ML20197C535

Safety Conscious Work Environment Comprehensive Plan

ML20197C535
Person / Time
Site:	Millstone
Issue date:	12/11/1997
From:	Brothers M NORTHEAST NUCLEAR ENERGY CO.
To:
Shared Package
ML20197C522	List: B16905, Informs That Purpose of Safety Conscious Work Environ Comprehensive Plan (SCWE CP) Is to Identify Initiatives & Activities to Establish SCWE & Restructured Ecp.Plan Encl ML20197C535
References
PROC-971211, NUDOCS 9712240214
Download: ML20197C535 (22)

Text

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SAFETY CONSCIOUS WORK ENVIRONMENT COMPREIIENSIVE PLAN MILLSTONE STATION NORTIIEAST NUCLEAR ENERGY r.OMPANY h'Ip' entry M

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SAFETY CONSCIOUS WORK ENVIRONMENT (SCWE)

COMPREllENSIVE PI ANa TAIll,E OF CONTENTS

1. OVERVIEW

11. IllSTORICAL DEVELOPMENTS 111. ESTABLISillNG A SAFETY CONSClOUS WORK ENVIRONMENT AT MILLSTONE STATION

1. NU Leadership Objectives

2. Specific Initiatives

3. Success Criteria

4. Recovery Approach

5. Support of the ITPOP

6. Progress Monitoring

7. Schedule and Milestones ATTACilMENTS

1. Action Tables on Progress Made and Status of Action items Table 1: Raise Standards and increase EITectiveness of Leadership Table 2: Improve Management / Supervisory Skills and Provide Training Table 3.1: Corrective Action Program Table 3.2: Self Assessment Table 3.3: Procedure Quality and Adherence Table 4: lluman Resources Table 5: Employee Concerns Program Table 6: Employee Concerns Oversight Program

2. Milestone Schedule

• Note that revision 0 of this plan was titled "Roadmap for Establishing a Safet3 Conscious Work Environment at htillstone Station" Revision I i .sCWI Cinq s.,enme Plan

I. OVERVIEW The purpose of the Safety Conscious Work Environment (SCWE) Comprehensive Plan .

(CP)is to provide a living document that identifies the actions to establish a SCWE at-Millstone Station. This CP also include

• the remaining open items from the NU Comprehensive Plan dated January 31,1997 and Supplement 1 dated July 24,1997. The SCWE CP provides the historical development and the methodology for establishing a SCWE at Millstone Station. It also references the measurements utilized to monitor the effectiveness of various conditions related to maintaining a healthy SCWE.

i II. HISTORICAL DEVELOPMENTS On December 12,1995, the NRC Executive Director for Operations (EDO) established the Millstone Independent Review Group (MIRG), to conduct an independent evaluation of the history of NU's and the NRC staffs handling of employee concerns and allegations related to licensed activities at Millstone Station. The MIRG was requested to identify root causes, common patterns between cases, and lessons learned and recommend both plant specific and programmatic corrective actions. The MIRO determined that in

. general, an unhealthy work environment, which did not telerate dissenting views, and vid not welcome or promote a questioning attitude, has existed at Millstone for at least several years. This poor environment has resulted in repeated instances of discrimination and ineffective handling of employee concerns. The vast majority of employee concerns and allegations that were identified at Millstone represented little safety significance; however,

- many involved potentially important procedural, tagging, or Quality Assurance (QA) problems, and a few were ultimately determined to have safety significance. The unhealthy work environment combined with the significance of substantiated allegations contributed to Millstone being placed on the NRC's watch list in January 1996 The MIRO identified seven principal root causes for continued employee concern problems at Millstone:

1. Ineffective problem resolution and performance measures

2. Insensitivity to employee needs

3. Reluctance of management to admit mistakes

4. Inappropriate management style and support for concerned employees

5. Poor communications and teamwork

6. Lack of management accountability

7. Ineffective Nuclear Safety Concerns Program (NSCP) implementation The team concluded that these root causes underscored a common theme of top management failure to provide the dynamic and visible leadership needed to bring about required basic attitude changes None of the findings of this team are new. Every problem identified during this review had been previously identified to NU management, ollen by its own self assessments, yet the same problems continued. This single failure is now i . I se n e w w wrun

. viewed as being at the core of Millstone's continuing employee concerns.

Consequently, on October 24,1996, the NRC issued an Order to NU. The Order required that:

1. Within 60 days from the date of this Order, the Licensee shall develop, submit for NRC review, and begin to implement a comprehensive plan for (a) reviewing and dispositioning safety issues raised by its employees and (b) ensuring that employees who raise safe:y concerns are not subject to discrimination. The comprehensive plan shall address the root causes of the past performance failures as described in the Licensee's July 12,1996 report of the Fundamental Cause Assessment Team and the NRC's September 1996 report of the Millstone Independent Re iew Group, with the objective of meeting a goal of achieving a safety conscious environment.

