ML12255A009

Licensee Slides for Public Meeting September 12, 2012

ML12255A009
Person / Time
Site:	Palisades
Issue date:	09/11/2012
From:	Entergy Nuclear Operations
To:	NRC/RGN-III
References
Download: ML12255A009 (38)

Text

Palisades Nuclear Safety Culture Assessment Briefing September 12, 2012 Agenda*Nuclear Safety Culture Assessment -Timeline-3 rd Party Assessment-Results

-Results Analysis

-Action Plans 2

Commitment Entergy Corporation and Palisades Nuclear Plant is committed to establishing and maintaining a strong Nuclear Safety Culture.3 4 Timeline Timeline 5 TIMELINE*Oct 2011 -Station Recovery Plan implemented*November 3, 2011 -NSCMP held

• December 2011 -contract proposal accepted from CEI*Jan 16 -31, 2012 survey conducted*Jan 25, 2012 ATC CO issued includes NSC assessment

• Feb 20, 2012 two week on site assessment period begins

• April 5, 2012 -CEI debriefs management and site on NSC assessment 6 TIMELINE*April 18, 2012 -final NSC report issued to site*April 8 to May 12, 2012 -refueling outage

• End of April -draft NSC action plan created*June 3, 2012 -NSC assessment to Recovery Plan gap assessment completed by outside contractor*July 2012 -Independent industry assessment complete*Oct 15, 2012 -Synergy survey scheduled 7 3 3 rd rd Party Party Assessment Assessment 3 rd Party Assessment

• • Conger & Elsea Inc. (CEI)

Conger & Elsea Inc. (CEI)

• • Meets intent of USNRC 95003 & NEI 09 Meets intent of USNRC 95003 & NEI 09

--07 third 07 third party Safety Culture Assessment Team Criteria party Safety Culture Assessment Team Criteria

• • Two Members Involved in Development of Two Members Involved in Development of Methodology for USNRC Methodology for USNRC

• • Team Leader Has 25 Years Experience, Including Team Leader Has 25 Years Experience, Including Davis Davis--Besse Besse Assessments Assessments

• • Independent from Entergy and Palisades Independent from Entergy and Palisades 8

3 rd Party Assessment*Depth and Scope*100% Palisades Employees Invited*76% Responded

• > 50% Response Rate from all Groups*Total Site Population of 783*123 or 15.7% Selected for Interviews or Focus Groups*Cross-Sectional Sample of Employees 9

3 rd Party Assessment*Info was Gathered from Multiple Data Points*> 10 % Interviews

• 76% Survey Response Rate

• 15 Plant Observations*"-provide a strong basis from which conclusions related to the organizations safety culture can be drawn."10 11 Results*Relatively few "significant differences"between work groups*Corrective action strategy equal across the station -Recovery plan actions address safety culture-NSC action plan address gaps -Actions captured in PCRS*No regulatory compliance issues identified-One item of concern was referred to ECP*3 enhancement actions*Product was not intended to assess corporate safety culture 12 Results*Three "key take aways"provided*Five Areas for Improvement (AFI)-AFI's binned under the three "key take aways" 13 "Key Take Away"There is a significant loss of confidence in the Site LeadershipTeam.

Management and supervision has not been able to engage the workforce, provide healthy avenues for reporting concerns, and beneficiallychallenge each other to make the right decision.

AFI's*Leadership behavior that communicates clear expectations and standards, and exhibits the behaviors that are consis tent with the message, needs to be demonstrated to regain the engagement and trust of the Plant.*Palisades Management needs to evaluate what behaviors can be used to create an environment where beneficial challengi ng, a healthy questioning attitude, and the reporting of concerns can be accepted, s upported and desired. Efforts to erase the perceptions of fear around potential punishment will have to be made to provide a better foundation from which the appropriate behaviors can be effectively achieved.*A clear, consistent and unified vision, mission and values message needs to be reconstituted for the Plant. Processes around decision making, resource allocation, coordination of work and human performance need to be aligned with this message. These processes need to be communicated, understood and used such that work activities are performed safely.

14 "Key Take Away" The processes to develop a learning organization and to understand how to improve performance are not valued or prioritized by the Plant.

AFI Performance Improvement overall, and the CAP in particular, at the Palisades Plant needs to be reassessed and realigned to ensure that all employees understand its value and priority in enhancing Plant performance.

15 "Key Take Away" Accountability is perceived to be only punitive and has created a pervasiveness of SCWE issues across the organization.

AFI Palisades needs to ensure that any accountability model that is used is consistently implemented against cl early communicated and prioritized standards and expectations, which recognizes and reinforces desired behaviors and uses effective coaching, minimiz ing punitive actions, for undesirable behaviors.

