ML20195E884
| ML20195E884 | |
| Person / Time | |
|---|---|
| Site: | Diablo Canyon  |
| Issue date: | 11/24/1998 |
| From: | Lochbaum D UNION OF CONCERNED SCIENTISTS |
| To: | Travers W NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO) |
| Shared Package | |
| ML20195E858 | List: |
| References | |
| 2.206, DD-99-05, DD-99-5, NUDOCS 9906140130 | |
| Download: ML20195E884 (127) | |
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UNION OF 00CKETED CONCERNED " y) MW12 P3:48 November 24,1998 Ofim <E Dr. William Travers RUL '
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Executive Director for Operations ADJUl' I4F United States Nuclear Regulatory Commission Washington, DC 20555-0001 .
SUBJECT:
PETITION PURSUANT TO 10 CFR 2.206: SAFETY CULTURE PROBLEMS AT - DIABLO CANYON UNITS 1 AND 2
Dear Dr. Travers:
On behalf of the San Luis Obispo Mothers for Peace and the Project on Liberty and the Workplace (Project LAW), the Union of Concemed Scientists (UCS) submits this petition pursuant to 10 CFR 2.206 requesting that the operating licenses for the Diablo Canyon Units 1 and 2 (docket nos. 50-275 and 50-323) in Califomia be modified to re_auire that the olant's owner have an independent contractor evaluate the facility's safety culture. UCS requests that the modified licenses require the independent contractor to momtor the safety culture until the United States Nuclear Regulatory Commission (NRC) concurs that a safety conscious work environment has been established and maintained. UCS additionally requests that an informal hearing be held near the Diablo Canyon site to examine the concems raised by this petition. Background 1 The Diablo Canyon owner revoked the security access authorizationh Neil Aihuring 1998 on the baws of psychiatric evaluations that he was not fit for duty. Specifically, ne was diagnosed by the i company's doctors as suffering from a Delusional Disorder. The access revocation removed Mr. Aiken from his duties at the nuclear plant. Mr. Aiken has filed a complaint with the United States Department of Labor (DOL) related to his employment situation. The evaluations were initiated by the Diablo Canyon licensee after Mr. Aiken conveyed his concems about the safe operation of the nuclear facility at an annual stockholders' meeting. Mr. Aiken, who was issued e senior reactor operator's license by the NRC and worked as a Shift Foreman at Diablo Canyon, had raised safety concems to the licensee, to the licensee's safety oversight committee, to the NRC, and to elected officials. Section 50.7 to Title 10 of the Code of Federal Regulations specifically prohibits nuclear plant owners from harassing and intimidating plant workers who sincerely raise safety concems. 1 EDO -- G980707 Washington Office: 1616 P Street NW Suite 310 . Washington DC 200361495 202 332 0900 . FAX: 202 3324905 Cambridge Headquarters: Two Brattle Square . Carnbndge MA 02238 9105 617-547 5552 . FAX: 617 864-9405 California Offace: 23E7 Shattuck Avenue Suite 203 . Dorkeley CA 947041567 510 843-1672 . FAX: 510-843-3785 9906140130 990312 4 PDR ADOCK 05000273 ._ O PDR
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e November 24,1998 Page 2 Several of Mr. Aiken's co-workers at Diablo Canyon have commented on Mr. Aiken's perform ace and g abilities.' Here's a representative sampling of those comments: o "Neil's honesty, integrity and professionalism outshines all others at this plant." o "Neil is a very conscientious supervisor who's only interest is the safe operation of the plant." o "He [Mr. Aiken) is probably one of the best ShiA Foreman here at DCPP [Diablo Canyon Power Plant). His ability to manage people well is hard to match." o "Neilis the kind ofperson of%-2 integrity who should lead NPG into the 21" century. He's the leadership model we should follow." O "Neil is a good supervisor. He is a very good operator concerned about doing the bestjob he can." J o "Neil's uncompromising integrity sets a good example for his co workers despite his treatment by 1
~ superiors."
. o "Neilis able a manager as I could hope to work for." 3 o "For being an excellent OPS Shift Foreman, Neil knows what is right and what isn't."
o "He [Mr. Aiken) is very knowledgeable in hisjob and always has the safety of his personnel and the plant in mind when making decisions." The psychiatric determinations were based largely on Mr. Aiken's assertions, both in the documents he had prepared and in his oral remarks, that his safety concems had not been properly resolved by the licensee, and, to a lesser extent, by the NRC. Without affirming or refuting the validity of the psychiatric evaluations, it appears that a number of Mr. Aiken's co-workers at Diablo Canyon felt that his actions were exemplary and his intentions honorable. He is apparently highly regarded by these peers for his integrity andjob knowledge. The Petitioners are concemed that these, and other, workers at Diablo Canyon have viewed the licensee's actions against Mr. Aiken as a clear sign of the treatment afforded those raising safety issues. Such a
" chilling effect" has obvious negative safety implications and cannot be tolerated. Nuclear plant workers must feel free to raise safety concems without fear of retaliatoiy psychiatric evaluations and other forms ofintimidation. Workers at Diablo Canyon may feel restrained from expressing safety concems based on ;
their perceptions of Mr. Aiken's efforts and the company's reaction. The Petitioners are additionally concemed because Mr. Aiken's situation may not be an isolated one at Diablo Canyon. Another worker filed a complaint with the DOL that was recently settled.' It is our , understanding that this case also involved charges of harassment and intimidation of a worker raising ) safety issues. It is possible that the perception by workers at Diablo Canyon of the company's treatment of Mr. Aiken and Mr. Jones is an obstacle to their free and open expression of safety issues.
- In October 1996, the NRC ordered the owner of the Millstone facility in Connecticut to develop and implement a comprehensive plan for review and disposition of safety issues raised by plant workers. The NRC order additionally required that Millstone's owners have an independent contractor essess that
. facility's safety culture and monitor the implementation of the employee concems program.'In June l l
' " Pride Program - Nuclear Power Generation / Voting Period: May 1,1998 to June 30,1998." l
' Jones v. Pac (#c Gas & Electric Co.,97 ERA-3 (ARB November 4,1998)
- Nuclear Regulatory Comnussion," Order Requiring Independent, Third-Patty Oversight of Northeast Nuclear Energy Company's implementation of Resolution of Millstone Station Employees' Safety Concems," October 24, 1996.
t,
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t November 24,1998 . Page 3 1998, the NRC ordered the owner of the South Texas Project facility in Texas to have an independent contractor conduct periodic cultural assessments.' The NRC issued these orders to ensure that these nuclear facilities were operated with a safety-conscious work environment. He potential " chilling effect" introduced at Diablo Canyon by the treatment of Mr. Aiken and Mr. Jones , clearly warrants comparable measures by the NRC to protect public health and safety. j Basis for Requested Action The San Luis Obispo Mothers for Peace are a non-profit group that has been actively involved in legal proceedings regarding safety at Diablo Canyon for over 25 years. Representing members of our ' community and throughout Califomia, we have brought safety concems oflicensing, construction, operating, and radioactive waste storage before the NRC, the Califomia Public Utilities Commission, the Califomia State Water Board and elected officials at the local, state, and national level. As residents of San Luis Obispo living in close proximity to the Diablo Canyon plant, Mothers for Peace fear that the treatment of Mr. Aiken by the plant's owner, the " independent" Safety Committee, and the NRC reduces safety levels at Diablo Canyon and inhibits any further disclosure of safety concems by other employees. Project LAW is a public-interest law firm devoted to protecting the civil rights and civil liberties of individuals and community groups against threats from govemment and corporate institutions. Project , Law is counsel for Mr. Aiken. l UCS is a non-profit, public-interest organization with members across the United States, including , Califomia. UCS has an office in Berkeley, Califomia. Ure monitors performance at nuclear power plants in the United States against safety regulations promulgated by the NRC to protect the public and l plant workers. When real or potential erosion of mandated safety margins is detected, UCS engages the NRC, the media, and other authorities to resolve the' safety concems. The Petitioners are concemed about the clear indications that the safety culture at the Diablo Canyon nuclear plant is not conducive to employee's raising safety issues freely without fear of retaliation. The I requested actions would ascertain whether a proper safety culture exists at Diablo Canyon, and , if that is not the case, provide the licensee and the NRC with the information needed to deal with any problems. ' Requested Actions The Petitioners request that the NRC modify the operating licenses for Diablo Canyon Units 1 and 2 to require the licensee to have an independent contractor evaluate the safety culture at the facility. The scope of the requested independent assessment need not be as comprehensive as that performed at Millstone, but should be more extensive than that specified at the South Texas Project. The independent contractor should survey a majority of plant workers regarding their opinions on the safety-conscious work environment, or lack thereof, at the facility. These surveys should permit potential problem areas, by department or section, to be identified if any exist. The Petitioners additionally request that the modified licent .s require that the independent contractor monitor the facility's safety culture until the ,
- Nuclear Regulatory Commission," Confirmatory Order Modifying License (effective immediatch) and Exercise of Discretion," EA 97 341, June 9,1998.
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F November 24,1998 Page 4 NRC concurs that the plant's owner has established and maintained a safety-conscious work environment.. - The Petitioners respectfully request an informal heanns on this petition to present new information on the safety culture at Diablo Canyon. 'Ihis new information will include, but not be limited to, a
. discussion of the effect Mr. Aiken's treatment may be having on workers at the facility.
Sincerely,
)
}N David A.Locht um Nuclear Safety Engineer Union ofConcemed Scientists cc: Rochelle Becker, Mothers for Peace Sarah Levin and Robert Seldon, Project LAW
Fcbruary 17, 1999 Mr. David A. Lochbaum
' ' ~ ~
" Union of C:ncemed Scientists 1616 P Street, N.W., Suite 310 Washington, D.C. 20036-1495
Dear Mr. Lochbaum:
The NRC, in our acknowleogment letter dated December 30,1998, informed you about a public meeting that was held on January 15,1999 near the Diablo Canyon Nuclear Power Plant site where the scope and results of the safety culture survey performed by Synergy, Inc. were discussed. We also informed you that at the end of the meeting we would give members of the public an opportunity to provide comments on the information presented during the meeting. Enclosed is the meeting summary from that meeting, which includes the licensee's presentation, culture survey results, and the meeting transcript. If you have any questions, please contact me at (301) 415-1313. Sincerely, Original Signed By Steven D. Bloom, Project Manager Project Directorate IV-2 Division of Licensing Project Management Office of Nuclear Reactor Regulation Docket Nos. 50-275 QLSTRIBUTION: (w/ enclosure) and 50-323 Docket l PUBLIC l
Enclosure:
Meeting Summary dated January 29,1039 PDIV-2 Reading w/ attachments JZwolinski ; WBateman j cc w/o encl: See next page SBloom DISTRIBUTION: (w/o enclosure) EPeyton OPA ACRS JGoldberg, OGC OGC OCA LSmith, Region IV NRR Mail Room (EDO-980707) KBrockman, Region IV Wiravers . MKnapp FMiraglia PNorry JBlaha SBums JLieberman, OE EMerschoff, Region IV KCyr, OGC SCollins/RZimmerman MBoyle (E-mail MLB4) RSubbarathnami Document Name: MTGSUMLO.WPD OFC WlV-2 PDIV-2 NAME fiE)Ym M DATE f2 /1~} /99 2 /l'I /99 OFFICIAL RECORD COPY
- u Mr. David A. Lochbaum February 17, 1999 cc w/o encl:
NRC Resident inspector Regional Administrator, Region IV Diablo Canyon Nuclear Power Plant U.S. Nuclear Regulatory Commission ' clo U.S. Nuclear Regulatory Commission Harris Tower & Pavillion P. O. Box 369 611 Ryan Plaza Drive, Suite 400 Avila Beach, Califomia 93424 Mington, Texas 76011-8064 Dr. Richard Ferguson, Energy Chair Christopher J. Wamer, Esq. Sierra Club Califomia Pacific Gas & Electric Company 110011th Street, Suite 311' Post Office Box 7442 Sacramento,Califomia 95814 San Francisco, Califomia 94120 Ms. Nancy Culver Mr. David H. Oatley, Vice President San Luis Obispo Diablo Canyon Operations and Mothers for Peace Plant Manager P. O. Box 164 Diablo Canyon Nuclear Power Plant Pismo Beach, Califomia 93448 P.O. Box 3 Avila Beach, Califomia 93424 Chairman San Luis Obispo County Board of Telegram-Tribune Supervisors ATTN: Managing Editor Room 370 1321 Johnson Avenue County Govemment Center . P.O. Box 112 San Luis Obispo, Califomia 93408 San Luis Obispo, Califomia 93406 Mr. Truman Bums Mr. Gregory M. Rueger Mr. Robert Kinosian . SeniorVice President and Califomia Public Utilities Commission General Manager 505 Van Ness, Room 4102 Pacific Gas and Electric Company San Francisco, Califomia C4102 Diablo Canyon Nuclear Power Plant P.O. Box 3 Avila Beach, Califomia 93424 Mr. Steve Hsu Radiologic Health Branch State Department of Health Services Post Office Box 942732 Sacramento, Califomia 94232 Diablo Canyon independent Safety Committee ATTN: Robert R. Wellington, Esq. Legal Counsel 857 Cass Street, Suite D Monterey, Califomia 93940
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l p* * * ' 8%g UNITED STATES O t NUCLEAR REGULATORY COMMISSION
- o g y REGloN IV i
pj 611 RYAN PLAZA DRIVE, Su!TE 400 ARLINGTON, TEXAS 76011-6064 JAN 2 91999 Gregory M. Rueger, Senior Vice President and General Manager Nuclear Power Generation Bus. Unit Pacific Gas and Electric Company Nuclear Power Generation, B32 77 Beale Street,32nd Floor P.O. Box 770000 San Francisco, California 94177
SUBJECT:
DIABLO CANYON SAFETY CULTURE SUhVEY RESULTS MEETING
Dear Mr. Rueger:
This refers to the meeting conducted at the Embassy Suites in San Luis Obispo on January 15, 1999. Meeting attendees are listed in Enclosure 1. At this meeting your staff presented the results of your safety culture survey. The survey addressed identification and resolution of problems, management influence, the employee concerns program, willingness to bring problems forward, personal experience, and the nuclear safety culture. Your presentation ; slides and the summary of the safety culture survey that you provided are being docketed as l Enclosures 2 and 3, respectively. l We found the discussions informative and noted that, overall, your consultant determined that the safety culture at the Diablo Canyon facility was about average. We understand that, as a result of the survey, you recognize that employee morale is a significarst issue in specific ) pockets of the organization, such as Operations and NSSS Maintenance. J Following the meeting with your staff, the NRC answered press questions and comments were solicited from the general public. Because of widespread interest in the safety culture at the Diablo Canyon facility, the meeting with your staff and the related questions and comments from the public were transcribed and are included as Enclosure 4. Both positive and negative comments were received from the public. Some major concerns expressed by the public were related to the belief that a chilling environment exists at the Diablo Canyon facility, which may have affected the survey results. Based on consideration of the inherent dangers associated with nuclear technology, some members of the public questioned the wisdom of cost-cutting measures caused by deregulation, such as increasing on-line maintenance to shorten outages. Other members of the public were encouraged that the PG&E management was trying to address the findings of the cultural survey and believed that your staff would be successful. n.-.....- , . . - - - - -- - - - - - j
.-. u Pacific Gas and Electric Company We understand that you will be taking actions to address the findings of the safety culture survey and look forward to receiving your proposed corrective action plans on April 19,1999.
In accordance with Section 2.790 of the NRC's " Rules of Practice,* Part 2, Title 10, Code of Federal Regulations, a copy of this letter will be placed in the NRC's Public Document Room. Should you have any questions concoming this matter, we will be pleased to discuss them with you. Sincerely, en E. Br an irector Division of Reactor Projects Docket Nos.: 50-275 50-323 License Nos.: DPR 80 DPR 82
Enclosures:
- 1. Attendance List
- 2. Licensee Presentation
- 3. Culture Survey Results
- 4. Meeting Transcript cc w/ enclosures:
Dr. Richard Ferguson Energy Chair Sierra Club California 1100 lith Street, Suite 311 Sacramento, California 95814 Ms. Nancy Culver San Luis Obispo Mothers for Peace P.O. Box 164
- Pismo Seach, California 93448 Chairman San Luis Obispo County Board of Supervisors Room 370 ' .
County Government Center San Luis Obispo, California 93408 t
.. _ - - . . ~ . .
t
v r 1 Pacific Gas and Electric Company Mr. Truman Bums \Mr. Robert Kinosian Caldomia Public Utilities Commission I 505 Van Ness, Rm. 4102 San Francisco, California 94102 j Robert R. Wellington, Esq. ! Legal Counsel- . Diablo Canyon Independent Safety Committee ! 857 Cass Street, Suite D ! Monterey, Califomia 93940 i Mr. Steve Hsu l Radiologic Health Branch . State Department of Health Services , P.O. Box 942732 Sacramento,Califomia 94234 ! Christopher J. Warner, Esq. , ; Pacific Gas and Electric Company ; P.O. Box 7442 l San Francisco, California 94120 David H. Oatley, Vice President i Diablo Canyon Operations and Plant Manager Diablo Canyon Nuclear Power Plant P.O. Box 3 Avila Beach, Califomia 93424 Managing Editor Telegram Tribune 1321 Johnson Avenue P.O. Box 112 San Luis Obispo, California 93406 Robert A. Laurie Commissioner Cal;fornia Energy Commission 1516 Ninth Street (MS 31) Sacramento,CA 95814 Bechtel Power Corporation ATTN: Attheia Wyche Mail Stop 781 9801 Washington Blvd. .
' ..Gaithersburg, MD 20878
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i Enclosure 1 Attendance List 1 I
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Diablo Canyon Power Plant Comprehensive Cultural Assessment Executive Sumniary December,1998
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) e - l Comprehensive Cultural Assessment -
l Diablo Canyon Power Plant, December 1998 Contents Inst
- 1. Scope & Objectives of the Assessment 3 II. Noteworthy initial Enviramneraal Mh 4 111. Methodology ,
A. Overview 6 B. CulanalModels 7 C. AnalyticalTechniques 9 D. AdditionalComparisons 10 . IV. Assessment Resuhs l [A, Response to the Surwy 31 l B. Summary of P=;= r to the Interviews & Questicmnaire 12 C. Nuclear Safety Culture Trends & Industry Comparison 14 D. CuhuralDimensionTrends 16 l E. Analysis ofPotential for Chilled Working Em;.-. ; 19
' -Analysis orindividual Willingness to Take Appropriate Action 21 Demographic Trends 22
.eReistive Organizational Trends 23 V. Suggestions for Continuous Improvemers 28 VI. Conclusions 33 VI. Summary ofinformation in the Appendices 37 Appendices 42 LLM A Ilv I 4JLyk iss ! ES F.Afr*.
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Comprehensive Csaltural Assessement Diablo Canyon Power Plant. December 1998 i EXECUTWE
SUMMARY
l I. Scope & Objectives of the Assesassent Consimern with the Paci6c Gas & Elecarie Company (PG&E) semagy for contmuous improvemers, I scruor managemern of the Nucient Power Generation youp (NPG) commissioned SYNERGY to . i independernly charactarine and re-baseline the organizational culture at the Diablo Canyon Power Plant (DCPP), includag the environrnant Air addressing employee concerns. SYNERGY's
- experience includes having performed over fifty airailar assessments covering more than twenty-Ove nuclear fadlities and corporate locations '
A key objective was to con 6 dentally asvey employees at DCPP using the combined techniques of i a wrnten quemionnaire and unerven These feedback mechanisms and reviews of sekicted documemauon provided the basis for undermandaig-
> Charasseristic cukural valusa, behaviors and pradoes that have shaped and self.
i renforced the DCPP organnation's Wi% infrastructure and environment for both ' nuclear safery and general business perforr.unae; Employee erniudes and percepoons of the effectrveness ofthe Employee Concerns Program (ECP) and related procmases,
> General cuhural, environmersal or programmaric areas that may have an irner. '
dependem relationalup with the Nuclear Safety Cuhure (NSC),
> General applied leadership, management and supervisory characteristics having a bearing on cuhure andF .66,.ance; and
> Oppommities for further orgamzational development.
This summary documents the methodology, resuhs, recommendations and conclusions applicable to these areas of the Assessment. The scope of the survey was comprehensive in nature and also induded an assessment of.
> DCPP's application of Facilitative Leadership prmeiples; and Special topics ofirmerest, e.g., the etfactivmess of censin recent orgamzational changes.
These areas are reponed separmely from this msnmary
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Comprehensive Cultural Assessement
- Diablo Canyon Power Plant, December 1998 a- $
i II. Noteworthy initial Environmental Conditions i The Survey questionnaire was adminimered in October 1998 and the employee imerviews were conducsed m early November 1998. The following noteworthy environmersal condaians were found to amis at DCPP duririg this time panod o ne Stase ofCalifornia d LMiy de eegulation errvimamos rarnained a significam uncertainty i relative to the future astus ofDCPP and perianal implications to PG&E 'c, { his general sination was macertmed by the then pending Proposition 9 referendum (November 1998) which had a neerur-term potential to adversely isupact PG&E's ability to recover capital costs in preparution for the deregulated i environment As part ofPG&E's changing business emphasia/lbeus on the delivery ofenergy, the Company had recendy sold (or was in the process of aalling) all its generating assets with the exception of the nuclear facilities. o PG&E's stratagy for becoming more competitive included onpasing approximately 3200 million dollars for cost svings. These savings were to be derived through. Dowr. sizing the workforce: Approximately 500 employos positions had been recently eliminated. Most had accepted airvarance packagen, though some had reired or been terminated The DCPP staffing targets were ast a approximately 1.300. Increasing revenue by reducing refueling outages to no more than 30 days and by reducing the and outage costs to emund $30 million dollars; hence, the 30-30 plan This part ofthe strategy also included maintaining high capacity facsors Consolidating personnel A small number of E..i _ing and technical personnel - had been recently relocated from the Company's San Francisco offices to the DCPP site Most either declined to relocese and ternunated their employment or accepted positions with ALTRANS, a w.+.r.y with a preferred technical services a6reement with PG&E ; o Actions assocmed with positioning for a more compaitive business environmers were resuhing in- ' General orgardhi re.alignmenta (and middle-management changes) and the need for bumness units to adjus to budgetary and suffing reductions. Changen in business processes, most nombiy, the transition ofmaimenance activities imo the Asses Teams (muhi<liaciplined teams responsible for specific assets and , associated hardware.) o Dere was a change in arte senior managemem with the appointmem of a new Vice PresidentfPlam Manager (intamal promouon) Page 4
- C:mprehensiva Cultural Assenstneet Diablo Canyon Power Plant. December 1998 e Management had recently taken acsion to remove a shiR foreman from duty (without access i
authorustion) as a rundt of the Company's 6tness.for duty datarmination. This maion was { creating an adverse reaction by many in the workfonx, in panicular, by employees in the Operations departmem This action also created an adverse rection from the Maintenance depanment , e Managers and mipervisors had taken/were ranking the course " Managing for Nuclear Safety" whic.h emphasizes the impanance of nuclear safety, leadership's role in assuring a safety conscious work environment and spacine behaviors that promote good employee relations.
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- Comipreheasive Cultural Assessment
- Diablo Canyon Power Plant, December 1998 III. Methodology A. cu. 4W SYNERGY's anproach relies heavily upon obtaining employee. input as a measure of the values, behaviors and practices that have shaped the culture and p' ...snoe and to solicit ideas for coruinuous improwment SYNERGY's reemrch indicates the employee setnudes and perceptions, ,
and their evaluations of the effectiveness of key processes are important barommers of Eaure { performance sends i A comprehensive quemionnaire developed by SYNERGY was used to mswy the workforce. All - site employees were afforded the opportunity to respond to the Survey. Generally, the responderas i cornplaed the questionnaire anonymously during group rnestings; however, opportunities were , offered at the indrviduals' discretion to take the Survey at differum times or locations. In enher l case, the completed forms were mailed directly to SYNERGY. The muhiple-choice questionnaire format provided an expanded nie=h== of informauon from which to hase statimical analyses and to draw more precise inferaxus beyond what is possible through inerview-based assessmeras alone. The quesionnaire also included six questions that provided d opportunity for wrne-in comments. The write in comrnents provided an opponunity to erther further explain earlier responses or to add input in areas that may not have been adequessly covered ' To assist SYNERGY in intarpreting the response data, various demogmphic and organisational information was requemed but not requrred; e.g. positions, workar categones, years of service and orgamzstional affiliation. The %. .e4;os oforganizational affiliation at the Officer level / Major Functional Orgamzation (e 3. Nuclear Generation, Nuclear Technical Services, Nuclear Quality Services, Nuclear Busmess Unit), the Manager level Organization (e.g., Operations Services, Mai'senance Services, Engine; ring Savices) and the Director bel Orgaruzarion (e.g. the Pd-'ian Protection organization within Operations Services) provided improved capability to isolate specific orgaruzational strengths & problem areas and to examine specific cuhural relationslups within the comext of potenual change opportunities. Approximately nine hundred and eighty (980) employees and comractors responded to the survey, xrmitting the desned insights ituo demographic and orgamzational trends beerviews were held with a represernative cross section of approximately forty-five (45) employees at DCPP. The in.crviews enabled prohmg ofcause-effect relationships of selected feedback. Together, the imerview process and questionnaue were w.p;eT.sntary in enablishing a high degree of confidence that importare issues were probed and idersified as these apply to specific sub-orgamzations _ , - .. _ e _. _. Page 6
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ComprebemaiveCultural Anaessment Diablo Canyon Power Plant, December 1998 i R. Cettural Models: l ne interviews and quemionnant were based upon cuhural and leadership models developed by SYNERGY. These models are focused on the Nuclear Safety Cuhure (NSC), the General Culture and Work Environment (GCWE) and 1.Andership, Management and Supervisory (LMS) performance Each model is sutslivided into a number of Dimensions, which are characserized through Attributes that denne strorig suhures and proven LMS skills. These Dimensions and . Attributes were explored in detail tlanugh the questioimaire and interviews The five Nuclear , Safety Cuhure Dimensions and an abridged set of Astributas are presented in Table m.l. ) TaWeIILI NeelaarSafety Chisure' (Five Danessions wish Abrished Aartuess) VA LUES & PRIORITIES - widely held more beisefs, assaudes and inanusons; eg., , Nuclear anfey the Erst mul over.ciding pnarny, samanous unprovement through pro- ; amve astf.essessmaat, sec. BEHAVIORS - aggreene of-- - J desnod i amous, rummons and insmenoms: e.g., Self crruomi and quamosuus ammains, causervanw and well balmsosd '---- A. - ' t enc. PRACTICES & FERFORMANCE.dI=wmeth5ds ofdoiss busasss; e.g., . ! Effinaw aligmasat and allocation of resources is proportion to sigm6 mace and needs; l effectrw work proossus and prugrassaanc elemera sciudag the ecmative acuan program, self assessman, work mostrot, operstag espenanas, ancorporation ofindustry best practicas, safety analysis and revww, con 5suranos aumwol; operm romarsonance and reedifwasian in accordance wnh liosammg and design bases ac. WILUNGNESS TO PURSUE NUCIEAR SAFETY CONCERNS. the overall cJimate and effectivences in addnsreg poamual nuclear safay concems; e.g., Absence of bamers that impaa tir abilny to identify and passe resokaion, arong managemes and supomsory s9 port, sensarvity and responseveness, ac. EMPLDYEE CONCERNS PROCESS - saployee con 6dmus in ahurnerive avsnues for concams runolution, ca., Visibilsey and sukural w= user frundlyl track rumord of responsivences and effective soluunas,sec. SYNERGY evaluated the GCWE to explore any irner dependern reistionships with the Nuclear Safay Cuhure ne arucnare of the General Culture and Work Environmern model (shown in Table m.2) includes four Dimensions and parallels that of the Nuclear Safety Culture model. Page 7
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, Cemprehensive Cultural Assessament .
l Diablo Canyon Power Plant, December 1998 Table HL2 General Cohnre & Week Envirossent* (Four Dmummians with Abndged Amribiams) VALUES & PRIORIT1ES widely held sors belid, ammutes and irah; e4., Ana==== w dands, mive to myreve , ' - - . focus an snesuas ganaralbusames objaaves, prosmauss workfans involvensat, sa:. BEHAVIORS - asyngne doensnanly deaimd naams, manies and inseranians; ca., , Tennework. -=h and feedback, & sec. FRACTICES & FERFORMANCE. seddished mushads ddams bummens; e.s, Manassument dynonhas and renoms allombem; work managunes and anagel, tec6msel sening, invessessa to develop enhamed empebikties and emais, sec. WORK ENYUtONMENT- she overall sismate webin the workpime; e4., Goamal,. ,,,,,L, rainians;suf pbymentenvuumnus,ovmalljob W and snornia,anc. Annbutes from SYNERGY's comprehensive LMS model were evahasted to improve understanding of poternial LMS driven amuse efrea relationships with either the NSC or the OCWE. The LMS model has three Dimensions as shown in Tatdo E1.3. - l Table EL3 Landership, Managensat & Sepervision' (Three Dunsassons with Abekleed Asminass) IIADERSHIP PERFORMANCE.eseddu6ang duuman,shamas peepic and reamess, " - motivaung andinspiring:e4., 1 Esm6tahms, eennammestes and rumsfortsag Vaias, mandards and via and pnanues, walksgee<nik, me. BUSINESS MANAGEMENT PERFORMANCE -assngue dactivities focused on anlerly and ef5cient maangemsa dahe buseums; es, , Pleasung, mam6ag c6 sage, budgang. mafEng, amarol and ,,, " "ving, ac. 1 PERSONNEL MANAGEMENT & DEVELOPMENT PERFORMANCE. l ensbishes the envrammsat and incorpannas apprapnme h' , -
-_ ' rnsthods to l anrea, vuesan and develop human rumources that are mauvased nad espable; e.g., .
Estabhslung as movnenramt d rmnual respect and inst; condung and mentoring, empowermeat, persaumel A..c.ae m - ;. me. Common questions were utilized in exercising the LMS and GCWE W. but die responses to ! these questions were aggrugated differern.ly to gain specific insiglas Pase8
. Comprebensive Cultural Aasenaunant Diablo Canyon Power Plant, December 1998 C. Analytical Techsignes:
1 The quazionnaire (see Appendra A) included 37 mukiplechoice quemions with 204 total sut>.perts i that explored the Drmensions of the Nuclear Safety Cuhurs (NSC), General Cuhure and Work Enviror. ment (GCWE) and landership, Management and Supervisory (LMS) models. There slao l were six opportunities to provide write in cannmenta The mukiples:hoice questions were generally designed as " positive" matamerns to which the l responderns rated their degree of agriernent or disagreement A number of questions asked for ratings of " adequacy" ofan area ofperformance or the environment. . The following response sunles were utilimad: Fully agree (5) Strangly agree (4) Generally agree (3) Disagree (2) Strongly disagree (1) j and - Excellent (5) Very good (4) Adequae(3) Lasuhan adequate (2) Inadequate (1) Thus, the response scalen were asymmesric and anchored about a raunerical mid point of "3", with means greater than or equal to 3.00 representing either a " positive or adeques" response / rating and ; less than 3.00 representing cither a " negative or 'z 9 #madequate" response / rating. SYNERGY computed the response distributions, means and standard deviations by Functional Organizations at three nevels (i.e., Officer level, manager level, and Director level organizations), ' worker categories, employee positions and years of service for each question and for the set of questions that make up each of the Dimensions. The Dimensions provided a means of consolidating the analysis and taking a broader view of the collective feedback. Composite Cultural Indicators (CCl) for the NSC, GCWE and LMS were calculated by weighting each Dimension in the i giive cuhural models. j 1 The analysis looked beyond statistical means to idemify any skewing af the employee i ycs.se data towards m...w , particularly for the " negative" side of the response distributions. Negative responses represent the summation of " disagree (2)" and "strongly disagree (1)" or " leas-than-adequate (2)" and " inadequate (1)" responses, in accordance with the above five point response scales. While an orsmization's mean may appear in an acceptable range, e.g greater than or equal to 3.00, high percentages of negative responses provide an indication of stratification or negative " pockets"(arbitrarily defined as greater than a 15% negative response rate for a NSC Dimension and as greater than a 20% negative response rate for a GCWE or LMS Dimension). Such locales may require further validauan or specul snention to correct underlying weaknesses er to fully engage the employens Complementing the Dimensional analyses, SYNERGY evaluated six specific " areas ofinquiry" derived from the Survey and/or interviews, IdentificatiorvResolution, Management influence, the
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, ConsprehensrveCultural Assessanent -
l Diablo Canyon Posr Plant, Dommber 1998 ! l Employee Conarns Program, Personal Egerience and overall ratings of the NSC (each described in Section Vil). These arums have bem conssently probed in each of SYNERGY's Nucasar Safury Cukwe assessenants, yielding a signi5 cant database ofindustry information in addition to providing internal trending and benchmarking capability with aussear utilities, these data are weighted and combined within an Integrated Performana Indicator (IPI) that has been correlated (as a leading indicator) to future performana trunds. D. Additiemal Cr;-i z At NPG management's roguest, SYNERGY reviewed infonassion from a Safety Culture Amessment perfonned for PGAE/NPG by another consuking firm in early 1997. The purpose of I this review was to desarmine whatbar sneeningful trending infonastion could be obtained. Subject to the application of appropriate 4===== so reosca surwy differences (eg, in question content, rating scales, etc.), the development of meaningful, qualitative trendag information was found to be feasible. The resuhs of this comparison are preseted in Appendiz 1. ; i 4 9 Snaw unutwwsv X~.55 Page 10
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l Comprehensive Cultural Assessment Diablo Canyon Power Plam, December 1998 IV. Assenment Results A. Response to the Survey: ; The overall response rate of 62% (refer to Table IV.1) was acceptably large to draw necessary l conclusions Organizational affiliation was provided by approximately 54% of the respondents, i thereby permitting meaningful " pocket analysis for most organizations. Table IV.I ' Servey Response l Tots! No. Number of Employees & Employees A Response Comrassors Contramors Rate Respondina 1.584 979 61.5 % If one assumes a random response pattern, then the site response rate is sufficient to estimate I results with greater than a 95% confidence with less than a 5% margin of error (referred to as a 95/5). For Officer level / Major Functional Organizations; response rates ranged from a low of 47% to a high of 87%, providing over a 95/5 confidence levsVmargin of error for three of the four Major Functional Organizations. The Nuclear Business Unit organization was the exception. having an estimated 80/5 confidence leveUmargin of error. For the Manager leveU Functional Organizations, response rates ranged from a low of 37% to a high of 64%, providing between a 95/5 and 80/5 cordidence leveUmargin ofervor. Key organizations at this level (i.e., Operations , Services, Maintenance Services, and Engineering fA:rvices) had sufficient response rates to prov.de a 95/5 confidence lev Umargin of error. Generally, the confidence levels for the smaller units are lower. For the Director level organizations, response rates ranged from a low of 0% to a high of 90%. Most of these crgamzations are estimated as having between 80/10 and 75/10 confidence levels / margins of error. Response rates from the following Director level organizations were too low to allow any meaningful organization-specific conclusions to be drawn: E.. w.cy, Planning, Project Managemem, and Business Plarming. Similarly, seven *other" categories were also bpp.4 from further organization-specific analysis. All inputs were included in appropriate " roll up" categories Pageti
." CesaprehensiveCultural Assessment -
Diablo Canyon Power Plant December 1998 k
- 3. Searnary of Respesses to the laterviours & Questionnairst The resporaes to the highest and lowem rated muhiplechoice quenions, the most frequently cited write-in comments and tia interview issues and themes provide significant insight into areas of relative avength and oppornmity Generally, the most positiw responses are associated with the NSC, while the lean positive responses are asociated with the OCWE and L.MS. The responses to selected highest and lowest rated rundtipio. choice questions are summariand in Appendix C. Over 1700 write-in comments were estagorized to determine the frequency disenbutions provided in Appendix D. The interview issues and themes are summariand in i Appendix E. These issues and themes and the write in comrnents av very consinent with the .
Surwy responses. OrmuusationalStrengthr: it is clear from the positive responses to the Surwy that a high fracsion ofemployees (positin response pererstage abews in 7 " x):
- 1. Feel a responsibility to identify potential nuclear safety concerns and write Action Requests (96.1%), would inform their supervision (98.3%) and would feal supportad for having done so (93.5%). Ifnot satisfied, employees would tais the concerns further up the management chais (88.6%). .
- 2. Believe that nuclear safety is the first and over-riding priority at DCPP (90.5%) and that behaviors and practices are consistent with this priority (90.1%).
- 3. Believe that the DCPP plam is operated, maintained, and modified in wcordance with licensing and danign basis requirements (97.7%).
4 Believe that -Wans and standards for nuclear safety performance are adequately communicated in general scross the site (94.7%) and specifically as thee apply to people's jobs (95.0%). 5. Are confident in their ability to do their current job well(98.1%). They perceive that their work group sinves to improve performance (95.2%) and identifies its own problems (93.5%). Also, they believe that they are held appropriately accountable for performance by their supervision (90.7%). 6 Feel their peers are generally quality consciousness & pay attention to details (%.2%), are self-critical and have questioning attitudes (9.4.8%), and adhers with procedural requirements as a means of assuring nuclear safety (90.8%). 7 Do not perceive the p@ ofincreasing their workload (93.6%) or of adverse.ly aNecting schedule / missing goals (95.3%) as barriers currently afecting willingness to identify and pursue resolution of a potential NS issue. The ===*ed values, behaviors and practices are unquestionably helping to sustain DCPP's nuclear safety paformance. u m i.m .u, .n .... ..u n ., Page 12
Comprehensive Cultural Assessment Diablo Canyon Power Plant December 1998 l l Orromrorsonal Gooorrumroer The less positive responses suggest a need to address certain general business practices, and leadership, management and supervisory skills and performance that may represent precursors that could potentially have an advme impact on cominued performance improvement. In particular, some employees (negative response percentages shown in parentheses)- I Perceive opportunities to improve the work environment by generally treating everyone wnh greater dignity, trum and respect (32.4%) and by having more managers deal in a straightforwud, honest and truthful manner (36.4%). These perceptions are likely related to some employees' comfort level (lack) in voicing general opinions and ideas (34.2%) and feelings that some managers have not managed conflicts and disagreements effectively (35.4%), have not responded to employee relations issues consistently and fairly (32.1%) and have not buik people's pride, self esteem and commitment to the organization adequately (45.5%). Additionally, sorne believe that DCPP has not implemented employee discipline policies effecti ely (47.9%). 2 Believe that managers and supervisors need to improve their coaching ofemployees to enhance employee development (45.5%) and to facilhate clear thinking, honest comer.unication and creative problem solving (39.8%). 3 . Feel that their performance and accomplishmems are not recognized sufficiently (30.7%) and are not appropriesely linked so individual compensation adequately (45.5%) These feelings are related to perceptions that DCPP does not have an effective performance appraisal process (53.7%) or effective rewards programs (38.2%) and that some managers and supervisors are not appropriately recognizing and rewarding achievement in general (37.1%). 4 Believe that DCPP needs to become more effective in planning and implementing changes in the way we do busineu (37.2%), and that managemem and supervision needs to obtain greater employee input, buy-in and ownership up-front before implememing significant changes (50.1%). This is r:1sted to perceptions that managers need to demonstrate that they genuinely care about how people feel about their involvement and contributions (416%), need to provide more meaningful opportunities for involvemem and contributions (36 9%), and need to give those closest to the work, appropriate decision-making authenty (36.9%). 5 Perceive that the senior management team needs to be more visible & accessible (37.9%), and to set a more posrtive example by " walking t.he talk"(38.5%). 6 Feel that managemem and supervision needs to communicate more effectively regarding the future of DCPP (38.3%), to provide a clearer map of the road ahead and how goals , and objectives will be achieved (39.7%), and to iden:ify and remove barriers that adversely impact work (35.7%) 7 Have deciming job satisfaction and morale, based upor. factors such as growth opportenities, rewards, and having a professional working environment (38% vs 28.5% a year ago)
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r l - , . Counprebemive Cultural Assessment . Diablo Canyon Power Plant, December 1998 l C Nuclear Safety Calten Trends a ledestry Comparines l Int.- udPerformams 1.'~~ar(IP1) The composite 1998 Nuclamr Safety Cahure IPI ruting for DCPP is 3.47, which is in the " average to good" range. This cor=r -erating places DCPP near the middle (51" percentile) of the nuclear industry plants surveyed by SYNERGY'. 1 The " rear view mirror" reting' of the 1997 NSC-IPI for DCPP is 3.44. Accordmgly. using this l method, the trend line for 1997-1998 is determined to be man-einlly Sat. This " steady" trend ! was con 5rmed through a comparative analysis of data (as adjusted) hom a survey performed by another consuhant is enriy 1997.' Based on SYNERGY's superianos, the relatively standy NSC indiostors at DCPP suggest that additional positive action will be required to achieve improvement in the NSC over the next 12-18 months. NSC IP! ratings are presented for each of DCPP's four 05ioer level / Major Functional Organizations in Table IV.2.
. . Table W.2 - '
NSC latsgrated Perferesance Indienters for DCPP Major Pusetional Ormentastions lategrated ""Id Organization NSC PI "8'
, % w .Cle) '97~'98 Nuclear Generation 3.39 38% Flat Nuclear Technical Sves. 3.64 74 % Flat Nuclear Quality Services 3.75 84 % +4%
Nuclear Business Unh 3.74 84 % Flat DCPP Site.Mde 3.47 31 % Mar The NSC IPI ratings for NTS, NQS, and NBU are more than a quanile higher than the rating for NG A croswecuan of tugher and lower perforamas pluss, represenhag w -- '-- "i 1/3 of the total unas in serme [ WWe SYNERGY had not previoudy ammased the DCPP culare, supaans trends For a number of key ?===== survey respondents provide indivulual reungs for Iwe liene franus: "todef and 'apprournaaeh 1 y mt ago.""Dus input is valualde in deurnmang the employees' ammeserocat of darsenon and rate inf programs /dechne
- The resuha of cus comparam analyns are provided in danilin Appem6m t.
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ComprehensiveCultural Assessaient Diablo Canyon Power Plam, December 1993 Scr "Anras afhanev"' Appendix B contains graphical representations of the trends for the six " areas of inquiry" for "1997* and 1998. A summary of the 1998 resuhs is presented in Table IV.3. These are site-wide composite results. TatneIVJ DCPP Site-Wide Raoults for the Sia Individual" Areas ofInquiry" Estimated Area orinquiry Metric Change - py gg Willingness 3.67 Flat Management Innuence 3.34 Flat , l Employee Commerns Program 3.32 Fist Performance- Idant/ Resol. 3.61 44 % Pmonal Experience / Satisfaction 2.86 -7% . Overall Assessment of NSC 3.65 Flat in tems of willingness and likelihood of reporting and pursuing resolution of potential nuclear , safety issues or concerna, employees rete today's servironment in the " adequate to good" range. This rating places DCPP at approximately the 41" percentile for the nuclear industry. Employees perceived little or no change in this area over the last year : Employee perceptions of management's inAuence on the NSC and environment, i.e., "walkirgh talk" and " leading by example," place DCPP at approximately the 36* percentile for the nuclear industry Employees perceived little or no change in this area over the last year Onrall employee confidence in the Employee Concerns Program (ECP) placed DCPP at d approximately the 73 percentile for the nuclear indusrry. Employees purosived isttle or no change in this area over the last year. Ratings of DCPP's actual performance in idernifying and ersolving potential nuclear safety issues reflect notable improvemem over the last year and place DCPP at approximately the 65 percemile for the nuclear industry. Approximately 38% of employees (versus 28.5% a year ago) are not satis 6ed with their overall personal experience because of a variay ofissuna affecting their morale, growth potential and work envuonmem This factor appears to be trending in a negative direaion and will require additional management afternicm to assure no adverse impact on the NSC. These results place DCPP at approximately the 19' percemite for the nuclear industry. (it is important to note that declining rurmas in this area are common throughout the utiliry industry at this time because of increasing pressJres on the nuclear workforce due to cargention, ever increasing performance expectations and other factors.) SHEL w.wwwauamw sw Page 15
Ccroprehensive Coaltural Assessanent , Diablo Canyon Power Plant, D_...Ws 1993 D. Caharal Dimensies Trends The Dimensions of each of SYNERGY's three cultural models were explored individually and collectively' The followin8 sections provide the Dunenssonal resuhs in terms of statistical means Nucitar Sqferv Culture Damemrann , For the DCPP Officer ievel/ Major Functional Organizations', amployee retiriss of the Nuclear ! Safety Cuhure are in the " adequate so good" range. As indicated in Table W.4, ratings in the ; Nuclear Generation organization are nociceably lower then retings in the other three Major l organizations Overall, the NSC Dimensions with the grustast opportunity for innprovement are "Pracuces and Performance" and the " Employee Concerns Prognan". 1 Table W.4 : MSC Dimensions Disnension DCPP NG NTS NQS' NBU Values & Priormes 3.66 3.59 3.84 3.88 3.83 Behaviors 3.64 3.55 3.83 3.96 3.75 Practices & Performance 3.50 3.44 3.66 3.50 3.65 Willingness 3.78 3.70 3.97 4.08 3.95 Employee Concerns F g i. 3.27 3.14 3.46 3.80 3.64 NSC Composite CulturalIndicator 3.61 3.53 3.80 3.86 3.79 With respect to Practions and NL. i% the following areas were noted as seguiring additional management attention
- Ensuring the effectiveness of self-assessment activities.
- Timeliness of response to ARs.
- Close.out of ARs with feedback to the ori inator 5 of the conoem.
- The cellucuw, weistund ruting withs such of 5YNERGY's tlwee aularal models is designaiac as a "compouse cadtural edicator'; e.g.. the NSC Compons Cuhasal bukaser (CCI) la pamadar, the NSC CCI should not be conhead 8 wah the NSC Integranad Podemunas ladammaar (NSC 081) that as derwed from the "Six areas ofinquisf.
Tables W.4 threargh W.le What Ov--"- _ desagutmens: NO = NuclearGeneration; hrrS = Nuclear Tschanal Semcas. NOS - Nuciaar Qaaley Semser. NBU = Nuciec Busauss Unit um wnuna ur.amn Page 16 4
.~ . . . . . . . . . . . . ,
4 4 Comprehensive Cultural Assessment Diablo Canyon Power Plant. December 1998 ie
'M With respect to the Employee Concerns Program, the following areas were noted as requiring addhional management anendon e increased F.vgr.m visibilhy, particularly within the Nuclear Generation orgaruzation.
e increased visibility of senior management support of the ECP as a viable alternative path to raise Concems . 4 increased provision ofinformation regarding the accomplishments /results of the ECP (to increase employee confidence) GeneralCulture & Workbrn'mrunentL)immooras For the DCPP Officer level / Major Functional Organizations, ernployee rutmg,s of the General , Cuhure & Work Environment are generalty in the " adequate'mMe" range As indiated in Table TV.5, ratings in the Nuclear Quality Services organization are nodocably fugher than the raimgs in the other three Major orgsmzstions and are 11% higher than the site mean . Ratings in the Nuclear Technical Services orgamzanon are nominally higher (4%) than the she mean and ratings in Nuclear Generadon orgamzauon are nominally lower (3%) than the site mean Overall, the GC&WE Dimension with the greatest opportunity for improvement is " Practices cnB Performance" Table IV.5 GC&WE Dimensions Dimension DCPP NG NTS NQS NBU Values & Pnonties 3.21 3.12 3.37 3.50 3.35 Behaviors 3.27 3.18 3.44 3.64 3.28 Practices & Performance 3.13 3.01 3.29 3.51 3.14 - Work Environmem 3.22 3.15 3.35 3.58 - 3.29 GC&WE Composite Cultural 3.21 3.12 3J5 3.56 3.27 Indicator , With respect to Practices and Performance, the following 'arnas were noted as requiring additional managemem attemion-o Communicating eNeedvely regarding the Company's (PG&E and NPG) Vision for DCPP. o improvemems in the eNective use cif coaching to develop and modvate personnel
- The level of nepuw namsh:s A percepoons about the G eeral Cu!nre & Work Ewuonmem arc approornaarJy a facur cf 2 0 lugner een sum!w anas a;phmbic to the W %fery Cuhure (wah w.venglylower Dunenmon amrnees> These roulu m ypcal wah othm a the %
b o m :.v .m .w . x.m ., Page 17
Connprehensive Cultural Anaessment Diablo Canyon Power Plant, December 1998
- Improvemems in the ability to recognize and reward achievement and to utilize ** pay for performance" o improvemeras in the involvemem and engagement of the woricforce in the decision-makir.g Process hadershm. Manaeement & Samervrsoon Dimensmns:
For the DCPP Officer level / Major Functional Organizations, employee ratings of Leadership, Managemem, and Supervisory Practices (LMS) are generally in the "adequateWable" range As indicssed in Table IV.6, ratings in the Nuclear Quality Services organization are noticeably higher than ratings in the other three Major organizations and are 11% higher than the site mean. Overall, the opportunstics for improvemers are approximately the same for all three LMS Dimennons On a site. wide basis, the LMS CM.a Cuhural Indicator is the lowest rated of the
. three cuhural models Tatde W.6 LMS Dimensions Dimension DCPP NG NTS NOS NBU Leadership 3.13 3.05 3.26 3.46 3.25 Business Managemem 3.12 3.04 3.24 3.44 3.20 Personnel Managemem 3.11 3.02 3.25 3.52 3.10 LMS Composite Cultural ladicator 3.12 3.04 3.24 3.47 3.tg With respect to Leadership, the following areas were noted as requiring additional management attention o Provide a clear map of the road ahead and of how NPG's goals and objectives will be achieved o Ertture that the environmem is one where people feel safe to voice their opinions and ideas.
With respect to Business Management, the following areas were noted as requiring additional management attemion:
- Improve the change managemem process, including meaningful, early involvement of those ,
aNected by the changes. o increase focus on identifying and removing barrierz ' that adversely impact work. I o increase focus on ensuring that self.aasessment activities are worthwhile and efectively implemented Wnh respect to Personnel Managemem & Development, the following areas were noted as requmng additional managemem suention; o Ensure that the performance appraial proccas is meaningful and eEective. o improve the effectiveness of employee dir.cipline policies Sm i m i..w.u/J W E.7:i PaFe 18
.r Comprehensive Cultural Assemannent Diablo Canyon Power Plant, December 1998
+ Build people's pride, self-esteern and commitmem to the organization e Develop people through effective t=P=5 E. Analysis of Potential for a Chaled Working Envireement' In evaluating indicators / precursors of a patcntial chilled envimnenes at DCPP, several groups of questions were reviewed I. Questions targetad at an individual's personal experienes within his/her work group and with his/her immediate supervision and management. (See Table N.6).
- 2. Questions tarsstad with an individual's personst experience within his/her work gmup and with his/her peers. (See Table W.7).
- 3. Quasions targeted a so individual's partspeion of the work environment beyond his/her local work area and/or beyond his/her personal superience. (See Table N.8).
Table W.6 Pedicators/Procureers of a Petantial ChBled Enviesament at DCPP Persanal Emperience at Local Wort Invel- 5upervision & Management Ouestion/ Topic DCPP NG NTS NOS NBU Work Environment is Professional & Open; Free 3.73 3.58 3.98 4.29 3.88 of H1D'- My Work Group (12.3%)' Rec:ptivity of irnmediate supervisor to workers 3.91 3.80 4.10 4.31 4.00 ^ who raise safety / quality issues (6.4%) Personally have received negative reaction from 4.13 4.08 4.22 A.37 4.50 Supvr/Mgmt for raising safety issue (9.8%) Barrier to raise / pursue potential safety issue - neg. 3.82 3.73 4.06 4.11 4.16 rsaction from Supvr/Mgmt (13.4%) Barrier to reise/pt rsue potemial safety issue - 3.80 3.70 4.06 4.04 4.21 i concem re:HID by Supvr/Mgmt (13.6%) Bamer to raise / pursue potential safety issue - 3.66 3.56 3.89 3.83 3.95 viewed as complainer -(16.1%) The information presemed in Table IV.6 indicatas that employees are generally very comfortable with their local work envimnmem in terms ofperceived openness and receptivity ofimmediate
' Tte neums or addiuenal related analyses are reponed a Appenda F. Those anal >3es are focused on the
* .r.,m.an or any organmuuenal *oushers's the Duncnov4evtl.
- HID = Harassenant tr.tandauos, or Ducnnunenen
' in Tawes Iv4. rv 't. and IV.s. IV 9. and IV.tO. messuve e percasasses are provided in perintheses.
s m . a_ ..i _ .. _ _ i t
Comprebematve Cultural Aaseanament Diablo Canyon Power Plant. December 1998 supervision and immediate management to potenual safety or quainy issues / concerns. Ratings for the site and for the Officer.nevel/ Major Funcuanal organizations are generally in the " good to very good" range. Raings within the Nuclear Gensration organisation are noticeably lower than the other three Major organiastions Table IV.7 lodicators/Procursers of a Petestial Chined Environment at DCPP Personal Expertence at 14eal Werk inval- Peers Queouon/ Topic DCPP NG NTS NOS NBU Personally received negative reaction from peers 4.21 4.17 4.37 4.21 4.50 l for raising safety issue (7.30%) Barner to raise / pursue potential safety issue - 3.93 3.87 4.14 4.!! 4.07 negative reaction frorn peers (8.7%) l l . The information presented in Table IV.7 indicates that employees are generally very comfortable with their local work environment in terms of the perceived opennsas and receptivity of their peers to potential safery or quality issues / concerns Ratings for the site and for the Officer. level / Major Funcnonal organisations are generally in the good to very good" range Ratings within the Nuclear Generation organization are nominally lower than the at<har three Major organiastiors. , Table IVJ Indicators / Precursors of a Potential Ch85ed Environment at DCPP Perceptions of General Site Werk Environment Ouestion/ Topic DCPP NG NTS NOS NBU
- Work Environmem is Professional & Open; Free 3.55 3.41 3.79 4.09 3.68 of HID - My Funct. Org (14.6%)
Work Environmem is Profesional & Open; Free 3.34 3.30 3.43 3.51 3.42 of HID- DCPP Sac (18.1%) Receptivity of Managara/ Directors to workers who 3.35 3.17 3.55 4.09 3.76 raise safety / quality issues (16.5%)' General Raceptivity at DCPP to workers who raise - 3.29 3.16 3.49 3.78 3.63 mafety/ quality issues (19.2%) Know someone who received negative reaction 3.36 3.24 3.58 3.95 3.85 from Supvr/Mgmt for raising afety issue (30.1%)
. The information presented in Table IV 8 indicates that employees perceive the general work environment at DCPP to be less open and receptive than their own immediate work environment.
