ML18033A634
| ML18033A634 | |
| Person / Time | |
|---|---|
| Site: | Browns Ferry  |
| Issue date: | 05/13/1987 |
| From: | Russell J TENNESSEE VALLEY AUTHORITY |
| To: | |
| Shared Package | |
| ML082340470 | List:
|
| References | |
| 70300, 70300-V07-R03, 70300-V7-R3, NUDOCS 8902210204 | |
| Download: ML18033A634 (38) | |
Text
EMPLOYEE.
CONCERNS SPECau. PRO+
VOLUh8E 7 MANAGEMENTAM)PERSONNEL CATEGORY SUBCATEGORY REPORT 70300 WORKSCHEDUYMS UPDATED TVA NUCLEAR POWER S902210204 890206' PDR ADOCK 05000255'DC
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TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT HUMBER:
70300 REPORT TYPE:
Management and Personnel Subcategory REVISZOH HUMBER:
3 TITLE:
Work Schedules REASOH FOR REVISZOH:
Incorporation of final TAS editorial comments.
PAGE 1 OF 18 Y:
PREPARATION SIGNATURE 3l ATE PEER:
REVIEWS SIGNATURE DATE SIGNATURE cX/l 8 ATE COHCURREHCES SIGNATURE DATE CEG-H:
SIGNATU~
$7 3-87 DATE APPROVED BY:
SP'ANA R
N/A MANAGER OF HUCLEAR POWER COHCURREHCE (FINAL REPORT ONLY)
DATE
- SRP cretary's signature denotes SRP concurrences are in files.
1533T
> ~
TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
70300 FRONT MATTER REV:
3 PAGE i OF viii Preface This subcategory report is one of a series of reports prepared for the Employee Concerns Special Program (ECSP) of the Tennessee Valley Authority (TVA).
The ECSP and the organization which carried out the program, the Employee Concerns Task Group (ECTG), were established by TVA's Manager of Nuclear Power to evaluate and report on those Of'fice of Nuclear Power (ONP) employee concerns filed before February 1, 1986.
Concerns filed after that date are handled by the ongoing ONP Employee Concerns Program (ECP).
The ECSP addressed over 5800 employee concerns.
Each of the concerns was a
formal, written description of a circumstance or circumstances that. an employee thought was unsafe, unjust, inefficient, or inappropriate.
The mission of the Employee Concerns Special Program was to thoroughly investigate all issues presented in the concerns and to report the results of those investigations in a form accessible to ONP employees, the
- NRC, and the general public.
The results of these investigations are communicated by four levels of ECSP reports:
- element, subcategory,
- category, and final.
Element reports, the lowest reporting level, will be published only for those concerns directly affecting the restart of Sequoyah Nuclear Plant's reactor un'it 2.
An element consists of one or more closely related issues.
An issue is a potential problem identified by ECTG during the evaluation process as having been raised in one or more concerns.
For efficient handling, what appeared to be similar concerns were grouped into elements early in the program, but issue definitions emerged from the evaluation process itself.
Consequently, some elements did include only one issue, but often the ECTG evaluation found more than one issue per element.
Subcategory reports summarize the evaluation of a number of elements.
- However, the subcategory report does more than collect element level evaluations.
The subcategory level overview of element findings leads to an integration of information that cannot take place at the element level.
This integration of information reveals the eztent to which problems overlap more than one element and will therefore require corrective action ior underlying, causes not fully apparent at the element level.
To make the subcategory reports easier to understand, three iteis have been placed at the front of each report:
a preface, a glossary of'he terminology unique to ECSP reports, and a list of acronym.
Additionally, at the end of each subcategory report will be a Subcategory Summary Table that includes the concern numbers; identifies other subcategories that share a concern; designates nuclear safety-related, safety significant, or non-safety related concerns; designates generic applicability; and briefly states each concern.
Either the Subcategory Summary Table or another attachment or a combination of t'e two will enable the reader to find the report section or sections in which the issue raised by the concern is evaluated.
TVd BPLOTEE CONCERNS SPECIhL PROGRhH REPORT NlM3ER:
70300 FRONT lQiTTER REV:
2 PhGE ii OF viii The subcategories are themselves summarized in a series of eight category reports.
Each category report reviews the major findings and collective significance of the subcategory reports in one of the following areas:
management and personnel relations industrial safety construction material control operations quality as'surance/quality control welding.
engineering h separate report on employee concerns dealing with specific contentions of intimidation, harassment, and wrongdoing will be released by the TVA Office of the Inspector General.
Just as the subcategory reports integrate the information collected at the element level, the category reports integrate the information assembled in all the subcategory reports within the category, addressing particularly the underlying causes of those problems that run across more than one subcategory.
A final report will integrate and assess the information collected by all of the lower level reports prepared for the
- ECSP, including the Inspector General's report.
For more detail on the methods by which ECTG employee concerns were evaluated and reported, consult the Tennessee Valley huthority Employee Concerns Task Group Program Manual.
