2. Volume 1, Issue 1
As we move past the mid-year
point of 2015 and deeper into the
year, it is important for us to re-
flect on our overall performance,
align on where we are going and
validate our team goals and aspi-
rations. As you know, we contin-
ue to sustain strong performance
in our Access and Fitness for
Duty programs, continue to build
on improved performance and
engagement within our Security
Operations group and continue
to receive appropriate support
from our Security Operations
Support and Programs teams.
As we have regularly discussed
this year, we continue to receive
positive feedback from internal
and external groups who repeti-
tively take note of our improved
performance. It’s been easy for
me to represent the continued
improvement by our group when
discussing our performance with
our Palo Verde Oversight Com-
mittee, our Off-site Safety Re-
view Committee, and during our
Palo Verde Management Review
Meetings.
While it’s clear
we’ve made signi-
fication strides in
improving organizational perfor-
mance relative to reducing
OSHA recordable injuries and in
reducing human performance
NRC 73.71 violations, we need
to continue to focus on achieving
the highest stand-
ards of industry
performance and
making that perfor-
mance sustainable.
People are our
most important re-
source and the most important
capital in our group.
We have improved this year due
to an observed improvement in
organizational alignment and in
improved employee ownership
engagement during the year.
That’s a critical aspect of our
group — reaching our goals to
become the strongest unit at Pa-
lo Verde and in becoming the
strongest performing nuclear
security team in the industry. It’s
clear to me based on results
from the mini-safety culture sur-
vey that we recently conducted,
that more frontline employees
and leaders are aligning to our
“one team – one mission” con-
cept. I encourage you to
continue to take individual and col-
lective ownership in the success of
your peers and your organization.
There are many upcoming initiatives
we need to focus on together to en-
sure error-free transition and imple-
mentation. Later this year, we plan
to activate the new warehouse and
to complete the alarm points transi-
tion for CAS
and SAS. We
plan to develop
and communi-
cate frontline-
initiated actions
we developed
into an integrated organizational
plan that will take the place of the
previous HELIOS plan. The depart-
ment planning process will undoubt-
edly support our group as we drive
to improve as a team.
Next year, we anticipate a very suc-
cessful force-on-force inspection
during the 2016 Nuclear Regulatory
Commission (NRC) triennial inspec-
tion. This will be an important in-
spection for our team, but I’m confi-
dent in our abilities as noted by our
recent performance during July’s
force-on force NRC inspection. The
drill was a real organizational suc-
cess with you receiving very positive
comments from NRC inspectors.
Lastly, I often imagine in my mind
the potential our Security
Director’s Quarterly Observations
Richard Davis,
Director of Security
NUCLEA R DEFE NDE RPAGE 2
“More frontline employees and
leaders are aligning to our
‘one team – one mission’
concept.”
3. Volume 1, Issue 1
organization has in reaching and
sustaining high levels of industry
performance on a consistent basis.
We’ve been challenged by cyclical
performance over the years and it’s
more important now than ever to
continue to work together to make
our organization what we want it to
be.
The potential is high for our group
as we work to reach our organiza-
tional goals to be the best division
at Palo Verde and the best Security
organization in the industry. We
have the right people, we have
funding, we’re supported by our
executive leadership and we have
some of the best and brightest nu-
clear professionals working in our
group. For the remainder of 2015, I
ask you to set your sights on being
better than you’ve ever dreamed as
a unit, to be a real owner of team
performance and to continue to
place safety and human perfor-
mance as the top priorities within
our group.
You’re making a difference for Palo
Verde and you are making a differ-
ence for our Nuclear Security team.
I am proud to be part of this team.
Richard
PAGE 3
Six total first aid events in 2015 vs. three first aids and three Oc-
cupational and Safety Health Administration (OSHA) recordable
injuries at mid-year 2014
Three minor scratches (cuticle at training range, finger scratch on
door, laceration from truck mirror)
Two minor abrasions (arm pad at range, rubbed arm against bolt)
One insect bite at the range
Event rate is similar to 2014, (six first aids at mid-year vs.14 total
reports in 2014). However, the severity of injuries are significantly
lower than in 2014.