Ratmgs for the site and for the Officer. level / Major Functional organizations are generally in the Page 20 1 l l 4.. . ...,, - , -. - - - - - ~ . . . _ _ . ...ae----~
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ComprehensiveCultural Assessnest Diablo Canyon Power Plant, December 1998
" adequate to goo (' range. Ratings within the Nuclear Generation organsaation are noticeably lower than the other three Major organizations Over 30% of survey .#.t indicasad that they personally know someone who had received a negative reaction from supervision or management during the last year for heving raised an issue or conosen related to nuclear safety.
F. Analysis ofladividual Walingness as Take A;;u; '- Assias in evaluating indicators ofindividual willingnes to take appropriate maion, given the perceived , work environment a the local and/or site level, several groups ofquestions wers reviewed. ,
- 1. Questions targued at an individual's personal willingness to as to identify a potential nuclear safey issus/conern by informing his/her supervisor and/or by domenenting the problem in an AR. (See Tabie IV.9).
- 2. Questions targaad at an individual's personal willingness to continue to pursue and/or escalate an issue up the management cham if not fully antisfied by the response of his/her supervision. (See Table IV.10).
Table IV.9 ledicators of ladividual WRiingsans to Take Appropriate Acties at DCPP leform Superviser/ Write AR Quenion/ Topic DCPP NG NTS NQS NBU Everyone has a responsibility to idemify potentaal 4.13 4.09 4.42 4.46 3.95 NS issues and to write an AR (3.9%) You should inform your supervisor if you idemify 4.08 4.07 4.22 4.29 3.% a porsntial NS issue (1.6%) I would feel supported in reporting a potential NS 3.95 3.87 4.18 4.27 3 91 issue to my supervisor (6.5%) Ifl identilied a potemial NS concern, I would 4.42 4.36 4 63 4.60 4.35 inform my supervisor (1.7%) If1 identified a potential NS concern, I would write 4.00 3.97 4.31 4 47 3.60 an AR (10.5%) The information preserned in Table IV.9 indicates that the vast majority of employees would take anion to inform their supervisor and/or to write an AR if they identified a potemial NS issue or concern Ratings for the site and for the of5cer. level / Major Functional organizations are generally in the *very good" range Ratags within the Nuclear Quality Services and the Nuclear Technical Services orepi-ions are noticeably higher than the other two Major organ'ur.ations.
he nsuas of addssonal rutased aanlysis are vaponed an Appenda F. Those analyses are focunal on the uk:nufuzuon of am or-=-'M *outlurs* at the Duscier.iew.I t.n u r.v % A .s , . ...w Tv w Page 21
' Ccmprehensive C:ltural Aasessment * '
Diablo Canyon rower Plant, December 1998 It appears that the lower ratings within the Nuclear Business Unit may be due to the fact that some NBU personnel do not normally west with the AR system. 4 Table W.10 Indicators ofIndividualWillingssas to Take Appropriate Action at DCPP i Push / Escalate to Maangemnest I Question / Topic DCPP NG NTS NOS NBU Everyone has a responsibility so pursue abe 3.74 3.70 3.91 3.92 3.63 resolutionof potentialNSissues (10.6%) I would feel supported in reporting a potential NS 3.64 3.53 3.87 4.04 3.60 issue to my management chain, if not satis 6sd by (15.5%) my supervision. If1 identified a potesitial NS concern and was not 3.98 3.91 4.23 4.13 3.75 satisfied with supervisor's response, I would (11.4%) miste to msmi chain i The information presented in Table W.10 indicates that the most employees would push for resolution and escalate a potential NS issue or concem to management, if they were not satisfied with their supervisor's response. Ratings for the site and for the Officer level / Major Functional organizations are generally in the " good" range. Ratings within the Nuclear Quality Services and the Nuclear Technical Services organizations are notionably higher than the othef two Major organizations. Comparison of the information in Tables W.9 and N.10 indicatsa that, while individual willingness to escalate to managernent is " good", it is not as strong as individual willingness to inform l mapervision G. Demographic Analysis Fatdowe Careewoes-Salaned personnel generally provided more favorable ruspenses than houriy personnel. The NSC ; CCI was 13% higher for the salaried personnel. Sinularly, the GCWE CCI was 10% higha for the salaried personnel. For both the NSC and the GCWE, this equates to apprtacimately a two quartile vanance ha salaried and hourly persoreaal. Responses orlonger-term contractors were essentially 3% more favorable than the DCPP composite for the NSC and were 8% more favorable for the GCWE. Too few shon.<erm contractors responded to the anvey to allow meaningful ananlysis umw me.n e .s.nuw Page 22
- Ccenprvbensive Cultural Assessement :
Diablo Canyon Power Plant, December 1998 l Emplowe PasHoons: By positions, employees provided the most-to4 east favorable responses as follows: Managers... Ars line supervisors... technical staff... support s'af... cran Yaws qfServree: Those with the fewest years of service generally provided more finverabh responses than l employees with more loner. ,. l l l i H. Relative OrgmeisationalTrends Obiterrves.- SYNERGY has implemented a rnethodology to identify any specific organizations that are actual er potential outliers with respect to DCPP she-wide ratings and/or M4ar Functional Organization composhe varings. The snethodology iw, .ies a apabi!Sy to suggest reistive 88 priorities for further evaluation of any idani5ed organizational outliers Methon6torySummary: Cultural Dimensions were utiliasd to investigate relative organizational strengths and weaknesses by incorporming three complememary analytical techniques. Demensrarm/ Meam - were computed for each Director-level organization and compared with the respective DCPP composite.means to duermine reistive diferenosa, or the degree to which an ergaruzanon exceeds or departs from the "nortn." The Dimensional means are desavnined based upon weighung of survey questions that are .:ssigned to the respecuive Dimensions'. Differences in thr Dimensional means of less than 5% were considered to be within the norm (corrumponding to approximately the middle 50 to 60% of the DCPP organizations). Differences in the Dimensional means of Lic. 5 and 10% (upper or lower quartile organizational ranking) and over 10% (upper
- or lower docile organizational ranking) were identined. The Figurus in Appendix F show single arrows corresporiding to the 5-10% variations and double arrows comssponding to the greater than 10% varimicas.
" la several - ens samural meshed of idsunfying organammonal authors (ember by devation from the namn or by negasve fusponse pertussage) was inihand on an sidevidual quesuon basis rather than on a cultural an========
tasas These spacal amilyses were perfarnealis addanom to the analyses af each adeural dumamort These specaal asaW were performed to primde additional inaghs uno "ladioniors/ Precursors af a Posesual Clulled Environment as DCPP" and uno *ledimiers ofladrvutal Willsigness to Take Apprapnaie Acuon at DCF. Page 23
' i Comprehensive Cultural Asseaament l Diablo Canyon Power Plant. December 1998 l
- l Dnemsrorial Negame Reperne - reprueents ther fraction of an organization providing %"
ratings. The Dimensional negative response perceranges are determined based upon weighting of marvey questions that are assigned to the rampesive Dimensions Organizational " pockets" are identified based upon-an organization having an arbitrarily denned, greater than a 15% negative , response rate for a NSC Dimension or greater than a 20% negative response rate for a GCWE or l LMS Dimension. The Figures in Appendoc F show negenve pockets as shaded regions. ; 1 Conposh Catarrulhu6assers - reprueent weighted averages of the Dimensions comprising each of SYNERGY's NSC, GCWE and LMS cuhural models, i.e. three separats indicators. The Figures ' i in Appendix G show these indicators are strorigly correlated, i.e. aner regression analysis. i yielding a Coedicient of Datenminsaion of 0.76 between the NSC and GCWE Dimensions and a Coefficient of Determination of 0.76 between the NSC and LMS Dimensions.ta (Refer to additional discussion in Section VII.). SYNERGY utilized a criteria of "iower quartile" to identify an initial set of organizational units with " low" Composite Cuhural Indicators" (Criterion 1). This 25*' percentile line of demarcation is shown as a dashed line in the Figures in Appendix G. The zones soi...,~s.d to the priority designation identified in Table IV.ll. These crneria were supplemented by identifying or enizations with negative " pockets"(Cnterion 2). Table IV.11 Priorities for Validation, latervention or Remediation Priority Status ofCulturalindicators I Law NSC and GCWE or LMS 2 Low NSC, but r 3-Jie GCWE and LMS 3 A%; Ale NSC, but low GCWE or LMS 4 Acceptable NSC, GCWE and LMS. but have selected pockets
" Reistrve depenurus froot the comdacon amov be indsmuw er either minnedisc or fwurc needs for validstion.
intervenien or turnedeuoa. For cuangde, if the NSC adicuer is adequate.but the GCWE is not, this could indscaec nsk to the NSC if the causal factors art not praecovely addramat Simi re a-hps can be identifed and assigned peorases as abown in Totdc IV.ll.
" *Lom* in this context is rzAsuve to the other orsenszmuons a the DCPP sie.
.. - c . - .... ,. -
Page 24
L Cossprehensive Cultural Assessanent Diablo Canyon Power Plant, December 1998 Draamnent/Divrsron Resuks: Tables IV.12 and IV.13 show the Top and Bonom Quartile organizations for the NSC, GCWE and LMS at DCPP. The DCPP Organizational Strucure" and tbs ass:sisted organizational identification codes utilized in this Assesanent are shown below.
" DCPP Organizational Structure:
Neckar Generstion (NG) Medeer Tashmicalfyrvices fMT) _
.1 .__ % ,yg3 Er Radunon Pnsamos D"'Donga Samass CPChasuary & EnvwsnessailOps. . D*TechmalEsppen Engsamanus Cf*ShinC - : --
D"Eascal/l&CDesisa&Compensa Eat Cf*osman,cerweek Coonhamse D"syssum Empnesnes Cf'Emurgumcy Piemmes Cf"NS$$ Synse Espnesnag - Cf*Qiker opnemens D"EsovPisises Mennemanee Sereus in D"$Mg.Bagnasunng Semess Cf'Ceapol Room 4Jacancel L. ' r $detr _A ^ A IJammelse fMA) D*Twtnne Baikhag ORaguheery Services D"*NSSS D"PRA/Trumment Analysis E P Oinade Arus D"QLhg NSA & Womanag Cf"Maanemance Suppen ("J" NPG 12arnist ErrWas Gli D" Procedures /Prui Maint CP'QListMaumenance D C' Neclear Omatty Serviese (05) Ostane servisum (Of) D
- Scheduhag Cf"Pnyset Mansamment bi r2 -- Dek fMB)
Cf"Onur Omage T Hamma Assowcas
$he Errvues fET) D* NPG Tammmen & SPARK D"Omncal Esas CP'Besames Plasmag D"Essarity Services D"' Budget & Perfunnemme Mgun.
Ef"Osmeral 5emous CPCC&TS/NPG Organanden D" Preanument Semcas Cf* Qikg Dummens Unit D* Fut. Safety & Hsahh D"QLhr sus services D"" Other Nectest Ganasoon D*" 21]st h?G Unk GI yuer Unk is est shows) Page 25
Comprobemarve Cultural Assessment Diablo Canyon Power Plant, December 1998 Table IV.12 Top Ouartlie Orrestantions Nuclear Safety General Culmre & Landership, Management Cuhure Wort Environment & Supervisory EcFIN Projems (4.1048%) PRA/Tmas.Aant. Q.7743%) PRA/Trama. Anal. 0.67-5%) NPG TransasoWSPARK (4.10- "Other" C m x 0.7349%) "Other"C_ =2 0.448%) 96%) E PTN Prepens 0.7049%) Scheduhag 0.6048%)
"Other"Operassons (4.0543%) .
Sabeduling 0.6448%) E-FIN Preposes Q.5647%) SabaMag (4.0245%) Cham /Env. Ops. Q.5849%) ChandEev. Ops. Q.494M) ' Cham /Env. Ops. (4.0146%) Nuc. Qual.Sves.Q.5646%) Nuc. Qual.Sves.Q.4745%) Human Rasaureus p.595%) NPG Tsamunen/ SPARK Q.55- NPG Tramasion/ SPARK Q.43-PRAfTrans.Amal. Q.9448%) 83%) 83%) Procurement Services (3.8741%) NPG Laara.Sws. 0.5048%) NPG Imarn.Sws. Q.4247%) Table W.13 Bottom Onsrtse ornasinations Nuclear Safery General Culture & Imadarship, M -- .- - Culture Work Environment & St=-visory NSSS Mic. Q.27 22%) NSSS Mic. (2.79-36%) . NSSS hke. Q.69 40%) Stuft Operanons (3.28-25%) Fira.SaAsy,Hankh G.89 36%) Fat.Safery.Henkh (2.84 36%) Fire. Safety.Heshh 0.32-20%) Rad. Preemanon(2.98 31%) Rad. Pressama (2.88-34%) Prec/Prodict. Mac. (3 4017%) Senority Servsoas Q.97-27%) Sommry Services (2.90-29%) Clancal Staff (3.4218%) NSSS Sys.Eag. Q.03-26%) NSSS Sys.Eng. (2.9131%) Rad Protection O 48-17%) Proc / Predict. Mtc. Q.04-27%) Proc / Predict. Mac. (2.93-29%) Security Servues (3.49-12%) Shift Opernhams 0.04-28%) Shift Opceanons (2.94-32%) Outside Arum Mtc. Q.53 -lS%) ClenoniSaff 0.03-28%) Clerical SuC(2.429%) Teob. Supt.Eag. (2.97 27%) Other organizations with significant negative pockets are (composite means/ negative % shown): i Nuclear Safety Culture: None. GeneralCulture & Work Emr'ronment: General Services (3.11-27%), Outside Area Mtc. (3.14-23%), Clearance & Work Comrol (3.11 25%).
" Taides IV.12and IV.13 Neens: 7he Componne Cuaaral Indacusar sneens are shown en paremhsms.
Pamuve Percemages are shown m Tabne IV.12 for the Top Quarnic organsantsoas. Componne Ncgstnt Percentages are shown in Tatde TV.13 for the 1.awer QuarGe orynnirmu== Ory==-=8 mets i shown with * *
- had now response rass and ensv require funher valulauem to connrm these usula Page 26
o I
. Comprehensive Cultural Assessament Diablo Canyon Power Plant, December 1998 IMrshrp. Maagrement & Sapermory. General Services (3.07-28%). Outside Area Mtc.
(3.03 27%), Clearance & Work Courrol (3.03-26%). Turbine BIAMic. (3.05-26%). Maintenance Support (3.03-26%)/Ragulatory Serwcas (3.1626%)} Collective Evaluatierr.' The resuhs of SYNERGY's review of the data discussed above regarding actual /potamial crgamantional outliers at DCPP are provided in Table IV.14 in terms ofsuggestions for assignmem of relatiw pnonties for additional validation and, as appropriate, for activities to promote organizational improwment.
- i Additional management evalusdon of the underlying causes for the Survey resuhs in these l
organizations and the implementation ofremedial action, as appropriser, anr recommended it is ; recognized that managemem may haw other sources ofinfonnstion regarding these causes and that actions may have ainsdy been taken that are not yet fully reflessed in the Surwy resuhs. Any I actions in accordance with the pnorities ofTable W.14 should be based on the imagraion of this and other information known to DCPP management Table W.14" Raistive Priorities for Orgaminational Validation, latarvention er Ramediation Pnority Orsanizatens 1 I NSSS Maintenance
- ShiA Operations Fire, Safety & Heshh*
Procedurum/ Predictive Maintenance Radiation Protection Security Services * ! Clerical StafP 2 Outside Area Maintenance 3 NSSS Symsm Engineering
- TasnicalSupport Engineering 4 General Services C'-arsi/ Work C " =^ ion I
i 1
" Tame TV.14 hase:
- Indsstes orpm=aaa= =ab rumpame raus < $0%
w.v.v > .o o . n.~. em Page 27 i
7 .. . .
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Comprebensive Cultural Assessment Diablo Canyon Power Plant, December 1998 V. Suggestions for Continuous improvement The following suggestions are related to site-wide opportunities for continued improvement. They are based upon : colleenve evaluation of the survey resuhs, including an analysis of the write-in comments, and the insights drawn from the personnel interviews. It should be noted that suggestions related to specific DCPP organizations are provided in Section IV.H. I. Trust in Maangessent Employees' trust and confidence in management appears to be generally lower than desired on a site-wide basis and varies significantly at the specific organization level. Significam issues identified include the followirng: Some question whether management is straightforward, honest and truthful when dealing with others. Many feel that management does not communicate sufficiently with workers - particularly on a face-to-face basis. ' Many feel that management does not communicate aumciently with workers regarding: Plans under consideranon by management. . Bases /Ransons for decisions by management Objectives / Reasons fbr chariges. Airing of problems. Many feel that management does not genuinely care about how the people feel about their involvemem and contribution. Many feel that managemem is neither sufficiemly receptive nor sufficiently responsive to - suggestions from workers - including input and/or feedback on plans, decisions or the results ' of decisions " Many feel that managemem does not respond to employee relations issues consistently and fairly j
- l Some feel that managemem speaks of teamwork, yet acts otherwise.
Many feel that managemem, particularly senior management, is not sufficiently visible and accessible to the workforce. l
* {
Many feel that the senior managemem team is not setting a sufficiently positive example by
- walking the talk" I l
1
" Addmoeal dess is art provided m the An- +-- in this Rgon parucularly se Appenda es and E -Thein insights Dcrived From imemews and Analysis of Wme m Comanants *
" For ederbonal related dewis. rufer to the tr.formauce presenad m Apperu!a E under
- Openness and!
cf Managerncru and Sgemoon
- Page 28
Comprehensive Cultural Assessment Diablo Canyon Power Plant, December 1998 Actions to increase andbuildenployee aust in mamptement me neededw mprow both the GC&WE mut the N5C at DCPP. It Appears that expecsations andplass to help mam;gsment actuen .msmined cenament behanors desernq oftrus need to be drwloped implemented, and remforced Aspart ofthis efort, it is auggened that the DCPP meaqement team drwlafadopt arad commit to a general model of walues mad expecutionsfor Meawement/Sapemsory bekmar.
- 2. ENective Managessent of Change During the past year, there have been several significant changes in the way that DCPP conducts its business - both on a site-wide basis and at the local level.
Many perceive that the pace of change has been too fast and that a period of adjustment / stabilization is needed. Many noted that there is a need to improve the manner in which potential changes are identified, evaluated, planned and implemented at DCPP. Significant issues included the following: . o Improved communications regarding the reasons / objectives for the change o Active and genuine solicitation ofinput from those aNected by the change o Achievement of gnaler buy-in/ ownership from supervision and workers "up front" to increase the probability that new changes will be accepted and supported. o Reviews to daarmine eNecsiveness ofimplemerned changes and to make mid-course - corrections as needed." It myrars deat mcreased emphans on andreinforcement ofthe use ofkey chmuge management prmciples is needed to improw the efectinness ofpleaning, mplementir;g, and enslualmg
- rgniffcant chape.s to the utry busmess is conductedat DCPP.
" For ad&uomal rejetad decads rtiated so a specific ausgesunn for a and<xane review of the vansuon to the Maansnance Aame Teams. refer to the ratonnauen prescated at .%W'x E under-Mauncannce Sornoes-Transnam to Asse Tourns *
%- u.v + w w.uts -
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r Comprehensive Cultural Assessment - j Diablo Canyon Power Plam, D-=W 1993
]
)
- 3. Employee Cescerns Regarding the Future of DCFF The woridorce is concerned about future decisions regarding the continued operation of DCPP and about what those decisions will mean to them personally, o Many feel that there has been insufficient communications (quality and quantity) regarding the future plans for DCPP. I o Many feel that management has not provided a sufficiently clear map of the road ahead and of how goals and objectives will be achieved.
It appears that addeonaf steentiert w a4ese angdoper concerarir anaded 7hrfalloweg 383358888 5 m P m m isd-o Communicane ofern metnpetirinly curnnt aformadan regustirsDCPP'sfuture. Face no face conemunications, with cpportunitiesfor questions and antners, skapadd be part qfshe owrallcommunicationplan. e Enrphasise management 's commitmerrt w a Plan that is des s nad w do enrythiry reaswaable/pmetreaMe wposition DCPP at a noble (sqfe, rebaMe auf economic) generatiry station in a mm competittw businem errWrormeent. Conmounicate about she i Plan mad about progren in its haplaneenranen.
- 4. Clearing the Air During the past year, there have been severs! instances where management has taken actions that could be perceived by some as having a potential" chilling efect". These instances appear to have had a lingering effect on some personnel.both on a site-wide basis and within consin organizational groups.
It appears that almost twryone could benefitpon a gerarroldiscusston ofthe le.uons learned pom these situations andhow we plan to ad&ess similar situations that anay occur in thefuture. Managers and supernsors could benefitpom a mm detailed renew of then situations m slee ners refasher senoon of senstersty aaming or through other oppropriate wnues. With respect to the recent situation imotvung the renomi of er Opemriam Shift Fmmanpom
' duty. It 9ppears Isaat an er clearmg is needed as soon as po:sible to attempt to remon any Imgermg doubts regardmg the nature anddemasstion of tha. indendual's scfety concerns, time basesfor management 's decinon with respect to busponess):r dwty, and the Jesums learrard from this situation Smaw . ~ ~ . . . ..
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1 l Comprehensive Cultural Assessesent Diablo Canyon Power Plant. December 1998 I
- 5. Management /Sepervisory Practice in addition to the previously noted issues rotated to " Trust in Management", the following is a parual list of Management / Supervisory pracuoes that are perceived to be in need of l improvement. i e Effectively implement employee discipline policies. (2.52/48%).
. Build people's pride, self esteem and commitmem to the organintian (2.59/46%)
. Effectiveness in developing people through coaching. (2.61/46%) .
e Linkage of performance and accomplishments to s-Ege+ (2.62/46%) e Coach others in a way that facilitates clear thinicing, honest communication, and creative problem solving. (2.71/40%)
- Effectively involve and tap the crustivity of the work force. (2.71/39%)
e Effectively manage conflicts and disagreemens. (2.77S5%) e Give those closest to the work appropnate decision-making authority. (2.75S7A) , e Provide meaningful oppommities for involvement and comributiost (2.77S7%)
= Recognize and reward achievemem. (2.78S7%)
Dee abow menunnedMex;gemer.t$apernsurypra-ticas gppear so reprasent come ofthe awe sgruficat .1pecific opporamitiesfor unpronment auf they enould be asbessed Hownr. of equal mportance las notedprevioudy) Le the drWlcyment of akption (C general model Of mlues and expecuxnarnrfor Mau;gement5mpervnsory behmar that woeddbe commumcarad used mad reirforced
- 6. The Employee Concerns Program (ECP)
Opinions regarding the effectiveness of the ECP appear to vary widely. On an imegrated site-wide basis, employee ratings of confidence in the ECP are generally " adequate to good" Honver, ratings within several specific organizatiores - mo 1 notably Shift Operations and NSSS Maintenance - are low.
. In Eeneral, it appears that there is significam room for improvement in visible promotion and support of the program by management.
Most of those providing negative commems perceived the ECP as being overly aligned with managernent's imerests and as not being sufficiently aligned with employee / worker interests As a result, they question the ability of the ECP to conduct fair, objective evaluations.
^ informsuon puseeued m pannouse a the DCTP sie musn reung ami segnove respons: percenage u m .w . m a . . .. . _.n. un Page 31
Consprok-==*rve Cultural Assessement . Diablo Canyon Powr Plant, December 1998
- Some indicated that providing feedback on the ECP's performance and lessons leamed, in a manner that preserves confidentiality, would de-mystify the process and enhance the reputation of the process e it is clear that perceptions regarding the ECP Program's involvement in recent, highly visible siumtions (e.g., the snuation involving an Operations ShiA Foreman) have had a negative impact on the F.vir un's credibility - particularly within some segments of the organization.
An assesmarnt of Ar resuuns waderfywg er low confidsrur runwys he the appfuzrb/r. .peerfe crymusarrem raneds e he conducasd A plarr a ru.srore cogSdmar br derar orgerinarians needs e Ardrw/cpedemiWympennermed son /wf. mas,m i accon, e mamar er mise dr credwery of de er prosraar sk=& er euxluaand and implemerned ar myropraant. In thLs regmi it is arggesned daar alarnaariw gproaches he caploredeiracremar the ECP'srefe/pourriarr ater 'iwployer asacare" I 1 e M._e-Page 32
t Comprehensive Cultural Assessment Diablo Canyon Power Piant, December 1998 V. Conclusions ! I Nuclear Safeev Culture The site. wide Nuclear Safety Cuhurt at DCPP is curremly perceived to be in the
- adequate to good' range in this regard, the DCPP rods in the middle of the nuclear facilities surveyed by SYNERGY.
Over the past year, the site-wide NSC appears to have been relatively steady at DCPP. Based on SYNERGY's experience, the reistively steady NSC indicators at DCPP suggest that additional positive action will be required to achieve improvement in the NSC over the next 12-18 months. In this regard, suggestions for imyw.....a. have been provided herein They should be considered in the context of other information avaliable to NPG/DCPP inanagement. The current perception of the NSC varies within specific DCPP orgaruzations. Over the past year, the perception of the NSC appears to have declined somewhat within certain DCPP orgaruzations: e At the Major Functional Organization level, NSC ratings within the Nuclear Generation orgaruzation were noticeably lower than the ratmgs within the other major organizations. e At the Director Organization level, NSC ratirigs also varied noticeably. Specific l orgamzations are identified herein as higher priority candidates for further validation, I remediation, or intervemion The vast majority of DCPP personnel: e Feel a responsibility to idemify potemial nuclear safety ccmcarns and write Action Requests (% 1%), would inform their supervision (98.3%) and would feel supported for having done so (93.5%), if not satisfied, employees would take the concerns further up the management i chain (88 6%) e Believe that nuclear safety is the first and over-riding pnonty at DCPP (90.8%) and that behaviors and practices are consistern with this priority (90.1%). e Believe that the DCPP plant is opersed, mairmained, and modified in accordance with licensing and design basis requirements (97.W.).
+ Believe that expecastions and standards for nuclear safety performance are adequately communicated in general acro.s the site (94.7%) and specifically as these apply to people's jobs (95.0%).
e Feel their peers are generally quality consciousness & pay attemion to danils (96.2%), are self. critical and have quesdoning attitudes (94.8%), and adhere with pocedural requirements as a means of assuring nuclear safety (90.8%).
- Perceive that their work group nrives to improve performance (95.2%) and idemifies its own problems (93 5%) Also, they believe that they are held appropriately accountable for performance by their supervision (90.W.). -
unw.mu. .n.wn , Page 33 s ~ . ... -- _ ,_ ,.m - .. - . . . _. -
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4 Comprehensive Cultural Assenament Diablo Canyon Power Plant. December 1998 e Do not perceive the prospect ofincreasing their workload (93.6%) or of adversely affecting schedule / missing goals (95.3%) as barriers currently affecting willingness to identify and pursue resolution of a potential NS issue. While the vart majority indicated that management and supervision are appropriately sensitive and supportive of raising of potenually important safety issues, many believe that management sensnivity to lower level issues could improve. They perceive that:
- Managernent's receptivity and rwpowiveness to technical issues is strong, but that receptivity and responsiveness to soA or human issues is mixed.
- Management and supervision does not sufficiently demonstrate that it values personnel who raise, pursue and/or resolve potential safety issues, and that increased support and recognition .
of such personnel is needed to promme and reinforce such behaviors. The vast majority believes that the Corrective /.ction Program (CAP) and other programs / processes at DCPP are functioning effectively and are continuing to improve. On an integrated site-wide basis, employee confidence ratings in the ECP were " adequate to soc (*. Overs!! empbyee con 5dence ratings placed the ECP at approximately the 73 percentile within SYNERGY's nuclear industry database However, opinions regarding the effectiveness cf the ECP vary widely across the DCPP Director-level organizations. Pockets ornegativity appear to be strongest within Operations Services and Maintenance Services. t ne recem removal from duty of an Operations ShiA Foreman was referummed frequently both in survey write in commems and in personnel interviews -Med by SYNERGY. From this input, the following insights can be drawn with respect to the perceived impacts of this situation on the NSC (particularly the NSC within the ShiA Operations organization):
- Essentially everyone is imerestad in a prompt, open airing ofinformation regarding this situation, o Esaientially all Shi A Operations personnel believe that this situation was unfortunate. As to the appropriateness of management's actions....
Some perceive management's actions in a very negative light. Some give management the benern of the doubt, absent further information. The majority wants to hear more about this before making up their minds. o Some Shin Operations persommel indicated that they considered the environment to be
~
" chilled" as a reauh of this situation o The imerviews and the write-in comments (as well as the survey i ,~;.x data) indicate that, I despite the concems and/or uncertainties associated with this situation, it does not appear to have adversely affected individual willingness to identify a potential nuclear safety issue -
particularly if it involves a technical or equipment issue - to inanediate supervision. The vast majorny of Shi A Operations personnel indicated that they will identify potential nuclear safety issues to their supervisen and, if applicable, will write an AR. Most Shin Operations personnel are also willing to escalate a potential nuclear safety issue to managemem if hey are not satisfied with their supervisor's response m i. % u..m.u m Page 34
t Ccmprehensive Cultural Assessament Diablo Canyon Power Plant, December 1998 e M e it appears that, for some, this evem may have contributed to a decrease in current willingneas to " push" or escalate an issue that is paracived to be within management's prerogative (i.e., how we are orgamzad, maffed, ce=M business). General Culture & Work Environment The site wide General Culture and Work Environment (GC&WE) at DCPP is currently perceived to be in the " adequate" range. Over the past year, the site-wide GC&WE appears to have declined at DCPP. The survey resuhs indicare low (19* pereuntile within SYNERGY's nuclear industry database) and declining (approximately a 38% negative response rate compared to 28.5% for a year ago) levels of employee personal satisfaction and morale. This represents a potential challenge to further improvemem in the NSC because employee motivation and innovadon is so critical. Based on SYNERGY's experience, the declining GC&WE indicssors at DCPP suggest that additional positive maion will be required to preclude further decline and/or to achieve - improvement in the GC&WE over the next 12 18 months. In this regard, suggestions for improvement have Len provided herein. They should be considered in the context of other information available to NPG/DCPP rnanagement ne current perception of the GC&WE varies within DCPP organizations.
- o At the Major Functional Organizstion level, GC&WE ratings within the Nuclear Quality Services organization were noticeably higher than the other major organizations. GC&WE ratings within the Nuclear Technical Services organization were nominally higher than the site mean and ratings within the Nuclear Generation organization were nominally lower than the site mean. ,
o At the Director Orgaruzation level, GC&WE ratings also varied noticeably Specific organizations are idemified herein as higher priority candidates for further validation, remediation, or imervention. (As is onen the case, most of these specific organizations also had lower NSC ratings as well.) This assessmem was conducted at a poim in time when DCPP personnel had recently experienced, were experiencing, and/or were anticipating additional significam changes or uncertainties in their geneml work environment Most of these changes were/are associated with actions takervplanned by PG&E managemem to position DCPP for a more competitive business environmem Most of these uncertainties are related with the future status of DCPP and the associated personal implications to PG&E employees currently working at DCPP. These factors alone are creating varying degrees of stress within the workforce and are contributing to the above-memioned low and declining levels of employee personal satisfaction N
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Comprehensive Cultural Assessment Diablo Canyon Power Plant December 1998 and morale. This phenomenon is typical of that whidi is being s c.ed throughout the induary at this time and represems a key leadership and management challege. While these factors have undoutdedly comributed to employee perceptions regarding the decline in the GC&WE st DCPP, a number of other significant factors were also identified, including the following' o Employees' trust and confidence in management appears to be generally lower than desired on a site-wide basis and varies significamly within specific organizations. Actions to increase and build employee trust in management appear to be needed to improve both the GC&WE and the NSC at DCPP. . o Many perceive that there hea been a long history orlack ofopenness and receptivity orDCPP management to input and feedback from the workforce (including hourly and salaried personnel alike). Some perceive that this has increased over the past few yests as major changes (i.e., in organization, staffing, and business mods:eperused) have been made in response to significant changes in the general busincas environment o Perceptions of the quality of management and supervision vary widely from organization to orgaruzation. Some feel that the majority of management still focasses on technical issue and task completion managemem, and have a significant lack ofunderstanding, appreciation, and skill in the areas orleadership and behavior management skilla. Some also noted that first line supervisors have not receiwd adequate training and development in handling coflict, holding people accountable, and managing behavior.
- Many expressed concerns regardmg future decisions regarding the continued operation of DCPP and about what those decisions will mean to them personally, Many feel that there has been insufficient communications (quality and quantity) regarding the future plans for DCPP, Many feel that managemers has not provided a sufficiently clear map of the road ahead and of how goals and objectives will be achieved.
o NMons of the effectiveneas of the performance appraisal process vary widely from orgaruzation to orgaruzation Many noted that mangers and directors are not very comfortable o good at dealing with hurr.an @-.w probierns. o Many noted that, while some of the recent changes in the way DCPP conducts its business have been accomplished reasonably well, there is a need to improve the manner in which potemial changea are identified, evaluated, planned and implemented at DCPP. Leadershin. Manneement & Sunervisory Practices The site wide rating ofl.sadership, Management & Supervisory Practices (LMS) at DCPP is curremly perwived to be in the " adequate" range. LMS ratings closi.:y parallel the GC&WE ratings, but are slightly lower. Suggestions for continuous improvement in this area are generally included in the suggestions to improve the GC&WE
.s.
M3 iv7Gua%.6 Page 36
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ComprehensiveCultural Assessment Diablo Canyon Power Plam, December 1998 VII. Summary ofInformation in the Appendices
> Appendix A - Compmhansive Cuinsal Surwy(fonn)
> Appendix B - Graphics Summaruing the Trend ofEmployee Ratings (DCPP Composite)
- Nuclear Safay Cukure Trend,1997 95 (data from 1998 assessment)
- Comparison with Nuclear industry (six areas ofinquiry)
- Trend hergraphs 1997 98 he industry statimics are based upon 26 nuclear locations (representing approx.1/3 sample ofindustry by units in service), constituting a represensative cross section of higher-to lower performing facilities. The industry database includes statistics from SYNERGY's mon recent assessments; i.e. while SYNERGY has completed over fifty assessmems, older data are discarded as sites are re-baselined.
Key;
-/dentifiaarhwssesoluriare - ratings of the overall effectiveness of the conective action pm.
including appropriate issue thresholds, prioritization based upon significance, timeliness end thoroughness ofirrvestigations, offactive r==alatiana, cotopiste solutions, sec. 4deurgementhplvence - degree to which management is perceived to beve a positive influence in pmmoting the pnnenples of nuclear safety and attaining higher ievels of performance, is engaged and leading by example, pracsioes open communications with consistent actions, supports employee effbrts in identifying and addressing potential nuclear safety issuca, etc. Eeployee Concerns Progren - overall confidence in the ECP including it's cuhural acceptance, proper structure / scope, claray of mies and responsibilities, pragram management with high imagnty (confidentiality / protection of identity), compment implemernmion and generally, no barners to using the pmoess
-Withngness - pemeptions of the overall envimnment for identifying potermial nuclear safety issues or concerns includmg whether proactive initiative is encouraged, if employees are comfonable in raisuts any type ofissue, if emphryses believe they would not pay a personal
' price" for raising a concern and if there are pensrally no other adverse bamers.
-Persono/ Espenence - overall job satisfaction including morale, personal growth opponunities, professional working envimament, job security, feh value, workloed, etc.
-N= clear Safery Culture - overall assessment of the Depamnent's nuclear safety culture inchading the emphasis on appropnate Values, Behaviors and Practices, coupled with a conducive, safay conscious work environment..
1 um r.vice a v. wa s Page 37 l J
t Comprehensin Cultural Assenasnect Diablo Canyon Power Plant December 1998 l > Appendix C - Summaries of the Most Highly Positive & Mos Highly Negative P=;-:- - to the CCA Surwy
.Masr HigMy rosaw Auparsses - se of marwy questions with the highem DCPP composite means showing the mmerical wjues of the mean for each question and the percem of positive responses The percent positive responses represent the summation of " fully agree (I),"
"strongly agree (2)" and " generally agree (3)" or " excellent (1)," "very good (2)" and
" adequate (3) responesa, in accordance with the Surwy's 6ve point insponse scales.
-lanst Pasia'w A,-- - set of surwy questions with the lowest DCPP composite means !
showing the numerical values of the mean for each question and the percent of negative ; responses The percent negative responses repressat the sununation of " disagree (2)" and I "snongly disagree (1)" or "less-than. adequate (2)" and "inadequcte (1)" responses, in accordance with the Surwy's 6ve point response scales.
> App-adiv D - Employee Responses to Write in Questions
-Nurogress: Posaive and Critical WritWn Responses for "Aruns ofstrength that reinforce the Nuclear Safety Cuhure and performance"(Question 38); "Any barriers and weaknesses that adversely impact the Nuclear Safety Cuhure and performance" (Question 39); " Areas of strusigth or any weaknesses in the General Cukure & Work Environraant"(Question 40); "Any other comments or suggestions for improvement" (Question 41); " Impact of Workload" (Question de), and "Other Barriers" (Quenion 231).
A total of 8 frequency distributions, one each showing response categories normalized to the number of citations for the most frequerrtly cited response category.
> Appendix F - Correlation ofRelsdve Responses within Cultural Dimensions The Cuhural Dimensions represent a weighed, antistical rollup of the Survey questions, consistent with each of the Dimensiorr. of SYNERGY's cultural models. Using the Cultural Dimensions, there is a set of three charts covering correlations of relative responses for the Nuclear Safety Culture, the General Culture & Work Environment, and the Leadership, Management & Supervisory Practices as follows:
-By Officar-level and Manager-level Organizations, Worker Categories, Positions &
Years of Service and,
-By Director-lewi Organizations (2 charts)
Each chart shows how the Dimensional means and percem negative responses for c'ach demographic unn and each orgamzauon compare to the rcrpective she composite values b _ _'._.,. _........ Page 38
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Comprehensive Cultural Assessment Diablo Canyon Power Plant, December 1998 The armws compare the means (f or 1 imbesta ratings in apprus. the top or lower quartile, I respemively; 11 or it indicae raungs in approx. the top or bottom decile, respectively; no arrow l indicates rutings in approx. the nuddle 50%) and the shaded locations highlight areas where i ther are higher concemrations of negniw opinions (for the Nuclear Safety Cuhure, >l5% negative response, for the Gena'al Cuhure & Work Environmern, >20% negative response; for the Landership, Managemers, and Supervisory Prussicas, > 20%). One should note that "down" armws may or may not indicate problems, e.g. if the site mean is high, the Unit's rating may still be acceptable; however, such mass do represent deviations from the site norm Convemely, ahnded locations generally do represent opportunities for managennst atissnion to understand - the bases for such nesstiw " pockets" There is an additional set of three charts couries correlations of relative responses for the Facilitative Lmdership Pracsicos / Special Topics as follows:
-By Officer-level and Manager-level Organizations, Worker Categories, Positions &
Years of Service and,
-By Director-level Organizations (2 charts)
Means follow the sarne convemion as noted above, and 'px:ksts" are indicated by >30% negatwo response rate. There is an additional set of three charts covering several groups of questions related to indicators /precastsors of a potential chilled environment at DCPP. These are also organiand ! as follows:
-By Officer. level and Manager lew! Organizations, Worker Categories Positions &
Years of Service and,
-By Director-level Organizations (2 charts)
Means follow the sune convention as noted above, and " pockets" are indicated by >l5% negatwe response rate. There is an additional set of three charts covering several groups of questions related to indicatorvprecursors of a sw hilled c environment at DCPP. These are also organized as follows: By Officer-level and Manager-level Organizatkms, Worker Categories, Positions & Years of Service and,
- By Direcsor-level Organizatkms (2 charts)
Means follow the same convennon as noted above, and " pockets" are indicated by >l5% negatin response rate.
. __b . . __ _. -. -_. .
i.nw.v.e 4 2 .w.urr , Page 39
V Comprehensive Cultural Assessaient Diablo Canyon Power Plam, December 1998 There is an addifional set of three charts covering several groups of questions related to individual willingness to take appropnate acnon at DCPP, given the perceived work environment at the local and/or site level. These are also organized as follows:
-By Officer 4evel and Manager-level Or5amzntions, Worker Categories, Positions &
Years ofService and,
.By Director 4evel Organizations (2 charts)
Means follow the same convention as noted above, and pockets are indicated by >l5% negative response rate. ChartsLegeruf Nadear Generatina (NG) MadmarTecksica!5srvinus fMT) I Oneratisas Sere fOPn Eerinarrier Servina G5) D"Radasaan Promesases D
- D emse servuus D* t%==y & Eavesesument Ops. D"Tschaunisupport Empasonsg D* ShiA Operuuses D"Eleusi/IACT1=.g.arn yn e Eng.
D"Gessmeerwerk Coonkastaos C"Syssun Empasonsg D'Eascrysmcy Pisannas D"'NSSS SysessiEmpamanng O Ebf A l""""""' D" Mplatemance Servinas intT) d O Comerol Ranun/Eascinant D*'N Qkg.Empneenug Servious Neelear Safeev Assunt, a Ueeenise (NA) D* Turbine Bmidaag C"Ragnistory Sernous D* NS$$ D"PRAfhamment Analysis D"Outsede Arce D*Elur NSA & lacemmag D* Mainiananos Support D* NPG LaarmierServices fTR) D* Procedures / Prest Maist - D"" 2her Mamumance 00* NadcarDeatty servins f05) Ostene serv 6ces fos) D" wanting Cf"Prspect Managerment Meetear" '--- tJett (NB) 0" Blur Omage D* Hwana Ramoanns
$4ee sern ess f5 M D"NPG Tsuusam.m & EPARK Q"Ciencal StaK D"Basisens Plasumng D" Secumy Services D'* Budget & Performance Mpnt D'"Gameral Samcas .
D'CC&T5/NPG Orsmuasason O'Prosmrummet Semass 0"' QherBasiases Unit D" Fire. Safety & Health D"She see Sernons D " Oh Nudear Genersoon D" Athgr NPC Unk (if year Unit is est shows) u m 4uvia na.u v.u rtw Pr.ge 40
.i . 5 Comprehensrve Cultural Assessament Diablo Canyon Power Plant December 1998
> Appendsx G - Organizational Analysis Data Asyssermplars - showirgg the relationship between the NSC and GCWE Cvite Culasal Indicators and the Ce- A=6nal Unit's pnonty for validation, imervention or remediation.
Exotanation of Linear Reeression Analysis Technim>=r Linear regr-ssion analysis techniques were utiliasd to investigste the inter-relationships besween the Composite Cuhural ladicator (CCI) rneerics quantifying I) the Nuclear Safety
. Cuhura (NEC), 2) the General Culture and Work Environment (GCWE) and, 3) applied Leadership, Management and Supervisory (LMS) skills an1! performance. A key question is whether (or to what degree) variations in specific cultural sneerics can be esplained by vanations in other metrics. The statistical quantity r', or the CosSicient ofDetenninstion (COD) was used. The value of the COD always ranges berwoon 1.0 (indicating a perfect relationship) and 0 (indicating an extremely poor relationship). For example, as Table G.I shows, approximately 98% of the vuristion in the OCWE can be explained by variations in LMS skills and performance Table G.1 Cultural Correlation Coedicient of Determination NSC- GCWE 76 GCWE-LMS .98 NSC - LMS .
.76
' The relationships between the NSC and both the GCWE and LMS are also strong. In view of the strong general relationship t,s . the NSC and the GCWE, it may b prudent to address the causal factors explaining the relatively weaker GCWEs in the organizations noted -
in .his Assessment as a precaution against any effect on the NSC in the future.
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C::mprehensive Cttiturst Assessment - Diablo Canyon Power Plant, December 1998 Appendices SYNERGY Proprietary taformaation and Copyright Notnes: The following Appendices contain SYNERGY Proprietary and Copyright information Accordmgly, SYNERGY retains itsellecmal pmporty interest in the overall Comprehensive Cuhural Assessnent methodology including but not lienited to the underlyirig cuhural models, analytical techniques and presentation formats Any disclamre, copying, appropriation or other unauthoriand use of this Proprietary and Copyright information is prohibited try U.S. Copyright laws. This information is being provided br the Pacife Gas & Elearic Cm's (PGAE) sole, internal use and SYNERGY does not authorias disclosure to or copying for use by any third party (non. PG&E employees) without SYNERGY's prior written enne==r This restriction does not prohibit disciosure to PG&E's reguistors, but does require that SYNERGY be noti 6ed ofsuch - disdosure and that SYNERGY be afforded an opporamity to identify any material that should be resnicted from public discionne to the extent permined by Law. Ces. nets of Appendices: Annendix lism J A Survey Form i B. Graphics - NSC Trund, Bar Graphs C. DCPP CW - Question Ramponse Summary. Highest / Lowest D Write 4n Response Summaries E. Le.ireeIssues & Thames F. Cuhurs! Dimension Matrices Demographic & Organizational - G Oqpmizational Analysis H Facilitative Landership & Spocaal Topics Resuhs I Companson with 1997 Safety Cuhure Survey (Martin /Sigmon) O h * &f.W 6 %Mak D .J W.*.6A TK % Page 42
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Enclosure 4 Meeting Transcript
OC"ne"9Em COPY DIABLO CANYON POWER PLANT COMPREHENSIVE CULTURAL ASSESSMENT SYNERGY PRESENTATION TO NUCLEAR REGULATORY COMMISSION AND PUBLIC COMMENTS ,
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. FRIDAY, JANUARY 15, 1999 2:00 P.M.
SAN LUIS OBISPO, CALIFORNIA j REPORTED BY LYNN ODOM, RPR CSR #1905 ia 4 San Luis
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7 ggg .v Reporting IW2 Palm Street, Suite 100 San Luis Obispo, Califomia 93401 805 541 5 % 2 SAN LUIS REPORTING 1 _ __ _ E l _ ____ _ n _i _ _~_~~_~f__E_h _
e c _ SHEET 1 PAGE 1 PAGE 3 1 D!AE0 CANYON POWER PIMT 1 C. ERSCR0ff: 3 M ELL 83 ERSCHOTT, EG10NAL
'2 COMPEENSlVE CETUML ASSESSENT 2 ADHlNTSTMTOR IDR THE U.S. NRC'S EGION IV 0FT1CE.
3 E.POSLUSNY: CET POSLUSNY, PROJECT MMAGER, 3 4 SYERGY PESENTATION TO 4 NRR. 5 NUCLEAR EGUIATORY COW!!SION $ E.NISE: RUSSEE WISE, SENIOR AGEGATIONS 6 MD 6 COORDINATOR, EGION IV. 7 PUBLICCOMENTS 7 MS. SMITH: NY NME IS LINM SMITH. I M TE 8 8 ACTING CHIEF FOR PROJECT BRANCH E. DIVISION OF EACTOR 9 9 PROJECTS IN EGION IV. 10 10 MR.PROULX: NY NME IS DAVID PROULX. I M TEE 11 11 SDIOR ESIDENT INSPECTOR IDR DIABI4 CANYOH POWER 12 FRIDAY, JANUARY 15,1999 12 FIMT.
