ML060660293

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Miscellaneous Handwritten Documents Provided by K. Harvin to the USNRC, Regarding Salem/Hope Creek
ML060660293
Person / Time
Site: Salem, Hope Creek  PSEG icon.png
Issue date: 02/07/2006
From:
- No Known Affiliation
To:
Office of Nuclear Reactor Regulation
References
FOIA/PA-2005-0194
Download: ML060660293 (114)
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From: Keiser, Harold Sent: Thursday, January 23, 2003 8:59 AM To: Harvin, Kymn R.

Subject:

RE: 2nd ANNUAL POWER LEADERSHIP CONFERENCE

Kymn, I will be unable to do this.

Harry

Original Message-----

From: Harvin, Kymn R.

Sent: Monday, January 20, 2003 11:31 AM To: Keiser, Harold

Subject:

FW: 2nd ANNUAL POWER LEADERSHIP CONFERENCE Harry, Please make it possible for me to attend this.

Kymn

Original Message-----

From: Cassidy, Frank Sent: Wednesday, January 15, 2003 2:00 PM To: Friedlander, Michael; Carlin, John; Garchow, David F.; OConnor, Timothy J.; Schimmel, Mark; Wagner, Lawrence M.; Waldinger, Lon H.; Pysher, David L; Knight, Kenda C.; Krueger, Kurt L.; Harvey, Sam L.; Moaba, Joseph E.; Sindoni, Joseph M.; Cellmer, Terry L.; Straub, Theodore W.; Mannion, Michael M.; Fregonese, Victor; Hughes, David E.; DeNight, Robert W.; Tocd, Peter; Phillips, Duane L.; Fricker, Carl J.; Walsh, Patrick S.; Robitzski, Steven J.; Deppi, Robert W.; Price, Devon B.; OHare, Kevin F.;

Oberembt, Lane T.; Campbell, William J.; G3recht, John F.; Boyle, Daniel; Henderson, George R.; Chamberlin, Thomas C.;

Sorenson, Gary R.; Sobieski, Dennis W.; Helming, David A.; Wohlfarth, David W.; Scarlata, John P.; Depillo, Raymond V.;

DeSousa, Michael J.; Leyden, Shawn P.; Philips, Marjorie R.; Greiner, Gary G.; Tennariello, Vincent G.; DeAnna, John J.;

Fromer, Howard A.; Radimer, Bradford M.; Dietterle, Mary E.; Seide, Richard; Moore, Jeffrey W.; Sondey, Edward; Pastor, Frederick; Neely, Christine T.; Ameo, Frank C.; Sullivan, Francis X.; Gershkowitz, Daniel; Librizzi, Charles G.; Young, Timothy A.; McCall, Charles R.; Krejsa, Joseph D.; Gomez, Andres F.; Burricelli, Robert A.; Gilbert, Andrew E.; Arlotta, Russell S.;

McNulty, Thomas M.; Ward, Joseph P.; Biernesser, Gary J.; Viola, William N.; Nugent, Daniel R.; Caplinger, Andrew; Robertson, John; Marbaise, Steven L.; Grosenstein, James B.; Daledda, Kenneth J.; Grysko, Gary S.; Silakoski, Robert M.;

Highton, Russell E.; Wallo, Michael J.; Strych, Raymond; Barberio, Stephen L.; Horn, Jeffrey; Pamell, Robert T.; Bonitz, Jr.,

Arthur; Barthelme, Stephen; Stephenson, Timothy W.; Bumgamer, Ronald D.; Skwarek, Robert W.; Howard, Jonathan L.;

DeNicola, Carmine P.; Craig, Lathrop B.; Busch, Robert E.; Quinn, Kevin J.; Rado, Patricia A.; Plawner, Michael A.; Kahrer, Mark G.; Daly, David M.; Ludecke, Kristen PI.; Tuosto, Michael R.; Thompson, Patricia L.; Pego, Margaret M.; Tiberi, John F.;

Johnson, Karen A. (Corp Comm); Byrne, Emma N.; Smith, Brian; Simpson, Elbert C.; Powell, Karen B.; Metzger, William J.;

Overbeck, Gary J.; Thoman, Kenneth B.; Hassler, Charles V.; Borden, Harold W.; Uniszkiewicz, Robert H.; Braun, David A.;

Khadr, Esam A..; Humbert, Paul X.; Shea, Joseph A.; Cregg, Daniel J.; Sandford, James R.; Oster, Steven; Joscher, Harold; Yost, Peter; Susino, Charles A.; Labbate, Vincent D.; Foltzer, Charlene E.; Sherry, Marc M.; Mansfield, Donn W.; Cruz, Diana M.; Leone, Catherine; Brown, Neil R.; Meyer, James I. (CH&S); Grasso, Gerardo; Rauffer, Ronald W; Keiser, Harold; Teitelman, Steven R.; Smith, Thomas R.

