1. From INPO AFI to Top Performer
Comanche Peak Nuclear Power Plant
Industrial Safety
From INPO AFI to Top Performer
Jan 5th, 2011
Steve Nowak

2. Comanche Peak Site OSHA Injuries
2001 thru Present
Nov. 2010, Zero INPO Injury Rate. Top 10% of all U.S. Nuclear Plants 26 21 19 19 17 12 12 10 3 2

3. Tier 1 Initiative Team Shaw maintenance manager Shaw safety manager
Westinghouse manager
Siemens project manager
Securitas
Operations
Maintenance (I&C and Mechanical)
Radiation Protection
Operating System
Management sponsor: Dave Kross
Executive sponsor: Mitch Lucas

4. 2009 Tier 1 Goals
Improve industrial safety behaviors and accountability at CPNPP with a focus on consistency in applying safety standards and recognition of job hazards
2009 goals:
0 Injuries with restrictions or lost time
≤ 5 OSHA Recordables
Establish a framework for continuous improvement
Complete by 9/01/ Evaluate 1/15/2010

5. INPO 2008
Personnel do not consistently recognize job hazards, and some hazards are not mitigated by use of personal protective equipment, supervisor intervention in at-risk behaviors, and pre-job hazard reviews. While recent emphasis on safety expectations have improved worker awareness of good safety practices and error rates are decreasing, consequential injuries continue to occur.

6. 2009 Tier 1 Analysis Reviewed: 2006, 2008 INPO results
Two IS Self Assessments (Luminant & STARS)
Common cause analysis of 2008 injuries
Benchmarking top performing plants
Review of IS Leading observations
Open IS SMFs

7. Problem Identification
Lack of Hazard Recognition
Lack of active peer to peer coaching
Lack of/or poor communications
Unclear expectations
Lack of/or inconsistent accountability
Safety issues not timely resolved
Inadequate causal analysis of safety issues
Perceived production over safety
Non-focused organizational structure

8. Fundamentals of a Good Safety Program
Management Commitment
Executive involvement
Supervisors’ support
Employee Engagement
Awareness
Safety Procedures
Plant Conditions (safety concerns)
Clear Safety Expectations and Procedures
Positive recognition
Empowerment
Resolution of Employee Safety Concerns

9. Recommended Solutions
Hazard Recognition and Peer Coaching:
Hazard recognition training:
Safe Zone and BEAR “at risk” behaviors
Peer to peer training
Job Hazard Analysis overview
BEAR process overview
“New to Comanche Peak” program
Five year frequency for core employees
Two year frequency for short term workers
It’s OK safety program

10. ‘It’s OK’ Means:
I am open to receiving help, comments, suggestions or feedback from any person at anytime to reduce my risk of an injury.

11. New Employee Responsibilities:
Attend Hazard Recognition Training
Attach New to Comanche Peak sticker on their hard hat
Make safety your #1 priority
Ask detailed questions if unsure
Identify hazards to your supervisor or peers
Core Employee Responsibilities:
Increase observations of New to Comanche Peak employees
Complete New to Comanche Peak department check list
Ensure understanding of CPNPP safety rules
Identify plant or job specific risk
Teach methods to decrease risk or hazards
Ensure clear communication and understanding
Assume nothing!

12. Recommended Solutions
Organization Structure
Establish an employee safety committee
Provide input to direction of safety programs
Review and prioritize identified safety issues
Improve communications
Provide a working budget
Increased management focus
Safety manager:
Chairman of Senior Safety Committee
BEAR Steering Committee manager
Facilitator of the Employee Safety Committee
Manager of safety department
OSHA Voluntary Protection Program
On-site nurse

13. Recommended Solutions
Communications and Accountability
Visual boards at AAP and PAP showing current goals and status to include BEAR results
Department clocks – HU and Safety
Initiate SMFs for safety violations
Safety pocketbook
Coaching for violators/peers/supervisor

14. Recommended Solutions
Unclear expectations and production over safety perception
Safety manager presentations
Accountability
Stop work for safety expectation
Peer coaching
Quarterly update of the safety handbook
Rewards and recognitions
Performance and outage bonus review
Perform safety stand downs for OSHA injuries
Begin every meeting with a safety topic

15. Recommended Solutions (cont.)
Safety Issue Resolution and Inadequate Analysis
Industrial Safety Condition Reports are assigned a risk factor by the Employee Safety Committee
Safety department attend root cause training
Safety attend prioritization meetings

17. One of My Biggest Fears!
From Hero to Zero !!

18. Summary of Recommendations
Recommendations achieve:
Management Commitment
Employee Engagement
Clear Safety Expectations and Procedures
Resolution of employee’s safety concerns
Most Important:
Employee Engagement

19. Industrial Safety Survey Results
Scale:
1 = never
2 = seldom
3 = regularly
4 = always
W = Westinghouse
LT = Long term
ST = Short term
Have you been peer coached?
Have you performed peer coaching?
Can a job be stopped for a safety concern?
Is improving the safety culture at Comanche Peak a priority?
Is Safety more important than production?
Did you receive the proper amount of safety training?
Did the Hazard Recognition training improve your safety awareness?
Do your pre-job briefs always discuss safety and job hazards?
Do you always perform a “Take Two” at the job site?
Does the “New to Nuclear” program help to reduce short term contractor injuries?
Wesdyne 5
Wyle 3
Cameron 6
Access
Solutions 4
Shaw
(LT) 4
(ST)
112
Crane 31
W (ST) 16
W (LT)
Bartlett 27
Luminant 32
Siemens 93
Misc
Average
(1) 2.6
3.3
2.5
2.3
2.8
2.9
(2) 2.8
2.7
2.6
3.1
(3) 4
3.8
3.9
3.6
(4) 4
3.2
3.7
3.5
(5) 3.4
(6) 3.6
3.4
(7) 3.6
(8) 3.8
(9) 3.8
(10) 3.4

20. Behavior Based Safety

21. Behavior Based Safety

22. Results
Questions?
Nov. 2010, Zero INPO Injury Rate. Top 10% of all U.S. Nuclear Plants 26 21 19 19 17 12 12 10 3 2