The Manual spells out the program's objectives,
- scope, organization, and responsibilities.
It also specifies the procedures that were followed in the investigation, reporting.
and closeout oi the issues raised by employee concerns.
TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
70300 FRONT MATTER REV:
2 PAGE iii OF viii ECSP GLOSSARY OF REPORT TERMS~
classification of evaluated issues the evaluation of an issue leads to one of the following determinations:
Class A:
Issue cannot be verified as factual Class B:
Issue is factually accurate, but what is described is not a
problem (i.e., not a condition requiring corrective action)
Class Cl Issue is factual and identifies a problem, but corrective action for the problem was initiated before the evaluation of the issue was undertaken Class D:
Issue is factual and presents a problem for which corrective action has
- been, or is being, taken as a result of an evaluation Class E:
A problem, requiring corrective action, which was not identified by an employee
- concern, but was revealed during the ECTG evaluation of an issue raised by an employee concern.
collective si nificance an analysis which determines the importance and consequences of the findings in a particular ECSP report by putting those findings in the proper perspective.
concern (see "employee concern")
corrective action steps taken to fix specific deficiencies or discrepancies revealed by a negative finding and, when necessary, to correct causes in order to prevent recurrence.
criterion lural:
criteria a basis for defining a performance,
- behavior, or
'uality which ONP imposes on itself (see also "requirement" ).
element or element re ort an optional level of ECSP report, below the subcategory level, that deals with one or more issues.
em lo ee concern a formal, written description of a circumstance or circumstances that an employee thinks unsafe, unjust, inefficient or inappropriate; usually documented on a K-form or a form equivalent to the K-form.
TVA EMPLOYEE CONCERNS SPECDLL PROGRAM REPORT NUlSER:
70300 FRONT MATTER REV:
2 PAGE iv OF viii grouping of employee concerns.
~findin s includes both statements of fact and the judgments made about those facts during the evaluation process; negative findings require corrective action.
issue a potential problem, as interpreted by the ECTG during the evaluation
- process, raised in one or more concerns.
K-form (see "employee concern")
evaluation judgment or decision may be based.
root cause the underlying reason for a problem.
~Terms essential to the program but which require detailed definition have been defined in the ECTG Procedure Manual (e.ges
- generic, specific, nuclear safety-related, unreviewed safety-significant question).
TVA EMPLOyEE CONCERNS SPECIAL PROGRAM REPORT NUMBER'0300 FRONT MATTER REV:
2 PAGE v OF viii hcronyms AI AISC ANSI ASTM CATD CCTS CEG-H CFR CI CMTR COC DCR DNC Administrative Instruction American Institute of Steel Construction As Low hs Reasonably Achievable American Nuclear Society American National Standards Institute American Society oi Mechanical Engineers American Society for Testing and Materials American Melding Society Browns Ferry Nuclear Plant Bellefonte Nuclear Plant Condition Adverse to Quality Corrective Action Report Corrective Action Tracking Document Corporate Commitment Tracking System Category Evaluation Group Head Code of Federal Regulations Concerned Individual Certified Material Test Report Certificate of Conformance/Compliance Design Change Request Division of Nuclear Construction (see also NU CON)
ZVh EMPLOYEE CONCERNS SPECIAL PROGRhN REPORT NUMBER:
70300 FRONT lGiTTER REV:
2 PAGE vi OF viii DNE DNA DPO Division of Nuclear Engineering
/
Division of Nuclear Quality Assurance Division of Nuclear Training Department of Energy Division Personnel Officer DR ECN ECP Discrepancy Report or Deviation Report Engineering Change Notice Employee Concerns Program ECP-SR Employee Concerns Program-Site Representative ECSP ECTG EEOC EMRT Employee Concerns Special Program Employee Concerns Task Group Equal Employment Opportunity Commission Environmental Qualification Emergency Medical Response Team EN DES Engineering Design ERT FCR FSM HCI'VAC INPO IRN Employee
Response
Team or Emergency
Response
Team Field Change Request Final Safety Analysis Report Fiscal Year General Employee Training Hazard Control Instruction Heating,.Ventilating, Air Conditioning Installation Instruction Institute of Nuclear Power Operations Inspection Refection Notice
TVh EMPLOYEE CONCERNS SPECIhL PROGRhM REPORT NUMBER:
70300 FRONT MhTTER REV:
2 PhGE vii OP viii L/R M&hI MSPB NCR NDE NPP NPS NSB Labor Relations Staff Modifications and hdditions Instruction Maintenance Instruction Merit Systems Protection Board Magnetic Particle Testing Nonconforming Condition Report Nondestructive Examination Nuclear Performance Plan Non-plant Specific or Nuclear Procedures System Nuclear Quality hssurance Manual Nuclear Regulatory Commission Nuclear Services Branch Nuclear Safety Review Staff NU CON Division of Nuclear Construction (obsolete abbreviation, see DNC)
NUMhRC Nuclear Utility Management and Resources Committee OSHh ONP OVCP PHR QCI Occupational Safety and Health hdministration (or hct)
Office oi Nuclear Power Office of Workers Compensation Program Personal History Record Liquid Penetrant Testing Quality hssurance Quality hssurance Procedures Quality Control Quality Control Instruction
TVA EHPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUNBER:
70300 FRONT NATTER REV:
2 PAGE viii OF viii QCP QTC RT SQN SI SOP SWEC TAS T&L Quality Control Procedure Quality Technology Company Reduction in Force Radiographic Testing Sequoyah Nuclear Plant Surveillance Instruction Standard Operating Procedure Senior Review Panel Stone and Vebster Engineering Corporation Technical Assistance Staff'rades and Labor TVTLC Tennessee Valley Authority Tennessee Valley Trades and Labor Council Ultrasonic Testing Visual Testing WBECSP watts Bar Employee Concern Special Program watts Bar Nuclear Plant Mork Request or Mork Rules Vorkplans
WORK SCHEDULES Subcategory Report 70300 Executive Summary This subcategory includes 19 employee concerns which raised 8 issues.