SlAIK NU's compichensive plan was submitted to the NRC on January 31,1997, and was supplemented on July 24,1997. The plan and supplement have been incorporated into the SCWE CP.

2. Within 30 days from the date of this Order, the Licensee shall submit, for the NRC review, a proposed independent third party organization (ITPOP) to oversee the above comprehensive plan.

Stale The independent third party organization was proposed to the NRC in letters dated December 23,1996, January 14,1997, and February 4,1997. The NRC conditionally approved the ITPOP Contractor, Little liarbor Consultants (LilC) on April 7,1997, based on receipt of financial cenification letters from NU and LilC. NU and LilC submitted the fmancial certification letters on April 25,1997 and April 30,1997, respectively. NRC, in its letter of August 19,1997, approved LilC as the ITPOP Contractor for the millstone station.

3. Within 30 days of NRC's approval of the third party, an oversight plan for conduct of this third-party oversight shall be developed by the third party and forwarded for NRC review. NRC approval of the Oversight plan is required prior to its implementation. This plan shall specify procedures for concurrent reporting of oversight activities, findings, and recommendations to the NRC and the Licensee.

Statn LilC's Oversight Plan and Revision 1 of the Oversight Plan were submitted to the NRC on May 2,1997 and June 11,1997, respectively.

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. NRC approved the ITPOP plan on July 14,1997. The Oversight Plan identified 11 attributes of an ideal safety culture.

4. Reports on oversight activities, findings, and recommendations shall be provided to both the licensee and the NRC at least quarterly following NRC approval of the oversight plan.

Statue Ongoing.

5. The plan for independent third party ovessight will continue to be implemented until the licensee demonstrates, by its performance, that the conditions which led to the requirement of that oversight have been corrected to the satisfaction of the NRC, Stalut Ongoing.

Ill. ESTAHLISillNG A SAFETY CONSClOUS WORK ENVIRONMENT (SCWE) AT MILLSTONE STATION

1. NU LeadersMp Objectives The first step in effecting cultural improvements at Millstone was the formeion and introduction of a new leadership team comprised of proven industry per formers The new NU leadership team is committed to raising the standards of operations, strong internal oversight, and compliance with requirements. NU leadership has established success criteria which support the Millstone Success Objectives.

The NU Leadership Team is committed to restoring a SCWE at the Millstone Station.

NU's goalis to create:

"an environment where all members of the NU Nuclear Team feel comfonable raising any issue important to them with the confidence that the issue will be addressed with commitment, respect, and timeliness "

2. Specific lultiatives A' number ofinitiatives and actions have been taken to support the establishment of a SCWE. These actions, including the leadership change discussed above, address the root causes identified in the MIRG report:

Revisi<vi i .1 seWE Cmychemive Plan

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. a) ' Issuance of the NU Nuclear Safety Standards and Expectations Policy b) &.hancing programs that play a major role in creating expectations and providing a foundat:on for meaningful cultural change. These include:

Leadership Training; Procedural Quality and Adherence; Corrective Action Program; Self Assessment Program.

c) Restructuring the Employee Concerns Program as a result of implementation of the Comprehensive Plan (CP). The CP which was submitted to the NRC on January 31, 1997, was supplemented on July 24,1997, Of the 155 action items,80 are line management's initiatives designed to address the provisions of the SCWE. Of the remaining 75 action items,49 deal with improvement efrorts for the ECP and 26 deal with the ECOP. As of December 1,1997,138 of the 155 action items have been implemented. The remaining items, except one, are scheduled for completion by December 31,1997. (The single item echeduled for completion beyond that date is the development and implementation r hiillstone, on a pilot basis of a Non Union Peer Review Process to supersede the existing NU Grievance Process. This pilot is scheduled for implementation by Febuary 28,1998).

d) NU leadership has defined its expectations, clearly communicated them to hiillstone personnel, and increased personnel accountability. In a memo to all employees dated hiarch 14,1997, the President and CEO Nuclear stated his c::pectations for employee concerns at hiillstone. One of the seven Success Objectives at hiillstone is the establishment of a trust based culture that promotes the identification and efTective resolution of employee concerns e) Revision 0 of the Northeast Utilities Nuclear Safety Standards and Expectations document, which aniculates the principles underlying NU operations, was issued on hiay 28,1997, f) The President and CEO Nuclear issued a SCWE Policy on August 7,1997. This policy conveyed his expectations for handling of employee concerns. Also in August, the set of 18 SCWE characteristics was issued g) NU also formally adopted the four Core values that are common throughout the Northeast Utilities System; the Section pertaining to the Nuclear Group roles and responsibilities was revised, h) Briefing Sheets on SCWE issues have been issued for First Line Supervisors (FLS).

