ML20196C681

Section II of Plan for Restart of Peach Bottom Atomic Power Station

ML20196C681
Person / Time
Site:	Peach Bottom
Issue date:	02/12/1988
From:	PECO ENERGY CO., (FORMERLY PHILADELPHIA ELECTRIC
To:
Shared Package
ML20196C659	List: ML20196C653 ML20196C681
References
PROC-880212, NUDOCS 8802160208
Download: ML20196C681 (234)

Text

, , - - - , - , _ - , _ _a p 4 9 PHILADELPHIA ELECI'RIC COMPANY PLAX FOR RESTART OF PEACH BOTTOM ATOMIC POWER STATION SECTION II PBAPS ACTION I

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PHILADELPHIA ELECTRIC COMPANY 2301 MARKET STREET P.O. BOX 8699 PHILA DELPHI A. PA.19101 (at si e414000

1. h!MIM' me cweo asecvnvr omern 9gg AN OPEN LETTER FROM J. LEE EVERETT CHAIRMAN OF TE BOARD AlO CHIEF EXECUTIVE OFFICER PHILADELPHIA ELECTRIC COW ANY My Fellow Employees:

The Plan for Restart of Peach Bottom Atomic Power Station describes the management changes and actions being implemented to address the root causes of declining station perfomance.

I want to emphasize, that the preeminent themes discussed in Section II--plant leadership and station culture--cannot be addressed in isolation from our corporate environment. Changes in a company's culture must start at the very top.

Culture embodies our basic values and beliefs, and how we translate those values and tnliefs into the operations of our Company. Philadelphia Electric's top management must clearly define those values and whole-heartedly support, by word and action, the crunges we want to bring about in Company culture. Without such a Company commitment, our efforts to alter the cultural environment at Peach Bott:c can only be marginally successful.

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F Therefore, I believe it is important for me to describe in this letter i the cultural environment we want to establish for all of Philadelphia Electric Company, including our nuclear generating stations.

2 First, as business people, we want to provide quality services to our customers on a reliable basis at fair prices while earning a fair return for our stockholders. To accomplish this mission Philadelphia Electric j Company, with our significant investment in nuclear power, is totally  :

comnitted to the safe and reliable operation of Peach Bottom and Limerick. This simple statement of commitment has taken on new meaning  !

as we deepen our understanding of today's nuclear requirements and f re-dedicate ourselves toward nuclear excellence. [

I believe that the foundation for excellence of our operations is a work force that believes that excellence is tne minimum acceptable level of  :

performance. This means that we in management must provide the l leadership to develop the vision of excellence that will guide every work l activity, and establish the work climate that will enable employees to ,

enact that vision in their daily job performe.nce. It means that we provide the organizational structure, staff resources, training and c facilities to support excellence of work; recognize and reward i excellence; and make it clear, through decisive actions, that we will not tolerate substandard perfomance. It means that all employees understand l and accept high work perfomance standards; participate actively in

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performance monitoring; and make it clear, through timely communications,  ;

when conditions exist which do not support excellence of work. j 2 ,

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While individual performance accountabilities must be clearly defined and upheld, excellence is equally dependent on team performance. Team perfomance requires trust and open comunications at all levels so that there is clear understanding of what must be done, why, by when, by whom, and with what approval authority. Team performance means that we all recognize that each work group has a vital role to play as a service provider to other work groups so that the Company can provide timely, reliable quality service to its customers.

If each of us understands and believes in our vision of excellence and commits to supporting the vision through individual performance, and if each of us recognizes that our success depends on team perfomance, we have two of the basic ingredients for the Company culture I want to establish. A third element of that culture is pride in our work -- not arrogance, but pride. Pride is infectious and creates its own momenttsn toward excellence. I believe that all of us want to succeed and feel proud of our work.

Demonstration of these beliefs must be especially clear at Peach Bottom.

Peach Bottom personnel want to succeed. Corporately we support their efforts to the maximum extent, because succesr. at Peach Bottom means success for all of us.

We know that on the day that Peach Bottom goc *s back on line, it may not yet be among the best operating nuclear plants in the country. Culture is not changed overnight, nor are efforts toward bringing about cultural 3

change imediately effective in achieving the desired results. But, 19 a-cultural change is sincerely motivated, constantly supported and consistently implemented, it will be successful in steadily improving the operational performance et Peach Bottom. Improved performance instills pride' and a prideful work force refuses to accept anything less than the best.

In summary, these are some of the key elements of the corporate culture that I intend for Philadelphia Electric Company. I know that my intentions are supported by corporate and Peach Bottom leadership.

To support our cultural change efforts, we have adopted a set of guiding principles to which the entire Company, from the 011ef Executive Officer to the individual employee, must be dedicated; o Assuring the safety, quality and reliability of nuclear operations, in accordance with the highest standards of excellence, to fulfill and exceed goverrvnent and industry requirements, o Assuring timely training of all Relear managers, supervisors, technical and crafts personnel to the highest industry standards; acnieving and maintaining IP O accreditation in all relevant training areas.

o Maintaining candid, open comunications with the MC, IPO, other industry groups and other utilities, to promote understanding and effective utilization of regulatory and industry experience by PE.

o Maintaining candid, open consnunications between all nuclear line and support organizations, betwee all levels of nuclear management, and between nuclear management and employees, to promote efficient operations, timely problem identification, and effective problem resolution.

o Promoting cultural change by fostering management and work benaviors which support an orientation to nuclear excellence, and routinely monitoring progress toward those objectives.

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o Assuring that tne nuclear organizational structure, management systems and staffing levels ara adequate to provide tne necessary authorities and resources to those managers who are held accountacle for the excellence of each aspect of the nuclear program.

o Assuring that the programs and infornation management systems are in place to assist line managesnent witn timely and effective self-assessment of the quality of operations, o Assuring that the independent assessment process supports line management and is structured and staffed to provide the oroadest possible coverage of nuclear operations at different levels of Company management up to and including the Board of Directors.

I am personally comitted to these principles and will do everything within my power as Chief Executive Officer to support their implementation as we proceed with our Plan for the Restart of Peacn Bottom.

J. L. Everett Chairman and Chief Executive Officer 5

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I PHILADELPHIA ELECTRIC COMPANY PLAN FOR RESTART l OP PEACH BOTTOM ATOMIC POWER STATION SECTION II: PBAPS ACTION February 12, 1988 i

EXECUTIVE SUABIARY i

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SOsticn II: PBAPS Astisn EXECUTIVE

SUMMARY

On March 31, 1987, the Nuclear Regulatory Commission (NRC) ordered Philadelphia Electric Company (PE) to shut down the Peach Bottom Atomic Power Station (PBAPS) at Delta, Pennsylvania. The Shutdown Order stated that neither unit at PBAPS could be restarted until PE submitted a detailed, comprehensive plan and schedule to assure the NRC that Peach Bottom would be operated safely and in compliance with all requirements.

PE has identified four root causes of declining performance at PBAPS:

1) There was a lack of adeauate personal leadership and manacament skilla on the mart of senior manaamment at the olant.

2) The company failed to initiate timalv lieansed ocarator raolmenment trainina procrams.

3) The station cultura, which had its roots in femmil and ora-TMI coarations. had not adapted te chanaina nuelaar raauirements.

4) Corocrate manacament failed to recoanize the developina savarity of the orablems at PBAPS and thus, did not take sufficient correctiva actions.

On November 25, 1987, PE submitted Section I of its Plan for Restart of Peach Bottom Atomic Power Station, which described the corporate actions PE is taking to address the fourth root cause of the issues identified in the Shutdown Order.

This document,Section II, describes the corrective actions PE is taking to address the first three root causes of the issues identified in the Shutdown Order and to ensure that PBAPS is ready to restart and oper ate safely.Section I and Section II are submitted collectively as PE's respor>se to the NRC's requirement for a comprehensive corrective mction plan prior to restart of PBAPS.

EXECUTIVE

SUMMARY

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J Secticn II: PBAPS Actisn PE has developed the following eight corrective action objectives for the Plan for Restart of Peach Bottom Atenic Power Station Section II, PBAPS Action.

Corrective Action Obinetives to Address Root Cause li

1) Establish a PBAPS management team with strons leadership and management skills.

2) Increase the number of site management positions to ensure effective supervision and accountability for each function.

Corrective Action Obioetives to Address Root Cause 2:

1) Ensure an adequate reserve of licensed operators to provide flexibility for relief and rotational assignments and add additional supervisory and reactor operator coverage beyond the safety requirements on each shift.

2) Provide shift personnel with alternative caraer paths and opportunities for relief from shif t work during their career progression.

Corrective Action Obinetiven to Address Root Cause 3

1) Identify and communicate the cultural values which PE and PBAPS management are committed to supporting in the pursuit of nuclear excellence.

2) Provide training and team building support for management to live by these values.

3) Provide training and communications processes which support employee commitment to these values.

4) Ensure that marosament policies, programs and control systems support these values.

Establishina a Strona PBAPS Manaamment Team Philadelp51a Electric Company's top priorities in the last several months have been to develop an effective management team for the Nuclear Group and correct the i

previous deficiencies in leadership and management skills at PBAPS. The Company recognizes that excellence in nuclear operations depends upon excellent management.

! EXECUTIVE

SUMMARY

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I Section II PBAPS Astian and that nuclear managers must have a high level of tecnnical expertise and industry knowledge, be able to develop and implement effective programs, be skillful and caring managers of people, and be committed to the development of a cultural environment which supports excellence of operations.

PE has assembled a strong leadership team to provide new direction at PBAPS. All five senior site managers (the Vice President, Plant Manager, Project Manager, Support Manager and the Training Superintendent) have demonstrated records of successful leadership and achievement of excellence across a broad spectrum of relevant backgrounds. Three of the five (the Vice President, Project Manager and Training Superintendent) are recent PE hires and contribute new msnagerial perspectives from other organizational cultures.

The PBAPS Operations organization has been similarly infused with management talent, as have other management positions in the expanded site organization. Of the top 16 PBAPS line managers at the Superintendent level or above, seven have been brought t

in from outside PE, two have been transferred from Limerick Generating Station (LOS), four h . ..en assigned from the corporate organization and three have come from within the PBAPS organization. Collectively, these managers provide a strong l ea de rship team with a balanced combination of new perspectives 2na solid continuity, and a common commitment to establish a site culture dedicated to nuclear ,

excellence.

Inernasino Sumarvision and Manaamment Accountability at PBAPS i

The new Nuclear organization eliminates the company-wide matrix under which PE formerly provided engineering, maintenance and construction support for its nuclear I

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SUMMARY

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$0stien II: PBAPS Astien operations. The new site organization provides single point accountability and control for site operations under the Vice President-PBAPS.

Each site work function was analyzed to determine whether it was a necessary part of the nuclear Plant Manager's responsibilities for day-to-day plant operations or whether it could be reassigned to other site organizations responsible for support activities. The result of this analysis is a revised site organization, expanded from 23 to 54 management positions at the senior engineer level or above, which provides more focused direction and accountability for plant cperations, outage management and other station support activities, including contractor activities.

In addition to increased management accountability, there is also more employee accountability built into the revised organization. All permanent und contract employees assigned on a regular basis to PBAPS work locations are accountable through their PE or contract management reporting chains to the Vice President-PBAPS, except those personnel involved in independent assessment and oversight activities.

The revised organizational structure also provides for a strong corporate management presence on sites shortens and strengthens the nuclear operations chain of command; e

and enhances interactive communications between the station organization and mar.agement of off-site support organizations.

Egeruitment. Trainina and Career Paths for Licensed Coarators PE has taken several actions to accelerate the recruitment and training of candidates for licensed operator training. Personnel policies and compensation EXECUTIVE

SUMMARY

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Sostien II: PBAPS Astien practices related to the hiring of new employees have been revised to permit nuclear personnel to be hired more promptly and at other than entry levels. Fifteen new candidates for the licensed operator job progression were obtained in the summer of 1987 and are nearing qualification as Auxiliary Operators. Twenty more Helper candidates are currently being recruited. For the longer term. PE is committed to a goal of 85 licensed staff personnel, and will continue to aggressively recruit and train licensed operator candidates to attain this 9o.1.

Additional career path opportunities for licensed and non-licensed operator personnel have been established by the new Operations organizational structure.

The new daytime organization also provides licensed operators with rotational and pernanent career progression opportunities beyond operating shift assignments.

Other career path opportunities will be opened in the future to licensed operators through increased use of their skills in positions in training, quality assurance, outage planning, and other site and corporate support functions. PE is also committed to supporting the career advancement of licensed personnel into positions requiring college degrees. Two programs are being developed, one of which will provide Company support in terms of tuitior,and paid leave for selected personnel who wish to pursue this educational opportunity.

With an accelerated schedule for licensed operator training and the revised entry-level hiring policy, PE will be able to create and maintain a permanent reserve of licensed operator personnel to provide additional supervisory and operator coverage on each shif t, manage overtime effectively, increase flexibility for relief and rotational assignments, and enable licensed personnel to pursue additional career opportunities off shift.

EXECUTIVE

SUMMARY

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Sastian II: PBAPS Acticn Idantification and Communication of Cultural Valuaa Significant efforts are underway to establish a PIAPS culture that will exemplify nuclear excellence. As emphasized by Mr. Everett in his Open Letter at the beginning of this document, these efforts have not been addressed in isolation from corporate, since changes in a company's culture must begin at the highest levels of corporate management.

The foundation upon which PE management is building its nuclear culture includes the following themess individual accountability for perfornance, individual responsibility for safety and assurance of quality, teamwork, open and candid communications, and striving for excellence in all aspects of nuclear operational and organizational performance.

PE has takaa substantive action to implement this top-down cultural change. The Nuclear Group Vision, Mission and Objectives has been widely communicated and actively supported by Nuclear managers. The Senior Vice President-Nuclear and his executive Nuclear management team have defined their commitments to employees and expectations of empAoyees with respect to assurance of quality. This statement of management's philosophy for assurance of quality is being communicated by management to every employee in the Nuclear Group.

The Vice President-P8APS, the Plant Manager and the Project Manager will be i

conducting a series of all-bands meetings the week of February 15, 1988, to -

personally discuss the Nuclear and PBAPS management philosophy, goals, and i commitment to cultural change with site PE and contract employees.

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S:cticn II: PBAPS A3tien In their ongoing communications with site personnel, the PBAPS managers are emphasizing the continuing importance of the material condition of the plant and safety of operations as the basic building blocks of the PBAPS culture. Site managers have consistently demonstrated their belief in these basics as reported in examples contained in the body of this document.

Manaaenent Trainina and Team Buildina for Cultural Ch nRA 4 PE has recognized that excellence in nuclear operations requires excellence in management and supervision. A high priority has thus been placed on improved huclear management training and development. An assessment process to determine Nuclear management and supervisory training needs has already been initiated at the executive level and will be continued down through the organization to the first line supervisors.

The six new Shif t Managers and three other PBAPS managers have successfully completed a four-week course, Manaaine for Excellence, as a first step in PE's enhanced management development and training program. During March, 1938, 12 to 16 first- and second-line supervisors from different site work groups will participate in a four week training program which will focus on interpersonal skills 1

i and team development. Another near-term management training effort will provide PBAPS managers and supervisors with training in personnel management policies, including performance evaluations, and application of disciplinary guidelines.

Ongoing development efforts to ensure that PE managers have the skills and knowledge to support cultural change will include formal training, individual coaching.

l meeting management assistance and team-building support from organization 4

EXECUTIVE

SUMMARY

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Sosticn II PBAPS Acticn development professionals, role modeling of management excellence by the new PBAPS management team, and visits to well managed nuclear plants.

All of these methods are being used to assist corporate and PBAPS management to live by the cultural value themes which they have identified as critically necessary to success, t

The Senior Vice President-Nuclear and his executive management staff meet monthly with the Nuclear Management Team of the top 30 Nuclear Group managers. These meetings have been recognized as very productive in providing strategic direction, identifying and addressing organizational concerns, and fostering a sense of interdepartmental team spirit and participative management. On Ja.iuary 19, 1988, an all day off-site meeting of almost 100 Nuclear Group Managers (t,41 superintendents and above) was held to discuss the Nuclear Objectives for 1988, the 1

Restart Plan, the Nuclear reorganization and specific objectives for cultural change i

, in the Nuclear Group. The success of the meeting has resulted in the decision to hold similar off-site meetings on a quarterly basis.

As part of his team building efforts on site, the Vice President-PBAPS meets weekly with his PE direct reports and their immediate staffs to ensure they are providing unified direction by working to the same priorities. Assistant Superintendents, i Senior Engineers, and lesd vendor personnel are also included in extended site i

management staff meetings held by the Plant Manager every two weeks. l 1

Emolovea Trainine and Communications for Cultural Channa Aware that employee attitudes toward their work have, in the past, been identified as a major concern at PBAPS, PE has extended maximum effort to provide the t i

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3:cti5n II: PBAPS Acticn opportunity and environment for these attitudes to be changed. As with management training for cultural change PE realized that formal classroom training would not be the only, nor even *.he preferred, method for changing employee attitudes and the PBAPS culture. A wide variety of training and communications activities has been implemented for these purposes including: a six-week attitude assessment and t

trainsng program for licensed operators, an eight-day team training session for each shift manager and his shift team, t. two-week attitude training progetm for non-licensed operators, an coploye</ management communica tions program ("Tell It To the Vice President") to solicit a9d respond to site employee concerns and suggestions, and an employee involvement program, PS-TEAM (Together Employees and Management), to give all PBAPS personnel an opportunity to become more involved in improving site conditions.

An organizational survey was conducted in January, 1988, to obtain additional information about employee concerns. This survey showed an encouraging response with regard to perceived improvement by site personnel in management's increased openness to employee communications about work-related problems and suggestions.

Survey feedback and follow-up sessions with site managers and employees who participated in the survey will provide further opportunities to improve

, organization and work team performance.

Menacament Polician. Proarams and Control Syntana to Support Cultural Channa PE is aware that manassment must establish clear, consistent and effective policias, programs and control sys ' ens to support cultural change. The following are examples of PE's ef forts in this regard.

EXECUTIVE

SUMMARY

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Section II: PBAPS Action

• Personnel Policy Application PE is committed to returning more authority for personnel management from the staff to the line managers. To date, PE has strengthened line management authority and discretion by modifying the application of personnel policies for Nuclear personnel in the areas of hiring, supervisory promotion, discipline and grievance resolution. Requirements for timely and msaningful performance evaluations cf all Nuclear Group employees are being emphasized to support continued focus on individual performance accountability.

i e Improvements to Support Procedural Compliance Recognizing the iwportance of procedural compliance as one component of nuclear safety and excellence, PE has taken a three pronged approach to improving adherence to procedures. First, significant improvements have been made to the content of station procedures. Second, the management processes by which they are ma.:ntained, controlled and distributed have been strengthened. Third, attitudinal factors which impactsd negatively on procedural compliance have Geen addressed through training,. ' > c. - e forts to strengthen procedural compliance at PBAPS will be reinfcccuo by including compliance with procedures as a performance assessment item in all ' Nuclear employee performance l

, ev.n lua ti ons .

Recent events indicate a new attitude toward the importance of procedural compliance. First, there has b.en an increase in employee submitted procedure cha nna'r'equ es ts . A second important indicator of this change is the careful sttention paid by line me.r. agers and operators to conducting work activities in

,- accordance with formally approved procedures. For example, in two recent cases, s

EXECUTIVE

SUMMARY

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Section II:~ PBAPS Action line managers and operators delayed work that they knew how to perform until app oved written procedu os were available.

• Improvements in site Work Planning and Management A major effort is underway to improve site work planning and management processes as well. Positive changes in the methods used to plan and schedule l

work have been implemented as a result of the new site organizational structure, the reinstitution of daily station work planning meetings, the increased

[ invcivement of support groups such as Health Physics in work planning and scheduling, and general improvements in communications between work groups.

These changes are demonstrating to employees that management is sincerely committed to high performance standards and efficiency of work activities at PBAPS.

• Relationships with Regulatory Agencies and Auditors PE roulizes that the establishment and maintenance of open, candid and constructive relations:t .ith regulatory agencies and industry auditors is a key indicator of excellence in nuclear operations. PE has taken steps to establish and maintain such relationships and to ensure that individual managers and employees understand the Company's expectations with respect to regular l

exchanges of information with resident NRC Inspectors and cooperative assistance to site auditors and visitors.

A major concern of regulatory agencies and INPO has been the limited capability in the past of PBAPS to identify problems, develop appropriate corrective actions, track the status of corrective action commitments, and evaluate the P

EXECUTIVE

SUMMARY

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Secticn II: PBAPS Action i

effectiveness of results. Several of the changes in organizational structure and many of the improvements being made to management systens will enable PE to improve this capability, e Site Quality organization Improvements The site Quality organization has been improved through organization and staffing changes, strengthening of audit and surveillance programs, development of improved interfaces and reporting practices, and initiation of cultural change activities.

i Prior to the reorganization, there were four separate quality organizations at PBAPS, each led by separate first line supervision which reported off-site at relatively low levels of the corporate structure. The new organization is headed by a Manager-PBAPS Quality Division who reports directly to the General Manager-Huclear QA, and is the single point of accountability for all site QA and QC activities.

t Appropriate staffing of the new site quality organization has resulted in the recruitment and selection of a significant number of new experienced personnel.

CONCLUSION PE has assembled a top management team, with demonstrated records of leadership and achievement, to direct the new PBAPS organization. The supporting positions on the PBAPS management team have also been staffed by individuals with proven technical I and managerial ability. This strong and balanced management team provides the solid W EXECUTIVE

SUMMARY

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Scotion II: PBAPS Action continuity and new perspectives needed to ensure that the previous deficiencies in leadership and managerial skills are corrected.

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The new site organization structure establishes clearly focused accountability, provides for a strong corporate management presence on site, and shortens and strengthens the nuclear operations chain of command.

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Changes in recruitment, hiring, employee transfer and training programs will ensure j

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, operators have a variety of career paths open to them.

Although cultural change efforts cannot achieve their desired results overnight, there are already indicators of the positive impact of management's efforts to date.

These indicators include more open communications between employees and management, improved interdepartmental working relationships, increased involvement by employees in problem identification, and demonstrated awareness of the importance of procedural compliance.

PE management and employees are firmly convinced that achievement of the Company's cultural change objectives will result in establishing a new culture that is dedicated to nuclear excellence. PE is committed to providing for continued enhancement of that culture over time. Our vision is to be recognized and respected as a leader in the nuclear power industry.

EXECUTIVE

SUMMARY

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TABLE OF CONTENTS

Secticri IIs P3APS ACTION TABLE OF CONTENTS

1.0 INTRODUCTION

........... . . . . . . . . . . . . . . . . . . 1 1.1 ORGANIZATION OF SECTION II . .. . . . . . . . . . . . . . . . . . . . 1 i 1.2 CORRECTIVE ACTION OBJECTIVES FOR PBAPS . . . . . . . . . . . . . . . . 2 2.0 IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS . . . . . . . . . . . . . . 6

, 2.1 ANALYSIS OF ROOT CAUSE 1 . . . . . . . . . . . . . . . . . . . . . . . 6 f 2.2 CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 1 . . . . . . . . . . . . . . 6 2.2.1 Establishing a Strong PBAPS Management Team . . . . . . . . . . . . 7 2.2.2 Incre& sing Supervision and Management Accountability at PBAPS . . . 16 2.3 BENEFITS OF CORRECTIVE ACTIONS .. . . . . . . . . . . . . . . . . . . 32 3.0 LICENSED OPERATOR RESOURCE DEVELOPMENT . . . . . . . . . . . . . . . . 35 3.1 ANALYSIS OF ROOT CAUSE 2 . . . . . . . . . . . . . . . . . . . . . . . 35 3.2 CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 2 . . . . . . . . . . . . . . 35 3.3 BENEFITS OF CORRECTIVE ACTIONS . . . . . . . . . . . . . . . . . . . . 40 4.0 CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE . . . . . . . . . . . . . 42 4.1 ANALYSIS OF ROOT CAUSE 3 .. .. . . . . . . . . . . . . . . . . . . . 42 4.2 CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 3 . . . . . . . . . . . . . . 43 4.2.1 Identification and Communication of Cultucal Values . . . . . . . . 64 I

4.2.2 Management Training and Team Building for Cultural Change . . . . . 49 4.2.3 Employee Training and Communications for Cultural Change . . . . . 58 4.2.4 Management Policies, Programs and Control Systems to Support Cultural Values . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . 67 4.3 BENEFITS OF CORRECTIVE ACTIONS . . . . . . . . . . . . . . . . . . . . 83 5.0 CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2, AND 3 . . . . . . . . . 87 5.1 ROOT CAUSE 1 AND RELATED CORRECTIVE ACTION OBJECTIVES . . . . . . . . . 87 5.1.1 Corrective Actions To Implement Objective 1 . . . . . . . . . . . . 88

( 5.1.2 Corrective Actions To Implement Objective 2 . . . . . . . . . . . . 88

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l 5.2 ROOT CAUSE 2 AND RELATED CORRECTIVE ACTION OBJECTIVES . . . . . . . . . 89 5.2.1 Corrective Actions To Implement Objective 1 . . . . . . . . . . . . 89 5.2.2 Corrective Actions To Implement Objective 2 . . . . . . . . . . . . 91

5.3 ROOT CAUSE 3 AND RELATED CORRECTIVE ACTION OBJECTIVES . . . . . . . . . 92 5.3.1 Corrective Actions To Implement Objective 1 . . . . . . . . . . . . 92 5.3.2 Corrective Actions To Implement Objective 2 . . . . . . . . . . . . 93 5.3.3 Corrective Actions To Implement Objective 3 . . . . . . . . . . . . 94 5.3.4 Corrective Actions To Implement Objective 4 . . . . . . . . . . . . 96 APPENDIXES ......,..... .................... 102 t

l Appendix A. Relationship Index For Root Causes 1, 2 and 3 . . . . . . . . 103

) Appendix B. Biographical Data For PBAPS Managers . . . . . . . . . . . . . 129 Appendix C. Corporate Accountabilities .................. 152 l

Appendix D. Nuclear Group organizational Charts . . . . . . . . . . . . . 159 l

l Appendix E. Site Accountabilities .................... 166 Table of Contents ii l

Section II: PBAPS ACTION Appendix F. Nuclear Group Vision, Mission And objectives . . . . . . . . . 180 Appendix G. Management Development Program Section I, Part 3.7.2 .. . . 187 Appendix H. Plant Manager's Value System For Business Success . . .. . . 190 Appendix I. Proj6ct Manager's Guideline Principles . .. . . . . . . . . . 192 Appendix J. Commitment To Excellence Statement .. . . .. . . . . .. . . 202 I

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! Scction II: PBAPS ACTION LIST OF ILLUSTRATIONS

. Figure .l. Site Vice President: Functional Organizational Chart . . . . . . 20 Figure 2. Plant Managers Functional Organizational Chart . . . . . . . . . 22 Figure 3. Project Manneer Functional Organinational Chart . . . . . . . . 24 Figure 4. Support Manager Functional Organizational Chart . . . . . . . . 26 Figure 5. Site Training Superintendent: Functional Organizational Chart . 28

) Figure 6. Shift Operations Management Organizational Chart . . . . . . . 30 Figure 7. PBAPS Quality Managers Organizational Chart . . . . . . . . . . 80 l

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CHAPTER 1 INTRODUCTION ;

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i Sccticn II: PBAPS ACTION

1.0 INTRODUCTION

The concerns which led the Nuclear Regulatory Commission (HRC) to order the shutdown of the Peach Bottom Atomic Power Station (PBAPS) have been discussed in the Elan for Restart of Peach Bottom Atomic Power Station: Section I, Corporate Action submitted to the NRC on November 25, 1987, by the Philadelphia Electric Company s

(PE).

Based on extensive investigative and review activities, four root causes have been identified for declining performance at PBAPS:

1) There was a lack of adeauate personal leadership and mar.aaement skills on the p_gni g senior manaaement at the plant.

2) The Company failed to initiate timelv licensed operator replacement trainina prograns.

3) The station culture, which had its roots in fossil and pre-TMI operatiens, had not adapted to chanaina nuclear reauirements.

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4) Corporate mannamment failed to recoanize the developina severity of the problems al PBAPS_and, thus, did not take sufficient ecerective actions.

4 Section I of the Restart Plan presented the corrective actions PE is taking to address the fourth root cause. This document,Section II, describes the actions PE is taking to address the first three root causes of the issues identified in the Shutdown Order and to ensure that PBAPS is ready to restart and operate safely.

Section I and Section II are submitted collectively as PE's response to the NRC's requirement for a comprehensive corrective action plan prior to restart of PBAPS.

1.1 ORGANIZATION OF SECTION lI Chapter 1 of this document providas an overview of the approach PE has taken in developing its corrective action program to address the first three root causes.

l' Chapters 2, 3, and 4 focus on root causes 1, 2 and 3, respectively. Each chapter 1HTRODUCTION 1

1 Secticn II: PBAPS ACTION presents an analysis of that root cause, the corrective actions which are being implemented to address the root cause and the benefits to PBAPS as a result of these corrective actions.

Chapter 2 describes the new leadership at PBAPS and the organizational changes made l to support effective management. Recruitment and training of new licensed operators 4

and the career development opportunities which are being made available to them are described in Chapter 3. Chapter 4 discusses the extensive efforts which PE has made to establish a new culture at PBAPS and provides some examples of how these cultural i

change efforts are having effect. Chapter 5 lists the major corrective action L

activities which will be completed before restart.

i A review of the HRC Shutdown Order suggests and PE's analysis confirms that the major contributing factors leading to the shutdown involved human behavior. The root causes of human behavior are multiple, complex and interrelated, as are the I

actions selected to change these behaviors. A detailed Relationship Index is presented in Appendix A which shows the relationships between the issues raised by

)

the NRC in the Shutdown Order, the root causea identified by PE, the corrective g action objectives, and the corrective actions and related major activities being taken by PE to address the shutdown issues and root causes.