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2:00P.M. 13 E. RUEGER: I M GEG RUEGER, SDIOR 13 14 SAN LUIS OBISP0, CALITOMIA 14 VICE PESIDENT AND GEERAL MMAGER Of NUCIIAR POWER 15 15 GEERATION FOR PACITIC GAS MD ELECTRIC AND TO MY 16 IEEDIATE LEFT E HAVE IARRY WOMACK, WHO IS 16 17 17 VICE-PESIDENT Of NUCLEAR TECMICAL SERVICES. MD TEN 18 il TO EIS LEIT IS DAVE 0ATLEY, VICE PRESIDENT MD PIMT 19 19 MANAGER OF DIABLO CANTON. MD TED TO HIS LEIT IS JOHN EPORTED BY LYNN 000M, RPR, 20 G01BERT, E0 IS VICE PESIDENT OF SYERGY CORPORATION. 20 21 CSR 11905 21 I ALSO HAVE IN TE AUDIENCE ERE A NUEIR 22 22 0F MMAGERS WHO MAY BE USEFUL TO MSER QUESTIONS AS WE 23 23 ESPOND TO QUESTIONS YOU HAY HAVE. 24 24 THOSE E RAVE WITH US HEPI ARE J!H 25 BECKER, MANAGER Of MAINTENANCE SERVICES; DAVE MIKLUSH, 25 1 3 PAGE 2 PAGE 4 MR. BROCKMAN: GOOD AFTERNOON, IADIES AND 1 MMAGER Of DGIEERING SERVICES; JIM MOLDEN, WHO IS 1 2 MANAGER OF OPEMTIONS SER"!CES; JIM TOMKINS, KMAGER 2 GENTLEEN. MY NAE IS KEN BROCIMAN. I M THE DIECTOR 3 0F NUCLEAR MTY ASSESSENT AND LICENSING; B0B WALT 05, 3 Of THE DIVISION OF REACTOR PROJECTS FOR TE NUCLEAR 4 MMAGER OF SITE SERVICES; CAL GIGIES, WHO IS A 4 EGULATORY COMMISSION EGION IV Off!CES. I WOULD LIKE 5 DIECTOR OF CEMISTRY, BUT E IS ON SPECIAL ASSIGNEh7 5 TO TEANK YOU ALL TOR CNING EFI THIS AITEM00N. 6 TE PURPOSE OF THIS AITERNOC"'S MEITING, 6 TO LEAD OUR CETURAL LEADERSHIP RECRUITENT Iff0RT YOU VERY BRIMY, !$ AS FOLIDWS: THIS EETING WAS REQUESTED 7 WILL EAR MORE ABOUT TODAY; BILL GARETT, DIECTOR OF 7 BY PGEE, MD TEE PURPOSE OF IT WAS TO SF#I WITH US TE 8 SHIIT OPERATIONS; MD BRUCE TERRELL, SUPERVISOR OT OUR B 9 EMPLOYEECONCEMSPROGRAM;ANDASSISTINGUSWITHSOME 9 ESE!S Of A STUDY WHICH TEEY EAD RECUTLY COMMISSIONED 10 BY TEE SYERGY, INCORPOPATED, ORGANIEATION. 10 Of THE OVER EADS E EAVE HERE IS MY CALLOWAY OF 11 THIS STUDY, WHICH WAS INITIATED !AST 11 EGUIATORY SERVICES. 12 SUMMER, WAS TO DO A SYSTEMATIC REVIEW OF TE 12 MR.BROCIMAN: TF#K YOU VERY MUCH. IN ADDITION to ALL YOUR MMAGEENT TEM WHO IS ERE TODAY, i 13 SATETY-CONSCIOUS WPI ENVIRONMENT AND HOW EMCTIVE 13 14 TEAT WAS AT TE DIABLO CANYON SITE. THIS A!7EM00N, E 14 TEERE ARE ALSO EMBERS OF YOUR staff EO API EPI. I WILL HAVE SF#ID WITH US TE RESETS Of THIS TARTICUIAR 15 ELCOME YOU ALL. 15 16 STUDY WHICH WAS CONDUCTED MD RAVE AN OPPORTUNITY TO16 I ALSO ELCOME ALL TE HEEEP3 Of TE PUBLIC THAT API ERE. ESPECIALLY, I WOULD LIKE TO 17 ENGAGE WITE PGIE CONCERNING THEIR PIMS MD WHAT TEY 17 18 ERE GOING TO DO WITH TEISE ESETS. 18 ECOGNIEE E. ROBERT IAURIE FROM TE CALIF 0MIA ENERGY 19 AT THIS TIE, I WOULD LIE TO TAKE TE 19 C0WISSION WHO EAS JOIED US 70 CAY MD E. VINCE MORICI 20 OPPORTUNITY TO INTRODUCE BOTH TE EEERS Of TE 20 FROM TE SM LUIS OBISPO COUNTY EMERGENCY PEPAEDNESS 21 NUCLEAR EGUIATORY COWIS$10N MD PGEE, EO ARE EE 21 Off!CE MD THANK TEM TOR JOINING 05 TOR TODAY'S 22 TOR THIS AITEM00N'S EETING. 22 EETING. AS I HA"E ALEADY STATED, NY NAE IS EN 23 AS I SAID, TE PURPOSE OF THIS EITING l 23 24 BROC!MM, AND I AM TEE CIECTOR IVR THE DIVISION Of 24 WAS TO COME TOGETEIR PER PG&E'S EQUEST TO EVIEW TE 25 SYNERGY STUDY, WHICH WAS C0WISSIDED IN TE TALL Of 25 EACTOR PROJECTS. 2 4 Comphmentary Compressed franscnpt & Keywordindexsng SANLUIS REPORTING 1 (805634l 3962 (800) 300-3942 gW e - M W-- e wp
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_ SHEET 3 PAGE 5 _ PAGE 7 1 1998. THIS STUDY WAS IN RESPONSE TO SEVERAL 1 EERE WERE IMPROVEMENTS THAT HAVE BEEN 2 INmATIVES. 2 NOTED IN M STUDY. MOST C, THOSE SEEM TO Bt SOMEWHAT 3 FIRST, li WAS PART OF PG&E'S COMMUWENT 3 MODESTOVERTHEPASTYEARORTWO. 4 FOR HAVING A SAFETY CONSCl0VS WORK ENVIRONMENT AT THE4 WlE RESPECT TO THE PUBUC TODAY,1 WOULD 5 OIABLO CANYON SITE IT CERTAINLY SUPPORTS THEIR NEEDS 5 UKE TO ADDRESS A COUPLE OF LOGISDCAL ISSUES. FIRST, 6 TO BE PISPONSIVE TO THE DIABLO CANYON INDEPENDENT 6 YOU WILL NOTICE THAT THIS PARTICULAR MEETING IS BENG 7 SAFETY COMMISSION, WHICH HAS BEEN CHARTEPID FOR EE 7 RECORDED TODAY BY A COURT STENOGRAPHER. THIS IS NOT A 8 LAST TEN YEARS TO OVERSEE ACTMBES AT THE D!ABLO 8 NORMALPOUCYOFTHENUCLEARREGULATORYCOMMISSION,BUT 9 CANYONSITE 9 DUE TO THE IMMENSE NTEREST THAT HAD BEEN SHOWN IN THIS 10 fi WAS IN RESPONSE TO NUMEROUS PERSONAL 10 TOPIC, BOTH LOCALLY AND NADONALLY, WE FEliliWAS BEST 11 ACTIONS AND ORGANIZATIONAL ACTMTIES THAT HAVE 11 TO BE ABLE T0 HAVE A SOUD RECORD OF WHAT ALL WAS SAID 12 OCCURRED OVER M LAST SEVERAL YEARS AND HOW THESE HAVE 12 TODAY SO THAT ANY PERSON WHO DID NOT HAVE THE 13 IMPACTEDOPERATIONSATTHESITE 13 OPPORTUNITYTOATTENDTODAYSMEETINGCOULDFULLY 14 AND LAST AND CERTA!NLY NOT LEAST,IiIS 14 UNDERSTANDEXACTLYWHATHADBEENCOMMUNICATEDBOTH 15 N RESPONSE TO THE SIGNIFICANT PUBUC NIEREST WHICH 15 BETWEEN PG&E AND OURSELVES AND THE COMMENTS FROM THE 16 HAS GENERATED 0VER NUMEROUS ACTMTIES ATTHE DIABl.0 16 PUBUC THAT WE NLL BE RECEMNG LATER ON THIS 17 CANYON SITE IN EE PAST SEVERAL YEARS. 17 AFTERNDON. 18 THENUCLEARREGULATORYCOMMISSIORS 18 SECOND,1WOULDUKETOSAYWHATTHIS 19 NTEREST AS PART OF TODAYS MEETNG IS EREEFOLD- 19 MEETING IS NOT. THERE HAS BEEN RECENTLY A PEim0N 20 FIRST TO GAIN AN UNDERSTANDING 0F HOW THE SURVEY WAS 20 THAT WAS MADE T0 EE COMMISSION TO HOLD HEARINGS, i' 21 CONDUCTED, UNDERSTANDING 0FITSREUABluTYANDITS 21 INFORMALHEARINGS, ATTHISLOCADONONTHISPARTICULAR 22 VAUDITY. 22 TOPIC. TH! SIS NOT ANINFORMALHEARING. BUTTHE 23 SECOND IS TO HAVE AN UNDERSTANDING OF BE 23 PURPOSE OF THE MEETING CERTA!NLY 15 TO UNDERSTAND THE 24 RESULTS AND THE INSIGHTS THAT HAVE BEEN GAINED FROM 24 CONCERNS THEOVESTIONS,THEOPNONSOFTHELOCAL 25 THis PARTICULAR STUDY, BOTH ON A PERSONAL LEVEL ON AN 25 PUBUCPOPULACE ANDWEAREGOINGTOPROVIDETHAT 5 7 l _ PAGE 6 _ PAGE 8 1 ORGANIZATIONAL LEVEL, AND ON A SITE WlDE LEVEL. 1 OPPORTUNITY SUBSEQUENT TO THIS MEEENG TO AGAIN LET 2 ANDTHENTHIRDIST0UNDERSTANDWHAT 2 EVERYONE HAVE iHE OPPORTUN!TY TO SHARE THAT WITH US. 3 PG&E'S RESPONSES TO THIS PARDCULAR STUDY ARE GOING TO 3 THIS MEETINGWILLGOTILL420' CLOCK. 4 BE THAT WOULDINCLUDE BOTH SHORT TERM AND LONG TERM 4 AND AT 420' CLOCK, WE WILL CONCLUDE THIS MEETING IF i 5 RESPONSES,!NCLUDESWHATICALLHARDTOPICS,POUC!ES, 5 NOT BEFOREHAND. WE WILL TAKE A SUGHT BREAK AT THAT 6 PROCEDURES, METHODOLOGIES THAT YOU MLL EE LOOKING AT 6 TIME, APPROMMATELY 15 MINUTES, TO REARRANGE THE 7 TOREVIEW, AND ALSOTHE SOFTTOPICS,FEEUNGS, 7 TABLES. ATTHATSTAGE,WEWILLOPENTHEFLOORTO 8 PERCEPTIONS, UNDERSTANDINGS OF THE WORK FORCE AT THE 8 COMMENTS FROM EE PRESS, THE MEDIA, AND THE PUBUC. WE 9 DIABLOCANYONSITE 9 ARE GOING TO ALLOW THE FIRST 20 MINUTES OR S00F TIME 1 10 1 THINK AT THIS TIME,li IS FAIR TO SHARE 10 TO THE PRESS AND EE MEDIA. WE WILL 00 THAT HERE N l 11 WITH YOU THE RESULTS OF THE SURVEY AS WE HAVE SEEN EEM 11 OPEN FORUM SO THAT EVERYONE CAN SEE EE OVESil0NS BEING i 12 EUSFARARE-DONOTCONFIRMTHATTHE 13 SAFETY CONSCl0US ENVIRONMENT THERE IS WHAT I WOULD CALL 12 ASKEDANDTHEANSWERSBEINGGIVEN. ATTHATTIME, 13 THEN, WE WILL OPEN IT UP T0 EE PUBUC IN GENERAL
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l l 14 THE TOP FUGHT ENVIRONMENT. EE SURVEY,THE STUDY, 14 TOHELPUSBEMOREEFFICIENT,TOMAKE 15 PLACED IT N ABOUT THE 51ST PERCENTILE FOR THE OVERALL 15 SUREWEHAVEGOTEQUITABLEOPPORTUNmESFOREVERYONE, 16 SAFETYCONSC10VSNESSATEESITE 16 WE HAVE ASKED ANYONE FROM THE PUBUC WHO WISHES TO l 17 NUMEPJCALFOCUS-EXCUSEME THEREWERE 17 SPEAKTOPLEASESIGNK MR.BRECKHENDERSON,WHOIS 18 NUMEROUSFOCUS AREASTHATHADINDICATORSTHATSHOWED 18 AT THE BACK DOOR, lS TANNG NAMES OF ANYONE WHO WOULD 19 THAT ADDm0NALWORKNEEDEDTOBEDONE THATINCLUDES 19 UKE TO MAKE COMMENTS, ASK QUESDONS, DURING THIS l' 20 SUCH AREAS AS EE WILUNGNESS TO PURSUE ISSUES UP THE 20 STAGE WEWILL ALLOWTHATTOESTABUSH APRIORITYFOR 21 CHAN OF COMMAND NTHN THE ORGAN!ZATION,WITHIN SOME 21 US. WE WILL ENSURE EVERYONE GETS THE OPPORTUNITY TO BE 22 PARTS OF YOUR ORGANIZATION, THE PERCEPTION OF 22 HEARD. THE AMOUNT OF TIME ALLOWED WILL BE BASED UPON 23 MANAGEMENTSUPPORTFORTHEOVERALLPROGRAM,EEIMPACTS 13 HOWMANYPEOPLESIGNUP. 24 ON M MORALE OF THE WORK FORCE AND THE GENERAL WORK 24 ATTHISTIME,1WOULDUKETOTHANKPG&E 25 ENVIRONMENTINPLACE ATMSITE 25 FORINVmNGUSHERETOTHISMEETNG. AND,GREG,1 6 __ 8 Comphmentary Co e e nc vword indexsng (805) $413962 (800) $00-3942
. _ SHEET 3 PAGE 9 PAGE 11 1 WILL TURN IT OVER TO YOU FOR YOUR PRESENTATION. 1 BACKGROUND FOCUSING MORE ON 1996 AND SOME OF THE 'i ' . . 2 WR MERSCH0FF; WAFT, WAli, WAIT. YOU FORGOT 2 ACTIONS THAT WE HAVE BEEN TAKING PRIOR TO THE SURVEY . 3 YOURBOSE 3 ADDRESSINGISSUESTHATARECOVEREDWITHINTHESURVEY.
4 THANKS, KEN. 4 THENWEHAVEASKEDJOHNGUlBERT, , 5 i WANT TO THANK YOU, AS WELL, FOR HOSTNG 5 VICEPRESIDENTFORSYNERGY,TODIRECTLYPRESENTTO { 6 THE MEEDNG FOR TWO REASONS. ONE, TO PROVIDE AN 6 YOV-ANDEISWILLBETHELARGESTPARTOFTHE l 7 OPPORENITY, AN EXCUSE, F YOU WILL, TO GET OUT HERE 7 PRESENTATION-THERESULTSOFTHESURVEYANDBEABLE l 8 AND 00 AN EXTENSIVE TOUR OF YOUR FACluTY, WHICHIWAS 8 TO ANSWER YOUR QUESTIONS DIRECRY ON ANYTHING THAT MA 9 ABLE TO DO THIS MORNING. AND, SECONDLY,liPROVIDES AN 9 NOT BE CLEAR AND THEN TO HAVE DAVE DATLEY,0VR PLANT 10 OPPORTUNiiYTOHAVETHISDISCUSS10NINPUBUCVIEWFOR 10 MANAGER, TALK IN SOME DETAll ABOUT ACTIONS WE HAVE 11 AN ISSUE THAT THERE IS SOME NTEREST IN. 11 ALREADY TAKEN, ACTIONS WE ARE INmATNG AS A RESULT 0F 12 TAKEf)STAMINUTEANDTALKABOUTSOME 12 THE-RESULTSTHATWEJUSTRECEIVEDWITHINTHELAST 13 !MPRES$10NS FROM MY TOUR OF YOUR FACILITY. THE PLANT 13 FEW WEEK 9 AND WHERE WE WILL BE GOING WITH ADDRESS!NG 14 IS RUNNING WELL IT HAS BEEN OPERATNG SAFELY. THE 14 THESE 15 MATERIAL CONDm0N HAS IMPROVED SINCE MY LAST V!Sli. 15 BUT,FIRSTOFALL,lDOWANTTOPROVIDE 16 YOUR CONTROL R00M IS OUIET, DISCIPUNED, AND A REVIEW . 16 MY BOUGHTS ON THE CONTEXT WITHIN WHICH I BEUEVE WE 170F THE INSPECDON REPORTS, LE.R'S, FOR CALENDAR YEAR 17 SHOULD REVIEW AND DISCUSS THE RESULTS OF THE SYNERGY 18 18 SHOW GOOD HUMAN PERFORMANCE ACROSS THE BOARD. I 18 SURVEYOFDIABLOCANYON'SSAFETYCULTURE. 19 SAY EIS BECAUSE IT IS AN NTERESTING COUNTERPOINT TO 19 FIRST AND FOREMOST, SAFETY CULTURE,1 20 THE TOPIC WE ARE HERE TO D!SCUSS TODAY, AND THATIS THE 20 BEUEVE, MUST BE VIEWED IN THE CONTEXT OF OBSERVED 21 CULTURALSURVEY. 21 PLANT PERFORMANCE, AS WELL, MAINTAINING A HEALTHY 22 Wim REGARD TO THAT CULTURAL SURVEY,0NE, 22 SAFETY ENVIRONMENT THAT PROMOTES A QUESil0NING ATTITUD 23 l APPL.AUD YOUR INmATIVE TO CONDUCTIT. THIS WAS THE 23 AMONGPLANTPERSONNEL,ENCOURAGESSAFETYISSUESBEING 24 RIGHT TOOL AT BE RIGHT TIME. IT IS A KNOWN STANDARD 24 RAISED TO EOSE THAT CAN RESOLVE EEM AND EEN PROMPTLY l 25 NADONALLY SO THAT ONCE DONE, THE RESULTS CAN BE 25 ANDCOMPREHENSIVELYADDRES$lNGTHEISSUESISCRUCIALTO 9 11 _ PAGE 10 PAGE 12 1 UNDERSTOOD. , 1 SUSTAINING EXCELLENT PERF0PJ.iANCE OVER A LONG PERIOD OF 2 IHAVE SEEN ANUMBEROFTHESECULTURAL 2 TIME.CONSERVATIVEDECISION-MAKING,OVESTIONING 3 SURVEYS, AND THEY TELL DIFFERENT PEOPLE DIFFERENT 3 ATim)DE,STRONGSELF ASSESSSTANDATOPNOTCH 4 THINGS. TH!SONEISTELLINGMETHATYOUHAVESOME 4 CORRECTIVE ACTION PRCKiRAM ARE KEYS TO OPERATING SUCCE 5 SIGN!FICANTPROBLEMS ACROSSYOURWORKFORCE,BUTMOST 5 NTHENUCLEARINDUSTRY. 6 NOTABLYNNUCLEARGENERATION. ANDIFYOUDONT 6 CONVERSELY,l DO NOT BEUEVE ThAT A PLANT 7 ADDRESSTHOSEPROBLEMS,THEIMPROVEMENTSTHATIJUST 7 THATEXHIBITSEXCELLENCEINOPERATINGPERFORMANCEOVER 8 NOTED IN TERMS OF MY TOUR WILL BE VERY DIFFICULT TO 8 A LONG PERIOD OF TIME CAN HAVE DONE SO WITH A LESS THAN 9 SUSTAIN. ILOOKFORWARDT0 HEARING ATEISMEETING 9 ADE0VATE SAFETY CULTURE. BUS EE SNAPSHOT THAT THIS 10 WHAT YOU E!NK THIS CULTURAL ASSESSMENT TOLD YOU AND 10 SURVEY UKE THE ONE THAT WE WILL BE DISCUSSING TODAY 11 YOUR PLANS TO ADDRESS THE FINDINGS. 11 GIVES YOU MUST BE VIEWED ALSO,1 BEUEVE, IN EE 12 NOWYOUCANGIVEITT0HIM. 12 CONTEXT OF THE RECORD THAT DIABLO CANYON HAS SUSTANED 13 MR BROCKMAN: GREG, THE FLOOR IS YOURS. 13 SINCE IT BEGAN COMMERCIAL OPERATl0N IN 1985, 14 MRRUEGER THANKYOU. ASYOUMENil0NED,THE 14 APPROX!MATELY14YEARSAGO. 15 PURPOSE OF TODAY'S MEEUNG IS TO DISCUSS THE SAFETY 15 PIABLOCANYONRASBEENANDlBEUEVEIS 16 CULTURE AT DIABLO CANYON AND MORE SPECIFICALLYTHE 16 CONTIM)NG TO BE RECOGN! ZED AS ONE OF THE WORLD LEADER 17 RESULTS OF A COMPREHENSIVE SURVEY ON THE STATE OF THAT 17 lN SUSTAlNEDSAFETY OPERATIONS. 18 CULTURETHATWASPERFORMEDBYSYNERGYCONSULTNG 18 IN 1997, AS AN EXAMPLE, DIABLO RECElVED 19 SERVICES. 19 IIS S!XTH CONSECUTIVE NUMBER 1 RATNG FROM THE 20 COULDYOU PUTONTHESUDE,PLEASE 20 NSTITUTEOFNUCLEARPOWEROPERAT!ONSFROMTHEIREVERY 21 NEAPPROACHWEWOULDLIKETOTAKEIS 21 TWOYEARCOMPREHENSIVEPRIEW0FOUROPERATl0NS. 22 FIRST FOR ME TO MAKE A FEW NTRODUCTORY COMMENTS TO 22 DIABLOISTHEONLYPLANT NTHEUNITED 23 GIVE A UiTLE BIT OF A CONEXT TO WHAT WE ARE GOING TO 23 STATES THAT HAS ALWAYS RECEIVED WE NUMBER 1 RATING 24 BEDISCUS$ LNG AFTERWARDS. 24 SNCEliBEGAN0PERATIONS. ANDASWEGONT00VR 25 THEN LARRY IS GOING TO PROVIDE ADDm0NAL 25 SEVENE REVIEW, WHICH WILL BE CONDUCTED EIS YEAR FROM 10 _ 12 Comphmentary Co ee c t evword indexmg (805) 541-5962 (800) 500-3942
_ SHEET 4 PAGE 13 _ PAGE 15 1 NPO, WE HAVE PERFORMANCE IN THE WORLD ASSOCIATION OF 1 WELL KNOW,lS AHEAD 0F THE REST OF THE NATKN IN MOVNG 2 NUCLEAR OPERATORS NDEX, ONE THAT INPO ALSO USES, THAT - 2 TOWARDSAFULLYCOMPERTIVEDEREGULATEDENVIRONMENTFOR 3 PLACES AMONG THE TOP TWO OR THREE PLANTS IN EE COUNTRY 3 ELECTRICGENERATKR 4 OVER THE LAST TWO YEARS W OUR OVERALL OPERATING 4 THOUGHTHE STATE'SPLAN,1BEUEVE,lS 5 PERFORMANCE, WHICH NCLUDES LOOKING AT EFFICIENCY. IT 5 WELLCRAFEDANDITACTUALLYGIVESELECTRICGENERATORS 6 LOOKS ATOVERALL PERFORMANCE, ANDITLOOKS ATSAFETY 6 A TRANSm0N PERIOD TO ADAPT THEIR OPERADONS,1N 7 ISSUES THAT ARE BUILT INTO THAT, AS WELL 7 DlABLO'S CASE, TILL EE END OF THE YEAR 2001,li DOES 8 THE NRC,lTSELF, ASYOUWELLKNOW,HAS 8 PANTANENDf0NTPICTURETHATSUBSTANTIALLYREDEFNES 9 RECOGNEEDOURSUSTANEDGOODPERFORMANCEOVERTHE 9 WHATIS RE0VIRED TO SUSTAN ECONOMIC SUCCESS FOR A 10 YEARS WITH EITHER GOOD TO SUPERIOR RADNGS N ALL 10 GENERATINGPLANT. 11 CATEGORIESTHROUGHTHESALPPROCESSTHATYOUPREVIOUSLY11 N PARDCULAR, T RE0 VIRES US TO REASSESS 12 USED. ANDOURMOSTRECENTSALPCONDUCTEDATROUGHLY 12 AND OREN CHANGE HOW WE 00 WHAT WE DO SO THAT WE RETAI 13 EE END OF THE FIRST OVARTER OF LAST YEAR AGAIN 13 TOPOPERATINGANDSAFETYPERFORMANCEWHILE 14 RECOGNEED GOOD TO SUPERIOR PERFORMANCE N ALL AREAS 14 SIMULTANEOUSLYLOWERINGWHATfiCOSTSUSTODOS0. A 15 AND NOED IMPROVNG TPINDS W ALMOST ALL OF THE AREAS15 GOOD PORDON OF THE CHANGE THAT WE HAVE UNDERGONE 0'AR 16 THATWEREREVIEWED. 16 THESE YEARS, SOME OF OUR PROCESS RE ENGINEEPJNG,0VR 17 LASTLY,1BEUEVESTRONGPERFORMANCE 17 REDUCDONNSTAFF,ETCEERA,lSDRIVENBYTHIS 18 CONTINUES AT DIABLO CANYON. IT IS NOT JUST THE LEGACY18 ECONOMICIMPERATNE 19 0FTHEPAST. 19 ONTHEOTHERHAND,EECHANGEWEARE 20 ELUS, AS I AM SURE YOU PROBABLY NOTICED 20 UNDERGOINGISNOT,HOWEVER,SOLELYOREVEN 21 AS YOU WERE ENTERING THE PLANT TODAY,0VR FOLKS ARE 21 PREDOMNANTLYDRIVENBYDEREGULATION.JUSTAS 22 GREETED BY A LARGE SIGN THAT WE HAVE UP THAT THANKS 22 SIGNIFlCANTLY,CHANGEISOCCASIONALLYNEEDEDTOSUSTAIN 23 THEM FOR THEIR SUPERIOR PERFORMANCE IN 1998. THAT 23 PREVIOUS GOOD PERFORMANCE AND NOT ALLOW COMPLACENCY . 24 PERFORMANCENOTONLYINCLUDESTHEIMPROVEDSALPRATlNGS 24 SAilSFACTIONWITHPASTSUCCESSESTORESULTINWHAT 25 THAT WE RECEIVED, AS I ALREADY MENTIONED, BUT ALSO THE 25 COULDBE ASLOWPERFORMANCEDECUNE 13 . 15 _ PAGE 14 _ PAGE 16 1 SETTING 0F A WORLD RECORD FOR KlLOWATT. HOURS GENERATED 1 SUCCESS CAN SOFETIMES BE YOUR OWN WORST 2 DURING A CONTNUOUS RUN WHICH STRETCHED OVER 550 DAYS 2 ENEMY. PG&E'S MANAGEMENT AND THE NRC NOTED THIS AS A 3 FORUNEONE ANDALSODURINGTHISENTIREYEAR,WE 3 POSSIBLE ISSUE AT DIABLO CANYON SEVERAL YEARS AGO. 4 HAVE REDUCED 0VR OPERATNG COSTS TO ENSURE THAT WE ARE 4 l#JCH OF THE CHANGE WE HAVE UNDERGONE OVER THE LAST TW 5 GOING TO CONTINUE TO BE SUCCESSFUL N THE FUTURE THAT 5 YEARS,UKEOURADDRES$lNGPROCEDURALNONCOMPUANCE 6 WE AREFACING. 6 ISSUES,FORMAUTYOFOPERATIONSINTHECONTROLROOM AND 7 YOUSIMPLYDONTACHIEVETHATKINDOF 7 THE UKE,WAS AIMED AT ARRESTNG AND REVERSNG 8 OPEPATING RECORD YEAR N AND YEAR OUT WITHOUT A GOOD 8 COMPLACENCY-BRED DECUNE THAT COULD HAVE CREPT NT00VR 9 SAFETYCULTURE NOW,THATHAVINGBEENSAID, GOOD 9 ORGAN 2ATION. 10 PERFORMANCE AND A STRONG SAFETY CULTURE IS SOMETHNG 10 ASTHENRCNOTEDNLASTYEATS SALP,THE 11 THAT DOES REQUIPI CONSTANT ATTENDON TO MAKE SURE IT 11 CHANGES WE NSTITUTED ARE BEGINNING TO BEAR FRUIT, 12 STAYSTHATWAY THATISWHYWEDECIDEDTOTAKETHE 12 POSmVEFRUfTFORUS. IBRINGFORWARDTHISDtSCUS$10N 13 SNAPSHOT OF HOW WE STACK UP AGAINST THE DESIRED TRAITS13 Oc CHANGE BECAUSE AS YOU GO THROUGH CHANGE - AND IT IS 14 WITHREGARDT00VRCULTURE ANDWEBEUEVETHATTHAT 14 ABSOLVELYESSENTIALFOROURSUSTAINNGTOP l 15 SNAPSHOT IS VERY NPORTANT TO US SO WE CAN TAKE ACTIONS 15 PERFORMANCE-ITALSOISINHERENTLYUNCOMFORTABLEFOR 16 WHERE WE NEED T0,lF WE NEED TO, TO BRNG THINGS BACK 16 EVERYBODY NVOLVED WITH CHANGE AND DOES AFFECT MORALE, 17 UPTOWHEREWEWANTTHEMTOBE 17 ATLEASTINEESHORTTERM. 18 INPARTICULAR,THISHAS BEENVERY 18 ASJOHNGUlBERTWILLPOINTOUTINTHE 19 IMPORTANT FOR US GIVEN THE CHANGE THAT WE HAVE BEEN 19 RESULTS OF THE SYNERGY SURVEY, M0 PALE IN TURN CAN 20 GOING THROUGH OVER THE LAST FOUR TO FIVE YEARS. WE 20 AFFECT SAFETY CULTURE IF NOT ADDRESSED. EE HALLMARK 21 HAVE BASICALLY BEEN REIN'AkTNG OURSELVES OVER THE LAST 21 0F STRONG MANAGEMENT,1 BEUEVE, IS NOT TO SHY AWAY 22 FOUR TO FIVE YEARS TO ALLOW US TO SUSTAIN THE 22 FROM CHANGE BUT RATHER TO MANAGE ALL ASPECTS OF IT SO 23 PERFORMANCE IN A DIFFERENT AND CHANGING BUSINESS 23 THAT ITS ADVERSE CONSE0VENCES ARE RECOGNEED EARLY, 24 ENVIRONMENT. 24 UMITEDANDEFFECTIVELYADDRESSED. ITISNTHAT 25 MOST SIGNIFICANTLY, CAUFORN'A, AS YOU 25 SPIRITTHATWEUNDERTOOKTOPERFORMTHESYNERGY 14 16 compismentary o ee nc t rd indexsng (803)Su 5962 (800)300 3942
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SHEET 4 PAGE 13 _ PAGE 15 1 NPO, WE HAVE PERFORMANCE N THE WORLD ASSOCIATION OF 1 WELL KNOW, IS AHEAD 0F THE REST OF EE NAD0N N MOV!NG 2 NUCLEAR OPERATORS INDEX, ONE THAT WP0 ALSO USES, THAT - 2 TOWARDSAFULLYCOMPETmVEDEREGULATEDENVIRONMENTFOR 3 PLACES AMONG THE TOP 1WO OR THREE PLANTS N THE COUNTRY 3 ELECTRICGENERADON. 4 Os THE LAST TWO YEARS N OUR OVERALL OPERATING 4 THOUGHTHESTATE'SPLAN,1BEUEVE,lS 5 PERFORMANCE,WHICHINCLUDESLOOKING ATEFFICIENCY, n 5 WELLCRAFTEDANDITACTUALLYGIVESELECTRICGENERATORS 6 LOOKS AT OVERALL PERFORMANCE, AND IT LOOKS AT SAFETY 6 ATRANSm0NPERIODTOADAPTTHEIROPERATIONS,lN 7 ISSUES THAT ARE BUILT NTOTHAT, AS WELL 7 DLABWS CASE, TILL THE END OF EE YEAR 2001,li DOES 8 THENRC,lTSELF,ASYOUWELLKNOW,HAS 8 PAINTANENDPOINTPICTURETHATSUBSTANTIALLYREDEFINES 9 RECOGNIZEDOURSUSTAINEDGOODPERFORMANCEOBEE 9 WHAT IS REQUIRED TO SUSTAIN ECONOMIC SUCCESS FOR A 10 YEARS WITH EITHER GOOD TO SUPERIOR RADNGS N ALL 10 GENERATINGPLANT, 11 CATEGORIESTHROUGHEESALPPROCESSTHATYOUPREVIOUSLY 11 N PARTICULAR,liREQUIRES US TO REASSESS 12 USED. ANDOURMOSTRECENTSALPCONDUCTEDATROUGHLY 12 AND OFTEN CHANGE HOW WE 00 WHAT WE DO SO THAT WE RET 13 THE END OF THE FIRST OVARTER OF LAST YEAR AGAN 13 TOPOPERATINGANDSAFETYPERFORMANCEWHILE 14 RECOGN2ED GOOD TO SUPERIOR PERFORMANCE IN ALL AREAS 14 SIMULTANEOUSLYLOWEPJNGWHATITCOSTSUSTODOS0. A 15 AND NOTED IMPROVING TRENDS N ALMOST ALL OF EE AREAS 15 GOOD PORT 10N OF THE CHANGE THAT WE HAVE UNDERGONE OV 16 THATWEREREVIEWED. 16 EESE YEARS, SOME OF OUR PROCESS RE ENGINEERING, OUR 17 LASTLY,1BEUEVESTRONGPERFORMANCE 17 REDUCTION IN STAFF, ET CETERA, IS DRIVEN BY THIS 18 CONTNUESATDIABLOCANYON. ITISNOTJUSTTHELEGACY 18 ECONOMICIMPERATIVE. 19 0FTHEPAST. 19 ONTHEOTHERHAND,THECHANGEWEARE 20 ELLIS, AS I AM SURE YOU PROBABLY NOTICED 20 UNDERGO!NGISNOT,HOWEVER,SOLELYOREVEN 21 AS YOU WERE ENTERING iHE PLANT TODAY,0VR FOLKS ARE 21 PREDOMINANTLY DRIVEN BY DEREGULATION. JUST AS 22 GREETED BY A LARGE SIGN THAT WE HAVE UP THAT THANKS 22 SIGNiFICANTLY,CHANGEISOCCASIONALLYNEEDEDTOSUSTAIN 23 THEM FOR THEIR SUPERIOR PERFORMANCE N 1998. THAT 23 PREVIOUS GOOD PERFORMANCE AND NOT ALLOW COMPLACENCY 24 PERFORMANCENOTONLYINCLUDESEEIMPROVEDSALPRATINGS 24 SATISFACTIONWITHPASTSUCCESSESTORESULTINWHAT 25 THATWE RECEIVED, ASI ALREADY MENTIONED,BUT ALSOTHE 25 COULDBE ASLOWPERFORMANCEDECUNE 13 . 15 _ PAGE 14 PAGE 16 1 SETTING OF A WORLD RECORD FOR KILOWATT. HOURS GENERATED 1 SUCCESS CAN SOMETIMES BE YOUR OWN WORST 2 DUR!NG A CONTIN'JOUS RUN WHICH STPITCHED OVER 550 DAYS 2 ENEMY. PG1E'S MANAGEMENT AND THE NRC NOTED THIS AS A 3 FORUNITONE. ANDALSODURINGTHISENT1REYEAR,WE 3 POSSIBLE ISSUE AT DIABLO CANYON SEVERAL YEARS AGO. 4 HAVE REDUCED OUR OPERAT1NG COSTS TO ENSURE THAT WE ARE4 MUCH 0F THE CHANGE WE HAVE UNDERGONE OVER THE LAST TWO 5 GOING TO CONTINUE TO BE SUCCESSFUL IN EE FUTURE THAT 5 YEARS,LIKEOURADDRESSINGPROCEDURALNONCOMPUANCE 6 WE AREFACING. 6 ISSUES, FORMAUTY OF OPERAT10NS IN THE CONTROL ROOM AND 7 YOU S!MPLYDONT ACHIEVETHATKINDOF 7 THE UKE,WAS AIMED AT ARRESTING AND REVERSING 8 OPERATING RECORD YEAR N AND YEAR OUT WITHOUT A GOOD 8 COMPtACENCY.BREDDECUNEEATCOULDHAVECREPTNT00VR 9 SAFETYCULTURE. NOW,THATHAVINGBEENSAID, GOOD 9 ORGAN!ZAil0N. 10 PERFORMANCE AND A STRONG SAFETY CULTURE l$ SOMETHING 10 AS THE NRC NOTED N LAST YEAR'S SALP, THE 11 THAT DOES RE0V!RE CONSTANT ATTENTION TO MAKE SURE IT 11 CHANGESWEINSTITUTEDAREBEGINN!NGTOBEARFRuli, 12 STAYSTHATWAY THATISWHYWEDECIDEDTOTEETHE 12 POSmVEFRUliFORUS. IBRINGFORWARDTHISDISCUSSION 13 SNAPSHOT OF HOW WE STACK UP AGAINST THE DESIRED TRAITS 13 0F CHANGE BECAUSE AS YOU GO THROUGH CHANGE - AND liIS 14 WITHREGARDT00VRCULTURE ANDWEBEUEVETHATTHAT 14 ABSOLUTELYESSENTIALFOROURSUSTAINWGTOP 15 SNAPSHOT IS VERY IMPORTANT TO US SO WE CAN TAKE ACTIONS 15 PERFORMANCE-liALSOISINHEPINTLYUNCOMFORTABLEFOR 16 WHERE WE NEED TO,lf WE NEED TO,TO BRING ENGS BACK 16 EVERYBODY INVOLVED Wim CHANGE AND DOES AFFECT MORALE, 17 UPTOWHEREWEWANTTHEMTOBE. 17 ATLEASTINTHESHORTTERM. 18 INPARTICULAR,THISHASBEENVERY 18 ASJOHNGUlBERTWILLPONTOUTINTHE 19 IMPORTANT FOR US GIVEN THE CHANGE THAT WE HAVE BEEN 19 RESULTS OF THE SYNERGY SURVEY, MORALE N TURN CAN 20 GOING THROUGH 0VER THE LAST FOUR TO FlVE YEARS. WE 20 AFFECT SAFETY CULTURE IF NOT ADDRESSED. THE HALLMARK 21 HAVEBASICALLYBEENREINVENTING0VRSELVESOVERTHELAST 21 0F STRONG MANAGEMENT,1 BEUEVE, IS NOT TO SHY AWAY 22 FOUR TO FIVE YEARS TO ALLOW US TO SUSTAIN THE 22 FROM CHANGE BUT RATHER TO MANAGE ALL ASPECTS OF fI SO 23 PERFORMANCE IN A DIFFERENT AND CHANGING BUSWESS 23 THAT ITS ADVERSE CONSEQUENCES ARE RECOGNIZED EARLY, 24 ENVIRONMENT. 24 UMITEDANDEFFECTIVELYADDRESSED. ITISINTHAT 25 MOST SIGNIFICANTLY, CAUFORNIA, AS YOU 25 SPIRfT THAT WE UNDERTOOK TO PERFORM THE SYNERGY 14 16 Comphmentary o ee : 'e word indexmg njc (803) 541 5962 1800) 300-3942
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1 D!ABLOCANYON'SUKELYSUCCESSINTHEFUTUREELECTRIC
. .2 NTHTHOSE NTRODUCTORYREMARKS,lDO 2 ;,MRKET;ALSOBENCHMARKINGOFOTHERHIGH-PERFORMING 3 WANT TO SAY THATI AGREE WITH THE COMMENTS EAT WERE 3 NUCLEARPLANTPROCESSESTOIDENDFYIMPROVEMENTSTO 4 MENTIONED WITH REGARD TO THE RESULTS OF THE SURVEY THAT PROCESSES, BOE N THE AREA 0F SAFETY 4 DRBLO1 5 WE WILL BE PRESENDNG SHORTLY. IT DOES PLACE US 5 PERFORMANCE AND COSTS, CAREFUL PLANN!NG AND 6 BASICALLY IN THE MED%N OF BE INDUSTRY, WHICH N ONE 6 IMPLEMENTATIONOFTHESEPROCESSCHANGESPRIORTO 7 SENSE IS NOT BAD, BUT FOR A PLANT THATIS USED TO N 7 STAFFINGREDUCTIONSANDALSOPROVIDNGEMPLOYEESUPPORT 8 VIRTUALLY EVER MEASURE BENG EITHER IN THE TOP OUARTLE 8 PROGRAMS, SUCH AS, CAREER PLANNING, JOB PLACEMENT, 9 OR PERHAPS THE BEST, THAT l$ NOT GOOD EN0 UGH FOR DMBLO 9 EMPLOYEE ASSISTANCE AND COUNSEUNG, AS WELL AS 10 CANYON, AND WE ARE TAKNG li THAT WAY, AND WE ARE GOING 10 EXCELLENTSEVERANCEBENEFITSINTHISTIMEOFCHANGE 11 TO BE TAKING ACTIONS BASED UPON WHAT WE LEARNED FROM 11 NEXTSUDE,PLEASE 12 THE SURVEY TO MAKE SURE WE IMPROVE IN THOSE AREAS.12 HOWEVER, WE UNDERSTAND THAT OURING MS 13 WINTHAT,1WOULDUKETOTURNiiOVER 13 PROCESS, AND DESPIE ALL OF THESE EFFORTS,liIS 14 NOW TO LARRY TO GIVE US A UTTLE BIT MORE ON THE 14 INEVITABLETHATEMPLOYEECONCERNWILLNCREASE ANDN 15 CONTEXT OF BE SURVEY AND SOME OF THE ACTIONS WE WERE 15 ANT 1CIPADONOFMS,WEENHANCED0VREMPLOYEECONCERNS 16 TAKNG BEFORE WE ACTUALLY WENT FORWARD WITH THE SURVEY. 16 PROGRAM, OUR HUMAN RESOURCES SUPPORT FUNCTIONS AND OUR 17 MR.WOMACK THANKYOU,GREG, ANDGOOD 17 HUMANPERFORMANCEPROGRAMS.
18 AFTERNOON. 18 THESE ACTIONS AGAN ARE SUMMAR2ED ON THE 19 AS GREG SAID, WY NAME IS LARRY WOMACK. I 19 SUDE AND NCLUDE INCREASED STAFFING OF THE EMPLOYEE 20 AM VICE PRESIDENT OF NUCLEAR TECHNICAL SERVICES AT 20 CONCERNSPROGRAM0RECP,IMPROVEDECPPROCEDURES, 21 DIABLO. lHAVEWORKEDOND%BLOCANYONSINCE1978 AND 21 DEVELOPMENTOFANECPINVESTIGATOROVAUFICADON 22 I AM PROUD TO SAY THAT DMBLO HAS BEEN RECOGN2ED AS A 22 PROGRAM,PROVIDING AWELL-KNOWN ANDCREDIBLETRAINING 23 WORLDLEADERFORITSSUSTAINEDSAFEOPERATION. MS 23 COURSE ENTITLED ' MANAGING FOR NUCLEAR SAFETY' TO ALL 24 HAS ONLY BEEN POSSIBLE THROUGH THE DEDICATION OF OUR 24 PLANT SUPERVISORS UP TO AND INCLUDNG OUR SENIOR 25 EMPLOYEES ANDMANAGEMENTSCOMMITMENTTOSUSTAIN 25 VICEPRESIDENT,GREGRUEGER. 17 19 _ PAGE 18 PAGE 20 1 LONG-TERM GOALS VERSUS SHORT. TERM FNANC%L BENEFITS. 1 MSALS0INCLUDEDDEVELOPMENTOF l 2 PG&E HAS MADE A SUBSTANTIAL ONGOING NVESTMENTIN 2 ANNTERDISCIPUNARYDEVELOPMENTOFALEADERSHIP 3 DIABLO CANYON'S PHYSICAL CONDITION AND ITS EMPLOYEES. 3 GUIDEBOOKENTITLED'MANAGINGNUCLEARPOWER 4 WE INTEND TO CONENUE THIS PRACTICE IN THE FUTURE 4 GENERATION.' 5 ANOTHERDABLOCANYONMANAGEMENT 5 IN1957-EXCUSE ME-N1996 AND17, 6 PRINCIPLE IS TO CREATE AND MAINTA!N AN ENVIRONMENT THAT 6 WEESTABUSHEDPOSITIONSNSEVERALDEPARTMENTS 7 ENCOURAGESITSEMPLOYEESTOIDENTIFYANDCORRECT 7 DEDICATEDT00VAUTYANDHUMANPERFORMANCE NOSE 8 PROBLEMS. DIABLO CANYON HAS LONG BEEN RECOGN2ED AS AN 8 DEPARTMENTS ARE IDENEFlED IN THE SUDE OPERATIONS, 9 INDUSTRY LEADER IN THE IDENTIFICATION AND RESOLUTION OF 9 MAINTENANCE, RADATION PROTECTION AND CHEMISTRY, AND 10 NUCLEAR ISSUES, MANY OF WHICH HAVE HAD GENERIC INDUSTRY 10 LASTLY, BUT NOT AT ALL THE LEAST,THE DEVELOPMENT OF A 11 SIGNIFICANCE WEREMAINCOMMITTEDTOTHESESAME 11 LOWTHRESHOLDEVENTTRENDNGSYSTEMIN1996. 12 PRINCIPLES. 12 AS PART OF THE 1997 SELF-ASSESSMENT OF 13 AS GREG NDICATED TO YOU EARUER, CHANGES 13 THEEMPLOYEECONCERNSPROGRAM, ANINDEPENDENT 14 ARECAUSINGTHENUCLEARINDUSTRYTOVERYCAREFULLY 14 CONSULTANT, MARTIN-SIGMON, INCORPORATED,PERFORMEDA 15 CONSIDERHOWITCONDUCTSBUSINESS ANDHOWWEWILL 15 STUDY OF ECP EFFECTIVENESS. THE PRNCIPAL 16 MAINTAIN A HIGH DEGREE OF NUCLEAR SAFETY WHILE REDUCING 16 MARTIN SIGMON PERSONNEL ENGAGED IN PERFORMING THE STUDY 17 OPERATNG COSTS. MS IS AVERY DIFFICULT AND 17 ALLHADSUBSTANTMLPRIOREXPERIENCE ATTHENRC, AS 18 CHALLENGNGTASK,ONEWHICHPLACESCONSIDERABLESTRESS 18 WELL AS IN THE HANDUNG 0F ALLEGATIONS. 19 ONTHEEMPLOYEES ATDABLOCANYON. 19 MS STUDY CONCLUDED MAT THE ECP PROGRAM 20 CANWEHAVEEENEXTSUDE 20 HAD SOUD MANAGEMENT SUPPORT AND CREDIBluTY WITH OUR 21 THE LEADERSHIP OF DABLO CANYON HAS TAKEN 21 EMPLOYEES. MS MARTN-SIGMON STUDY WAS COMPLETED IN 22 ACTION TO MIN!M2E BESE IMPACTS ON EMPLOYEES. THESE 22 EARLY1997. ATTHETIMEOFCOMPLET10NOFTHE 23 ACTIONS ARE SUMMAREED ON MS SUDE AND INCLUDE 23 MARTN SIGMON STUDY, WE PLANNED T0 PERFORM FOLLOW UP 24 COMMUNICATING WITH EMPLOYEES THE NEED AND SCHEDULE FOR 24 SURVEYSEVERYTWOYEARS. 25 CHANGE AND, FOR EXAMPLE, MS INCLUDES ANALYSIS OF 25 NEXTSUDE,PLEASE 18 20 Comphmentary o ee c word indexmg (803) 341 3962 (800) 300-3942
1 . SHEET 6 PAGE 21 __ PAGE 23 1 ANUMBEROFSUBSTANTIALCHANGESHAVE 1 51 PERCENT NCLUDED SOME VERY GOOD PERFORMANCE FROM
- 2 OCCURRED SINCE 1997, SUCH AS, THE IMPLEMENTAT10N OF 2 BUSWESS UNION AND SOME VERY GOOD PERFORMANCE FROM T 3 ASSET BASED MANTENANCE, THE ON SRE CONSOUDADON OF 3 OVAUTYUNU, 4 ENGINEERING,CAUFORNlA'SPROPOSm0N9REGGDNG 4 IFYOULOOKATTHEHEARTOFSAFETYAT
$ ELECTRICUTluTYDEREGULATION ASWELL AS AGENERAL 5 DABLO CANYON,IT IS NUCLEAR GENERATION. THAT WAS THE 6 INCREASE N THE AREA 0F UNCERTAINTY AROUND THE ELECTRIC 6 38TH PERCENilLE,WHICH IS A FAR CRY FROM ADE0VATE 7 BUSNESS. 7 OKAY.S01COMEINTOTHIS-WENEEDTOBEREALLY 8 NADDm0NTOTHESE,CERTAINEVENTSOF 8 CAREFULWEDOKTBLUREENPORTANTPROBLEMSWITHTHE 9 1998 NDICATED SOME ORGANIZADON SPECIFIC CONCERNS TO 9 AVERAGES. ANDITHNKTHAT38PERCENTISPROBABLY 10 EMST FOREXAMPLE,1W1LLNAMETWO.THEYWERE 10 SOMEENG EAT WILL COME UP N EE DISCUSSION, BUT I 11 MANAGEMENTS-DIABLOMANAGEMENT'SHANDUNG0 FAN 11 DDNTWANTTOLEAVEWENTRODUCTIONWRHOUTHAVING 12 OPERATIONSNTENTIONALPROCEDUREDEVIADONEVENTAND 12 MADETHEPONTTHATTHATCERTAINLYISOFCONCERN.
13 REMOVAL OF SRE ACCESS FOR AN OPERATIONS SHFT FOREMAN 13 RRUEGER ANDIWOULD AGREEWITHTHAT. I 14 UNDERFITNESSFORDUTYPROGRAMPROVISIONS. 14 THlhK YOU WLL SEE BOTH W THE PRESENTAT10N OF SYNERGY 15 IN RESPONSE TO THESE CONSIDERATIONS, WE 15 THAT WE WILL BE GMNG YOU MORE OF EE DETALS, GMNG 16 DECIDED TO PERFORM THE NEXT SURVEY N THE FALL OF 1998 16 THE PUBUC HERE MORE OF THE DETALS THAN JUST THE 17 RATHER THAN IN 1999. THE 01UECTIVES IN ACCELERATING 17 OVERALLNUMBER,THATWILLCOMEOUT,EATWEFND 18 THIS SURVEY WERE TO ASSESS WE MEASURES TAKEN TO 18 POCKETS OF AREAS EAT WE DEFNTELY NEED TO ADDRESS, 19 MmGATE PRECURSORS TO A DECUNE N SAFETY CULTURE, 19 ONEOFTHOSEBENGTHATAREA. 20 FOR EXAMPLE,TO MEASURE THE SUCCESS OF OUR ECP PROGRAM 20 100 WANT TO POINT OUT, THOUGH, THAT AS I 21 IMPROVEMENTSIDESCRIBEDEARUERANDTOASSESS 21 UNDERSTANDTHAT38EPERCENilLEFORNUCLEARGENERATION, 22 FOLLOW UP ACDONS ON THE WTENT10NAL PROCEDURE 22 THAT IS TAKlNG THE RESULTS OF ALL OF BE RESPONSES 23 DEMATION EVENT; ALSO, TO ASSESS WHETHER A CHlu.ED 23 PROVIDED BY PEOPLE N THAT ORGANIZATION AND COMPARING 24 ENVIRONMENT MIGHT EXIST AS A RESULT OF BESE 24 THEM AS IF EEY WERE AN ENDRE PLANT T00EERS. 25 OCCURRENCES, ANDLASILYT00BTAINNPUTTODEFINETHE 25 lALSOUNDERSTANDliISTYPiCAL0F 21 23 PAGE 22 PAGE 24 1 VALUES AND BEHAVIOR $ NECESSARY TO IMPROVE EE GENERAL 1 ORGANIZATIONS WITH BARGANNG UNES AND CRAFT PERSONNEL 2 WORK ENVIRONMENT AND TO ASSURE THE CONDNUED SAFE 2 TOSCORELOWERTHANTHOSEWITHENGNEERS, MANAGEMENT 3 OPERATIONOFDLABLOCANYON. 3 ANDTHAT. ANDSOTOSOMEEXTENT,1WOULDNOTBE 4 SO IN AUGUST OF 1998,WE RETAINED SYNERGY 4 SURPRISED, THOUGH JOHN CAN ANSWER IT BETTER THAN I 5 CONSULTING SERVICES, A WELL KNOWN EXPERT N THE FIELD 5 COULD, THAT IF YOU DID EE SAME MEASURE OTHER PLACES, 6 0F SAFETY CULTURE ASSESSMENTS, TO PERFORM THIS NEXT 6 YOU WOULD HAVE A SOMEWHAT LOWER SCORE FOR THOSE GROUPS 7 PERIODICSAFETYCULTURESURVEY. 7 THAN OTHERS, BUT THAT IS AN AREA 0F REAL CONCERN TO US 8 SYNERGYHASPERFORMEDSURVEYSOFTHE 8 UN0VESTIONABLY,ANDITHINKYOUWELSEE,PARTICULARLY 9 SAFETYCULTURE ATAPPRONMATELY29NUCLEARPLANTS. 9 WHENDAVEGETSINTOHISDISCUSSION,THOSE ARETHE AREAS 10 THIS SURVEY WAS PERFORMED N OCTOBER AND NOVEMBER OF 10 THAT WE ARE GONG TO BE REALLY FOCUSING ON. 11 1998, AND THE FNAL REPORT WAS DEUVERED TO P&GE ON 11 MRMERSCH0FF; OKAY. 12 DECEMBER 310F1998. 12 MR WOMACK LET ME INTRODUCE MR JOHN GUlBERT. 13 TODAYWEHAVEASKEDEJOHNGUlBERTOF 13 RGUlBERT: THANKYOU, LARRY. 14 SYNERGY TO PRESENT THE SURVEY IT PERFORMED 0F DIABLO 14 GOOD AFTERNOON. I AMJOHNGUlBERTOF 15 CANYON. ATEISPOINT,lWOULDUKETOTURNTHE 15 SYNERGY lHAVEBEEN ASKEDBYPG&ETOPROVIDEYOUA 16 PRESENTADONOVERTOEGUlBERT. 16 PRESENTADONTMTSUMMARIZESTHERESULTSOFTHE 17 E MERSCH0FF: BEFORE E GUlBERT STARTS, LET 17 CULTURALASSESSMEKITHATWERECENTLYPERFORMEDFORTHE
' 18 ME COMMENT, F I MAY,0N ONE THING YOU SAID, LARRY AND 18 DlABLOCANYONPOWERPLANT.
19 GREG. 19 ATTHISP0lNT,1WLLEYTOREFERTOEE 20 THis IS A STATISDCAL TREATMENT, AND IT 20 PLANT MERELY AS D!ABLO CANYON TO SAVE A UTTLE TIME J 21 IS DIFFICULT WITH THESE STATISTICS TO ALWAYS GET THE 21 AFTER SOME NEAL DISCUS $10NS N AUGUST, 22 RIGHT FLAVOR AND RIGHT APPROACH. l# GLASS IS HALF 22 WE FORMALLY KICKED THE PROJECT OFF IN MID SEPTEMEER 23 EMPTY,FOREXAMPLE, AND-ASOPPOSEDTOHALFFULL 23 EE SURVEY OVESTIONNAIRE THAT WE USED WAS ADMNSTERED 24 THE51STPERCENTLEISONE OFTHOSE. II 24 NEARLYTOMID0CTOBER WECONDUCTEDPERSONAL 25 !S TRUE OVERALL THE RESULTS WERE 51 PERCENT, BUT THAT 25 INTERVIEWSINEARLYNOVEMBER ANDWEPROVIDEDOUR
. 22 24 Comphmentary o ee c ord indezmg (805) 341 5962 (800) 500-3942
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. SHEET 7 .PAGE 25 _ PAGE 27 1 EXECWVE
SUMMARY
REPORT TO PG&E AT EE END OF 1 FORFURTHERNPROVEMENTOFEESAFETYCULTURE AND 2 DECEMBER. 2 WHAT I WANT TO P0lf OUT IS N OUR VIEW,'DEUBERATE'
.' 3 IT$MYUNDERSTANDINGTHATYOVEIEER 3 l$ANNPORTANTWORD. ANDBYTHATWEMEANWELLE0VGHT 4 HAVE RECElVED OR WILL SOON RECEIVE COPIES OF THAT 4 OUT, UNHURRIED,STEADYACTIONSTHATWILLBE 5 EXECUTIVE
SUMMARY
REPORT. IT CONTANS MUCH MORE DETAll5 SUSTAINABLE ATTHELOCALSPECIFICORGANIZATIONAL 6 THANIWILLBEABLETOCOVERHEREEIS AFTERNOON. 6 LEVEL, EERE OBVIOUSLY API SOME $$UES THAT CAN AND WE 7 SINCE YOU HAVE THAT DETAL AVAllABLE TO 7 BEUEVE SHOULD BE ADDRESSED W!EN A SHORTER THE 8 YOU,lHAVETAILOREDWYPRESENTATIONTOPROVIDEYOU 8 FRAME 9 NTH A CONCEE OVERVIEW OF THE NFORMATION CONTAINED IN 9 SUGGESil0NS FOR NPROVEMENT HAVE BEEN 10 THE REPORT FOCUSNG PRNARILY ON EE KEY RESULTS OF THE 10 PROVIDED.WEPROVIDEDPG&E'SMANAGEMENTSUGGESTIONSIN 11 ASSESSMENT,NOTEWORTHYFWDINGS,CONCLUSIONSANDTHE 11 BOTH CATEGORIES, SITE WIDE, AS WELL AS LOCAL 12 SVGGESil0NSFORCOGNUEDNPROVEMENTTHATWEHAVE 12 ORGANDT10N. IN PROVIDING THEM,WE HAVE RECOMMENDED 13 PROVIDEDTOPG&E 13 TO PG&E, AS WE ALWAYS D0, EAT THEY SHOULD LOOK AT OUR 14 SUDETWO,PLEASE 14 ASSESSMENT,0VR RESULTS, AS A SNAPSHOT IN TNE AND TO 15 PRIOR TO DISCUSSING THE RESULTS OF THE 15 NEGRATEOURRECOMMENDATIONSNTH0THERNFORMATION 16 ASSESSMENT,1 WILL PROVIDE YOU AN OVERVIEW OF SYNERGY'S 16 THAT THEY HAVE AVAILABLE TO THEM, NCLUDNG ACTIONS 17 BACKGROUNDMDEXPERIENCE,PARTICULARLYOUREXPERIENCE 17 THEY HAVE TAKEN SNCE SUBSEQUENT TO BE SURVEY BENG , 18 NCONDUCTINGCULTURALASSESSMENTS ANDTHEAPPROACHAND 18 ADMINISTERED,PLANNEDANDUNDERWAY. l 19 MEE000LOGYTHATWEUSEINCONDUCTINGCULTURAL 19 NEXTSUDE,PLEASE 20 ASSESSMENTS. 20 AUTTLEBACKGROUND0NUS. SYNERGYIS A 2i THEREISALOTOFGROUNDTOCOVERNA 21 PRIVATELYHELDMANAGEMENTCONSULTNGFIRMSERVINGTHE 22 VERY SHORT PERIOD OF TIME SO I PLAN TO BE PROCEEDING N 22 ENERGYINDUSTRY. ASNPUEDBYOURNAME,WESEEKTO 23 A RELATIVELY FAST PACE. PLEASE LET ME KNOWIF I NEED 23 PROVIDENTEGRATEDSOLWONSTOMEETOURCUENTS' 24 TO SLOW DOWN OR, FOR THAT MATTER, GlVEN THE 4:00 24 NEEDS. 250' CLOCK DEADUNE, WHETHER I NEED TO SPEED UP EVEN 25 APPROXNATELY TWO THIRDS 0F OUR WORK IS WITH 25 _ 27 _ PAGE 26 PAGE 2B ' 1 MORE 1 EEELECTRICUT1UTYNDUSTRYPARTICULARLYWiE I 2 I AM PREPARED TO RESPOND TO ANY OVEST10NS 2 UTluTlES WH00WN AND OPERATE NUCLEAR POWER PLANTS. 3 THAT YOU MAY HAVE, EITHER AS WE PROCEED OR AFTER l HAVE 3 THE BALANCE OF OUR WORK IS WITH THE DEPARTMENT OF 4 COMPLETEDTHEPRESENTATION. HOWEVER,JUSTSOYOUWILL 4 ENERGY, OUR THREE PRNCIPALS EACH HAVE MORE THAN 25 5 UNDERSTAND,l HAVE GOT ABOUT 45 MINUTES OF PRESENTATION 5 YEARS EXPERIENCE NTHN EE NUCLEAR INDUSTRY. 0VER THE 6 TOGIVE ATTH15 POINT. 6 YEARS,WE HAVE OBTAINED A BROAD PERSPECTIVE, AN IN 7 CANIHAVETHENEXTSUDE,PLEASE. I 7 DEPEEXPERIENCEWITHOURCUENTS'EVOLVINGCHtiLENGES 8 THOUGHT IT MIGHT BE USEFUL TO START AT THE END AND JUST 8 ANDNEEDS. 9 GIVE YOU A PREVIEW IN
SUMMARY
FORM AND HELP FRAME THE 9 ASTOTHENATUREOFOURWORKWlEINTHE 10 INFORMATIONYOUWILLBEHEARINGTODAY. S01WOULD 10 ELECTRICUTIUTYINDUSTRY,0JREXPERIENCEINCLUDES 11 LIKE TO START WITH A BRIEF
SUMMARY
OF SOME OF THE MMOR 11 CONDUCT OF A WIDE RMGE OF ORGANIZATIONAL ASSESSMENTS, 12 POINTSMADENTHEREPORT. 12 PROGRAMATIC ASSESSMENTS AND CULTURAL ASSESSMENTS, 13 EMPLOYEE RATINGS OF THE NUCLEAR SAFETY 13 DESIGN AND NPLEMENTATION OF BOTH STRATEGIC AND 14 CULTURE AT DiABLOCANYON PLACEDITNTHE ADE0VATETO 14 TACTICAL PERFORMANCE NPROVEMENT PLANS AND 15 0000 RANGE. ITISTRULY ACCEPTABLE,BUTINOURVIEW, 15 ORGANDTIONALFACluTAi10NANDNTERVEGON. 16 THEREISROOMFORCOGNUEDNPROVEMENT,PARTICULARLY 16 0UR WORK WITH THE DEPARTMENT OF ENERGY 17 NCERTAINSITEORGANIZATIONS. 17 HAS NVOLVED AS$1 STANCE N THE DEVELOPMENT AND 18 DIABLO CANYON PERSONNEL WDICATED TO US 18 IMPLEMENTAT10NOFBEIRENFORCEMENTPOUCY. 19 THATTHEYAPIVERYWILUNGTOIDEEFYPOTENTIAL 19 EACH0FUSHASEXPERIENCEMANAGING 20 NUCLEARSAFETYISSUESANDCONCERNS,PARTICULARLYTO 20 ORGANDTIONS ASFIRSTLNE MANAGERS ANDIN MANAGEMENT 21 THEIRDIPICTSUPERVISION. WILUNGNESST0 ESCALATE AN 21 POSm0NS UP TO AND INCLUDING CHIEF 0PERATING 0FFICER. 22 $$UE UP THE MANAGEMENT CHAlN ACROSS EE SITE $ 22 COINCIDENTALLY, EACH 0F US HAVE ALSO SERVED WiTH EE 23 GENERALLY GOOD, BUT THERE IS ROOM FOR NPROVEMENT. Ti 23 NRC,SEVERALOFUSWITHMANAGEMENTPOSm0N 24 IS LESS GOOD IN CERTAIN ORGANDTIONS. 24 EXPERIENCE 25 WE BEUEVE DEUBERATE ACTIONS ARE NEEDED 25 0UR EXPERIENCE INCLUDES EVALUATION OF THE 26 28 comphmentary C,oge e n;cgigtygvordindexmg (805) 541 5962 (800) 500 5942
. _ SHEET 8 PAGE 29 _ PAGE 32.
