ML20129D831

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Informs That Commissioner De Planque Met W/J Opeka & R Kacich on 940913 to Discuss Plans for Mgt Development & Handling of Employee Concerns
ML20129D831
Person / Time
Issue date: 09/15/1994
From: Mckenna E
NRC
To:
NRC
Shared Package
ML20129C718 List:
References
FOIA-96-298 NUDOCS 9610250161
Download: ML20129D831 (28)
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Text

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September 15, 1994 "L'

Memo to: File

From: EileenMcKennd

SUBJECT:

MEETING WITH NORTHE/CT UTILITIES On September 13, 1994 Commissioner de Planque met with John Opeka Executive VP,

, and Rick Kacich, Licensing Manager,for a brief discussion of issues of mutual interest. The NU representatives provided some handout materials on strategic planning initiatives. Of particular interest was their plans for management development, and handling of employee concerns.

1 One approach is training materials that focus on case studies and protocols, l giving some guidance on "what to do if this happens", for example, an employee i refuses to cooperate with event investigation, or claims retaliation or other concern.

1 They commented that NRC could help by resolving allegations more quickly, noting a recent enforcement action resulting from events five years ago.

I Concerning Haddam Neck, and the number of management changes in high positions.

Mr. Opeka felt this was related to uncertainty on continued operation of the facility. They are evaluating the economics annually, and one part owner wants to shut the plant down. However, they expect to fill these positions soon.

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Nuclear Group Overview Toward the Year 2000 and Beyond

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September 1994 .

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FOCUS: TO OPERATE OUR NUCLEAR PLANTS THROUGH THE YEAR 2000 AND BEYOND.

CULTURE: ORST: Quick, Responsible. Smart, and Tough winners who use innovation and teamwork to succeed.

i OPERATIONAL EXCELLENCE OB.lECTIVES l.13e a recognized industry leader

2. Rebuild regulatory confidence
3. Improve communications and morale
4. Improve teamwork among ah five units
5. Improve our ability to conduct work successfully e

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F/jgN UtilitiesSystem The Commitment to Strengthen Our Management Team is Evident

- Team Building Sessions for Senior Management

.- Mar 1994: North Carolina

- May 1994: Connecticut.

- Oct 1994: Maine ,

  • New Facility Constructed at Northfield Mountain

- Team Building for All managers and Directors is Ongoing

- All Supervisors, Managers, and Directors Attending 3 Days of MARC Training

  • Other Elements of the Management Development Program (from Pep)

Continue in TheirImplementation

- Ted Feigenbaum is Attending the Advanced Management Program at Harvard

- Succession Planning Developed and Implemented on an On-Going Basis 1

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Our Efforts to Stay Competitive Continue

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Nuclear Reengineering

- January 1995 Start >

- Preliminary Activities are Underway  : -

- Ted Feigenbaum is the Nuclear Officer Sponsor! ['

Business Plan -

- WillInclude Remaining PEP Deliverables

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- PEP Activities will be Separately Monitored (Expenditures, Deliverables, Action Plan Validation)

  • CBLAs/ Commitment Reduction

- Millstone 1 and 3 are NEI Pilot Units

- CBLA Activity is Increasing 2

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[ - Northeast g UtilitiesSystem EjgY NU Remains Committed to Nuclear Power t

  • William B. Ellis Technical Support Building Completed
  • Movement of Support Personnel to Millstone is Complete. .

- Teamwork and Communications are Improving  :

- Increased Officer Presence

- Movement of Personnel to CY is Scheduled for Later this Year i

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[ ; Northeast hyjjjN UtilitiesSystem NU is Taking Steps to Regain Our Industry Leadership Position This Goal Figures Prominently in Our Strategic Plan Bernie Fox -INPO Board of Directors

  • Bob Busch - NEI Nuclear Economics and Fuel Supply Advisory Committee .

