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=Text=
=Text=
{{#Wiki_filter:April 15, 2015  LICENSEE: Omaha Public Power District (OPPD)   FACILITY: Fort Calhoun Station
{{#Wiki_filter:April 15, 2015  LICENSEE:
Omaha Public Power District (OPPD)
FACILITY:
Fort Calhoun Station


==SUBJECT:==
==SUBJECT:==
MEETING SUMMARY OF APRIL 9, 2015, WITH OMAHA PUBLIC POWER DISTRICT On April 9, 2015, a Category 1 meeting was held between the U.S. Nuclear Regulatory Commission (NRC) and Omaha Public Power District (OPPD) at the Thompson Center  located at 6705 Dodge Street, Omaha, Nebraska. The NRC presented the status of oversight activities at Fort Calhoun Station and the basis  for the recent NRC decision to transition the station to the normal reactor oversight process. Omaha Public Power District presented details of their actions for continued sustained performance improvements.
MEETING SUMMARY OF APRIL 9, 2015, WITH OMAHA PUBLIC POWER DISTRICT
The slide presentations are available electronically from the NRC's Agency wide Documents Access and Management System (ADAMS) and are enclosed in this notice.
In accordance with 10 CFR 2.390 of the NRC's "Rules of Practice," a copy of this letter  and its enclosures will be available electronically for public inspection in the NRC's Public Document Room or from the Publicly Available Records (PARS) component of the  NRC's Agency wide Documents Access and Management System (ADAMS). ADAMS is accessible from the Public Electronic Reading Room page of the NRC's public web site at: http://www.nrc.gov/reading-rm/adams.html. CONTACT:  Michael Hay, RIV/DRP (817) 200-1147  Docket No. 50-285  :  NRC Presentation Slides    :  OPPD Presentation Slides UNITED STATES NUCLEAR REGULATORY COMMISSION REGION IV 1600 E LAMAR BLVD ARLINGTON, TX 76011-4511 


SUNSI Review By:  MCH ADAMS  Yes    No  Publicly Available Non-Publicly Available Non-Sensitive Sensitive Keyword: OFFICE RIV/C:DRP/D NAME MCHay:PBH SIGNATURE /RA/ DATE 04/15/15 Memo to Omaha Public Power District from Michael Hay, dated April 15, 2015   
On April 9, 2015, a Category 1 meeting was held between the U.S. Nuclear Regulatory Commission (NRC) and Omaha Public Power District (OPPD) at the Thompson Center located at 6705 Dodge Street, Omaha, Nebraska.
The NRC presented the status of oversight activities at Fort Calhoun Station and the basis for the recent NRC decision to transition the station to the normal reactor oversight process. Omaha Public Power District presented details of their actions for continued sustained performance improvements.
 
The slide presentations are available electronically from the NRC's Agency wide Documents Access and Management System (ADAMS) and are enclosed in this notice. 
 
In accordance with 10 CFR 2.390 of the NRC's "Rules of Practice," a copy of this letter and its enclosures will be available electronically for public inspection in the NRC's Public Document Room or from the Publicly Available Records (PARS) component of the  NRC's Agency wide Documents Access and Management System (ADAMS). ADAMS is accessible from the Public Electronic Reading Room page of the NRC's public web site at: http://www.nrc.gov/reading
-rm/adams.html
. CONTACT:  Michael Hay, RIV/DRP (817) 200
-1147  Docket No.
50-285  :
NRC Presentation Slides
  :
OPPD Presentation Slides UNITED STATES NUCLEAR REGULATORY COMMISSION REGION IV 1600 E LAMAR BLVD ARLINGTON, TX 76011
-4511 
 
SUNSI Review By:  MCH ADAMS  Yes    No  Publicly Available Non-Publicly Available Non-Sensitive Sensitive Keyword: OFFICE RIV/C:DRP/D NAME MCHay:PBH SIGNATURE
/RA/ DATE 04/15/15 Memo to Omaha Public Power District from Michael Hay, dated April 15, 2015   