1 EFFFCTNENESS OF EMPLOYEE CONCERNS PROGRAMS AND ITS 1 MORESPECFICALLYTOBESUiUECTOF
, , 2 PRECURSOR PROGRAMS $1NCE EE MID 1980'S. OUR 2 NTERESTTODAY,THENUCLEARSAFETYCULTUREOFAN 3 EXPERIENCE N THE AREA 0F CULTURAL ASSESSES DATES 3 ORGAN 2ATl0NISCHARACTEPJZEDBYBESUSTAINEDVALUES, 4 BACK T01993. SNCE THAT TNE,WE HAVE PERFORMED MORE 4 BEHAVIORS AND PRACTICES THAT HAVE SHAPED AND 5 THAN 50 SITE ASSESSMENTS. WE TEND T0 PERFORM 100R SO 5 SILHtEINFORCEDTHEORGAN2AT10N'SCAPABLmES, 6 ASSESSMENTS EACH YEAR. WE PERFORMED ASSESSMENTS AT 296 NFRASTRUCTUREANDENVIRONMENTFORNUCLEARSAFETY 7 SRES, NCLUDNG 38 PLANTS. FOR MANY 0F OUR CUENTS WE 7 PERFORMANCE.
8 PERFORMASSESSMENTSEVERYOEERYEARFORTRENDNG 8 NEXTSUDE,PLEASE. 9 PURPOSES AND TO EVALUATE THE NPACTS OF CHANGES AND THE 9 NTERMSOFBESCOPEOF0VRCULTURAL 10 EFFECTNENESSOFNPROVEMENTNmATNES. 10 ASSESSMENTS,WEOFFER0VRCUENTSACOMPREHENSNEMENU, 11 OURDATABASEOFCULTUREASSESSMENTS 11 NCLUDNGASSESSMENTSOFTHENUCLEARSAFETYCULTURE, 12 NCLUDETHEFULLRANGEOFPERFORMANCEWITHINTHE 12 THEGENEPACULTUPIANDWORKENVRONMENT,LEADERSHP, 13 NDUSTRY, THAT IS, PLANTS NAT ARE RECOGN2ED AS TOP 13 MANAGEMENTANDSUPERVISORBEHAVORSANDPRACTICESAND 14 PERFORMERS AND PLANTS THAT AT LEAST HAVE BEEN AT ONE 14 SPECIALTOPICSOFNTEREST. 15 TWE OR ANOTHER RECOGNEED AS LOWER PERFORMERS 15 FOR OUR NUCLEAR AND UTLITY CUENTS,lHE 16 ACCORDINGLY,WEBEUEVETHATOURDATABASEOFEXPERIENCE 16 MNNUMSCOPETHATWEOFFERNCLUDESEVALUATIONOFTHE 17 IS REPRESENTATNE OF THE NDUSTRY AS A WHOLE. 17 NUCLEAR SAFETY CULTURE AND THOSE KEY ELEMENTS OF THE 18 OUREXPERIENCEBASEAFFORDSUST)E 18 GENERALCULTURALWORKENVRONMENTTHATNFLUENCETHE 19 ABLITYTOPROVIDEOURCUENTSNSIGNTSONCOMMON 19 NUCLEARSAFETYCULTURE. 20 CHAL1ENGESWITHINTHENDUSTRYANDONSOLUTIONSEAT 20 NOUREXPERIENCE,EMPLOYEERATNGSOF 21 HAVE BEEN PROVEN T0 BE BOTH EFFECTNE AND INEFFECTNE 21 THENUCLEARSAFETYCULTURE,EMPLOYEERATINGS0 FEE 22 IN MEETING THOSE CHALLENGES. AND OUR DATABASE ALSO 22 GENERALCULTUREANDWORKENVRONMENTARECLOSEY 23 ALLOWSUSTOPROV0EOURCUENTSBENCHMARKING 23 CORRELATED.ISSUESDENTIFlEDNTHEGENERALCULTURE 24 INFORMATION. 24 ANDWORKENVRONMENTOFTENREPRESENTDRNERSOR 25 NEXTSLDE,PLEASE. 25 PRECURSORSOFISSUESWITHNTHENUCLEARSAFETY 29 31 PAGE 30 PAGE 32 1 IN PERFORMNG CULTUPA ASSESSMENTS, WE 1 CULTURE. 2 HAVE SEVERAL KEY OBJECTNES: FRST,TO PROVDE AS CLEAR 2 WE HAVE ALSO FOUND THAT ISSUES RElATED TO 3 A REFLECTION OF THE ORGAN 2AT10N'S CULTURE AS IS 3 LEADERSHIP,MANAGEMENTANDSUPERVISORYBEHAVIORSAND l 4 POSSRE. THIS IS AN OBUGATON BOTH TO CUENT 4 PRACTICESARECLOSEYCORRELATEDWlEISSUESWITHNTHE 5 MANAGEMENT ANDTO THE WORK FORCE, AND WE TAKE THAT 5 GENEPACULTUREANDWORKENVIRONMENT. SO,THEREFORE, 6 OBUGATIONNSERIOUSLY. 6 THEY ARE ONLY ONE STEP REMOVED FROM NPACTING EE 7 SECOND, TO ENSURE CONF 0ENTIAUTY OF OUR 7 SAFETYCULTUREDRECTLY. 8 SOURCESOFINFORMATION; 8 0)R MODEL FOR CONDUCTING NUCLEAR SAFETY 9 ANDTHRD,TOPROVDEBOTTOMLNE 9 ASSESSMENTSISFINELYTUNEDTOEVALUATE,TESTANDPROBE 10 CONCLUSIONS; 10 THE KEY FACTORS DIRECTLY WFLUENCING AN ORGANEAT10N'S 11 ANDFOURE,TOPROV0EMEANNGFULAND . 11 NUCLEARSAFETYPERFORMANCE,NCLUDINGTHE 12 APPROPRIATESVGGEST10NSFORCONTINUINGNPROVEMENT. 12 SAFETYCONSCl0VSWORKENVRONMENT. 13 BEFORE PROCEEDNG FURTHER,1WOULD LIKE 13 OUR WODELS FOR THE GENERAL CULTURE AND 14 TO TALK A UTTLE BIT ABOUT CULTUPI,WHAT BAT WORD OR 14 WORKENVIRONMENTANDFORLEADERSHlP, MANAGEMENT, l 15 CONCEPTMEANS. INITSBROADESTSENSE,liENCOMPASSES 15 SUPERVISORY BEHAVIORS AND PRACTICES ARE SOMEWHAT MORE l 16 THE SHAREDVALUES AND PRIORmES OF AN ORGAN 2ATION AND 16 GENERICALLY APPUCABLE. EEY COULD WORK FOR ALMOST ANY l 17 THE ASSOCIATED BEHAVIOPA NORMS EMBRACED BY THE 17 TYPEOFORGAN2AT10N. HOWEVER,CERTAINKEYELEMENTSOF 18 ORGAN 2ATION. 18 EEGENERALCULTUREANDWORKENVIRONMENTMODELHAVE . 19 NOW, THESE MAY EVOLVE IN WHOLE OR N PART 19 BEENTUNEDSPECIFICALLYTOFITBENUCLEARPOWERPLANT 20 BY DESIGN, STEMM!NG FROM A ORGAN 2AT10NAL PHLOSOPHY OR 20 ENVRONMENT. 21 VISION. OR THEY MAY HAVE EVOLVED N WHOLE OR N PART BY 21 SPECIALTOPICSOFNTERESTAREOFTEN 22 CIRCUMSTANCE. NEITHEREVENT,THEYREPRESENTN 22 NCLUDED AS AN OPPORTUNITY TO TEST SOMETHING N THE 23 SNPLE TERMS WHAT IS NPORTANT TO THE ORGAN 2AT10N AS 23 COURSE OF CONDUCTNG THE SURVEY, AND USUALLY CUENTS 24 IT SEES IT, HOW THINGS WORK N THE ORGAN 2AT10N AND HOW 24 ASK FOR THOSE TESTS TO EVALUATE THE NPACTS OF CHANGE. 25 PEOPLEBEHAVEINTHEORGAN2ATION. 25 IGUESSATTHISPOINTITWOULDBE 30 32 Comphmentary Go e e nc t rd inde.ung (803) 341 3962 (800) 300-3942
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- _ SHEET 9 PAGE 33 _ PACE 35 1 APPROPRIATE TO PONT 0UT TO YOV EAT PG&E MANAGEMENT 1 EXAMPLE,MEFFECTSOFSUCHEINGS ASWORKLOADAND
'2 REQUESTEDUSTOPERFORMOURMOSTCOMPREHENSiVECULTURAL 2 PERCEiVEDSCHEDULEPRESSURES.
3 ASSESSMENT SCOPE,WHICH AFFORDS THEM THE BROADEST RANGE 3 LASTLYANDVERYNPORTANTLY,WETEST 4 0FNSIGHTSTHATWECANPROVIDE. 4 DEMONSTRATEDINDMDUALWIWNGNESSTOACT,TOD0EE 5 HAVETHENEXTSUDE,PLEASE. 5 RIGHT ENG, GIVEN THE ACTUAL OR PERCEIVED EERONMENT. 6 WYPRESENTADONTODAYWILLFOCUS 6 NTHRESPECTTOTHEEMPLOYEECONCERNS 7 PRNARILYONOURFINDINGSREGARDINGTHENUCLEARSAFETY 7 PROGRAM, SUB DNENS'ONS INCLUDE TESTS OF EE EMPLOYEE 8 CULTURE ATDIABLOCANYON ANDOURKEYFINDWGSRELATED 8 CONFIDENCEINEEPROGRAM,MANAGEMENTSUPPORTOFTHE 9 TO THE GENERAL CULTURE AND WORK EERONMENT. 9 PROGRAM AS A MABLE ALTERNADVE PATH FOR RAISING ISSUES 10 lWANTTOSPENDAMOMENTORTWO 10 AND EE EFFECTIVENESS PROGRAM AS IT IS NPLEMENTED. 11 EXPLAIN!NG N A UTTLE MORE DETAll ABOUT OUR NUCLEAR 11 OUR MODELS FOR THE GENERAL CULTURE AND 12 SAFETYCULTUREMODEL OURMODELTESTSESTABUSHNORMS 12 WORKEERONMENTFORLEADERSHIP,MANAGEMENTAND 13 FORVALUES,PRIORTES, BEHAVIORS,PRACDCESAND 13 SUPERVISOR BEHAMORS AND PRACTICES ARE SIMilARLY 14 PROGRAMS THAT ARE REQUIRED OR EXPECTED WITHN THE 14 CONSTRUCTEDAROUNDDNENSIONSANDSUBOIMENSIONS.
)
15 NUCLEAR WDUSTRY AND ALSO WCLUDES THOSE NORMS THAT 15 OBVIOUSLY,THEYCHANGEBASEDUPONTHESUBJECT 16 REPRESENTNDUSTRYBESTPRACTICES. 16 MATER!AL 17 OUR MODEL REFLECTS INDUSTRY EXPEPJENCE, 17 THE EXECLmVE
SUMMARY
REPORT DOES NCLUDE 18 INCLUDNG OUR OWN EXPERIENCE, AND HAS EVOLVED 0VER 18 ADDm0NAL DETAILS ON EACH 0F THESE THREE MODELS S01 19 TNE TO BEST DO S0. OUR MODEL OF THE NUCLEAR SAFETY 19 AM GOING TO LEAVE IT AT THE NUCLEAR SAFETY MODEL FOR 20 CULTURE INCLUDES FNE DNENSIONS AS PORTRAYED ON THE 20 N0W. 21 SUDE. EACHDIMENSIONNCLUDESSEVERALSUBONENSIONS, 21 COULDlHAVETHENEXTSUDE,PLEASE. 22 AND RESPONSES ULTNAELY TO EACH AND EVERY SURVEY 22 MR BROCKMAN: COULD 1 ASK YOU A OVEST10N WHILE 23 OVESil0N ROLES UP IN TO DIMENSIONS AND SUBO!MENSIONS. 23 WE AREATIT? 24 TOILLUSTRAEEIS,1NLLPROVIDEAFEW 24 MRGUlBERT: YES. 25 EXAMPLES, AND EEY ARE JUST EXAMPLES. THEY ARE NOT 25 MR BROCKMAN: YOU CHOSE A WORD WHEN YOI) WERE , 33 35 _ PAGE 34 PAGE 36 l 1 NTENDED TO BE ALL NCLUSIVE. NTH RESPECT TO VAWES 1 TALKNG ABOUT BE WlWNGNESS TO IDENTFY AND PURSUE 2 ANDPRIORmES,SUB0!MENSIONSNCLUDETESTSOFBE 2 ISSUES WHICH WAS TO DEMONSTRATE THE CAPABluTY. I AM 3 EXENTTOWHICHNUCLEARSAFETYISINDEEDTHEHIGHEST 3 NTERESTED AT THIS THE OR DURING YOUR PRESENTATION F 4 PPJORITY OF EE FACIUTY, TESTS M NP0F,TANCE PLACED 4 YOU COULD ADDRESS HOW YOU FOCUSED ON THE ' DEMONSTRATED' 5 ON THE EFFECTIVE RESOLim0N OF POENT'AL NUCLEAR SAFETY $ ASPECTS OF THAT AS OPPOSED TO THE COMMUNICATIONS OF A 6 ISSUES ONCE IDENTFIED AND TESTlNG NPCRTANCE PLACED ON 6 PERCEPTUALWIWNGNESS. 7 SELF ASSESSMENTSINCONTNUOUSNPROVEMENT. 7 MR GU!BERT: AS YOU WILL SEE,0VR SURVEY IS 8 NTH RESPECT TO BEHAVIOR, SUBONENSIONS 8 PRETTYCOMPPIHENSIVE, ANDON ALMOST ANYTOPic,WE HAVE 9 INCWDE TESTS OF HOW EFFECTIVELY MSE VALUES AND 9 OVESTIONSTHATKNDOFCOME ATfTFROMDFFERENT 10 PRIORmES HAVE BEEN TRANSLATED INTO APPUED 10 VIEWS. ANDMANYOFTHOSEQUESDONSAREORIENTED 11 BEHAVIORS. NTH RESPECT TO PROGRAMS AND PRACTICES, 11 TOWARDSPEOPLE'SPERCEPTIONSOFEEIREERONMENT, 12 SUBONENSIONSINCWDETESTSOFTHEEFFECTIVENESSN 12 BARRIERS THAT MIGHT EX]ST AND HOW THEY FEEL ABOUT 13 ERMS OF SUPPORTING PROGPAMS AND PPACTICESTHAT SUPPORT 13 MANAGEMENTANDSUPERVISION,FOREXAMPLE,ORHOWTHEY 14 M VAWES, PRIORMES AND BEHAVIORS. FOR EXAMPLE, WE 14 MAY FEEL ABOUT ANY PRESSUPIS THEY RECEIVE FROM THEIR 15 LOOK AT PRACTICES SUCH AS PROCEDURAL ADHEPINCE AND 15 PEERS. 16 COMPUANCE, AND WE LOOK AT PROGRAMS SUCH AS THE 16 ONTHEOBERHAND,WEALSOTHINKliIS 17 CORRECTIVE ACTIONPROGRAM 17 ESSENDALTOEST,GIVENWHATEVERTHATEERONMENTSIS, 18 WITH RESPECT TO INDMDUAL NLLNGNESS TO 18 TO ASK PEOPLE DIPICTLY, AND WE D0. 'WHAT WOULD YOU 00 19 IDENTIFY,PURSUEPOTENTIALNUCLEARSAFETYISSUESOR 19 IF7' 20 CONCERNS,SUBONENSIONSINCLUDETESTSTOEVAWAETHE 20 SO N TERMS OF DEMONSTRATED WILUNGNESS 21 EFFECTS OF THE OPENNESS AND RECEPTMTY OF SUPERVISION 21 TO ACT,WE ASK PEOPLE,'F YOV IDENTFY A POTENDAL 22 ONNDMDUALWILUNGNESS,THEEFFECTSOFMANAGEMENT 22 NUCLEAR SAFETY ISSUE OR CONCERN,WOULD YOU NFORM YOUR 23 BEHAVIORS ON INDMDUALNWNGNESS. BOTH ARE PAISED 23 SUPERVISOR, WRITE AN A R7' THOSE ARETWOEXAMPLES OF 24 W PURSUIT OF NUCLFAR SAFETY ISSUES AND THE EFFECTS OF24 DEMONSTRATEDWILUNGNESSTOACT. 25 THEGENERALWORKEERONMENTONWILUNGNESS;FOR 25 WE ALSO ASKTHEM,'FYOU ARE NOT 34 _ 36 comphmentary C,og ej cgrg(rdindexmg (805) 541-5962 (800) 500 3942
___ suzer to Paas 37 _ PAos 39 1 SATISFIEDWITHTHERESPONSEOFYOURSJPERVISOR,WOULD 1 'WHATISTHEENVIRONMENTINWWORKPLACE?' THATHADA 2 YOU ESCALATE IT UP THE MANAGEMENT CHUN?' EOSE ARE 2 COMPAN10NOUES 10NTHATWENTDIRECTLYATEATC"ESil0N 3 SOMEEXAMPLESOFQUESil0NSTHATGOTOWARDS,1FYOU 3 AS fT RELAED TO NUCLEAR SAFETY GSUES. 4 CONFRONTTHESITUATION,WHATWOULDYOUD0?' 4 ANDWHENYOUSEEDIFFERENCESINTHE 5 EMERSCH0FF;IETMEASKEEFOLLOWNG S ANSWERSTOTHOSEK!NDOFRESPONSES,WHATYOUARE l 6 OVESTION TO THAT BECAUSE THIS IS A PART OF THE 6 LEARNNGISTHATPEOPLE'SWILUNGNESST0PERHAPS 7 REPORT-ANDIREADT5REPORTVERYCAREFULLY-THAT 7 ESCALATE OR PURSUE AN ISSUE THAT THEY BEUEd IS A 8 i AM HAVNG PROBLEMS COMNG TO GRIPS WiH OR 8 MANAGEMENTPREROGATIVEMAYBEALOTDRERENTTHAN 9 UNDERSTANDINGWHYISTHEOVESil0N. ANDWATIS,WHEN 9 EEIR WILUNGNESS TO PURSUE AN GSUE THAT THEY BEUEVE l 10 YOU LOOK AT BE RESULTS EAT SAY 18 PERCEVT OF THE 10 IS A POTENTIAL NUCLEAR SAFETYISSUE OR CONCERN. f1 RESPONDERSFEELTHATTHEWORKENVIRONMENTISNOT 11 SOWEPRESENTALLTHATDATATHATYOUD0 12 PROFESSIONAL,OPENORFREEFROMHARASSMENT, 12 NEED TO LOOK AT IN EE CONTEXT OF WHAT ARE SOME OF THE D NTIM!DATION, AND AGA!N LOOKING AT THE NEGATIVE END, 13 DETA!LSINTERMSOFWHATEACH0VESTIONASKEDAB0LT. H AND30PERCENTOFTHERESPONDERSKNOWSCMEONEWHO 14 AND IN ORDERio GET AS MUCH TEXTURE AS WE CAN, WE ASK 15 WASNT TREAED FA!RLY WHEN THEY BROUGHT f ORWARD A 15 THEKINDOFQUEST10NSFROMDIFFERENTStANTS,FROM 16 CONCERN, WHY 00 YOU GET AN ANSWER THAT 93,0VER 98 16 DIFFERENTPERSPECT1VES. 17 PERCENT OF THE PEOPLE WOULD CRING FORWARD A 17 MR. BROCKMAN: LET ME ASK YOU ANOTHER QUEST 10N 18 PROBLEMTHEMSELVES? ISTmiDUESOLELYTOTHE 18 PLAYING ALONG THAT LINE A LITTLE Bli. I CAN
<19 CHARACTER OF THE WORK FORCE OR G EERf. SOMETHING l AM 19 HYPOWESEETHATIHAVEGOTFlVEPEOPLEWH0 KNEW 20 MISSING? 20 SOMEONE ANSWERED THE OVESTION IN THE NEGAT1VE I KNOW 21 MR. GU$ERT: WELL,1 WOULD ANSWER Th!S N A 21 SOMEONEWHOWASADVERSELYIMPACED,WAWTTREATED 22 COUPLEPOINTS. 22 FA!RLYWITHRESPECTWITHTH!S. ANDIHAWAVERY 23 FIRST,YOIJ ARERIGHT. THEREIS A 23 SIGNIFICANTCONCERNIFEACHONEOFTHOSEFlVEPEODLE 24 DEMONSTRATION HERE OF THE BASIC NTEGRITY OF EE WORK24 KNEW FlVE INDMDUAL PEOPLE WHO KNEW NDMDUALS A, B, I 25 FORCE, AND YOU WOULD EXPECT TO SEE THAT IN A NUCLEAR 25 C, D, AND E WHO HAD HAD A PROBLEM. I GAN A DiFFERENT 37 39 PAGE 38 _ PAGE 4 0 1 POWER PLANT, CERTAINLY ONE THAT HAS A PERFORMANCE 1 LEVEL OF CONCERN IF ALL FlVE PEOPLE KNEW THE SAME 2 RECORD ThT THIS ONE HAS HAD 0VER THE YEARS,50, YES, 2 PERSON. EVERYBODYIS TALKING ABOUTINDMDUAL A IS 3 WE ARE MEASURING BASE GUT NTEGRITY. YOU NEED BE 3 THERE ANY ASPECTS OF YOUR SURVEY WHICH TRIED TO 4 DEVILS ANDBEDETAILSHERE 4 IDENTIFY WHAT WAS THE SCOPE OF THE PROBLEM' 5 WHEN WE LOOK AT OVESTIONS THAT GO TOWARDS S RGU$ERT: WELL,ITHWKWECANCERTANLY 6 RECEPTMTYOFDIRECTSUPERVISIONTOPEOPLEWHORA!SE 6 GAIN SOME INSIGHTS IN THAT PRIMARILY THROUGH THE ,
7 GSUES, THE KINDS OF SCORES THAT YOU ARE LOOKING AT 7 WRITING COMMENTS. THE VERSION EAT YOU HAVE SEEN 0F l 8 THERE AREINTHE90TOS4PERCENTPOSITIVERESPONSE 8 EE WRmNG COMMENTS HAS BEEN EXPURGATED IN TERMS OF WE l 9 WHEN YOU TEND IN GENERAliO LOOK AT THINGS THAT RELATE 9 DELETE 0PERATl0N,0RGANIZATIONAl-GOINGBACKTO 10 TO SOMEONE'S PERSONAL EXPERIENCE, 'THIS IS WHAT I 10 KEEPINGCONFIDENTIALRESOURCES,WEDELETEFROMEE 11 RECElVED IN MY WORK PLACE WITH MY SUPERVISOR,' SCORES 11 INFORMATIONWEFROVIDET00VRCUENTSOAGAN2ATIONAL 12 TEND TO BE MUCH HIGHER THAN WHEN THEY ARE LOOKNG OVER 12 AFFluAT10NORIFNAMES AREGIVEN. I 13 THE TRANSOM SAYING WHAT IS GOING ON OVER THERE AND WHAT 13 ICANASSUREYOUTHATEEREMOVALFROM 14 DOITHINKISHAPPENING. ANDTHEDETA!LSPRESENTEDIN 14 DUTY OF A SHIFT FOREMAN WAS REFERRED TO EXTENSIVELY N 15 THE REPORT,1 THINK, CERTAINLY PORTRAY THAT, AND BAT 15 THE WRmNG COMMENTS, AND I BEUEVE THAT MAY PROVIDE A 16 IS NOT UNTtT'lCAL OF WHAT WE SEE THROUGHOUT THE 16 CLUE TO THE OVESTION OR EE ANSWER THAT YOU JUST ASKED. 17 NDUSTRY. 17 OKAY. 18 iGUESSTHEOEERTHINGTHAT$JUSTASA 18 WEU.,lEINKGREGMENTIONEDTHAT,YOU l 19 CAUTIONARYNOTE,1DIDMENTIONTHATWELOOKATTHESE 19 KNOW,00RSURVEYIS ASNAPSHOTINTIME THE0EER l 20 GSUES FROM A VARIETY OF PERSPECTIVES. 20 CHOICE WOULD BE TO STATION ONESELF AT DIABLO CANYON AND 21 THE OVESil0N THAT YOU REFERRED TO -l AM 21 OBSERVE THINGS AND DRAWYOUR OWN CONCLUSIONS. 22 NOTDIMW!SHINGTHEikPORTANCEOF!T,BUTTHEOVESil0N 22 OURTECHN10VETENDSTOBEESTHOW 23 THATYOUREFERTODIDNTHAVE ATAGUNE ASSOCIATED 23 DlABLOCANYONISVERSUSSOMEESTABUSHEDNORMSWITH 24 WiTH APOTENTIALSAFETY,0VAUTYORNUCLEARSAFETY 24 ThilRVARIATIONS. ANDTHEWAYWEDOEATISEROUGH 25 CONCERN. ITWAS AMEASUREOFWHAT$THEGENERAL- 25 OBTAININGEMPLOYEEPERCEPTIONS. ANDOUREXPERIENCE 38 __ 40 Comphmentary o e nc t rd indexmg (803) SH 5962 (800) 500-39n I l . - _ . - . - . . _ . _ . _ - - - - - - ~ ~ ~ - - - * *
' SHEET 11 PAGE 41 _ PAGE 4 3 1 INDICATESEMPLOYEEPERCEPDONSAREVERYACCURATE 1 INTEREST. THESENCLUDEDANUMBEROFIESTSOFWE 2 REFLECTORSORINDICATORS. 2 EFFECTIVENESSOFRECENTCHANGESNTHEORGAN2ATl0N l '3 WE 00 THAT THROUGH A SURVEY OVESDONNARE 3 THAT OCCURRED, AN EXAMPLE BENG THE TRANSm0N OF 4 ANDTHROUGHEMPLOYEEINTERVIEWS.WEPRESENTRESULTS 4 ENGINEERINGFROMSANFRANCISCOTOTHESITE0FFICE.
5 BOEONASITEMEBASIS ANDFORNDMDUAL 5 WEWEREALSOASKEDTOTESTHOWEEWORK 6 ORGAN 2AT10NS,INCLUDINGAPPUCAB!.EROLLUPS.THE 6 FORCE FELT REGARDNG CONFIDENCE N THER OWN ABLITY TO 7 ANALYSISOFNDMDUALORGAN2AT10NSISNTENDEDTO 7 DO THER JOB BASED UPON THER TRANNG AND EXPERIENCE 8 OENilFY ANY ORGAN 2ATl0NS THAT STAND OUT FROM THE SIE 8 ANDTHEFNALSPECIALTOPICWASTOTESTBEWORK 9 RATINGS. SO RECOGN2E WHATEVER EOSE RATNGS ARE, THEY 9 FORCE'S CONFIDENCE N MANAGEMENTS ABILITY TO DO THE 10 ARERELATIVETOWITHINTHESITE,ITSELF. 10 THNGSNECESSARYTOENSURETHATDlABLOCANYONWWl.DBE 11 THISISPRIMARILYUSEDT0HELPTARGET 11 SUCCESSFULNTHEFlfTURE 12 THOSEORGAN2ATl0NSTHATAREEITHERPOTENDALLYWORTHY 12 THIS TRANSLATED NTO A OVEST10NNARE THAT 13 0FEMULATION-SOMETHINGISGOING0NRIGHTHERE;WHY 13 HAD 37 MULTPLE CHOICE QUESTIONS WITH 204 SUB PARTS l 14 DONTWELEARNFROMIT-ORTOTARGETWOSETHAT 14 AND SIX OPPORTUNmES FOR WRITING COMMENTS. THE ! 15 REPRESENTTHEGREATESTOPPORTUNmESFORIMPROVEMENT 15 QUESil0NNARESURVEYWASADMINISTEPIDINOCTOBER, 16 AT DIABLO CANYON, WE ANALYZED INPUTS FOR 16 1998. AS PART OF OUR STANDARD ASSESSMENT PROCESS,WE - 17 FRSTLEVELORGAN2AT10NS,SUCHAS, SYSTEMS 17 CONDUCTNTERVIEWS, ANDWEDIDSOATDIABLOCANYON. 18 ENGINEERING;SECONDLEVELORGAN2AT10NS.SUCHAS, 18 TH!SOCCURREDNNOVEMBER,1998. 19 ENGINEERINGSERVICESNWHICHSYSTEMENGINEERNG 19 WE PROVIDED THE lmLITY A TEMPLAE WHICH 20 RESIDES; AND ERD LEVEL ORGAN 2AT10NS, SUCH AS, 20 REPRESENTEDAREPRESENTATIVECROSSSECT10NOFEMPLOYEES 21 NUCLEARTECHNICALSERVICES,1NWHICHENGNEERNG 21 BY TYPE AND POSm0N EAT WE WANIED TO TALK T0, AND 45 22 SERVICESRESIDES. ANDWEPRESENTRESULTSFORBOTHTHE 22 EMPLOYEESWERENIERVIEWEDINEATPROCESS. 23 SITE COMPOSITE AND FOR ALL APPUCABLE ORGAN 2ADONAL 23 EEPURPOSEOFTHEINTERVIEWSWASTO 24 LEVELS. 24 PROBE POSSIBLE CAUSE AND EFFECT RELATIONSHPS OF EE , 25 COULDlHAVEEENEKTSUDE,PLEASE. 25 INFORMATIONOBTANEDEROUGHTHESURVEY. ANDEE l 41 43 PAGE 42 _ PAGE 44 1 lJUSTWANTTOMAKEACOUPLEKEYPOINTS I NUMBER OF NTERVIEWS IS STANDARD WITH 0VR CONSISTENT l 2 ABOUTOURSURVEYRESPONSEAGAN. ALOTOFNUMBERSARE 2 PROCESS. 3 PRESENTED IN EE REPORT AND IN THE FORM 0F SITE OR 3 NEXTSUDE,PLEASE l 4 ORGAN 2AT10NAL MEAN VALUE RATINGS N THE FORM 0F 4 THE SURVEY WAS ADMINISTERED BY PG&E ALL ! 5 NEGATIVEORPOSmVEPERCENTAGESOFTHERESPONSES. l 5 EMPLOYEESANDCONTRACTORSWEREAFFORDEDEEOPPORTUNITY 6 ACOUPLEOFKEYMNGSTONOTEISTHAT 6 TOPARTICIPATE FORMSWERESEALEDANDMAILEDDRECTLY 7 THEMEANVALUERATINGSOF3ARENTNEUTRAL ARATNG 7 TO AN NDEPENDENT DATA PROCESSOR. WE OBTANED 979 8 0F 3 IS AN INDICAT10N OF ADE0VACY. SO ANYEING 30R 8 RESPONSESTOTHESURVEY, REPRESENTING 62 PERCENT 9 ABOVE IS A NUMERICAL FOR INDICATNG ADEQUATE OR 9 SITE-WIDERESPONSERATE 10 BETTER. 10 TO PUT THAT IN CONTEXT, THATS PROBABLY 11 NEGATIVERESPONSESAREBASICALLY 11 PREITY MUCH N THE GENERAL RANGE OF WHAT WE TEND TO SEE 12 RESPONSESINCATEGORIESONEANDTWO. ANDWELOOKAT 12 AT SITES WHERE WE 00 THIS FOR THE FIRST TIME. WHEN WE 13 WHATPERCENTAGEOFTHETOTALRESPONSES ADENTHOSE 13 D0 REPEAT SURVEYS FOR CUENTS,THAT RATE STARTS GETilNG 14 CATEGORIESTODEFINENEGATIVERESPONSEPERCENTAGES. 14 UPTOTHE80T090PERCENTRATE l 15 AND THOSE MAY INDICATE EITHER DRIVERS OR SUBSETS OF 15 MAYBEJUSTTOPUTITINCONEXTAGAIN, l 16 ORGAN 2AT10NS THAT MAY HAVE A LESS THAN ADE0VATE 16 LARRYWOMACKMENTIONEDTHESURVEYTHATWASCONDUCTEDIN I 17 SITUATIONEVOLVNG. 17 EARLY 1997 BY MARTIN SIGMON. THE RESPONSE RATE TO THAT 18 SIMllARLY,WE LOOK AT POSmVE RESPONSE 18 SURVEYWAS40 PERCENT. 19 PERCENTAGES,WHICH AREN3,4 ANDS. 19 WEALSORECEIVEDMORETHAN1700 20 COULDIHAVETHENEXTSUDE,PLEASE. 20 WRITE NS, WHICH PROVIDED A GREAT DEAL OF ADDm0NAL 21 AS PREVIOUSLY NOTED, PG&E'S MANAGEMENT 21 TEXTURE THERESPONSE,NOURVIEW,WASSUFFICIENTFOR 22 ASKED US TO USE OUR MOST COMPREHENSIVE SCOPE FOR THE 22 US TO SUPPORT NE ANALYSES THAT WE PEPf0RMED FOR DIABLO 23 DIABLO CANYON CULTURAL ASSESSMENT. THAT NCLUDED 23 CANYON 0N ASITE.WIDEBASIS ANDFOR ALMOSTALLOFBE 24 EXERCISING ALL THREE OF SYNERGY'S CULTURAL MODELS AS 24 SPECIFICDlABLOCANYON0RGAN2ATIONS. THERE 25 WELL AS THREE TOPICS OF NTEREST, SPECIAL TOPICS OF 25 WERE A FEW EXCEPT10NS, AND WE HAVE IDENTIFIED THOSE TO 42 44 Comphmentary Co c t eywordindexmg (803) $413962 (800) $00-3942 . . . . . _ . . _ . . . . _ . .._ _--r-------------------- --
. SHEET 13 PAGE 45 PAGE 47 1 YOUWITHINTHEEXECUTNE
SUMMARY
,2 b 1 SOTHEYCANBESTINTEinElliFORTHEINSIGHTSFOR MR MERSCH0FF; JOHN, WHILE YOU ARE TALKNG l 2 THEIR ORGANIZATION, AND ALONG THAT LINE, ONE OF BEM 3 ABOUT THIS SUBJECT, WERE THERE ANY COMMENTS FROM EE 1 SAID,'lKNOWMYGUYSTOOKTHISSURVEY.' ANDlEINK 4 NTERVIEWS OR WRITE N COMMENTS THAT EXPRESSED CONCERN 4 ITTURNEDOUT,THEYJUSTDONTKNOWWHICHBOXTOPUT 5 ABOUT THE ANONYWITY OF THIS PROCESS OR ANY PROBLEMS 5 THEMSELVES N. THEY ARE N NND OF A UN10VE 6 THATCAMETOYOUREGARDINGTHEFAITHNTHEPEOPLE 6 SITUATON.
1 TAKNG fT THAT IT REALLY WAS ANONYMOUS? 7 THENON DESIGNATEDRESPONSERATE, 8 MR GUlBERT: WELL, AS YOU MIGHT IMAGINE, OUR 8 NONCESIGNATED AFFILIATION,WASVERYTYPICAL. ITWAS 9 STANDARD, WE HAVE A CERTAN DISCUS $10N AT THE BEGINNNG 9 AROUND 15 PERCENT. AND TYPICALLY, ALSO,WE ALSOTRACK 100F EACH INTERVIEW, AND WE TELL THEM EXACTLY HOW WE ARE 10 ANDCOMPARETHATGROUPJUSTTOSEEHOWDIFFERENTTHEY 11 GOINGTOHANDLETHIS. 12 11 MAY BE FROM THE SITE MEANS AND THE NEGATNE RES 1THINKEEONLYElNGTHATIS 12 PERCENTAGES.WEEXPECTTHATTHEYWILLBEMARGINALLY, 13 POTENTIALLYNONCONF0ENTIALISTHEEXTENTTOWHICH13 NOMINALLY,BELOWTHESITEWEAN. ANDTHATISABOUT 14 PERSONNEL MIGHT HAVE SOME DEA 0F WHO WAS ON14OUR WHERETHEYCAMEIN,NOTDRAMATICAl.LY,JUSTMARGINALLY. 15 INTERVIEWEELIST. 15 MS. SMITH: EXCUSE ME YOU MENTIONED THATTHEY 16 BUTNTERMSOFWETELLFOLKSEATTHE 16 KNOW EAT BEIR GUYS TOOK THE SURVEY. COULD YOU G 17 NOTES WE ARE GOING TO TAKE HERE TODAY ARENT 17SHOWN LITTLE BIT TO OVER HOW EEY MA! LED 0UT THE PEOPLE AND - 18 NECUENT,ANDTHEYARENOT. INFACT,WEDONTEVEN 18 THEREPORTER IDIDNTUNDERSTANDYOU. 19 SHARE-THEREISUSUALLYTWOINTERVIEWERS. WEDOWT 19 MS. SMim: HIS COMMENT WAS THAT THE SUPERVISOR 20 EVENSHAREEACH0EER'SNOTES. 20 OR MANAGER KNEW THAT HIS EMPLOYEES HAD TAKEN THE 21 WHATWEDOISEXTRACTTHEMESAND 21 SURVEY, AND I WANTED H!M TO EXPLAIN A LITTLE BliWHAT 22 INSIGHTS, ANDWE SHARE THOSE WE ALSOTELLTHEMTHAT 22 THEPROTOCOLWASFORDISTRIBUTINGTHESURVEYAND 23 WE WILL VERY SHORTLY AFTER DOING THE NTERVIEWS 23 DESTROY COLLECTING THE SURVEY RESULTS SO THAT THE MANA 24 THE NTERVIEW NOTES SO BERE WILL BE NO PERMANENT 24 KNOWTHAT. 25 RECORD. 25 MR GUIBERT: THE PROTOCOL IS THIS: WE GIVE A 45 4T _ PAGE 46 _ PAGE 48 1 WEDIDNOTRECElVE ANY-lGUESSINTHE 1 CAMERA READY COPY OF EE SURVEY T00'JR CUENT, PG&E IN 2 HISTORY OF DOING THIS. WE HAVE HAD SOME PEOPLE WHO COME 2 THISCASE THEYMAKETHECOPIES. OURADVICETOTHEM 3 IN AND SAID THEY DONT WANT TO BE INTERVIEWED. THAT IS3 TOMAXMIZEPARTICIPATION,PARTICUi.AHLYINAFAIRLY 4 AVERYRAREEVENT. ANDWECERTAINLYDONTGETANY 4 LENGTHYSURVEYLIKETHIS,15TOMAKETIMEDURINGTHE 5 INDICATiONTHATANYONEFELTUNCOMFORTABLEABOUTTHE 5 WORK DAY FOR PEOPLE TO DO THAT. IF EEY DONT WANT TO 6 NTERVIEW PROCESS WHEN WE WERE DOING THEM. 6 D0li THEN, TO GIVE THEM A COPY FOR THEM TO TAKE HOME 7 MR RUEGER ELUS,ONEOTHERMEASUREYOU 7 ANDMAILNTOUSLATER 8 MAYWANTTOLOOKAT. AND, JOHN,1AMSUREYOUKNOWTHE 8 INEE CASEWE ARETALKING ABOUT,1 9 NUMEERIDONTRECALLIT. OFTHOSETHATDIDRESPOND, 9 BEUEVETHESUPER-MANAGERMADETIMEFORTHEMTO00 10 62 PERCENT OF THOSE THAT RECEIVED IT, EEY ARE ASKED TO 10 li. SOHEKNEWTHATTHEYSATDOWN ANDFILLEDOUT A 11 OENTIFY WHICH ORGAN!ZAil0N THEY ARE A PART OF SO YOU11 SURVEY. ANDTHENTHEYPUTITINANENVELOPE, SEALED 12 CAN DO THE ROLL UPIN TERMS OF WHAT THElR RESPONSES 12 IT;liGOES TO THE MAIL ROOM. IT GOES RIGHT T00VR 13 ARE. - 13 INDEPENDENTCONTRACTOR S01THINKHISOBSERVATION 14 ANDTHEREWASAPERCENTAGE-lDONT 14 WAS:'l MADE TIME FOR THEM. I WENT IN;EEY WERE 15 RECALLWHATITWAS-THATCHOSENOTTODENTIFYEAT, 15 TAKWGIT. ANDWED!DNTGETEf0)GHRESPONSERATEN 16 BUT WHEN I ASKED JOHN ABOUT THAT, HE MENTIONED THAT IS 16 0URORGANIZATIONTOREFLECT,YOUKNOW,THENUMBEROF 17 VERYTYPICAL, ABOUTWHATTHEYRECEIVE ALMOSTEVERYWHERE 17PEOPLEIKNEWWHOTOOKTHESURVEY.' 18 WHEN THEY DO NE SURVEY. SOME PEOPLE, WOUGH THEY WILL 18 DOESTHATANSWERYOUROVESTION? 19 BE WILLING TO PUT N THE SURVEY, THEY WILL NOT BE 19 MS. SMITH: (NODS HEAD.) 20 WILUNG TO GIVE YOU ANY NDICATION OF WHERE THEY ARE, 20 MR GUlBERT: LET'S SEE iTHINK WE MOVE ON TO 21 OTHER THAN OBVIOUSLY SOMEWHERE N THE PLANT BECAUSE 21 SUDE12. 22 THEYRECElVEDTHESURVEY. 22 ANDNOWWEAREGETTINGNTOSOME 23 MR GUlBERT: INTERESTINGLYENOUGH,N 23 RESULTS. ANDWEAREGOINGTOSTARTOFFWITHSOMEOF 24 SUBSEQUENTDISCUS$10NS W'HAVEBEENTEACHINGFRST 24 THE SITE WIDE RESULTS, AND THEN WE WILL PROCEED TO BE 25 LINEMANAGERSHOWTOUSETHEDETAllSURVEYNFORMATION 25 RESULTS FOR SOME OF THE SPECIFIC ORGANZATIONS. 46 _. 48 Comphmentary o ee c t evword indexing (805) 541 5962 (800) 500-5942
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a _aSHEET 13 PAGE 49 _ PAGE 51 1 WEHAVEFROMTHEVERYBEGWNING H 1 ABO'JT? j 2 ACTUALEY DEVELOPED AN NTEGRATED NUOLE AR SAFETY 2 MR MERSCH0FF: YES.
, 3 CULTUREPERFORMANCEINDICATORBASEDONSIXKEYAREASOF 3 MR GUlBERT: PLEASEREM!NDME FID0NT.
4 INOUIRY, EACH 0F WHICH I WILL GET TO SHORTLY, WE HAVE 4 MR MERSCH0FF;IWILL ' 5 USED THIS NTEGRATED PERFORMANCE INDICATOR AS A5 MEASURE MRGUiBERT: OKAY. THANKYOU. 6 0F NUCLEAR SAFETY CULTURE SINCE 1993. IT IS USED N 6 WEHADSOMEEARUERDIALOGUEON 7 OURBENCHMARKANALYSIS. 7 ORGANDTIONALIMPACTONSITEWIDERANKING. ANDIWANT { 8 iSHOULDNOTENATITDOESNCLUDEAN 8 TO SAY A FEW WORDS ABOUT WHAT IS ON WE SUDE AND IT jI 9 ELEMENT IN THOSE SlX AREAS REFLECTING NE GENERAL9 ALSO CONTAINED IN YOUR REPORT, BUT THERE ARE ALSO MANY 10 CULTUREANDWORKENVIRONMENTNRECOGNm0NOFTHAT 10 OTHER DISPLAYS THAT BASICALLY GIVE YOU THE SAME DATA, 11 GENERAL CULTURE AND WORK ENVIRONMENT'S INFLUENCE11 ON EE THESAMEPICTURE 12 NUCLEARSAFETYCULTURE S0!TISIMPORTANTTO 12 WE DONT USE THE INTEGRATED PERFORMANCE 13 RECOGNIZETHATBECAUSENTHATRESPECT,YOUKNOW,fiIS 13 INDICATOR TYPlCALLY TO EVALUATE SUB ORGANDTIONS. R 14 NOT TOTALLY A PURE LOCK AT BE NUCLEAR SAFETY CULTURE, 14 ISNTENDEDTOLOOKANDCOMPAREASRETOASITE SO 15 ITSELF, IT HAS SOME INFLUENCE BUILT NT0li0F THAT. 15 USE OF iT IN THl3 FORM MAY BE A UTTLE BliM SLEADING, 16 USINGTHEINTEGRATEDNUCLEARSAFETY 16 BUT BE KEY POINT THAT I WANT TO MAKE, fils ! 17 CULTURE PERFORMANCE INDICATOR AS A MEASURE, THE NUCLEAR 17 ILLUSTRATIVEOFTHETRENDTHATYOUMENTIONEDEARUER, I 18 SAFETY CULTURE AT DIABLO CANYON WAS DETERMNED TO 18 BE N THENUCLEARGENERADONCONSISTENTLYRANKSLOWERTHAN 19 THE ADE0VATETOGOODRANGE NUMERICALLY,THEVALUEWAS 19 SOMEOFTHEOTHERORGANBDONSONTHESITE ANDTHAT 20 3.44. 20 CARRIES mROUGH ALL OF THE NUMERICS THAT WE PRESENTED 21 WE ALSO FOUND THE NUCLEAR SAFETY CULTURE 21 TO YOU IN THE EXECUTIVE
SUMMARY
REPORT, l 22 TO BE RELATIVELY STEADY DURING THE TIME FRAME 1997 TO 22 ITHNKMAYBEITISWORTHWHILETOMAKE 23 1998 AT THE INTEGRATED LEVEL BASED ON TWO DIFFERENT 23 SURETHATEVERYONEUNDERSTANDSWHATORGANIZATIONSWE { 24 RETROSPECTIVETESTS. WEWILLDISCUSSTHEIMPORTANCE0F 24 ARE TALKING ABOUT HERE BECAUSE NOT ALL OF THESE TERMS 25 THIS FINDING OF STEADY PERFORMANCE OR RATINGS LATER25 ARE ACTUALLY USED AT DIABLO CANYON POWER PLANT. IN 49 51 __ PAGE 50 _ PAGE 52 1 DIABLOCANYON, AS YOUNOTEDEARUERN 1 FACT,'NUCLEARGENERATION,'lDONTBEUEVETHATTERM ( 2 YOURREMARKS RANKEDINTHEMIDDLEOFTHEPLANTSN 2 ISUSED. BUTITISINTENDEDTOCAPTURETHE l 3 INDUSTRYDATABASE 3 ORGANDDONS THAT ROLL UP ACTUALLY UNDER DAVE OATLEY, 4 THl$ NEXT PART IS GOING TO REQUIRE ME TO 4 WHICHWCLUDEOPERADONSERVICES,MAINTENANCESERVICES, j 5 SPEND A UTTLE TIME, PARTICULARLY GIVEN THE DISCUS $10N, 5 0UTAGE SERVICES ANDSITE SERVICES. I 6 DIALOGUETHATOCCURRED. 6 UNDER NUCLEAR TECHNICAL SERVICES, THAT l 7 MR MERSCH0FF; CAN WE TALK JUST FOR A MINUTE, 7 INCLUDESENGINEERINGSERVICES.LEARNINGSERVICES AND l 8 JOHN, ABOUTTHE PLANTSIN YOURDATABASE. WHENILOOK I 8 NUCLEARSAFETYASSESSMENTANDUCENSING. 9 AT ADE0VATE, EE 3 SCALE, IT IS REALLY M!N! MUM 9 NUCLEAROVAUTYSERVICESIS 10 ACCEPTABLE ANYmiNGLESSTHANADE0VATEIS 10 SELF CONTAINED. AND THE NUCLEAR BUSINESS UNIT IS WHERE 11 UNACCEPTABLETOTHERESPONDENTS. 11 WECAPTURE ANDROLLUPINPUTSFROMOTHER i 12 MRGUiBERT: YES. 12 SUBORGANIZATIONSWHICHEITHERREPORTDIRECTLYTOTHE I 13 MR MERSCH0FF; AND WHEN I LOOK AT THE RANGE OF 13 SENIOR VICE PRESIDENT OR THEY MAY EVEN REPORT OFF SITE 14 RESPONSES OF THE POPULATION THAT YOU HAVE SURVEYED, NOT 14 TO SOME OTHER PART OF PG&E, BUT THEY HAVE A LOCAL 15 THE PEOPLE HERE, BUT ALL THE PLANTS, liIS SURPRISNG 15 PRESENCE AND SERVE A FUNCil0N AT DIABLO CANYON, SUCH 16 HOWMANYOFTHE MEANS ARELOW3'S ANDHOWMUCH0FTHE 16 AS,HUMANRESOURCES. 17 RANGE OF PLANTS WHO RESPONDED HAVE BEEN BELOW 30R 17 MR MERSCH0FF; D01 UNDERSTAND YOU TOLD US 18 UNACCEPTABLE. LESS THAN THE M!N!MALLY ADE0VATE SO THAT18 THATmfSISNOT-mESE ARENOTFUNCDONSTHATYOU 19 THE OVESTION I AM JTRUGGUNG WITH IS. lS THIS A 19 BENCHMARKED AGAINSTTHEOTHERPLANTS. NUCLEAR 20 REPRESENTATIVE SAMPLE OF THE NUCLEAR POWER PLANTS OR IS 20 GENERATION,FOREXAMPLE,lSONLYINTHE38THPERCENTlLE 21 YOUR SAMPLE SriWED TO PLANTS THAT HAVE HAD SOME 21 IF lT IS COMPARED TO AN ENTIRE OTHER ORGANBDON THAT l 22 PROBLEMS AND ARE TRYING TO DEAL WITH THIS AREA OR - 22 MAY BE PULLED UP BYITS BUSINESS UNIT OR OVAUTY UNIT? l 23 MR GUlBERT: WELL.LETME-if YOUDONT 23 MRGUlBERT:ITISCORRECTTHATWEDONT , 24 M;ND.COULDI ADDRESSTHAT ATTHEPOINTINTIMEIPUT A 24 NORMAllY00THIS. ! 25 $UDE UP SO EVEM BODY CAN KNOW WHAT WE ARE TALKING 25 MR MERSCH0FF; WHYNOVfl l' 50 52 Comphmentary Co e se nc t rd indexmg (80!) 541 3962 (800) 300-3942
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I_ . . l - SHEET 14 PAGE 53 = _ PAGE 55 l
- T MR GUlBERT: WE D0 HAVE THE CAPABluTY TO D0 1 MR MERSCH0FF; I AMlh7ERESEDN ALLOF l
l '2 IT. 2 THEM. ( - 3 MR MERSCH0FF; WHf THISTIME? 3 MR GUlBERT: OKAY. WELL, THE ONE YOU ASKED A l l 4 MRGUlBERT: RWASNTENDEDJUSTTO 4 00ESTIONABOUT. 5 ILLUSTRATE THE TREND, WHICH EEN CARRIED EROUGH ALL 5 MSE AREOUR SIX AREASOF NOUIRY, ANDI 6 THERESTOFTHETRENDS. 6 WILLSPENDAFEWMINUESGONG0VERTHOSE ACTUALLY, 7 MRMERSCH0FF; OKAY. 7 SPEND JUST A FEW M!NUTES. THE ONE ON THE LEFT MOST 8 l MS. SMTTH: EXCUSE ME I DIDFT UNDERSTAND THE 8 SIDE IS IDENTIFIED AS 'IDENTJRESOLUTION.' UIS A 9 ANSWERTOTHATOVESTIONMN CASTHAT38 PERCENTILE 9 WEASURE OF EMPLOYEE RATNGS OF ACTUAL PERFORMANCE IN 10 MEANNUCLEARGENERATIONCOMPiMDT00THERNUCLEAR 10 IDENTIFYNG ANDRESOLVINGPOTENTIALNUCLEARSAFETY 11 GENEPATION? 11 ISSUESTHROUGHALLMECHANISMSCOMBINED. 12 MR GUlBERT: NO. IT IS BASICALLY TAKING - 12 YOU WILL NOTE THE NUMBER IS NOT ON THERE, 13 IF l CALCULATED BE SAME PERFORMANCE NDICATOR NUMBER 13 BUT IT IS A 3.67 RATING, WHICH IS N M GOOD RANGE OF 14 USING 0NLY INPUT FROM NUCLEAR GENERATION AND THEN 14 OUREVALUATIONCRITERIA. BUTiiIS ALSOIMPORTAhTTO 15 COMPARED THAT AGAINST ANOTHER NUCLEAR POWER PLANT. 15 NOTETHATliISIMPROVING. ITISPERCElVEDTOBE 16 YOUMIGHTARGUE,1COULDHAVEPUTSOME 16 IMPROVINGBYABOUT4 PERCENT. 17 OMR INDICATORS OF THE TREND, BUT IT IS NTERESTNG 17 THE NEXTONEIS EhTiTLED' MANAGEMENT 18 THAT YOU HONED IN 0N IT EARUER ANYWAY. 50 filS GOOD 18 INFLUENCE' ANDTHATISEXACTLYWHATliIS. ITIS A 19 EAT WE CAN GET THE DISCUSS 10N OUT ON THE TABLE 19 TEST OF THE INFLUENCE OF MANAGEMENT IN PROMOTING 20 MR BROCKMAN: 50 JUST TO MAKE SURE EVERYBODY 20 NUCLEAR SAFETY PRIORmES BY WALKING THE TALK, BY 21 HAS GOT CLARRY, NUCLEAR GENERATION,liWOULD BE GOOD 21 LEADINGBYEXAMPLE MSCOREHEREIS3.34,WHICHIS 22 TOSAY,PERFORMANCEWAS-lWILLUSETHEWORD* POOR. 22 NOTABLYBETTERTHANJUSTACCEPTABLE,BUTWEBELIEVEIS 23 BELOW AVERAGE ' RELATIVELY,li WAS NOT AS GOOD AS THE 23 ANIMPORTAhiOPPORTUNTTYFORIMPROVEMENTHEREATDIABLO 24 OTHERS, BUT TO SAY IT WAS 38TH PERCENTILE COMPARED TO 24 CANTON. 25 OTHER NUCLEAR GENEPATIONS, DONT GO TO THAT QUANTITf? 25 EE EMPLOYEE CONCERNS PROGRAM CAME WliH 53 55 PAGE 54 PAGE 56 1 MR GUlBERT: NO. IN FACT,lTHINK THAT WOULD 1 AN ABSOLUTE VALUE RATNG 0F 332. THIS WAS INTENDED T0 2 BE AMISTAKE. ITHINKTHISGENERALTRENDISPROBABLY 2 MEASURE OVERALL CONFIDENCE N EE EMPLOYEE CONCERNS 3 RELATlVELYREPRESEFTATIVEOFGENERALTRENDSTHROUGHOUT 3 PROGRAM. WE ALSOTHINKTHEREISROOMFORIMPROVEMENT 4 THEINDUSTRY. 4 THEPI. HOWEVER, I WILL POINT OUT, YOU WILL SEE THAT 5 YOU KNOW, AN ADDm0NALINSIGHTNTHIS 5 THEPROGRAMDOESSCOREINTHEUPPERQUARTILE-NEAR 6 REGARD YOUKNOW,15THATWEDOABUNCHOFDEMOGRAPHIC 6 THIUPPERQUARTILEOFTHEINDUSTRY. 7 ANALYSIS.TOO,BASEDONJOBPOSm0N ANDWORKERTYPE. 7 NTHE AREA 0FWILUNGNESS,WHATWE ARE B AND HERE AT DIABLO CANYON, ONES, FOR EXAMPLE, WE LOOK B TESTlNG THERE IS THE OVERALL PLANT ENVIRONMENT AS IT 9 AT BARGAIN lNG UNIT OR NON BARGAINING UNIT. BARGA!N!NG 9 AFFECTSINDMDUALWILUNGNESS ANDTHEIRUKEUH0000F 10 UNIT PERSONNEL RATING FOR THE NUCLEAR SAFETY CULTURE 10 REPORTING POTENTIAL NUCLEAR SAFETYISSUES. THIS ALSO 11 WERE 13 PERCENT LOWER THAN NON. BARGAIN!NG UNITS AND 10 11 IS RATED AT 3.67, REtATIVELY STEADY AND IN THE GOOD 12 PERCEN'LOWERTHANTHEGEERALCULTURE ANDWORK 12 RANGE 13 ENVIRONMEhT. 13 THENEXTONEISENRED' PERSONAL 14 IF YOU LOOK AT WHERE THE POPut.AT10N OF 14 EXPEPIENCE.' ANDBASICALLY,THISISINTENDEDTOTEST 15 THEBARGAIN!NGUNITPEOPLE ARE,THATISINNUCLEAR 15 AWIDUAL'S PERSONAL SATISFACTION N THEIR WORK 16 GENERATION. I AM NOT SAYNG THAT IS THE ANSWER OR A 16 ENVIRONMENT ANDGENERALEMPLOYEEMORALE THISISTHE 17 BEAT ALL,BUTTHEREISSOMECORRELATIONTHERE 17 ONE OF EE SIX AREAS OF INQUIRY THAT IS BOTH BELOW 30 l 18 MR MERSCH0FF; THATS AREALLY-THISIS A 18 AT2.86. S0liISRATED AS LESSTHAN ADE0VATE ANDIT 19 SIGNIFICANT PONT THAT HAS HELPED ME A LOT IN TERMS OF 19 iS ALSO SHOWN AS DECUNING, DECUNED BY ABOUT 7 PERCENT 20 THAT 38 PERCENTILE IS VERY TROUBUNG, AND ITHINKI 20 AS PERCEIVED BY THE EMPLOYEES FROM 1997. 21 HAVE GOT IT IN MUCH BETIER PERSPECTIVE NOW. 21 WEALSOASKAOVESil0NDIRECTLY 22 MR GUlEERT: OKAY, WHY DONT WE MOVE TO THE 22 RELATED-DIRECTLYTOHAVEMVJMDUALEMPLOYEES 23 NEXTSUDE 23 RATE THE NUCLEAR SAFETY CULTURE IN SORT OF A
SUMMARY
24 WE ARE ALMOST GOING TO GET TO THE ONE YO'J 24 WAY. ANDITGOESTO:'0VERALL,OURPLANT'SNUCLEAR 25 ARENTERESTEDIN,ELUS. 25 SAFETYCULTUREBASEDUPONOURBEHAVIORS ANDPRACTICES comphmentary o e se oraindexsng ycgt y (803) 341 3962 (800) 300-3942 _.. = _ . _ _ - - . _ . _ - ... _ _ _ _-. ~ .- . . - . .
