Niii ~ilVOA q~UfamNRC P1 Panel -Internal Limits • :•' I Unplanned Power Unplanned Scrams pe Scrams with Lass of Upanne per HPCI Safety System 7000 Critical Hours 1.0 Normal Heat

Iwo-I

Niii

~ilVOA q~Ufam

Ru1;t

Aram

I

NPG Performance Report March 2001

Index A. Cover Sheet

B. Index

C. Executive Summary

D. Recent Events

E. Recent Events, Continued; Upcoming Events

F. Strategic Plan Performance Indicators

Strategic Plan Performance Indicators 1 Strategic Plan Performance Panel Critical Success Factor

Critical Success Factor - Safety Organizational Effectiveness

2 NRC Performance Indicator Panel 9 WANO Index Panel

NRC Performance Indicator Panel WANO Index Table

- Internal Limits 9a WANO Index Benchmark

3 Human Performance Error Rate 10 Voluntary Staff Turnover

4 Collective Radiation Exposure 11 Unplanned Capability Loss

5 Industrial Safety Accident Rate Factor

Critical Success Factor - Cost 12 Open Non-Outage Corrective

Competitiveness Maintenance Inventory 13 Corrective Action On-Time

6 Bus Bar Cost Completion 7 Controllable Cost Variance 14 Pre-Outage Planning

8 Unit Capability Factor Milestones

B


Executive Summary Safety , All NRC performance indicators remain GREEN.

•- The CNS established NRC Internal Limit indicators are all WHITE or GREEN.

, The Human Performance Error Rate 12 Month Average has improved to fall within the Needs Improvement (YELLOW Window) range. An improving trend continues from the past several months.

- Collective Radiation Exposure is WHITE. The station performance remains in the top quartile for the three-year industry average of Radiation Exposure received. 18.6 REM has been received year-to-date against a year-to-date goal of 20.6 REM.

SNo accidents were reported in March, 2001 .The Industrial Safety Accident Rate is in the RED range due to ice-related injuries received during December, 2000 and January, 2001. The current value is improving as injuries from 2000 fall out of the calculation, and the year end goal can be achieved if no further accidents occur in 2001.

Cost Competitiveness ,- Bus Bar Cost year-to-date through March is $36.57/MW-Hr, which is above the revised

"Strategic Plan" estimate of $34.56/MW-Hr for the same period. This variance is largely associated with the Mid-Cycle Outage extension, and the accounting treatment of the changes in the decommissioning fund.

• Controllable Cost is WHITE due to O&M expenses exceeding plan by $775,500 during March, in large part attributable to the Mid-Cycle Outage extension.

Organizational Effectiveness > Voluntary Staff Turnover (resignations and NPPD transfers out of the Nuclear Business Unit)

averaged 6.1% over the previous 12 months, which is above the goal of 5%.

> Unplanned Capability Loss of 14.6% was experienced during March, due to the Mid-Cycle Outage extension.

> The Pre-Outage Planning Milestones indicator continues to remain GREEN.

> The WANO Index is YELLOW, due to Unplanned Capability Loss of 14.6% from the Mid-Cycle Outage extension and the combination of high Unplanned Capability Losses and low Unit Capability Factor from the three forced outages in 2000.

C


Recent Events

Plant Activities of Interest

Operation: The plant operated at a 48.3% Capability Factor during March. Unplanned losses of 14.6% were experienced due to the Mid-Cycle Outage extension.

Mid-Cycle Outage: The planned Mid-Cycle Outage started at 0912 on March 3, 2001 (output breaker open) and was completed at 2240 on March 17, 2001 (synchronized to the grid). The outage exceeded the planned duration by 109 hours, due to emergent repairs on feedwater level control systems, steam jet air ejector and off-gas piping, and packing on a main steam line drain valve.

Notice of Unusual Event (NOUE): At 8:12 p.m. on April 23, 2001, Cooper Nuclear Station personnel declared an Unusual Event after a short circuit caused the visual and audio alarms in the control room to stop operating. An Unusual Event is the lowest level emergency classification at a nuclear station. The short circuit was located and the control room annunciators returned to service at 9:05 p.m., ending the event. The NPPD emergency response organization was placed on standby during the event. Members of the general public were not impacted by this low level emergency classification.

Regulatory Interface

Resident Inspection: The NRC Resident Inspection 2000-15 quarterly exit was held on April 3, 2001; the period covered by the inspection was December 31, 2000 thru March 31, 2001.

