ML18018B541

Revised Mgt Capability Rept

ML18018B541
Person / Time
Site:	Harris
Issue date:	01/10/1984
From:	CAROLINA POWER & LIGHT CO.
To:
Shared Package
ML18018B540	List: ML18018B539 ML18018B541
References
7390SNP, NUDOCS 8401230009
Download: ML18018B541 (178)

Text

Carolina Power ff, Light Company Harris Nuclear Project Mana ement Ca abilit Report Table of Contents

~Pa e

i.0 INTRODUCTION..................................................

1-1 2.0 MANAGEMENT OF NUCLEAR ACTIVITIES................................

2-I 2.1 Nuclear Generation Group.................................

2-3

2. I.l Harris Nuclear Project Department.........;.......

2-3 2.1. 1.1 2.1.1.2 2 ~ 1.1.3

2. 1. 1.4 2.1.1.5 Harris Plant Operatfons Section..........

Harris Plant Engineering Section.........

Harris Plant Construction Section........

Harris Project Planning and Controls Sectfon

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Harris Project Administration Section....

2-4 2-12 2-13 2-13 2-13 2.1.2 Robinson Nuclear Project Department...............

2-14 2.1.2.1 2.1.2.2 2.1.2.3

2. 1.2.4 2.1.2.5 Robinson Plant Operatfons Section........

Project Construction Section.............

Design Engineering Section....'...........

Planning and Scheduling Section..........

Control and Administration Section.......

2-14 2-14 2-14 2-14 2-15 2.1.3 Nuclear Engineering and Licensing Department......

2-15 2.1.3.

1 Nuclear Licensing Section........

2. 1.3.2 Safety Review-Nuclear Engineering 2.1.3.3 Engineering......................

2.1.3.3.1 Nuclear Engineering Projects S

2. 1.3.4 Engineering Support..............

2.1.3.4.1 Engineering

Support, Nuclear PlantsSection I....

2.1.3.4.2 Engineering Support,7 Nuclear PlantsSection II..'.

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~ ~ ~

Unit.

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ection..

2-15 2-16 2-16 2-16 2-17 2-17 2-17 2.1.4 Nuclear Plant Construction Department.............

2-17

2. 1.4.1 Construction Procurement and Contracting Section....................

2-18

2. 1.5 Engineering and Construction Support Services Department.............................

2-18

2. 1.6 Nuclear Staff Support Section...,.................

2-18 2.2 Brunswick Nuclear Project Department.....................

2-18 840i230009 840ll0 PDR *DCICK 05000400' PDR (7390SNP)

'e 1

I I

2.2.

1 Brunswick Plant Operations Section................

2-18 2.2.2 Brunswick Plant Engineering and Construction Section............................

2-18 2.3 Corporate Nuclear Safety and Research Department.........

2-)9 2.3.I Corporate Nuclear Safety Section...................

2-19 2.3.2 Corporate Health Physics Section..................

2.4 Corporate Quality Assurance Department...................

2-22 2-23 2.4.1 QA/QC Brunswick and Robinson Plants Section.......

2-24 2.4.2 QA/QC Harris Plant Section........................

2-25 2.4.3 QA Services Section...............................

2-27 2.5 Operations Support Group.................................,

2-29 2.5.1 Operations Training and Technical Services Department...................

2-29 2.5.1.1 2.5.1.2 2.5.1.3 2.5.1.4 2.5.1.5 Nuclear Training Section...........

Environmental Technology Section...

Radiological and Chemical Support Section..................

Emergency Preparedness Unit........

Perm>ts Un>t.......................

~

~ ~ 0 ~ ~

2-29 2-33 2-34 2-36 2-37 2.5.2 Fuel Department...................................

2-37 2.5.2. I Nuclear Fuel Section.....................

2-37 2.5.3 Materials Management Department..................,

2-38 2.5.4 Contract Services Section.........................

2-39 2.6 Fossil Generation.and Power Transmission Group...........

2-39 2.6.1 Fossil Operations Department......................

2-39 2.6.1.1 Generation Operation and Maintenance Section....................

2-40 2.6.2 Maintenance Support Section.......................

2-41 3.0 ADDITIONAL INFORMATION

.3.

1 Harris Plant Section Qualification Requirements..........

3-1 3.2 Harris Pre-Startup Preparation......................,.....

3-3 (7390SNP)

3.3 Senior Management Oversight Functions....................

,3-6 3.4 Coordination of Interdepartmental Technical Staff Support..........................................

3-8 3.5 Brunswick Improvement Program............................

3-9 3.6 Involvement in Industry Activities.......................

3-9 3.7 Technical Staff Resources................................

3.8 Offsite Staff Training.....,..............................

3-10 3.9 Contract Assistance......................................

3-11

3. 10 Recruiting Program.......................................

3.11

Cresap, McCormick 8, Pages (Cresap) Report................

3-11 3-13 3.12 Essex Review.............................................

3-13 3.13 Westinghouse Electric Corporation........................

3-13

3. 14 Ebasco Services, Inc.....................................

3-14 TABLES 3.1 through 3.5 FIGURES 1

8 EXHIBITS 1 - 4 (7390SNP)

CAROLINA POWER 8, LIGHT COMPANY SHEARON HARRIS NUCLEAR POWER PLANT MANAGEMENT CAPABILITY REPORT

1.0 INTRODUCTION

Since the first nuclear generating unit belonging to Carolina Power 8, Light Company

("the Company" or

<<CP8,L")

began commercial operation in March

1971, the amount of generating capacity on the Company 's system derived from nuclear power has increased substantially.

Accordingly, the Company 's responsibilities in connection with its nuclear facilities have grown.

During this period of time, the Company has developed and enhanced its capabilities with respect to the construction, operation, and maintenance of its nuclear facilities.

The Company has safely managed H. B. Robinson Unit 2, and Brunswick Units 1 and 2 since they were placed into operation approximately 14, 7, and 8 years ago, respectively.

The Company also managed the construction of the Brunswick facility and is in the process of constructing the Harris Plant, which is 84 percent complete.

The anticipated commercial operation date the of Harris Plant is spring of 1986.

The Company has always

been, and will continue to be, totally committed to safety and quality in the construction and operation of our nuclear facilities.

The Company has reorganized its management structure several times during the past 12 years to accommodate and better manage the increased nuclear capacity and additional associated personnel.

The most recent reorganization, announced on September 1,

1983, reflects the strengths developed and lessons learned from the Company 's operating experience as well as from the experiences of the rest of the nuclear utility industry.

It focuses the authority and responsibility tor operation, engineering and construction under one individual at each of CP8,L's three nuclear plant sites.

In addition, it ties many of the related offsite nuclear support organizations to the Shearon Harris Nuclear Power Plant (SHNPP) and H. B. Robinson Steam Electric Plant (HBR) plant organizations and places them under one individual, the Senior Vice President Nuclear Generation.

The Vice President, Brunswick Nuclear Project (BNP),

who presently reports directly to the Executive Vice President, Power Supply 8, Engineering and Construction, also benefits from the support services that are under the management control of the Senior Vice President Nuclear Generation.

The Company expects to bring the Brunswick Nuclear Project under the management control of the Senior Vice President Nuclear Generation at some point in the future.

There are three major support organizations which do not report to the Senior Vice President Nuclear Generation.

These are Corporate Nuclear Safety 8,

Research, Corporate Quality Assurance, and Operations Training 8, Technical Services.

Each of these departments is composed of General Office personnel to ensure independence from and uniformity among the plants, and on-site personnel to ensure that plant-specific issues are adequately addressed.

The independence provided by this staffing arrangement is required by the Nuclear Regulatory Commission

("NRC") for the Corporate Nuclear Safety 8, Research and the Corporate Quality Assurance Departments.

We have also chosen to separate the support functions of the Operations Training and Technical Services (7390SNP)

Department, and other support organizations from the direct line supervision of the Nuclear Generation Group to enable the Senior Vice President Nuclear Generation to focus primarily upon the coordination of the engineering, construction, and operations activities at the Harris and Robinson Nuclear Projects.