Subject:

2nd ANNUAL POWER LEADERSHIP CONFERENCE You have been selected by the Power Executive Team to attend the Second Annual Power Leadership Conference on February 6 -7th at the North Maple Inn in Basking Ridge, formerly the AT&T Learning Center. We plan to discuss key external issues affecting our business along with our strategies and challenges looking forward. This Leadership Conference provides an ideal forum for personal learning, networking and aligning the organization to meet our goals.

As an important part of the agenda, you will be receiving an e-mail from Mike O'Brien, of the Star Performance Group, requesting your (Power associates only) participation in a culture assessment of PSEG Power. Please complete the survey according to the instructions provided.

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I do have another bit of good news: I will be devotirn myself to wril:ing a book entitled "A Leader Worth Following. " It will focus oi the attributes of worthy leadership and include the stories of real-life leaders who model them. It will also include lessons I have learned in my nearly 30 years in public and private sector leadership, including my own failings and dilemmas. I wilt do my best to create a path worthy of following by those who read this book. In the past couple weeks, it's been pretty amazing---a variety of publishing possibilities, resources and support have come my way. I may even have my dream of someone to create this with. So I want you to know I am focused on the future and committed to having all that I learned here be valuable for others.

I have two requests: Please don't share any of this information. Word will leak out soon enough and when it does erroneously, please set the record straight. I will come back at some future time to express my regard for others here. For now, I am just telling the few of you. The hardest part of ?ll this isn't leaving the company or feeling ineffective, inadequate, unsuccessful. The hardest part is not being here to work with you. Thank you for the best, the most difficult, the most growth-filled five years of my life.

I leave you with this, the same words I gave my dad in his final minute of life:

"All I ask of you is forever to remember me as loving you."

also me ith Tom L in Employee Concerns yesterday. He was je~ftraor nat. He ~tene lty to wsay and is g Ncer hiera to be sure terns get t level of attention.

I owe you an apology: I became a coward a while back. I stopped speaking up as loudly and powerfully as I could. I pretended Harry and I were on the same page and we weren't. Me being a coward, me rationalizing this all away, me talking myself out of taking stronger action costs all of us dearly. I apologize for not giving my best and for tolerating ap unworkable situation so long.

I don't know what the investigation will mean for you or the site All I want is for this to be a great place for everyone to work----safe and rewarding on every level. Maybe, just maybe, this is whayneeded to happen to make that reality.

I want to leave without anyone knowing except you guys. I will come back at a time when it is right to express my regard for othersjwww. For now, I am just telling you. The hardest part of all this isn't leaving the company or feeling unheard and discounted. The hardest part is not being here to work with you.

And who knows....maybe a miracle will still happen!

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Kymn Harvin Rutigliano, Ph.D.

Manager - Culture 'IYansformation &

Change Readiness Nuclear Generating Company Public Service Electric and Gas Company tel; 856.339.1824; pager: 856.277.2842: fax: 856.339.1580 email: kymn@att.net

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PRIVILEGED AND CONFIDENTIAL KEY PLAYERS Before April 1, 2003

___ lJim Ferland Chairman of the Board PSEG Harry iser President and Chief Nuclear Officer PSEG Nuclear Frank assidy President IPSEG Power

,pril 1, 2003

  • Jim Ferland Chaitman of the Board PSEG

/1 "Frank Cassidy President PSEG Power Roy Anderson (incoming)

Chief Nuclear Officer PSEG Nuclear

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I asked you to come here so you could hear from me, instead of the rumor mill, what's going on.

I owe you that much. You each are someone I respect, both as men and as nuclear professionals. And while we don't always agree, and while we sometimes get in each other's face, there is a bond that is undeniable between us. With this in mind, I'm telling you private and confidential information. I ask that you honor it as such.

Yesterday I contacted Jim Fertand thorough, independent and impartial investigation of our site. I highlighted three key areas: safety, site leadership and mismanagement, and employee disenfranchisement. -f-atekd-him eo~awig: A~ Ck E"ve ~ CB -

I told him that I had been ineffective in causing these concerns to get sufficient attention and resolution. I told him all my formal and informal meetings with Harry, Tim, Dave and John have not produced the required leadership and progress in these areas. The concerns have not only continued to exist-they have, in my view, gotten stronger.