This action addresses an " objective accountability mechanism to support the SCWE elTorts at hiillstone Station". The SCWE goal for hianagement Team individuals has replaced the employee concern goal for hianagement Team individuals established in Revision 1 4 SCWI conechemhv Plan

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May 1997. These goals are monitored through the annual performance monitoring and review system and is applicable to each individual's 1997 review.

i) FLSs and above attended a workshop, on September 26,1997, on SCWd Senior Management including the NU President and CEO emphasized the importance of having a work environment where employees feel comfor'able to raise any issue important to them.

j) A site wide training program in support of SCWE is being implemented. The courses included in this program are: ' Managing for b.sclear Safety'; Civil Treatment for Employees'; Partnership fleyond 2000'; Forum for Leadership Excellence';

' Enlightened Leadership'; 'SCWE Training'; and ECP Training courses.

k) Plant Access Training has been revised to include additional material on ECP a "I SCWE.

1) Communications on ECP and SCWE have been routinely provided to station personnel, including a dalled videotape on SCWE.

m) Enhancement of the iluman Resources group pertaining to interaction on employee concerns. Specifically, a 11uman Resources Director Nuclear and a lluman Resources Recovery Ollicer have been appointed and a revised stalling approach is being implemented.

n) NNECO Postition Descriptions have been evaluated and are being re desit tned and re-written to support the recovery process and ensure accountabilities are clear, including SCWE responsiblities.

o) Reemphasis of the DitTering Professional Opinion (DPO) process. This pocess provides a structured avenue for resolution of difTering professional opinions. The Millstone site Corrective Action Program procedure (RP-4) specifically identifies the DPO process as an alternative me' hod for resolving an issue.

p) The President t.ad CEO has issued guidance for recognizing and rewarding individuals who raise concerns or resolve problems.

q) NU Leadership has established a process for identifying and addressing Problem Areas so that a SCWE exists at Millstone. A Problem Asca is defined as an 4.rea of personnel interaction where a SCWE is challenged or does not exist. - A Problem Area can challenge SCWE if one or more of the 18 SCWE characteristics is deficient as a result of personnelinteraction.

An action plan will be developed for all identified Problem Areas When the area is first identified, the action plan may be preliminary with the purpose of further defining actions to be taken. The action pla.: will include a definition of the problem, a tie to the responsible individual's LINKS performance goals (not required for the an u 5 scwrew .eim a noi

. preliminary plan), specific actions to be taken, desired results, assessment of the results, and adjustments to action items if the desired results are not achieved Action plans required as a result of ratings less than eff ective in the Leadership Assessment can consist of the formal Human resource Process for Addressing the Performance of Individuals Scoring in the Lowest 10% of the Summer 1997 Nuclear Leadership Assessment.

Establishment of an Employee Concerns Oversight Panel to provide for oversight of the ECP and monitoring of the " health" of the Millstone work environment.

) The Establishment of an Executive Review Board (ERB). This Board, comprised of NU Ollicers and NU Senior Managers, was estatlished in October 1997, to provide additlanal checks and balances to ensure that future disciplinary actions are appropriate to the performance failure and not retaliatory. The ERD Char 1er states:

• the purpose of the ER". is to review any significant actions at Millsnne Station prior to such action being taken to ensure that it is proper and prudent, and not the result of harassment, intimidation, discrimination or retaliation."

The ERD reviews proposed personnel action whenever management believes there is a need to take action involving a company or contract employce.

t) Managers at Millstone are measuring employee performance against human performance indicators. Likewise, through feedback avenues such as the Conective Action Plan (CAP) and employee surveys, employees have the opportunity to assess and contribute to a SCWE These combined leadership actions are the driving force behind improvements in the area of SCWE at Millstone Station. Significantly, improvements in the areas of corrective action, self assessment and leadership training, as well as the employee concerns process, have contributed to the ongoing cultural transformation at Millstone. Specific activities related to these actions are discussed in Section 4. As a result of these initiativer NU leadership believes that cultural change :S occurring at Millstone Station at all L 1s.