The technical support functions of the Operations Training and Technical

Services, and Fuel Departments, and the service functions of the Materials Management Department, and the Contract Services Section are now under the direction of the Senior Vice President Operations Support Group.

The concentration of these support functions within a single group enables the Senior Vice President - Operations Support to coordinate these resources to best filI the needs of the respective nuclear projects.

Additional operations and maintenance support functions are provided by the Generation Operation and Maintenance, and Maintenance Support Sections of the Fossil Generation and Power Transmission Group.

Having these support functions as part of the Fossil Generation and Power Transmission Group enables the Senior Vice President - Fossil Generation and Power Transmission to coordinate these resources for scheduled and forced outages at the nuclear and fossil generating facilities on a priority basis.

The present organization of the Company 's management of nuclear activities is described

below, beginning with the Executive Vice President who is ultimately responsible for the Company's nuclear activities, down through the individual nuclear project and support group organizations.

The descriptions provided in Section 2.0 delineate the assignment of authority and responsibility within the line organizations at the plant sites and demonstrate the functional relationships between these line organizations and the support group organizations.

1-2 (7390SNP)

2.0 MANAGEMENT OF NUCLEAR ACTIVITIES The Company 's nuclear projects are supported by an extensive organization that provides expertise in a variety of areas.

For the most part, the departments and organizations engaged in nuclear activities have no responsibility for non-nuclear matters.

This philosophy ensures that the Company's nonnuclear activities will not divert appropriate management attention from the conduct of its nuclear activities.

The Corporate support for nuclear activities is managed by Mr. E.

E. Utley, Executive Vice President - Power Supply and Engineering 8, Construction Groups who reports to Mr. Sherwood H. Smith, Jr.,

President/Chairman.

Reporting to Mr. Utley are five officers and a department manager w~se organizations further subdivide technical and managerial support into six areas:

Mr. M. A. McDuffie, Senior Vice President - Nuclear Generation Group; Mr. P.

W. Howe, Vice President Brunswick Nuclear Project Department; Dr. T. S. Elleman, Vice President' Corporate Nuclear Safety and Research Department; Mr. H. R. Banks, Manager - Corporate Quality Assurance Department; Mr. J.

M. Davis, Jr.,

Senior Vice President Operations Support Group; and Mr. L.

W. Eury, Senior Vice President - Fossil Generation and Power Transmission Group (see Figure 1).

The Corporate Nuclear Safety and Research Department conducts the independent safety evaluation of nuclear operations, and the corporate health physics programs.

The Vice President Corporate Nuclear Safety 8, Research is the Company officer who oversees these functions.

The formal oversight mechanisms are described in Section 3.3.

The Corporate Quality Assurance (CQA) Department is responsible for providing quality assurance (QA) and quality control (QC) with respect to the Company's nuclear activities, including engineering, construction, and operations.

In

addition, the CQA Department is responsible for QA audit functions.

This department was formed in early 1981 to provide more efficient and effective QA/QC within the Company by consolidating the QA/QC functions.

Placing the responsibility for independent nuclear safety assessments, health physics assessment, and quality assurance oversight functions in organizations separate from the Nuclear Generation and Operations Support Groups provides effective mechanisms for ensuring independent assessments by Senior Management of how well these programs are working.

These technical staff resources and Senior Management oversight mechanisms are described in detail in Sections 3.7 and 3.3, respectively.

The major offsite support organization for nuclear operations is the Nuclear Generation

Group, which includes the Nuclear Engineering 8, Licensing Department support staff, the Nuclear Plant Construction Department support staff, the Engineering and Construction Support Services Department support

staff, and the Nuclear Staff Support Section support staff.

2-1 (7390SNP)

0

The Nuclear Generation Group provides a source of offsite technical and managerial resources to assist and support the operating plants in areas of nuclear licensing, civil design, instrumentation and controls, computers, mechanical,-

electrical, nuclear engineering, metallurgical analysis, construction, operations, and industrial security.

The concentration of the above listed offsite nuclear generation activities in organizational groups separate from the nuclear safety and quality assurance activities provides a strong, independent management focus on safe and reliable nuclear operations support.

Offsite management in the Nuclear Generation Group is organized to minimize conflict among the engineering, construction, and operation activities at the respective nuclear facilities.

The Operations Support Group provides offsite technical and managerial support to the nuclear plants'n the areas of environmental and radiatio'n control, emergency planning, training and retraining, plant chemistry and radiochemistry, regulatory compliance, outside contractural supervision, operational management, environmental monitoring, meteorological and seismic monitoring, permits, nuclear fuel procurement, refueling operations

support, and plant procurement support.

The Fossil Generation and Power Transmission

Group, including the Fossil Generation Department, and the Maintenance Support

Section, provide operating and maintenance support staff.

Figure 5 outlines the offsite support organization of the Nuclear Generation Group, Operations Support Group, and the Corporate Quality Assurance Department.

The offsite organization for the Corporate Nuclear Safety and Research Department is shown on Figure 6.

The Fossil Generation

& Power, Transmission Group is shown on Figure l.

The Company has established clear lines of responsibility and effective mechanisms for coordination among the Nuclear Generation Group, the Operations Support Group, and the Fossil Generation 8, Power Transmission Group.

This coordination ensures that independent management attention to each of these support activities complements and strengthens the total attention to offsite support of the nuclear projects.

Resources of each of the units or sections shown are available to the plants or other units as needed.

Routine lines of communication exist between the personnel of each offsite unit and their appropriate counterparts at each nuclear project.

Support of each nuclear project is the function of the offsite organization, and assistance requested by the plants is routinely provided without a requirement for formal management action.

In the event that high level coordination is required for some projects, the Section managers maintain frequent communication, and the Department Manager of the respective Nuclear Project is kept fully informed.

The Company 's offsite management ls well qualif led to direct the design, construction,

startup, and operation of the Harris Nuclear Project.

The Company has continuously increased its offsite management involvement in nuclear plant design, construction, and operations since

1966, when the Robinson Nuclear Project commenced, to the present.

Currently, four nuclear units are under Company construction or operations management.

.2-2 (7390SNP)

The Company offsiie management is experienced in coordinating complex nuclear operations which require close coordination between the construction and operating work forces.

An example of these types of activities was the startup and operation of Brunswick Unit 2 while Brunswick Unit I was still under construction, with security separation of common control rooms.

This experience, as well as its additional experience in constructing the Harris plant while operating three other nuclear units, demonstrates the Company 's capability to safely manage all of its nuclear activities simultaneously.

These management resources are described in more detail in the following sections.

The Executive Vice President Power Supply and Engineering 8 Construction

Groups, Mr. E.

E. Utley, manages ail nuclear activities.

Mr. Utley has 31 years of experience with the Company, including serving as superintendent of three plants for over 'six years, and as Manager, Vice President, Senior Vice President, and Executive Vice President of various Power Supply, Operations, and Engineering and Construction activities for the past Fifteen years.

The structure of the Power Supply and Engineering 8, Construction groups is shown on Figures 4 and 5.

2. I NUCLEAR GENERATION GROUP The Senior Vice President Nuclear Generation

Group, Mr. M. A. McDuffie, holds a bachelor's degree in civil engineering, is a registered professional

engineer, and has over 30 years of experience in power plant engineering and construction, includlpg 19 years experience in nuclear plant construction and engineering.

Reporting to Mr. McDuffie is Mr. R. A. Watson, Vice President-Harris Nuclear Project Department; Mr. G. P. Beatty, Manager Robinson Nuclear Project Department; Mr. A. B. Cutter, Vice President Nuclear Engineering and Licensing Department; Mr. S.

D. Smith, Vice President-Nuclear Plant Construction Department; Mr.

W. V. Coley, Jr., Manager Engineering and Construction Support Services; and Mr. J.

L. Harness, Manager Nuclear Staff Support Section.

2.1.1 HARRIS NUCLEAR PROJECT DEPARTMENT The personnel at the Shearon Harris Nuclear Power Plant have been organized into the Harris Nuclear Project Department (see Figure 2).

This department's function is to manage the design, construction,

startup, and operations of the Harris Plant.

