ML20236Q760

Submits Summary of 980626 Mgt Meeting W/Us Enrichment Corp Re Results of Nuclear Safety Culture Assessment,Conducted by Synergy Corp,In Response to NRC Re Potential for Chilled Environ. List of Attendees & Presentation Encl

ML20236Q760
Person / Time
Site:	Portsmouth Gaseous Diffusion Plant, 07007001
Issue date:	07/14/1998
From:	Pederson C NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION III)
To:	Timbers W UNITED STATES ENRICHMENT CORP. (USEC)
References
NUDOCS 9807210029
Download: ML20236Q760 (27)

Text

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e' July 14, 1998 Mr. William H. Timbers President and CEO

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United States Enrichment Corporation 1 Two Democracy Center  !

6903 Rockledge Drive Bethesda, MD 20817

SUMMARY

OF JUNE 26,1998, MANAGEMENT MEETING ON CHILLING EFFECTS

Dear Mr. Timbers:

A publicly noticed meeting between the United States Enrichment Corporation (USEC) and the U. S. Nuclear Regulatory Commission (NRC) was held on June 26,1998. The purpose of the meeting was to discuss the results of your Nuclear Safety Culture assessment, conducted by l

. SYNERGY Corporation, in response to our December 8,1997, correspondence regarding the )

NRC's concem about the potential for a " chilled environment" at your gaseous diffusion plants.

We appreciate the information you provided during the meeting regarding your assessment of the Huclear Safety Culture at your plants. We will review the information you have provided and respond to your June 1,1998, letter (GDP 98-0114) by separate correspondence. The June 26,1998, meeting presen;ation slides and the meeting attendance shee' ere enclosed.

In accordance with 10 CFR 2.790 of the NRC's

• Rules of Practice," a copy of this letter and its enclosures will be placed in the ? P.C Public Document Room.

Please contact Mr. Patrick Hiland, Chief, Fuel Cycle Branch, at (630) 829-9603 if you or your staff have any questions. We appreciate your cooperation in this matter.

Sincerely,  !

Original Signed by l'

Cynthia D. Pederson, Director Division of Nuclear Materials Safety Docket Nos. 70-7001; 70-7002 h007210029900714

, PDR ADocK 07007001 Certificate Nos. GDP-1; GDP-2 C PDR

Enclosures:

As stated I

"' '0 'J ~ ^

See Attached Distribution DOCUMENT NAME: G:\SEC\G29 CHILL.MT To receive a copy of this document Indicate in the box *C = py w/o attac%nd *E" = Co 3y w/ attach /end *N' = No copy OFFICE Rill:DNMS C Rlll:DNf/I& /l l NAME Hiland/kje @c7 Pedersbnt DATE 07/6 /98 07/lL191V OFFICIAL RECORD COPY E________________=-__--_----.-_----- - - . - - - - - - . .- - - - - - - - - - - - _ - - - . _ -

j

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. l W. Timbers l l

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cc w/encis: H. Pulley, Paducah General Manager L. Jackson, Paducah Regulatory Affairs Manager S. A. Toelle, Manager, Nuclear Regulatory Assurance and Policy, USEC J. M. Brown, Portsmouth General Manager D. B. Waters, Acting Portsmouth Regulatory Affairs Manager R. M. DeVault, Regulatory Oversight Manager, DOE J. Hodges, Paducah Site Manager, DOE E. W. Gillespie, Portsmouth Site Manager, DOE Paducah Resident inspector Office Portsmouth Resident inspector Office l

l Distnbution- I l

Docket File w/encic PUBLIC IE-07 w/encls l J. Lieberman, OE w/encls l E. Q. Ten Eyck, NMSS w/encls W. Brach, NMSS w/encls i

, D. Cool, NMSS w/encls R. Pierson, NMSS w/encls P. Ting, NMSS w/encle.