16 17 Action Plan*Recovery Plan gap assessment-Actions compared against NSC assessment results*Safety Culture Action Plan-Addresses gaps in Recovery Plan actions vs. NSC assessment*Vision/Strategy/WildlyImportant Goals (WIG's)

• Entergy Corporation 4 platforms

• Metrics to Measure Improvement

• Safety culture attributes coding 18 Action Plan Wildly Important Goals (WIGs)

• EVENT FREE OPERATIONS DAY-TO-DAY

• R22 AND R23 SAFE AND ERROR FREE

• CORRECTIVE ACTION PROGRAM IMPROVEMENTS

• IMPROVE EQUIPMENT RELIABILITY 19 Action Plan Entergy Nuclear Four Platforms:

• Trust, Honesty, Fairness, Integrity

• Be deliberate -actions under control -follow the rules.

• Set and continuously reinforce high standards

• Do what you will say you will do 20 Action Plan AFI-1, AFI-2 and AFI-3 actions:*Vision/Strategy/WIG's*Development of written roles and responsibilities

• Leadership one-on-one meetings

• Case Study regarding Sept 25 th event*CBT regarding Accountability, Behaviors, Procedure Use

• Stand-down on procedure use and adherence

• Reinforcement of "What Good Looks Like" 21 Action Plan AFI-1, AFI-2 and AFI-3 actions:*Eliminating process implementation gaps*Snapshot Assessment of risk assessment practices and behaviors *Discussion of integrated risk at key meetings

• Communication of risk management principles

• Communications Advisory Group 22 Action Plan AFI-4 actions:*Increasing CAP understanding among all workers*Improving CAP through CARB improvements

• Improving ACE and RCE'squality

• Actions to reduce CR backlogs

• Review POC'sfor each department

• Train POC'swith regard to OE

• Trend ineffective use of OE

• Assess site OE program improvement 23 Action Plan AFI-5 actions:*CEI NSC Assessment results briefings conducted*Site Vice President small group meetings

• Shop briefings on SCWE

• Communications Advisory Group created

• Devil's Advocate role is implemented

• CRG communication role on NSC issues

• Department specific surveys monthly 24 Actions*Human Performance

-Decision-Making-Work Management Discipline readiness-Communications improvements on key decision making

-Devil's advocate program

-"Stop when unsure"-Risk Management 25 Actions*Human Performance

-Resources-Key positions all filled -Most openings have approval to post-HR working to streamline process-Procedure quality reviews 26 Actions*Human Performance

-Work Control-Work Management action plan-Focus on preparations

-Risk Management 27 Actions*Human Performance

-Work Practices*Procedure Use and Adherence training. *HU brief procedure streamlined

• Procedure improvement program 28 Actions*Problem Identification and Resolution

-Corrective Action Program*CAP improvement plan instituted-Line ownership of processes-CAP Procedure use and adherence-Causal evaluation quality-Self-assessment program

-Timely and quality action implementation 29 Actions*Problem Identification and Resolution

-Operating Experience*CAP improvement plan instituted with actions to improve OE 30 Actions*Problem Identification and Resolution

-Self & Independent Assessments*NOS meets with Site Leadership Team*Use of elevation and escalation process

• Communications Advisory Group developed

• Corporate oversight 31 Actions*Other Safety Culture Components

-Accountability*Entergy 4 platforms*HU/IS Superintendent in position

• Accountability Model Training

• Small Group meetings

• Procedure improvement program 32 Actions*Other Safety Culture Components

-Continuous Learning Environment*Training specific action creat ed and being addressed NSC plan*Enhancements to training forms related to qualification

• Corrective Action Program improvements 33 Actions*Other Safety Culture Components

-Organizational Change Management*HOT TOPICS*Communications Advisory Group 34 Actions*Other Safety Culture Components

-Safety Policies*Wildly Important Goals*Site strategy includes safety "focus on safe , error free operations while improving our ability to find and fix our own

issues."*HU/IS Superintendent position filled

• Metrics on Leader Observations*Top decile Total Industrial Safety Accident rate (TISA) 35 Actions*Safety Conscious Work Environment

-Environment for Raising Concerns*ECP communication and outreach*Small Group Meetings

• Accountability vs. discipline

• Devils advocate program

• Shop briefs on SCWE 36 Actions*Safety Conscious Work Environment

-Preventing, Detecting, Mitigating Perceptions of Retaliation*Small Group meetings*ERB process

• Shop briefs on SCWE

• Improved communications

• Corporate action for SCWE training periodicity

• Safety Culture fact & information sheet 37 Closing *Palisades and Entergy recognized need to assess safety culture*Prompt 3 rd party assessment conducted*Prompt and aggressive action plan implemented*Results show improvement*Focus on sustainability 38