The department's mission is to manage the site activities in a manner which will promote the economic, safe, reliable, and effective operations of the plant over its lifetime.

The organization formed on September i,

1983, represents the Company 's concept of providing more direct onsite management control over all engineering, construction,

startup, and operations activities at the plant.

This department is headed by the Vice President - Harris Nuclear Project Department who reports to the Senior Vice President - Nuclear Generat Ion Group.

Other support functions are provided from other departments in Power Supply and Engineering 8, Construction.

These support functions are addressed in other sections of this report.

The Vice President - Harris Nuclear Project Department, Mr. R. A. Watson, holds a bachelor's degree in nuclear engineering, a master's degree in

physics, is a registered professional

engineer, and has 28 years of experience in nuclear engineering activities.

2-3 (7390SNP)

The Vice President Harris Nuclear Project is responsible for managing all aspects of engineering, construction,

startup, operation, and maintenance of the Harris Nuclear Project.

He is to conduct these activities in a manner which will protect the health and safety of the public, will be in compliance with the applicable governmental regulations, and will be within the policies and guidelines of the Company.

Reporting to the Vice President - Harris Nuclear Project Department is the General Manager - Harris Plant Operations

Section, Project General Manager Harris Plant Construction Section, Manager Harris Plant Engineering

Section, Manager - Harris Project Planning and Controls Section, and Manager Harris Project Administration Section.

2.i.i. I Harris Plant 0 erations Section The Harris Plant Operations Section staff is projected to consist of approximately 500. Carolina Power 8, Light Company personnel when the plant is operational.

The Harris Plant Operations Section organization has been developed based on experience gained with the startup and operation of the Robinson and Brunswick nuclear projects.

The organization is designed to ensure clear lines of responsibility, authority, and communication among the various units of the organization, and to provide clear and effective managerial and supervisory control.

Functionally, the Harris Plant Operations Section organization is similar to the organization of CP8,L's Brunswick and Robinson nuclear projects.

The General Manager Harris Plant Operations

Section, Mr. J.

L. >iillis, holds a bachelor's degree in electrical engineering and has 28 years of experience in Navy and utility power plant engineering, maintenance, operation, and management.

The General Manager Harris Plant Operations Section is responsible for all operational phases of plant management, including operation, maintenance, and technical support.

He manages and controls the organization through personal contact with five unit heads and through written reports,

meetings, conferences, and in-plant inspections.

He is responsible for adherence to all requirements of the operating

license, technical specifications, Corporate guallty Assurance

Program, and Corporate Health Physics and Nuclear Safety policies.

He is responsible for the review of incoming and outgoing correspondence with the NRC Office of Nuclear Reactor Regulation and the Office of Inspection and Enforcement concerning the Harris Plant; the establishment and approval of qualification requirements for all Harris Plant Operations staff positions; the personal review of the qualifications of specific personnel for managerial and supervisory positions in the Harris Plant Operations Section; and the review of and concurrence in the plant radiation protection, industrial security, quality assurance, fire protection, training, operations, and maintenance programs.

He is supported in these responsibilities by the Manager Administration, Manager Plant Operations, Manager - Technical

Support, and the Manager - Startup and Test, and Director Regulatory Compliance.

The General Manager Harris Plant Section reports directly to the Vice President Harris Nuclear Project Department.

2-4 (7390SNP)

Administration Unit The Administration Unit provides support functions such as security, emergency preparedness, and regulatory compliance administration services to ensure compliance with applicable governmental regulations and readily available service for the proper functioning of the Plant Operating Section.

The Administration Unit provides administrative support to the Plant General Manager - Harris Plant Operations Section; manages the operations-related administrative functions, directs Emergency Preparedness planning and activities, and operational-related security activities.

Assisting in these duties are an Administrative Supervisor, Senior Specialist Security, and a

Senior Specialist - Emergency Preparedness.

The Administration Unit reports to the General Manager - Harris Plant Operations Section.

The Administrative Supervisor manages the flow of all documents and information as required by operations in support of effective and efficient nuclear plant operations in full compliance with all regulatory and Company guidelines and procedures.

He and his staff shall work closely with the Director - Regulatory Compliance and members of Operations, Maintenance, Environmental and Radiation Control, and Quality Assurance in fulfillingthese responsibilities.

He shall provide and receive assistance from the Harris Project Administration Section as the need arises.

The Senior Specialist Security develops, implements, and maintains a

security program which ensures that the security of the plant is maintained in accordance with NRC, requirements.

He maintains a close working relationship with local Law Enforcement Agencies to ensure compliance with NRC regulations.

He provides input to the Training Unit so that employees requiring access to the plant are properly trained and badged.

He ensures that equipment and guards are available and in a state of readiness.

The Senior Specialist - Security is assisted by Technical Aides and a contract security guard force.

The Senior Specialist Emergency Preparedness is responsible for the continuing refinement of the plant Emergency Preparedness Program which ensures that a "state of readiness" is maintained at the plant to cope with any classification of emergency.

He incorporates the'rovisions oF the plant Emergency Plan in the program and revises the program and related procedures as changes are made in the plant Emergency Plan.

Plant 0 erations Unit The Manager - Plant Operations manages the operation, chemistry, radiation control, environmental

support, and maintenance support of all operating units.

He is also responsible for refueling operations.

This is accomplished through a staff which includes the Manager Environmental 8, Radiation

Control, Manager Maintenance, and Manager Operations.

The Manager Plant Operations Unit reports to the General Manager Harris Plant Operations Section and assumes all responsibility and authority of the General Manager Harris Plant Operations Section in his absence.

2-5 (7390SNP)

Environmental 8, Radiation Control Subunit The Manager - Environmental 8, Radiation Control (E8RC) is responsible for the plant radiation safety and control (health physics)

programs, the plant chemical control

programs, and the environmental programs.

These programs are designed to ensure that environmental and radiation control is maintained in a manner which will protect the plant, employees,

visitors, general

public, and the surrounding community.

His primary responsibility is organizing,

planning, and controlling E8RC resources to provide the required support while ensuring compliance with plant Technical Specifications, the ALARA concept, and all applicable state and federal regulations and permit requirements.

Some of his major responsibilities include:

(1) ensuring that programs and related procedures are developed and administered to meet plant needs and regulatory requirements; (2) maintaining an awareness of current and pending regulations in the areas of radiation control, chemistry, and environmental matters concerning plant operations; and (3) providing adequate documentation pertaining to individual radiation exposures, radioactive effluents, chemical control of plant systems and environmental surveillance and ensuring that these records are maintained in an up-to-date, retrievable manner.

He is assisted in these functions by an Environmental 8, Chemistry Supervisor, a

Radiation Control Supervisor, a Project Specialist Environmental and Chemistry, Project Specialist Radiation, and a staff of radiation control and chemistry specialists.

The Manager Environmental 8, Radiation Control Subunit reports to the Manager Plant Operations Unit.

The Environmental 8, Chemistry Supervisor

plans, organizes, and directs chemistry control and environmental surveillance

programs, maintains laboratory procedures, test results and records, and adheres to ihe requirements of the operating license and technical specifications.

He accomplishes these responsibilities through foremen and technicians.

The Environmental and Chemistry Supervisor reports to the Manager Environmental 8, Radiation Control Subunit.

The Radiation Control Supervisor is responsible for the plant Radiation Control (Health Physics)

Program and for ensuring that all plant activities are conducted in a manner which will protect the plant, employees,

visitors, general

public, and the surrounding community.

His primary responsibility is organizing,

planning, and controlling Radiation Control Subunit resources to provide the required support while ensuring compliance with plant Technical Specifications and all applicable state and federal regulations and permit requirements.

He accomplishes this through foremen and radiation control technicians.

The Radiation Control Supervisor reports to the Manager-Environmental 8, Radiation Control Subunit.

The Project Specialist Environmental 8, Chemistry provides technical advice and recommendations for program enhancement to the Manager E8RC, and ensures that the Environmental and Chemistry Programs support efficient, reliable plant operations.

He is the Environmental Chemistry technical expert for the Manager E&RC.