John Opeka - NEI Generic Issues Steering Committee Don Miller - International Workshop on Safety Culture Mario Bonaca - Severe Accident Management; PRA in the 21st Century Increased Involvement in Technical Issue Resolution Source Term Timing SBO RCP Seal Cooling Analog to Digital / Upgrades Prominent Representation on Industry Committees 4

8' Northeast F/jpg utilitiessystem Completion of PEP Action Plans as Part of the Nuclear Business Plan is Necessary to Provide the Foundation For Long-Term Success PEP Status as of September,1994 ,

. , i Series / Action Plan ' Completed / Val / n/a Completed In Progress Tot al ,

i 1 Mgmnt Practices 5 9 1 10 2 Programs / Processes 6 7 6 13 3 Performance Assessment 2 8 1 9 4 Functional Programs 1 1 1 10  ;

Total: 20 (48 % ) 31 (74 % ) 11 (26 % ) 42 (100 % )

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  1. ' i Northeast kygV UtilitiesSystem Some of Our Greatest Barriers to Success Employee Concerns and Allegations.
  • Culture ChangeInitiatives MARCTraining -

Protocol Committees Managing for Nuclear Safety Training NSCP Initiatives Development of Global Strategy 6 I

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@gygi\f UtilitiesSystem Some of Our Greatest Barriers to Success (cont'd)

Work Control and Outages .

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. Improved Planning and Scheduling ,

  • More Cooperation Among Our Five Units

- Prevailing " Do It Right the First Time" Attitude 7

I' Northeast kyjjf UtilitiesSystem Some of Our Greatest Barriers To Success  !

(cont'd) ,

t Procedure Compliance

  • Procedure Upgrade Project (PUP)

- Greater Emphasis on Common Procedures Across All Five Units

  • Simplify Selected Key Processes .

- Increased Use ofInformation Technology

  • Increased Management Emphasis i

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d a Northeast N[jjgi\f UtilitiesSystem Some of Our Greatest Barriers to Success (cont'd)

. Root Cause/ Corrective Action

. ~Self-Assessm'entManualIssued

  • Event Review Team Established

- On-going Self-Assessments 1

- New Action Item Tracking and Trending System

  • Improve Root Cause Capability

. Increase Management Emphasis f

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i FOCUS: TO OPERATE OUR NUCLEAR PLANTS THROUGH THE YEAR 2000 AND BEYOND. ,

CULTURE: ORST. Quick, Responsible. Smart, and Tough winners who use innovation and teamwork to succeed.

OPERATIONAL EXCELLENCE OB.lECTIVES

l. Be a recognized industry leader
2. Rebuild regulatory confidence
3. Improve communications and morale
4. Improve teamwork among all live nits g 5. Improve our ability to conduct work successfully

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John F.Oheka!' Executive Vice PMsid6nt:NdeleWF e

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NUCLEAR GOALS Safety - We are commitled to the safe operation of our plants. i Organizational Effectiveness - We pursue organizational effectiveness activities designed to meet shareholderexpectations.

Financial Performance - We are led to strong economic performance by achieving our safety. operational and regulatory goals.

Regulatory Performance - Our relationship wit h our regulators and oversigbt agencies is open and interactive.

Operating Performance - We optimize plant reliability and net generation by pursuing operational excellence.

Information Technology - Provide the Nuclear Organization with Information Technology in a cost-effective.casy to use, timely.

and accessible method.

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MISSION: Safe. en vironmentally sound, dependable, and economical generation of electrical energy utilizing n uclear power.

VALUES: Safety. respect for people, integrity, pr ;fessionalism. business focus and clarity. "Do it right the first time."

HEllAVIORS: 1. Think outside the box. don't assume givens.

2. Eliminate unnecessary woi .I rioritize the remainder.
3. Achieve increased levels of cooperation and trust. promote honest and open feedback.
4. Effectively managegroupchange.

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i Nuclear Group i 1995 Strategic Plan August,1994 Revision 1 l

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OPERATIONAL EXCELLENCE OBJECTIVES l l

A. Return NU to a position of leadership in the U.S. nuclear I industry. l l

l B. Rebuild regulatory confidence to allow cost effectiveness to be a high priority without our safety ethic being questioned.

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l C. Improve employee communications and morale to l the extent that all employees' comments, questions and concerns can be openly l discussed and addressed within our organization.

D. Create a high level of teamwork, cooperation and mutual support among our five nuclear units.

1 E. Design and begin to implement a comprehensive approach to improving the probability of success that nuclear employees have in carrying out their mission critical responsibilities. In particular, improve employees' ability to be successfulin areas of attention to detail and procedural compliance. This may be

! done by finding ways to make it physically or i administratively easier to perform difficult tasks l by carefully allowing for inadvertent human error within the successful completion of a task.

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CORPORATE REENGINEERING TARGETS NUstrategic objectives (by 2000):

1. Be the low-costprovider in the markets we serve.
2. Cause $1 invested in NUstock today to grow to $2.

l 3. Attract and retain innovative, flexible, and customer-responsive employees and provide an exciting, vibrant, and vital environment in which to work.