NUCLEA R DEFE NDE R
4. Team,
Once again, congratulations on
your 2015 human perfor-
mance! Our organization contin-
ues to work hard to reduce human
performance events throughout
the year and that work is paying
off. By the end of June in 2014,
Nuclear Security Department
(NSD) had accumulated six
73.71’s, three OSHA injuries and
10 Department Clock Resets. If
we continue to work hard through
the second half of the year,
NSD will have its best HU
year ever!
In the INPO publication,
‘Excellence in Human Performance,’
they state:
“Human performance is a series of be-
haviors executed to accomplish specific
task objectives (results). Behavior is
what people do. Results are achieved by
behaviors. Although value-added results
are important, desired behavior must be
the target for improvement efforts.”
Simply said, if we are going to prevent
events, we must want to learn from our
mistakes. I believe our organization has
been learning from its mistakes and is
rapidly moving in a direction where we
will lead the station in human perfor-
mance.
We know people are fallible, and
even the best make mistakes; how-
ever we also know that error-likely
situations are predictable, manage-
able and preventable. This fall we
need to apply this understanding
more than ever.
For the last two years, we have
seen an increase in human errors
beginning in August. If we truly be-
lieve “error-likely situations are pre-
dictable, manageable and preventa-
ble,” than we can prevent a repeat
of our previous fall performance.
We know we can do it and now it’s
time to prove it. I appreciate all your
hard work and I look forward to
looking back at 2015 as the year we
began leading the station in Human
Performance!
Human Performance Report
PAGE 4 NUCLEA R DEFE NDE R VOLUME 1, ISSUE 1
Steve Kadatz,
Team Leader,
Nuclear Security
Human Performance Issues from 2013-2015
5. My name is Jeff Caulkins. I have
been with the Security Department
at Palo Verde since April of 2009.
The last two years I have been on
special assignment to the National
Composite Adversary Force (CAF) .
It is a team put together by NEI and
the NRC. The team is made up of
nuclear security officers from
around the country. The purpose of
the team is to test the securi-
ty of all commercial nuclear
power plants in the U.S. and
institute change.
Each team member
must first be selected
by their respective site
to apply to become a
candidate for the
team. If chosen to par-
ticipate by CAF team
directors, candidates go through a
series of physical qualifications and
interviews. The next step is to par-
ticipate in a selection and assess-
ment program. Each candidate is
tested physically and mentally dur-
ing the 10-day program. If selected
to become a team member, they
are integrated into the team for a two
-year commitment.
During my time on the team, I visited
about 40 nuclear power plants. I
worked closely
with NRC in-
spection teams
and site person-
nel to develop,
plan and execute
missions as out-
lined by the approved NRC narrative.
I learned the different components of
the physical defense of every site I
visited. I studied the policies and pro-
cedures to find and exploit any possi-
ble weakness.
Moving forward, I will bring my expe-
rience back to Palo Verde by bring-
ing different ideas and current opera-
tional experience. I hope to continue
to institute change and help adapt
the Security Department of Palo
Verde to whatever challenges that
may present itself in the future.
If I can help in any way possible, feel
free to contact me at
Jeffery.caulkins@aps.com
Operational Experience with Jeff Caulkins
PAGE 5NUCLEA R DEFE NDE RVOLUME 1, ISSUE 1
“I studied the policies and
procedures to find and exploit
any weakness there may be.”
Jeff Caulkins,
Senior Nuclear
Security Officer
CAF Team
6. Industry Security Update
PAGE 6 NUCLEA R DEFE NDE R VOLUME 1, ISSUE 1
forces. These groups
routinely meet with the
NRC’s Nuclear Security
Incident Response
(NSIR) Directorate, which
is responsible for setting policy and
administering the NRC’s Physical
Security Programs. NEI’s Security
Working Group (SWG) and various
task forces meet with NSIR to dis-
cuss common concerns. Further-
more, NEI provides industry com-
ments to proposed NRC policies
and rulemaking. NEI also provides
standard industry guidance for im-
plementing mutually agreed policies
and requirements through NEI doc-
uments which have been endorsed
by the NRC.