W. Troskoski, NMSS w/encls '

W. Schwink, NMSS w/encls P. Harich, NMSS w/encls Y. H. Faraz, NMSS w/encls M. Horn, NMSS w/encls E. Baker, NRR w/encls C. J. Paperiello, Rill w/encls

! J. L. Caldwell, Rlli w/encls C. D. Pederson, Rlli w/encls Rlil Enf. Coordinator w/encls R. Bellamy, RI w/encls EJM, Ril (e-mail)

D. B. Spitzberg, RIV/WCFO w/encls Greens w/o encls t

e MEETING OF U.S. NUCLEAR REGULATORY COMMISSION AND UNITED STATES ENRICHMENT CORPORATION .

June 29,1998 i

Topic: Chilling Effects Name Affiliation Phone Carl Paperiello NRC/ Rill 630/829-9657 Cindy Pederson NRC/ Rill 630/829-9800 Patrick Hiland NRC/ Rill 630/829-9603 Malcolm Knapp NRC/NMSS 301/415-6641 Don Cool NRC/NMSS 301/415-7179 i Bill Brach NRC/NMSS/FCSS 301/415-7213 Bob Pierson NRC/NMSS/FCSS 301/415-7192 Yawar Faraz NRC/NMSS/FCSS 301/415-8113 Merri Hom NRC/NMSS/FCSS 301/415-8126 Susan Greene NRC/NMSS/IMNS 301/415-7843 Ed Baker NRC/NRR 301/415-8529

Jim Miller USEC 301/564-3309 George Rifakes USEC 301/564-3301 l Dennis Scott USEC 301/564-3352 Ed Vilade USEC 301/564-3345 l 1

\

l Morris Brown USEC/LMUS 740/897-2101 i l Howard Pulley USEC/LMUS 502/441-6301 Howard Levin SYNERGY 703/450-6383 l l

John Guibert SYNERGY 919/968-9440 J

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I United States Enrichment Corporation Nuclear Safety Culture Assessment l

i l NRC Briefing June 29,1998 l

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[b'NEBGY CONSULTM SERVICESCORPORATION Chapel 1Ii11, NC Great Falls, VA Richmond, VA

e a 1998 Nucl:cr S:fsty Culture Assessment United States Enrichment Corporation NRC Briefing + June 29,1998 PRESENTATION OUTLINE l 1

+ Introduction

+ Summary of Conclusions

+ Assessment Scope

+ Assessment Methodology

+ Summary of Assessment Results

+ Recommendations SYGGY CONSULTING SERVICESCDRI' ORATION Page1

4. 4 1998 Nucimr S:f:ty Culture Ass:ssment >

United States Enrichment Corporation NRC Briefing + June 29,1998 i

INTRODUCTION USEC commissioned SYNERGY to conduct an independent assessment of the Nuclear Safety Culture at its Paducah and Portsmouth gaseous diffusion plants (GDPs).

> Over the last several years, SYNERGY has led more than 50 assessments and related performance improvement programs addressing the Nuclear Safety Culture, General Culture and Work Environment, applied Leadership, Management & Supervisory skills and performance, Employee Concerns Programs, operational readiness and technical reviews.

Cross-section of approx.1/3 of U.S. nuclear power plants.

i Other critical energy production, defense and government-owned facilities.

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SYBOY CONSULTINGSERVICES00RIORAT10N Page 2 i

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. I 1998 Nucl=r S f:ty Culture Assessment United States Enrichment Corporation NRC Briefing + June 29.1998

SUMMARY

OF CONCLUSIONS The cultures at the Paducah & Portsmouth sites are similar.

The Nuclear Safety Culture (NSC) was found to be in the acceptable range and improving.

A significant majority of employees feel a responsibility to identify potential nuclear safety issues and would feel supported by their supervision for having done so.

Significant improvement in the identification & resolution of potential nuclear safety issues through the Problem Reporting (PR) process.

Opportunities to improve effectiveness of resolution through issue prioritization, investigation of root causes and timeliness of action.

> The Employee Concerns Program (ECP) warrants attention to assure it is a

viable alternative path for resolution of potential nuclear safety issues.

There are opportunities to enhance other technical programs & processes, e.g.

Nuclear Criticality Safety Assessment, procedures, configuration

management, sharing of best-practices and work management & control.