One Potential Violation was discussed. The NRC believes that the CNS Technical Specification bases are not consistent with the Updated Safety Analysis Report relative to offsite power source requirements. This potential violation was preliminarily classified as the lowest classification of cited violations, Severity Level IV. NPPD intends to deny this violation based upon our engineering determination that the modifications made to the 161kV line and the capacitor bank in the 69kV substation were not Unreviewed Safety Questions requiring prior NRC approval.

A Non-Cited Violation was also discussed, related to incorrectly oversized varistors in Diesel Generator #2. CNS personnel took appropriate action to correct this issue, and repairs are completed.

Several GREEN (lowest level of NRC concern) Findings were also noted at the exit. These included the operator difficulties in controlling water level during the Mid-Cycle Outage shutdown; two Operations crews failing Licensed Requalification Training; and a potential Finding regarding Operator Work Around items being imbedded in procedures.

The NRC also discussed an Unresolved Item, related to the 161kV and 69kV offsite power concerns.

D


Recent Events, Continued

Regional Inspections: The Supplemental Emergency Preparedness Inspection exited on April 17, 2001. The NRC discussed the CNS critique of the April 11, 2001 drill as "robust', and much improved from the August 2000 drill.

One potential Non-Cited Violation, failure to correct a drill weakness, was noted as a "GREEN" finding. The Non-Cited Violation relates to additional training needed in the understanding of core damage assessment, designed to address the drill weakness in classification of the emergency, identified during the August 2000 drill. The Emergency Preparedness Manager has taken actions to provide training to CNS personnel responsible for classifying emergencies within the Emergency Response Organization.

The Security Inspection exited on March 29, 2001. One "GREEN" finding resulted in a Non-Cited Violation, which relates to a previously documented finding involving a failure to provide timely compensatory measures. Licensee Event Report 2000-S01, submitted to the NRC on November 29, 2000, provided information on the corrective actions implemented to preclude recurrence of this event.

A telephone exit for the Triennial Fire Protection Inspection will be conducted on April 26. The following four "GREEN" Non-Cited Violations are being discussed:

* The flammable insulation which had been installed in the service water pump room. Two emergency lights that were not properly aimed.

* The failure to fully implement a 1979 commitment to install more smoke detectors. * Incorrect sprinkler head sizing.

Information on the status of these four issues will be provided in the April, 2001 NPG Performance Report.

Upcoming Events

April 30- May 10 Station-Wide Self Assessment

May 16 SRAB Meeting

May 21 NRC ALARA Inspection lAG Meeting

June 4 NRC Safety System Design (RHR)

June 21 On-site Safety Fair

July 9 NRC Gaseous and Liquid Effluents

E


CNS Strategic Plan Performance Indicators

This report reflects the Cooper Nuclear Station Strategic Plan performance indicators. Goals relative to these indicators have been identified within the Strategic Plan, which:

1. Establish performance levels consistent with top quartile performance in the industry as measured by the WANO index.

2. Provide margin to regulatory performance thresholds such that no increased regulatory response is required.

3. Meet or exceed NPPD's expectations for the performance of the Cooper Nuclear Station.

The charts reflect performance for 1998 and 1999 performance, recent and current year performance, and Strategic Plan goals for 2002 and 2007. This approach places current performance in the context of the 6-year plan.

Excellent (GREEN) or satisfactory (WHITE) performance relative to the current year goals was obtained during March for 5 of the 13 goals.

" Indicators currently YELLOW (Needs Improvement) include: Voluntary Staff Turnover - This is a new indicator in the 2001 plan. The Goal was set below historic performance to reflect the need to lower turnover. WANO Performance Index - The Mid-Cycle Outage extension caused Unplanned Capability Loss Factor to increase, lowering the WANO Index. Human Performance Error Rate - Corrective actions are currently being taken, with improvements realized over the past 5 months.

" Indicators currently RED (Action Required) include: Corrective Action On-Time > Management focus on improvement. Completion Unit Capability Factor • 12 month rolling average is driven by the

Unplanned Capability Loss Factor

Industrial Safety Accident Rate

Bus-Bar Cost

year 2000 forced outages. Successful 2001 operation will improve performance.

• 12 month rolling average is driven by the year 2000 forced outages. Successful 2001 outage will improve performance.

> Weather related accidents in December 2000 and January 2001

> Accounting treatment of an overpayment of decommissioning funds in January and the Operations and Maintenance costs of the Mid-Cycle Outage extension.

