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Staffing Analysis Rept for South Texas Project, Vol 1. Related Supporting Matl,Including Evaluation & Decision Process for Organizational Placement/Separation,Job Description,Step Program & Questions & Answers Encl
	ML20083P593
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Issue date:	02/19/1991
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.o., @gy dEE STAFFING ANALYSIS REPORT s* FOR nj is soummas PROJECT BY i TIM D. MARTIN & ASSOCIATES, INC. 1 810 HERNDON PARKWAY, SUITE 400

HERNDON, VIRGINIA 22070 j

(703) 481-1000 February 19,1991 l 4 VOLUME I A 3

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9 AGENDA o OBJECTIVE

11:

o METHODOLOGY O t i..) o FINDINGS o CONCLUSIONS o STAFFING ALLOCATION i

.:+ 1 i 9i> 1 AGENDA cr. : i i o OBJECTIVE I i c,: o METHODOLOGY t' a I O FINDINGS \\ o CONCLUSIONS 1 o STAFFING ALLOCATION O O w*

D i ~ i is Study Objective... l OBJECTIVE JF OUR STUDY WAS TO DETERMINE APPROPRIATE STAFF SIZE 7... FOR SOUTH TEXAS PROJECT a, :- 1 Conduct a snapehot count of staffing as of Octob6r 1990 for: I o Full time H'_&P staff supporting South Texa5 Project Long term and short term contractors Update expected steady state, non-outage staffihg levels developed for the May 1989 staffing i o analysis b-Provide recomm3ndations which management can use as an input in developing the STP human l e l resources plan 4 j i Adequacy of staffing Areas requiring additional management attention i e I[ 1 5 + 6

1 Today's Objective... OBJECTIVE OF TUDAY'S BRIEFING IS TO REPORT THE RESULTS OF OUR ANALYSIS AND ENSURE YOU UNDERSTAND OUR... o Methodology Approach of using regression analysis based on data collected fiom other plants Assumplic7s which were critical in developing <!st' expected sieif levels Findings which present expected staffing levels by job junctions o Conclusions at:out the overall staffing situation at STP and those areas we suggest warrant o management at.ention Staffing allocati)n of the expected staffing levels back into the STP organizations o i I 2 l x-- en ---> ~ .m

3, ,c - AGENDA o OBJECTIVE c :. o METHODOLOGY 9 o FINDINGS u i n.; i o CONCLUSIONS o STAFFING ALLOCATION I I i I l ..~ ~ -

a t!F - Methodology... ACCURATE COUN 7 WAS MADE OF ALL RESOURCES SUPPORTING SOUTH TEXAS PROJECT 2767 TOTAL STAFF LONG TEFB4 CONTR NUC GENERATION k* 4%.7 l +. OTHER NUCLEAR W SHORTTERM CONTR \\ E HL&P NUC ENGINEERING STAFF, !DFORER TYPE STAffBYORG4MZATFON em 3

'. ~ f' I Methodology... REGULAR STAFF OF 2381 WERE CATEGORIZED INTO 45 SEPARATE WORK FUNCTIONS REQUIREE TO OPERATE, MAINTAIN, AND SUPPORT THE NUCLEAR PLANT EXAMPLE OF WORKFUNCTION CA TEGORIZATION TDM WORK FUNCTIONS COMMON FUNCTIONS STP ORGANIZATIONS GENERATION 7 SECURITY SECURITY ( nw SERVICES OPERATIONS OPERATIONS

f. TANAGERS P N ENG ENGINEERING F

j f Pt. ANT ENG A REACTOR CLER:'s OTHER NUCLEAR QUAUW 4 ASSURANCE CN y 1 4 i i m

T u :.i Methodology... STAFFING MODELS FOR EACH OF THE 45 WORK FUNCTIONS WERE DEVELOPED NUCLEAR PLANT STAFFING ANALYSIS o I .. I l' I ~ N F _l LEVELS STAFFING Mi ff1iltITl\\\\1%h\\ o 45 MODELS o 45 NUC GROUP o 72 OPERATING UNITS o 45 FUNCTIONAL GN v,,,. 7 h "D

o INOEPENOENT Oc i.

ORGANIZATION STRUCTbE eu NE 1 MANAGEMENT \\ FACTORS = c-a_ PLANT OPERATING CHARACTERISTICS 5

Methodology... STAFFING Lt /ELS WERE COMPARED TO EXPE,CTED ON A FUNCTIONAL BASIS i NUCLEAR PLANTSTAFFl0N NALYSIS ..w ..t sTYewee ac*L STAFFING / PERFORMANCE SCREEN 8' " contanctons ? E, 0. LOWE. TMMe EXPGCTWO starpose 1 FUNCTIONS m MANAGEMENT w SHOULD stapewee FOCUS ON m. TDas MMM i APPROPRIATE STAFFING AND SATISFACTORY FUNCTIONAL PERFOfMAANCE 6 I

' 11. <. Methodology...Majot Assumptions and Considerations 1:. EXPECTED STAF-ING LEVELS AND MODELS AR,E, BASED ON SEVERAL KEY ASSUMPTIONS r.:.(n '4 j. IL I STP 1 and 2 e's considered to be in steady state operation (non-outage) l o .- 1 STP employees perform with average productivity fNnuclear industry o j.., Manhours of crertime are equal to the industry av,erage (10 to 20% non-outage) o 4 Expected staffa6g levels for engineering design ftYnct6'ns are those needed to perform 100% of the - o design work w '.h either HL&P staff or Bechtel support staff (on-site Bechtel support personnel are included in thi. analysis) Expected staffic3g levels do not include approveO Position Requisitions or vacancies o 4

t re j

l l 7 l f l w-%, m-wr-,- e ?

18 .I li Methodology... Major Assumptions and Considc,etions EXPECTED STAFFING LEVELS ARE NOT THE NUMBER O'F PEOPLE NEEDED TO PERFORM THE I CU9 RENT SCOPE OF WORK IN THE EXISTING ENVIRONMENT For areas with eeter than expected staffiog,-TDlWOnetysis does not imply thet the cummt scope o 3 l of work in the esting environment can be performed with fewer people Analysis does W that for those areas with greaththan expected staffing STP is applying more o resources than a " typical" plant - greater than expected staffing may be the.sesult.of: Managen ant decisions to invest additional resources in an area Greater w ork scope or lower productivity than other plants Any decision it change staffing levels must be accompanied by a rationalizing process: o Work mua. be reduced or eliminated.- Scope or detail of work must be reduced j Time to eccomplish tasks must be extended Productiv'ty must be increased l Senior management must " buy-in" and accept risks associated with work reductions 8

sp Methodology...Results STAFFING FINNINGS, CONCLUSIONS AND RICONMENDATIONS ARE PRESENTED IN SEVERAL FO,RMATS p: i Findings Sectbn: A summary of the staffing analysis by work function o w r. o Conclusions Section: Major deductions and infe'rences of the staffing study I o Staffing Allocs.tlon Section: Staffing recommendations by STP organization i 1 Appendices: E atailed analysis of individual work functions o 4 t 9 g -,s -e m

') j i t AGENDA.' i ....t o OBJECTIVE i I 4.$ o METHODOLOQ2y l 64 44 ltA o FINDINGS" ?7. t I c ~ n .i. o CONCLUSION 5 i .. : ;.t i o STAFFING ALLOCATION j l i I f 4 N '( e.

Findings... Format i STAFFING IS A 54ALYZED BY INDIVIDUAL TDM WORK FUNCTIONS WHICH HAVE BEEN GROUPE"> AS MUCH AS POSSIBLE TO FOLI,0W THE STP ORGANIZATION ? a et VM:EPRESADENT ~ NUCLEAR GROUP i. o. I~ l I I OTHER NUCLE'R NUCLEAR ., _, NUCLEAR ~ SUPPORT NUCU54R GROUPS GENERATION ENGINEERING imum mumummmr o OPERATIONS o MECH ENG o FACluTY MAINT o HUMAN RESOURCES o MAINTEN-WCE o ELEC ENG o COMMUNICATIONS o OUAUTY ASSURANCE o CONSTRUCTION MGT o CMUSTRUCT

o DOCUMENT CNTLS o OUAUTY CONTROL o OUTAGE 'dGT o DESIGN / DRAFT o BUDGET o UCENSING o MOD INS ' /MAINT SPPT o ENG PROGRAMS 00 ADMINISTRATION o EMERGENCY PREP o APPUED MP o PROJECT MGT o INFO MGT o NSR o SUPPOFTf HP o PLANT ENG oSAFETY oMANAGERS o DECON/I ADWST o REACTOR ENG o CLERKS o ENVIRON oENTAL o NUC FUEL l

0ALARA oSTAs o CHEMIS1,Y o COMPUTER ENG o TRAINING o PURCHASING oSECUplFN o MATERIAL MGT o PLAN /SC-LED o PROCUREMENT ENG o WAREHOUSE o CONTRACTS 10

o ~ i 7 Findings... Format...'A] 1. 7 RESULTS.4RE PRESENTED BY WORK FUNCT, ION IN THE FOLLOWING FORMAT I ': ST [ LT HL&F FuNC AuTH ORGANIZATION TOTAL MOR CLRK CNTR CNTR STAFF STAFF EXP VAR PR B C D E F ' 'G ~ H I J K L i A - Function being analyzed (e.g. operations, training,-etc.) B - Organization (s) which have been grouped into the furbtional category + C - Total of all emp'oyees and contractors in the organization D - Managers (atxn a first line supervisors as defined by TDM) i E - HL&P, and long term contractor clerks (not document;or dosimetry clerks) { F - Short term contractors (less than 6 months) l G - Long term contr: ctors and temps (seconded emploM and other " permanent" contractors or temps) H - HL&P functiona' staff (excluding managers above'first line and clerical) [ l - Total functional staff is the sum of G+H J - Expected functicnal staff (not including managers above first line and civiic81) K - Variance on whi:h management should focus (does not include managers and clerical) L - Authorized oper positions 11

Findings... Nuclear eeneration MAINTENANCE STAFFING IS LOWER THAN EXPECTED WHILE SECURITY IS HIGHER ST LT HL&P RGLR AUTH FUNellON TOTAL MGR CLRK CNTR-CNTR STAFF STAFF EXP VAR PR Operations 215 3 9 18' 6 179 185 184 1 4 I Maintenance 528 20 25 72 76 335 411 433 -22 42 Construction Mgt 60 1 5 19 '25 10 35 26 9 0 Mod Inst / Main Su t 258 0 0 149 109 0 109 109 0 0 Planning /ScheduFr.g 31 3 2 1 5 20 25 30 -5 0 Outage Mgt 35 0 1 14 1 19 20 16 4 0 Applied HP 51 2 2 0 0 47 47 52 -5 1 Suppod HP 26 1 5 0; O 20 20 17 3 2 Decon/Radwaste 20 0 0 1-16 3 19 17 2 0 Environmental 5 0 0 0 0 5 5 5 0 0 ALARA 6 0 0 0 0 6 6 8 -2 1 Chemistry 48 4 2 2 0 40 40 42 -2 4 Training 122 3 18 8 23 70 93 88 5 4 Security 251 2 7 41 182 19 201 171 30 0 12

Findings... Nuclear Engineering l,. MOST ENGINEERING DESIGN FUNCTIONS HAVE LOWER THAN EXPECTED E ST s.' LT HL&P RGLft AUTH FUNCilON TOTAL MGR CLRK CNTR .CNTR STAFF STAFF EXP VAR PR Mechanical Engr 27 1 1 0'2 8 17 25 35 -10 2 Elec/l&C Engr 24 1 1 0 10 12 22 41 -19 1 Civil /Struc Engr 31 1 8 2-4 16 20 23 -3 0 Design / Drafting 9 0 0 OS 1 8 9 54 -45 0 Engr Programs 25 0 2 3 3 17 20 23 -3 2 Project Engr 21 0 3 0 8 10 18 14 4 0 Plant Engr 78 5 1 0 4 68 72 69 3 13 Reactor Engr 6 0 0 0 0 6 6 10 -4 3 Nuclear Fuels 16 0 1 0 0 15 15 15 0 3 STAS 6 0 0 0 0 6 6 6 0 0 Computer Engr 18 0 0 0 0 18 i8 18 0 3 Contracts 7 0 1 1 1 4 5 4 1 1 25 0 6 4 3 12 15 10 5 0 Purchasing Material Mgt 42 0 15 2 5 20 25 12 13 0 Procurement Ener 66 0 1 0 57 8 65_ 14 51 0 Warehouse 61 2 1 22 14 22 36 35 1 0 13

Findings... Nuclear Support FACI:_ITY MAINTENANCE STAFFING IS GREATER THAN EXPECTED ST ' LT HL&P ROLR AUTH FUNCTION TOTAL MGR CLRK CNTR- -CNTR STAFF STAFF EXP VAR PR Facility Maint 187 4 6 11 139 27 166 84 82 0 Communications 16 0 4 0 0 12 12 10 2 0 Rec / Doc Control 82 4 3 3: , 21 51 72 50 14 0 Budget 25 1 3 3: [0 18 18 17 1 0 Administration 56 0 33 2 1 20 21 30 -9 3 Information Mgt 66 0 2 3 6 55 61 60 1 1 Safety & Health 12 0 1 0 4 7 11 10 1 1 l 14

1 Findings...Other Nudear Groups MANAGTMENT AND CLERICAL STAFFING IS GREATER THAN EXPECTED i ? ST LT HL&P ROUT AUTH I FUNCTION TOTAL MGR Ct.RK CNTR CNTR STAFF STAFF EXP VAR PR L Human Resources 35 0 9 2 5 19 24 18 6 0 Quality Assurance 40 2 5 0 0 33 33 32 1 0 l Quality Control 50 1 2 ' 'd '0 47 .47 47 0 1 Licensing 17 0 5 0 0 12 12 12 0 0 Emergency Prep 10 0 1 3 1 5 6 7 -1 2 Nuc Safety Rev 13 0 3 0 0 10 10 11 -1 1 i Managers 89 0 0 0 2 87 89 64 25 0 l l Clerks 238 0 0 34 55 149 204 173 31 0 't l l t 15

I ~ li:: 4 3. v.: AGENDA ~ i o OBJECTIVE I o METHODOLOGY l t o FINDINGS t-i o CONCLUSIONS 4 I i o STAFFING ALLOCATION 1 l i l l d a v f

-..l Conclusions... Staffing..1989 Study OUR MAY 19R9 STAFFING ANALYSIS CONCLUDED THAT STP HAD ABOUT 550 MORE PEOPLE THAN EXP, ECTED l NUCLEAR STAFFINGMs EXPECTED l MAY 1989 STAFF 5,000 8 ST CONTR @ LT CONTR

I 4,000 E HL&P 3.495 g_

P 3,000 .ir4!!; 2.521 i.. 2,017 I -6 2,000 g 1,000 d C 0 TOTAm STAFF REGULAR STAFF EXPECTED 16 i-

..I y Conclusions... Staffing - :,, n EXPECTED STt.FFING LEVEL FOR THE CURRENNALYSIS HAS INCREASED FROM THE EARLIER LQL ~ Some of the Mcaifications/ Support Services craft are; counted as long term coisiinivis =, O In the earl.ar analysis, all craft from this group were counted as short term conimctors. s, Now, contractors working on-site for more thaN six months are counted with either: Modification installation / maintenance support, or Maintenance i Expected staffing is increased to account for those people performing modification installation / maintenance support activities Budget function includes only budgeting activities, not accounting o Facility maintenance expected staffing was increased because STP is better able to identify o contracted facili+y maintenance resources than most plants we analyze Computer engireering model was revised to better reflect additional staffing requirements of new l o I plants i 17 6 i m

.i.X Conclusions... Staffing... continued ,,3 i i EXPECTED ST IFFING LEVEL FOR THE CURRENT ANALYSIS HAS INCREASED FROM l THE EARLIER LEVEL Expected staffing levels in design functions were increased to reflect that 100% of the design work o is perforrned ei;her in-house or by Bechtel support staff New procurement engineering function was split out from other engineering programs o o Our staffing models showed small increases in many functions Up to five percent increase was typical Average was about three percent per function 18 t

Conclusions... Staffing TOTA' OF UTILITY AND LONG TERM N,b LEAR GROUP STAFFING REMAINS HIGHER Tkkh hKPECTED NUCLEAR STAFFING vs EXPECTED NCWEMBER 1990 STAFF

3. M C STCONTR

@ LTCONTR M HL&P ~ 2.767 2.ast 2TE - f.- ~ r 2.000 1.500 i 1.000 i e ~ g (t ly '. c' E 'l' O-TOTAL STAFF REGULAR STAFF EXPECTED 19

6 .t '^ Conclusion... Staffing,' STP STAFFING VARIANCE HAS DECREASED FROM OUR EARLIER ANALYSIS, AND COMPARED TO 20 RECENTLY ANALYZED PLANTS IS CLOSE TO THE EXPECTED VARIANCE FROM EXPECTE (For Selected Plants Studied by TDM) 60 = 50 - , =. 40 - c. m 30 g r-c. gg '.1 g 10 c. ^ - { ~' g G ' ' "

O 0

I..' (10) g' (20) /s B D E F G H I J K L sTP M N O P Q STP R S T ^, MAY 89 SEP 90 20

.) Conclusions...Staffine PERCENTAGi-OF LONG TERM CONTRACTORS lS' HIGHER THAN OTHER PLANTS i % LT PERCENT OF STAFFTHAT ARE LONG TERM CONTRACTORS so - t 50 Cl 40 = a,

30 c.

~ AVEBtJE 20 e. c. ..i I, a\\ 10 O A B C D E F G H I J K L M N O STP P Q R S T,: Andysis em.iudes: SEP 90 Security. modwiceelon, instenesion and ~ meintennee s,upport start t 21 \\l W -m

-w i..I Conclusions... Staffing .1 1. ; FUNCTIONS #ERE EVENLY SPLIT BETWEEN TtipSE THAT WERE HIGHER AND LOWER THAN EXPECTED M ;. t :' n 1. e e STAFFING VARIANCE Nfb5 EXPECTED 100 WCLEAR NUCLEAR NUCLEAR OTHER NUCLEAR GENERATION ENGINEERING ^ SUPPORT GROUPS 80 - O 00 .-O 40 g o. U ~ g ~ " . = _ ,===_- o .==;; a g W (20) o 0 3x Z r f (40) mhN i m i g,,3 0 10 20 30 40 50 60 22

... f. Conclusions...Staffin. Yi~ THREE I UNCTIONS WARRANT MANAGEMENT ATTENTION BECAUSE OF l .h i b FEWER THAN EXPECTED' STAFF FUNCTIONS WITHLOWER THAN EXPECTED STAFFING l E HL&P LT CONTR ?- i O 4 ff

W-*=en usat v.uw awgantaw-F//////J G EXPECTED MAINTENANCE _

I F I l.- i DESIGN / DRAFT, W y l .lI' ELECTRICAL ENG, 1 i l i l i l U 100 200 300 400 500 STAFF 23

Conclusions... Staffing -i THREE AREAt. HAVE SIGNIFICANTLY HIGHER THAN EXPECTED STAFF, ALTHOUGH PROCUREMENT ENGINEERING SHOULD DECREASE WHEN MPL PROJECT ENDS, AND SECURITY HAS ALREADY REDUCED STAFF SIGNIFICANTLY FUNCTIONS WITHHIGHER THAN EXPECTED STAFFING E HL&P ~ l 8 LTCONTR M/BM/MMMM/MM/M/MJ EXPECTED SECUR gr P i FACILITY MA'iJT F i l 1 PROCUREMENT E'1G 'Y#' k l t t 0 50 100 150 200 250 ~ STAFF 9 24

.II: AGENDA . l 01 o OBJECTIVE, a

. ii.e -

o METHODOLOGY 1 o FINDINGS o CONCLUSIONS o STAFFING ALLOCATION \\'

5C Staffing Allocation... t,,.s -.. i EXPECTED F JNCTIONAL STAFFING WAS M10d'ATED TO EACH ORGANIZATION TO DETERMINE EXPECTED SIZE a o Most functions.:orrespond directly with the organization For common ci shared functions the expected staff was allocated between organizations o Appendix G shews number of expected staff in each organization by function o I h 25

i Staffing Allocation...G-neration n., ALTHOUGH CURRENT STAFFING MATCHES EXPECTED IN:MOST ORGANIZATIONS, MANAGEMENT .,1 l PLANS,TO INCREASE STAFFING IN MANY OF THESE GROUPS IN 1991 NUCLEAR GENERATIONSTAFING ACTUAL vs EXPECTED STAFF 8% .L ACTUAL EXPECTED G STP-Dec. '91 600 - g i. ( 400 l 3 e F 200 v ~ f, hl 51 1 1 1-1- 0 MAINT TECH SRVCS SECURITY OPS TRMN IPS NOTE: Actual and Expe ted Staffing do not include Vacancies 26

i ' ' /, t T 4-Staffing Allocation... Engineering ENGINEERIRG DESIGN HAS SIGNIFICANTLY FEWER STAFF THAN EXPECTED NUCLEAR ENGINEERING l ACTUAL vs EXPECTED STAFF 250 E ACTUAL O EXPECTED 200 6 STP-Dec. '91 E 150 h I ' 't S i 6

