ML20206P905

Rev 2, Strategy for Achieving Engineering Excellence, for Cooper Nuclear Station

ML20206P905
Person / Time
Site:	Cooper
Issue date:	07/07/1998
From:	NEBRASKA PUBLIC POWER DISTRICT
To:
Shared Package
ML20206P902	List: ML20206P896 ML20206P905
References
PROC-980707, NUDOCS 9905190010
Download: ML20206P905 (45)

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4

Background

Performance of the Cooper Nuclear Station (CNS) Engineering function has not met Nebraska Public Power District (NPPD) management expectations and is below that of many other nuclear power stations. This conclusion is confirmed by intemal and extemal assessments that have identified performance issues such as the 1994 CNS Diagnostic Self-Assessment Team (DSAT) effort and the follow-up 1996 Engineering Self-Assessment. Additional insights regarding Engineering performance have been '

gleaned from a number of NRC inspections and reports including the February 1997 SALP report and the 197 Architect Engineering Inspection. Past improvement initiatives have been uncertaken with varying degrees of success. However, the Engineering function is still not performing at the expected level. The fundamental causal factors for this lack of continued self-improvement are described below.

Our leadership had not provided stable vision, focus, guidance, resources, and accountability to ensure Engineering performance had continued to improve. This leadership has been deficient for a number of reasons. The management team did not share a common vision of what Engineering roles and responsibilities should be and did not work together to develop a vision. Also, there was a lack of appreciation of the value of the Engineering functica and the need for long term investments to obtain the

- required levels of expertise and performance. At the same time, a lack of rigorous self-assessment, along with an absence of equipment or major regulatory issues, resulted in management's tacit conclusion that Engineering was improving. This situation, in combination with perceived pressure to reduce cost, resulted in a failure to make the  ;

required long-term investments' and follow through on improvement plans. The implications were recognized by individuals within Engineering. This recognition resulted in dissatisfaction and increased personnel tumover. Site and Corporate Human Resource management did not work together to mitigate the impact of this increased tumover in the face of a tight labor market.

A stable work force in Engineering has not been developed and maintained such that we have a sufficient number of capable engineers with the necessary Cooper specific skills and knowledge to improve Engineering performance in a timely manner. Roles and responsibilities have not been clearly defined and understood. Our knowledge of, ready access to, and confidence in our design and licensing bases has been ,

sporadically deficient. Finally, Engineering has not been sufficiently active in ensuring )

adherence to the plant design and licensing bases. This Strategic Plan addresses these fundamental causes. It is a departure from prior improvement plans and the way Engineering has functioned in the past.

In developing this Strategy for Achieving Engineering Excellence (Strategy), the previous as'sessments and evaluations were researched to ensure the key causal factors associated with Engineering performance were captured, considered, and Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 1 of 30 Revision 2 l i

appropriately addressed. This process confirmed that leadership, work manage..wnt, staffing, and adherence to design bases are the fundamental causal factors.

Performance issues identified in the review of the various performance assessments are listed in the " Issues, Actions, Critical Success Factors and Performance Indicators" l section of this Strategy under " Performance lasues Addressed". These performance issues provided the basis for the fundamental causal factors described above. For example, the failure to set performance expectations, follow through on improvement plans, and to establish a self assessment culture, stem from a lack of leadership. Other performance issues relate to a failure to adequately size, stabilize, train, and define responsibilities for the Engineering staff. Still other issues relate to understanding design margins and properly controlling design information.

CNS has implemented a detailed Engineering work management tool. This tool, which had not been available previously, was applied to Revision 0 of this Strategy. Results indicated that the plan prepared to implement the Strategy was unrealistically aggressive. At the same time it was determined that fundamental changes in the structure and responsibilities of the Engineering function were necessary, in response, CNS Senior Management directed that the plan be revised to address these factors.

This plan was developed with an assumption of currently planned and expected workloads over the next few years. In the event of significant unanticipated events, the Engineering work management tool will be used to appropriately reschedule the plans in this Strategy as needed.

On May 18,1998, NPPD and the NRC met in a public meeting to discuss Revision 1 of the Strategy. During this meeting, Engineering provided presentations on several of the key Strategy actions. In tum, the NRC provided perspectives on development of the Strategy, concems with CNS Engineering's implementation of the Corrective Action Program, the need to effectively cpply " extent of condition" methodologies on previously identified conditions or problems, and execution of the Engineering woric management system. On June 19, 1998, Engineering discussed changes to the Strategy with the NRC, which have been incorporated into Revision 2. These changes resulted flom additional analysis of previously identilled design basis conditions captured in the CNS Corrective Action Program, dating from a period of mid-1995 to mid-1998.

Purpose _

The purpose of this Strategy is:

. To define the strategies to improve Engineering performance in the near term and over the next 2 to 3 years, e To define the actions, Critical Success Factors, and performance indicators that will l demonstrate Engineering is performing at the expected level, and Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 2 of 30 Revision 2 l j

. To document and communicate the vision, roles, responsibilities, and direction for Engineering.

Vision Statement To provide consistent, easily understandable expectations to the organization, the following vision statement has been developed:

"Through a strong questioning culture, Engineering will identify problems and opportunities related to the safe, reliable, and cost effective operation of CNS.

The focus will be to proactively identify issues in a team atmosphere where expertise is openly shared, effectively communicated, and universally respected.

Exceptionally proficient engineers working in an environment with no boundaries, will provide sharp technical solutions refined by strong operational insight. When emergent issues arise Engineering will have the capability of rapidly bringing technical expertise and information to bear so that the best possible technical guidance can be provided in a timely manner."

Roles and Responsibilities in support of this vision, the CNS senior management team identified the basic roles and responsibilities of Engineering.

Roles of Engineering:

. Assure nuclear safety in all site activities.

. ' Support operation and maintenance of the plant.

. Maintain and ensure adherence to the plant design and licensing bases.

. Thoughtfully manage the design margins.

Management Responsibilities Related to System Engineering:

. The Plant Manager sets the overall priorities for System Engineering.

. The Senior Manager of Engineering sets the standards for all processes, work quality, persorinel selection, and training.

System Engineering Responsibilities:

. Maintain awareness of all activities, tests, and work items related to systems.

. Decide when and what work is needed on systems.

. Set station priorities for maintenance and modifications on systems.

. Own, protect, and ensure adherence to the design and licensing bases on their systems.

. Integrate on-line maintenance into the non-outage schedules.

. Coordinate Engineering support for on-line maintenance.

Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 3 of 30 Revision 2 l

m

. Minimize emergent technical issues and maintenance by means of proactive planned maintenance or modification.

. Monitor and trend system parameters and report on system health on a routine basis.

. Develop and maintain a six-year performance improvement plan for each system as an integral part of the site's business plan.

. Specify or review and approve all post-maintenance testing requirements.

. Lead and develop plans for troubleshooting and root cause analysis of system and equipment problems.

. Serve as the interface with Operations, Maintenance, Radiation Protection, and Chemistry for all Engineering assistance.

Program Engineering Responsibilities:

. Provide program management similar to System Engineering for programs such as ISI, IST,Section XI, ILRT/LLRT, and as appropriate for component programs (e.g., MOVs and AOVs).

. Maintain and apply the PRA.

Design Engineering Responsibilities:

. Develop and manage installation of major and medium size design and configuration changes.

. Maintain design and licensing bases documents.

Fuels and Reactor Engineering Responsibilities:

. Provide Reactor Engineering services.

. Provide transient analysis and core reload design.

. Provide safety analysis capabilities to foster a comprehensive understanding of design margins and bases.

. Provide System Engineering for systems associated with the reactor core.

The entire CNS organization is expected to support this plan as a full partner with Engineering.

Responsibilities of Other Organizations at CNS:

. Recogntya Engineering performance improvement as a top station priority.

. Support the Vision of Engineering.

. Work as a team on allissues.

. Implement modifications.

. Operate and maintain the plant consistent with the design and design basis.

. Provide feedback as to quality and timeliness of Engineering products.

Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 4 of 30 Revision 2 l

. Provide plant certification and design basis training to a large number of engineers.

• Generate and adhere to the station business plan as a means of establishing all medium and long-range priorities.

. Set and adhere to consistent site wide priorities.

. Operations will set clear expectations and standards for plant and equipment performance and material condition.

• Maintenance will establish high standards for resolving plant material condition problems, provide requirements for efficient maintenance on plant equipment and set standards for elimination of unplanned repetitive maintenance.

Strategies This plan contains four strategies to achieve Engineering excellence. They are:

. Strengthen the Engineering Organization with Emphasis on System Engineering

. Prioritize and Manage Engineering Work Effectively e Establish and Maintain an Effective Configuration Control Process e Improve Performance Management The following is a brief discussion of how each of the strateg!ss addresses the fundamental causes of poor Engineering performance.

• Strenathen the Enaineerina Oraanization with Emohasis on System Enaineerina This strategy includes a significant increase, approximately 40%, in the number of Engineering personnel. Approximately half of this increase will be placed continuously and repeatedly in plant certification training during the next several years with the initial focus on System Engineering. The remainder will allow for additional resources to be applied to Engineering functions. Measures will be established to improve personnel retention and training division wide. Staffing needs, staffing size, and training needs will continue to be reviewed and adjusted routinely. Since training is a key element of Engineering performance, stand alone training actions contained in Revision 1 of the Strategy were consolidated into one task (task 1.4). Additional actions have also been included in Revision 2, task 1.4, to ensure adequate identification and integration of Strategy related training needs into the Engineering Support Personnel (ESP) INPO accredited training program.

. Prioritize and Manaae Enaineerina Work Effectivelv lV This strategy ensures that Engineering efforts are prioritized through a team effort with the station and corporate organizations and that adequate resources are available to complete the necessary work. This effort helps Engineering focus on those activities Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 5 of 30 Revision 2 l

4 that have the greatest potential to ensure the safe, reliable, and cost effective operation of CNS. With the exception of urgent emergent work, CNS will establish and adhere to long term priorities. As part of Revision 2, an additional action was added to further evaluate and enhance the site pdoritization process and ensure integration of Engineering work activities and performance improvement initiatives with physical maintenance and modiHcation work in the plant.

. Fatablish and Maintain an Effective Confiouration Control Process This strategy provides for various reviews of the current plant configuration, l documentation, procedures, and programs. It contains actions to improve the quality and accessibility of Engineering information and products. As an interim measure, a Senior Engineering Review Group team is reviewing select Engineering products to provide additional assurance of continued safe and reliable operation and to contribute to the tutorial process for continued performance improvement.

A review of previously identi6ed design related conditions captured in the CNS Conective Action Program was completed after issue of Revision 1 of the Strategy.

Three action item re&nements and one new action resulted from this review and subsequent discussions with the NRC. These changes were added in Revision 2 and include:

• Performing a multi-disciplined team review of adequacy and effectiveness of conectivo actions for Significant Conditions Adverse to Quality (SCAQs) issued between 1990 and April 1,1998 (new action),

o Perfonning a review of Emergency Operating Procedures (EOPs) to validate the appropriate use of safety analysis and design parameterinpute and assumptions, e Conducting the 'SSFI-type" inspection on Primary and Secondary Containment with focus on design basis and implementation of the design basis through prior modifications, and e Conducting a self-assessment of the cunent design basis training and, if necessary, revising the training so it can be implementedin early 1999.

Additional changes to this strategy in Revision 2 included the consolidation / grouping of existing actions and the revision of select due dates to take fuller advantage of results from actions in sequence that build on previous results.

. Imorove Performance Manaaement This strategy ensures that performance expectations are translated throughout the organization and ultimately into individual performance measures and goals.

Performance improvement is driven through routine reviews of performance in relation to established goals. This strategy also calls for specific engineering self-assessments Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 6 of 30 Revision 2 l

and a major site-wide self assessment, with focus on Engineering, beginning in December of 1998.

l Detailed information about each strategy is included in this document. This information ,

includes the strategic objective, performance issues addressed by the strategy, Critical '

' Success Factors, performance indicators, and top-level action plans.

l Progress to Date l Notable progress to date includes the following:

• OverallPlan Manaaement & Proatess

> 25 of 26 actions due by 7/1/98 are complete. The remaining action is completion }

of the Unauthorized Modification Review, action 3.2.e, which has been extended )

by 2 months to August 31,1998. This project represents a major effort that has been in progress fornearly 2% years,  ;

> Established and maintaining a project file to capture key plan deliverables and i closure documents, I

> Established and conducting progress review meetings with Engineering I management on approximately a weekly basis, and

> Issued an Engineering procedure (EDP-11) defining the process for action item closure, documentation of closure, and review of action etlectiveness.

. Strenathen the Enaineerina Oraanization with Emohasis on System Enaineerina On November 1,1997, the staffing level within the Engineering organization totaled 110 people. As of the end of June 1998, the staffing level totaled 147. This reflects a net increase of 37 people. This increase is the result of considerable recruiting efforts.

These efforts will continue until the near term required staffing level of 165 is achieved, i Many of the new members of the staff are experienced industry personnel. Several j new supervisors and managers have also been added. Thus, the Engineering Deparlment organization is being significantly enhanced at this time.

Detailed Engineering roles and responsibilities have been prepared, issued, and  ;

communicated to the organization. This document will serve as the template from which to assess Engineering effectiveness and monitor change. Supervisor expectations were issued and assessments completed. Results will be integrated into individualimprovement plans as needed. Actions to develop engineering and technical staff professional categories and assign market pay grade ranges are complete.  ;

I Engineering is in the early stages of applying the results at the individuallevel.

i l

l Cooper Nuclear Station Strategy for Achieving l Engineering Excellence  !

Page 7 of 30 Revision 2 l l

+

. Prioritize and Manaae Enaineerina Work Effectivelv The average number of items removed from the plant schedule due to lack of Engineering support has declined substantially. Approximately four items per week were removed prior to November 1997. As Of June 1998, the average is less than one l l item per week.

Engineering has worked closely with the plant staff to improve the management and resolution of emergent issues. Feedback from the Operations and Maintenance Managers indicated that emergent issues are being resolved in a more effective and timely manner.

l An Engineering work management system has been instituted throughout the organization. This system is being used to manage the overall Engineering work load, understand the nature of emergent work, and improve the effectiveness by changing the way Engineering does business. This system was a key element in the alignment of resources and tasks associated with revising this plan. Significant funding (approximately $2M) has been authorized to reduce Engineering backlog on a project basis.

• Establish and Maintain an Effective Con 60uration Control Process In addition to the design basis issues review completed to re6ne selected Strategy 3 actions, other key actions completed include:

> The charter and membership of the Senior Engineering Review Group (SERG) have been established and the 6tst two review sessions are complete,

> The design change process has been enhanced and the new procedure issued,

> The 50.59 Safety Evaluation process has been streamlined and enhanced, the new procedure issued, and training sessions completed,

> Design basis owners forsections of the USAR have been assigned, and

> Quality standards for selected Engineering work products have been prepared.

e Improve Performance Manaaement Additional focus by the Chief Executive Officer and Senior Vice President of Energy Supply has been evident. In addition, the new Vice President of Nuclear Energy is providing leadership and direction that departs from the previous way of doing business in the Engineering Department. Engineering management has been strengthened by new personnel and repositioning of existing leaders.

In addition to the plan management actions noted above, Critical Success Factors and performance indicators for each strategy have been established as noted in the attachment. These metrics were developed by grouping the performance issues Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 8 of 30 Revision 2 l

contained in this plan, reviewing the success measures contained in Revision 1 of the Strategy for overall effectiveness, and. reviewing industry metrice used by other utilities to assess Engineering organizationalperformance.

Management of the Plan The Vice President of Nuclear Energy oversees and monitors execution of the Strategy.

He determines if the rate of implementation of improvements is sufficient, if the necessary performance improvements are being achieved, and concurs with the completion of Plan actions. Routine status reports, performance trends, and insights provided by oversight groups such as the Safety Review and Audit Board and the i Independent Advisory Group are some of the data sources that will be used to monitor status and effectiveness of implementation.

The Senior Manager of Engineering is executing this strategy with assistance and support of all Senior Managers. Routine accountability review meetings are held to ensure that actions are progressing and that improvements are being achieved based on the associated Critical Success Factor performance indicators and milestones. l Typical meeting participation includes the Senior Manager of Engineering, action owner, and Engineering supervisor and management personnel. Typical meeting content includes objective and scope of action, schedule and completion status, resource expenditures and requirements versus plan, projected completion date, and issues / barriers impeding successful implementation. Performance indicators and trends are also discussed.

Actions are shown as complete in the schedule upon acceptance of the action item closure package by the Strategy Owner, in accordance with EDP-11, " Preparation, Review and Approval of Strategy for Achieving Engineering ExceIIence Action Item Closure Documents." The action item is considered closed upon completion of the ,

independent verification of the package and subsequent approval by the Sonict i Manager of Engineering with concurrence by the Vice President of Nuclear Energy.

