ML20091L833

Rev 0 to Corporate Guidelines 1.1.2, Positive Discipline

ML20091L833
Person / Time
Site:	Vogtle
Issue date:	05/19/1989
From:	GEORGIA POWER CO.
To:
Shared Package
ML20091B437	List: ML20091L777 ML20091L782 ML20091L789 ML20091L799 ML20091L813 ML20091L833 ML20091L882 ML20091L893 ML20091M094
References
1.1.2, NUDOCS 9201280257
Download: ML20091L833 (14)

Text

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Corporate Guidelines Georgia Power abL NO. 1.1.2 SUEECT POSITIVE DISCIPLINEe REVISION 5-19-89 PAGE 1 of 9 POLICY: It is Company policy to enhance employee performance, to stimulate individual accountability and to foster self-discipline through the Positive Discipline Program by recognizing exemplary performance and by correcting performance problems through non punitive means.

GUIDELINE:

I. GENERAL A well disciplined work force is necessary to accomplish the Company's mission. Cften times, however, traditional punitive discipline -- usually called " progressive discipline" -- does not work. It sometimes achieves employees' short-term compliance -- but not their long-term commitment.

Positive Discipline is a system in which the responsi-bility for good performance is properly placed on employees themselves. If t*:.eir performance is good, it is - rec ognized and applauded. If it is not, they are reminded of the need to meet job expectations and are asked to commit to improving their performance.

Punitive measures such as reprimands and disciplinary ,,

suspensions are replaced by non-punishing steps which avoid embarrassment and resentment, and are more consistent with treating employees as adults.

Additionally, disciplinary steps remain active for a specified time, giving employees a strong incentive to improve.

Under Positive Discipline, supervisors must still ensure that Georgia Power's expectations of safety and efficiency are met. By working with employees in u non-threatening way, supervisors can ensure our standards are met by gaining their employees' commitment to the Company's mission.

II. THE POSITIVE DISCIPLINE SYSTEM A. Recognition Recognizing good performance is one of the best ways to manage performance. The supervisor shouli either talk informally with the employee or document his recognition with a memo that would go both to the employee and the personnel file. An employee is to be recognized for~anj of the following acnievements:

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Corporato Guidelines Georgiuaawer A 90EECT NO. 1.1.2 POSITIVE DISCIPLINE

• REVINON 5-19-89 MGE 2 of 9 p

1. Doing something above and beyond expectations.

2. Performing competently and diligently over an extended period of time.

3. Taking effective action in a crisis or emergency.-

4. Developing an idea that enhances safety or productivity.

5. 'Providing special training or assistance to other employees.

6. Maintaining an excellent attendance record over a significant period of time.

7. Exhibiting a high spirit of teamwork that is demunstrated through. specific actions.

B. Coaching Coaching is an effective method for:the immediate supervisor to enhance performance or correct an emerging-performance problem. Coaching is not a ,,

formal. level-of discipline. The purpose of coaching

- is to make the employee aware of a deficiency and jointly develop effective solutions.

Documentation To help supervisors organize their. thoughts for this and other corrective discussions, use of:the Employee Discussion Guide (Form 705795) is recommended as

. preparation for.the coaching-discussion. The discussion guide may-be kept by the= supervisor but not placed in'the-employee's personnel file. More than one coaching session may be appropriate before initiating formal discipline. Ecwevar, coaching is not required prior to formal discipline.

C. Formal Levels of Discipline

1. Level One -- Oral Reminder

a. Application-The Oral Reminder l's the first level of formal discipline in the 1ositive Discipline process. It is used either when an employee esu

Corporato Guidalines Georgia Powe,

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SU6 JECT NO. 1,1,?

POSITIVE DISCIPLINE

• RD/ISION 5-19-89 PAGE 3 of 9 does not respond to coaching or when the seriousness of the behavior warrants this level of attention.

In an Oral Reminder, the immediate super-visor describes how the employee is not meeting the supervisor's expectations. The supervisor explains those expectations and the good business reasons for their existence. The employee is told that this is the first formal level of the disci-plinary process and is asked for a commitment to correct the problem. At the conclusion of the discussion, the supervisor expresses confidence in the employee's ability to improve.

b. Approvals Immediate supervisors have the authority to issue Oral Reminders without prior review by higher management.

c. Documentation An Oral Reminder is documented by placing ,,

the Employee Discussion Guide in the l employee's personnel file. The employee will be given a copy as well.