Palo Verde is well represented at
NEI. We sit on the SWG and sever-
al security task forces. On the
SWG, we have input and a voice,
along with the large fleets, where
we work collaboratively to resolve
common industry concerns with the
NRC. We also work to influence our
future through providing feedback on
NRC policies, rulemaking and evalua-
tion of new technologies to address
ever-present threat. We also have ac-
tive membership on several task forc-
es including Access Authorization/
FFD, Force-on-Force, New Technolo-
gy and Security Training.
A great deal of information is shared
during SWG meetings as well as NEI’s
annual National Nuclear Security Con-
ference (NNSC) and Force-on-Force
Workshop. This information is availa-
ble on our common drive (“H” Drive).
Presentations are located in the NEI
folder, Presentation folder and then
under individual folders for the Nation-
al Nuclear Security Conference, FOF
Workshop and SWG meetings.
In future newsletters, I want to dedi-
cate full attention to ongoing industry
security concerns, initiatives and inter-
actions with the NRC.
I wanted to use
the inaugural
section on In-
dustry Security
Updates to share how Palo Verde
interacts with the Industry and NRC
to help influence and shape future
security policy and regulation. I
know you are familiar with the NRC
and its role as our regulator and
that we frequently hear senior lead-
ership discussing the Institute of
Nuclear Power Operations (INPO).
How it interacts with the NRC helps
shape the future of nuclear power in
addition to its role providing industry
oversight through biennial INPO
evaluations.
However, Nuclear Security does not
fall under the dominion of INPO so
how is the voice of Security heard
and how do we guide and influence
our future and protection of nation’s
nuclear power reactors? Through
the Nuclear Energy Institute (NEI)
located in Washington D.C. NEI
and its staff of professionals interact
with the NRC by lobbying on behalf
of the industry in the areas of emer-
gency preparedness, nuclear secu-
rity, new pants and its regulatory
issues. NEI has a small staff of se-
curity professionals; however, the
real power and influence of NEI
with the NRC comes from leverag-
ing industry knowledge and re-
sources through its executive
groups, working groups and task
Here are just a few ongoing initiatives in the industry:
Security Manager Forum – NEI will conduct the first ever Security Manager Forum this
September 1 – 3 at its offices in Washington D.C. This three-day forum is taught by
seasoned security directors/managers and is designed to help mentor newly appointed
Security Managers and high potential candidates on Industry concerns/issues. I am
pleased to announce that Melissa Darlington was selected to represent APS as one of 32
candidates attending the forum. Please wish Melissa well as she represents us while
learning invaluable insights from others.
Handgun Elimination – Exelon is moving forward with an initiative to eliminate carrying of
handguns by its security force and has chosen Oyster Creek as the site to pilot this
initiative. Other fleets and individual licensees have not considered this initiative as yet;
perhaps, taking a “wait and see” approach with what Exelon is doing. I’ll keep you abreast
of how this plays out with Exelon; as for us, elimination of handguns is not something we
currently are considering as they play an important role in personnel protection.
Chuck Coles,
Department Leader,
Security Operations
7. PAGE 7NUCLEA R DEFE NDE RVOLUME 1, ISSUE 1
fined to eliminate low
value work and in de-
veloping actions to drive
us to excellence. We’ve
seen the positive impact
from the Safety Bulldogs efforts and
last week by a group of security
officers who began working to re-
vise our department plan by setting
goals and actions to complete
through 2016. Each shift has a rep-
resentative on the team and they’ll
be reaching out to each of you for
your ideas and suggestions on
goals, targets and actions that will
mold our future and success.
We’ve made numerous changes
this year focused on improving our
efficiency, our performance, the
safety of our team and alignment of
our leadership team, all while en-
suring we diligently executed our
mission of protecting the public’s
health and safety.