The general points of contention were shift change policy, hours of work, and the assignment of work to shifts.
The evaluation found that management did not change employees'cheduled shifts without consulation or consideration of employee desires, Employee preferences were also considered when determining shift times and length oi shifts and when assigning long hours without days off.
No indications were found that transfers to third shift were made as punitive action, nor was the distribution of work assignments among shifts found to be unfair.
- However, management did violate a commitment to end a temporary assignment to third shift within the promised 4 to 6 weeks and eztended the period to 10 months.
Although no major problems were revealed in this subcategory, there was a
clear indication from interviews that management did not do an effective job of communicating with employees.
Understandably, management has an obligation to meet schedules and, at times, must require around-the-clock coverage or significant overtime, but employees should be told the reasons for the changes.
Communication lines between employees and management are being improved.
Especially useful for this purpose are the weekly Employee Involvement Program meetings that began in January 1986.
No additional corrective action has been recommended as a result of this evaluation.
3947T Page 1 of,l
e I
'4
TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
70300 REVISION NUMBER:
3 PAGE 2 OF 18 1.0 CHARACTERIZATION OF ISSUES 1.1 Introduction This subcategory report on work schedules addresses 8 issues that were raised by 19 individual concerns.
These issues were grouped into three elements:
Shift Changes, Hours of Work, and Fairness of Work Assignments.
To identify the issue to which a particular concern applies, consult the following attachments:
Attachment A, Subcategory Summary Table Attachment B, List of Concerns by Issue All Management and Personnel Category concerns having a technical component (including all concerns designated Nuclear Safety-Related) are shared with the appropriate technical category for investigation and resolution of that technical component.
Report(s) sharing a,
concern with this report are identified in the entry for that concern on Attachment A.
1.2 Descri tion of Issues 1.2.1.1 Issue 70301 - Lack of Shift Change Notice or Consultation This issue alleges that management changes employees'hifts at the last minute, usually without consulting employees and, if they do
- consult, they do not adequately consider the employees'esires or hardships.
1.2.1.2 Issue 70302 - Promised Length of Third Shift Duty This issue contends that management assigned employees to third shift, supposedly for a period of only 4-6 weeks, but did not keep the commitment, as two employees were forced to remain on third shift for over 10 months.
1.2.1.3 Issue 70303 - Punitive Transfer to Third Shift This issue contends that the concerned individual (CI) was transferred to third shift as punishment for a faulty bellows installation.
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TVk EMPLOYEE CONCERNS SPECIhL PROGRhN REPORT NUMBER:
70300 REVISION NUMBER:
3 PhGE 3
OP 18 1.3.1 Hours of Work 1.3.1.1 Issue 70304 - Length of Shifts This issue contends that management does not consider desires of employees as to length of shifts, with one plant worker specifically stating a
preference for 12-hour shifts.
1.3.1.2 Issue 70305 - Long Hours of Work Without Days Off This issue contends that management was forcing employees to work long hours (12 and 16) for extended periods of time without a day off.
1.3.1.3 Issue 70306 - Changes in Work Times This issue contends that changes in work times (e.g.,
0700-1530 to 0730-1600) disrupt carpools, damage morale and result in incorrect traffic control signs on the access road.
1.3.1.4 Issue 70307 - Request for Third Shift This issue alleges that management for Division of Nuclear Construction (DNC), unit 2 had been petitioned (twice) to start third shift Sunday night instead of Monday night, and that the CI had never received a response.
1.4.1 Fairness of Work Assi nments Issue 70308 - Unfair Work hssignments This issue contends that management pushed production schedules that were impossible for third shift to meet because of unfair assignments of work.
NOTES:
The subcategory report on Overtime, 70400, also touches on issues raised about hours oi work, specifically, employees being forced to work'ong hours without days off.