I let him know I met with Harry on February 26 and voiced these concerns and others. At the end of that meeting ijgay iformedme my position is being eliminated and my last day would be April 16. I, as you can see, have chosen to continue to work. Leaving hasn't been on my radar screen. Infact, I have been weighing gaining Roy Anderson's support and being a key player on his team.

Last Thursday I met with Harry again, frankly as a result of Devon kicking me in i,,~

\ 'A&~ the butt and realizing I had "unfinished business" to handle. I aske larr who

,; had elimin ed my position. Poe made it clear it was his decision, Roy Anderson

-+ ,raScould comse to retain me. I said Iid not believe my job here was done. I theiaid out for Harry the increasing level of concern I was hearing about how e were making decisions, including those involving nuclear safety. I told him these concerns were being voiced by credible and respected people that he respects and trusts. I did not mention any names but I made it clear to him these were voiced by Superintendent levels and above, including people with licenses. I told him I doubted others would voice these to him and felt I could not simply sit in my office, hear all this, and do nothing. I felt it was my responsibility and duty to inform him. B y < a V "c /", it

(<ly On Monday I found out from Dave Braun that Harry ,accelerating my departure date from April 16 to this Friday, March 28. I no longer have the option of working here beyond that.

When I originally called for this "Clearness Committee," I did so with the desire to 3 choose wisely about the next phase of my life, beyond PSEG Nuclear. In the three weeks since I received my lay-off notice, much has transpired.

The good news is that I have become clear that I want to devote myself to writing a

/ (1 book entitled "A Leader Worth Following." It will focus on the attributes of worthy leadership and include the stories of real-tife leaders who model them. It wilt include lessons I have learned in my nearly 30 years in public and private sector leadership, including my own failings and dilemmas. I will do my best to create a path worthy of following by those who read this book. Since gaining this clarity, a variety of publishing possibilities, resources, and support have come my way. I feel myself "called" to write this and am quite excited about undertaking this journey.

The tough news is that, in the past few weeks, the level of chaos, anxiety, and fear at the nuclear plant has heightened. A new president is coming in April 1 and people especially at upper levels are concerned about what that means for them. We have had many plant issues caused by management and Union workers alike. A number of highly respected and knowledgeable people have come to me expressing their concerns about nuclear safety, how we are making decisions, and the increasing levels of perceived site mismanagement. I went to the current president last week to again express my concerns. He said, "That's a bunch of bullshit." I left that meeting quite disturbed.

I sought guidance from a number of people I trust and planned to find another avenue to have these concerns investigated. Before doing so, I was told by the Human Resources lead that the current president wants me to leave work this week, instead of working through until April 16 as planned. Strongly feeling that his action is retribution for me speaking up about nuclear safety and leadership concerns, I today contacted his boss, the Chairman of the Board. I have requested a full and independent investigation of safety, management, and leadership issues at the nuclear power plant. I have engaged tegal counsel to advise me further.

I feel a great sense of loss over leaving people I care about deeply. I feel in some ways that I have not done everything I could have to gain attention to these issues sooner. I am grateful we have not had a fatality or nuclear event. However, I believe that is more grace than anything. I realize that the circumstances of my leaving could actually be a catalyst for fulfilling the mission here that I undertook five years ago:

to have this be a great place to work, safe for the human spirit and all concerned.

I feel an enormous responsibility to be a leader worth following through all this. I have many important decisions to make. I have already disappointed some people I greatly respect. I suspect I will be misunderstood, 'blackballed' and maligned by others. I am sad. I hurt. I am also quite strong and willing to go the distance.

The questions before me, before us are these: How do I best navigate the turbulent waters that are ahead? My top priority is to insure a thorough and full investigation and actions to resolve any safety issues found. How do I accomplish that? What is my true responsibility and when does it end? How do I ever 'move on'? What is the higher purpose to all this?

I appreciate your ongoing support and ask for Guidance with gratitude.

I then laid out for Harry the increasing level of concern I was hearing about how we are making decisions, including those involving nuclear safety. I told him these concerns were being voiced by credible and respected people that he trusts. I did not mention any names but I made it clear to him these were voiced by Superintendent levels and above, including people with licenses. I told him I doubted others would voice these concerns to him and felt I could not simply sit in my office, hear all this, and do nothing. I felt it was my responsibility and duty to inform him.