)

i l 100 {,j, 6, 4 b@b N II c; 50 i 4 i EE 0 NPNM DESIGN PLT ENG NOTE: Actual and Expec ad Staffing do not include Vacances I i l l 27 l

Staffing Allocation...N; clear Support S TE FACILITIES STAFFING IS GREATER THAN EXPECTED NUCLEAR SUPPORT ACTUAL vs EXPECTED STAFF 250 E ACTUAL EXPECT $D

i STP-Dec. '91 200 g

~ 150 I s ii. n [_~ 100 r l, ~ j 7-l 50 i l j t p! b O SITE FAC RECORDS INFO RES CONTROLS IND SFTY NOTE: Actual and Expet.ad Statting do not Include Vacancies 28 1

Nuclear Generation...Ummary MAINTENANCE STAFFING IS LOWER THAN EXPECTED WHILE SECURITY IS HIGHER i i si LT HL&P ROUT AUm f FUNCTION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EMP VAR PR l Operations 215 3 9 18 6 179 185 184 1 4 Maintenance 528 20 25 72 76' 335 411 433 -22 42 Construction Mgt 60 1 5 19 25' 10 35 26 9 0 Mod inst / Main Supt 258 0 0 149 109 0 109 109 0 0 Planning / Scheduling 31 3 2 1 4 20 25 30 -5 0 Outage Mgt 35 0 1 14 1 19 20 16 4 0 i Applied HP 51 2 2 0-3r 0 47 47 52 -5 1 Support HP 26 1 5 0 0 20 20 17 3 2 l l Decon/Radwaste 20 0 0 1 '16-3 19 17 2 0 Environmental 5 0 0 0 0 5 5 5 0 0 i ALARA 6 0 0 0 0 6 6 8 -2 1 Chemistry 48 4 2 2 0 40 40 42 -2 4 Training 122 3 18 8 23 70 93 88 5 4 Security 251 2 7 41 -182 19 201 171 30 0 A-1 4

.A 1. Nuclear Generation... >perations OP" RATIONS STAFFING WILL BE GREATER THAN EXPECTED AFTER TWENTY APPRENTICES ARE ADDED IN 1991 ST LT HL&P Rout AUTH ORGANIZAGON TOTAL MOR CLRK CMTR CNTR STAFF STAFF EMP VAR PR Chemical Operations 45 0 0 0 0 45 45 '4 Plant Operations 4 3 1 0 -0 0 -0 0 Unit 1 Operations 67 0 2 0 0 65 65 0 OPS Support 19 0 4 2 6 7 13 0 t ~ Unit 2 Operations 80 0 2 16 0 62 62 0 Total 215 3 9 18 6 179 185 184 1 4 Although currer : staffing is close to the expected, management plans to add twenty apprentices in o 1991 -- this will.aise staffing above the expected Large nur ;ber of people will be in training when these apprentices are added to support an l increase ia on-shift and operations support l 1 Long term. the number of staff in training should decrease as shift and operations support staff l levels inc~ ase A-2 1 -s

P Nuclear Generation... Mmrations... continued OF RATIONS STAFFING WILL BE GREATER THAN EXPECTED AFTER TWENTY APPRENTICES ARE ADDEO IN 1991 i ] 1 Pipeline assumptions for the number of operators to move off-shift each year are higher than the o number at most utilities - result will be more people in training explaining some of the. future ~ variance with expected I k 9 t d w wi. e 9 l l A-3

i L iTy Nuclear Generation...t,laintenance i ALTHOUGH MAINTENAIICE STAFFING IS LOWER THAN EXPECTED, MANY POSITIONS ARE VACANT

re

~ 4 ST LT,, HL&P fMM.R AuTH ORGANIZATION TOTAL MGR CLRK CNTR CNTR" STAFF STAFF EXP VAR PR Mech Maintenance 92 2 2 0

.8; 80 88 8

Elec Maintenance 81 2 2 2 7 68 75 11 I&C Maintenance 117 2 2 0 .13., 100 113 16 Maintenance Support 96 3 4 57 l' F' 31 32 0 Maintenance Planning 65 0 11 12 7 35 42 7 Met Lab 18 0 2 0 0 16 16 0 Plant Engineering 3 0 0 0 0 3 3 0 Maintenance 12 11 1 0 0 0 0 0 I PROMATEC 4 0 0 0 4 0 4 0 Construction Welding 2 0 0 0 1 1 2 0 Unit 1 Construction 15 0 0 0 15 0 15 0 Unit 2 Construction 16 0 0 0. 16 0 16 0 Ebasco Site Manager ' 3 0 0 1 2 0 2 0 Construction Engr 4 0 1 0 2 1 3 0 Total 528 20 25 72 76 335 411 433 -22 42 i A-4 I 5 n -e e--.

t Nuclear Generation... Maintenance... continued

}

.r I,, ALTHOUGH MAINTENAt!CE STAFFING IS LOWER THAN EXPECTED, MANY POSmONS ARE VACANT-Maintenance supp wt and construction craft, not performing preventive or corrective maintenance, are o counted with the r adification installation / maintenance support function Currently, about k 1 percent of positions have open authorized prs, in part because management o plans to add helpers who then take three to four years to become journeymen During this priod maintenance staffing will be greater than expected As maintenance group's attrition rate stabilizes, total maintenance stan,g should be allowed to decrease to the expected level Management wants to maintain some of the current contact craft (about 26 of the short term o contractors) in maintenance for about three years;tgsupport work on the maintenance backlog g;p.4 reduction effort e e L A-5 e

l 4 l's Nuclear Generation...Ma.ntenance... continued l DISTRIBUTION t,F MAINTENANCE RESOURCES IS TiPICAL OF OTHER NEW PLANTS 1 l l ALLOCATION OFMAINTENANCESTAFFING % MAINT STAFF 80 { W ALLPLANTS O NEW PLANTS O STP 60 "I" - f; o i i h 40 .: ?q 20 0 ^ CRAFT SUPPORT PLANNING MANAGEMENT CLERICAL i A-6

.4 i Nuclear Generation...,onstruction Management l CONSTRUCTION MANAGEMENT STAFFING IS GREATER THAN EXPECTED BECAUSE STP HAS MORE Fi 1.L TIME MODIFICATION WORK PLANNERS THAN MANY PLANTS s 1-ST0 [fl LT HL&P ROLH AuTH ORGANIZATION TOTAL MOR CLRK CNTR CNTR STAFF STAFF EMP VAR PR Mgt Unit 1 Construction 4 0 0 0 iit 2 2 4 'O - Mgt Unit 2 Construciion 4 0 0 0 2 2 4 0 Construction Engr 52 1 5 19 21 6 27 0 Total 60 1 5 19 25 10 35 26 9 0 .mr Expected staff is composed of job planners, field engineers, and coroiioction supervisors o Craft are countc d with the modification installation / maintenance support function o More staff are Cavoted to work planning than at many plants o About tveity-seven people are devoted full time to modification and maintenance support job piarining More typbal for this function to be staffed by fifteen to twenty people 4 A-7

r i Nuclear Generation...Mc dification Installation / Maintenance Support .m. i STAFFING IN THIS FUN ITION APPEARS REASONABLE GIVEN THE SCOPE OF NON-OUTAGE WORK non ST LT HL&P ROLR AuTH ORGANIZATION TOTAL MGR CLRK cNTR CNTR STAFF STAFF EXP VAR PR Unit 1 Construction 136 0 0 86 50 0 50 0 Unit 2 Construction 112 0 0 62 50 0 50 0 Ebasco Manager 6 0 0 1 5 0 5 0 Construction Welding 4 0 0 0 4 0 4 0 Total 258 0 0 149 109 0 109 109 0 0 Expected staff leve! for this function is not based on industry model o People in thia function vary significantly among plants primarily because of differences in the size of the non-outage work package Maintenance support activity staffing (i.e. scaffolding, rigging, heavy equipment operations) also varies basec' on non-outage maintenance work package i i Expected level is Lased on comparative analysis with selected plants which have large non-outage o work packages l l I A-8

Nuclear Generation...ModificationInstallation/ Maintenance Support... continued .:,r STAFFING IN THIS FUNCTION APPEARS REASONABLE GIVEN THE SCOPE OF NON-OUTAGE WORK r t' Although staffing appears reasonable, most utilities we analyze do not perform as much non-outage o construction Danger for STP is ihat if this work decreases, management will be pressured to 'Tind" other work to o ~ justify maintaining a minimum on-site craft resources" J!d + v f ( A-9

2 Nuclear Generation...F!anning/ Scheduling _g PLANNI !G AND SCHEDULING STAFFING IS. LOWER THAN EXPECTED 1 i i-i ST LT HL&P ROLR AUTH l ORGANIZATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR Planning & Sched 17 1 0 0 [ '5 11 16 0 Integrated Plan &Schad 4 2 1 0 0 1 1 0 Work Control 6 0 0 0 0 6 6 0 Planning & Assmnt 4 0 1 1 0 2 2 0 Total 31 3 2 1 5 20 25 30 -5 0 Planning and Assessment staff included here are those involved with long term strategic planning j o Lower than expscled staffing may result from: j o \\ Extensive use of sixteen week schedules Sophistica'ed scheduling tools i L A - 1G

D t A-Nuclear Generation...C otage Management OUT AGE MANAGEMENT HAS MORE STAFF THAN EXPECTED Ia t ST h.T _ __ nt&P RGUt AuTM ORGANIZATION TOTAL MGR CLRK CNTR CNTR ST4FF STAFF EXP VAR PR Outage 22 0 1 10 0~ 11 11 0 Planning & Schedulir:g 13 0 0 4 '"'1 8 9 'O Total 35 0 1 14 1 19 20 16 4 0 f ' ; i.i ' -I,,'* Staff level is greater than expected because outage supervisors and cor,Jamiurs are full-time o positions at STP at other plants they are often more typically part time jobs l i l I l f A - 11

~ ~ " ' ' Nuclear Generation... Applied HP c .c ADDITIOh; OF HP APPRENTICES WILL INCNEASE APPLIED HP STAFFING TO ? SLIGHTLY GREATER _'T_ H,_AN_ EXPECTED 9 ST LT HL&P MOLR AUTH ORGANEATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR Unit 1 HP Ops 25 1 1 0 0 23 23 1 Unit 2 HP Ops 26 1 1 0 0 24 24 0 Total 51 2 2 0 0 47 47 52 -5 1 Management alans to add ten apprentices in 1991 - this will cause staffing to be greater than o expected Staffing requirements to support Emergency Plan are a key factor in establishing staff size - revising o the emergenc. plan resource requirements might allow better utilization of existing HP staff, such as using fewec staff on the back-shift i e

J A - 12 l-. - - - - - -

I Nuclear Generation...dupport HP i-SUPI ORT HP STAFFING IS SLIGHTLY GREjATER THAN EXPECTED I r....$ ST LT HLAP ROLR AuTH ORGANIZATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EMP VAft PR Rad Env lab 10 0 2 0 0 8 8 1 HP Ops Support 10 1 2 0 0 7 7-1 ~ 6 0 1 0 0 5 5' O HP Tech Support Total 26 1 5 0 0 20 20 17 3 2 i i Part of HP Technical Support staff is included with the ALARA function o A - 13

I Nuclear Generation..._) econ /Radwaste DECON/RADWASTE STAFFING IS CLOSE TO THE EXPECTED ST LT HL&P ROLR AUTH ORGANEATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EMP VAR PR HP Ops Support 20 0 0 1 16 3 19 17 2 0 Model was increased by two people because of the two on-site laundries at STP - at many plants o i the laundry is a contracted service i e Y A - 14

Nuclear Generation... Environmental ENVIRONMENTAL STAFFING' MATCHES EXPECTED l i i rl t ST LT HLAP Rout AUTH ORGANIZATM)N TOTAL MOR Ct.RK CNTR!, CNTR STAFF STAFF EXP VAR PR Chem Support 5 0 0 0 0 5 5 5 0 0 4 l l 4 e A - 15

i. Nuclear Generation... l. ARA .i LOWER THAN E4PECTED STAFFING PROBABLY REFLECTS RELATIVELY CLEAN PLANT i ST ' ' 'LT HL&P ROLR AUTH ORGANIZA110N TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR -PR Health / Physics 6 0 0 0 0 6 6 8 -2 1 No serious hot practical problem exists at either plan,t, simplifying Al. ARA planning o e -p a As plant ' ages,tnd larger number and complexity of, modifications are installed, Al. ARA staff will o probably increase ,,..,7..

,; p fei ;;

i ~7 A - 16

3' 5; E Nuclear Generation...'..hemistry t WHEN CHEMISTRY APPRENTICES ARE HIRED, STAFFING WILL i3E GREATER THAN EXPECTED i i ST _.. . LT HL&P RGUt AuTH ORGANEATMH4 TOTAL MOR CLRK CNTR CNTR STAFF STAFF. EMP VAR PR' 3 i Chemical Analysis, 35 0 0 2" 0 33 33 4 t Chemical Support 7 0 0 0, 0 7 7-0 l Chemical Ops / Anal 6 4 2 0 0 0 0 0 Total 48 4 2 2, 0 40 40 42 -2 4 4 in addition to tt e current four authorized prs, management plans to add ten apprentices to the o l Chemistry Analysis Group w, t l Model was adju.sted because of sewage treatment plant requirements of about one person - many o plants de not 09erate their own sewage treatment plant i Chemistry equiprnent problems and resulting compensatory measures cost additional staff and - o explains some af the variance that will exist after apprentices are added - modifying equipment l could reduce ar,alysis requirements and associated staffing b I A - 17

t .- M Nuclear Generation..Jraining TF AINING STAFFING IS CLOSE TO THE EXPECTED LEVEL ST .LT' HL&P ROLR AUTH ORGANIZATION TOTAL MOR CLRK CNTR CNTR STAFF STAFF EXP VAR PR Nuclear Training 4 3 1 0 e p. 0 0 0 Operations Training 49 0 2 0 '18 29 47 -2 ~ Staff Training 36 0 1 2 "5 28 33 1 ~ Prof & Support Snc 33 0 14 6 io - 13 13 1 Total 122 3 18 8 23 70 93 88 5 4 m Expected staffin;i level includes staff for apprentice and journeyman training which is ped (niiied by o corporate at some utilities Management intends for ten long term contract staff to depart by December 1991 - if this occurs, o staffing will be less than expected Four long term temporary clerks and one HL&P clerk counted here are budgeted with Information o Resources in 1931 A - 18

i il '.' l it Nuclear Generation.. 3ecurity

8. : : ri ALTHOUGH STAI.: LEVELS HAVE DECREASED SIGNIFICANTLY IN THE LAST 18 MONT

'C 'l ; THEY REMAIN HIGHER THAN EXPECTED '\\1 ' * :. p.i ST LT HL&P ROUT AUTH ORGANIZATION TOTAL MOR CLRK CNTyt '

CNTR STAFF STAFF EXP VAR

. PR Contract Security 221 1 1

41.,

178 0 178 i -0 30 1 6 0 4 19 23 0 Security 251 2 7 41 182 19 201 171 30 0 Total i Functional stafJ have been reduced by 67 people since March 1989 o Five additionai contract clerks supporting the guard force (one per shift) will be added in 199 o [ A - 19 ~-

1 J .g 1 VOLUME II: APPENDl'CES i 1 A - NUCLEAR GENERATION B - NUCLEAR ENGfNEERING i l C - NUCLEAR SUPPORT D - OTHER NUCLEAR GROUPS E - STAFFING BY TDM FUNCTIONS i F - STAFFING BY STP ORGANIZATION G - EXPECTED STAFFING BY STP ORGANIZATION l l 4 l 1

s t. Nuclear Engineering... Summary 't MOST ENGINEFHING DESIGN FUNCTIONS HAVE LOWER THAN EXPECTED STAFFING l l ST LT HL&P ROLR AUTH i l FUNCTION TOTAL MOR CLRK CNTR CNTR STAFF . STAFF BtP VAR PR ~ Mechanical Engr 27 1 1 0 8 17 25"; 35 -10 2 Elec/l&C Engr 24 1 1 0 10 12 ~22 41 -19 1 31 1 8 2 4 16 .20 23 -3 0 Civil /Struc Engr __ l Design / Drafting 9 0 0 0 1 8 9 54 -45 0 j Engr Programs 25 0 2 3 3 17 20 23 -3 2 Project Engr 21 0 3 0 8 10 18 14 4 0 f Plant Engr 78 5 1 0 4 68 ' 72. 69 3 13 l Reactor Engr 6 0 0 0 0 6 6 10 -4 3 i Nuclear Fuels 16 0 1 0 0 15 15 15 0 3 STAS 6 0 0 0 0 6 6 6 0 0 i Computer Engr 18 0 0 0 0 18 .18 18 0 3 1 1 4 5-4 1 -1 Contracts 7 0 1 Purchasing r. 25 0 6 '4 3 12

15 10 5

0 l Material Mgt 42 0 15 2 5 20 25. 12 13 0 1 0 57 8 65i 14 51 0 Procurement Enc - 66 0 L l 1 22 14 22 36 35 1 0 i Warehouse G1 2 i B-1 1 I l l

i i T l Nuclear Engineering.. Niechanical Engineering I MECH. NICAL ENGINEERING STAFFING IS LOWER THAN EXPECTED 1. 1: I ST LT HL&P RGtR AUTH ORGANIZATION TOTAL MGR CLRK CNTR's ICNTR STAFF STAFF' EMP VAR PR Design Eng 27 1 1 0., .8 17 25 35 -10 2 t ,3 3.- ~e Long term contractors include six mechanical and.puclear engineers from the on-site Bechtel group o f l l B-2 1 m maw + m-m -m

1 4 Nuclear Engineering.. 7lectrical/I&C Engineering "1 C'tl ELECTRICALliNGINEERING STAFFING IS ALMOST,50% LOWER THAN EXPECTED 4 sr i.( HL&P Rout AUTH ORGANIZATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EMP VAR PR Design Eng 24 1 1 0 10 12 22 41 -19 1 Long term contractors include eight electrical, and instrumentation and controls Bechtel on-site o personnel Part of the lowei ihan expected staffing is probably a result of c Extensive '..achtel design review during construction Fewer moc'ification work packages than many other plants l increasing staff to the expected levels may not be necessary unless modification work package o grows l S. n B-3

D d l Nuclear Engineering... Civil / Structural Engineering Cl:ltJSTRUCTURAL STAFFING IS LOWER THAN EXPECTED 1 l l ST LT HL&P rot.R AUTH ORGANIZATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR Design Eng 31 1 8 2 4 16 20 23 -3 0 Long term contractors include one civil on-site Bechtel person o Expected staffir.g !evel reflects the relatively large size of the STP site and special reservoir o maintenance issues e B-4 a

w
w

l i i F i '!!;. i ~~,ii_ i c.; STAFFING ANALY8lS REPORT ci ii i FOR 36 i i i c i l SOUTHM PROECT BY TIM D. MARTIN & ASSOCIATES,INC. 810 HERNDON PAFtKWAY, SUITE 400 HERNDON, VIRGINIA 22070 (703)481-1000 February 19,1991 VOLUME 11

'u nt I. '$i l' .: iic VOLUME II: APPENDICES . t l A - NUCLEAR GENERATION B - NUCLEAR ENGINEEf3)NG 6 l C - NUCLEAR SUPPORT g; D - OTHER NUCLEAR,QROUPS E - STAFFING BY TDM FUNCTIONS i F - STAFFING BY STP ORGANIZATION i G - EXPECTED STAFFING BY STP ORGANIZATION t e I

l ti e ~' i

l VOLUME II: APPENDICES j

A - NUCLEAR GENERATION B - NUCLEAR ENGINEERING C - NUCLEAR SUPP IkT~ ~ D - OTHER NUCLEAR GROUPS E - STAFFING BY TDM-FUNCTIONS 3 F - STAFFING BY STP ORGANIZATION i G - EXPECTED STAFFING BY STP ORGANIZATION s u e w-

i Nuclear Engineering. Engineering Programs s E: JGINEERING PROGRAMS STAFFING MATCHES EXPECTED _ f... _ i f ST, LT HLAP Rout AUTH ORGANIZATION TOTAL ROOR CLRK CNTR CNTR STAFF STAFF. EMP VAR PR .1! 0 Plant Eng 1 0 0 0, 0 1 I ~ Plant & Safety 3 0 1 0 0 2 2 2 l Design Eng 18 0 0 2, 3 13 16 0-Maintenance 3 0 1 1 0 1 1 0 i Total 25 0 2 3 3 17 20 23 -3 2-l Design engine. ring staff counted in this function includes people performing: o Equipme,t qualification CS/iSI Configura lion VETIP Spare parts eggineering, which was counted with engineering programs in the previous TDM o analysis, is now analyzed with procurement engineering .t e B-6 e-w

1 Nuclear Engineering. Project Engineering i _ PROJECT : 'ANAGEMENT STAFFING IS SLIGHTLY GREATER THAN EXPECTED } i ST ~ LT HL8.P IMM.H AUTH l ORGANIZAnON TOTAL MGR CLRK CNTR ICNTR STAFF STAFF EXP VAR PR l Plan & Sched 7 0 0 0 3 4 7 0 Design Eng 14 0 3 0 5 6 11 _o Total 21 0 3 0" '8 10 18 14 4 0 ahnr and Design engine = ring long term contractors include Bechtel on-site project OE/ Admin l o cost / schedule ;taff Project engineering staff is increasing at many plants where the number of major modifications in o the outage wori; packageis growing B-7

1 I Nuclear Engineering Plant Engineering a n., l PLANT ENGINEERING STAFF MATCHES EXPECTED .i l ST LT HL&P ROLA AUTH l ORGANCATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR I Systems Eng " 37 0 0 0 3 34 37 5 Plant Computer 8 0 0 0 1 7 8 ~ 0 j Reactor Support 27 0 0 0 0 27 27 8 Plant Support 6 5 1 0 0 0 0 0 Total 78 5 1 0 4 68 72 69 3 13 Plant computeifstaff counted here includes I&C systems and fire picest;0n staff o Systems engin gering long term contractors include three maintenance engineers from Bechtel on-o site support l l l l l B-8 t

i 1 t~ Nuclear Engineering.. Reactor Eng.ineenng STP REACTOR ENGINEERING IS SLIG Y LOWER THAN EXPECTED ~ 'U HL8P ROLR AUTH ~ ST ORGANIZATION TOTA: MOR CLRK CNTR _CNTR STAFF STAFF EMP VAR PR Core Eng 6 0 0 0 0 6 6 10 -4 3 ~ 1, STAS are couni d separately in the STA function o i B-9 e -

P Nuclear Engineering.. Nuclear Fuels $.1 l: t.y 4 NUCLEAR FUELS STAFFING MATCHES EXPECTED 1, 4 ST LT HL&P RGut AUTH OWENIZATION TOTAL MGR CLRK CNTR CNTR-STAFF STAFF EXP VAR PR Plant & Safety 4 0 0 0 0 4 4 0 Nuc Fuel 6 0 1 0 0 5 5 2 Core Eng 6 0 0 0 0 6 6 0 Total 16 0 1 0 0 15 15 15 0 2 l { B-10 -..m m m

1 Nuclear Engineering.. STAS NUMBER OF STAS MATCHES EXPECTED 4 .I ) ST ' ' LT HL&P ROLR AUTH ORGANIZATION TOTAL MOR CLRK CNTR ChTR STAFF STAFF EMP VAR PR Core Eng 6 0 0 0 0 6 6 6 0 0 1 i l i I l l l l l B - 11 1

'? Nuclear Engineering... Computer Engineering ,3, COMPUTER ENGINEERING STAFFING MATCHES EXPECTED } l ST LT HLAP ROLR AuTH ORGANIZATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF. EXP VAR PR Plant Eng 18 0 0 0 0 18 18 18 0 3 Three matrixed r erformance technicians are counted in niaintenance o 1 Co-ops are not included in staffing count 0 j C 4 B - 12

?