> A significant majority of employees are not concerned about harassment, intimidation or discrimination for pursuing potential nuclear safety issues.

Localized pockets of concerns about the work environment within some organizations.

> Low and slightly decliningjob satisfaction and morale represents a potential challenge to further improvement in the NSC.

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SYG0Y CONSULTINGSERVKISCORPORATlON Page 3 l

1998 Nucirr S f:ty Culture Ass:ssm:nt United States Enrichment Corporation l

NRC Briefing + June 29,1998 l

ASSESSMENT SCOPE Characteristic cultural values, behaviors and prac'. ices that have shaped and self-reinforced the organization's capabilities, infrastructure and environment for nuclear safety performance, Employee attitudes and perceptions of the effectiveness of the Employee Concerns Programs (ECP) and related processes, Other general cultural, environmental or programmatic areas that may have an interdependent relationship with the Nuclear Safety Culture.

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1998 Nucl=r S:fsty Culture Ass:ssm:nt United States Enrichment Corporation NRC Briefing + June 29,1998 ASSESSMENT METHODOLOGY Process:

Interviews with a representative cross-section of approximately 60 employees from each site and a dozen employees at USEC's Bethesda offices.

Prelimii.acy characterization of the culture.

Opportunity to probe specific cause-effect relationships interactively.

Input for structuring a comprehensive questionnaire.

Questionnaire-based survey of the site employees.

All employees were offered the opportunity to provide input.

Taken anonymously during group meetings.

Forms mailed directly to SYNERGY.

Multiple-choice format and an opportunity for write-in comments.

Various demographic data and organizational affiliation were requested, but not required.

Interview process and questionnaire were complementary in establishing a high degree of confidence that important issuer vere identified and probed as these apply to specific sub-organizations, either site or the entire Company.

I SNRGY

( 00NSULTINGSERVlCESCORIORAT10N Page 5 l

e t 1998 Nucl:2r S:fety Cultura Ass:ssm:nt United States Enrichment Corporation NRC Briefing + June 29,1998 CulturalModels:

Nuclear Safety Culture *

(Five Dimensions with Abridged Attributes)

VALUES & PRIORITIES - widely held core beliefs, attitudes and institutions; e.g.

nuclear safety the first and over-riding priority; continuous improvement through proactive self-assessment, etc.

BEIIAVIORS - aggregate of commonly desired actions, reactions and interactions; e.g. self-critical and questioning attitudes; conservative and well balanced decision-making, etc.

PRACTICES & PERFORMANCE - established methods of doing business; e.g.

effective alignment and allocation of resources in proportion to significance and needs; effective work processes and programmatic elements including the corrective action program, self-assessment, work control, operating experience, incorporation of industry best-practices, safety analysis and review, configuration control; operations, maintenance and modifications in accordance with licensing and design bases, etc.

WILLINGNESS TO PURSUE NUCLEAR SAFETY CONCERNS- the overall climate and effectiveness in addressing potential nuclear safety concerns; e.g.

absence of barriers that impact the ability to identify and pursue resolution; strong management and supervisory support, sensitivity and responsiveness, etc.

EMPLOYEE CONCERNS PROCESS - employee confidence in alternative avenues for concerns resolution; e.g. visibility and cultural acceptance; seamless, user-friendly program; track record of responsiveness and effective solutions, etc.

SYGGY CONSULTINGSERVICES00RIORAT10N Page 6 l

l' 1998 Nucle:r S:f:ty Culture Ass:ssm:nt United States Enrichment Corporation i

NRC Briefing + June 29,1998 General Culture & Work Environment *

(Four Dimensions with Abridged Attributes) l VALUES & PRIORITIES - widely held core beliefs, attitudes and institutions; e.g.,

Attention to details, strive to improve performance, focus on meeting general business objectives, promoting workforce involvement, etc.

BEIIAVIORS - aggregate of commonly desired actions, reactions and interactions; e.g.,

Teamwork, communications ard feedback, professionalism, etc.