3. Success Criteria NU leadership will determine when there has been a significant and sullicient improvement in the Safety-Conscious Work Environment at Millstone. There are four specific criteria that will be used to determine that an environment exists where all members of the NU Nuclear Team feel comfortable raising any issue important to them with the confidence that the issue will be addressed with commitment, respect, and timeliness are:

1. Demonstrate that employees are willing to raise concerns,

2. Demonstrate that management is effective in evaluating, prioritizing and resolving employee issuesc Renskn1 6 scWl: emprehemne 11an

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3. Demonstrate that the Employee Concerns Program is effective it, addressing issues raised by employees that are not resolved satisfactoril/ by other means within the organization

4. Demonstrate that line management is efTective in identifying, investigating and resolving areas where the attributes of a safety conscious work environment are challenged or lacking (Problem Areas).

Supporting and validating the above criteria are two additional criteria that must be met:

• Achieve a Safety-Conscious Work Environment as viewed by the Employee Concerns Oversight Panel (ECOP).

• Achieve a Safety-Conscious Work Environment as viewed by the Independent Third Party Oversight Program (ITPOP), established by NRC order.

4. Recovery Approach Section 2 identified initiatives taken to establish a SCWE. To ensure that a SCWE is established, the initiatives and related action items must be coordinated, monitored and verified effective. To faciliate this the anions were grouped into the following six areas:

1. Raise Standarde and increase Efrectiveness of Leadership

2. Improve Management / Supervisory Skills and Provide Appropriate Training

3. Resolve Key Site Wide issues

4. Enhance the effectiveness ofituman Resources

5. Establish an effecti,e ECP

6. Establish an effective ECOP Attachtnent 1, Tables 16 provide the status of the action items and progress made in each area.

5. Support of the ITPOP NU management recognites the importance of supporting the ITPOP. NU management has established a process by which the ITPOP secommendations and obervations are prioritized and addressed. These recommendations and observations are categorired and fonvarded to the individuals responsible for preparing the response. The responses are reviewed and fonvarded to ITPOP.

6. Progress Monitoring Section L of the Millstone Unit 3 Performance Indicator Repon, which is routinely issued,

_ prov id es a numb er fo Key Pf er ormance I di n catorsh avebeen deve l oped to moni tor the effectiveness of various conditions related to maintaining a healthy SCWE. The KPls address the four SCWE success criteria:

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.. i 3 . - Emp6 vee willinaness to raise concerns Management is addressing issues effectivelv

- ECP is effective ~ _

Problem.Mcas are resolved l

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7. SCWE Schedule acd Milestones Attachment 2 provides the SCWE level 1 milestone schedule.

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. Revision I 8 SCWE Canprehemsve Plan

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- Attachment 1 Action Tables on Progress Made and Status of Action items, ,

i The following Tables provide the specific actions required to achieve a SCWE, the due dates, and the owner responsible for the closure of the action item:

Table 1: Raise Standids and increase Effectiveness of Leadership Table 2: Improve management / Supervisory Skills and Provide Training Resolve Key Site-Wide issues:

Table 3.1: Corrective Action Program Table 3.2: Scif-Assessment Table 3.3 Procedure Quality and Adherence Table 4: Human Raources Table 5: Employee Concerns Program Table 6: Employee Concerns Oversight Program m

Redsion 1 I Anulunent 1 SCWE Cauptdwnsne Pl.tn

TABLE 1. ' RAISE STANDARDS AND INCREASE EFFECTIVENESS OF LEADERSHIP ^

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1. Greater than 70% of the Directors are not in the same leadership positions. Complete Sr. Mget. .

2. Establish operating protocols to imprme director-to-director communicaticn and Complete N. Bergh .

cooperation 3; NU management is prmiding candid and timely information to employees and the Ongoing S. Baranska public on all aspects of Millstone's recmtry.

4.1.. Man =gement visibility has increased in delivery of training courses and in participation Ongoing Mgmt. -

with nucteer mersight actisities.

5. The new marcyement organization has substantially clarified accountabilities. Ongoing S. Baransks

' Managers hold employees accountable for proper handling of emplo te concerns.

6. Executiw Sponsors and Issue Managers have been appointed for 18 Kev issues. Complete B.Kemen

7. Conductleadershiptraining Ongoing - 12/30/97

8. Establish prncess for identifying and addressing " problem areas' Complete A. Elms

9. Letters were issued from Bruce Kenyon to workers, supenisors managers / directors Complete and contractors stating his expectations for employee concerns, including maintaining a workplace emiromnent conducive to the raising and resohing of concerns These expectations hase been posted at the Millstone site.

10. Prepare and present an Safety Conscious Work Emironment information video. Complete - 12/10/97 E. Fries Rollout of the Safety Conscious Work Emironment video to the Millstone station community through the first line supersisors.

I1.- Nuclear Leadership to take appropriate action based on the results of tle June and Nm- Ongoing A. Elms 1997 Nuclear Leadership Assessments.