==SUBJECT:==
==SUBJECT:==
MEETING SUMMARY OF APRIL 9, 2015, WITH OMAHA PUBLIC POWER DISTRICT Regional Administrator (Marc.Dapas@nrc.gov) Deputy Regional Administrator (Kriss.Kennedy@nrc.gov) DRP Director (Troy.Pruett@nrc.gov) DRP Deputy Director (Ryan.Lantz@nrc.gov) DRS Director (Anton.Vegel@nrc.gov) DRS Deputy Director (Jeff.Clark@nrc.gov) Senior Resident Inspector (Max.Schneider@nrc.gov) Resident Inspector (Brian.Cummings@nrc.gov) FCS Site Administrative Assistant (Janise.Schwee@nrc.gov) Branch Chief, DRP (Michael.Hay@nrc.gov) Senior Project Engineer, DRP (Robert.Hagar@nrc.gov) Project Engineer, DRP (Jan.Tice@nrc.gov) RIV Public Affairs Officer (Victor.Dricks@nrc.gov) RIV Public Affairs Officer (Lara.Uselding@nrc.gov) NRR Project Manager (Fred.Lyon@nrc.gov) RIV Branch Chief, DRS/TSB (Geoffrey.Miller@nrc.gov) RIV RITS Coordinator (Marisa.Herrera@nrc.gov) RIV Regional Counsel (Karla.Fuller@nrc.gov) Congressional Affairs Officer (Jenny.Weil@nrc.gov) RIV Congressional Affairs Officer (Angel.Moreno@nrc.gov) OEWebResource@nrc.gov OEWEB Resource (Sue.Bogle@nrc.gov) Technical Support Assistant (Loretta.Williams@nrc.gov) RIV/ETA: OEDO (Michael.Waters@nrc.gov) RIV RSLO (Bill.Maier@nrc.gov) ACES (R4Enforcement.Resource@nrc.gov)
MEETING SUMMARY OF APRIL 9, 2015, WITH OMAHA PUBLIC POWER DISTRICT
Fort Calhoun Station Public Meeting Nuclear Regulatory Commission April 9, 2015 Omaha, Nebraska 1 Introductions WelcomeIntroduction of NRC personnel2 Purpose of Meeting NRC will present status of regulatory activities associated with the Fort Calhoun Station OPPD will present details of Fort Calhoun Station performance improvement initiatives   Public comments and questions Opening Remarks Marc Dapas - Regional Administrator 4 Opening Remarks Criteria for transitioning Fort Calhoun Station to the normal NRC oversight process - an effective long-range improvement program -sufficiently implementing the corrective action program -demonstrated safe plant operation -controls in place to address the plant-specific issues that resulted in increased oversight 5 NRC issued Post-Restart Confirmatory Action Letter December 17, 2013 -Key areas for sustained performance improvement Human Performance Safety Culture Corrective Action Process Design Basis Reconstitution       6 NRC Assessment Activities Routine inspections -Resident Inspectors -Regional inspections Team inspection conducted July 2014 -Assessed Corrective Action Process effectiveness -Assessed Post-Restart Confirmatory Action Letter items      7 NRC Assessment Results Team Inspection July 2014 Results Licensee effectively implemented improvement initiatives in the following key areas: -Organizational Effectiveness, Safety Culture, Safety Conscience Work Environment -Performance Improvement and Learning Programs -Site Operational Focus -Procedures -Nuclear Oversight         8 NRC Assessment Results Team Inspection July 2014 Results Inconsistent implementation of corrective action program Examples included: -Evaluations of degraded and non-conforming conditions -Resolution of previously issued NRC findings       9 NRC Assessment Results Follow-up team inspection conducted January 2015 -Assessed effectiveness of Corrective Action Program improvements -Assessed Post-Restart Confirmatory Action Letter items      10 NRC Assessment Results Team Inspection January 2015 Results NRC noted significant corrective action program improvement since July 2014 Continued effective implementation of improvement initiatives - Approximately 150 of 166 post-restart Confirmatory Action Letter items closed 11 NRC Assessment Results Transition Criteria 1 - an effective long-range improvement program  -Post-restart CAL performance improvement initiatives are being effectively implemented (150 of 166 items closed) -Licensee has established additional long-term actions to sustain performance improvement in the areas of Operational Excellence, Equipment Reliability, and Performance Improvement 12 NRC Assessment Results Transition Criteria 2 - sufficiently implementing the corrective action program  -NRC team inspection performed in January 2015 confirmed OPPD is effectively implementing their corrective action program 13 NRC Assessment Results Transition Criteria 3 - demonstrated safe plant operation -Control room operators have consistently  demonstrated safe operation of the plant and conservative decision making Shutdowns and power reductions following identification of degraded mitigation equipment Power reduction in response to potential Missouri River flooding conditions Automatic shutdown following transformer failure     14 NRC Assessment Results Transition Criteria 4 - controls in place to address the plant-specific issues that resulted in increased oversight -NRC determined OPPD thoroughly evaluated and adequately corrected all significant safety and security issues prior to restart in December of 2013 Involved approximately 460 specific inspection activities -Significant post-restart NRC inspection activities verified effectiveness of licensee actions No significant safety or security issues were identified 15 NRC Overall Assessment NRC concluded all transition criteria satisfied by OPPD -Termination of increased NRC oversight -Transition of station to routine Reactor Oversight Process (ROP) effective April 1, 2015 -Station placed in the Licensee Response Column (Column I) based on no significant safety or security issues currently in effect 16 NRC Oversight Effort NRC staff effort at Fort Calhoun Station since entry in IMC 0350 (Dec. 2011) -Approximately 61,000 hours total -45,000 inspection hours -16,000 hours associated with licensing and assessment activities 17 In Summary Licensee has returned to a normal level of NRC oversight -NRC is implementing normal baseline inspection activities NRC will continue to conduct confirmatory action letter follow-up inspections for remainder of open items -Containment internal structure -Design basis reconstitution 18 In Summary Continued licensee focus on effective implementation of long-term improvement plan 19 OPPD Presentation 20 Contacting the NRC Report an emergency  -(301) 816-5100 (call collect) Report a safety concern  -(800) 695-7403  -Allegation@nrc.gov General information or questions  -www.nrc.gov           21 22 1 OPPD's Fort Calhoun Station Driving to Sustained Excellence Public meeting with the U.S. Nuclear Regulatory Commission April 9, 2015 Performance Improvement Operational Excellence Equipment Reliability 2 2 2 OPPD Vision A fully engaged organization that achieves competitive rates, while maintaining financial stability and high satisfaction. OPPD Mission Provide affordable, reliable and environmentally sensitive energy services to our customers. 2 3 Industrial Safety Performance 2013 2014 2015 Untreated Injuries 11 7 1 First Aid Injuries 15 2 0 OSHA-Recordable 4 1 0 Lost-Time / Restricted 4 0 0 Demonstrated Safe Plant Operation and Overall Improving Performance Safety and Human Performance Overview Performance Improvement Operational Excellence Equipment Reliability 8* 8* 01020 30 40 502013201420152016 Department-Level  Performance 4 Driving to Sustained Excellence 41 17 *Goals 4 52 Weeks of Safety / Human Performance No Injury or HU Event Near Miss / Report Only Minor Injury / Dept  Clock Reset OSHA Recordable / Config Control Event TISAR /  Site Clock Reset 1 1/3/2015 2 1/10/2015 3 1/17/2015 4 1/24/2015 5 1/31/2015 6 2/7/2015 7 2/14/2015 8 2/21/2015 9 2/28/2015 10 3/7/2015 11 3/14/2015 12 3/21/2015 13 3/28/2015 14 4/4/2015 15 4/11/2015 16 4/18/2015 17 4/25/2015 18 5/2/2015 19 5/9/2015 20 5/16/2015 21 5/23/2015 22 5/30/2015 23 6/6/2015 24 6/13/2015 25 6/20/2015 26 6/27/2015 27 7/4/2015 28 7/11/2015 29 7/18/2015 30 7/25/2015 31 8/1/2015 32 8/8/2015 33 8/15/2015 34 8/22/2015 35 8/29/2015 36 9/5/2015 37 9/12/2015 38 9/19/2015 39 9/26/2015 40 10/3/2015 41 10/10/2015 42 10/17/2015 43 10/24/2015 44 10/31/2015 45 11/7/2015 46 11/14/2015 47 11/21/2015 48 11/28/2015 49 12/5/2015 50 12/12/2015 51 12/19/2015 52 12/26/2015 Performance Improvement Operational Excellence Equipment Reliability Driving to Sustained Excellence 5 Identification The Station Engagement Ratio improved and has been White or Green for the past 12 months The Self-Identification Indicator has gone from 66% (Yellow) in Feb. 2014 to 79% (White) in Jan. 2015 Analysis The average time to complete a Root Cause Analysis (RCA) has gone from 66 days (Red) in Feb. 2014 to 21 days (Green) in Jan. 2015 This indicator has been Green for more than six months, indicating the station has applied the necessary resources and oversight to the analyses of the most significant CAP issues Investigation rejection rate (RCA/ACA) 3-month average has gone from 40% (Red) in Oct. 2014 to 7% (Green) March 2015 Closure The number of station open corrective actions has gone from 2,022 in Feb. 2014 to 921 in Jan. 2015 Monthly Closure Quality Rejection Rate Performance Indicator (PI) has gone from 7% (Red) in Oct. 2014 to 4% (Green) in Jan. 2015 (New PI in Oct. 2014) Corrective Action Program Improvement Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability 6 Demonstrated Safe Plant Operation and Overall Improving Performance Immediate Operability Determinations Performance on Immediate Operability Determinations (IODs) hasimproved, but has not yet met expectations for excellenceContinuing actions to improve performanceTemplates developed and being used to enhance the quality of information from the Condition Report (CR) originator and CR screener Accountability measures established for CR originators and CR screeners Operating crews are performing case studies on the quality and amount of information coming in from the field Departments trend Engineering Assurance Group and Operability Determination Quality Review Board feedback on IODs to provide feedback and drive performance improvement OPPD Awards program has been used to reinforce good performance and performance gaps are evaluated to determine if systemic action or supervisory intervention is needed Four percent (4%) improvement (Green) in four-week IOD rollingaverage quality score since Nov. 2014Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability 7 Demonstrated Safe Plant Operation and Overall Improving Performance Conservative Decision Making / Risk Management Safety focused conservative decision makingJune 21, 2014, Missouri River projected level increase Closely coordinated with U.S. Army Corps of EngineersImplemented flood readiness measuresDecreased reactor power in anticipation of safe and timely shutdownRiver level crested below projectionsDec. 17, 2014, reactor trip recovery Plant equipment responded as designedOperator response promptly stabilized the unitFleet procedures used in support of unit restartDiesel generator starting air system upgrade Demonstrated operational focus to improve equipment reliabilityExample of continued investment in the plantMaintenance Backlog Reduction Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability 8 Backlog Reduction Work Management / Maintenance Goal: Increase operational focus of backlog management using a five-pronged approach Corrective Critical (CCs) has remained zero for the last five months through scheduled work and effective Fix-it-Now support 268 Deficient Critical (DCs) scheduled and completed in past five months Improved Plant Health Committee(PHC) work order (WO) tracking  has yielded greater stability and  adherence for completing PHC  coded WOs 98 PHC WOs have been completed   in the past five months Fire impairments worked down  from 42 to six since Aug. 2014 Performance Improvement Operational Excellence Equipment Reliability 9 Integrated System Health Safety Assessment - Comparison System Nov. 2014 Feb. 2015 Date to White Auxiliary Feedwater N/A Emergency Diesel Generator N/A Electrical Equipment - High Voltage 2Q15 High-Pressure Safety Injection N/A Electrical Equipment - Low Voltage N/A Raw Water 4Q15 Feedwater N/A Turbine Plant Cooling Water N/A Instrument Air N/A Reactor Coolant System N/A Containment Cooling Water 2Q15 Reactor Protective System N/A System Health Green = Excellent Yellow = Marginal White = Acceptable Red = Unacceptable Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability 10 Backlog Reduction - Engineering Objectives -Reduce backlogs to industry norm levels -Correct deficiencies affecting plant design and licensing bases Focus Areas CAP Backlogs Operability Evaluations Engineering Change Packages End of Service Life Evaluations High Energy Line Break Reconstitution Fuse Configuration Control Preventive Maintenance Change Requests / Classifications / Bases Obsolescence and Critical Spares Circuit Card Replacement and Trending Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability 11 Outage Scope to Enhance Safety Margins and Equipment Reliability Pressurizer heater upgrade / replacement Fukushima modifications for electrical power and emergency fill Equipment qualification modification for Auxiliary Building corridors Containment spray pump modifications to address runout conditions End of service life replacements 4160 volt AC breakers (22) -  241 relays 480 volt AC breakers (8) -  2 valves 30 additional items Valve work 64 air operated valves -  33 motor operated valves 16 check valves  -  52 relief valves Reactor coolant pump seal replacement and upper bearing replacement 22 incore instrument replacements Reactor vessel head stand and containment internal structure interference removal Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability 12  Containment Internal Structure and Design & Licensing Basis Projects Update Refueling Outage 27 Scope Reactor Vessel Head Stand (RVHS) Any deficiencies corrected to restore full design margin as described in the Fort Calhoun licensing basis Demolish the four existing concrete pedestals Install a steel structure redistributing the RVHS loads to existing adjacent walls and concrete columns Containment Internal Structure (CIS) Resolution of piping and cabling interferences associated with CIS column installation Scope deferral from refueling outage 27 to refueling outage 28 Containment Internal Structure Operability Evaluation will remain in effect First-of-a-kind evolution Returning Beam 22A, Beam 22B and B-46B to Full Design Margin Reactor Coolant Pump Power Cable reroutes Interference removal associated with column installation Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability 13  Containment Internal Structure and Design & Licensing Basis Projects Update Design and Licensing Basis Control and Use Completed pilot project (reconstitution of USAR Section 9.8 on Raw Water System) Project team and Independent Oversight Committee (IOC) identified changes to improve the reconstitution effort Process and procedure changes have been implemented Reconstitution process, including changes and progress, were reviewed by the Component Design Bases Inspection (CDBI) team Production phase in progress Reconstitution has started on 16 USAR Sections 132 USAR Sections are being reconstituted Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability 14 Performance Improvement Operational Excellence Equipment Reliability Nuclear Oversight Independent Assessment 15 Aligned the organization on Safety-focused Vision, Mission, Values Integrated Improvement Plan 2015 Nuclear Professional Priorities OPPD corporate governance and oversight Additional Exelon oversight of recovery progress and effectiveness FCS fully transitioning to the Exelon process for performance improvement Established an Effective Long-Range Improvement Program Performance Improvement Operational Excellence Equipment Reliability Driving to Sustained Excellence 16 16 16 OPPD Vision A fully engaged organization that achieves competitive rates, while maintaining financial stability and high satisfaction. OPPD Mission Provide affordable, reliable and environmentally sensitive energy services to our customers. 16}}
 
