI Step 3 Effectiveness Reviews - Process (cont.)

• Team Interviews

~ Four Days of Interviews Conducted ComEd A Unicom Company

+ Interviewed Cross-S~ction of Employees from Stations and Downers G*rove Functional Areas

• Senior Management

• Middle Management

• First Line Supervisors

• Working Level Personnel

• Bargaining Unit Personnel

+ Shared Observations

+ Ensured Coverage of All Stations and Downers Grove

+ Ensured Effectiveness of Each SRI Was Assessed II

• SRI Step 3 Effectiveness Reviews - Process (c'ont.)

• Team Conclusion

);:> Cyclic Performance of ComEd's Nuclear Plants Arrested

.);:> Infrastructure of Programs, Processes, and Procedures.In Place

);:> Focus Areas

+ Human Performance Error Reduction:

+ Alignment of Management and Bargaining Unit Personnel

• ComEd A Unicom Company

• . i 12

SRI STEP 3 EFFECTIVENESS RE.VIEWS

-RESULTS D.R. Helwig ComEd.

. A Unicom Company 13

• NGG-1, Strengthen Performance Monitoring and Management*

• Accomplishments

~ Consistent Implementation of Measures an~ Reports

~ Incorporation of Measures into Business Plans and Goals

~ Management Review and Use

~ Use of Escalation Process

• Focus Area *

. ~-:. Use for Trending and Analysis ComEd*

A Unicom Company

~ Site Ownership ~f Corporate Support Indicators

~ Usefulness of Training Measures 14

• NGG-1, Strengthen Performance Monitoring and Management

• Step 3 Conclusions ComEd A Unicom Company

./ Confirmed Common Performance Indicators Established

./ Identified Performance Gaps Are Used to Focus Work

./ Common Understanding of Performance Indicators Achieved

);>* Further Work Required to Standardize Lower-Tier Performance Indicators 15

NGG-2, Upgrade*Operations Department

~,

').

Leadership Role in Ensuring Excellent Plant Operations

• Accomplishments

• ~. Demonstrated Ability to Operate the Plants Safely and Reliably*

9

~ Demonstrated Improvement in Adherence to and Enforcement of

.Operations Standards

• ~ Demonstrated Improvement in Operations Teamwork ComEd A Unicom Company

~ Active Managemen~ Leadership and Coaching to Improve Operations Performance

~ Operations Management Involved in Day-to-Day Operations

~ Demonstrated Improvement in Control Room Professionalism and Command-and-Control 16

~...

-~*-*

NGG-2, Upgrade Operations Department Leadership Role in Ensuring Excellent Plant Operations (cont.)

• Focus Areas

)-. Leadership in the Work Control Process (NGG Wide)

)- Use of Self-Assessment for Continuous Improvement (NGG

. Wide).

• )- M_aintaining Proper Plant Configuration (Byron and Quad

. Cities)

)- Higher Standards of Performance (Byron and Quad Cities)

)- Manageinent Involvement and Leadership (Quad Cities)

• Step 3 Conclusions

./ Operations Driving Issue Resolution

./ Improved Pl~nning and Execution of High-Risk Activities ColnEd ~.Human Performance-Related Occurrences Continue A Unicom Company 17

NGG-3; Ensure Excellence in Plant Material.Condition.

• Accomplishmehts

• ~ Work Control Planning*Process ComEd A Unicom Company

~ System Health Indicator Program (SHIP)

~ Long-Term Material Condition Plans

~ Material Condition Process Model

~ Reduction in Caution Cards, Reduction in Operator Work

• Arounds, NGG,,Wide Improvement in Capacity Factor and in

• Unplanned Capability Loss Factor i

I

• . i 18

NGG-3, EnsUire Ex~ellence in Plant Material: Condition (cont.)

• Focus Areas

)i;o-Improve Execution of Work Management Process

);;o-Incorporate the Results of Maintenance Activities Into the Preventative Maintenance Program

);;o-Refinement of Long-Term Material Condition Planning Process

);;o-Proactive Use of SHIP

• Step 3 Conclusion

./ Consistent

.ComEd A Unicom Company 19

NGG-4, Align and Integrate Resources.