The subcategory report on Morale, 70800, addresses the issues of morale and employee desires raised by some concerns within this subcategory.
TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
70300 REVISION NUMBER:
3 PAGE 4
OF 18
- 2. 0 SUHKLRY 2.1 Summer of-Issues This report addresses issues raised by management decisions that affect employees 'ormal work schedules.
The evaluation includes an examination of the shift change policy, hours of work, and the assignment of work to shifts.
2.2 Summar of Evaluation Process The evaluator has reviewed all the information available on the concerns in this subcategory.
The information pertinent to the evaluation of the issues has been considered and incorporated in this report.
h systematic evaluation process was followed beginning with a review of each individual concern (K-form) and a review of reference documents establishing baseline criteria necessary to group the concerns into issues.
The issues were evaluated against the baseline data.
- Then, judgments were made on whether the issues posed problems requiring corrective action.
Forty-four interviews were conducted to verify baseline data and to provide support data.
2..3 Summar of Findin s Management did not change employees'cheduled shifts at the last minute without consulting them for their desires or needs.
Management was responsive to the request to start DNC's third shift on Sunday night instead of Monday night; however, it was determined that no immediate action could be taken because it involved contract language changes.
Employees'ersonal desires and needs were taken into consideration in determining length of shifts and when assigning long hours without days off.
Management made temporary assignments of employees to third shift for a 4 to 6 week period that extended to 10 months.
- Thus, management did not keep its commitment.
No indications were found that transfers to third shift occurred as punitive action.
Management changed the shift time from 0700-1530 to 0730-1600, which interfered with carpools.
Management was not wrong in setting production goals (unit rates).
- However, the consistent distribution of workplans was not clearly
- evident, leading to morale problems on third shift.
TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
70300 REVISION NUMBER:
3 PAGE 5
OF 18 2.4 Summer of Collective Si nificance There is a clear indication from the interviews that management did not always communicate effectively with employees.
Understandably, management has an obligation to meet schedules and, at times, must require around-the-clock coverage or long hours of work.
Nevertheless, management should acknowledge that, when making adjustments to the work schedules that directly affect employees'stablished daily routines, it must try to communicate effectively the reasons for unavoidable changes.
2.5 Summar of Causes The issues concerning work schedules resulted from ineffective communication and inaccurate scheduling.
Employees felt they were given no voice and no consideration when work schedules were changed.
Inaccurate scheduling sometimes led to long workhours to meet unrealistic deadlines.
2.6 Summar of Corrective Action Communication lines between employees and management are being improved.
Weekly employee involvement meetings began in January 1986.
The Nuclear Dis atch and the Watts Bar Dis etch are being used more effectively to communicate changes that affect employees.
A greater effort is being made to consider employee preferences and include employees in schedule planning.
3.0 EVALUATION PROCESS 3.1 General Methodolo The evaluation of this subcategory was conducted according to the "Evaluation Plan for the Employee Concerns Task Group" and the "Evaluation Plan for the Management and Personnel Group."
Case files were reviewed and source documents were researched to determine. the applicable requirements or criteria.
The issues were judged against the applicable requirements or criteria.
The resulting findings were analyzed for their collective significance.
The causes for negative findings were identified, as were the responsible organizations.
Corrective actions were initiated. or determined to. have been previously initiated for negative findings of. this evaluation..
TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
70300 REVISION NUMBER:.
3 PAGE 6
OF 18 3.2 S ecific Methodolo The evaluation process began by thoroughly analyzing individual concerns and identifying the issues raised."
Negotiated agreements and TVA policies governing these issues were thoroughly reviewed and are listed in 3.'3 of this report.
Four previous line management responses to individual concerns were reviewed.
Comments from these responses were incorporated into the findings section (4.0).
Interviews were conducted with six corporate managers to determine the bases for certain aspects of agreements and negotiations.
Eight Office of Nuclear Power (ONP) supervisors were interviewed to discover how and why their sections or organizations functioned.
Three Modifications supervisors were interviewed for the same purposes.
Ten ONP line personnel and one Modifications electrician were interviewed to determine the effects of the agreements on the work schedule.
Two Public Safety Services (PSS) supervisors and one officer were interviewed to determine their operations procedures.
Seven Nuclear Construction supervisors or ex-supervisors were interviewed to determine how policy and agreements were to be handled.
Six craft journeymen, including three union representatives, were interviewed to determine the bases for concerns.
These interviews were conducted to determine if management was acting in accordance with established procedures and guidelines, to determine how line personnel perceived management's
- behavior, and to identify the underlying issues.
3.3 Documents Reviewed 1.
General A reements between TVA and the Tennessee Valley Trades and Labor Council covering the following:
A.
Annual Operating S Maintenance Employees (page 32)
B.
Construction Employees (page 25)
C.
Temporary Hourly Operating, Maintenance and Modification Employees (page 23) 2.