1.2 CORRECTIVE ACTION OBJECTIVES FOR PBAPS

)

In determining how to address the first three root causes and promote excellence f in the operation and managerent of PBAPS, PE was guided by two important concepts.

The first of these concepts, as summarized in Section I, is that organizational i

structures, systems and people must be viewed as interdependent elemente in cultural

. change ef forts.

INTRODUCTION 2

-- - --- - ,. --- , .,w -

! Section II: PBAPS ACTION To introduce cultural change in an organization, improvement efforts must be directed at all three elements. It is not enough to establish a new organizational structure without the appropriate leadership and management systems to support excellence in the work of the organization. Nor is it enough to put the right t

managers in place without developing the appropriate organizational structures and management systems to support excellence of leadership. Similarly, the excellence 1

of an organization's management systems is dependent en appropriate organizational structures and strong management to hold people accountable for the development and use of these systems.

In Section I, PE described some of the major improvements which it is making to the corporate organizational structure and the management systems by which it will operate its nuclear program.Section II provides additional information about the site organizational structure and concentrates on the people part of the equation s

by describing the new leadership at PBAPS and the extensive cultural change efforts which are being implemented to motivate employee commitment to excellence.

The second concept which guided the development of the corrective action program for root causes 1, 2 and 3 is that site cultural change is heavily dependent on corporate cultural change. The underlying values of the company, as demonstrated by the ways in which it establishes and applies personnel policies, selects personnel for management positions, responds to requisitions for staffing i resources, and communicates with company employees, must be congruent with and supportive of the commitment to nuclear excellence. Thus,Section II contains considerable information about corporate cultural change activities in areas such as the development and communication of Nuclear values and goals, revisions to s

l INTRODUCTION 3

I Section II: PBAPS ACTION personnel policies, selection of management persennel, and responsiveness to Nuclear resource requirements. I 1

, These two concepts (i.e., the interdependency of organization structure, management i systems, and managerial ability, and the pervasive influence of corporate culture on site cultural change efforts) have formed the foundation on which the corrective i

action objectives for Section II of the Restart Plan were developed.

s PE has established eight corrective action objectives to address the first three root causes.

Corrective Action Obinetives to Address Root Cause 1

1) Establish a PBAPS management team with strong leadership and management skills.

4

2) Increase the number of site management positions to ensure effective supervision and accountability for each function.

Corrective Action Obiectives to Address Root Cause 2

1) Ensure an adequate reserve of licensed operators to provide flexibility for relief and rotational assignments and add additional supervisory and reactor f operator coverage beyond the safety requirements on each shif t.

2) Ensure that shift personnel have opportunities to pursue alternate career paths and to have relief from shift work during their career progression at PE.

Corrective Action Obiectives to Address Root Cause 3

1) Identify and communicate the cultural values which PE and PBAPS management are committed to supporting in the pursuit of nuclear excellence.

2) Provide training and team building support for management to live by these values.

3) Provide training and communication processes which support employee commitment to these values.

(, 4) Ensure that management policies, programs and control systems support these cultural values.

INTRODUCTION 4 y-e w w, , , , , . - , - . _ _

Section II: PBAPS ACTION

]

PE believes that the achievement of these eight corrective action objectives, combined with the extensive corporate organizational changes and nuclear program improvements described in Section I, will resolve the root causes of the performance

! problems at Peach Bottom which led to the Shutdown Order and establish the l

[ foundation for a culture that is committed to nuclear excellence.

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1 I INTRODUCTION 5 I _-_- __-

l' CHAPfER 2 WPROVED LEADERSFHP AND MANAGEMENT AT PBAPS 8

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l-Soc. tion II: PBAPS ACTION 2.0 IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 1

The first root cause which PE has addrussed in its Restart Plan is:

There was a lack of adeauate personal leadership and manaaement skills on the part of senior manaaement at the plant.

2.1 ANALYSIS OF ROOT CAUSE 1 l

Leadership skills at PBAPS were inadequate to develcp employee understanding of and willingness to comply with high nuclear standards. Plant management's goals and performance expectations had not been communiceted effectively to Peach Bottom employees; organizatio.,a1 and individual accountabilities had not been clearly established; and little effort had been made to establish a team approach to site work planning and implementation. In general, there were poor communications among site work groups, and between the station and off-site work groups. Much of the communication downward in the c?ganization was handled by memos and there was a lack of open two-way communications between station management and employees. This lack of edequate leadership skills had resulted in poor morale in general. The operators, who were also feeling the results of the second root cause discussed later in this document, had developed serious attitude problems evidenced by their lack of professionalism in the control room and by the hostility which they occasionally sxpressed toward other work groups, upper management, and visitors.

2.2 CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 1 PE developed the following corrective action objectives to address the first root caussi

1) Establish a PBAPS management team with strong leadership and management skills.

IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 6

Scction II: PBAPS ACTION

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2) Increase the number of site management positions to ensure effective supervision 1

and accountability for each function. Specifically

• Develop the organizational structure to provide increased management f direction, control, authority and accountability for site work activities.

• Establish and implement an Operations organization structure which will l

I support effective managament and use of shif t resources.

f 2.2.1 Establishina a Strona PBAPS Manacement Team PE's first priorities in the last several months have been to develop an effective l management team for the Nuclear Group and correct the previous deficiencies in l 1eadership and management s. kills at PBAPS. The Company's approach to assembling the required management talent has combined identification and promotion of experienced PE managers with recruitment and hiring of new managerial personnel.

The Company recognizes that excellence in nuclear operations depends upon excellent management, and that nuclear managers must have a high level of technical expertise f and industry knowledge, be able to develop and implement effective programs and management systems, be skillful and caring managers of people, and be committed to r

the clevelopment of a cultural environment which supports excellence of operations.

PE has assembled a strong management team to provide new leadership for PBAPS. The individual team members bring a wide variety of disciplines and professional

(

experience to their positions, including U.S. Navy nuclear experience, management leadership at high performing nuclear plants, vitensis e background in nuclear

, engineering and management, successful nuclear roject management experience, effective management of nuclear technical and managerial training programs, and demonstrated results as managers of organizational change. Three of the five members of the site leadership team (the Vice President, Project Manager and

[ Training Superintendent) are recent PE hires and bring new management perspectives IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 7

l t

Section II PBAPS ACTION 1

to their assignments. All of the five are dedicated to developing a site culture that supports excellence. Under the direction and leadership of the Vice l

President-PBAPS, this team will be responsible for returning PBAPS to full power

[ operation.

L PBAPS Manacement Team On May 4, 1987, PE appointed Dickinson M. Smith, Rear Admiral, U.S. Navy (Retired) as Manager-PBAPS. During his 25 years of Navy nuclear experience, Mr. Smith served f

as Chief of Staff, Allied Command Atlantic, where he directed an international military staf f of 450 personnel from 11 NATO countries. Prior to that, he was Senior Military Commander in the Philippines, managing the largest U.S. Naval installation overseas with a total military and civilian work force of 35,000. Mr. Smith brings to his new duties well developed leadership abilities and has demonstrated the

(

commitment to make PBAPS one of the best-run plants in the country. He has served ably at PBAPS, introducing several major improvements in site management and organizational communications, which are described later in this document. When the corporate reorganization was planned in October, 1987, Mr. Smith agreed to f

assume the responsibilities of the newly created position of Vice President-Peach k

Bottom Atomic Power Station.

To staff the newly redefined position of Plant Manager-PBAPS, the Company selected

[

John F. Franz, who, as Manager-Limerick Generating Station (LGS), provided leadership to the management team which achieved high Systematic Assessment of Licensee Performance (SALP) ratings for Limerick. Mr. Franz brings 25 years of PE f experience to his new assignment, including a variety of eupervisory positions at PBAPS prior to 1976, nine years as Superintendent-Operations, LOS and nearly two IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 8

{ _

Section II: PBAPS ACTION years as Plant Manager, LGS. He has held NRC Senior Reactor Operator (SRO) licenses for PBAPS Units 1, 2, and 3 and LGS Unit 1. His extensive operating experience, thorough knowledge of the plant, and his demonstrated exceptional ability to involve 1

employees in achieving team success make him an invaluable asset to the PBAPS management team.

l The site Project Manager position has been capably filled by Kenneth P. Powers who has over 20 years of experience in engineering, craf t supervision, quality control, cost engineering, and planning and scheduling, as well as Navy nuclear shipyard f

service. Thirteen years of his experience have been in nuclear, including seven years with Bechtel, where he was assigned for over four years as Project Field Engineer at LOS. There, he led an organization of 1000 professional personnel through fuel loading and initial operations. Earlier in his career, while working for United Engineers and Constructors, he served as Project Engineering Manager at l

Seabrook Nuclear Power Station from Pre-Reactor Pressure Vessel Hydrostatic Testing through hot functional testing. He brings to the management team demonstrated ability in planning, organizing and leading complex organizations to achieve their stated goals.

David R. Meyers, recently appointed Support Manager at PBAPS, brings to his new role

[ proven leadership skills gained during his 23 years of experience in PE's Electric Production Department. Mr. Meyers has held supervisory and management positions l

L since 1973, and, in 1984, became Assistant Superintendent at PE's Delaware Station where he served until accepting the PBAPS position. At Delaware Station, he successfully implemented several programs to reduce the costs of power generation.

A recognized community leader, he has served for eight years as a school board member for the Centennial School District, including two years as Vice President L

r IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 9 l

Section II: PBAPS ACTION and two years as President. He has also been Vice-Chairman (1982-83) and Chairman (1984-85) of the Pennsylvania Electric Association's System Operation Committee.

Completing the top PBAPS management team is Ernest A. Till, who joins PE as Site

'a Training Superintendent. During 1986 and 1987, Mr. Till served as Nuclear Training Manager for Illinois Power Company, where he instituted major changes in the training department which were designed to ensure the success of general and INPO accredited training programs. Mr. Till brings a wide range of professional experiences to his new position, including 33 years of service as a career Naval Officer assigned to command positions in the Nuclear Navy and three years as f

Director of the Mathematics and Science faculty at the U.S. Naval Academy in Annapolis, MD.

In summary, all five members of the PBAPS top management team have proven records of successful leadership and achievement of excellence across a broad spectrum of relevant backgrounds. They are quickly becoming a close-knit management team with a common commitment to excellence for PBAPS. A team perspective has been developed and communicated which emphasizes that PBAPS is "our plant" and problems belong to "us, not them". This enhances the team's ability to focus on proactive problem-solving, make timely and appropriate decisions, and implement actions effectively and efficiently.

The PBAPS Operations management team, reporting to Mr. Franz, has been similarly infused with strong leadership. All managers in the Operations organization, from the Plant Manager down to and including the Shift Superintendents, have been replaced by strong managers with proven records of leadership and achievement.

IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 10

Section II: PBAPS ACTION l

1 John B. Cotton is the leader of the new Operations team. Mr. Cotton was appointed Superintendent-Operations in November, 1987, upon successful completion of his SRO examination for PBAPS. Prior to accepting this position, Mr. Cotton served

}

as Superintendent-Plant Services, PBAPS. He has had fifteen years of experience with PE, including six years as Maintenance Engineer at LOS, where he was SRO-licensed. During his five years as a U.S. Naval Officer, Mr. Cotton completed Navy Nuclear Power Training and performed effectively in a variety of supervisory roles. Hith experience at both of PE's nuclear plants in different key positions, Mr. Cotton has developed extensive knowledge of plant operations and a full appreciation of the importance of a team approach.

Frederick W. Polaski, who has over 16 years of experience as an engineer with PE, has been assigned as Assistant Superintendent-Operations. He has held positions of increasing responsibility in nuclear operations since he joined PE in 1972. Mr.

Polaski assumed the duties of Operations Engineer at PBAPS following the shutdown f

in April,1987. Prior to that assignment, he had served as Outage Planning Engineer for four years. His thorough knowledge of plant systems, work management processes and site personnel will contribute significantly to effective Operations management.

Another key member of the Operations team is Thomas N. Mitchell, Operations Support Engineer, who is on loan to PE from the Institute of Nuclear Power Operations (INPO). At INPO he has served as Assistant Manager and Manater of the Radiological Protection Department, and as Secretary of the Corporation and Staff Assistant to the President. He brings 10 years of experience in nuclear engineering and

(

certification as a Health Physicist (Power Reactors) to his new position.

{ IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 11 f

l Section II: PBAPS ACTION t

The newly created Shift Manager positions complete the Operations management team.

f These positions have been filled by six carefully selected and trained PE SRO-licensed personnel Joseph L. Clupp, George L. Gellrich, Steven J. Mannix, Thomas J. Niessen, Donald B. Harfel, and Anthony J. Hasong. They are each drtreed engineers and have had 6 to 14 years of experience with PE in a variety of technical and supervisory roles. Each of the Shif t Managers has completed the Manaaina for Excellence course, a four-week intensive management training program, specifically

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designed to enhance managerial skills for this new position. They have convincingly demonstrated their leadership ability by building shift teams which have a high degree of cohesion and proficiency, as demonstrated by the impressive performance of these teams during team simulator training, to the full satisfaction of INPO and MRC evaluators.

In addition to the Operations group, Mr. Franz is supported by three other newly established or redefined superintendent-level organizations. The position of Superintendent-Maintenance / Instrumentation and Controls has been filled by Gerald R. Raaney, an experienced PE nuclear manager. Mr. Rainey's management experience includes assignment as Superintendent-Plant Services at PBAPS from April 1987 until his new assignment, and as Branch Engineer, Testing and Laboratories Division, and f

I&C Engineer at LOS. The newly appointed Superintendent-Plant Services, is Derryl LeQuia, who joins PE from the NRC where he has served over 13 years as a Radiation Specialist. With extensive experience as a Health Physics Supervisor and laboratory technician in the Navy Nuclear Program, Mr. LeQuia brings to the site management team a reputation for strong hands-on and supervisory experience in nuclear power

(

plant health physics. The Superintendent-Technical position has been staffed by George F. Daebeler, another highly respected PE manager who has had 21 years of .

1 nuclear engineering and management experience with PE, serving as Branch Superviser IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 12

l L

Scction II: PBAPS ACTION for the Safety and Licensing Branch, Fuel Branch, and Nuclear Steam Supply System l

Branch; head of Environmental Branch of the Nuclear and Environmental Sections; and i

[ Supervising Buyer for Nuclear Fuel Procurement.

L Additional support for special projects is provided to the Plant Manager by the Staff Engineer, Jack E. Hinzenried. Mr. Hinzenried has had 20 years of nuclear experience with PE as an engineer and manager and has held an SRO license at PBAPS.

Prior to joining PE, Mr. Hinzenried served in the Nuclear Navy.

Under Kenneth P. Powers, in the Project organization, there are four new superintendents on the PBAPS emnagement team. The Superintendent-Outages, James P. Wilson, came to PE in 1987 with seven years of experience with NUS Corporation, where he most recently served as Assistant General Manager of the Field Operations and Maintenance Division, and 20 years of experience with the U.S. Navy, where he was a Nuclear Submarine Qualified Engineer and also served as Assistant Repair Superintendent and Planning Superintendent at the Norfolk Naval Ship Yard. The f Superintendent-Planning, Scheduling and Reporting, J. Terry Netzer, has joined PE from Bechtel bringing 20 years of extensive supervisory experience at exemplary nuclear facilities including LOS. John H. Austin, the Superintendent-

[ Modifications, brings 20 years of fossil and nuclear engineering and construction l

experience, including substantial managerial assignments at PBAPS, to his new I position. The Superintendent-Materials, Ocee G. Brown, also joins PE from Bechtel where he was most recently assigned as Material Manager / Assistant Project Manager L at LOS for Unit 2 construction completion and startup. Mr. Brown has had over 20 years of nuclear power procurement experience.

IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 13 I

Section II: PBAPS ACTION i

The Support Manager, David R. Meyers, also has four reports as part of the site management team. The new Superintendent-Administration position has been filled by Bruce L. Clark, an engineer with 21 years of experience at PE, primarily at Peach Bottom. In addition to his other experience, Mr. Clark was the manager of the successful restoration restart program following the PBAPS Unit 2 pipe replacement outage, and he served as the program manager for the PBAPS Improvement Program.

The Personnel Administrator is Stephen S. Grosh, who has 20 years of experience at PE. In addition to his experience as a health physics technician, Mr. Grosh has served as a labor relations specialist at PE. Joseph C. Oddo has been selected to fill the Nuclear Security Specialist position. Mr. Oddo brings impressive experience in secu.-ity and security training to this role from Shoreham Nuclear Power Station where he worked on the development of the initial security training program. Mr. Oddo has baan assigned to PBAPS since 1985. The fourth position reporting to the Support Manager, the Station Controller position, is expected to be staffed by the end of February, 1988.

Also reporting to the Vice President-PBAPS is Hugh J. Diamond, the Commitment To Excellence (CTE) Site Program Manager, who has 20 years of experience at PE,17 of which were in both site and corporate nuclear assignments. Mr. Diamond served as a PBAPS Test Engineer and Assistant Reactor Engineer for seven years. In his most recent assignment he served as Branch Head in the Fuel Management Section of Nuclear Services.

' The remaining PBAPS site management positions have also been staffed by individuals who have demonstrated their technical and managerial competencies. Additional management biographical data will be found in Appendix B.

IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 14 s

l- _ . . . _

Section II: PBAPS ACTION Of the top 16 PBAPS line managers at the superintendent level or above, seven have been recruited and hired from outside PE, two have been transferred from LGS, four f

have been reassigned from corporate Nuclear, and these have come from within the PBAPS organization.

This management team will provide strong leadership. The members represent the varied disciplines necessary for effective management and have a broad spectrum of experience in the nuclear industry. They bring both new perspectives and solid continuity to their commitment to achieve excellence of nuclear operations at PBAPS.

PBAPS Quality Manaaement Team The General Manager-Nuclear Quality Assurance (QA) and his management team have taken great care in establishing and staffing the new site Quality organization.

f Appropriate staffing of the PBAPS Quality Division required recruitment of a significant number of experienced personnel.

( J. Michael Pratt has been selected as the new Manager, PBAPS Quality Division, reporting directly to the General Manager-Nuclear QA. He brings over 30 years of engineering and management experience in power generation, including 21 years in f nuclear power. He retired from the Royal Navy as Manager of Nuclear Repair at Britain's premier nuclear base, has held senior management positions in nuclear generation and quality assurance, has worked with INPO and also served as Chairman of the American Society of Quality Control's Working Committee on Operations QA Surveillance. Mr. Pratt will assume his responsibilities in February. In the

( interin, the Assistant General Manager-Huclear QA has been serving as Acting Manager.

IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 15

- - . _ . . .- .m . . __ . _ _ _ _ _ _ _ _ _ _ _

l Section II: PBAPS ACTION Supporting Mr. Pratt are three new superintendent-level organizations. The Superintendent-PBAPS Quality Support is J. Thomas Wilson, who brings 19 years of technical and management experience an the PE Electric Production and Nuclear Operations Departments. The Superintendent-PBAPS Quality Control (QC), Donald E.

McGarrigan, joins PE from United Engineers and Constructors where he has had 17 years of experience in QA engineering and management positions. John M. Cockraft, the Superintendent-PBAPS Quality Assurance, joined PE's Engineering and Research Quality Assurance organization in 1986, and brings over 17 years of operations, QA and management experience in the nuclear power industry to his new position at PBAPS.

Of the eight site Quality management and supervisory positions which have been staffed to date, two have been filled by experienced new hires who have not previously worked at PE, one by a recent PE hire with substantial external experience, two by individuals who have worked with PE as contractors and are now in the process of being hired as permanent employees of the Company, and one by a PE employee transferred from the corporate office. Each of these individuals has a proven record of performance in technical, management and QA/QC areas. In total, they represent an infusion of over 116 man years of relevant experience into the PBAPS Quality organization.

2.2.2 Increasina Sunervision and Manaamment Accountability at PBAPS As part of the corporate analysis preceding the Nuclear reorganization, the distribution of work within the corporate matrix organization in existence at that time was reviewed to determine which work functions should be reassigned to the IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 16

l L

( Section Ils PBAPS ACTION emerging Nuclear organization. At the site level, each work function was analyzed to determine whether it was a necessary part of the nuclear Plant Manager's responsibilities for day-to-day plant operations, or whether it could be reassigned l

l to other site organizations responsible for support activities. The result of these l l

l analyses was the establishment of a Nuclear-dedicated corporate organization '

(described in Section I) and a revised site organization which provides more focused management direction and accountability for plant operations outage management and other station support activities.

The new site organization is not just a rearrangement of the reporting structure.

There are now 54 management positions at the senior engineer level or above (as compared to 23 such positions prior to the reorganization) to provide dedicated management attention to each site work function and ensure increased supervision of site personnel.

Table 1 provides comparison data on PBAPS plant management staff and PBAPS site management staff positions as of March,1987 and February, 1988.

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l IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 17

k Section II: PBAPS ACTION TABLE 1 PBAPS Plant Manaaement Stafft figrch, 1987 Februarv, 1988 1 Manager 1 Manager 2 Superintendents 4 Superintendents 1 Staff Engineer 1 Staff Engineer 8 Senior Engineers 3 Ass't Superintendents 10 Senior Engineers

_6, Shift Managers Totals: 12 25 PBAPS Site Manaaement Staff!

March. 1987 February, 1988 PBAPS Line ManeJement '

Additional reporting through the Plant Manaaer's Staff Matrixed Manasementa Nuclea,- Group oraanization:

1 Vice President 1 Manager 3 Superintendents 4 Managers 2 Superintendents 3 Ass't Superintendents 10 Superintendents

( 1 8

Staff Engineer Senior Engineers or equivalents 5 Senior Engineers or 1

6 Staff Engineer Ass't Superintendentsa equivalents 26 Senior Engineers or l equivalents:

_ , _(t Shift Managers Totals: 12 11 54

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1 Management staff is defined as those positions included in the Company's Management Salary Plan.

8 Does not include site Quality organization management staff.

a Hot all of these Assistant Superintendent and Senior Engineer positions have been staf fed as of this date, but all remaining positions will be staffed prior to restart.

IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 18

h ,

) s Scotien II: PBAPS ACTION s_  %,

In. addition to increased management accountability, there is miso more employee

[ accountability built into t.he revised organization. All permanent and contract i s .

employees assigned on a regular basis ts PBAPS work locations are accountable

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( through their PE or contract management reportina chains to the Vice President-PBAPS, except for those personnel invoiva5 in independent assessment ar.d oversight activities. This reporting structure enables the Vice President-PBAPS to have full authority for planning, directing, coordinating and controlling all l m -

site wor fectivities. * '

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~ ...

Figure 1 on the following page shows thf, top man'egement reporting structure and division of functional responsibilities for the'aite organization. The r

accountabilities of the Senior Vice President and each of his direct reports were

[

presented in Section I and are attached to this document for esferenca as Appendix

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U, along with functional organizational charte for each of' the other Nuclear Group

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organizations (Appendix D).

The new site organization structure do>so-4o*the superintendent level of management is described briefly in the following pages. More detailed information about

- individualmanagenentaccountabilitiesst.Ii3APS is included in Appendix E.

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, S a t i t.,,1 II: PBAPS ACTION i

t VICE PRESIDENT-PBAPS FUNCTIONAL ORGANIZATIONAL CHART ,

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VICE PRESIDENT-PGAPS CTE SifE PROGRAM MANAGER --

Nuclear

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e mant Promet Sucoort Tranno

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- mant courateens and - Outage Management - tmoementaten of - Provee traneg Ior heensed and wwicensed ooershons suppori Eme gency

_ g,,g p operators. coe mstry and headtn physcs

- p,wm a @ and W P"0*'eeesa Plan personnet. GE T. CRT Mantenance to, e outages - imoemew. ton of See - Scnewe and ceerdmate as tranno ior Mecharacal. Electncs &

• mooncatirme Securty man manenance, t&C, constructen and 14C Eousornent

• manenanceA&C _ %eg engceenng personnet, Atness ter <mty.

- Pant Chemrstry, Corwer Ratuchemistry and - Connguranon conoce _g - Coordmale tranng ter Emergencv manneg

, g Chemicais Conues cooronaten Distreutaan - Assess frameg reeds ed ano personner and

- Heatih Physcs -

_ paa, y mcator pareccate:r.

- AmRA _ ,,e A,esa _E~e _ .ge. - .~ ..e -

- Raowaste t anagement

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Cooremata - Wrutor enoctrveness of sde and on-sete

- eent -se.- c ec,out and t- - Moocas S-es -

,ggg ,gg smorovement preyct) - Manam sste franng records Crwntmtment - Purchasmg Aomnstraten - Respons&e lor sde SJnutator Management Program coordna:cn

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- Site Coordmation of the - Maranats Managenent C m .eand Coersteg Escenence Rotations Assew Progen - Mant Peormance and Management Reecring - Indus' .af SaW

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Figure 1. Site Vice Presidenti Functional Organizational Chart IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 20 L ------------ -- - - - - - - - - - - - - -

b Sostisin IIe PBAPS ACTION PLANT MANAGER-PBAPS ,

The Plant Manager and his organization are responsible for operating the station safely, reliably, efficiently and in compliance with all applicable regulatory requirements, and for uphciding standards of excellence in plant operations. The l revised definition of functional responsibilities for this organization emphasizes the day-to-day operations of the station and eliminates some of the Plant Manager's

[

former responsibilities for outage planning and management, modifications, personnel administration, security, and other support activities which have been assigned to the Project and Support orw nizations. The Plant Manager serves as PEAPS Emergency Director, in accordance with the PBAPS Emergency Plan.

Previously, there were two superintendents reporting to the Manager-PBAPS. With the reorganization, there are now four superintendents e Superintendent-coarations responsible for shift operations, including f supervision of shift managers and shift technical advisors, and for operations support, including blocking coordination, and shift training and administration.

• Sumarintendent-Maintenanen/ Instrumentation and Controls (I AC): responsible for developing and implementing effective preventive, predictive and corrective maintenance programs for station mechanical, electrical and IAC equipment.

• Suoarintendent-Plant Servicene responsible for providing on site Plant Chemistry, Health Physics and Radweste management services in support of plant

[ operations.

e Superintendent-Technicali responsible for providing plant technical supports reactor system and test engineerings fire protections site coordination of the LER program, the commitment penagement program and the Operating Experience Assessment Programs and site interfaces with regulatory and industry groups.

The Plant Manager organization chart (Figure 2) on the following page provides more information about the reporting structure and functional responsibility assignments at the Superintendent-level.

IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 21

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t 50stian II: PBAPS ACTION FUNCTIONAL ORGANIZATIONAL CHART l FOR PLANT MANAGER f Pant s Manager I saa im-- I l l l l S_w.no 3"D" '"O*"O Maetenance Sucenrwenoene. Sucenerm Ins -. *"', - facracs Operates I

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-Engcoer Aadwaste - Engmeenne fednce _ g Marwenance -

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• Ovans @rutice eor

• Owecoeg and Operacons operanons of radmasie managrig eMectrve systems programs wNcn provide NWooment and h and . congyeg og ,,,,,,,, ,,cyneg syggo,1 anpomentahon of an empementanon of eflective op,,,,ong so, gy,,of

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,3 ,png eMectwo prevenerve. prwove and correcwe . pn. ,,enaeg support eng,,e,nng, ,, cie, pre @ctwo and cortw.ve mantenance program W housekeepeg riciu@ng engmeerrtg & lest siamon 14C and camputer p,o, og gm to gn ,

maelenance prCgram for decont e engrieenng stahon Marnes & equement %- wm ri areas of-operahms tar

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, c"on,,n,,

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• uonnonng of enem,iry

• sne cwonate of LER nsanenance W e Menenance - .C Ener.eer and ra@oceenairy of program "' 'M d e koomr plant systems

• Irwer*ece between plant ""C8 N* 4

• 0 **CC" 00*" "6 8**00*'"'

• E.asusta of chemstry and INPO and NRC, and

-Maeteamco Engeoer

• Coorocateg trarwg raa~c= - trenos and recommon- eerwesn pantand co,e uc-e M.,_cs . Em ,

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- wam -- -

Costanons. as the orect 0 Ovecting cram acwdies overt groupe perterming mechensCW W'O e'Mihases on ALARA reoreseruatwo of the and e6scines

• Ensunng met Hemm Ptant Manager on sn.R rnamenance Physes perswet

• Cooromanon of af e Work Coor@natp3n wdh suoOori groups wort understand md futhS olher stance work grwoe mer resocesstuideg Kevdes as mey rg. ate unoet the sde radu> to operateg me pM logcal emergency pan

( )

Figure 2. Plant Managers Functional Organizational Chart

(

( IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 22 L-----------------------__ -

L Scotian II: PBAPS ACTION PROJECT MANAGER The Project Manager end his organization are responsible for planning, scheduling and reporting of site work activities; assuring that outages are effectively planned and manageds implementation of plant modifications; and materials management. The Project Manager works closely with the Plant Manager to ensure the effective coordination of work activities for their respective work groups. Supporting the f

Project Manager are four new superintendent positions e Superintendent-Outaaes: responsible for planning and execution of major outages e Superintendent-Plannino. Schedulina and Reportinas responsible for integrated planning and scheduling of station activities, site management of the Integrated Living Schedule (ILS) and plant performance reporting

• Suoerintendent-Modifications responsible for design and implementation of minor modifications and installation of major modifications e Superintendent-Materials responsible for the coordination of purchasing; stores and spare parts managements and materials engineering The Project Manager organization chart (Figure 3) on the following page provides more information about the reporting structure and functional responsibility assignments at the Superintendent level.

l l

l

{

l IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 23 L _ - _ -- - -- - - - - l

k Scotien II: PBAPS ACTION r

L FUNCTIONAL ORGANIZATIONAL CHART

[ FOR SITE PROJECT MANAGER l Project Manager

{

Su nn endent- g, se ,

S inten t- SuperWendent-9

( uling & Reporting

• Outage Planning

• Integrated

• Field Engivbg

• Purchasing and Direction Planning / - Mod C% ige coordinadon

(

Scheduling Resolution

• Area Work - Outage - Mod Checkout

• Stores / Spare Parts Coordination - Mods

[ - Drywell, BOP, - Mini-outage

• Design and

• Materials i NSSS, Re'veling - Maintenance / instaliation of Minor Evaluations Floor l&C Modifications

• Outage Work

• Work management /

• Installation

( Confilet controf in of Major Resolution coordination Modifcations with ILS

(

• Integrated

• Estimating Reporting

• Modification

- Plant including:

( Performance - Checkout /

- Management Testing Reports - Tracking /

[ - Data System Aecords t Management - Closeout

• Technical

( administration of modification contracts and direction of contract f personnel for modifications Figure 3. Project Manager Functional Organizational Chart

[

IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 24 l

1

Sostian II: PBAPS ACTION L

SUPPORT MANAGER L

- The Support Manager and his organization are responsible for implementing the site emergency preparedness plan and the site security plan; procedure control and  ;

i

[ distributions records management and document control; coordination of site budget i L

and cost control activities, personnel administration, the industrial safety r

L program, and other administrative support functions. Reporting to the Support Manager are four new positions:

L e Superintendent-Administrations responsible for implementing the site emergency preparedness plan, records management and document Control, procedure Control

[ and distribution, administration ef the industrial safety program, site and L employee communications programs, facilities planning and engineering, office services and administrative building meintenance, and administration of site c Quality Concerns program.