Depending on the nature of the action and its desired long-term effect on Engineering performance, the Senior Manager of Engineering may decide to have an effectiveness review performed. The decision to perform an effectiveness review is documented in l the closure package. Strategy action items are'also tracked in the station Nuclear 1 Action Item Tracking System.

Strategy actions have been assigned to individuals who have a high potential to i

implement them successfully, i.e., action owners are typically assigned based on alignment of actions to line organization responsibilities. The Senior Manager of Engineering ensures that the strategies are effectively integrated to produce the desired overall performance improvement. In executing these responsibilities, the Senior  !

Manager of Engineering has the full support of CNS. Incentive plans that focus on ]

Cooper Nuclear Station Strategy for Achieving ,

Engineering Excellence l' Page 9 of 30 Revision 2 l i

I

4 Engineering improvement at CNS have been developed for station management, and i

members of Engineering management and supervision. l Periodic updates on progress are provided to the NPPD Board of Directors, Nuclear l

- Committee, Senior Managers, the Safety Review and Audit Board, and the Nuclear '

Regulatory Commission. Engineering management meets with station management on a routine basis to rcview the overall status of Strategy implementation and results to date. These forums provide an opportunity for our partners feed back on the effectiveness of Engineering actions in support of site wide priorities. A project file has been established to retain key documents, such as action hem closure packages, l demonstrating action status and results.

This strategy and the individual action plans are dynamic and further revisions will be made from time to time. Should significant emergent issues arise that warrant reallocation of our resources, the schedule laid out in this plan will be modified accordingly. We expect the next significant revision of the Plan to occur in the Mamh, 1999 time frame, following the post-outage site self-assessment. Until that time, interim changes to action items will be tracked in a "living Revision 3" file maintained by the Strategy Project Manager.

Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 10 of 30 Revision 2 l

4 Statement of Responsibility and Commitment (Revision 1)

Statement of Responsibility and cornrnitmnt The CNS rnanaQernent team accepts tus responsibikty to r.ubstantially improve Engineerlog perfonnance. Indivouelly and as a team, we aie comrnilwd to executing 4 the strategies desenbed in this document. We recognize thet the strat00ies otdlined in ttus document represent a fundamental chenGe in how the Engmoenng function wEl be executed at CNS. We understand that successful implementation of this change >

requires that we p< ovide the needed Icadership and that we champion leaders J throughout the CNS organization.We are commdted to providing this leadershp and to achieving excellent Fngincenng peiformance at CNS.

Michael T. Boyce, Plant Engineering Manager g~-

James L. Long Engineering Support Manager lmIM2*IlY .

Todd M. Gifford, Design Fngineenng Manager .,c;:

Jerry i.. Lewis. Reactor and Fuel Engneenng Manager (acting)

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Robert Gibson Jr., Projects and Construction Manage Alan R. Shiever, Outage Manager ,+_

Stewart B. Minahan. Work Control Manager , ~d

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Larry Newman. Operations Manager b^ =

Charles R Gelnes. Maintenance Manager f :.L , e. r. ./. -h eru J.Micnael Hale. RadiologicalManager I /'1E ,

tiradford L, Houston Licensing Manager e op" .

Leo C. Croteau. Training Manager M James P Pelletier, Senior Engrieering Manager fNh -

Michael r Peckham Plant Manager YWAd.----

Paul J. Coudlli. Senior Manager of Safety ' h,2 ,

AssessmeeWSite Support Z,- , c

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John H. Swa mes. Vice Presildent of Nuclear Energy f1 _

Ccumr Nucles' Station Strat for ActveyinD Er ing tycelence o mge 9 of 27 Revision 1 Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 11 of 30 Revision 2 l

n Statement of Responsibility and Commitment (Revision 2)

The CNS Engineering management team accepts full responsibility to substantially improve Engineering performance, as outlined in this revision to the Strategy. We are committed to providing this leadership and to achieving excellent Engineering performance at CNS.

Michael T. Boyce, Plant Engineering Manager  %~

t Peter J. Donahue, Engineering Support Manager b [ o., A Michael J. Spencer, Assistant Engineering Support Manager ae Tedd M. Gifford, Design Engineering Manager N Lawrence J. Dugger, Assistant Design Engineering Manager #

Larry P. Kohles, Fuels and Reactor Engineering Manager m O >rf Jerry L. Lewis, Reactor Engineering Manager {

' Robert Gibson Jr., Projects and Construction Manager ,,,

Eugene M.' Mace, Nuclear Projects Manager o " -

Daniel E. Buman, Nuclear Projects Manager b k-r_-

David R. Blythe, Nuclear Projects Manager 1 James L. Long, Nuclear Projects Manager James P. Pelletier, Assistant to Vice President of Nuclear Energy J. Michael Hale, Acting Senior Manager of Safety 1, Assessment and Site Support JK -

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Michael F. Peckham, Plant Manager --

Paul J. Caudill, Acting Senior Engineering Manager l ]2/ f p, John H. Swailes, Vice President of Nuclear Energy N

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Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 12 of 30 Revision 2 l

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NLS980105 Attachment B

SUMMARY

OF CHANGES

= Task 1.4, Improve the Engineering training program, has been created to bring additional management focus and attention on the level of knowledge improvements necessary to achieve Engineering excellence.

• Tasks 3.3 and 3.4 have been reorganized to distinguish between actions to improve the quality of design and licensing information and actions related to process and information systems improvements.

• Additional emphasis has been placed in Task 3.3, Improve the quality of design and licensing information, in the form of an EOP/ design basis review, an SSFI-like inspection of primary and secondary containment, validation of proper translation of safety analysis inputs and assumptions into processes and procedures, and an effectiveness review of SCAQ corrective actions.

• Critical Success Factors (CSF) have been introduced as the primary method of determining progress in attaining Engineering excellence. Each CSF is comprised of performance indicators and milestones which are demonstrative of high level, terminal objective performance, establishment ofinfrastructure necessary for sustained excellence, and overall effectiveness. Attachment C summarizes the Critical Success Factors associated with the Strategy.

= Additional emphasis was placed on producing a workable plan, one in which Strategy efforts complement each other and other station priorities, including the upcoming fall refueling outage. Attachment D depicts the Strategy, Revision 2, in Gantt chart format.

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PERFORMANCE OBJECTIVES AND CRITERIA FOR OPERATING NUCLEAR ELECTRIC GENERATING STATIONS l

1 September 1997 INPO 97-002 INSTITUTE OF NUCLEAR POWER OPERATIONS Key Words: Criteria, Evaluation, Safety Culture, Performance Objective, Self Evaluation, Learning Organization i

GENERAL DISTRIBUTION. Copyright O 1997 by the institute of Nuclear Power Operations. Not for sale or for cornmercial use. All other nghts reserved.

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NOTICE: This information was prepared in connection with work sponsored by the Institute of Nuclear Power Operations ONPO). Neither INPO, INPO members, INPO partir' pan.s, nor any person acting on the behalf of them (a) makes any warranty or representation, expressed or imps a, with respect to the accuracy, completeness, l or usefulness of the information contained in this document, or that the use of any information, apparatus, method, or process disclosed in this document may not infringe on privately owr'ed rights, or (b) assumes any liabilities with respect .o the use of, or for damages resulting from the use of any information, apparatus, method, or process disclosed in this document. (

I

r INPO 97-002 I l

N I V, FOREWORD The institute of Nuclear Power Operations (INPO) conducts periodic evaluations to promote excellence in the operation, maintenance, and support of operating nuclear electric generating stations. These evaluations are performance-oriented and are based on the performance j objectives and criteria in this document, which were developed with industry review.

These performance objectives are consistent with the principle that each individual in the 1 organization must accept the unique and grave responsibility inherent with using nuclear technology, including a great respect for the reactor core -- its stored energy, decay heat, and radioactive byproducts. The organization must be aligned and individuals held accountable to this principle by line management that communicates and supports the highest standards of l nuclear safety.

The purpose of this document is to provide a working reference for INPO evaluators, for INPO assistance activities, and for member utinun to use in self-evaluations. The objectives are grouped into " vertical" and " horizontal" performance areas. The venical performance areas include the traditional categories such as operations, maintenance, and engineering that generally  ;

correspond to nuclear station organizational functions. The horizontal performance areas focus  !

on processes and behaviors that cross organizational boundaries and that address organizational integration and interfaces. To aid in the use of the criteria for self-evaluations in specific areas, 3 p some information overlaps among performance areas. The horizontal categories include the j Q following cross-functional (cross-organizational) areas:

. Safety Culture

. Self-Evaluation and Corrective Action (Learning Organization) I e Operating Experience e Human Performance j e T tining  ;

e Work Management

. Plant Status and Configuration Control  !

. Equipment Performance and Materiel Condition Additionally, this document incorporates the rising standards of excellence in the worldwide nuclear industry and the experience gained from INPO evaluations and WANO peer reviews.

The performance objectives are broad in scope and generally cover a single, well-defined area. Each performance objective lists criteria to provide a sense of the breadth and depth of th-

' objective. The criteria listed may not address every activity associated with the performance objective. Therefore, meeting all the criteria does not necessarily mean that the performance objective is fully met. Conversely, the performance objective can be effectively met without each specific criterion being met. For these reasons, INPO emphasizes achievement of the performance objectives rather than focusing on the supporting criteria.

Throughout the document, the term manager is used and should be interpreted to include all j personnel in supervisory and managerial positions. Likewise, the term equipment is used i

i INPO 97-002 throughout the doc'Ufnent and should be interpr ted to include all systems, structures, and components needed to support safe and reliable plant operation.

INPO guidelines are supporting documents written to assist member utilities in developing programs and improving the management and operation of their stations. Most are designed to assist member utilities in meeting the performance objectives in this document. Utilities may use different approaches or methods than those defined in the guidelines, but members are expected to meet the intent of the guidelines.

This edition supersedes the August 1990 Performance Objectives and Criteria for Operating and Near-term Operating License Plants (INPO 90-015) and the November 1996 preliminary version. Because of the scope and number of changes made to the August 1990 edition, changes are not sidebarred.

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ts. TABLE OF CONTENTS l i

TITI,E PAGE SC S A F ETY C U LT U R E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .................1 OR O RG A NIZATIO N AL E F FECTIVE N ESS . . .. . .. . . ... . .. . . .. . ...... . .. . ...... ... .. . . . .. . . .. . .. . . 7 1

SE SELF-EVALUATION AND CORRECTIVE ACTION (Learning Organization)....17 )

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l OE O P E RATI N G E X P E R I E N C E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2l HU H U M A N P E R FO RM A N CE . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . ... . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . 2 9 OP O P E R AT I O N S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

g PS PLANT STATUS AND CONFIGURATION CONTROL ................................... 47

()4 WM WO R K M A N A G EM E NT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 3 MA MAlNTENANCE.......................................................................................

EQ EQUIPMENT PERFORMANCE AND MATERIEL CONDITION ........ ...... ....... 73 l l

EN ENGlNEERING..............................................................................................77 TR TRAINING.....................................................................................................89 l

RP RAD 10 LOG ICAL PROTECTI O N . . ... . . . .. . . .. ... . . .. . . . . . . .. . . . ... ... .... . ... . . .. . .. . .. . . . . . . . . . .. . 9 3 ]

CY C H E M I ST R Y . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~ . . ~ . - - - . ~ . ~ . - - - - . 1 .

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G Q SAFETY CULTURE PERFORMANCE OBJECTIVES Individuals at all levels of the organization consider nuclear plant safety as the overriding priority. Their decisions and actions are based on this priority, and they follow up to verify that nuclear safety concerns receive appropriate attention. The work environment, the attitudes and behaviors of individuals, and the policies and procedures foster such a

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safety culture.

CRITERIA A. Individuals at all levels in the organization contribute to the safety culture of the work environment through the following behaviors:

1. Demonstrate great respect for the reactor core -- for reactor safety - in all decisions and actions.

2. Demonstrate a questioning attitude by challenging existing conditions and actions to meet the high standards of nuclear safety and by considering the potential adverse consequences prior to taking actions.

m 3. Use a rigorous and prudent approach in daily activities.

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4. Openly communicate and identify problems through rigorous self-evaluation.

5. Share and use operating experience.

6. Accept accountability for their shortfalls in performance and hold themselves and others accountable to high standards of performance.

7. Make nuclear plant safety a priority.

8. Demonstrate personal integrity.

9. Demonstrate an understanding of reactor theory and other fundamental topics, equipment operation, and policies and procedures applicable to the position held, and apply this understanding in operational decision-making. i 1

10. Demonstrate a conservative approach toward plant operations when faced with  ;

i unknown conditions or conditions that are outside procedures and policies, B. Managers in the organization contribute to the safety culture of the work environment through the following behaviors:

1. Establish expectations of performance that clearly recognize nuclear safety as the

,q overriding priority.

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q INPO 97-002 SC.1

2. Solicit feback from personnel to identify problems, impediments, and opportunities to improve. Reinforce individual behaviors that promptly and forthrightly identify problems. l

3. Emphasize the importance of understanding the scope of identified problems and finding the best solutions without being diverted by who identified or contributed to the problem; that is, reinforce the principle of "what's right," not "who's right."

4. Proactively identify needed improvements and implement solutions, maintaining adequate operating and design plant margin of safety.

5. Verify work is performed in accordance with established plans, schedules, and procedures to achieve clarity of direction, quality of performance, and credibility of management.

6. Reinforce the use and sharing of operating experience to apply lessons learned to prevent recurrence of events.

C. Work practice norms in the organization promote the safety culture through the following behaviors:

1. Defense-in-depth and risk management practices are employed throughout the organization to maintain plant safety and reliability and to reduce the consequences of events. Appropriate defenses are explicitly embedded in procedures, processes, and equipment configuration to mitigate the consequences of inappropriate actions. Safety analyses are used to complement defense-in-depth.

2. Responsibility and authority for implementing a conservative approach with respect to the reactor core, including reducing power or shutting down the plant when operators are faced with uncertain conditions, are communicated to every reactor operator. This expectation is reinforced frequently.

3. Operational decisions are based on sound judgment and appropriate safety analyses, include the use of procedures, and involve appropriate line managers.

The following critical safety functions and the impact on the reactor core are considered when operational decisions are made:

a. reactivity control

b. fuel integrity

c. reactor coolant system integrity

d. decay heat removal capability

e. containment integrity

f. Vital supporting auxiliary systems 4

INPO 97-002 SC.1

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g. inventory control

h. power availability 4 Nuclear safety operational problems are promptly identified and resolved.

Interim corrective actions are implemented, such as ensuring the oncoming operations shift crew is thoroughly briefed. Long-term corrective actions are developed and effectively implemented.

5. A direct and open means of raising nuclear safety concerns is established and is available to all personnel. Nuclear safety concerns are promptly addressed and resolved.

6. An attitude of trust is demonstrated throughout the organization.

7. Training reinforces expected behaviors.

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!O ORGANIZATIONAL EFFECTIVENESS l

I O R.1 ORGANIZATIONAL STUCTURE AND RESPONSIBILITIES i

l O R.2 MANAGEMENT EFFECTIVENESS OR.3 MANAGEMENT AND LEADERSHIP DEVELOPMENT l

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'V ORGANIZATIONAL STRUCTURE AND RESPONSIBILITIES PERFORMANCE OBJECTIVE A line organization.with responsibility and accountability for nuclear safety and nuclear plant operations is clearly defined and understood and is effectively implemented. Reporting i

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relationships, control of resources, and individual authorities support and are commensurate with responsibilities for safe and reliable station operation. I

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l CRITERIA A. The organizational structure and the responsibilities and authorities of each organizational position are clearly defined and communicated to station personnel, including contractors and temporary employees.

B. The line organization is established as the principal focus of management, the principal l

source of information, and the only source of management direction. Committees, review boards, and other groups do not dilute or divert line authority or accountability.

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C. Interfaces with supporting organizations, including corporate work groups, review boards, contractors, and temporary workers, are clearly defined and understood.

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V" D. Decisions are made at the appropriate level within the organization based on the following:

1. an understanding of the effect on reactor safety, personnel safety, and equipment reliability

2. the value added to and the potential adverse effects on nuclear plant operations under all conditions

3. the effects on other work groups E. Technical and managerial support is readily available to the operations shift manager.

F. Administrative controls such as policies, procedures, and schedules are implemented for l  ;

activities affecting safe and reliable plant operation.

G. Policies for operations, maintenance, and support of station activities include appropriate standards in areas such as the following:

1. nuclear safety and critical safety functions

2. conservative decision-making with respect to the reactor core p defense-in-depth and risk management 3.