4. Achieve the highest Customer Favorability Rating in the Northeast.

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4 Table of Contents e

, Operational Excellence Objectives i Corporate Reengineering Targets ii Table of Contents iv i

Introduction - NU Nuclear Strategic Plan 1995 1 Strategic Plan 3 Safety 4 Organizational Effectiveness 5 Financial Performance 6 Regulatory Performance 7 Operating Performance 8 Information Technology 9 iV

l Introduction -- NU Nuclear Strategic Plan 1995 I Tm pleased to be sending you the revised version of our 1995 NU Nuclear Strategic plan.

Strategic planning is an essential part of an integrated planning system that is designed to achieve our Nuclear Group's focus, " Operate our plants to the year 2000 and beyond." Strategic Planning is an input into a system that helps us to translate the plansfor NU's success into actions.

Strategic planning is the process of:

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1. Identifying externalinterests, while we define the goals and values of the company.

! 2. Selecting a strategy that addresses external interests as well as the organization's goals and values, that the organization is capable ofimplementing. I 1

3. Verifying that mechanisms are in place to ensure that all components ofthe organi:ation will work together in an integrated manner to successfully implement the strategy.

Our s'.rategic plan must be aligned with our organi:ation's structure, culture, and workprocesses to be successful. Using the QRST approach, our strategic plan enables our organization to achieve our l five Operational Excellence Objectives. l l

Strategic Planningis More Than A Once A Year Exercise. j i

The formal creation of our strategic plan is only the beginning of strategic planning, and is an ongoing process. Successful implementation is essential to the strategic planning process. The greatest of plans, if not implemented are of little value. Our organization must be willing to put all of our stock in our plans to reap their rewards.

Importantly, success in business does not mean doing everything. Safety has always been and will remain our first priority. D ring times of scarce resources, we must consider the impact, quality and cost that each potential activity will have on our nuclear organization. Our strategic plan is designed to improve our performance and to help us become more cost competitive. A new form ofinnovation will be required to find ways to eliminate unnecessary work, notjust streamline the work which must be performed.

Even Though Strategic Planning is The Responsibility Of Top Management, implementation Requires Broader Participation Of The Organi:ation.

The stronger the tie between our strategic plan and middle management, the more effective the implementation of our plan. Our middle managers must carry the strategic planning message to the workforce, not merely issue fliers and make speeches. In the execution ofits operational i responsibilities, our middle management must ensure the appropriate linkage exists to our strategic objectives. Middle management is the link that witnesses early successes or failures, and can deliver that message so that real-time self corrections can be made.

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. I Our strategy must describe how the Nuclear Group will determine the best approach for NU in the future. Last year, our nuclear organization identified critical planning assumptions about changes in the nuclear industry. Additionally, seven major stakeholders were identified and their interests prioritized to give us new insights into our business. Also, a situational analysis was performed so that we could determine our organization's current situation as measured against five performance areas. This resulted in the creation of a " gap" between where we are, and where we need to be.

As always, safety is our number one consideration. Our primary objective is to operate our plants safely. Achieving regulatory confidence will not occur unless afety remains our top priority. Our next objective is ensure economic viability, now defined as a composite cost per kilowatt of < 4 cents for our nuclear units. His is the target that we need to reach or better if we are to remain competitive in the next five years. In order to accomplish this, individual units will have outage /non-outage normalized cost targets that support this composite target. Each unit will receive a unit specific target for going forward costs that includes A&G, O&M, Fuel, Capital Carrying Expenses, and associated tax costs.

Goals and high level strategies set standards for performance that range from capacity factors to capital budget targets. All ofourplants need tofind ways to work together betterfor us to be j successfulin thefuture. De marketplace is challenging us to discover synergies that we can translate into improved performance at reduced costs. Theprecise route each plant takes may be somewhat deferent, but the destinations are the same - meeting our costper kilowatt targets while accongplishing our operational excellence goals.

Dese inputs, including our " gap", were evaluated against our nuclear cornerstone, or guide documents (Vision, Mission, Expectations, Nuclear Safety Ethic). We discovered that the fundamental issues of vision, mission, and goals, as well as their accompanying values, attitudes, traditions and beliefs, were not communicated as clearly as we needed them to be. To avoid the organizational misalignments that sometimes result from ambiguity, we decided that we would rewrite and streamline these documents. The results of this effort will be communicated later this year.