[

• Nuclear Securitv Specialists responsible for implementation of the PBAPS Security Plan, e Personnel Administrators responsible for site access coordination, personnel administration, coordination of medical services and the Emp3syee Assistance Program, and industrial relations.

• Station controllers responsible for development of the PBAPS Operations and Maintenance (0&M) and Capital budgets; determining standards and guidelines for r

cost tracking and control; and general administration of site contracts.

[

The Support Manager organization chart (Figure 4) on the following page provides

{

more information about the reporting structure and functional responsibility

[ assignments of the direct reports to the Support Manager.

[

[

[

[

[ IMPROVEJ LEADERSHIP AND MANAGEMENT AT PBAPS 25

L S:cticn II PBAPS ACTION {

I L

FUNCTIONAL ORGANIZATIONAL CHART l r

FOR SITE SUPPORT MANAGER l l

l Support r

Manager L

Nuclear b Station Superintendent Personnel g , Controller Administration Administrator i

• Site Security

• 08M/ Capital

• Procedure

• Site Access

- Protected Area Budget & Cost Control and Coordination

- All Site Property Tracking / Control Distribution L

• Medical Services

• Generalcontracts

• Document Control administration Center

• Personnel

( Administration

• Records - Records Management - Payroll p - Benefits t

• Implementation of Counseling Emergency Preparedness Plan e industrial Relations

[ - Grievances and

• Industrial Safety complaints Program

• Performance

(

• Quality Concems Review System

- Coordination

• Employee and Monitoring Communications

• Office Services

• Facilities

[ Coordination

- Phones

- Space

- Equipment

{

• Building Maintenance Figure 4. Support Managers Functional Organizational Chart

[

IMPROVED LEADERSHIP AND MANLGEMENT AT PBAPS 26

[

Scotian IIs PBAPS ACTION SITE TRAINING SUPERINTENDENT Figuce 5 on the following page shows the reporting relationships and the functional f responsibilities of the Superintendent-Training, PBAPS.

f A

The establishment of a superintendent-level position for the training function on site provides dedicated management attention to the specific training needs of PBAPS employees and managers, as well as single-point accountability for the effectiveness of site training programs.

( By working closely with site management, the PBAPS Training Superintendent will prepare a master training schedula, in coordination with plannsd site work activities, to facilitate more timely participation by site managers and employees in relevant training programs. The on-site location of the Training Superintendent will oormit closer monitoring of nanagement and employee participation in training programs, and of the quality of sito training programs,

{

as well as maintenance of accurate training records for site personnel.

Regular interaction with site management will also assist the site Training ,

I Superintendent in making timely changes to site training programs with respect to changes in plant hardware, programs or procedures, and in communicating such information in a timely manner to corporate Nuclear Training for incorporation into

[ off-site training programs. l l

[ l

[ l

[

i

( IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 27

Sectian II: PBAPS ACTION

[

(

FUNCTIONAL ORGANIZATIONAL CHART FOR

[ SITE TRAINING SUPERINTENDENT f Vice President -

S Corporate

( ,.............-

Nuclear Training Division Training

( Superintendent

• Identify programmatic training needs for

( all site personnel

• Develop and provide training for:

- Ucensed operators f - Non licensed operators

- Chemistry

- HP

[ - GET/GRT t - First Aid

• Schedule / coordinate training for:

[ - Maintenance

- l&C

- Construction

- Professional (Engineering)

( - Emergency Planning

- Fitness for Duty

- Fire School

- Fire Drills

• Monitor effectiveness of all training /

inputs to corporate

• Fews back operating experience into training (mods, procedure changes)

• Monitor participation of site personnel

[ in training

• Responsible for site simulator Figure 5. Site Training Superintendent Functional Organizational Chart .

[ -

1 IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 28

( _ - - - - - - - - - -------

L Sostian II: Plt.PS ACTION Shift Omarations Manaamment Figure 6 on the following page shows the shift operations management structure. A new position, Amaistant Sumerintendant-Ouarations, has been established and staffed to assist the Superintendent-Operations in day-to-day shift operations management and administration. The establishment and staffing of this position ensures that

( one of these two senior shift operations managers is routinely available to shift operations personnel.

The newly created position of Shift Manaaer, reporting to the Assistant Superintendent-Operations, was established to provide a higher level of management authority on each shift and address Sast problems with the isolation of operators

{

from management. The Shif t Managers serve as the Plant Manager's direct representatives while on shif t and have the authority to control shif t operations.

They coordinate the activities of bealth physics, chemistry, maintenance, instrumentation and control, security, construction, vendor personnel and other site personnel working during their shift as these activities relate to operating

{

the plant.

Incumbents of the Shift Manager position will be rotated to and from other

[ management positions every three to five years. The cross-exposure to different functions (e.g., maintenance, outage planning, engineering) will develor increased understanding of the concerns and priorities of each functional organization involved in supporting station operations.

[

[ The Shif t Phnagers directly supervise the Shif t Sumarvisors and Shif t Technical Advisors (STAS). Reporting to the Shif t Supervisor is another new position of flaa.c Eorasan. This position is responsible for coordinating and monitoring the

[ IMPROVED LEADERSHIP AND PMNAGEMENT AT PBAPS 29 i

M D m n M M M M n M M M .n M M M M m n 7

M 1

T m 5 I PBAPS SHIFT OPERATIONS MANAGEMENT STRUCTURE C

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Section II: PSAPS ACTION activities of the non-licensed operators and overseeing such areas as watch-standing performance, attentiveness to duty, training and overtime.

The new Operations Support organization is headed by the Omarations succort Encinaar, who also reports directly t3 the Assistant Superintendent-Operations.

This group was developed to support the daytime shif t organization by relieving i 1

operators and shif t management of some of their administrative burden and ensuring effective coordination of all work associated with control room activities.

Reporting to the Operations Support Engineer is the Oserations Suonort Sumarintendant, another new position. In addition to otL , support duties, this position is responsible for overseeing training and adminictrative matters for the Shift Supervisors.

The Blockina Coordinator and the Electrical Suoarvisor report to the Operations Support Superintendent. The new Blocking Coordinator position, available to SRO licensed operators on a rotational basis, will ensure the efficiency and safety of the Llocking permit process. The position will supervise a group of licensed operators temporarily assigned to blocking permit processing for two to three months f

at a time. This arrangement will provide rotational opportunities from shift work for both SRO- and Reactor Operator (RO) licensed personnel. The Electrical Supervisor position is responsible for coordination of maintenance and surveillance testing of electrical equipment to support operations.

At the time of restart each of the six shifts will be staffed by a Shif t Manager, two Shif t Supervisors, three R0s, an STA and a complement of non-licensed operators.

This shif t complement reflects an increase of one additional Shif t Supervisor above IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 31

[ -- _

L I Section II: PBAPS ACTION c the Technical Specification requirements and will provide additional supervisory l

L direction for shif t operations activities and backup relief to the Lead Shif t I Supervisor. One Shift Supervisor will remain in the control room and the other will be available to go where needed to observe, supervise and direct activities  !

r

( throughout the rest of the plant.

r l

A fourth licensed RO will also be added to the team as additional licensed operator resources become available. Each shif t team will thus be augmented to provide greater flexibility for relief and rotation of operators and increased resources r

to handle unusual occurrences. These changes, combined with an increased reserve

[

of licensed operators will ensure that any overtime is managed effectively and that r

L no operators work overtime above an amount approved by plant management.

r

[

The shif t rotation schedule has been changed from reverse rotation to forward rotation. The schedule change was a result of extensive analysis by a task force

(

of eserators and management, facilitated by Circadian Technology, Inc. PE management included operators in the task force study to ensure that any change in r shift policy would have a positive effect on morale. Early indications are that b

the change in the shif t rotation schedule has had such a positive effect.

2.3 BENEFITS OF CORRECTIVE ACTIONS PE has assembled a strong management team to provide leadership to the new PBAPS o rga niza tion. All five members of the PBAPS senior management group have

[

demonstrated records of successful leadership and achievement of excellance across a broad spectrum of relevant backgrounds. The PBAPS Operations organization has been similarly infused with management talent, as have the other management positions in the expanded site organization.

[ IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 32

Scotian II: PBAPS ACTION

)

There is a balanced combination of solid continuity and new perspectives represented by the members of this new management team, and there is a common commitment to establish a culture dedicated to nuclear excellence.

1

( The establishment of the Vice President-PBAPS as an on-site corporate officer position provides several important benefits. The site Vice President is dedicated solely to the management of PBAPS, focusing corporate-level attention on station needs, fosterinc corporate accountability and shortening and strengthening the nuclear operations chain of command. With his close involvement in the day-to-day

( activities of the station, combined with his corporate-level decision-making authority, the site Vice President is able to provide more informed and timely responses to PBAPS organizational and operational concerns.

[ The Vice President-PBAPS brings first-hand knowledge of PBAFS issues which require collaborative attention from site and off-site support organizations to weekly

{

executive Nuclear management staff meetings for timely resolution. This has resulted in improved interactive communications and problem solving between the station and corporate support groups.

The responsibilities and authorities of the many disciplines required to safely

{

operate a nuclear plant have been allocated among several upper management positions

[ to ensure more concentrated attention to those activities while establishing a direct line of accountabi..ity to the Vice President-PsAPS and ultimately to the Chief Operating Officer.

The site organizational structure ensures that the Plant Manager's attention is

( wholly focused on safe and reliable operations, and provides separate management

[ IMPROVED LE/DERSHIP AND MANAGEMENT AT PBAPS 33 f . .

Scstien II: PBAPS ACTION accountability and authority for plant operations and outage management. While each of these critical functions will receive dedicated management attention, the integrated planning and scheduling of both outago and non-outage work will ensure that activities and resources are coordinated to support the needs of both organizations.

Strengthened management focus and accountability for critical statica support functions, such as implementation of the site security and emergency preparedness plans, document control, personnel administration and facilities management, are provided by the establishment of a separate station support organization.

( A site-dedicated training function assures more attention and responsiveness to site training needs while the corporate Nuclear Training Division provides technical directioa and support.

[

Significant changes have been made to the PBAPS Operations organization to provide additional managerial and supervisory focus on shift control room operations and

(

floor activities. The addition of the Shift Manager position also addresses the past problem of the isolation of operators from management.

The new daytime Operations organization relieves operators of some of their administrative burden, while ensuring effective coordination of all administrative work associated with shift control room activities.

[

Additional reactor operator coverage on each shift, once more licensed personnel

[ become available, will provide more flexibility for relief and rotational assignments and increased resources to handle any unusual occurrences on shift.

( IMPROVED LEADERSHIP AND MANAGEMENT AT PBAPS 34 f -

I s

L r  ;

L l

[ CHAPTER 3 l

[ LICENSED OPERATOR RESOURCE DEVELOPMENT

(

[

[

[

{

{

L

[

I Scotian II: FBAPS ACTION 3.0 LICENSED OPERATOR RESOURCE DEVELOPNENT The second root cause addressed in the Restart Plan for PBAPS is The Comoanv failed to initiate timalv licensed operator raolacement trainina

[

( proarams.

3.1 ANALYSIS OF ROOT CAUSE 2 PE has determined that there were not enough reserve licensed operator personnel or new replacements ready to take over as the existing work force transferred, retired or resigned. Although shift cove. age met safety requirements and Technical Specifications, there was an inadequate supply of licensed operator personnel to

(

provide flexibility for relief or rotational assignments, handle the shift f administrative workload effectively, or assure direct supervision of floor activity.

Many licensed operator personnel were complaining about the negative impact on their family lives created by Faving to work extensive overtime. They were also seriously

( concerned about the lack of opportunities to pursue alternative career paths or to have some relief from shif t work at some point in their career progression with the Company.

[

3.2 CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 2

( To address the second root cause, PE established the following corrective action objectivesi

(

[

LICENSED OPERATOR RESOURCE DEVELOPMENT 35 f - _

[

L

[ Sostian II: PBAPS ACTION L

1) Ensure an adequate reserve of licensed operators to provide flexibility for relief and rotational assignments and add additional supervisory and reactor operator coverage beyond the safety requirements on each shift. Specifically

• Ensure availability of sufficient numbers of qualified licensed operators f to restart PBAPS.

• Develop and initiate plans to create and maintain an adequate reserve of licensed personnel ready to fill temporary and permanent vacancies.

{

• Staff, on a rotating basis, a blocking and support group to reduce the administrative burden on the control room shift.

( 2) Ensure that shif t personnel have opportunities to pursue alternate career paths and to have relief from shift work during their career progression at PE.

Specifica11ys f

• Develop additional career paths for shift personnel.

• Develop educational programs for operator personnel who wish to progress into technical and/or management positions.

( Ensurina Adeauata Reservan of Licensed Omarators

( PE has taken several actions to accelerate the recruitment and training of candidates for licensed operator training.

Existing pe, sonnel policies and compensation practices related to the hiring of new employees were reviewed to determine what changes were needed to permit Nuclear (

personnel to be hired more promptly and at other than entry levels. Following the

(

review, appropriate changes in both the written policy and compensation practices

( war. de.

[

LICENSED OPERATOR RESOURCE DEVELOPMENT 36

{

k

$setian II PBAPS AClION

[

In July, 1987, higher standards of screening for candidates for the licensed operator progression were adopted to includa a minimum of two years of post high school technical education. U.S. Navy nuclear training or equivalent education and work experience. Successful candidates are paid at an advanced starting wage level.

The hiring procedures have been revised to include three new provisions: 1) a review by the site Vice Presidents is conducted to establish budgeted positions  !

critical to the operation at each nuclear plants 2) an "open posting" is maintained

[

for these critical positions so that PE's ability to expand forces and/or replace losses will be maximized; and 3) any requisitions for employment in these critical p

areas are expedited by simultaneous processing of potential candidates for transfer L

from within the Company and new hires from outside the Company.  !

l PE's Personnel and Industrial Relations organization was requested to recruit and j hire additional licensed operator candidates in accordance with these revised requirements. Fifteen employees (14 new hires with Navy nuclear experience and one internal PE transfer) were recruited in the summer of 1987 and successfully passed

[ a plant operator screening test. They are now completing qualification as Auxiliary L

Operators at PBAPS. PE is currently in the process of hiring 20 additional r

L employees to enter training as Helpors.

A second near-term action was to begin an accelerated license training program for experienced PBAPS plant operators in August, 1987. This is expected to lead to additional licensed nparators in the summer of 1988, f

L Six operators, enrolled in earlier classes, took their NRC license examinations on October 5, 1987, and five qualified (two as Ros and three as SR0s). The sixth will LICENSED OPERATOR RESOURCE DEVELOPMENT 37

(

[

Sostien II: PBAPS ACTION I

L re-take the plant walkaround examination in February, 1988. One additional plant f operator is scheduled to take his NRC RO examination in February, 1988.

L r

L For the longer term, PE has made a strong management commitment to ensure that the licensed operator pipeline is maintained at an optimum level to support the goal I

of having 85 licensed staff members. This complement of licensed personnel would e be comprised of the following L

SRO licensed personnel 1 Operations Support Superintendent 6 Shift Managers 2 Backup Shift Managers  !

l

[ 12 Shift Supervisors 2 Of f-shif t Positions (serving as Blocking Coordinator and Electrical Supervisor)

(

12 plant staff and/or licensed engineers 8 extra SR0s to ensure flexibility for rotational assignments 4 SR0s in training RO licensed oarsonnel 24 operators 8 blocking permit writers 6 extra R0s to ensure flexibility for rotational assignments

[

[

[

[

LICENSED OPERATOR RESOURCE DEVELOPMENT 38

[

(

Sosticn II: PBAPS ACTION A continuing series of licensed operator training classes will be conducted to fill new licensed operator positions, maintain an adequate reserve of licensed personnel ready to fill temporary and permanent vacancies, provide career path opportunities, and manage overtime of operators effectively.

PE analyzed the number of licensed operators required for safe restart. Although the number currently available meets Technical Specifications requirements, it was determined that augmentation of the licensed operator staff from outside PE would be beneficial in order to release additional PBAPS R0s for SRO training and to provide assistance with the processing of blocking permits. Accordingly, four RO

(

candidates were contracted from General Electric and placed in the PBAPS training program. Two of these R0s have since been released from the training program. The other two are scheduled to be examined in February, 1988, and placed in the shift

{ rotation af ter they are licensed until they can be replaced by additional PE licensed operators.

{

[ A team of three Hope Creek licensed personnel have been provided by Public Service Electric and Gas, a co-owner, to assist in processing blocking permits which had

{ previously consumed significant amounts of control room operators' time and attention. The loaned Hope Creek operators are not performing licensed duties and will be released when additional licensed operators are available for PBAPS.

Career Davalamment Osmartunitiam for Omaratorm

[

Additional career path opportunities have been established for licensed and i

non-licensed operator personnel by the new Operations organization structure described in Chapter 2. The new position of Operations Support Superintendent

{

LICENSED QPERATOR RESOURCE DEVELOPMENT 39 f _. _ . .

( '

3:ctiCn III P8APS ACTION establishes an additional career progression opportunity for licensed personnel beyond operating shift assignments. The new positions of Blocking Coordinator and Electrical Supervisor provide licensed operators with two additional off-shif t assignment possibilities. The new Floor Foreman positions provide additional

[ promotional opportunition for non-licensed operator personnel.

As more licensed operator personnel become available for shif t assignments, other career path opportunities will be opened for licensed operators who choose to accept assignments e ff shif t in training, quality assurance, outage planning and other site

( and corporate support functions which wouls benefit from the addition of more staff with operating experience.

[

PE is committed to supporting the career advancement of licensed operator personnel into positions requiring college degrees. A special program is being developed with

{ a local university for licensed operators who wish to earn a Bachelor of Engineering degree. The Company will provide support in terms of tuition and paid leave for selected personnel who wish to pursue this educational opportunity. PE is also investigating a continuing education alternative, the University of Maryland off-campus program in Nuclear Operations Technology. Both programs will offer licensed operators the opportunity to progress into plant and corporate management or professional assignments, including the position of Shift Manager.

3.3 BENEFITS OF CORRECTIVE ACTIONS

{

The new daytime operational structure provides for temporary and permanent

[ promotions or transfers out of control room shift operations in the licensed operator career path. Other career path opportunities will be opened to licensed operators through incesased use of their skills in positions in training, quality LICENSED QPERATOR RESOURCE DEVELOPMENT 40 f

Sostion II: PBAPS ACTION assurance, outage planning, and other site and corporate support functions. The opportunity to earn a college degree while on shif t will also provide operations personr el with alternative career paths such as Shif t Manager and plant management

{

staff positions.

With an accelerated schedule for licensed operator training and the revised entry-luvel hiring policy, PE will be able to create and maintain a permanent reserve of licensed operator personnel to provide additional supervisory and operator coveraga on each shift, manage overtime effectively, increase flexibility j

( for relief and rotational assignments, and enable licensed personnel to pursue additional career opportunities off shift.

(

(

[

[

[

[

[

[

[

[

LICENSED OPERATOR RESOURCE DEVELOPMENT 41

[

[

L

[

[

[

[

CHAPTER 4

[ CULTURAL CHANGE To l I ACHIEVE NUCLEAR EXCELLENCE

[

[

[

[

[

[

[

[

[ - - - - - - - - -

Scctian II: PBAPS ACTION 4.0 CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE The third root cause which PE has addressed in its Restart Plan isi

~

The station culture, which had its reets in fossil and ore-TMI operations, had not adanted to channina nuclear,,reouirements.

4.1 AkALYSIS OF ROOT CAUSE 3 PE operated a high temperature helium-cooled reactor at Peach Bottom Unit 1 from Ma rc h, 1966, until the unit was decommissioned in October, 1974. As Peach Bottom Units 2 and 3 became operational, Unit 1 personnel were assigned to operate these new units. With few exceptions, the PBAPS management personnel and operations crews were transferred employees from PE fossil fuel powered plants who had received nuclear operations training. The organizatioral structure and menacement

{

philosophy used to operate the units were typical of those in the fossil plants.

In the early years of PBAPS operations, the transferred plant staff proved to be technically competent, and PBAPS had an excellent reputation in the industry.

However, with their roots in the pre-TMI eviture, and the confidence in their own technical proficiency, there was an inadequate response to the increasing complexity f of systems and the imperative for high standards of operating excellence in the post-TMI environment.

Corporate management, which had developed in the same pre-TMI environment, did not provide the leadership to adept the PE culture to the newer standards.

I l

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 42

(. ,

7, 5:cticn II: PBAPS ACTION

( '

L 1 . CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 3 To address he third root cause, PE established four corrective action objectives i J

1) Identify and communicate the cultural values which PE and PBAPS management are committed to supporting in the pursuit of nuc1sar excellence.

(

( 2) Provide training and team building support for menagement to live by these values, including

<

• Classroom management training

., e Organization development services for management

• Intergroup meetings to improve working relationships

+ Off-site menagement meetings to plan for cultural change

• Recognition of excellent managers as managerial role models

{

e Supplemental training in today's nuclear environment through visits and interactions with personnel at other nuclear plants e Additional team building activities

3) Provide training and communication processes which support employee commitment to these values, includinsi f

• Attitude Assessment and Training Programs for Licensed Operators

• Team Training for Shift Managers and Shift Personnel

• Attitude Training Programs for Non-licensed Operator Personnel

• Employee / Management Communications Program

• Employee Involvement Program

• Organizational Survey and Feedback f

l CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 43 l

Scoticn II: PBAPS ACTION

4) Ensure that management policies, programs and control systems support these cultural values, including:

f

• Personnel Management Policies and Practices I

+ Programs to Support Procedural Compliance f

• Improved Site Work Planning and Management Processes

• Relationships with Regulatory Agencies and Auditors I

• Site Quality Organization Improvements l

( l The corrective actions taken to date and PE's plans for additional cultural change

( activities are discussed in the following pages.

I

4. 2.1 Identification and cc mication of cultural Values The foundation upon which PE management is building its nuclear culture includes

(

the following primary themes:

• Individual accountability for performance

• Individual responsibility for safety and assurance of quality f

• Team work

• Open and candid communications

• Striving for excellence in all aspects of nuclear operational and organizational r

[ performance The Nuclear Group management team has made conscious efforts to demonstrate these

{

values in all of its planning and management activities, and is committed to the principles outlined in the Open Letter from Mr. Everett at the beginning of this document.

CULTURAL CHANGE To ACHIEVE NUCLEAR EXCELLENCE 44

[ _

j s g > - -

g, ,e f'% o f /

yu ,

I *I' # - \Ssction II: PEAPS ACTION l

- s . ,

l As oniof* a/ air first actions, the Senior Vice President-Nuclear and his direct I

.\

reports- ,

met ,off-sit'e to develop their Vision ior the Nuclear Group, along with a i

, , 1 f MissionlStden/Mt 'end organization Objectif es for 10j3, Appendix F contains a copy l

, .,,

• a of the,Tisclear* Group Vision, Mission and Objectives,,,as endorsed by the executive Nuclaar managtimsn't team. In the past, there was a fragmented approach to nuclear go41 s and objectives programs, with eedh department developing its own goals

{ ,

independent 19 l'o adpdort multiple goals programs, including the Corporate Goals and iA Object',ves ProgreA the Corporate Performance Award Program and the INPO Performance Indicators Program. With tiie Nuclen r# organization, the executive Nuclear

( ~

[ management' team has estaL155hed the, Nuclear Group objectives as a single integrated set of coals toward which all Nucleer departments are working.

The Nuclair Grou;a Vision, Mission and Objectives have been personally presented by the Senior Vice President-Nuclear to a gathering of nearly 100 managers, including PBAPS nanagers and sup'erintendents. During this presentation, the Senior Vice

[

President-Nuclear sdokraof his personal, commitment and the commitment of his executive management staff to~the Nuclear"Geoup Cbjectives, and requested the support of each Nuclear' manager in accomplishing them. Each site and off-site support organization is establishans supportive goals to implement the Nuclear Group objectives and management philosophy' .

{

At PBAPS, the Vice President is,hd1 ding a series of meetings with his Managers and Superintendants to develop PBAPS objectives and goals for 1988 which will support the overall Nuclear Group objectives. The PSAPS Management staff has established x .

Mission and Vision Statements'Er. PF APS mu follows:

r e

[' CULTURAL CHANGE TO ACHIEVE NUCLEAR dCELLENCE 45 C- --- -- - - - -- - - - ,

L Secticn II: PBAPS ACTION f

L Our Mission is to operate Peach Bottom safely, reliably, and economically in the f

L pursuit of excellence.

I L

Our Vision is that Peach Bottom Mill come to be known by us, the public, the NRC, and the nuclear industry as one of THE BEST NUCLCAR GENERATING FACILITIES.

[

( To provide ongoing direction on station priorities, while he was Manager-PBAPS, Mr.

Smith issued two memoranda to all PBAPS personnel. The first, dated Octobe" 1,1987 and entitled "Reporting Guarantaes Nuclear Safety," urged all site personnel to take an active part in assuring safe operations by assuming individual responsibility for reporting anything that they believed to be a deficiency or a potential problem.

He outlined several methods of reporting deficiencies, including a telephone number

(

to report directly to the Shif t Clark, an order of reporting up through the Station chain of command from the first-line Supervisor to the Plant Manager, and additional plant and corporate personnel to be contacted in cases where the employee felt that the concern had not been satisfactorily resolved through these other reporting methods. The memorandum assures employees that all such reports will be investigated and resolved, and that there will be no recriminations, regardless of

[ the nature of the report.

The second memo, dated October 20, 1987, clearly and succinctly discussed the importance of safety and quality as the first and second priorities to be considered in all work activities. Mr. Smith emphasized that only when these first two

( priorities had been met should schedule be considered as the third priority. In addition, Mr. Smith directed his staff to personally discuss these priorities with site personnel. This memorandum has reinforced the intention of PBAPS management l

l CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 46 L- - - - - - - - - - - - - - - - _

Section II: PBAPS ACTION to "do it right the first time" as they plan and implement restart activities for r . Unit 2 and pipe replacement outage activities on Unit 3. {

1

)

The Nuclear management team recognized that "assurance of quality" was not a well

{

understood concept among corporate and PBAPS personnel. To promote understanding i and implementation of this concept, the team members developed a statement of philosophy for assurance of quality, including the commitments which management is making in employees and the expectations which manasement has fg.C employees to fulfill individual responsibilities for assurance of quality. This statenant, which has been endorsed by the executive Nuclear management team, reads as follows:

NUCLEAR GROUP MANAGEMENT PHILOSOPHY FOR ASSURANCE OF QUALITY Definition Assurance of quality is paramount in all nuclear activities. Assurance of quality involves a commitment to excellence in one's own work performance and an acceptance of personal responsibility for the overall safety and quality of

( nuclear activities.

Nuclear Group Manaaement Commitments to the Nuclear Emolovee Team The Nuclear Group is committed to the assurance of quality as Philadelphia Electric Company's approach to nuclear activities. To provide leadership in, and support for, assurance of quality, we will:

1) Establish performance goals which contribute to achieving and maintaining excellence in our nuclear activities.

2) Communicate with you about these goals to assure your understanding and support.

3) Use effective performance reporting systems, so that we can monitor progress toward meeting our goals and identify and resolve potential problem areas on a timely basis.

4) Support procedural compliance by assuring that procedures are accurate, up-to-date and "user friendly."

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 47

L Section II: PBAPS ACTION E

L

5) Develop and maintain effective problem reporting processes so that you can I report observed quali'ty problems or deficiencies quickly and easily.

6) Encourage your involvement in the pursuit of excellence by responding quickly and constructively te good suggestions for improving the quality and efficiency of work. l

7) Encourage open ccmmunications about all areas that affect thn safety and quality of nuclear activities.

8) Recognize each employee's success in pursuit of assurance of quality in performance evaluations.

Nuclear Group Manaamment Expectations for the Nuclear Emolovee Yeam In turn we have expectations for a commitment from each Nuclear employee to assurance of quality. Each of you will be held accountable tea

1) Support the accomplishment of your work group's performance goals through the quality and timeliness of your work activities.

2) Supply accurate and timely data as required for performance tracking and reporting.

3) Adhere to established procedures in the performance of your work.