F

STRATEGIC PLAN PERFORMANCE PANEL

l YELLOW WHITE March II,

2001 Action Riquired -h

NOTE:

I

NRC Performance Indicator Panel

UUnplanned Power unplanned Scrams pe Scrams with Loss of dHPC Safety System 70CrtclHus I:: Change per 7000 HC aeySse

7000 Critical Hours Normal Heat Removal Crihcal Houlr Unavailability

~4~4 ________ ______0.0____ _____ .0_______ I 0.7_

RCICSafety System RHR Safety System EDG Safety System . Safety System

iUnavailability K Unavailability Unavailability Functional Failuress

0.8% 0.1% 0.5 >12 >% >5% >1.5% >5% >2.5% >-T

ERO Drill/Exercise EROAlert and Notification Expoueontl ERO riftPartcipaioiExposure Control. . .Performance tc o System Rellabilty Effectiveness 95.0 93.5%/00 • ~:97•.8%

<% 9%5.J <90%% <4h.5 >2

RETSIODCM F cdAre Personnel Screening Radiological Effluent Security Equipment Program Perform Reliability Program

jProgrammPnrformancW Occurrence " PerformancelIndex -ý - ..- -:, .Performance 0 : •0.025 0 :• 0 T:

JEMA 3 >1 • r>5 >2>5 2

~~~Reactor Coolant 1 ~ a F Reeactor Coolant

semt ClakSystem Specific System LeakageAcity

8 0.2% TS

Sff >100%TS>50%TS I O >100%TS >50% TS

March

2001 NOTE: All values rounded to the significant dig

Acceptable -Uoensee ,--_.Rek!pon.e

Acceptable. Increased Regulatory Response

Acceptable - Required

Regulatory Action

" :•: - "-0" ••",,:•" C,

NRC P1 Panel - Internal Limits

• :•' I Unplanned Power

Unplanned Scrams pe Scrams with Lass of Upanne per HPCI Safety System

7000 Critical Hours Normal Heat Remova Unavailability 1.0 0. 1• !Critical Hours 1. . 3.0 0.7%

>1.5 >.5 . 1> >4 >2 >11.2% .7

RCIC Safety System RHR Safety System EDG Safety System Safety System

Unavailability Unav • Unavailability Functional Failures

0.8% 0.1% 0.5%: >.5%.2 >.3%67% >.6% >3 >1

EROertrindlNtercaseor Occupational ERE DrDll/Exercaser:Re Alert and Notification Exposure Control

Performance System Reliability Effectiv 95.0% 93.5% 97.8% : . '•

<93% <95% <85% <90% <96% <98% >

RETSIODCM I Protected Area Personnel Screeningo

Radiological Effluen Security Equipment ProramPlirratynPogram Program Promn occurrence 'Performance Index %:i;Perfdrmance •'

0 : . 0.025 0 l ••"...'.. .. •. .

Reactor Coolant Reactor Coolant System Specific :; ytM Lekg Activity

8.8% TS 0.2% TS

>%TS >15%TS >30%/. TS

March

2001 NOTE: All values rounded to the significant dig

Acceptable - Normal Attention

ACctbe -incesed SManagement Attention

Concern - Required Management Attention

2

HUMAN PERFOR MA CE ERROR RA TE2.6 2.6

P=1 -PS,71~ -7

2.4 2.4

2.2 2.2

2.0 VIMT0

- r12 ~Month Average

"-"1.483

0,1 1.6 1.6 MO/ \0

1.41.4

"TY .4z 4 - 4Goa- - ty 200 " i#w .

1 {8 1.3

S1.2 ON V/1.2 0

LU 1.0 1.0 t

•"0.8 0.8

o .. 0

0.6 F/,0.6

(I)/ 01/

0.4 0.4 0.2 0.2

03.22 40. 0.0 .0.0

>C- C-n > cEo 0 Z 0 C- -Hmn Er w D co w M C 0 MT w 0 wT *a (T w co (D Y z r ? ir CD CD ' N)

0D 0D o) a -L - -& -&

vzl Monthly Human Error Rate -- D-12 Month Human Error Rate

HUiVMAIN PER FORMA NCE ERROR RATE

Comments: Notes: Human Error values are based upon initial PIR coding, and may change If additional clarifying information is identified during review or investigation.

1. 6100 - PIR written to address increased error rate. Actions have been implemented to increase observations to help identify areas for improvement.

2. 8100 - Corrected PIR count back to January, 2000 to remove "Other" category, which