He is supported by a staff of specialists and technicians and reports to the Manager - Environmental and Radiation Control Subunit.

2-6 (7390SNP)

The Project Specialist - Radiation Control provides technical

advise, recommendations for program enhancement and ALARA program considerations to the Manager DRC, and ensures that the Radiation Control Programs support

, efficient and reliable plant operations.

He is the Radiation Control technical expert for the Manager E&RC.

he is supported by a staff of Specialists, technicians and clerks and reports to the Manager - Environmental and Radiation Control Subunit.

Maintenance Subunit The Maintenance Subunit performs all corrective and preventive maintenance on plant systems and equipment.

The Manager Maintenance is responsible tor corrective and preventive maintenance for the plant equipment.

This includes ensuring that the equipment and associated instrumentation and controls, mechanical, and electrical systems in the plant are maintained at optimum dependability and operating efficiency.

He is responsible for the coordination of these functions and for approval of working procedures and standards.

He is assisted by the Mechanical Maintenance Supervisor, Electrical Maintenance Supervisor, Project Engineer Maintenance, Project Engineer Computer, and a staff of engineers,

foremen, mechanics, electricians, painters/pipe

coverers, planners/analysts technicians, and specialists.

The Manager Maintenance reports to the Manager Plant Operations Unit.

The Maintenance Supervisor Electrical ensures that equipment, instrumentation,

controls, and electrical systems of the plant are maintained at optimum dependability,

safety, and operating efficiency to comply with plant technical specifications, QA, Security, Radiation Control and plant procedures, and regulatory requirements.

He accomplishes this by planning, directing, and controlling a trained staff, inspecting maintenance

work, providing effective maintenance procedures and standards, and developing improvements in the Preventive and Corrective Maintenance Program.

He is assisted in these functions by a staff of foremen, technicians and electricians.

The Maintenance Supervisor Electrical reports to the Manager - Maintenance Subunit.

The Maintenance Supervisor Mechanical ensures that mechanical systems for the plant are maintained at optimum dependability,

safety, and operating efficiency to comply with plant technical specifications, QA, Security, Radiation Control, plant procedures, and regulatory requirements.

He is responsible for all required painting and pipe covering activities necessary to maintain neat, properly insulated plant systems.

He accomplishes this by planning, directing, and controlling a trained staff, inspecting maintenance work, providing effective maintenance procedures and standards, and developing improvements in the Preventive and Corrective Maintenance Programs.

He is assisted by a staff of foremen, mechanics, and painter/pipe'overers.

The Maintenance Supervisor - Mechanical reports to the Manager - Maintenance Subunit.

The Project Engineer Maintenance provides technical support to plant electrical and mechanical maintenance and assists the Manager Maintenance in assuring that plant instrumentation, control, electrical systems and mechanica'I systems are maintained at optimum dependability,

safety, and operating efficiency, and in compliance with all technical specifications and 2-7 (7390SNP)

egulatory requirements.

He is responsible for administration of the Maintenance Management System to accomplish the planning and scheduling of maintenance, ensuring parts availability, and establishing clearances necessary for.preplanned work; he is assisted by a staff of engineers, specialists, technicians, and planner/analysts.

The Project Engineer Maintenance reports to the Manager Maintenance Subunit.

The Project Engineer - Computer provides process computer system maintenance support and technical expertise io ensure that all plant process computer systems are fully operational for the safe, reliable, and efficient operation of the plant.

He is assisted by a staff of engineers and technic'ians.

The Project Engineer Computer reports to the Manager Maintenance Subunit.

0 erations Subunit The Manager - Operations Subunit ensures the safe and efficient operation of the unit and required support facilities.

He is responsible for primary and secondary system performance and the timely completion of the scheduled periodic tests, and for adherence to the requirements of the operating license and technical specifications.

He is also responsible for coordinating and overseeing the duties of the Operating Supervisor assigned to the plant, the Radwaste Supervisor, and the Principal Engineer - Operations.

He is responsible for orderly and safe operations, turnovers, and compliance with operating instructions.

He is supported in these responsibilities by a staff of the Operating Supervisor, Radwaste Supervisor, Principal Engineer Operations, engineers/specialists, Shift Technical Advisors, Shift Foremen, and Operators.

The Manager Operations Subunit reports to the Manager Plant Operations Unit.

The Operating Supervisor supervises plant operations during the normal day shift.

He is responsible for adherence to.the requirements of the operating license and technical specifications.

He accomplishes this through the various foremen and personnel assigned to him.

The Operating Supervisor reports to the Manager Operations Subunit.

The Harris Plant Section will have six Shift Operating Crews assigned to the plant.

Each shift for the plant will be supervised by a Shift Foreman (SRO license),

and at a minimum, will be authorized at two Senior Control Operators (SRO license),

two Control Operators (RO license),

and four Auxiliary Operators.

Each Shift Operating Crew will be charged with the responsibility of operating the plant in a safe and economical manner within the plant's technical specifications, operating procedures, Corporate Nuclear Safety Policy, Corporate Quality Assurance

Program, Corporate Health Physics Policy, Corporate ALARA Program, and NRC and other applicable regulatory requirements.

Four of the Shift Operating Crews will work on three rotating shifts to operate the plant, one crew will be used as a relief shift for vacationing and sick operators, and the remaining crew will be in training.

Each shift will periodically rotate to the relief or training shift.

With the rotating shifts, 'relief shift, and training shift, there will be ample opportunities for all personnel to accomplish training and retraining without any requirements for excessive or unusual working hours.

An additional seventh Shift Foreman and three additional Senior Reactor Operators will be available to supplement any shift as required.

2-8 (7390SNP)

Each Shift Operating Crew in the Harris Plant Section shal I meet the fol lowing requirements:

a ~

'When the reactor has fuel in the vessel, there shall be a Shift Foreman with an SRO license on site at all times.

b.

When the reactor has fue I in the vessel, there sha I I be a

licensed operator in the control room at all times.

c ~

When the reactor is operating, there shall also be a licensed SRO in The control room at all times.

d.

The control room from which the reactor is being operated shall have an additional licensed operator to provide relief for the control room operator and to perform duties outside the control room that need to be performed by a

licensed operator.

e.

When the reactor has fuel in the vessel, there sha I I be an auxiliary operator in addition to the individuals required in (a) through (d) above.

For atl core alterations, there shall be a licensed SRO or SRO limited to Fuel Handling to directly supervise the core alteration.

This SRO shall not be assigned any other concurrent operational duties.

9 ~

The Shift Foreman shal I 'be assigned only the minimal administration duties required to operate his shift.

An extensive training program has been established to ensure that each onsite crew collectively has the requisite technical qualifications in reactor physics and control, nuclear fuel, thermal hydraulics, transient analysis, instrumentation and control, mechanical and structural engineering, radiation control and health physics, electric power, chemistry, and plant operation and maintenance.

The Shift Foremen ensure the safe, dependable, and efficient operation of the plant during their assigned shift and are the designated individuals in charge of the plant on that shift unless specifically relieved by the Operations Supervisor or his superior.

They are responsible for adherence to the operating" procedures, the operating license and technical specifications.

It is the responsibility and authority of the Shift Foreman to maintain the broadest perspective of operational conditions affecting the safety of the plant and to keep this as the highest priority at all times when on Control Room duty.

The Shift Foreman, until properly relieved, remains in the Control Room at all times during an accident to direct the activities of Control Room Operators.

He may be relieved only by qualified persons holding SRO licenses.

During routine operations when the Shift Foreman is temporarily absent from the Control

Room, a Senior Control Operator will be designated to assume the Control Room command function.

He is supported by and supervises Senior Control Operators, Control Operators, and Auxiliary Operators.

The Shift Foremen reports to the Operating Supervisor.

2-9 (7390SNP)

The Radwaste Supervisor supervises the shift operations of the Waste Processing System.

This includes the working procedures for the maintenance and implementation of the waste process equipment, and the operation of the

'quipment necessary to generate all the process water utilized within plant systems.

The Supervisor is responsible for ensuring safe and efficient handling and storage of plant-generated contaminated wastes until final disposition.