4) Notify your management in a timely manner of any problems with procedural complian:e, using established administrative processes.

5) Report osserved quality problems or deficiencies in a timely manner, using established administrative processes.

6) Make recommendations to your management for improving the quality and efficiency of work.

This statement is indicative of the approach and tone which is being used in management communications with PBAPS employees to underscore the cultural values

(

which Nuclear management has committed to supporting. The statement will be published in company newspapers, displayed on site bulletin boards and incorporated into the General Employee Training (GET) program. Although PBAPS management believes that written communications about their vision, objectives, priorities and philosophy are important, they are aware that, no matter how sincerely intentioned and well written communications of this nature might be, there is no substitute for

[ face-to-face communications with employees when discussing such matters.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 48

{

Scction IIs PBAPS ACTION During the week of February 15, 1988, a series of all-hands meetings will be convened and all PBAPS employees and contractors will have the the opportunity to j near personally from the Site Vice President, Plant Manager and Project Manager about the PBAPS Restart Plan. The three site leaders will discuss their management

( philosophy and their needs for employee cooperation and support for both the restart affort and the long-term cultural change process at Peach Bottom. They will present the corporate and station goals for 1988, and identify the values which they want to support as the hallmarks of the PBAPS culture. Steps taken to accomplish these goals and foster these values, as well as progress to date on the restart plan, will be discussed. The managers will also explain the intent behind the Commitment to Excellence Program. The meetings will be held in a location near the plant for groups of 250-300 people at a time who will be relieved from their normal duties 5

to participate in the one and one-half hour to two-hour meetings. Night sessions will also be scheduled.

4.2.2 Manaaement Trainina and Team Buildina for Cultural Chance Information about PE's new Nuclear Training organization and the management and professional development programs which it will be responsible for developing was presented in part 3.7.2 of Section I of the Restart Plan and is included for

( reference in Appendix G of this document.

( An assessment process to determine Nuclear management and supervisory training needs has already been initiated at the senior Nuclear management level and will be continued down through the organization to the first-line supervisory levels. The new manager of the Nuclear Training Division's Management and Professional CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 49

1 L

r Section II: PBAPS ACTION b

Development Branch will work with the newly appointed PBAPS and LGS Training Superintendents on this project.

g Classroom Manacement Trainina A first priority, in terms of PBAPS management training, was to ensure that the new Shif t Managers were prepared to fill their roles. A four-week course in managerial skills, Manaaina for Excellence, was developed and conducted to accomplish this purpose. Prior to participating in the course, all of the candidates for the Shift l

Manager positions had to mest carefully defined qualification requirements (e.g., I senior operating licenses, degrees in relevant disciplines, and identified

( leadership skills) and undergo an assessment process conducted by Rohrer, Hibler, and Replogle, Inc. (RHR) psychologists. The assessment process focused on two areas 1) the attitudinal readiness of each candidate to establish and maintain standards of nuclear operations excellence, and 2) the managerial aptitude of each candidate in terms of the ability to take command, decision-making initiative, discretionary judgement, intuition, and interpersonal skills.

The curriculum for the Manacina for Excellence course included managerial skills, group dynamics, interpersonal communications, disciplinary issues, and management performance expectations. The course was successfully completed by the six final candidates selected as Shift Managers, as well as three other PBAPS management personnel.

Commencing on February 29, 1988, a special four-week training program will be conducted along the lines of the People-The Foundation of Excellence course described later in this chapter. In addition to three operator personnel who are

( CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 50 L_ - --- - - -- - - _ - - - - - - - - - - - - -

L Section II: PBAPS ACTION l

)

scheduled to take their RO examination in February, 1988, course participants will l l

include 12 to 16 first- and second-line supervisors from as many of the following departments as possible s Maintenance, I&C, Technical Staff, Health Physics, l l

Chemistry, Modifications and Security. One senior staff member (senior engineer, assistant superintendent, or superintendent) will also participate.

This will be the first of these intonsive experienced-based training programs to involve a cross-representation of supervisory personnel from site work functions other than Operations. It is thus viewed as an important opportunity to concentrate on site-wide team building.

Another near-term, management training effort is focused on providing PBAPS managers and supervisors with additional training in personnel management policies, including employee performance evaluations and application of disciplinary guidelines for Nuclear employees. The first of these additional training programs in conducting effective employee performance evaluations was held on site on January 28, 1988, for selected PBAPS managers and supervisors.

Two meetings have been held at PBAPS with management and first-line supervisors to discuss their concerns and training needs in the area of discipline and the application of PE disciplinary policies. The data collected in these meetings are

[ being used to develop a training module to address the expressed concerns. As currently planned, the training will be completed for the Operations organization in April,1988, and implemented for the remaining PBAPS organizations over the next year.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 51

l Section II: PBAPS ACTION b

PE recognizes that management training in support of cultural change can be accomplished by many other methods in addition to formal classroom training. These methods include:

(

1) Using the services of organization development professionals to provide

( individual coaching to managers, facilitate management staff meetings at which good management practices are discussed, offer informal training sessions in specific management skills such as meeting management, and reinforce good management practices as these are demonstrated in the organization.

2) Holding meetings between work groups to identify ways to improve working relationships and program management.

3) Having special off site meetings at which management takes the time to discuss its cultural values and agree on the kinds of management behaviors which will support such a culture.

4) Observing and learning from those individuals who are recognized as excellent managers within the organization (management modeling).

5) Providing supplemental training in today's nuclear environment by arranging for PE management to interact with personnel at other nuclear plants to observe good practices which can be adapted for use at PE.

All of these methods are being used to assist corporate and PBAPS management to live by the cultural values which they have identified es critical to success.

Eraanization Development Servicar for Manaaement The Senior Vice President-Nuclear and his direct reports are each working closely with organization development professionals who are also available to other managers within the department. For example, the PBAPS organization development professional works not only with the Vice President and his direct reports, but also with PBAPS superintendents and senior engineers on areas such as transition planning to implement the new site organization, meeting management effectiveness, management / employee communications, interface agreements to clarify roles and responsibilities between work groups, and other management practices which will CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 52

Section II: PBAPS ACTION l support cultural change. The results to date of these coaching / consulting relationships have been very positive, with members of the executive Nuclear

(

management team receiving unsolicited commments from their staffs about perceived improvements in Nuclear management practices.

Use of Interaroup Meetinas to Imorove Workina Relationships As meetings are held on reorganization issues among site work group managers and between site and off-site work group managers, ways in which improvements can be made to working relationships and program management are also discussed. Some of these discussions will result in formal interface agreements; equally important is that these face-to-face conversations about working relationships are improving management practices and contributing to a collaborative team work approach to site activities.

Off-site Manaaement Meetinas A special all-day off-site meeting was held by the Senior Vice President-Nuclear on January 19, 1988, for Nuclear Group management, down to and including all superintendents and assistant superintendents. This was the first time in PE's history that such a . sarge-scale management retreat was held, with nearly 100 management personnel par ticipating. The success of the event has resulted in a decision by the Senior Vice President-Nuclear to convene similar meetings on a quarterly basis. In addition to introducing new members of the PE Nuclear management team, the purposes of this meeting were toi discura progress and answer questions about the Nuclear reorganization and PBAPS restart plans; commit to the Nuclear Group Vision, Mission, Objectives and Philosophy for Assurance of Quality; I CULTJRAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 53 l

I

l Soction II: PBAPS ACTION l

and identify specific management behavior changes which the group believed would be supportive of cultural change efforts.

In small groups, Nuclear managers listened to each other discuss the kinds of management practi:es which needed to be reinforced or adopted to contribute to excellent management of PE's nuclear operation. Following these discussions, many important recommendations were made for the large group's consideration. Each of the sxecutive Nuclear management staff was charged by the Senior Vice President-Huclear to discuss these recommended management practices further with his management staff and develop a list of good practices and management behavior changes which they would personally commit to supporting. The lists will be reported back to the Senior Vice President-Nuclear in March, 1988, and a composite list of Nuclear management behavior commitments will be developed at that time.

The superintendents at this meeting were requested by the Senior Vice President-Nuclear to have follow-up meetings with their staffs to communicate all of the information covered down through the rest of the supervisory chain.

Manaaement Modelina An example of how the alternative training method of management modeling is being used involves a presentation made by John Franz, recognized for his excellent leadership of LGS, at a special meeting of PBAPS managers and superintendents during January, 1988. At this meeting, Mr. Franz spoke of his "Proposed Value System for Business Success" (Appendix H). Discussing his earlier years at PBAPS and his last ten years at LOS, he identified what he believes to be some of the most important themes for effective management and teamwork to promote nuclear excellence at PBAPS.

Due to the credibility which Mr. Franz has with his peers because of the commonality l

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 54

Section II: PBAPS ACTION of their backgrounds and the high OALP ratings which Limerick received under his management, this type of alternative training method is having significant impact I

on site raanagement practices. On their own initiative, many of the managers and superintendents who attended this meeting have posted Mr. Franz's outline of his

, values for business success on their office walls.

Another example of how communications from individual site managers can offer a model for other PBAPS managers and employees to use in changing the site culture was provided by the new Project Manager. In his initial communication package (Appendix I) distributed to each employee in the PBAPS Project organization, Mr.

Powers reemphasized station priorities, as these had been outlined in the earlier memo from Mr. Smith (referred to in section 4.2.1), and then discussed his own l

management philosophy and style. The ten-page memo stresses the importance of team work and defines the "r331 key people on this site Cas) the working level people who actually do the work." Continuinc in this collaborative tone, Mr. Powers describes what he expects from his employees in terms of individual flexibility and willingness to put the needs of the plant first during this period, a true spirit of cooperation, and active involvement in making things happen rather than making excuses.

In turn, he communicates what his people can expect of him in terms of openness to their concerns and recommendations, as well as willingness to delegate routine decision-making down to the people closest to the situation and then support them, as long as they keep those around and above them informed. As with Mr. Franz's presentation, the tone and the examplas used are, in themselves, indicators of cultural change as well as means to promote further cultural change at PBAPS.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 55 m....

Sectien II: PBAPS ACTION Interactions with Personnel at Other Nuclear Plants As another important alternative training method, PE is encouraging visits and interaction by PBAPS personnel with personnel from other nuclear sites in order to observe first-hand and learn from other plants' experience. In developing the expanded site QC program, a PE team visited Nine Mile Point 2 to observe and review a similar program there. Visits have also been made to Salem and Hope Creek generating stations to observe their engineering and information management programs. The Superintendent-Operations, Assistant Superintendent-Operations, Operations Support Engineer and all Shift Managers have gone as a team to visit Susquehanna Steam Electric Station to review that operation and identify good practices for incorporation at PBAPS. Similarly, the Director of the Corporate Radweste Section and the Radwaste Engineers from Peach Bottom and Limerick visited the Georgia Power Company's Hatch Plant to review programs and practices there for storing and shipping radioactive waste.

Additional visits in the future will include other older vintage nuclear plants which have successfully made the trensition into the post-TMI environment.

Many meetings are being held to bring together managers at PBAPS and their counterpart managers at Limerick in order to open the dialogue between these two groups and promote an interchange of good practices between the two plants. Similar meetings are being held between PBAPS and LOS r.anagers and their counterparts in Nuclear Support and Nuclear QA. Periodic off site meetings for in-depth evaluation of plant performance and consideration of Operating Experience Assessment Program (CEAP) data will also contribute to keeping plant staff from both Limerick and PBAPS current with industry concerns and good practices.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 56

\

Section II: PBAPS ACTION Additional Team Buildina' Activities In addition to the team building aspects of all of the activities discussed above, s

the Senior Vice President-Nuclear has been holding monthly Nuclear Management Team meetings attended by all Nuclear department and division managers. At these meetings, organizational and operational concerns are identified aad selectee topics are discussed to keep managers informed of Nuclear program developments and of each other's progress and plans. Following the monthly Nuclear Management Team meetings, the PBAPS Plant Manager, Project Manager, Support Manager and Training Superintendent hold meetings with their own staffs to discuss the topics covered at each of these meetings and ensure that appropriate information is conveyed down to first-line supervisors and employees.

As part of his site team-building efforts, the Vice President-PBAPS holds weekly l

staff meetings to ensure that all of the station managers and superintendents are

]

working to the same priorities and providing unified direction on site work activities. These meetings are also attended by the PBAPS CTE Site Program Manager and the organization development professional working with PBAPS management.

Every other week, the PBAPS Plant, Project and Support Managers hold an extended staff meeting, which is attended by superintendents, assistant superintendents, i

senior engineers and lead vendor personnel to discuss priorities and work progress j and identify and resolve any problem areas. On a periodic basis, station management holds meetings with the Shift Managers and, also, with shift personnel when they are on utility shift.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 57 L

l Section II: PBAPS ACTION All participants at site management meetings are directed to follow up by communicating relevant information as quickly as possible to their staffs and to monitor that such information is communicated on down the supervisory chain to employees. These regular and extended staf f meetings have contributed to improved site communications and better understanding of work priorities and the actions necessary to get the work done.

4.2.3 Employee Trainina and Communications for Cultural Chance Again, as with management training for cultural change, PE recognized that formal classroom training would not be the only (nor, in many cases, the preferred) method for changing employee attitudes and the PBAPS culture. The strategy developed by the PBAPS management team was to promote employee 6ttitudincs change through six major types of training and communications activities:

1) Attitude assessment and training programs for licensed operator personnel

2) Team training for shift managers and shift personnel

3) Attitude training programs for non-licensed operator personnel

4) An employee / management communicetions program to solicit and respond to site employee concerns and suggestions

5) An employee involvement program to give all PBAPS personnel an opportunity to become more involved in site activities and concerns

6) An organizational survey and feedback process with site personnel focused on improving organizational and work team performance factors In addition to these formally structured programs, two other informal strategies are being used to address employee attitudinal concerns and improve communications.

First, the all-hands meetings, discussed earlier in this chapter, will be used as a key opportunity to promote cultural change with all PBAPS employees. Second, site managers have placed an increased emphasis on "MBWA" -- Management By Walking Around CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 58

L Section II: PBAPS ACTION

- so that they can regularly engage in informal exchanges with employees, discuss their management philosophy and commitments, and listen to what their employees have 1

to say.

l Attitude Assessnent and Trainina Proarams for Licensed and Non-licensed Operators l

l Based on the problems identified in the Shutdown Order, PE's own internal investigation, and the root cause analysis, it was considered essential to determine the potential of each operator to change behavior and attitudes, if given the opportunity to do so through intensive training, to the extent necessary for reassignment to control room duties.

Following the Shutdown Order, Mr. Smith conducted individual interviews with every operator. Extensive interviews were also conducted by PE's Claim Security Division with each operator and other shift personnel. Information from these interviews and a signed statement given by sach interviewee were made available to Mr. Smith.

Rohrer, Hibler and Replogle, Inc. (RHR) was hired in June, 1987, to conduct individual psychological assessments of all operators. The focus of the assessment process was to identify any characteristics of individual operators which would suggest that their attitudes were not conducive to successful retraining.

RHR's process consisted of a two- to three-hour interview with each operator and the use of appropriate questionnaires and instruments. A verbal report regarding each operator was made to Mr. Smith. The report included RHR's conclusions about each individual in five areas intellectual functioning / problem solving, emotional CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 59

i Section II: PBAPS ACTION stability and overall maturity, skill with people, understanding of self and others, and the ability to organize and direct others.

Af ter the above information was reviewed, a final decision was made by Mr. Smith on each operator's acceptability for participation in the trainino course, People-The Foundation of Excellence. Operators who were accepted for retraining were given the opportunity to volunteer for the course with the understanding that f

return to control room duty required that they complete the course successfully.

The objectives of the People-The Foundation of Excellence course were to:

1) Help licensed operators identify the underlying attitudes that promoted unacceptable behavior in the control room and to show them how to change these a'.titudes.

2) Improve control room working relationships through the development of interpersonal and group dynamics skills.

3) Enhance professionalism on the job.

The course was designed under the direction of tha Nuclear Training Superintendent and in collaboration with a team of Management Analysis Company (MAC) applied behavioral scientists. The course content was developed based upon review of documents (the Shutdown Order, INPO reports, SALP reports, the MAC Problem Root Cause Assessment, and other NRC documents) relevant to the course objectives, and a position paper outlining the philosophy and training approach to be taken.

The four units of tha six-week course covered the following topics:

Unit 1. Personal insight into sources of behavior; personal behavioral characteristics and their effects; individual facades and their consequencess anthods of changing / modifying behaviors personal responsibility for one's own behavior.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 60

Secticn II: PBAPS ACTION Unit 2. Interpersonal processes; role of feedback / leveling; definition of interpersonal competence; effects of behavior in interpersonal transactions (impact of self on others/ impact of others on self);

management of interpersonal processes; personal responsibility for the l quality of one's interpersonal relationships.

Unit 3. Group membership influences on behavior; group dynamics; "group think" potential and methods for its managements diagnosing group dynamics; methods of improving group processes; personal responsibility for one's own behavior in a group setting.

Unit 4. Conflicts dynanics of differences; productive use of differences; l choosing between strategies of conflict and collaboration; conflict management.

l Throughout the course, issues of professionalism and adherence to procedures were s

addressed using examples from the plant setting. The participation of the Vice

?

President-PBAPS and the Assistant Superintendent-Operations at relevant times during the course helped participants transfer their learning from the training setting to the work place.

People-The Foundation of Excellence was presented in July, August and October,1987, and has been successfully completed by 44 operators, STAS, and Operations management staff. At the completion of their training course, all licensed operators signed a "Commitment to Excellence" Statement (Appendix J) to affirm their renewed j dedication to assurance of quality and professionalism on the job.

Team Trainina for Shift Manacars and Shift Personnel To help Shift Managers and licensed operators integrate the learnings from their respective training courset and function effectively as shif t operating teams, a Team Training Course was developed ard conducted for sach shif t team. In the eight days of the course, participants worked through simulator sessions on normal plant operations, plant manipulations specified by the NRC, plant start-up scenarios and CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 61

Section II: PBAPS ACTION plant transients. Through videotape reviews of their simulator sessions and l l

classroom discussions, participants identified their strengths and weaknesses with )

respect to communications and teamwork. Based on each team's performance, plans 1

for follow-up training will be incorporated into each team's sessions at the Peach Bottom simulator in the spring. Each of the six PBAPS shift operating teams has now successfully completed the Team Training Course, demonstrating their proficiency and cohesiveness as teams during the simulator training to the full satisfaction of INPO and NRC evaluators.

1

, Attitude Trainino Procrans for Non-licensed Operator Personnel l

l PE has also designed and conducted a two-week course, Personal Effectiveness, for all non-licensed operator personnel which was started in October, 1987. The course objectives were to: 1) ena ,1, the participants to identify and develop skills needed to assess and manage pcesonal effectiveness in work situations; and 2) provide a foundation for continuing training of non-liconsed operators in team l building. Non-licensed operator personnel have now completed this course.

L r

1 L To further sustain new behaviors and attitudes of PBAPS Operations personnel, PE g will design and conduct follow-up training for employees who have participated in People-The Foundation of Excellence, Manacina for Excellence, Personal Effectiveness, and the Team Training Course. The purposes of the follow-up training during 1988 will be toi 1) reinforce the behavioral and attitudinal changes of l course participants; 2) extend their skills and knowledge in a manner that will increase their ability to apply these skills in the work settings and 3) continue the process of team development. The training will be designed to provide maximum e

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 62

Section II: PBAPS ACTION flexibility and focus. In this way the needs of specific sub-groups (e.g., Shift Managers, Shift teams, Floor Foremen and their direct reports) can be met.

Emplovee/Manacement Communications Procram 1

1 In July, 1987, Mr. Smith, then Manager-PBAPS, initiated a "Tell It To the Manager" program wherein any employee on site could communicate directly to the station l manager in writing about work-related questions, concerns or suggestions for improvement. The employees decp their written notes in one of two conveniently located collection boxes on site. To ensure confidentiality, Mr. Smith, who has the only key to the collection boxe.s, personally collects the items on a regular basis, and there is a code system available for those employees whc wish to remain anonymous. Mr. Smith responds to relevant items either personally or in his "Answers From the Manager" (now renamed "Answers From the Vice President"), which is published every two to four weeks. The publication contains any messages Mr.

Smith wishes to convey to employees, as well as answers to those questions which have been resolved since the last issue. Items yet to be resolved are put into a computer tracking system and formal inquiries are sent to the responsible party.

When a resolution is available on an unresolved item, it is printed in the next issue of "Answers From the Vice President" or communicated personally.

Over 1000 items have been received since the program was initiated. Some items request information or contain questions concerning policy. Other items report violations of safety procedures, or safety-related concerns. Still others recommend changes to improve work activities or conditions. In addition to serving as an L important means of changing employee attitudes about site management's willingness CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 63

Section II: PBAPS ACTION to listen to their concerns and suggestions, the program has also resulted in some significant programmatic improvements.

Several problems with Security concerning entry procedures were identified and l l

corrected, and some problems with equipment items that should have been repaired l

under the normal routine of plant operations were noted. In the latter case, the employee correspondence resulted not only in the specific equipment problem being fixed but, also, in the correction of the system which failed to identify and resolve the problem in the first place. Suggestions for improving the methods of handling radioactive waste and reducing its volume have also been submitted.

Of the 1014 "Tell It To the Manager" comments received on or before January 21, 1988, Mr. Smith has personally resolved 161 items; 436 items have been answered in written "Answers From the Manager"; 159 items have required action generating a tracking forms 201 items have required no actions 35 items involved actions already being tracked; and 2 items were derogatory comments.

The retitled program, "Tell It To the Vice President," encourages direct communications to the Plant Manager, Project Manager or the Support Manager, as well as to the Vice President. Employees check the appropriate box on the "Tell It To the Vice President" form to indicate which of these four site managers should most appropriately review and respond to their comments, and the Vice President distributes the correspondence to the other managers as appropriate.

[

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 64

Section II: PBAPS ACTION Emolovaa Involvement Proaram A second significant action taken by Mr. Smith to change employee attitudes and the j l

PBAPS culture was to invite employees from all station work groups to meet regularly l l

with each other and site management for the purposes of making suggestions to management which wou' d improve physical conditions in the plant and employee morale.

Forty volunteers from a cross-section of PbAPS work groups responded to the invitation and met with Mr. Smith to develop the program which they named the PB-TEAM (Peach Bottom-Together Employees and Management). The 40 member PB-TEAM meets monthly and the elected Steering Committee meets weekly. F ur subcommittees have been formed to focus on the areas of benefits and morale, sa f ety, team organizational issues and employee communications.

A PB-TEAM bulletin board has been constructed and placed in the main yard at PBAPS and has been augmented by the addition of a telephone answering machine. The PB-TEAM has recently completed a site-wide contest to select a plant logo and motto, and a subcommittee is developing plans for the use of the newly selected motto and logo. Other subcommittees have worked on a design for an employee fitness center, discussed the need for day-care at PBAPS, established a plan for developing a speakers' bureau and a writers' bureau, and conducted a survey of employee awareness of PB-TEAM activities and membership. The entire PB-TEAM recently participated in a full day of "Effective Meeting" training, conducted by PE's Training Division, to improve the effectiveness of their meetings.

The Vice President-PBAPS will continue these successful efforts which have contributed to an atmosphere of open communications at PBAPS. Additional employee involvement program efforts will be considered once the site management team is CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 65

Section II: PBAPS ACTION l

fully in place and a review of other utility employee involvement programs has been completed.

Oraanizational Survav and Feedback Process An organizational survey, which looks at organizational and work teem performance indicators to identify strengths and improvement areas, was .dministered at PBAPS during January, 1988. Known as the Productivitv/ Quality Profila, the survey has been used at more than 400 companies, including other utilities, and provides information about how employees perceive various issues related to their organization, management and work team effectiveness. Since all of these issues relate to employee morale and the organization's culture, conclusions can also be reached about these factors.

The survey was administered to a cross-representative sample of 15 percent of PBAPS managers, first-line supervisors and employees randomly selected to participate in the survey. The results of the survey are currently being reported back to PBAPS management. One encouraging result is that the survey analysis indicates a perceived improvement over the last ten months in management's openness to hearing about problems.

As the survey results are reported back to sitt management, priority issues will be identified, based on low-scoring performance factors and managers' knowledge of site concerns. Then, managers will develop recommendations which they believe would address these issues and decide on how these recommendations will be tracked for implementation. The same general approach will be used in later sessions to report CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 66

Secticn II: PBAPS ACTION the survey data back to first-line supervisors and obtain their recommendations to l i

l improve organization and work team effectiveness.

l Survey feedback sessions will also be held at PBAPS for site employees who participated in the survey. At these sessions, the follow-up steps on which managers and first-line supervisors have agreed will also be discussed.

i l

L The same survey process was also implemented at LOS, corporate headquarters and the i

I Central Maintenance Facility, and follow-up feedback sessions will be conducted at i these sites as well.

1 h

l 4.2.4 Manaaement Policies. Proarams and control Systems to Sunnart Cultural Values s

Chances in Personnel Manacement Policies and Practices I

To strengthen the authority and flexibility of Nuclear management's role in the areas of hiring, supervisory promotion, discipline and grievance resolution, PE reviewed its personnel policies and has modified the application of these policies for Nuclear personnel. Sisnificant changes have been nede.

Entry hiring and transfer guidelines for Nuclear positions leading to the licensed operator career path have been reviewed and revised as previously described in Chapter 3. Changes to Nuclear personnel hiring and compensation policies have resulted in 31 new hires at PBAPS at other then entry levels for positions ranging

[

from Helper to Manager.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 67

Section II: PBAPS ACTION Hritten guidelines have been distributed to help managers provide more opportunities for qualified employees to develop and demonstrate their supervisory skills through upgraded training and temporary promotional or developmental assignments. This will assist managers to assess the supervisory abilities of senior employees in determining qualificatien for promotion to first-line supervisory positions.

The application of the disciplinary policy has been modified to ensure that severity j L l of discipline is commensurate with the high standards of performance required for nuclear safety and excellence and to permit immediate suspension of employees in cases of nuclear operational or procedural infractions.

The grievance process for the Nuclear Group employees has been modified to provide for resolution of grievances at appropriate levels of management on a timely basis.

If the written response from the appropriate Employing Officer to an employee's grievance is considered unsatisfactory, a written statement of the grievance may be filed for resolution with the Vice President of the functional organization in which the employee works (for PBAPS employees, the Vice President-PBAPS). Each functional Vice President will thus play a strengthened role in the grievance process with full knowledge of and responsibility for employee grievances within the Vice President's orpenization. Only in those casas where the Vice Prasident's response is considered unsatisfactory by the employee will the grievance be resubmitted, in accordance with established procedures, to the Vice L

President-Personnel and Industrial Relations. The Vice President-Personnel and r Industrial Relations will overturn the decision of the functional Vice President L

only in those cases involving significant issues in which company policy has been misapplied.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 68

Section II: PBAPS ACTION A memorandum was issued on July 17, 1987, by the Vice President-Nuclear Operations reminding Nuclear managers of the requirement that yearly face-to-face performance evaluation interviews must be conducted with all employees. To assist management in conducting effective performance evaluation interviews, training or coaching sessions have been conducted, and will continue to be scheduled at various times within the next year for site supervisors who have not previously had this training.

Although Shift Managers have not supervised the operators who report to them for an extended time period, the training they have received in the Manaaina for Excellence program enables them to more effectively observe day-to-day employee performance and provide feedback on an ongoing basis. One Shift Manager reported favorable reactions from operators to the formal performance evaluations which he has been responsible for conducting thus far, with appreciation expressed for the fact that management was showing interest and concern. In one instance, the Shift Manager noticed immediate improvement in the way an operator made entries in the shift log book after the operator had been told in his performance evaluation that his entries wura not complete.

As is apparent in the personnel policy changes described above, PE is committed to returning more accountability and authority for personnel management and relations i

to line management, and will continue to review its personnel management policies l

l and practices to ensure that this intent is carried out. At the sama time, PE recognizes the importance of providing its Nuclear managers with appropriate f training and assistance to execute their responsibilities effectively in this l

rega rd . Examples of training being supplied for PBAPS managers have been described in this Section.

[  !

l

[ CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 69 1

t Section II: PBAPS ACTION r

To provide additional assistance in this area a site nuclear personnel specialist positien, the Personnel Administrator, has been established and staffed to assist line management in the areas of personnel management and human relations. This position works with the Superintendent-Personnel Administration in Nuclear Services and PBAPS managers, supervisors and employees to ensure consistent and equitable L implementation of personnel policies, assist supervisors with resolution of employee performance problems, and improve employee relations. j l

Proarams to Support Procedural Compliance

(

Recognizing the importance of procedural compliance as one component of nuclear safety and excellence, PE has takea a three pronged approach to improving adherence

( to procedures at PBAPS. First, the content of station procedures has been evaluated to determine needs for revision or upgrading of current procedures, or for the development of any new procedures. An experienced PE Procedure Coordinator was assigned to develop the evaluation methodology to be used with assistance from plant nonagement personnel and consultants. The avsluation methodology included criteria to distinguish between specific pencedura revisions requir sd prior to restart ai,d general procedure upgrades which would not be required unill after restert because they did not impact on the safety of plant restart and operations.

Criteria for revision requirements prior to restart includsde any procedures with technical inaccuracies, or errors in sequence which would result in misoperations any procedures which would compromise personnel or equipaent safety; and any procedures which would impact on complian'. 4 with regulations.

[

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 70

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k Sectien II: PBAPS ACTION For longer-term upgrade programs, the decision making criteria included: '

r comparison of existing procedures with INPO guideliness analysis of human factors )

L considerations to make procedures more easily understood by employeess analysis of e l the efficiency of operations as prescribed in existing proceduress and analysis of j the groupings of procedures for ease of use.