was mostly contractor errors.

INDICATOR DEFINITION

The number of Human Performance errors per 10,000 hours worked.

Human Performance errors are those Human Performance errors which Need Improvement

result In a condition report. Meets Expectation Exceed Expectation

Strategic Plan Critical Success Factor: Safety 3 2001 Key Station Goals Goal Source: CNS Strategic Plan (10/00)

COLLECTIVE RADIATION EXPOSURE

25 •-. .V,,.25

200 I ., :•' i200

2150 150

o10010 I-

50YDActual YTD Goal 50

18.6 20.623

2000

o 0 0o o oo o 0 0o0 0 . _ .o o o

-:-YTD Actual YTD Goal

COLLECTIVE RADA TION EXPOSURE

Apr-00 May-00 Jun-00 Jul-00 J Aug-00 Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-Ol Mar-01

Month Actual 42.8 14.4 4.9 2.0 1.5 2.7 5.9 2.7 2.2 1.5 1.6 15.5

YTD Actual 163.4 177.8 182.6 184.6 186.1 188.8 194.8 197.4 199.6 1.5 3.2 18.6

YTD Goal 133.8 136.5 139.1 141.8 144.5 147.1 149.8 152.4 155.0 3.4 6.5 20.6

Comments: 1. 4-5/00 - Forced Outage 2. 3/01 - Corrected 2000 Dose based upon TLD readout. Overall correction is .15% lower dose.

Mid-Cycle Outage


Collective Radiation Exposure is the sum of internal and external radiation .:d-i6-oRe. ,

dose received by all personnel including contractors and visitors. Need Improvement Meets Expectation

Exceed Expectation

Strategic Plan Critical Success Factor: Safety A

2001 Key Station Goals Goal Source: CNS Strategic Plan (10/00) M

ISAR Events / 200,000 Hours

f to 040

2007

0 a,

i~ -~' ~Jun012

.< u ~Y 0 Ap-01

Mar-01

4- M,, ; ~~ Fe-01

mw~w A -4 o-0 >

0"~

Oct-001

MMMM JaSe-00

"M Aug-00

151*,9N R,. ~~

~g ~ ~ ~ ~ Ma-00

Z2 AKSpr-00 R1 >

, 1998ml r-.. (0 U00

(sLmS1~3joiqn

INDUSTRIAL SAFETY ACCIDENT RATE

IApr-00 IMay-00I Jun-00 f Jul-00 J Aug-00 I Sep-00 E Oct-00 [ Nov-00 [ Dec-00 Jan-01 [ Feb-01 I Mar-01

RestrictWork 0 0 0 0 0 0 0 0 0 1 0 0 Accidents

Lost Time Accide 0 1 0 0 0 0 0 0 1 0 0 0 Accidents

Fatalities 0 0 0 0 0 0 0 0 0 0 0 0

1 Year Average 0.22 0.32 0.32 0.33 0.33 0.22 0.22 0.22 0.33 0.45 0.45 0.34

Comments: 1. 5100 - Knee Injury while exiting Drywell, requiring surgery. Not reported until 8100. 2. 12/00 - Twisted back from a slip on ice. 3. 1101 - Fall from ladder, Back Strain


Industrial Safety Accident Rate is calculated by determining the number of events that occur per 200,000 person-hours worked. Need Improvement

Meets Expectation Exceed Expectation

2 Strategic Plan Critical Success Factor. Safety 5 Key Station Goals Goal Source: CNS Strategic Plan (10)00)

S. . . . I

2007

2002

Jun-01

May-Ol

Apr-Ol

Mar-Ol

Feb-Ol

Jan-01

Dec-00

Nov-00

Oct-oo

Sep-00

Aug-00

Jul-00

Jun-00

May-00

Apr-00

1999

1998

0

0

MIMMMMINOWN

INIMEMOMME

RIMME,

T- M 1ý- m m " m I-- M M " M I,,- Ln M m r-ý M m LO 0 LO M m Iq IRT Iq qT qT m m N N N N

(JqAAW/$) ISOD

YTD BUS BAR COST

J Apr-00 I May-00 [ Jun-00 Jul-00 [ Aug-00 Sep-00 I Oct-00 Nov-00 I Dec-o00 I Jan-01 I Feb-01 I Mar-01 Month Actual Cost ($ AulCo) $28,695 $17,477 $17,853 $14,844 $16,321 $16,303 $17,627 $17,901 $13,430 $18,444 $16,245 $14,988

NET GENERATION DN 30.8 519.5 548.1 555.6 518.3 438.9 549.2 561.8 570.7 511.8 276.1 (Mwhr X 1000)

Month Actual DN $567.51 $34.36 $27.08 $29.38 $31.46 $40.16 $32.59 $23.91 $32.32 $31.74 $54.29 $/Mwhr

Year to Date $83.73 $98.00 $76.86 $63.94 $56.74 $52.63 $51.12 $48.68 $45.74 $32.32 $32.05 $36.57 Actual $/Mwhr

