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{{#Wiki_filter:Nuclear Regulatory Commission Briefing July 24, 2007 Palo Verde Nuclear Generating Station 1  
{{#Wiki_filter:Nuclear Regulatory Commission Briefing July 24, 2007 Palo Verde Nuclear Generating Station 1


===Introductions===
===Introductions===
Randall K. Edington Senior Vice President and Chief Nuclear Officer 2 APS Participants
Randall K. Edington Senior Vice President and Chief Nuclear Officer 2
* William Post- APS Chairman of the Board*Jack Davis- APS CEO* Dwight Mims- Vice President, Regulatory Affairs and Performance Improvement
 
APS Participants
* William Post- APS Chairman of the Board
*Jack Davis- APS CEO
* Dwight Mims- Vice President, Regulatory Affairs and Performance Improvement
* John Hesser- Vice President, Nuclear Engineering
* John Hesser- Vice President, Nuclear Engineering
* Mike Pento- Plant Manager 3 APS Participants
* Mike Pento- Plant Manager 3
* Maria Lacal- Director, Executive Projects and Plant Support+ Mike Shea-Director I mPACT+ George Andrews- Director, Performance Improvement
 
*Scott Bauer- Director, Regulatory Affairs 4 Opening Remarks William Post APS Chairman of the Board Jack Davis APS CEO 5 Opening Remarks*Historical/Lessons Learned*Actions*Resources 6
APS Participants
Historical/Lessons Learned*Historical plant performance
* Maria Lacal- Director, Executive Projects and Plant Support
* Metrics*Workload* Defensive/historical rationalization
+ Mike Shea- Director ImPACT
+ George Andrews- Director, Performance Improvement
*Scott Bauer- Director, Regulatory Affairs 4
 
Opening Remarks William Post APS Chairman of the Board Jack Davis APS CEO 5
 
Opening Remarks
*Historical/Lessons Learned
*Actions
*Resources 6
 
Historical/Lessons Learned
*Historical plant performance
* Metrics
*Workload
* Defensive/historical rationalization
* Accountability 7
* Accountability 7
Historical/Lessons Learned*Team performance
 
* Workforce turnover*Internal orientation
Historical/Lessons Learned
*Team performance
* Workforce turnover
*Internal orientation
* Communication
* Communication
*Remember, high nuclear performance is more a function of people than technology 8
*Remember, high nuclear performance is more a function of people than technology 8
Opening Remarks*Historical/Lessons Learned*Actions*Resources 9
 
Improving Palo Verde for the Long Term Randall K. Edington Senior Vice President and Chief Nuclear Officer 10 Stages of Power Plants 11 Recognize where we have been Emphasize where we are!and where we are going!!12 History + New + Change = Palo Verde Way Controlled change at deliberate speed 13 Map and understand Then choose* execution* evolution e revolution 14 Our Organization History + New + Change I I I Director Nuclear Assurance Dwayne Carnes I General Manager Emergency Services& Support Terry Radtke I Department Leader Employee Concerns Jeanne Copsey 15 SAFELY and efficiently generate electricity for the long term 16 Long-Term Focus+ Developing 3-5 year improvement plan to assure long-term, sustainable performance
Opening Remarks
+ Build upon existing improvement plan+ Perform a detailed evaluation of performance issues through the ImPACT team* Looking broader than Inspection Procedure 95003+ Obtaining organizational alignment 17 Improving Palo Verde for the Long Term Mar April May June I July IAug Sept Oct Nov j Dec Jan'08* 4 1 4 1 Annual Assessment 1R13 INPO Evaluation INPO ATV 3R13 Public Meeting A 7 ml-, Op~ ki* .=-. ..... =1 1 .-=I 18
*Historical/Lessons Learned
_1A SAFELY and efficiently-generate electricity for the long term lHumn W I CMAL L'mearmlrg' Ad[---p I seAmmmt / wdnfftm I Infbrmabý---nerng- rasNmss Mbcs -w*Mngmn I ant PI 19 I Palo Verde has not been fully engaged with the industry and the culture has, at times, been one of complacency.
*Actions
Behaviors do not consistently drive continuous Improvement and feedback from external sources has not been effectively Integrated Into plant processes and programs.
*Resources 9
As a result, performance has declined over time and opportunities to improve performance have been missed.8.1 Increase Board of Directors' understanding of PVNGS operations 8.2 Improve the effectiveness of the Nuclear Oversight Committee (NOC)8.3 Improve the effectiveness of the Off-Site Safety Review Committee (OSRC)8.4 Improve the effectiveness of the Management Review Meetings (MRM)8.6 Increase line organization QA perspective and improve effectiveness of site nuclear assurance oversight 8.6 Develop and implement an alignment strategy from senior leadership throughout the organization 8.7 Improve use of other external oversight and assessments 8.8 Increase station awareness of industry best practices 8.9 Improve station challenge board process Core Staition Performance Indicators We seek and value input from internal and external oversight organizations and assessment teams to ensure excellence in nuclear safety. We keep our eyes on our problems and effectively integrate feedback into our processes and programs for continuous improvement.
 