PRACTICES & PERFORMANCE - established methods of doing business; e.g.,

Management of priorities and resource allocation; work management and control; technical training, investment to develop enhanced capabilities and tocis, etc.

i WORK ENVIRONMENT - the overall climate within the workplace; e.g.,

General supervisory-employee relations; safe physical environment, overall job satisfaction and morale, etc.

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SYHGY 4 CONSULTINGSERVICESCO Page 7

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1998 Nucl::r S:fety Cultura Ass:ssm:nt United States Enrichment Corporation NRC Briefing

• June 29,1993 4

I Leadership, Management & Supervision *

(Three Dimensions with Abridged Attributes)

LEADERSIIIP PERFORMANCE - establishing direction, aligning people and resources, motivating and inspiring; e.g.,

Establishing, communicating and reinforcing Vision, standards and expectations and priorities; walking-the-talk, etc.

BUSINESS MANAGEMENT PERFORMANCE - aggregate of activities focused on orderly and efficient management of the business; e.g.,

Planning, managing change, budgeting, staffing, control and problem-solving, etc.

PERSONNEL MANAGEMENT & DEVELOPMENT PERFORMANCE -

establishing the environment and incorporating appropriate developmental methods to attract, retain and develop human resources that are motivated and capable; e.g.,

Establishing an environment of mutual respect and trust; coaching and mentoring; empowerment; personnel performance management, etc.

I ASYGGY ODNSULTINGSERVlGSODRPORATION Page 8 l

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l' 1998 Nucirr Sif:ty Cultura Ass:ssment United States Enrichment Corporation l NRCBriefing + June 29,1998 l

Survey Response scales:

Asymmetric and anchored about a numerical mid-point of "3" Fully agree (5) Strongly agree (4) Generally agree (3) Disagree (2) Strongly disagree (1) and. . .

Excellent (5) Very good (4) Adequate (3) Less-than-adequate (2) Inadequate (1)

Analytical Techniques:

Response distributions, means and standard deviations by location, functional units, organizations, employee categories, employee positions and years of service for each question and for the set of questions that make up each of the Cultural Dimensions.

-Means greater than or equal to 3.00 representing either a " positive or adequate" response / rating

-Means less than 3.00 representing either a " negative or less-than-adequate / inadequate" response / rating.

-"Pockets" defined as a population sector with > 20% negative response or

~30% negative variance from either the site or USEC composites.

> Six " areas ofinquiry"(derived from the Survey and/or interviews) l

-Provide trending and benchmarking capability with other nuclear utilities.

-Data are weighted and combined within an Integrated Nuclear Safety Culture Performance Indicator that has been correlated (as a leading indicator) to future performance trends.

SYBOY CDNSULTINGSERVICESCORPORATION Page 9 l

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1998 Nucl=r S:f ty Culture Ass:ssment United States Enrichment Corporation NRC Briefing

• June 29,1998

SUMMARY

OF ASSESSMENT RESULTS Response to the Survey:

~2,500 respondents, representing ~55% of employees Location Total No. No. Employees Employee Response Employees Responding Rate Paducah 1,917 986 51.4 %

Portsmouth 2.610 1.519 58.2 %

4,527 2,505 55.3 %

> Non-designated Organizational Affiliation:

Paducah 24.1 %

Portsmouth 25.4%

> Organizational Response Rates:

High 95.6 %

Low 7.5 %

> Additional validation may be desirable with Organizational Units having low response rates (~ 20-25% or less).

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i SYGGY A ODNSULTINGSERV1 SODRIORATION Page 10 L__ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

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1998 Nucle:r S fsty Culturs Ass:ssm:nt United States Enrichment Corporation NRC Briefing + June 29,1998 Most Highly Positive Responses to the Survey:

1. Employees feel a responsibility to identify potential nuclear safety concerns and write Problem Reports, inform their supervision and would feel supported by supervision for having done so.

2. Employees believe that minimizing personnel contamination is necessary and prudent.

3. Employees believe there is strict adherence to radiation safety and criticality safety requirements.

- 4. Employees perceive their work groups strive to improve performance and they feel held accountable for performance by their supervision.