Strategic Plan Total Cost $18,463 $28,654 $17,029 $17,947 $17,331 $17,033 $17,804 $17,946 $17,322 $16,134 $17,018 $15,575 Estimate

Strategic Plan Generation 259.0 533.0 515.0 533.0 533.0 515.0 533.0 515.0 533.0 556.0 496.0 358.0 Estimate

Strategic Plan Bus Bar Estimate $54.17 $54.05 $49.53 $46.63 $44.45 $42.98 $41.84 $41.13 $40.30 $29.02 $31.51 $34.56 YTD $1Mwhr I I I -_ I

Comments: Notes:

1. 3100 - Refueling Outage 19 2. 4100 - Refueling Outage 19 and forced Okonite outage 3. 5/00 - Forced Outage continued for majority of May 4. 3101 - Mid-Cycle Outage


Calculated cost of energy at the Bus-bar, obtained by dividing Nuclear ifo.•"qtje*. Facility costs by the net electrical generation. A measure of CNS's Need Improvement

competitive stance In the marketplace. Meets Expectation Exceed Expectation

2001 Strategic Plan Critical Success Factor: Cost Competitiveness 2001 S6 Key Station Goals Goal Source: CNS Strateglc Plan (10100) -

$16,000

$14,000

$12,000

$10,000

0 0 ~.$8,000

0

= $6,000 C-)

0o $4,000

• $2,000

0 $0 (D

• -$2,000

-$4,000

-$6,000

-$8,000

-$10,000

CONTROLLABLE COST VARIANCE$16,000

$14,000

$12,000

$10,000

$8,000 •

$6,000

$4,000

$2,000 0 $0

0

-$2,000 *

0

-$4,000

-$6,000

-$8,000

-$10,000-& > ~ C- C-. > mf 0 Z a7 C- -n g >. E' C(0 co C0 ai C 0 QD D wD VD 0 CD f.0 (D a~c 0 ' C ¶ co (0 0

0D 6D 6 o C)040 o D040 A -A A~- ~

oMonthly Controllable Cost Variance --z;-YTD Controllable Cost Variance

.1

CONTROLLABLE COST VARIANCE

Apr-00 May-00 [ Jun-00 Jul-00 Aug-00 Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01

Month Controllable Cost $17,369 $10,479 $8,546 $5,410 $7,513 $6,795 $8,259 $8,285 $11,544 $8,577 $7,783 $8,527

(Xl000) Budget

Controllable Cost $9,773 $19,685 $8,182 $9,035 $8,429 $8,178 $8,816 $9,054 $8,338 $7,919 $9,400 $7,932

(X1 000)

YTD Controllable $15,284 $6,077 $6,441 $2,816 $1,900 $517 -$40 -$809 $2,397 $659 -$958 -$363

Cost Variance

Comments: Notes:

1. 4100 - Refueling Outage 19 and forced outage 2000-02. Includes an adjustment to correct fuel settlements In EBS.

2. 5100 - Re-cashflow moved outage dollars from Jun-Dec into May to correct Year-to-Date Budget.

3. 1101 - NRC Fees and INPO Dues not cash-flowed to January.


Annual budget for costs that are directly controllable by the site. These include Operating

and Maintenance costs (exclusive of Fuel) and Capital costs. Need Improvement Meets Expectation

Exceed Expectation

2001 Strategic Plan Critical Success Factor: Cost Competitiveness 7 Key Station Goals Goal Source: CNS Strategic Plan (10100)

UN-I1T CAPA BILITY FACTOR

-= > C- c- . . . z a. c- >1 . . . , c c C mD 0 0 (D CD CD0

U~~~~~C 0 II*I 0co w N -4 = . =.o D 0D 0 0 Q 0 0 A 0 0 0D C0 0C

CD 0D 00 0 0D 0D 0 - & _

mm UCF Monthly -- 3 Year Average UCF -- 012 Month Average UCF

100%

95%

90%

85%

80%

E 75% (D

CL 70%

65%

60%

55%

50%

45%

100%

95%

90%

85%

80%

75% "

70%

65%

60%

55%

50%

45%

UNIT CAPABILiTY FACTOR

Apr-00 [ May-00 Jun-00 Jul-00 Aug-00I Sep-00 Oct-00 Nov-00 Dec-00 1Jan-01 ( Feb-01 Mar-01

Monthly UCF 0.0% 5.4% 94.5% 96.7% 98.0% 94.2% 76.9% 99.2% 98.5% 100.0% 99.3% 48.3%

12 Month Average 79.3% 71.3% 70.9% 70.7% 70.5% 72.5% 70.5% 70.5% 70.4% 72.5% 72.4% 75.8%

36 Month Average 82.2% 79.6% 79.9% 79.8% 79.8% 79.6% 79.0% 78.9% 79.1% 80.5% 80.4% 79.0%

UCF