20 Palo Verde Nuclear Generating Station Site Integrated Improvement Plan -Building Block 8 -OVERSIGHT Initiative:
Improving Palo Verde for the Long Term Randall K. Edington Senior Vice President and Chief Nuclear Officer 10
8.3 Improve the effectiveness of the Off-Site Safety Review Committee (OSRC)Lead: R. Edington CRDR -3040637 Due Date: 06/30108 Current State: The Off-Site Safety Review Committee has not been used effectively to provide an external industry perspective of Palo Verde performance.
 
Consequently, actions to drive station improvements have been weak and untimely and desired changes in performance have not been fully realized.assessment members and provide report to the senior_______leadership team.In coordination with site senior leadership, 8.3.3 3040646 restructure/reorganize, as appropriate, OSRc internal M. Lacal 09/30/07 membership, subcommittees, and external membership
Stages of Power Plants 11
_______based on 8.3.1 and 8.3.2, above.8 3.4 3040650 Revise reporting relationship to Senior Vice-President, M. Lacal 09/30/07 Nuclear and Chief Nuclear Officer.8.3.5 3040651 Revise OSRC charter, as appropriate, to institutionalize M. Lacal 10/31/07 results of 8.3.3 and 8.3.4, above.8.3.6 3040652 Revise OSRC charter to require conducting periodic M. Lacal 10/31/07 reviews of Confirmatory Action Letter (CAL), IMPACT, and site integrated improvement plan action implementation, closure and effectiveness during time of increased regulatory scrutiny.8.3.7 3040653 Develop and institutionalize a process for OSRC Chair to M. Lacal 12/31/07 provide periodic status to Board of Directors (at least_______ _______ annually).
 
_____ _____ _____ _____ _____21 SAFELY and efficiently generate electricity for the longq term I-I ^oi 'II la- -qimt -epl durm Engineering Programs 7fbrrnabon SeMces I Outages cost*rk Management nge Plan I Departme I S04s9wrat-S 22  
Recognize where we have been Emphasize where we are!
and where we are going!!
12
 
History + New + Change = Palo Verde Way Controlled change at deliberate speed 13
 
Map and understand Then choose
* execution
* evolution e revolution 14
 
Our Organization History + New + Change I                 II Director                      I                   I Leader Department General Manager Nuclear Assurance           Emergency Services Employee Concerns
                                &Support Dwayne Carnes                Terry Radtke       Jeanne Copsey 15
 
SAFELY and efficiently generate electricity for the long term 16
 
Long-Term Focus
+ Developing 3-5 year improvement plan to assure long-term, sustainable performance
+ Build upon existing improvement plan
+ Perform a detailed evaluation of performance issues through the ImPACT team
* Looking broader than Inspection Procedure 95003
+ Obtaining organizational alignment 17
 
Improving Palo Verde for the Long Term Mar       April     May     June I   July     IAug       Sept Oct           Nov   j         Dec     Jan'08
* 4                     1 4   1 Annual Assessment         1R13 INPO Evaluation INPO ATV           3R13 Public Meeting                                                                     A ml-,
7 Op~             ki
                                                                            -.     .       ....     =1
                                                                                                      . =    =
1 .-
I 18
 