Although these are just a few things
we have accomplished to improve
our organization, we have only
scratched the surface. We need to
think BIG, dream BIG because we
can be anything we want to be.
What do we choose to be?
I’m filling in for Kevin Martinez as
the department leader and am still
learning, but I promise you I will
give our department 100 percent.
I’m dedicated to each one of you
and to ensuring we’re successful!
I’ll help drive the actions we, as a
team, decide on and I’m asking for
your engagement and ownership.
Thanks!
“Unless someone like you cares a
whole awful lot, nothing is going to
get better, it’s not.” –Dr. Seuss
This weekend, I took a few mo-
ments to reflect back on the first
half of 2015. I quickly came to the
conclusion that I’ve never been
more proud to be part of a team of
professionals than I am right now.
Although we’ve faced a few chal-
lenges, the performance of Security
Operations and NSD as a whole
has been very good. We currently
are on track to have the best perfor-
mance we have had in several
years.
We got here by working collabora-
tively, through teamwork and by all
of us pulling in the same direction.
Our sound performance and gains
made year-to-date are a reflection
of your dedication, your efforts and
your professionalism. I want each of
you to know your efforts are appre-
ciated and they haven’t gone with-
out notice by leaders up and down
our chain. I want you to be proud of
what you have accomplished and
more importantly, I want you to be
proud of what you have yet to ac-
complish.
Our leadership team is committed
to facilitating your engagement and
inclusion in our department’s effort
to identify gaps to excellence, in
determining how processes are re-
Many changes made this year were frontline-driven, including:
1. Restructuring of leadership team to include changes of the section/team leaders on shift
2. Changed leader report time to facilitate leader briefing prior to full briefing
3. Redesign of the briefing area to include use of technology during briefings
4. Implemented protective strategy training conducted by Opposition Force officers to improve
officer knowledge and performance during drills
5. Reward and recognition program restructured. Monthly, quarterly and yearly goals were
established. Program includes monthly gift card drawings for each shift and food celebrations
6. Frontline officers engaged in the security projects (Hartman and Boyle)
7. Frontline officers involved in 2016 Triennial Force-on-Force preparation (Vollmert and
Caulkins)
8. Eliminated need for an electronic personal dosimeter (EPD) during Independent Spent Fuel
Storage Installation (ISFSI) security patrols
9. Post orders developed and implemented for all posts by frontline officers
10. NSD Safety Bulldogs formed to help improve our safety performance and prevent injuries. All
actions decided on and implemented by frontline officers
Darlington Shares 2015 Successes
Melissa Darlington,
Section Leader,
Security Operations
8. Over the last
three months, I
have been afforded the opportunity
to learn from and work with mem-
bers of Security as the communica-
tions intern. Though my time with
you all was a short one, I have ob-
served an organization that is grow-
ing more and more committed to
each other from the highest-ranking
leader to the newest frontline of-
ficer. In the beginning of my intern-
ship, I went out and interviewed
many of you to get a sense of what
was working within Security and
what needed to change. The most
prevalent answer was communica-
tion.
Coming on as the communications
intern, this was expected, but what
was most encouraging was that
many of the officers I spoke with
had no hesitancy in providing solu-
tions for the communication gap.
The mission of my internship was to
promote organizational alignment.
At first I was skeptical if a newslet-
ter would be enough of a forum to
increase communication in a de-
partment struggling with information
transfer. However, I’m happy to
have been proved wrong with all
the positive feedback I received.
This newsletter has been a great
start in ensuring information and
ideas are reaching all levels of
Security and that those who
have made contributions to Palo
Verde on a regular basis are
being recognized. As long as a
newsletter is not the end of the
communication initiative, Security
can truly solve its information issue.
The new committee headed by
members of each shift will be a
great opportunity for employee en-
gagement. I believe that to ensure
clear pathways of communication,
an organization must be committed
at all levels to be involved and open
to the voices of its people. Even
with the sensitive nature of infor-
mation that comes through Securi-
ty, the department cannot complete
its duty efficiently if officers and
leaders are left out of the loop.