On Monday I found out from Dave Braun that Ha that afternoon after our meeting and is accelerating my departure date from April '16 to this Friday, March 28. I no longer have the option of working here beyond that.

Dave and I agreed we would still have my out-processing on April 16 which gave me the latitude to work at Corporate. I have meetings set up there next week to assist the IT organization. However, I just got word at noontime that my out-processing has been moved up to Friday now against my wishes. For me, this is all happening too fast.

I do have a bit of good news: I met last night with Tom Lake in Employee Concerns. He was extraordinary. He listened fully to what I had to say, took seriously the leadership, mismanagement, employee disenfranchisement and safety issues I expressed, and is working outside the Harry/VP hierarchy to be sure these concerns get the right level of attention.

As you might imagine, this is not how I expected my time here to end. When I came here five years ago I did so to have people thrive. The progress we've made is incremental at best. One reason is me: I stopped being bold and courageous. I stopped speaking up as loudly and powerfully as I could. I pretended Harry and I were on the same page and we weren't. Me being a coward, me rationalizing this all away, me talking myself out of taking stronger action costs all of us dearly. I owe everyone, especially you who believe in me the most, an apology for settling for less than the best, including my best, and for tolerating an unworkable situation for so long.

I don't know what the investigation will mean for you or the site. I hope the truth will be told. All I want is for this to be a great place for everyone to work ----safe and rewarding on every level. Maybe, just maybe, this is what needed to happen to make this soon a reality. I hope so.

I asked you to come here so you could hear from me, instead of the rumor mill, some important news. I owe you that much. You each are someone I respect, both as men, as friends and as nuclear professionals. And while we don't always agree, and while we sometimes get in each other's face, there is a bond that is undeniable between us. With this in mind, I am choosing to share with you private and confidential information. I ask that you honor it as such.

Yesterday I contacted Jim Ferlandl. I asked for a thorough, independent and impartial investigation of our site. I highlighted three key areas: safety, site leadership and mismanagement, and employee disenfranchisement. In my letter I shared the following:

I told him that I had been ineffective in causing these concerns to get sufficient attention and resolution. I told him all my formal and informal meetings with Harry, Tim, Dave and John have not produced the required leadership and progress in these areas. The concerns have not only continued to exist-they have, in my view, gotten stronger.

I let him know I met with Harry on February 26 and voiced these concerns and others. At the end of that meeting Hainformed n is being eliminated and my last day would be April 1, ou can see, have chosen yas to continue to work. Leaving hasn't been on my radar screen. In fact, I have been weighing gaining Roy Anderson's support and being a key player on his team.

Last Thursday I met with Harry again, frankly as a result of Devon kicking me in the butt and having me realize I had "unfinished business" to handle. He gave me the courage to confront the issues. (Thank you). I asked Harry who had eliminated my position. He made lit clear-Ltwas1,i5secisionand that Roy Anderson could choose to retain me. I said I did not believe my job here was done and I am still committed to the mission of this being a great place for people to work.

also me; ith Tom L in Employee Concerns yesterday. He was 3traor mfia . He tene Ily to wh say and is m a ge'usih~.

N cle r hierar to be sure ts get tllevel of al:tention.

I owe you an apology: I became a coward a while back. I stopped speaking up as loudly and powerfully as I could. I pretended Harry and I were on the same page and we weren't. Me being a.coward, me rationalizing this all away, me talking myself out of taking stronger action costs all of us dearly. I apologize for not giving my best and for tolerating an unworkable situation so long.

IIn don' k I don't know what the investigation will mean for you or the site Ijtll I want is for this to be a great place for everyone to work----safe and rewardiing on every level. Maybe, just maybe, this is whaneeded to happen to make that reality.

I want to leave without anyone knowing except you guys. I will come back at a time when it is right to express my regard for others. For now, I am just telling you. The hardest part of all this isn't leaving the company or feeling unheard and discounted. The hardest part is not being here to work with you.

And who knows....maybe a miracle will still happen!

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Merrill Lynch Conference and Training Center MANAGED BY HARRISON CONFERENCE SERVICES OF PRINCETON 900 Scudders Mill Road, Plalnsboro, New Jersey 08536 (609) 282-1000 FAX: 282-3556 cC.

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Merrill Lynch Conference and Training Center

- MANAGED BY HARRISON CONFERENCE SERVICES OF PRINCETON 900 Scudders Mill Road, Plainsboro, New Jersey 08536 (609) 282-1000 FAX: 282-3556 C 72 _ _v A'w~~Iftf ca11

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