_1A                                               SAFELY and efficiently
                                                                  -generateelectricity for the long term
[---p Ad lHumn W I CMAL L'mearmlrg' nerng-I seAmmmt / wdnfftm I Infbrmabý I  ---           rasNmss Mbcs -w*Mngmn ant PI 19
 
I 8.1 Increase Board of Directors' understanding of PVNGS operations Palo Verde has not been fully engaged with the industry   8.2 Improve the effectiveness of the Nuclear and the culture has, at times, been one of complacency.       Oversight Committee (NOC)
Behaviors do not consistently drive continuous Improvement and feedback from external sources has       8.3 Improve the effectiveness of the Off-Site not been effectively Integrated Into plant processes and     Safety Review Committee (OSRC) programs. As a result, performance has declined over                                                       Core Staition Performance Indicators time and opportunities to improve performance have 8.4 Improve the effectiveness of the Management been missed.
Review Meetings (MRM) 8.6 Increase line organization QA perspective and improve effectiveness of site nuclear assurance oversight 8.6 Develop and implement an alignment strategy We seek and value input from internal and external             from senior leadership throughout the oversight organizations and assessment teams to ensure         organization excellence in nuclear safety. We keep our eyes on our problems and effectively integrate feedback into our       8.7 Improve use of other external oversight and processes and programs for continuous improvement.             assessments 8.8 Increase station awareness of industry best practices 8.9 Improve station challenge board process 20
 
Palo Verde Nuclear Generating Station Site Integrated Improvement Plan - Building Block 8 - OVERSIGHT Initiative: 8.3           Improve the effectiveness of the Off-Site Safety Review Committee (OSRC)
Lead: R. Edington                                           CRDR - 3040637               Due Date: 06/30108 Current State:           The Off-Site Safety Review Committee has not been used effectively to provide an external industry perspective of Palo Verde performance. Consequently, actions to drive station improvements have been weak and untimely and desired changes in performance have not been fully realized.
assessment members and provide report to the senior
_______leadership            team.
In coordination with site senior leadership, 8.3.3       3040646   restructure/reorganize, as appropriate, OSRc internal     M. Lacal 09/30/07 membership, subcommittees, and external membership
_______based             on 8.3.1 and 8.3.2, above.
8 3.4       3040650   Revise reporting relationship to Senior Vice-President, M. Lacal 09/30/07 Nuclear and Chief Nuclear Officer.
8.3.5       3040651   Revise OSRC charter, as appropriate, to institutionalize M. Lacal 10/31/07 results of 8.3.3 and 8.3.4, above.
8.3.6       3040652   Revise OSRC charter to require conducting periodic       M. Lacal 10/31/07 reviews of Confirmatory Action Letter (CAL), IMPACT, and site integrated improvement plan action implementation, closure and effectiveness during time of increased regulatory scrutiny.
8.3.7       3040653   Develop and institutionalize a process for OSRC Chair to M. Lacal 12/31/07 provide periodic status to Board of Directors (at least
_______ _______  annually).                                               _____      _____     _____ _____ _____
21
 
SAFELY and efficiently generate electricity for the longq term I la-            -qimt -epl
                    - I^oi 'II durm         Engineering     Programs
                                                            *rk   Management
                                                        -S  nge Plan I Departme I S04s9wrat 7fbrrnabon SeMces I      Outages      cost 22
 