Top Quartile 90.5% 90.5% 90.5% 90.5% 90.5% 90.4% 90.4% 91.0% 91.3% 91.3% 92.4% 92.4% PerformanceI

Comments: 1. 4-5100 - Forced Outage (Electrical Splices) 2. 6100 - Fuel Leak and RRMG "Hot Wire" Power Reduction 3. 9100 - TurbinelGenerator Governor Valve

4. 10100 - Forced Outage 2000-03, Transformer Ground Fault

5. 12100 - Reactor Recirc. Pump Trip 6. 3101 - Mid-Cycle Outage


Unit Capability Factor is the percentage of maximum energy generation

that CNS is capable of supplying to the grid, limited only by factors

within control of Plant management.

2001 Strategic Plan Critical Success Factor. Cost Competitiveness 8 20 1Key Station Goals Goal Source: CNS Strategic Plan (10100)

WANO INDEX PANEL

79.07 80.46 80.44 0.86 0.81 0.74 6.13 0 0 .; jj~~~i •• •,, J ~HPCI/RCIC , RRUaiabit

Unit Capability Factor RHR Unavanaibityty 4 I ~~~~~Unavailability RRUaalblt

78.95 0. 0.15

S:" -= -'_______'___....... -' .. .,~ . ...

0.37 .0.51 0.49 . 0.32 0.32 0.32 142.6 141.7 1410 f 357 282 235

EDG Unavailability ; Unplanned Automatic : Radiation Exposure Fuel Reliability

0.49 ,c. 0.32 r.143.1 6

1.01 1.01 1.01 0.33 0.45 0.45

Chemistry Industrial Safety i

•, Performance Accident Rate "'1.02 . , 0.34 ;

87.2 87.2

,*. WANG Index

MR 87.2

S YE* L 2 OW I HT.

EM YELLOW WHITE

March 2001

41t f*

WANO INDEX CHART 100 100

98 98

96 96

94 94

92 9 9Pvl4 \ Goal 2001

x 90 90 go

-- 88 M'88

86 86

AN 84

.4 • o o • 0 = 4. 0_ .. . ..,

784 .1 Cl ZýC-' C %) I%

80 80 0 0 0

o 0r00- 0 o m- - ~

"<c'-WANO PERFORMANCE INDEX

9

WANO INDEX BENCHMARKS STATUS referenced to WANO-US 2000 BWR 4th Quarter Data

Performance Indicator Index S.......................... =.=......................

Unit Capability Factor (Percentl3 Year Average)

Unplanned Capability Loss Factor (Percent/3 Year Average)

High Pressure Injection System (Percent Unavailablel3 Year Average)

Residual Heat Removal System (Percent Unavailablel3 Year Average)

Emergency AC Power System (Percent Unavailable/3 Year Average)

Unanticipated Automatic Scrams (per 7,000 Critical Hoursl3 Year Average)

Collective Radiation Exposure * (Rem/3 Year Average)

Fuel Reliability * (Microcuries per Second/Quarter Average)

Chemistry Performance (Indexll Year Average) ...................(nex.Yer.. ve r a.ge).................

Industrial Safety Accident Rate (Events per 200,000 Hoursll Year Average)

INDICATOR

87.2 S..............:0............

79.0

10.43.

!..........o..1..5............ 0.74 0.6

0.150.

0.491.

0.32

143.117.

151 1.

1.02 10

0.340.

March 2001

* Indicates comparison is BWR's only

9a

I I

93.1 .......88.8 .....

.................. i o .... S.......... .o... .............

----. -- ----.I.. ...........iil / 1.0 .....iii;..0.................

0.5

This Page Intentionally Left Blank

Monthly Number of People (Bar)

co ~(0

(eUr-j) JaAoujnj lenuuv %

C0)

N r

I: IL',

t

N4

04

2007

2002

Jun-01

May-01

Apr-01

Mar-01

Feb-01

Jan-01

Dec-00

Nov-00

Oct-00

Sep-00

Aug-00

Jul-00

Jun-00

May-00

Apr-00

1999

1998

0 C a)

c

0

C

t

M M

1~

4)'

0

CU

4

6,

04 0 S 0

MIN\=\\\\\\\

VOL UNTAR Y JTAFF TURNOVER

Apr-00 May-00 Jun-00 I Jul-00 Aug-00 I Sep-00 Oct-00 I Nov-00 IDec-00 IJan-01 JFeb-01 JMar-01

VoluntaryStaff 3 2 0 2 5 4 7 1 7 6 4 5 Departures

Voluntary Staff 12 Month Turnover 6.6% 6.7% 6.3% 5.8% 5.9% 5.8% 5.7% 5.6% 6.0% 6.0% 5.7% 6.1%