Articles of A reement between TVA 6 the Salary Policy Employee Panel (page 22-5.3;A).
TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
70300 REVISION NUMBER:
3 PAGE 7
OP 18 3.
Memorandum from Ricky Miles to E.
R. Ennis dated November 14, 1985 (T14 851114 802) 4.
Memorandum from E.
R. Ennis, "Starting Time for Second (Day)
Shift," dated December 6,
1985 5.
Memorandum from Guenter Wadewitz, dated January 28, 1986 (C24 860128 001) 6.
TVA Request No. A-3 from 49~th Annual Trades and Labor Mage Conference held in 1983, pages 23 and 24.
7.
Technical Specifications Section 6.2.2f., "Administrative
- Controls, WBN unit 1," page 6-2 4.0 FINDINGS Vork schedules are governed either by negotiated agreements or established policy guidelines.
Some flexibility is given to management in the implementation of work schedules, but this leeway has caused some concern among employees about management's consideration of employees'esires and well-being.
All issues are generically applicable with the exception of'ne site-specific issue.
Along with the Employee Concerns Task Group (ECTG) evaluator's efforts, this report includes a review of the results of line management investigation and responses to four of the 19 concerns coordinated by Quali,ty Technology Company (QTC).
4.1.1 Issue 70301 - Lack of Shift Chan e Notice or Consultation Discussion This issue contends that employees'hifts were changed without notice or consultation and that management comaitments as to duration of assignments were not kept.
TVh EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
70300 REVISION NUMBER:
3 PhGE 8
OF 18 Historically, it has been accepted practice that, to meet program schedules in performing required work, employees work the shift on which they are most needed.
- However, the General A reement covering construction employees requires a
48-hour minimum notice before a shift change.
The General g~eeements covering gnnua1 Operating and Maintenance Employees and Temporary Hourly Operating, Maintenance, and Modification Employees states that a 24-hour minimum notice be given before a shift change.
The required minimum notice of either 24 or 48 hours5.555556e-4 days <br />0.0133 hours <br />7.936508e-5 weeks <br />1.8264e-5 months <br /> is the only restriction placed by the union contract agreements on shift changes.
Interviews indicated that volunteers were requested before assigning employees to other shifts, and that if reasons were legitimate and pressing for not working a particular shift, management attempted to accommodate employees.
No incident was found of employees being. given shift preference for personal reasons.
Interviews with management indicated that all employees are contacted before shift changes, as stipulated in governing policies. If an emergency forces a shift change within less than the 24-or 48-hour notice period, the employees are paid at the applicable premium rate for time worked during the required notice period or are permitted to sign a waiver of the notice period.
This waiver has to be a mutual agreement between management, employees, and the union.
This waiver method has been effectively utilized to accommodate the employees; as well as TVA.
Interviews with employees and union representatives indicated that volunteers were normally requested when possible.
The employees on rotations shifts have a posted work schedule (posted by Wednesday of each week) which notifies them of their work schedule for the following week.
Conclusion The issue stating, that management changed employees'hifts at the last minute without consulting them'was not factually accurate.
4.1.2 Issue 70302 Promised Length of Third Shift Duty Discussion I
v 0
This issue is that management (DNC) had assigned employees to third shift for what was promised as only a temporary time (4-6 weeks) but did not return the employees to their original shift for over 10 months.
~
TVA EMPLO'XEE CONCERNS SPECIAL PROGRAM REPORT NUlSER:
70300 REVISION NUMBER:
3 PAGE 9 OF 18 Interviews showed that employees were moved to third shift under the assumption that the shift was temporary and were not returned to their normal shift as promised.
- However, interviews also revealed that volunteers qualified for the job are solicited as much as possible.
If volunteers do not fillthe requirements, management assigns employees or entire crews to change shifts to meet job needs.
This is management's responsibility and violates no procedure or contractual arrangement.
Management interviews also revealed that commitments for return to original shift occasionally were not kept. It was apparent that during part of 1984 and 1985, hanger installation work packages were lacking because of hanger reassessment.
Congestion and workloads were heavy in other areas and required multi-shift operations.
Some employees were loaned to other sections of the craft and were changed to other shifts.
These employees were not immediately returned to their prior shift when transferred back to their original section.
Also, craft buildup occurred during 1985, leaving some employees on third shift feeling that because of their longer service they should have been returned to first shift and replaced on third shift by new employees being hired.
Conclusion This issue is factually accurate.
Interviews with employees in the steamfitter craft supported the claim and indicated that communication by managers needs to improve and that managerial commitments need to be explained and kept.
4.1.3 Issue 70303 - Punitive Transfer to Third Shift Discussion The one concern in this issue alleged that CI was transferred to third shift as punishment for a faulty bellows installation.
This specific allegation could not be investigated because the details provided by CI were not clear.
Interviews with appropriate management indicated that shiit transfers were not being made for disciplinary purposes.