*Major equipment improvements
*Major equipment improvements
*Top Ten equipment process*Plant Health Committee*Equipment process reviews*Engineering equipment programs*Component design basis review 23 Workforce Performance Management Compensation  
*Top Ten equipment process
&Rewards Development
*Plant Health Committee
& Retention 0 0 0 0-Targeted Hires Pipeline Programs I Initial Hires 94.24  
*Equipment process reviews
+ Plant status and safety (nuclear, industrial, radiological, safety culture)+ Improving risk models, knowledge, structure+ Develop a "green stripe" certification
*Engineering equipment programs
* Improve radioactive material control program*Focus on behaviors and culture*Implement actions to address independent safety culture assessment  
*Component design basis review 23
*Mapping corrective action program (CAP) and related processes*Improving CAP metrics*Improving site accountability for CAP*Providing additional dedicated resources*Further process improvements in progress*Establishing CAP as core business to 0 S -a~~~~ a7777,Iiia 26 Expanding site-specific power plant course Upgrading site-specific certification course Upgrading continuing training for workforce/leaders Improving training involvement in line activities Focus on training as core business for the long term fta Knowledge/Training Pft-27 SAFELY and efficiently-generate electricity for the long term ant Equipment People Aftn Pqram I SAFETY I Knowledge/-Training PHurnnanPerf.TjCbnftLUearmIngj communicabons I Oversight I Enwgwq Reparedrwo dures m I Engineering I Programs Processes I ' MetriCS =Work Ma I Information Services I Outages Cost Effectiveness I Long-Range Plan iagern rlZpartrnent Plans I Sdf4awwt / k&04 28 Improving Palo Verde for the Long Term Mar April jMay June July Aug Sept Oct rNov f Dec Jan '08 10. 10'IR13 Annual Assessment Public Meeting INPO Evaluation INPO ATV-1 3R1 3 gm-Eq ji 29  
 
*"poe Performanc An Cutua Trasformtio Dwight C. Mims Vice President, Regulatory Affairs and Performance Improvement 30 Improving Palo Verde for the Long Term Mar April May June July IAug I Sept Oct Nov D Dec Jan'08 01 10 4 1 Annual Assessment Public Meeting 1311 INPO Evaluation INPO ATV ,1 3R1 3 LUtnpa 2 31 Improving Palo Verde for the Long Term Mar April May June July Aug Sept Oct Nov Dec j Jan '08 No 14 0 --*4 Annual Assessment IR13 INPO INPO 3R13 Public Meeting Evaluation ATV Initial CAL IXf.mI\F NRC Exit w.-32  
Workforce Performance                             Compensation &
Management                                    Rewards 0
0 Development                                                   Targeted
&Retention                                                 0   Hires 0-Pipeline Programs I Initial Hires 94.
24
 
+ Plant status and safety (nuclear, industrial, radiological, safety culture)
+ Improving risk models, knowledge, structure
+ Develop a "green stripe" certification
* Improve radioactive material control program
*Focus on behaviors and culture
*Implement actions to address independent safety culture assessment
 
*Mapping corrective action program (CAP) and related processes
*Improving CAP metrics
*Improving site accountability for CAP
*Providing additional dedicated resources
*Further process improvements in progress
*Establishing CAP as core business to   0S -
a~~~~   a7777,Iiia 26
 
Expanding site-specific power plant course Upgrading site-specific certification course Upgrading continuing training for workforce/leaders Improving training involvement in line activities Focus on training as core business for the long term fta Knowledge/Training Pft-27
 
SAFELY and efficiently
                                                                                                  -generate electricity for the long term ant Equipment           People Aftn Pqram I SAFETY               I Knowledge/-Training PHurnnanPerf.TjCbnftLUearmIngj communicabons   I   Oversight       I Enwgwq Reparedrwo dures     mI        Engineering     I Programs Processes I '     MetriCS     =Work Ma iagern ISdf4awwt / k&04 I Information Services I           Outages       Cost Effectiveness I Long-Range Plan rlZpartrnent Plans 28
 
Improving Palo Verde for the Long Term Mar       April     jMay   June 10.
July 10' Aug       Sept Oct rNov f Dec   Jan '08 Annual Assessment       IR13  INPO Evaluation   INPO ATV         3R1 3 Public Meeting
                                            -1 gm-Eq ji 29
 
    *"poe Performanc     An Cutua Trasformtio Dwight C. Mims Vice President, Regulatory Affairs and Performance Improvement 30
 
Improving Palo Verde for the Long Term Mar       April     May   June   July     IAug         I Sept Oct       Nov     D Dec Jan'08 01         10     4   1 Annual Assessment       1311 INPO Evaluation   INPO ATV           3R1 3 Public Meeting LUtnpa
                                                ,1 2
31
 
Improving Palo Verde for the Long Term Mar       April   May June         July       Aug     Sept Oct       Nov       Dec j Jan '08 No 14           0   - -*4 Annual Assessment     IR13           INPO         INPO           3R13 Public Meeting                   Evaluation     ATV IXf.mI\
w.-
F Initial CAL NRC Exit 32