Rate

Comments: Notes: RESIGNING PERSONNEL: INTRA-NPPD TRANSFERS: Mar-01 12 Month Total Mar-01 12 Month Total

5 42 0 4


Voluntary Staff Turnover is the percentage of regular CNS Staff departing CNS by resignation or intra-company transfer during the Year. Need Improvement This will provide a more accurate measure of the station's ability to retain Meets Expectation high-performing employees in a competitive job market. Exceed Expectation

2001 Strategic Plan Critical Success Factor: Organizational Effectiveness

Key Station Goals Goal Source: CNS Strategic Plan (10100) --

UNPLANNED CAPABILITY LOSS FACTOR18%

17%

16%

15%

14%

13%

12%

11%

10% 4

S9%

o.8%

7%

6%

5%

4%

3%

2%

1%

0%>~ C- c- > (nl 0 z C) > 9* - %

co to r- I 0 0 (D (D~

00 w g r 1" '1- 0 01 c 01 D CD CD C 0

vwom Monthly UCLF - - - 3 Year Average UCLF -0-12 Month Average UCLF

18%

17%

16%

15%

14%

13%

12%

11%

10% -u CD

9% "0 (D)

8% "

7%

6%

5%

4%

3%

2%

1%

0%

UNPLAI NED CAPABILITY LOSS FACTOR

I Apr-00 7 May-00 I Jun-001 Jul-00 I Aug-00 Sep-00) Oct-00 Nov-00 Dec-00 Jan-01 ) Feb-01 Mar-01

Monthly UCLF 53.3% 94.6% 5.5% 2.6% 0.4% 4.2% 23.0% 0.0% 0.4% 0.0% 0.6% 14.6%

12 Month Average 8.9% 16.9% 17.4% 17.6% 17.7% 15.6% 17.5% 17.5% 17.6% 15.4% 15.5% 16.8% UCLF

36 Month Average 8.0% 10.3% 10.5% 10.3% 10.0% 10.0% 10.7% 10.7% 10.7% 10.7% 10.7% 10.4% UCLF

Comments: Notes: 1. 4-5/00 - Refueling Outage 19, Forced Outage (Electrical Splices) 2. 6/00 - Fuel Leak and RRMG "Hot Wire" power reduction 3. 7100 - Fuel Leak and REC LCO power reduction 4. 8/00 - Power reductions for rod adjustments 5. 9100 - Turbine Generator Governor Valve 6. 10/00 - Forced Outage 2000-03, Transformer Ground Fault 7. 12/00 - Reactor Recirc. Pump Trip 8. 2101 - Z Sump Surveillance Test Failure 9. 3101 - Mid-Cycle Outage Extension


Unplanned Capability Loss Factor is the percentage of maximum energy generation that CNS is not capable of supplying to the grid Need Improvement because of unplanned energy losses, such as unplanned shutdowns or Meets Expectation outage extensions. Exceed Expectation

2001 Strategic Plan Critical Success Factor. Organizational Effectiveness Key Station Goals Goal Source: CNS Strategic Plan (10100) - -

Number of Items o0 0 0D 0 0D oCoD 0 0D 00

A~ 'gr ~y._j~*v ~2007

C~ ~c' 2002

I 2>ý,Ž;~S~t~' Jun-01 U.~ ~ 4 ~A ri fl

Q`.4n4 May-01

.,52~V C~7 pr-01

4 MMWMNý\\\N Mar-01

MM Feb-01

IS I,

.4 t ~-~ .~:S4JrA.4:, ý\MWW\\'\\\ JaNo-00

MMM Oct-00

100

'i,- - , Jul MMMMMO o-00 0

LU *4#-~--~l~ *'

Iim S 4:e,9'p u-000

* yMRt Apr-00

Ii~~ -A199 ~z

swe~M Joulwn

NON-OUTAGE CORRECTIVE MAINTENANCE INVENTORY

Apr-00 May-00 Jun-00 Jul-DO] Aug-00 Sep-O0 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01

OPEN NONOUTAGE CORR. 281 287 281 241 211 211 176 178 173 161 165 196

MNT. INVENTORY

Comments: Notes:


Total number of open corrective maintenance work requests that can be performed online. Need Improvement

Meets Expectation

Exceed Expectation

2001 Strategic Plan Critical Success Factor: Organizational Effectiveness 12 Key Station Goals Goal Source: CNS Strategic Plan (10100) "

CORRECTIVE ACTION ON-TIME COMPLETION 100% 100%

95% 95%

• 90% 90%

85% Goal 2001 85% 0 85%

0)0 S80% ' 80%

0

1 12 Month Average CD

"70% 67.6% 70%

0, 65% N, 65% j/~~~~. 1.,. /_ 0

9' 4-;t .T- 7 7' f' ' - f' ¾sr 5 0