Nuclear Engineering... Contracts . l? t CONTRACT STAFFING IS CLOSE TO EXPECTED STt . LT HL&P Ret.R AUTH ORGANIZATION TOTAL MOR CLRK CNTql CNTR STAFF STAFF EMP VAR PR Nuclear Contracts 6 0 1 1 1 3 4 1 Nuc Purch & Matt Ogt 1 0 0 0 0 1 1 .0 Total 7 0 1 1 1 4 5 4 1 1

M I,

/. i-B - 13

Nuclear Engineering. Purchasing PURCHASING HAS MORE PEOPLE THAN EXPECTEU, IN PART DUE TO MPL PROJECT ST .,.1,T HL&P RGLR AuTH ORGANIZATION TOTAL MGR CLRK CNTR CNTH STAFF STAFF EXP VAR PR Nuc Purch &Wrehge 25 0 6 4' " 'i 3 12 15 10 5 0 , cur o Master Paris List development and buildup impacts required resources in this function and helps explain part of the current variance with expected i B - 14 a

tii Nuclear Engineering.. Material Management MATERIAL MANAGEMENT HAS MORE STAFF THAN EXPECTED, IN PART DUE TO MPL PROJECT ^ y 5 ? ) ST LT HL&P ROLR AuTH ORGANG'ATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR Matis Mgt 40 0 15 2 3 20 23 0 Matis Services 2 0 0

9. i r;r 2 0

2 0 Total 42 0 15 5 20 25~ 12 13 0 Management ititends for the two contractors peQOujiing outage related materials management o (material servicas group) to go away in about a year MPL developnsnt and buildup impacts required resources in this function and helps explain part o of current variance with expected ~ B - 15

i Nuclear Engineering... Procurement Engineering r . s, MPL DEVELOPlVENT AND BUILDUP IS THE CAUSE OF SIGNIFICANTLY GREATER THAN t ~ EXPECTED PROCUREMENT ENGINEERING STAFFING i i i III t. ST LT HL&P ROLH AUTH I ORGANIZATION TOTAL MOR CLRK CNTR CNTR STAFF STAFF ExP VAR - PR ~0 Matis Tech Srvs 66 0 1 0 57 8 65 14 51 i Although staffing is greater than expected, almost all of the additional staff are cwiiisivis o Management should consider converting some contractors to HL&P staff o Long terrr staffing level (expected staff) is greater than current HL&P staff level Decision t _t convert should be made while pool of contractors from which to choose are at the site M B - 16 J

.. !?! Nuclear Engineering.. Warehouse ir. WAREHOUSE STAFFING MATCHES EXPECTED ..c ST LT HL&P ROUT AUTH ORGANIZATION TOTAL MGR CLRK CNTR pNJR STAFF STAFF EXP VAR PR Nuc Purch & Wreho.fse 61 2 1 22 14 22 36 35 1 0 j c :;.o New fence line warehouse facility should allow staffing eff' iencies to be realized - however, if c i o warehouse and ance line facility are kept open around the clock, additional staff resources may be needed i i s l B - 17 m A T w e

_. l._ :.

VOLUME II: APPENDICES 0 t - A - NUCLEAR GEN 5 RATION

a B - NUCLEAR ENGINEERING C - NUCLEAR SUPPORT 3:

D - OTHER NUCLESR Ql3OUPS E - STAFFING BY TDM FUNCTIONS F - STAFFING BY STP ORGANIZATION G - EXPECTED STAFFING BY STP ORGANIZATION m

i Nuclear Support... Summary !j ' [

ci:

I l FACl' ITY MAINTENANCE STAFFING ISMRIEATER THAN EXPECTED {}. _. ST ' 'Lk HL&P Rout AUTH FUNCTION TOTAL BAGR CU4K CNTR CNTR STAFF STAFF EMP VAR PR Facility Maint 187 4 6 11' Td9 27 166 84 82 0 ) Communications 16 0 4 0- '!i ~0 12 12 10 2 -0 l Rec / Doc Control 82 4 3 -3 21 51 72 - 58 14 0 Budget 25 1 3 3 u RO 18 18 17 1 0 Administration 56 0 33 2 1 20 21 30 -9 3 Information Mgt 66 0 2 3 6 55 61 60 1 1 Safety & Health 12 0 1 0 4 7 11 10 1 1 ~ C-1

4 c 9-Nuclear Support... Facility Maintenance FACI.lTY MAINTENANCE STAFFING iS GREATER THAN EXPECTED <s ST LT HL&P RGut AUTH f ORGANIZADON TOTAL MGR CLRK

CNTR, CNTR STAFF STAFF EMP VAR PR' Site Facilities 185 4

6 11 139 25 164 0 Ind Safety & Health 2 0 0 0 0 2 2 0 Total 187 4 6 11 139 27 166 84 82 0 l Reorganization effective in November will eliminate two manager positions l o I Removal of tra fers when the new administrative building is complete should reduce requirements o for facility.mair tenance staff 139 long term c ontractors in site services is a combination of r:ermanent on-site contractors and FTE o estimates of contracted services i C-2

Nuclear Support...C emmunications COMMUNICATIONS STAFFING IS LOSE TO EXPECTED .j.. l- ,}.. ~LT HL&P ROLR AUTH ST, ORGANIZATION TOTAL MGR CLRK CNTR 'CNTR STAFF STAFF EXP VAR PR Site Facilities 16 0 4 0: i 0 12 12 10 2 0 uo e Resource requirements should be reevaluated oncet new administration building is completed o Commusiications systems will be centralized Trailers will be eliminated t ,e o C-3 s

Nuclear Support...R:. cords / Document Control PLANS TO REE UCE CONTRACTORS WILL RESULT IN RECORDS / DOCUMENT CONTROL l STAFFING MATCHING THE EXPECTED l l i ST LT HL&P ROLR AUTH ORGANIZATIOK TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR l Procedure Group 11 2 1 0 4 4 8 0 Document Contro. 41 1 1 0 11 28 39 0 Records Manager ent 30 1 1 3 6 19 25 0 Total 82 4 3 3 21 51 72 58 14 0 Management plans to reduce number of long term contractors by fourteen people by July 1991, o significantly reducing variance with the expected staffing C-4

d II ME Nuclear Support... Budget j BUDGETING STAFF MATCHES EXPECTED i ST, LT HL&P RGLR AUTH ORGANIZATIOf! TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR Mgr Controls 2 1 1 b 0 0 0 O Controls 23 0 2 3 0 18 18 0 Total 25 1 3 3 0 18 18 17 1 0 o Staff perforrn ng nuclear accounting functions are not included in the count of regular staff or in the expected staJing level o Staff involvec with risk activities are also not included inithe expected staff or count of regular staff C-5 i i i

Nuclear Support... Administration j ADMINISTRATION STAFFING IS LESS THAN EXPECTED 1 ST ' LT HLAP RibLR AUTH ORGANIZATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR -PR 0 1 1 0 Plant Eng. 9 0 8 -0 n f Planning & AssmrJ: 2 0 0 0 0 2 2 2 Design Eng 12 0 7 2 1 2 3 . O Infor Resources 27 0 17 0 0 10 10-0 Site Facilities 6 0 1 0 0 5 5 1 Total 56 0 33 2 1 20 21 30 -9 3 I j t' l e C-6

I e-Nuclear Support...inft.rmation Management .7 INFOF:MATION MANAGEMENT STAFFING MATCHES THE EXPECTED i. ii. ST LT HL&P ROLR AUTH ORGANIZATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR Computer Operatioas 33 0 1 2 6 24 30 0 Applications Develco 33 0 1 1 0 31 31 1 Total 66 0 2 3 6 55 61 60 1 1 Moving applic lions to the IBM from the PRIME may allow more efficient long term use of staff o resources t e i C-7 i

.. n Nuclear Support...Saety & Health i

SAFETY AND HEALTH STAFFING MATCHES EXPECTED i lCNTR LT HuiP rot.R AUTH sv STAFF STAFF VAR PR ORGAN 17ATION TOTAL MGR CLRK CNTR g 0, l 4 7 11 10 1 1 Indust Saferf&Hea?lh 12 0 1 j Fire protection coordinators are counted with facility gaintenance o era i G i C-8

O VOLUME II: APPENbiCES l A - NUCLEAR GENERdTION B - NUCLEAR ENGINEERING C - NUCLEAR SUPPORT. D - OTHER NUCLEAR l GROUPS E - STAFFING BY TDM FUNCTIONS F - STAFFING BY STP ORGANIZATION G - EXPECTED STAFFING BY STP ORGANIZATION i f

.I Other Nuclear Groups... Summary MANAGEMENT AND CLERICAL STAFFING llS GREATER THAN EXPECTED I ST^ LT HL&P ROLR AuTH FUNCTION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR Human Resources 35 0 9 2 5 19 24 18 6 0 Quality Assurance. 40 2 5 0 0 33 33 32 1 0 Quality Control 50 1 2 0, 0 47 47 47 0 1 Licensing 17 0 5 0 0 12 12 12 0 0 Emergency Prep. 10 0 1 3 1 5 6 7 -1 2 Nuc Safety Rev 13 0 3 0 0 10 10 11 -1 1 89 0 0 ,p 2 87 89 64 25 0 Managers Clerks 238 0 0 34 55 149 204 173 31 0 l l D-1

. : p Ji Other Nuclear Groups... Human Resources HUMAN RESOURLES STAFFING IS HIGHER THAN EXPECTED DESPITE ADJUSTMENTS FOR BROADER THAN TYPICAL SCOPE M ST LT HL&P R(M.M AUTH ORGANIZATION, 'f0TAL MGF'. CLRK CNTR-CNTR STAFF STAFF EXP VAR PR Employ Recruiting

4 0

5 2 0 7 7 Person Ret 13 0 3 0 5 5 10 HR Nuc 5 0 1 0 0 4 4 ) l Compensation 3 0 0 0 0 3 3 Total 35 0 9 2 5 19 24 18 6 0 Expected staffiag levels were adjusted to account for functions often performed by the corm e o human resourcas group Compereation Job evaluation STP has a larga commitment (six FTE) to the fitness for duty program - the staff in this area have o doubled from three FTE in less than one year May be s ppropriate given new rule, but... Three is more typical D-2

~ s1 Other Nuclear Groups... Human Resources... continued ,q HUMAN RESOURCES STAFFING IS HIGHER THAN EXPECTED DESPITE ADJUSTMENTS FOR l BROADER THAN 1TPICAL SCOPE ) Staff and clericyl support performing recruiting efforts'(three HLP staff plus three clerks) seems high o Both units are operational ~ " :i One to tivo staff devoted to recruiting is more typical 4 Group is piani.ing to broaden scope which may require future staff additions o Ski!Is invantory Employee survey Complia'ce audit coordination 4 o h D-3

P n Other Nuclear Groups....Ouality Assurance QUALITY ASSURANCE STAFFING MATCHES EXPECTED 2 ST LT HL&P ROLR AUTH ORGANIZATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EMP VAR PR 3 0 1 0 O 2 2 0 l Speakout Nuclear Assurance 5 2 1 Oi r0 2 2 0 Procurement /OE 18 0 2 0 0 16 16 0 14 0 1 0 0 13 13 0 Quality Assurance Total 40 2 5 O. 0 33 33 32 1 0 Speakout program staff are being reduce from three staff and a clerk to one person by June 1 o a,..i I . ) I' t l h n D-4

Other Nuclear Groups...Ouality Control f' ALTHOUGH QUALIT / CONTROL STAFFING MATCHES EXPECTED, FEWER STAFF ARE DEVOTED TO MATERIAL TESTING THAN'AT MANY PLANTS ST LT HLAP ROLR AUTH ORGANIZA110N TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR OC & Maint Test 42 1 2 0 0 39 39 1 Ouality Assurance 8 0 0 0 0 8 8 0 Total 50 1 2 0 l 0 47 47 47 0 1 OA organizatica staff counted in the OC function are those involved with surveillance o Fewer OC staff are devoted to material testing than at many plants o One person full time and a supervisor part time at STP Three to five people is more typical QC is sized tc support outage with no additional contractors -- at many plants contractors are o brought in for cutages Practice makes sense if it has been economically justified by factors such as lower cost, or better prcductivity of utility staff Danger is that larger non-outage OC staff may mean they are unnecessarily involved in routine l activities i D-5

l Other Nuclear Grou; 3... Licensing 4 LICENSING STAFFING MATCHES EXPECTED 1. . I ST " LT HL&P MOut AUTH ORGANIZATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR S 17 0 5 0 0 12 12 12 0 0 Nuclear Ucerising Two people f'r'om licensing that are counted here are temporarily supporting the outage and o emergency prisparedness enhancement project W e D-6

Other Nuclear Groups... Emergency Preparedness EMERGENCY PREPAREDNESS STAFFING l'S CLOSE TO THE EXPECTED ') f !~ ST lLT HL&P rot.R AUTH ORGANIZATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EXP VAR PR Emergency Prep 9 0 1 31 !1 4 5 2 Nuclear Licensing 1 0 0 0 0 1 1 0 Total 10 0 1 3 1 5 6 7 -1 2 Management pans to phase out all contractors during 1991 as the Emergency Preparedness o Enhancement Voject completes l 1 D-7

4 r Other Nuclear Groups... Nuclear Safety Review 1 ivUCLEAR SAFETY REVIEW STAFFING MATCHES EXPECTED 1, II: I ST, LT HL&P ROLR AUTH ORGANIZATION TOTAL MGR CLRK CNTR CNTR STAFF STAFF EMP VAR PR NSRB 2 0 1 . 0 :. ,, 0 1 1 0 Nuclear Licensing 1 0 0 0 0 1 1 0 ISEG 6 0 1 0-t 0 5 5 1 Plan & Assemnt 4 0 1 0 0 3 3 0 13 0 3 U" 0 10 10 11 -1 1 Total Planning and Assessment staff counted here are those involved with INPO coordination and the-- l o assessment s-aior consultants l ..ic ; a Part time con? actor serving as NSRB head is not counted as he contributes less than one FTE - o l plans to add.;nother part time NSRB contractor will result in a total long term contractor staff of about one pe.;on I 1 { D-8

r i t Other Nuclear Groups.. Managers .AANAGEMENT STAFFING IS GREATER THAN EXPECTED ST LT HL&P ROLR AUTH FUNCTION TOTAL MGR CLRK CNTR CNTR STAFF STAFF. EMP VAR PR Managers 89 0 0 0 2 87 89 64 25 0 -l Overall ratio of managers to staff is higher than otper utilities o One mar ager for 22 functional staff at STP One mar:ager for 32 functional staff is more typical Layers of man. gement are also slightly greater a},ST{ than many utilities o Seven lavers above a mechanic to the Groyp Vipe President Six layers is more typical RecommendaCons regarding management staffing in each organization are provided in o Appendix G D-9

Other Nuclear Groups... Clerks CLERICAL STAFFING IS GREATER THAN EXPECTED ST LT HL&P ROLR AUTH FUNCTION TOTAL MGR CLRK

CNTR, CNTR STAFF STAFF EXP VAR PR-

~ Clerks 204 0 0 34 55 149 204 173 31 0 . i i-Overall ratio c staff to clerks is slightly higher than at many utilities 3 o ' l A' Eleven s.aff per clerk is typical Ratio at STP is ten staff per clerk Part of the gret ter than expected size of the clerical group is the result of additionalclerks in material o management supporting the MPL development and build up - long term, this number of clerks should decrease Fourteen now Four is niore typical Remainder of greater than expected clerical staffing appears to be spread among other organizations o Recommenda00ns regarding clerical staffing in each organization are provided in Appendix G o D - 10 5 m m e

e'

U i

VOLUME 11: APPENdlCES i A - NUCLEAR GENERAilON i B - NUCLEAR ENGINEERING C - NUCLEAR SUPPORT, D - OTHER NUCLEAR GROUPS E - STAFFING BY TDM FUNCTIONS. F - STAFFING BY SJP O.RGANIZATION G - EXPECTED STAFFING BY STP ORGANIZATION 1 Te SI f

VOLUME II: APPENDICES A - NUCLEAR GENERATION B - NUCLEAR ENGINEERING l 4 C - NUCLEAR SUPPORT D - OTHER NUCLEAR GROUPS E - STAFFING BY TDM h0NCTIONS l F - STAFFING BY STP ORGANIZATION G - EXPECTED STAFFING'BY'STP' ORGANIZATION w- - ---

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..,4 ~m Control of Security Related Keys.1.ocks,_ 0FCF03-Z5-0005 Rev. 3 Cores and Iter Cards Fage 5 of A 4.1.5 The Safeguards Information Director shall maintain accountabilig records for all Safeguard Information Repositories and cochinat$ locks. Locks shall be obtained from the SSOM&S, through use.of ; keys and locks request by the Safeguards Information Coordinated with the concurrence of the Safeguards Information Director. -l 4.2' Lock Hardvare 4.2.1 All lock hardware in Vital Area and Protected Area periserer scel points shall be the standard lock sanufactured by the Best Lock f J Corporation. 4.2.2 Locks and padlocks used shall be of the removable core type. 4.2.3 Key repositories shall be locked or scored within a locked area j will preferably be of the wall mounted type (FSF 4.4.1). 4.2 4 All keys providing access"to Protected and Vital-Areas shall be part of a Master System, rich subsaster and master keys. 4.2 5, A lock and key. accountability system will be established by list "". ' *(by*nueber) esch point.whore a lock,c padlock.or. coebinaMog loci ,ml' ..Jinstalled. .3.- e1 <4 .~ s -1 4.2.6 Unused locks, cores. keys and keycards shall be stored in a sect location by the 550M&S or his designee (FSF 4.4.1). i 4.3 Control of Vital and Protected Area Keys Vital A,rea and Protected Area Keys are controlled for use by th l 4.3.1 HL&P Shif t Security Force Coordinasoif ($FC). 4.3.2 Vital Area and Protected Area keys are apt normally issued __ to n. security pe onnel other than the Reactor Operations Shif ts -) - supervisor da MPNc4814 eVa44ae 4M/ryhMar 8adap dyg)med - 4.3.3 All individuals (including security per'sonnel) who are in l possession of Frotected and/or Tital-Area Keys shell be restricted to the access controlled areas while maintaining possession of the key. This shall be accomplished by electronically modifying the individuals assigned key card to remove offsite access authorization. 4.3.4 Security Force Personnel are available to open any door or gate l vhen required and authorized by the 3hif t Supervisor or hit desinnee. F0 & D M a )kdp m SAEN% Hop

0FCF03-Z$'m05! .h Cweral af 5:curity Related Kees. tacks. R:v. 3 Cstes ced Kev Cares Fcg3 7 of 3-' The Shitt Supervisor's keycard shall bg. modified electronically ; while he possesses the security submaster key to remov'e his 4.6.1 This shall be rescoa authorization to leave the Protected Area. when the key is returned. The Shif t Supervisor shall salatsin the security subeaster ke'y a 4.6.2 his person ac all times. The Shif t Supervisor shall not transfer possession of.the secu~- M eri new Ses D M 4.$ a.6.3 r$.ht Kotsw 8 subasster key to any other person except subseeuent to his own

Dulaa Ans 4ees 3;.cvedyMy declaration of an energency pursuant to 10CTR 50.54 (x).

b b ec. 7 e d e p s$t. 7 B ~ Security shall maintain tuo separate Shif t Supervisor Security . 6.1 y to ensure the encoming Shif t Supervisor is key equiopes without! Each Shif t Supervisor shall obtain, and return his key, \\ delay. at Security Torce Coordinator's Of fice. Exchanges in the Tield t SMALL MT ':e permitted. t k 1./f.aintenance /9 L./.1 Door locks /ccr's removal shall"be pro'hibited signour. the 'e'sorova-the 550.".&S/ designee and the Shif t STC. During sackshif t haurs i n wm new parnerer'f.7 STC may orovide approval. '%I'r% hpic, Ktp " \\ err. $4 4./. 2. Malfunctioning doors sad locks containing 4est:Cere Lpeka shal:' g ( ts" s = Tellew...) feYy reported to the 550M&S/ designee or the $ hist STC. s 9 v.aintenance 'operac' ions 'on doars.and -locka shall not consence ur i a .3 the Shif t STC has been notified and has siven leave for the J operation to commence and/or necennary security sessures have ! instituted. 1 5.0 References _ 5.1 STPECS thysical security Plan. Rev. 0 USNRC Res. Guide 5.12. November 1573, Cameral clie of Locks in the 5.2 Protection and Control of Tacilities and Special Nuclear Material 1 OPC703-IS-0004, " Issuance and Control of Frotected Area and Vital Are l 5.3 Security Badges and Key Cards" Rev. 3 j 6.0 Sunoort Documents 6.1 Addendus 1 - Key Control tog (Typical) .m A r -e.