Focused Assessments Scope*Problem Identification  
Focused Assessments Scope
& Resolution
*Problem Identification & Resolution
* Human Performance
* Human Performance
*Re-Engineering (1993-1994)
*Re-Engineering (1993-1994)
* 1989 Diagnostic Inspection
* 1989 Diagnostic Inspection
*Performance Improvement Plan*Other issues as identified 37  
*Performance Improvement Plan
*Other issues as identified 37


ImPACT Identified Issues+ Operational focus* Corrective action program effectiveness
ImPACT Identified Issues
+ Operational focus
* Corrective action program effectiveness
* Organizational alignment and accountability
* Organizational alignment and accountability
* Equipment reliability
* Equipment reliability
+ Human performance
+ Human performance
+ Work management
+ Work management
+ Engineering quality+ Component Design Basis Review 39  
+ Engineering quality
+ Component Design Basis Review 39


Safety Culture Assessment Overall Methodology
Safety Culture Assessment Overall Methodology
* Mapped new process to understand
* Mapped new process to understand
+ Used diverse and complementary teams-Independent Safety Culture Performance Evaluation Team (ISCPET)e Industry leaders and experts-SYNERGY consulting services 41 ISCPET Results General Observations
+ Used diverse and complementary teams
+ Majority of workforce will actively identify safety issues+ Corporate and site senior leadership communicating right safety message nuclear 4 Policies and programs place priority on nuclear safety Alternative means for raising concerns generally function well and are trusted 42 ISCPET Results Action Areas+ Alignment+ Accountability
  -Independent Safety Culture Performance Evaluation Team (ISCPET) e Industry leaders and experts
+ Site Processes and Programs*Communications and Change Management
  -SYNERGY consulting services 41
+ Safety Conscious Work Environment 43 SYNERGY Survey+ Survey Participation Expectation 60 -70 percent*Industry Average for SYNERGY Surveys is 78 percent+ PVNGS 2005 Survey Participation was 86 percent+ PVNGS 2007 Survey Participation was approximately 79 percent 44 SYNERGY Preliminary Results+ Overall nuclear safety culture (NSC) rating declined by 6 5 % since 2005+ Nine organizations identified as outliers-Interviews further characterizing
 
+ Valuable insights provided by write-in comments+ Trend questions to assess current momentum in overall NSC indicate recent improvement
ISCPET Results General Observations
+ Final report due September 1, 2007 45 Comparison of IMPACT to Previous Improvement Efforts 46 Different and Sustainable
+ Majority of workforce will actively identify nuclear safety issues
*Focus on long-term, sustainable performance-Organization  
+ Corporate and site senior leadership communicating right safety message 4 Policies and programs place priority on nuclear safety Alternative means for raising concerns generally function well and are trusted 42
& Process" Dedicated project team and facilities
 
* Greater external expertise" Rigorous, broad, systematic approach 47 Different and Sustainable
ISCPET Results Action Areas
*Focus on long-term, sustainable performance-Ownership, Alignment  
+ Alignment
& Engagement" Broader cross-section of employees involved in evaluation and action plan development
+ Accountability
* Frequent communication with the organization to ensure alignment and engagement 48 Different and Sustainable Focus on long-term, sustainable performance Incorporation into Site Integrated Improvement Plan" Owners and due dates" Routine oversight for monitoring and accountability
+ Site Processes and Programs
* Stronger review and closure process Common theme -fixing plant equipment 49 SAFELY and efficiently generate electricity for the Ion-q term 50 Acronyms Used*ImPACT -Improved Performance And Cultural Transformation
*Communications and Change Management
*ISCPET -Independent Safety Culture Performance Evaluation Team 51}}
+ Safety Conscious Work Environment 43
 
SYNERGY Survey
+ Survey Participation Expectation 60 - 70 percent
*Industry Average for SYNERGY Surveys is 78 percent
+ PVNGS 2005 Survey Participation was 86 percent
+ PVNGS 2007 Survey Participation was approximately 79 percent 44
 