5. Employees feel their peers are generally quality conscious and pay attention to details and are self-critical and have questioning attitudes.

SYGGY CONSULTING SERVICESOORPORATION Page 11 L______-.____________ _ _ _

' j 1998 Nucinr Snf:ty Culture Ass:ssm:nt United States Enrichment Corporation NRC Briefing + June 29,1998 l

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Least Highly Positive Responses to the Survey:

1. Employees are not satisfied with the quantity and quality of communications on future plans for the GDPs, the competitive business i environment, on priorities as used in decisions and resource allocation, on plant performance compared to goals and objectives and general openness and feedback at the site-wide level.

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2. Employees perceive opportunities to enhance certain human resources 1 development, management functions and behaviors, i.e. performance f appraisal process, coaching and mentor:ng, investing in developing enhanced capabilities and tools, involvemt at and empowerment, linkage of performance and compensation, implememation of employee discipline policies, management / supervisory willingness to make decisions, professionalism, mutual respect and trust and technical / functional training. 3

3. Employees perceive opportunities to improve the management and control i of work, removing work barriers, planning and implementing changes in the way business is done, effective resolution of Problem Reports, configuration management and balancing safety, production and cost priorities.

4. Employeen lack sufficient confidence in the Employee Concerns Program due to factors such as the results it produces, the perceived degree of management support, its visibility and cultural acceptance and perceptions about the integrity with which the program is run.

5. Employees have decliningjob satisfaction and morale.

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SYNERGY CONSULTINGSERVICESCOPJORA110N Page 12

i' 1998 Nucinr Sifsty Culture Assrasment United States Enrichment Corporation i

NRC Briefing + June 29,1998 l

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Identification of General Trends:

> ' Nuclear Safety Culture Trends & Industry Comparison i

The USEC composite mean for the Nuclear Safety Culture (~3.23) is in the

" adequate" range, providing an overall positive indication of the general health of the Nuclear Safety Culture.

Estimated

. Integrated Industry ation Change NSC PI Percentile

,97-+'98 Paducah 3.26 24* +9.8 %

Portsmouth 3.22 21" +12.2 %

SYG0Y CONSULTINGSERVICESCORIORATION Page 13 ,

1998 Nuclear S:fsty Culture Ass:ssm:nt United States Enrichment Corporation NRC Briefing + June 29,1998

> Cultural Dimension Trends Nuclear Safety Culture:

Table III.3 NSC Dimension Trends Dimension USEC Paducah Portsmouth Composite Values & Priorities 3.51 3.51 3.52 Behaviors 3.55 3.55 3.55 Practices & Performance 3.29 3.33 3.41 Willingness 3.48 3.48 3.48 Employee Concerns Program 2.88 2.97 2.82 Composite Cultural Indicator 3.40 3.41 3.40 i

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i SYXRGY A CONSULTINGSERVICESOD Page 14

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1998 Nucl=r S:f:ty Cultura Assessment United States Enrichment Corporation ,

NRC Briefing + June 29,1998 i Key Insights Related to Employee Willingness To Report & Pursue Resolution of Potential Nuclear Safety Issues j

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Question ,,,

Positive Response Percentages No. Paducah Ports IJSEC Composite 23a Overall Environment 87 87 87 Supervision 13a Support when reporting 93 91 91 11c Approachability 84 8; 82 12a Responsiveness 85 85 85 11n Tolerance for mistakes 87 85 86 20a Work Environment- group 83 83 83  :

Management Support when reporting: L 13b Own mgmt chain 85 81 83 13c,d,e Sr mgmt 76 73 75 6b Value workers who " identify" 76 65 69 24a,25a Walk-the-talk on NS 78 79 78 12e Harass /intimid/discrim (NS) 87 86 86 Work Environment:

20b Functional org 78 78 78 20c Site-wide 75 73 74 6u Tolerance for mistakes 65 67 66 Barriers PR system:

12b Responsiveness 81 82 82 8e Effective resolution 62 61 61 Impact ofworkload:

12c Willingness to ident/ resolve 79 83 81 l 7a Ability to ident/ resolve 70 71 71 12f NRC's reaction 85 85 85 l Employee Concerns Program 26a Overall confidence 70 61 65 14 Assistance with NS concerns 76 71 73 16e Integrity 72 63 67 16d Results -.