I L

Using this evaluation methodology, assessments of the need to revise and/or upgrade procedures in different categories have been completed. Immediate procedure revision programs are well underway or completed. In revising system (S) operating

{

procedures and administrative ( A) procedures which direct operator performance, operator "walk down" and/or technical review and sign-off has been included as part of the process. Operator training in the revised procedures is also required.

General Plant procedures have already been reviewed and revised as necessary and training on revisions is complete. Once the revision process has been completed

[ on Administrative procedures which direct operator performance, operators will be trained on these revisions also. Other procedures which have been reviewed and upGted as required are in the areas of health physics, radwaste, maintenance, ISC,

~

and trip procedures. A general upgrade of System procedures will be undertaken over the course of the next two years.

Prior to restart, the Plant Manager and Superintendent-Operations will issue an operations administration manual and a watchstander's manual. These manuals will define, in detail, the organization, requirements, and conduct of operations at PBAPS. The manuals are being developed and will be reviewed against INPO 85-017, "Guideline for the Conduct of Operations at Nuclear Power Stations," prior to issue.

{

[

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 71

[

L S stian II: PBAPS ACTION Second, in addition to improvements to the content of procedures, improvements have

[ also been made in procedures management and control processes. A formal procedure L i change initiation process is being smplemented to provide more timely input to management with respect to problems with procedures. To support this effort. a mechanism has been implemented for operators to report procedure deficiencies or r

l t the need for additional procedures to the Operations Support Staff. The Operations j 7

Support Staff has been structured so that, 2n conjunction with the System Engineers L '

and the current procedure re write effort, sufficient resources will be applied to I procedure maintenance to prevent a recurrence of the existing conditions at the time l

of the Shutdown Order.

I L

A schedule for converting to a two-year procedure review cycle for specified procedures has been established which will also contribute significantly to the effort to keep' procedures updated and easily usable, f By mid-1988, a document control center will be established to strengthen the system by which controlled procedures and prints are distributed. Once this system is operational, additional copies of controlled procedures and prints will be routinely r distributed to additional work locations throughout the Station. In the interim, L

a Procedures Control Group, reporting to the Superintendent-Administration, is

( responsible for managing the procedure control and distribution process and ensuring that all newly revised procedures are appropriately issued and distributed as I

L controlled copies.

The site Quality organization will conduct audits to ensure that only current

[ revisions of procedures ar.d prints are actually being used in etuality-related work.

L CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 72 l

4

l S:cticn II: PBAPS ACTION Responsibilities are being clearly. assigned for ensuring that new or revised procedures are incorporotad in relevant Nuclear training programs in a timely manner. The cy in which these responsibilities will be carried out will be documented in thc-interface a feements to be developed between the site Training

(

Superintendent and the Nuclear Training'Section of the corporate Nuclear Training

.. s

[

t Division.

Third in conjunction- with these programmatic and administrative changes to support an offs:tive' procedures mansgement program, other corrective actions are addressing attitudinal factor's which hava impacted negatively on procedural compliance.

Attitudes toward procedursl compliance have been discussed as part of the licensed operator and non-licensed operateF training programs. Additional emphasis is being placed on procedural comp 1 5 nce in technical and crafts training. Compliance with station proceduren has been added as a performance standard on Nuclear employee

(

evaluation formd and will be included in all Nuclear employee performance

( appraisals.

[ ^

The attitudinal training programs, the active involvemer.t of operators in the station orocedure revisiori stocuss and the commitment Jemastrated by management to suppert procedural compalines have already had a positive effect. For example, there have been as many as 50 proceridre change requests submitted in a one-month

(

period +since the new procedure change request form was initiated. In two recent instances when operators who knew how to perform a plant operating esfolution discovered that formally approved writteri procedures did not exist f a the particular evolutions, they immediately reported their concern to mantaement instead of proceeding with the work. In both cases, plant management delayed

{

further work until formal peccedures could be written and approved for use.

CULTURAL CHANGE TO ACHIEVE NUCLEAR iEXCELLENCE 73 L- - - - - - - - - - - - _ -

L Ssotien II: PBAPS ACTION r

1 i

Imaroved Site Work Plannina and Manaaanant Processas r

[ A major effort is underway to improve work planning and management processes in l

support of PE's cultural change effort. Significant changes in the methods used to plan and schedule work have been implemented as a result of the new site l organizational structure, the reinstitution of daily station work planning L

meetinrs, the increased involvement of support groups such as Health Physics in work I planning and scheduling, and the general improvements in communications between work groups.

To expedite work activities, several important actions have been taken. A Hork Control Group has been established to improve the coordination of work and to direct f the preparation of Maintenance Request Forms and permits before these are released or approved by Operations. A memorandum has been issued jointly by the Superintendent-Operations and the Superintendent-Outage Planning to define the functions of the Work Control Group and to clarify their interfaces with Operations and other work groups.

(

To improve coordination and responsiveness of engineering support for plant

( operations, Nuclear Engineering has assigned an Engineering Manager for Unit 2 restart. This function will be responsible for the coordination of all mechanical and electrical engineering support related to Unit 2 restart, including both corporate engineering and vendor engineering at site and off-site locations, and

{

involves full-time on-site representation of Nuclear Engineering from both the

[ Project Management and Engineering Divisions.

[ Selected work management processes will be assessed to identify any needed short-term and long-term improvements. The assessment process uses a team approach CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 74

L Sostian II: PBAPS ACTION I

t which combines PE personnel who have extensive knowledge of the specific work management system, consultants who have technical and management process expertise,

(

and information management systems experts. The team will thus be able to identify f improvements needed in information management and reporting systems which support the management of werk, problem identification, and corrective action tracking, as well as improvements needed in the work management systems themselves.

Four work management processes are currently being assessed to improve their effectiveness the PBAPS maintenance management process, the plant performance

{

reporting process, the Nuclear configuration ennagement program and the Nuclear commitment management program. This assessment process and the implementation of recommended improvements will require comprehensive effort and is consig,ered to be a long-term effort.

These improvements to work management systems, combined with site management's demonstrated commitment to improving and maintaining the material condition of the plant have, in turn, motivated site employees to be more proactive about identifying problems with plant systems or equipment. This new attitude is demonstrated by the plant system engineers as they perform their system walk-downs. They are carefully ensuring that observable items are identified in a timely manner so that these can f be addressed as appropriate while sy..tems or equipment are blocked for other work.

Another important contribution to the improved material condition of the plant is the major upgrade underway on the plant preventive maintenance (PM) program. In support of this effort, a review of PM tasks for key plant systems was recently The results of this review established new requirements for the plant

( completed.

PM program and these requirements for key plant systems are currently being CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 75

Sostian II: PBAPS ACTION f

L incorporated into the PM database. A review of remaining plant systems will be completed by December, 1988. Existing PM tasks for each unit and common equipment will be completed, or an engineering evaluation of the deferral will be performed and approved, prior to restart of Unit 2.

f 1

As another aspect of its efforts to improve work management, the PBAPS management team is committed to monitoring site organziational and operational performa'nce closely. Selected performance indicators are reviewed at the monthly Senior Vice President-Nuclear site meetings and corrective actions plans are presented and

(

discussed by the appropriate manager.

An enhanced monthly Nuclear performance reporting program is being established which will involve additional performance indicators, including INFO Quarterly Plant Performance indicators, and improved analysis and presentation of these performance indicators in monthly Nuclear performance reports. Site and senior Nuclear f management will thus be able to identify variances from expected performance more effectively so that corrective action can be taken in a timely manner.

Relationships With Reaulatory Aaencies and Auditern PE realizes that the establishment and maintenance of spen, candid and constructive relationships with rsgulatory agencias and industry auditors is a key indicator of excellence in Nuclear c,perations. PE has taken steps to establish and maintain such relationships and to ensure that PBAPS management and employees understand the f Company's expectations with respect to regular exchanges of information with resident NRC Inspactors and cooperative assistance to site auditors and visitors.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXMLLENCE 76

k.

Sostian II: PBAPS ACTION A major concern of regulatory agencies and INPO has been the limited capability of PBAPS in the past to identify problems, develop appropriate corrective actions, track the status of corrective action commitments, and evaluate the effectiveness of results. Several of the changes in organizational structure and many of the f

improvements being made to management systems will enable PE to improve its capability in this regard.

[ Responsibilities and accountabilities of PBAPS line management for effective implementation of the Commitment Management Program will be clarified and documented

(

in interface agreements with the Commitment Management Program Manager. Commitments f which are made will be tracked by the improved commitment tracking system administered corporately by Nuclear Support.

The Superintendent-Technical will be responsible for coordinating with the Plant Manager, the Vice President-PBAPS, and the Commitment Management Program Manager f to ensure that an integrated approach is developed, docum6nted and implemented for consulting with appropriate Nuclear management personnel before making commitments to regulatory agencies and industry groups and ascertaining that commitments are included in the tracking system in a timely manner.

( While serving as Manager-PBAPS, Mr. Smith met weekly with the NRC Senior Resident to discuss plant status, issues and corrective actions being taken. These meetings

( have proven to be productive and will be continued by the new Plant Manager, John Franz.

Interface responsibilities for regulatory and industry relationships will also be

(

clarified and documented between relsvant PBAPS and off-site managers. These CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 77

S0stion II: PBAPS ACTION interface agreements will include the accountabilities for site coordination, preparation and follow-up on regulatory or industry audits to ensure that site management understands and is committed to implementing corrective actions discussed in PE's response to such audits, f Participation by PBAPS management in relevant INPO and other industry programs, as well as visits to INPO, will provide additional opportunities to develop more collaborative working relationships with the industry.

(

Site Quality Oraanization Imorovements The site Quality organization has been improved through organization and staffing changes, strengthening of audit and surveillance programs, development of improved interfaces and reporting practices, and initiation of cultural change activities.

Prior to the reorganization, there were four separate quality organizations at Peach Bottom (Engineering and Research QA, Construction QC, Nuclear Opetations QA, and Nuclear Operations QC), each led by separate first-lina supervision. These separate organizations reported off-site at relatively low levels of the corporate structure.

( The new organization is headed by a Manager-PSAPS Quality Division who reports directly to the General Manager-Nuclear QA. The Manager-PBAPS Quality is the single point of accountability for all site QA and QC activities. As such, he is able to focus and coordinate the effort:; of the entire site Quality organization and work effectively with the Vice President-PBAPS and his management staff, providing support and cooperation to line management in the execution of their responsibility

[

for assurance of quality in all site activities.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 78 L-- - ---- - - - - -

L Sostion II: PBAPS ACTION As shown in Figure 7 on the following rage, the PBAPS Quality Manager is supported by three Superintendents (Quality Assurance, Quality Control and Support) and a number of Assistant Superintendents. This structure represents the addition of six managerial and supervisory positions over that which existed previously at the site,

(

with the top four positions being classified at higher management levels than any previous site Quality management positions.

l The structure and composition of the site Quality organization was developed through consultation with INPO and a number of nuclear utilities. The Nuclear QA management team also relied on the input of a number of study groups, comprised of

( knowledgeable personnel from the previously separate quality organizations and consultants. These teams identified functional needs, considered alternative organizational structures and proposed issues for management attention in each of the principal areas of QA activity (i.e., QC, auditing, support).

Considerable effort has been made during the past 18 months to develop a technically f

based audit program within Nuclear Operations GA. The site operations staff has advised Nuclear QA that the program has contributed to self-assessment efforts during recent months and has identified important areas for improvement. The 1988 Nuclear QA Goals call for expansion of this program.

A considerable number of the audits and surveillances are performance based (i.e.,

they include the in process observation of the task being reviewed). The 1988 Nuclear QA Goals set standards to ensure that this practice is maximized.

Additionally, the new organizational structure has enabled the quality organization to focus site audit and surveillance activities on areas of concern to plant CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 79

S:ctisn II: PBAPG ACTION s

4

(

L PBAPS OUALITY ORGANIZATIONAL CHART -

)

I L

cca -

MJCLlaA 04 L

6 PSAP5 Quer I I smectant. sawter- smetac-F OucY OAln OWN COWROL SMt

( A$3JRANCE I l l I I I L ==

m n o m. d L, .

m'5$5

==

- .. _As s14,

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.x no . ,$ _

1. WI apoc sge

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Figure 7. PBAPS Quality Managers Organizational Chart

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CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 80

(

f - -- - .

Sostien IIs PBAPS ACTION management, the executive Nuclear management team, the NRS, or as warranted by [

operating experiences at other plants. This has already proven to be effective in a number of instances.

Immediately after the Shutdown Order was received, Operations Monitors were placed in the control room on all shifts to ensure the attentiveness and professional conduct of the operations staff. The Operations Monitors provided continuous control room monitoring from April 10, 1987, until December 21, 1987. Coincident with removal of these Operations Monitors, QC activities were increased to provide thorough monitoring of the effectiveness of shif t operations. This increased level

( of activity will be continued for a period of time and will be reevaluated to determine an appropriate level of QC coverage for ongoing operations.

In order to strengthen the operations experience base of the quality organization, two of the superintendents (one from the new PBAPS quality organization) have been enrolled in a license training program at the LOS simulator. A management f

commitment has been made to continue to provide operations training to Nuclear QA personnel.

To assist line management in executing their responsibilities for plant performance and support, Nuclear QA has been improving the processes and formats by which it reports independent assessment feedback to site and executive management. Line

[ management's suggestions about how Nuclear QA reporting processes and formats can be improved for more effective renagement use are being solicited and incorporated into Nuclear QA practicas. On a periodic basis, additional recommendations will be solicited for continuing improvement.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 81 l

Sostian II: PBAPS ACTION The Manager-PBAPS Quality is establishing specific interface agreements between the site Quality organization and the site line organizations to document appropriate communications, reporting, and coordination relationships. The dialogue required to define and improve these relationships has already been initiated and a number of specific areas for improved working relationships have been identified.

Agreements have already been reached and made operational for reporting on PBAPS quality activities and concerns at the executive level and to the NRB. Since the formation of Nuclear QA, biweekly trend and highlight reports, as well es special executive reports, have been made to the Senior Vice President-Nuclear and each Vice f President by the General Manager-Nuclear QA. These reports have proven to be an affective routine means of assuring executive awareness of, and attention to, open QA Findings.

(

The site Quality organization reports to the NRB at each of its meetings. A standard format and content for these reports has been established through consultation with f

the NRB Chairman and others.

The major elements of the Nuclear Group program for cultural change and development, described previously, are being applied to Nuclear QA, including the site quality organization. Periodic all-hands meetings have been held at each Nuclear QA work f

location to convey information regarding the corporate reorganization, the deve1coment of the Nuclear QA department, the philosophy and objectives of Nuclear QA management. Special team building and transition planning meetings have been held for the Nuclear QA management team and are planned for all Nuclear QA work groups.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 82 '

(_ -_

Scotian II: PBAPS ACTION i

In order to have a truly effective oversight organization, executive-level i

management must be committed to a certain way of doin's business which includes the L

following management practicess r

1) no restrictions placed on the scope of Nuclu r QA oversight by management

[

2) a genuine desire on the part of managemer.t to be told of developing problems

3) timely and effective management respor4es to identified problems

4) sufficient staffing and resources meda available by management to maintain r

[

effective oversight PE Corporate and PBAPS management hav4 committed to these principles and this has

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been clearly communicated to Nus, lear QA employees, as well as other site personnel, f

L m ',. R u9Bn Significant efforts art, underway to establish a new culture at PBAPS, which will exemplify excellence in Nuclear operations. As emphasized by Mr. Everett in his Open Letter at the beginning of this document, these efforts have not been addressed in isolation fr9m corporate, since changes in a company's culture must begin at the highest leve14 of corporate management.

(

PE has t cKen substantive action to implement this top-down cultural change. The Nu cl ea r- Group Vision, Mission and Objectives have been widely communicated and act)voly supported by all Nuclear managers. The Senior Vice President-Nuclear and I h's executive management team have defined their commitments to and expectations L

of employees with respect to assurance of quality. This philosophy for assurance of quality is being communicated by management to every employee in the Nuclear Group. The definition and communication of these corporate values has set the stage

[ for the development of a new culture.

(

L CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 83

Scctien II: PBAPS ACTION It is not enough for management to define and communicate cultural values; these values must be translated into action. PE has begun to train, coach, and develop Nuclear managers to live by these values. The six new Shif t Managers and three other PBAPS managers successf tily completed the Manaaina for Excellence course as a first i 1

i step in PE's enhanced management development and training program. Ongoing development efforts to ensure that PE managers have the skills and knowledge to support cultural change will include formal trainings individual coaching, meeting management assistance and team-building support from organizational development professionals; modeling of management excellence by the new PBAPS management teams

[

and visits to other well-managed nuclear plants. PE is giving high priority to L management development, realizing that enlightened leadership at every level of management is a key element in cultural change.

l Aware that employee attitudes toward their work have, in the past, been identified as a major concern at PBAPS, PE has extended maximum effort to provide the r

opportunity and environment for these attitudes to be changed. The implementation of employee training and communication activities such as the People-The Foundation of Excellence and Personal Effectiveness management training programs, the "Tall r It To the Vice President" program, the PB-TEAM activities, the Productivitv/ Quality

[

Profile survey and feedback process, the Vice President's all-hands meetings, and increased "management-by-walking-around" are beginning to have positive impact on

(

PBAPS employees. Increased employee willingness to talk openly with site management r

L about work-related concerns and suggestions is evidenced by the continuing high level of comments and questions in the "Tell It To the Vice President" program, the increased number of Maintenance Request Forms being submitted, the open and frank discussions held on problems related to completion of maintenance work on Unit 2,

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the number of Procedure Change Request Forms being submitted, and the constructive CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 84

[

f - - _

Sootian II: PBAPS ACTION suggestions made in recent interviews with PBAPS Quality Division personnel. PE believes that the continuation and enhancement of these activities, coupled with the observable dedication of site management to high quality performance, will result, over time, in a work force that is committed to excellence.

l l

Fundamental changes have been made in key policies and programs in order to further l support cultural change. Of primary importance in this effort has been the review and modification of the application of personnel policies for Nuclear employees.

PE has strengthened the authority and flexibility of Nuclear management's role in the areas of hiring, promotion, discipline and grievance resolution. Major emphasis has been placed upon ensuring the effectiveness of yearly face-to-face performance reviews with every employee. These changes have provided clear behavioral evidence to each employee that the Nuclear cultural change efforts are not only supported by management's words but, more importantly, by their actions.

Recognizing the importance of procedural compliance as one component of nuclear safety and excellence, PE has taken a three-pronged approach to improving adherence to procedures. First, significant improvements have been made to the content of station procedures. Second, the management processes by which they are maintained, controlled and distributed have been strengthened. Third, attitudinal factors which impacted negatively on procedural compliance have been addressed through training.

These efforts to strengthen procedural compliance at PBAPS will be reinforced by including compliance with procedures as a performance assessment item in all Nuclear employee performance evaluations.

Work planning and management systems are being improved in a concerted effort to create systems that support improved efficiency and quality of work.

CULTURAL CHANGE TO ACHIEVE NUCLEAR EXCELLENCE 85

Scction II: PPAPS ACTION f

Key steps have been taken to improve PE's relationships with regulatory agencies and to fulfill PE's commitments to regulatory and industry auditors.

I The site QA program has been significantly improved by organizational restructuring, the addition of strong new management, the strengthening of the audit and f

[ surveillance programs, and improved reporting processes. The support of PE and )

PBAPS management for a strengthened QA program has been made clear te Nuclea'r L

employees, and Nuclear QA is providing timely and effective independent assessment feedback to Nuclear and PBAPS management.

I f l

[ PE management and employees are firmly convinced that achievement of the four corrective action objectives to address Root Cause 3 will result in establishing a new culture that is committed to nuclear excellence. The Company will support the continued development of this culture over time. Our vision is to be recognized and respected as a leader in the nuclear power industry.

i r

t L

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CULTURAL CHANGE TO ACFIEVE NUCLEAR EXCELLENCE 86

( .

l

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CHAPmR 5 l

CORRECTIVE ACTIONS

[

To

[ ADDRESS ROOT CAUSES 1,2, AND 3 l

(

l

[

t

[

[

[ ---- - - ----- ---- - - - - - - - --- - o

k Sostian II PBAPS ACTION 5.0 CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2. AND 3 I

b The corrective action objectives for root causes 1, 2, and 3 and the principal corrective actions PE will take to meet these objectives are presented in the same nunner as in the Plan for Rastart of Peach Bottom Atomic Power Station Saetion I.

( Corocrate Action. The current status of each action item is indicated in the columns to the right of the items as follows:

• Action which has been completed. (A)

• Action which will be implemented before restart. (3)

( The corrective action list provides a mechanism for PE to prioritize action items, schedule associated work, and obtain all necessary resources. The corrective action list from Section I and Section II will also enable PE and the NRC to moniter progress toward meeting tnene objectives.

( 5.1 ROOT CAUSE 1 AND RELATED CORRECTIVE ACTION DEJECTIVES As previously stated the first root cause wasi There was a lack of adeauate marnonal leadership and manaamment skills on the part of senior manacament at the plant.

The two corrective action objectives which PE established to address this root cause

(

1) Establish a PBAPS manasament team with strong leadership and management skills.

2) Increase the number of site management positions to ensure effective supervision

( and accountability for each function.

b

(

(

CORRECT;tVE Aci!0NS TO ADDRESS ROOT CAUSES 1, 2. AND 3 87 f __

Scotian II: PBAPS ACTION 5.1.1 Corrective Actions To Innlement obdective i To implement Objective 1 ("Establish a PBAPS management team with strong leadership l and management skills"), the following actions will be taken Identify individuals with strong leadership and management skills to staff each Superintendent-level position and above.

SCHEDULE A D l 1

• Conduct a search, internal or external as appropriate, X to identify and select qualified candidates to staff f positions at the Superintendent-level and above.

5.1.2 Corrective Actions To Imolement Objective 2 To implement Objective 2 ("Increase the number of site management positions to

( ensure effective supervision and accountability for each function"), the following actions will be takens

( Develop an organizational structure to provide increased management direction, control, authority and accountability for site work activities.

SCHEDULE A B

• Identify work functions which should be removed from the X f responsibility of the Plant Manager to allow increased Plant Manager focus on day-to-day plant operations, while simultaneously providing additional dedicated management attention to areas such as outage management and station

( support.

• Establish a revised site organizational structure based X on this analysis.

• Clarify and document functional accountabilities for each X

( Superinter. dent-level organization within the revised site organizational structure.

[

[

[

f CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2. AND 3 88 f

L Sostian II: PBAPS ACTION Establish and implement an operations organization structure which will support effective management and use of shift resources.

SCHEDULE l A B f

[

• Reorganize control room and floor work activities to X provide additional supervisory attention and additional I staff coverage to enhance the level of operations; l develop an organizational structure to support these l

( changes.

• File with the NRC for any required Technical X

[

L Specifications changes.

• Develop and initiate a plan for staffing the revised X Operations organization structure on a phased basis as f additional licensed operator personnel become available.

e Establish and impisment new shift rotation schedule. X

{

e Implement the Shift Manager position. X 5.2 ROOT CAUSE 2 AND RELATED CORRECTIVE ACTION QBJECTIVES

(

As previously stated, the second root cause is:

The Company failed to initiate timalv licensed comrator replacement oraarams.

( The two corrective action objectives which PE established to address this root cause

1) Ensure an adequate reserve of licensed operators to provide flexibility for

[ relief and rotational assignments and add additional supervisory and reactor operator coverage beyond the safety requirements on each shif t.

[ 2) Ensure that shif t personnel have opportunities to pursue alternate career paths and to have relief from shif t work during their career progression at PE.

[ 5.2.1 Corrective Actions To fuelament Obiective 1 To implement Objective 1 ("Ensure an adequate reserve of licensed operators to provide flexibility for relief and rotational assignments and add additional supervisory and reactor operator coverage beyond the safety requirements oc sach shift"), the following actions will be taken

{

CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2, AND 3 89

[

L Scotisn II: PBAPS ACTION Ensure availability of sufficient numbers of qualified licensed operators to restart PBAPS.

L SCHEDULE A B I

• Assess the availability of qualified licensed operators X and develop and implement a plan to ensure that sufficient licensed operators are available for restart of PBAPS.

L

• Accelerate operator training program to expedite the X r number of available licensed operators.

L

• Coordinate with PBAPS co-owners and General Electric to X supplement current resources of licensed operators until a sufficient number of licensed operators have qualified.

• Provide attitudinal and procedural training as required X p for licensed operators to ensure that they will be ready I to return to duty by restart.

Develop and initiate plans to create and maintain an adequate reserve of licensed personnel ready to fill temporary and permanent vacancies.

[ SCHEDULE l A 8

• Develop higher entry standards and appropriate X

( compensation schedules for the recruitment and hiring of future candidates for licensed operator positions.

• Develop and initiate a plan for additional operator

( training programs to provide ongoing reserve of licensed X

operators.

Staff, on a rotating basis, a blocking and support group to reduce the administrative burden on the control room shift.

SCHEDULE A B

• Develop a plan to identify and train qualified personnel X to staff a blocking and support group.

[ Clarify and document the responsibilities of the Work X Control Group.

CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2, AND 3 90

Sectien II: PBAPS ACTION 5.2.1 corrective Actions To Innlement Obdective 2 To implement Objective 2 ("Ensure that shif t personnel have opportunities to pursue alternate career paths and to have relief from shift work during their career progression at PE"), the following actions will be takens Develop additional career path opportunities for shift personnel.

f SCHEDULE A B

+ Develop additional career path and rotational off-shift X

{ ossignment opportunities within the shift job progression for non-degreed personnel.

[

• Develop additional opportunities for lateral transfers X and/or promotions for shif t personnel into other functional areas where additional operating experience

( would be beneficial.

Develop educational programs for operator personnel who wish to progress into

[ technical and/or management positions.

1CHEDULE

( A B e Research and develop a program for licensed operators to X obtain a bachelor's degree in engineering.

{

• Research and develop a program for operator personnel X which leads to certificetion in nuclear operations technology.

[

[

CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2, AND 3 91

30stian II: PBAPS ACTION 5.3 E00T CAUSE 3 AND RELATED CORRECTIVE ACTION OBJECTIVES As previously stated root cause three iss lhe station culture, which had its rests in fossil and pre-TMI operations, had Dot adapted to chancina nuclear recuirements.

The four corrective action objectives which PE established to address this root cause are

1) Identify and communicate the cultural values which PE and PBAPS management are committed to supporting in the pursuit of nuclear excellence.

2) Provide training and team building suppcrt for management to live by these values.

3) Provide training and open communication processes which support emploree commitment to'these vclues.

( 4) Ensure that management policies, programs and control systems support these cultural values.

5.3.1 Corrective Actions To Innlement Obdective 1 To implement Objective 1 ("Identify and communicate the cultural values which PE and PBAPS management are committed to supporting in the pursuit of nuclear excellence"), the following actions will be taken Consnunicate Nuclear Group management philo*ophy with respect to excellence, assurance of quality and the vision, mission and objectives.

SCHEDULE A B

• Develop and document a statement of the Company's X management philosophy for excellence in nuclear operations.

• Develop and document a statement of Nuclear Group X management philosophy for the assurance of quality.

• Develop and document the Nuclear Group's vision, mission X and objectives.

• Develop and document a PBAPS mission, vision, objectives X and goals.

• Communicate these stataments by publishing them in PE X n ews pa pe rs , displaying them on site bulletin boards, and incorporating them into appropriate site training activities.

CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2, AND 3 92

Sosticn II: PBAPS ACTION 5.3.2 Corrective Actions To Inclement Obdective 2

[

To implement Objective 2 ("Provide training and team building support for management t to live by these values"), the following actions will be taken Identify and address the training and development needs of PEAPS managers and supervisors in a timely and appropriate manner. I 1CHEDULE A 8 e Clarify and document transitional interface moreements X with the Nuclear Training organization to be used as interim policies and processes for the development, assessment, evaluation, and upgrading of training programs.

e Establish staffing needs and recruit and hire staff for X the Manacament and Professional Development Branch.

• Conduct a training needs assessment survey of Nuclear X Group managers to determine the training and developnental needs of managers at each level of management.

• Provide organizational development professionals to work X with the Senior Vice President-Nuclear and Nuclear Group

( managers.

Improve team building efforts to increase individual investment in, and commitment to, nuclear excellence at PBAPS.

SCHEDULE A B e Conduct the Shif t Manager's training course, Mananina for X Excellanet e Conduct a Panola-The Foundation of Excellence course for X a cross sectional group of first- and second-line supervisory personnel .

• Develop and initiate a plan to provide training and/or X

[

coaching for managers and supervisors in conducting face-to-face performance appraisal interviews.

• Design and initiate training sessions for PBAPS operating X chain from the Plant Manager to the Shif t Supervisors in effective implementation of disciplinary policies and

( work rules.

f CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2, AND 3 93 L

['

Sostian II: PBAPS ACTION l

SCHEDULE r A B l  !

• Conduct an all-day off-site meeting for Nuclear Group

)

I management, including PBAPS managers and superintendents, to discuss progress on the Restart Plan and objectives X

for cultural change.

l

• Discuss specific PBAPS objectives for cultural change X

[ j l with PBAPS management staff after the Nuclear Group l off-site meeting has been held on this subject. -

l f

L I 5.3.3 corrective Actions To Ianlement obdective 3 To implement Objective 3 ("Provide training and open communication processes which support employee commitment to these values"), the following actions will be taken:

Use independent expertise to assess the potential of current licensed operators for successful attitudinal training and post-course behavioral change.

SCHEDULE A B

• Conduct individual psychological assessments of current X licensed operators to determine their ability to participate in retraining and qualify for return to duty in the control room.

Devtlop and conduct an attitudinal training program for current licensed operators focused on providing current operators and other PBAPS control room personnel with the means to change behaviors and attitudes in order to ensure excellent .ich performance.

SCHEDULE A &

(,

• Conduct the Paeola-The Foundation of Excellanea course X for current PBAPS licensed operators and Shift Technical A dvis o rs .