He is assisted by the Radwaste Shift Foremen, Radwaste Operators, and Radwaste Auxiliary Operators.

The Radwaste Operations Supervisor reports to the Manager Operations Subunit.

The Shift Foremen-Radwaste ensure the safe, dependable, and efficient operation of the

'Waste Processing System.

It is the responsibility and authority of the Shift Foremen-Radwaste to direct the activities of. the RadwaSte Operators to ensure efficient handling, processing,

storage, and shipment of plant generated contaminated wastes.

They are supported by and supervise Radwaste Control Operators and Radwaste Auxiliary Operators.

The Shift Foremen Radwaste functionally report to the Radwaste Supervisor but are under the direction of the Shift Foreman to ensure that radwaste operations support is compatible with overall plant operations.

The Principal Engineer Operations provides technical and engineering support to the plant operating personnel.

He is responsible for the implementation and efficient operation of the shift technical advisor (STA) program at the plant as well as for providing direct technical support in the areas of:

(I) Plant Operations; (2) Fire Protection as necessary to support safe, efficient, and reliable operations; and (3) reactor core management to meet system load demands and to comply with regulatory requirements.

He is assisted by Shift Technical

Advisors, a Fire Protection Specialist, and a

staff of engineers and technicians.

The Principal Engineer - Operations reports to the Manager - Operations Subunit.

The Shift Technical Advisor provides accident assessment, and technical advice concerning plant safety to shift operations personnel.

He performs i0 CFR 21 evaluations for the shift operations personnel.

He accomplishes this by performing engineering evaluations of plant operations, maintaining and broadening his knowledge of normal and off-normal operations, and diagnosing off-normal events.

The Shift Technical Advisor reports to the Principal Engineer - Operations.

Startu and Test Unit The Manager Startup and Test 'Unit is responsible for successfully implementing and accomplishing, on schedule, the Harris Nuclear Project preoperational and startup test program in accordance with the Startup Manual.

The Manager Startup and Test Unit reports to the General Manager Harris Plant Operations Section.

The Manager Startup and Test Unit is responsible for the following:

Mana er Startu a.

Supervises the activities of the Startup Organization through the Startup Supervisors.

2-io (7390SNP)

Prepares and updates the start up schedule.

c.

Assigns overall test responsibility to the Startup Supervisors.

d.

Reviews and approves requests for vendor assistance as recommended by the Stariup Organization.

e ~

Reviews and approves/recommends approval of test procedures, test procedure modifications, and test data in accordance with the Startup Manual instructions.

Reviews and recommends approval of startup requests for construction and engineering modifications or changes required during the test program.

go Issues periodic progress reports and work schedules for the Startup Organization.

h.

Issues special reports concerning startup activities as he deems necessary.

Reviews progress of startup activities with contractors,

vendors, and Company management.

J ~

Maintains liaison with the plant management, keeping them informed of the test program status, and coordinates with them the activities of plant personnel assigned to startup activities in conjunction with their training program.

Represents the Startup Organization on interdepartmental and interorganizational committees associated with the test program.

Maintains liaison with contractors and vendors to coordinate their activities relating to the test program.

Is responsible for the preparation and maintenance of the Startup Manual.

n.

Accepts Release for Tests from Harris Plant Construction Section.

The Startup Supervisors are responsible for checking out and starting up,on schedule the systems assigned in their areas in accordance with the Startup Manual and regulatory requirements.

Each supervisor is assigned engineers

and, technicians and reports to the Manager - Startup and Test Unit.

Technical Sup ort Unit The Technical Support Unit provides engineering support for the entire plant staff. Their support involves investigations of day-to-day equipment and system operation.

Based on their investigations they recommend modification tasks to keep the plant in compliance with new regulations or to improve efficiency of operation, and perform routine reporting for items of non-compliance.

2-I I (7590SNP)

The Manager Technical Support Unit develops and tests maintenance modifications; provides technical support for plant outages, plant operation, and maintenance; and manages the plant Inservice Inspection (ISI) and performance programs.

He is supported by the Engineering Supervisors, and Principal Engineer - Support.

The Manager. - Technical Support Unit reports to the General Manager Harris Plant Operations Section.

The Engineering Supervisors and Principal Engineer Support are responsible for providing technical direction and coordination for plant 'engineering studies.

They develop and implement the inservice inspection program and plant performance programs as well as procedures, instructions, and guidelines for plant engineering functions.

They are supported in these tasks by a staff of engineers, specialists, engineering technicians, and draftsmen.

The Principal Engineer - Support and the Engineering Supervisors report to the Manager - Technical Support.

Re viator Com Iiance Unit The Director Regulatory Compliance coordinates activities at the plant to ensure that commitments, responses,

records, and reports are prepared, submitted, and maintained in accordance with regulatory requirements.

He also maintains a tracking system for the resolution of all plant safety and environmental concerns.

He serves as ihe on-site contact with NRC and provides the expertise necessary to support plant activities in accordance with the license and technical specifications.

He is assisted by a staff of technicians and specialists.

The Director - Regulatory Compliance reports to the General Manager - Harris Plant Operations Section.

2.F 1.2 Harris Plant En ineerin Section Manager Harris Plant Engineering Section, Mr. L. I. Loflin, holds a

bachelor's degree in electrical engineering, a professional degree in nuclear engineering, Is a registered professional

engineer, and has 19 years of engineering and power plant operations experience, 13 years of which are nuclear engineering experience.

During the testing,

startup, and operation of Harris, the Harris Plant Engineering Section will maintain its structure.

This Section will be responsible for engineering modifications and design configuration control for the operating unit.

The Harris Plant Engineering Section will obtain detailed design modifications required by the plant.

The section will focus on generation and maintenance of design documents (drawings, specifications, design basis documents, etc.).

Technical support will be provided to the operations organization as required in areas such as spare parts, g list equipment and equipment qualification.

Harris Plant Engineering Section personnel will be available to participate in the review of plant operating, maintenance and surveillance procedures, as requested.

A major benefit of this process will be that the same technical staff that administered the design of the Harris Plant during its construction will be responsible for the technical support of plant operations.

The Manager Harris Plant Engineering Section reports to the Vice President Harris Nuclear Project Department.

2-12 (7390SNP)

2.1.1.3 Harris Plant Construction Section The Project General Manager - Harris Plant Construction

Section, Mr. R.

M. Parsons, holds a bachelor's degree in civil engineering, is a

registered professional

engineer, and has 16 years of experience in nuclear power plant construction management.

The Harris Plant Construction Section is responsible for construction management of the Harris site and control over construction-related proJect accounting and revie of design d a gs d

p ease of construction.

The Section is also responsible for the administration of contracts, the coorxlination of Company-owned tools and equipment, participation in construction methods selection,

planning, and direct supervision and inspection of the AE and contractors.

The Project General Manager - Harris Plant Construction Section reports to the Vice President-Harris Nuclear Project Department.

contractors at the plant site.

The Harris Plant Construction Section is responsible for providing engineering

support, inspection, cost control and w

r win an s ecifications to ensure 2.1.1.4 Harris Pro ect Plannin and Controls Section The Manager - Planning and Controls Section, Mr. T. J. Allen, holds a

bachelor's degree in Civil Engineering, a

M8A degree, is a registered professional

engineer, and has 9 years of experience in planning and scheduling activities of which 2 years are directly nuclear plant-related activities.

The Harris Project Planning and Controls Section is responsible for providing all plant planning and scheduling, cost accounting, industrial engineering, and related services to engineering construction and operations within the Harris Nuclear Project.

These services include administration and control of controls-related

systems, construction planning and scheduling, startup planning and scheduling, site program development and long-range planning, project accounting, estimating, budget development, cost monitoring and reporting, cost coding and quality verification, construction performance measurement, cost assurance, and system performance reviews.

This Section is responsible for developing and administering programs to provide management systems to efficiently and effectivley manage the Project.

The Manager-Harris Project Planning and Controls Section reports to the Vice President-Harris Nuclear Project Department.