~ \\ s j. w Control of Security Related Keys. Locks. OPGF03-Z5-0005 Cores and Key Cards Rev. 3 Fage 75 ' 4.8 Nuclear Safety Review Board Members Security Key Nuclear Safety Review Board (NSR3) Members who have been authorized by the Plant Manager shall be issued a security. submaster key upon request is order to perform safety walkdowns of vital areas. This security submaster key shall access all. vital areas. 4.8.1 A list shall be malatained at the security key storage r location of all NSR3 members authorized issuance of the security submaster key. This list will be checked by the issuing security officer to determine authorisation prior to key issuance. 4.8.2 The NSR3 member's keycard shall be modified electronically while he possesses the security submaster key to remove his authorization to leave the Protected CP)l . Area. This shall.be restored when the key is. returned. eg CN 4.8.3 NSRB members must notify security (ext. 7143 or ext 0641) s prior to using the security submaster key to access any g designated security door in order to avoid a security - g, eq response. Y 4.8.4 The NSR3 seaber shall maintain the security subeaster key g on his person at all times and shall not transfer \\g4 possession of the key to any other person. 4.8.5 Security shall maintain one NSR3 member security submaster key for issuance. 0 t o 9 6 e r . ~,, _.

_b ' 0* I 4 t i EVALUATION AND DECISION PROCESS i for t Organizational PlacemenUSeparation .a v l 's; l P; i Q

h. -

\\ W e

U.) EVALUATION A FORCED RANKING PROCESS ~ Each cost center manager who has only one cost osatar la his ares of respoestbuky prepares a ranking of all aca-bargaining unit personnel (olber Iban biasalf/berself) andgoed so em cost osater, sonowleg es procedure below. oncupadonalorouplag 1. Orme sapioyees la 6e buowleg E 7-ir' smagories: e ceriedtrechaletaa (5dary Lads o6er eaa 7 and above)

Professional /Technicias (Salary Levels 7 and above) o Managerial /Spervisory
Other grouping approved by es Human Ranources Task Foros la noau tamaness it may be ascessary to establish sulHategories where hanis oorb*trerences salst. For azanple la Plaid Assivkies:
Certcal/rechsletas - Maar Randers/CoBemors/PSR's e Oerical/Techalcias - Offles Support Seek Ewever. the broadest logleal grouplags should be established, raser l

than grouplags based os spee!Ae job sides. Inctode active employees only. Do not laclude employees on personal - leave of absence or administrative lesvs. Evaluation 2. Followlag the Speelal Performance ProfUe lastructions, prepare a Special performance ProAls form for each employee la"she occuparlonal esegory (or 2 - ;:,). First-level pgpervlaarv and !r' .hin==? hk,= the Arnt anee cansar smanneer level shauld eartk!=de la c----.larina of the inaetal Parfarennace Frenlas af emnloveas they supervise. The costplated ProfHe on an employee wul ' resuk la a point total (score). o Ranking 3. Followlag the Forced Ranklag Worksinet lastructions, prepare a sorced realdag for each secupationd category or gspaplag. listing all a w me unplaryees in as emesory (or :

-,) by special Perforumance Proftle score frosa highest to lowest.

The Neat Level Manager (who has sneltiple cost centers) wD1 prepare a composke Forced Ranking - Worksheet for each occupational category (or sub-category).. This composke Forced Ranklag Worksheet wul list all emiployees in the occupational category (or sub-category) or other approved grouping la a:t reportlag cost senters and la shat Nest Level Manager's onet center. la preparing the composke Forced Ranking Worksheet, me Neat Level Manager wul consider any apparent basic evaluation differences among reponlas cost center unanagers and will renalve any nas.e, .a,s thre h =uh taa wkh en renoretas enen eene, .a..*rn. The semposite Foread Ranking Worksheet will list employees frees highest polat total to lowest point total, as those acotes are adjusted by the Heat Level Manager in aaa=uhattan whh the maaeaarfare renoistas enee -neer. EnDagata. The Next Level Manager will forward the composke Forced Paaking Worksheets (wh% supporting Special Performance Profiles and Forced Ranking Worksheets) to the snanager to whom he rep 9tts, who will prepara and forward to his manager combloed ranking shesu of personnel la his area of responsibility. The process of consolidating and forwarding ranklass will continue ustU combined lists are presented to a level to be determined at the officer level. i // -/ 2 A.

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(4) SPECIAL PERFORMANCE PROFILE INSTRUCTIONS De Special Performance ProAle has Ave scales (or dimensions) on widch employees are to be rated.1he rating scales reflect broad areas of work-rstated performance.. skills, and i behavior. The profue will be completed for acdvs employees only. A maalmum of 25 points may be awarded to an engdoyes. Use whole amnbers only. While la large cost centers sie soorts will occur, the otdoctive is to distingulah between the - performance contributions of the employees in the. cost center so as to arrive at a forood sanking; therefort, tie scores should be avoided to Ibe salent possible. Follow the instructions below and Hite the employee on each scals, considadas the $ctors listed for that scale. If snlisted fhetors are considered, explata la the Comments section. Consistency in the consideradon of fhetors is essential to proper comptedon of the Special Performana Pronle. EVALUATION OF PERFORMANCE IN PRF_tFRT' JOR FUNCT10N The employee's performance in the present posiden, in terms of the various factors assoclawl with this scale, should be considered in the aggregate. Obviously, if an employee's performance has been outstanding with respect to some of the factors but only average on one or mors other factors, a radng of 10 on this scale would normally not be appropriate. De radng should be based on rocent or current levd of performance but with" * ', consideration for the consisiericy and duradon'of that1evel of perfotwinncC For ~ example, if an historica!!y' average

performer has' recendy improved his level.of -

performance but.has contissently demcissiiistisTEve ser~ age performance for only" ~ ~ one month, then an above average rating would normally not be appropdate. Because the Specla! Performance Fronle is designed to evaluate an employee's relative performance within the whole organizational unit (while the performance appralsal evaluates individual performance la a particular job), some difference between the last performance appralm! radng and the radng an this scale enn be. expected nts radng would then normally bear a reasonable but not necessar0y direct relationship so the overall performance radng on the m.ast recent appralat. Explain those differences on the Comments lines. If performance has changed since the last appraisal, a statement explaining the nature of the changes must be made la the Comments secdos. (De suppordag documentation in the department Als should cite specine examples of the performance changes.) Consideradon of the

learning curve" on a change in posidan that occurred aner the last appraisal she,uld not be given on this scale but in the Evaluation of Other Factors Gast scale on the form).

1 A-/2.8

@) l f iM.CIAL rikFORMANCE PROFTIf h smDCMONS fC"W L EVALUAMON OF 108 RFt ATED PED 3ONAL CHARACTERffffff The rating should be based on the level to which du job-related characterisdes have boca demonstrated on thejob. As on the performanos scale, the various thesars within this category should be considered in the aggregate. For saample, elevs svarags antiability and inscribes characteristics would not warrant award of 5 points if ths employes has demonstrated. only acceptable judgment and analytical skids. As in the performance category, the rating should be based on current demonstrated " level of the characterisdes but wkh sonsideradon for the consistency and duradon of that level. Comments are required if recent changes have been notedJ EVALUAT10N OF SPECIAL SKff f t t Sid!!s to be considered here shouW be limitad so special ski!!s, i.e. sidlls, education, and/or learning that are critical or of special value to the work of the organizadonal unit, and sWils, education, or training that ars pr =- ' by only one or some of she employees in the occupational category, Example 1. If au employees are sMlled et operating au machines la the shop, then no j special sM11s points shoeW be awarded-for macedne operosion. Housever, if only l some employees can operate certain machines or au machines, then k is appropriate j to award pointi to those ADied st:cperating mors'tipes'ef' mach 16eCT F" - 3 -" " :"3 l Example 2. If each employes is required to have a master's degree, then no points.. i should be awarded for holding a master's degree, because, although the degree is critical to the performance of the job, having she desses in and of heelf makes no employee enore valuable than the next employee who also has is, i Example 3. If each employee is required so hold a baccalaureate degree with a l oestain number of accoundng hours but is not required so be certined public accountants, then the employees shouW not be awarded points for a boccalaureare degree. However, if a CPA license is -==y to perform higher.levet work in the i organizadon, then k is appropriate to award points for certincadon, as long as only I some incumbents are certined. Generally, in considering the uniqueness of special skills, the snore rare the skill the higher the number of points awarded; the more common the skill, the lower >the - number of points awarded. Comments are required regarding the basis on which points were awarded on this. L scale; a A -tW. b

~ .. a $PECIAL PERmRMANCE PRORLE DMTRUf710NS fCant'a EVALUATION OF PO1Brf1AL TO PERFORM ANOTHER JOB FUNCTION Consideration should be given to job knowledge, caparienne or multiple skills that would enable the :r$,z to perfona several ihnctions (* wear osveral hats") in a reduced-staff envirorunet wkhia lhe ey=!=t' unit. (This scale is not meant to vsflect eligibuity or seediness for promotion or Iransfer.) Jobs /skm the employes has performed before obtaining Ebs present postdon, whether those jobs /skms wars perfonned wkhis or outside the Company, should be considered, of applicable to the work of the organisadonal esto. For example, if an employes hired into an esempt position in Ibe Company had several years or secretarial Wu before joining su company, the trans/arabitary of the secretaria! skills abould be considased as well as the transferability of sid!!s attalnad sinos joining the Cosapany. comments are required regarding the basis on which points were awarded on this scale. EVALUA* MON OF OTHER FACTORS Consideration may be given here to special circumstances which, if not considered, would tend to result in a rating and, subsequently, in a ranking that would be an j inaccurate reflection of an employee's relative value in the work group. j consider,absenees.due to persons! itiness, attness in sunity.. death et more distant ; 7: " relatives or friends, or persdnal busindss. ! [ ! J.

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I FORCED RANKING WORKRRFFT INSTRUCT 1oNS 1 l 1 nWF37. LEVEL COST CENTER MANAGFE ) AAer completion of a specia1 Performance Prorde on each employee in the occup category (or m%wj), complete the Forced Ranking Worksheet, foDowing the lastructions on the worksheet. An employee is to be listed is only one occupationa! c i <- * =s-n-NEXT LEVEL COST CENTTR MANAGER 1 1 For each occupational category (or sub<maagory) la your area of responsibility, follow the procedure below. Review the Special Performance Profiles submlued by your reporting cost center managers and the Profiles you prepared on employees in your individual cost center for: Ranic Evalontian niheneen (eaad a-aey of ' raters') Did the raters follow the instructions for preparation? Were the raters mad =3at with respect to the bases on which points wars awarded / subtracted? l \\

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4J Are ratings supported by commanu? Comments Are comments made, as re- *n 'JL,, - g$d/8 Are comments pertinent al lAKA4 m M&5F 2y ce/ ethnicity,

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FORCED RANKING WORKSHEET INS 11tDCT10NS fCant'a If special Performance Pnde scores reedre a4usunent to resolve basic evaluadon - differences, adluntad neoren. A4(justed scores are to be recorded only on your composits Forced Ranidng. Worksheet, along with the origLul proAle scores and comunents as so the reason (s) forway - a4usunents. Once any acesssary consultaden-and agustment are complased, prepam your composite h W Woh for the occtystional categosy (or sut><asegory), Use your soll-up con eenier code and name. l e 9 i /8//

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z - - ~.. i ',glo.. L \\ JOB TITLE: Supervisor November 9, 1987 Plans and Procedures Operations Support Division Nuclear Security Department Page 1 of 2 1. Primary Responsibilities Supervise the Safeguards Information Program, Department Plans and Procedures Program, Department Shift Paperwork Quality Control _ Program. and Procedural Matrix Program, and the review, creation and/or writing of the Physical Security Plan, Safeguards Contingency Plan, Security Personnel Training and Qualification Plan, Interdepartmental Procedures, Plant General Procedures, Security Department Procedures, General Security Instructions and Post Orders. II. Organizational Reporting Level and Accountabilities i Reports to the Nuclear Security Department Support Division Manager. Accountable for the development, implementation, and accuracy of the Nuclear Security Department's programs and regulations. III. Education and Experience Requirements A. Education Bachelor's degree in law enforcement or related field or an equivalent combination of reducation and : experience.--a -J B. Experience 1. With a bachelor's degree, five years of security experience of which three years are nuclear related. 2. Education and experience equivalent to nine years of security related experience. 3. Nine years of security related experience. C. Special Skills / Knowledge / Qualifications i 1. Ability to plan, schedule, budget, and monitor nuclear security 1 activities. 2. Leadership and supervisory skills. 3. Interpersonal and oral / written comsunication skills. 4. Knowledge of regulatory / state /HL&P requirements pertaining to nuclear security operations. f[, P 5. Ability to interface with management. ll

... ~, , - + -,...: .t;.. t November 9,1987 JOB TITLE: Supervisor Plans and Procedures Operations Support Division Nuclear Security Department Page 2 of 2 IV. Duties and Responsibilities Supervise the review, change and creation and/or writing of the A. Physical Security Plan, Safeguards Contingency. Plan, Training & Qualification Plan, Interdepartmental Procedures, Plant General Procedures, Security Department Procedures, General Security lustructions and Post Orders. B. Ensure review of licensing documents for compliance and implementation by the Nuclear Security Department's plans, programs, and implementing procedures. C. Supervise the development and implementation of the Safeguards j Information Program. D. Ensure development of policies, procedures, and instructions pertaining to section activities. i E. Supervise the review and Quality Control of Department shift paperwork. F. Provide Departmental Review and Comments of other plant department procedures. G. Provide advisory capacity to Department personnel and management on NRC and the HL&P regulatory requirements in reference to the Nuclear Security Departments daily activities. H. Compile and finalize departmental input for the monthly report. i l

A .) 1 i l EVALUATION AND DE$SION PROCESS 1 for Organizational Placement /Separatiou l .en ~P -e ~ M

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.,et [~ ay EVALUATION / FORCED RANKING Performed at Successively Higher Cost Center Levels up to a Level Determined.by! Officer Level EVALUATION AREA: Cost CenWo ADMINISTERED BY: Cost Center Manager EVALUATION GR.OUPINGS: (Non-Bargaining Unit)

1. Clerical / Technician (Salary. Levels other than 7 & above)

2. Professional / Technician (Salary Levels 7 & above)

3. Supervisory / Managerial 2,ie e

4. Other grouping approvedrby the HR Task Force TOOLS:

Special Performance Pronte. Forced Ranking Worksheet 2

i ~ .c t BARGAINING UNIT EVALUATION Performed at Successively Higher Cost Center Levels up to a Level Determined,by Officer Level l l EVALUATION AREA: Cost Center l .a l ADMINISTERED BY: Cost Center' Manager i EVALUATION GROUPINGS: (Bargaihing Unit Skill Areas)

1. Head Journeyman

2. Journeyman

3. Apprentice

4. Helper

5. Other grouping approved by the HR Task Force TOOLS:

Bargaining Unit Special Performance IYofile Bargaining Unit Evaluation Worksheet l I 4

SUBMISSION OF FORMS EVALUATION AND FORCED RANKING PHASE (Non Bargaining Unit)- The followir.g documents are to be submitted to the Next Level Cost Center Manag A completed Special Performance Profile fonn for each employee in t category (or sutsategory). The form must be signed by the cost cente prepared the pronic. 'Ihe Next Level Cost Center Manager at the Divisl ~ ~ level or higher will sign upon review. ~ Completed Forced Ranking Worksheets for all (-:=q l cost center manager who prepared it. If no higher-level rankings of an oc category or sub category is to occur, forward through your managem approval signature by your Offar. l EVALUATION PHASE (Bargaining Unit) 1 The following documents are to be submitted to the Next Level Cost Center Manag) A completed Bargaining Unit Special Performance Profile form for eac the occupational category. TN form must be signed by the cost center m prepared the profile. The Next Level Cost Center Manager at the Divisio level or higher will sign upon review. [, Completed Bargainin[ Unit'Ehiustion WorksheidsWS!)ciccipa ~ Each page of a Bargaining Unit Evaluation Worksheetlinust.b. e sig ed n center manager who prepared it. If no higher leh! braluation"ofin occupati category is to occur, forward through your management for fiaal approval s by your Officer. \\ l f. ~i- ,-yw-- ,es ,m---- 4 1 7

SPECIAL PERFORMANCE PROFTr1 INST 1tUCTIONS De Special Performance Profile has five scales (or dimensions) be rated. The rating scales reflect broad areas of work-related behavior. The profde will be completed for active employees only. While A maximum of 25 points may be awarded to an employee Use w in large cost centers tie scores wiD occur, the objective is to dis d performanca contributions of the employees in the cost cente ranking; therefore, tie scores should be avoided so the extent possible. Follow the instructions below and rate the employee on each sca listed for that scale. If unlisted facsors are co Performance Prorde. EVALUATION OF PERFORMANCE IN PRREENT JOB FUNC The employee's performance in the present position, in terms o associated with this scale, should be considered in the aggregat employee's performance has been outstanding with respect only average on one or more other factors, a rating of 10 on th normally not be appropnase. The rating should be based on recent or current level,of performa consideration for the enammary and duration of.elist level of perfon ~ exampic, if an historicaDy

average
pe one month, then an abow avenge rating would normaDy not be appr Because the Special Performance Profile is designed to evaluate a relative perfonnance within the whole organizananal unit (while the appraisal evaluates individual performance is a paracular job).

between the last performance appmisal rating and the rating on th expected nis rating would then normally bea = bas changed since Explain those differences on the Comments lines b d in file should the Comments secoon. Ghc supporting documentation in the departmen cite specific examples of the performance changes.) Consid curve" on a change in position that occurred after the last appra given on this scale but in the Evaluation of Other Factors (l 3 1 , ~ _..,

- SPECIAL riERFORMANCE PROF 1LE INS 11tUCT10NS (Caar'dl EVALUATION OF POTEN11AL TO PERFORM ANOTHER JO f Consideration should be given to job knowledge, experience or multiple would enable the employee to perferm several functions (' wear several ha reduced staff environment within the organizational unit. (This scale is not reflect eligibility or readiness for promotion or transfer.) Jobt' skip.s the employee has pedormed 4 fore obtaining the present thosejobs/ skills were performed within or outside the Company, should b considend, Of applicable no the work of the organizadonal unk). I For exampic, if an employee hired into an exem of the sacretarial skius should be considered as well as the transferabHit ) attained since joining the Company. Comments are required regarding the basis on which points were awardf scale. EVALUAT10N OF OTHER FACTORS j Consideration may be given here to special circumstances which,if not co would send to result in a rating and, subsequently, in a ranking that would be an inaccurate reflection of an employee's relative value in the work group. Consider absences duttpedso,nal.iinnesi,:. illness in family, death;cf.more dista

.. f.n. g.;,y reladves or friends, of personal buifmess;._,,M,

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SPECIAL PERFORMANCE PROFTLE INSTRUCTIONS (Cont'd) EVALUATION OF JOB RELATED PERSONAL CHARACTERISTIC The rating should be based on the level to which the job-related charac been demonstnted on the job. As on the performance scale, the various factors wiWin this category sho considend in the aggregate. For example, above average reliability and charaaeristic would r6ot tm.t zumd of 5 points if the empi.qyee has d e only acceptable judgment and analytical skills. As in the performance category, the rating shou that level. Comments are required if recent changes have been noted. EVALUATION OF SPECTAL SKIf f A Skills to be considend here should be limited to special work of the organizational unit, and skills, education, or training that are po=****d by only one or some of the employees in the occupational category. h Frimole 1. If aD employees are skilled at operatmg all edi= la the shop, t en no special skins points should be awarded fer machine operation. How some employees can operase certain machinas or all ="% then it is appr to award points to those skiDed at operating more types should be awarded for holding a master's degree, because, although the critical to the performance of the job, having the degree in and of itself makes employee more valuable than the next employee who al cernin number of accounting hours but is not required to be certified public accountants, then the employees should not be awarded points for a baccala degree. However, if a CPA beense is -=ry to perform higher level wo organization, then it is appropriate to award points for cemfication, as some incumbents are certified. Generally, in considering the uniqueness of special skills, the more rar higher the number of points awarded; the more common the skill, the l number of points awarded. Comments are required regarding the basis on which points were award scale. \\ 9 2 l - - ~ _ _ _ g

CONTIDENTIALTrY The documents used in the Evaluation and Selection Process j J confidential information. You are strongly advised not to discuss actual scores and or ranbngs with anyon other than the members of management who prepare and approve the documents. S i l Performance / . Offe will retain the final Wort: sheets and will forward the pec a Prordes back through line management to the division manager for retention. l ) D 9 0 'g. i Qu-i Io

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Selected for Placement e Selected for Separation

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BAttcAINING UNIT EVALUAT1ON PROC 8E Each cos center manager who has only one cost center in his area of responsibility c es aluation of all bargaining unit personnel (other than himself/herself) assigned to thm cos following the procedure below. Divide bargaining unit employees in each skill area imo the following Occupauonal Grouping caegories-a s!ev swym.s

Journeyman
Apprentice
Helper
Other grouping appteved by the Hwnan Rasources Task Fo*rce laclude active employee only. Do not include employees os personal leave of absence or administrative leave.