4. integrity and professionalism 9

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5. infrequently performed tests and evolutions

6. procedure use and adherence I

7. training and qualification of station personnel

8. radiation safety, including maintaining dose as low as reasonably achievable

9. industrial safety

10. communicatiors

11. fitness for duty H. Key processes that contribute to safe and reliable plant operation are designed, managed, and improved. Each process has a sponsor who is responsible for its effectiveness.

I. Contract and other nonplant personnel use and are held accountable for using the same (or equivalent) station-approved policies, procedures, and controls and the same quality standards as station personnel.

J. The line organization prepares station and utility personnel to mitigate the consequences of core dam, age and to snanage emergency situations.

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V MANAGEMENT EFFECTIVENESS PERFORMANCE OBJECTIVE I

Managers, by leadership, commitment, and example, establish high standards of performance and align the organization to achieve safe and reliable station operation.

CRITERIA A. Leadership and Accountability

1. High standards of performance are established and reinforced. Personnel are held accountable for implementing these standards. Shortfalls in meeting expectations are '

evaluated, understood, and addressed promptly.

2. Managers demonstrate a broad ' . wledge of their areas of responsibility and integrate their actions with the functions and activities of other station and corporate organizations.

3. Managers motivate personnel to improve performance by taking initiative and '

eliminating inappropriate barriers.

O d 4. Personnel throughout the organization are aligned to achieve common goals.

5. By example, managers consistently demonstrate their commitment to improve station performance and to achieve station goals and objectives.

6. Line managers are accountable for the training, qualification, and performance of station personnel.

7. Supervisors and managers are trained on and effectively implement human interaction skills that result in improved teamwork, collaboration, and motivation.

B. Ms nagement Direction and Expectations

1. Management directions, such as goals, initiatives, expectations, and priorities, are effectively communicated and used to enable personnel to make decisions, take actions, and implement changes that contribute to safe and reliable station operation.

2. Goals are established that challenge the organization to continually improve. Results are measurable and periodically evaluated to determine effectiveness.

3. Strategic direction for maintaining and continually improving performance is established and clearly communicates the priorities for long-term and near-term

,G performance to personnel in the station, to supporting organizations, and to the

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a corporate staff,

4. Priorities for daily activities are clearly communicated to affected personnel.

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INPO 97-002 O R.2

5. Managers r@ force individua! ownership through delegation of authority. Personnel are actively encouraged to admit errors, seek help when needed, and assume responsibility for their decisions and actions, as well as to develop methods to improve safety, reliability, quality, and productivity.

6. Individual and work group priorities and activities align with station operating priorities.

7. Interfaces among work groups are clearly defined and support effective work performance.

c. Planning and implementing

1. Managers ascertain that staffing and resources are sufficient, including that personnel have requisite knowledge, skill, and proficiency to accomplish tasks to achieve safe and reliable plant operation.

2. Resource needs, such as personnel, capital, equipment and parts, and information, are )

identified and integrated into business plans and are met. l

3. Changes to plant equipment, procedures, and processes are planned and implemented systematically to improve safe and reliable plant operation. Change objectives, responsibilities, and implementation schedules are clearly communicated to affected personnel, And appropriate training is provided.

4. Change initiatives are managed and coordinated.

5. Information and data are used for planning, performance monitoring, and decision-making. Information sources are integrated, when appropriate, to improve the accuracy, timeliness, and availability of information.

6. Resources are allocated to meet station priorities and to avoid overlapping or duplication of work.

D. Monitoring and Assessing

1. Managers routinely monitor, observe, and assess personnel performance and station conditions to maintain and reinforce high standards of performance. Activities monitored include the following:

. work practices and human performance

. work management implementation

. training and qualification

. plant status control and configuration management

. change initiatives implementation

. industrial safety and radiological protection

. equipment performance and materiel condition

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2. Managers frequently interact with station personnel to teach, to coach, and their development.

3. Managers monitor and assess services provided by outside organizations contractors.

4. Meaningful performance measures for station and work group performance are established and used to focus management attention in areas that need improv

5. Managers monitor and reinforce expected personnel behaviors, such a cooperatively, to achieve common goals and objectives.

E. Follow.Up, Reinforcement, and Feedback

1. Managers follow through on directions and change initiatives to reinforce expectations, resolve conflicts, adjust priorities, and initiate actions, as achieve safe and reliable station operation. Changes in priorities are effectiv communicated.

2.

Managers reinforce behaviors that improve per performance.

O Managers coordinate resources to accomplish goals and objectives Q-3.

Adjustments and corrective actions are made to accomplish goals. T actions are taken when adverse conditions or trends are identified

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4.

Problems, including events and materiel deficiencies, are tracked, inves j 1

reviewed periodically for timely resolution. I

5. Managers demonstrate and reinforce the attitudes and behaviors ne a safe working environment.

6. Problems are thoroughly assessed, and corrective actions are impleme address the underlying causes.

7. Causes of problems are trended to determine if additional action is neede

8. Follow-up is done to determine effectiveness of corrective actions.

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af MANAGEMENT AND LEADERSHIP DEVELOPMENT PERFORMANCE OBJECTIVE A process exists to identify, develop, and assess, on an ongoing basis, individuals with management and leadership potential. Individuals are selected such that vacancies in ke manager positions are filled primarily through utility development efforts.

CRITERIA A. Responsibility 1.

Utility executives and senior nuclear managers are personally responsible and accountable for identifying, developing, and assessing . qualified replacements for senio nuclear manager positions.

2.

Individuals their who aspire own development. to managerial positions exhibit a strong sense of res B. Identification

1. Senior nuclear managers actively and systematically identify individuals with management,and leadership potential. Early identification is emphasized, with consideration ofindividuals several levels down in the organization.

C. Development 1.

Senior nuclear high-potential managers individuals. place a high priority on developing the needed comp 2.

Nuclear plant operational experience, such as a senior reactor operator license or certification and on-shift work activities, is emphasized in the development of nuclea managers and supervisors, particularly for those in the line operating organization.

3. Personnel are developed through various position rotations in the nuclear or receive training as necessary, and are given opportunities to visit other stations and utilities to broaden their nuclear experience.

4.

Opportunities are provided to work with and emulate good role models to reinforce effective management and leadership behaviors.

5.

Managers receive continuing training, education, and reinforcement to maintain and improve leadership and managerial skills.

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r-INPO 97-002 OR.3 D. Assessment l 1. Senior nuclear managers assess, on an ongoing basis, the progress of those individuals identified as having management and leadership potential and their readiness for future management positions. {

E. Selection

1. Key management positions, including shift supervision a filled based on individual j development, experiences, and demonstrated readiness u, fulfill the responsibilities of the {

positions. l

2. Selection for middle manager and senior manager positions is systematic and well planned with emphasis on the developmental needs of the organization and the potential i of the selected individuals to succeed and develop the competencies needed for higher ' .l level positions. l l

3. Generally, individuals used to fill management positions have background knowledge of I the station. Occasionally, individuals from outside the organization or utility are hired to energize the organization with fresh perspectives.

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INPO 97-002 SE.1 A

V SELF-EVALUATION AND CORRECTIVE ACTION (Learning Organization)

PERFORMANCE OBJECTIVES Self-evaluations' are used to compare actual performance to industry standards of excellence and management's expectations to identify and correct areas needing improvement.

CRITERIA A. Self Evaluation

1. The expectation for using self-evaluations for continuous improvement is communicated to all station personnel. Self-evaluations are driven from within (self-driven).

2. Individuals at all levels of the organization use self-evaluations to identify areas for improvement.

3. Meaningful indicators (performance measures) are used to identify areas for performance improvement. Self-evaluation effectiveness is measured by indicators such as who identifies the problem.

4. Managers frequently monitor and influence personnel performance improvement by (N

(,) observing work activities and training.

5. Performance evaluations are used to determine the effectiveness of processes and work activities and to identify improvement actions.

6, Self-evaluations are integral to daily activities, such as identifying lessons learned during postjob critiques, and are used to review work areas or processes in depth for improvements.

7. Action items from self-evaluations are tracked to completion and are periodically reviewed for timeliness and effectiveness.

8. Managers initiate self-evaluations to identify adverse cultural symptoms, such as complacency.

9. Self-evaluation reports are clear and concise and provide relevant information on strengths and areas for improvement to other managers.

10. The results of quality program reviews and of reviews by knowledgeable interdisciplinary groups, such as independent safety review groups, are used to improve station performance.

[D

• Self-evaluation activities include but are not limited to self-evaluation team reviews, management monitoring C/ observations, event investigations, root-cause analyses, benchmarking, self checking, peer-checking, a'nd problem-reporting systems. Self-evaluation team activities typically include team members from the station's line organization, such as operations, maintenance, and engineering.

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INPO 97-002 SE.1 l

m B. Problem Reporting, Root-Cause Analysis, and Corrective Actions 1

1. Problem identification is strongly encouraged and reinforced at all levels in the organization. l

2. Problems, potential problems, nonconsequential events, and suggestions for improvement are identified for evaluation and appropriate corrective actions.

3. Investigations are performed on important or repetitive problems as well as adverse trends from nonconsequential events to identify the root causes, the generic implications, and the appropriate corrective actions to prevent recurrence, including why self-evaluations did not preclude the problem (s).

4. Investigations are performed by personnel who have appropriate knowledge and skills.

5. Events are investigated promptly to preserve information and physical evidence and to interview participants while the events are fresh in their memories. Event participants are involved in developing and implementing corrective actions, including interim corrective actions, to prevent recurrence.

6. Operating shift crews are promptly briefed on event (s) to prevent recurrence.

7. Relevant operating experience information is reviewed during event investigations.

8. Postscram reviews are comprehensive and include the following:

a. identification and resolution of the causes of the scram

b. identification and resolution of discrepancies between actual and expected equipment and personnel responses to the scram

c. documentation to support results, recommendations, and corrective actions

9. Corrective actions address the fundamental causes of problems, rather than the symptoms.

10. Corrective actions are tracked to completion. Dates for action are commensurate with the importance of the item, station priorities, and the consideration of preventing recurrence.

11. Lessons learned from important events are shared with the industry.

12. The effectiveness of corrective actions is periodically assessed.

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INPO 97-002 SE.1 1 C. Benchmarking and Emulation

1. Management expectations and station processes and performance are compared with other high performance organizations - benchmarked -- to identify options for solving problems and improving performance and opportunities to emulate best practices.

2. The expectations for comparison and emulation to improve performance are communicated to personnel.

3. Specific improvements are implemented as a result of benchmarking.

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INPO 97-002 OE OPERATING EXPERIENCE C

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V OPERATING EXPERIENCE PERFORMANCE OBJECTIVE fr.-house and industry operating experience information is evaluated, distributed to appropriate personnel, and applied to implement actions that improve plant safety and reliability.

CRITERIA A. Managers are appropriately involved in promoting and reinforcing the use of operating experience through activities such as the following:

1. Expectations are defined and clearly communicated for the use of operating experience information within the station technical departments. Methods such as "just-in-time" reviews of applicable operating experience during prejob and pre-evolution briefings are used to remind managers, engineers, supervisors, and workers of lessons learned and how to apply them to prevent similar problems.

2. The effective use of operating experience information by personnel is actively f reinforced by supervisors and managers.

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3. The results of operating experience reviews and analyses are used to identify corrective actions.

4. Personnel are held accountable for effective analysis and timely implementation of lessons learned from operating experience information.

B. A systematic approach is used to identify and implement effective corrective actions from reviews of in-house and industry operating experience. The systematic approach includes activities such as the following:

1. effective screening of operating experience information for applicability to the station

2. distribution of applicable operating experience information to appropriate l personnel for technical reviews and/or information

3. timely and thorough technical reviews of significant industry and in-house operating experience

4. identification of in-house events and equipment problems for review, screening for significance or adverse trends, and prioritization for evaluation p 5. effective use of trending and other information from in-house operating'

( experience information to improve plant safety and reliability 25

INPO 97-002 OE.1

.o timely implementation of preventive and corrective actions resulting from the 6.

review of operating experience informatiiiri

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7. effective tracking and follow-up to ensure preventive and corrective actions receive appropriate priority and approval and are scheduled and tracked to completion C. Industry operating experience information is reviewed for applicability, focusing on the potential for a similar event or problem to occur, and applicable information is distributed to appropriate personnel in a timely manner. Sources of industry operating experience information include the following:

1. significant operating experience reports (SOERs)

2. significant event reports (SERs)

3. significant event notifications (SENs)

4. generic letters, bulletins, and notices

5. operations and maintenance reminders (O&MRs)

6. vendor-supplied problem notifications such as system information letters f

7. utility-supplied information such as operating experience messages distributed in the Nuclear Network OE topic I

l D. Rigorous investigations are performed in response to significant in-house events, including scrams, plant transients, and equipment problems. The investigations are comprehensive and include the following items:

1. identification of the causal factors and generic implications

2. identification and analysis of discrepancies between expected and actual plant responses and/or personnel actions

3. review of relevant in-house and industry operating experience information as part t

of the investigation of significant in-house events l

4. risk significance of in-house events, as appropriate (

l S. documentation to support results, recommendations, and corrective actions E. Operating experience that relates to human performance is effectively communicated to personnel through training, procedures, and work packages. The timing of such communication in relation to upcoming evolutions is considered in the planning process, i 26

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( F. Individuals at all levels of the organization use operating experience to resolve current problems and anticipate potential problems.

G. Personnel reinforce the use of operating experience; for example, through prejob briefings, engineering design reviews, and training activities.

H. Operating experience information is easily accessible to station personnel.

I. An evaluation is periodically performed to determine the effectiveness of the use of operating experience information. Appropriate actions are taken to make needed improvements.

J. Timely notification via Nuclear Network is provided to other utilities regarding significant in-house events and equipment problems of generic interest. Criteria for selection of significant in-house events and equipment problems are established and communicated to station personnel.

K. Equipment Performance and information Exchange (EPIX) engineering data is maintained up to date and in accordance with established guidance. j l

L EPlX failure reports are submitted in a complete and timely manner.

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HUMAN PERFORMANCE s ee O

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V HUMAN PERFORMANCE PERFORMANCE OBJECTIVE The behaviors of all personnel result in safe and reliable station operation. Behaviors that contribute to excellence in human performance are reinforced to continuously strive for event-free station operations.

CRi1ERIA A. Individuals take responsibility for their actions and are committed to improve plant performance. They exhibit behaviors that support safe and reliable plant operation, such as the following:

1. Communicate frequently and precisely, and maintain expected standards for communication.

2. Make conservative decisions with respect to the reactor core, particularly when faced with uncertain or degrading conditions. Verify assumptions before taking action.

3. Anticipate problems and take precautions or countermeasures before and during activities they perform or supervise. Inform management and coworkers of problems and potential problems and recommended solutions.

4. Search for and eliminate conditions that lead to human error. Reinforce the use of defenses that mitigate the consequences of errors.

5. Focus attention on the task at hand to reduce the likelihood of error, including use of self-checking, peer-checking, and coaching and by encouraging personal accountability and responsibility.

6. Follow procedures or correct procedure deficiencies before continuing the task.

7. Practice team skills when working in a group. These skills include the following:

a. Obtain necessary information by making appropriate inquiry.

b. Advocate their positions wnen potential problems arise,

c. Take initiative to confirm that necessary actions occur.

d. Resolve conflict to achieve the best solution.

e. Critique team performance to reinforce desired team skills.

1 Identify and promptly resolve obstacles to teamwork.  !

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8. Leader behavioWpromote excellence in human performance as exhibited by activities such as .-

the following: 1

1. Reinforce open communication and a questioning attitude toward work activities.

2. Communicate and reinforce roles, responsibilities, expected behaviors, and high standards of performance for communication, teamwork, and perfo mance improvement.

3. Establish conditions and consequences that reinforce desired job-site behaviors to reduce the potential for human error. Focus the attention of assigned personnel on nuclear safety-critical tasks such as changes in core reactivity and engineering-related activities.

4. Verify that individuals involved with a task accurately perceive the potential consequences of error and take precautions to avoid complacency.

5. Insist on uniform adherence to high standards of performance. Continually search for and eliminate organizational weaknesses that create the conditions for human error.

C. Managers establish conditions that support event-free performance as exhibited by activities such as the following:

1. Develop strategies, policies, processes, and practices that support excellent human performance. Identify and exemplify desired individual and leader behaviors.

2. Establish defenses that prevent or mitigate the consequences of human error. Recognize communication as one of the most effective defenses against events.

3. Identify and mitigate conditions that lead to human error.  ;

4. Balance supervision, procedures, and individual knowledge and skill to support expected job-site behaviors. To maintain this balance, changes in conditions and resources are anticipated and corrective actions implemented.