2.1.1.5 Harris Pro ect Administration Section The Manager Harris Project Administration Section, Mr.

W. J.

Hindman, Jr.,

holds a bachelor's degree in Civil Engineering, is a registered professional

engineer, and has 9 years of experience in nuclear plant engineering and construction related activities.

The Harris Project Administration Section is responsible for the efficient and effective overall site administratin of the Project.

The duties include; coordinating the development, scheduling, and attendance of the various training programs in such a manner as to promote effective construction, engineering, and operation of the plant; directing procurement of materials, and equipment; managing inventories of materials in accordance with applicable Corporate procedures fulfillingthe Project requirements; managing the records management and document control functions; coordinating with the Employee Relations Department to meet recruiting and hiring requirements and other personnel support needs and information of the 2-13 (7390SNP)

Project; directing and coordinating provisions for services from other Company Departments that support the Project; over seeing all information-type computer services and systems; and streamlining existing and developing state-of-the-art information flow and management systems to maximize the effectiveness of the Harris Project in communicating information.

The Manager - Harris Project Administration Section reports to the Vice President - Harris Nuclear Project Department.

2. 1.2 Robinson Nuclear Project Department The Manager - Robinson Nuclear Project Department, Mr. G. P. Beatty, Jr.,

holds a bachelor's degree in mechanical engineering and has 25 years in power generation, 17 years of which have been in nuclear generation.

Reporting to the Manager - Robinson Nuclear Project Department is the General Manager-Robinson Plant Operations

Section, the Manager - Project Construction Section, the Manager - Design Engineering

Section, the Manager Planning and Scheduling

Section, and the Manager Control and Administration Section.

2. 1.2.

1 Robinson Plant 0 erations Section The Robinson Plant Operations Section is responsible for the operation and maintenance of the Robinson Plant.

The Section is divided into four units:

the Operations and Maintenance Unit, the Technical Support Unit, the Environmental and Radiation Control 'Unit, and the Regulatory Compliance Unit.

2. 1.2.2 Pro ect Construction Section The Project Construction Section is responsible for the construction activities involving major modifications or additions to the Robinson Plant, including: completing project assignments in a manner which minimizes impact on plant operations, keeping management

informed, and meeting all regulatory and company requirements.

The Project Construction Section is divided into two units, the Construction Unit and the Mechanical Unit.

2.1.2.3 Desi n

En ineerin Section The Design Engineering Section is responsible for all design engineering at the Robinson Plant including; coordination of large design engineering projects with the Nuclear Engineering and Licensing Department, completing special reviews and safety analyses, and maintaining as-built drawings.

2. 1.2.4 Plannin and Schedulin Section The Planning and Scheduling Section is responsible for project planning and scheduling including; maintaining the outage-refueling-maintenance master

schedule, modification preparation and implementation, inservice inspection

program, radwaste shipments; environmental

programs, and other plant and Company plans and programs.

2-14 (7390SNP )

2.1.2.5 Control and Administration Section The Control and Administration Section is responsible for project administrative activities including; budgetary and cost control, personnel administrative matters, project authorizations, security

program, emergency preparedness

program, plant procedures, and other duties and responsibilities as directed by the Manager Robinson Nuclear Project Department.

2.1.3 Nuclear Engineering and Licensing Department The Nuclear Engineering and Licensing Department has primary responsibility for maintaining a full-service design support function utilizing internal and contract resources, and for supporting all facilities and corporate management in obtaining and maintaining construction and operating licenses.

The department takes the necessary actions to ensure that the designs of nuclear facilities and their associated systems and equipment contain the necessary safety features.

The Vice President - Nuclear Engineering and Licensing Department, Mr. A. B.

Cutter, holds a bachelor's degree in chemical engineering, a master's degree in nuclear science and engineering, and has over 22 years ot experience in a

combination of.Navy nuclear engineering and operations, light water reactor engineering and breeder reactor engineering.

He is a registered professional engineer.

The Nuclear Engineering and Licensing Department is divided into four sections:

the Nuclear Licensing Section and three Engineering sections.

In addition, the department Vice President has a Director Safety Review Nuclear Engineering on his staff.

2.1.3.1 Nuclear Licensin Section The Manager - Nuclear Licensing Section, Mr. S.

R. Zimmerman, holds a

bachelor's degree ln engineering, ls qualified as a reactor operator in the U. S.

Naval Nuclear Power Program, is a registered professional

engineer, and has 20 years experience in nuclear engineering.

The Nuclear Licensing Section acts as the Company's interface with the NRC Office of Nuclear Reactor Regulation and the Office of Inspection and Enforcement for multiple plant activities.

The section is organized into units with the following responsibilities:

The Nuclear Licensing Unit (NLU) is responsible for coordination of all Office of Nuclear Reactor Regulation (ONRR) activities affecting the Company's five nuclear units.

This includes the coordination and preparation of responses to all ONRR activities, and the preparation of license amendment requests and licensing -documents, such as the Harris Final Safety Analysis Report (FSAR).

The NLU is responsible for the maintenance of operating licenses and revisions to the technical specifications, and updating of FSARs.

The NLU advises Company management on critical licensing issues and ensures that all incoming NRC correspondence is routed properly and that responses are prepared to address licensing issues accurately.

The Special Nuclear Programs (SNP) Unit is responsible for coordination of generic licensing issues.

This includes coordination and preparation of responses concerning generic ONRR activities affecting the Company 's four 2-15 (7390SNP)

nuclear units.

In addition, SNP coordinates the Company 's responses to initiatives from industry organizations including the Institute of Nuclear Power Operations (INPO), AIF, EEI and EPRI.

The SNP Unit also participates in the various owners'roups and manages the Company's regulatory commitment tracking system.

2. 1.3.2 Safet Review Nuclear En ineerin The Director Safety Review Nuclear Engineering, Mr. S.

McManus, holds a

bachelor's degree in nuclear engineering, industrial engineering and engineering

math, is a registered professional

engineer, and has 23 years of experience in nuclear operations, nuclear regulation, and nuclear plant engineering management.

II The Safety Review Nuclear Engineering function is responsible for assuring that operations and engineering feedback on both internally and externally generated nuclear plant safety issues are incorporated into new plant design and into modifications to operating plants.

The unit assures that a program is in place and implemented which will train departmental personnel in their responsibilities to meet NRC regulations,

codes, standards, and other commitments made by the Company.

It also assures that ALARA considerations are factored into all design activities.

2.1.3.3 En ineerin The nuclear engineering sections provide technical support and guidance to the nuclear projects and maintain internal design engineering expertise to meet current and future demands.

The engineering activities are performed by three sections, two responsible for design activities performed entirely by CP8,L personnel, or by CP8,L personnel with limited outside support, and one, the Nuclear Engineering Projects

Section, responsible for direction of outside engineered projects and for coordination of all department engineering with the nuclear projects.

2.1.3.3.1 Nuclear En ineerin Pro ects Section The Manager - Nuclear Engineering Projects

Section, Dr. M. G. Zaalouk, holds a

bachelor's degree in electrical engineering electronics, and master's and PhD degrees in nuclear engineering, has over 20 years'xperience in the nuclear field, including research in the area of reactor physics, and is a registered professional engineer.

The Nuclear Engineering Projects Section is responsible for coordinating and interfacing with the. operating nuclear project departments to assure effective utilization of the NELD resources and services.

The section is organized into units with the following responsibilities:

Principal Engineers direct the performance of A/E full-scope projects and provide direction for technical support resources on temporary site assignment (such as outage coverage),

arrange for maintenance and test engineer

services, provide for scheduling of newly-identified projects, coordinate plant and 2-16 (7390SNP)

construction review of modification packages, and identify to management potential problems and recommended solutions to ensure effective completion of tasks assigned to the NELD.

They also provide a technical resource in support of technical review of outside A/E design products.

The units provide an appropriate technical and management focus to ensure thorough review of preliminary engineering products in a timely manner by plant resources, providing for early accommodation of construction, operation and maintenance

comments, and avoiding costly redesign of final products resulting from deferred review.

An Engineering Administration subunit assigned to this section centralizes document control, drawing management, QA comment and audit response, and procedures and coordination in support of the three sections performing, design engineering, modification and'upport activities.