12. Measure pregress. conduct culture surrev and Leadership Assessment (LA) Complete A. Elms

13. Comprehensive Plan Action Items (Open): Closed: 38 M. Centry Open: 7 - 12/3I/97

. . Resiew, sign o ' m 1 a copy of the Problem r>, solution Standard for Supenisiors in their work as 2

. Complete a e n- ssional dissent . .

. NGPs.other select pix ' .es and policies to .aclude elements of ECP as required

. Complete training for Vice President and Director lesti personnel in ECP and personnel dissent .

. Directors, Managers and first line supenisors demonstrate proficienes in required courses related to SCWE

. Establish a leadership assessment w hich permits 360 degree res iews of site-wide supenision

. Ensure Millston: personnel view the ECP video Revision i 2 Anschment : - scwT.camrrehenme Plan

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• i TABLE 2. IMPROVE MANAGEMENT / SUPERVISORY SKILLS AND PROVIDE TRAINING 1 Status /dae date Owner g -

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1. A number of training programs hase been developed sad are being delivered. Seebelow See below Specilie training programs include:

• Nuclear Acclimatization Restaned 11/1737 - M. Gentry, 12/97 DJohannes

• Managing for Nuclear Safety Ongoing-(95%) E. Enckson

• Forum for Leadership Excellence Ongoing -Gl%) R. Etanger  ;

• Enlightened Leadership Complete M.Bouting

• Civil Treatment Ongoing -(86 %) M. Gentry

• 50.7 Familiarization Ongoine -G5%) M. Gentry

2. Establish an Executne Resiew Board to review all significant disciplinary actions prior to the implementation Complete B. Carns of the actions until such times as ne have cominced that we have successfully trained our leadership team on recognizing and preventing a chilling effect based on retaliation for encaging in protected area.

3. Recognizing and addressing chilling effects, harassment, intimidation, retaliation, and discrimination M. Gentry (HIR&D)

• September 26,1997 workshop. Blue Book on SCWE fpresentation summaries and follow up materials) was Complete issued-

• Proside training on 50.7 pmtected activities, chilling effect, conflict management, and employee II/19/97-12/17/97 communications

4. Resise lesson plans for Partnership Boond 2000 and Managing for Nuclear Safety hase been made to Complete D. Goldsmith incorporate new information on handling emplosee concerns and on the ECP.

5. Resise Plant Access Training to include additional material on emplovce concerns and ECP. Comp!cte ' D. Johannes

6. Res ise NGP 2.15 (Guidelines for the llandling of Employee Concerns) was effectise 6/20/97 to Complete E. Morgan include specific expectations for line management in the handling of employee concerns and indisiduals that raise ccacerns.

7. Determine final disposition of the " Professional Dissent" course. Ongoing M. Gentry

8. Unit 3 management, from supenisor up, is attending the two-ucek long ' Forum for Leadership Excellence 6/98 M. Brothers (FLE)', first implemented at Unit 1. Initial training of FLE for Unit 3 uilt be completed by the second quarter of1998

9. Conduct self-assessment Ongoing M_ Gentrv

10. Comprehensive Plan Action Items (Open): Closed: 10, M. Gentry

• Develop. implement and complete initial ECP training for employees Open: 6.12/97

• Support the ECP Director by developing and implementing a new course for supenision addressing professional dissent

• Develop ECP video that discusses the ECP process

• . Complete Managing for Nuclear Safety Training '

• ' Assist Training Department in resiew and resision ofinitial ECP orientation class

• Ensure contractor supenisiers have completed Managing for Nuclear Safety Course Rese 1 3 An=hmers ! - sCWE Ch*trechenwve Plan

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Tatde 3. RESOLVE KEY SITE-WIDE ISSUES '

- TABLE 3.1 Cornetive Action Program

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1. A site-wide CAP was established to enhance consistency. Complete ' M. Cowil -

2. Effective May 5,1997, a new Director was hired . Complete

3. Establish management expectations regarding ownership for the CAP at the Unit and site lents. Complete

4. Procedure revisions haw resulted in a number ofimpratments to redure complexity and Complete develop alignment between associated pirm such as self-assessment and corrective action. -

5. De CAP procedure (RP4) has been upgraded and issued. Training 6.1 tt 'of RP4 has been Complete conducted for affected site personnel. m

6. Develop performance indicators to trend CAP effectiwness. Complete I

.7. Establish a CAP assessment program see below MP1 1/31/98, move to annunciator window MP2 Complete MP3' Completc

8. Dewlop a schedule to proside independent program assessment and audits every six months Complete thereafter

9. Establish CAP Users Group to formul*::. program assessment and audits eserv six weeks 1/31/98 -

10. Integrate Operating Experience into the CA Departments 6/30/98 -

11. Mcrge lower tier deficiency reporting system into the CAP 12/31/98

12. Propose CAP organizational changes accompanied by program efTiciencies developed 6/30/99

13. Conduct effectiveness resicus Ongoing

!4. Conduct self-assessment of CAP Ongoing Revimam I 4 Anadunere 1 - SC%I Cergrehnsive Plan

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' TABLE 3.2 - LSetAssessament '

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I. Established clear management cesars regarding the importance ofself-assessment and the i Complete Jim Harris  %

need for contnuous imprmements. .