• Accomplishments

);> c*onsolidated Priority Lists

);> Peer Group Involvement

• );>. Adoption of Best Practice Templates

);> Integration with P~rformance Measures *

• Focus Areas,.. * **

);> Process Simplification

);> Consistency of Field Implementation

);> Site Leadership Sponsorship

• Step 3 Conclusion ColnEd );> Use of I~~egrated Operational Schedule Not Well Understood A Unicom Company J

20

NGG-5, Assess Organizational Accountability and Revise Structure

• Accomplishments

~ Downers Grove Organization Implemented

+ Roles Defined in Support, Governance, Technical Expertise, Oversight

+ Site Interface is Understood

~ Standard Site Organization Implemented

~ Roles and Responsibilities are Clear

• Focus Areas ComEd A Unicom Company

~ Continued Work in

+ Office Support

+ Project Management Processes and Roles

+. Transition to Chemistry Shift Supervisor 21

. NGG~5, Assess Organizational *

• Accountability and Revise Structure* *

• Step 3-Conclusions.

~ Update Summary Position Descriptions

~ Complete Staffing of Standard Site Organization.

ComEd A Unicom Company 22

NGG-6, Revise Business Management Process

• Accomplishments

>>. Station and Corporate Business Plans Developed

>> Aligned the NGG on a Resource-Loaded Action Plan

>> Identified Ownership for Business Plan Resources

>> Received Buy-In from Organizational Groups

>> Created Awareness ofNGG Goals at All Levels

• Focus Areas

>> Administrative Processes*

>>* Link Personal Performance to Business Plan Goals

>> Monitor Business Plan Results

• Step 3 Conclusions.

./ Standardized Business Planning Process Developed ColnEd >> Increase,Effectiveness*or Site and NGG Priority Integration A Unicom Company 23

f NGG-7, Strengthen Regulatory Compl,ance Processes

• Accomplishments

~ Roles and Responsibilities of Regulatory Organizations Are Clear

. 9

~ Stanqardized Procedures Implemented

• ~ Communication of Rule Changes

• Focus Areas

~ Use of External Operating Experience

• Step 3 Conclusio~

~ Complete Staffing of Regulatory Organization ComEd A Unicom Company 24

l NGG-8, Prioritize 1and Enhance Execution of Engineering Improvements

• Align Corporate and Site Organizations*.

• Prioritize Engineering Initiatives *

• Issue First Five Common.Technical Programs._

• Implement Engineering Work Management Systems

• Schedule Development of Next Ten Technical Programs

• Step 3 Conclusions

./ Roles and Responsibilities of*Engineering Organizations Defined

./ Engineering and Station Priorities Aligned

./ Peer and Working Groups Sharing Lessons Learned

~ Complete Transfer of Responsibilities between Engineering and Other Departments ComEd

~ Complete Organization Definition and Staffing of Site Engineering Organizations A Unicom Company 25

NGG-9, Enhance Ma,nllgement Development

• Step 3 Conclusions

./ S.uccession Planning Process Developed

./ Regular Sen~or Management Development Committee

• Meetings Cond~cted

• ../ Key Positions for Succession Planning Identified

• ./ Templates for Progression Delineated

• ./~ P*ool of Candidates Identified

• ComEd

./**candidates Assessed and Developmental Plans Created

~ Further Work Required in Consistent Succession Planning

• Program Implementation for Other Positions A Unicom Company

.e 26

NGG-10, Enhance Communications

• Accomplishments

~ Expectations for Frequent.Communications Established

~

• Supporting Materials Being Provided

~ Various Forums in Use

• Focus. Areas

~ Communication Skills

• Step 3 Conclusions

~ Effectiveness of Communications.Continues to Need Work.

./ Common Baseline Understanding of NGG General Direction and Goals Achieved

./ Strong Link between Business Plans and Individual Employee CornEd Performance Goals A Unicom Company 27

NGG-11, Enhance Employee

• . Alignment and Involvement.

• Acco*mplishments

~ Management Performance Appraisal and Incentive Program Aligned to NGG Goals

.. 9

~ Employee Incentive Program Aligned, Agreed to for 1999

~ HIT Teams Making Substantial C~ntributions to Successful Outages

~. Labor Strategy D.eveloped *

~. Standard Work Practices.Being Developed

*

• Focus Areas *

~ Continue Implementation of Labor Strategy, Direction

. ~ Increase Employee-Involvement

• ~ Expansion of Standard Work Practices

• . Step 3. Conclusion

. ~ Alignment of.Management and Bargaining Unit Personnel ColnEd Needed,,.