65 58 61 SYGGY CONSULTINGSERVICESCORPORATION Page 15 I

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1998 Nucl=r S:f:ty Culture Ass:ssmznt United States Enrichment Corporation NRC Briefing + June 29,1998 General Culture & Work Environment:

The corresponding Dimension means for the GCWE are lower than similar Dimensions applicable to the NSC and are driven by the higher levels of negative attitudes and perceptions (approximately a factor of 1.5 higher). This result is typical to that of other Assessments conducted by SYNERGY.

Table III.4 GCWE Dimension Trends Dimension USEC Paducah Portsmouth Composite Values & Priorities 3.48 3.49 3.48 Behaviors 3.13 3.16 3.12 Practices & Performance 2.68 2.73 2.65 Work Environment 3.14 3.15 3.13 Composite Cultural Indicator 3.13 3.15 3.12 Leadership, Management & Supervision:

Table III.5 LMS Dimension Trends Dimension USEC Paducah Portsmouth Composite Leadership ' 04 3.12 3.00 Business Management 3.s 1 3.34 3.34 Personnel Management 2.94 2.97 2.93 Composite Cultural Indicator 3.11 3.14 3.09 l

SYNBOY

! CONSULTINOSERVICES00RIORAT10N Page 16 t I l l

1998 Nucl::r S:fsty Cultura Assessmsnt United States Enrichment Corporation NRC Briefing

• June 29,1998

> Demographic Trends Employee Categories:

Monthly (salaried) personnel provided more favorable responses than hourly personnel.

At Portsmouth the differences between these two groups is more pronounced - a quartile above and below the site median, respectively. Notably, the GCWE mean for the hourly personnel was below 3.00 with approximately a 34% negative response rate.

Contractors: There were too few contractors responding at Paducah to draw conclusions, but for Portsmouth, the contractors provided responses essentially identical to hourly personnel for the NSC; however, the contractors aligned more closely with the monthly personnel for the GCWE.

Employee Positions:

Managers...First Line Managers... Support Staff... Technical Staff... Craft (most-to-least favorable)

Years ofService:

Those with the fewest years of service generally provided less favorable responses than employees with more longevity I

SNRGY ODNSULTINGSERVICESODRIORATION Page 17

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l* 1998 Nucl:cr S2f ty Culture Ass:ssment United States Enrichment Corporation NRC Briefing

• June 29.1998

> Organizational Trends Methodology: Cultural Dimensions were utilized to investigate relative organizational strengths and weaknesses by incorporating three complementary analytical techniques: l Dimensional Means - were computed for each Organizational Unit and compared with the respective site composite means to determine relative differences, or the degree to which that Unit departs from the " norm."

Dimensional Negative Response - represents that fraction of an Organizational Unit providing " negative" ratings.

Composite Cultural Indicators - represent weighted averages of the Dimensions comprising each of SYNERGY's NSC, GCWE and LMS cultural models.

Prioritiesfor Action: Considering the above parameters, Organizational Units were identified for potential follow-up actions as follows:

Table III.6 Priorities for Validation, Intervention or Remediation Priority Status of Cultural Indicators 1 Low NSC and GCWE or LMS 2 Low NSC, but acceptable GCWE and LMS 3 Acceptable NSC, but low GCWE or LMS

4 Acceptable NSC, GCWE and LMS, but have selected pockets l

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1998 Nucl=r S:fety Culture Assessment United States Enrichment Corporation NRC Briefing + June 29,1998 RECOMMENDATIONS SYNERGY offers the following general recommendations for USEC's consideration:

Nuclear Safety Performance Expectations and Standards l

l Improve understanding of the nuclear safety value system, and establish and

( maintain a proper balance among nuclear safety, production and cost.

Communicate and reinforce expectations for managers, supervisors and workers.

Provide bases / " whys" behind decisions, regulatory requirements &

commitments.