Regional Administrator (Marc.Dapas@nrc.gov)
Deputy Regional Administrator (Kriss.Kennedy@nrc.gov) DRP Director (Troy.Pruett@nrc.gov)
DRP Deputy Director (Ryan.Lantz@nrc.gov
) DRS Director (Anton.Vegel@nrc.gov)
DRS Deputy Director (Jeff.Clark@nrc.gov)
Senior Resident Inspector (Max.Schneider@nrc.gov)
Resident Inspector (Brian.Cummings@nrc.gov)
FCS Site Administrative Assistant (Janise.Schwee@nrc.gov)
Branch Chief, DRP (Michael.Hay@nrc.gov)
Senior Project Engineer, DRP (Robert.Hagar@nrc.gov)
Project Engineer, DRP (Jan.Tice@nrc.gov)
RIV Public Affairs Officer (Victor.Dricks@nrc.gov)
RIV Public Affairs Officer (Lara.Uselding@nrc.gov)
NRR Project Manager (Fred.Lyon@nrc.gov)
RIV Branch Chief, DRS/TSB (Geoffrey.Miller@nrc.gov)
RIV RITS Coordinator (Marisa.Herrera@nrc.gov)
RIV Regional Counsel (Karla.Fuller@nrc.gov)
Congressional Affairs Officer (Jenny.Weil@nrc.gov)
RIV Congressional Affairs Officer (Angel.Moreno@nrc.gov)
OEWebResource@nrc.gov OEWEB Resource (Sue.Bogle@nrc.gov)
Technical Support Assistant (Loretta.Williams@nrc.gov) RIV/ETA: OEDO (Michael.Waters@nrc.gov)
RIV RSLO (Bill.Maier@nrc.gov)
ACES (R4Enforcement.Resource@nrc.gov)
 