2. 1.3.4 En ineerin Su ort The Engineering Support Sections provide design and engineering support for studies and modifications for the nuclear plant projects.

They provide design and engineering products (drawings, specifications, etc.) engineering for procurement, and support for construction and startup for modifications beyond the scope of plant organizations.

The sections are organized into units by technical discipline, and each unit headed by a Principal Engineer who provides the technical expertise to assure control of the design activities.

Each of the Engineering

Support, Nuclear Plant Secti'ons is made up of a number of units under the direction of Principal Engineers.

Section I will concentrate on mechanical and electrical systems

design, including radwaste and other process functions.

Section II will concentrate on civil, structural, architectural and analytical functions.

2. 1.3.4.

1 En ineerin Su ort

. Nuclear PlantsSection I

The Manager-Engineering

Support, Nuclear PlantsSection I, Mr. R.

L. Sanders, holds a bachelor's degree in engineering, a master's degree in nuclear engineering, is a registered professional

engineer, and has 23 years of experience in nuclear engineering and related fields.

2. 1.3.4.2 En ineerin Su ort Nuclear PlantsSection II The Manager-Engineering

Support, Nuclear PlantsSection II has not been named.

2.1.4 Nuclear Plant Construction Department The Vice President Nuclear Plant Construction Department, Mr. Sheldon D.

Smith, holds a bachelor's degree in civil engineering, is a registered professional

engineer, and has 34 years of construction experience.

Reporting to the Nuclear Plant Construction Department is the Construction Procurement and Contracting Section.

2-17 (7390SNP)

2. 1.4.

1 Construction Procurement and Contractin Section The Manager - Construction Procurement and Contracting Section, Mr. S.

N.

Hamilton, holds a bachelor's degree in science and has 34 years of construction experience, including 17 years of nuclear construction.

The Construction Procurement and Contracting Section conducts all procurement and contracting activities required to support the completion of construction project assignments.

The Construction Procurement and Contracting Section provides both firm-price and reimbursable contracts, onsite procurement and expediting services, and construction equipment and tool management.

Onsite procurement staffs have been established at the Harris, Robinson, and Brunswick Nuclear Projects.

2. 1.5 Engineering and Construction Support Services Department The Manager - Engineering and Construction Support Services, Mr. W. V.

Coley, Jr.,

holds a bachelor's degree in electrical engineering and has 30 years experience, 25 years of which have been with Carolina Power 8, Light Company.

2. 1.6 Nuclear Staff Support Section The Manager Nuclear Staff Support Section, Mr. J.

L. Harness, holds a

bachelor's degree in Physical Science and a master's degree in Radiation Biology.

He has 26 years of experience in the nuclear field and has held operational positions at bot'h the Robinson and Brunswick nuclear sites.

2.2 BRUNSWICK NUCLEAR PROJECT DEPARTMENT The Vice President - Brunswick Nuclear Project Department, Mr. P.

W. Howe, holds a bachelor's degree in chemistry and has 32 years of experience in the nuclear industry including four years as a member of the Atomic Safety and Licensing Board.

He has held many supervisory and managerial positions in his career.

His responsibilities are similar to those of the Vice President-Harris Nuclear Project Department and he is supported in these responsibilities by the General Manager Brunswick Plant Operations

Section, the Manager Brunswick Plant Engineering and Construction

Section, and the Director Planning and Scheduling Unit.

2.2.1 Brunswick Plant Operations Section The General Manager Brunswick Plant Operations

Section, Mr. C. R. Dietz, holds a bachelor's degree in chemical engineering, is a registered professional

engineer, and has 20 years experience in the nuclear industry.

He has held numerous supervisory and managerial positions in the fields of operations, engineering, and training.

The organi-zation and responsibilities of the Brunswick Plant Section are similar to those described for the General Manager Harris Plant Operations Section in Section

2. 1. 1. 1.

2.2.2 Brunswick Plant Engineering and Construction Section The Manager Brunswick Plant Engineering and Construction

Section, Mr. T. H. Wyllie, holds a bachelor's degree in civil engineering, is a

2-18 (7390SNP )

registered professional

engineer, and has 35 years experience in the power plant construction industry, of which 11 years have been directly involved in nuclear plant construction.

The responsibilities of the Brunswick Plant Engineering and Construction Section are similar to those of the Harris Plant Engineering, and Construction Sections.

2.3 CORPORATE NUCLEAR SAFETY AND RESEARCH DEPARTMENT k

The Vice President - Corporate Nuclear Safety and Research Department, Dr. T. S. Elleman, holds a doctorate degree in physical chemistry and has 27 years of nuclear engineering experience, most recently as head of the nuclear engineering department at North Carolina State University.

He is also a

Certified Health Physicist.

As shown in Figure 6, the. Corporate Nuclear Safety Section and the Corporate Health Physics Section report directly to the Vice President Corporate Nuclear Safety and Research.

These sections conduct the independent nuclear safety reviews and health physics assessments of the Company 's nuclear facilities.

2.3.1 Corporate Nuclear Safety (CNS) Section The Manager Corporate Nuclear Safety Section, Dr. J.

D.

E. Jeffries, holds a

bachelor's degree in engineering, a master's degree and a doctorate degree in nuclear engineering, is a registered professional

engineer, has four years of experience in the U. S. Marine Corps, and thirteen years of experience in nuclear power plant engineering and safety review.

The Section is composed of a Nuclear Safety Review Unit (offsite) and three On-site Nuclear Safety (ONS) Units, one at each project site.

The CNS Section monitors the Company 's operating nuclear plants to ensure that the associated nuclear safety programs are carried out in an effective manner.

Independent Review (IR) and Independent Safety Engineering Group (ISEG) functions make up the primary areas of the CNS Section's responsibilities.

The CNS organization consists of over 30 professionals allocated among four units - one offsite in the General Office and one at each of the Company 's three nuclear projects.

The Nuclear Safety Review Unit is responsible for the IR program as well as for providing general evaluations of safety related systems.

The CNS independent review activity addresses The following:

a ~

b.

c ~

d ~

e.f.

go h.

Procedures and changes meeting 10 CFR 50.59 review criteria, Licensing actions, Test or experiments not described in the facility FSAR, P.lant operational occurrences (LERs),

Regulatory violations (IE Reports),

Technical Specification

changes, Plant Nuclear Safety Committee (PNSC) meeting minutes, and Any item deemed appropriate for review relative to safe operations.

2-19 (7390SNP )

Required reviews are processed in the manner described below:

Safety related. items are evaluated by the responsible members of the respective plant staffs.

If the item contains an unreviewed safety question, technical specification

change, FSAR change, or is deemed safety-significant by the Plant General Manager, it is forwarded to the CNS Section for independent review.

Upon receipt, the item is logged in and sent to the NSR Director who forwards it to the Principal Engineer Independent Review for assignment.

Depending upon the extent of the item and the disciplines or areas involved, the package is assigned to one or more of the Project Engineers in the IR Subunit.

Considerations to be included in the review are specified along with the time frame in which the review is to be completed.

'arith respect to both time and detail, the Project Engineer has a significant amount of latitude in carrying out the assignment.

Sometimes additional details that need to be considered are uncovered in the review, or a given review may produce unforeseen complexities that require more time than first estimated.

In these instances, the scope and time are adjusted as necessary with the concurrence of the Principal Engineer.

Once the assignment is completed, the comments are documented and the package is sent to the Principal Engineer for concurrence.

The Principal Engineer evaluates the

package, and if satisfied, sends it to the Director Nuclear Safety Review for final approval and filing.

If not satisfied, the Principal Engineer returns the package to the reviewer with specific comments that must be addressed before ii may be approved.

For each item reviewed, at least three signatures of qualified individuals are required to show that the items have been adequately evaluated.

The final signature is normally the Director-Nuclear Safety Review.

In all cases where technical specification changes are submitted to the NRC or where a modification or test constitutes an unreviewed safety question, formal approval must be obtained from CNS prior to implementation.