Following the Bargaining Unit Special Performance Profile Eva! adon lastructions, prepare a Bargalaing Unit Special Performance Profile 9 form for each etaployee is the occupaional category. First level suoerAr.orv and 1=4ershie ner=anaal han the fire e **mer manneer level should earticinate in ---= hine ofibe Bareninine Un Soecial Performance Profiles of emnlovens they wdee, l f Following the Bargaining Unit Evaluation Worksheet lastructions, J prepare a listing of all employees in each a~up====1 category by Worksheet overall evaluanon.. listing staployees evaluated Above Average first, l _ ".~ ) those evaluated'Aferage second, and those',evd.uatdMa'rginal lasC - .-.e ~ x.. i-

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The Next Level Manager (who has am!tiple cost centers) El preparei coitig j Evaluation Worksheet listing all employees in the occupational category in all reportsag c and in that Next Level Macager's cost center. In preparing the composite Bargaining Unit Evaluation resolve any discrecancies throueh consuhation with the issc,nine ena censer nunaners. cornposise Bargaining Unic Evaluauos Worksheet will center managers The Next Level Manager will forward the composite Bargaining Unit Evaluatios W supporting Bargaining Unit Special Performance Profiles and Bargaining to the manager to whom he reporu, who will prepare and forward to his manager di worksheets of personne! In his area of responsibility. The process of consolidating fficer workshecu will continue until combined lists are prescated to a level to be determine level. 13 s . - ~

TIONS BARG AINING UNIT SPECIAL PERFORMANCE PROFTL (Cont'd) EVALUATION OF SPECIAL SKIII3 Skills to be considered here should be limited to spe work of the organizational unit, and skills, education, or training that are possessed by only one or s emph,you *as G.c c:cugha! ategc.j. Finno If all s.s@yr are skiDed at operating all machines is the skilh points should be awarded for machine operation. However, h can operate certain machines or all enachines, then it is appropriat skilled at operating more types of machines. Generally, in considering the uniqueness of special skills, the mo higher the number of points awarded; the more common the sk number of poiNs awarded. Comments are required regarding the basis on which points were scale. EVALUAT10N OF PQRNTIAL TO PERFORM ANOTWER J Consideradon should be given to job knowled reduced staN environment within the organizational unit. (This scale is reflect eligibility or rWs for promotion or transfer). Jobs / skills the employee has performed before obtaining the pre those jobs / skills were performed within or outside the Company, sh considered, (if appbcable to the work of the organizabonal unit). Comments are required regarding the basis on which points were scale. i 2 N a -r ,------.~c,----.

BARCAINING UNIT SPECIAL PERFORMANCE PROFILE INS (Cont'd) EVALUATION OF OTHER FACTORS Consideration may be given here to special circumstances which,if not co would tend to result in a rating and, subsequendy, in an overall evaluatio be an inaccurate reflecnon of an employee's level of skill, ability and qual Consider absences due to personal illnesi, illness in family, death of more d relatives or friends, or personal business. Comments are required regarding the basis on which points wer subtracted on this scale. OVERALL EVALUATION OF ABILITY /SKIL110UALIFICAT10NS Circle the box that most closely reflects the level at which the employee h (performed) his ability, skill and qualifications. J.~d~~*' .', c: e.~4 :=

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BARG AINING IJNIT EVALUATION WORKSHEET INSTRUCT 4 IEWEST-LEVEL COST CENTER MANAGER After completion of a Bargaimag Unit Special Performance Pmrde on e occupational category, complete the Bargaining Unit Evaluabon Wor instructions on the worksheet. An employee is to be listed in only one occu category. j NEYT LEVEL COST PsNTER MANAGRH For each occupational category in your area of resportsibility, foDow the pro Review the Bargaining Unit Special Performance ProfUes submitted by your ^ center managers and the Profiles you prepared on employees in yourindividual for: meie Evaluation Differences (consistency of

raters")

Did the raters follow the instructions for preparation? Were the raters consistent with respect to the bases on which points were awarded /subtacted? Comments Are comments made, as required by the instructions? Are comments pertinent and appropriate (no references to sex, age, race / et etc.)? Review the Bargaining Unit Evaluation Worksheets submitted by your reporting cost managers and the Bargaining Unit Evaluation Worhheet you prepared on e individual cost center for: hele Evaluatirm Differences (consistency of " raters') Did different cost center managers with similar groups of employees rate their employee groups differently with respect to ranges of ratings and ove Bargaining Unit Special Performance Profiles are normally not to be ahere unless inappropriate comments were made. In any other instance in which you b alteration or replacement is required, consult with Human ResourcesMnn Culm extension 7559, Electric Tower) before deciding to do so. 16 G -,...,y- ,w-m-,--

BARGAINING UNIT EVALUATION WORKSHEET INST If Bargaining Unit Special Performance Profile overall evaluations req resolve basic evaluation differences, consult with the moorooriate lower-b rded manneers to arrive at adiustd evaluations. Adjusted overall evaluations are to e l only on your composite Bargaining Unit Evaluation Worksheet, alo profile overall evaluations and comments as to the reason (s) for any a Once any wury consultation and adjustment a center code and name. I

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OONRDENTIAL l l DO NOT TYPE \\ soummuam.o. micewam BARGAINING UNIT SPECIAL PERFORMANCE PROFILE Tur Empbyw Ms. name coropedonal cagwy os,voi..rsmise Lasause 9082BW TRE RARGAINING UNIT $PEC'Al. PERPORMANCE PRORL sxsTavcn0N5 IN CONFW11NG TR5 PORat. -.. es as aparie==:.eman, med.,asie, et a E-sineene 4 r er weeein rues.5+ r m+c. r w - o t:enum in L ;asjan. Ouusanding Usessistenary Marginal Averugs Abees Averags e a s 4 s a 7 s 9.* se j COMMENTS: + l Consider suEmbilisy, - eMas,jedgass, pinnmag and E,elentine etjob.related personal the.C^" d i erganimag abdines, analymoal eMih. decisise< ashes, haerines wish esbara, wilEns ef - >s. f Above Averegs Awrnge Marsma! 3 e 1 2 3 4 J i j COMMENTS. _ + - i Eveleados of s,='2 skas. Cassider eaaquenses of eMik, edenensa, er emissig Crisiaal Neo Crisiaal ~ " ~ M::.\\ ;.1fQ, ?. g.. ~. ~ m.e

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~ COMMENT 5: _ + l Etsisodes of posential to perform aesther job faectine wiskie fonde area. Canader tim knowledge er,='r , sn_9 skills. Above Average Avernes Marynal 3 2 1 4 COMMENTS: + assive disciplins.gi. "" Etelostine of etbar job < elated feders. Coender other fassor(s), such as h--- ~ peones achievemeens. servent seinical - *; w and valus(+ or -) auigned to the fecaer. Tesa! valus sney eos be lower shee 4 = bisher than +4. COMMENTS: + er

Ouesef Evahassian af AtilsyrEE - -

4 Above Avg Avg Marginal 11 Dess of Evaluansa Nea Level Cess Carder Manager signasms (Division Manager er Cess Center Manager Signatw, J o

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BARG AINING UNIT SPECIAL PERFORMANCE PROFR has Eve scales on which employees are to The Bargaining Unit Special Performance Profilebe rated. T The profile will be completed for active employees only. Use whole num Follow the instructions below and rate the employee on each scale, cons listed for that scale. If unlisted factors are consid Unii Spedal Foifutu.m:n 1Ak. EVALUATION OF PERFORMANCE IN PRF_ TENT JOB FUNCT1 The employee's performance in tivt present position, in terms of the associated with this scale should be ~=% in the aggregate. Obviousl employee's performance has been outstanding with respect to only average on one or more other factors, a rating of 10 for this sc normally not be appropriate. 'Ihe rating should be based on recent or current level of perfonnance bu consideration of the consistency and duration of that level of performan example, if an historically ' average

perfo one month, then an above average rating would normaDy not be appropri i.

ui => EVALUATION OF OB-RFIXIw PERSONAL CHARACTERIST1CS ~. . z. 9 .y y The rating should be based on the level to which the job-related charac been demonstrated on the job. As on the performance scale, the various factors associated with thi be considered in the aggregate. For example, only acceptable judgment and planning skills. As on the performance category, the rating should be based on cur level of the characteristics but with consideration of the consistency that level. f Comments are required if recent changes have been noted. I 20

l l C988FIDJltflAL D D9_ Pot TYEB BARGAINING UNIT EVALUATION WORKSHEET i l c ec c c c ,.e.i.,e c l ce Total # of Employooe Pege 1 of occupational category INSTRUC11ONS: ReEer se the docessments titled *Bergesming Unie Evehneeson Proceme* end *Bergeening Unie Evoluesiam Wastelines inseve-eiene* in p,q. ~ 1. Conspiece en blenke. (Pries) l. 'I I.ist on this sheet aseployees is sely ese ocewyseiseel cenegory. 2. 1ist aseployees femen highest everalt evolenesee es the Smagelseng Unit Special Performenee Pionne se lowest e,erall evehmeien. seheesleideciesees is the COMMENTS enhame if e senti evehsesies e,o edpsened 3. 4. Cast esoter sammagers wish sepestseg esas emetere sessa (oright overeII evehsessess sense else he liseed.)* Sergeseses Unit svehneeses Wee 6h. and ett easyyesting Berge Fesword this _ _ __ f Perfoneenen Pro 6tes to the Meat inval Cass Cemeer Meenger. Obesse the Geni approvet oriese signesese endy when se highee. 5. occupational cenegory will be does. 1 sescIAL I assPImas annensa massa amsa, nus,assen see.s postensts psar. Paor:LE tesesstrTS Overus Evehmesias A 4 =ess m usses l ... ~. i .i_. final Approval Prepared by Officer Signature Cost Center Manager Signature Date 3 ho*o

.= v CONFIDRIITIAL v DO IIOT TYPE - i BARGAINING UNIT EVALUATION WORKSHEET i Coat Center Name Manager code Total # of Employees Page _ of occupational Category L i 1 N martAMrum m stansgas, men,ameen tdQ JOS TITIA PERF. PROFILE CSISWIITS o au s e a9 - i I i . i -.. i 1 !j-l"i t. !'.{ 3 t ' .ii l l Final Approve 1I ( Prepared try Officer Signature Cost Center Manager Signature Date

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n 4 ox SELECTION REVIEW PROCESS I (NON-BARGAINING UNIT) 4 DOCUMENT REVIkWER CHECKS FOR Next Level Cost

Consistency of raters-and Special Performance Profile Center Manager change from previous (Performed at performarce ratings Forced Ranking Successively
Comments Worksheet Higher Cost Center Levels.up to Officer) f

/ = /

Demographics Forced Ranking Orncet}

Worksheet 1 l .. 4; a 9 HumaE hesources

Demographics Proposed Employee Data Base r; fr 2: '.'.
Selected for Placement

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Selected for Separation ii.:

~ 'l EVAfifATION & FORCE 2) RANKING PROCset Each cost center manager who has only one cost center in his area of respo ranking of all ape-bargaining unit personnel (other than himself/herself) a ^ following the procedure below. Group employees in the following occupational categories: Occupmional Grouping

Clerical 4echnician (Salary Levels other than 7 and above) 1.

a Professional / Technician (Salt.ry Levels 7 and above) -

Managerial / Supervisory -
Other grouping approved by the & man Resources Task Force v

la some lastances k any be necessary to establish satHategories where henb; work diferences asist. For example la Field Activities:

Cerical/Techalcias - Meter Readers /Collassors/FSR's
derical/Techalcian OfRes Support Staf However, the broadest logical groupings should be established, rath than groupings based os specific job tkles.

Include active employees only. Do not include employees os perso leave of absence or almiaictrative leave. Following the Special Performance Profue lastructions, prepare a ) 2. Special Performance Profile form for each employee in the Evaluation occupational category (or sulHategory). Firsth'sunervisarv and ta daeshin ners.c. - ' W the Arzt enen r- -.ar level should earticiente in "=='.:les of the hacial N'

===e A..nlas of '-- thev tunervise The completed Profile on an employee will 'runit in a point total (score), l ~-1. Following te Forced Ranking Worbsbest lastructicesrphpare a an.. Ranking foirced ranking for each occuparmaal category or grouping, listing all the employees la that category (or sub category) by Special Perfonnance Profile score from highest no lowest. De Next Levd Manager (who has multiple cost centers) will prepare a comp Worksheet for each occupational category (or sub~~= g pw 3 t~~

_.wr. t. +..mm_ w __i._ a 70RCED RANKNC WORKSHEET INSTRUCTIONS LOWEST. LEVEL COST CENTER MANAGER After completion of a Special Performance Profile on each emplo category (or sub category), complete the Forcerf Rankin instructions on the work *ws (or sutH:stegory). NEXT LEVEL COST CENER MANAGFJt N the For each occupational category (or sub category) in your area of res procedure below. Review the Special Performance Profiles submitted by your repornns and the Profiles you prepared on employees in your individual cost cente Basic Evalation Differences (consistency of ' raters") Did the raters follow the instructions for preparation? Were the raters consistent with respect to the bases on which points were awarded / subtracted? Sienificant channes nem Fmvious Performance Ratines Are ratings supported by comments? Comments Are comments made, as required by the instructions? Are comments pertinent and appropriate (no references to sex, age etc.)? Review the Forced Ranking Worksheets submitte for: B_ asic Evaluation Differences (consisicacy of " rate employee groups differently with respect to ranges of scores? Special Performance Profiles are normally no ynn Culmer, extension 7559. Sectric Tower) is required, consult with Human Resource before deciding to do so. )b

DG WORKSHEET INSTRUCT 10NS (Cont'd) If Special Performance Profile scores require adjustment to resolve differences, consult with the am,rc,criate lower level cost center manneers F d Ranking adiusted neores. Adjusted scores are to be recorded only on your composite e Worksheet, along with the original profile scores and comments as to th adjustments. Once any necer,sary con:v!tah and adjustmcet n cost center code and name. i i ) \\ .. :.... :" ! "...:._:- = - : ....,....,a.:. .. :.: - -.r ~ ~ ~ * *