, . SHEET 15 PAGE 57 PAGE 59 1 REFLECTS NUCLEAR SAFETY AS THE TOP PRIORRY.' THE 1 MRGUlBERT: YES WEDID. ,
.8 SCORE THERE WAS 365, WHICH IS GOOD, AND THATIS ONE 2 MR MERSCH0FF; - AT THIS SITE SO YOU MUST !
l . 3 TESTTHATMAYBE AUTTLELESS-AUTTLEMOREPURE, 3 HAVESOMEERESHOLD. I l 4 PERHAPS, THAN ONE THAT INCLUDES THE GENERAL CULTURE AND 4 MR GU!BERT: YES. 5 WORKENVIRONMENT. 5 LETSGOTOTHE NEXTSUDE,PLEASE l 6 EEREISABETTERTESTONAMORE 6 EISiSACOMPAR$0NOFSCORESATDIABLO 7 INTEGRATEDBASISLATER 7 CAWYON !N THE SIX AREAS OF N0VIRY COMPARING li TO THE 8 MR PROUR WHAT EXACTLY ARE YOU COMPARING B NUCLEARINDUSTRYDATABASE ANDIGUESS,TOANSWERYOUR 9 BETWEEN THE UGHT UNE AND THE DARK UNE? 9 QUESil0N, YOU WILL NOTE THAT, YES, THERE ARE SOME 10 MR GUlBERT: IT IS PROBABLY NOT TOO PIADABLE, 10 SCORESBELOW3.0. ANO,YES,INDEED,WEHAVEDATAIN 11 ISIT? THEUGHTUNEIS1997 RATINGS,ANDTHEDARK 11 OUR DATABASE FROM SOME PLANTS THAT WERENT DOING TOO 12 UNE API 1998. 12 WELL 13 MR PROULX; THE 1997 WAS THE MARTIN STUDY 13 YOUWILLALSONOTETHATWEREALLYHAVE 14 DONE? 14 VERY UTTLE DATA THAT SHOWS PEOPLE ARE ABOVE 4.0, AS 15 MR GUlBERT: NO. WHAT WE DO IS ON SOME OF OUR 15 WELL WHICH I THWK IS SORT OF THE NATURAL TENDENCY HOW 16 OVESTIONS, IN ORDER TO GET SOME SENSE OF EMPLOYEES' 16 PEOPLESCOREQUESTIONNAIRESINTHEFIRSTPLACE. 17 VIEWS AS TO WHICH DIRECTION THINGS ARE GOING,IS WE ASK 17 BLR IN ANY EVENT, A COUPLE KEY P0lkTS ON 18 THEM TO RATE IT TODAY AND THEIR PERCEPTION OF WHAT IT 18 EISSUDE ANDLETSGOTOTHEEMPLOYEECONCERNS 19 WOULDHAVEBEEN ArtAR AGO,WHATTHEYTHOUGHTliWAS A 19 PROGRAM. YOUWILLNOTETHEREIS ABROADRANGETHEPI. 20 YEAR AGO. 20 IN GENERAL IN THE INDUSTRY, F WE CUPPED 0VR DATA 21 MR MERSCH0FF: THAT IS WHAT YOU REFERRED TO AS 21 JUST OVER THE LAST TWO YEARS, YOU KNOW,THIS SCALE 22 YOURREAR-VIEWMlRRORASSESSMENTS? 22 WOULDSHORTENBECAUSEITHINKINGENERALTHEPROGRAMS 23 MR GUlBERT: EXACTLY. IN TERMS OF AN ABSOLUTE 23 ARE IMPROVING ACROSS THE INDUSTRY. 24 VALUE, WE DIDNT LOOK AT THE MARTIN-SIGMON REPORT AND 24 SIMILARLY,F WELOOK ATEEPERSONAL 25 DID-WEHADTODOSOME ADJUSTMENTSTOTHEDATA 25 EXPERIENCE SCALE, IN GENERAL IF WE CUPPED OUR DATA AT 57 59 , _ PAGE 58 _ PAGE 60 1 BECAUSE THERE WAS SOME APPLES AND ORANGES. BUT OUR 1 TWO YEARS WORTH 0F EXPERIENCE,WE PROBABLY WOULD SEE 2 GENERAL CONCLUSION IS IT ALSO CONilRMS THAT WE 2 THAT SCALE COME DOWN BECAUSE OF ACTIONS GOING ON IN THE 3 PERFORMANCE HAS BEEN RELATIVELY STEADY AT THE 3 INDUSTRY,THE CHANGES THAT ARE OCCURRING TO POSITION 4 INTEGRATEDLEVEL 4 THE PLANTS TO BE SUCCESSFUL AND MORE COMPETITIVE 5 MR PROULX, WHYlWAS ASKINGWASTHATTHE 5 BUSINESS ENVIRONMENT. THE RELATIVE RANKING THAT WE ARE 6 MARTINSURVEYHADWHATSEEMSTOBE APILATNELYLOW 6 SEEINGHERE ATDIABLOCANYON,lNTHIS AREAWEBEUEVE 7 RESPONSE ID0N'iKNOWHOWREPPISENTATIVETHATWOULD 7 IS INFLUENCED BYTHOSE CHANGES. THEPI HAS BEEN A LOT 8 BEOFPG&E 8 0FCHANGESGOINGONTHATHAS AFFECTEDPEOPLE'SLNES 9 MR GUISERT. WELL ALL I CAN SAY IS WE WERE 9 AND ALSO THEIR OUESTIONS OF CERTAINTY ABOUT WHAT THEiR 10 ASKED TO DO THAT COMPARISON TO SEE IF WE COULD MAKE ANY 10 FUTUREIS. 11 SENSEOFII.WEDID. ANDWEBEUEVETHATWHATIT 11 MR MERSCH0FF: LET ME TRY AND RESTATE MY 12 SAID, IF WE USED THEIR DATA PUTTING li INT 00VR MODEL, 12 EARUER OVESTION A UTTLE MOPI SIMPLY. 13 IT WOULD HAVE YlELDED THE SAME KIND OF CONCLUSION. 13 MRGUlBERT: YES. 14 THATIS ABOUT ALLWECAN D0. 14 MR MERSCH0FF; DO YOU FEEL THAT THE SPECTRUM 15 MR PROULX; IS THERE A LEVEL AT WHICH THE 15 0F PLANTS ASSESSED THAT MAKE UP THAT DATABASE IS A 16 RESPONSELEVELWOULDBECONSIDEREDNOTREPRESENTATIVE? 16 REPRESENTATIVE SAMPLE OR IS IT A SKEWED SAMPLE TOWARDS 17 MR GUlBERT: FOR ASITEORFORAN 17 EITHERTHEPOORERPEPf0RMERSORTHEBETTERPERFORMERS? 18 ORGAN!ZATION? 18 MRGUlBERT: NO,1THINKITIS A 19 MR PROUlX FOR A SITE lF YOU DID A SITE WIDE 19 REPRESENTATIVE SAMPLE IN SOME CASES WE HAVE GOT ONE 20 SURVEV AND IT CAME UP WITH, SAY, M PERCENT, WOULD THAT 20 DATAPOINTTHATISWAYOUTEEREASAN0UTUER AND 21 BE ANINVAUDSURVEYORISTHERE ACLROFF? 21 THEIR TENDS TO BE MORE OF A CLUSTER UKE THE 3.2 TYPE 22 MR GUlBERT: 1 THINK IF WE SAW SOMETHING AT 20 22 0FRATINGSUPTOABOUTTHE3.8TYPEOFRATINGS. S0, 23 PERCENT, WE WOULD PROSABLY SAY WE NEEDED TO START OVER. 23 YOU KNOW,THE VAST PREPONDERANCE IS MORE IN THE MIDDLE 24 MR MERSCH0FF: WELL YOU DID THAT FOR SOME 24 RANGE 25 ORGANIZATIONS- 25 WEDID-l AM NOTGOINGTONAMEPLANT
$8 6(
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_ SHEET 16 PAGE 61 PAGE 63 l 1 NAMES. BUT,YOUKNOW,OURDATABASEDOESINCLUDE 1 RANGE IN NDMDUAL ORGANDTIONS WAS A FAIRLY BROAD 2 COMMONWEALTHEDISON AFEWYEARS AGO. S0WEDOHAVE- 2 ONE, BUT ALL OF THEM WERE CLEARLY, NOTICEABLY AB0VE THE l 3 AND THEY WERE OBVIOUSLY HAVING SOME TROUBLES ATTHOSETHATWERELOWER,WEWILLTALKABOUT 3 3.0. THE 4 TIME WE00 HAVES 0MEPLANTSINTHEPITHATARE 4 SHORTLY. 5 0UTUERSANDTHEYAFFECTTHEPANGE 5 INTHEGENERALCULTUREANDWORK 6 BUTINTERMSOF,YOU KNOW,WHATISTHE 6 ENVIRONMENT. THE SITE MEAN WAS 3.21. THAT IS NOT 7 MlDOLEGROUND,YOUKNOW,THATISWHERETHEVAST 7 ATYP! CAL, NOT THE NUMBER, BUT THE TREND EAT IS GENERAL 8 PREP 0NDEPANCEOFTHEPLANTSAPI. ANDPERHAPSIN 8 CULTUREANDWORKENVIRONMENTISRAEDLOWER WATIS 9 PRIVATE.1 CAW TELL YOU WHAT SOME OF THE PLANTS9ARE WTHEADEQUATERANGE 10 THATSCOREDCOMPARABLYTODMBLOCANYON. 10 ONCEAGAN,EEREWASAWIDE 11 MR RUEGER ELLIS, WE HAVE ASKED THAT SAME 11 DISTRIBUTION. ANDINTHISCASE,WEHAVEFOUR
, 12 DJESTION, AND THEY OBVIOUSLY WONT SHARE WiiH US WHAT 12 ORGANIZATIONUNITSTHATWERE-THATRATEDEEGENERAL 13 SCORES THE INDMDUAL PLANTS GOT OTHER THAN OUR OWN, 13 CULTURE ANDWORKENV!RONMENTLESSTHAN ADEQUATE WE 14 BUT THEY DID GIVE US THE LIST OF THE PLANTS THAT14 AREWILLNTALK SOME MORE ABOUT THOSE LAER, T00.
15 THATDATABASE ANDITIS APRETTYGOODREPRESENTATION. 15 J RSHIP, MANAGEMENT, SUPERVISOR IN THE LEADC 16 FROM WHAT l SAW, SOME VERY GOOD PLANTS THAT HAVE VERY 16 BEHAVIORS,YOUWILLSEETHATTHERATNGIS3.12. AND 17 HIGH RATINGS FROM OTHER ORGANIZATIONS, ET CEERA, AS 17 HERE WE PICK UP 9 THAT RATED LEADERSHIP, MANAGEMENT, 18 WELL AS A FEW, AS WAS MENTIONED, THAT HAD HAD SOME 18 SUPERVISORBEHAViORS ASLESSTHAN ADE0VATE 19 PROBLEMS. THAT15ONEOFMREASONSTHEYWENTFOR 19 MR RUEGER ELUS, TO PUT THATIN PERSPECTIVE, 20 THESURVEY. 20 AT M LOWEST LEVEL WE TALKED ABOUT BEFORE WERE 9. I 21 BUT,INGENERALIEINKITIS AFAIRLY 21 THINK EERE WAS 32, lF I RECALL, ORGANIZATIONS THAT WE 22 GOOD REPRESENTATION OF PLANTS ACROSS THE INDUSTRY, 22 HADACTUALSCORESFOR? 23 WHICH IS THE MAW REASON. FRANKLY, WE DECIDED TO GO 23 MRGUBERT: YES. 24 WITH SYNERGY, UNUKE OUR PREVIOUS SURVEY, THAT WAS A 24 MR RUEGER S0 lF HE SAYS '9,'liIS 9 OUT OF 25 GOOD SURVEY, BUT HAD NO DATABASE TO REALLY COMPARE 25 32. 61 63 PAGE 62 _ PAGE 64 1 AGAINSTOTHERSONHOWWESCORED. HEREWED!DHAVE 1 MR GUEERT: I WOULD UKE TO TURN TO THE NEXT 2 REPRESENTATlVE SAMPLES TO GIVE A SENSE Or WHAT THESE 2 SUDE. 3 NUMBERSREALLYMEANFORUS. 3 INHERE,WE AREGETTINGINTOSOME 4 MR. MERSCH0FF; THAT IS WHAT I WAS LOOKNG FOR. 4 SPECIFIC TESTS OF THE SAFETY CONSCl0US WORK ENVIRONME 5 l AM NOT FISHNG FOR THE SCORES OF OTHER PLANTS. I 5 ASPECTOFMMODEL ANDWEHA'dANUMBEROFKEY 6 WANTEDTOGETASENSEOFTHOSEMEDANPONTS ANDWHAT 6 OVESTIONS THAT WE DESIGNED TO PROBE AND TEST FOR 7 THEYREALLYMEANT. 7 NDICATORS OR PRECURSORS OF POTENTIAL CHILLED WORK 8 MR BROCKMAN: I WANT TO GET ONE PONT CLEAR 8 ENVIRONMENT AND ALSO SOME TO TEST DEMONSTRATIVE 9 BECAUSE A LOT OF TIMES I HAVE SEEN THIS PRESENTED, A 9 WILLNGNESSTOACT. 10 Li1TLE DOT IN THE MIDDLE OF THE UNE FOR THE AUDIENCE 10 WHATWEDOISWELOOKATPERSONAL 11 OUTTHERE ISTHAT-EVERYWHEREINTHEDOCUMENTli 11 EXPER!ENCE,BOTH0FPEERS, SUPERVISORS ANDMANAGEMENT. 12 SAYS ITIS A MEAN. IS li A MEAN OR A MED%N? 12 AND WE BEUEVE THAT IS ACTUALLY THE MOST IMPORTANT 13 MRGU$ERT: ITISACTUALLYAMEDMN. 13 TEST WHAT DOES SOMEONE BEUEVE IS HAPPENING TO THEM OR 14 MR BROCKMAN: THANKYOU. 14 WHATHAVETHEYEXPERIENCED. BUTWE ALSO ASKOVESil0NS 15 MR GUEERT: THANK YOU FOR THAT CORRECTION. 15 TOGETPERCEPTIONBEYONDTHELOCALWORKER 16 CANWEHAVETHENEXTSUDE.PLEASE 56 NEXTSUDE,PLEASE 17 THESE ARE SOME SITE WIDE RESULTS LOOKING 17 S00VR CONCLUSIONS IN THIS REGARD WITH 18 AT THE MODEL LEVEL THE ROLL UP 0F THE INTEGRATED MODEL 18 RESPECT TO THE ENVIRONMENT AT DMBLO CANYON FOR RAISI 19 LEVEL NEATREGARDYOUWILLSEETHATTHESCOREFOR 19 POENTALNUCLEARSAFETYISSUESOROVAUTVCONCERNSIS 20 THE NUCLEAR SAFETY CULTURE MODEL WAS 3.61. ONCE AGAN, 20 THAT EMPLOYEES ARE GENERALLY VERY COMFORTABLE WITH 21 EIS IS CLEARLY A PURE TEST OF THE CU(TUPIWITH NO 21 RESPECT TO THE CPENNESS AND RECEPTMTY OF THElR PEERS, 22 INFLUENCEOTHERTHANWHATNATURALLYOCCURSINTHE 22 EEIRIMMEDATESUPERVISIONANDTHEIRIMMEDIATE 23 GENERAL CULTURE AND WORK ENVIRONMENT. THAT RATE IS 23 N MANAGEMENT. INGENERALTHERANGEOFPOSITrE 24 THEGOODRANGE. 24 RESPONSES N THIS AREA IS AROUND 90 T094 PERCENT. THE 25 1THNKSOMETHINGTONOTEEERE,THE 25 94PERCENTREFLECTTHERECEPTMTYOF'MY'IMMEDIATE 62 64 Omphmentary o e e nc t word indenng (805)$415962 (800)300-3942
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e s _ SHEET 17 PAGE 65 _ PAGE 67 1 SUPERVISOR -
- 1 THESE ARE SITE WIDE COMPOSITE DATA THATIHAVE GiVEN
'2 ON THEOTHERHAND,WHENPEOPLELOOK AT 2 YOU UP TO TH!S POINT. WHAT YOU SEE WHEN YOU LOOK A 3 THE GENERAL WORK ENVRONMENT, THEY PERCElVE IT TO BE 3 THE NUMBERS IN THESE INDMDUAL AREAS IS THAT,YOU 4 LESS OPEN AND RECEPDVE AS THER OWN IMMEDMTE WORK 4 KNOW, SOME ORGANIZATIONS HAVE HIGH NUMBERS ACROSS EE 5 ENVIRONMENT. POSmVE RESPONSE RATlNGS WERE 70 TO 82 5 BOARDONTHIS. ANDSOMEHAVEHIGHNUMBERSFORTHETOP 6 PERCENTRANGETHERE 6 ONEBUTLOWERNUMBERSFORTHEBOTTOM. ANDTHATMAY 7 TURNING NOW TO THE ANALYSIS OF NDMDUAL 7 NDICATEEERPERCEPDONORBEUEFSTHATWITHRESPECT 8 WILLINGNESS TO TAKE APPROPRIATE ACTION, RRESPECEVE OF 8 TO, YOU KNOW, WHAT IS EE RECEPTMTY OF MANAGEMENT IF 9 THEENVIRONMENT. ANDWETESTTHIS,ASWEMENTIONED 9 iTAKESOMEEINGUPTHEUNETOTHEM.
10 EARUER, BY WILUNGNESS TO INFORM A SUPERVISOR F ONE 10 THEREARECLEARLYSOMEORGANDT10NS 11 FOUND A POTENTIAL NUCLEAR SAFETYISSUE OR CONCERN 11 0R WHERETHATPERCEPil0NISGTWHEREDIABLOCANYONWANTS 12 DOCUMENT IT IN AN ACTION RE0 VEST AND, ALSO, SOME TESTS 12 ITTOBE. EEGOODNEWSISTHATALMOSTACROSSTHE 13 TO SEE WHAT WOULD HAPPEN IF ONE WAS NOT SATlSFIED13WITH BOARD, PEOPLE SAY EEY WILL WFORM THEIR SUPERVISOR AND 14 THERESPONSEOFSUPERVISION. 14 THEYWILLWRITEANAR NFACT,MANYORGANIZATIONS, 15 INTHISAREA,WE-OURCONCLUSIONS 15 INDICATED MUCH MORE POSmVE RESPONSE TO AN ACTION 16 ARE- 16 REQUESTTHAN89 PERCENT. 17 NEXTSUDE 17 S0lGUESS,YOUKNOW.THEISSUEISTHAT 18 -1S THAT BE VAST MAJORITY OF EMPLOYEES 18 ONCEYOUDEPART-INSOMEORGMail0NS,0NCEYOU 19 WOM TAKE ACTION TO INFORM THEIR SUPERVISOR OR TO 19 DEPART FROM YOUR SUPERVISOR, YOU DONT FEEL AS WARM AND 20 WRITE AN ACTIONRE0 VEST. THEPOSmVERESPONSETHATI 20 FUZZY. EERE ARE ACTUALLY ONE OR TWO ORGANDil0NS, 21 WOULD INFORM MY SUDERVISOR WAS 97 PERCENT. THE 21 CLERICAL SERVICES AND ONE OF THE OBER ONES, WHERE II 22 POSmVE RESPONSE TO WRITE AN ACT10N RE0 VEST WAS 89 22 LOOKS UKE THERE ARE ISSUES WITH THE SUPERVISOR, NOT 23 PERCENT. FURTHER ANRYSISOFTHE89PERCENTINDICATES 23 THEMANAGER 24 THATTHEPREDOMINANTCONTRIBUTIONSTOTHENEGATIVE 24 EETEXTUREOFWATDETAllWEHAVE 25 PERCENTAGETHEREWEREORGANIZATIONSEATYOUWOULDNT 25 PROVIDED TO THESE FOLK 5 SO THEY CAN ASSESS EACH 65 67 PAGE 66 PAGE 68 1 NECESSARILY EXPECT TO BE N THE BUSNESS OF WRmNG 1 INDMDUAL SITUATION ON THE MERITS. WHAT WE HAVE HERE 2 AA'S, UKE THE CLERICAL STAFF AND OTHERS OF SIM!LAR 2 ISTHESITE-WIDECOMPOSITE 3 ILK. 3 MR POSLUSNY: HAVE YOU SEEN SIMILAR RESULTS ON 4 WE ALSO NOTED THAT MOST EMPLOYEES WOULD 4 THEGOODPERFORMERSEATYOU'VEEVALUATED? 5 PUSHFORRESOLUTION ANDESCALATETHECONCERNTO 5 MR GUlBERT: YOUKNOW,lENKWETENDTO 6 ENAGEMENT F THEY ARENOT SATISFiEDWITHTHEIR 6 SEE ABOUT THE SAME KIND OF POSmVE RESPONSE RATE TO 7 SUPERVISOR'SRESPONSE. THATWAS ATTHE89 PERCENT 7 INFORM SUPERVISORS AND WRRE AA'S AS THE OTHER THEY 8 LEVEL 8 HAVE THEIR OWN ORGMlZATIONS THAT ARE LESS UKELY TO 9 NEXTSUDE,PLEASE 9 WRITE AA'S JUST AS A MATTER OF BUSINESS. 10 lWOULDUKET0- 10 AND ACTUALLY THE 89 PERCENT COMPOSITE 11 MR. MERSCH0FF. BEFORE YOU LEAVE THAT ONE, 11 NUMBER,IFWEHAVE AWILLINGNESSTOPUSH,ISCERTAINLY 12 JOHN, IT l$ PRETTY MUCH THE SAME OVEST10N I ASKED 12 NOT OUT OF LINE WITH SORT OF THE GUYS IN THE AVERAGE 13 BEFORE BUTIAMINTERESTEDINYOURVIEWASTHE 13 IT IS A UTTLE BIT OUT OF UNE WITH THE GUYS WHO ARE AT 14 ANALYZER OF THIS DATA AND YOUR EXPERENCE AT OTHER 14 EETOP.IMEAN,FOLKSCANCOMEUPWITH-THEREIS 15 PLANTS 15 ONE SITE WHO SCORED OVER 4.00N THE COMPOSITE 16 AS I SAID BEFORE,1 STRUGGLED WITH THIS. 16 INDICATOR. AND l CAN ASSURE YOU THAT THER NUMBER WAS 17 AND IT LOOKS UKE EMPLOYEES ARE WILUNG TO COME FORWARD 17 ALOTBETTERINTH!SAREATHAN89. 18 DUE TO EE STRENGTH 0F THEIR CHARACTER AND THER 18 iWOULDUKETOTALKAUTTLEBliABOUT 19 PERSONAL INTEGRITY AS OPPOSED TO AN ORGANDT10N THAT 19 THE ANALYTICALAPPROACHFORTHEINDMDUAL 20 ISGMNGTHEMTHESUPPORTTODOTHAT. ANDIHAVECOME 20 ORGANDTIONS. AS MENTIONED,WE PERFORMED ANALYSES AT 21 TOTHATCONCLUSIONBYLOOKING ATTHENEGATIVES. 21 ALL LEVELS FROM THE FRST ORGANIZATIONAL LEVEL ALL THE 22 MR GUlBERT: SURE. 22 WAY UP TO THE SECOND COMPOSITE. THESE ARE TO TARGET 23 MR MERSCH0FF: 1 AM NTERESTED IN YOUR VIEW OF 23 BOTH OUT UERS ON EITHER SCALE, BUT PARTICULARLY TO 24 WHATTHISREALLYMEANS. 24 IDENilFYRELATIVEOPPORTUNTESFORCONTINUOUS 25 MRGUlBERT: WELLWHATYOUSEE-lMEAN, 25 IMPROVEMENT. 66 68 Comphmentary o ee wordindexsng n;c (805) 341 5962 (800) 500-5942
. .__' SHEET 1B PAGE 69 _ P GE 71 1 WE LOOK AT DEVIATIONS FROM THE SITE BENG 1 WMI BARGANNG UNIT PERSONNEL AND MOST OF THEM ARE -
, J VALUEDFOREACHOFTHE ASSESSMENTMODELS. THISLEADS 2 N FiCT,TH&Y ALL ARE "' THINUCLEAR GENERATION 3 TO THE IDENTIFICADON OF TOP AND BOTTOM OVARTILE 3 FUNCTIONALDRGANDDON ,
" NEXTBUDE,PLEASE." '
4 ORGANBDONS AT ANY GIVEN SITE. THOSE ARE RELATIVE 4 ,, 5 RANGES. 5.l GETQNGUNDEROURCQNQl,USIONS,AS 6 ASGREG MENil0NED,THATMEANSTHATS 6 MENil0NEDEARUER,USNGEEINTEGRATEDNUCLEARSAFETY 7 ALMOST A FORCED RANKNG THAT 8 OUT OF 32 ARE GOING TO 7 CULTURE PEPf0RMANCE l$0lCATOR AS A MEASURE,THE 8 BE AT THE TOP AND 8 OUT OF 32 ARE GOING TO BE AT THE 8 Sli.E WIDE NUCLEAR SAFETY CULTURE WAS FOUND TO BE AGAN 9 BOTTOM. 9 N hlE GOOD RANGE AND IS BEING REllTIVELY STEADY. 10 WEALSOLOOKATPOCKETSOFNEGATIVE 10 US$GTHENUCLEARSAFETY-CULTUREMODELRESULTSWHICH 11 PERCENTAGES. 11 AR,E SOMEWHAT PURER, lib 0VLD NDICATE THAT THEY ARE IN 12 iTHINK-WELL,BEFOREIGETTOTHE GE 12 THE10WERENDOFT)iE 13 RESULTS, WE ALSO N THE COURSE OF DURING THE WRITE N 13 4 e THECU OFTHENUCLEAR 14 COMMENTS ANDTHENTERVIEWS 0CCASIONALLYOBTAINEN0 UGH 14 3APETYCULTUREVARIES ERTAINORGANail0NS. 15 DATA WHERE WE THINK WE ALSO CAN PROVIDE SOME NSIGHTS 15 ALL,ARENOTICEABLY EQUATE SOME AREVERY 16 AS TO WHAT MIGHT BE DRIVERS, CAUSES OF LOW RATNGS IN 16 G060. ANDWEHAVEI OTHERONESEATON 17 ORGANDTIONS. 17 THE0THERENDObiliE,SppiMERliPARDCULAR 18 WEDIDGETAGOODBli0FINPUTONTHATN 18 ATTENTION .,,f .. 19 BOTHSHIFTOPERATIONS,NSSSENGINEERING,NUCLEARSTEAM 19 E,' IMEANTDEUBERAIE LLBENEEDED 20 SUPPLYSYSTEM-MAINTENANCE-EXCUSEME-ATDABLO 20 TOACHIEVEFURTHERIMP WETALKEDABOUT 21 CANYON AND HAVE PROVIDED BOSE NSIGHTS. 21 DEUBERATE WETALKABOUT-1ME ONEDEARUERTHAT 22 CANIHAVETHENEXTSUDE 22 TllE STEADY TREND HAD SOME9EAN!NG TO US, AND I WOULD 23 WHATWE FOUND ATDIABLOCANYON,BYTHE 23 UKETOSHARETHATMEARING. 24 WAY,IS THAT THE ORGANDT10N THAT SHOWED UP IN BOTH 24 OUR EXPERIENCE INDICAT$1 HAT IF YOU WANT 25 EE TOP AND BOTTOM OVARTILE SHOWED UP THERE 25 TO PROJECT 0UT IN THE FUTURE 0FWhAT IS UKELY TO 69 L 71 PAGE 70 _ PII2E 72 ' ' " - * ' 1 CONSISTENTLY ACROSS ALL OUR MODELS, VIRTUALLY ALL THE 1 HA 7EN 12,1LMONTHS D0'8N THEq), WHAT IS MOST 2 DIMENSIONS OF THE MODELS. BERE1S AVERYCLEAR 2 IWORTANT IS fHE RATE OF CHANGE,THE RATE OF DIRECTION, 3 FATTERN 0F WHICH ORGANail0NS WERE WHICH. 3 WHERETHINGS AREGONG..THAIMBEENOUREXPERIENCE 4 THESE TOP OUARTILE ORGANDTIONS, AS WE 4 L ' ANDFORMITUAT10dWITiiSYRATINGS, 5 MENil0NED,MAYHAVE ATTRIBUTESOFPOTENTIALEMULATION 5 WHICHISTHECASEHEREAIDA5.0 .OUREXPERIENCE 6 INTERMSOFBEHAVIORS ANDPRACTICES. 6 INDtCATESTHATABSENTACil0tt . VEGOTJUSTAS 7 YOUWILL NOTICETHATMOSTOFEESE 7 EOMLAUKEUHOODOFTHI gGTHESAMEASYOUDO 8 ORGANET10NS AREHIGHLYPOPULATEDWITHSALARIED, 8 DERINING. Z. 9 NON.BUSINESSUNITPROFESSIONALS. ANOT*BLEEXCEPil0N 9 bRBROCKMAR TOMAKESURE1HATIUNDERSTAND 10 ISTHECHEM:STRYlENVIRONMENTAL OPERATONS ORGANDTION, 10 THAT,NOTHERWORDS, ABSENISOMEDEMONSTRATIVElNPUT 11 WHICHISHiGHLYPOPULATEDWITHBARGAINNGUNIT 11 FR$MTHEMANAGEMENTTEAM;7HEEDTENTIALATROPHYOFTHE 12 TECHNICIANS S0liIS ANNDICATORTHATTHINGSCAN 12 PE4FORMANCE GOING DOWN'C&RTARY E)0STS AS MUCH A 13 WORK. lilSNOT)USTAMATTEROFWHOISINTHEUNIT. 13 MANTAININGSTEADYT.' 2. 14 NEXT SUDE,PLEASE 14 :
'MR.GUIBERT: YES. 'ii 15 BASED ON OUR COLLECTIVE EVALUATION OF 15 s.WRBROCKMAN:ITCOUL&f$ FALLOFF?
16 DEVIATIONS FROM SITE MEANS, POCKETS OF NEGATIVE 16 f4RGUlBERT: OUREXPERiERCEINDICATESli 17 RESPONSES, AND OTHER TRENDS AND INSIGHTS,THE FOLLOWING 17 IWY BE 60/40, BUT II IS PRETTY MUCH EQUAL BASED 18 ORGANIZATIONS WERE DENTIFIED AS THE HIGHEST RELATIVE 18 ONWHATWEHAVEOBSERVEDJ; 19 PRIORITY ORGANIZATIONS OF DIABLO CANYON FOR ADDITIONAL 19 COULDISETHENE)fiSUDE,PLEASE 20 ACTION. IT NCLUDES THOSE WHO WERE CONSISTENTLY IN THE 20 FROMASIT5WIDEPERSPECTIVE,THISIS 21 LOWER OVARTILE. TH!S IS WHERE EE GREATEST OPPORTUNITY 21 SOMEWHAT OF A RECAP OF MIAT WE PfESENTED EARUER 22 FOR IMPROVEMENT EXISTS. ADDITIONAL ACT10N IN TERMS OF 22 SAFETYCONSCIOT)$WORKENVIRONM&NT. 23 EVALUATION, INTERVENTION,ANDIORREMEDIATIONHASBEEN 23 iWILLJUSTW,ASfDIDTHER, RATINGS 24 SUGGESTED. 24 TEND iC BE SOMEWH&T l$WER IN SEVERAL OF THE BOTTOM 25 THESE ORGANIZATIONS ARE HIGHLY POPULATED 25 OVARTILEORGANIZAll@SWDWEHAVEIDENTIFIEDTHOSE 70 "C - 72 Comphmentar o e nc Io wordjnaex ng .., (803) 34b3962 (800) 300-3942
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. SHEET a9 PAGE 73 PAGE 75 1 TOPG&E 1 THIS IS PROSABLY THE KEY ONE, AT LEAST ON THIS SUDE -
1 NEXT SUDE,PLEASE 2 IS THE MAJORITY OF FOLKS AT SHIFT OPERADONS WANT TO 3 THEREAREACOUPLEOFADDm0NAL 3 HEAR MORE ABOUTTHIS BEFORE THEY MAKE UP EEIR MINDS AS i I 4 NOTEWORTHY RESULTS. YOU WILL SEE HERE SOME KEY VALUES, 4 TOWHETHERMANAGEMENTDIDTHERIGHTTHING. 5 SUCH AS, NUCLEAR SAFETY IS THE FIRST OVERRIDING 5 NEXTSUDE,PLEASE 6 PRIORRY; KEY BEHAVIOR, EXPECTADONS AND STANDARDS; A 6 BOTH THROUGH EE WRITE N COMMENTS AND TO 7 KEY PRACTICE, AVERY KEY PRACTICE,0PERATING, 7 SOME DEGREE BY ANALYZlNG THE SURVEY RESULTS,0NE WOULD 8 MANTAINING AND MODFYING EE PLANT ACCORDING TO THE 8 CONCLUDETHATSOMESHIFTOPERAil0NSPERSONNELFEELTHAT 9 UCENSING AND DESIGN BASIS REQUIREMENTS. AND YO'J WILL 9 THE ENVIRONMENT IS CHILLED AS A RESULT OF EIS 10 ALSOSEE ANWDICAT10NOF APROGRAM 10 SWATION. 11 JUSTASASIDENOTE,ALMOSTBYTHE 11 ASANNDICATOR,THOUGH,0FWHATTHEY 12 ABSENCE OF NEGATIVE COMMENTS ON MANY OF THE PROGRAMS 12 WOULDREALLYDOIRRESPECTIVEOFHOWTHEYFEEL,WHAT 13 AND PROCESSES AT DlABLO CANYON, WHICH WE DO TYPICALLY 13 UNCERTANTIES THEY MAY HAVE REGARDNG BE SWADON, 14 FIND ATLEASTONEPROGRAMORPROCESSINEACH0FOUR 14 THEYEXPRESSEDNDMDUALWILUNGNESSOFSHFT i 15 SFES WHERE THERE ARE STRONG NEGATIVES, OUR CONCLUSION 15 OPERATIONSPERSONNELTOIDENTIFYPOTENTIALNUCLEAR 16 ISTHATNGENERAL, PROGRAMS ANDPROCESSES APPEARTOBE 16 SAFETYISSUESTOIMMEDIATESUPERVISIONISHIGH,98 j 17 AN AREA 0F STRENGTH HERE AT DlABLO CANYON. 17 PERCENTPOSmVE. i NEXTSUDE,PLEASE I 18 18 THEYAREALSOWELLABOVETHESITEN 19 E!SISJUSTTOHIGHUGHT AFEWKEY 19 TERMS OF WILUNGNESS TO WRITE AN A.R.,THAT THEY WOULD 20 BEHAVIORS ANDPRACTICESTHATWELOOKAT. ANDTHEGOOD 20 DO THAT AT 95 PERCENT AS OPPOSED TO THE SITE MEAN OR 21 NEWS HERE IS THAT THESE ARE ALL VERY STRONG. 21 SITE POSmVE RESPONSE OF 89 PERCENT. 22 NEXTSUDE,PLEASE 22 WEDOBEUEVETHATFORSOME,THIS 23 TH!S NEXT SUDE INCLUDES SOME ADDm0NAL 23 SWATION HAS CONTRIBUTED TO A DECREASE IN THEIR 24 NOTEWORTHY RESULTS RELATED TO EMPLOYEE PERCEPTIONS OF 24 CURRENTWILLINGNESSTOPUSHORESCALATE ANISSUETO 25 THE NEED FOR IMPROVEMENT N MANAGEMENT'S EFFORTS TO 25 MANAGEMENT. YOU MAY RECALL THAT THE SITE WIDE NUMSER l 73 75 _ PAGE 74 PAGE 76 1 PROMOTE ANDREINFORCETHENUCLEARSAFETYCULTURE. 1 WAS89 PERCENT. 2 YOU NOTED THAT THE MANAGEMENT NFLUENCE 2 THE NUMBERINTERMSOF'l AMWILUNGTO 3 SCOREISAID ATTHATTIME,THATWAS ANOPPORTUNilYFOR 3 ESCALATE AN ISSUE TO MANAGEMENT IF NOT SATISFIED BY MY ! 4 IMPROVEMENT. WE BEUEVE THAT RIGHT HERE IS EE 4 SUPERVISOR' DROPS T075 PERCENT POSmVE N SHIFT 5 INmATIVESTOMOVEFORWARD ANDIMPROVETHENUCLEAR 5 OPERATIONS. l 6 SAFETY CULTURE TO MAKE SURE THAT IT IMPROVES AS OPPOSED 6 MR. POSLUSNY: LET ME ASK THAT OVESil0N ON THE l 7 TOBEING STEADYORDECUNING. THISIS AGOODPLACETO 7 USE OF THE WORD 'S0ME.' YOU USE li A LOT IN THE l 8 THINKABOUTANDTOSTART. EVERYBODYGETACHANCETO 8 DISCUS $10N. WHAT THRESHOLD DO YOU HAVE FOR REPORTING 9 READTHAT7 OKAY. 9 ANITEMUSINGTHEWORD'S0ME'? l 10 NEXTSUDE 10 MR.GulBERT: lEINKliISNTHEEYEOFTHE 11 TH: SIS A-BECAUSEWERECEIVEDS0MUCH 11 BEHOLDER,SOTOSPEAK. IAMNOTSURETHATlCANSAY i 12 INPUTTHROUGHTHEINTERVIEWS ANDPARTICULARLYTHE 12 THAT WE ARE SYSTEMATIC IN THAT. F WE USE THE WORD 13 WRITE IN COMMENTS REGARDING THE RECENT REMOVAL FROM 13 ' MAJORITY,'WE ARETALKING,0BVIOUSLY,GREATERTHAN50 1 14 DUTYOF ANOPERATIONSSHIFTFOREMAN,WEFELTITWAS 14 PERCENT. FWESAY'MOST,'YOUKNOW,WE AREPROBABLY 15 !MPORTANT THAT WE SHARE WITH YOU WHAT WE LEARNED OR AT15 TALKING,YOUKNOW,80OR-80PERCENTORMORE FWE ; 16 LEASTWHATTHATNPUTSAIDTOUS. 16 TALK ABOUT THE ' VAST MAJORITY,' WE ARE PROBABLY TALKING 17 ANDIWANTTOMAKEACAUTIONARYNOTE 17 90PERCENTOR95 PERCENT. AND'SOME'ISSORTOF-l ! 18 HERE. ITISINCORRECTTOMAKETHE ASSUMPTIONTHATTHIS 18 AM NOT SURE l COULD, WITHOUT SOME CRmCISM, BY GOING l 19 IS THE ONLY OR MAYBE EVEN THE PRIMARY DRIVER WITH!N 19 BACKINT0li ANDLOOKNG ATli,YOU KNOW,BE ABLETO I 20 SHIFTOPERATIONS. THERE ARE0THERISSUESINEERE 20 PUTATARGETNUMBERONIT, l 21 ABOVEANDBEYONDTHISISSUE ANDMOSTOFTHEMARE 21 BUTITHINKINGENERAL,YOUKNOW, FIT ! 22 ASSOCIATED WITH THE IMPACTS OF CHANGE THAT HAVE 22 IS-WEPROBABLYDONT-WEDONTTAKEWDMDUAL 23 OCCURRED. THERE HAVE BEEN A LOT OF CHANGES N 23 NPUTS.BUTIFTHINGSGETTOTHEPONT-INNUCLEAR 24 OPERATIONSOVERTHELASTYEAR. 24 SAFETY,FOREXAMPLE,WEIDENTFYATHRESHOLDFOR 25 INTERMS OFTHIS SWATION,WEFOUND- 25 FLAGGING. INTHENUCLEARSAFETYCULTUREMODEL,WE 74 76 q Comphmentary o e e nc t vword indenng (803) 341 3962 (800) 300-3942 l
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. 2surrT2o Pact 77 _ Pact 79 1 TYPlCALLYIDENTIFYGIFRATINGS ACROSSTHE 1 NEXTSUDE,PLEASE 2 DIMENSIONORSUB-DIMEGONGETTOBEPONTOFNEE 2 OUR COLLECit6 EVALVATK)N ALSO INDICATES 3 10T015PERCENTRANGE 3 THAT THE MANNER N WHICH CHANGE MANAGEMENT HAS BEEN 4 EE GENERAL CULTUPI, WE RA!SE A FLAG WHEN 4 IMPLEMENTED COULD BE IMPROVED. MOST PARTiCULARLY, EEY l 5 ITGETSNTOTHE200R25PERCENTRANGE THATMEANS 5 BEUEVETHATMANAGEMENTNEEDSTO00ABETERJOB0F 6 YOU GOT TO GO LOOK AT II. 501 GUESS TO SOME EXTENT, 6 OBTANNG EMPLOYEE INPUT, BUY N AND OWNERSHIP UP FRONT 7 THATMAYHELPDEFINER. 7 BEFOREIMPLEMENTNGSIGNIFICANTCHANGES.
8 MR RUEGER IWOUt.D LIKE TO RAISE ONE ITEM 8 EEYALSONOTEDPERCEPDONSTHATTHE l 9 RIGHT NOW. I KNOW YOU MENDONED YOU WOULD UKE TO 9 OVALITYOFMANAGEMENTANDSUPERVISIONVARIESWIDELY 10 FNSH BY 4:00 THIS SESSION, AND PERHAPS BECAUSE OF MY 10 FROMORGANIZATIONTOORGANIZADONANDTHEYHIGHUGHED 11 COMMENTS AND WE GOT STARTED A UTTLE LATE OR WHATEVER, 11 OPPORTUNmESFORIMPROVEMENTNLEADERSHIPS10LLS, 12 WE ARE NOW DOWN TO ABOUT 15 MINUTES LEFT. I DO THINK 12 BEHAvl0RMANAGEMENTSKILLS,CONFUCTMANAGEMENTSKILLS 13 liIS IMPORTANT AT SOME PONT THAT WE GET TO DAVE 13 ANDEFFECTIVEPERFORMANCEAPPRAISALSKILLS. 14 OATLEY AND WHAT WE ARE D0!NG ABOUT SOME OF EE APIAS. 14 NEXTSUDE,PLEASE 15 S01 WANT TO RAISE THE ISSUE IF YOU WOULD 15 WEPROVIDEDTOPG&EMANAGEMENT7 KEY 16 LIKE US TO SWITCH OR PERHAPS F!NISH UP WITH SOME OF THE16 SVGGESTIONSFORCONTNUEDIMPROVEMENTINTHEDIABLO 17 MAINPONTSYOUWANTTOMAKE 17 CANYON CULTURE MOST OF THESE RELATE DIRECTLY TO THE 18 MR MERSCH0FF; N ERMS OF DAMAGE CONTROL, N IB GENERALCULTUPIANDWORKENVIRONMENT,BUTHAVE 19 FAIRNESS, WE STAMED A UTRE BfT LATE,1 WANT T0 HOLD 19 CARRY 0VER EFFECTS ON THE NUCLEAR SAFETY CULTURE 20 TO THE 4:15 START FOR THE SECOND MEETNG. WE CAN 20 OUR FIRST SUGGESTION RELAED TO TRUST N 21 CERTAINLY GIVE YOU 10 MINUTES BACK AND MOVE OUR TABLES 21 MANAGEMENT, ASNOTEDEARUER EMPLOYEES'TRUSTAND 22 A UTRE MORE QUICKLY SO YOU CAN TR! AGE YOUR 22 CONFIDENCE IN MANAGEMENT APPEARS TO BE GENERALLY LOWER 23 PRESENTATION. 23 THANDESIRED. AN00VRSUGGESTIONISDETAILEDHERE 24 MR GUlBERT: DAVE NEEDS 15. IWILL BE DONE 24 WETHINKTHEKEYWORDHEREIS 25 IN10MINUTESMAK 25 'RENFORCED',THATISTOENSURETHATEESEBEHAVIORS 77 79 PAGr 78 _ PAGE 80 1 50THEGENERALCULTUREWORK 1 ARESUSTAINED. 2 ENVIRONMENT-- 2 NEXTSUDE,PLEASE 3 LETS HAVETHE NEXT SUDE,PLEASE 3 THESECONDRELATESTOMANAGEMENTAND 4 -IS PERCEPED IN THE ADE0VATE RANGE AND 4 SUPERVISORY PRACTICES. WE HIGHUGHTED 4 SPECIFIC 5 APPEARS TO DECUNE SOMEWHAT OVER THE LAST YEAR ONCE 5 PRACTICESTHATHADRELATIVELY-YOUCANSEETHATTHE 6 AGAN, WE THINK THE KEY HERE IS DEUBERATE ACTION TO 6 P0smVE RESPONSES ARE N EE 60 PERCENT RANGE S0 THE 7 PRECLUDEFURTHERDECUNE ANDTOACHIEVEIMPROVEMENT. 7 NEGATIVERESPONSES AREINTHE35TO40PERCENTRANGE B LETSGETTOSOME OFTHEDETAILSHERE. 8 WE SUGGEST THAT THESE SPECIFIC AREAS BE 9 IN THE NOTEWORTHY RESULTS, ALL OF THE 3 AREAS PRESENTED 9 LOOKEDATAND ADDRESSED. ANDWE ALSOBEUEVETHAT 10 ON THE SUDE WERE RECURRlNG THEMES THROUGHOUT EE 10 SUSTANEDIMPROVEMENTWILLREALLYCOMEBACKTOTHE 11 SURVEYWRITE.INCOMMENTS ANDINTERVIEWS. 11 SVGGESTION WE MADE REGARDNG ADOPDNG APPROPRIATE 12 THE APIA 0F EMPLOYEE TRUST AND CONFIDENCE 12 BEHAvl0RSANDRENFORCiNGTHEM. 13 IS IN 0UR VIEW RELAED TO GENERAL CULTURE AND WORK 13 NEXTSUDE,PLEASE. 14 ENVIRONMENT,THEFIRSTPLACETOSTARTFORIMPROVING- 14 OURTHIRDSUGGEST10NRELATESTOTHE 15 ACHIEVlNGIMPROVEMENT. 15 EFFECTIVE MANAGEMf.NT OF CHANGE ONCE AGAN,THE ISSUE 16 NOTTOOFARREMOVEDFROMTHATISA 16 COMES BACK T0 EFFECTIVE USE. WE CERTANLY SUGGEST THAT 17 PERCEIVED HISTORY OF LACK OF OPENNESS AND PICEPTMTY 17 LESSONS LEARNED AS A RESULT OF THE RECENT MAJOR CHANGES 180F MANAGEMENT TO INPUT AND FEEDBACK FROM THE WORK 18 SHOULDBEEVALUAEDANDUDUZEDINMAKNGIMPROVEMENTS 19 FORCE MANYPERCEIVETHATMANAGEMENTDOESNOTVALUE 19 HERE 20 INPUTORFEEDBACKFROMBELOW. ANDTHATROUGHLYIS 20 NEXTSUDE 21 AROUNDWHATISAY-INTHISCASE,IWOULDSAYTHATIS 21 THIS GETS TO EMPLOYEE CONCERNS ABOUT THE 22 PROBABLY AROUND50PERCENTORS0. 22 FUTUPIOFDIABLOCANYON.WESUGGESTTHATMANAGEMENT 23 EMPLOYEES ARE CONCERNED ABOUT FUTURE 23 PROVIDEFREQUENT,EFFECTTECOMMUNICATIONONEEISSUES 24 DECISIONSREGARDINGCONTINUEDOPERADONOFDIABLO 24 ASTODECISIONS AFFECTINGTHEFUTURE ATDIABLOCANYON 25 CANYON. THOSE ARE3 BIGONES. 25 WITH THE WORK FORCE, PREFERABLY FACE T0 FACE, ALLOWING 78 80 comphmentary o e e n ndeung (803) 341 3962 (800) 300 3942
_ SHEET 21 PAGE 81 _ PAGE 83 I 1 OPPORTUNITYFORUS ANDAl i 1 EEM THAT ALLOWS THEM TO LOOK AT WHAT ARE WE DRIVERS, !