5. Train personnel on conditions that lead to human error, on risk-important actions, on operating experience involving human performance, and on methods to enhance performance.

6. Evaluate human performance problems to determine and resolve causes attributable to the organization, leadership, and the individual. .

7. Create a work environment that promotes a high level of human performance.

1 Accomplish this by optimizing factors such as the following:

a. knowledge, proficiency, attitude, fitness, and limitations of individuals with respect to the tasks being performed

b. availability and quality of work documents, procedures, resources, and tools el 32 j i

INPO 97-002 H U.1 c, working conditions, such as lighting, physical constraints, sources of distraction, schedule pressure, human machine interface, and workarounds

d. effective use of operating experience and risk analysis insights

e. accuracy and quality of information transfer during prejob briefings and turnover of tasks or responsibilities i

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J OPERATIONS  !

OP.1 OPERATIONS MANAGEMENT AND LEADERSHIP s

OP.2 CONDUCT OF OPERATIONS OP.3 OPERATOR KNOWLEDGE AND SKILLS OP.4 OPERATIONS PROCEDURES AND DOCUMENTATION OP.5 OPERATIONS FACILITIES AND EQUIPMENT i

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INPO 97-002 OP.1 O

V OPERATIONS MANAGEMENT AND LEADERSHIP PEaFORMANCE OBJECTIVE l Operations managers, by leadership, commitment, and example, establish high standards of performance and align the operations organization to effectively implement and control operations activities. l l l l \

CRITERIA A. Leadership and Accountability l

1. High standards of performance are established and reinforced for operations activities.

Personnel are held accountable for implementing these standards. Sho<tfalls in meeting expectations are evaluated, understood, and addressed promptly.

2. Operations managers demonstrate and reinforce a conservative approach toward activities directly affecting the reactor core and safety systems. Hasty decisions and hurried actions are avoided. Vigorous actions are taken to address early indicators of less than adequate conservative operational decision-making.

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3. Operations managers demonstrate a broad knowledge of their areas of responsibility and effectively integrate operations organization actions with the functions and activities of other appropriate station and corporate organizations.

4. Operations managers motivate personnel to improve performance by taking initiative and eliminating inappropriate barriers.

5. Personnel throughout the organization are aligned to achieve common goals.

6. Shift managers are fully integrated into the plant management team.

7. Shift managers are responsible for the training, qualification, and performance of their crews.

8. By example, operations managers consistently demonstrate their commitment to improve station performance and to achieve station goals and objectives.

9. Operations line management is accountable for the training, qualification, and performance of operations personnel.

B. Management Direction and Expectations

1. Operations management direction, such as goals, initiatives, expectations, and priorities, p are effectively used to enable personnel to make decisions, take actions, and implement changes that contribute to safe and reliable plant operation and improved performance V

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INPO 97-002 OP.1 (includes alonservative approach toward ac,Whies affecting the reactor core and safety &

W systems).

2. Operations management expectations for the shift manager's presence and role in the control room during plant transients are clearly communicated, including the need to manage distractions so operating crews are appropriately supervised to mitigate plant transients.

3. Goals are established to challenge the organization to continuously improve. Results are measurable and are periodically evaluated to determine effectiveness.

4. Strategic direction for maintaining and continually improving performance is established and clearly communicates to personnel the priorities for long-term and near-term perfo<mance operations.

5. Priorities for daily activities are clearly communicated to affected personnel.

6. Operations managers reinforce individual ownership through delegation of authority.

Personnel are actively encouraged to admit errors, seek help when needed, and assume responsibility for their decisions and actions, as well as to develop methods to improve safety, reliability, quality, and productivity.

7. Administrative controls are implemented for operations activities that affect safe and reliable pfint operation. Examples of activities that should be controlled include shift g

turnovers, equipment isolation, use of operator aids, and use of jumpers and lifted leads. W

8. Contract and other nonplant personnel working in the operations organization use the same (or equivalent) station-approved policies, procedures, and controls and the same quality standards as station operations personnel.

C. Planning and Implementing

1. Operations managers ascertain that staffing and resources are sufficient, including that

, operations personnel have requisite knowledge, skill, and proficiency to accomplish tasks to achieve safe and reliable plant operation.

2. The operations organizational structure is clearly defined. Responsibilities and authorities of each position are understood.

3. Tasks, responsibilities, authorities, expectations for performance, and interfaces for nonplant personnel are clearly defined and understood.

4. Interfaces with supporting groups, including corporate, are clearly defined and understood.

5. Changes to operating crew personnel are systematically planned.

6. Resource needs, such as personnel, capital, equipment and parts, and information, are identified and integrated into business plans.

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7. Changes to plant equipment, procedures, and processes are planned and implemented systematically to improve safe and reliable plant operation. Change objectives, responsibilities, and implementation schedules are clearly communicated to affected  ;

personnel, and appropriate training is provided.

8. Change initiatives are managed and coordinated.

D. Monitoring and Assessing

1. Operations managers routinely monitor, observe, and assess operations work activities and plant conditions to maintain and reinforce high standards of performance. These -

activities include the following:

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e operations work practices and human per ormance

. work management implementation e training and qualification e plant status control and configuration control e change initiatives implementation e industrial safety and radiological protection e equipment performance and materiel condition a services provided by outside organizations, such as contractors and vendors

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2. Meaningful indicators are established and used to improve operations performance.

3. Operations managers frequently interact with station personnel to teach, to coach, and q

to guide their development.

4. Line operations managers periodically observe simulator and operation activities to identify and correct problems and to verify adherence to station policies and procedures.

E. Follow Up, Reinforcement, and Feedback

1. Operations managers initiate changes and corrective actions as necessary to improve the-performance effectiveness of personnel, processes, and equipment.

2. Operations managers acknowledge the accomplishments of others and the importance of individual contributions to overall performance. Operations managers reinforce behaviors that improve performance.

3. Operations managers coordinate resources to accomplish goals and objectives safely and reliably. Adjustments are made and corrective actions are taken to accomplish goals.

Timely corrective actions are taken when adverse conditions or trends are identified.

4. Operational problems, including events and materiel deficiencies that affect plant s

operations, are effectively tracked, investigated, and reviewed periodically for timely resolution.

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' CONDUCT OVOPERATIONS g!

PERFORMANCE OBJECTIVE j Operational activities are conducted in a manner that results in safe and reliable plant operation.

Reactor safety is foremost in plant operations.

CRITERIA A. A conservative approach to operations involving core reactivity changes is demonstrated.

Control rods are withdrawn only in a deliberate, careful manner, while the reactor responses are monitored.

B. Operators demonstrate an understanding of reactor theory and other fundamental topics, equipment operation, and policies and procedures applicable to the position held and apply this understanding in operational decision-making.

C. Operators are attentive and responsive to plant parameters and conditions. Scheduled activities and other potential distractions are managed to reduce simultaneous activities and avoid overloading control room personnel, such that operators remain focused on their reactor safety responsibilities.

D. Control room' activities are conducted in a businesslike and professional manner. Control room access is-limited, and access to the " controls" area is restr;cted to authorized personnel.

E. Shift personnel accurately transfer information during turnovers.

F. Safety systems are maintained operable and reliable to the maximum extent possible. When safety systems are bypassed, controls are established to maintain plant safety and minimize risk. Shift supervision approval is required to bypass or place safety systems and functions out of service.

G. Operator activities are performed by or under the direct supervision of personnel who have completed formal qualification for the tasks.

H. The operating conditions of plant equipment are effectively monitored. Plant equipment i

deficiencies are evaluated and prioritized so equipment is restored to full capability in a timely manner.

I. The number of alarms that are normally in a lighted or alarmed condition during power operation is maintained as low as possible. Operators are able to differentiate between annunciator lights that provide status information and those that indicate alarm conditions.

J. Postscram reviews are conducted prior to restart. Restart criteria and decision authority are established and followed.

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V K. Multiple or diverse instrumentation, measurements, and readings are used, as appropriate, to confirm plant operations are proper. Defective or out-of-tolerance equipment is identified and corrected in a timely manner.

L Operational events, including unexpected plant transients or abnormal conditions, are investigated to determine root causes. Effective corrective actions are taken in a timely manner.

f M. Trends from analysis of nonconsequential events are used to identify and correct underlying issues that rnay cause more significant events.

N. Plant evolutions and testing are properly authonzed by station management and are controlled by qualified operations personnel.

O. Operations activ; ties are planned and conducted in a manner that keeps radiation dose as low as reasonable achievable and minimizes the spread of contamination.

P. Operational and testing activities are conducted in accordance with approved procedures. j When appropriate, pre-evolution training and pre- and post-evolution briefings are held to i communicate responsibilities and review lessons learned.

Q. Shift technical advisors effectively support the operating shift organization and provide O

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assistance during off normal situations.

j R. Oral communications are clear, concise, and understandable. Methods and terminology are consistent among shift crews. Appropriate feedback 'is used to verify transmitted information.

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' OPERATOR KNOWLEDGE AND SKILLS g PERFORMANCE OBJECTIVE Operators are trained and qualified to possess and apply the knowledge and skills needed to support safe and reliable plant operation.

CRITERIA A. Operations personnel capabilities and aptitude meet established entry criteria for their assigned positions. Selection policies are established to evaluate the aptitudes of new personnel to fill more senior positions in operations or other departments.

B. Operators understand the significance of actions that change reactor core reactivity and are aware of the potential for fuel damage from changes in reactivity.

C. Operators possess job-related knowledge and skills in areas such as the following:

1. station policies and procedures regarding control rod manipulations and other actions that affect core reactivity

2. plant technology, systems, and procedures and bases

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3. nuclear power fundamental concepts and applications

4. general information and functions such as plant layout, reporting relationships, communication methods, document and procedure issue and revision, records management, material procurement, design and configuration changes, and industrial safety practices

5. operating practices including administrative and watchstanding activities, diagnostics and transient response, supervisor roles, teamwork and communications skills, and mitigating core damage

6. application of appropriate lessons learned from operating experience

7. sitev ide normal and emergency power supplies; normal, alternate, and emergency distribution schemes; and the impact of electrical transients on the plant in operating, startup, and shutdown modes

8. radiological protection theory and techniques, including as low as reasonably achievable applications

9. application of appropriate lessons learned from operating experience and risk analyses D. On-the job training and evaluation criteria are identified, completed, and documented before personnel are assigned to perform tasks independently.

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V E. Trainees perform manipulations affecting core reactivity only under the direct supervision of a licensed operator.

F. Continuing training addresses plant equipment and procedure changes; the effect on operator practices and proficiency from extended operating cycles or reduction in reactor startups and l shutdowns; infrequently used and difficult skills; knowledge and skill weaknesses; lessons learned from operating experience; and risk analysis insights, such as important potential accident sequences and associated critical operator actions.

I G. Training and evaluation methods and standards are sufficient to verify trainee competence for assigned functions.

1 H. Initial and continuing training, including programs to develop supervisory skills, are effectively implerr.ented.

1. Operators are aware of the effect of rmat procedure changes and plant modifications on plant operations.

J. Operators are capable of recognizing abnormal plant conditions and performing tasks during normal, off-normal, and emergency conditions.

K. Operators are capable of identifying and analyzing indications of abnormalities and unusual pd conditions or trends. 2 L Each operating shift crew functions effectively as a team in handling routine and emergency situations and evolutions.

l M. Facilities, equipment, and tools are provided and inaintained to effectively support training activities.

N. Simulators are used effectively to train crews for control room operation.

O. Contract and other nonplant operators for systems such as radioactive waste processing possess the knowledge and skills equivalent to those of station operators for their assigned functions and are task qualified prior to independent work assignment.

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INPO 97-002 OP.4 OPERATIDNS PROCEDURES AND DOCUMENTATION g PERFORMANCE OBJECTIVE Operations procedures and documents are clear and technically accurate, provide appropriate direction, and are used to support safe and reliable plant operation.

CRITERIA A. The preparation, review, approval, and revision of procedures and documents are properly controlled and timely. Revisions to procedures are incorporated before the modified equipment is released for operation.

B. Technical guidance is incorporated into plant operating procedures irom applicable source documents, such as the owners group or plant-specific emergency procedure guidelines, planet->pecific risk analyses, and vendor technical manuals.

C. Emergency and abnormal operating procedures and emergency plan implementing procedures guide the operating crews in responding to casualties.

D. Procedures are clear and concise and contain sufficient information for users to understand and perform their activities. Necessary elements include the following:

1. Technical details such as setpoints, control logic, and equipment numbers are correct and consistent among procedures, drawings, valve lineup sheets, and system descriptions.

2. Procedures specify portions or steps of other documents that are to be used or referenced when a procedure is performed.

3. Human factors considerations, such as the sequence of proced.ure steps and the placement of notes and caution statements, are incorporated into procedures to reduce the likelihood of error.

4. Risk management techniques and operating experience are incorporated into procedures, as appropriate, to reduce plant risk.

E. Applicable procedures reflect a conservative approach to safe and reliable plant operation, including evolutions that affect reactivity.

F. New and revised procedures are reviewed for technical accuracy prior to initial use and are verified and validated for correctness and usability prior to and during initial use. Fuil-scope control room simulators are used to validate operating procedures, as appropriate.

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INPO 97-002 OP.4 O

V G. A policy governing the use of procedures is implemented. The policy includes the following:

1. directions for when procedures are to be used as general guidance, are to be followed i step-by-step, or need to be signed off for each step l

2. directions for when a procedure must be physically at the job site

3. actions to be taken when procedures conflict or are inadequate for the intended tasks or when unexpected results occur 4, actions to be taken when a procedure activity is interrupted ,

5. authorization to deviate from written procedures during an emergency if necessary to protect personnel and equipment, and the controls needed for such deviation a

H. Temporary procedure changes, if used, are effectively controlled, including the following:

1. appropriate review and authorization prior to use

2. user awareness of temporary changes

3. timely incorporation into permanent revisions, when appropriate

( l. Procedures, documents, drawings, and other work-related references are readily accessible, authorized, clearly identified, controlled, technically accurate, and up to date.

J. Operational aids reflect procedure guidance.

K. Procedures are periodically reviewed for technical accuracy, human-factors considerations, and inclusion of lessons learned from operating experience or risk analysis.  !

- L. Procedure users are encouraged to provide feedback to procedure writers to identify such items as inaccuracies, difficulties in use, and suggestions for improvement.

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DPERATIONS FACll.lTIES AND EQUIPMENT l PERFORMANCE OBJECTIVE Facilities and equipment effectively support safe and reliable plant operation.

CRITERIA A. Physical characteristics, environmental conditions, and maintenance of plant control stations support safe and reliable operation.

8. The plant and work areas are maintained in a clean and orderly condition.

C. Tools, equipment, and consumable supplies are available to support work.

D. Plant eq'iipment is accessible for operation and monitoring. Fixed local area hoists, ladders, and work platforms are provided, as needed.

E. Communications equipment is provided and available to support operational activities during all phases of plant operation.

F. Plant equipment,.and associated components are properly labeled with sufficient information for easy identification.

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INPO 97 002 PS O i l

PLANT STATUS AND CONFIGURATION CONTROL

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PLANT STATUS AND CONFIGURATION CONTROL PERFORMANCE OBJECTIVE Station activities are effectively managed so plant operation and configuration conform to the design and remain within the bounds of analyzed conditions.

CRITERIA A. Plant Status Control

1. Operations personnel are cognizant of the status of plant systems and equipment l under their control and of the proximity to operational restrictions and design limitations (safe operating envelope).

2. Operators maintain a focus on important plant parameters during normal and off. l normal situations and identify and address conditions that may be moving plant (

parameters outside the safe operating envelope.

3. Operations personnel authorize activities that affect the status of installed systems and equipment.

p l 4. Operations personnel are responsible for assessing the operability of important equipment. Information about equipment deficiencies, existing plant configuration, and the design and safety bases for the equipment is used in the assessment. Other personnel, such as in engineering, maintenance, or chemistry, provide technical support for the assessment.

5. Policies and procedures for controlling plant status are effectively implemented.

Provisions for special situations, such as refueling, extended outages, and postaccident recovery, are included.

6. Controls for infrequently performed tests and evolutions maintain the plant within the design basis. Procedures used to control infrequently performed tests and evolutions are reviewed for safety concerns before each test or evolution. Prior training and walkthrough of procedures by the affected personnel verify the controls and identify appropriate contingency actions. Pre-evolution briefings are conducted.

7. The position of valves important to safe and reliable operation are known and '

accurately recorded. Administrative controls for locked valves prevent unauthorized and inadvertent operation while allowing access for off-normal operation. ~

r~s 8. Independent (or concurrent, if appropriate) verification of component position is (j performed for equipment important to safe and reliable plant operation:

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INPO 97-002 PS.1

9. Checkhts or other comparable mediis are used to verify that proper conditions ',

are established for each mode of plant operation and for mode changes.