• Conduct team training for Shif t Managers and licensed X operators.

CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2, AND 3 94

Sectisn IIs PBAPS ACTION Develop and conduct an attitudinal training program for current non-licensed operators focused on providing the means to change behaviors and attitudes in order

[ to ensure excellent job performance.

SCHEDULE

/ A B l

+ Conduct the Personal Effectiveness course for all current X PBAPL non-licensed operators.

Develop and conduct follow-up training over the course of the next year for

( participants from people-The Foundation of Excellence, Mananina for Excellence, ,

Personal Effectiveness, and Team Training to reinforce concepts and skills acquired j

(

in these courses and to extend these learnings. 1

( j!!CH EDUL E A B

+ Develop a follow up training program and obtain X management approval.

Provide opportunities for additional exposure to current professional issues, developments, and good practices relevant to nuclear operations.

SCHEDULE A B

+ Provide opportunities for managers and PBAPS personnel X

(

l to visit other nuclear facilities to learn from and adapt good practices.

Foster an attitude of professional dedication to the safety and quality of plant operations on the part of PBAPS employees.

SCHEDULE A B

+ Emphasize issues related to professionalism, safety and X quality in operator attitudinal training programs, written memoranda to site personnel, and all-hands meetinss for site PE and contract employees.

(

(

[

CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1. 2. AND 3 95

Sostian !! PBAPS ACTION Establish communication processes by which each level of PBAPS management uill communicate goals and expectations to employees and obtain timely input from j supervisory personnel and employees about concerns and recommendations. 1 SCHEDULE

/ A B

• Continue the "Tell It To the Vice President" program at X PBAPS.

• Continue the PB-TEAM program at PBAPS. X

-

• Continue Plant Manager meetings with staff, shift X j personnel and contractor representatives.

J

• Conduct a survey of a representative sample of PBAPS X managers, supervisors and employees to determine concerns with respect to organizational and work team performance and initiate appropriate follow-up processes.

• Conduct a series of all-hands meetings to discuss PBAPS X Restart Plan, station goals, management. philosophy and cultural change objectives.

5.3.4 Corrective Actions To Imolement Obiective 4 To implement Objective 4 ("Ensure that management policies, programs and control systems support these cultural values"), the following actions will be taken Modify the application of the disciplinary and grievance policies to provide site ma..agement with the appropriate authority to require employee performance standards consistent with nuclear requirements.

f SCHEDULE A B

• Modify the application of disciplinary guidelines to X identify infractions which warrant suspension in the nuclear environments revise guidelines as necessary; communicate the revisions to PBAPS managers.

• Revise the crievance process for Nuclear employees in X order to resolve employee complaints at appropriate levels.

• Develop written guidelines with respect to management X authority and responsibility in the disciplinary procase.

CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2. AND 3 96 L

Scstien II: PBAPS ACTION Ensure that entry-level hiring and promotion policies allow adequate flexibility for site management to recruit, hire or promote personnel with the required nuclear experience, technical knowledge and supcrvisory qualifications for open Nuclear positions.

l 1tELakLE I A B l 1

e Review and revise, as appropriate, the guidelines for X entry and transfer positions leading to the licensed l operator career path, e Review and revise guidelines for qualification for X promotion to first-level supervisory positions) include opportunities for employees to develop and demonstrate their skills through temporary or upgraded developmental assignments.

• Establish a full-time Personnel Administrator position X at PBAPS.

Strengthen the site employee performance appraisal procesa.

SCHEDULE A B e Establish policy requirement and monitoring mechanism to X ensure that each manager down to and including first-line supervisors conducts an annual face-to-face performance review with his reports.

Review and revise station procedures as required to support safe restart and ongoing operation at pBAPS and to improve the procedure management and control process.

SCHEDULE

(

A B

(

e Implement the revised procedure change initiation X

( process.

• Establish a schedule for converting to a two year review  %

cycle for specified procedures.

• Support adherence to the appropriate distribution and X control of station procedures by providing efficient

(

administrative support systems for procedure

(

reproduction, distribution, maintenance and control.

• Document responsibilities for ensuring that new or X revised procedures are incorporated in relevant Nuclear training prosrams in a timely menner.

CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2. AND 3 97

$sstian !!: PBAPS ACTION SCHEDULE A B e Establish policy requirement and revise the employee X performance evaluation form to include procedural compliance as an individual performance standard in performance evaluation.

• Include emphasis on management's commitment to adherence X l to procedures in Nuclear training programs.

• Review and revise as appecprists the following station proceduress e Administrative (A) procedures X l

i e General Plant (GP) procedures X 1

e System (S) procedures X l e Hoelth Physics (HP) procedures X e Radioactive Haste (RH) procedures X e Maintenance (M) procedures X e Chemistry (C) procedures X e Emergency (E) procedur.s X

( e Emergency Plan (EP) procedures X e pre-Fire Strategy Plan (F) procedures X

• Fuel Handling (FH) procedures X e Off-Normal CON) and Operational Transient (OT) X procedures e Protection Plan (PP) procedures X e Reactor Engineering (RE) procedures X

• Routine Testing (RT) procedures X e Special Event (SE) procedures X

(

• Surveillance Test (ST) proceduree X e Surveillance Test / Emergency Plant (ST/EP) precedures X e Surveillance Test / Local Leak Rate Test (ST/LLRT) X p,oc.du,es

(

CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2, AND 3 98

30stian IIe PBAPS ACTION SCHEDULE A 3 e Surveillance Test / inservice Inspection (ST/ISI) X

) *

.c.......

Security Surveillance Test ($$T) procidures X e T ip procedures X L ,

a Trip procedures (EFG-3) X a Alarm Response Cards (AL-CRD) procedures

( X L

[ centralize and strengthen the site GA program.

L SCHEDULE i

[ A 3 L

• Clarify and document the role, responsibilities and X j reporting relationships of the Menager-Quality, PSAPS i L with line management and the Vice President-PBAPS.

• Increase QC monitoring of shif t activities on a trial X basis.

• Assess the site QA audit and surveillance programs and X develop goals for improving programa during 1944.

• Initiate improved Nuclear QA reporting practices. X insure that effective work management processes are established at PBAPS including processes / systems for site accountability fers

- performance monitoring and trending

- safety assessment

- operating experience assessment

- commitment management

- cormunication among site work groups and off-site support organizations SCHEDULE A B

• Develop and document performance coeis for each X manager-level organization at Pat's which support Nuclear and PBAPS objectives.

• Document the scope of responsibilities of the PBAPS X Planning, Scheduling and Reporting organization for performance monitoring and trending.

CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSES 1, 2, AND 3 99 f

t N s S:cticn II: PBAFS ACTION i

@ w l

L  !

x

,xi- ]'

r .

SCHEDULE A B i

. . l

+ Develop and document interface responsib'ilities between X l

the PBAPS' Planning, Scheduling and Reportins organization l and other groups involved in performance monitoring and trending. -

[ N

[

• Initiate Orformance trend reportin6 at tne monthly site X status meetinoc' with the Senior vide President-Nuclear.

,s._ \ 4 s

e. ' Revise'PORC esmbership to increase thi emphasi'. on the X f m' roles of operations and maint> nance in the performance of safety aeviews-6y PORC while maintaining

~

representation of those technical diisblinos required f6r ippropriate,revied of safety issues. '

• Clarify and document functional responsibilities of the X Superintendent-Technical for site interface with the OEAP an.d ths Commitnant M2nagement _ Program Managers.

• Claril'y and document interface responsibilities between X the Plant, Project _, Suppo't r and Training organizations for OEAP and Commituen't Manager lent Program.

• Initiatn the Nuclear Performance Management Program at X PBAPS, including manas went com.munications with site employees 'to speMagte onderstanding of and commitment to

( Nuclear.and PbA6;S objec cives and goals.

s

's ,

J n--a

( .

s

./

Jt

" CORRECTIVE ACTI0t

Delaware in 1972 with a B.S. in Electrical Engineering. Prior to joining PE he gained nuclear operation and maintenance experience in the Navy Nuclear Power l

{ Program. During his 15 years of experience with PE, he has served as Test Engineer,

• Maintenance Engineer, Assistant Outage Planning Engineer, 18C Engineer and Performance / Project Engineer in the Technical Group. He has participated in a numerous company-sponsored management training courses and has a Senior Reactor f

Operator License. He is a member of the Institute of Electronic and Electrical i Engineers, r

I I

Appendix 3. Biographical Data For PBAPS Managers 133 I I .- . _. - - _ ._. - _ _ .

.. . -. _ .. ~

$setian II: PBAPS ACTION Charlam E. Andersen, Assistant Superintendent-IAC, joined PE two years after receiving his B.S. in Mechanical Engineering from Drexel University. In his 22 years of experience with PE, he has served as Test Engineer, Results Engineer, and Operations-Engineer at PBAPS. Additionally, he served as Branch Engineer for the Susquehanna Branch of the Engineering and Research Department. He has taken company-sponsored management courses and a two-week management course at Pennsylvania State University. Mr. Anderson is a member of the Instrument Society of America and chaired its SP 67.11 Nuclear Standards Committee.

Darryl P. L eQuia, ' Superintendent-Plant Services, has a Bachelor of Professional Studies in Applied Science from Elizabethtown College and is pursuing a Master of Science degree in Nuclear Engineering at the Georgia Institute of Technology's external program. He also attended a professional radiation protection training course at Georgia Institute of Technology as well as specialized health physics training with the Nuclear Regulatory Commission. A recent hire at PE, Mr. LeQuis brings over 13 years of experience as a Radiation Specialist for the Nuclear Regulatory Commission to his new position. Additional experience includes three l

years as the applied health physics supervisor at Point Beach Nuclear Plant and three years of health physics / chemistry experience at Three Mile Island Nuclear Station. Prior to that assignment, he was qualified as an Engineering Hatch Supervisor and Leading Engineering Laboratory Technician in the Navy Nuclear Power f Program.

[

( Dennis L. Oltmans, Senior Chemist, has 15 years of experience first as a Start-up Engineer with General Electric, then beginning with PE in 1984 as a Senior Chemist.

He holds a B.A. from Gustavus Adolphus College, and an M.S. from Iowa State f

L Appendix B. Biographical Data For PBAPS Managers 134

[  :

I i

Scotien II: PBAPS ACTION University. He completed General Electric's specialist course in BWR Chemistry, and has participated in company-sponsored management courses.

David P. Potocik. Senior Health Physicist, received his B.S. in Zoology from Clemson University in 1975 and an M.S. in Civil Engineering from Northwestern University i in 1976. He joined PE in 1987 as Senior Health Physicist at PBAPS. Prior to accepting the position at PE, he had extensive experience as Health Physics Operations Supervisor at Georgia Power Company. He consulted as a Senior Health Physicist for two years (1982-1984), and served as a Radiological Support Supervisor and Chemist / Health Physicist for Pennsylvania Power and Light at the Susquehanna Steam Electric Station. He has taken several company-sponsored management courses.

He is a member of the Health Physics Society and the American Nuclear Society.

James F. Mitnan. Radwaste Encineer, has 16 years of fossil and nuclear experience with PE. He was graduated from Lehigh University an 1971 with a B.S. in Mechanical Engineering. He has served as Test Engineer at both Delaware Station and PBAPS, At PBAPS he has also serve d as Supervisor of the Plent Maintenance Staff and of the Plant Test Engineers and as Senior Engineer-Plant Maintenance. Mr. Mitman was SRO licensed in 1979 and qualified as a Shift Technical Advisor in 1980. He has completed a variety of cor>oany : sponsored management courses, i

r .

Goorae F. Daabeler. Superintendent-Te.hnical, bnings 21 years of technical and

[

management experience to this position. He was graduated in 1962 from Renesselaer r

Polytechnical Institute, received an H.!i. in Fuelear Engineering from Pennsylvania r

State University in 1966, and an M.B.A. from LaSalle University in 1987. At PE, L

he has held increasingly responsible positions in the Power Plant Design and Nuclear and Environmental Sections of the Engineering and Research Department. He was a Appendix B. Biographical Data For PBAPS Managers 135 r

l

S0ctisn II: PBAPS ACTION Branch Head in the Safety and Licensing, Fuel and Nuclear Steam Supply Branches and has served as Supervising B.uyer, Fuel Procurement. Most recently, he served as CTE Site Program Manager at PBAPS. Mr. Daebeler has taken company-sponsored management courses, is a Registered Professional Engineer in the Commonwealth of Pennsylvania, has been a member of the Safety and Analysis Task Force of the Electric Power Research Institute, the Probability Risk Assessment Subcommittee of the Atomic Industrial Forum, and Leader, Task 23. Industry Degraded Core Rulemaking Group.

He is also a past Chairman of the American Society of Mechanical Engineers (Philadelphia Section) and past President of the American Nuclear Society (Delaware Valley Section).

Terral B. Cribbe. Reaulatorv Enaineer, was graduated from the University of South Carolina with a B.S. in Electrical Engineering in 1975. Currently he is on contract to PE from Associated Projects Analysts and b.*ings 12 years of experience in engineering and licensing to his position. Joining Duke Power Company in 1976 as a junior engineer in the Performance Test Group, he held increasingly responsible positions becoming Licensing Engineer for Oconee Nuclear Power Station in 1980, chaired the Oconee Plant Technical Review Committee from 1980-1982, and also chaired the on-site Safety Review Group at Oconee in 1982. In 1983, af ter joining United Energy Services as a Supervising Engineer at Carolina Power and Light's Brunswick Steam Electric Plant, he provided staff assistance to the Manager, Plant Engineering, 'and the Director'of Regulatory Compliance. He then served as a Lead

{

Licensing Engineer for United Energy Services at the Sacramento Municipal Utility

( District's Rancho Seco Nuclear Power Plant. In June of 1985, Mr. Cribbe joined New South Energy Services where he provided technical services to Carolina Power and Light at the Brunswick Steam Electric Plant. Since 1987, he has been a Project Er.gineer for Associated Project Analysts where he was assigned to Sequoyah Nuclear

{

Appendix 5. Biographical Data For PBAPS Managers 136

(

Scotisn II: PBAPS ACTION Plant providing licensing support to the on-site Compliance Licensing Group. He is a licensed Professional _ Engineer in the state of South Carolina and a member of the American Nuclear Society and the American Society of Mechanical Engineers.

Albert A. Fulvio. Technical Enaineer, was graduated from Pennsylvania State University in 1971 with a B.S. in Mechanical Engineering. He has 16 years of I experience with PE, serving as a Test Engineer, Assistant Outage Manager, Instrumentation and Controls Engineer, Results Engineer, Assistant Maintenance I

l Engineer, Compliance Engineer, Independent Safety Evaluation Group Engineer and r

Technical Engineer since 1985. He has an Engineer In Training Certificate (PA),

I is a member of the American Society of Mechanical Engineers, and has held an SRO license since 1978. He has completed a variety of company-sponsored management

(

courses.

John B. Cotton. Sumarintendent-Omarations, was graduated from the U.S. Naval Academy in 1967 with a B.S. in Engineering. From 1967 to 1972 he served as a U.S. Naval Officer, where he completed Navy Nuclear Power Training. He was a qualified

(

Engineering Officer of the Watch and Officer of the Deck on nuclear submarines.

He joined PE in 1972 as a Quality Assurance Engineer. In 1978, he was assigned to Limerick Generating Station as a Test Engineer and was responsible for developing the post-TMI era emergency plan. As Engineer-Maintenance at LGS, he developed and supervised a-50 person organikation. In 1986, he became Superintendent-Plant Services, PBAPS, where he served until 1987, when he was asked to accept the

( position he now holds, Superintendent-Operations, PBAPS. Mr. Cotton has taken numerous management courses sponsored by PE including participating in the Manaaina for Excellence course and was a member of the Delaware Valley Chapter of the Hea1th

( Appendix .. .ios,aphica1 o.ia Por P.APS n.nage,s 137

)

[ _ _ _ _ _ _ - _ _ - _ _ _ _ _ _ _ _ _ - _ __ _ - _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

~

50stisn II: PBAPS ACTION Physics Society, He held an SRO license at LGS and recently passed his SRO examination at PBAPS. -

Frederick W. Polaski, Assistant Superintendent-Doerations, received his B.S. in Mechanical Engineering from the University of Delaware in 1971. He joined PE in 1972 as an Assistant Maintenance Engineer and has held a variety of positions of increasing responsibility, including Test Engineer, Reactor Engineer, Lead Reactor Engineer, Assistant Outage Manager, Outage Manager and Operations Engineer. When PE created the Nuclear Group, Mr. Polaski was asked to become the Assistant Superintendent-Operations. He has taken a variety of PE-sponsored management courses including Manmoino for Excellence, as well as General Electric's Station Nuclear Engineer Course. Mr. Polaski is a member of the American Nuclear Society and is SRO qualified at PBAPS.

Thomas N. Mitchell, Doerations Support Enaineer, was graduated from Cornell University in 1977 with a B.S. in Nuclear Engineering and received his M.S. in Mechanical Engineering from George Washington University. Mr. Mitchell is on loan l

to PE from the Institute of Nuclear Power Operations where he served as Assistant Manager and Manager, Radiological Protection Department, and, most recently, as Secretary of The Corporation and Staff Assistant to the President. Mr. Mitchell participated in The National Academy of Nuclear Training's Senior Nuclear Plant Management course, received his Engineering in Training Certificate, New York, is a certified Health Physicist (Power Reactors). American Board of Health Physicists,

( was an Executive Committee member of the Atlanta Section of the American Nuclear Society, and is a member of the Health Physics Society. He completed the Manaaina for Excellence course at PE.

Appendix B. Biographical Data For PBAPS Managers 138 f

9 Sostian IIs PBAPS ACTION

-Joseph L. Clupo, Shift Manaaer, was graduated from Drexel University (Cooperative Work Program) with a B.S. in Electrical Engineering in 1977. As part of the Cooperative Work Program, he was assigned to work at PBAPS in the Instrumentation cnd Controls section as a Junior Technical Assistant. He joined PE in 1977 as an cngineer and served as a test engineer, Assistant I&C Engineer, Shift Technical Advisor and as assistant to the Technical Engineer. In 1983, Mr. Clupp trained for and received his NRC SRO license. He was promoted to Engineer-Supervisory and l

served as I&C Results Engineer from 1984 to 1987. He served briefly as a Shift Supervisor before his appointment as a Shift Manager. In addition, Mr. Clupp has taken company-sponsored management courses, including Manaaina for Excellence. He is a registered Professional Engineer in the Commonwealth of Pennsylvania and a charter member of the Mid-Atlantic Instrument Society (Nuclear BWR Instrument Group). In 1986, under Mr. Clupp's leadership, PBAPS received an INPO Good Practice Finding for predictive ISC nainter.ance.

Georae L. Gallrich, Shift Manaoer, joined PE in 1981 af ter receiving his B.S. in

/

Mechanical Engineering from the University of Maryland. His first PE assignment l

was as a Test Engineer at the Southwark Fossil Station where he served for five months and was transferred to PBAPS, whero he was also assigned as a Test Engineer.

He served as site Emergency Coordinator at PBAPS for ten months, completed his Shif t i

Technical Advisor training and served as a Shif t Technical Advisor for two years.

~

After successfully completing his SRO license training, he served as Assistant

(

Results Engineer in Test Engineering for a year, was transferred briefly to Limerick Generating Station as a Shif t Monitor and returned to PBAPS in the same role, where he served until he became a Shift Manager. Mr. Ge11 rich has taken numerous L

company-ss:nsored management courses including Manaaina For Excellence.

I ,

1 Appendix B. Biographical Data For PBAPS Managers 139 f

L-_--_-_ _ _ _ _ _ _ _ . _ _ _ _ .- _ _ _ _ . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _______

S ction II: PBAPS ACTION Stavan J. Mannix, Shift Manaaer, was graduated in 1979 from Drexel University (CoopereMve Work Program) with a B.S. in Electrical Engineering. As part of the Cooperative Work Program, he was assigned to PBAPS in the station Test Engineering and Maintenance Engineering sections as a Junior Technical Assistant. Joining PE in 1979 as an engineer, Mr. Mannix served as Modification Coordinator and Shift Technical Advisor until his promotion in 1984 to Engineer-Supervisory. He subsequently served as site Training Coordinator and Assistant Operations Engineer l until his present assignment as Shif t Manager. He was certified as a Shif t Technical Advisor in 1981, received his certification as an NRC SRO Instructor in 1984, and an SRO NRC Fuel Handling License in 1985. He received his NRC SRO License l

{

in early 1986. In addition, he has taken several company-sponsored management courses including lianPfi no for Excellence. Mr. Mannix served as an INPO PEER j Evaluator for BHR Accreditation in 1985.

Thomas J. Niemmen. Shif t Manmaar, has 10 years of experience with P.E. He was graduated from Drexel University (Cooperative Work Program) in 1977 with a B.S. in Electrical Engineering and joined PE as a Test Engineer at Delaware Station. Since then, he has served at PBAPS as a Test Engineer, Assistant Instrumentation and i

Controls Engineer, Assistant Operations Maintenance Engineer, Area Coordinator-Outage Planning, Assistant Outage Planning Engineer and Assistant i

Operations Engineer. Mr. Niessen has taken company-sponsored management courses including Manaaina for Excellence, received an Engineer-In-Training Certificate,

(

is SRO-licensed at PBAPS, and qualified Shif t Technical Advisor. He is a member of the Power Engineering and Nuclear and Plasma Science Societies of the Institute of Electrical and Electronic Engineers.

k f

Appendix B. Biographical Data For PBAPS Managers 140 ,

l i

Scotian II: PBAPS ACTION Donald B. Warfel. Shif t Manaaer, graduated from Drexel University (Cooperative Work Program) in 1974 with a B.S. in Electrical Engineering and has taken three graduate-level courses in nuclear engineering since that time. He joined PE as a Test Engineer in 1974 after completing his degree which included work as a Junior Technical Assistant (Cooperative Work Assignment) in Nuclear Fuel Management at PE.

His first PE assignment as a Test Engineer was at Delaware Station and subsequently at PBAPS. At PBAPS, he served as Assistant Maintenance Engineer, Modifications Engineer and Assistant I&C Engineer. He was promoted to Maintenance Engineer four years ago and held that position until he became a Shif t Manager. Mr. Warfel is a qualified Shift Technical Advisor, has held his SRO license for seven years, and has taken numerous company-sponsored management courses including Manacina for Excellence.

\

Anthonv J. Wasona. Shif t Manaaer, graduated from Drexel University Cooperative Work Program with a B.S. in Electrical Engineering in 1974. As part of his Cooperative Work Program, he worked over 18 months for Philadelphia Electric at various assignments with the Maintenance Department, at Eddystone Generating Station, at Peach Bottom Units 1, 2 and 3, and with the Testing and Apparatus Branch of the Engineering and Research Department. Following graduation, he joined PE as a Test Engineer at Southwark Generating Station and transferred to Peach Bottom in 1975.

During his first eight years at Peach Bottom, he served as a Test Engineer, Assistant ISC Engineer, and an' interim Shif t Technical Advisor. During this period,

(

he was responsible for writing Peach Bottom's Emergency Operating Procedures based f

L on the BHR Owners Group Emergency Procedure Guidelines. He also trained licensed personnel on these procedures at the Limerick simulator. In 1983, he was promoted to Engineer Supervisory-Reactor Engineering and was later appointed to the same I

position in the Project Engineer Group. He served briefly as Shift Supervisor Appendix B. Biographical Data For PBAPS Managers 141

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$sstian II: PBAPS ACTION before his appointment as Shift Manager. Mr. Hasong has held an NRC SRO license since 1979 and holds an Enaineer in Training Certificate from the Commonwealth of Pennsylvania. He served as a member of the BWR Owners Group Emergency Procedure Committee from 1980 through 1985. He has taken a variety of PE-sponsored management courses, including Manaaina for Excellence as well as General Electric's Station Nuclear Engineering Course.

Kannath P. Powers, Prosact Manmaar-PBAPS, recently joined PE, bringing over 20 years of experience in engineering, craft supervision, quality control cost engineering, scheduling, and Navy nuclear shipyard duty to his new position. He was the Project Field Engineer at LOS for over four years leading organizations of 700-1000 professional personnel through construction and startup phases. In 1985, he was Project Engineering Manager at Seabrook Nuclear Power Station for United Engineers and Constructors, from Pre-RPV Hydrostatic Testing through hot functional testing.

I He worked for Bechtel from 1978 to 1982 in a variety of supervisory and management positions: Cost / Schedule Supervisor at LOS through fuel loading and initial operations and in Ann Arbor, MI., as Technical Services Manager, and Project Field Engineer at LOS. He was previously Lead Planner for Hostinghouse/Tenneco's floating nuclear plant, Lead Cost Engineer and Piping Superintendent of Refinery Projects for Fluor Corporation, and Chief Planning Engineer at Lagune Verde, WNP-2 and the Clinch River Breeder Reactor in Oak Ridge. He is a qualified Nuclear Senior Ship Superintendent, United States' Navy, and a Certified Cost Engineer, American

{

Association of Cost Engineers.

Jaman P. Wilson, Sumarintendent-Outanas, was graduated from the U. S. Naval Academy in 1959 with a B.S. in Engineering, received a Master of Science degree from American University in 1971, and has completed the Carnegie Mellon Program for

( Appendix B. Biographical Data For P8APS Managers 142

{

Scotian II: PBAPS ACTION Executives. With the U. S. Navy, as assistant Repair Superintendent and Planning Superintendent at the Norfrik Naval Shipyard, he was the principal point of contact for Fleet Commanders and the Naval Sea System Command for scheduling and planning major nuclear ship overhaul and modification. He is qualified for command in nuclear submarines and served as the Executive Officer and Engineering Officer on nuclear submarines. Upon retiring from the Navy in 1980, he joined NUS Corporation as Assistant General Manager, Field Operations, Maintenance Division, managing site consulting and providing personal consulting in the areas of oporations, maintenance, training and chemistry. Mr. Hilson joined PE in 1987.

J. Terrv Netzer, Sumerintendent-Plannina, Schedulina and Raoortino, brings over 20 years of experience to this position. He was graduated in 1967 from the University of Missouri, Rolla, with a B.S. in Civil Engineering and joined Bechtel; In Bechtel's Mining and Metals division, Mr. Netzer was responsible for cost i '

engineering, quantity take-off and reporting, and historical reporting. With the Bechtel Power Corporation at both fossil and nuclear stations, Mr. Netzer servad i

in increasingly responsible positions: Cost and Scheduling Supervisor, Start-up Coordinator, Piping and Hydro Superintendent, Superintendent in charge of start-up, r Start-up work list manager, Assistant Project Field Engineer, Project Systems Superintendent, Start-up Systems Manager, Large Pipe Hanger Program Superintendent.

Team Manager for an Outage Feedwater piping replacement, Turbine Building Lead Mechanical Superintendent and BOP System Superintendent. In these positions, his f

responsibilities have included cost engineering and forecasting, schedule development and tracking, start-up coordination, resource loading, and cost and  ;

schedule analysis. Additionally, Mr. Netzer has completed Bechtel-sponsored management courses.

Appendix B. Biographical Data For PBAPS Managers 145 7

Sostisn II: PBAPS ACTION .

John W. Austin. Sumerintendent-Madifications, has 20 years of both fossil and nuclear experience with PEr having served as Construction Project Engineer at the Eddystone 502 Scrubber facility, and since 1982 as Supervising Engineer, then as Superintendent, Peach Bottom Section of the Construction Division. He received his B.S. in Civil Engineering from the University of Delaware in 1968, attended the 4

Executive Education Course of the Fuqua School of Business, Duke University, and is a Registered Professional Engineer in the Commonwealth of Pennsylvania, t

O. G. Brown, Sumerintendent-Materials, has been involved for 24 years in project materials management and procurement management for engineering, construction and operations of major industrial projects. His primary experience in this area has [

been with nuclear power stations, cogeneration and airport construction. In 1966, Mr.' Brown worked with the Bechtel Group expediting materials and equipment for the Monticello, Palisades and Arkansas-1 Nuclear Power Stations. He served as the l Resident Material Coordinator during construction of Peach Bottom Units 2 and 3.

I In 1979, af ter completing an assignment as Project Procurement Manager for a major i .

international airport project, he served in the same role during construction and  ;

startup of LOS Unit 1 and restart of LGS Unit 2. During this period, he assumed responsibility for all cogeneration and Operating Plant Services for Bechtel's San In April, 1986, Mr. Brown became Material Manager / Assistant '

Francisco office.

Project Manager for LGS Unit 2 construction completion an startup. He received a B.S. in Business and Industrial Management from San Jose State College,. San Jose, California in 1965.

. David R. Mavers, suonert Manaaer, received a B.S. in Mechanical Engineering from the University of Delaware in 1964 and an M.S. in Mechanical Engineering from Drexel ,

University in 1970. In 1979, he earned an NBA from Drexel University. During his

( ,

I Appendix 8. Biographical Data For PBAPS Managers 144  !

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l Scotion II: PBAPS ACTION 23 years of experience with PE, he has progressed from Junior Engineer in Training to Engineer-Plant Tests, Engineer-Economy Division and System Operation, Results Engineer for the Chester and Cromby Stations and Senior Engineer in the System Operation ?livision. Most recently, he served as Assistant Superintendent, Delaware Station, where he initiated and successfully completed several cost-saving programs. He has taken company-sponsored management courses and is a past Vice-Chairman and Chairman of the Pennsylvania Electric Association's System Operation Committee. A recognized leader in his community, he has been a member of the School Board for the Centennial School District for eight years, serving two years as Vice President and two years as President.