TVA EMPLO'XEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
70300 REVISION NUMBER:
3 PAGE 10 OF 18 Conclusion This issue can not be <<verified as factual.
4.2 Hours of Work 4.2.1 Issue 70304 - Length of Shifts Discussion This issue argues that TVA should consider the requests of employees about shift length.
One employee had specifically requested 12-hour shifts.
The General A
cement and Articles of A reement governing ONP personnel state that "The regular hours of employment shall not exceed eight consecutive
- hours, exclusive of scheduled nonpaid meal periods, in any 24-hour period or 40 in any calendar
- week, Monday through Sunday."
The General A reement covering DNC employees calls for five consecutive eight-hour
- days, Monday through Friday.
TVA took the lead and attempted to negotiate for language which would permit the working of four 10-hour days a week as a work schedule at the 49< 703 LONG HOURS OF HORK WITHOUT DAYS OFF
N N
N N
2 NA NA NA NA
.-85-132-BFN Ol NP 70306 N BFN 1
N N
N N
2 NA NA NA NA
- -85-156-HBN Ol HP 70301 N HBN 1
N N
N N
2 NA NA NA NA
- -85-432-SQN Ol NP 70305 N SQN 1
N N
N N
2 NA NA NA NA NSRS NSRS NSRS NSRS CI IS CONCERNED THAT T&L SCHEDULE IS BEING CHANGED FROW 0700 - 1530 TO 0
730 1600.
THEY HAVE HORKED 0700-1530 FOR YEARS AND THIS WILL DISRUP T VAN AND CAR POOLS.
THIS HAS BADLY HURT HORALE.
CI CONCERNED THAT T&L WORK SCHEDULE IS BEING CHANGED FROW 0700 - 1530 TO 0730 - 1600'HICH HILL DISRUPT VAN AND CAR POOLS.
THIS HURT NORALE AT BFN.
CI DOES NOT HANT TO WORK 3RD SHIFT.
CI INITIALLYWAS TOLD HIS REASONS W
ERE GOOD NOT TO WORK 3RD SHIFT BUT H AS PUT ON 3RD SHIFT AHYHAY.
AN UNDENTIFIED EHPLOYEE FROH SQN CAL LED NSRS TO REPORT A CONCERN WHICH H E FEELS REPRESENTS THE FEELING OF TH E GENERAL HAJORITY OF PEOPLE AT SQNi PARTICULARLY SHIFT PERSONNEL.HANAGE WENT IS HAKING S
HIFT PERSONNEL WORK PORTIONS OF THEI R
LONG WEEKENDS'HICH EFFECTIVELY C UTS UP THE LONG WEEKENDS SO THAT PLA NS CANNOT BE HADE.
THIS TURNS INTO CONTINUOUS HORKi CAUSES HORALE PROBL ENSE AND CAUSES PEOPLE NOT TO LIKE T HEIR JOBS'ONCERNS ARE GROUPED BY FIRST 3 DIGITS 'OF SUBCATEGORY NUNBER.
CONCERN NUMBER S
H SUB R PLT CAT CAT D LOC PREFERENCE ECPS132J" ECPS132C
'REQUENCY
- REQUEST
)NP - ISSS -
& PERS.
ISSUES 1
REPORT APPL 2 SAF RELATED BF BL SQ WB HISTORICAL CONCERN REPORT ORIGIN CONCERN DESCRIPTION TENNESSEE VALLEY AUTHORITY OFFICE OF NUCLEAR POWER EMPLOYEE CONCERN PROGRAM SYSTEM (ECPS)
EMPLOYEE CONCERN INFORMATION BY CATEGORY/SUBCATEGORY SUBCATEGORY'03 LONG HOURS OF WORK WITHOUT DAYS OFF PAGE 2
RUN TIME - 10s04s39
'UN DATE - 03/10/87<)
REF.
SECTION 0
CAT
- MP SUBCAT - 703 N 058-00101 T50008 MP 70305 N WBN 1
N N
N N
2 NA NA NA ttA IN"85"058-001 QTC SEVERAL EMPLOYEES ARE FORCED TO WORK EXTENDED HOURS INCLUDING 16 HOUR SH IFTS AND WEEKS WITHOUT A DAY-OFF.
S ECTIONS EFFECTED INCLUDE OPERATIONS'NSTRUMENTATION AND TEST SECTIONS
N N
N N
T50123 2 NA NA NA NA
N N
N N
T50033 2
NA NA NA NA
N N
N N
T50049 2
NA NA NA NA N 975-00101 MP 70306 N WBN 1
N N
N N
T50100 2
NA NA NA NA QTC QTC QTC QTC REF IN-85-258
& HI-85"064 CI FEELS H
E IS BEING DISCRIMINATED AGAINST BY BEING PLACED ON THIRD SHIFT AFTER ST ATING HE HAD A PERSONAL HARDSHIP.
0 THER EMPLOYEE (NAMES KNOWN) WITH SIM ILAR HARDSHIP HAVE BEEN ALLOWED TO R
EMAIN IN DAY SHIFT.