A Unicom Company 28

• NGG-12,. Reinforce Training Programs for Improved 'Performance

• Accomplishments

~ Instituted an NGG Master Training Schedule

~ Elimination of Unnecessary Course Offerings and *course Codes* ~

~ Standardization of All Major Accredited Training Programs

~ Created a Master Schedule of NGG Site Self-Assessments

• Focus Areas

~ Line Management Involvement in Training Process

~ Initial License Training Improvement

~ Management Evaluation of Training Effectiveness*

• Step 3 Conclusions

~ Line Management Involvement in Training Improved

+ Stru~t~re, Standardization, A~equacy A Unicom Company 29

NGG-13, Strengthen Nuclear Safety Oversight

• *Accomplishments

~ Restructured of the Nuclear Oversight Committee.of the Board of Directors*

~ Restructured of the Nuclear Safety Review Board

~ Plant Operations Review Committee Consistent with Industry Practice

~ Improvement in Effectiveness of Nuclear Oversight Assessments -

• Focus Areas

~ Use of Operating Experience/Lessons Learned Acro_ss the NGG.

~ Use.of the Self-Assessment Program to Improve Performance

)~* Establish Meaningful Corrective Action Trending Data

~ Assess Performance Against Industry Best Prac.tices

• Step 3 Conclusion ColnEd. ~ Use of Operating Experience lncrCasing A Unicom Company

~

i 30

HUMAN PERFORMANCE ERROR REDUCTION*

C. M. Crane*

ComEd.*

A Unicom Company 3 I

Human Performance Error Reduction

• Key Issue

);;- Human Performance-Related Occurrences Continue

• Human Performance Action Plans at Each Site

);;- Personnel Accountability * *

• eomEd A Unicom Company

_ + Personnel Performance Reviews

+. Engaging Workforce

);;- Supervisor Effectiveness at Error Prevention

+ Training

. + Senior Management Observations

);;- Error Prevention

+ Training

+ Scorecard

+ Pre-job Briefing Enhancements 32

• Human Performance Error Reduction

• Human Performance Action Plans at Each Site (cont.)

~ Event Review Boards at Each Site

~ Human Performance Teams at Each Site and Peer Group

+ Ensures Dissemination of Information to All Sites

~ Significant Senior Management Attention and Sponsorship

.+ Both Sites and -NGG

• Configuration Control Action Plans at Each Site

~ Enhanced Out-of-Service Checklist ComEd A Unicom Company

~ Policy for Pre/Post Job Brief Expectations

~ Heightened Worker Awareness

~ Increased Operations Management Oversight

~ Identified Tasks Requiring Peer Checks 33

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. Human Performance Error Reduction

• Accomplishments

> Progress is Being Made*

+ Reduction of Human Performance LERs

+

• Extended Intervals f9t Event Free Clock Resets

.. " * *

• Focus Areas

> Lower Level _Performance Focus

+ Subdivided Measures.

ComEd A Unicom Company 38

ALIGNMENT OF MANAGEMENT AND BARGAINING UNIT PERSONNEL H. G. Stanley.

ComEd A Unicom Company

• . i 39.

Alignment of Management and Bargaining Uriit Personnel

• Accomplishments

>> Incentives Aligned

>> High Impact Team Outage Results

• >> Improved Communications with Workforce

>> Individual Performance Appraisals Reflect NGG Improvement Initiatives *

• .

• Focus Areas

>> Strengthen Middle Manag~ment

~ First Line Supervisor Engagement

. >> Workforce Involvement ComEd.

A Unicom Company 40

• ~

Alignment of Management and Bargaining*

Unit Personnel (cont.)

• Management Alignment and Leadership

~ Setting NG.G Management Direction

~ Ensuring Clarity of Roles and Responsibilities

~ Focusing on Development ofMiddle Managers Skills and ComEd A Unicom Company Abilities

+. Position Qualification Charting

+ Assessment/Development Plans

+ Succession Planning

+ Emphasis on Coaching and Time in Field

+ Performance Appraisal/Management

+ Leadership Development *

• 41

Alignment of Management and Bargaining Unit Personnel (cont.)

• Engaging the First Line Supervisors * -

> Clarifying Expectations ComEd*

A Unicom Company

. > IQtegral Part of Management Team, Inclusion in Management

-Meetings

• > Support for* First Line Supervisor. Role *

> Evaluate/Reduce Administrative Burden

> Emphasis on Time in Field

~ lncre~sed Management Involvement in First Line Supervisor Training

> Assessment/Development Plans

);>. Continuing Training

• > Compensation review

• . i 42

-.v-Alignment of Management and Bargaining Unit Pel-s'onnel (cont.)

• Increase Employee Involvement ComEd A Unicom Company

>> Increased Use of Employee Teams

+ Additional Outage Planning and Execution

+. Safety

+ Human Performance

+ Process Improvement

>> Ongoing Communications

>> Management Involved with Workforce 43

OVERTIME MANAGEMENT*.