If the-employee corrects the problem, the Employee Discussion Guide will be removed from the employee's personnel file and given to the employee six months later, with verbal recognition for the improvement. If the employee does not correct the problem, or another similar infraction occurs within the six months, discipline should be escalated to the next level.

2. Level Two -- Written Reminder

a. Application A Written Reminder is the second level of formal discipline in the Positive Discipline process. It is administered when either the employee does not meet a commitment to improve following an Oral Reminder, or when a single infraction is serious enough to warrant that level of discipline.

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Corporato Guidelines GeorgiaPower k SUBJECT No. 1.1 POSITIVE DISCIPLINE

• REVISION 5-lh2 89' PAGE 4 of 9 '

r A Written Reminder is a formal memo to an employee from the immediate supervisor. It documents a discussion about unacceptable behavior or a performance problem, the supervisor's expectations, and what the employee intends to do to correct the problem. Supervisors should use the Employee Discussion Guide to prepare for and document this interview. The memo is written after the formal disciplinary interview and a copy given to the employee,

b. Approvals Supervisors should ebtain the prior review of at least their own immediate supervisors before administering this level of discipline.

c. Documentation A Written Reminder is documented by placing the formal memo and the Employee Discussion Guide in the employee's personnel file. The employee will be given a copy of both the ,,

memo and the Employee Discussion Guide. A copy of the memo and the Employee Discussion Guide must be forwarded to Vice President, Human Resources for use only in legal proceedings.

If the employee corrects the problem, the memo and Employee Discussion Guide will be removed from the employee's personnel file twelve months later and given to the employee with verbal recognition-for improving. If the employee does not correct l

the problem, discipline should-be escalated to the next level.

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3. Level Three -- Decisior. Making Leave (DML)

a. Application L

A Decision Making Leave is the third and final level of formal discipline-in the l_

l Positive Discipline system. It is given to F an employee when the employee does not meet l a commitment to improve following a Written i Reminder, or when a single infraction is we

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Corporate Guidelines GeorgiaPower A NO. 1.1.2-SusXCT RD490N 5-19-89 DOSITIVE 01SCIPLINEe PAGE 5 of g

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serious enough to warrant this level of discipline.

The DML consists of a discussion between the employee and his immediate supervisor, during which the supervisor, using the Employee Discussion Guide, makes clear the extreme deriousness of the employee's problem and the requirement for a total performance commitment. The employee is told to make a conscious decision whether to meet Georgia Power's expectations in all areas or to resign from the Company.

The employee is given the following workday off with gay to think about the matter, and is told to report back to the supervisor the next workday with a decision. If possible, avoid giving a DnL the day before an off day. When the employee returns, the supervisor reinforces the seriousness of the situation and receives either the employee's commitment to improve or a notice of resignation. If the employee elects to keep the job, specific notice should be given ,,

that any performance problem requiring disciplinary action is likely to result in the employee's dismissal during the time the DML remains actively in the employee's file.

b. Approvals Supervisors should obtain the prior review of at least their own and the next higher level of supervision before administering a DML.

c. Documentation After an employee returns from a DML, the supervisor will write a formal memo to the employee outlining the employee's decision and commitment to improve. This memo and the Employee Discussion Guide will be put in the employee's personnel file. The employee will be given a copy of both the memo and the Employee Discussion Guide. A copy of the memo anC Employee Discussion Guide must be forwarded to the Vice President, Human Resources for use only in legal proceedings.

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Corporato Guidelines - GeorgiaPower A  !

SummCT-- NO. 1.1.2 POSITIVE DISCIPLINE

• REVISION 5-19-89 MGE 6 of 9 j If-~the' employee corrects the problem, the l

memo and the Employee Discussion Guide will '

be removed from the employee's personnel file eighteen months later and given to the employee with verbal recognition for improving.

Termination D.

An: employee will be terminated.when adequate improvement is not made after a DML or when the employee commits another infraction which might +

otherwise call for-formal discipline while a DML is actively in the file.

Employees may also be terminated for very serious infractions or violations of Company policy.