, ,2 WElaS05UGGEST THAT MANAGEMENT E!PHASIS j 2 WHATIS *HE INFORMATION AS IT RELAES TO BER SPECIFIC .
3 ITSCOMMITMENTTO APLANTOPOSm0N DABLOCANYONFOR 3 ORGANIZATION,HOWTOINTERPRETTHATDATASOTHEYCAN l 4 LONG TERM SUCCESS AND COMMUNICATE AB0lli THAT PLAN AND 4 BEST UNDERSTAND WHAT IS G0iNG 0N AND WHAT THEY NEED TO 5 ITSIMPLEMENTATION. 5 D0. ! 6 0UR FIFE SVGGESTION PILATES TO CLEARING 6 i AM ATBECLOSE. INCLOSINGlWOULD 7 THE AIRREGARDWGSEVERALRECENTNSTANCESWHERE 7 LIKE TO MENTION THAT WE HAVE BEEN 0 VITE PLEASED SO FAR i 8 MANAGEMENT HAS TAKEN ACTIONS THAT COULD BE PERCElVED BY 8 WITH PG&E'S MANAGEMENT'S RECEPTIVITY AND POSmVE l 9 SOME AS HAVING A POTENilAL CHILUNG EFFECT, 9 REACTION T00VR ASSESSMENT AND THE SVGGESTIONS THAT WE I 10 TWOSPECFICINSTANCESCAMETOOUR 10 PROVIDED TO THEM FOR CONTNUED IMPROVEMENT AND BY THER I 11 ATTENTION FARLY FRE0VENTLY DURING THE ASSESSMENT. ONE 11 ACTIONSTOENSURETHATTHEINFORMATIONWEHAVE 12 NVOLVEDREMOVALFROMDUTYOFTHESHIFTFOREMAN THE 12 DEVELOPEDISSHAREDWmiEEWORKFORCE l t 13 OEER WAS THE SOCALLED NTENTIONAL DEV1ADON 0F 13 THISGOESBEYONDMERELYMAKWGTHE 14 PROCEDURES EVENT. WE SUGGEST THAT THE SITUATIONS AND 14 NFORMATION AVAILABLETOTHEWORKFORCE ATTHER 15 THE ASSOCIATEDLESSONS LEARNED- ANDTHATIS PROBABLY 15 REQUEST, WE HAVE MADE PRESENTATIONS TO THElR FRST UNE 16 THEMOSTIMPORTANT-BEREVIEYEDWITHEMPLOYEES, 16 MANAGERS AND SUPERVISORS TO ENSURE THAT THEY WOULD BE ! 17 MANAGERS AND SUPERVISORS AUKE 17 IN A POSm0N TO EFFECTIVELY COMMUNICATE THE RESULTS TO 18 ANDWEALSOSUGGESTTHATANEFFECTIVE 18 THER WORKERS AND BE ABLE TO RESPOND T000ESTl0NS AND 1 19 AR CLEARING BE ACCOMPUSHED AS SOON AS POSSIBLE WITH 19 ANSWERS. ! I 20 RESPECT TO THE SITUATION WVOLVING REMOVAL FROM DUTY OF 20 THISCLOSING0FEELOOPISAVERY 21 ANOPERATIONSSHIFTFOREMAN. 21 IMPORTANT STEP AND SHOULD OF iTS HELP TO ENGENDER 22 NEXT SUDE,PLEASE. 22 INCREASEDTRUST.OFCOURSE,THATISNOTENOUGH THE 23 DESPITEITS RELATIVELYHIGHRANKING 23 REAL PROOF 0F THE PUDDING,50 TO SPEAK, WILL RESIDE IN l 24 WITHINTHENDUSTRYSENCHMARKING,WETHINKTHEREIS 24 THE ACTIONSTHATPG&E'SMANAGEMENTTAKESTORESPONDTO i 25 SOME WORK TO BE DONE YET IN EMPLOYEE CONCERNS PROGRAM. 25 AND APPROPRIAELY ADDRESS THE ISSUES IDENTIFIED TO US B1 83 l i PAGE 82 _ PAGE 84 1 OPINIONS REGARDING THE EFFECT1VENESS OF THE PROGRAM 1 BYTHEWORKFORCE 2 VARYWIDELYFROMORGANIZATiONTOORGANIZATION. SOME 2 OURFWALRECOMMENDATIONTOPG&E 3 ORGAN!ZATIONSEXPRESSEDVERYLOWCONFIDENCERATINGS. 3 MANAGEMENTISTODOS0,TODOSOWELL THAT,TOOWILL 4 WE SUGGEST THAT MANAGEMENT DEVELOP AND 4 BE A CRmCAL STEP W ENHANCING TRUST AND CONFIDENCE IN 5 IMPLEMENT A PLAN TO ADDRESS THE UNDERLYING REASONS FOR 5 MANAGEMENT. 6 THESE LOW CONFIDENCE RATINGS. WE ALSO SUGGEST THAT 6 ATBISPOINT,lAMPREPAREDTOANSWER 7 ADDm0NAL ACTIONS TO ENHANCE THE SITE-WIDE CREDlBlUTY 7 ANY ADDm0NAL OVESTIONS YOU MIGHT HAVE 8 0F THE PROGRAM BE EVALUATED AND IMPLEMENTED AS 8 MR. MERSCH0FF; I HAVE A COUPLE OF QUICK ONES. 9 APPROPRIATE WEHAVEPROV!DED-ITISDOCUMENTEDIN 9 PERSONAL EXPERIENCE SITE WIDE CAME MT IN THE 19TH 10 THE REPORT, AS WELL- SEVERAL SUGGESTIONS ALONGTHIS 10 PERCENTILE ISTHATUNUSUALLYLOWPILATMETOTHE 11 UNE 11 OTHER RESULTS OF THIS SURVEY, OR IS THAT IN LNE WITH 12 SVGGESTIONS FOR IMPROVEMENT REGARDING 12WHATYOUWOULDHAVEEXPECEDTOSEE? 13 TO-RELATEDTOTHESPECIFICORGANIZATIONS,LE, 13 MR.GUlBERT: WELL,1THINKWHATWEARE-1 14 THOSE THAT SHOWED UP ON THE HIGH PR!ORITY LIST, WE 14 THWKWHATWE ARESEENGISTHATIS,YOUKNOW,0NEOF 15 SUGGESTTHATMANAGEMENTNEEDSTOEVALUAETHE 15 THE DR! VERS THAT ITHINK liIS HAVNG AN IMPACT. WHAT 16 UNDERLYINGCAUSES AND ASSESSTHERESULTSOFEESE 16 PEOPLE HAVE EXPERIENCED HERE AND BER REACTIONS T0 li 17 ORGAN!ZATIONS BASEC ON THOSE ASSESSMENTS TO FIND 17 IN TERMS OF THE NUMBER OF CHANGES, CHANGES IN SOME IB REMEDIAL ACTIONSTHATAREAPPROPRIATE 1B PARADIGMS IN REGARDING SECURITY OF JOB, ET CETERA. 19 WHEREWEHAVEOBTAINEDTHEM,WEHAVE 19 EERE HAVE BEEN SOME TOUGH CHANGES TO ACCOMPUSH. 20 PROVIDEDTHEMADDm0NALINSIGHTSREGARDINGWHATWE 20 WERE HAVE BEEN A NUMBER OF ORGANIZATIONAL AUGNMENT 21 BEUEVE ARE POTENTIAL DRIVERS IN THESE SmjATiONS, AND 21 CHANGES. 22 WE HAVE ALSO AT THER RE0' JEST PROVIDED DIRECT TRAINING 22 50,YES,lENKfiDIDNTSURFRISEUSTO 23 TO BEIR DIRECT FIRST UNE MANAGERS IN TERMS OF HOW TO 23 SEETHATKNDOF ARATINGTHEREGIVENTHEINFORMATION 24 LOOKATTHEDETAILEDDATA. 24 THAT WE WERE GiVEN UP FRONT AS TO WHAT WAS GOING ON 25 THERE IS A LOT OF DATA THAT WE PRESENT TO 25 HERE YOU KNOW, BOTH PRIOR TO AND DURING THE COURSE OF B2 B4 Comphmentary o e e nc t word indexsng (805) 541 5962 (800) 500-3942
. SHEET 22 PAGE 85 PAGE 87 1 EESURVEY. 1 MR OATLEY: GOOD AFTERNOON. MY NAME IS DAVID
'2 MR MERSCH0FF; ONE OBER NSSS MANTENANCE 2 OATLEY,VICEPRESIDENTOFDIABLOCANYON0PERATIONSAND 3 CAME OUT AS THE TOP PRIORITY N ALL 30F THE BINS THAT 3 PLANTMANAGER.
4 YOU USED TO DETERMINE PRIORmES. IS THERE SOMETHING 4 IWILLBEDISCUSSINGWHATWEHAVEBEEN 5 SPECIAL GOING ON THERE THAT THE RESULTS NDiCATE? 5 DOING OVER EE LAST COUPLE OF YEARS TO ENHANCE 0VR 6 MRGulBERT: WELL,ICANGIVEYOU ACOUPLE 6 SAFETYCULTUREFOLLOWEDBYWHATWEHAVELEARNEDFROM 7 PONTS AT LEAST IN TERMS OF WHAT WE LEARNED IN TERMS OF 8 INSIGHTS. ALOTOFliHASTODO-WELL,LETMEJUST 7 TMS SURV2Y AND WHAT WE HAVE AND WILL BE DONG TO { 8 ADDRESSTHERESULTS. ) 9 OUICKLY GET TO THlS. WE IDENTIFIED THAT MORALE APPEARS 9 THIS SURVEY REPRESENTS A SNAPSHOT OF OUR l 10 TO BE PARTICULARLY LOW N THIS ORGANIZATION AND THAT 10 CULTURE THAT EMSTED THIS FA1 AFTER TWO YEARS OF 11 THEFOLLOWINGTYPESOFISSUESMOSTPERCElVED,NCLUDING 11 DRAMATIC CHANGE. WE HAVE DOWN-SIZED CONSIDERABLY, 12 PEOPLE NOT IN NSSS MAINTENANCE, THAT BE STAFFING LEVEL 12 CHANGED MANY OF OUR PROCESSES AND HAD CAUFORNIA 13 IS INADE0VATE FOR BE ASSIGNED WORKLOAD, THAT THE 13 PROPOSm0N9 LOOM!NGOVEROURHEADS. 14 PHYSICAL OFFICE WORK SPACE AS9GNED TO THE iEAM IS 14 AN EXAMPLE OF CHANGE THIS JUNE ALONE WAS 15 PERCEIVEDTOBESUBSTANDARD,PARTICULARLYWHENCOMPARED 15 THE EUMINATION OF THE MECHANICAL AND liECTRICAL AND 16 TO SPACES ASSIGNED TO THE OTHER TEAMS AND THAT THAT 16 18C SECTIONS AND COMBNING THEM INTO CROSSfUNCTIONAL , 17 PORT 10N OF THE GROUP WHICH ARE N.LC. TYPE TECHNICIANS 17 TEAVS,RE SELECTNG ALLTHEIRLEADERSHIP,PROVIDNGTHE l 18 BEUEVE THAT THEY ARE SORT OF UKE THE SECOND CLASS 18 TEAMS Wmi NEW SURROUNDNGS TO WORK N AND CHANGED HOW I 19 GROUP OF N.LC. TECHNICIANS. THEY DIDNT MAKE THE 'A' 19 THEYDOBUSINESS. 20 TEAM,THECONTROLROOMTEAM. 20 IN OPERATIONS WE RECENTLY IMPLEMENTED 21 AND,1N GENERAL, FOLKS FEEL THEY ARE NOW 21 STRICT NEW STANDARDS IN THE CONTROL ROOM, SUCH AS, 22 IN ASITUATIONWHERETHEY AREWORKINGW ATOUGHER 22 THREE-WAY COMMUNICATIONS, AS WELL AS THE REMOVAL OF l 23 PHYSICAL WORK ENVIRONMENT. IT IS HOT. THERE IS, YOU 23 DUTYOF ALONGTERM SHIFTFOREMAN. l 24 KNOW, AT LEAST MORE LIKEllH0000F RUNNING INTO A 24 RECOGNIZlNG THE SAFETY CULTURE COULD BE 1 25 CONTAMNATED WORK SPACE THAN OTHER N.LClS, ET 25 CHALLENGED BY CHANGE, WE TOOK SEVERAL ACTIONS OVER THE l 85 87 l PAGE 86 PAGE 88 l 1 CETERA. 1 LAST TWO YEARS. FIRST, ALL OUR SUPERVISORS ATTENDED AN 2 S0 THOSE ARE SOME FACTORS THAT CLEARLY 2 NTENSIVE FOUR HOUR COURSE ON MANAGING NUCLEAR SAFETY 3 CAMEOUTTOUSINTHEINTERVIEWS AND,YOUKNOW,EERE 3 WHERE SUPERVISORS WERE PROVIDED NFORMATION ON HOW TO 4 ARE OTHERS WHEN YOU ANALYZE THE DATA, BUT I THINK IT 4 IMPROVETHESAFETYCULTURE. 5 GOESTOSAYYOUCANSEETHAT-WHATIMPACTTHEGENERAL 5 SECOND, EE EMPLOYEE CONCERNS PROGRAM WAS 6 WORKENVIRONMENTCANHAVE. 6 EXPANDEDUSINGBESTPRACTICESINTHENDUSTRYTO 7 MR MERSCH0FF; WE NEED TO MAKE SURE WE LEAVE 7 PROVIDE AN AVENUE FOR PERSONNEL Wmi CONCERNS TO HAVE 8 ENOUGHTIMEFORDAVE. 8 EEMOBJECTIVELYEVALUATED. 9 THERE WAS A RATHER RESTRICTIVE COPYRIGHT 9 FhALLY,WEATTEMPTEDTONVOLVE 10 NOTED ATEE ENDOFTHIS. ISEISGOINGTOBEMADE 10 SIGNIFICANTNUMBERSOFPERSONNELWITHTHEPROCESS 11 AVAILABLETOTHEPUBUC7 11 IMPROVEMENTSWENEEDEDTOMAKE. 12 MR RUEGER YES,THE EXECLmVE
SUMMARY
THATWE 12 NEXT SUDE,PLEASE. 13 HAVE PROVIDED ANDTHAT WERE SUMMARIZED HERE BY THESE 13 INADDm0NTOTHESEEFFORTS,WEALSO 14 RESPONSESHEREIS AVAILABLE. WHENISAY'EXECtmVE 14 UNDERSTOODTHENEEDTOIMPROVETHEOVERALLLEADERSHIP 15
SUMMARY
,'lMEAN,EISISUKE-ID0NTKNOW-60 15 ATTHEPLANT, 16 PAGE REPORT. ITIS NOT A COUPLE PAGE
SUMMARY
. S0li 16 STARTNG ABOUT TWO YEARS AGO,WE SELECTED 17 GOESINTOTH! SIN 0 VITE ABITOFDETAL 17 AND TRAINED PERSONNEL WHO WE FELT HAD POTENTIAL TO BE 18 THE ONLY PART THAT 15 NOT BEING DOCKETED 18 GOOD SHIFT FOREMEN AND SHIFT SUPERVISORS BASED ON EEIR 19 ARE SOME OF THE APPENDICES THAT REALLY GOTOTHE 19 LEADERSHIP SKILLS. THEY WERE UCENSED FOR ABOUT A 15 20 PROPRIETARYINFORMATIONONHOWSYNERGYPRESENTSTHIS 20 MONTH PERIOD, AND SOME ARE NOW IN THESE LEADERSHIP 21 NFORMATION. ITISTHESAMEMATERIALTHATIKNOWHAS 21 POSm0NS. 22 BEEN DOCKETED N SOUTH TEXAS WHEN THEY MADE A 22 WE SELECTED A NEW OPEPATIONS DIRECTOR 23 PRESENTATION TO YOU AND SOME OTHER CUENTS THAT HAVE 23 FROM OUTSIDE PG&E WHO WE FEEL HAS GOOD SENSmVITY TO 24 ALSOtmulEDTHEM. 24 PERSONNELISSUES. 25 MR MERSCH0FF; DAVE. 25 WE TMNK THESE ACTIONS WILL START TO PAY 86 88 Comphmentary Co ee nc 1 word indextng (805) 541-5962 (800) 500-3942 1 I 1 _ _ _ _ . . . . . . . . __ ~_.-- _ _ _ _ . _ _ _ _ _.._ _.. _.. _
. SHEET 23 PAGE 89 _ PAGE 91 1 0FF AS WE M0'4 FORWARD. 1 NEXT CENTURY, AND WE CLEARLY UNDERSTAND f,E00VING THE
,2 TOADDRESSCONCERNSREGARDING0VR 2 SAFETYCULTUREWILLSUPPORTEXCELLENTPLANT
. 3 TRANSm0N TO A COMPETITTE ENVRONMENT,WE DEVELOPED A 3 PERFORMANCE.
4 FlVE YEAR BUSINESS PLAN WHICH DESCRIBES SPECIFIC 4 NADDm0NTOACTIONSIMENil0NED 5 ACTIONS TO BE TAKEN AND WAS COMMUNICATED TO EMPLOYEES 5 EARUER THAT WERE TAKEN 0VER THE LAST COUPLE OF YEARS, 6 TO ASSIST BEM IN THER UNDERSTANDING 0F HOW WE Wlu. 6 WE HAVE TAKEN SPECIFIC ACTIONS VERY RECENTLY TO IMPROVE 7 BECOMESUCCESSFUL 7 OURSAFETYCULTURE- l 8 TH!S SURVEY TELLS US A LOT REGARDING HOW 8 FRST,ATWDHOURREFRESHERCOURSEN l 9 WE HAVE DONE OVER THE LAST SEVERAL YEARS. 9 MANAGING NUCLEAR SAFETY WAS GIVEN TO ABOUT 400 10 FIRST,1N SPITEOF AROURCHANGES,0VR 10 SUPERVISORS AND EMPLOYEES BETWEEN OCTOBER AND DECEMBER 11 SAFETY CULTURE APPEARS TO HAVE REMAINED CONSTANT, WE 11 0F THIS YEAR - 0F LAST YEAR, TO ENHANCE SUPERVISORS' 12 HAVE A STRONG WILUNGNESS TO BRING UP PROBLEMS, 12 SENSITMTYANDREACTIONTOEMPLOYEECONCERNS. , 13 ALTHOUGH WE ALSO SEE SIGNS, SOME PRECURSORS,THAT COULD 13 ONEOFTHECASESTUDIESTHATWAS l 14 ULTIMATELYAFFECTOURSAFETYCULTUREIFNOTADDRESSED. 14 DISCUSSEDINTHISCLASSPROVIDEDTHELESSONSLEARNED 15 ENGINEERING AND OVAUTY SERVICES HAVE 15 FROMTHEAREGEDINTEGONALPROCEDUREVIOLATIONIN 16 VERY GOOD SCORES THAT PLACED THEM HIGH N THE TOP 16 OPERATIONSANDOURPISPONSE. 17 OVARTILE. THESE ARE G0000RGAN!ZAT10NS TO HAVE AN 17 TOTHEEXTENTWECOULD,GIVENTHE 18 EXCELLENTSAFETYCULTURE. 18 NECESSARYCONFIDEEAUTY,WEINFORMED0PERATIONS 19 THE SURVEY CONCLUDES THAT WHILE WE HAVE 19 PERSONNEL AND OTHER PLANT STAFF 0F EE EMPLOYMENT 20 MOREWORKTO00WITHIMPROVINGOURLEADERSHIPSKILLS, 20 STATUS AND ISSUES REGARDING THE OPERATIONS SHIFT 21 THERECENTLEADERSHIPSELECTIONS APPEARTOBEMOVNGIN 21 FOREMAN. THIS DISCUS $10N OCCURRED BETWEEN NOVEMBER 17 22 EERIGHTDRECTION. 22 AND 25TH, WHICH WAS AFTER THE SURVEY WAS C0LtPLETED. 23 THE SURVEY ALSOTELLSUSTHATWEHAVE 23 WE UNDERSTAND, HOWEVER, THAT WE HAVE MORE WORK TO DO IN 24 WORK TO DO IN SOME SPECIFIC AREAS. THE NSSS 24 THIS AREA. 25 MAINTENANCE TEAM AND SHIFTS OPERATIONS ARE TWO OF EOSE 25 0UR EMPLOYEES ON THE NSSS MAINTENANCE 89 _ 91 _ PAGE 90 PAGE 92 ; 1 EXAMPLES. IT ALSO APPEARS THAT OUR BIGGEST CHALLENGE 1 TEAM TOLD US THEY NEED ADDm0NAL HELP ON THE TEAM. 2 IS CAPTURING BE HEARTS AND MINDS OF THE BARGAINING 2 ADDm0NAL STAFFNG WAS PROVIDED IN DECEMBER, AND THE 3 UNIT PERSONNEL ALL THE GROUPS THAT SCORED LOWER HAVE 3 SURVEY NOW TELLS US BEING RESOURCE UMITED WAS ONE OF 4 LARGE POPULATIONS OF BARGAINING LNIT PERSONNEL, AND 4 THE DRIVERS CAUSING THIS GROUP TO BE IN THE LOWER S THOSE THAT SCORED AT THE TOP OVARTILE HAVE MOSTLY $ OVARTILE 6 MANAGEMENT PERSONNEL. WE MUST CLOSE THIS GAP Wim OUR 6 WITHIN DAYS OF RECEMNG OFFICIAL SURVEY l 7 BARGAININGUNITTOIMPROVEOURCULTURE. 7 RESULTS,WEHELDSUPERVISORWORKSHOPSWHERESYNERGY 8 IWANTTOBECLEARHERE. EISISNOTA 8 COMMUNICATED RESULTS UKE WHAT WAS DONE HERE TODAY. ! 9 BARGAINING UNIT PROBLEM, BUT RATHER A CHALLENGE T00VR 9 OUR SUPERVISORS AND EMPLOYEES WERE PROVIDED COPIES OF 10 MANAGEMENT. 10 THE EXECUTIVE
SUMMARY
AND WERE ASKED TO COMMUNICATE 11 THIS SURVEY TELLS US WE NEED TO DIALOGUE 11 WimTHEREMPLOYEESCONCERNINGRESULTS. THE 12 MORE ON THE BUSINESS PLAN AND POSm'd FUTURE OF DiABLO 12 EMPLOYEES HAVE NOW HAD THE OPPORTUNITY TO SEE AND 13 CANYON. OURFREQUENTCOMMUNICATIONSHAVENOTBEEN 13 DISCUSSTHESERESULTS. 14 EFFECTIVEENOUGH. 14 l WE RECOGNIZE THATTHESE ACTIONS ALONE 15 THE SURVEY ALSO TELLS US THAT THE AMOUNT 15 WILL NOT AFFECT OUR SAFETY CULTURE. AS JOHN MEEONED 16 0F CHANGE AND UNCERTAINTY IN THE M!NDS OF THE EMPLOYEES 16 EARUER,0VR ACTIONS MUST BE CAREFULLY THOUGHT OUT AND 17 HAS AFFECTEDMORALE,WHICHHAS ANEFFECTONOURSAFETY 17 SUSTAINED 0VER TIME TO MAKE A DIFFERENCE. 18 CULTURE 18 IN ADDm0N,RESULTS SHOWEATTOIMPROVE 19 WHILE OVERALL SCORE ADE0VATE TO G000 MAY 19 OUR SAFETY CULTURE, WE MUST FIRST WORK ON OUR GENERAL 20 BE UNDERSTANDABLE GIVEN THE AMOUNT OF CHANGE WE HAVE 20 WORK CULTURE AND LEADERSHIP SKILLS. WE HAD PREVIOUSLY 21 UNDERGONE,IT CLEARLY IS NOT ACCEPTABLE TO US FOR THE 21 IDENTIFIED BE NEED TO IMPROVE OUR WORK CULTURE AS PART 22 FUTURE. DIABLOIS KNOWN AS ANINDUSTRYLEADER, ANDWE 22 0F OUR TRANSm0N TO A COMPETmVE ENVIRONMENT. WE 23 ARE NOT SATlSfiED WITH ADE0VATE TO GOOD SCORES IN THIS 23 DELAYED SOMEWHAT THE NmATION OF THIS EFFORT S0 WE 24 AREA. 24 RESULTS OF THE SURVEY COULD BE FACTORED N. 25 WE EXPECT TO OPERATE DIABLO WELL NTO THE 25 WEHAVEASSIGNEDFULLTIMEAPROJECT 90 92 Comphmentan o e nc t vora inae.xmg (805) 541 5962 (800) 500-3942
. l SHEET 24 PAGE 93 PAGE 95 1 MANAGER TO LEAD THIS EFFORT. DR CAL GILUES, WHO WAS 1 ANDOTHERLOWERSCORINGGROUPS. 2 THEDIRECTOROF ANORGAN!ZADONNTHETOPOVARTLE,lS 2 ONE EXAMPLE IS THE REviTAUZAT10N OF SOME
'3 NOWTHEFULLTIMEPROJECTMANAGER HEHASDEDICAED 3 LABORMANAGEMENTMEETINGSFORTHECLERICALANDSAFETY, 4 PISOURCES TO ASSIST HIM IN TH!S EFFORT. 4 HEALTH AND FIRE PROTECTiDN GROUPS TO IMPROVE 5 WEALSOENGAGEDOUREMPLOYEESWA 5 PARTICIPATIONANDDlALOGUE 6 PROFESS 10RLYFACluTATEDTWOOAYWORKSHOPTOSOUCIT 6 INCONCLUSION,THE SAFETYCULWREWE 7 IDEAS ON HOW T0 lMPROVE ihiS WORKSHOP, WHICH 0CCURRED 7 CURRENTLY HAVE, WHICH SYNERGY HAS DEFNED AS ADE0VATE 8 ON JANUARY 6 AND 7, CONSISED OF ABOUT 60 SITE 8 TO GOOD,ls A PRODUCT OF MANY YEARS. DIABLO IS 9 EMPLOYEES, ALL OFFICERS AND MANAGERS, AS WELL AS A 9 RECOGNIZED AS AN NDUSTRY LEADER N PERFORMANCE AND, 10 CROSSSECT10NOFDIRECTORS, SUPERVISORS,NDIVIDUAL 10 THEREFORE, HAVING HAD ADE0VATE TO GOOD SCOPIS N THE 11 CONTR!BUTORS ANDBARGAININGUNITPERSONNELATTENDED. A 11 SAFETYCULTUREISNOTACCEPTABLE I 12 VERY KEY OBJECTIVE WAS TO HELP TO FIND THE LEADERSHIP12 WE WILL IMPROVE OUR LEADERSHIP SKLLS AND 13 BEHAVIORS AND CORE PRINCIPLES T0 lMPROVE THE GENERAL 13 GENERALWORKCULTURETOENHANCEOURSAFETYCULTURE.
14 WORK CULTURE AND THEREFORE OUR SAFETY CLLTURE. 14 ALTH0VGH I DESCRIBED SEVERAL ACTIONS WE HAVE AND WLL 15 EEREPORTER EXCUSEME IHAVETOCHANGE 15 BE TAKING, IT HAS BEEN LESS THAN A MONTH SNCE WE 16 PAPER 16RECElVEDRESULTSOFTHISSURVEY. 17 (OFFTHE RECORD.) 17 IMPROVEMENTS, HOWEVER, WLL NOT HAPPEN 18 MR OATLEY: SOME OF THE THEMES THAT EMERGED 18 OVER NIGHT. WE HAVE, ALTHOUGH, ALREADY STARTED, AND WE 19 FROM THIS WORKSHOP MATCH UP CLOSELY TO THOSE THAT 19 WILL HAVE A SUSTANABLE PRQJECT OVER THE NEXT COUPLE OF 20 SYNERGY SUGGESTS. WE NEED TO DIALOGUE MORE WITH 20 YEARSTODRIVETHENECESSARYCHANGES. I 21 EMPLOYEESVERSUSONE-WAYCOMMUNICATION.WENEEDTO 21 WE HAVE DEMONSTRATED SEPARATELY N THE 22 BECOME MORE PARTICIPATIVE AND PROVIDE MORE HONEST AND22 PAST THAT WE ARE OPEN TO NPUT AND HAVE A LONG HISTORY 23 DIRECT FEEDBACK ON LEADERSHIP BEHAVIORS. WE NE?D TO 23 0FSELFlMPROVEMENT. 24 IMPROVE MANAGEMENT VISlBluTY AND CREATE A CLOSER LINK 24 AFINALACTIONPLANWLLBEAVAILABLEN 25 BETWEEN COMPENSAT10N AND LEADERSHIP BEHAVIORS. 25 APRL, WHICH WLL DEFINE THE COMPLETE PROJECT PLAN. 93 95 PAGE 94 PAGE 96 1 THIS WORKSHOP ALSO HELPED DEFINE THE CORE 1 THIS PLAN CAN BE MADE AVAILABLE TO THE NRC AND THE 2 PRINCIPLES ANDLEADERSHIPBEHAVIORSNEEDEDTOIMPROVE 2 DlABLOCANYONINDEPENDENTSAFETYCOMMITTEEIFSO 3 OURWORKCULTURE. 3 DESIRED. 4 DRGLUESWLLBEWORKINGWITHSENIOR 4 ANDTHISCONCLUDESMYCOMMENTS. 5 MANAGEMENTTOEVALUATE ANDPRIORmZETHEPISULTSOF 5 MRMERSCH0FF:ITHINKYOU AREEXACTLY 6 THISWORKSHOP. APROJECTPLANWLLBEDEVELOPEDAND 6 RIGHT IN TERMS OF THE LONG COURSE TO EFFECT THESE 7 IMPLEMENTED TO IMPROVE OUR LEADERSHIP ABitmES AND 7 IMPROVEMENTSWELTAKE AWH'LE. IDIDNTSEEINHERE i 8 CULTURE OVER A TWO TO THREE YEAR PERIOD. MIS WLL 8 ANY THOUGHTS OR PL ANS OF A10THER SURVEY TO BENCHMARK I 9 REQUIRE THE ACTIVE PARTICIPATION OF ALL LEVELS OF 9 YOURPROGRESS AYEAR,TWO ' EARS,BREE YEARSDOWNTHE ! 10 LEADERSHIP AT DIABLO CANYON AND BE EMPLOYLES. 10 ROAD. l$ THAT SOMETHING YOD ARE THINK!NG ABOUT AS PART j 11 WEALSORECOGNIZETHATSOMEADDm0NAL 11 0FBEPLAN? ! 12 ACTIONS WLL BE REQUIRED FOR THE GROUPS THAT SCORED EE 12 MR OATLEY: YES,lT HAS BEEN PART OF OUR PLAN 13 LOWEST. FORINSTANCE,WEHAVE ARRANGEDPROFESSIONALLY 13 FOROUlTE AWHILE. WEDID0NE AYEAR ANDHALFTOTWO ! 14 FACLITATEDSESSIONSWITHSHIFTOPERATIONS' LEADERSHIP 14 YEARS AGO, ASWASMENTIONEDEARUER ITWASTIMETODO l 15 DURINGMARCH AND APRLTOENGAGEWEMINTHISEFFORT. 15 ANOTHERONE liISVERYTIMELY, ASYOUSUGGESTED, AND 16 WE RECOGN!ZE EAT TO IMPROVE SHIFT OPERATIONS, WE MUST 16 WE WLL BE DOING ANOBER ONE IN A YEAR AND A HALF TO . 17 HAVE BE ASSISTANCE AND ACTIVE PARTICIPATION OF AR OUR 17 TWO YEARS TO SEE THE PROGRESS BEING MADE l 18 SH!FT FOREMEN AND SHIFT SUPERVISORS. 18 MRRUEGER ONEOBEREINGlWOULD 19 WEWLLBETRANSFERRlNGMOREWORKFROM 19 UKE TO MENTION, EOUGH. I THINK TYPICALLY THIS TYPE 20 NSSSMAINTENANCETEAMST00EERTEAMSTOFURTHER 20 0F A SURVEY,YOU PROBABLY DONT GET A LOT OF , 21 ADDRESS WORK LOAD AS SUGGESTED BY THE SURVEY, AS WELL 21 NFORMATIONIFYOUDIDITT000FTEN. AYEARANDAHALF l 22 AS DEFINING A MEANS TO ROTATE TECHNICIANS FROM NSSS TO 22 TO TWO YEARS IS ABOUT RIGHT FOR THE OVERALL 23 OTHER TEAMS TO ADDRESS THE CONCERN THAT TECHNIC lANS ON 23 ORGANIZATION,BUTWE ARELOOKING ATTOSEEIFWECAN l 24 EIS TEAM FIND THE WORK LESS DESIRABLE. 24 DEVELOP SOME TYPE OF A SURVEY INSTRUMENT THAT BE CAN BE 25 ADDm0NAL ACTIONS Wil FOLLOW FOR THESE 25 USED MORE FRE0VENTLY IN SOME OF THE GROUPS THAT WE ! 94 -- 95 Compismentary o e e t word Anaextng njc (803) 341 3962 (800) 300-3942
l . _ SHEET 25 PAGE 97 PAGE 99 1 CLEARLY NEED TO WORK WIE SO THAT WE CAN BEGN 1PROGRESS 0F COLOR TO MS. KEEP N MIND THAT WE BEGAN 4 IN THOSE AREAS A UTTLE MORE RAPIDLY EAN WAlTNG TWO 2 COMMUNICATING EESE PISULTS TO OUR SUPERVISORS AND 3 YEARSFORMS. 3 T000R EMPLOYEES ONE WEEK AGO. SO WE HAVENT HAD Al 4 BUTASFARASANOVERALLENTIRESITE 4 0FTIMEFORMSTOPERCOLATE BUTlCANPROVIDEYOUA 5 SURVEY,li WOULD BE ROUGHLY A YEAR AND A HALF OR TWO 5 SPECIFICANECDOTE 6 YEARS FROM NOW. AND I WOULD EXPECT PROBABLY GOING 6 BACK MSMORNINGIATTENDEDANHOURLONG j 7 TO SYNERGY SO WE CAN GET SOME CONTNUITY AND LOOK AT 7 TAIL BOARD BRIEFWG 0F THE NSSS MANTENANCE ASSET I 8 SOMETRENDSALSOFORTHAT. 8 TEAM. ANDDURINGTHATBRIEFWG,THETEAMLEADERFOR 9 MR BROCKMAN: DAVE,1GUESSYOUARETHE 9 THATTEAMSHAREDNA-lWILLDESCRIBEITNABROAD 10 ONE TO ADDRESS MS TO. WE HAVE HIGHUGHTED SEVERAL 10 BRUSHSENSE-EERESULTSOFTHESURVEYANDHIS l 11 ORGAN 2AT10NSTHATHAVESOMECHALLENGESPRESENTING. 11 ASSESSMENT AS THEY RELATED TO THE TEAM. ( 12 ANDTHEREIS A BOON ALONG-OR ABANE ALONGWITHEAT 12 lMIGHTPONTOUTTHATEACH0FTHETEAM 13 BOON WHEN YOU DID EAT BECAUSE YOU BRING THEM PIALLY 13 MEMBERS HAD BEEN PROVIDED AND MOST OF THEM HAD READ T , 14 NTOBELIMEUGHT,ANDINDMDUALSRESPONDDIFFERENTLY 14 EXECUTIVE
SUMMARY
BEFOREDISCUSSION. ANDMYREACTION 15 WHENTHATHAPPENS. 15 T00BSERVINGEATWASTOSEEALOTOFNODS. ANDI 16 SOME ORGAN 2ATIONS TAKE THAT ON AND SAY 16 MIGHTSUGGESTTHATlTISEEFIRSTLEVELOFENGAGEMENT, 17 WEHAVEFINALLY-BEENLOOKNGFORSOMEBODYTOPAY { 17 BUTITISNOTCOMPLETEENGAGEMENTOFTHESE I 18 ATTENT10NTOUS AND' HURRAH,LET'SMOVEON.' AND 18 WDMDUALS. THATWILLTAKE SOMETIME 19 OTHERS TRY TO HlDE AND MOVE TO SHADOWS 19 PART0FTHEPLANSTHATMSPARTICULAR ; 20 FROM YOUR OWN EXPERIENCE EUS FAR, WHAT 20 TEAMLEADEROUTLINEDTOH!STEAMMEMBERSSOUGHTTO 21 HASBEENTHERECEPTMTYWINNTHESEORGAN2ATIONS 21 NCREASE, T00 PEN A DIALOGUE AND TO SEEK EEIR 22 THAT YOU ARE PUTTING EE FOCUS ON TO WORKWG WITH 22 THEM?ENGAGEMENTINIDENTIFYINGSPECIFICIDENTIFIABLEACTIONS 23 MR OATLEY: I WOULD SAY R IS VERY GOOD. AND 23 EAT ARE TO BE TAKEN T0 lMPROVE THE PERCEPTIONS OF THA 24 l SAY THAT BECAUSE I SEE THE SUPERVISORS. THEY CAME 24 TOTEAM 0F MS MANAGEMENT TEAM AND OF THE ENTIRE DIABLO 25 ALL THE MEETINGS THAT JOHN HELD. THEY HAVE ACTIVELY25 CANYONTEAM. 97 99 PAGE 98 PAGE 100 1 DISCUSSED MS SURVEY WITH THEIR EMPLOYEES AND YOU SEE I S01FORONEWASIMPRESSEDWRHTHE 2 THEM GOING THROUGH THE PROCESS OF NTERNAL21NG THE 2 INVOLVEMENT OF ALL MEMBERS PRESENT. l HAVE GOT TO 3 RESULTS ANDWHAT IT MEANSTOTHEM. THEY ARE CLEARLY 3 PONTOUTTHATITISPROBABLY90PERCENTBARGAINING 4 GETTINGBEHINDIT. 4 UNIT PERSONNEL PRESENT. THE FOLKS SHOWED SIGNS OF 5 THEYALSOHAVEACHALLENGEINFRONTOF 5 BECOMING ENGAGED. l HAVE CAUTIONED MY STATEMENT AND US 6 THEM, WHICH IS OUR OUTAGE N ABOUT THREE WEEKS SO THEY 6 THATTHATISJUSTTHEFIRSTAPPEARANCE OKAY. 7 ARE ALSOLOOKING ATMS ASPECT. BUTISEETHEM 7 AS JOHN GUlBERT SAID EARUER, DEUBERATE 8 GETTINGBEHINDIT100 PERCENT. 8 ACTIONS ARE NECESSARY. WEHAVETOSUSTAINTHEEFFORT. 9 MR BROCKMAN: WHEN YOU SAY 'THEM,'l WANT TO 9 iT DOESNT STOP WITH TODAY'S MEETNG WITH THE NSSS 10 MAKISUREIUNDERSTAND. YOUTALKED ABOUTTHE 10 ASSETTEAM.ITMUSTCONTNUE ANDNPARTICULAR,0NE 11 SUPERVISORS. AND FROM EVERYTHING ELSE WE HAVE SEEN,1 11 0F THE MNGS THAT I ASKED EE TEAM MEMBERS PRESENT WAS 12 WOULD EXPECT NOTHING ELSE FROM THE MANAGEMENT TEAM FROM 12 TO NOT JUDGE US MEPILY ON WHAT WE WERE SAYNG, BUT 13 TOPTOBOTTOM. WHATABOUTTHESTAFFPERSONNEL, 13 JUDGE US ON THE ACTIONS THAT OCCUR FROM MS POINT l 14 THEMSELVES? 14 FORWARD AND,YOUKNOW,ATLEASTASWEALLARE I 15 MR OATLEY: YOU ARE RIGHT. THE EMPLOYEES NEED 15 SOMETIMES CAPABLE OF, DEAL WITH OUR MEMORIES OF DOING 16 TOBEENGAGEDWITHMS,TOO. ANDIWOULDSAYTHEYARE 16 JUST THAT, JUDGE US ON WHAT WE CONTRIBUTE, WHAT WE 17 STARTING THE PROCESS OF INTERNALEING WHAT li MEANS. I 17 BRINGTOMSASWEGOFORWARD. l 18 MNK BEING OPEN WITH THEM WITH RESPECT TO THE RESULTS 18 SOTHATWASMAYBEALITTLEMORETHANA I 19 SHOWS ATRUSTNUSTHATWEDOWANTTODEALWITHMS 19 BRIEF OBSERVATION, BUT EAT NTERACTION TOLD ME A LOT 20 WHEN I REFER TO'THEM,'l AM NOT REFERRING TO JUST 20 MSMORNWG. 21 FIRST UNE SUPERVISORS. I MUST INCLUDE MYSELF N THAT, 21 MR MERSCH0FF; GREG ASKED FDR THIS MEETNG, SO 22 AND i MUST ALSO INCLUDE THE DEPARTMENT MANAGERS AND 22 LET ME GIVE YOU THE LAST WORD, ANDI WILL DO MY . 23 DIRECTORSINTHEORGAN2AT10N. ITIS AJONTEFFORTTO 23 CLOSNG. I 24 AFFECTCULTURALCHANGE 24 CHET,DIDYOUHAVEANYMNG? 25 MR WOMACK IF I COULD ADD JUST A UTTLE Bli 25 1 COULDNT RESIST RISNG TO THE BAliWITH 98 100 Comphmentary o ee c t ord indextng (803) 341 3962 (800) 500-3942
SHEET 26 PAGE 101 _ PAGE 103 1 LARRf5 ANECDOTE. l HAD A VERY SMALL SAMPLE OF 1 AS A RESULT OF THE CHANGE WE HAVE GONE EROUGH AND
,2 BARGANNG UNIT TODAY, AND IN MY SAMPLE, THEY WERE 2 NERE API SOME TWGS THAT WE WILL BE DOING TO IMPROV 3 FAMIL%R WITH THfS SURVEY, UNDERST000 li AND EVEN HAD 3 UPONTHAT. NOOVESTION ABOUTIT.
l 4 DONE SOME ANALYSIS A UTTLE MORE COLORFUL EAN JOHN'S4 BEING AT BE MEDIAN 0F THE NDUSTRY, EVEN 5 INTERMSOFBlNS. THEREWASTHEBROWNWOSEBN-WAS 5 APIPPISENTATIVESAMPLE,THOUGHBYITSELFNOTBAD,0N 6 A MORE COLORFUL DESCRIPTION, BUT I WIR LEAVE IT Wim 6 THE ONER HAND,IT IS NOT WHAT WE UKE TO SEE FOR 7 MT. ANDTHEREWEREWHINERSANDTHEREWEREOTHERS. 7 DlABLOCANYON. 8 AND I ASKED THIS PERSON, 'WELL, WHERE IS YOUR GROUP 7 8 ITISCERTAINLYOURINTENTTONPROVE 9 WHERE ARE YOU?' AND THE ANSWER SURPRISED ME. HE SAID, 9 UPON THE PISULTS WE HAVE HERE AND TO MAKE SURE THAT 10 'WEd,WE AREKINDOFWHNERS.' ANDTHATTOLDMETHERE 10 WHEN WE D0 HAVE GOOD RESULTS THAT THEY ARE ACROSS THE 11 IS A DEGREE OF UNDERSTANDING AND ACCEPTANCE THAT THIS 11 BOARDSOTHATWEDONTHAVEORGANIZATIONSNTERNALTO 12 PROBLEM IS MORE THAN JUST THE MARAGERS. THAT WAS 12 PERHAPS AN OVERALL VIEW THAT IS AVERAGE THAT ARE BELOW 13 ENCOURAGING. 13 AVERAGE, TO ENSURE EAT WE DONT HAVE THAT. 14 LETMECLOSEBYSAYINGTHATE!SSURVEY 14 ANDlLOOKFORWARDTOSHARINGWITHYOU 15 WASREARYANEXCELLENTEFFORT. IIISCLEAR liIS 15 THE RESULTS AS WE GO FORWARD AND OUR MORE DETAILED , 16 EASILYUNDERSTOODANDITIS ARUTHLESS 16 ACDON PLAN AS WE HAVE A CHANCE TO FULLY ASSIMILAE l 17 SELF-ASSESSMENT. ANDIFYOUARETOSUCCEEDINTHIS 17 WHAT WE HEARD JUST A FEW YtEKS AGO FROM SYNERGY AND l 18 BUSINESS, THE ONLY SELF ASSESSMENTS THAT WORK ARE THE 18 WHATWEWANTTO00ABOUTTHAT. 19 RUTHLESS ONES THAT FWD A SLEW OF PROBLEMS TO DEAL 19 MR MERSCH0FF; THANKYOU. 20 WITH. ANDCERTAINLYTH!SONEWASSUCCESSFULN 20 MR BROCKMAN: THIS IS EE GOOD PART. I GET TO 21 PROVIDING YOU THE PROBLEMS TO DEAL WITH. 21 TAKEIIBACKFROMTHEBOSSNOW. 22 THETRENDISSTEADY, ANDTHATMEANSIT 22 ATTHIS PolNT,WE AREGOINGTOCALL AN 23 CAN G0 DOWN AND GET WORSE JUST AS EASILY AS IT CAN GET 23 ADJOURNMENT FOR THIS PART OF THE MEEENG AND THE FIRST 24 BETTER MTARGETSEEMSTOBECLEARLYL.M.S.,M 24 PART OF THE MEETING BETWEEN EE NRC AND PG&E IS OVER 25 LEADERSHIP, THE MANAGEMENT, AND THE SUPERVISORS. AND 25 WE WLL HOLD IT AT FlVE MNUTES. I HAVE GOT 18 AFTER 101 103 _ PAGE 102 _ - 1 PAGE 104 1 KNOWNGTHOSERESULTS ANDTHEPERSONALRESPONSIBlUTY 1 WE WLL MAKEli7 M!NUTES. 25 AFTER,WE WILL 2 THAT YOU HOLD AT THE TABLE, GREG, YOUR SUGGESTION THAT 2 RECONVENE. THAT IS M TIME WHEN WE WILL HAVE M 3 WE HOLD EIS HERE IN VIEW OF THE COMMUNITY AFFECTED 3 OPPORTUNITY FOR ANY MEMBERS OF THE PUBUC TO PROVIDE 4 TELLSMETHATTHERE15 APRETTYDEEPCOMMITMENTTO 4 COMMENTS. PLEASE, IF YOU WOULD, SIGN UP ON THE SHEET. 5 RECOGNiZiNGTHEREIS A PROBLEM AND ADDRESSINGIT. SO 5 THANKYOUVERYMUCH. 6 THATISVERYENCOURAGING. 6 (PICESSTAKEN.) l 7 WE ARE NTERESTED IN YOUR ACTION PLAN AND 7 MR MERSCH0FF: GOOD AFTERNOON. I 8 FOLLOWNG THROUGH THIS LONG COURSE TO ASSURE THAT NESE 8 APPRECIATE THE EFFORT ThAT EVERYONE HAS MADE TO BE HERE 9 ISSUES ARE ADDRESSED. IDONTHAVE ANYFURTHER 9 TODAY AND USTEN TO M FIRST PART OF THE MEETNG. 10 COMMENTS. 10 THIS BEGNS THE SECOND PART, THAT IS, THE MEEDNG 11 MR RUEGER I JUST WANT TO SAY I APPRECIATE 11 BETWEEN M NUCLEAR REGULATORY COMM!SSION AND THE 12 YOURTAKINGMEUPONMYSUGGESTIONTHATWEHAVE A 12 INTERESTEDPUBUC. 13 MEETNGTODISCUSSEIS ANDi ALSOFEELITIS 13 WITHMETODAYAREMNRCFOLKSTHATARE 14 APPROPRIATE TO DISCUSS IT N A P'JBUC FORUM BECAUSE WE 14 INVOLVED AND HAVE DIRECT RESPONSIBluTY FOR THE 15 00HAVE ARESPONSiBluTYTOTHEPUBUCHERE. 15 OVERSIGHT AT THE DIABLO CANYON NUCLEAR STATION. 16 THE SURVEYWETOOK, ASYOU SAID,WAS 16 ON MY EXTREME RIGHT IS DAVE PROULX. DAVE 17 RUTHLESS W THE SENSE OF BARING EVERYTHING,TRYING TO 17 ISTHESENIORRESIDENTINSPECTOR HEUVESINTHE 18 UNDERSTAND WHERE OUR CULTURE IS. WHAT WE NEED TO 18 COMMUNITYHERE. HEWORKSFORUSEACHDAYATDIABLO 19 IMPROVE UPON. THERE ARE SOME THINGS IN THE SUR/EY THAT 19 CANYON ASSURINGTHATTHEPLANTISOPERATEDSAFELY. 20 i LOOK AT ARE VERY POSmVE, GIVEN THE CHANGE WE HAVE 20 TODAVE'SLEfTISUNDASMITH. UNDAIS 21 GONE THROUGH, SIGNIFICANT CHANGE, AND HOW SOME THINGS 21 DAVE'SBOSS. SHEISTHEBRANCHCHIEFINCHARGEOF 22 HAVE HELD UP VERY WEu lN OUR CULTURE. 22 DIABLOCANYONANDOTHERSITES. 23 ONTHE OTHERHAND, ASYOUPONTEDOUT, 23 TOMYDIRECTLEFTISKENBROCKMAN. KEN 24 AND AS THE DATA CERTA!NLY DOES,THERE ARE AREAS THAT WE 24 ISWDA'SBOSS. HEISMDIRECTOROFBEDMSIONOF 25 CLEARLY NEED TO ADDRESS. THERE ARE SOME MORALEISSUES 25 REACTIVEPROJECTSLOCATEDINARUNGTON-EATISTHE 102 104 compismentar ogegse n;cgrygwora Anaexing (803) 341 3962 (800) 300-3942
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. _ SHEET 27 PAGE 105 _ PAGE 107 l 1 HEAD 0VARTERSFORREGIONIV-ESSENTMLLYCHARGEDWITH 1 WOULD ASK YOU TO RESPECT YOUR NElGHBOR'S TIME BY l . 2 OVERSIGHT OF ALL THE REACTORS WEST OF THE MISSISSIPPL 2 HONORING THE FIVE MINUTES. OBVIOUSLY,WE ARE NOT GOING l . 3 TO KEN'S LEFT IS CHET POSLUSNY, CHET IS 3 TO CUT YOU 0FF IN MID SENTENCE, BUT AS YOU GET BEYOND l 4 INWASHINGTONREPRESENTINGTHEHEAD0VARTERS'0FFICE 4 THE FIVE MINUTE POINT, WE WILL TRY TO GET YOU TO WPAP :
5 WITHRESPONSIBlUTYFORPROJECTMANAGEMENTAND 5 fi UP SO THAT WE CAN GIVE EVERYBODY AN OPPORTUNITY. I l 6 UCENS!NGOVERSIGHTFORDMBLOCANYON. 6 ASKENSAID,WE WOULDUKETORESERVE 7 AND l AM THE REGIONAL ADMINISTRATOR FOR 7 THE FIRST TWENTY MINUTES OF TH!S FOR THE PRESS,THE l 8 NRC'SREGIONIV0FFICE YEALSOHAVESOMEFOLKSOUT 8 PURPOSE BEING RATHER THAN A SEPARATE PRESS CONFERENCE, l 9 THERE DIALDML ACKERISHERE DMLISTHERESIDENT 9 A LOT OF PEOPLE ARE HERE AND INTERESTED IN THE SAME , 10 INSPECTOR HEWORKSFORDAVE, ALSOUVESINTHE I 10 SORT OF THINGS AND SAME QUESil0NS THAT BE PRESS ASKS. 11 COMMUNITY ANDIS ATD%BLOCANYONEACHDAY. 11 50 YE THOUGHT WE MIGHT AS WELL D0 lT IN FULL VIEW AND 12 CHARLESHACKNEYISTHESTATELIAlSON 12 LET EVERYONE BENEFIT FROM IT, THE QUESil0NS AND I 13 0FFICER, ANDBRECKHENDERSONISOURPUBUCAFFAIRS 13 ANSWERS. 14 0FFICER AND RUSS WISE IS OUR ALLEGATION COORDINATOR 14 LETME STARTWITHTHEPRESS. l 15 DIDIMISSANYBODY? 15 ONCEWEGETTOTHEPUBUCWHOSIGNEDUP, i 16 WHY ARE WE DOING THIS? EE MEETINGS THAT 16 BRECK HENDERSON CAN INTRODUCE EACH PERSON AND WE WOU! 17 WEHAVEWITHUCENSEES ARETYPICALLYOPENFORPUBUC 17 ASKTHEMTOCOMEUPTOTHEPODIUM. 18 OBSERVATION,BUTNOTPUBUCPARTICIPATION. ATBE 18 BUT FIRST WITH THE PRESS, ARE THERE ANY 19 CLOSE OF THE MEETING THERE IS TYPICALLY AN OPPORTUNITY 19 OVEST10NS? l 20 FOR SOME OVESil0NS AND ANSWERS FROM THE INTERESTED 20 YES. I 21 PUBUC. 21 A VOICE: HOW WOULD YOU AS FAR AS DVlNG -l AM 22 THis SUBJECTGENERATED AGOODDEALOF 22 SUREYOUGUYSDOTHIS ACROSSTHE COUNTRY. HOWWOULD 23 PUBUC INTEREST, AND li SEEMED APPROPRMTE TO DO MORE 23 YOU RATE THIS SURVEY ACCORDING T00THER SURVEYS THAT 24 THAN JUST A FEW OUESTIONS AT THE END OF THE MEETING. 24 YOUHAVESEEN ACROSSTHECOUNTRY? 25 PATHER,li SEEMED APPROPRIATE TO ALLOW INTERESTED 25 MR MERSCH0FF; WE DONT 00 THESE SURVEYS. THE 105 _ 107 ! _ PAGE 106 _ PAGE 108 l 1 OBSERVERSTO ASKQUESTIONS ANDIOREXPRESSTHEIRVIEWS ' 1 UCENSEESPAYT0HAVETHESURVEYSDONE THEREISA l' 2 IN AMOREFORMALWAY. 2 NUMBER OF DIFFERENT ORGAN 2ATl0NS THAT DO THEM AND 3 ANDIASKYOUTOHELPMEOUTWITHTHAT. 3 $0MEMES AUCENSEEWILL ATTEMPTTOD0liTHEMSELVES. 4 SOMETIMESI AM NOTGOOD ATTELUNGTHE DIFFERENCE 4 TH!SISATOOLTHATWEHAVEHAD 5 BEiWEEN AOVESTION AND AVIEWEXPRESSED. IFYOUWANT 5 EXPERIENCEBEFOREINREGIONIV. ITIS AVAUD-liIS 6 TO SAY YOUR PIECE FOR US TO CONSIDER BUT ARENT 6 A GOODTOOL IT IS BENCHMARKED NATIONALLY AGAINST A 7 NECESSARILY LOOKING FOR AN ANSWER, LET ME KNOW. IT 7 LARGE NUMBER OF OTHER PLANTS,29, AND IN OUR EXPERIENCE 8 MIGHTHELPMELOOK-ORNOTLOOKF00USH. 8 HASPROVIDEDINFORMATIONTHATUCENSEESCAN ACTON AND 9 ON THE OTHER HAND,IF YOU WANT AN ANSWER, 9 EFFECTCHANGE 10 WEWILLDOTHEBESTTOGIVEYOUONE WE ARERECORDING 10 A VOICE: I GUESS I AM ASKING, THOUGH,lS HOW 11 THIS MEETING WITH OUR COURT REPORTER JUST AS WE DID THE 11 DOES DMBLO CANYON RATE IN REGARDS TO THE OPINION? 12 LAST. AND THE PURPOSE FOR THAT IS TO ASSURE WE CAPTURE 12 MR MERSCH0FF: THE SUDE THAT WAS SHOWN AND 13 ALL THEINFORMATION AND ANYTHINGTHATWE NEEDTO 13 PROBABLY ANSWERS THAT OVESil0N BETTER THAN I COULD. 14 CONS!DERINFUTUREDECISIONSOR ACTON,WEWILLHAVE A 14 YOU MAY RECALL SOMEBING THAT LOOKED UKE THAT. IN THE 15 RECORDOF. 15 SixKEYAREAS, IDENTIFICATION ANDRESOLUTIONOF 16 ANDTHE RESULTS OFTHIS MEETING,THE 16 PROBLEMS,EEYWERE ABOVE AVERAGE 17 TRANSCRIPT, AS WELL AS THE TRANSCRIPT FROM THE FIRST 17 IN EE AREA 0F MANAGEMENT INFLUENCE,THEY 18 MEETING. WILL BE PLACED IN THE PUBUC DOCUMENT SO 18 WEFdBELOWAVERAGE 19 ANYONE WHO WAS INTERESTED IN ATTENDING THIS MEETING BUT 19 INTHEAREA0FEMPLOYEECONCERNS 20 COULDNT WILL HAVE A COPY OF BE WRITTEN RECORD OF THE 20 PROGRAMS,THEYWERE ABOVE AVERAGE 21 FIRSTMEETING ASWELL ASTHEOVESTIONS ANDRESPONSES. 21 INTHEAREA0FWILUNGNESSTOBRING 22 'INTERMS OFTHE GROUNDRULES KENWENT 22 PROBLEMS FORWARD, THEY WERE SUGHTLY BELOW AVERAGE 23 OVER,WEWILLGOFORTWOHOURS-WEWILLREALLY 23 IN THE AREA 0F PERSONAL EXPERIENCE, THEY 24 HOWEVER LONG IT TAKES FOR EVERYONE TO HAVE AN 24 WEREWELLBELOWAVERAGE 25 OPPORTUNITY TO SPEAK FOR AT LEAST FIVE MINUTES. I 25 AND IN THE NUCLEAR SAFETY CULTURE AREA, ik , 108 Compumentar o ee nc wora inaexsng (805) 341 3962 (800) 300 5942
~ 1 TEYWut.lUSTSUGHTLYAIKTVEAVERAGE. . f A VOICE: SO THE N'JCLEAR REGULATORY COMMISSOi 3 AGREESwmiWHATTHESURVEYSAYS7 . 4 E MERSCH0FF; WE ARE DONG AN NDEPENDENT 5 ASSESSMENTOFTHIS AREA. WEHAVEHADEXPER!ENCEWmi 6 THESE SURVEYS BEFORE AND WE KNOW THEY CAN, F DONE AS 7 DESCRIBED, CAN PROVIDE ACCURATE AND MEANNGFUL 8 INFORMATION.