SYNERGY Preliminary Results
+ Overall nuclear safety culture (NSC) rating declined by 6 5 % since 2005
+ Nine organizations identified as outliers
  - Interviews further characterizing
+ Valuable insights provided by write-in comments
+ Trend questions to assess current momentum in overall NSC indicate recent improvement
+ Final report due September 1, 2007 45
 
Comparison of IMPACT to Previous Improvement Efforts 46
 
Different and Sustainable
*Focus on long-term, sustainable performance
  -Organization & Process
    " Dedicated project team and facilities
* Greater external expertise "Rigorous, broad, systematic approach 47
 
Different and Sustainable
*Focus on long-term, sustainable performance
  -Ownership, Alignment & Engagement "Broader cross-section of employees involved in evaluation and action plan development
* Frequent communication with the organization to ensure alignment and engagement 48
 
Different and Sustainable Focus on long-term, sustainable performance Incorporation into Site Integrated Improvement Plan "Owners and due dates "Routine oversight for monitoring and accountability
* Stronger review and closure process Common theme - fixing plant equipment 49
 
SAFELY and efficiently generate electricity for the Ion-q term 50
 
Acronyms Used
*ImPACT - Improved Performance And Cultural Transformation
*ISCPET - Independent Safety Culture Performance Evaluation Team 51}}

Latest revision as of 13:24, 13 March 2020

Slides - Briefing on Palo Verde 7/24/2007
ML072080384
Person / Time
Site: Palo Verde  Arizona Public Service icon.png
Issue date: 07/24/2007
From: Edington R
Arizona Public Service Co
To:
Office of Nuclear Reactor Regulation
References
Download: ML072080384 (51)
v • d • e


Text

Nuclear Regulatory Commission Briefing July 24, 2007 Palo Verde Nuclear Generating Station 1

Introductions

Randall K. Edington Senior Vice President and Chief Nuclear Officer 2

APS Participants

  • William Post- APS Chairman of the Board
  • Dwight Mims- Vice President, Regulatory Affairs and Performance Improvement
  • John Hesser- Vice President, Nuclear Engineering
  • Mike Pento- Plant Manager 3

APS Participants

  • Maria Lacal- Director, Executive Projects and Plant Support

+ Mike Shea- Director ImPACT

+ George Andrews- Director, Performance Improvement

  • Scott Bauer- Director, Regulatory Affairs 4

Opening Remarks William Post APS Chairman of the Board Jack Davis APS CEO 5

Opening Remarks

  • Historical/Lessons Learned
  • Actions
  • Resources 6

Historical/Lessons Learned

  • Historical plant performance
  • Metrics
  • Workload
  • Defensive/historical rationalization
  • Accountability 7

Historical/Lessons Learned

  • Team performance
  • Workforce turnover
  • Internal orientation
  • Communication
  • Remember, high nuclear performance is more a function of people than technology 8

Opening Remarks

  • Historical/Lessons Learned
  • Actions
  • Resources 9

Improving Palo Verde for the Long Term Randall K. Edington Senior Vice President and Chief Nuclear Officer 10

Stages of Power Plants 11

Recognize where we have been Emphasize where we are!

and where we are going!!

12

History + New + Change = Palo Verde Way Controlled change at deliberate speed 13

Map and understand Then choose

  • execution
  • evolution e revolution 14

Our Organization History + New + Change I II Director I I Leader Department General Manager Nuclear Assurance Emergency Services Employee Concerns

&Support Dwayne Carnes Terry Radtke Jeanne Copsey 15

SAFELY and efficiently generate electricity for the long term 16

Long-Term Focus

+ Developing 3-5 year improvement plan to assure long-term, sustainable performance

+ Build upon existing improvement plan

+ Perform a detailed evaluation of performance issues through the ImPACT team

+ Obtaining organizational alignment 17

Improving Palo Verde for the Long Term Mar April May June I July IAug Sept Oct Nov j Dec Jan'08

  • 4 1 4 1 Annual Assessment 1R13 INPO Evaluation INPO ATV 3R13 Public Meeting A ml-,

