Comanche Peak Nuclear Power Plant

1. Human Performance: Observation Principles of Excellence Karen Jones, Human Performance Coordinator Luminant / Comanche Peak Matt Sacks, DevonWay / Product Manager Comanche Peak Nuclear Power Plant

2. Organized Observation Program at Comanche Peak Like most other companies, at Comanche Peak we’ve been in reaction mode for complying with observation requirements. Now for the first time, we’re able to use the observation process to close process gaps, improve plant performance and demonstrate INPO compliance. Modeled observation trend codes to be in line with the INPO performance model.

3. Indicators Plant Daily Checks Culture • POD meeting • Phone status • CAP review • POD package • POND meeting • In-plant time • Observation reviews • Employee engagement • Control Room visits • Site walk downs • Industry publications • STARS reports • MRM package • Dept. KPIs • System Health • Program Health • Component Health • CAP review • CARB • SORC • Plant Health Committee • Senior Safety Committee • Nuclear Leadership Team meetings • Staff meetings • EP Review boards • ALARA Health Committee • COE reports • QA Summary reports • Reactivity Mgt. reports • Corporate Dashboard • Teammate KPI reports • Human Performance Steering Committee • Outage Review Team • Servant Leadership Learning Community • Financial Excellence Committee • Leadership forums • One-On-Ones • Leading • Training observations • SAFETEAM • Culture surveys • Field presence • Celebrations • Performance reviews • Career Devmt. plans • 360° reviews • PEOPLE Team • Continuous Improvement Plan • Employee meetings • Exclamation Peak • Annual incentive plan • Periodic surveys • Wellness programs Training • Training Review Boards • Program Review Boards • Management observations • Continuing Training • Systematic Approach to Training • OJT/TPE/OJE • Curriculum boards • Oral boards • Individual development plans • Living ASER • Qualifications Continuous Improvement Excellent Station Performance • Industry benchmarking • Outside industry benchmarking • Use of Lean • KPI reviews against the best • Continuous Improvement Plan • COE reviews • MRM reviews • STARS • Industry committees • Leadership Challenge sessions • Outage Readiness meetings • Observation programs Independent Assessments Station Assessments • STARS • INPO • WANO • Industry involvement • Peer reviews • Assist Training Visits • Assist visits • EPRI • NEI • QA Benchmarking • STARS • INPO • Nuclear industry • Outside industry • Industry committees • WANO • Publication reviews • Self assessments • QA surveillances • COE reports • CAP evaluations • Observation Program • Plant Event Reviews

4. The way things were… Isolated from CAP and OE Limited trending capabilities On-going challenge to measure performance against expectations Scorecards and reports were difficult to change No formal review process or tools to manage quality Improvement of the Observation program was challenging due to system limitations.

5. Taking Control of Observation Program Connecting Observations with CAP and OE Managing observation ‘blitzes’ and expectations Adding oversight groups and management review Trend coding driving opportunities for improvement Prescribing observations around plant focus areas Consistent approach to trending of observation behaviors and comment fields.

6. No longer isolated from CAP and OE • CRs and OE unified with observations under the same platform. • CR and OE immediately available as reference to improve observation quality • Ability for managers to send observations back to observers to initiate CR as appropriate.

7. Improved Trending Capabilities • All trending of comments were manual before ObservationWay • Trending at the behavior level and at the observation level • Ability to trend specific comments and capture insights into areas in need of improvement.

8. Dynamic review process • Option to add and change oversight groups on specific scorecards based on need • Extend review process to selectively include senior managers in observation review by scorecard • Plans to route observations to reviewers based on observation score • Allows management a more active role in the observation process by routing observa-tions to appropriate managers in real time. • Enforce quality - Observation quality questions can be setup to ensure management expectations are being met. • All observation communication now managed inside ObservationWay by routing observation tasks or collaborating online.

9. Ability to measure performance against expectations • Extensive options for “prescribing” observations to departments, teams, or individuals • Opportunity to conduct focused observations in the form of ”blitzes” - structured management observation programs, identified department focus areas.

10. System limitation are no longer an issue • Now we have the ability to continuously improve the program and the program results due to the ease and extensive administration options within the new Observation program. • Rapid deployment example: • “ We documented an existing manual process for capturing improvement opportunities and new process was added to our Observation program the next day – ready for production.” • Changes to scorecards and introducing new reports are easy.

11. Simplifying observations – Closing process gaps • Central Self-Service Forms Library • Way-Easy Radio Button Q&A Selection • Add Trend Codes desired • Trending Reveals Station Performance Gaps • Direct CAP connections • Tear-Off-Templates with Google check-box to “add” • Performance Improvement change control • Audit & Reporting Way-Easy Observations for - end users, - managers & - administrators