Fort Calhoun Station Public Meeting Nuclear Regulatory Commission April 9, 2015 Omaha, Nebraska 1
Introductions WelcomeIntroduction of NRC personnel2 Purpose of Meeting NRC will present status of regulatory activities associated with the Fort Calhoun Station OPPD will present details of Fort Calhoun Station performance improvement initiatives Public comments and questions
 
Opening Remarks Marc Dapas  
- Regional Administrator 4
Opening Remarks Criteria for transitioning Fort Calhoun Station to the normal NRC oversight process
- an effective long
-range improvement program
-sufficiently implementing the corrective action program
-demonstrated safe plant operation
-controls in place to address the plant
-specific issues that resulted in increased oversight 5
NRC issued Post
-Restart Confirmatory Action Letter December 17, 2013
-Key areas for sustained performance improvement Human Performance Safety Culture Corrective Action Process Design Basis Reconstitution 6
NRC Assessment Activities Routine inspections
-Resident Inspectors
-Regional inspections Team inspection conducted July 2014
-Assessed Corrective Action Process effectiveness
-Assessed Post-Restart Confirmatory Action Letter items      7 NRC Assessment Results Team Inspection July 2014 Results Licensee effectively implemented improvement initiatives in the following key areas:
-Organizational Effectiveness, Safety Culture, Safety Conscience Work Environment
-Performance Improvement and Learning Programs
-Site Operational Focus
-Procedures
-Nuclear Oversight 8
NRC Assessment Results Team Inspection July 2014 Results Inconsistent implementation of corrective action program Examples included:
-Evaluations of degraded and non
-conforming conditions
-Resolution of previously issued NRC findings 9
NRC Assessment Results Follow-up team inspection conducted January 2015
-Assessed effectiveness of Corrective Action Program improvements
-Assessed Post
-Restart Confirmatory Action Letter items      10 NRC Assessment Results Team Inspection January 2015 Results NRC noted significant corrective action program improvement since July 2014 Continued effective implementation of improvement initiatives
- Approximately 150 of 166 post
-restart Confirmatory Action Letter items closed 11 NRC Assessment Results Transition Criteria 1  
- an effective long
-range improvement program  -Post-restart CAL performance improvement initiatives are being effectively implemented (150 of 166 items closed)
  -Licensee has established additional long
-term actions to sustain performance improvement in the areas of Operational Excellence, Equipment Reliability, and Performance Improvement 12 NRC Assessment Results Transition Criteria 2  
- sufficiently implementing the corrective action program  -NRC team inspection performed in January 2015 confirmed OPPD is effectively implementing their corrective action program 13 NRC Assessment Results Transition Criteria 3  
- demonstrated safe plant operation
-Control room operators have consistently  demonstrated safe operation of the plant and conservative decision making Shutdowns and power reductions following identification of degraded mitigation equipment Power reduction in response to potential Missouri River flooding conditions Automatic shutdown following transformer failure 14 NRC Assessment Results Transition Criteria 4
- controls in place to address the plant-specific issues that resulted in increased oversight
-NRC determined OPPD thoroughly evaluated and adequately corrected all significant safety and security issues prior to restart in December of 2013 Involved approximately 460 specific inspection activities
-Significant post
-restart NRC inspection activities verified effectiveness of licensee actions No significant safety or security issues were identified 15 NRC Overall Assessment NRC concluded all transition criteria satisfied by OPPD -Termination of increased NRC oversight
-Transition of station to routine Reactor Oversight Process (ROP) effective April 1, 2015
-Station placed in the Licensee Response Column (Column I) based on no significant safety or security issues currently in effect 16 NRC Oversight Effort NRC staff effort at Fort Calhoun Station since entry in IMC 0350 (Dec. 2011)
-Approximately 61,000 hours total
-45,000 inspection hours
-16,000 hours associated with licensing and assessment activities 17 In Summary Licensee has returned to a normal level of NRC oversight
-NRC is implementing normal baseline inspection activities NRC will continue to conduct confirmatory action letter follow
-up inspections for remainder of open items -Containment internal structure
-Design basis reconstitution 18 In Summary Continued licensee focus on effective implementation of long
-term improvement plan 19 OPPD Presentation 20 Contacting the NRC Report an emergency  
  -(301) 816
-5100 (call collect)
Report a safety concern  
  -(800) 695
-7403  -Allegation@nrc.gov General information or questions  
  -www.nrc.gov 21 22 1 OPPD's Fort Calhoun Station Driving to Sustained Excellence Public meeting with the U.S. Nuclear Regulatory Commission April 9, 2015 Performance Improvement Operational Excellence Equipment Reliability
 