Identify and assess any areas of either over-commitment to the NRC or where implementation of existing commitments can be improved to reduce unnecessary burden.

> Employee Concerns Program Restructure and vitalize the ECP as a viable alternative path for the resolution of potential nuclear safety concerns.

Improve visibility, understanding and credibility.

Increase senior management involvement and commitment.

Improve responsiveness and overall effectiveness.

> Nuclear Criticality Safety Program Restore the credibility and improve the effectiveness of the NCS program with internal and external customers.

Quality and consistency of NCSAs and implementing procedures.

Realistic assumptions and bases. l Education of workforce. )

Provide adequate staffing.

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1998 Nucl:er S:fety Culture Assessm:nt United States Enrichment Corporation NRC Briefing + June 29,1998

> Safety Conscious Work Environment Systematically address perceived or actual circumstances that could potentially involve or be construed as harassinent, intimidation or retaliation l against employees for raising concerns regarding nuclear safety.

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Take local remedial action (as necessary and appropriate).

Initiate a campaign of management communication of

( values / standards / expectations...with consistent actions and l accountability ofline management.

l Provide sensitivity / Section 211 training, and augment the leadership-supervisory development program, etc.

Reinforce the role and authority of the ECP. i i l Positively emphasize and demonstrate the organization's desire to obtain input, feedback, ideas, concerns, questions or issues that could potentially affect nuclear safety.

Improve openness and receptivity.

Objective evaluation ofissues.

Reward / recognize resolvers and identifiers.

> Corrective Action Program Improve the effectiveness of the Problem Reporting system.

1 Enhance screening and prioritization to improve responsiveness, consistent with safety significance and business priorities.

Develop a trending program to identify precursors and to evaluate the i effectiveness of actions to prevent recurrence.  !

Reduce backlogs.

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i SYNEB3Y I l OMSULM SUMOES OMPm2M 1

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1998 Nucl: r S:fsty Cultura Ass:ssment United States Enrichment Corporation NRC Briefing + June 29.1998

> Procedures Establish meaningful and effective changes in the quality of procedures (in eyes of users) and speed up the procedure revision process.

> Leadership Skills and Performance Take affirmative action to improve effectiveness in the following areas:

" People orientation" of management and supervision.

Developing personnel through training and coaching.

Engaging and empowering the work force.

Planning and implementing changes in the way business is conducted, i.e., effective change management.

Investment to develop enhanced capabilities and tools.

Establishing an environment of mutual respect and trust.

> Workload, Work Management & Resource Allocation Address areas where workload is perceived to be adversely impacting the ability to be proactive, e.g. identifying potential nuclear safety issues, maintaining material condition and housekeeping, impacting the quality of work, transfer of best practices, and the " quality oflife."

Address any perceived or actual " mis-matches" between workload and the allocation of available resources.

Increase involvement of the management and supervisory team in removing perceived or actual work barriers and in making associated decisions.

l Increase management attention on implementation of the work management  !

and control process to improve its effectiveness. l l l I

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1998 NucI:cr Ssfety Culture Assessm:nt United States Enrichment Corporation NRC Briefing

• June 29.1998

> Declining Employee Job Satisfaction and Morale Communications: Improve the quality and quantity of communications with employees, with panicular emphasis on:

Future plans for the site.

The competitive business environment and its implications.

Priorities, as used in making decisions and allocating resources.

Goals and performance objectives.

Bases for nuclear safety-related requirements and practices, i.e.

NCSAs, procedural requirements, etc.

Performance Evaluation & Personnel Practices: Address employee perceptions (and/or realities) that:

Performance evaluations are not sufficiently utilized in support of compensation, promotion, and personnel development.

There is a need for a better, clearer linkage between individual performance & accomplishment and individual compensation &

opportunity for advancement.

There is insufficient opportunity for advancement.

There is inconsistent implementation of discipline policies. j There is a perceived low tolerance for errors.

Recognition and Reward: Improve sensitivity and effectiveness of  !

programs and day-to-day practices to recognize sufficiently and appropriately the performance and accomplishments of employees.

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SYNERGY

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