10. Procedures are implemented to control the placement of caution, warning, information, and other similar tags on plant equipment and operator aids in the plant.

11. Procedures are implemented to control the placement, removal, and periodic review of temporary modifications for equipment, such as electrical jumpers, lifted leads, mechanical jumpers, hoses, pipe blanks, and spool pieces.

B. Configuration Control

1. The design authority is clearly defined, including organizational responsibilities and scope of application. Interfaces are controlled to coordinate design change activities.

2. The design control process is defined and communicated and is understood by affected personnel.

3. Operational specifications and restrictions imposed by the plant design, including core design and risk analyses, are appropriately communicated to the operators and incorporated into station operating programs, procedures, j practices, and training.

4. Conservative margins to core operating limits are maintained for new core designs and reactor core reloads through effective interfaces among corporate, station, and vendor personnel.

5. Plant design and status documents are accurate and accessible to station personnel.

6. Lessons learned from user feedback, maintenance history, operating experience, and risk analyses are used to improve configuration control processes.

7. Modification designs undergo interdisciplinary technical reviews, and the results )

I are incorporated into the plant design basis.

8. Each modification is planned, scheduled, and tracked throughout design, I installation, testing, turnover to operations, training of affected personnel, and completion of document revisions.

9. Temporary modifications are controlled and periodically reviewed for continued need. The number of temporary modifications is minimized. Those needed on a l permanent basis are converted in a timely manner. l l

10. Designs and supporting information, including computer software and special or unique calculations, are verified and approved prior to use.

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O d 11. Design field changes receive technical reviews and approvals similar to the original.

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12. Documents affected by plant modifications -- such as drawings, procedures, and equipment indexes commonly used for system operation, tagouts, and i

maintenance -- are updated before the modifications are :arned over to operations.

13. The as-built configuration of modified systems is verified.

14. Defense-in-depth is established in the plant design by a series of barriers to safeguard safety functions and the plant safety analyses. Risk analyses are used to complement defense-in-depth.

15. Personnel are trained on changes prior to operating or maintaining modified equipment. Affected procedures, operational drawings, and work documents are revised before modified equipment is operated or maintained.

16. Modifications of station simulators and training materials should coincide with or

't precede the modification of the station.

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INPO 97-002 WM O

WORK MANAGEMENT O '

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1 (v WORK MANAGEMENT PERFORMANCE OBJECTIVE Work is identified and selected based on value to maintaining safe and reliable plant  !

operation. Work is planned, scheduled, coordinated, controlled, and supported with resources for safe, timely, and effective completion.

w CRITERIA A. Work identification and Selection

1. Equipment deficiencies and work activities are identified using a simple, efficient  !

method. Necessary elements include the following:

a. Shift operating personnel are notified of deficiencies and work activities that potentially affect equipment performance or operability.

b. Equipment deficiencies are identified early to avoid further degradation and to support resolution using routine or simple corrective actions. Affected personnel are informed of the equipment condition.

c. Requested work activities and equipment deficiencies are clearly described

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b so the work scope, significance, and need can be evaluated.

2. Work activities are evaluated and then selected based on their value to the safe, i reliable, and efficient operation of the plant, using judgment, operating experience, and plant-specific safety analyses. The evaluation is performed by knowledgeable personnel using approved criteria and guidelines.

3. Criteria are established to identify which work activities can be. performed without detailed reviews, approvals, documentation, planning, or scheduling.

These criteria provide a means to enhance efficiency without compromising nuclear safety, plant reliability, and personnel safety.

4. Requested and approved work activities are tracked until dispositioned. The status of incomplete and pending work activities is maintained and readily accessible.

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5. Pending work activities are periodically reviewed for continued need.

6. Engineering work and modification requests are screened and approved based on value to the station and alignment with utility and station long-term performance goals.

/m 7. ' Modifications and major maintenance activities are integrated into a long-range b plan that identifies appropriate staffing and budget resources.

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8. Identification and selection of workactivities incorporate applicable lessons learned from operating experience.

9. Significant lessons learned are shared with the industry.

B. Work Planning

1. Work planning is performed by knowledgeable personnel using approved criteria and guidelines that include factors such as the following:

a. operational configuration constraints

b. materials, tools, work duration, and manpower needs

c. intra- and interdepartmental coordination

d. special training

e. equipment testing for functionality and operability following maintenance or modifications

f. radiological protection and industrial safety considerations for worker and equipment protection

g. special engineering features (such as fire or flood barriers, temporary staging, and shielding)

h. previous work history

i. quality control considerations

j. industry operating experience

2. Work planning for on-line and outage maintenance, modification, and testing activities incorporates the above factors and the following:

a. contingency plans to the extent practical to restore equipment to service if redundant or backup equipment becomes unavailable or if emergent problems occur during maintenance

b. compensatory actions to reduce event initiators or augment mitigation .

systems when removal of a system or component from service would result in a significant increase in risk

c. analysis insights and techniques to help quantify risk and support defense-in-depth and risk management 56

INPO 97-002 WM.1 D

(d 3. Emergent work activities are evaluated for impact on defense-in-depth and scheduled activities and resources.

4. The level of work planning detail and instructions is based on the complexity and safety significance of the activity and takes into consideration the training, experience, and skills of the workers.

5. Tools, equipment, materials, and parts are identified sufficiently early in the planning process to support the schedule.

6. Clearly defined postmaintenance and postmodification testing criteria are identified that include the following:

a. written and approved test instructions or procedures, including prerequisites

b. sufficient test scope to verify that work has corrected the deficiency

c. quantitative test acceptance criteria, where appropriate

7. Troubleshooting activities are planned using a systematic method to identify the causes of equipment problems. Where appropriate, such activities are controlled by work documents or instructions that have appropriate approvals, limitations, and precautions on the scope and boundaries of the activities and control over configuration changes.

8. Planning incorporates applicable lessons learned from operating experience.

9. Significant lessons learned are shared with the industry.

C., Scheduling and Coordination

-1. Work activities are analyzed and scheduled to maintain defense-indepth and manage risk.

2. Emergent work activities are evaluated for inclusion in the work schedule considering inoperable and out-of-service equipment, the impact on defense-in-depth and risk effect, and the disruption of scheduled activities and resources.

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3. Long range plans are implemented to optimize availability, reliability, and operability of important plant equipment. 1

4. Work activities are scheduled to allow preparation and coordination among participating organizations.

5. Related and similar work ~ activities are scheduled concurrently or sequentially, as appropriate, to optimize use of resources and minimize impact on plant status and status changes. .

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6. Integra7ed scheduling is used to coordinate work activities, maintain defense-in- ,

depth, manage risk, and align priorities. ' Milestones and schedule freeze dates are established and used to monitor schedule adherence. I Work is scheduled to allow personnel to perform prejob activities such as work l 7.

package familiarization walkdowns and to interact with cognizant personnel so that timely changes can be made.

8. The integrated schedule is periodically assessed and adjusted to resolve conflicts and reduce risk. Schedule changes are evaluated against predefined criteria with management approval.

9. Work schedules are tailored to the users and provide information necessary to effectively coordinate the work.

10. Scheduling and coordination incorporate applicable lessons learned from operating experience and plant risk analyses.

11. Significant lessons learned are shared with the industry.

D. Resource Availability

1. Sufficient personnel, with the appropriate training and qualification, including specialty expertise, are available to support scheduled and other work activities.

2. Materials and parts meet quality and design specifications and are available to support scheduled and other work activities. Necessary elements include the following:

a. Procurement sources and services are selected and approved based on vendor qualifications and performance.

b. Nonconforming and damaged materials and parts are controlled to prevent unauthorized use.

c. Methods are established to acquire replacement materials and parts not available from the original supplier. Engineering support is provided to qualify substitutions that affect plant configuration.

t d. Traceability of safety-related materials and parts is maintained.

e. Safety-related parts and radioactive material are properly controlled, segregated, and identified in storage areas,

f. The quality of stored equipment, materials, and parts is maintained by means '

such as environmental and shelf-life controls and preventive maintenance.

g. Issued materials and parts are controlled and are returned to storage if not used.

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INPO 97-002 WM.1

h. Equipment, materials, and parts brought in by nonplant personnel are subject to inspection, storage, and issue controls equivalent to items received through normal processes,

i. Flammable and hazardous materials are identified, segregated, and controlled during receipt inspection, storage, issue, and disposal or return to storage.

3. Facilities and equipment such as lifting equipment, scaffolding, and tools are available to support the integrated schedule and other work activities safely and effectively.

E. Implementation and Control of Work

1. Work is implemented and controlled such that Mrsonnel qualifications, procedure guidance, and supervision are commensurate with the complexity and j importance of the activity to nuclear sdety and reliability.

2. Prior to implementing work activities, involved personnel are aware of applicable lessons learned from operating experience and plant risk analyses and have planned countermeasures to minimize the potential for repetitive problems.

,O ' 3. Information management systems are simple and efficient and incorporate human factors considerations that suppo.1 the timely communication, coordination, approval, and control of work activities. .j

4. Equipment configuration changes to protect people, equipment, and the environment during work activities such as safety tagging are effectively controlled, implemented, and verified.

5. . Work backlogs are maintained at a manageable level that supports safe and reliable station operation.

6. Effective radiation and contamination work controls are implemented to maintain  !

radiation dose as low as reasonably achievable,Lminimize personnel contamination, and prevent the unnecessary generation of solid radioactive i waste. Personnel are aware of radiological conditions and have sufficient l knowledge to make informed decisions. l

7. Work conditions are maintained and industrial safety work controls are used to achieve a high degree of personnel safety.

8. Equipment removal from service for maintenance, modification, or testing is authorized by operations personnel based, in part, on plant / system conditions and configuration in conjunction with the work schedule supported by safety analyses. Operations personnel maintain cognizance of maintenance,,

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modification, and testing activities.

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9. Field changds to maintenance, mopfteation, or testing activities receive technical reviews and approvals similar to the original.

10. Maintenance, modification, and testing job sites are maintained in a clean, orderly condition.

11. Infrequently performed tests or evolutions are conducted using established controls that address the criteria for and guidance covering the development, review, and preparation of these activities.

12. Controls are established to prevent foreign material intrusion from affecting equipment performance.

13. Prejob and postjob briefings are used to promote effective work performance.

14. Postmaintenance and postmodification tests are conducted to verify that work was performed correctly and that equipment functional and operational criteria were met.

15. Out-of-service equipment is repaired and returned to service in a timely manner.

16. Maintenance, modification, and testing activities are properly documented.

17. Work statusis accurate and accessible for review and follow up.

18. Significant iessons learned are shared with the industry.

19. Work completed is compared to work planned and scheduled to identify improvement opportunities.

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INPO 97-002 MA O i MAINTENANCE M A.1 MAINTENANCE MANAGEMENT AND LEADERSHIP M A.2 CONDUCT OF MAINTENANCE l

M A.3 MAINTENANCE PERSONNEL KNOWLEDGE AND SKILLS M A.4 MAINTENANCE PROCEDURES AND DOCUMENTATION M A.5 MAINTENANCE FACILITIES AND EQUIPMENT O

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l INPO 97-002 M A.1 D MAINTENANCE MANAGEMENT AND 1.EADERSHIP U' .

l PERFORMANCE OBJECTIVE Maintenance managers, by leadership, commitment, and example, establish high standards of performance and align the inaintenance organization to effectively implement and control maintenance activities.

CRITERIA A. Leadership and Accountability

1. High standards of performance are established and reinforced for maintenance activities.

Personnel are held accountable for implementing these standards. Shortfalls in meeting expectations are evaluated, understood, and addressed promptly.

2. Maintenance managers demonstrate a broad knowledge of their areas of responsibility and effectively integrate maintenance organization actions with the functions and activities of other appropriate station and corporate organizations.

3. Maintenance managers mo'ivate personnel to improve performance by taking initiative and eliminating inappropriate barriers.

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4. Personnel throughout the organization are aligned to achieve common goals.

5. By example, managers consistently demonstrate their commitment to improve station performance and to achieve station goals and objectives.

6. Maintenance line management is accountable for the training, qualification, and performance of maintenance personnel.

B. Management Direction and Expectations

1. Maintenance management directions, such as goals, initiatives, expectations, and priorities, are effectively used to enable personnel to make decisions, take actions, and implement changes that contribute to safe and reliable plant operation.

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2. Goals are established to challenge the organization to continually improve. Results are l measurable and are periodically evaluated to determine effectiveness.

3. Strategic direction for improving performance is established and clearly communicates the priorities for long term and near-term performance to maintenance personnel.

4. Priorities for daily activities are clearly communicated to affected personnel.

5. Maintenance managers reinforce individual ownership through delegation of' authority. 1

('i Personnel are actively encouraged to admit errors, seek help when needed, assume 1

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responsibilily for their decisions and actions, and develop methods to improve safety, reliability, quality, and productivity.

6. Administrative controls are implemented for activities that affect safe and reliable plant operations. Examples of activities that should be controlled include job turnovers, use of procedures, use of special tools and lifting equipment, and use and traceability of measuring and test equipment.

7. Contract and other nonplant personnel working in the maintenance area use the same (or equivalent) station-approved policies, procedures, and controls and the same quality standards as station maintenance personnel.

C. Planning and implementing

1. Maintenance managers ascertain that staffing and resources are sufficient, including that maintenance personnel have requisite knowledge, skill, and proficiency to accomplish j tasks to achieve safe and reliable plant operation. 1 l

2. The maintenance organizational structure is clearly defined. Responsibilities and authorities of each position are understood. j 1

3. Tasks, responsibilities, authorities, expectations for performance, and interfaces for nonplant p_ersonnel are clearly defined and understood.

4. Interfaces with support groups are clearly defined and understood.

5. Future resource needs, such as personnel, capital, equipment and parts, and information, are identified and integrated into business plans.

6. Changes to plant equipment, procedures, and processes are planned and implemented systematically to improve safe and reliable station operation. Change objectives, 1 responsibilities, and implementation schedules are clearly communicated to affected j personnel, and appropriate training is provided. 4

7. Change initiatives are managed and coordinated.

D. Monitoring and Assessing Maintenance managers routinely monitor, observe, and assess maintenance work j 1.

activities and plant conditions to maintain and reinforce high standards of performance.

These activities include the following:

. maintenance work practices and human performance j

. work management implementation

. training and qualification

. plant status control and configuration control

) e change initiatives implementation ,

e industrial safety and radiological protection 64 j

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INPO 97-002 M A.1 d e equipment performance and materiel condition h

• Services provided by outside organizations, such as contractors and vendors

2. Meaningful indicators are established and used to improve maintenance performance. l l

3. Maintenance managers frequently interact with station personnel to teach, to coach, and to guide their development.

l E. Follow Up, Reinforcement, and Feedback

1. Maintenance managers initiate changes and corrective actions to improve the performance effectiveness of personnel, processes, and equipment.

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2. Maintenance managers acknowledge the accomplishments of others and the importance of individual contributions to overall performance. Maintenance managers reinforce behaviors that improve performance.

3. l,taintenance managers coordinate resources to accomplish goals and objectives safely and reliably. Adjustments are made and corrective actions are taken to accomplish goals.

Timely corrective actions are taken when adverse conditions or trends are identified.

4. Maintenance problems, including events and materiel deficiencies that affect plant ,

operations and maintenance effectiveness, are tracked, investigated, and reviewed periodically for timely resolution.

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CONDUCT OFMAINTENANCE O

PERFORMANCE OBJECTIVE Maintenance is conducted in an effective and efficient manner so equipment performance and materiel condition effectively support safe and reliable plant operation.

CRITERIA A. Personnel exhibit professionalism and competence in performing assigned tasks that consistently result in quality workmanship.

B. Maintenance is performed by or under the direct supervision of personnel who have completed applicable qualification for the tasks to be performed.

C. Personnel seek appropriate guidance before proceeding when uncertainties or unexpected conditions arise.

D. Maintenance personnel accurately transfer pertinent information during turnovers.

E. Personnel identify and pursue corrective action for human performance and plant deficiencies with a goal of, maintaining equipment performance and materie; condition to support safe and reliable plant operation.

F. Maintenance work is properly authorized, controlled, and documented. Documentation O j includes sufficient details of as-found and as-left conditions of the equipment and work performed.

G. Wbrk activities are performed in accordance with controlled procedures, instructions, and drawings. These documents provide appropriate instruction and details, are technically accurate, and are consistently used to perform maintenance in a safe, correct, and efficient manner. Craft and other maintenance personnel identify and provide timely feedback to correct procedure problems.

H. Effective maintenance practices, such as those listed below, are followed.

1. Work practices are technically sound.

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2. Proper tools and equipment are used.