7 Op~ ki

-. . .... =1

. = =

1 .-

I 18

_1A SAFELY and efficiently

-generateelectricity for the long term

[---p Ad lHumn W I CMAL L'mearmlrg' nerng-I seAmmmt / wdnfftm I Infbrmabý I --- rasNmss Mbcs -w*Mngmn ant PI 19

I 8.1 Increase Board of Directors' understanding of PVNGS operations Palo Verde has not been fully engaged with the industry 8.2 Improve the effectiveness of the Nuclear and the culture has, at times, been one of complacency. Oversight Committee (NOC)

Behaviors do not consistently drive continuous Improvement and feedback from external sources has 8.3 Improve the effectiveness of the Off-Site not been effectively Integrated Into plant processes and Safety Review Committee (OSRC) programs. As a result, performance has declined over Core Staition Performance Indicators time and opportunities to improve performance have 8.4 Improve the effectiveness of the Management been missed.

Review Meetings (MRM) 8.6 Increase line organization QA perspective and improve effectiveness of site nuclear assurance oversight 8.6 Develop and implement an alignment strategy We seek and value input from internal and external from senior leadership throughout the oversight organizations and assessment teams to ensure organization excellence in nuclear safety. We keep our eyes on our problems and effectively integrate feedback into our 8.7 Improve use of other external oversight and processes and programs for continuous improvement. assessments 8.8 Increase station awareness of industry best practices 8.9 Improve station challenge board process 20

Palo Verde Nuclear Generating Station Site Integrated Improvement Plan - Building Block 8 - OVERSIGHT Initiative: 8.3 Improve the effectiveness of the Off-Site Safety Review Committee (OSRC)

Lead: R. Edington CRDR - 3040637 Due Date: 06/30108 Current State: The Off-Site Safety Review Committee has not been used effectively to provide an external industry perspective of Palo Verde performance. Consequently, actions to drive station improvements have been weak and untimely and desired changes in performance have not been fully realized.

assessment members and provide report to the senior

_______leadership team.

In coordination with site senior leadership, 8.3.3 3040646 restructure/reorganize, as appropriate, OSRc internal M. Lacal 09/30/07 membership, subcommittees, and external membership

_______based on 8.3.1 and 8.3.2, above.

8 3.4 3040650 Revise reporting relationship to Senior Vice-President, M. Lacal 09/30/07 Nuclear and Chief Nuclear Officer.

8.3.5 3040651 Revise OSRC charter, as appropriate, to institutionalize M. Lacal 10/31/07 results of 8.3.3 and 8.3.4, above.

8.3.6 3040652 Revise OSRC charter to require conducting periodic M. Lacal 10/31/07 reviews of Confirmatory Action Letter (CAL), IMPACT, and site integrated improvement plan action implementation, closure and effectiveness during time of increased regulatory scrutiny.

8.3.7 3040653 Develop and institutionalize a process for OSRC Chair to M. Lacal 12/31/07 provide periodic status to Board of Directors (at least

_______ _______ annually). _____ _____ _____ _____ _____

21

SAFELY and efficiently generate electricity for the longq term I la- -qimt -epl

- I^oi 'II durm Engineering Programs

  • rk Management

-S nge Plan I Departme I S04s9wrat 7fbrrnabon SeMces I Outages cost 22

  • Major equipment improvements
  • Top Ten equipment process
  • Plant Health Committee
  • Equipment process reviews
  • Engineering equipment programs
  • Component design basis review 23

Workforce Performance Compensation &

Management Rewards 0

0 Development Targeted

&Retention 0 Hires 0-Pipeline Programs I Initial Hires 94.

24

+ Plant status and safety (nuclear, industrial, radiological, safety culture)

+ Improving risk models, knowledge, structure

+ Develop a "green stripe" certification

  • Improve radioactive material control program
  • Focus on behaviors and culture
  • Implement actions to address independent safety culture assessment
  • Mapping corrective action program (CAP) and related processes
  • Improving CAP metrics
  • Improving site accountability for CAP
  • Providing additional dedicated resources
  • Further process improvements in progress
  • Establishing CAP as core business to 0S -

a~~~~ a7777,Iiia 26

Expanding site-specific power plant course Upgrading site-specific certification course Upgrading continuing training for workforce/leaders Improving training involvement in line activities Focus on training as core business for the long term fta Knowledge/Training Pft-27

SAFELY and efficiently

-generate electricity for the long term ant Equipment People Aftn Pqram I SAFETY I Knowledge/-Training PHurnnanPerf.TjCbnftLUearmIngj communicabons I Oversight I Enwgwq Reparedrwo dures mI Engineering I Programs Processes I ' MetriCS =Work Ma iagern ISdf4awwt / k&04 I Information Services I Outages Cost Effectiveness I Long-Range Plan rlZpartrnent Plans 28

Improving Palo Verde for the Long Term Mar April jMay June 10.