2 2 2 OPPD Vision A fully engaged organization that achieves competitive rates, while maintaining financial stability and high satisfaction.
OPPD Mission Provide affordable, reliable and environmentally sensitive energy services to our customers.
2 3 Industrial Safety Performance 2013 2014 2015 Untreated Injuries 11 7 1 First Aid Injuries 15 2 0 OSHA-Recordable 4 1 0 Lost-Time / Restricted 4 0 0 Demonstrated Safe Plant Operation and Overall Improving Performance Safety and Human Performance Overview Performance Improvement Operational Excellence Equipment Reliability 8* 8* 01020 30 40 502013201420152016 Department
-Level  Performance 4 Driving to Sustained Excellence 41 17 *Goals 4 52 Weeks of Safety / Human Performance No Injury or HU Event Near Miss / Report Only Minor Injury / Dept  Clock Reset OSHA Recordable / Config Control Event TISAR /  Site Clock Reset 1 1/3/2015 2 1/10/2015 3 1/17/2015 4 1/24/2015 5 1/31/2015 6 2/7/2015 7 2/14/2015 8 2/21/2015 9 2/28/2015 10 3/7/2015 11 3/14/2015 12 3/21/2015 13 3/28/2015 14 4/4/2015 15 4/11/2015 16 4/18/2015 17 4/25/2015 18 5/2/2015 19 5/9/2015 20 5/16/2015 21 5/23/2015 22 5/30/2015 23 6/6/2015 24 6/13/2015 25 6/20/2015 26 6/27/2015 27 7/4/2015 28 7/11/2015 29 7/18/2015 30 7/25/2015 31 8/1/2015 32 8/8/2015 33 8/15/2015 34 8/22/2015 35 8/29/2015 36 9/5/2015 37 9/12/2015 38 9/19/2015 39 9/26/2015 40 10/3/2015 41 10/10/2015 42 10/17/2015 43 10/24/2015 44 10/31/2015 45 11/7/2015 46 11/14/2015 47 11/21/2015 48 11/28/2015 49 12/5/2015 50 12/12/2015 51 12/19/2015 52 12/26/2015 Performance Improvement Operational Excellence Equipment Reliability Driving to Sustained Excellence
 
5 Identification The Station Engagement Ratio improved and has been White or Green for the past 12 months The Self-Identification Indicator has gone from 66% (Yellow) in Feb. 2014 to 79% (White) in Jan. 2015 Analysis The average time to complete a Root Cause Analysis (RCA) has gone from 66 days (Red) in Feb. 2014 to 21 days (Green) in Jan. 2015 This indicator has been Green for more than six months, indicating the station has applied the necessary resources and oversight to the analyses of the most significant CAP issues Investigation rejection rate (RCA/ACA) 3
-month average has gone from 40% (Red) in Oct. 2014 to 7% (Green) March 2015 Closure The number of station open corrective actions has gone from 2,022 in Feb. 2014 to 921 in Jan. 2015 Monthly Closure Quality Rejection Rate Performance Indicator (PI) has gone from 7% (Red) in Oct. 2014 to 4% (Green) in Jan. 2015 (New PI in Oct. 2014)
Corrective Action Program Improvement Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability
 
6 Demonstrated Safe Plant Operation and Overall Improving Performance Immediate Operability Determinations Performance on Immediate Operability Determinations (IODs) hasimproved, but has not yet met expectations for excellenceContinuing actions to improve performanceTemplates developed and being used to enhance the quality of information from the Condition Report (CR) originator and CR screener Accountability measures established for CR originators and CR screeners Operating crews are performing case studies on the quality and amount of information coming in from the field Departments trend Engineering Assurance Group and Operability Determination Quality Review Board feedback on IODs to provide feedback and drive performance improvement OPPD Awards program has been used to reinforce good performance and performance gaps are evaluated to determine if systemic action or supervisory intervention is needed Four percent (4%) improvement (Green) in four-week IOD rolli ngaverage quality score since Nov.
2014Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability
 
7 Demonstrated Safe Plant Operation and Overall Improving Performance Conservative Decision Making / Risk Management Safety focused conservative decision makingJune 21, 2014, Missouri River projected level increase Closely coordinated with U.S. Army Corps of EngineersImplemented flood readiness measuresDecreased reactor power in anticipation of safe and timely shutdow nRiver level crested below projectionsDec. 17, 2014, reactor trip recovery Plant equipment responded as desi gnedOperator response promptly stabilized the unitFleet procedures used in support of unit restartDiesel generator starting air system upgrade Demonstrated operational focus to improve equipment reliabilityExample of continued investment in the pl antMaintenance Backlog Reduction Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability
 
8 Backlog Reduction Work Management / Maintenance Goal: Increase operational focus of backlog management using a five
-pronged approach Corrective Critical (CCs) has remained zero for the last five months through scheduled work and effective Fix
-it-Now support 268 Deficient Critical (DCs) scheduled and completed in past five months Improved Plant Health Committee (PHC) work order (WO) tracking  has yielded greater stability and  adherence for completing PHC  coded WOs 98 PHC WOs have been completed in the past five months Fire impairments worked down  from 42 to six since Aug. 2014 Performance Improvement Operational Excellence Equipment Reliability
 
9 Integrated System Health Safety Assessment - Comparison System Nov. 2014 Feb. 2015 Date to White Auxiliary Feedwater N/A Emergency Diesel Generator N/A Electrical Equipment  
- High Voltage 2Q15 High-Pressure Safety Injection N/A Electrical Equipment  
- Low Voltage N/A Raw Water 4Q15 Feedwater N/A Turbine Plant Cooling Water N/A Instrument Air N/A Reactor Coolant System N/A Containment Cooling Water 2Q15 Reactor Protective System N/A System Health Green = Excellent Yellow = Marginal White = Acceptable Red = Unacceptable Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability
 
10 Backlog Reduction - Engineering Objectives
-Reduce backlogs to industry norm levels
-Correct deficiencies affecting plant design and licensing bases Focus Areas CAP Backlogs Operability Evaluations Engineering Change Packages End of Service Life Evaluations High Energy Line Break Reconstitution Fuse Configuration Control Preventive Maintenance Change Requests / Classifications / Bases Obsolescence and Critical Spares Circuit Card Replacement and Trending Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability
 
11 Outage Scope to Enhance Safety Margins and Equipment Reliability Pressurizer heater upgrade / replacement Fukushima modifications for electrical power and emergency fill Equipment qualification modification for Auxiliary Building corridors Containment spray pump modifications to address runout conditions End of service life replacements 4160 volt AC breakers (22) -  241 relays 480 volt AC breakers (8) -  2 valves 30 additional items Valve work 64 air operated valves -  33 motor operated valves 16 check valves  -  52 relief valves Reactor coolant pump seal replacement and upper bearing replacement 22 incore instrument replacements Reactor vessel head stand and containment internal structure interference removal Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability
 