9 WELIKETOGON-OROURGONGNN { 10 THIS CASE AND DONG SOME NDEPENDENTMUMEWS TO q 11 ASSURETHATTHisISONTARGET. ; 12 MR. MARTR I AM CHRIS MARTN FROM BLUEBRD 13 NEWS. l 14
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CANYOUTELLUSWHATTHENRCISDONGTO 15 ENSURE THAT BE COST CUTUNG PROGRAMS LIKE THE ONE AT 16 DIMLOCANYON!SGOINGTHROUGHDONTUNDERMINETHE 17 SAFETYCULTURE? 18 E MERSCH0FF; CERTAINLY. BE DIABLO CANYON 19 ISNTALONEINTERMSOFENTERINGTHECOMPETmVEMARKET ,, 20 PLACE. CAUFORNIA HAPPENS TO BE FIRST N ENERGY 21 DEREGULATION,BUTOTHERSTATESARECLOSEBEHND. 22 THE NRC VIEWS PERFORMANCE AND THE OUTPUT, ! 23 THATIS. SAFETY.15THEPLANTOPERATINGWELL? ARETHE 24 OPERATORSTAK!NGTHEAPPROPRIATEACTl0NNEANSIENTS? 25 - THE REPORTER ' ACTION'WHAT? 109 l l O S
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, e 2 TMING flE PROPB ACTIDN Di TRMBIhffS7 SCIE!!!ES I 2 MARMB B EIBS HELD ON 2:00 0'CWCK ON A PREAY 3 WEM A LIffM 700 PAST. I'M 3135ty. 3 AFTEM00N 10$f 0F US DO WOM. 30 YOU W0ll'T Mall A 4 WE NAVE PErlNutAEE IIEEAfas. Mut 4 LOf W PEOPLE PMM THE PLAILIC TODAY ECALBE E WOM. f S EXAru. Am WE HAVE SIX-fCNTH MYEWS Als AsuseMNTS S BOM GP IN TOOK TDE OPP PROM WOM TO E lEJE. l 8 0F PErolulMW THAT EllILD ON EACH ImER. ALL OF TNDEE 8 SEQISLY. II E A THME-DAY HHNEND SD 7 SAFEBUA28 AIE IN PUG TO AAOLSE TNAT IP flE SAFETY 7 flWEE THAT DEN'T WORK AIE PRDBAR.Y EDE. I AL30 llAVE B PEIF0lWIME OF ANY PLANT DECLIBES Ptut ANY IR5WR IF S TIE PLU S0 I M MING 70 TRY flE ET TMOUBt THIS At 0 IEASOMB - AND PBAEIAL PIESOL5ES AM IM.Y OBE W EJICKLY AS PO45!EE. I TNOLWif E INE RODE TO EGB 18 POTBffIAL MAADN ~ THAT IE AM ALER! TO TMAT CHAllE 15 Af 2:00 AIC lE DIDil'f. I Call SPEM MEY PAST. BUT 11 MD INfBVDE. 11 flE Colff! MP0ft!IR WOLE2 SN00! IE. AllYE00f UND NAS 12 TN3 CASE B A E00 DArW IREE flEM 12 EN 3 MARBE WITH IE EPOIE MOWS 714A7. 30 I WILL 13 UEIE boff INDEATIDNS OF SAPITY CLLfl5E PME235. flE 13 TRY TO SPEM CONCISELY AND MT T1010LE( THIS As GUICXLY 14 LEDISEE IDENTFIED TN00E. WE AIE IlffEMSTED Di TMM. 14 AS POBBIEE.
18 AW IE WILL MAfQt CLDEELY TO ASSLEE THAT istAT YOU IEAle 13 21E lEmets POR PEA 2. 3 CAIE ANY OF YOU 14 TODAY. flE ACTIDMS 70 ASSLNE THAT IFROVDeff OCCL55. 18 AIE 15170 SAll w!S EDPO NAVE MEN POR OVER Es { 17 ACfuRY 00 OCCL51. OR WE WOULD INTERVIIE. 17 YEARE. MBAL INTBVDORS IN CASES filAf INWX.VE THE ) l 18 154. MARTIN: AS A POLLOW LF. IWW 053 flE 15C 18 DIAE0 CAllVON IRELIAll PLAlff. OUTH Af flE IfC. flE PLC. 18 IESPOND 70 64tISTM -E.0WWIS7 Als NOW ECH DOES flE BEIC 19 CALIPOMIA WATM 30AIC. AIC AlfY O!NER AMEMS THAT as ELY Oli THEM POR IDENTIFYDIG PofmffIAL PROKBW7 as TAllE PLE.It DFUf. OL5L C0f9tal17Y LO0ltS TO UB 70 LOOK 21 IR. letsCMOPP TNAT B A 0000 EESTION. 21 Dff0 SAPITY CONC 5tNS THAT HAPPEN Af DIABLO CAlfYON. MD 22 WH3fLE-BLOWERS TENDS TO E A SLE-SE! 0F A CATE90RY 22 I!'S NOT ONLY OLat C0f9RMITY THAT LOOKS 70 THE MOTHERS 23 THAT WE CALL ALMGElt$. f!40SE UNO SIVE ALLEGATIONS. 23 POR PEACE: If IS ALSO WORKDS AT TIE PLAlff. WE GET - 24 THUIE IS A LANGE IM SER OF ALLEGATIDels MCEIVED EACH 24 YOU MAY IET 208. WE GET POLR TO PIVE PEOPLE WHO WOM 25 YEAR MD POR REGIDel II. POR EKAPPM. PROBAKY ON TIE 25 AT DIAE0 CAlfY0ld WHO CALL UB EACH YEAR WID PROEDE 118 112 y SM LUD MPORf3G SM wIS MPoltf36 PAGE 111 PAGE 113 l i 1 ORDER CP 200. POR E 21 -- I SAID *TW0.* I 1 THAT THEY WOLE2 LINE TO SEE MSOLVED AT THE PLAlf!. I 2 TRANSPERRED PROM REGI0ll II TO IV ABOUT A YEAR AGO. AND 2 EITHER THEY HAVE GONE THROUWI WHATEVER CHAM AT DIAB'0 3 7 I CALL THE lEGIDil II OllE ptNIE TDE. MY STAPP WILL 3 CMYDil AND SOfEfDES CollfACTED THE 10lC2 OR nile APRAID 4 PRORA8LY -- 4 70 CoeffACT THE SC. F THEY GIVE US ENOUGH IMPORMATIDel 5 ftS. SMITH: CALL 12 IV ArnADI. 5 70 DO THAI. WE 00 CALL UNAT WAS REGIDel III DID HOW YOU
$ #51. petSCH0PP: 3 MSIDel IV. WE IIEGIVE ON TIE 8 AllE 18E2D01 IV. 2 THAT C015ECT7 7 ORDER OF 200 CDIICERNS PROM INDIVIDUALS A YEAR OR 7 fft, letSCHOPP: NO *V.*
8 ALLEGERS. PROBABLY A80V! A THDD OF THOSE AllE VALID 0 M. ECMDL: "V.* OKAY. AlfYWAY. I K EW THE 9 FR00LEMS THAT llEED 70 SE ADDRESSED. THAf *$ All 9 IMSER HAD CHANGED SO WE NAVE CAU.2D YOU 3 THE PAST 15 EXTRDELY Ir0RfAlff 30UllCE OF DIPORMATIDel POR UB MD A la POR IESOLUTIDel AND YOU HAVE EDI 0000 Af GETf3G BACK 11 NIGHER PctCDffAGE OF PROERE thall WE MIGHT FIND ON DLR 11 70 LE 011 THOSE CASES. BUT JLET flE PACT THA1 All j 12 OWN AS PART OP OL5L DISPECTIDel PROMM 30 THAT flE 12 Alff!-lM1 EAR MOLF WH1Di WE AIE Pit 0LE 70 E. GETS l 13 SHORT AllSWER TO YOL5t 11ESTIDH 3: IT 5 A V MY 13 CALLS PIWM UDIGIENs AT DIABLO CAlfYOli SAYS SOfEfMSG I 14 DFORfAlf! PARf MD EACH AND EVERY DM OF THOSE CONCEltis 14 ABOUT CONCDNS OF THE WOWWtB AT THAT Pullf. 15 3 TAlEN SERIDUBLY AllD LOOK AI INDIVIDUEY. 15 IIDW I Il0LLD LINE TO 00 TD flE -. I M 18 Ist. MAltf 3: THAIOL YOU. 18 SHORTS THM THE LAST PDISON -- THE EXECUTIVE SL5piARY. i 17 IWt. lWISCHOPP YOU FOUIS AIE L2ff38 IE OPP 17 istIDI I DID IBMIVE A COPY OF MD ONVIDusLY TilIS l 1B EASY. 18 lelulDE ~ MT'S SEE LEE. IIE NAVE A ffYRIAD O' ! 19 ilELL LET fE 80 70 flE PLE.E AllD. le GLESTImlS. Rff ICSTLY Cof8EITS Oil THIS Alm I V'21 . TRY as OBVIDUBLY. IP THDE ARE ADDITIDelAL EESTIDies Pitoll flE as 70 STEK RIIDff TO THE lEPORT. I 1010W I M 00DG TO RD 21 PE!DIA. WE WIU. TAllE THEM AS IIE 80 ALollB. 21 LalNER THM PIVE MDIUTES. BUT I WILL 00 IfY EST. 22 Igt. NEMD5t90M OLR PDIST SIIbl-LP IEE B 22 011 PAIE 28. TituBT IN MAllAGDEDif 3ECTIDW 23 190E1112 BECNER WITH THE SM LUB 003PO 8071518 POR 23 OIE. *DFLOYEES' Tituff 3 MAllAGDEDff APPEAlts 70 IE 24 PEACE. 24 LOWER TNAll DESIMD ON A SITE-UDE BASIS AND VARIES 28 f15. EDER: I llOLLO LINE 70 714A181 YOU POR 28 SIGNFICAllTLY Af flE SPECFIC ORGAllIZATIDNAL LEVEL.* l 111 113 I SM wn anonDE SM wn iEPar3s j SM wm MPonDE ; 1
~ ~ ~ = ~ ~ - ~ ~ " ' -
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. P M 114 1 30ff EXAfFLES AIE: *MMY PEEL THAT 1 PRIDRITY OP THE DIAEA CANYON RK12AR POWER PLMI.
2 MAGGDENT DOES NOT C0ftulEATE SLFFE!ENTLY WITH 2 THAT CALLS Dff0 GLESTION IAETHER OR NOT 3 WOMERS. PARTICtLAllLY ON A PACE-TO-PA2 BASB.* 3 THAT CAN N ASSLRG IN 1998 W M N PG6E WAS LACER 4 *MMY PEL THAT MANAEfeff DOES ICT 4 PROCIEDDet AT TIE CALIPOMIA PLE.E UTILIIIES 5 C0f00lEAIE SLFFEIENTLY WITH WOMDS IEGARDDG: PLMS 5 COP 9tDSION. THEY ASSL5lED flE PLC THAT C0fFETITIVENESS S 14dDER CONSIDERATION SY MANAGDENT: BASES As mat 0NS S WOLLD MOT E A PROKSt VITH THAT PLAllT. AT THAT TIM, 7 POR DECISIDMS BY MMAGDENT; OBJECTIVESUEASONS FOR 7 THEY HAD EEEN DOWNGRADED ON THEIk SALP llEPORI. If WAS 0 CHAMMS: AND AIRDG OF PROEDE.* O THE 1998 SALP IEPORf. AND I REALI2E THAT TM Y STARTED 8 *MANY PEEL THAT MANANDENT DOES NOT 9 IN 1657 WHEN THEY ftLD YOU ABOUT TED ILOWING SALP 18 MMUIN!LY CARE A30L1T HOW THE PEOPLE PEEL AMUT TIEIR 15 MPORTS TODAY. HORVD. If WAS DOIMPLADRD AT THAT TDE 11 Dv0LVDENT AND CONTRIBUTIDMS.* 11 AND THAT WAS All D52 AT THE PUC AT THAf TDE. WE WERE 12 "MANY PEEL THAT MANAGEMENT IS IEITER 12 CIRTAINLY IEABSt5lED BY Igt. WOMACK. AMONG DTHERS. THAT 13 SLFPE2NTLY RECEPTIVE NOR SLFFEIBfTLY MSPONSIVE TO 13 THAT WOLEA NOT E A PROOLD Di flE CorFETUIVE SCHDE. 14 SURES"IDMS PROM WOMERS. INCLtCING DFUI OR PEneACK 14 Ell! If SEEMS TO BE A IEPETIIIVE PRORLDI D THIS 15 ON PLANS DECISIDMS OR THE ESLLTS OF DECISIDMS.* 15 SL5tVEY. 18 "MANY FEEL THAT MANAGEMNT DOES N0! 18 PtstTHER. 30pE INDEATED THAT PRESS 15tE TO 17 IESPONE TO DFLOYEE RELATIDies DSLES CONSDTENTLY Alm 17 D0 ICRE WORK ON LINE AND 70 IIEDUCI DUTAGE DL5LATIDW HAS 15 FAIILY.
- 18 A POTENTIAL TO RAISE SAFETY RISKS. THIS 3 A SAFETY 19 *SofE PEEL THAT MANAGDGIT SPEANS OF 19 CONCERN THAT THE SAN LUD IMSPO ICTHERS FOR PEACE HAVE 28 TEAMWOR4. YET ACTS OTHERWDE.* 2s IEPEATEDLY A2NIESSED BOTH TO THE NRC AND THE CPUC.
21 *MANY PEEL THAT MANAGDENT. PARIELLAllLY 21 CALIPORNIA PUBLE UTILITIES C0fetBSIDN. 22 SENIOR HANAGDENT. IS NOT SLFFEIENTLY VISIR2 AND 22 D ADDITIDW, ON PAGE E-5. MANTDANCE OF 23 ACCESSIliLE TO THE WORK FORCE.* 23 Tite DESIGN AND LICENSDG - THIS IS HARD TO READ. 24 *MMY PEEL THAT SENIDR MANAGDENT TEAM IS 24 SOMY. 25 NOT SEffDG A SLFFEIENTLY POSITIVE EXAPPLZ BY 'WALKDG 25 fft. IERSCHOFF: MISS BECMER. MIGHT I SUGGEST 114 116 SM LUIS IIEPORfDG SAN LUIS REPORf DG PAGE 115 PAGE 117 1 THE TALJt. " 1 YOU FDiISH THIS THOUGHT AND WE WILL LET SOPE OTHER 2 THESE ARE ALL CONCE NS THAT HOTHERS FOR 2 SPEMERS 90 LP AND YOU CM CATCH YOUR BREMH AND THEN 3 PF. ACE HAVE ffATED DVER AND DVER AGAIN. AND If IS 3 JOIN If AGAD? 4 ACTUALLY REFhESHDG TO SEE THEM 3 PRINT BY A SURVEY 4 ftS. SECKER: I MAY PASS OUT. I WOULD JUST GO 5 THAT WAS PAID Pt4l BY P66E. 5 M0ff AFTER THD. I THINK THE PUBLE THAT SPEAK 9 AFTER S ON PAGE 30. *DFLOYEE CONCERNS REGARDDG S IE W0tA3 LIKE TO HEAR THESE PODTS BECAUSE THEY WERE 7 THE FUTURE OF DIABLO CMYON NLCLEAR POWER PLMT
- I 7 NOT PRIVILEGED TO HAVE A COPY OF THIS
SUMMARY
BEFORE B 1000W THAT THEY WANT TO DROP THE
- NUCLEAR * -- OR TIE O THEY GOT HERE TODAY.
9
- POWER
- TO MANE IT SHORTER. WE WMT TO MME St3tE THEY 9 A VOICE: I AGREE.
18 DON'T DROP
- NUCLEAR
- BECAUSE THAT IS THE SAFETY CONCERN 10 ftS. BECXER: I JUST BEG YOUR INDULFD CE. IM 11 0F THE PEOPLE WHO LIVE D THIS AREA. 11 SORRY If 3 TAK DG LDNGER, 12 IN THIS AREA. PG6E'S ASStRED THE PLC THAT 12 80ff BELIEVE THAT RECDT CHANGES HAVE 13 SAFETY AT DIABLD PLAlff - I*M SORRY - AT THE DIABLD 13 CilEATED SOPE NEW CHALlaGES 70 EFFECTIVE LIVDG -
14 CMYON NUCLEAR PLAlff W0tLD 180T IE DFACTE BY A ICRE 14 THE REPORTER: I'M GODG 70 HAVE TO HAVE YOU 15 C0fFETUIVE ENVDONPEDff. HOWEVER. THE DFLOYEE 15 SLDW DOWN. 18 CONCERNS ON PAGE 30 AND PAGE E-2. WHDIE Tif ASSESSfWff 18 90L. PERSCHOPF UE'LL GIVE YOU THE TDE. 17 STMES THAT Sore EXPRESSD COllCERN THAT THE CONTDUED 17 ftS. BECXER: SOfE BELIEVE THAT THE RECENT 18 INFLLENCE OF A MORE CopFETUIVE SUSINESS ENVDDIDeff -- 18 CHANGES HAVE CREAfD SOPE NEW CHALLENGES TO EFFECTIVELY 19 THE REPORTER: I M SORRY. YOU'IE EDG 700 19 IULINTAINDG TE DESBN SASD OF THE PLMT. THEY C HE 25 FAST POR IE. SOPE WHAT EXPRESSED CONCERN 7 29 THE POLLOW DG
- CHANGES DI SYSTEM ENGINEERS HAVE 21 ftS. BECNER: - THAT SOff EXPRES$G C0tK2158 21 WEAKDED THE 100WLIDGE BASE POR THE SYSTEMS. AS PART 22 THAT THE ColffDUED INFLLENCE OF A ICRE CofFETITIVE 22 0F THE NTS -- I M SURE THEY DEPINE THAT SOPEWHERE -
23 IrJSDESS ENVD000ENT AND THE ASSOCIAID DPHASD ON 23 TRMSITIDN TO TIE SITE RESPONSDILITIES FOR THE DESIGN 24 COST REDUCTIDel COLLD TIND TD DIODE NUCLEAR SAFETY'S 24 EASIS HAS SHIFTED TO THE SYSTEM ENGINEERS. MANY OF WHOM 25 POSIIIDM AT THE 12CDPUTED - AS THE LACISPUTED TOP 25 NAVE ONLY LDfITED TDE TO COPE LF 70 SPEED.* 115 117 SM LUB IEPORfDIG SAll LUB REPORfDIS SAll LUIS MPORTING
, ,PAGE 118 P M its 1 THAT HAS EDI A CALL. M AMONYMLS CAU.. 1 ALL THESE PBOPLE F flgnf Doll'T Rai, e
2 THAT WE HAVE MAD THREE OR POL 5L TDES Pint W35316 A! 2 THAT -mye ifY TUTDEWY. 3 THE PLAlff TKM MNOWf NFm 8 WOMBIS. PEDPLE UUH 3 fft. IERICHOPF: THMK YOU. . RET SOPE C0F9ElffS. 4 EXPERIDCE. AIE MDG IEPLACID D A CDFE!!!M 4 AND I THDIK UNAT I HEARD. 200E11E. P I MM CAU. YOU 5 EdVIR0eEDif BY PEDPLE THAT DON'T HAVE TM SAFE S THAT. 00ES Dff0 THE CATE90RY OF THDSB POR 12 TO 6 1010WLEDGE OF THE WORKERS THAT HAVE mbt flWE. 5 CONSIDER AB WE REY 2U THE MPORT -- 7 I WI1100 DN 70 ffY IEXT PODff. P W 31. T IE. MCXL: AB50LUTELY. B 'DFLOYEE CONCERNS PROGRAM.* 011 PME BS. ADDRESSED 70 8 fWt. PER'4HOFF: - MD WE INDEPENDENTLY TEST. 3 MANAGDeff. SIslFEMI DSUES IDENTFED DCLICE TIE 9 YOU ARE RIMT. THERE ARE SOPE SDINFEANT ConCEReis 10 P0(1DWDG 10 EXPRESSED F THAT MPORT. THAT IEPORT WILL BE MADE 11 SOfE OLESTIDN WHETHER MMANDElif B 11 PLELE AllD EVERYONE lERE DTERESTED WILL HAVE M 12 STRMBHTPOMARD. HONEST AllD TRUTHPLL WEN DE.ALDS VUX 12 OPPORftMITY TO MAD U. 13 UTHERS. 13 THE GOOD NEWS IN THIS. F THERE IS 9000 14 MAlfY FEEL THAT MANAGDeff DOES N0f 14 IEWS. 3 THAT If WAS SPollSORED BY THE LEEEEE. AllD I is CopoulEATE StFFEIENTLY WITH WORIERS. PARIELA.AILY ON 15 THDBt I HEARD SOfE BUY-Di THE AFTERl100N ON MANMDENT 18 A FACE TO-FACE BASD. 18 THAT THOSE PROBLEMS EXIST. AND THAT'S A STEP FORWARD 17 MANY PEEL THM MANAGDENT DOES IDT 17 PROM A CONCERN BEDiG GIVDE TO US DDEPENDENTLY. US THE 10 EDfUINELY CARE ABOUT PEOPLE. HOW TIEY FIEL AND THEIR 10 10lC. OR YOU IDTHERS FOR PEACE. IN WORKDG II. WE MAVE 19 DfVOLVDEDif AllD ColffRIBUTIDel. 19 GOf THESE CONCEIDl3 IN ONE PLACE AllD A C0fftHfENT FOR All as MANY PEEL THAT MANAGEMENT 3 NEITHER 23 ACTIDN PLM TO ADDRESS IT BALMCG BY OUR DIDEPENDENT 21 SUFFEIENTLY R2CEPTM NOR SUFFEIENTLY IESPONSM TO 21 LOOK AS TO WHETHER THDGS ME WORSE OR 5 THAT ABOUT ON 22 SUGGEST DNS FROM WORKERS 22 TARGET. 50 PERSONAU.Y. I AM ENCDt#LAGED A LITTLE THAT 23 MANY FEEL THAT MANAGDENT DOES NOT 23 THERE WERE -- WE ARE AT THE PODT THAT WE ARE HAVDG A4 RESPOND TO DFLOYEE RELATION DSUES FAIRLY. 24 THESE CONCERNS COL 1ECTED. 25 THESE WERE CTATED AGG AT THE BEGDINING. 25 MS SECKER: I THDK If IS ALSO SOMETHDG THAT 118 128 SM LUD REPORTDG SM LUIS REPORTDG PAGE 119 PAGE 121 1 SO I WON'T REREAD ALL OF THEM. BUT THOSE ARE THE 1 -- 70 BE CONSEERED THAT THIS REPORT WAS DONE. SURVEY 2 WAS DONE. BEGDINING IN AUGUST OF 1998. WWEVER. THE 2 CONCERNS MOUT TRUST D YOUR OWil MANAGDENT. AND THEIR l 3 NRC D WASHDIGTON. MAYBE NOT REGIDW IV, HAS BEEN ASKED 3 MANAGDENT'S BOTTOM LDIE D MMDG SL51E THAT THIS PLANT 4 PLAY OR MAY NOT BE CorPETITM BY THE YEAR 2002. 4 70 REOPEN. THEY ARE LOOKDG Dff0 CERIADI ALLEGATI0kS 5 HOW MANY DFLOYFES WERE UNWILLDIG 70 ShN 5 AT DIABLD CMYON. MD I THDiK THIS WAS A RESULT OF S THEIR MAfES OR EVEN THEIR PLMT AFFILIATENS? THAT 5 SOPEONE REPORTDG SOETHDG TD THE NRC AND NOT JUST THE
*/ MIGHT BE A QUESTIDW YOU WoulJ L DE TO ASK. 7 CONCERN OF PG6E.
O HOW DE UNFMR RETALIATEle AFFECT THE B fft. PERSCHOFF WE li!LL LOOK Af U. THMK 9 StRVEY. WHEN DFLOYEES WERE TOLD THAT THE RESULTS WOULD 3 YOU. 18 BE MADE AVAILABLE TO PG6E AG POSS3LY THE PLELE? 19 BRECK7 11 SEVDLAL TDES TIEY HAVE STATED THAT THEY WERE talDER THE 11 IEL. HENDERSON: s 'XT SPEAKER D GARY PETERSON. 12 GLN OF PROPOSITIDit 9. 12 Ift. PETERSON: 9000 AFTERNDON. MY NAME IS GARY 13 DI CALFORNIA. THE UTILIf!ES SPDff 13 PETERSON. I LIVE IN SOUTH COUlffY. I'VE WORKED AT 14 M1.80s.see TO MAKE SURE THM UAS DEFERED. 'fME CTHER 14 DIABLO CMYON FOR OVER TEN YEARS AS A SHIFT OPERATOR. 15 S EE MAD LESS thall 82.908.000 TO SPDID. U WASI"! 15 I HAVE M EXTEMSM BACKGROUND D KNOWDIG MOW TO 18 REALLY LOOKDG DVDt THER EHOULDERS AT ALL. OflER thall 18 OPERATE THE PLANT AND PEEL I D0 ffY JOB WELL. 17 P.R. 17 F I COUla JUST EM YOU A BIT OF 10 fft. DATLEY STATED THAT WORK ON CHANGE 18 BACMGROUND. UE - LESS THM 15 PERCENT OF THE WORK 19 WILL COVER SEVERAL YEARS. I THDK THAT PG6E $NOULD 19 PORCE AT DIABLO CAlfYON RLAI THE POWER PLAlff 011 THE 20 ADDRESS TIE POSS2ILITY THAI DIABLD CalfY0li MAY NOT M 28 UEEXENDS Oil THE BACK SHFT. ON THE DAY SHIFT. MD THE 21 CDfPETITIVE BY THE YEAR 2082. AS II D NOT DESIDilATED 21 REPRESENTATEN I HEARD TOOM 3 THD PRESDffATEN DD 22 DI CALFORNIA AS A HUST-RUN FACILITY. F THEY ARE 100f 22 NOT REPRE5ENT THAT WORM FORCE. I THDik YOU v!U. FDD 23 COMPETITIVE BY 2982. I THDIN THEY llEED TO E FAD AND 23 3 APPDEDIX C AND APPDIDD E OF THE REPORT. THE RESULTS 24 HONEST AND DPDI WITH NOT DetLY THEDL WORKERS MD THEIR 24 ARE A LITT12 BI! DIFPERENT 25 (AILDE THE PIEVIDUS SPEMER, I DO HAVE 25 SLPERVDORS. BUT ftE MANAGDSff. OF WHAT WIU. HAPPEN TO 118 121 SAll LUB MPORfDG _ SM LUB HEPORTDIS SM LUM MPORIDIG c -n.-, . . = , . _ _ _ = __
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, w 2 CMYDil D CorPETUIVE AND D READY POR A CO@ETUIVE 2 GIVE YOU M :DLAFLZ. YESTERDAY I WAS ON l 3 MARKET NOW. I HAVE A GREAT PREE IN MY JOB; PRIDE IN 3 THE OPERATDG CREW. 3 If OKAY F I DIVlLSE A SPECIFIC l 4 MY CD-WORKBtS. ONE OF NY CON 2RNS 3 A GAO IEPORT 4 DCIDEN!? OKAY. YESTERDAY I WAS ON THE OPERAfDG 5 RELIASED BY THE PEDERAL GOVER10ENT D THE St#9ER OF 5 CREV. CALLED M INDIVIDUAL ON OlR CREW TO 90 StPERVISE
$ 1997 THAT EXPRESSED CONCERN POR THE NUCLIAR DCUSTRY. 8 M ACTIVITY. I TOLD THE ICIVIDUAL. I SAD. "YOU'RE 7 THAT FOLMD THAT THERE WERE POLR AREAS OF WHY DPLOYE23 7 NOT GUALFDD FOR THAT J0B.* I SAD. *! WOMN'T 00 LP O RAISE CONCERNS D MUCLEAR POWER PROM THE INDUETRY'S 8 THERE.* I SAE. *YOU CALL HIM BACK AND YOU TELL HIM I
$ PERT *'ECTIVE: YOU ME TRLE ELDVER; YOU HAVE A IENTAL 5 YOU ARE NOT ajAL P DD.*
18 PROE.EM. YOU NGD IDEY: OR YOU ARE IWING TO LOSE YOLR 18 AND HE CALLED BACK THDE. AND THEY SAE. 11 J08. THOSE ARE THE PO'Jt AREAS. 11 *WELL. Go AHEAD AC HEAD LP, AND WE WILL Ul0K Dff0 THE 12 MY AREA 0F CONCERN WIIH PACFE GAS AND 12 EJALFICATIDil.
- HE WAS PREPARED TO LEAD LP. AND I I 13 ELECTRE IS THAT THERE D OFTEN NOT ROOM FOR TRLE 13 DREW THE LDE. I SAID. ' ABSOLUTELY NOT.* I GOT ON Tig l 14 BELDVERS OUT AT THE PLANT. AN OPPORTINITY 70 SEE ONE 14 PHONE AND I CALLED AGAD. AND THD TDE I CALLED THE 15 0F MY SHFT FOREMM HERE TODAY. fel. NEIL ADEN. WHO I 15 BOSS. AND I SAID. *HE D N0! QUALFIED POR THE J08.* j 18 HAVE NOT SEEM OR SPOND TO DI AL!OST SIX IONTHS A MM 18 I SAID. *I MADTAD THAT THE IIRC IS ON SITE AND I KNOW 17 0F GREAT INTEWlHY; I WORKED WITH **tM POR A DECADE DI A 17 THEY'RE MAKDG ROLMDS. F THEY ASK HIM ANY OLESTIDW 18 CLESE-10iIf int 0lP. HE WAS THE EPITLWY OF LEADERSHF AT 18 PERTAINING TO THAT J0B I DOLBT F ME CCM ANSWER 18 PG6E. HE SET THE EXAWLE AND WAS THE STANDAND ON CREV. 19 IT.*
29 NEVER CorROMISED HD INTErdllTY. I HAVE NO REASON TO 29 AND THAT StPERVISOR MADE THE CapetMD 21 BELIEVE MYTHDG HE WOULE EVER SAY WOM BE 21 DECISIDN. THE CORRECT DECDIDil. 70 PULL HIM OFF THAT 22 DAPPROPRIATE. 22 J08. I GIVE HIM CREDIT FOR THAT. I GIVE M E 23 If D KIND OF DTERESTDG. WE HEARD A 23 MANAGDENT CREDIT FOR RESP 0CDG TO THE CONCERNS THAT I 24 LOT OF INPUT FROM NE TODAY. FROM MY BOSSES. THERE 24 RAISE. BUT THE RESPONSE IS OFTEN SLOW D COMDG. I l 25 ARE SD GENTLDEN IN THE AUDIENCE TODAY WHO I WORK FOR 25 HAVE RAISED A LOT OF COCERNS AT DIABLO CANYON. I HAVE ! 122 124 l SM LUD REPORTING SAN LUIS REPORTDG PAGE 123 PAGE 125 1 AND WORKED FOR FOR A DECADE. THREE OF THEM HAVE BEEN 1 M EXCEu.ENT TRACK RECORD. AND THE RECORD SPEAKS FOR 2 NY IMMEDIATE SUPERVISORS AT DFFERENT PERIODS OF TDE 2 IISElf. 3 ON CREU. AC NOT ONE INDIVDUAL HAS COHE LP TO 3 THE OPERATORS THAT DIABLO CMYON HAS ARE 4 DfTRODUCE HIMSELf. TO SHAKE MY KAC OR 70 KNOWLEDGE 4 THE BEST D THE INDUSTRY. I WORK WITH THE GREATEST 5 THAT I M HERE. 5 GUYS. WE ALL KNOW HOW TO DO OUR JOB: WE DO OUR JOB
$ I DON'T KNOW F YOU'RE EXPERIENCED WITH E WELL. WHEN WE RAISE A CONCERN. WE EXPECT TO BE HEARD 7 M OPERATDG CREW. BUT WE ARE A TDHT GROUP. WE WORK 7 AC WE EXPECT 70 BE RESP 0CED 70 Di A TIMELY MANNER.
8 TOGETHER. VE TRAD TOGETHER. WE ARE TRADED TO THE B BUT I HAVE GREAT CONFIDENCE D THE 9 BEST IN THE INDUSTRY. NE HAS DfVESTE DCREDIBLE 9 PLANT. I HAVE GREAT CONFEENCE THAT WE WIu. SURVIVE 18 RESOURCES. WE Coff 0FF CREV EVERY FIVE WEEKS FOR A it THE TRANSITION TO THE DEREGULATE ENVDONMENT. WE ARE 11 SEPARATE WEEN OF TRAINDG, WHICH WE ARE PUT ON THE TEST 11 CAPABt2 0F D0DG II. AND DESPITE SofE OF THE THINGS I 12 WITH Ot2 SKILLS. F WE FAIL THAT TEST. WE ARE 12 NAVE HEMD. WE ARE GODG TO EE ARLE TO PtLL IT OFF. 13 DfEDIATELY RDCVED FROM THE PLANT, VITHOUT QLESTIDN. 13 BUT D ORDER 70 DO THAT. I NEED A SIGNAL FROM THE NRC 14 NOT GUAL F IED TO RETURN TO THE PLANT. EVERY FIVE 14 AND I NEED A SIGKAL FROM PGLE MANAGDENT THAT THEY ARE 15 WEEXS. U D M INCREDIBLE RESPONSDILUY. M 15 SERIDUS ABOUT RESP 0CD40 TO CONCDNS THAT I RAISE. 16 INCREDIBLE BLRDEN. AC WE DO OUR JOB WELL DUT THERE. 16 LDE I SAE. I KNOW THE NRC HAS BEEN ON 17 NY C0CERN IS THAT WHEN YOU RAISE A 17 SITE: I KNOW THEY HAVE TALKED TO OPERATOR $. I KNOW 1B CONCJLN. IMAI II D HEARD 3 HEARD EY YDLR STERVDOR. 18 THAT SEVERAL OPDATORS HAVE REFUSE TO TALK TO THE NRC. 13 IS HEARD BY THE NRC. I HAVE A BACKGROUND DI DEALDIG 15 I FDID THAT TRotBLDeG. 29 WITH RESEENT DSPECTOR. WITH fft. RUSSELL WISE. AND 20 MY SUPDVISOR D ONE THAT WAS DVOLVED Di 21 WITH SEVERAL OTHER THDGS. AND I CAN TELL YOU NY 21 THE D(TENTIDNAL DEVIATEN DICEENT. I HAVE HEARD THE 22 RECEPTIDN FROM THE NRC AC PROM PLANT KMAGDENT HAS 22 PUBLE RELEASES. I hAVE HEARD NE MANAGDENT POST 23 BEEN MIXED Af DIF7TRDff TDES. WHEN I REACH OUT FOR A 23 0F US FEEL WE 1040W THE TRUE STORY. SOPE OF THE TRLE 24 CONCDN If IS ONE STRIXE AND YOU'RE DU! TODAY. I'LL 24 STORY IS OUT; SOPE OF THE TRUE STORY WASN'T OUT. PGLE 25 RADE IT ONCE TO THE C09MY AC THDI U D 1807 h 25 700K THE RIGHT STEPS TO CORRECT U TOWARDS THE END. 123 125 SAN LUD REPORfDIG SAN LUD REPORTDIG SM LUD REPORTDG - - . . . . . . . . . . , ~ _.
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P M 128 - lR_) F__) 1 flWE UDE A 1AT OF MISTAKES IM TIE MIDDLE. 1 STOR. YOU DON'? LAIDMSTMD WHA 7 MALLY TOOK PUG.*
* .. 2 , 2 BUT WHETHM THE PROCESS N058 D 90fETH3G THAT I DINK I DO LalDERSTAIC WHA 7 700K PUCE. BU! THA7 IS HY 3 TDE WIL1 TEll. I DO NOT HAVE COMPIDENCE DI SOfE 3 OPINIDN. I ESPECT BEIL AINEN POR flE Mall THAT E IS 4 PROGRAIS ON SITE. I AM BffDLED TO THAT AS AN 4 Als POR HD STANDING LF POR UNAT E THOLMff WAS RIMT.
S IEIVIDUAL. TDE WIL1 TEli WHETHE OR NOT WE SLEX2ED S THAT DOESIt'T DESERVE TO COST HDI HD J00. As I
$ 3 TM TRANS HIDN. I CofSEND P0&E MANAGEMNT POR S HOMSTLY MLEVE AND AS I HAVE SED D 3 W OWN LIFE 7 PICK 3G CAL GILLIES FOR TM TRANSITIDN TDM. I HAVE 7 AIC MY OWN INTERACTIDN WITH MANAlWWff IN THE PLANT. j B ONLY NWOWN CAL POR ABOUT A YEAR. I HAVE WOMED WITH I THAT TERE D TO SofE ErfENT A PREE TO PAY POR RAISBS )
. H2 OPP A. ON ,M mCTS ,MvEm .8 m m3.RnY . CMCaM. n as MNTIMo MM TM Hm , SO.L j
is 70 PLA1 If OPP Di TIE MANAGDeff TEAM. CAL GILLIES WE 18 INTIBRITY POR THE ElFLOYEES. PERSONAL INTEGRRY D 1 11 PLLL If OPP. 11 HMH Af DIAE.0 CAffYON. THEY ARE WELL PAID. THEY AfE 12 VOU WIll N0f!CE 3 ftE SLatVEY MSLLTS 12 WELL TRAIM D TMY MMOW IIDW TO D011EIR J08. WE MED 13 THAT HIS DEPART!Gff 00T DE HIGHEST RATINGS ON SITE. 13 70 DVDC0fE THE CHAL1DIGES POR f*ISE filAT WOLLD PUSH 14 TERE'S A REASON POR THAT. YOU*LL NDTICE THAT II 14 BACX PROM MOVDG FORWARD AND WOM UlTH THOSE THAT HAVE 15 WASN'T DIVLLED TODAY THAT SHIFT OPERATIDMS HAD ONE OF 18 CONCDNS. MSOLVE THE CollCDuis. AND I THINK WE WIll 18 TM UORST ONES. YOU DIDII'T SEE THE SLIDES THAT WE SAli is MANE H. 17 A7 DE PLAlff. I WOLEE ASK THAT YOU MVIEW TEM 17 M. ISISCHOPP: THAlet YOU. GARY. 18 CAREPL11Y. LIXE I SAID. E ARE OPRATORS. AIC WE 1010W 18 VDEE: JUST A QUICM EESTIDN. NEIL AINEN 19 HOW 70 DO OL5l J00; WE DO Olst JOB MLL. BUT I UOLAJ ASK 19 PESENTED $8 N
- t. SAPETY CINICDutS. TO YOU ElYS.
20 POR SLPPORT IN THE LPCOM3G #Cd'HS AND YEARS At UE 28 Alm WE WERE TOLD A STORY THAT 38 PDICDff 0F THOSE HAD , l 21 CDeffIEE THE TRANSIT!DN; WEN OPSATORS RADE A 21 VALE lERITS. l 22 CONCD01. THAT IT'S HEARD AND THAT 22'S POLLOWD THROUM 22 IWI. IERS000PP: THAT'S ABOUT RIGHT. ; 23 ON. F3 VOICE: UNATEVER HAPPDIED TO THOSE CONCDNS? 24 I THANK YOU FOR YDLR TDE. 24 WEU TNEY MSOLVED AT ALL7 25 fft. IE5LSCH0PP: THANK YOU. GARY. LET IE MAKE 25 fft. IERSCH0PP YES. 128 128 SAN LUIS IIEPORT3G SM LUB flEPORT3G PAGE 127 PAGE 129 1 ONE Cof9ENT YOUR CONCERNS ARE HEARD AND NOTE. YOU 1 90ZCE: HOW S07 2 WANTED A SIMAL FROM THE NRC. AND YOU HAVE GOf U LOUD 2 fft. IEDtSCH0PP: 90fE OF THEM RESULTED 3 3 AND CLEAR. WE -- YOU AllD E HAVE A C0f9CN INTEREST. 3 IICIEES OF THE VIDLAf!ON ENG DSLED POR DAfrLI. TO 4 AND THAT DfTBEST IS SAFETY. YOUR CONCERNS WILL BE 4 REC 00NIZE THAT THEY WERE VIDLATEllS OF LAW. OTHDt3
$ HEARD AND WIll BE ADDRESSED SERIOUSLY. AND. QUITE $ WERE PROB 2M5 THAT DIDN'T NECESSARILY CONSTITUTE S HONESTLY. THE BEST SOURCE OF DIPORMATIDN WE HAVE FOR S VIDLATIDMS. BUT HAD TO E CORRECTED. WE POLLOWG LP DN 7 REAL PROB 2MS OUT THERE THAT NEED TO BE ADDRESSE ARE 7 EACH AND EVERY CONCERN GIVEN. OR THAT WE RECEIVD AND B PEOPLE THAf C0fE FORWARD WITH THEM. 8 DISURE THAT THE VALE ONES ARE RESDLVED. ARE PIXED AT 8 RUSS -- THAT'S RUS$'s SOLE J08. TO ASSURE S THE PLAlff LEVEL.
18 THAT THAT DIPORMATIDIl D COLLECTED AND ACTS ON. k0 if VOICE: OBVIOUSLY. THERE D A BIG -- THERE'S A 11 THAT SIGNAL IS HERE. AllD IF YOU HAVE GOT AlfYTHDIG THAT 11 LUI 0F COIfTROVERSY SL5010LAIDDG ISt. AIXEN. WHAT ~ POR 12 MANES YOU PEEL LSEASY ABOUT U. I WOLLD LINE - 12 SPLOYES WHO LOOK AT 101. AIXEN AllD SORT OF GET A 13 IWl. PETERSON: I CM TE!1 YOU I HAVE CONTACTE 13 LUTLZ SCAfED UNAT RECOL3tSE D0 DFLOYEES AT DIABLO 14 ItEGIDN IV Oli llufEROUS DCCASIDels. SOPE THDIGS YOU'VE 14 CMY001 HAVE WHEN INEY HAVE SAFETY CONCERNS MD A LOT OF 15 IESQLVE: SofE THDIGS YOU HAVEN'T llE90LVED. THDIGS 1$ THEM THAT allen'I NECESSARILY ADDRESSED? 18 THAT YOU TL501 DOWN. I DECIDED TO DECLDIE WM U 18 75t. IEDISCH0PP LET PE - THIS IS A VUty 17 WASN'T WOP.TH PUSHDIG. MY MADI CONCEM. OF NY 17 DIPPICULT CASE. AIC , YOU LAOK AT THE $17UATIO11 DN THE 10 CD-U0lumIIS -- I CM'T SPEAK POR THE AS DIDIVIDUALS. 18 OM MAND. THE PEDSAL GOVDDOMff. TIE MC. DEMANDS THAT 19 BUT I WOIWC WITH A Mall POR A DECADE. A Mall WITH 19 LICDISEES THAT OPERATE NUC2AR POWER PLANTS OPDATE 29 NCREDIBLI TECHNICAL ABILUY. HE WAS WELL IIESPECTED AS 38 TicSE PLAllTS SAPELY AND PICTECT THE PLBL% HEALTH AND 21 DME OF THE SMAftTEST GUYS, 011 THE CREU. alt. OF A 21 SAFETY. THAT EVERY DECDION THAT IS MADE IS A 22 SLCODI. HE IS NOT CAPARLI 0F WORK 3G AT PG6E. E Call *T 22 CutSDVATIVE DECISION. YOU DON'T TAKE CHAllCES WITH 23 EVEN FIND A JOB TO USE HIS ABILUES DUISEE OP flE 23 SAPETY. 24 PROTE"E AREA THAT DOESN'T USE Pfl0TECTE AflEA ACCRBS. 24 011 THE OTHER HAllD. DIDIVIDUALS ARE 25 AND PG6E SAYS, "YOU Doll'T 1000W DE PLLL 25 PROTECTE BY THE PEDERAL 00VDDDGif Aim PEDERAL LAW. 127 129 SAll LUIS IEPORfDIB SAll LUIS MPORTING SAll LU3 IEPolt!INE
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, 7 1 MD THOSE PCPLE THM BRDS C000DttS P0miAlt MGMDDG 1 MONG WITH THAT STATDEDff WEH COES FIRST. THE CART
. + i 2 OPDMIDN OP llLCLEAR 70WER PLAlfr$ ME PETECTG AND 2 CR THk NORSE 7 CI NMOW THAT O YOU RAC YOUR CAPACITY 3 CMMOT BE ETETATE MADIST POR BRDCDE THAT 3 12 VEL OR DO ON-LDE MADTDANCE. THAT YOU C0f940MDE 4 DIPORMATIDN PORWARD. NO ADVDSE ACTIDN Call E TAMEN 4 PLELE SAPETY. AlfYD6lE WHO 1000WS ~ YOU DOW. A LAYMAN 5 AGADIST THE DCIYDUAL. 5 Call - 1010WS THAT DIPORMATIDII. THM PLELE SAFETY IS S SofEfDES TmSE TWO IWlEmWGITS CM $ CopFR0KDED IN ORDER TO DCREASE CAPACHY AND 00 l
7 WHATEVER HAS BEEN DONE. AllD WE AIE BACK ~ WE ARE Fit.L i 7 CDNPLET WHERE A CONSERVAIM DECISIDil OR GIYDE A 0 PERSON THE SENEFIf 0F THE DOLET F THERE D ANY B CIRCLE RACK TO DEREGLLATION AGADE. DEREGLEATIDN 9 QUESTIDIl MI:3ff 1107 BE A CONSSVATM DECISION POR S APPARENTLY D CAUSDIG THE PRDE. EMS VITH WORKER AND 10 CPERMDIG THE PLANT. IN TmSE CASES. THERE AIE fil0 10 WORKER MAKAGEMNT RELAZIDNS Allo WITH WHAT APPEARS TO BE l 11 ADEDDS. IEEDY ONE D THE CONCERits. THEMSELVES. 11 THE R30fDG OF A SAFE PLMT. l 12 EACx MD Evey On Or THOSE CONaMS Misf n ado =SSm 12 fn m Y0u. i 13 AND PSJST E FDED. THAT D HAPPENDIE WITH p5t. ADel's 13 let. MRSCHOFFr THANN YOU. WILLIAM. 14 CONCERNS. AND EACM 0F THOGG 58 ME ADDRESSED D All 14 101. le10D SON: NEXT SPEAKER D M. C. LAWVER. 15 DtSPECTIDel IEPORT THAT ARE AVAILAE.Z Di THE PLE.IC 15 DID I lET THAT RIGHT? 18 DOMAD. HOT -- 1807 TMGED AS A CotCElti Ef ISt. ADBt TO 16 58. LMVER: YES. 17 PICTECT HD IDDTITY AT THAT TDE. 17 M. C. LAWVER. IESDENT. SM LUIS OBISPD q 1s Tm DmIVDuE we NAS aRouGHr THD is CanfrY. vtRY sm Rr. 1 19 C01CERN HAS A REMEDY THROUWI A DIFFEleff PEDERAL 19 PLELE SAFETY DEARDISS RE2M VARIED 28 ORSMIZATIDN. THE DEPART *NT OF LABOR. AllD THAT 20 ATTENDAIG POR MAlfY YEARS WE HAVE HAD HEARDiGS. 21 PROTECTIDN. 70 ASStRE a TD DETERMDIE WHETHER THE 21 CERIMWLY SOPE MAD NONE OF THESE PLE.E PARTEFANTS 22 DCIVDUE WAS DISCRIMIMMS OR NOT WOLA.D RESULT DI A 22 PRESENT. ! BELIEW YOU. NRC. PGbE. FRACTDKALIZED 70 23 REEDY FOR THE INDIYDUAL 70 MAKE THE DIDIYDUAL WHOL2 23 NARROW FOCUSD TECHNICE DSES. FEW D THE PUBLE 24 F HE WAS DISCRIMIkATE MADiff. THAT'S OCCtRRDiG D 24 SPEM YO3 TECHNEAL LANGUME DEALDG WITH SYSTEMS MD 25 THIS DSTMCE TO ASSURE THAT THE DIDIVDUAL D 25 PARIS. MANY OF US FOR YEARS GM PLELE TESTIMONY OF 130 132 SM LUD ltEPORfDG SM LUD REPORfDG _ PAGE 131 PAGE 133 . . _ . 1 PRMEtTD OR COMPD(SATED F HE MAD BEEN DDCRIMIkATE 1 GERMANE. EXACT SAFETY DS!ES. D THE TECHNEAL AREA. 2 MADST. AND EACH AND EVERY CCNCDM IS 140KED AT 2 I HOPE TO STATE CONCERNS. I HOPE. 3 DIDIVDUELY AND DIRECTLY. 3 REFUELDG. SH'RTDG DOWN AND STARfDIG 4 191. HENDERSON: OLR NEXT SPEMDt D WD.LIAM 4 EACM LP AS 300N AS POSSIBLE CONCERNS ff. YO'JR S DEWSEY. 5 PLELEITY SHARED Y0lR PLIASURE Di MANDG SHORT TDE OF S fet. Di' rSEY: MY HAPE HD WR1IAM DEWSEY. A 6 II. YOU PLA1 YOUR UN-FISSDWDG FLEL ASSEMBLIES D'A 70 7 PRIVATE CIII2DI FROM SMTA MARIA. CALFORNIA, AND AS 7 PUI D ANEW. I DO L20ERSTAND THE DEGRADATEN OF IETE B SORT OF A BROAD DVERVRW OF THE SITUATEN HERE. F YOU O D THERPG-DYNAMICS. FRAGILE. HOT FUEL ASSEMBLIES 9 - F I REFIR TO JOHN'S REPORT FROM THE SYNERGY SURVEY. 8 RUSHED FOR YOU TO THEN REFWL. 18 12 DCEAID THAT THEY HAVE SEDI A DECLDIE D ICRALE D 18 I OPPOSE ON-LINE MAINTEKMCE AND WON'T 00 11 MMAGERIE Plc8LIMS THR0tGCUT THE DDUSTRY. AND I 11 DTD P1RTHER TECHNEAL SPECFES. 12 SERDUSLY W3tLD CONSDSR TYDiG THAT Df!D DEREGLLATDel. 12 I OPPOSE DEREGtA.ATIDN. HURRIED RERE.DG. 13 THAT II D THE OLD SORT OF MTI-WUCLEAR STAllCE. HOW DD 13 MD ON-LDE MADTENANCE. THESE CONCERN SAFETY. MANY 14 YOU RUN ~ DOES IT MAKE MY SENSE TO llull M DIDUSTRY 14 ACTIVHIES 3 THE TWO CORES AND THE FACILITY CCNCERN A 15 LDE THIS WHICH PRESENTS SO MUCH PCTDf7IAL DAlfGER 70 15 IDIDWDG PLE.E. f 16 THE PtBLE D A FREE MARKET ISIDER THE CAPHALDT 16 DAILY IIOUfDIE EMISSENS ON M EXPOSED 17 SYSTEM. WHERE EFFECTIVELY YOU ME DEALDG VHH All 17 POP'J.ATIDil NORRFES lE. letC. PGbE. PEMA AND LOCE MD i I 18 DIDUSTRY OR CAPACITY FOR PIIOPIT MARGDl? AllD WE HAVE A 1B GOVDU00ffE AGENCDS EL. I ML2VE. CDNSPDtE SO THAT l 19 STATDENT. THE STAfDENT FIDM 154. IKEGER AT TIE is PtR.E CONTDfLES TO THINK ALL GOES SAPE. YOU. NUCLIAR 29 IEGD0iDiG OF THD CollFERDCE WAS TO THE EFFET DI 29 DIDUSTRY. TERRORIZDIG YOLR EVERY trJCLEAR-RELMED 21 RELMDNSHF TO THE E58 DAY RECORD THAT THE PLAlff SET. 21 ACTIVITY IN ffY OPDION. I PEEL TERRORIZED j 22 MD HE SPECFEAL1Y STATE THAT YOU DON'T DO THAT 22 I HAVE LISTD DAIIS OF THE TDE PSDD 23 WITHOUT A GOOD SAFETY REIDRD. 23 JAlfUARY iST.1990. THICUGH DECD9ER 31,1996. THD D l 24 IIELL. AffYONE WHO 1000WS ABOUT HOW THE 24 PROM THE EAHO MAfDKAL DGDIEERDIG AND DfVIR010EDffE l 25 NUCLIAR POWER PLAlff WORKS IDIDWS THAT THERE D SOPETHDIE 25 LAB. THE GENERATOR I.D. 2 CALFORKIA OR CA 380180431. l in in i SAft LUIS REPORfDG SM LUD CPORfDIG l SM LUIS IEPORTDG l l l
l PAN 134 PAIE 136 _
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1 DIAE.0 CMYON. AND 8 STUD TE TDE PRIDO OF THIS 1 PRONT TO ET SEEN. IN THE EV D T OF A SERIDUS
* '+ 2 2 PLEEA22DN LIST. H LDTS YEM - I PENTIDNED THE RADIDLDGEAL EVENT OR LOCAL EARTHOUAKE. VHH THE 3 IEERMOR I.D. -- EEMERATOR TYPE: Uf!LITY. MANIPEST 3 DPRASTRUCTLflE OF LOCAL TRMSPORTMIDW CORRDORS 3 4 IMEER. VOLIDE. CLEE FEZT. ACTIVITES CRES. 4 MIND. I KAVE NO CREDENCE D YOU. NUCLEAR INDUSTRY 70 5 MIIPLY. I CME TO NCIE 1983 NFEST 5 ACT WITH INTEmm MD CONCEM POR YOLR OWN OR S 82180. 1.648 C R 2S. 8 POPLLATIDM'S SAFETY.