3. Sound fundamental work practices, such as procedure adherence, tool usage, industrial safety, and radiological protection, are followed.

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4. Foreign materials and contaminants are excluded from open mechanical, electrical, and instrument and control systems and equipment. l

5. Work sites are maintained clean and orderly.

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1. Postmaintenance testing and postmodification testing are performed, results are reviewed, and corrective actions are taken as necessary before equipment is released for service, J. Maintenance rework is identified, documented, and trended. Actions to determine causes and corrective actions to prevent recurrence, including periodic reviews for generic implications and trends, are taken to reduce rework.

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r MAINTEN'ANCE PERSONNE[ KNOWLEDGE AND SKILLS O

PERFORMANCE OBJECTIVE ,

Maintenance personnel are trained and qualified to possess and apply the knowledge and skills needed to perform maintenance activities that support safe and reliable plant operation.

CRITERIA A. Maintenance personnel capabilities and aptitude meet established entry criteria for their assigned positions.

B. Maintenance personnel possess job-related knowledge and skills in areas such as the following:

1. general information and functions such as plant layout, reporting relationships, communications methods, document and procedure issue and revision, records management, material procurement, design and configuration change, and industrial safety practices

2. nuclear power fundamental concepts and applications tool and test equipment selection, inspestion, use, and care 3.

4. plant equipment fundamentals and effect of maintenance on plant systems O

5. component inspection, repair and adjustment techniques, procedure application, and quality requirements

6. plant specific application of appropriate lessons learned from operating experience

7. radiological protection theory and techniques, including as low as reasonably achievable applications

8. troubleshooting equipment problems C. On-the-job training and evaluation criteria are identified, completed, and documented before personnel are assigned to perform tasks independently.

D. Continuing training is implemented to maintain and enhance knowledge and skills and to address areas such as plant equipment and procedure changes, infrequently used and difficult skills, and lessons learned from operating experience.

E. Training and evaluation methods and standards are sufficient to verify trainee and contractor competence for assigned functions.

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INPO 97-002 M A.3

/ F. Initial and continuing training, including programs to develop and maintain supervisory

(]> skills, are effectively implemented.

G. Contract maintenance technicians and other nonplant maintenance personnel possess )

knowledge and skills equivalent to those of station maintenance personnel for their assigned I functions and are task qualified prior to independent work assignment.

H. Facilities, equipment, and tools are provided and maintained to effectively support training .

activities.

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INPO 97 002 MA.4 MAINhiNANCE PROCEDURES AND DOCUMENTATION I i

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PERFORMANCE OBJECTIVE Maintenance procedures and documents are clear and technically accurate, provide appropriate f direction, and are used to support safe and reliable plant operation.

CRITERIA A. The preparation, review, approval, and revision of procedures and documents are properly controlled and timely.

B. Documents used in lieu of procedures, such as excerpts from vendor manuals, receive sufficient review and approval to verify accuracy needed to support the intended use.

C. New and revised procedures are reviewed for technical accuracy prior to initial use and are ventied and validated for correctness and usability prior to and during initial use.

I D. Procedures are clear and concise and contain sufficient information for users to understand and perform activities effectively Necessary elements include the following: f 1

1. Technical details such as setpoints, tolerences, control logic, and equipment numbers are correct and consistent among procedures, drawings, valve lineup sheets, and system descriptions.

2. Procedures specify portions or steps of other documents that are to be referenced or used when a procedure is performed.

3. Human factors considerations, such as the sequence of procedure steps and the j placement of notes and caution statements, are incorporated into procedures to reduce j the likelihood of error. l

4. The level of detail in procedures is consistent with the training and qualification of the users.

E. Hold points, such as quality and radiological protection checks, are included in procedures as needed.

F. A policy governing the use of procedures is implemented. The policy includes the following.

1. directions for when procedures are to be used as general guidance, followed step-by- j step, or signed off for each step j

2. directions for when a procedure must be physically at the job site j 1

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I INPO 97-002 M A.4 s' 'N actions to be taken when procedures conflict or are inadequate for the intended task or (d 3.

when unexpected results occur

4. actions to be taken when a procedure activity is interrupted l

G. ' Temporary changes to procedures, if used, are controlled, including the following: J

1. appropriate review and authorization prior to use

2. user awareness of applicable temporary changes 1 i

3. timely incorporation into permanent revisions, when appropriate J H. Procedures, documents, drawings, and other work-related references are readily accessible, authorized, clearly identified, controlled, technically accurate, and up to date.

I. Maintenance instructional aids reflect procedure guidance.

J. Procedures are periodically reviewed for technical accuracy, human factors considerations, and inclusion of lessons learned from operatmg expenence.

4 accedure users are encouraged to provide feedback to procedure writers to identify such l items as inaccuracies, difficulties in use, and suggestions for improvement.

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MAINTENANCE FACILITIES AND EQUIPMENT PERFORMANCE OBJECTIVE Facilities and equipment effectively support maintenance activities.

CRITERIA A. Maintenance facility size and arrangement promote safe and effective work and training activities. Appropriate facilities are provided for work on radioactive components and hazardous materials.

B. Work area lighting and other environmental conditions promote safe and effective working conditions.

C. Work areas are maintained in a clean and orderly condition.

D. Tools, equipment, and consumable supplies are available to support work. Appropriate equipment is available for loading, lifting, and transporting equipment. l E. Suitable storage is provided for tools, supplies, and equipment. Special tools, jigs, and fixtures are ideptified and stored to permit ready retrieval.

F. Radioactively contaminated tools are segregated from clean tools to prevent cross-contamination. Reuse is stressed, when feasible.

G. Rigging equipment and scaffolding are identified, tested, and properly stored.

H. Facilities, equipment, and tools are maintained in good repair.

l. Measuring and test equipment is calibrated and controlled to provide accuracy and traceability. Out-of tolerance test equipment is removed from service. Plant equipment maintained with out-of-tolerance test equipment is evaluated in a timely manner for operability, and deficiencies are corrected as necessary.

J. Equipment is accessible for maintenance activities. Fixed local area hoists and work platforms are provided, as needed, to facilitate maintenance access to plant equipment.

K. Communications equipment is provided and is available to support maintenance activities.

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f) v EQUIPMENT PERFORMANCE AND MATERIEL CONDITION PERFORMANCE OBJECTIVE ,

Equipment performance and materiel condition support safe and reliable plant operation. This is l achieved using a strategy that includes methods to anticipate, prevent, identify, and promptly l resolve equipment performance problems and degradation.

CRITERIA A. Plant equipment operates on demand.

B. Personnel exhibit a low tolerance for equipment and materiel condition problems by identifying deficiencies and advocating resolution.

C. Equipment peiformance and plant materiel condition are measured and compared to established performance criteria. rerrormance criteria are established for equipment based on the importance to nuclear safety and plant reliability. These criteria address items such as the following:

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1. safety system performance, including reliability and availability j

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2. shutdowns, generation losses, and outage extensions l

3. integrity of barriers to the release of radioactive and fissile materials

4. equipment problems that challenge the ability of operations personnel to control the {

plant and respond to transients {

5. thermal performance l

6. visible materiel condition and equipment leaks 1 1

D. Equipment performance monitoring is used to detect problems and degrading performance.

Performance monitoring activities include the following:

! 1. surveillance testing and in-service inspections using specific acceptance cr;teria i 2. testing under as found conditions that simulate, as nearly as practical, actual expected operating conditions

3. collection and analysis of performance data and predictive monitoring information, such as thermal, hydraulic, chemical, electrical, acoustical, vibration, and mechanical parameters 3 4. routine inspections and walkdowns

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5. analysis of perfo7mance history and trends

6. aggregate reviews and analyses of performance data to determine equipment operability and availability E. Predictive maintenance and preventive maintenance are performed on equipment and spare parts to improve equipment performance. The frequency and type of predictive and preventive maintenance are adjusted based on operating experience, results of reliability analyses, changes in operating conditions and environment, and vendor recommendations.

F. Surveillance, predictive, and preventive maintenance activities have a technical basis to support equipment performance analysis and changes to the activities.

G. Deviations from scheduled predictive and preventive maintenance are infrequent and are justified arid authorized by designated management.

H. Instruments and controls are operational and calibrated within established criteria.

1. Equipment is pratected against the effects of environmental conditions, such as humidity, temperature, dust, and seismic shock.

J. Chemistry controls are established and implemented to preserve equipment. Specific response actions are established for out-of-specification chemistry conditions.

K. Temporary repaits are evaluated, controlled, and tracked. The use of temporary repairs is minimized, and permanent repairs are made at the earliest reasonable opportunity.

I L The causes of equipment problems are determined, and corrective actions are implemented and verified for effectiveness. In-depth analysis of equipment failures is commensurate with the importance to plant safety and reliable performance and the likelihood for recurrence.

M. Equipment problems receive appropriate attention and timely resolution, based on priorities established through the work management process. Technical support is available to resolve equipment problems.

I N. Repetitive equipment failures are promptly identified and aggressively pursued to resolution.

l O. Component-based operating experience information is shared with the industry, as appropriate, through the Equipment Performance and Information Exchange (EPIX).

P. Industry operating experience and EP!X data are used to improve equipment performance and overall plant safety and reliability.

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ENGINEERING l

EN.1 ENGINEERING MANAGEMENT AND LEADERSHIP EN.2 CONDUCT OF ENGINEERING EN.3 ENGINEERING PERSONNEL KNOWLEDGE AND SKILLS I

I EN.4 ENGINEERING PROCEDURES AND DOCUMENTATION EN.5 REACTOR ENGINEERING AND FUEL MANAGEMENT i t

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INPO 97-002 EN.1 m

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ENGINEERING MANAGEMENT AND LEADERSHIP PERFORMANCE OBJECTIVE l Engineering managers, by leadership, commitment, and example, establish high standards of j performance and align the engineering organization to effectively implement and control engineering activities.

CRITERIA A. Leadership and Accountability

1. High standards of performance are established and reinforced for engineering activities.

Personnel are held accountable for implementing these standards. Shortfalls in meeting expectations are evaluated, understood, and addressed promptly.

2. Engineering managers are the guardians of plant safety and design bases and protect station safety margins.

3. Engineering managers demonstrate a broad knowledge of their areas of responsibility and effectively integrate engineering organization actions with the functions and activities of x other appropriate station and corporate organizations.

4. Engineering managers motivate personnel to improve performance by taking initiative and eliminating inappropriate barriers.

S. Personnel throughout the organization are aligned to achieve common goaF

6. By example, managers consistently demonstrate their commitment to improve station performance and to achieve station goals and objectives.

7. Engineering line management is accountable for the training, qualification, and performance of engineering personnel. j B. Management Direction and Expectations

1. Engineering management direction, such as goals, initiatives, expectations, and priorities, are effectively used to enable personnel to make decisions, take actions, and implement changes that contribute to safe and reliable plant operation.

2. Goals are established to challenge the organization to continually improve. Results are measurable and are periodically evalured to determine effectiveness.

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3. Strategic direction for maintaining and improving personnel and equipment performance l i

is established and clearly communicates long-term and near-term priorities to engineering personnel.

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4. Priorities for daily activities are clearly commufiIcated to affected personnel.

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5. Engineering managers reinforce individual ownership through delegation of authont Personnel are actively encouraged to admit errors, seek help when needed, and arsw responsibility for their decisions and actions, as well as to develop methods to impn safety, reliability, quality, and productivity.

6. Administrative controls are effectively implemented in the conduct of engineering activities that affect safe and reliable plant operation. Examples of activities that should be controlled include turnover of system responsibilities and implementation of configuration controls.

7. Contract and other nonplant personnel working in the engineering area use the same (or equivalent) station-approved policies, procedures, and controls and the same quality standards as station engineering personnel.

C. Planning and implementing

1. Engineering managers ascertain that staffing and resources are sufficient, including that engineering personnel have requisite knowledge, skill, and proficiency to accomplish tasks to achieve safe and reliable plant operation.

2. The engineering organizational structure is clearly dehned. Responsibilities and authorities of each position are understood.

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3. Tasks, responsibilities, authorities, expectations for performance, and interfaces are clearly defined and are understood by nonplant personnel.

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4. Interfaces with support groups are clearly defined and understood.

5. Resource needs, such as personnel, capital, equipment and parts, and information, are identified and integrated into business plans.

6. Changes to plant equipment, procedures, and processes are planned and implemented systematically to improve safe and reliable plant operation. Change objectives, responsibilities, and implementation schedules are clearly communicated to affected personnel, and appropriate training is provided.

7. Change initiatives are managed and coordinated.

D. Monitoring and Assessing

1. Engineering managers routinely monitor, observe, and assess engineering work activities and plant conditions to maintain and reinforce high standards of performance. These activities include the following:

• engineering work practices and human performance

. work management implementation

. training and qualification 80

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6 INPO 97 002 EN.1 l

() plant status control and configuration control (

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. change initiatives implementation

. industrial safety and radiological protection

. equipment performance and materiel condition

. services provided by outside organizations, such as contractors and vendors

2. Meaningful indicators are established and used to improve engineering performance.

3. Engineering managers frequently interact with personnel to teach, to coach, and to guide j their development.

E. Follow Up, Reinforcement, and Feedback

1. Engineering managers initiate changes and corrective actions to improve the performance of personnel, processes, and equipment.

2. Engineering managers acknowledge the accomplishments of others and the importance of individual contributions to overall performance. Engineering managers reinforce behaviors that improve performance. ,

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3. Engineering managers coordinate resources to accomplish goals and objectives safely and reliably. Adjustments are made and corrective actions are taken to accomplish goals.

fg Timely corrective actions are taken when adverse conditions or trends are identified.

V 4. Engineering problems, including events and materiel deficiencies that affect plant operation, are tracked, investigated, and reviewed periodically for timely resolution.

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INPO 97-002 EN.2 CONDUCT OF ENGINEERING PERFORMANCE OBJECTIVE Engineering activities are conducted such that equipment performance supports safe and reliable plant operation. Engineering provides the technical information necessary for the plant to be operated and maintained within the operating envelope defined by plant safety analyses, design, and design basis.

CRITERIA A. Engineering personnel are actively involved in plant operational activities, such as identifying, analyzing, and resolving conditions that can impact the plant design basis and safety analyses.

B. Personnel demonstrate and reinforce in others expected culture behaviors, such as respect for the reactor core, a questioning attitude, and personal integrity.

C. Engineering activities are performed by or under the direct supervision of personnel who have completed applicable educational and qualification guidance for the tasks to be performed.

D. Engineering personnel use technical information, such as design analyses, operating experience information, safety analyses, and fundamental engineering principles, to provide recommendations on plant operations.

E. Engineering personnel support station outage goals for scope, efficient use of resources, maintenance of defense-in depth, risk management, configuration control, and duration.

Long-range planning is effectively used for engineering activities, such as performance of major modifications and the implementation of engineering changes.

F. Engineering personnel monitor and evaluate equipment and system performance by examining and trending the results of condition-monitoring activities, reviewing equipment failure history, analyzing availability / reliability information, and performing system walkdowns. Follow-up actions, based on identified problems, trends, and root cause determinations, are timely and effective.

G. Comprehensive surveillance testing is conducted so that equipment necessary for safe and .

reliable plant operation will perform within established limits. The testing program includes l a description of scope and responsibilities, scheduling mechanisms, test procedures, and methods for program updates.

H. Engineering personnel support the effective maintenance of the plant. Engineering is aware of and proactively pursues maintenance issues.

I. Processes are in place to communicate technical information and recommendations to the operations and maintenance staffs.

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EN.2 J. Engineering personnel are familiar with operating experience concerning their areas of expertise and use this experience to prevent and resolve equipment problems and improve plant performance.

K. Engineering personnel use outside experts, such as vendor representatives or other utility expertise, as necessary, to resolve station problems. Appropriate controls are implemented to confirm the quality of the support and products supplied by nonplant organizations.

L. Engineering personnel incorporate industry advances in technology and practices into station activities to improve overall performance. i l M. Engineering personnel are cognizant of generic industry issues. These issues are reviewed for applicability at the station, and appropriate actions are initiated.

N. Engineering personnel maintain a long-term view of station performance, anticipate issues that could impact long-term plant performance, and develop strategies to address these issues.

> O. Engineering programs, such as those for monitoring flow-accelerated corrosion, in-service testing and inspections, and leak rate testing, are clearly defined and effectively )

implemented. 1 l

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ENGINEklNG PERSONNEf. KNOWLEDGE AND SKILLS i

PERFORMANCE OBJECTIVE Engineering personnel are trained and qualified to possess and apply the knowledge and skills needed to perform engineering activities that support safe and reliable plant operation.

CRITERIA A. Engineering personnel capabilities and aptitudes meet established entry criteria for their assigned positions.