12  Containment Internal Structure and Design & Licensing Basis Projects Update Refueling Outage 27 Scope Reactor Vessel Head Stand (RVHS)
Any deficiencies corrected to restore full design margin as described in the Fort Calhoun licensing basis Demolish the four existing concrete pedestals Install a steel structure redistributing the RVHS loads to existing adjacent walls and concrete columns Containment Internal Structure (CIS)
Resolution of piping and cabling interferences associated with CIS column installation Scope deferral from refueling outage 27 to refueling outage 28 Containment Internal Structure Operability Evaluation will remain in effect First-of-a-kind evolution Returning Beam 22A, Beam 22B and B-46B to Full Design Margin Reactor Coolant Pump Power Cable reroutes Interference removal associated with column installation Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability
 
13  Containment Internal Structure and Design & Licensing Basis Projects Update Design and Licensing Basis Control and Use Completed pilot project (reconstitution of USAR Section 9.8 on Raw Water System)
Project team and Independent Oversight Committee (IOC) identified changes to improve the reconstitution effort Process and procedure changes have been implemented Reconstitution process, including changes and progress, were reviewed by the Component Design Bases Inspection (CDBI) team Production phase in progress Reconstitution has started on 16 USAR Sections 132 USAR Sections are being reconstituted Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability
 
14 Performance Improvement Operational Excellence Equipment Reliability Nuclear Oversight Independent Assessment
 
15 Aligned the organization on Safety-focused Vision, Mission, Values Integrated Improvement Plan 2015 Nuclear Professional Priorities OPPD corporate governance and oversight Additional Exelon oversight of recovery progress and effectiveness FCS fully transitioning to the Exelon process for performance improvement Established an Effective Long
-Range Improvement Program Performance Improvement Operational Excellence Equipment Reliability Driving to Sustained Excellence
 
16 16 16 OPPD Vision A fully engaged organization that achieves competitive rates, while maintaining financial stability and high satisfaction.
OPPD Mission Provide affordable, reliable and environmentally sensitive energy services to our customers.
16}}

Revision as of 01:52, 1 July 2018

04/09/2015 Summary of Category 1 Meeting Between NRC and Omaha Public Power District to Discuss Transition to the Normal Reactor Oversight Process and Actions for Continued Sustained Performance Improvements
ML15105A470
Person / Time
Site: Fort Calhoun Omaha Public Power District icon.png
Issue date: 04/15/2015
From:
NRC Region 4
To:
Hay M C
References
Download: ML15105A470 (41)
v • d • e


Text

April 15, 2015 LICENSEE:

Omaha Public Power District (OPPD)

FACILITY:

Fort Calhoun Station

SUBJECT:

MEETING SUMMARY OF APRIL 9, 2015, WITH OMAHA PUBLIC POWER DISTRICT

On April 9, 2015, a Category 1 meeting was held between the U.S. Nuclear Regulatory Commission (NRC) and Omaha Public Power District (OPPD) at the Thompson Center located at 6705 Dodge Street, Omaha, Nebraska.

The NRC presented the status of oversight activities at Fort Calhoun Station and the basis for the recent NRC decision to transition the station to the normal reactor oversight process. Omaha Public Power District presented details of their actions for continued sustained performance improvements.

The slide presentations are available electronically from the NRC's Agency wide Documents Access and Management System (ADAMS) and are enclosed in this notice.

In accordance with 10 CFR 2.390 of the NRC's "Rules of Practice," a copy of this letter and its enclosures will be available electronically for public inspection in the NRC's Public Document Room or from the Publicly Available Records (PARS) component of the NRC's Agency wide Documents Access and Management System (ADAMS). ADAMS is accessible from the Public Electronic Reading Room page of the NRC's public web site at: http://www.nrc.gov/reading

-rm/adams.html

. CONTACT: Michael Hay, RIV/DRP (817) 200

-1147 Docket No.

50-285  :

NRC Presentation Slides

OPPD Presentation Slides UNITED STATES NUCLEAR REGULATORY COMMISSION REGION IV 1600 E LAMAR BLVD ARLINGTON, TX 76011

-4511

SUNSI Review By: MCH ADAMS Yes No Publicly Available Non-Publicly Available Non-Sensitive Sensitive Keyword: OFFICE RIV/C:DRP/D NAME MCHay:PBH SIGNATURE

/RA/ DATE 04/15/15 Memo to Omaha Public Power District from Michael Hay, dated April 15, 2015

SUBJECT:

MEETING SUMMARY OF APRIL 9, 2015, WITH OMAHA PUBLIC POWER DISTRICT

Regional Administrator (Marc.Dapas@nrc.gov)

Deputy Regional Administrator (Kriss.Kennedy@nrc.gov) DRP Director (Troy.Pruett@nrc.gov)

DRP Deputy Director (Ryan.Lantz@nrc.gov

) DRS Director (Anton.Vegel@nrc.gov)

DRS Deputy Director (Jeff.Clark@nrc.gov)

Senior Resident Inspector (Max.Schneider@nrc.gov)

Resident Inspector (Brian.Cummings@nrc.gov)

FCS Site Administrative Assistant (Janise.Schwee@nrc.gov)

Branch Chief, DRP (Michael.Hay@nrc.gov)

Senior Project Engineer, DRP (Robert.Hagar@nrc.gov)

Project Engineer, DRP (Jan.Tice@nrc.gov)

RIV Public Affairs Officer (Victor.Dricks@nrc.gov)

RIV Public Affairs Officer (Lara.Uselding@nrc.gov)

NRR Project Manager (Fred.Lyon@nrc.gov)

RIV Branch Chief, DRS/TSB (Geoffrey.Miller@nrc.gov)

RIV RITS Coordinator (Marisa.Herrera@nrc.gov)

RIV Regional Counsel (Karla.Fuller@nrc.gov)

Congressional Affairs Officer (Jenny.Weil@nrc.gov)

RIV Congressional Affairs Officer (Angel.Moreno@nrc.gov)

OEWebResource@nrc.gov OEWEB Resource (Sue.Bogle@nrc.gov)

Technical Support Assistant (Loretta.Williams@nrc.gov) RIV/ETA: OEDO (Michael.Waters@nrc.gov)

RIV RSLO (Bill.Maier@nrc.gov)

ACES (R4Enforcement.Resource@nrc.gov)

Fort Calhoun Station Public Meeting Nuclear Regulatory Commission April 9, 2015 Omaha, Nebraska 1

Introductions WelcomeIntroduction of NRC personnel2 Purpose of Meeting NRC will present status of regulatory activities associated with the Fort Calhoun Station OPPD will present details of Fort Calhoun Station performance improvement initiatives Public comments and questions

Opening Remarks Marc Dapas

- Regional Administrator 4

Opening Remarks Criteria for transitioning Fort Calhoun Station to the normal NRC oversight process