Examples 1 include theft, certain violations of the

- alcohol and-drug policy, and fighting.

Approvals Supervisors should obtain the prior. review of at least.their own and the next higher level of supervision before terminating an employee.- ,,

- III. -ADMINISTRATIVE GUIDELINES r

A'. Performance problems 1that require discipline'are divided 11nto three general- arenar Safety and.

Conduct, Work' Performance,.-and Attendance. Employees may have a. maximum of three Oral Reminders at any

time and these must allibe-in~ separate-categories.

ShouldJanother performance problem occur'in a 1 category wherecthere is &lready an active Oral- -

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Reminder,-the discipline must. escalate to a higher~

level,.usually.a Written Reminder..

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Similar1yisthe maximum' number of Written Reminders-that may be: active at one: time is'two; these also must be in separate: categories. - Should"another -

performance problem occur in a category where there L' ~

-is.already an active Written 1 Reminder,-the= discipline _ .

step must escalate to a DML. Likewise, if=two-written reminders are irt effect and a problem develops in a third category, the disciplinary level-must also escalate to a DML.

Because the. Decision Making Leave requires a total' '

performance commitmentiby the employee, there may

.only be one active DML. If an employee is not

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Cuporata Guidelines GeorgiaPower A NO. 1.1.2 SUEECT POSITIVE DISCIPLINE

• RD/190N 5-19-89 l ' PAGE 7 of 9 terminated after committing a significant infraction while under an active DML, the decision not to terminate must be documented and approved by the supervisor who authorized the original DML, or another appropriate level of management.

B. Administrative Suspensions An administrative suspension is used to remove the employee from the work site while the supervisor investigates certain infractions. Some examples include theft, fighting, violation of the alcohol and drug policy, or insubordination. Employees who are placed on administrative suspension will be paid their regular straight time wage unless a decision is made to terminate the employee. In those cases, the terminatioa will be made Ineffective no case will an employee on the date the employee was suspended.

5e suspended without pay.

C. Deactivation A very important feature of Positive Discipline is deactivation. When an employee satisfactorily corrects a problem that required discipline, the ""

Employee Discussion Guide and disciplinary memo 3re removed from the employee's personnel file and returned to the employee after the active period of that discipline. The steps remain active as follows:

Oral Reminder: 6 months Written Reminder: 12 months Decision Making Leave: 18 months When an employee corrects a problem and maintains satisfactory performance in that category for the required period, his personnel file is purged of any Employee Discussion Guides and/or disciplinary memos

-that pertain to that infraction. Other records such as accident investigations, positive drug test results, and attendance records remain a part of the employee's personnel file. The employee's improvement should be verbally acknowledged. In the case of Written Reminders and DKL's, copies are maintained by the Vice President, Human Resources for legal purposes only.

D. Supervisors may contact the Labor Relations Department or the Equal Opportunity Section for assistance in administering this policy.

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iCorporatehuidelines . Georgia PowerA

. SWENCT ~

NO. 1.1.2 POSITIVE DISCIPLINEe RDftWON 5-19-89 NGE g of g _

F E. This policy does not. alter existing appeals

' procedures for-both covered and non-covered employees.

F. :This: policy is not intended as a contract, either-.

bargained nor implied, nor does it alter any contr&ctual agreements already in effect.

G.- Summer students, co-ops, temporary: employees, and~

employees'in their_ trial. period ars' excluded from this policy.- If coaching is-not sufficient for these employees, and' formal discipline is required, they

-should be terminated.

-IV. POSITIVE' DISCIPLINE TRANSITION (This. portion of the policy will become void after all areas ofithe company implement positive. discipline.)

As this policy takes effect, employees:must have:any previous < discipline = converted ~to the Positive Discipline system. The following' guidelines'are for use in making thisiconversion..

A. 'During the implementation period, the levels of progressiveLdiscipline should be roughly equated to the levels-of Positive' Discipline as-follows: =r ProgreEsive Discipline: Positive" Discipline Memorandum:of Discussion =' Coaching

Written! Reprimand =- Oral Reminder- 3

-First Disciplinary Suspension 1 =- Written Reminder-(Active 12 months)

Second Disciplinary suspension = Written Reminder-L

-( Active 18 months)

I Note: An~ employee'given a final warning prior to implementation is:still subject to immediate termination for'a similar' infraction under-Positive-Discipline..