Joseph C. Oddo, Nuclear Security Specialist, received a B.S. in Criminal Justice in 1976 from the New York Institute of Technology. He has had extensive training in the area of criminal justice in New York State, has taken courses offered by the Federal Bureau of Investigation and the Federal Bureau of Alcohol, Tobacco and i Firearms. Since Mr. Oddo joined PE, he has has been a part of the Security organization. Prior to joining PE he served as Shift Section Supervisor at the Shoreham Nuclear Power Station, and as Law Enforcement Supervisor for the Suffolk County Police Department in Yaphank, NY. While at Shoreham Nuclear Power Station, Mr. Oddo assisted in the development of the initial security training program where he trained and qualified the first security contract hires and established the first nuclear security operation at LILCO. He served as Vice President of the Suffolk County Police Benevolent Association, and is a member of the International Association of Bomb Technicians and Investigators and The National Association of Chiefs of Police.

l Appendix B. Biographical Data For PBAPS Managers 145

_Scctisn II: PBAPS ACTION Bruce L. Clark, Sumarintendent-Administration, brings 21 years of experience to this positions 14 of which have been at Peach Bottom in various capacities. He has served there as an engineer on the High Temperature Gas-cooled Reactor, and as startup engineer, ISC Engineer, Assistant Engineer-Maintenance and Engineer-Administration on the BHR units. He also held a senior operator's license on the Peach Bottom BHR units. Following THI, he spent seven years at the PE corporate office as Senior Engineer-Special Projects Nuclear. During this time, he developed and chaired the Operating Experience Assessment Committee for Peach Bottom and Limerick from 1980 through 1984; coordinated efforts at upgrading the modifications activity through emphasis on priorities, planning and schedulings organized and managed the successful Unit 2 Pipe Replacement restoration and restart (MORE) program; and developed and managed the Peach Bottom Improvement Program based upon the 1985 INPO findings. He developed the action plan and milestone concepts that were used in that and subsequent programs. He holds a B.S. in Industrial Engineering from the

+

Penns1vania State University, has completed many company-sponsored and AMA

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management courses including Peanle-The Foundation of Excellence and Plannina and Control For Mananars, and is an active member of the American Management Association.

Staohan S. Greshg__Parsonnel Administrator, has 20 years of experience at PE as Labor Relations Specialist and Technical Assistant, Radiation Engineering Department.

He has taken labor relations and Collective Bargaining and Negotiation courses at Cornell University and company-sponsored management courses. Mr. Grosh has satisfactorily completed the Electric Production Departments Radiation Protection / Chemistry Training course deemed equivalent to a 2 year Associate Degree in Technology. He is a member of the American Management Association and the Health Physics Society.

Appendix 5. Biographical Data For PBAPS Managers 146

Scctisn II: PBAPS ACTION ,

g,tnggt A. Till, Site Trainino Sumerintendent, who retired from the U.S. Navy in 1984 af ter 33 years of service, brings to his position at PE a varied background in nuclear training in the industry. As a career Naval Officer, he was involvea in f

the management of technical facilities serving as Staff and Action Officer, Office l of the Chief of Naval Operations at the Pentagons as Chief of Staff, Submarines Mediterranean in Naples, Italys as Commanding Officer of the nuclear submarine, the USS Woodrow Wilsons and Chief Engineer of the USS Lafayette. Mr. Till was Director of the Mathematics and Science faculty at the U.S. Naval Academy in Annapolis, Maryland from 1974-77, where he administered the academic affairs of five technical departments. He most recently served (1986-87) et Illinois Power Company's only nuclear generating station, where he int:tituted major changes in the training department organization to ensure success of operational, maintenance, and general training programs, including reintaining INPC accreditation. At Clinton Power Station, he also served as head of the Emergency Planning organization. Mr. Till graduated from the Norwegian Defense College in Oslo, Norway, attended Defense l Attache Training in h shington, D.C., the Nuclear Power School in New London, Connecticut, completed the Atomic Energy Commission Training Program on Nuclear Power Plant Operations and received a B.S. from the University of Pennsylvania.

PBAPS Quality Manaaers J. Michael Pratt. Manaaer-PBAPS Quality Division, has over 30 years of engineering and management experience in power generation including 21 years in nuclear power.

His experience includes 23 years with the Royal Navy, rstiring as Manager of Nuclear Repair at Britain's premier nuclear bases 3 years with the South African Electricity Supply Commission in the senior management position in nuclear operations and quality assurances and 10 years in management and consulting positions in the Appendix B. Biographical Data For PBAPS Managers 147

Sosticn II: PBAPS ACTION domestic nuclear power industry primarily in the areas of GA and QC. During a one year loaned assignment to INPO, Mr. Pratt was Program Manager for the development of evaluation performance objectives. Mr. Pratt is currently chairman of the ASQC Horking Committee on Operations QA Surveillance.

J. Thomas Wilson. Sumerintendent-PBAPS Quality Suonort, has 19 years of technical and management experience in the PE Electric Production and Nuclear Operations Department. He graduated from the University of Pennsylvania in 1969 with a B.S.

in Electrical Engineering. He served six years at PBAPS as a Maintenance Engineer during the startup and operation of Units 2 and 3. Mr. Wilson served four years as the Site QA Audit Supervisor at PBAPS and one year as Corporate Supervisor of the PBAPS and LOS QA Audit Groups. He is currently enrolled in an accelerated BHR Licensing Program.

1 Donald E. McGarriaan. Sumarintendent-PRAPS QC, has 23 years of technical and management experience with equipment suppliers, academia, and architect-engineers.

For the past 17 years he has been with United Engineers and Constructors in QA engineering and management positions. As Manager-Project QA, he has been responsible for the development, staffing and operations of a number of hone office and site QA/QC organizations.

/

John M. Cockraft. Superintendent-PRAPS QA, has over 17 years of operations, QA and management experience in the nuclear power industry with Gilbert Associates, General Electric Co. and PE. During his four years with Gilbert and his 11 years with GE, Mr Cockraf t held various QA inspection, auditing, engineering and managem9nt positions. His assignments have included QA activities during design, fabrication

{ Appendix 5. Biographical Data For PBAPS Managers 148

S stian II: P8APS ACTION otartup, and operation of BNRs. He has been employed by PE in the Engineering and j Research Quality Assurance orsanization since 1946.  !

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Appendix 3. Biographical Data For PBAPS Managers 149

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S:ction II: PBAPS ACTIOl4 Staf fine of PBAPS Mananament Positions l

l The positions filled thus far are as follows:

Vice President-PBAPS: D. M. Smith  ;

CTE Program Managers H. J. Diamond ,

Plant Manager-PBAPS: J. F. Franz Staff Engineer J. E. Hinzenried Superintendent-Maintenance and I AC: G. R. Rainey Assistant Superintendent Maintenance J. K. Davenport Maintenance Engineeri G. F. Dawson Assistant Superintendent-IAC C. E. Anderson Superintendent-Plant Services D. P. LeQuia Senior Chemist D. L. Oltmans Senior Health Physicists D. P. Potocik Radweste Engineeri J. F. Mitman Superintendent-Technical G. F. Daebeler Technical Engineers A. A. Fulvio Regulatory Engineers T. E. Cribbe Superintendent-Operations J. B. Cotton Assistant Superintendent Operations: F. H. Polaski Operations Support Engineeri T. N. Mitchell Shif t Managers, J. L. Cluppe G. H. Ge11 rich, S. J. Mannix, T. J.

Niessen, D. B. Harf al, A. J. Hasong

(

{ Appendix 3. Biographical Data For PBAPS Managers 150

S:ctitn II: PBAPS ACTION Project Manageri K. P. Powers Superintendent Outages J. P. Hilson Superintendent-Planning, Scheduling and Reporting J. T. Netzer Superintendent-Modifications: J. H. Austin Superintendent-Meterials Management O. G. Brown Support Manager: D. R. Meyers Nuclear Security Specialist J. C. Oddo Superintendent-Administrationi B. L. Clark Personnel Administrator S. Grosh Superintendent Training: E. A. Till Staffina of PBAPS Quality Manaanment Positions <

Manager-PBAPS Quality: J. M. Pratt Superintendent-PBAPS Quality Controls D. E. McGarrigan Assistant Superintendent-Inspection: J. P. McElwein Assistant Superintendent-Technical Monitoring: R. Hirzel Superintendent-PBAPS Quality Assurance: J. M. Cockroft Assistant Superintendent-Project Support / Audit R. C. Lesnefsky Assistant Superintendent-Operations / Audit: A. B. Donell Superintendent-PBAPS Quality Support J. T. Hilson Appendix B. Biographical Data For PBAPS Managers 151 i

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Section II: PSAPS ACTION i :I a ;; ,

APPENDIX C. CORPORATE ACCOUNTABILITIES

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Sectisn II: PBAPS ACTION r

The Senior Vien Presidant-Nuclear is accountable to the President and Chief l

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Operating Officer fori

• Providing leadsrship and unified management direction to achieve and maintain I excellence in all aspects of PE's nuclear operations, in accordance with the i principles outlined in the corporate nuclear management philosophy. . f

• Proactively managing a cultural change effort to establish an ori.ntation to I nuclear sycellence within the Nuclear organization. >

• Providing management oversight and control of the design, construction, maintenance, and operation of PE's nuclear power plants. This includes all  ;

planning, scheduling, engineering, construction, operational, maintenance, quality assurance, regulatory, licensing, training, personnel and other technical or organizational matters relevant to the PE Nuclear organization.

• Establishing management, quality assdrance and operating policies and procedures for governance of the PE Nuclear organization.

r Estab1(;hing the mission, objectives and goals for the Nuclear organization and ensuring that the appropriate performance measurement programs are in place to monitor organizational performance effectively.

• Determining the need for, and ensuring the appropriate requisition, technical evaluation and receipt of all materials and services required for the Nuclear  ;

o rga nic:a ti on. l

• Developing und managing the approved capital and operating budget for the entire Nuclear organization.

I a Ensuring coordination of activities and functions of the Nuclear organization with those of other PE organizations.

• Ensuring full cooperation by PE in collaboration with Corporate Communications with the Nuclear Regulatory Commission, the Institute of Nuclear Power Operations. American Nuclear Insurers and other regulatory, industry or public agencies with jurisdiction over or interest in the safe, reliable and efficient design, construction, operation and maintenance of PE's nuclear facilities, f

• Maintaining open and regular communications between all Nuclear line and staff organizations, between Nuclear management and employees, and between the Nuclear organization and other Company functions, r

• Reporting regularly to the Board of Directors and the Nuclear Committee of the ,

Board. I l

i Appendix C. Corporate Accountabilities 153

1 5 ction II: PBAPS ACT"0N i r

l The site Vien Praaidants are accountable to the Senior Vice President-Huclear fora e Ensuring that the company's nuclear units are operated safely, reliably and efficiently, and in accordance with the highest standards of 4xcellence.

• Ensuring that site work activities are conducted in a manner which promotes ,

nuclear, employee, and public safety. ,

• Providing site leadership for assurance of quality and ensuring compliance with all regulatory, quality assurance, industry and corporate standards for nuclear i operations.

• Fulfilling site-related nuclear and environmental regulatory requirements and -

commitments. ,

• Directing the planning and scheduling of all site work activities to ensure -

timely, high quality, and cost-effective integration of plant operations, '

maintenance, modification, and outage work activities, i i

• Coordinating major modifications with Nuclear Engineering, t l

• Coordinating configuration control with Nuclear Engineering. l

• Ensuring that site personnel fulfill their responsibilities as specified in the Emergency Plan for both normal and emergency conditions.  !

• Establishing site objectives and goals to support overall Nuclear objectives for excellence, and ensuring that the appropriate performance measurement programs are in place to monitor orsanizational and operational performance effectively.

• Developing the site capital budget (excluding nuclear fuel) in coordination with other Nuclear organizations and managing it effectively, i

• Developing and managing an approved operating budget for the site.

• Ensuring that site staffing requirements, training needs, and employee concerns are addressed in a timely and effective manner.

• Maintaining open and regular communications among all site organizations, t including independent assessment groups; between site organizations and off-site Nuclear support organizations and other Compar.y functionss snd between  ;

site management and employees.

i Maintaining an open, cooperative stance with site NRC Resident Inspectors and with other regulatory and industry auditors or representatives.

l

• Serving as PE's official site representative in all matters related to public ,

interface and relations. ,

L l

t Appendix C. Corporate Accountabilities 154 l t

Section II: PBAPS LCTION The Vice P r esi de nt-Nu c l ea r Enaineerina is accountable to the Senior Vice President-Nuclear for

• Ensuring t6e design integrity of the nuclear plants.

• Maintaining conf 3guration contral of the nuclear plants.

• Providing high quality, timely, und cost-effective engineering of plant modifications at the nuclear sites.

• Providing timely, high quality, cost effective engineering of LGS Unit 2 until fuel load.

• Providing technical support as requasted by any Nuclear organization.

• Establishing Nuclear Engineering objectives and goals to sus port overall Nuclear objectives ter excellence, and ensuring that the appropriate performance measure.nent programs are in place to monitor organizational performance effectively.

e Coordinating the develcpment of the Integrated Living Schedule and managing it for the Nuclear organization.

• Developing and managing the approved operating budget for Nuclear Engineering.

• Ensuring thet Nuclear Engineering staf ting requirements, trainieig needs, and employee concerns are addressed in t timely and effsetive manner.

• Maintaining open and regular communications among Nuclear Engineering divisions, between Huelcar Engineering and other Nuclear and Company functions; and between Nuclear Ent.ineerinw nanagement and employens.

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L Appendix C. Corporate Accountanilities 155

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Section II: PBAPS ACTION The Vice President-Nuclear Services is accountable to the Senior Vice President-Nuclear for:

• Identifying all licensing conditions and monitoring to ensure that '. hey are met.

• Establishing and maintaining an effective commitment management program.

• Serving as the corporate focal point for regulatory and INPO interfaces with respect to receiving, analyzing, and distributing correspondence and information; following up with the relevant Nuclear organizations to ensure that appropriate and timely actions are taken in responses coordinating preparations for all corporate audits, evaluations or assist visits; coordinating management responses, as required, to audits and evaluations; and preparing Technical Specification Amendments and other license-related documents for submittal.

• Ensuring that an effective Operating Experience Assessment Program is in place to analyze industry and plant operating experience; communicate the information in a timely manner to the sites, other Nuclear groups and the NRB; and monitor the effectiveness of line management's follow-up on the information to achieve the desired results.

• Establishing corporate direction and technical performance standards for radiation protection, radweste management, plant chemistry, emergency preparedness, security and safeguards, and nuclear training programs; providing periodic programmatic assessments to ensure compliance with industry and ,

corporate standards; identifying root causes for any problem areas; and working with site management to develop effective corrective action programs.

• Ensuring that ef fective processes are in place to identify Nuclear organization training and development needs, scheduling and implementing appropriate programs to address these needs, and monitoring timely participation in programs by Nuclear personnel.

• Providing timely, high quality, cost effective services in the areas of specialized maintenance work, plant security, fuel management, plant chemistry analysis, emergency preparedness training, and craft training to both nuclear plants.

• Preparing final Nuclear capital (excluding nuclear fuel), 08M and personnel budgets for the Senior Vice President-Nuclear's approval, incorporating budgets submitted by PBAPS, LGS, Nuclear Engineering, Nuclear QA, and Nuclear Services.

• Overall cost tracking, monitoring and reporting for the Nuclear organization to the Senior Vice President-Nuclear.

• Serving as the Nuclear coordinator with joint owners of PBAPS.

L

• Coordinating the development and application of personnel policies for the Nuclear organization.

Appendix C. Corporate Accountabilities 156

Section II: PBAPS ACTION e Establishing Nuclear Services objectives and goals to support overall Nuclear objectives for excellence, and ensuring that the appropriate performance measurement programs are in place to monitor organizational performance effectively.

e Developing and managing the approved operating budget for Nuclear Services.

• Ensuring that Nuclear Services staffing requirements, training needs, and employee concerns are addressed in a timely and effective manner.

e Maintaining open and regular communications among Nuclear Services divisions, between Nuclear Services end other Nuclear and company functions; and between Nuclear Services management and employees.

I t Appendix C, Corporate Accountabilities 157

l I

Section II: PBAPS ACTION The General Manaaer-Nuclear Quality Assurance (QA) is accountable to the Senior Vice I

President-Nuclear fors l e Establishing and implementing a centralized organization to effectively I implement the Nuclear QA Program.

• Conducting independent safety reviews of plant events and planned activities.

• Conducting audits to ensuro effective implementation of the Nuclear QA Program, e Providing quality control surveillance and monitoring to ensure the safety and quality of work performed.

e Identifying safety-related quality problems and ensuring that they receive prompt line and senior management attention.

• Providing input to the Operating Experience Assessment Program (OEAP) in a timely manner; maintaining independent oversight of the adequacy and timeliness of actions taken by line management in response to OEAP items.

• Monitoring and assessing the effectiveness of the Nuclear Performance Management Program for Excellence and providing independent feedback to line management and the Senior Vice President-Nuclear.

e Conducting independent evaluations of the effectiveness of the Company's nuclear performance and providing feedback for line and senior Nuclear management's use.

• Providing technical support to the Nuclear Review Board.

• Establishing Nuclear QA objectives and goals to support overall Nuclear objectives for excellence, and ensuring that the appropriate performance measurements are in place to monitor organizational performance effectively.

• Develeping and managing the approved operating budget for Nuclear QA.

• Ensuring that Nuclear QA staffing requirements, training needs and employee concerns are addressed in a timely and effective manner.

• Maintaining open and regular "smmunications among Nuclear QA sections; between Nuclear QA and other Nuclear end Company functions; and between Nuclear QA management and employees.

• Reporting on a regular basis to the NRB, with direct access to the Office of the Chief Executive Officer as required, and communicating with the Nuclear Committee of the Board of Directors as requested.

[

Appendix C. Corporate Accountabilities 158

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Section.II: PBAPS ACTION APPENDIX D. NUCLEAR GROUP CRGANIZATIONAL CHARTS f

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Appendix D. Nuclear Group Organizational Charts 159

Ssetion II: PBAPS ACTIDH i

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l CHAIN OF COMMAND AND CONTROL FOR OPERATIONS Office of the Chief Executive Offcer Senior Vice President -

Nuclear I

I I Vice President - Vice President -

Peach Bottom Limerick Plant Manager - Plant Manager -

Peach Bottom Umerick Appendix D, Nuclear Group Organizational Charts 160

Section II: PBAPS ACTION REPORTING STRUCTURE FOR THE TOP LEVEL OF THE NUCLEAR ORGANIZATION Board of NCB Directors Chairman of

............... the Board President Senior Vice General Manager Nuclear Nuclear Quality President -

Review Board Nuclear Assurance Management Assistance Staff l l I I Vice President Vice President Vice President 8 N ea PBAPS LGS e Engineering Appendix D. Nuclear Grcup Organizational Charts 161

Ssetion II: PBAPS ACTION FUNCTIONAL ORGANIZATIONAL CHART FOR NUCLEAR ENGINEERING Wee Presdent -

Nuclear Engmeerog Manager I

I I I I Constructen Protect Engineermg Superintendent Management Eng.meerog Design LGS 2 .

- Single pomt of - Single point of - Prowde Responstle

- Construction manage-ment of LGS 2 contact for d accountability for Enyneers with con-Nuclear Engmeenng engineenng of ceotual design ,

work at each site modifcations suoport, engineenng

- Manage id fa - Engineering designs Nuclear Department se x es 3, ,g,,,,

- Planning and sched- assistance / expertise - Maintain configuration uling support for controlof design the Nuclear Engi. - Manage the engi- drawings includeg neering design bases P&fDs, electreal neenno Deoartment and each Dmsion schematics. pipeg

- Management of the phM drawngs.

- Ptarnng and sched* configuraton Control and circuit diagrams uling mterf ace program

• 'th other Nuckar - Assist in pre and Departments relatrve - Engmeenng assurance , ,

b scheddog inte- - Procurement of walkcowns grah Engineered matenals

- Provide budget and - Reprographes cost control suoport - Computer support of - Develop bills of material including estimateg, engmeenng software and procure matenals I

budgetog and fore' neede for rnoddctions casting for Nuclear Engmeenng - Computer aded design

- Mantain Nuclear . - Revew and mantain gf

• 9 vendor documentat on Procedures

- Adminsstrabon of i

of contracts for Engmeenng Serwces

- Document Control

- Special Protects Appendix D. Nuclear Group Organizational Charts 162

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a FUNCTIONAL ORGANIZATIONAL CHART

• FOR NUCLEAR SERVICES O (Continued)

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Nuclear Nudear

@ Training Actninistration o

c Nuciaar Training Personnel Admeiastration D - Prowde corporate direcnon. oversaght, and curnculum c: .-, 4 for

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= FUNCTIONAL ORGANIZATIONAL CHART FOR

! NUCLEAR QUAI.lTY ASSURANCE

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!

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- Revwws - Reviews performance

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• Spectatinterdisc9ainary studies as requessed v.

Secticn II: PBAPS ACTION APPENDIX E. SITE ACCOUNTABILITIES

(

l Appendix E. Site Accountabilities 166

Section II: PBAPS ACTION The Vice President for each site has four direct line reports: the Plant Manager, the Project Manager, the Support Manager, and the Training Superintendent.

The Plant Manaaer is accountable to the Vice President-PBAPS fore e Operating the plant safely, reliably and efficiently in compliance with all applicable Technical Specifications, quality assurance requirements, PE procedures, and federal, state, and local requirements, and in accordance with the highest standards of nuclear excellence, o Ensuring that all operating and technical personnel are trained and/or licensed as required and that there is an adequate number of qualified operators and supervisors available for duty.

e Ensuring that the Radiation Protection Program is being properly implemented with emphasis on "ALARA."

e Ensuring that the plant is being properly maintained through implementation of effective site maintenance and chemistry programs and that plant operational and maintenance activities maintain the integrity of the configuration management program, o Approval, control and application of blocking for plant and personnel safety, e Identifying and communicating the need for plant modifications or technical services and final acceptance of completed modifications.

• Ensuring effective management of plant activities to minimize radwaste generation and assure safe and proper radwaste disposal.

• Ensuring timely fulfillment of all regulatory commitments for which the plant organization is responsible and administering the commitment management program for the site.

• Maintaining effective relations in a spirit of openness and cooperation with the NRC Resident Inspectors and other regulatory or industry visitors.

• Serving as Emergency Director, implementing relevant requirements of the site Emergency Plan, and ensuring that the plant staff is prepared to fulfill its responsibilities under the site Emergency Plan.

• Ensuring that the Plant Operations Review Committee (PORC) is functioning effectively and in accordance with the Technical Specifications.

• Keeping the Vice President-PBAPS promptly informed of significant plant activities and providing the appropriate status reports.

• Maintaining open communications and a spirit of collaboration within the Plant organization and between the Plant organization and other site and off-site

{ support groups, r

[

[ Appendix E. Site Accountabilities 167

Secticn II: PBAPS ACTION The Proiset Manaaer-PBAPS is accountable to the Vice President-PBAPS for:

• Coordinating site management of the Integrated Living Schedule with Nuclear Engineering.

• Ensuring that unit outages are effectively planned and managed so that outage durations are minimized and outage work is performed within all safety and quality parameters as established by the Plant Manager.

• Ensuring that the Radiation Protection Program is being properly implemented with emphasis on ALARA.

• Providing integrated planning and efficient scheduling of all daily non-outage and outage work activities related to plant operations, maintenance and modifications.

• Coordinating major plant modifications and improvement projects with Nuclear Engineering to ensure high quality, cost-effective implementation in a manner supportive of plant operational needs.

• Ensuring that minor plant modification and improvement projects are implemented in a coordinated, cost-effective manner supportive of plant operational needs and in compliance with configuration control requirements.

• Ensuring that plant and organizational performance data are collected, analyzed and reported in a timely and effective manner as directed by the Vice Presidcnt-PBAPS.

• Establishing and maintaining effective materials management systems which will ensure timely availability of required spare parts, equipment and materials, and timely resolution of receipt inspection deficiencies and obsolete parts issues.

• Maintaining open communications and a spirit of collaboration withir the Project organization and between the Project organization and other site a id corporate office support groups.

• Administration of projects within the scope of the Project organization.

l

(

f L

Appendix E. Site Accountabilities 168

Sccticn II: PBAPS ACTION l

I l

The Support Manaaer is accountable to the Vice President-PBAPS for  !

• Ensuring that the approved site security program is effectively implemented and managed for normal and emergency conditions.

• Coordinating implementation of the Emergency Preparedness plan at the site.

• Coordinating with Nuclear Engineering on site Capital budget developnent and preparing PBAPS/LOS operating, maintenance, and capital budgets for approval by the site Vice President.

• Implementing an effective cost control and tracking p ro g ra m, nonitoring cost allocations, and recommending corrective actions to the Vice President-PBPAS as appropriate.

• Coordinating the use of site facilities and their maintenance and equipment allocation; ensuring that all office services are provided as required.

• Ensuring that procedures are regularly updated, maintained, distributed and controlled effectively.

• Ensuring that all required records and documents are prepared, stored and protected appropriately.

• Providing assistance to the Vice President-PBAPS with site employee communications pro g ra ms .

• Providing ef fective personnel administration services and assistance to site managers with employee performance and employee relations concerns.

t

{

l r

Appendix E. Site Accountabilities 169

1 1

Scotion'II: PBAPS ACTION General Accountabilities for All Site Superintendents In addition to the specific accountabilities listed later for each superintendent-level position, the following general accountabilities are included for mash of the cuperintendent-level positions at PBAPS.

Each Superintendent is accountable to the Vice President-PBAPS through his Managee for e Ensuring that the work done by his organization is in compliance with applicable Technical Specifications, Quality Assurance requirements, PE procedures and federal, state, and local requirements and is accomplished in accordance witn facility licenses and regulations.

• Periodically assessing the performance of his organization in accordance with INTO criteria'and regulatory requirements in order to self-identify needs for improvement.

• Ensuring that personnel under his supervision are motivated to maintain a high level of quality and productivity of work and that high morale is maintained through effective leadership.

• Ensuring that the radiation protection program is being properly implemented in his organization with emphasis on ALARA and meeting exposure goals; that personnel assigned to his organization are knowledgeable in radiation work practices; and that practices are followed which minimize the generation of radweste and personal contamination.

• Ensuring that personnel assigned to his organization follow safe work practices (both nuclear and industrial) and that all incidents are reported so that the extent of the concern can be evaluated for appropriate corrective action.

• Ensuring that the plant is being properly monitored through implementation of effective site surveillance and performance programs within his area of responsibility.

l

+ Ensuring timely fulfillment of' regulatory commitments assigned to his organization.

l

• Keeping his Manager promptly informed of significant plant and personnel activities related to his organization and providing status reports as appropriate.

!

• Administering the personnel policies and practices of the Company and the site for L all personnel under his supervision. l j- + Ensuring that personnel assigned to his organization are appropriately trained in y

accordance with requirements and high standards of professional developmer.t.

• Ensuring that there is an adequate number of qualified supervisors.

• Ensuring the professional development of personnel assigned to his organization through periodic performance evaluations, coaching and counseling.

Appendix E. Site Accountabilities 170 f

Section II: PBAPS ACTION

• Maintaining open communications in a spirit of collaboration within his organization and between his organization and other site and off-site support organizations.

e Maintaining effective relations in a spirit of openness and couperation with federal and state authorities as well as regulatory and industry review groups and insurance inspection authorities.

• Managing expenditures within the approved budget of his organization or providing reasonable notice to management of variances and the reasons for them.

In addition to the above general accountabilities, each PBAPS superintendent is also specifically accountable to his respective Manager as stated below.

The Superintendent-Trainina. PBAPS reports directly to the Vice President-PBAPS and is specifically accountable to the Vice President-PBAPS fori i

e Interfacing with the Corporate Nuclear Training Manager and his staff to develop and provide training programs and supplementary training as required to support site needs.

e Identifying and analyzing programmatic training needs, in coordination with the appropriate PBAPS Superintendents, for all site personnel.

• Developing and administering through a systematic method initial and continuing performance-based training programs fors

- Licensed Operators

- Non-licensed Operators Shift Technical Advisors

- Chemistry Personnel

- Health Physics Personnel

- Radwaste Personnel

- Technical Staff and Management Personnel

- Maintenanco Personnel (on-the-job training)

I8C Technician Personnel Emergency Planning for appropriate personnel

- General Employee Training for all employees Contractor Training

- Respiratory Protection Training

• Supervising the planning and scheduling of on-site training activities.

• Scheduling and coordinating off-site training for site personnel in the areas of maintenance, I&C, construction, emergency planning, fitness for duty, engineering and management skills and development.

h Appendix E. Site Accountabilities 171

Section II: PBAPS ACTION

• Monitoring and evaluating the effectiveness of training for site personnel and implementing appropriate corrective actions for this training.

• Evaluating trainee knowledge and skills to identify appropriate training opportunities.

• Ensuring that identified operating events and/or experience are incorporated into site and off-site training programs in a timely manner.

• Developing a qualified and motivated training staff and maintaining adequate facilities to accomplish on-site training activities.

• Maintaining current and complete training records for site personnel.

• Effectively managing the operation and scheduling of the plant-specific simulator to maximize the training impact and improve operator performance, as well as maintaining plant configuration accuracy on the simulator.

• Cooperating with the Manager-Nuclear Training in assuring maintenance of INFO accreditation of the required training programs for PBAPS.

Specific Accountabilities for Superintendents in the Plant Manaoer Oroanization The Superintendent-Maintenance /I&C is accountable to the Plant Manager-PBAPS for

• Ensuring that the plant is being properly maintained through implementation of effective preventive and corrective site maintenance programs.

• Ensuring that inspections, testing, calibration, maintenance and repair of station electrical, mechanical, and instrumentation and control equipment are performed in accordance with approved procedures and requirements of facility licenses, regulations and Company policy.

• Ensuring that the plant maintenance activities maintain the integrity of the configuration management program.