. Millstone Station Soccess Obrectist #3, Nuclear Group Policy 13, and is.v.cadng procedures U3 OAi1. U2 OAII and U1 OAI1 prmide clear management expectations 2; Established site wide self-assessment training to prmide station personnel with fimrlameat=1 self- Complete assessment techniques.

• Station Self-Assessment training was recogmzed as a strength by INPO reco.. .; ='M industry peer participating in the Unit 3 Self-Assessment of tic Self-Assessment Program.

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Reference:

3 CAD-SA-97-04)

3. Established performance indicator for management visibility and maintained a high percentage of Complete

. problem identification by internal rather than external sources during 1997

• Data shows a continued high percentage of Condition Reports initiated by Unit and support organizations and Nuclear oversight. See Unit KPI- Method of CR Identification

4. Assigned Unit self-assessment and Human Performance Enhancement Coordinators for ensuring Complete ownership and implementation of the Unit's self-assessment and HPES programs on a going i forward basis

5. Implemented a self-assessment process approach that incorporates both site-wide and unit-specific Complete elements.

• SA implementing procedures reflect a common app oach for performing planned self-assessments, fostering cross-unit and cross department peer participation

. Unit 2 and 3 are currently performing assessments on the readiness for tic conduct of safe operation using a common approach annunciator windmss procers. i

, . Self-assessment training reflects common approach for all Station Groups and Units l

6. Established a process to evaluate the effectiveness of the self-assessment program Complete

. SA program Unit Self-Assessments, Follow-up Reviews. and periodic annunciator windows assessments evaluate the effectiveness of the SA program

. Unit 2 and 3 have completed 1997 Self-Assessment program Unit Self-Assessments, and periodic annunciator windows assessments evaluate program effectistness

7. Developed performance indicator to track human performance errors for unit monitoring and ' Complete trending purposes. Unit is assessing human performance using annunciator windmss assessments on a going forward basis.

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- Table 3.3 ~ Procedure Quality and Adherence ,

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1. Enhance techacal prarreare quality- T. Kirkpatnck -

+ Revise Verification and Valiaation Pres Complete -

e Revise v ide develuyo.cs piece (DC 1-3) Complete

. . Simplify picccJois hkizuchy (Nuclear Group Pies apply only to MP - analogous to Station inucedurs) Complete

. Upgrade Technical Procedures 94% complete !

(Complete prior to Unit 3 restart)

. .' Implement a performance program to track and trend all changes or revisions to technical pmcrxiures INP etel e Assessments

. . Develop severe accident management guidelines Completed (5) 12/98

. Reise Unit 3 EOP/AOP setpoint calculations Complete

2. Reinforce the requirements a procedure adherence T. Kirkpatrick -

• Resise DC 4. Procedural Compliance, to clarify management expectations Complete

. Station standskmn to recognize new standards made effective tw DC 4 Complete -

. Management communication and reinforcement of requirements Ongoing

3. Improve procedure adherence T. Kirkpatrick .

. Procedure compliance performance tracking Ongoing ---

4. Self-assessment T. Kirkpatrick

. Station Qualified Resicuer Program Complete

.' Procedure Performance Measures and Windows Ongoing

5. Improse Pil emplovce perception on procedural use Ongoing T. Kirkpatrick Rohim 1 6 A:tadunent 1 - SCWE Cornorchenroe Plan

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7 j TABLE 4. HUMAN RESOURCES '

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1. Increased HR visibility and presence at the Millstone site:- J. Gorski C

. Appointed HR Director-Nuclear and HR Recmrry Officer Complete .