July 10' Aug Sept Oct rNov f Dec Jan '08 Annual Assessment IR13 INPO Evaluation INPO ATV 3R1 3 Public Meeting

-1 gm-Eq ji 29

  • "poe Performanc An Cutua Trasformtio Dwight C. Mims Vice President, Regulatory Affairs and Performance Improvement 30

Improving Palo Verde for the Long Term Mar April May June July IAug I Sept Oct Nov D Dec Jan'08 01 10 4 1 Annual Assessment 1311 INPO Evaluation INPO ATV 3R1 3 Public Meeting LUtnpa

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Improving Palo Verde for the Long Term Mar April May June July Aug Sept Oct Nov Dec j Jan '08 No 14 0 - -*4 Annual Assessment IR13 INPO INPO 3R13 Public Meeting Evaluation ATV IXf.mI\

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F Initial CAL NRC Exit 32

Focused Assessments Scope

  • Problem Identification & Resolution
  • Human Performance
  • Re-Engineering (1993-1994)
  • 1989 Diagnostic Inspection
  • Performance Improvement Plan
  • Other issues as identified 37

ImPACT Identified Issues

+ Operational focus

  • Corrective action program effectiveness
  • Organizational alignment and accountability
  • Equipment reliability

+ Human performance

+ Work management

+ Engineering quality

+ Component Design Basis Review 39

Safety Culture Assessment Overall Methodology

  • Mapped new process to understand

+ Used diverse and complementary teams

-Independent Safety Culture Performance Evaluation Team (ISCPET) e Industry leaders and experts

-SYNERGY consulting services 41

ISCPET Results General Observations

+ Majority of workforce will actively identify nuclear safety issues

+ Corporate and site senior leadership communicating right safety message 4 Policies and programs place priority on nuclear safety Alternative means for raising concerns generally function well and are trusted 42

ISCPET Results Action Areas

+ Alignment

+ Accountability

+ Site Processes and Programs

  • Communications and Change Management

+ Safety Conscious Work Environment 43

SYNERGY Survey

+ Survey Participation Expectation 60 - 70 percent

  • Industry Average for SYNERGY Surveys is 78 percent

+ PVNGS 2005 Survey Participation was 86 percent

+ PVNGS 2007 Survey Participation was approximately 79 percent 44

SYNERGY Preliminary Results

+ Overall nuclear safety culture (NSC) rating declined by 6 5 % since 2005

+ Nine organizations identified as outliers

- Interviews further characterizing

+ Valuable insights provided by write-in comments

+ Trend questions to assess current momentum in overall NSC indicate recent improvement

+ Final report due September 1, 2007 45

Comparison of IMPACT to Previous Improvement Efforts 46

Different and Sustainable

  • Focus on long-term, sustainable performance

-Organization & Process

" Dedicated project team and facilities

  • Greater external expertise "Rigorous, broad, systematic approach 47

Different and Sustainable

  • Focus on long-term, sustainable performance

-Ownership, Alignment & Engagement "Broader cross-section of employees involved in evaluation and action plan development

  • Frequent communication with the organization to ensure alignment and engagement 48

Different and Sustainable Focus on long-term, sustainable performance Incorporation into Site Integrated Improvement Plan "Owners and due dates "Routine oversight for monitoring and accountability

  • Stronger review and closure process Common theme - fixing plant equipment 49

SAFELY and efficiently generate electricity for the Ion-q term 50

Acronyms Used

  • ImPACT - Improved Performance And Cultural Transformation
  • ISCPET - Independent Safety Culture Performance Evaluation Team 51
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