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CONFIDDfT1AL DO NOT TYPE t' sourtese unstTses a strega cose4MY e-SPECLAL PERFORMANCE PROFILE Tldt Employa Ms. Neee_ _ Oerspetisaal Causer 7 DeptJDieJ5erese tacatise POLLOW THE SPECIAL PEAFORMANCE PR0fil2 INSTEUCTIONS IN COMPLATING Tris FORM. W4. aMir, and -,. _ feesy and geliev of Evaluedse si pe! _rels preent Js4 $sacdes. Caesider ks: wat; easedveness in perdweses the job. Owsnandag Ahews Averugs Uessaisheesty Marguest Aversas 0 1 2 3 4 3 4 7 8 9 89 COMMENTS: + Consider sv&nbiLey, esamumanese skins. judgment, pluvung and Evalmadse of M ::'" personalchse' " 2- -% inserines =th others willingness to perfenn beyond sessa ergnaising abilisies. analyosal skins. ' ._ _ -- et surrws job. Above Aversgs Avernse Marsinal 5 4 e 1 2 3 COMMDfT5: + Et' -t et speelal skas. Ceemdse unquemens of skills edusmaea, er trainsng 'k Orities! .4 '. .f. ji 3 } Cresal .c I 'b 3 kd C [. 2 t 0 COMMDfTS: + Evalenties of potential to perform amether job fmaches wkhis fonctieaal ares. Ce "* skiBt knowledge er y.c_n -- Abese Averags Avenge Marginal i 3 2 1 0 COMMENTS: + Evaluatise of other job.teishd faceses. Ceaseler esher inceer(s), sesh as abe l nodered. aclusvemessa. corned critieaf assignmest.secess change se presens posinos. ledicene fa and value (+ or.) assigned to she hacer. Tesal value may act be lower than 4 er higher sh COMMENTS: _ + et. Tesal Po'eus A= sided = 30 Dois of Evaluaties Ness Level Con Center Manager Signature Cost Casser Manager Signatwe (Division Manager er Ahevel - +
CONFIDENTJM, u, DO. 3807 TYPE FORCED RANKING WORKSHEET Meneger Cost Center Name Code Total # of Employees Page _1,of OccupetLona1 Category Complete R.t., so the enemanneen eisted *Evelanesen & Poseed Ranking Peaceme* end *Fesced Ranking Weeksame leaneeness in peep fM57NUC770NS: a 1. ,i+/l en Wede. (Prine) ' emangery (or 2 ,). 1.ist en ines sheet eenyleyese la esey ese u. 2. 1.ist eenployese feesa highess seese (point seemi) en the Spenal Perforummes PseAls to newest seen. (Ongwiel seueue Cost esmeer susnagers wish empeneng east emmasse sumet W eeismaleMeesssene in the COMMENTS estemma if stee 3. s 4. Perieerd se ie oesnyleend Fessed Rankang Wedsheet, and all asypassung Fesced Ranking Weekshames sad Spacea senat slee he lested.) " estegory (or d : ; _,-) will (east aseter) 94emager. Chesen b Sant eyyeevel elEser sagemeuse only when so begher-level ranksag of daie _ _ _, " n he done. SPSCIAI. RAsgK EbrEA>YEE JO B T S15s3 FERF. P510 FILE f3eISWIfTS geo. sapega IIAIS G, ass. Ruus.9888m InkJ seen A4t 6 1 2 3 I 4 5 6 7 8 9 Flaal Approvalt i prepared by: i Officer Signature Cost Center Manager Signature Date
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LAE IP TY NT ED7 i08 f r3 o sIOO r _ CD e sr g r a g ne e ag s Ma s p e c e T r s u E l t a a E v n s o g H e r i e p s y S p S o L NP.W A r l I K F e p 0 l c m a ie a 9 R n ft f i fa e O o .s F F oD R W E " l F a m GN I A K IT I N e T ma S A s OJ R DE e C r ) ut R s i
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s n O e d g e i F t. S e s t r f. e n g a e g an dyor s a Co g n M g ep et y r a b et C Nm d n l e e , a I r c n .e o W a S p te . i o t I e st C a p r oa vv w E, P c D __ t. e Ag D . c e c o Rg l i 4 1 i, i.i:
y- ) employees and their Unit As part ofexecutive management'spl8/ge to Managers will recommend improvement ideas that will provideemployees with be reviewed by Advisory frequent and open com-Task Force members (ATFs) munications regarding the and Next Higher Managets progress oftheSTEPpro-l (NHMs) and then sent forward \\ gram, thisis thefirst STEP EMPL0YEE' to executive management EmployeeNewsletter. for evaluation. McKinsey & This initialnewsletter Gyggy company consultants are is devoted exclusively to only servingas advisors to responses to employee the process. questions that have been received on theSTEP Hot-areas oithe Company that line. Additionalresponses might need to belooked at in Q. How many people are willbeprovidedin this the STEP program? going to be working on this Project? It seems as if an awful newsletterand Transmis-A.The STEP program is a 11 people will not be doing sions as morequestionsare " bottom up" process whereby " ""#5' directed to the Hotline. ideas for improvement are Callthe STEP Hoth.ne solicited at every employee A. There's no question at 897-2345foransmers to level. All STEP initiatives are that the STEP programis yourquestions about the grounded on abasic principle demanding a major commit-STEPprogram.' that improvement ideas are ment of HlAP employees. generated by the employees There are nearly 140 employ-who are indeed working"in ees serving as ATFs, Next the trenches"in the areas Higher Managers and Unit Q. What, if anything, can being reviewed. Managers on the AVA initia- 'a person do to be prepared for tive. Hundreds more unit the STEP inquiri.es? OAml the McKinsev & employees will be. supporting ~ their respective unit Man-A. one can begin think-Company people make rec. agers. Executive management ing about what his or her job ommendations to HlAP to recognizes that organizations entails.and what value this has improve our performance? which have a numberof to the Company and ways their' responsibilities can be A. No. The STEP pro-employees supporting STEP accomplished more efficiently. gram is not a McKinsey pro-will have to dealwith this situ- , gram. It is 'an HlAP perfor-ation to ensure there are no mance improvement program adverse effects on the conduct Q. Will there be a means that willbe conducted by Light - of day to-day business actisi-for us employees who arein Company employees. Unit ties.While this may not be the trenches to have input into 90
cisy, th;potentialpayoff cf all ' A.Houstonindustries Q. ls the bargaining unit ~ ~ ' the time. spent on the STEP and its subsidiaries, KBLCOM (union) beingreviewed under programis great in terms of and UFlare not part of the the STEP program? ~ our future. STEP program at this time'due A. The Energy Produc-in part to the different nature . tion andT&D/ Customer Ser-Q'. One of the stated of their respective operations. viceinitiatives encompass all objectives of the STEP pro-However, KBLCOM is currently employeesin the area being . gram is for H1AP to be recog-undergoing a performance reviewed.The AVA process nized as one of the best elec-andefficiency review ofits will cover areas not reviewed tric utilitiesin the nation, operations that is expected t by these initiatives, including What are the two or three best result in staff changes,includ-ail employeesworkingin i electric utilitiesin the nation ing staff reductions. Areas of these areas. that we are comparing our-Hi and its subsidiary opera-tions not currently being Q. Staff reductions were + selves to? reviewed, will be in 1992. madein 1987,I understand, A. Thereis no one single, with theintent of reducing all-encompassinglist of the Q.Whyis STP not the work fored.Why have we best electric utilities in the includedin the STEP program 7 allowed ourforces toincrease United States.In terms of financial performance, cer-1 Four years are gene'al-since then, requiring us now r to reduce staff through a tainly an important critenon ly required for nuclear plant when judging corporate per-operations to mature, and STP STEP program? formance, companies such as willenterits founh year of 4 ^"
"E
~ Tampa Electric,Southwestem opera'tlon in 1992. Since com laels and the number of Public Service and Oklahoma mercialoperation began,STP acuve employees have,in fact. Gas and Electric have consis-has been the subject of decreased since the beginning tently ranked among the top numerous operational reviews O ne eless, her b. major investor-owned utilities by such agencies as the Nu-same he period,lak and over the last few years.With clear RegulatoryCommission ne scostshaveincmased, ) regard to excellence in specific and the Institute of Nuclear at a rate nearlydouQ the rate operating areas, again there is Power Operations. In addition, finflau,on.If this trend is pm-no singlelist of top perform-in early 1990, a reorganization jecWorwad,y wd ers. Rather. HL&P has identi-was implemented at ',TP, be required to seek mcmased fled different panels of com-based on an outside consul-rates before the PUC.'Howev-parable companieswh tant's study comparing 5TP to er, increasing rates over the exemplify,"best practices"in industry standards in the areas near tennis not a waW strat-specific areas of operation. For of staffing and organization egy because of the adverse example, Florida Power Cor-and on findings of an internal effect such a move could have poration has demonstrated examination of work process- '.n HL&P's competitive post-excellent performanceinT&D es.These efforts resulted in u n. As a ms ,H n m st operations. staffingreductions of more dealwith the source of the than 1,000 people. In 1992,'the Problem.and a thorough Q. Are any of Houston STP organization willbe evalu. exam an,on of staFmglaels. Industries' other subsidiaries, ated again with top perform-is in prder. And finally, the such as KBLCOM or UFI, ingnuclear companies to 1987 effort was a cost-cutting lieingreviewed under STEP 7 determinewhat additional initiative.The STEP programis adjustments need to'be made, 2
b I d a performance improvement A.rerformance will Q.Will there belayoffs initiative that goes beyond just ndeed be a major factor that and if so, what areas of the cutting costs. willbe considered when Company might be affectedi deciding who might be A. As was stated ibon Q. Since the Company impacted by staffing changes. Jord@ an%on Sykoiff is not in a financial bind, why We are studying the way]ob Ocmkr 11 lener to emplop suddenly the need for possible performance is currently mea-ees, some staff reducuons will layoffs? There are other meth-sured to determine where necessary in rder to reach ods of going about achieving - improvements may be made. desired performance levels. excellence like attrition or But, no recommendations through a hiring freeze of V. If you arein a job that have been made by the n some sort or redeployment . will beimpacted,willyou have Human Resource Task Force ofemployees, the opportunity to transfer to . as to the mix of options. A. While HIAP expects another position? to perform well financiallyin A. Transfers may be used Q. How are staff reduc-1991,in large measure this in determining the workforce tions going to be conducted? performance is attributable t that can best meet our future Will seniority be a factor in it? abnormal weather. As we look work needs. At the same time, Will cross training be an at projected financial results it is anticipated there will be ' option for an employee with a for 1992 and beyond, we fewer positions available after lot of time in a position they expect HIAP's return on equi-staffing changes are imple-decide they could reduce? ty to fall below the level mented, and given the fact .The Company will allowed by the PUC in addi-that the employee turnover ' determine the most appmpri-tion, HIAP needs.to avoid rate at HlAP is verylow, trans-ate workforce to perform the increasing rates for an extend-fer opportunities may be very .high value tasks identified .ed time period in order t limited' improve our competitive posi. through the initiatives of the STEP program. Many factors tion.The only possible route Q. What early retirement willbe considered in making to achieving acceptable finan-plans r semance packages is this determination.To be con-cial results in the face of such the Company considering, sistent with the objectives of circumstances is to take action and how might these be STEP, major emphasis will be to reduce our costs. In addi-implemented or structured? placed on performance based tion, STEP is not a salary cut-ting program. It is a program A. The Human Resource criteria. Other. factors may well to achieve excellence, and to Task Force is looking at include the relative emphasis P aced on different areas of l reach this is expected to options that are traditionally require stall reductions. employed by companies to Operation, the value of partic-change staffinglevels.These ular skills, the need for conti-Q. If the displacement. include attrition, early retire. nuityin certain areas ofexper-of employees willbe based on ment, redeployment and tise,and the need for diverse performance, what criteria.is retraining and severance. skills and abilities in certain the Company going to use to Absolutely no~recommenda. areas. length of service or measure this performance, tions, however, have been senionty could possibly. play a beyond the Perfonnance made'to date by this task force role,especiallyin bargaining. Appraisal system the Com'pa. on any.of these options. unit skill areas if ability, skill, and qualifications are other-n'y utilizes? 3
hise equal.The cxt Ant,if any, ' regarding employm:nt.Many l stillbeinghired.Whttistha to which cross trainingwill be other factors will be consid ' discrepancy h:re? an option is being considered. ered in making these deci" A.Theie isindeed a sions, but the number of fam.i-freeze on hiring and transfers. ly members working for the It was announced November Q. I understand that the Companywill probably not be 12 that this freeze was being law requires that 60 days one of them. Measures t extended through 1992. How-notice be given to an individu. assist employees who may be ever. if a new hire or transferis alwhois to be laid off.When impacted by the STEP pro-critical to the operation of an does that 60 days notice gram m making the transitjon area,it can take place, with.the beginiSecond, does thelaw to other employment will defi-approvalof one or moregroup take into consideration layoffs nite!) be offered. ice presidents. when a companyis doing welj financially? Q.Should an employee .Q. Do the recommen'da-A. it is true that,in gen. sc nshingmumment tions that must add up to a eral, the Worker Adjustment
~~I""""'Y '.~~
40% reduction in costs for a and Retraining Notification unitin the AVAinitiative mean 'Act requires that notice must o ef i that personnelwillbe cut by be given at least 60 calendar ed of wop h . 40% or.that every unit's costs days prior to any planned um diehm willbe slashedby 40%7 plant closing or masslayoff, be extended to people that as defined in regulations. A-retire in the next five months A. Neither.The 40% cost workerslast day of employ-before staffing clianges are reduction threshoid is a m sc0ns ann unced? " stretch target" that the AVA f 9, e s la o W e-pmcess uWzes to sdmulate. fore, notice should be given A. An employee should creative thinking among Unit .(and the 60 days would start) make decisions regarding his hianagers and unit employees 60 calendar days before the or her retirement without to gobeyond what might be employee'slast day of employ-regard to STEP Decisions c nsideredtheobvious.There ~ ment (the employee's date of concerning how executive am n P ans for acmssee-l termination from the Compa-management will make board 40% cuts. At the same ny's payroll).Thelaw does not staffing changes will not be . time, however, there may be announced for some months, s meareaswheretherecould require that an emplover be experiencing financiai dif-As to any early retirement plan be cuts of more than 40%- 'before reducing the or extension of possible early mn 1009,if an ama or acu,m retirement benefits, there have ty were ehminated. workforce. been no recommendations made by the Human Resource Q.Will STEP create O. My wife and I have Task Force to executive man. been working at the Light heavier workloads for the agement to date. I' emP oyees who remain follow-Company for 20 years.Will you do your best to find; ingstamng. changes 7 impacted workers jobs who-Q.The Special Report To havebeengood mployees Employees stated there was a .A. The primary objective e since the job marketis scary? freeze on hiring and transfers - of the STEP program is to eliminate unnecessary work ~ P""".'.effect in September, ' A. Performance based in anu Panon of staEmg { and reduce work that has lim criteria will receive major changes. ButI see transfers
~~ited value to the Company. It is emphasisin makingdecisions stilltakmg place and people j not an effort to do the same~~
'l 4 4 t
work with fewer resources. At made on an equitable and an example, office supplies) to the same time, one of the goals consistent basis.These deci-user departments. In addition, is to ensure that employees are sions have not been made and opportunities will be' sought to t fully utilized,doing work that will not be made until April. streamline the budget process is valuable to the Company. Certainly, employees should while improving the effective-be aware that there will be ness of the budget as a man-staff reductions and use their agement tool. Q. How does STEP and a 40% cost reduction affect my own best judgment in guiding their decisions about making Q;I know New England family's short-term and long. term future? Possibly buying a personal financial commit-utility systems have roaming new home, any major invest. ments during this time. maintenance groups to help ment, additions to the home, out in outage situations at fos-family, all the private things Q. I have observed an sil fuel plants.Couldn't we that rely on a sustained and inordinate amount of time tienefit from this type of set-long term employment. Is spent on developingbudgets up? there anything that can be which no one seems to live A.The Central Mainte-done to reassure employees as with the following year. Are we - nance secdon oMe Energy soon as possible that they going to change our budgeting Production Department con: need to proceed as usual? procedures? sms oWO employees worMng There is a growing apprehen- . Changes to the bud-in 55 specialized crews provid-sion and a growing pressure. geting process can be expect-ing this type of traveling main-A.we recognize that ed in conjunction ivith STEP. tenance support for all 10 fos-what the Company is going in particular, there is a need to sil fuel fired generating, through is creating anxiety create greater awareness of the stations.- ~ and uncertainty. Any effort of cost of services provided by . this kind will. Decisions various departments within regarding employment will be H14P.One approach to this Step Hotline matter would be to directly (713)897-2345 charge the cost of services (as e n 5
~~ ~_ r: ,10 / 1 Why is STP not included in the. scope of the STEP Program? j Although not currently included in the STEP Program, many of the STEP Program activities to evaluate the. organization with industry standards have been performed by STP, beginning in late 1989 and continuing through 1992. With the placement of Unit 2 into commercial service in June 1989, STP completed a 14 year construction program and began an organizational transition from construction to ooerations. An outside consultant performed comparisons of STP to industry in the areas of staffing and organization. providing study results in early 1989 and again in early 1991. j in early 1990 a reorganization was implemented to optimize i for operations. Also in 1990 an internal work activities review was initiated to identify areas of responsibility overlap and opportunities to streamline work processes. These efforts resulted in staffing reductions of over 1,000 personnel and established the groundwork for the organizational structure and staffing needed for long term operations. Four years of plant operations are generally required for nuclear plant operations to mature, and STP will enter its fourth year of operation in 1992. Over the past four years STP has been the subject of continuous and rigorous inspections and evaluations by the Nuclear Regulatory Commission and the Institute of Nuclear Power Operations. Recently, the Texas Public Utilities Commission has been increasing regulatory oversight of STP operations ano performance assessment. Major new programs have been established at STP to manage the plant materiel condition, improve operational effectiveness, and to enhance personnel and organizational developmen: to meet the long term company needs. While operating in 1992 with a stable organizabon SIP will assess these external influences on the nuclear industry, evaluate the newly implemented programs, and compare performance with the top quartile of industry performers in order to make final adjustments to the organization. 41
a j s 's october 21, 1991 S T P ** A* S OUT H T E XA S r=' Pt O J E CT - osotrio cenweene tethm s - Flen " . Dwing the July 'a-= t = ^^ 7 MGiiiiE.Y STATU h8r* TING W REVIEW 1991 mathly satus Meeting, inkraation was pewided about man - Vice President, Nacienr, Don Mueted the October the Information Systems (18) Imag Range Plan. 1he plan prwules kr reviewing what we beve in place endsy (r=Tuw Conner Andkoriumy,5)mrus Meeting h the Nuclear Support-, a sTP performance h Spasms, Memory, operating sysess, Applications), and S,1991, matWy ., ' and pewided the sestus of current and long range ! d,'; abort and long range options br establisidag an integrated data base at South Tasms, la Septausber, the IS Plan activities br the Nudeer Groip. Execuche summmy was ay, a and the anal two vend <es Semenaber Per$rmance ashilsher Unit 1 operated at 100% complead product d==a==e ations on else.
~~Curready, s~~
bdormation Rasources is compisting background rummarch oa the power throughout the manch sucept kr a period c( 94 hours two vendosi, afier which vendor selecthe wel be made. between nra--" S and sepamber 9 when ilm unk was she e down to sepair a pacidag leak on a non isoisk vehe in the FTP PluDE Panum. This program was necendy ' ;' -- Ranctor raah Sididing The leak was sepaired and the Unit was returned so 100% power ce ", ".9. Unk 2. on eine to strengthem eenployee awareness that _, M'" y for started the smooth at 100% power and was taken of.line on hosping STPEGS clean and safe belongs to each employee. ~g-
~~14 to begin the second sufueling outage (2RE02).~~
Adar'aa.ny, k promotes the haportance of putting PluDE in every job we do. Although CoBm:the pad 4=aa Esposure lacreased in September STPBGB Racuchme Psanrom. The STPEGS secycling program due to 2RE02, k edD resseins weD below the estabushed goal. ideks of October 21, 1991, '.",a are encowaged to The sotal outage esposure se of September 29 was 16.2 REM, support the program and to look he ways to minimine use of wou below the projection of 2S REM. Also in Septessbar. HLAP Salaried overtium and HLAP Howty overtian wee higher than paper. projected due to adda'aaal overtime being utGiaod to support LEAP STEP Psuerum h. :'._.g -- -n - ' the HLAP S the Material haprovement Program and the aa alarated 2RE02 Through Facensare a parfarg, hance (STEP) program. start does. swplainad that the company is toldag measures to ensure it is la the area of HLAP ladustrial Safety Aa44.nr Rates, there was aceing in the right direction - a be cae of the notice's best i A - '; utDities.fHeMded that Compemy studies show that one last tisse are'd==t b September and one restricted duty certain changes are required in order to achve this, ereidame-last time aeManes during the manth ttw navv! rn sonmach our for contreemars about the htter aD H1AP . '-,x wGl recerve jobs with care frQ. . SyC.'" ' ; the S117 program and support of the e5 art.)digtautioned Esy toples and actiettim dI=r====f betsdad: that this letter esplams what the cosapany is. to do and STPECS Rev tehad=le Detse hr 1992 these why; k does not address who and when. went on to say dates renforcing that k is not too for us to be thinkmg thagthe program wGl have udniraal to STPEGS.)6ir, -- that as we continue to grow and matwo, prudent about our role in next year's activitism. Significant dates 4 l mentioned include: DiPO Materiel Condition Review (January); busin'ess practicas wGl continue to answe that we groom,the Nuclear Group organization. Emergency Preparedness FuD Participation Ezerene (April 29); j [ INPO Plant Evaluation (May 1122); DiPO Submasion for Re-Thhn. Ys quote is-h Actmeditation (July); NRC Exam for Hot 1.icense Class #S I j (September); Submittal of 1993 Preliminary Budget to owners ' Tomorrow is the most hnportant thing in life. Comes into (October 1); and the Unit 1 Planned Outage (October 3). us at =idaight very clean. It's perfect when k arrives and k puts itsdf in our hands. It hopes we've learned something trosa psterony? b