. ' Committed to weekly site visits by the Sr. VP-HR and Admin Sstes Ongoing through 3/31/98

. Established imprmtd relationships with key site orgamzations (ECP NTD, SCWE) Ongoing through Recmtry

. - Assigned Business Partners to each officer function to assure line ownership of and HR Complete

. participation in employte relations matters

. ' Published several articles on the HR orgamzation to increase site awareness of renewed Ongoing through Recmtry human resources focus

2. Established a staffing approach thadacorporates proven selection techniques for assuring J. Gorska imprmed candidate / job fit'

. Conducted behavioral inteniewing training for all lesels of nuclear leadership up to Complete >

and including the CNO e- Adopted the use of assessment centers for selection of first-line supervisor and abmr Complete leadership positions

.- Adopted behavioral inteniewing by HR/line management inteniew team for exempt and Complete non exempt vacancies

. '. Worked with nuclear senior management to recruit externally for key nuclear leadership Complete positions at officer, director and manager Isels

. Published a staffing guide for nuclear leadership providing guidance on selection Complete

3. Integrated SCWE into human resource systems for selection performance managetrent. J. Gorski rewards / recognition and management development

. Resisedjob postings andjob descriptions to include competency req sirements relative to ' Complete

. maintain a safety conscious work emironment

. Integrated competencies and goals related to safety conscious work emironment into LINKS, Complete NU's tool supporting performance management

. Incorporated safety conscious work emironment considerations into behasioral inteniewing Complete

• Revised the Spot Recognition Program to include recognition for safety conscicus work Complete environment

. PublishM development guide for leadership assessment results specific to safety conscious Complete work environment

4. Coordinated with other site groups to establish a process and procedure for resiewing and J. Gorsks monitoring employee and contractor personnel actions such as disciplinary actions and reductions in force

.~ Incorporated lessons learned from the IffD and MOV situations Complete

. Participated in Executive Resiew Board for resiew preposed employee and contractor Ongoing personnel actions for potential adverse SCWE impact ,

. Publish and communicate Correcthe Progressive Discipline Guidelines 12/1787 Reviske 7 Attaammt ! - SCWE C-. , AJ.e Plan

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. .. yTook personnel acason te nemove Armader from leaderskap p- indiviemak who scored Conglese 1 ,

in the bastom 10% on theJune 1997 Imdes ship Aenre==nent Fehinhnt h

(.

t p'

~

.A." , ' **= plans for the W ofindish -

~~ '

~

. '. ' Monstored 1997 performance apprensk for completion ~ 3D1/98 ". ,

,. .: Improved the goal setting process for Mdissone 4/15/98

~

. e "l 6;,Comprehensaw Plan Action hemes (Open): Ciceed 16 : J. Gorski

~

. .. Comert self-mearennear of HR .! .Open 3 0 -

. s' C.-

-= philosophy, mission, and rMlities of HR to Mdistone ennployees _ .

.- Develop a Peer Review process as an ahernatin dispute resolutionw u.s . .12G1/98 P. F==dall

, J. Gorski

[9- f

~.

I t.e L.

. ~ .

b f

• -f :. ,

E W t q t r5 1+

~

G: , ,

a a t i .

E h

.7 3 6

H. . t Reviuon I 8 Anadunce 3 -SCWE Cmquehensm rian ' l

,-. - s r..e,, n

,,.m  ;- ny, a y. .- + - ,w ,-a e-. n ,, a +.,ww.u y, , ,. s. m , ,, a w, n w a s.,. aw ,k,w .

1. :. j

- TABLE 5. ~ EMPLOYEE CONCERNS PROGRAM -

p; @N g-e g;g 747 02f "4ggen &?-r ~* *SEe WS Mt - h dage Oirmer 3

1. < Increase the ECP staff to reduce the Mlag of <=pa concerns. Co A J. Streeter 2; Prende ;--W tr=iaiag to ECP imtstigators. Co A

3. ' Imgk=ent a revrsed ECP prarea C---?r

4. IW specific guidelines requiring all alleganons referred to NU from the NRC for C@

. resolution will be forwarded directly to the Director-ECP.

Make operauonal the ECP NU Internet Website. Completc 5.

6. - Sign and post the first-line supervisor ~ Problem Resolution Standard". Complete

7. Issue guidance for recognizing and rewarding indhiduals who raise concerns or resoht Complete -

t- geta. ...;

8. Execute an operauonal protocol betuten ECP and Human Resources Complete

9. . Complete ECF staff required training. Compete

10. Complete ECP Peer Representathes required training. Completc I1. Complete ECP Peer Representathe qualification Comple'e -

12. Comprehensht Plan action items Closed 48 L .

- Destlop and implement a comprehenshe communication plan to promote the changes Open 1,12/97 occurring at Millstone