• Developing, evaluating, and implementing improved methods, processes, and equipment for plant maintenance /ISC.

• When required in the absence of the Superintendent-Operations, ensuring that the Plant Operations Review Committee (PORC) is functioning effectively in accordance with the Technical Specifications.

Appendix E. Site Accountabilities 172

Section II: PBAPS ACTION The Superintendent-Plant Services is accountable to the Plant Manager-PBAPS for:

• Providing managerial direction and oversight to plant chemistry, radwaste and health physics functions at site.

e Coordinating implementation of the site ALARA program.

e Monitoring the chemistry parameters of plant systems and recommending changes to improve overall water chemistry quality within regulatory requirements, industry standards and corporate guidelines.

• Processing, packaging and disposing of radioactive materials from the plant in accordance with regulatory requirements, industry standards and corporate guidelines.

• Monitoring, calculating and reporting the effect on the environment of radioactive releases.

• Monitoring radiological hazards and personnel protection requirements for all nuclear workers; evaluating the effectiveness of the implementation of the radiological controls program against regulatory requirements, industry standards and within corporate guidelines.

e Conducting general housekeeping within the power block, identifying housekeeping problems, reporting them to responsible management, and evaluating the corrective actions taken.

The Superintendent-Technical is accountable to the Plant Manager-PBAPS fors e Providing timely, high quality technical support on systems design, testing, operation and maintenance to site organizations.

• Providing overall coordination of on-site regulatory and inspection activities involving Company, private and governmental organizations, o Ensuring the effective planning, scheduling and implementation of commitments; monitoring and reporting progress toward commitment completion; facilitating a clear understanding of commitments and problem resolutions reviewing completion documentation for acceptability; assuring that past commitments are maintained when further modifications or char.ges occur.

• In the absence of the Plant Manager and the Superintendent-Operations, serving as Emergency Director, implementing relevant requirements of the PBAPS Emergency Plan, ensuring that the plant staff is prepared to fulfill its responsibility under the PBAPS Emergency Plan.

• Providing site coordination of input to the selection process for new technical hires.

• Coordinating the Operating Experience Assessment Program for the site.

Appendix E. Site Accountabilities 173 f

i i.

Section II: PBAPS ACTION e Keeping site organizations informed concerning new regulations / proposals in their areas of responsibility, e Coordinating the fire protection program for the site.

The Superintendent-Operations is accountable to the Plant Manager-PBAPS fore e Operating the plant safely, reliably and efficiently.

• Chairing the Plant Operations Review Committee (PORC), ensuring its proper functioning in accordance with the Technical Specifications.

• Developing, approving, controlling and applying of blocking for plant and personnel safety, completing operating verification forms and check lists to ensure return to service.

• In the absence of the Plant Manager, serving as Emergency Directos, implementing relevant requirements of the site emergency plan, ensuring that the plant staff is prepared to fulfill its responsibility under the site emergency plan.

• Ensuring that identified operating experience is utilized to improve plant operations.

Specific Accountabilities for Superintendents in the Proieet Manaaer Orcanization The Suoerintendent-Outaaes is accountable to the Project Manager-PBAPT, for

• Ensuring that unit outages are effectively planned and managed in a manner consistent with the Plant Manager's direction so that outage durations are d minimized and outage work is performed within all safety and quality paranaters as established by the Plant Manager.

• Providing integrated planning and efficient scheduling of all outage work activities related to plant operations, maintenance and modifications.

• Providing coordination during planned outages to support the plan, adjust priorities as required, and expedite support services.

• Coordinating the preparation of the outage report and formal post-outage critique, as well as considering other industry experience, so that lessons learned may be applied to future outages.

• Producing and continually updating plans for unscheduled outages.

Appendix E. Site Accountabilities 174

S:ction II: PPAPS ACTION The Superintendent-Plannino. Schedulino and Reportino is accountable to the Project Manager-PBAPS for e Providing integrated planning and scheduling services to plant organizations to allow the effective scheduling and monitoring by those organizations of outage and non-outage work activities for which they are responsible.

• Providing collection, analysis and reporting services of plant schedule, performance, cost and resource data for all levels of plant management and supervision.

• Coordinating site management of the Integrated Living Schedule with Nuclear Engineering.

• Fostering inter-department communications at appropriate organizational levels to ensure viable planning and schedule development and execution.

• Providing functional / administrative support for station management information system needs.

• Setting priorities for requests to the Computer Section for technical support for both main frame and personal computer application.

The Superintendent-Modifications is accountable to the Project Manager-PBAPS for:

• Implementing all phases of site designed minor modifications.

• Installing and testing of modifications designed by Nuclear Engineering.

• Coordinating acceptance testing of all modifications, design modifications, e Administering and implementing projects within the scope of the Modifications organization.

e Providing training on specification and installation procedures and supporting the training provided by others in the Company.

• Preparing capital authorizations, including estimating the site portion of modifications and projects.

• Maintaining configuration control during the implementation of projects or modifications.

• Maintaining modification procedures.

• Tracking change documents.

• Initiating purchase of non-engineered materials.

Appendix E. Site Accountabilities 175

Section II: PBAPS ACTION The Superintendent-Materials is accountable to the Project Manager-PBAPS fori

• Ensuring timely availability of spare parts and site requisitioned materials, determining optimum stocking levels for spare parts, determining the shelf life of stored materials, and administering an effective shelf life program.

• Obtaining substitute materials and components and providing satisfactory analysis of their conformance to design requirements.

• Dedicating non quality assured materials and components for quality assured applications in accordance with guidelines approved by Nuclear Engineering.

• Determining source and receipt inspection requirements for site-requisitioned materials, and ensuring expeditious resolution of receipt inspection discrepancies and nonconformances.

• Maintaining effective and timely communications with the Plant Equipment Configuration Branch of Nuclear Engineering and with the Purchasing Department, including the tracking of purchase order status and issuance of site requisitions.

• Expediting procurement services to all site organizations.

• Ef fectively managing and controlling the Storeroom activities in conjunction with Stores Division.

Specific Accountabilities for Direct Reports to the Support Managar The Nuclear Security Specialist is accountable to the Support Manager-PBAPS fori

• Supervising and directir.g the activities of the Nuclear Plant Security organization at the station as required to ensure that the Security Program is in compliance

" with the commitments contained in the NRC-approved Security Plans and with the requirements in applicable federal regulations and guidelines.

• Coordinating with all on-site departnent heads and vendor representatives concerning security-related programmatic concerns as required to integrate the overall goal of the security programs with station goals and objectives.

• Interfacing with the Security Contract District or Program Manager and Contract Security Force Supervisor or Captain so as to be aware of their daily performance, findings, and suggestions that relate to improving the overall security program.

• Participating with the Director-Nuclear Plant Security, Support Manager, Chief Security Coordinator, Technical Assistant-Security, and Security Force Supervisor or Captain to continually identify and upgrade the Security Program.

I

• Providing administrative support for the Security Computer Program.

L Appendix E. Site Accountabilities 176 c

Section II: PBAPS ACTION

• Ensuring that information is gathered and reports are generated as required to properly document and report significant security-related matters.

7 Come.unicating and maintaining effective working relations with Claims-Security Division, the NRC, and local law enforcement agencies.

• Ensuring that the plant protection, security-related surveillance tests, and Administrative procedures are prepared, revised, reviewed, and implemented as required to support the Security Program.

• Reviewing guard force staffing levels to ensure that program commitments and plant operation can be supported in an efficient and economical manner.

• Reviewing the training and qualification activities for the Security Force to ensure that they are documented and conducted by the contractor in a manner that satisfies NRC commitments and regulatory requirements.

• Ensuring that the proper site security support is supplied for Emergency Preparedness exercise drills and activities.

• Reviewing the requirements for ingress and egress from protected areas so as to minimize personnel delays.

The Station Controller is accountable to the Support Manager-PBAPS for:

• Supplying necessary information to the Nuclear Administration Budget and Cost Control Section to facilitate preparation of Nuclear Group, Personnel, O&M and Capital Budgets.

• Coordinating for PBAPS the preparation of the O&M and Capital Budgets.

• Providing guidelines and support to station management regarding budget preparation.

• Consolidating budget variances at the station level and preparing variance reports.

• Researching unfavorable cost trends and supporting station management in identifying problems and tracking costs.

• Providing special accounting and cost control functions such as record keeping for insurance claims, HRC req' Jests, back charges.

• Reviewing and providing comments on contracts and amendments prior to approval.

• Providing consultation to station management regarding contract administration and

)

financial impact.

[

• Tracking and trending contract expenditures against budget and providing

! information back to each responsible cost center manager.

L l

Appendix E. Site Accountabilities 177 e

Section II: PBAPS ACTION

• Supplying necessary information to the Nuclear Administration Budget and Cost Control Section to facilitate preparation of periodic reports including monthly cash flow projections.

• Ensuring that accounting at the station is established and maintained in compliance with corporate and regulatory policies.

• Providing assistance to station personnel in determining the proper accountins for expenditures.

• Researching resolutions to accounting questions with other Finance and Accounting (F8A) divisions and the Budget and Cost Section of Nuclear lervices.

• Ensuring accounting transactions are accurate, authorized and supported including proper determination between capital and expense.

• Initiating recommendations for accounting system developments and improvements to promote efficiency, reduce cost, and ensuring that the reporting needs of station management are met.

• Assisting Internal Auditing in the performance of audits and station management in the interpretation, implementation, and follow-up of audit recommendations.

The Superintendent-Administration is accountable to the Support Manager-PBAPS for:

• Implementing the PBAPS Emergency Plan and maintaining site Emergency Response procedures; coordinating site and plant emergency response training, drills and graded exercises

• Providing and maintaining the main plant and appropriate satellite libraries for record and user copies of controlled plant drawings, vendor manuals and approved procedures; providing appropriate research capability to support station needs.

• Microfilming and providing for permanent storage and retrieval of selected nuclear records; providing research capabilities for microfilmed nuclear records.

• Establishing a control mechanism to support a two-year review cycle for plant procedures; establishing and maintaining controls over the implementation of the procedure change process.

• Developing, maintaining and monitoring an industrial safety program and procedures; procuring and maintaining required safety equipment for use on site.

• Enhancing interactive site and employee communications by facilitating the employee advisory conmittee (PB-TEAM), publishing responses from the "Tell It To l The Vice President" progran, maintaining site bulletin boards and message systems,

' and assisting the Vice President-PBAPS and the Plant Manager with other employee communication tools.

App.nds e. Sit. Account.b111ti.s 1,B

)

Sccticn II: PBAPS ACTION

• Planning, providing, maintaining and modifying, as necessary, office space, furnishings, equipment and services, including telecommunications and corporate computer equipment; providing site administration of contracts for vendor support of administration facilities.

• #dministering the Quality Concerns program.

The Personnel Administrator is accountable to the Support Manager-PBAPS for:

• Providing line management with professional human resource support in the areas of personnel management and human relations.

• Working with site managers, supervisors nnd employees to ensure consistent and equitable implementation of personnel policies-

• Assisting supervisors with resolution of employee performance and behavior I l '

problens.

• Administering the employee performance raview program.

• Administering the site access coordination program.

• Supervising the site medical facility including the employee physical examinations and acting as interface with the Employee Assistance Program.

• Identifying, promoting, and administering positive discipline techniques.

• Acting as the day-to-day management contact with the local Independent Group Association (IGA) representatives.

• Interpreting and trending overtime and absentee reports.

• Obtaining and providing clarification as required on personnel policies.

• Providing a focal point for employee access to employee services such as Blue Cross / Blue Shield, Major Medical, Pension plan, Tuition Refund, and other Company benefits.

l Appendix E. Site Accountabilities 179 l

c _ _ _ _ _ _ - __

Secti.n II: PBAPS ACTION APPENDIX F. NUCLEAR GROUP VIJION, HISSION AND OBJECTIVES l

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Secti.n Ils PBAPS ACTI0tt NUOLEAR GROUP 1988 NECLEAR MISSION AND OBJECTIVES Signed: 82 I /d [

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f Section II: PBAPS ACTION Philadelphia Electric Company Nuclear Group 1988 Nuclear Mission and Objectives VISION To be recognized and respected as a leader in the nuclear power industry.

MISSION lie will generate electricity safely, reliably and economically in the pursuit of EXCELLENCE. He will desion, construct, operate and maintain our nuclear power plants with full commitment to public and employee health and safety.

OBJECTIVES

1) Provide the management direction, staffing and resources necessary to achieve and maintain EXCELLENCE in all aspects of Philadw1phia Electric Company's nuclear program.

2) Continue to support and complete all activities associated with the corporate nuclear reorganization.

3) Complete in a timely manner all activities necessary for restart of Peach Bottom Atomic Power Station (PBAPS) operations.

4) Continue to strive for excellence in Limerick Generating Station (LGS) Unit 1 operations and maintain progress on LGS Unit 2 construction and startup activities.

5) Ensure an open, candid and cooperative relationship between PE, the Nuclear Regulatory Conmission (NRC), the Institute of Nuclear Power Operations (INFO),

other regulatory, industry, or public agencias and PBAPS co-owners.

6) Promote cultural change by fostering management and work behaviors which support an orientation to nuclear excellence.

7) Develop offective nanagement, supervisor, technical and crafts training programs to support PE's commitment to excellence in our nuclear program, t

8) Encourage all Nuclear Group employees to practice good corporate citizenship by j participating in connunity affairs as appropriate, both privately and as representatives of the Company.

l Appendix F. Nuclear Group Vision, Mission And Objectives 182 f

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l T l9) ~ Kanage the. operation, engineering, maintenance aind. construction of PE's nuclear plants in' wanner which promotes

• nuclear and radiological safety 1

• induntrial safety

• environmental protection e plant reliability e economical operatiori 4

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Appendix F. Nuclear Group Vision, Mission And Objectives 183 >

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9a. INPO 1988 Overall Performance Indicator Goals l

UNIT Performance Indicator El_2 El_1 LGS 1 Combined i

a. Unplanned Automatic Scra ms: No more than 4 at or-above 25% Power 2 N/A 2 4

b. Unplanned Actuations of ECCS and Diesel not Coincident with a scrasa 1 0 2 3

c. Forced Outage Rate (%) 7 N/A 5 6

d. Thermal Performance gross heat rate, Btu /kwh 10,550 10,550 10,550 10,550

e. Fuel Reliability (Radio-active isotopes, micro- Meet both curies /sec. )--See Note 1 20,000 N/A 5,000 2 of 2 Indicato r s

f. Collective Radiation Exposures no more than 2,620 man-rems 500 2,000 120 2,620

g. Volume of Low Level Solid Radioactive Haste Produced (cubic meters) 515 1,160 500 2,175

h. Industrial Safety (Lost Time Accident Rate per 200,000 man-hrs, worked) 0.50 0.40 0.45 Note 1: The maximum steady-state, full power adjusted and recoil corrected rate of radioactive isotope release as measured in the off-gas at the main condensor steam jet air injector.

l Appendix F. Nuclear Group Vision, Mission And Objectives 184

s Sostian II: PBAPS ACTION 9b. Corporate Peeformance Award Program Goals e Quality of Nuclear Operations To achieve a high standard of excellence in the Company's nuclear activities by meeting at least three of the five key performance goals UNIT Performance Indicator M M E Combined

a. Collective Radiation Exposures No more than 2620 man-rems

--See Note 2 500 2,000 120 2,620

b. Volume of Compressed

' Dry Active Haste Generated: No more than 1,300 cu.m. 1,215 85 1,300

c. Unplanned Automatic Scramss No more than 4 at or above 25% power--See Note 2 2 N/A 2 4

d. Total Skin and Clothing Personnel Contamination Events: No more than 850 200 500 150 850

e. Personnel Errors as Reported to the NRC in Licensee Event Reports: No more than 37 12 25 37 Note 2: Indicator is also an INPO annual performance indicator goal.

I Appandix F. Nuclear Group Vision, Mission And Objectives 185

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Secticn II: PBAPS ACTION e Nuclear Availability To achieve a combined equivalent availability factor of 50% or greater for Limerick Unit 1 and Peach Bottom Unit 2.  ;

e Limerick Construction To achieve 90% completion in the construction of Limerick Unit 2; and to keep start-up activities associated with the unit on schedule; and to keep the unit's projected construction expenditures within the cost cap.

Appendix F. Nuclear Group Vision, Mission And Objectives 186

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e Sostian II: PBAPS ACTION APPENDIX g. MANAGEMENT DEVELOPMENT PROGRAMI SECTION 1. PART 3.7.2 Appendix G. Management Development Programi Section I, Part 5.7.2 187

Section II: PBAPS ACTION A central consideration in establishing a Nuclear Training organization is the recognition by PE that excellence in nuclear operations requires excellence in management and supervision. The new management assignments for Nuclear ensure that, in the short term, corporate management will be of high quality. In the longer term, if PE is to ensure management excellence, it will be necessary to develop the management potential of technically competent individuals who presently do not fill management roles and to upgrade the knowledge, skills and competencies of present managers. Thus, the Manager, Nuclear Training will be responsible for the overall design and implementation of a comprehensive management and supervisory training and development program.

The Manager, Nuclear Training will assess management and supervisory training needs with Nuclear management to determine the core management competencies and skills required for each level of Nuclear management from first level supervisor to the executive level.

These core competencies and capabilities will be used to provide guidance for overall program development, monitoring and evaluation. Organizational needs (e.g., improved planning and problem solving) will receive priority attention in developing management skill training requirements.

Existing Company training courses, external educational / training programs, job i

r:2tation options, and other developmental opportunities, such as visits or short-term assignments to other utilities and loan assignments to INPO, will be reviewed for their applicability to Nuclear management needs.

Appendix G. Management Development Programi Section I, Part 3.7.2 188

Scction II: PBAPS ACTION Short-term programmatic efforts will be focused on adapting the schedule and location of Company management training programs to better meet the needs of more Nuclear managers, and on reviewing training records, to identify priorities for manager participation in available training programs over the next year. Specific organizational needs with respect to improved goal-setting, problem solving, and performance management will be addressed through coaching and informal training with established work groups as well as through formal training programs.

A longer-term programmatic focus will be to establish and monitor irdividual development plans for each Nuclear manager. This effort will be carried out in conjunction with an improved Nuclear performance appraisal program. Each level of management will be trained and/or coached in the effective use of the ps formance review process to provide ongoing assessment of individual managerial and technical competencies, identify specific individual development plans to be met within the next review cycle, and discuss any problem areas with overall management of the work unit's performance.

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Appendix G. Management Development Program Section I, Part 3.7.2 189

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APPENDIX H. PLANT MANAGER'S VALUE SYSTEM FOR BUSINESS SUCCESS i

Appendix H. Plant Manager's Value System For Business Success 190

Scotisn II PBAPS ACTION PLANT MANAGER - PBAPS PROPOSED VALUE SYSTEM FOR BUSINESS SUCCESS e Plant Theme

- attention to detail

- dedication to quality

- a caring attitude

+ Employee Disposition To Be Achieved concerned committed

- cooperative e Rude displays of temper or ego unacceptable o Courtesy a keynotes dignity and respect for the individual e Attack the problem, not the person e Equal measures of care and discipline for the individual e Enhance each individual's self-images each of us always acts out our own self-image e No search for organizational blame to remove the "heat" from oneself; all problems belong to "us", not "they". Teamwork will ensure collective success.

Every job needs more than one group to accomplish it. Look at others and ask yourself "How can I help that person do his jobt" If each of us does it, we are ensuring collective success.

e Teamwork wins; individual lusts for power or importance lead to team failure

• Maintain your honesty and integritys once lost, it is difficult to regain e Do not misuse, abuse or attempt to manipulato others

• Communicate freely and honestly up and down the chain of commands failure to l listen stifles solving problems

• Consider yourself a businessperson. Serving your customers is the only way to stay in business. Some of our customers are NRC, INPO, Company Management, fellow workers, stockholders and the public.

• Good business is best conducted in an atmosphere of good humor.

Appendix H. Plant Manager's Value System For Business Success 191

T!. Secticn II: PBAPS ACTION APPENDIX I. PROJECT MANAGER'S GUIDELINE PRINCIPLES Appendix I. Project Manager's Guideline Principles 192

S:stion II: PBAPS ACTION GUIDELINE PRINCIPLES f.EE PEACH BOTTOM PROJECTS GROUP TOPICS INTRODUCTION PRIORITIES ORGANIZATION AND FLEXIBILITY OVERTIME DECISION MAKING ORGANIZATION RELATIONSHIPS MISCELLANEOUS THOUGHTS Appendix I. Project Manager's Guideline Principles 193

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$cction II: PBAPS ACTION 1 INTRODUCTION

.You are aware, no doubt, of the organization changes underway here at Philadelphia Electric. I am now a member of Philadelphia Electric here at Peach Bottom and we

.will be working together during these trying circumstances to improve the situations which have lead to our present difficulties.

I He should all grasp the seriousness of our present situation. He must not, however, overly concern ourselves with how we got in trouble but rather what we are going to do to improve our future operations. A statement of our objectives and goals, ,

o recognition of past mistakes, an organizational realignment, some key personnel changes and a commitment of the necessary resources are the actions that our Exs :utive Management has taken to help put us on the road to recovery. For these actions to really become effective each one of us must now work to improve many of our past attitudes, habits and relationships. .

In my own case, being a new employee of Philadelphia Electric and new to Peach Bottom i

has some very dist2nct advantages and disadvantages. I need your support in getting ,

to know all of you and learning the detailed status of all plant activities as quickly as possible. The next page gives a summary of my background so you can know something about me. (Resume omitted from appendix.) I look forward to becoming knowledgeable of your capabilities. Please feel free to seek me out to discuss any  ;

issues relevant to our mutual goals.

I am very much aware that there have been and are many things going well here, but recently, on a matchbook cover, of all places, I recently read a definition of i

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Sectien II: PBAPS ACTION cxcellence that we should strive to achieve, it said: "Excellence is not doing one thing well, it is doing everything superbly."

Our 81 Priority is Public and Personnel Safety Let there be no question that as an operating nuclear plant and a major industrial facility, the safety of the public and all our workers is our 81 concern. There must be no compromises in this area as we work on our other important priorities.

Our 82 Priority is Quality It is not our prerogative to judge if any of the many procedural requirements are necessary or justified. He must all understand and adhere to every approved procedure. When we do wish to question the validity or efficiency of any current procedures, please do so through the organization with the submittal of well thought cut suggestions for improvement. I personally believe that the key to both safety cnd quality is in ensuring that everyone is made aware of, and understands what is cxpected of them. This can only be accomplished by teaching / training and encouraging everyone to communicate up, down and across when they are not certain of something.

Our 83 Priorities are Schedule and Efficionev Dur first two priorities are absolute and cannot be compromised. He must then direct our efforts to schedule and efficiency issues. These efforts are always difficult and require cohesive team work and dedication. He as a group have the Appendix 1. Project Manager's Guideline Principles 195

Secticn II: PBAPS ACTION job to support plant operations, plan site work activities and quickly complete our tasks during outages.

He must be a cohesive force in planning, organizing, removing obstacles, and cecomplishing all aspects of our work. I ask each of you to make the safe, high quality, timely completion of each work item your personal goal.

As this new organization takes shape and evloves, many factors will affect your individual assignments, some of these factors ares e Understanding and implementing our new organization.

• Actions to satisfy ourselves and the NRC that the station is ready to return Unit 2 to service.

• Completing the Unit 3 outage.

• Planning for the next Unit 2 outage.

• Availability of specific talent.

• Development and broadening of our people for future responsibilities.

• Strengthening our organization.

• Ensuring that we function as one team.

I recently read where Vice President Bush's mother told him as a young man, "Don't tell me about 1.ngc home run, how did the JJald do?"

These factors will cause some people to move up, down, and across organization c ha r ts . Flexibility, the ability of each of you to accept, adjust to and master new positions, is a key factor in our success as a station and in enhancing your future individual potential.

Appendix 1. Project Manager's Guideline Principles 196

50ctien II: PBAPS ACTION Each of you is urged to welcome and support all challenges which come your way.

l If anyone has any serious concerns / problems with a new assignment, please discuss it with your supervisor or have the discussion moved up the organization, remembering that the needs of Peach Bottom weigh most heavily on all our decisions.

He do, however, want to know and consider your individual needs/wants where possible.

Relative to titles and our places on an organization chart the following points chould be noted.

The c331 key people on this site are the working level people who actually do the work! Those of us who are shown on organization charts in positions of ,

authority will be guided by the knowledge theti a) Although people above us put us in positions of responsibility and power, all of you, the members of the whole organization, must be willing and supportive if any of our authority is to be really effective in accomplishing our overall goals.

b) Therefore, I look upon all of us as "key" people and expect you to conduct yourselves accordingly, by doing what is good for Peach Bottom and trusting that this approach will also be good for you.

Many situations will cause individuals to have to adjust to working in positions of greater, lesser or different responsibilities than their past assionnents.

This will require each of you from time to time to transfer some personal ego into team spirit. I understand that this is difficult, thanks!

Appendix I. Project Manager's Guideline Principles 197

l Sostian II: PBAPS ACTION He expect to see the vast majority of problems solved down in the organization or, brought up to a level where we can help. Individually, none of us matters Ang much on a team of this size. Tooether, however, there is no limit to our capabilities if we guide our actions along the lines of a couple of other handy mottos.

1) An interesting plaque on President Reagan's desk says, "There is no limit to what people can do or where they can go, if they don't mind who gets the credit."

2) The definition of the old Chinese phrase ("Gung Ho") which has been adopted by the Marine Corps. "Cooperate for the common goods do something which has to be done even if its not your responsibility."

Hith all these factors in mind, we have initially set up our group's organization shown on the last page of this package. This organizational realignment will evolve uver some period. He will continue to communicate organizational and others issues to you as we firm up the details. I ask for each of you to remain calm and productive by being a Category 1 person as defined below.

CATEGORIES OF PEOPLE CATEGORY PEOPLE WHO, 1 Make things happen 2 Hatch things happen 3 Don't know what's happening 4 Screw up what's happening Appendix I. Project Manager's Guideline Principles 198

Scoticn II: PBAPS ACTION OVERTIME Overtime will be niedad and selectively used to accomplish our near term goals.

Htwever, in the long run we must work together to find ways to keep overtime at an osonomic minimum. Having time for family, friends, hobbies and relaxation is, I believe, a key part of our on the job performance.

DECISION MAKING Decisions should be made at as low a level as possible in the organizations bearing in mind that the Charge of the Light Brigade was ordered by someone who was thousands of miles away from the territory.  ;

Two kinds of decisions exist -- (1) Those that are serious, far-reaching, expensive er difficult to change and, (2) Those that are not.

The first kind will not be made hastily nor without plenty of input from all involved organizations.  !

The second kind - the garden-variety decision - should be able to be made fast and by the people closest to the situation or the whole place will be out of business while we oscillate between baby-blue or. buffalo-brown coff 6e cups.

i Where you feel qualified take your best shot and move out. Just remember to keep the people around and above you : informed of where you're going. If there are obstacles let's discuss how we can remove them.

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i Appendix I. Project Manager's Guideline Principles 199 r

i Sectisn II: PBAPS ACTION I

ORGANIZATIONAL RELATIONSHIFS Philadelphia Electric Company needs and wants support from outside companies in many c r ea s . He expect people from all organizations to conduct themselves with a manner of true teamwork, with those of us from Philadelphia Electric leading the way by example. As our present difficulties subside we will be evaluating our long term plans for support and we will keep everyone advised as these plans develop.

MISCELLANEOUS THOUGdli The following is an odd collection of statements for your considerationi e Get to know all members of team o Look at the specifics of problems in the Pls.ni e Offer alternative solutions e Respond to problems e Involve yourselves e Cooperative with all groups e Communicate up, down, and across

• Don't make excuses; offer solutions

• People who caw the boat, generally don't have time to cash it.

• Cooperation is doing with a smile what you have to do anyway.

• Anything scarce is valuables praise, for example.

• Insi is the art of making a point without making an enemy.

• People who matter most are aware that evervone else does too.

• A shAP112 is a person who, when he seen the handwriting on the wall, claims it's a forgery.

Appendix !. Project Manager's Guideline Principles 200

Sostian II: PBAPS ACTION e More people are hired or oramoted on their people and team work skills than on their technical job skills.

• It's not what a person s.an do that makes a difference. It's what a person is;u do that makes a difference.

e When oointina your finger at someone else, remember, three of your fingers are pointing at yourself.

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Appendix I. Project Manager's Guideline Principles 201 l

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i i i Appendix J. Commitment To Excellence Statement 202 '

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Secticn II: PBAPS ACTION He, as Nuclear Professionals, recognize our continuing responsibility to public and cmployee health and safety. We, therefore, dedicate ourselves to maintain our highest standards and principles of excellence in the performanca of our duties and responsibilities as set forth in the Commitment of Excellence.

I. Remain diligent in maintaining plant and personnel safety by identifying and actively pursuing resolution of safety concerns.

II. Constantly remain alert and maintain awareness of plant status, anticipating conditions that could adversely effect plant reliability.

III. Cooperate with independent organizations, recognizing the need for monitoring and review of nuclear operations.

IV. Be governed by and adhere to applicable Federal lab by complying with Technical Specifications, procedures, and policies.

V. Recognize the importance of maintaining and expanding professional qualifications and detailed plant knowledge by active participati"s in all aspects of training.

VI. Demonstrate an attitude of professionalism through demeanor, personal appearance, and attention to detail. Manifest a sense of pride in all facets of the work environment.

VII. Foster the concept of teamwork among all groups. Mutual support, courtesy, and flexibility are essential to achieve cooperation and unity.

VIII. Understand the necessity of effective communicationr. Ensure all communications, including loss and records, are timely, accurate, and concise.

The achievement of excellence and professionalism is predicated upon mutual respect, support, and trust throughout our organization.

Appendix J. Commitment To Excellence Statement 203