NO ADDITIONAL I NFORMATION AVAILABLE.
MANAGEMENT CHANGES A PERSON'S SHIFT OR CREW AT THE LAST MINUTE AND WITHO UT EVER CONSULTING THE INDIVIDUALAS TO ANY HARDSHIP THIS MAY CREATE.
0 FTEN PEOPLE ARE HIRED UNDER THE COND ITION THEY WORK A PARTICUL'AR SHIFT F
OR PERSONAL
- REASONS, BUT MANAGEMENT DOES NOT TAKE THAT INTO CONSIDERATIO tl.
MORALE HIT AN ALL TIME LOW WHEN THE WORK SHIFT CHANGED.
SHIFT SHOULD BE CHANGED BACK TO 0700 TO 1530.
TVA HAS CHANGED THE WORK SCHEDULE FO R MANY TO START AT 8>00 A.M. THE ROA D HAS OtlE LANE FROM 7)30-8s00 A.M.
C OMING IN.
THIS WAS ADEQUATE WHEN TH E SCHEDULE WAS 7a30 A.M. BUT SHOULD BE EXTENDED TO 8>00 A.M.
NOW.
CI HA S
NO MORE INFORMATION.
NO FOLLOW 'UP REQUIRED.
.'N 099-00101 T50120 MP 70304 N WBN 1
N N
N N
2 NA NA NA tfA IN"86-099-001 QTC CI FEELS IT WOULD INCREASE TVA EMPLO YEE MORALE IF WBNP SHIFTED TO 12 HOU R SHIFTS.
CI HAS NO ADDITIONAL INFO RMATION.
NUC PWR CONCERN.
CONCERNS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY NUMBER.
0 PAGE
",-')'f4'~gj'UN TIME.'-i10~04'UN DATE -'.03/10/P
/I REF.
SECTION.
CAT
- MP"."
SUBCAT-- 703,,
a+
',C."
I I
.'EFERENCE
- ECPS132J-ECPS132C REQUENCY
- REQUEST NP ISSS RWM
.TEGORYc MP MGT.
& PERS.
ISSUES S
H SUB R PLT CONCERN NUMBER CAT CAT D LOC 1
REPORT APPL 2 SAF RELATED BF BL SQ WB CONCERN ORIGIN HISTORICAL REPORT CONCERN DESCRIPTION MANAGEMENT IS UNRESPONSIVE-3RD SHIFT HAVE PETITIONED MANAGEMENT IN-NOV.
'84>
AttD FEB '85 TO START THE 3RD SH IFT WEEK ON SUNDAY.
(TO AVOID HAVIN G TO WORK FRIDAY EVENINGS) MANAGEMEN T HAS NOT ACKNOWLEDGED THESE PETITIO NSi OR EXPLAINED WHY THEIR PROPOSAL HAS NOT BEEN ACCEPTED.
(CONSTRUCTIO Np UNIT 2i 3RD SHIFT) CI HAS NO ADDI TIONAL INFORMATION.
CI TEMPORARILY ASSIGNED TO 3RD SHIFT FOR A 1"6 WEEK PERIOD AND MANAGEMEN 1'EFUSES TO BRING CI BACK TO 1ST SH IFT AFTER 10 MONTHS.
CONST.
DEPT.
C ONCERN.
(NAME/DETAILS KNOWN TO QTC AND RELEASE OF THIS INFORMATION COUL D JEOPARDIZE CI'S CONFIDENTIALITY).
CI HAS NO MORE INFORMATION NO FOL LOW UP REQUIRED.
IN-86-125-003 QTC 1
N N
N N
2 NA NA NA NA
- tt 170-00101 MP 70302 N
WBN 1
N N
N N
T5 0125 2
NA NA NA NA TENNESSEE VALLEY AUTHORITY OFFICE OF NUCLEAR POWER EMPLOYEE CONCERt(
PROGRAM SYSTEM (ECPS)
EMPLOYEE CONCERN IttFORMATIOtt BY CATEGORY/SUBCATEGORY SUBCATEGORY s 703 REQUEST FOR THIRD SHIFT
-.N 170-00301 MP 70308 N WBN 1
N N
N N
T50125 2
NA NA NA NA
- N 171-00101 MP 70302 N
WBN 1
N N
N N
T50123 2
NA NA NA NA QTC QTC THE SELECTION OF WORK ASSIGNMENTS (M ANAGEMENT KNOWN) IS GROSSLY UNFAIR B ETWEEN 1ST AND 3RD SHIFTS.
MANAGEME NT IS PUSHING HIGH PRODUCTION AND 3R D SHIFT CANNOT COMPETE AND ASSIGNMEN TS ARE NOT EQUAL.
CONST.
DEPT.
CONC ERN.
CI HAS NO NORE INFORMATION.
N 0
FOLLOW UP REQUIRED.