>

< 60% 60%

o 55% 55%

50% 50%

45% 45%

40% d"40%

_&> M _ C > CDoo z a c- M1 9 tto CD o r_ c 0 0 0 0 fu ( 0 0D C w0 CD -' 'Y 0;0 (9 Cr % 0" 04 oo (D CD CD 6 u C1 CD 0 CD 6 o CD CD o o 0 0 0) CD 00

;,m Monthly Corrective Action On-Time Completion --c-12 Month Average Corrective Action On-Time Completion

CORRECT VE A C/TION ON- TIME COMPLETION

IApr-00 May-00I Jun-00 Jul-00 Aug-00 [ Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 I Mar-01

Monthly Corrective Action On-Time 88.4% 45.4% 51.5% 53.9% 66.3% 64.2% 78.9% 71.8% 70.1% 72.4% 71.3% 76.6%

Completion

12 Month Average Corrective Action 72.3% 70.6% 68.4% 68.3% 69.0% 69.0% 69.5% 69.8% 68.9% 69.0% 68.5% 67.6%

On-Time Completion

Comments: Notes: 1. 5100 - Forced Outage 2000-02 caused reprioritization of Corrective Actions, Impacting the On-Time

Completion starting in May.


Percent of evaluations and corrective actions assigned under the corrective action program, which are completed on-time with respect Need Improvement

to the Initial assigned due date. This measure is indicative of CNS's Meets Expectation

ability to plan work effectively. Exceed Expectation

Strategic Plan Critical Success Factor. Organizational Effectiveness Key Station Goals Goal Source: CNS Strategic Plan (10/00) 13

PRE- U TA GE PLANNING MILESTONES 100% 100%

95% 12 Month Average 95%

9 91.7%

90% 90%

85% 85% "Goal 2001

- 80% _ 80% 80% F

(75% 75%

"70% kw 70% o0

J 3

OO CL¢

o 60% 60% 55% 55% cu

O "A u) ¢

0) 50% 50% C5

45% r/" 45%

40% 40%

35% r,,,35%

30% 30%

-A _ > L C_> Cw 0 z a~ >1 K c-. (0 t ( CD 0 0 0 . .D. 0 0 (0 to P Q esoe - M P u P co co -I CD D 0 CD CD 0 * D 6 q 6 I0

ml This Month PreOutage Planning Milestones -C12 Month Preoutage Planning Milestones

PRE-O U TA GE PLANNING MILESTONES

Apr-00I May-00 Jun-00 [ Jul-00 I Aug-00 Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 12 Month Preoutage 77.5% 78.4% 80.5% 80.7% 80.2% 85.2% 85.5% 85.8% 89.0% 90.4% 92.7% 91.7% Planning

Milestones This Month PreOutage N/A N/A 90.5% 100.0% 100.0% 100.0% 93.8% 80.0% 89.5% 100.0% 83.3% 0.0% Planning

Milestones Comments: Notes:

1. 4/00 - No Milestones due in April, 2000 2. 5100 - No Milestones due in May, 2000


Percentage of Pre-Outage major and sub-milestones c completed, compared to scheduled completion. Need Improvement

Meets Expectation Exceed Expectation

2001 j Strategic Plan Critical Success Factor: Organizational Effectiveness 14 Key Station Goals Goal Source: CNS Strategic Plan (10100)

." . -A .

211199 4311/99

-- 4/1/99

5-.j/99

- -. * .511l9910 7-11199

. .":- 8 /1 /9 9 '

911199, " 10/11/99.

.1211/99" ' -1;~i/--1/.0g:0 -:

'21110038"11/00 "4 /1100 5/1/00

6/1/00 -- 71/00..

8/1/00_

:9./1/ 0.0". '... ••1'0/11/00

"11I1J 00:

o,-12.11400L- .•

51/1/01

N) C,,

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0

CD

CL

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cc. =r m

3=, CD CD

-mo

Problem Identification Reports (PIRs) Identified 1997-2000

5765

4440

3960r

8000

7000

6000

5000

4000

3000

2000

1000

01997 1998 1999

Years

Enclosure 6

________ I ___________ I _________________ I ___________ I

7266

2000

Documents

Niii ~ilVOA q~UfamNRC P1 Panel -Internal Limits • :•' I Unplanned Power Unplanned Scrams pe Scrams with Lass of Upanne per HPCI Safety System 7000 Critical Hours 1.0 Normal Heat