The main goal I’ve heard within Se-
curity is to achieve a stronger, more
positive work culture, and I have
witnessed that plan in action. Every
new frontline officer I have met with
spoke of their strong rapport with
their leaders and the confidence to
go to leadership with ideas and
questions. While this sentiment may
not be shared across the board in
the Security Department, I definitely
see it growing. The management I
worked with always focused on the
theme of better employee engage-
ment, and I believe them bringing a
communications intern into the fold
was a tangible sign of their commit-
ment to an enhanced Security de-
partment. As I say goodbye, I leave
believing the Security Department
is on track to make its communica-
tion one of the strongest on site. A
great foundation has been estab-
lished. But now it’s everyone’s re-
sponsibility to uphold effective com-
munication throughout the organi-
zation.
Good luck!
OpEd: Security Culture Observation
PAGE 8 NUCLEA R DEFE NDE R VOLUME 1, ISSUE 1
Siobhán Spiak,
Communications
intern
Security Team
10. Officer McGuire:
Recently, I was asked to be a part
of a committee to create a new
business plan for officers, by offic-
ers. As the representative for Rotat-
ing, this has been a great oppor-
tunity to advocate for my team and
make sure company decisions in-
clude input from the frontline. Our
mission is to increase the morale
and quality of officer life here at
work, and I believe that by making
this committee of officers the main
designers of the plan creates a
more realistic and meaningful set of
expectations.
In the eight years
I’ve been at Palo
Verde, I’ve seen a
lot of change with-
in the organiza-
tion. One of the
best decisions in creat-
ing our new business
plan is that it’s being
designed by officers
who have seen all fac-
ets of Security. It allows us to come
up with short-term and long-term
department goals we believe reflect
the realities of officer duties.
We want to im-
prove the home
and work life of
our fellow offic-
ers, and the only
way that can
really happen is by finding out what
the necessities are for a positive
work environment in Security.
That’s why upper management
gave us a week to focus solely on
brainstorming all aspects of our
lives to come up with solutions and
alternatives to make it easier and
more efficient.
Over the past year, our depart-
ment’s been trying to improve the
work culture through the HELIOS
plan, and while it has been helpful,
we’re now transitioning into some-
thing more organic. By building off
of the HELIOS foundation, we’re
trying to further streamline different
groups in the organization to pro-
mote more interaction and commu-
nication of what’s going on in our
department. Many of the officers in
our organization get involved in initi-
atives and do amazing things on
site that we should be more aware
of, and the new department busi-
ness plan will encourage that com-
munication. The same goes for this
committee. We want
other officers to know
what we’re trying to
achieve so information
and feedback we get
can further strengthen
where we want to take
the department.
For me, this opportunity to be a rep-
resentative of my fellow officers has
made me more connected to the
organization’s purpose. I hope you
will join with me in taking Security in
an even more positive direction.
The “New Deal” with
Officers McGuire And Vinjie
PAGE 10 NUCLEA R DEFE NDE R VOLUME 1, ISSUE 1
Heather McGuire, nuclear
security operator,
Rotating Squad
Chad Vinjie, nuclear
security operator,
Days 2 Squad
“Our mission is to increase the
morale and quality of Officer
Life at work.”
11. Officer Vinjie:
Previous business plans came from
management without significant
frontline input. That reality is
changing. Upper management has
selected several of us to act as
representatives for our squads to
make a plan that is our own. The
fact we now have the
ability to change how
our organization is run
and make actual
amendments to its func-
tion makes it more inter-
esting — at least to me
— to be involved in this depart-
ment.
In recent years, employee engage-
ment has been an issue because
many officers like me felt we didn’t
have a big enough voice in our or-
ganization. However, the new com-
mittee is driven to create a plan
that gives everyone an opportunity
to voice their insight and see their
ideas incorporated in the results.