7 THE RIPORID: 48 WHAT? 7 I BELEVE THD IDNIZING RADIATIDN-8 ftS. LAINER: " CRIES.* 8 PRODLCDG IM: LIAR DDUSTRY SHOLLO C019tMD STRET 9 1994 MANIFEST 83750. 084 CLpl23. 1988. 9 IEGLIATIDN. CUTT DG CUTS QUEH OUTAGES. ON-LINE 18 MANFEST 57383. 388 Q R 23. 70 A LAY PERSON AS NYSELJ. 18 MAINTENMCE. AND HLMME DSES. YOlst RECORD OF MANY 11 CURES INDEATES SAFETY KAZARD AND CONCEM PERSONAU.Y. 11 YEARS SPEAKS DIRECTLY TO YOU, NUCLEAR DDUSTRY. I 12 70 #E. I NEVER BELIEVE ANY DAILY ROUfDE EMISSIDMS AS 12 DON'T SPEAK OF MYTMDG POSITIVE. I PLAN TO CONTIME 13 SAFE. IEEVER. ALTHOUM !! DOES SED LINE AIR. 13 70 HELP SHUI DOWN DIABLD. STOP DIABLD. DEC0fttISSIDW 14 I SEE THE WATS EMDSIDNS. MY MALOGY. 14 DIABLO NUCLEAR STATIDN. I DO APPRECIATE PUBLE 15 SIMILAR TO KMAII. I SM LMA AND OCEM WATER CREATE A 15 EARING. 18 *V0G.* V-0-G. VOLCME POG. SEVD AD MMS PROM 16 751. lERSCHOFF IMMK YOU. MISS LAWVER. 17 DIABLO LMIT ONE. INE TWO NLMES. WHERE I LIVE. ! SEE 17 ISL. HENDERBON: IEXT IS BILL DENEEN. 18 Yolat *N06.* AT DIABLO NLMES. Yolat ICT WATB AND OCEAN 18 A VDEE: IE 12PT QUITE A WHM AGO. l 19 WATER C3EATE NOG. N-0-G. NLELEAR POG. 19 fft. HENDERSON: ORAY. TED MALL. Es I LIVE LMDERSTMDING THAT YOLSI 28 f9t. KALL: I M TD Hall. A LDMG-TDE RESDENT 21 RADIDACTIVE ADLEQUS DDSIONS CONDDSE D THE 21 0F THD ColNTY. I RADED POUR BOYS 3 THE COUNTY, 22 Aff0$PHERE OF THD MARITDE (I.IMATE TO EXPOSE UC. 22 WHEN ONE D NOW RADDG HIS FMILY D THE COUNTY. I 23 I KAVE GREAT FEARS IEGARDDG YD3 23 AM 48 YEARS U 1HE EMCTREAL INDUSTRY. ELECTRICAL 24 CONTDUDG AND C0!POUNDDG OF USED FML ASSDOILIES A 24 CONSTRUCTIDN. MD ABOUT - WELL. FROM ABOUT '75 TIll 25 IMES FACILITY D HOSGRI FA2.T PROXIMM - 25 '87. I WORKED AT DIABLD CMYON. A GOOD SHARE OF THAT 134 136 SAN LUIS REPORfDG SM LUIS REPORTDG PAGE 135 . PAGE 137 l 1 THE REPORTER: I'M SORRY. I DEN'T UGERSTAG 1 TDE ON CDNSTRUCTIDN. AG AFTER THE PLWT WAS 3 2 YOU. WHAT? 2 DPERATIDN. FOR CONTRACTORS THAT HAD - WERE ASSIGNED I 3 MS. LAWVER: A NUKES FACILITY D HOSGRI FAULT 3 RESPONSIBILUES FOR MADifENMCE AND LPGRADING THE e PROXIMM WITH VMS OF 90RAfD WMER HOLDDG THE 4 SYSTDIS AC THAT SORT OF THDG. 5 ASSDIBL23 70 CDOL DOWN INVOLVES SAFETY. 5 I AM CURRENTLY THE BUSINESS MANAGER FOR
$ I HAVE ANCTHER LDT. U.S. RADIATIDN S THE LOCAL CONSTR'KTIDN IMIDN. WHO PROVDES WORrJ3tS TD 7 SHES CALFORNIA. I READ HERE DIABLD CMYOW N'JEIER 1. 7 DIABLO CMYON FOR DUTAfsES THROUGH A CONTRACTOR 70 DO 8 171.8 MTV. IRRADIMD FUEL DN SITE. DIABLO CANYON 8 WORK ThAT D ASSIMED TO THEM BY THE PLMT. MD fff 9 IMEER 2,142.0 MTU IRRADIMED FUEL Dil SITE. 9 C0ffENTS ARE 70 BE sofEWHAT PERS0KAL D KATURE AND 10 AND I ASS *JE -~ THIS 90tLD BE MY ONLY 18 PERHAPS ICT TECHNEAL.
11 DUESTIDW THAT I CM CONCEIVE ABOUT THD POINT. THAT ffrU 11 BUT I WOLLD LIKE TO SAY THAT CERTADLY IN 12 INDEATES PETRE TON LRUS? 12 AU. MY YEARS 3 CONSTRUCTION. I NEVER WORKD ANY - I 13 fft. PERSCHOFF: YES. 13 THOUMT MYSELJ A VERY SAFETY-CONSCIDUS. 14 MS. LAWVER: SEEMS LMSAFE TO PE TO ACCLDSAATE 14 QUALHY-CONSCIDUS WORKER PRIDR TO KAVDG MY DFLOYPENT 15 ICRE MATERIALS THAT CM SHAKE D M EARTHOUAKE TO 15 AT DIABLD. I HAVE IGNER EXPERIENCED THE DEGREE OF 1R EXPLDSIDN. 18 CONSCIDUSNESS AND C0fftH MENT TO SAFETY, TD QUAL m . 17 RODS FLEL RODS GASSES ASSOCIATED WITH 17 TKAT I EXPERIENCED D WORKDG AT DIABLD CMYON. I SEE 18 THE ROD VMS OR POOLS IEM talSAFE EXPOS'JE TO 18 THAT CDNIDUDE. 13 POPtLATIDils. 19 ALDMG VITH THAT I NEVER EXPERENCED THE 29 NUCLIAR TRMSPORTATIDN. 70 THE BEST OF MY 20 CalSCIOUSNESS ON THE PART OF M OWNER OR D TE WORK 21 100WLEDGE PUEL DR WASTE. SHIPPENTS COPE MD 00 21 PLACE OF THE RELATIDMSHF OF SAFETY THAT WHEN SAFETY D 22 LkMNOUNCD TO AVOD PLELE PME AND TDRORDTS. THEY 22 0F GOOD QUALM, THE PRODUCTIDW IS CERTADLY DFROVED: 23 80 BY SPECFE ROUTES AT SPECFE HOURS. 23 THAT A DIMDDHfENT OF SAFETY. NOT ONLY DFACTS 24 YOU Do II LDE TERRORISTS. YOU CONTDM 24 PRODUCTIDil. BUT H IS NOT COST-EFFICTIVE AND THAT THE 25 70 SCARE PE. NOTHDG YOU D0 EVER SIINS SAFE OR LP 25 TWO 90 KMD IN HAND. 135 137 SAll LUD IEPORIDS . SM LUIS REPORfDG SM LUD IEPORTING
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1 fff EXPRIBG HAS EM MAT Pebt NAS 1 IEC THAT TWY NM GP OTER PUTLIE lEETINGS LEE. MD 2 CIMSBTENTLY DDOWTRATED flE DESIIE POE SAPETY IN ALL 2 I MOU If MAY E A RIIDEN 70 TRAVEL IEE. BUT II 3 A 3 EAUE. PROM fig PEnsONAL SAPETY OP uomWE TC fit 3 VERY Org Capta1UY. WE D0 APPECIATE fit PLELIC 4 NfEWLITY OP TM Puliff AIC TIE IMBTAU.ATIDMS TH4! AIE 4 BCHMBE AND TIE PLE.E Eff3B INYILVED 3 HIS 5 flWE Ale flE ONEDING M5POMOE TO PRMIVED 5 PMCESS. D D VEltY IWORIAllf TO L5. 30 I THA10( Pe6E S DIMINIEWer! 0F flE alALITY OF TW PUWT W TE PART OF $ FOR T1125. THMK YtE POR EIMS LEE. T WCHWIS 70 IEPOW THIS. I ME filAf CONTINUINS. 7 IIL. lW ECN0FFs THAletYOU. O AIC I M VERY ""- 70 ME A IEPORf 8 let, mmrm l Egg gy B PMD PRAlet. 3 CONING OUT THAT II LDWCBS DILIMir!LY AT NOW TO INMVE 9 IR. PRA10(: Off IIAIE B PIED PRAIO(. IMA 18 Als UlWE flWE 5 - WIWE TMIE AIE PIWEBE Als 18 IBSDWT OF SAll LUII DEDP0 Colafff. IHASBOM MRE. 11 GPPORnalHIES POR INROVDelf. 11 1 EPBf! 30 YEAIIS Ill TIE FIIE SERVICE. EDTH AT THE 12 AND THAf *S BASEA11Y TIE IIATLSE OF HY 12 RA10( AMD-FIL2 LEVEL AIC MMAIEleft 12 VEL. AllD I IEuuY 13 CDfter!S. I FIN THAT CWElf!LY - I THIlOC ! leff!DMD 13 UA8il'T GOING 70 COf9ENT TODAY BUT flWE WERE A COLFL2 14 I M T1E BUSInsS M411AMR FOR flE LOCAL LalIDil. Ale OL5L 14 OP Colterf8 THAT WWE MADE ff 50fM PetE STAFF AllD 15 femRS 71L47 AIE N052318 OUT flWE PIEL VERY ltEN MAI 15 10L518ELP THAT TIWLRED IE. 18 SAPETY II A flAJOR IssLE. CBtfAIIE.Y POR M IleLETItY 18 AS THAT II TE - I THIl0C TIE llEY TO 17 THAT 3 VElly twem AgDUT SAPETY AIC NAVE A STROME. 17 SAPETY. 30fH OP flE Eru!YEES Ale flE PLE.E. 3 18 UING-OLMATIDil MCOE OF ADDIESSDB SAPETY 2555 Ill A 18 AIENESSED WITH TOP NAllAlWWlf. AIC ! KILO OF THOUWlf it LABOR /MAILAMleff APPRDADI TO THERS Alt IECOGNIZE flE 15 THAT TCP MANAEDeff MAYE GAVE SHORT SEIPT TO as IEED TO HAVE IlrLf! PROM All LEVELB. NOT JUBf If Rale (-AMD-FILE comer! TODAY. THEIE AIE A PEW llHIlWIS 21 MAllAiWelf. BUT FIIDM TIE PIIONT-LIlE. Oll-TM-Puloit 21 3 flE RAIEC AllD FILE.110 MESTIDIl ABOUT II. BUT SAPETY 22 DFLOYES. AND PWISONALLY. I HAVE GlEAT CDNPDOG 22 D REAl1Y CONTINENT 17011 WHAT MAPPDS AT THE 23 THAT THIS B IEDG ADollESSED AND WILL E ADDIESSED TO 23 RAIR(-AllD-FILE LEVEL. AllD I DON'T fMINK THE ISSLE 24 THE REST IT CM POSCMLY BE. THA10( YOU. 24 SIDLLD GIVE SHG#f SHRIPT 70 THE CoffEDITS THAT C0fE PROM
- 25 fft. IWISCHOFF: THAIAt YOU. TED. 25 RAIO( AllD F EE. AT LEAST THAT WAS IfY PDtSPECTIVE WHEN I 138 148 SM LUB IEPORTING SM LUB MPollf38 PAN 130 % PAN 141 1 Igl. DENDERSON: DAVE $ PAIR. 1 UAB A MANA55t. AllD PORTLSIATELY I HAD A FAIR SAPETY 2 fft. SPALR: 0000 AFTElt100N. I M DAVE SPALA. 2 IECORD. AllD If WAS BECAUSE I LDTDED TO THE RA10( AND 3 PflESIDDff OP THE ECONOMIC VITALITY COlFORATIDN. IM 3 FIL2.
4 NOT HERE REALLY ON BEHALP OP THEM. I DO NOT HAV! M 4 AND THELE D A TM 19G1 PRDOUCTIVITY AND 8 0FFEIAL POSITIDN FIIOM Iff BOAllD OF DIIIECTORS BUT I M S SAPETY ARE CofrROMISED. THERE 3 A CERTAIN POINT WHERE S HERE 70 IIELC0fE THE ISIC AllD PG6E'S OPE PIIOCDS TO LDOK $ YOU Call Colff!NtE AllD 3 CREASE PROOLETIVI!Y. AllD 7 370 SAPETY. 70 ColffIPJE SAPW. THE IIOLE. OR ltY 110L2. 7 IIICREASE PRODUCTIYUY. BUT THEN EYOND A CERTA 3 POINT. j 0 0F THE EVC 2 70 GRACT JOBS OR CIIEATE J005 POR flE B SAFETY IS COlFROMBED. 9 COL 2ffY. PG6E FLAYS A flMOR PART 3 THAf; DIABLO CMYON 9 AllD II APPEAlls 70 IE BY VIRTLE OP THE I 18 PLAY 5 A MMOR Pall! 3 THAI. IIE ELEVE THAT SAFETY (F 18 MPORT YOU HEAllD TODAY. THAT WE AIE RIWif AT THAT l 11 DIAND CANYDel PUIS PEOPLZ 70 EASE THAT THE II A SAFE 11 RAAGED EDE . AND I THIl0( THAT AS PIIODUCTIVITY. AS 12 LOCATIDW POR IEW AND EXPAllDDG ColFMIES. 30 I JLET 12 PRESSullES POR Pfl00UCTIVITY INCIEASE. THERE VILL BE 13 NAlffED TD llELCofE YOU IWlE. THAIOC YOU V UY ltlCH POR 13 ADOUIDNAL C0frROMISES Ill flE AIEA 0F SAPETY. YOU CM l 14 COMING. THAIIK YOU POR HAVDE All OPEN IEET35. lE 14 OllLY UORK SofEB00Y SO HAllD AIC PIE!TY SOON YOU START l 15 IEALLY APPIECIATE THAT. MD I LOOK POllliAllD TO LIAltl38 15 MMING MI5fAIES. 18 Molle ABOUT DIAE.D CAlfY0li AllD flE SAPETY Pil03SS 18 AND I HAVE MAD SOIE EXPERIENCE VITH THE 17 let. IWIBCHOPP: HAlet YOU. DAVE. I IIAVE TO 17 ffAPP Af DIABLD, AND TWY C5tfAINLY AIE GUUE CofrETmt! is ADNU. E uAS Pe6E'S IDEA 70 llAVE THD IEITIMB IEE. 18 AllD llAVE MAD A VERY 0000 SAPETY IECORD LF LAfTIL NOW. 10 UE ORIRINALLY HAD SCMDL12D U FOR AllL30fcil. If MAS 19 YOU Call OllLY PUT 90 IREX PIESSLEE ON THOSE PEDPLE. AND as OLft IDEA 70 OPWI II 70 flE PLE.IC APTWIWAlWS. Ale EDTH IS IRESI I LEAR PEOPL2 SAYIIIG. 'WE1. YOU 10100. YOU GOT TO 21 (F THOSE SEBED TO E HoltTHWHIL2 CHAllMS. 21 IECOGNIZE fit 3E ComeffS Calf PIIDM RAlet AllD FILE AND 30 IE IR SPALR THAIOC VOU. I HAVE IEBI IEE. BUT 22 flWE 3 GOING 70 E 30fE DDGRulf!L2D PEOPLE MD THEY 23 DNLY 30 DAYS. WW IN THE IIOL2 AND I FIllD If A VERY 23 Apg r rum ABOUT LDS3G THEIR J008 MD THIS TYPE OF 24 OPW ComLRlITY. THE COlalTY OP SM LUIS 0033PO AllD All 24 TH 3 8
- THAT TROLE 23 IE. l 35 0F THE CITIES IEPIESBffED I Il0 LLC IEcomelD 70 flE 35 I THDE( YOU OLEN! 70 EIVE TE CONGDITS 1 138 141 j SM uns MParDE i SM LUIs MParBi SM LUIS IEPoltfIlle l l
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P M 142 P M 144 1 Am PROVBE All AVWRE. All EASY AVENLE, POR ME Als 1 NIDOL2 RAINE ESILTS ON NOW wwn llMMIBff IS 70
, s. 2 F212 PEOPL2 70 MME IXNeeffS LDECfLY AIC ANOWTEUE.Y 2 IEt!AM PROEEE U UAB VEltY ltEN TE SAFE 3 flE
- 3 70 VOL5L STAPP M I NDet flWE B SUCN A MING AB 3 IBEANIZATIDIl THAT I PARTEPATED 3 flE SL5tVEY. TNA!
4 ETRIBUTIDN IN AU. INEMI2ATIDMS PARTEILAILY LAM 4 ORPMIZATIDII*S IESPoll5E WAS D9EDIATILY TO NAVE 5 INEAllI2ATIDE. TIME IS A mitfA3 AlWLaff IF PEAR. Ale 5 NAMEDeff PLN11 PtNtfM A ELAN 31 OF WEAT INIf!ATIVES. Ag 8 I filDet TNA! TNA! PEAR SELEJ E ELINEATED 8 I TMDB( fMAT 3 E3E 70 MAPPBf DI 33 CASE. ALSD. 7 Git! ABLY. IEElf IVBffs BIND OF DBENSTRATE filAf TEIE 7 THE LDE STAPF MEPOWED N0esFLELY. I B IEASON TO PEAR. O $3 WNTNB 1ATER. LDE STAPF SAID filAT U WAS A S 30 I Aft PLAASED YOU CAFE LEE Als S PAILLIE. SIX ImNTHS LATER. PERFLE lEIE D03G TN308 18 PEVIDED flE PLE.E Alf GPPWTLSIITY TO Coltelf. IE AIE is TNA! EURIED DOWN flE PlWGS$ OF TE CONTIltl3G 11 IA0NEG AT A VEltY EERIDLE SITUATIDN OUT TIEIE. AND ! - 11 IIFIIOVDelf. NAllAIEDEDff NAS STILL ADDE ALONG WITN flE 12 AS MIEl SAPETY IS COERONIMD. If IS NDI JLET TALJCINB 12 . PLAN THAT TEY liAD PIESBffED mum Y. THOBE 13 ABOUT 30pt LIffL2 BCIDer!S filAf MIBf! APPECT A PEW 13 DCIVIDUALS THAT WOIBED TO SulW 00lAl TNA! PROCESS 14 BFLOYEES OR A PEW ISWRE OF TE PLE.ZC. E AE 14 Imel*f CAMED IfMMER$ Ill TNAf OREMI2ATIDN; TEY WWE il TALMING SERIDLE PIIDEAIB. Als I MDe( VOU ALL 15 CAU2D SABOTElsts. Dial *f SAY THAT ON M AIIFLAIE BUT is EcolWIIZE THAT TWWE COLLD E PAlt-EACNDIB DFACT IRWI 18 TM) llEPT Af II. AllD fl010LABI flE DILIMIN2 0F SofE VBtY if SAPITY IS CDIFRONIEED OUT TEIE. 17 CDNBCIBff2 DUB MIDDL2-LEVEL DFLOSS. flE Pil0 CESS 18 AIC 30 I 15lE THAT VOU UOLEJ SDE 18 U0EED. TEY JLET llEPT NApp5HDR ANAY Af II. 18 COIISIDERATIDN TO EVWlY Coleelf THAT coles PIION TIE flAfel is NOW THAT ORBMIZATIDM MAS TLatED ItsEJ 28 Aim FILE. SofE OF flet AIE Cut!AINLY NNMn WITH af AlWLalD PIION DE THAT WAB DolbifR00lWI AE WOLLD E M 21 THEDI OWII PDISONAL ELPAllE. BUT I THDet 1C87 OF flE 21 EXAfrLE OF ELATIVELY -- WELL. If NAS NAVING A VERY 22 PEOPLZ ARE PIIDFESSIDelAL DUT THEllE AllD 410 LAD NOT RAISE 22 DFFICLLI TDE. EVD THOUWI EVERYEODY THAT WO10ED THEM 23 THESE CONCDINS WIfMOUT fitLE. DEIP CONCEEl P0ft flE 23 UAS A GOOD PEltSON. TO A VERY LPSTAEING ORGANIZATIDIt 24 SAFETY OF THE PLELE. TNAllK YOU. 24 THAT NAS 3 CREASED HS PlacDE AND US PRODUCTIVITY 25 E. letSCHOFF: THAllK YOU, PIED. IIE -* JUST 25 DeelSELY. i 142 144 l SM LUIS REP 0ftf!NG SM LUIS IEPORTING I PAGE 143 PM 145 l 1 ONE Corgerf WE DO VALLE THosE CopterfS filAT Cope Fil0N 1 AllD I AN IIDI 003G 70 #EITIDIi flE 2 AlfY SOUllCE. WE NAVE AN 000 ifulWER. F0it DAfrLE. PRAllK. 2 OIEMIZATION. BUT THEY ARE DfWOLVED 3 A DPPUIENT TYPE 3 THAT WE MAN TO COL 12Cf THOSE C0f9 Effs. 7 AGREE. EACH 3 0F SAFETY. 30fETNDie TO DO VITH CRDLDIAL JUSTICE 4 DNE 3 DFORTAlff AllD NEEDS 70 E LOONED A7. 4 SYSTDt. 30 I WAS VBtY P12ASED TO SEE THIS IIEPORT AllD ; 5 E pnum. TAURIA LINALA. 5 flE PARTEPATIDW OF 1NE CopFMY AND flE IDIC AllD THE s is. L 3ALA: 8000 AFTERIODII. I M TALNtIA 8 PLELIC. ALSD. THIS B VERY ltJCN FORE DffE2EST3G THAN 7 L3ALA. I AN NERE AS A PRIVATE INDIVIDUAL. T UNAT WAS ON C-SPM TODAY. I 8 PORTUllATILY. I HAD flE APTDIN00N OFF. If IS OPTDI THE 8 15t. IWIBCHOFF I Doll *f MMOW NOW 70 IESP00 TO S CASE DI WORNDIG WITH C0fFUfDIS Di TE PLELE DONADI 9 THAT. is filAT WOULJ E VERY UBEFLL DI AffY TYPE OF DWIGGICY. UE 10 NB. LMALA: I RESS P YOU ME TNDe(ING ABOUT 11 STAY LP ALL MIGHT Wolu(3G ON THEN S0 I ilAD TE DAY OFF 11 A CopFUTER PWIBON. A CofrUTER IWW. IRIAT 00 THEY DO ON 12 TODAY TO MAME LP POR THAT. AND I WAS AE.E TO AffEND 12 flER DAY OFF. WATCH C-SPM DI flE IWilN3G AND 00 70 All 13 THIS VERY DIPolutATIVE lEARING. AllD IEAlt fME WEAT 13 INIC MARDIG 2 TM APf5beOll 14 VARETY OF PLE.E Costelf. I IlOLLD LINE TO TMAIOC flE 14 NOWEVER fielE IS ONE PODff I UOLLD 15 IsIC. PrdE. AllD flE PLELE FOR YOLNt IlffDEST Ale 15 LINE 70 IWWE TO FINISH IfY C0f9Ef!S filAf I INDec 3 A 15 IESPollSE TO OVDIBIIBff 3 TESE SITUATIDIES. 16 CHALLBIE THIS TYPE OF SITUAf!Dil IS NDI M 17 IlY PWW0llAL C019 Effs ISE ftBAY AIE 17 LE-VEllSUS-THEN SIfuA!! Del. If Bit'f SofETN3G POR 18 MCALBE A PEW ~ A COLPLE YEAIIB Am. I WAS IllVILVED AS 18 PEOPL2 70 SAY. *lELL. I llAVE EBf A 0000 PDISON. I 13 A PAltfEPAlf! 98 A SLRtVEY. A CONTDIVOUS Dril0VBeff 18 IBIDW I AN A GOOD PWISON AE UNAT VOU AIE SAYDes IS 20 SL5tVEY. SUCN AS THE DIE THAT WAS PIESOffED IEE TODAY 25 151001G.
- 2 3 flE TYPE OF S U UATIDilIA WlE EVERYSODY 21 NY SYlWIBY. AND TN3 WAS DLE 10 flE PDCEIVED *1 INVOLVED NAS TO SAY. *I Uniff 70 LEAR flE OTIER RJY. I 22 INADEQUACBS OF MAILAGOWff AllD LDE STAFF 3 M 22 UAltf 70 PAltfEPATE.*
23 ORGMIZATIDel. AND THE IEAsoll I DECIDED TO SPEM 23 IF DILLY DIE PEllCBif 0F flE U.S. MAIL IDE 24 PLELICLY WAS BECAUSE TE lESLLTS WEIE SINILAlt. 24 Not DELIVERED ColulECTLY. Aim flEIR RAfDIE WAS se 25 Olt PAGE 31. PDCEIVED FAIlLY N00ERATE TO 5 PBE2bf! EFFEIBff. MILLIDMS OF L2ffElI5 WOLLD 00 ASTRAY 143 145 SAll LUIS EPORfDIB SM LUB IEPWt! DIE SAll LUIS EPORTIIE
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1 D OIE YDR IN TE talITBD STATES. 30 IP 91 PWCDff 0F 1 POLBID 2 A VERY DffEESTDG FBILBE THAT 3e
,, % 2 TE PARTEIPAlffS IN TE SL5NEY 8AY THAT THEY PEEL THAT 2 PDICDif DE NOT ESPOND TO THE SL3tVEY. D SEEMS 70 Q e 3 SAFETY CONCERNE AE EDG A00 FESSED Ale AE Urimst ON 3 M RATER XIINI AND DffERESTDG FIEL5E. ALSD. Titi 4 EVERYBODY'S KDD. THAT L2 AVES UB SOE ROOM POR 4 CofrARDON EDIG DONE VMEN THERE WAS SEVERAL TDES S DFIEMDeff. THAlet VOU. S PODffED OUT BY PEE OFFEIALS HOW Pfl0LE THEY AIE TO BE S let. PERSCH0PP: THAlot YOU. TAEIA. M DIDUSTRY LEADER. NOW THE SLRVEY WAS DONE WITHD TE 7 ISt. lEIDERSON: 1tLAUS SCHlalAlti. 7 IM: LIAR DIDUSTRY. AND THE CofrMtDON WAS DONE HOW PEE B Igt. SCHLRAleis WOD APTEluiOON ffY MAM B 5 WAS 00DG DI C0frARDOIf TO OTHER XLKII.AR PDHER P' ANTS.
S ICLAIR SHLRA101. I M PICit PAS 0 ROE 25. I M ALSO M 9 WOLLD ALSO E DITERESTED TO HAVE D CofrAfED WITN A 18 AC.W feEER OF TE CALIPORNIA INEDI PARTY. TIE LOCAL 18 SLNfYEY WHEX MDBff ACTUALLY AD01ESS THE SAFE TYPE OP 11 CHAPTB HERE. AllD THOSE WHO HAD THE FORTLSIE OR 11 ISStES OF DFLOYEE PARTEIPATIDN D OTHER DIDUSTRIES 12 MDFORTlalE 70 IEAR E SPEAKDE EPDIE ICNOW THAT I 12 THAT WOLLD E M DffERESTING ASPET TO H. AS WELL. 13 USUALLY PEPARE VERY IELL AllD HAVE HAD A PIEPAfED A 13 ALSO, I WOLAJ LINE TO MAKE A ColfU OF 14 FIVE-MDfUTE SPEICH TDED VERY WELL. AND I THDOC I M 14 C0fMDffs ABOUT DIE SITUATIDel WHICH I MLIIVE PROBAE.Y 13 00 DIG TO DDCARD II BECAUSE ACTUALLY ffY FDtST IEACTIDH 15 LED TO TODAY'S lEARDIG. CERTADILY. I WOLAE THDet Walla 16 TODAY TO THE PEARDIG IERE TODAY D THAIOCS 100 POR THE 16 ALSO HAW LED TO THE CONDUCfDIG THE SLRVEY. TAU (ING 17 PLE.E C0fterTS. SECAUSE taff!L THEM. I PEEL E MAD 17 ABOUT THE IEEIL ADel CASE. WHIDI D YERY 10 MOSTLY A WELL-STAGED Pim.E ELATIDW EVDff. 18 CoeffROVERSIAL. I THOUEff -- FDIST OF ALL. HE WAS NOT 18 I WROTE DOWii WHILZ LD11MDB TO THE 19 THE ONLY PDtSON TO EXPIES? COICDINS, 08VEUSLY. ABOUT 23 IEDfrLEMAN FROM THE SYNERGY C0fFAlfY A FEU OLESTIDMS 29 TE SAPETY CtLTIRE IN REGARD OF THE DEREGLLATEN. I 21 WHEN CAPE TD ffY MDCC. WHEN I Il0LLD LIME TO SHME VITH 21 IEAD D THE T-T ON MAY 13TH. '98. Oil PAGE A 1. THAT TIE 22 YOU AT THD TDE. 22 DIABLO CONSTRUCTI0ll PLAlotER WAS SAYDG TIERE WAS A 23 I THDOC WE tttDDtSTAND THAT THE StREY WAS 23 WHOLE LOT OP (DLAUDIBLE) ISSES. { 24 PAE FOR BY PG68. I ASSUME THE C0fFMY WAS SELETED BY 24 THE REPORTER: WHOLE LOT OF WHAft 25 PG6E. MD I WONDER HOW A FEDERAL AGENCY LIKE YOU CM 25 f5t. SCHLRANN: THERE IS A WHOLE NEW CILTtRE -- 148 148 SAN LilIS REPORTDIG SAlf LUIS REPORTDG l' AGE 147 PAGE 148 l l 1 LEAVE IT THERE CAli BASEALLY RELY ON THE StstVEY PAD 1 101. fERSCHOFPs llLAUS. HOLD ON A MDIUTE. 2 FOR BY PG6E. SELECTED BV PEE. 2 THE REPORTER: I Dell'T LSIDERSTAND THE -- ON 3 ARE THERE ANY OTHER PLAlts. I MV ASK. POR 3 PAGE A-1. COULD YOU G0 BACX 70 LIAT. 4 MAYBE MOTHER SURVEY OF THIS WHOLE VERY SCRIDUS MATTER, 4 MR. SCHUMAl01: COULD I HAVE A SIP 0F WATER. S WHICH WE WOULD GET A ICRE D(DEPENDENT CUTFIT. WHICH $ PLEASE7 6 ILAYBE THE NRC RIGHT E PAYDG FOR AND THE SELECTIDN 8 154. PERSCHOFF: SLRE. 7 MIGRT TAKE PLACE BY M OUTFIT LIXE GREENPEACE OR MAYBE 7 THE REPORTER: YOU SAID *THE CONSTRUCTEN* O LIXE THE NUCLEAR DIPORMATIDW RESOLRCE SERVEZ. I THDot 8 WHAT7 *THE CDC TRUCTIDN* WHAT7 8 THAT WOULD BE OVERALL MAYE ICRE HELPFUL AND MIGHT S fft. SCHtRA401: IT WAS REPORTED Di THE la C00ffRIBUTE TO A PCRE 01UECTIVE ESULT. 15 TELEGRAM-TRDIUNE. THE LOCAL NEWSPAPER HERE. ON MAY 11 IEVERTHELESS. I HAVEN'T READ THE SiffVEY 11 137H. '98. ON PAGE A-1. DIABLA ColfSTRUCTIDN PLAiOER. IT 12 Di DffDETY ffYSElf. BLff I HEMtD PROM ICCHEL12 EC'(ER, 12 WAS SAYDIG THERE IS A WHOLE LOT OP (IHAUDIBLE) DStES. 13 fCTHERS FOR PEACE. THAT TO MY OWN ASTONDHfEDif I SIERA 13 THERE D A WHOLI IEEW CULTURE AT DIABLO. NO DOLET ABOUT 14 SAY. THAT THE StRVEY HAD SOE VERY CRHEAL ASPECTS D1 14 II. AND THERE WAS A IIEPERENCE TO THE DEREGULATIDW OF 15 IT. ,30 I M GLAD POR THAT. is THE ENERGY INDUSTRY. WHICH Di MY VIEW WAS A VERY 16 BUT WE All SHOLAJ KEIP 3 MDID THAT THIS 16 DAIEROUS SITUATIDel. I WONDER WHETHER II*S WISE TO 17 SURVEY. I THDIK. WAS JLDGED BY PG6E. USELP. AS A 17 MAVE M DOUSTRY DEREGLLATED TO CofrETE WITH OTHER 1B RLTML233 SElf-ASSESSPENT. I THDIN THAT WAS TIE NOlWS 18 DIDIGif SOLRCES. All INDUSTRY LIE THE IluCLIAR DIDUSTRY. 19 EDE SAID. AllD I THDOC THE DFMASD HAS TO IE VERY 18 WHKH 08VIDUSLY HAS DDIATE DAliGERS TO THE PUBLE. 20 HEAVILY ON *SElf* HERE. IIE SHOLLD KEEP Di MDID THAT 28 TRDENDOUS DAllGERS. I SHO'JLD SAY. 30 WHETHER P1 THE SLRVEY WAS TAKDI DI All DIVDIDIDENT OF DEREGLLATIDii. 21 DEREGLLATEli 0F THIS SITUATIDel MAKES SENSE. I THDOC IS 22 THAI AT THE TDE THAT THE SLRVEY WAS IEDG TAIGDI. 22 A VERY -- IS A OLESTIDel BY USE1. 23 AutEADY See DFLOYEES HAD BEDI LAD GPF. WHILE OTHERS 23 AND IN ADDUEN. THERE IS ALSO ffY 24 APPARDfrLY STILL DOWN THE PINE. 30 I THDOC THD SHOULD 24 tatDERSTANDDIG THAT 48 OP IGl. AIXEN'S CD-WORMERS HAVE 25 BE TAKDE ALSO TO KDID WHILE JUDGDG THE SLRVEY. 25 PflDTESTED PG6E'S TREAffENT OP fft. AIKEN TO YOUR 147 143 SAll Lt1IS REPORf D G SM LUIS REPORTDIG l l SAN LA'D MDG
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1 CafetDSIDI(. Z DON'T 100f ABOUT TRAI. Eff 3 EME ONCE 1 ACTUEY DVUE SKEPTEDM 3 THAT EGARD. j c s, 2 AEDI PMM THE EWSPAPER THA2 STATED THAT. 2 PGM D A PROPD-SEEMDG CORPORA 2IDW SO l
- 3 NOW. WE AL11010W THA! IWt. ADEN'S IWITAL 3 THEK2 5 A NAftRAL AlffA30NISM ETVEEN SPENDDG FOtEY ON l 4 STME IS TO E DECIDED BY THE femEAL PNFESSIDN. I 4 SAFETY, WHEN MANS EXTRA STAPP. THAT DIRECTLY j
$ DON'T KNOW ABOUT U. VOU PROBABLY DO NOT HAVE T E 5 THREAIDt3 THE BOTTOM LDIE. 90 THERE IS A NAftRAL 8 DPERIDE TO P111Y DECDE ABOUT THAT. EUNER. BUT 5 D8ERENT ANTAGONISM Di THIS PACILITY. NUCLEM POWER D j 7 LET'S ASSufE POR JUST A MofGff THAT m. AINEN INDEED IS 7 INHERENTLY DANGEROUS AMD. AS WE HAVE SED II. THE B ISffEY t4 FIT PWI THE CONTROL ROOM. THEN I WONDER. B MATERIAL LDE THD CAllNOT E HANDLED WITHOUT SOff 9 WNY DID D TME A 38-FME IEPORT WY 10t. AINEN POR THE 9 DDBLESAL. If*S ENTROPY: ITS THE LAUS OF HAftRE.
15 MAlWEDENT TO BEQNE AllARE OP UT AND IP WE POR A la WITH EACH PASSDG YEAR ICRE WASTE IS , j 11 Iceff FOLLOW THAT IP IE MAD MOT MADE THE EPORI. HE 11 GENERATED THAT DGEASES THE THREAT. EVEN THE XRC j 12 PR0 sam.Y Wou.D STE E WOEING D TE C0KrROL 200M. 12 ME SaPTmAL OP fiE NuCMM Emuf0RY ComD$mW. i 13 AND D WOM IE A PERSON WITH IEffAL STATE OF MIND 13 AED. NOT - NOT A PERSONAL DS!E. BUT THE DSTITUTIDW j 14 taFI! POR THE CONTROL R00M. THAT Di ITSElf SEMB TC 14 COMDG PROM AEC AND ON IIS XDTORY OF COVER-LP OF MAJOR 15 E 30fETHDG ONE SHOU THDe( ABOUT. 15 AND MDOR DDASTERS. 18 ON THE OTHER HMD. F fft. ADEN PROVES 16 CONTINUDG TO THE PRESENT. THERE ARE 17 NOT TO BE -- I THINK U WAS JUST HAD PARMOID. leffuY 17 ON00DG SAPETY ISSLES AS THE PLANT AGES. ESPECIALLY 18 PEIFECTLY - WOLLI E NOT CONSIDERED TO E PARANDID OR 1B WITH THE Y2K DStE.14(EH I WOU E WILLDG TO ET 19 Pelf! ALLY PEIFECTLY CofrETENT POR THE J08. TEN. OP 18 THAT PG6E WILL HAVE A GotX) CofrUTER SOFTWAfE PU ON 29 COLASE. PG6E*$ HMDLDIG OF THESE C0fFLADifs WOM E 28 WHATEVER PR05. EMS THIS MAY CAUSE. HDH& En. THE 21 SEEN AS TRDENDOUSLY OUTRMEDUS. D D VERY 21 ftLTULDE OP DEEDDED MEROPPNNt$. MANY OF THESE D 22 HEAVY-HANDED TO SAY THE LEAST AND EXACTLY HOW M 22 A PLMT StDI AS DIABLO WOM BE IN EVERY PCTOR. 000R. 23 DFLOYEE WARNDG POR - PROM SOPEBODY WITH f5t. AD0Df'S 23 ELEVATOR. ET CETERA. AND MANY OF THESE ARE BURIED BELOW 24 EXPERIDCE AND QUALI*EAIIDMS SHOU NOT BE DEALT 24 A PEET OF CONCRETE THD MAY BE NO WAY OP KNOWDG HOW , 2S WITH. 25 EACH MICROPROCESSOR U E ASSESS THE DATE. SO THAT IS A l i 158 152 SAN LUIS REPORTDIG SM LUIS REPORTDG PAGE 151 PAGE 153 1 BUT EITHER WAY. I ELIEVE THE AIKEN CASE 1 CERTAD MEA 0F CONCERN. 2 CASTS A SHADOW OF DOUBT ON DIABLO'S SAPETY CULTimE AND 2 3 ffY BUSINESS I HAVF HAD TO SPEND 3 MUST BE DFROVED D THE DfTEREST OF THE SAPETY OF THE 3 THOUSANDS OF Doll.ARS 70 REPLACE THDGS JUST Di CASE. 4 GENERAL PUBLE. I BELEVE IT D YOUR DUTY TO EMSURE 4 50 I WOULD EXPECT PG6E TO DO THE SME IP THE 5 THAT THIS WD.L BE DONE. THANK YOU VERY MLX:H. 5 SHAREHOLDERS ARE AGREEABLE S fft. IERSCH0PP THANN VOU. KLAUS. 8 S0 JUST TO SWt LP, I WANT TO REITERATE MY T fft. HENDERSON: CUR NEXT SPEAKER IS ORVAL 7 GENERAL SKEPTEISM. AND I DEMAND AS A PtMBER OF THE B OSBORNE B PLELIC A CONTDfUED AND DCREASED SCRUTDfY ON ALL THE 9 fft. DSBORNE: THMK YOU VERY MUCH. 9 GAPETY ACTIDNS OF THD PLMET. THMK YOU. le PIRST OF ALL. I WO M L DE TO T) LANK PG6E 18 f5t. PERSCH0PP THANK YOU ORVAL. 11 AND THE bluCLEAR REGULATORY CDfMDSIDel POR HOMDG THIS 11 WE AGREE. HEALTHY SKEPTEISM IS A GOOD 12 IEARDG AT SM LUD OBDP0 DISTEAD OF AL2XANDRIA. 12 THDIG AND KEEPS US ALL HONEST. Di TERMS OF Y2K. THAT'S 13 VDGINIA. I M A RESIDENT. H0fEDWWER. FJSDIESS OWNER. 13 M AREA THAT WE ARE CONCERNED UlTH. AS WELL AS ARE THE 14 feeER OF A PMILY CAN'T SAY *FMILY OWNER.* AND D1 14 UTILITIES. THE NRC HAS BEEN ALCIIDG UTILHIES TO 15 MY PROFESSIDHAL CAPACHY. I M A CHEMIST. IM 15 ASS'JtE THAI l'nCH ONE IS ON TRACM Di TERitS OF ADDRESSDG 16 LABORATORY DIRECTOR OF A CHEMISTRY LABORA'ORY. 18 THE Y2X PROBLEM SO WE ARE IIOT THERE YET. BUT II's 17 I HAVE 1010WW DIGDEERS AT DIABLD All0 17 VERY LARGE 01: OLR RADAR SCREEN IN TERMS OF DSUES TO 18 APPMDf7LY THE RECORD D 0000 Di TERMS OF AVOIDDIE AffY 18 ADDRESS 19 MAJOR ACCIDDITS AT DIAE.0 CAlfy0N. I TRUST THAT YOU DO 19 fft. 0580RNE: THANK YOU. 28 TAKE GREAT EPPORT TO HIAE G000 PEOPLE AND DESDil A GOOD ES MR. PERSCH0PP: THANK YOU. 21 SAFETY PROGRAM I DON'T WAlif TO CRHEIZE ANY 21 IGL. HENDERSON: THE LAST NAPE WE HAVE ON THE 22 DIDIVIDUALS IN THIS. HOWEVER. THERE IS -- 1 HAVE A 22 LDT D KEN WEBB. IP MYBODY ELSE WANTS TO SPEAK OR. I 23 SKEPTEISM OF CoeffDILED SAPE OPERAIIDN OF THE IfuCMAR 23 GLESS YOU HAVE A POLLOW-tP ComDff. UE CAN ACCorocDATE 24 POWER PLANT. AND I M StRE THAT THAT SKEPTEDM IS L4 ON THAT. 25 WIDESPREAD. AND I THDIN AS A SCIENTIST. YOU WOU 25 fft. WEBBr THAltK YOU. I AM GODIG TO Coff FROM 151 153 SM LUB IEPORfDIG SM LUIS REPORTDIE SM LUIS REPORfDIS
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PAN 154 P M 1$8 4 - e 1 A LITIt2 DPPElWff PREPECTIVE. Ify muvaarumm 3 SucM 1 G. NEWT! LAlstD PROM TIE CALFORNIA ENDGY " A* 2 NAT I WORK VITH A COfFAlfY. FebE. POR 38 YEARS. EVER 2 COMDSIDN.
- 3 AT DIAE.D. SLK I WAB Di THE EJCTRE TRMSMDSIDW AND 3 IWt. LAIRIE: let. letbOIOPP. LADDS AND 4 DISTRIBUTIDN DEPARTlWif IREE WE IIAD A LOf OF SAPETY 4 ENTLEEN. MY NAlE IS IWERf 1AL5tD. I AM A 5 REJS MD PROCEDMS THAT WE HAD TO ADIWE To VEltY 5 C0fetISSIONER WITH TIE CALP0ftfIA EERGY COpetBSIDW.
8 Cla0ELY. 8 OIE OF HY IESPONSDILITIES D THAT ROLJ IS 10 IELP 7 APTS I ETIRED PROM M COfrMY. I HAD 7 DVMSEE CALPORNIA DOES As SUCH IELATE 70 IRE! JAR 8 M GPPORMITY TO 90 TO 9015( AS A TOLat 51DE OUT AT B EIERRY.
$ DIAE.D. I HAVE lEEN THDE Al> DST ABOUT NDE AND A HALF S TIE CALIFINBlIA ENERGY COrgtISSION IS TIE 18 MARS 110W. WE TME APPROXINATELY 7.838 PARTEPAlffS 18 PRDARY POLEY ADVISER TO 30TH THE 80VERNOR AND M 11 OUT TO TIE PLAlf! EVMY YEAR. AllD ECAUBE OF THAT. A 11 LIEISLAftBE. le0T Mit!ADLY. BOTH BODIES. AS WEli AS 12 LOf OF THE PARTEPAlffs HAVE THE OPPORTLIIITY TO TALK 70 12 THE ENERGY CDigtIS$1DN. HAVE A INEAT DffEREST D NUClam 13 M TRADERS 13 SAPETY. I M VERY COMPIInff 0F TIE IIRC's CoretITIEf! D 14 WE HAVE A SDEAATOR DUT THME. A8 'rDU 14 THAT ROLJ.
15 1010W. THAT Call DO AlfYTHDfG THAT YOU ASK II TO Do. YOU 15 I UOLAD ALSD LDE 70 APPLAlm YOGI HISTORY 18 Calf SIMLA. ATE A PPE BREAKING. YOU CM SDEA. ATE A STEAM 18 ' 0F COOPERATION AND CopettlICATION VITH BOTH MY AGENCY 17 EIERATOR WlWDIS tr. YOU Call SDEAATE JUBT ABOUT 17 Aim OTHER STATE AdEICDS D ORDER TO EMstfE SAPETY. I 18 EVEltYTHDIG. DICLLEDIB All EAllTHEJAllE. 10 ALSO WAlff TO THAldt 100 POR YOLA ENCOLRAGDG WORDS THAT 19 MAlfY OF M PARTEPAfffs. IRWI TIEY 00 18 UE*VE MAD IECBffLY IEGAIEDIG ColffDfUDIG EPPORTS Di THAT 20 HAVE THE OPPORTitlITY TO ASK OLESTIDMS. TIE OPERATOR. 28 IEGARD. AND I SDFLY WAlff THE PUBLE T0 af0TE THE STATE 21 TRADERS. THEY CAN SHOW THEM WHAT Call HAPPEN TO PROTECT 21 0F CALFORND'S Df!IREST AND OLR CDMITMENT TO WORK 22 f' INE DPPERENT SYSTEMS 30 WE DON'T HAVE QUOTE. "A 22 WITH THE PIDERAL GOVDDOED(T TO EMSt3tE CofffJNITY 23 IELTDOWN.
- 23 SAPITY.
24 THEY -- I GUESS YOU COLA.D PRO 8 ABLY 24 THANK WU.101. ISISCH0PP 25 C0fFARE II WERE AN ADIPLAldE PLYDG AT 35. ass PEET. AllD 25 f5t. PERSCH0PP THANK YOU. fft. LALRIE. 154 13s SM LUIS REPORTDIG SM LUIS REPORIDE PAGE 135 PAGE 157 1 All 0F A StEDEN. All ENGDIE QUITS. WELL. II D NOT A 1 1AST CHALICE. 2 BIG PROBLEM. WE HAVE TWO ENGINES AND THE AIRPORT'S 2 DNCE AGADI. LET PE THMK YOU SEREUSLY. 3 WITH D A REASONABLE D DTAliCE. 80 WE WILL START 3 POR TMDG THE TDE Allo EPPORT 70 C0fE OUT AND ADDRESS 4 CDASTDG Di TO THE AIRPONT. 4 US. THE MISSIDN OF THE NUCLEAR REGULATORY COMMISSION 5 AllD AFTER YOU GET DOWN To AROUT 18.888 5 D TO PROTECT THE HEALTH AND SAPETY OF THE PLSLE. WE S PEET. THE OTHER ENGDIE 0U173. WELL. WE ARE DI A B MDG 70 BEAR A TALDITED TECHNEAL STAPP TO DffERFACE 7 GLEDIG PATH if0W So WE CM STILL MAKE II. 7 WITH THE UTILITY TO ACC0fFLDH THAT PladCTIDN. WE TAKE 8 80 YOU TRY AND LOWER THE LANDDIG GEAR 8 II VERY SERIOUSLY. 9 BECAUSE YOU ARE GETTDG PRETTY CLOSE AllD THE LAllODG S THD HAS EEN M EXTRE!ELY USD"JL lEETDG is GEAR DOESN'T C0fE DOWN. THAT'S All RIGHT. WE CM 18 POR IE TO GET SofE SENSE OF THE DEPTH OF DTEREST hlD 11 IELLY-PLOP: THAT'S SAFE ENOUWl. 11 CONCERN OF THE UTILITY D THESE DStES. WE HAVE YOUR 12 AND SO YOU GET WITHDI ABOUT A MI12 0F THE 12 Cof9 Effs. WE WIll IEVNW YOLR C0f*SDf!$. WE WILL 13 ADPORT AND ONE OF THE WDGB PAL 13 OPP. THD D WHAT 13 CONSIDER THEM AS WE GO DOWN THIS PATH. AllD THAT D 14 HAPPENS OUT AT THE SIMULATOR. THEY TAKE THE OPERATORS 14 ASSURDIG THAT THE APPROPRIATE ACTIDMS ARE TAKEN 15 THROUGH ALL DPPERDff StatARIOS TO MAKE THE THDIG CRAsil 15 IELATIVE TO THE CLLTtfLAL ASSESSperf StftVEY. DI 15 AND THEY KEEP CORDIG LF WITH SOLUTIDelS. 18 PARTICLA.AR. AllD TIE ICRE INDIERAL OVERSIGHT OF DIABLO 17 30. Di ffY OPDlIDel. PROM WHAT I'VE SEEN. 17 CMYON. THANK YOU. THIS IEETDiG IS ENDED. is WHAT I'VE LISTENED 70. UrtAT I HAVE HEAlW PROM IESP00tSES 18 ffME PROCEEDDIGS rm9 tre AT 5:51 P.M.I 18 DDECTED TO THEM PROM 30fE OF THE PAftTEIPAlffs. THE is as GENEAL PLE.E. IS POSITIVE. I M CERTAINLY 20 21 COIFIDerf. I HAVE LIVED D THIS COLAffy POR MAlfY. MAlfY 21 22 YEARS Allo I Df7END 70. AND I CERTADILY MOPE THAT 22 23 DIAaLD RLats FOR MMY MAlfY MORE YEARS. THANK YOU. 23 24 IWI. IEDtSCH0PPi THAa0( YrU. IIDf. 24 25 fft. HENDMSON: WE HAVE 80! ONE lEIE. 25 155 1CT l SM LuD IEPORfDs SM LuzS IEP0xrING l SM t.uzS REPORfDs l
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