13. Conduct self-assessment .

Complete i

1

-i si 9 Anatmod 1 - SCWE Canprckrshe fian Revision t

o: ._ o TABLE 6. EMPLOYEE CONCERN OVERSIGHT PANEL (ECOP) ,

gyp a y; - mw:%ge.,,; - c- .~

'n -a- StatusMue daten Owner *

1. Establish ECOP. Penodacally provide its insights to executin management Complete Mike Quina '*

2. The ECOP Charter and Protocols haw been apprmed by the CEO. Complete -

3. Quarterly population sunev Completed 9/97 4.DPO Assessment Completed 9N7

5. ECP Program Review Completed 9/97

6. Focus Groups (six conducted) Completed 9/97

7. Training Discipline Assessment Completed 9/97

8. MOV Assessment Completed 9/97

9. Verification and Validation of Action Plan items 12B1/97

10. HR Program Review 12Bl/7

11. Quarterly population surrev 1281/97

12. ECP Review Ongoing - 181/98

13. SCWE Assessment - 12Bl/97

14. Comprehensite Plan Action items Closed: 26 Open: 0 Revision 1 - 10 Anactrners 1 - SCWE Comprehessive l'!a

O Attachment 2 Milestone Schedule Rnkke l I Anad.ent 2. SCWE Cauprelwnwive Plan

. . ~ - -_ . - - - - _ .. .. -

Activity Early j Earfy g y 1887--~bGC-~

Description Start Finish -

! JAN -

F MAM-

~ +l31116X,36L D 20

~ 27~4311 i MAY JUN-~

• 3 10;17 24 5115 22 295_;1219Y23_EB16 2

13 Q 315"ff~

; i ,

eu - 1sessment o' oncern sles 431 97A 05 C97A N F '

• l

• j 3 ECP Self-Assessment issue Report l l

~

1.cadership Assessment ~~ '[10NOV97A ' I19NOV97A AEK ,

i l l

j Leade rship Assessment . + ,

~~ ~ '

Cultural Survey' ~~ ~ j20NOVS7A 125NOV97A st, i - - l Cu tural '

Survey' .- -_

- _ ._s i  :

t

• SGNd Self Assessments  ;

180CT97A .s5DEC97 Em EM7 i j SCWE Self Assessments '

l

1) ECP Self Assessment 11/28-12/06 6 j , 2) HR Self Assessment 11/26-12/15 '

j , , . .

Self-Aosessment of HR ' ~'~ - "14NOV91A ' 14NOV97A ' K l 4

! . Self-As1 essment of HR '

l l ECP (ECOP Reviews) ~~ --~ - ]24NOV97A t06DEC97 AC I ,

l ,

ECP (ECOP Reviews) . .

- -; ___.._7_____m_ __ 4 , ,

Problem Area Resolutson ,02JUN97A J1DEC97 1

-NY .

l l

l' LHC/NRC/MJ Meeting ~ ~ ~ l Problem Area Resolution '

~ ~ ~ ji3NOV97A ' f13NOV97A X i LHC3fRi ;/NU Meeting l i Aumm7 ' '

NU Management Training 50.7,~ Chilling 119NOV97A l17DEC97 ~  ! l  : l Effect ^j i NU Management Training 50.7, ChiHing Effect + +

Submit Readiness Lietter~ ~ ~ ~ :21NOV97A ~i26NOV97A ~ Atl l l l l l

}  ! St bmit Readiness Letter ' *

• NRC IP 40001 Evaluation  :

/W  ! l l08DEC97* l d12DEC97 ~ l NRC IP 40001 Inspection l

NRC Commission Esriefing ~ 112DEC97* '}12DEC97 H NRC Co[mmission Briefing f . .

~

Fo!!ow-up Evaluation ~ (W

' ' ~ ~ ^ ~ ~ ~ joSJAN98* 03JAN98 ~ {  ; [. {  ; j i , , , .

<0SJAN98* 16JAN98 ~ ;5 j NRC IP 40500 Inspection , amuU '

!  ! NRC IP 40500 Inspection . . i LHC Structured Interviews-19JAN98*' ]13FEB98 N l l l  !

LHC Structured Interviews *

• OSTI 20FEB98 l  ! I l

' SEmL70 31 l09FEB98* ~'

l ,

l Restort Commission Briefing ~ ~

~ ~

~~'18 MAR 98* ' '~~~~+ ,

F~

. . Restart Commession Briefing .

~ ~ ~ ~ ' '

Restart 1.'nft 3 ' 118 MAR 98* ^

+ l l .

i l  ; Restart Unit 3 l L,3Z10,17.24118Tcl5'22 29 JAN 3_.12119:26{9~i8.23;23X'2E36;8313~N 1.13X1:3 .15'22; i

NOV__ _ DEC 1997

! FEB i '

t MAI.-' 199g_APR MAY JtJN~

evepet se.,t o:Juwer ,h7 ene, en "N sw s .n ,

e, pcs m e. trusase w e s, en omoom. osorcer s ummmmmmun g c,,uen ace , J 11 ..

an o,. woecer Safety Conscious Work Environment j ll o p, s, e.

Level 1 Schedule and Milestones UNIT 3

- - __ - - . - ---