By developing solutions to issues
commonly brought up by other of-
ficers, we have an opportunity to
design our business plan to be in
line with the realities of officer’s
lives.
With the goal of considering every-
one a potential addition to the plan,
we’ll be bringing in the original de-
signers of previous plans for any
updates or modifications we may
make to ideas already in action
within the organization. For me per-
sonally, it’s important we provide
something tangible to our officers so
they get direct results. By collaborating
previously established ideas with new-
er focuses, we can implement the plan
more immediately. Thus we’re creating
value from our time as a committee.
We want to
make a product
officers will buy
into and be more
encouraged to
be involved.
Obviously, this
won’t all happen overnight, but we’ll
strive to incorporate everyone we can
into the plan because any business
plan can’t affect everyone equally. It’s
our goal to create a plan that will best
represent fellow officer needs so Secu-
rity offers the best working experience
possible at Palo Verde.
PAGE 11NUCLEA R DEFE NDE RVOLUME 1, ISSUE 1
“The new committee is driven
to create a plan that gives
everyone an opportunity to
voice their insight and see
their ideas incorporated in the
results.”
Fellow committee members (top to bottom): Todd
Hunter, Chris Forney, Cherie Berndt, Lee Plummer
and Juan Baldonado
12. I would
like to
thank the
entire Ac-
cess Authorization and Fitness For
Duty Department for their continued
success when it comes to in-
processing support.
Their dedication contributed to record
setting numbers for the Unit 3 spring
3R18 refueling outage. Additionally,
Nicole Kelly and Jarrod Swayzee
supported the SK305 team by enter-
ing the majority of station personnel
into the new CAS/SAS system. The
Access team continues to stay en-
gaged by updating the project team
on re-biometric status of station per-
sonnel.
Programs Standards
Programs Stand-
ards continues to
improve Security
Procedures quality.
They’ve begun the
process with Site
Procedure Stand-
ards to divide the
Security Testing
procedure into sev-
eral procedures.
We’re anticipating
this will make the
security testing
process more effi-
cient from the end
user standpoint.
I would like to
thank all the secu-
rity officers, lead-
ers and Programs
staff for meeting important
milestone dates in a short time
frame. This is an important element
to ensuring procedures are properly
implemented within the required
timeline. Our future goal is to estab-
lish a team to review each proce-
dure and make the necessary
changes as needed. The SK305
project was a huge challenge from
a procedure compliance standpoint.
The Programs staff worked hard to
ensure all procedures and security
plan changes associated with the
new protected area expansion/new
CAS/SAS were implemented by the
required due date. The work and
commitment was nothing short of
outstanding, and I thank you.
The NRC Region IV inspectors are
inspecting our protective strategy
and drill and exercise program. As
a team, we’ll be demonstrating
our abilities to execute the re-
quirements for plant protection.
We’ll confirm to the inspectors
our ability to execute and control
our force-on-force (FOF) drills as
security professionals. This is a
great opportunity for us to set the
standard of excellence. This will
be a tremendous team effort for
the entire Security organization.
So far this year, we’ve demon-
strated very good performance
during the annual drill process.
The overall reports show the Se-
curity organization can success-
fully defend the station and execute
all elements associated with our
annual FOF drill requirements. The
dedication, teamwork and commit-
ment to excellence by our defend-
ers, trainers, FTOs and Programs
staff doesn’t go unrecognized. We
continue to complete FOF drills
event-free and injury-free, and that
alone is one more example of our
dedication to excellence.
A Look at Nuclear Security Programs
PAGE 12 NUCLEA R DEFE NDE R VOLUME 1, ISSUE 1
Mike Cosenza, Dept.
Leader, Nuclear Security
Programs
Angela Carrasco
(left) and Charli Carr
Access Authorization, left to right: Barbara
Green, Carl Johnson, Karon Rossetti, Kathy
Francis, Charlie Lambert and Jarrod Swayzee
FFD Team, left to right: Jackie Palma-Key,
Marty Rhodes, Stephen Slater, Jessica
Guajardo.