B. Training programs, based on the specific needs of the organization and the individual, are established to develop and maintain knowledge and skills. Training programs include orientation training, position-specific training, and continuing training, such as the following:

1. Orientation training is provided to familiarize new engineering personnel with areas such as interdepartmental functions and responsibilities, site layout, communications, records management, documents, procedures, drawings, work requests, and corrective f action and operating experience programs.

2. Position-specific training is provided to instruct on engineering activities that could significantly affect safe and reliable plant operation. It also provides personnel with the knowledge and skills to conduct job-specific tasks.

3. Continuing training in technical and administrative subjects is provided on information needed to assist engineering personnel to maintain and improve their job performances and develop broader scope and depth of position-specific knowledge and skills.

C. Qualification criteria are established for personnel who perform engineering functions.

Necessary qualifications and training are identified, completed, and documented before personnel are assigned to perform tasks independently.

D. Nonplant engineering personnel are trained and qualified prior to independently performing tasks.

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INPO 97-002 EN.4 ENGINEERING PROCEDURES AND DOCUMENTATION PERFORMANCE OBJECTIVE Engineering procedures and documents are clear and technically accurate, provide appropriate direction, and are effectively used to support safe and reliable plant operation.

CRITERIA A. The preparation, review, approval, and revision of procedures, drawings, and documents are ,

properly controlled and timely. j B. Procedures are clear and concise and contain sufficient information for users to understand and perform activities effectively. Necessary elements include the following:

1. Technical details such as setpoints, tolerances, control logic, and equipment numbers are correct and consistent among procedures, drawings, valve lineup sheets, and system descriptions.

2. Procedures specify portions or steps of other documents that are to be referenced or used when a procedure is performed.

3. Human factors considerations, such as the sequence of procedure steps and the placement of notes and caution statements, are incorporated into procedures to reduce the likelihood of error.

C. New and revised procedures are reviewed for technical accuracy prior to initial use and are verified and validated for correctness and usability prior to and during initial use.

D. A policy governing the use of procedures is implemented. The policy includes the following:

1. directions for when procedures are to be used as general guidance, followed step-by-step, or signed off for each step

2. directions for when a procedure must be physically at the job site

3. actions to be taken when procedures conflict or are inadequate for the intended tasks or when unexpected results occur

4. actions to be taken when a procedure activity is interrupted E. Calculations, specifications, drawings, and other documents are technically accurate, maintained up-to-date, readily accessible, authorized, and properly controlled.

F. Temporary changes to procedures, if used, are effectively controlled, including the following:

O 1. appropriate review and authorization prior to use 85

INPO 97-002 j EN.4 9 r

2. user awareness of temporary changes

3. timely incorporation into permanent revisions, when appropriate G. Procedures, drawings, and other work-related documents are readily accessible, authorized, clearly identified, controlled, technically accurate, and up to date.

H. Engineering instructional aids accurately reflect procedure guidance.

I. Procedures are periodically reviewed for technical accuracy, human factors considerations, and inclusion of lessons learned from operating experience.

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Procedure users are encouraged to provide feedback to procedure writers to identify such items as inaccuracies, difficulties in use, and suggestions for improvement.

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INPO 97-002 EN.5 REACTOR ENGINEERING AND FUEL MANAGEMENT PERFORMANCE OBJECTIVE Reactor engineering and fuel management activities are conducted such that reactor cores are designed, fabricated, installed, tested, and operated within operating, safety, and nuclear fuel performance limits.

CRITERIA A. Qualified personnel perform reactor engineering duties using approved procedures.

B. Reactor engineering personnel establish operating guidance that maintains a conservative J approach to core reactivity and power changes and that is within operating and nuclear fuel I i

performance limits. Available operational characteristics and operating margins are clearly understood and communicated to operations personnel.

C. Important parameters affecting core performance, core power monitoring, and reactivity control are routinely trended to detect deviations from normal. Anomalous or unanticipated ,

indications are promptly investigated, and conservative actions are taken. l D. Core loading and other fuel movement operations are conducted in accordance with Q approved plans. Fuel movements during core loading are controlled, monitored, and verified.

E. Fuel integrity is maintained by following guidelines such as those recommended by nuclear fuel suppliers.

F. Parameters that indicate fuel integrity are routinely analyzed to detect possible fuel defects. ,

G. Action plans are established for dealing with defective fuel, such as the following:

1. Action plan responsibilities are assigned to appropriate groups such as chemistry, reactor engineering, operations, radiological protection, and maintenance. l

2. Action levels are established for the initiation of fuel inspection activities when defective fuc! is identified and for restricted power operation, as necessary, to preclude additional fuel damage.

3. Causes of fuel defects are investigated, and actions are taken to prevent recurrence.

4. Defective fuel is not knowingly reloaded into the core.

H. Special nuclear material control and accountability programs are implemented to maintain complete, accurate, and current material history and inventory.

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INPO 974)02 EN.5 Approved bac'kup analytical techniques for. computer functions involving reactivity control, p*

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core performance, and fuel integrity are provided in procedures. Reactor engineering personnel are knowledgeable of these backup techniques and proficient in their use.

l. The core reload analysis process is clearly defined and sufficiently rigorous to verify that the input data represents plant conditions and configuration, the bases for fuel-related operational limits are valid, completed reload analyses are technically correct and appropriate, and fuel- and core-related procedures arid training are updated as necessary.

K. Fuel performance operating experience information is used, to the extent practicable, when fuel designs or vendors change. If possible, lead test assemblies are used to verify the thermal hydraulic and mechanical stability and neutronic analyses of new fuel designs.

L Effective controls are implemented to prevent the inadvertent entry of foreign material into the spent fuel pool or reactor vessel.

M. Spent fuel and fuel storage conditions are maintained within the design basis.

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. PERFORMANCE OBJECTIVE A systematic approach to training is used to achieve, improve, and maintain a high level of personnel knowledge, skill, and performance.

CRITERIA A. Line managers are responsible and accountable for the training and qualification of personnel assigned to their work groups. l B. Training meets the objectives for accreditation for app,licable personnel.' Topics addressed in these objectives ate as follows: ,

1. Training Program Content

2. Management of Training

3. Qualification of Training Staff

4. Analysis, Design, and Development of Training

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S. Classroom Training

6. In-Plant and Laboratory Training

7. Simulator Training

> 8. Evaluation of Training Effectiveness .

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C. Training is used to improve personnel performance.

D. Management expectations and standards are reinforced during training.

E. A systematic process, which includes the following' attributes, is used to develop l needed training for nonaccredited positions relating to safe and reliable plant 4

[ operations, health and safety of the public, and safety of plant personnel:

1. Programs are established and implemented for initial and continuing training.

2. Initial training develops job-related knowledge and skills and prepares the trainee to independently perform assigned duties and tasks.

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' See ACAD 91-015, The Objectives and Criteria for Accreditation of Training in the Nuclear Power Industry, for detalis.

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INPO 97-002 TR.1

3. Continuing tillning maintains and improves job-related knowledge and skills. (

4. Learning objectives are based on the job required knowledge and skills.

5. Training and evaluation methods and standards are sufficient to verify that trainees and nonplant personnel are competent to perform assigned functions.

6. Initial and continuing training include applicable information on selected plant-specific events or performance-related problems.

F. Training management supports the line organization by maintaining an awareness of current industry training issues, identifying similar precursor conditions, and initiating z

proactive corrective actions.

G. Periodic reviews of applied fundamentals are integrated into continuing training.

H. A systematic assessment process is used to determine training needs for managers and supervisors, including leadership, management, technical, administrative, and

' decision-makin'g skills.

l. Workers from off site, such as contractors or workers from other utility facilities, are appropriately trained and task-qualified before they work independently. (

J. General employee training provides plant personnel, contractors, and visitors with a basic understanding of employee responsibilities and safe work practices and with the knowledge and practical abilities necessary to effectively implement radiological protection practices associated with their work.

K. Radiation workers (including nonplant personnel) have sufficient job-related knowledge and skills to implement radiological protection principles.

L. Emergency response trainirg develops, maintains, and improves the knowledge and skills of emergency response personnel, including corporate support, on-site, and )

emergency public information personnel, to effectively respond to and mitigate emergencies.

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RP O

RADIOLOGICAL PROTECTION l

RP.1 RADIOLOGICAL PROTECTION MANAGEMENT AND LEADERSHIP RP.2 RADIOLOGICAL PROTECTION PERSONNEL KNOWLEDGE AND SKILLS I

RP.3 RADIATION DOSE CONTROL RP.4 RADIOACTIVE CONTAMINATION CONTROL RP.5 CONTROL OF RADIOACTIVE MATERIAL RP.6 RADIOLOGICAL PROTECTION MEASUREMENTS RP.7 RADIOACTIVE WASTE l

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INPO 97 002 RP.1 l (m) RADIOLOGICAL PROTECTION MANAGEMENT AND LEADERSHIP PERFORMANCE OBJECTIVE Radiological protection managers, by leadership, commitment, and example, establish high standards of performance and align the radiological protection organization to effectively implement and control radiological protection activities.

CRITERIA A. Leadership and Accountability

1. High standards of performance are established and reinforced for radiological protection activities. Personnel are held accountable for impleme.iting these standards. Shortfalls in meeting expectations are evaluated, understood, and addressed promptly.

2. Radiological protection managers demonstrate a broad knowledge of their areas of responsibility and integrate radiological protection organization actions with the functions and activities of other appropriate station and corporate organizations,

3. Radiological protection managers motivate personnel to improve performance by taking pd initiative and eliminating inappropriate barriers.

4. Personnel throughout the organization are aligned to achieve common goals.  !

5. By example, managers consistently demonstrate their commitment to improve station ,

performance and to achieve station goals and objectives. l

6. Radiological protection line management is accountable for the training, qualification, and performance of radiological protection personnel.

7. The radiological protection manager has direct access to the station manager on issues related to radiation safety.

B. Management Direction arid Expectations

1. Radiological protection management direction, such as goals, initiatives, expectations, and priorities, is used to enable personnel to make decisions, take actions, and implement changes that contribute to safe and reliable plant operation.

2. Goals are established that challenge the organization to continuously improve. Results are measurable and are periodically evaluated to determine effectiveness, fw 3. Strategic direction for maintaining and improving performance is establisned,and clearly (j communicates long-term and near-term pric,rities to radiological protection personnel.

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4. Priorities fdFdaily activities are clearly communicated to appropriate personnel.

5. Radiological protection managers reinforce individual ownership through delegation of authority. Personnel are actively encouraged to admit errors, seek help when needed, and assume responsibility for their decisions and actions, as well as to develop methods to improve safety, reliability, quality, and productivity.

6. Radiological protection technicians have sufficient autnority in controlling radiological work activities to protect personnel.

7. Administrative controls are implemented in the conduct of radiological protection that affect safe and reliable plant operations. Examples of activities that should be controlled include shift turnovers, use of special instruments, and radiation and contamination postings.

8. Contract and other nonplant personnel use the same (or equivalent) station-approved policies, procedures, and controls and the same quality standards as station radiological protection personnel.

C. Planning and implementing

1. Radiological protection managers ascertain that staffing and resources are sufficient, including that radiological protection personnel have requisite knowledge, skill, and proficiency to accomplish tasks to achieve safe and reliable plant operation.

2. The radiological protection organizational structure is clearly defined. Responsibilities and authorities of each position are understood.

3. Tasks, responsibilities, authorities, expectations for performance, and interfaces are clearly defined and are understood by nonplant personnel.

4. Interfaces with support groups are clearly defined and understood.

5. Resource needs, such as personnel, capital, equipment and parts, and information, are identified and integrated into the business plan.

6. Changes to plant equipment, procedures, and processes are planned and implemented systematically to improve safe and reliable plant operation. Change objectives, responsibilities, and implementation schedules are clearly communicated to affected personnel, and appropriate training is provided.

7. Change initiatives are managed and coordinated.

D. Monitoring and Assessing

1. Radiological protection managers routinely monitor, observe, and assess radiological protection work activities and plant conditions to maintain and reinforce high standards of performance. These activities include the following:

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• radiological protection work practices and human performance

= work management implementation j

. radiography

. training and qualification

• plant status control and configuration control e change initiatives implementation e industrial safety e equipment performance and materiel condition e services provided by outside organizations, such as contractors and vendors

2. Meaningful indicators are established and used to improve radiological protection performance.

3. Radiological protection managers frequently interact with station personnel to teach, to coach, and to guide their development. -

E. Follow Up, Reinforcement, and Feedback

1. Radiological protection managers initiate changes and corrective actions to improve the performance effectiveness of personnel, processes, and equipment.

2. Radiological protection managers acknowledge the accomplishments of others and the ,

I importance of individual contributions to overall performance. Radiological protection i

n) managers reinforce behaviors that contribute to performance improvements.

3. Radiological protection managers coordinate resources to accomplish goals and objectives safely and reliably. Adjustments and corrective actions are made to accomplish goals.

Timely corrective actions are taken when adverse conditions or trends are identified.

4. Radiological protection problems, including events and materiel deficiencies that affect plant operations, are tracked, investigated, and reviewed periodically for timely resolution.

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' RADIOLOGICAC PROTECTION PERSONNEL KNOWLEDGE AND SKILLS PERFORMANCE OBJECTIVE Radiological protection personnel are trained and qualified to possess and apply the knowledge and skills needed to implement radiological protection activities that support safe and reliable plant operation.

CRITERIA A. Radiological protection personnel capabilities and aptitudes meet established entry criteria for their assigned positions.

B. Radiological protection activities are performed by or under the direct supervision of personnel who have completed applicable qualification for the tasks to be performed.

C. Radiological protection personnel possess job-related knowledge and skills in areas such as the following:

1. general information and functions such as plant layout, system interrelationships, reporting felationships, communications methods, document and procedure issue and revision, records management, material procurement, and industrial safety practices

2. radiological protection theory and techniques, including as low as reasonably achievable applications

3. plant component and system fundamentals, including radiological hazards

4. radiological surveys, including data collection, analysis, documentation and selection, inspection, and use and care of instrumentation

5. plant-specific application of appropriate lessons learned from operating experience D. On-the-job training and evaluation criteria are identified, completed, and documented before personnel are assigned to perform tasks independently.

E. Continuing training addresses plant equipment and procedure changes, infrequently used and difficult skills, knowledge and skills weaknesses, and lessons leamed from operating experience.

F. Training and evaluation methods and standards are sufficient to verify that trainees and nonplant personnel are competent to perform assigned functions.

G. Initial training and continuing training, includMg programs to develop superviso.ry skills, are '

effectively implemented.

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/ H. Radiological protection personnel are capable of diagnosing and initiating corrective actions V for unusual conditions during routine and accident situations.

I. Nonplant radiological protection technicians possess knowledge and skills equivalent to those of station radiological protection personnel for their assigned functions and are task-qualified prior to independent work assignment.

J. Facilities, equipment, and tools are provided and maintained to effectively support training f activities, i

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RADIATION DOSE CONTROL PERFORMANCE OBJECTIVE Personnel individual and collective radiation dose is maintained as low as reasonably achievable.

CRITERIA A. Accurate, timely dose rate information is accessible.

B. Boundaries of radiation, high radiation, and very high radiation areas are clearly defined and posted.

C. Small areas with dose rates significantly higher than the surrounding general areas (hot spots) are clearly identified.

D. Radiation work permits or similar means of establishing radiological protection requirements are used to communicate these requirements and to record job dose.

E. Increased radiological controls and planning are used where personnel are exposed to high dose rates.

Low dose rate areas Are identified and used for waiting, staging, and office areas.

F.

G. Individual lifetime radiation dose is monitored and managed.

O H. Individual radiation dose is accurately determined for the whole body, internal organs, skin of the whole body, and extremities.

1. Dose limits are established.

J. Potential overexposures or unplanned exposures to radiation are identified, and corrective actions are promptly taken.

K. An effective dose reduction program is implemented to limit individual and station collective radiation dose to as low as reasonably achievable.

L. Dose goals and action plans are established for individual activities, functions, and groups, as well as the station.

I M. Equipment and associated materials are periodically assessed for their contributions to the overall station radiological source term. Source term reduction techniques are implemented for significant contributors.

N. Chemistry parameters are controlled to the extent practical to reduce radiation source term.

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r INPO 97-002 RP.3 O. Dose reduction operating experience is reviewed to identify opportunities to reduce individual and station collective dose.

P. Engineering controls, protective equipment, and remote technology are used to reduce personnel dose from internal and external sources.

Q. Eating, smoking, drinking, and chewing are not permitted in contaminated or potentially contaminated areas.

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INPO 97-002 RP.4 1tADIOACTIVE CONTAMINATION CONTROL r PERFORMANCE OBJECTIVE Radioactive contamination of personnel, areas, and equipment is maintained as low as reasonably achievable.

