1. Regulatory Information Conference (RIC)
Westinghouse Electric Company LLC
Columbia Fuel Fabrication Facility
Safety Culture Programs/Activities
Regulatory Information Conference (RIC)
March 2009 3

2. Key Components of our Safety Culture
Human Performance
Corrective Action Program
Learning from Operating Experience
Management is fully accountable to establish the highest standards for safety performance!

3. Westinghouse Safety Culture
Westinghouse began its Human Performance (HuP) journey in 2002
Benchmarking with Utilities and INPO in 2002
Pelleting area pilot in 2002
HuP Fundamentals Training in 2003
Site event clock in 2003
Site wide implementation of HuP tools in 2004
Local area learning clocks in 2004

4. HuP is a Way of Life Pathway to HuP Excellence HuP Training
Event/Learning Clocks
HuP Tool Application
Observation Program
HuP Event Investigations
Precision Leadership (ABC)

5. HuP is a Way of Life Tools Handbook
Personal Safety Assessment (2-Min Rule)
Self Check
Peer Check
Pre-job Brief
Questioning Attitude
Time Out
Procedure Use and Adherence

6. HuP and Safety Culture Go Hand in Hand
Everyone is personally responsible for nuclear safety.
Leaders demonstrate commitment to safety.
Trust permeates the organization.
Decision-making reflects safety first.
Responsibility and authority for nuclear safety are well defined and clearly understood. Reporting relationships, positional authority, staffing, and financial resources support nuclear safety responsibilities. Corporate policies emphasize the overriding importance of nuclear safety
Executive and senior managers are the leading advocates of nuclear safety and demonstrate their commitment both in word and action. The nuclear safety message is communicated frequently and consistently, occasionally as a stand-alone theme. Leaders throughout nuclear organization set an example for safety.
A high level of trust is established in the organization, fostered, in part, through timely and accurate communication. There is a free flow of information in which issues are raised and addressed. Employees are informed of steps take in response to their concerns.
Plant personnel are systematic and rigorous in making decisions that support safe, reliable plant operation. Operators are vested with the authority and understand the expectation, when faced with unexpected or uncertain conditions, to place the plant in a safe condition. Senior leaders support and reinforce conservative decisions.

7. HuP and Safety Culture Go Hand in Hand (continued)
Nuclear technology is recognized as special and unique.
A questioning attitude is cultivated.
Organizational learning is embraced.
Nuclear safety undergoes constant examination.
The special characteristics of nuclear technology are taken into account in all decisions and actions. Reactivity control, continuity of core cooling, and integrity of fission product barriers are valued as essential, distinguishing attributes of the nuclear station work environment.
Individuals demonstrate a questioning attitude by challenging assumptions, investigating anomalies, and by considering potential adverse consequences of planned actions. This attitude is shaped by an understanding that accidents often result from a series of decisions and actions that reflect flaws in shared assumptions, values, and beliefs of the organization. All employees are watchful for conditions or activities that can have an undesirable effect on plant safety.
Operating experience is highly valued, and the capacity to learn from experience is well developed. Training, self-assessments, corrective actions, and benchmarking are used to stimulate learning and improve performance.
Oversight is used to strengthen safety and improve performance. Nuclear safety is kept under constant scrutiny through a variety of monitoring techniques, some of which provide an independent “fresh look.”

8. Corrective Action Program - A Reporting Environment
An important part of improving performance is knowing with certainty that openly admitting a mistake will be viewed as a positive behavior
The base assumption is that everyone who comes to work desires to do a better job
Self reporting is a desired behavior and is rewarded and Honest mistakes are not punished
All employees can report issues via variety of systems, REDBOOK, CAPs “Hotline” or paper version, WEC Safety Concerns Hotline
Management values learning from reported incidents

9. Operating Experience Overview
Operating experience shared through the CAPs (formal evaluation of applicability/susceptibility)
Site/area event clock reset communications
Area pre-job briefs
Site/area/other licensee/INPO/industry events communicated across the company
Learning from operating experience is imperative to continuous improvement.

10. Fuel Manufacturing Peer Review Process
All Westinghouse Fuel Manufacturing Facilities
Based on INPO’s Performance Objectives and Criteria
Each fuel manufacturing facility is fully evaluated every three years
Interim review of all identified Areas for Improvement mid-assessments

11. Areas Assessed Healthy organizations are self critical!
Organization & Administration
Operations
Maintenance/Work Management
Engineering
Radiation Protection
Industrial Safety
Operating Experience
Human Performance
Training
Healthy organizations are self critical!

12. Safety Culture Summary
We are operating the Columbia Plant more safely than ever
Continuous Improvement in:
Safety
Quality
Production
Systematic programs in place to address key improvements
Metrics are showing improvement and the journey continues
Working Together
The Target is Zero