. R. J. Landy ComEd A Unicom Company 44

Overtime Management

~Staffing

+ Objective - Maintain Sufficient Staff to Work a Nominal 40 Hour Week During Routine Plant Operations

~Use of Overtime ComEd A Unicom Company

+For Unforeseen Problems or Extended Shutdowns, Overtime Will Be Used on a Temporary Basis Within Generic Letter 82-12 Guidelines *

• 45

Overtime Management

~ Overtime Guideline Deviation

'ComEd A Unicom Company

+ Generic Letter 82-12 Guidelines Will Be Exceeded Only Under ~'Very Urtus*ual Circumstan*c*es" For Example:

.* Emergency Situations to Protect Public Safety

• ... Critical Em*ergent Work

• Activities Needed to Avoid an Unnecessary Shutdown or*

Achieve Startup

+ Deviations Will Receive Prior Approval by the Station Manager or Deputy 46

Overtime Use

• NGG Overtime - Operations ComEd A Unicom Company

~ Shift Turnover

~Vacation

~ Short Notice Personnel Absences

~ Occasional Operational Challenges

~ Outage Support 47

Overtime Management

• Established Common NGG Procedure..

ComEd A Unicom Company

>>* Procedure to be Implemented Prior to Fall Outages. e

~ Replaced Exlsting Site-~p.ecific Procedures.

>> Established More Rigorous Overtime Controls

~Purpose

+ Ensures Personnel Effectiveness

+ Ensures Compliance With Technical Specifications and NRC Generic Letter 82-12

• Guidelines

• . i 48

ComEd

. A Unicom Company Overtime Management

~ Procedure* Scope

+ Controls Apply to Safety-Related Work Activities e

Performed by:

.

• o*peratioris

• Health Physics.

• Maintenance

• Engineering *

+Work Activities Not Subject to Gen~ric Letter 82-12 Guidelines:

• Shift Turnover and Break Times

. * *Meetings. and Training Activities 49

Overtime Management

~ R~sponsibili~ies Clearly Defined ComEd A Unicom Company

+ Each Individual Responsible for Moni~oring Own Time

+ Supervisor

• *.Ensures No One Exceeds Generic Letter 82-12 Guidelines I

Without Proper Prior Authorization

• Monitors Personnel Coming From Different Work Locations

• Obtains Approval of Overtime Guideline Deviation

. Autb_orization Form As Necessary

• Assesses Each Employee for Fatigue During a Face-to-Face Meeting Prior to Exceeding Guidelines

• Assesses Each Employee Periodically During the Work ---

Period Exceeding Guidelines 50

Overtime Management*

~Responsibilities Clearly Defined (cont.)

+ Department Head

• Reviews the* Overtime Guideline Deviation Authorization Form Prior to Individual Exceeding Guidelines

+ Station Manager.(or Deputy)

• Approves the. Overtime Guideline _Deviation Authorization Form Prior to Individual Exceeding Guidelines

+ Human Resources Supervisor 9.

• Monitors Effectiveness of Overtime Controls *

• Generates a Quarterly Report ComEd A Unicom Company 51

• . i

Overtime Management

~ Responsibilities Clearly Defined. (cont.)

+ Site Vice President

• Assess~s Overtime Use for Potential Abuse and Excessive Over~ime Deviation Authorizations

• Initiates Self-Assessments, as Needed

• + Nucle~r Oyersight Manager

• Asses~es Control of Overtime Process at Least Annually ComEd A Unicom Company 52

Safety Impact of Overtime - 1999

• No Human Performance Event at Any of Our Nuclear Stations Attributed to Overtime or Worker Fatigue ComEd

.. ~ Reviewed Human Performance Event Root Causes

~ Reviewed Work History for Individuals Involved in Events A Unicom Company 53

I

. I CLOSING REMARKS *

• ~.

. 0. D. Kingsley, Jr.

ComEd A Unicom Company 54 I

SRI Step 3 Effectiveness Reviews - Closing.

• Remarks

• Standards and Fundamentals Embodied by the SRis* Will.

Continue to Govern NGG Performance

);;;> Defined in Established Programs, Processes, and Procedures

• Foundation for Continuous Improvement

• Step 3 Effectiveness Review Accomplished its Objective

/

);;;> Determination of Success in Institutionalizing Fundamentals

• Conclusion

• );;;> Cyclic Performance of ComEd's Nuclear Plants Arrested

'ComEd A Unicom Company

);;;> Infrastructure of Programs, Processes, and Procedures In Place

);;;> Focus Areas

+ Human Performance Error Reduction*

+

• Alignment of Management and Bargaining Unit Personnel

.*e 55