~-.-.. t 's ' l* UNrr 2 EBCOND REFUE1JNG OUTAGE STATUS held imm 9:00 pan. 1:00 a.m. Tickets are $10.00/cogne Tickets are on sale from October 21 through tha=nh=r 9. per B4: Ocabar 18,1991 The outage is approxianately 40% cosaplete. Mador actMnes ongoing include inspeccan and EAFETY AT STPEM A CDorERAffVE IFFORT sanin nnaare on the three low pressure turbines and the Main e Generator; no.seode and 'A' Safety Train maintenance activities; Working safe is a._,- " ~-i that cineses all Nuclear Groep ig - - t lines. It is a _, ""8'y that anch of us has so preparations for the Diesel Generator (DG) #218. hour run; oureehus, each other, and to the public. As stated in the H1AP main caadaa==r tube cleaning; and steam generator shot Arend=* Prevention Manus) "Redsay is nasur a be visused as an penning and addy current testing. anorthought Rasher, k is a he designed isso e=d and every in the past week, the DG #21 18 month inspection was job p=*====s in the musk emit. Pwthmesase, it is to be completed as was addy current testag on steam generators A N and esehmend as casefsBy as any other elssenes of and s. Job asard==y or sannhemmar I As of October 17, there have been 31 perranaal contassinatices The ladustrial Safety Advisory Comunktee (ISAC) was formed to with abe total personnel radiation does for the outage being 84 help promote enfety awareness in each work seen at STPEGS. Pe son.Rasa. The increase in total does is due to the recent The Commim.[chabud by Cast M is comprised of focus on high done prisaary side work such as steam generator representatives fro :.NuclearGroup L ---- This collectree shot penning and addy current testing. Our outage goals are to approach to safety provides the oppornadty for -' ;=-- ^ thalt personnel contaminations to less than 100 and to limit mpresentathen to most =r='kly to review safety suggesnoes total --- " done to less than 150 Person Ram, and e8ect timely a=pa.--ation of corrective actions. i - Employees who have ideas for huproving safety at South Texas l Core reload is projected to start on October 22. are encouraged to subadt than to ISAC through their department repneentathe: 1 mitC1ED NSC DOCLN REPRODUCTION CDMRS TO C1DGE D. L S Machanical Main *=aanr= Effective Monday, October 21,1991, the Reproduction Centers . R. D. Willri . Electrical Main'=naar= . L 14wis{,l&C mia'aamare located on the 4th and 5th floors of the Nuclear Support Center will be closed -.---- ij. This dedsion was made bened ca e J. P. BrnosowsQ Malan=aaar= Support 5 B. O. Montest. ma=*=aant Planning the underutnisation of the conters, la the future, Document M. P. Brangen Madinenthm & Support Servias e Reproduction requests should be directed to the centers on the e K. M. Plant Operations 1st, 2nd, or 3rd floors. P-har - Document Reproduction e . C. R. Training requests can be subraitted via interof5ce mail. A. G. . Nuclear Security e 1 AE80tyrH TEIAS SECTION 'J. S. G uclear Assurance NOVEMBER MoffMJ D00ER/htEETING
~~h. C.~~
Purchaaing & Materials Management l F. J. Comesuma Inderwad==+ Safety Engineering Group e J. L CaBowey Integrated Plann6g a Sch41ing The South Teams Secnon of the American Nuclear Society wSI e e H. F. F Information Raamarcus hold its monthly dianar/ on Wada** day, Novernber 6, L D. Crews Tarhaical Servicevchaeale=1 Operations i 1991. This month's speaker . Lee W. Hogan, H1AP Group e T. M. Momsen. Plant Fagmaaring Vice President External meeting wG1 be held at the J. Hughes Engineering Bay City Country Club with a social hour beginning at e L B. Taylor Planning & A-*= 5:30 pan., dinant at 6:30 pJn. and the speaker at 7:30 p.m. R.W.Smi. Human Rascurces Nuclear The charge wQ1 be $13.00 for members, $15.00 for non. W. H. Moye Site FacGmes members. For reservations eaa' usanne Beep extension 7751 by Monday morning, Novem 4. e O. A. ladustrial Safety W. S. Chattert. Technical Servicevcharnient Analysis e 71CRET5 ON sal 2 POR H0lJDAY DANCES
~~q. W. PellfTac a Services / Health Physics Put on your dancing shoes and get ready to ring in the HAT 5 0FF To trTP UNMD WAT CAMPAIGNERS /COORDINA1DRSill:~~
Christmas season at two STP Employee Racreation Association Now that 114199192 STP United Way Campaign is underway, hoHday da-site Campaigners / Coordinators are on the ' front line' infonning Jo's in Angleton, Texas, wG1 be the scene of this year's and educating fellow employees about the services and benefits OUNTRY WESTERN dance on Saturday, November 23. of the United Way. Thro @ut the campaign, STP on IJne Music wG1 be provided by XNIGNIRIDER. Dinner wS1 be wn! salute these employees for their efforts. This week HATS served from 6:00 8:00 pJa. with the dance from 9:00 p.m. OFFJo; 5 i e Ron Carbiener e Lisa Glenwinkle to 1:00 a.in. Tickets are $10.00/ couple. Three buses are scheduled to take passengers from Bay City to Angleton. Bus e Kathi Smith e George Harnson tickets are $5.00/ person. Tickets for this event are on sale e Kathleen Cornett . Chandar Gugnam from October 21 through November 18.
~~Buelah Pattenon e Ken Christian if Bal Mookhoek e Mike Berrens~~
( e DR. ROCKET wBI provide ROCK & ROI.l. music at the SDver e Hany Dannhardt e Brian Handly . Darsie Gillum . Kim Wells Spur Ballroom in Bay City on Saturday, December 14. Dinner wS1 be served from 6:00 8:00p.m. with the dance being . Tim Hall s
s
l
.e. .c // // %./ _f g g April 27, 1992 e S O U T H T E X A S F:) R OJ E CT Elsetric Generating Station APRE. EMPIRYEE STATUS wrf1NG IN RIMEW number c( personnel needed for special prtnects this is not an AVA process, but a program of The monthly presentation of the stans of STP actwooms was
~~rudent managessent so aid the budgeting process.~~
The held Thursday, Apr0 20,1992. {)dr. Don Hall, Group Vice Baseline Stamng Plan is scheduled for w, ph in October uctant conducted the' meenng and presented 1992. Presiden@bighlights for the month of March. Of note were pr.,-A-- - = = C " -- F % (MOF) and T * ' the Station's 'below budget
~~expendstures; production costs rated as some of the best in the country; and continued good Protrums Rasort Both the MOF and the Traming Annes are in p~~
f.- -- = in the area of collectne radiation esposure. stages of completaan and are scheduled for a June moein. ' * "'y, in 31P's stage of highest performance, staffing levels am the lowest oswese (2264 employees), to data. Data yher. Warren Kinsey, Vice Premdenhuclear Generation, reported ting improved plant performance were provuled on a letter received from the NRC regardmg the licensed sets ted that emanuning aceoutage work requests, and operator requahneation es:smination recenty administered to l approximately 200 of those requests were critical to STP per=nanel The letter acknowledged and appreciated S17's plant r ;.,,..=:=e, supported the benefits of STP's plannmg cooperative efforts:'We acknowledge your experditure of tiene efforts, which, in turn, will reduce the maintenance backlog and resourts to prepare for this evaluation and e=H you on your s===a.' Additiceal topics discussed included: Quase: *rksse me no secrees to - k is the seenit of Plant Performance and Puccie Based on information reenved preparatica, hard wusk, issuming essa imihme.' l froen INPO and STP, the number c(implanned automatic scrams - General Calki 1. PoweB (reactor ) of Unit 1 and 2 statistacally placed SIP last in the na ' the severity of this problem and eunphamaad t if the continues, it will take S171 1/2 years PLANT DUl2211NTECAP to attain the national v==dian Major s' forts to reduce this Plant BeBassa #192, 'Home Cosmol' statistic are in programs. Procedures OPGPO3 ZO-0031 (Hose Control procedure) and Pleas for Unit 1 "rm G R.J ' W (1REO4). Scheduled OPGPO3-ZO-0003 (Tesaporary Modi 5 cation procedure) control for 62 days, September 19 through November 20,1992, plans temporary hose instaBations in the power block, with the for 1RE04 are in full swing, meeting key dates and focusing on excepnee of continuously monitored hamas, hoses instaDed and critical issues. The design efforts are scheduled for completion remcmd by approved procedures, and other special cases such Apre 22, =nd pa:t: at: bei::: erde.=! new. This reb: ling as equipment leake!!s to Scer dr ins. *he respo:dle greu;r. outage presents numerous ehattenges from what has been dealing with temporary home instaBation need to complete a undertaken in the past, and preparations will provide S17 with Temporary Home Control Order, and attach a Temporary hose ID Tag to an====Ne area of the bone. The bone should not a full sununer schedule. be left in place longer than required for the task being orunnissilon and siamme M background performed. When the base is no longer required, the base information about STP stamag and the current should be reinoved, and the tag returned to the chemacal 'mameline Stamng Plan.' 1his plan wiD determme STP's basic Operations Foranan or designee. If the temporary hose is stamng requirements which wGl be incorporated into budget needed more than six months, the responsible group will preparation. Being developed by the Planning and Assessment initiate a request to engmeering to make the hose a Temporary Department, the plan wili: 1) list the positions required by Modafication or a permanent plant change. By controlling technical specifications and which are required to operate for these temporary hanan, inadvettent system drainage, tank scene short term span of time; 2) define the number of positions overflow, system contamination, and redwaste system overl I needed to operate the plant on a long term basis; and 3) can be avoided. 1
I s h .* ~ . w W m m.-- m_.- .TP -,A.S,0R0. - 0,mW - RAD 10ACIWE WAffE Jordan, General Quclear Assmance basand the i Congress passed the 19801ow.1mel Radioactm Waste Deposal - IV Quality Assurance Managers Meedag held in Houston, Act and the 1985 lowInvel Radacecove Waste Policy March 17 and 18. p. Don Hall, Group Vloe ?. j Amendmana Act (UAWPAA) to encourage use of laterstate Nuclear provided intro 3uctory remarks encouraging futwe compoco to establish and operate regionallow level redanactive innovation in the Quality Assurance aform. jtoy Rahkugler, waste (UJtW) management facilities. Additionally, it was Dueetor of Quahty.*n- _r-D" two presentations: the use mandated that each state be responsible for pecmding for of Engmaerug.'_ _==frachane=1 Asseannens at STP and the t dasposal of UJtW generated within its borders after 1992. In Cosapannon Matria of Nuclear Standards with International Standards Organization (150) 9000 S& _'Edmi 'ussed other words, Congrees passed legulation to shift responsibuity sostegies for procurement froen suppliers M lEstnational for UJtW disposal to the States generating the weste. After 1992, for those states without access to regional storage, on-standards by demonsosting the agavalence to nuclear site storage will be ry. Texas is one such state. requinunents. Responding to this issue, Temas estabhshed the low Invel of eigalAcance is the action adopted based on the resula of Rad==etive Waste Dispceal Authority which is responsible for NRC pGot procurement inspections. Under the initiative of she characterization, constnaction, and beansing of a UJtW Nebraska Public Power, a peer evaluation wHl disposal facility. Currently, the West Texas town of Sierra conducted at each of the Region IV stanons. Blanca, in Hudspeth County, is being conadered for the Texas Nebraska's Cooper Station will head the eNort. j atte. Other haues dascussed included methods for quahfymg mixed How will this affect STP7 Currently, STP ships its U.RW to waste handhng supphers, w..e action /self-mansamment Barnwell, S. Carolma, peying a fee to do so. After 1992, methods, and improvmg comununicarSn by enchanging eachnient I access to Barnwell will be denied which forces $17 to store its experuse on audits. weste on-site untG compleoon of the proposed Hudspeth County ACCESS AUTHORIZA110N PROGRAM site. In preparation for storing UJtW, STP design engineers have proposed modtfications of an esisting, on site warehouse, W process of access authorisation ensures reliable and have reenved approval of the design, and are conductag a safety review. UJtW will be stored in lenk proof contamers U My, =" are allowed ace=== to the operating areas (meeting Deparanent of Transportation (DOT) regulations in of the plant. Previously, STP's aceses authesisation process was 49CPR Para 171 177) which are shielded frosn the envvenment. controlled through the deparunents of Human Resources and Secunty. The NRC stated in Genenc Imrter 8138 that the storage facihty design of 11RW be limited to the capacity hacessary to store in compliance with NRC..p '. -- ts, the Plant Access anticipated UJtW generated in a Sve year period. In Authorization Program (IP V.05Q) has been revised, accordance with NRC requirenants, STP has allocated storage hopienenting the Access Authorisation Rule (10CFR73.56). space for five years. In 1991. S17 buned 98 cubic meters or ENective 27,1992, g access authorisation program is directed . W. J. J 1=ted as they Program spruzirnately 3500 cubic feet, . J. W. Hmmon, Divuion ur S the Aceses PRE-CA:rininc INSTRUCTOR NEEDED Au tion Divsman of the Nuclear Ucensing Deparnment, will asms%Ir. J in the program. yuture plans to 'streamhne* Wharton County Junior College is lookmg for an instructor to the process are
~~pursued, teach Pre-Calculus. Classes will be held two nights per week KEYS TO SUCCESSPUL PARDFTING at STP from May 25 through August 12. Requurmena include the== '~~
~~For a Masters degree plus 18 graduate hours in q or information contap~~
~~8646, Apr0 29's topic is 'Diariptina Without Punishteent, Part II,' and space is available for the 11:30 AM, Noon, and 12:35 PM Han t (409) 532 4560. /~~
sessions. However, seating is luutad. Contact z8193 for INGEASE YOUR PUBlJC SPEAKING SKIUS reservations. The STP Toastmaster Group will meet on Timesday, Apr0 28 at 11:30 AM in Room 106 of the Nuclamr Training Facuity (NTP). STP On Une is publashed weekly to provide STP employees up. Toastmasters 1nternationalis a non pront organization dedicated tcHlate information about hey events, activities, programs, and to innproving individuals' public g % communication, and services. Deedhne for publicetion is Noon each Wednesday. leadership skills. Thcee interested in more infonnation contact Topics, articles, and sugW STP on une are l
~~36067, uck Rowland 74.~~
WELCOMED and may be duetted y Rob tx7228. 2
fanuary 16, 1992 ~ S i l e i e sated for by the fact the Unit As part oferecutive Managers and Next Higher management's pledge ' EMPL0YEE Managers do haveintimate knowledge oitheir respective provide employees with NEWSL_EITER unit s operations. frequent andopen com-munications regarding the q, yyo,5g;,,yg gu7, gg, progress ofthe STEPpro-ATFs are objectivein their reviews of the recommenda-j gram, this is the second. Q. Who selected the meni-tions' generated by their units? STEP EmployeeNewsletter bers of the Human. Resource A.The previous response devoted exchesively to Task Force? helps address this question. responses to employee A. The.Pr t Review Com-Also, the ATFs are really not mittee selecte san Fabre, " reviewers"in the absolute questions recorded on the GeneralManag fHuman sense.While they are reviewing STEP Hotline. hesources, t hair the Task the forms that are completed by This newsletter was Force 1 turn was given their Unit Managers for accura-finalizedbeforeall the responsi ility to select the cy and complet'eness, the Pro-members of the Task Force. ject Review Committee will employees hadrecew.ed the ultimately decide which recom-January 13 announcement Q. Why weren't ATFs mendations are "go" and which aboutSTEP's early retire-assigned to areas they normally are "no go."The ATFs will help workin? shape theseideas and make mentandseWrance plans. A. It's essential to'the STEP individual recommendations Itis anticipated that the program that the ATFs be com. Just as Unit Managers, NHMs. and users do,but the ATFs will next newsletter willbe pletely oblective in their deci. i si ns. They also need to ask not approve ordisapprove dominated with questions them. I "what if" questions that some. and answers about these oae too elose to an area may not .workforce reduction be able to stand back and ask. Q. Is it true that 20 to 40 Executive management believes Percent ofIIL&P employees are. P ans. The next newslener assigning ATFs to areas in which going to be cut from the work 1 l foNei isprojected to beout in they do not wo'rk allows them to about two weeks. function with no precunceived A.The term "40 percent. CalltheSTEPHotlineat n tionsorprejudicesabout stretch target" contihues to be the areas they are guiding. misunderstood.The stretch tar-(713) 897-).345 to ask ques-What the ATFs maylackin get is for at least 40 percent cost )$; tions about STER knowledge of a unit is compen-reduction ideas rather than a 40 A' 9y
percent redu'ction in staff. As A. McKinsey & company and Energy Production weren't statedin previous STEP com-has a policy against disclosing actually " pursued first." munications, the Company is the names ofindividual compa-not contemplating acro s-the-nies that are involved in activi. Q.ls there any possibility board 40 percent cuts. At the ties such as this. HlAP willbe of a freeze on merit increases same time, there may be some afforded this same confidential and promotions, as a result of areas where staffing reduc-treatment by McKinsey. There the STEP program? tions could be 40 percent or are a number of other utilities A. In November oflast year, more-even 100 percentif an that have gone through an AVA
~~(d Turner, Group Vice Presi-area or activity is eliminated.~~
process, but we are not at liber-dentMdministration & Suppoil, ty to discuss which utilities announced in a memorandum Q. I was readingin a STEP they are. to executive and general man-newsletter about the 40 percent agement that the merit salary cost reduction. If we can indeed Q. What prevents a unit increase program would be reduce costs by 40 percent, from inflating its baseline bud-continued in 1992.The memo wouldn't this indicate the Com-get so that its recommended went on to state that in line pany has been extremely cuts may not be true cost promotions below supervisory wasteful and inefficient in reductions at alli positions (promotions in a'nor-the past? A. AVA units are using actu. mal progression through a A. As stated in the previous al expenses for the 12-months series of related job classifica-response,we are dealing with a ending August 1991 from which tions based on skill, experience, 40 percent " stretch target" for to make their recommended and performance) would also idea generation, not a 40 per-reductions, as opposed to what be continued. While other pro- . cent cost reduction. The Com-thev may have budgeted for that motions, including organiza-pany does not contemplate that period. Only in rare instances tional promotions, require it willbe able to reduce costs have someimits been allowed approval by the Project Review Committee at this time, this overall by 40 percent. At the io adjust their baseline budgets for such things as non-recurrin provision may belifted after the same time, early observations expenses.Furthermore,each ' g STEP program. by a number of Unit Managers and ATFs have shown there are unit will be examined by execu-areas of the Companywhere we tive management after the AVA Q. How might the AVA affect the use of contract can operate far more efficientiy. to verify cost reductions and revised budgets. employees? Q.What has been the result A.The findings of the AVA at companies that have gone. Q. Why was T&D/Cas-l will be used to establish a mi through an AVA process in the tomer Service and Energy of H1AP to contract workers last couple of yearsi Production pursued first in the that results in the lowest practi-A. AVA reviews at other STEP program? cal cost to the Company to per-companies have generally pro-A.There were actually five form the activities that the AVA duced cost savings of10 to 30 areas that the Company began processindicates are needed. The number of contract percent. Many of these compa seviewing beione &e foimal nies have incorporated the AVA program narrie of STEP was cre'. employees could therefore process within broader perfor-ated and announced to employ. increasein some areas and be reduced in others. mance improvement efforts. ees in October oflast year. 'IWo Bottomline, more than 450 of these groups were T&D/Cus-companies have gone through tomer Service and Energy Pro. Q. I am sum that by now the AVA process and the vast duction.The original review management knows how many majority have realized substan-effectively evolved into the cur-employees they want to cut. tial savings. rent AVA program and in the Why doesn't the Company go ahead and make announce-process recommendations were Q. At what other utility identified and evaluated.There. ments as to what jobs willbe i companies has McKinsey con-fore,T&D/ Customer Service impacted? ducted an AVAT 2
~ L M:rgement does not fmmleaving HlAP bef;re Q.ls the Educational know the number of positions STEP staffing changes are Assistance pmgram going to to be eliminated and wiU not announcedt be affected by STEP 7 until some timein March.The A The Company cannot i No specific changes, recommendations for activities " prevent" any employee from other than those previously to be eliminated, modified or leaving HIAP if he or she makes announced, have been recom-reduced win be approved or a decision to do so. Managers mended to date. This most rejected by the PRC.Onlywhen have been instructed not to pre-recent change included a 51.500 all these recommendations are dict to any employee how he or per year limit on reimburse-ruled upon by the PRC will the she may be affected by the out-ments, beginning in 1992. actual size of the work force come of STER - reduction be known. Q. Will employees be' Q. Wiiat role will affirma-rewarded for their AVA cost Q. How willthe Company tive action goals playin deter-reduction ideas? define a " good employee"when miningwho will belaid off? A. There isn't a formal plan takinginto account who may A One of the major res-to reward someone monetarily belaid off? ponsibilities of the Human for an idea. Employees who A The Company will deter-Resource Task Force is to contiibute ideas should findit mine the most appropriate ensuie that staff changes are personally rewarding that they work force to perform the high-handled equitably and consis-helped to shape the direction of value tasks identified through tently, and that wiU include that the Company. the initiatives of the STEP pro-they be done in accordance gram. Many factors will be con-with the Compauy's affirmative Q. What happens to a loan sidered in making this determi-action obligations. that an employee has taken out nation. To be consistent with against his employee savings the objectives of STEP, major Q. How is the Company plan,if that employee is laid emphasis will be placed on per-going to handle employees that of17 formance-based criteria when it have been injured on the job A An employee will not comes to defining a good and are on LTD,in terms of need to pay the balance of a employee. But at the same time, layoffsf loan drawn on his or her savings other factors wiu be weighed. A Employees who are plan since you would be paying mcluding the relative emphasis receiving tong Term Disability a loan back to yourself.The placed on different areas of (LTD) benefits and are re-Employee Handbook goes on to operation, the value of particu-employed with the Company give additionalinfonnation lar skills to the Companyin cer-performing rehabilitation work about tax treatment of such a tain areas, the need for continu-are considered fuu-duty loan balance,look at your ity in certain areas of expertise, employees in their present clas-Employee Handbook starting sifications.Their performance on Page 26 of the Sasings Plan Q.Who willdecide wh will therefore be evaluated just section. goes and who stays m terms I ke the performance of aU other oflayoffs7 employees in the same.classifi-Q. Will employees be inter-A The PRC will make deci-cation and organizational unit. viewed during the AVAT sions regarding overallwork LTD beneficiaries who are not A Employeeinvolvement in rehabilitation jobs with the in the AVA goes wellbeyond force reductions and manage-ment will tnen make specific Company are terminated interviews. Many employees are determinations on who will be employees,who may apply for currently participatingin the involuntarily separated. re-employment when released idea Generation and Evaluation for work by their doctors.The phase. Brainstorming sessions Q. Ilow can the Company LTD benefits of recipients will. conducted by Unit Managers prevent its better employees be handled in accordance with are including hundreds of who might be apprehensive the provisions of the LTD Plan employees suggesting cost-about the security of their jobs and its supporting procedures. reduction ideas. Many of these 3