B._ Employees who'recently have been-disciplined should have:their personnel-files reviewed prior to implementation-'or when'they transfer into a participating' location after the implementation has begun. At that time,. management should convert their previous discipline to the. corresponding level of_ -

h Management should alsotapply Positive' Discipline.

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1 Corporath Guidelines Georgia Power A SUEECT- NO. 1,1,2

POSITIVE DISCIPLINES REVWON 5-19-89 RAGE 9 of 9 the time limits that go with each level of Positive Discipline.

For example, if an employee received a Written Reprimand two months before implementation began, that reprimand should be converted to an active Oral Reminder with four months remaining before it is deactivated. The same would apply to an employee who transfers into this location from another organization not yet using the Positive Discipline System.

Employees who transfer out of a Positive Discipline area should not have any active Positive Discipline converted to the corresponding step of progressive discipline.-

C. While Positive Discipline is being implemented throughout the Company, documentation of deactivated discipline will not be destroyed. It will be returned to the employee ao stated in the policy, but

a. copy will be kept in-the file with a note that:it has been deactivated. When Positive Discipline is fully implemented, these notated records will be ""

returned.to the employee.

I Similarly, records of discipline from earlier in the employee's career-which would have been deactivated under Positive Discipline, will be batched and marked as; inactive.: It will not be used as a basis for-future discipline. When Positive Discipline is fully implemented, it, too. will be returned-to the employee..

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President and Chief Executive Officer

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GeorgiaPower A lA interoffice Correspondence DATE: February 28, 1989 RE: Plant Vogtle - Units 1 & 2 Operability Policy Log: NOP-00547 ' '

Security Code: NC FROM: W. F. Kitchens TO: LicensedOperators(viaORRB)

Attached for your infonnation and use is a policy statement on "0PERABILITY".

This policy is established plant wide for consistency in making determinations of OPERABILITY.

Call me if you have any questions or cornents. ,

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Attachment xc: Operations Policy Book -

R. M. Bellamy G. Bockhold. Jr.

T. V. Greene M. A. Griffis

.C. C. Ecker+

J. B. Beasley A. L. Mosbaugh K. R. Holmes J. E. Swartzwelder

0. D. Hayes NORMS e ,

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_ OPERABILITY POLICY 4

I. OPERABILITY is a condition of compliance with the Technical Specifications. It is initially achieved through an exhaustive construction and testing program, and maintained by successful and timely completion of surveillance requirements. The achieved state of operability is protected and ensured by our work and configuration control programs and deficient condition evaluations.

OPERABILITY applies only to the specific equipment covered by the Technical Specifications. (Equf ? ment not included in the Technical Specifications should be called "functionti" or "not functional" to avoid confusion).

The legal definition given in the Technical Specifications 15:

OPERABLE - OPERABILITY 1.19 A system, subsystem, train, component or device shall be OPERABLE or have OPERABILITY when it is capable of performinpits specified function (s), and when all necessary attendant instrumentation, controls, electrical power, cooling or seal water, lubrication or other auxiliary equipment that are required for ,

the system, subsystem, train component, or device to perform its function (s) are also capable of performing their related support function (s).

II. The determination of OPERABILITY is the responsibility of the Operations Department. The other plant groups are responsible to observe conditions, report specific problems, and support operations in making a detemination of equipment status.

Interpretation of Technical Specification requirements is the responsibility of operations line management. These determinations and interpretations should be made using the collective knowledge of our plant staff.

III. When surveillance requirements are not met, or specific evidence exists that Technical Specification required ehuipment does not meet the OPERABILITY definition, the equipment shall be declared INOPERELE and the appropriate ACTION statement shall be followed.

This M 11 be documented and entry in the Shift Supervisor log book. using (the "LC0" form, Short tem entries into ACTION state %nts do not require an LCO fom, but must be logged). The.

timu of entry into the LCO ACTlutt statement shall be the time of discovery - the point in time at which responsible parties becoine aware of the condition.