- an effective long

-range improvement program

-sufficiently implementing the corrective action program

-demonstrated safe plant operation

-controls in place to address the plant

-specific issues that resulted in increased oversight 5

NRC issued Post

-Restart Confirmatory Action Letter December 17, 2013

-Key areas for sustained performance improvement Human Performance Safety Culture Corrective Action Process Design Basis Reconstitution 6

NRC Assessment Activities Routine inspections

-Resident Inspectors

-Regional inspections Team inspection conducted July 2014

-Assessed Corrective Action Process effectiveness

-Assessed Post-Restart Confirmatory Action Letter items 7 NRC Assessment Results Team Inspection July 2014 Results Licensee effectively implemented improvement initiatives in the following key areas:

-Organizational Effectiveness, Safety Culture, Safety Conscience Work Environment

-Performance Improvement and Learning Programs

-Site Operational Focus

-Procedures

-Nuclear Oversight 8

NRC Assessment Results Team Inspection July 2014 Results Inconsistent implementation of corrective action program Examples included:

-Evaluations of degraded and non

-conforming conditions

-Resolution of previously issued NRC findings 9

NRC Assessment Results Follow-up team inspection conducted January 2015

-Assessed effectiveness of Corrective Action Program improvements

-Assessed Post

-Restart Confirmatory Action Letter items 10 NRC Assessment Results Team Inspection January 2015 Results NRC noted significant corrective action program improvement since July 2014 Continued effective implementation of improvement initiatives

- Approximately 150 of 166 post

-restart Confirmatory Action Letter items closed 11 NRC Assessment Results Transition Criteria 1

- an effective long

-range improvement program -Post-restart CAL performance improvement initiatives are being effectively implemented (150 of 166 items closed)

-Licensee has established additional long

-term actions to sustain performance improvement in the areas of Operational Excellence, Equipment Reliability, and Performance Improvement 12 NRC Assessment Results Transition Criteria 2

- sufficiently implementing the corrective action program -NRC team inspection performed in January 2015 confirmed OPPD is effectively implementing their corrective action program 13 NRC Assessment Results Transition Criteria 3

- demonstrated safe plant operation

-Control room operators have consistently demonstrated safe operation of the plant and conservative decision making Shutdowns and power reductions following identification of degraded mitigation equipment Power reduction in response to potential Missouri River flooding conditions Automatic shutdown following transformer failure 14 NRC Assessment Results Transition Criteria 4

- controls in place to address the plant-specific issues that resulted in increased oversight

-NRC determined OPPD thoroughly evaluated and adequately corrected all significant safety and security issues prior to restart in December of 2013 Involved approximately 460 specific inspection activities

-Significant post

-restart NRC inspection activities verified effectiveness of licensee actions No significant safety or security issues were identified 15 NRC Overall Assessment NRC concluded all transition criteria satisfied by OPPD -Termination of increased NRC oversight

-Transition of station to routine Reactor Oversight Process (ROP) effective April 1, 2015

-Station placed in the Licensee Response Column (Column I) based on no significant safety or security issues currently in effect 16 NRC Oversight Effort NRC staff effort at Fort Calhoun Station since entry in IMC 0350 (Dec. 2011)

-Approximately 61,000 hours0 days <br />0 hours <br />0 weeks <br />0 months <br /> total

-45,000 inspection hours

-16,000 hours0 days <br />0 hours <br />0 weeks <br />0 months <br /> associated with licensing and assessment activities 17 In Summary Licensee has returned to a normal level of NRC oversight

-NRC is implementing normal baseline inspection activities NRC will continue to conduct confirmatory action letter follow

-up inspections for remainder of open items -Containment internal structure

-Design basis reconstitution 18 In Summary Continued licensee focus on effective implementation of long

-term improvement plan 19 OPPD Presentation 20 Contacting the NRC Report an emergency

-(301) 816

-5100 (call collect)

Report a safety concern

-(800) 695

-7403 -Allegation@nrc.gov General information or questions

-www.nrc.gov 21 22 1 OPPD's Fort Calhoun Station Driving to Sustained Excellence Public meeting with the U.S. Nuclear Regulatory Commission April 9, 2015 Performance Improvement Operational Excellence Equipment Reliability

2 2 2 OPPD Vision A fully engaged organization that achieves competitive rates, while maintaining financial stability and high satisfaction.

OPPD Mission Provide affordable, reliable and environmentally sensitive energy services to our customers.

2 3 Industrial Safety Performance 2013 2014 2015 Untreated Injuries 11 7 1 First Aid Injuries 15 2 0 OSHA-Recordable 4 1 0 Lost-Time / Restricted 4 0 0 Demonstrated Safe Plant Operation and Overall Improving Performance Safety and Human Performance Overview Performance Improvement Operational Excellence Equipment Reliability 8* 8* 01020 30 40 502013201420152016 Department

-Level Performance 4 Driving to Sustained Excellence 41 17 *Goals 4 52 Weeks of Safety / Human Performance No Injury or HU Event Near Miss / Report Only Minor Injury / Dept Clock Reset OSHA Recordable / Config Control Event TISAR / Site Clock Reset 1 1/3/2015 2 1/10/2015 3 1/17/2015 4 1/24/2015 5 1/31/2015 6 2/7/2015 7 2/14/2015 8 2/21/2015 9 2/28/2015 10 3/7/2015 11 3/14/2015 12 3/21/2015 13 3/28/2015 14 4/4/2015 15 4/11/2015 16 4/18/2015 17 4/25/2015 18 5/2/2015 19 5/9/2015 20 5/16/2015 21 5/23/2015 22 5/30/2015 23 6/6/2015 24 6/13/2015 25 6/20/2015 26 6/27/2015 27 7/4/2015 28 7/11/2015 29 7/18/2015 30 7/25/2015 31 8/1/2015 32 8/8/2015 33 8/15/2015 34 8/22/2015 35 8/29/2015 36 9/5/2015 37 9/12/2015 38 9/19/2015 39 9/26/2015 40 10/3/2015 41 10/10/2015 42 10/17/2015 43 10/24/2015 44 10/31/2015 45 11/7/2015 46 11/14/2015 47 11/21/2015 48 11/28/2015 49 12/5/2015 50 12/12/2015 51 12/19/2015 52 12/26/2015 Performance Improvement Operational Excellence Equipment Reliability Driving to Sustained Excellence