initiatives have been made'and sameemployeeswillth nbe' Q. If an ATF and a Next "'N ' ' helping Unit Managers to refirie Higher Manager disagree on a 8I{*'I'j'tpeoph"$""' these ideas. recommendation to go for- . m st at n t be announced any sooner ward,who has the finalsayf . Q. Can employees in one. A.This would gointo the "c ntrwersf categoryof rec-Q. Why was Energy Pm-ot rd p et opera ons ommendau,ons, meaning there duction reviewed byits own gg p 7 is someone-an ATE UM, NHM peoplet Whywasn't it handled A. Yes,in several ways. They or user-who has cast a"no" the same as AVA,with people can pass on ideas to the Unit ' vote on'the recommendation. outside EPlooking at that areat' Managers, unit employees or in a situation as you describe, A.Each element in the the ATFin that area. Ideas for the PRC will determine.whether STEP programis being handled other units generated during the idea is a go" or "no go. in a manner that the PRC brainstormingsessions will also believes is best.The AVA pro-be passed on.While the primary Q. If an activityis eliminat-cess was chosen for the areas of . focus of the AVAis for employ-ed by the AVA process,but later the Companywhereitwas ees to recommend improve-found that it was really needed believed that a significant ments in their own areas, execu-wouldit be restoredt amount of employee bottom,-up tive management doesn't want A. Absolutely.There indeed input would be required-where to discourage employees - c uld be instances where a rec-manyof theideas would be rel-from coming up with ideas ommendation"overcorrected, - atively smallin natme,but g9 g, a situation and would be adjust- 'nunierous.The mechanism ed accordingly. used in theinitialreviews of the Q. Is the Company taking Energy Production area,while-into account the cost of an Q. Is the AVA time schedule somewhat different,was chosen employee's benefitsin addition achievablef as more appropriate by the PRC. to his or her salaryin determin-A. Executive management Incidentally, there are areas of ing the totalcost to the Compa,- certainly believes that itis.The Energy Production andT&D ny of having that person on the current Phase 2 timingis espe-that areincluded in the AVA~, Paymm cially demanding, but every ~ becauseit was determined to be A. Yes.The forms Unit. Man-deadline for submittalof AVA the best way to review them. agers have submitted on per-forms by Unit Managers has sonnel costs factor the cost of been met to date and the AVAis Q.The graph in the STEP ' mgram presentation showing an employee's benefits in a ratio currently on schedule. p to his or her salary / customers per-employee does Q. I understand the Energy not seem to takeinto account Q. How will the AVA deter-Pmduction and T&D/ Customer that over half of HIAP's rev-mine the "value" of a unit's ser-Service reviews were finalized enues co'me fmm comm'ercial 3 vices or outputt in December. If that's the case, and industrialcustomers'. A.The unit employees why aren't the results being wouldn'temployees per-i themselves willdetermine the annotmesd and recommenda-incalled KW haye been a value of their services based,in. tionsimplementedt better comparisont part, on the risk they feel the A. Executive managemerit A. Executive management Company might be taking to wants to implement all looked at employee ratiosin a eliminate or reduce an activity. approved recommendations number of different ways. It 'Ihere will also beinput from thatimpact personnelat the concluded that the customers-users andIor requestors of these same time.The recommenda-per employee ratio,while not services to determine value and tions you are referring to do perfect,is a reasonable indica-how a change might affect indeed affect personnel.There-tor of our situation, compared them. fore, while the recommenda-to other electric utility compa-tions fro'm the EnergyProduc-. nies. As an example of the pit-tion and T&D/ Customer Service fallsusinganernployee to KW 4
, rat [o,if a utility has overbuilt did not go into the STEP pro-contacted in Jtnuary 1991,it its capacity. It would look de-gram with specific reorganiza-was anticipated that the assis-ceivindypositive using such a tioriplans in mind. However, tance of an outside firm would comparison, given the fact there will be work be needed. force reductions',it's reasonable Q.The STEP presentation to assume thereis going to be Q.How will the Company slide showing the number of some reorganization to better fit be able to maintain its service customers per employeeindi-the changed composition of the levels to customers if we down-cated that H1AP had 11,000 work force. size our work force? employees. Does that number A.The objectiveof the AVA include STP employees?If STP Q. Could there be a reduc-s to reduce unnecessary work is not included in the STEP pro-tion in the numberof vice and to reduce or eliminate cess, how can it be fair to use presidents as a result of the activities that are not providing STP employeesin this charti STEP findings? true value to our customers. A. If STP employees h' d A.The officer group willbe The PRCwill weigh very careful-a not been factored into this evaluated,following the AVA to ly what effect work force reduc. chart H1AP would have fared address how organizational tions might have on service . better. But, the Company would changes may affect an officer's before approving recommenda-still fallin thefourth quartile on span of control. tions for reductions in person. that chart. nellevels. Q. Couldn't executive man- . Q.If the Companyis facing agement have foreseen the Q.What is the possibility of declining returns in the future need to operatemore efficient-HIAP being so successfulin. if current spending trends are ly atleast two years ago? reducing costs through STEP not checked,why not sellthe A. Management haslong that the PUC might order us to reduce ratest money losing portions of H1 recognized the need to improve-such as KBLCOMT-its performance and has been A. Based on forecasts for A.The KBLCOM operation taking steps to operate more - kilowatt sales and expenditures, I is along term strategy and it efficiently on an ongoing basis. management believes it's was expected from the start that. But,it could not initiate such a unlikely that STEP would reduce ' KBif0M would not produce-large scale improvement effort costs to the point we would be positive retums the first few like STEP untilthe end of the ordered to rollback rates. At the years ofits operation. Company's constrisction pro-same time, success in reducing gram and other' demands costs and the need for rate Q.Was the STEP program on the Compan 's resources increases will hold down rates initiated to enable H1AP or H1 had subsided. for our customers in the future. ~ to expandits operations? A. No. At the same time, the Q. Wheri the" vision"was Q. How do we expect the announced at thelandary 1991 PUC to treat the results of the ~ ' fact that the Company will be financially more sound after Management Conference, to STEP programi Presumablyin what extent did executive STEP's improvement plans are the past,we have told the PUC management knowwe were that we need a certain rate implemented will place HlAP in a more favorable position to g ing to enlist the services of an increasein order to cover our outside firm and go through the expenses. lf we reduce our consideropportunities for STEP processi expenses can we' expect some growth that may present them-selyes down the road. A. At the time the new cor-type of favorable treatment porate vision was announced, from the PUCin returni Q. Is any reorganization there were no outside firms A. Our objective *is to man-expected to occur as a result of involved.There were expecta-age the Companyin such a way the outcome of the STEP tions that the project would be that we' won't have to go before programt comprehensive and while no the PUC for rate relief for a A. Executive management particular contractors had been 5 mw
F e b r'u a r y
~~f, 1992~~
/ l A. A great deal of se'ripus TheSTEP Hotline has I consideration went in to all received more than 350 aspects of both voluntary.and ' callssinceJanuary13, the I"V I""'"'Y 8'V "C' B'C "S" date employeesfirst trad p of,*,, n,',f, e' j ,about details oftheSTEP .g . Voluntary Early Retire-excellence, executive manage-ment wants to retain the most ment Plan and theinvol-p[g g untarySeverance Plan. appropriate work force to implement the STEP program 'This newsletteris devot. Gg mitiatives. " Trade outs _ or vol-edexclusively to answering ""' 'Y "" ***Id II"N the vast majority ofques-the ability to do tlus, so those .tions asked by employees-options were ruled out. ' bout these two workforce Q. Willlaid off employees a reduction plans. be paid for their. unused vaca. Q. I'rn a little confused ) Callthe STEP Hotline at tion days? about what is an employee's Separation'date and what is his (713) 897-2345 to askques-A. Yes. In addition to their d**** tions about STER severance compensation, ["7 employees willbe paid for any Q. Is the severance pack-unused vacation days. This. A. No. An employee's sepa- ' age that was announced . willbeincluded in the final ration da'te is the last day he or January 13 equal to or better check separated emplopees she is at work. The termination than what other companies .will receive. dateis the day on which the are offering? employeeis terminated from A. 'It's better than tnost Q. dan. employee vol. the payroll, which is 60 days unteer to accept the severance after thelast day at work. other companies' severance packagei %pmgrams. Adir. Jordan)d
~~#E"#~~
"E"'**"'* r.SykorQgtated in theirletter A. No. Only those e'mploy-Pay, are the 60 days you get of Januar 13', management ces who are selected to be ' nvoluntarily separated will be Y ",,* E ',7 believes the early retirement i and severance p-go me ottered the severance package. compensation the employee. generous. An exterisive analysis receivesi of work force reduction pro.' Q. Has the Company - grams implemented by compa-thought about" trade outs" A. Yes. As thelanuary1.3 nies from within and outside wherrby'ah employee who newsletter indicated, an. . the electric utilityindu'strywas would want to volunteer to employce's total severance com. done by theiluman Resource . leave would allow an employee. pensati.on includes that first 60 . Task Force before adopting' who has been selected for sepa. days of pay.During the first 60 ~ days after notification (the sev- ) 4 the plans. ration to ' tayt. s d
\\ .lq Ierance notification period),the Q. Howwulseverance pay. Q. Winy.couldn't the Com-employee remains on the active affect a person's eligibility for panygive emM_ who am to
~~payroll (and thereforeis stillan unemploymenti be separated atleast a. month's, nee,so mer c=W set a start employee of the Company),but A. it wiii affect an emplov.~~
"" " "E " *"" is not at work. At the end of the-ee only from the standpoint that befom theirarminadon date? 60 day notification period,the unemployment benefits cannot A. The Corppanyis giving employee will be terminated be drawn until after the employ. ,,. termination date. But the employees who are being sepa-from the payroll and receive a s lump sum payment for the bal' Texas Employment Commission rated 60 days (approximately' ance of his or her sevemnce pay. (TEC)is better qualified to two months) notice by virtue of answer questions about unem-the fact the employee will Q. Will allemployees wh ployment benefits. remain on the payrollbutwill - wulbe separated be nod 8ed on not be at work for 60 days after the same day-say April I-or Q. If you've been with the notification of his or her sever-wul notifications string out Companyless than one year ance.His is the severance noti-between April I and June 307 and arelaid off,would you get fication period that's been A. Most severance notifi- .Just 3 weeks pay or the mini-referred to severat times already. cations willoccuron or about mum 12 weeksi The employee's actualterminai tion date is not undl.the first 60. April l'. But some employees ' A. Yoil would receive 12 days expires. may be notified later. weeks pay,which would include payfo.rthe60 dayseverance $ Wulsenioritybe the . Q. Ifsomeonewasnoti-Primary' factor taken into fled on AprilI that he.or she h youwotdd em on the acmunt aganungwho wHl was beingseparated from the P,yrogg. be selected for separation Company,what would be that Arnon8 nion mP M - I employee's last day at werkt . Q. Would an employee A. April i would be that have to return any of his or her A. Abilities lskillsand' person's severance notification severance payif that employee _ qualifications willbe the dateand last dayat work, or goes to work fo'r HI or one ofits' primary factors consideredin. separation date. At the same subsidiaries shortly afterthe ~the evaluation and decision time,-the employee's status employee's separation dater processamongUnionemploy '
~~ees, en, senioritywill govern.~~
would remain classified as an A. An employee who is active employee for purposes of offere'd full time employment . How wHi an employee's Pay and benefits during the 60-w th Houston Lighting & Power years of se ce be Agumd in day, notification penod.The Company, Houston industries determining his severance pay employee's termination date incorporated, or an affuiate fwless than awholeyeaM would then be May 31. company during the severance e vice? notification period (the 60 days . Wulswance can-after notification of separation ' A. For purposes of calcu-pensation be subject to taxest and prior to the actualtermina-lating severance pay, the Com-A. Yes. Severance pay. tion date) for a position not panywill use six-month round-ments willbe subject to Social - i more than two salarylevels ing.For example,if an employee Security and federalincome . below his or her current,posi: had 5 years'and 7 months of tion,will n. t be eligible for sev-service on his,ophe.r termfna-o taxes. Taxes willbe' withheld from the employee's paychecks erance benefits.Otherwise, tion date, the, employee would during the first 60 dayperiod as once a separated employeeis
~~be credite'd with 6 years ofser-~~
~ ice andwoidd receive a totalof' ~ normal. Appropriate tax deduc. - actually terminated and paid v tions willbe made from the the balance of his or hersever-18 weeks severance pay. Con-lump sum payment represent-ance pay,1t would not have to versely,if an employee had 5 ing the balance of theemploy- .be returned if the employee years and 4 months of service 'went to work for another.com-on his or her termination date, ee's severance pay. pany or was rehired by HLAP. 2
~ ~ k the employee would be credited ' employee's early retirement 'any month after you are age 50 with 5 years of service for the date be delayed past March 31. but nolater than the first day of severance pay calculation pur-the month after you are age 60. poses and would receive a total Q. Areofficerseligiblefor Your benefit willbe paid as a of 15. weeks of severance pay.. . the Early Retirement Plan?' monthly annuity unless the pre-sent value is $10,000 or less, in A. No. Vice presidents and which case you have the option
~~k. How will the Company above are not eligible, of receiving a lump sum. Based handleinterruptions in an on your age and service, your~~
.cmployee's service in comput-g*
~~P benefit may be actuarially Ing e employee' slump sum g~~
d qualifying for the early retire-A. The Company will ment plan, can the Company Q. Does the Company count previous periods of actual do anythingto make some contemplate there being. service to determine yearsof exceptions to the rules that the ' nother early retirement plan a service for severance pay com-employee must be 55 and have next year for employees 55 putau,on. 10 years service as of April 17 or older? . In any program such a' A. The Company has no Q. Ilow are employees the Voluntary Early Retirement current plans for another early who are on aleave of absence Plan, eligibilitylimits have to be retirement program in 1993 or gobig to be handledif they are established. And wherever those thereafter. selected for separationi limits are drawn, there will. A. An employee onleave of always be someone who falls q* U an employee is in-absence is on inactive status, short of the eligibility require. v luntarily Separated and is on Only employees on active status ments. It's unfortunate, but the LTD,will he still get his momh-who areinvoluntarily separated line must be drawn somewhere. ly disability paymentst under the STEP program (and who fulfillallother require-Q. IfI'm 50 and separated A. LTo issues are currently ments) will be offered severance and qualify for the enhanced under review. Employees will be benefits. severance option, does this notified about decisions onITD mean I could retire now? At age and involuntary separation durt Q. Since STPis not 557 Or, will I not receive pen-ing the next fewwe,eks. Involved in STEP,could an sion benefits untilI'm 657 O* If an emP oyeeislaid l employee who might be'invol-A, if you are 50, you must off,willhe or she be covered by untarily separated apply for a have 15 or more years of service the Companysinsurance Mr a job at STP and possibly be (65 points) as of your termina- .Pulod oMme, or win comage red? tion date to qualify for the be dropped by the Company A. There are currently no enhanced severance. For pur-the day the employeeislaid off? restrictions on former employ. poses of pension calculations, ees being hired at STP. But if enhanced severance " deems-A. The severance plan pro-that person is hired at STP with-an employee to have 5 addition-vides separated employees the in the 60-day notification peri-alyears of age and 5 additional opportunity to continue medi-od, the restrictions on sever-years of service.If your total caland/or dentalplan coverage ance benefits discussed earlier pension benefit in the Retire-forup to 18 months under the will apply. ment Plan (including enhance-Consolidated Omnibus Budget ments) has a present vahle of Reconciliation Act of 1985 Q. What willbe thelast $3,500 orless,you would auto-(COBRA).The Company has day of work for those who take maticallyreceive alump sum elected to' continue this cover-early retiremsnti distribution of the benefit. If age at employee rates for up to y ur t tal hunp sum benefit is 12 months after termination. A. March 31. Only at the more than $3,500, you may The addit onal 6 months of cov- ' request of an officer will an retire effective the first day of etage would be available at full 3 b
COBRA rates. Separated months', but any additional or. ' Q3 Wh:t'exacdyis employees with 65 or more dependentlife insurance cover-COBRAT points (age plus years of ser-age under the Company's group 4 COBRA stands forthe vice) and at least 5 yean of ser-plan will cease. For that reason, Consolidated Omnibus Budget vice who do not qualify for if a separated employee wishes Reconciliation Act of1985. It is retiree benefits at term %ation, to convert any addfuonal or federallegislatiorrthat estab-will qualify for an extension of dependent lifeinsurance cover-lished certain rights to obtain a medicalcoverage.They may age to an individual policy, this temporary extension of medical must be done within 31 days and/or dentalinsurance cover-extend medical coverage after group coverage ends.Thern age after termination of beyond the 18 month period, paying full COBRA rates, until at the end of the 12-month employment when it would the earliest of these events: Company-paid pen,od, the for-otherwise end. tuming age 65, qualifying for, mer employee could convert Medicare, obtaining other the basic group coverage to an Q. R'8ardin8 the medical group coverag6, failing to pay individual policy. Coverage and dental coverage a separat- ' prdmiurns, or death. However, under the Ufe insurance Plan ed employee would stillget for dental coverage for employees may be continued as retiree. 12 months after termination at with 65 points who'do not qual- . coverage for a separated employee contribution rates, ify for retiree benefits at termi-employee whois either at least. will the premiums bededucted nation does not continue age 55 with at least 5 years of . fmni the employee' slump sum lieyond the 18 month period. service or at least age 50 with. payment for the year's worth of Some employees may at least 30 years of continuous c verage? qualify for retiree medical service as of his or her termina- ' and/ordental coverage at ter-tion date. A. No.The employee can mination. Those who would choose to pay the full premium qualify are employees who are Q. When the January.13 for the medical / dental plan at least age 55 and have 5 or newsletter stated medical and continuation period with a per-more years of service at termi- . dental coverage would be sonalcheck or t'o pay premiums nation, or those who are at least offered separated employees .on a monthly basis..But, if the ' age'50 with 30 or more continu-after 12 months at higher employee falls to. pay a premi-aus years of service. COBRA rates, how much higher um by the due date, the cover-arewe talking about? agewillbe terminated. Q. Then= was no mention 1 COBRd rates are higher Q. Willlaidoff employees. j in the Jan' ary 13 announce- - because theyinclude not only u ment about continuation oflife be able to get alltheir savings-the amount of the employee including what the Company insurance coverage after contribution, but also the Com-has contributed-out of the employees are separated.Willit pany's share of the coverage Company's Savings Plan on the ' be continued for the same time cost plus a 2 percent adminis-day of separation? Or,would it period as the medical and den-tration fee. For example,in 1992 bepmvided at the time the tal cwerageT an individualwith one depen-lump sum paymentis paldt A. During the severance dent under SelectCare/Tradi. notification period (first 60 days tional Care,would pay $362.25 a A. Distribution of savings aher notification of separation) month. Under the Dental Assis-Plan funds will not occur at the while the employee is stillon tance Plan, the monthly contri-time of separation or termina- .the payroll, alllifeinsurance-bution would be $25.08 for an tion. Distribution can occur coverage will continue, and any individualwith one dependent-shortly after termination, de-applicable employee premiu'ms Under the MH1 Dental Plan, the pendingon the value of the. will be deducted from pay-monthly cost to an individual' employce's savings plan account ~ checks: After termination, the with one dependent would be and the distribution options he. Company-paid basic life insur-sib.36. The 1993 rates'willbe or she may elect.See pages 25 ance coverage (equal to the adjusted to reflecthigher costs through 28 of the Savings Plan employee's finalannual salary in the niedicaland den'tal plans. section of your Employee Hand-amount) will continue for 12 book for more details. 4 + i
J' ,.~ k. J Q. Howwiulaidof. Q. If an employe' is pay-benefit plans. Claims for un::m-e employees in the Savings Plus ing on a major. purchase ployment compensation, how- . plan be aNectedtif a person is through paymildeduction,like ever, must be filed with the say,,40 percent vested,what a heat pump, and is laid of, Texas Employment Comrsis- ' happens to the 60 percentf
~~how will the Companyexpect sion. Therefore, Employee Ben-Is.that just lost or will the' the balance to be paid off?~~
efits will not be able toconsult Company make the employee A. The sales' contract with separated employees 100 percent vested at the date signed by the employee autho. Tegarding unemployment com-of5eParadont rizes that in the event of termi. Pensation. A. A separa'ted. employee nation (includirig retirement), Q. What exactly will the-will receive 100 percent of the deduction of any unpaid bal-ance osed by the employee will '" P cement p n aH7 Employee Contribution Use g g,c g Account and the vested por, be paid from the final paycheck,, tion of the Employer Matching unless other arrangements are - helpt Fr'ee use of telephones? Fax and xemx machinest Exact-Account. Involuntary severance made with the Credit dmston. gg y does not qualify the separated' employee for automatic 100 . Q. If an employeeis tak: A. The Human Resource percent ve' tingin the Savings ing college courses thmugh'the Task Force is still examining ' s Plan: Company's Educational Assis- . options on this." Details con-tance Program and islaid OK,' cerningoutplacement will be Q. I have a paymil deduc. will the employee be allowedto discussed in a future communi- . tion for a loan with the Hous. '. finish and be reimbursed?. cation to employees. 'tonEnergy Credit Union. How
~~d. Yes. Approved Educa-WHI aying offsuch a loan be tional Assistance Program~~
. Why can11 talk to P handled forboth someonewho applications for reimbursement someonein.the Company per is involuntaruy separated and will be honored,if all other pro- . sonaDy about my q'uestions on ' someone who takes the early gram requirements are met. how separation may afect me, retirementi as opposed to having to ask A. As with any termination' Q. If a part time employee them on the STEP Hotlinet of employment (including is separated, wul he or she be. A. You maycall Empioyee retirement) the Companywill provided any kind of severance Benefits to discuss your person- ) notify the Houston Energy compensation? al benefits questio.ns regarding 4 Credit Union of the termina-A. Yes. Part time employ. Separation. But remember that tion.The Credit Union will then s me benefits issues are still. ecs who are separated will contact the former employee receive severance'p.ay based on being resolsed, and Employee and furnish a payment book for a normal week's pay and the. Benefits may therefore not use in paying the remaining normalpart timeschedule~. have all the answe,rs to your installments due on theloan. questions., Q. Willemployees who are separated beoNered any. ~ individualcounsehng or assis. tance fmm Employee Benefits to explain thingslike what options the employee has for medicalcoverage or unemplop-ment insurance? A. Yes. During the 60-day severance notification period, separatedemployees willbe encouraged to consult with ~ . Employee Benefits about' mat-16rs pertaining to Company 5 .}}

ML20083P593

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