CRITERIA A. Personnel Contamination Controls

1. Accurate, timely information on contamination levels and protective measures specified for entry are provided to personnel entering contaminated areas.

2. Radiation work permits or similar controls are used to limit access to contaminated areas.

d < hen appropriate, to limit the spread of contamination.

3. Temporary enclosures are use

4. Personnel exiting contaminated areas perform whole body surveys for contamination.

5. Whole body contamination monitors are used at the egress of radiologically controlled t

areas as the primary monitoring method for personnel contamination.

6. Personnel contaminations are documented and investigated to identify the causes and necessary corrective actions to prevent recurrence. Records of these investigations are maintained and reviewed for trends so that effective corrective actions are taken.

B. Area and Equipment Contamination Controls

1. Contamination controls are established to permit accessibility to all areas of the plant.

2. Contamination controls are employed for areas, equipment, materials, tools, and other .,

items if contamination levels exceed the following:

Beta-gamma Removable 1,000 dpm/100 cm' Total (fixed plus removable) 5,000 dpm/100 cm' Alpha Removable 20 dpm/100 cm' Total (fixed plus removable) 300 dpm/100 cm'

3. Boundaries of contaminated areas are clearly defined and posted.

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4. Leaks from radioactive systems are promptly identified, contained, and repaired, and the affected areas are decontaminated.

5. Contaminated or potentially contaminated areas are periodically surveyed based upon the contamination levels, traffic patterns, and occupancy level.

6. Clean areas are surveyed periodically for contamination. The frequency of the surveys is commensurate with the potential for finding contamination.

7. Activities with a potential for release of contamination are performed in accordance with specific procedures.

8. The use of equipment such as blowers, fans, and vacuum cleaners is controlled to prevent the spread of contamination.

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" CONTROL OF RADIOACTIVE MATERIAL O

PERFORMANCE OBJECTIVE Radioactive material controls are implemented to protect the health and safety of personnel.

CRITERIA A. Radioactive material is controlled.

8. Guidance is provided on the receipt and shipment of radioactive material to and from off-site locations and on movement within the site.

C. Radioactive material is clearly identified, and the radiological conditions of the material are posted.

D. Radioactive material is stored in designated areas in a manner to protect the material.

E. Information is maintained on the location and amount of radioactive material stored on-site.

F. Personnel are provided the instruction and training to ship radioactive material safely.

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INPO 97-002 RP.6 fs Q RADIOLOGICAL PROTECTION MEASUREMENTS PERFORMANCE OBJECTIVE Radiation dose and radiological conditions are accurately measured.

CRITERIA A. Equipment used to measure radioactivity is calibrated based on National Institute of Standards and Technology standards.

B. A sufficient inventory of radiologicai survey equipment is available for use to support operational, maintenance, and off-normal needs.

C. Counting room equipment and internal monitoring equipment take accurate measurements to identify and quantify isotopes to support station operation.

D. Equipment used to measure radioactivity and radiation dose is appropriately checked before use to verify that the expected instrument response is obtained.

E. Personnel who enter radiologically controlled areas wear dosimetry that accurately measures fq dose from gamma and beta radiation, as appropriate. Neutron monitoring is performed, as Q needed.

F. New dosimetry systems are tested for accuracy, precision, and reliability prior to use.

G. Controls are implemented to verify and validate the technical accuracy and usability of computer software.

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^ RADIOACTIVE WASTE 9

PERFORMANCE OBJECTIVE Radioactive waste is minimized.

CRITERIA A. Personnel minimize the generation of radioactive waste.

B. Materials are not taken into radiologically controlled areas unnecessarily.

C. Contaminated materials such as tools and equipment are decontaminated and reused.

D. Leaks of radioactive fluids are identified, controlled, and repaired promptly.

E. Waste materials are surveyed for radioactivity, and noncontaminated materials are removed prior to disposal.

F. Contaminated areas (square footage) within the radiologically controlled area are minimized.

G. Recyclable material is used in place of disposable material, where practical, j H. Consumables that can be incinerated are used, where practical.

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CHEMISTRY CY.1 CHEMISTRY MANAGEMENT AND LEADERSHIP l

CY.2 CHEMISTRY PERSONNEL KNOWLEDGE AND SKILLS l

CY.3 CHEMISTRY CONTROL CY.4 CHEMISTRY MEASUREMENT AND ANALYSIS j

l CY.S CHEMICAL AND LABORATORY SAFETY O CY.6 RADIOACTIVE EFFLUENT CONTROL i

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INPO 97-002

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u.)

CHEMISTRY MANAGEMENT AND LEADERSHIP PERFORMANCE OBJECTIVE Chemistry managers, by leadership, commitment, and example, establish high standards of performance and align the chemistry organization to effectively implement and control chemistry activities.

CRITERIA A. I.eadership and Accountability

1. High standards of performance are established and reiriforced for chemistry activities.

Personnel are held accountable for implementing these standards. Shortfalls in meeting expectations are evaluated, understood, and addressed promptly.

2. Chemistry managers demonstrm o broad knowledge of their areas of responsibility and integrate chemistry organization actions with the functions and activities of other appropriate station and corporate organizations

3. Chemistry managers motivate personnel to improve performance by taking initiative and

,3 eliminating inappropriate barriers.

i)

4. Personnel throughout the organization are aligned to achieve common goals.

5. By example, chemistry managers consistently demonstrate their commitment to improve station performance and to achieve station goals and objectives.

6. Chemistry line management is accountable for the training, qualification, and performance of chemistry personnel.

B. Mar.agement Direction and Expectations

1. Chemistry management directions, such as goals, initiatives, expectations, and priorities, are effectively used to enable personnel to make decisions, take actions, and implement changes that contribute to safe and reliable plant operation.

2. Goals are established to challenge the organization to continually improve. Results are measurable and are periodically evaluated to determine effectiveness.

3. Strategic direction for maintaining and improving performance is established and clearly communicates long-term and near-term priorities to chemistry personnel.

4. Priorities for daily activities are clearly communicated to affected personnel.

3 5. Chemistry managers reinforce individual ownership thr'ough delegation of authority.

(d Personnel are actively encouraged to admit errors; seek help when needed; assume 109 Li

INPO 97-002 CY.1 responsibility for their decisions and actions; and develop methods to improve safety, reliability, quality, and productivity.

6. Administrative controls are implemented in the conduct of chemistry activities that affect safe and reliable plant operations. Examples of activities that should be controlled include shiit turnovers, sampling analyses, and chemical additions.

7. Contract and other nonplant personnel use the same (or equivalent) station-approved policies, procedures, and controls and the same quality standards as station chemistry personnel.

C. Planning and implementing

1. Chemistry managers ascertain that staffing and resources are sufficient, including that chemistry personnel have requisite knowledge, skill, and proficiency to accomplish tasks to achieve safe and reliable plant operation.

2. The chemistry organizational structure is clearly defined. Responsibilities and authorities of each position are understood.

3. Tasks, responsibilities, authorities, expectations for performance, and interfaces are clearly defined and are understood by nonplant personnel.

4. Interfaces with support groups are clearly defined and understood.

S. Resource needs, such as personnel, capital, equipment and parts, and information, are identified and integrated into business p;ans.

6. Changes to plant equipment, procedures, and processes are planned and implemented systematically to improve safe and reliable station operation. Change objectives, responsibilities, and implementation schedules are clearly communicated to affected personnel, and appropriate training is provided.

7. Change initiatives are managed and coordinated.

D. Monitoring and Assessing

1. Chemistry managers routinely monitor, observe, and assess chemistry work activities and plant conditions to maintain and reinforce high standards of performance. These activities include the following:

. chemistry work practices and human performance

= work management implementation f

. training and qualification

. plant status control and configuration control

. change initiatives implementation

? industrial safety and radiological protection 110 l

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f INPO 97-002 CY.1

(( .

equipment performane .nd materiel condition services provided by outside organizations, such as contractors and vendors

2. Meaningful indicators of performance are established and used to improve chemistry performance.

3. Chemistry managers frequently interact with station personnel to teach, to coach, and to guide their development.

l l E. Follow.Up, Reinforcement, and Feedback

1. Chemistry managers initiate changes and corrective actions to improve the performance of personnel, processes, and equipment.

2. Chemistry managers acknowledge the accomplishments of others and the importance of individual contributions to overall performance. Chemistry managers reinforce behaviors that improve performance.

3. Chemistry managers coordinate resources to accomplish goals and objectives safely and reliably. Adjustments and corrective actions are made to accomplish goals. Timely corrective actions are taken when adverse conditions or trends are identified.

4 Chemistry problems, including events and materiel deficiencies that affect plant operations, are tracked, investigated, and reviewed periodically for timely resolution.

]o 5. Chemistry performance problems are routinely communicated to appropriate levels of

• plant management.

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t INPO 97-002 CY.2 CHEMISTRY PERSONNEL KNOWLEDGE AND SKILLS

'O PERFORMANCE OBJECTIVE Chemistry personnel are trained and qualified to possess and apply the knowledge and skills needed to implement chemistry activities that support safe and reliable plant operation.

CRITERIA A. Chemistry personnel capabilities and aptitudes meet established entry criteria for their assigned positions.

B. Chemistry personnel possess job-related knowledge and skills in areas such as the following:

1. general information and functious such as plant layout, reporting relationships, communications methods, document and procedure administrative controls, records management, material procurement, and industrial safety practices

2. plant component and system fundamentals and maintenance of system chemistry

3. chemistry and radiological equipment selection, inspection, use, and care

4. radiological control techniques, including as low as reasonably achievable applications

5. chemistry theory and techniques, including water chemistry fundamentals, O

specifications, and bases; laboratory practices and techniques; procedure application; quality requirements; and other job responsibilities

6. plant-specific application of appropriate lessons learned from operating experience C. Training and evaluation criteria are identified and completed prior to personnel being assigned to perform tasks independently.

D. Continuing training addresses plant equipment and procedure changes, infrequently used and difficult procedures, knowledge and skill weaknesses, skills, and lessons learned from operating experience.

E. Chemistry personnel are capable of diagnosing and initiating corrective actions for unusual conditions.

F. Training and evaluation methods and standards are sufficient to verify that trainees and contractor personnel are competent to perform assigned functions. These personnel are task-qualified prior to independent work assignment.

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Y G. Initial and continuing training, including programs to develop supervisory skills, are effectively implemented.

H. Facilities, equipment, and tools are provided and maintained to effectively support training activities.

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9 CHEMISTRY CONTROL eii PERFORMANCE OBJECTIVE Chemistry controls optimize chemistry conditions during all phases of plant operation and system nonoperational periods.

CRITERIA A. Chemistry specifications and methods of control are clearly established for systems requiring corrosion control. Chemical and biological contaminants are kept to a practical and achievable minimum level.

B. Sufficient parameters are measured to detect abnormal conditions or changes to conditions.

Limits for key parameters are established based on industry technical guidance, where applicable.

C. Action levels are established and emergency actions are planned and implemented for key chemistry parameters. Out-of-specification conditions and abnormal chemistry are corrected in a timely manner.

D. Chemistry parameters are maintained within specified bands. Sampling frequency provides '

timely detection of chemistry trends.

E. Corrective actions are taken before chemistry specifications are exceeded.

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F. Chemistry controls are used to minimize radiation dose rates, where practical.

G. Bulk chemicals, laboratory chemicals, corrosive agents, organic chemicals, and cleaning agents are controlled to prevent improper use or inadvertent introduction into plant systems.  !

H. Chemicals and media such as resins are maintained and controlled to preserve their physical and chemical properties.

I. System leaks that affect chemistry conditions are promptly investigated, and actions are taken to preserve materiel condition.

J. System chemistry controls are evaluated and adjusted, as necessary, to improve plant materiel condition.

K. The effectiveness of water processing equipment is routinely evaluated, and adjustments are made to improve performance.

L. Chemistry specifications and methods of control are clearly established for systems requiring

) corrosion control during nonoperational periods, including system startup and shutdown.

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[ M. Equipment is so'aked and flushed, as n'eeded, to remove contaminants prior to corrosion control measures being established, after system cleaning, and prior to startup.

N. Schedules for plant startup and shutdown contain hold points to verify that system chemistry is within control limits.

O. Chemistry data is routinely reviewed and trended to identify chemistry control problems and analytical errors.

. P. On line monitor results are routinely compared with laboratory results. Analytical data is

. compared to calculated or theoretical data. Investigations are performed when the data does -

not correlate.

Q. Hideout return studies are conducted. The results are trended and used as a basis for improvements and changes to the chemical control program (applicable to PWRs only).

1 R. Impurity mass balance tests are performed on selected systems so personnel can detect and understand anomalies.

S. The effectiveness of system chemistry control is determined by measures such as component j inspections or corrosion monitoring of selected plant systems.

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INPO 97-002 f CY.4 CH5MISTRY MEASUREMENT AND ANALYSIS

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PERFORMANCE OBJECTIVE Chemistry and radiochemistry parameters are accurately measured and analyzed.

j CRITERIA I A. Chemistry analytical equipment is calibrated based on National Institute of Standards and Technology standards.

j B. Analytical methods and equipment have a known accuracy and precision and are used to l

measure the parameters of interest in the appropriate concentration ranges.

C. Procedures are based on recognized standard practices such as those published by the American Society for Testing and Materials. Sampling and analyses are performed in i accordance with station procedures.

l D. Analytical information is recorded in a manner that facilitates trend reviews. )

E. Quality control activities are implemented to verify the accuracy of analyses and include the following:

1. use of certified reagents and standards

2. preparation and analysis of spiked samples

3. periodic analysis of samples with unknown concentrations that are within the expected range of a normal sample

4. control of reagents so that shelf lives are not exceeded or that the purity is not compromised

5. trending of quality control data to identify problems as they occur F. Laboratory equipment and work areas are clean. Work areas where biological analyses are performed are properly disinfected.

)

G. Work areas for processing radioactive and nonradioactive samples are segregated, as appropriate. i H. Environmental controls are appropriate for the equipment in the laboratory.

1. Sample points are purged and recirculated, based on plant conditions, to obtain representative samples. Collected volumes are appropriate for the analytical methods. ,

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1. Controls are implemented to verify and validate the technical accuracy and usability of (U) computer software.

K. The postaccident sampling system is capable of obtaining representative reactor coolant and containment air and fluid samples that support accurate analytical results for the parameters of interest.

L. Sampling and analysis work practices maintain personnel dose as low as reasonably achievable and minimize radioactive contamination.

M. On-line chemistry monitors accurately measure, record, and provide alarms for key parameters, where needed, On-line monitors are properly maintained and calibrated. l 4

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' CHEMICAL AND LABORATORY SAFETY ,,

PERFORMANCE OBJECTIVE Chemical storage, handling, and analyses are conducted in a manner that protects personnel.

CRITERIA A. Safe practices are used in the receipt, storage, handling, use, and disposal of reagents, compressed gases, and bulk chemicals.

B. Personnel protective equipment, including safety glasses, is worn, as appropriate.

C. Safety equipment, such as fume hoods and emergency showers and eyewashes, is readily available and functions properly. Fire safety equipment is readily available and is routinely inspected.

D. Laboratory wastes are disposed of in a safe manner.

E. Eating, drinking, smoking, and chewing are not allowed in the laboratory.

F. Information about chemical hazards and protective measures is accessible to station personnel.

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C RADIOACTIVE EFFLUENT CONTROL 1 PERFORMANCE OBJECTIVE Radioactivity released to the environment is maintained as low as reasonably achievable.

j CRITERIA A. Plant activities are managed to minimize the generation of radioactive liquid and gaseous {

waste. I B. Liquid tank levels and waste gas decay tank pressures are monitored periodically to detect i

unexpected changes. l

n C. Sources of radioactive liquid waste are identified and segregated during collection according to the treatment specified for each waste stream.

D. Processed radioactive waste is sampled and analyzed for radioactivity and impurities prior to reuse in plant systems.

' E. Release of radioactive gaseous wastes is delayed as long as practicable to allow for radioactive decay.

p O F. Established criteria are used to routinely evaluate radioactive waste processing equip, ment, such as ventilation system filters, demineralizers, reverse osmosis units, and evaporators.

G. Effluent monitors accurately measure, record, and provide alarms for key parameters, as needed. Effluent monitors are properly maintained and calibrated.

H. Nonradioactive systems that have the potential to become contaminated are monitored by installed radiation detedtors or are periodically sampled and analyzed.

1. Nonradioactive liquid discharges into radioactive waste systems are minimized.

J.

Total curie content and volume of plant effluents are accurately determined and recorded; ,

i trends are evaluated and corrective actions are taken.

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