CI TEMPORARILY TRANSFERRED TO 3RD SH IFT FOR 4-6 WEEKS AND HAS NOT BEEN T RANSFERRED BACK TO 1ST SHIFT.
(NAME S/DETAILS KNOWN TO QTC AND RELEASE 0 F THIS INFORMATION COULD JEOPARDIZE CI 'S CONFIDENTIALITY).
'CONSTRUCTION DEPT CONCERN.
CI HAS NO ADDITIONAL INFORMATION.
CONCERNS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY NUMBER.
CONCERN NUMBER S
H SUB R PLT CAT CAT D LOC EFERENCE
- ECPS132J-ECPS132C REQUENCY REQUEST ttP - ISSS - RHN TEGORYs MP NGT.
& PERS.
ISSUES REPORT APPL 2 SAF RELATED BF BL SQ HB HISTORICAL CONCERN REPORT ORIGIN CONCERN DESCRIPTION TENNESSEE VALLEY AUTHORITY OFFICE OF NUCLEAR POHER EMPLOYEE CONCERN PROGRAM SYSTEM (ECPS)
EMPLOYEE COttCERN IHFORNATIOtt BY CATEGORY/SUBCATEGORY SUBCATEGORY) 703 LONG HOURS OF HORK HITHOUT DAYS OFF PAGE RUN TINE 10s04c39 RUN DATE - 03/10/87.
REF.
SECTION 0
CAT
- NP SUBCAT 703 N 291-00501 T50147 N 291-00601 T50147 NP 70305 N HBN 1
N N
N N
2 NA NA NA NA MP 70304 N HBN 1
N N
N N
IN"86-291-006 2
NA NA NA NA QTC QTC EMPLOYEES IN A SENSITIVE POSITION AR E FREQUENTLY REQUIRED TO HORK LONG H
OURS (ON ONE SHIFT)
AND CANNOT BE AS ALERT OR EFFICIENT.
(DEPT/DETAILS ARE KNOHN TO QTC AND HITHHELD TO NAI STAIN CONFIDENTIALITY).
NUCLEAR POH ER CONCERN. CI HAS NO FURTHER INFORM ATION.
NO FOLLOHUP REQUIRED.
I TVA SHOULD CONSIDER THE REQUESTS OF THE EMPLOYEES ESPECIALLY.IN REGARDS TO LENGTH OF SHIFT.
(DEPT. /DETAILS KttOHN TO QTC AND HITHHELD TO NAINTAI N CONFIDENTIAlITY).
NUCLEAR POHER C
ONCERN.
CI HAS NO FURTHER INFORNATI ON.
NO FOLLOHUP REQUIRED.
tt 311-00201 NP 70303
.N HBN 1
N N
N N
T50255 2
NA NA NA NA N 316-00101 MP 70305 N. HBN 1
N N
N N
T50168 2
NA NA NA NA 19 CONCERN:
FOR CATEGORY NP SUBCATEGORY 703
'TC CI BELIEVES THAT CI HAS UNJUSTLY TRA NSFERRED TO 3RD SHIFTt AS A RESULT 0 F A BELLOHS INSTALLATION. NAMES AND DETAILS KNOWN TO QTCr BUT HITHHELD T 0 MAINTAIN CONFIDENTIALITY.
NO ADDI TIONAL INFORMATION NAY BE RELEASED.
CONSTRUCTION DEPARTMENT CONCERN.
QTC SOME SECURITY PERSONNEL HORK BACK TO BACK 16 HOUR SHIFTS.
THIS BACK TO BACK SHIFT HORK SOMETINES OCCURS FOR 3
OR 1
DAYS IN A ROH.
NAMES TO THI S SPECIFIC CASE ARE KNOHN TO QTC AND HITHHELD TO MAINTAINCONFIDENTIALIT Y.
NUCLEAR POHER CONCERN.
CI HAS N
0 FURTHER INFORMATION.
FOLLOHUP NOT REQUIRED.
CONCERNS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY NUMBER.
ATTACHMENT B WORK SCHEDULES List of Concerns by Element/Issue The Work Schedules Subcategory (70300) -is comprised of 19 concerns broken into three elements which address eight issues.
70301 - Lack of shift change notice or consultation I-85>>156-WBN IN-85-258-003 IN-85-520-001 70302 - Promised length of third shift duty IN-86-170-001 IN-86-171-001 70303 Punitive transfer to third shift IN-86-311-002 Hours of Work 70304 Length of shifts JN-86-099-001 IN-86-291-006 70305 Long hours of work without days off BFN-86-050-001 I-85-a32-SQN IN-85-058-001 IN-86-291-005 IN-86-316-ooa 70306 - Changes in work times I-85-131-BFN I-85-132-BFN IN-85-549-003 IN-85-975-001 70307 Request for third shift IN-86-123-003 Fairness of Work Assi nments 70308 - Unfair work assignments IN-86-170-003 Page 1 of 1
IV 0