5 Identification The Station Engagement Ratio improved and has been White or Green for the past 12 months The Self-Identification Indicator has gone from 66% (Yellow) in Feb. 2014 to 79% (White) in Jan. 2015 Analysis The average time to complete a Root Cause Analysis (RCA) has gone from 66 days (Red) in Feb. 2014 to 21 days (Green) in Jan. 2015 This indicator has been Green for more than six months, indicating the station has applied the necessary resources and oversight to the analyses of the most significant CAP issues Investigation rejection rate (RCA/ACA) 3

-month average has gone from 40% (Red) in Oct. 2014 to 7% (Green) March 2015 Closure The number of station open corrective actions has gone from 2,022 in Feb. 2014 to 921 in Jan. 2015 Monthly Closure Quality Rejection Rate Performance Indicator (PI) has gone from 7% (Red) in Oct. 2014 to 4% (Green) in Jan. 2015 (New PI in Oct. 2014)

Corrective Action Program Improvement Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability

6 Demonstrated Safe Plant Operation and Overall Improving Performance Immediate Operability Determinations Performance on Immediate Operability Determinations (IODs) hasimproved, but has not yet met expectations for excellenceContinuing actions to improve performanceTemplates developed and being used to enhance the quality of information from the Condition Report (CR) originator and CR screener Accountability measures established for CR originators and CR screeners Operating crews are performing case studies on the quality and amount of information coming in from the field Departments trend Engineering Assurance Group and Operability Determination Quality Review Board feedback on IODs to provide feedback and drive performance improvement OPPD Awards program has been used to reinforce good performance and performance gaps are evaluated to determine if systemic action or supervisory intervention is needed Four percent (4%) improvement (Green) in four-week IOD rolli ngaverage quality score since Nov.

2014Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability

7 Demonstrated Safe Plant Operation and Overall Improving Performance Conservative Decision Making / Risk Management Safety focused conservative decision makingJune 21, 2014, Missouri River projected level increase Closely coordinated with U.S. Army Corps of EngineersImplemented flood readiness measuresDecreased reactor power in anticipation of safe and timely shutdow nRiver level crested below projectionsDec. 17, 2014, reactor trip recovery Plant equipment responded as desi gnedOperator response promptly stabilized the unitFleet procedures used in support of unit restartDiesel generator starting air system upgrade Demonstrated operational focus to improve equipment reliabilityExample of continued investment in the pl antMaintenance Backlog Reduction Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability

8 Backlog Reduction Work Management / Maintenance Goal: Increase operational focus of backlog management using a five

-pronged approach Corrective Critical (CCs) has remained zero for the last five months through scheduled work and effective Fix

-it-Now support 268 Deficient Critical (DCs) scheduled and completed in past five months Improved Plant Health Committee (PHC) work order (WO) tracking has yielded greater stability and adherence for completing PHC coded WOs 98 PHC WOs have been completed in the past five months Fire impairments worked down from 42 to six since Aug. 2014 Performance Improvement Operational Excellence Equipment Reliability

9 Integrated System Health Safety Assessment - Comparison System Nov. 2014 Feb. 2015 Date to White Auxiliary Feedwater N/A Emergency Diesel Generator N/A Electrical Equipment

- High Voltage 2Q15 High-Pressure Safety Injection N/A Electrical Equipment

- Low Voltage N/A Raw Water 4Q15 Feedwater N/A Turbine Plant Cooling Water N/A Instrument Air N/A Reactor Coolant System N/A Containment Cooling Water 2Q15 Reactor Protective System N/A System Health Green = Excellent Yellow = Marginal White = Acceptable Red = Unacceptable Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability

10 Backlog Reduction - Engineering Objectives

-Reduce backlogs to industry norm levels

-Correct deficiencies affecting plant design and licensing bases Focus Areas CAP Backlogs Operability Evaluations Engineering Change Packages End of Service Life Evaluations High Energy Line Break Reconstitution Fuse Configuration Control Preventive Maintenance Change Requests / Classifications / Bases Obsolescence and Critical Spares Circuit Card Replacement and Trending Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability

11 Outage Scope to Enhance Safety Margins and Equipment Reliability Pressurizer heater upgrade / replacement Fukushima modifications for electrical power and emergency fill Equipment qualification modification for Auxiliary Building corridors Containment spray pump modifications to address runout conditions End of service life replacements 4160 volt AC breakers (22) - 241 relays 480 volt AC breakers (8) - 2 valves 30 additional items Valve work 64 air operated valves - 33 motor operated valves 16 check valves - 52 relief valves Reactor coolant pump seal replacement and upper bearing replacement 22 incore instrument replacements Reactor vessel head stand and containment internal structure interference removal Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability

12 Containment Internal Structure and Design & Licensing Basis Projects Update Refueling Outage 27 Scope Reactor Vessel Head Stand (RVHS)

Any deficiencies corrected to restore full design margin as described in the Fort Calhoun licensing basis Demolish the four existing concrete pedestals Install a steel structure redistributing the RVHS loads to existing adjacent walls and concrete columns Containment Internal Structure (CIS)

Resolution of piping and cabling interferences associated with CIS column installation Scope deferral from refueling outage 27 to refueling outage 28 Containment Internal Structure Operability Evaluation will remain in effect First-of-a-kind evolution Returning Beam 22A, Beam 22B and B-46B to Full Design Margin Reactor Coolant Pump Power Cable reroutes Interference removal associated with column installation Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability

13 Containment Internal Structure and Design & Licensing Basis Projects Update Design and Licensing Basis Control and Use Completed pilot project (reconstitution of USAR Section 9.8 on Raw Water System)

Project team and Independent Oversight Committee (IOC) identified changes to improve the reconstitution effort Process and procedure changes have been implemented Reconstitution process, including changes and progress, were reviewed by the Component Design Bases Inspection (CDBI) team Production phase in progress Reconstitution has started on 16 USAR Sections 132 USAR Sections are being reconstituted Driving to Sustained Excellence Performance Improvement Operational Excellence Equipment Reliability

14 Performance Improvement Operational Excellence Equipment Reliability Nuclear Oversight Independent Assessment

15 Aligned the organization on Safety-focused Vision, Mission, Values Integrated Improvement Plan 2015 Nuclear Professional Priorities OPPD corporate governance and oversight Additional Exelon oversight of recovery progress and effectiveness FCS fully transitioning to the Exelon process for performance improvement Established an Effective Long

-Range Improvement Program Performance Improvement Operational Excellence Equipment Reliability Driving to Sustained Excellence

16 16 16 OPPD Vision A fully engaged organization that achieves competitive rates, while maintaining financial stability and high satisfaction.

OPPD Mission Provide affordable, reliable and environmentally sensitive energy services to our customers.

16

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