Not pictured: Tammy Jones and Nicole Kelly.
13. As we enter the first few weeks of
the third quarter, the armory is hap-
py to report we’ve experienced ze-
ro human error events or close
calls this year. We perform several
arms manipulations daily with high
risk evolutions, and we can only
thank our officers who work in the
armory and interact with us for this
great safety record.
For those of us who work in the
armory, it gives us great pride to be
the providers of Security’s weapon-
ry needs. Whether that means per-
forming regulatory test firing of all
the weapons or evaluating the shot
and functionality of weapons at the
firing range, it’s our duty to get
weapons to the highest achievable
level. That way, officers can be
confident that when they need to
do their job, their weapons will do
theirs. The armory always is look-
ing for new ways to improve its
efficiency, and we appreciate eve-
ryone who’s provided feedback
and been engaged in improvement
efforts.
Much of the feedback we’ve re-
ceived came from the frontline. We
recognize two frontline-led initia-
tives this year that are helping
make our weapons and armory
better. The first was including a
safety round cap and muzzle cap
to our securing of rifles. This pre-
vents debris or dirt from getting into
the rifles, thus ensuring they’ll be
ready for every use. The second
initiative involves the creation of an
updated arming-up video which we
will begin working on this quarter.
We thank all the professional and
engaged officers that work in the
armory for their hard work and
commitment to providing a high-
quality service for our Security
community.
PAGE 13NUCLEA R DEFE NDE RVOLUME 1, ISSUE 1
The Armory Report
Christopher Forney,
Nuclear Security Weapons Specialist
Security Support Team
Left to right: Harold Mower, Lance Jutson and Chris Forney.
Safety Round Cap
Muzzle Cap
14. their ideas and
criticisms in a
meaningful way
so we continue
to improve our
department and performance.
The Safety Bulldogs are finishing up
projects for our upcoming training
cycle, where
we’ll be dis-
cussing em-
ployee en-
gagement
and partici-
pating in the
Synergy Survey. The survey is one
of many outlets Palo Verde pro-
vides to gives its employees a
voice.
Being on the frontlines, part of our
job is to identify and address safety
concerns, eliminate low-value work
and initiate Condition Reports
(CRs). We’re the first line of de-
fense in keeping ourselves and our
peers safe
while maintain-
ing an efficient
work environ-
ment. In just the
past few years,
we’ve seen
more and more
officers step-
ping up and
taking owner-
ship of prob-
I would like to start off by saying
what an honor and pleasure it’s
been working with the Safety
Bulldogs this year.
The Safety Bulldogs have been
working diligently to make sure
we’re bringing our fellow officers
quality training that not only ap-
plies to issues we face on a day-
to-day basis, but also is fun and
engaging. The training we de-
veloped is based on two core
principles — organizational op-
erating experience and feed-
back gathered from our frontline
officers. For our team to operate
effectively, it’s imperative we
have officers who are willing to
be engaged while contributing
lems and driving solutions
through to completion. As we
progress, we’ll be talking about
those officers and acknowledg-
ing the work they’ve done to im-
prove our lives here at work as
well as addressing how anyone
in our organization from the top
down can contribute to
making our Security De-
partment the best in the
industry.
The Synergy Survey is
our chance to take a look
at our department and
identify areas where we still
need to make more pro-
gress. Using this opportunity, we
can continue to move forward
and improve our department
based directly on the responses
of our officers.
We look forward to joining you
this training cycle and working
with you again.
“More and more officers are
stepping up and taking
ownership of problems and
driving solutions”
"I have been working with other work groups, giving
them feedback on their department plans for 2015-
2016. I have repeatedly told these groups to
benchmark Security due to the positive impact that
the Safety Bulldogs and this high level of employee
engagement is having on training and industrial
safety performance this year!"
-Mike Shea, Director of ImPACT
A Message from the Security Safety Bulldogs
PAGE 14
Matthew Kitchen, nuclear
security operator, Mids 1
Squad; Safety Bulldog
NUCLEA R DEFE NDE R