When the INOPERABLE equipment is not required to be OPERABLE during the existing OPERATIONAL MODE, an "information only" LCO shall l be initiated for trackin'g and operational control. I

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OPEMB1LITY POLICY L III. Cont'd We will plan our work to minimize the number of LCO's, and timely corrective action will be taken to minimize down time of Technical Specification required equipment. For unplanned outages of equipment with an action statement time of 7 days or less, or a planned outage with less than 72 hours8.333333e-4 days <br />0.02 hours <br />1.190476e-4 weeks <br />2.7396e-5 months <br /> action statement time remaining, corrective action should proceed around the clock, and appropriate personnel called out to restore the equipment to operable status.

1 IV. Sometimes conditions are revealed that could result in equipment not being atte to perform its intended design function, but it is difficult (or impossible) to determine if OPEMBILITY is affected.

with existing infonnation. In such cases, an operability evaluation shall be initiated immediately by Operations, with support from Plant Engineering, NSAC, H.P./ Chemistry, Maintenance, or other l

. technical experts as appropriate. Corrective or compensatory actions should be initiated, where possible and prudent, in parallel with this operability evaluation. If the OPEM81LITY evaluation roy, als l that the equipment fails to meet the definition of OPEMB&LITY,

' the equipment shall be deciared IMOPEMBLE, and .the appropriate action statement entered with the action clock beginning at the ~

time INOPEMBILITY was detent.ined.

Special attention- must be paid to peripheral operability impacts such as equipment qualification, flood protection, missile shields, impingement plates, or high energy line bred protection. These items, often referred to as " hazard" protectioh, may require special design engineering expertise for a proper OPEM8ILITY evaluation. .i l

(Even though OPEMBILITY may not be affected, we shall take timely l corrective action to restore the plant to its intended design condition.)

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Interoffice Correspondence Georgia Poner m\.

DATE: August 15, 1991 RE: Technical-Specification Clarifications Log: NOTS-00898 FROM: William B. Shipman TO: Operatiens Department Employees Earlier this year, the NRC Resident Inspectors at VEGP reviewed three occasions where VEGP Operations Department personnel found it necessary to clarify specific Technical Specifications. In these three instances, the R6sident Inspectors determined that VEGP's clarifications were saic and conservative. (See the NRC's Inspection Report No. 91-05, dated April 16, 1991, Section 2.f, at pages 4-5, copy attached). The Resident Inspectors noted that this conservative approach taken in the evaluation and clarification of Tech. Specs.

constituted a strength. As many of you know, we have strengthened this important area of operations in recent times, in part as a result of NRC observations, including a revision to VEGP Procedure 10000-C (Section 3.11) to provide for interdepartmental review of Tech. Spec, clarifications. I commend your efforts and urge you to maintain vigilance in assuring VEGP's compliance with Tech. Specs. I also urge your continued adherence to established policy and practice for obtaining clarifications. -

Of course, where the wording of the Tech. Specs. is clear,

, straightforward application of the wording, without clarification, is appropriate. Examples of instances where it would be appropriate to obtain Tech. Spec. clarification are any of the three examples discussed in NRC. Inspection Report No. 91-05 and some other Gaterminations of " operability." As you know, " operability" clarifications frequently require the expertise of VEGP Departments outside the Operations Department, including Technical Support and Engineering, as well as.the expertise of vendors and consultants on occasion. ,

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One specific area of Tech. Spec. clarification which has come under NRC scrutiny over the past year is the voluntary entry into Tech.

Spec. LCOs. GPC has recently become aware of an NRC position that Tech. Spec. LCOs and their associated Action Statements which SLQ nQt provide a specific LCO action time (of ten referred to by the NRC as an

" Allowed Outage Time" or "AOT") should not be voluntarily entered except as expressly provided in associated Surveillance Requirements.

Further NRC guidance exists concerning voluntary entry into LCOs during power operations in order to perform preventive maintenance.

That _ guidance explains that on-line preventive maintenance, primarily for the purpose of reducing plant outage time or other operational I convenience, should not be undertaken without a full appreciation of

l Op3rationo D0 parte. ant Employees Technical specification clarifications August 15, 1991

Page two I

f the ef fera i of this practice on plant saf ety. This would not apply to on-line preventive maintenance to be performed i., conjunction with corrective maintenance during a system / equipment outage.

M WBS/ mh xc: T. V. Greene, Jr.

W. F. Kitchens J. B. Beasley S. H. Chesnut NORMS

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