Mechanisms To Ensure implemcntation Must Be in Place De development of our strategic plan is the first step of our integrated planning process. Ensuring that our strategy will actually be used, in guiding day to day operations, requires effective, clear communication, broad participation, and support from our management team, as well as inspired j "followership" from the rest of our organization. Our management systems must foster and support people to be actively engaged in implementation of our plan.

The Strategic Plan is a major undertaking that requires a significant investment oftime ifthe strategies are to have value. Please review thefollowing plan, talk about it, make it hqppen.

Success happens when hard work andpreparation meet opportunity. Make a commitment, doyour ,

part and we will reach our goal of operating through the year 2000 and beyond. l I

J.F. Opeka l l \

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Operate our nuclear plants to the year 2000 and beyond, 1995 Strategic Plan

  • HIGH-LEVEL STRATEGIES V U V U U V 1llr
4. Regulatory 5. Operating 6. Information
1. Safety 2. Organizational 3. Financial Technology Performance Performance Performance Performance i
  • New for 1995 RevWan 1 August 1994 3 -

l Onerate our nuclear olants to the year 2000 and beyond.

"We are committed to the safe operation of our plants."

1. SAFETY .

HIGH-LEVEL STRATEGIES '

1r 1r V 1.1 Maximize Nudear 1.2 Minimize Radiation 1.3 Sustam Ongoing Admbes Safety Perfonnance Exposure to Create a Safe Work  !

Erwronment TACTICAL OBJECTIVES

+ Nudear Safety Model - Radiabon Exposure Reduction Plan . Industnal Safety

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Operate our nuclear plants to the year 2000 and beyond.

"We pursue organizational effectiveness through employees who are dedicated ,

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2. Organizational Effectiveness HIGH-LEVEL STRATEGIES .

II lf V 1r if V 2.1 Sustom High 2.2 PoeMmn Nucteer 2.3 Ensure 24 Ensure Prograr9s 2 5 EftscenWyim 26

"".--a to be the Energy Communecebons and Promeses are the SelfC_ - .--

C-... .~r Provkler of Chome are Esectrve used EffectnWy Procoes TACTICAL OBJECTIVES ,

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Operate our nuclear plants to the year 2000 and beyond.

"We are led to strong economic performance by achieving our safety, operational and regulatory goals ."

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3. FINANCIAL PERFORMANCE HIGH-LEVEL '

STRATEGIES lf 1r if lf 3.1 Pursue CentJteisted Programs 3.2 Rewbres en Orgentrettoned 3.3 Mermee sie krg4erm 34 Ensur. Mutseer in RocWhis h onsor to suamed > a Rossoience io t;;. ;- _ _ _ , return en eveemient sor NN comes=m.en*=nmore P = cnen.se sarn e.n=

TACTICAL OBJECTIVES l

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l Operate our nuclear plants to the year 2000 and beyond.

"Our relationship with regulators and oversight agencies is open and interactive."

4. REGULATORY PERFORMANCE HIGH-LEVEL STRATEGIES y y y d ., im ,,s.e Re on.N ,s.nd d a ini,wr.cosenesieur di suad Caras. nee. end im,ro.s co, Enveonmeness myott and ReeseeneNp and Communice90ns C JG-.weh Roguestery weh pio NRC WaragM and industry p RoguessaryCive Enlarcoment TACTICAL OBJECTIVES

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i Operate our nuclear plants to the year 2000 and beyond.

We optimize plant reliability and net generation by pursuing operational excellence. ,

5. OPERATING PERFORMANCE HIGH-LEVEL STRATEGIES y y 5.1 Maximize Plant Cycle 5.2 Optimize Ntime Plant Capacdy Factors. Capaaty Factors l

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TACTICAL OBJECTIVES

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  • Life Cycle Management and sunrollance and maintenance requwements.  ;
    • Reliability Improvement
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Operate our nuclear plants to the year 2000 and beyonde

" Provide the Nuclear Organization with information Technology in a cost-effective , <

easy to use, timely and accessible method."

6. INFORMATION TECHNOLOGY i

HIGH-LEVEL STRATEGIES T t V I 6 3 Deploy Retsbee and 84 Supper *. Reegineervig e1 % _n. .a EsservletM 8 2 App 8yIT Routeesy to Aceveens compeme IT services Bushoes Pmtdeme Eftecnve To$no4ogy TACTICAL OBJECTIVES The eseacfefed loc 9cef obbcfm

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