In the case of modifications or tests which do not constitute unreviewed safety questions, an approval memorandum is required, but the work can proceed before receipt.

Formal approvals are issued over the signature of the Manager CNS.

If a specific item cannot be fully closed out, yet the open element(s) does not constitute an immediate safety

problem, a "follow-up item" may be issued.

In these cases the review item is closed out and a specific follow-up document is initiated to trace and eventually close out the long-term open issue.

These follow-up items may be generated by any CNS Unit; are serialized,

updated, and closed out in a time frame consistent with their priority.

The respective Unit Director reviews the status of outstanding items to assure they are being handled in a timely manner.

Most items are resolved via direct contact between the CNS Engineers and the appropriate individuals on the plant staff.

however, if such efforts are not successful and it is determined that further act ion is required to enhance plant safety, a formal concern or recommendation is issued.

A recommendation results from a decision that a specific course of action is desired to improve nuclear safety margins.

A concern is raised when the course of action is unspecified but an identified deficiency requires resolution to improve nuclear safety margins.

Formal correspondence describing the concern or recommendation is initiated and sent to the appropriate Manager in the nuclear organization

.for resolution.

Target dates for resolution and final corrective 2-20 (7390SNP)

action are established consistent with the safety implications.

If the problem is 'of immediate safety concern, it is verbally communicated to the Plant General Manager and respective Nuclear Project Manager for prompt resolution.

Additional reports to Senior Management are discussed in Section 3.3.

A significant number of the items reviewed in the IR program are Licensee Event Reports (LERs).

These LERs are examined for safety implications, accuracy of root cause identification, and adequacy of corrective action to prevent recurrence.

Repetitive events are examined closely for safety significance and proper corrective actions.

Trends of LERs relative to equipment, procedure, and personnel deficiencies are also examined to highlight areas which may need attention.

The second major responsibility of the NSR Unit is the evaluation of plant safety-related systems to assess overall performance.

This activity is carried out by gathering and compiling data generated by tests, modifications, and repairs of the system; conducting interviews with operators; reviewing industry practice and integrating this information into an overall performance summary.

Reports are issued providing the nuclear operations personnel with an oui line of the evaluation, conclusions, and any appropriate recommendations and/or concerns.

The NSR Unit also monitors unresolved safety issues and is developing capabilities in the transient analysis area.

The main thrust of these programs is to act as the primary technical contact on key generic issues affecting the operation of the Company's nuclear plants and to gain the in-house ability to thoroughly evaluate and resolve issues insofar as practicable.

On-site Nuclear Safety Units fulfill the role of the ISEG as outlined in NUREG-0737.

These units are located at each CP8L nuclear plant site and have a relatively high degree of flexibility in carrying out their tasks.

Major functions included in the ISEG role are:

a ~

b.

co d.

e.

Operating experience feedback

program, Procedures and modification reviews, Evaluation of transients and safety system challenges, Direct observation of plant activities, and Special investigations.

The operating experience feedback function consists of screening assigned documents tor applicability to the plant.

Documents such as plant reports, NRC issuances, Company reports generated external to the plant, and industry assessments of operating experience are included in the system.

The ONS Unit determines if an Itenf is applicable and then routes it to the appropriate plant personnel and specifies whatever action is to be taken.

A document control system is used to ensure proper action.

As opposed to the 10 CFR 50.59 procedures and modifications review conducted by the NSR Unit, the task carried out by ONS under this heading is directed toward an "in-line" technical adequacy check.

Emphasis is placed on identifying programmatic deficiencies and establishing a good feedback loop to ensure that corrections are applied tothe procedure/modification development 2-21 (7390SNP)

i

process.

The same focus is placed on the assessment of plant transients and safety system challenges, i.e.,

"real time" assessments that thoroughly address the initiating events and apply the lessons learned.

In the routine conduct of CNS Section activities, informal contacts are required throughout the Operations Groups of the Company.

The Section's members are unrestricted in making these contacts and have the organizational freedom, authority, and independence to contact any person regarding safety matters.

Other than members of the nuclear project organizations, frequent contacts are made with the support functions in the Nuclear Engineering and Licensing Department, Nuclear Plant Construction Department, Fuel Department, Operations Training and Technical Services Department, and the Nuclear Staff Support Section.

2.3.2 Corporate Health Physics Section The Manager Corporate Health Physics Section, Mr. R. L. Mayton, Jr.,

holds a

bachelor's and master's degree in nuclear engineering and has 18 years of experience in nuclear

power, 15 years of which are utility nuclear experience.

The Corporate Health Physics Section consists of personnel with education and/or work experience in fields of radiation hygiene or health physics.

The section is also responsible for formulating and recommending corporate level health physics policies and programs, evaluating health physics programs and recommending any needed improvements and modifications in those

programs, and providing health physics expertise throughout the Company.

The Section provides support to the licensing and corporate nuclear safety activities of the Company,.

is responsible for the development and distribution of the Corporate ALARA Program, and makes periodic assessments of various ALARA programs developed to comply with the Corporate ALARA Program.

The section staff has the flexibility to review al I aspects of the Company 's health physics programs including staffing, training, procedures, equipment, and management support.

Among the range of activities which the staff conducts to accomplish this review are:

assisting in health physics activities at operating nuclear plants, attending meetings with health physics personnel associated with nuclear plant operations, and reviewing NRC inspection and enforcement

reports, Corporate QA audit reports, and incoming NRC correspondence.

The section staff review proposed NRC and EPA regulations, NRC regulatory

guides, and industry standards pertaining to health physics activities in order to assess their potential impact on Company operations.

The section staff advises company management of the results of these evaluations, as appropriate, in order to assist management in planning to meet any future requirements.

These proposed requirements are circulated to appropriate Company health physics personnel for their review and information.

The Manager Corporate Health Physics participates in several health physics task forces and ad hoc industry groups to assist in efforts to assess nuclear industry heal'th physics activities.

This information is used to keep appropriate Company personnel informed about industry activities for possible use in Company operations.

The Section staff conduct discussions with health physics personnel at other utilities and visits to other facilities, as appropriate, to assist them in assessing and understanding information 2-22 (7390SNP)

obtained from other uti I ities.

I The Manager Corporate Health Physics investigates known or suspected radiation overexposures as defined in applicable state and federal regulations and reports the results of the investigation to the Executive Vice President-Power Supply and Engineering ll, Construction.

Such reports include steps that have been taken to prevent similar incidents in the future.

The staff also review other matters of noncomptiance pertaining to Company health physics.

activities.

They have the organizational freedom to review in-depth the circumstances surrounding a noncompliance and report the results of the in-depth investigation to management levels as determined by the Manager Corporate Health Physics.

The Manager Corporate Health Physics is also responsible for the development, implementation, and maintenance of the Corporate ALARA program.

The Corporate ALARA Program def.ines the scope of and requirements for individual ALARA programs for Company health physics activities as well as for activities which affect health physics

programs, such as nuclear plant engineering and construct'Ion.

The line organizations are required to implement appropriate ALARA programs that comply with the Corporate ALARA Program.

The Manager Corporate Health Physics has been assigned the responsibility for conducting a periodic management review of the quality assurance audit program.

The review of this program is conducted twice each year and results are documented ln reports and discussed with the Manager - Corporate Quality Assurance, the Vice President Corporate Nuclear Safety and Research and the Executive Vice President Power Supply and Engineering 8, Construction.

The reports are also sent to the Chairman/President of the Company.

The Manager Corporate Health Physics has complete freedom to discuss health physics matters with anyone within the Company including the Chairman/President.

The Corporate Health Physics Section has no line responsibility for engineering, construction, or operation.

The section is primarily responsible for reviewing the Company health physics programs to determine if adequate Company resources are being expended in these programs.

If problems are identified, the staff has the organizational freedom to discuss the problems with the appropriate levels of management to resolve the problems.

If the problems are not resolved at one level of management, the matter is pursued with higher management until resolution satisfactory to the Manager Corporate Health Physics is obtained.

These Senior Management feedback mechanisms are discussed in Section 2.3.

Strong interfaces exist between the Corporate Health Physics Section staff, the Nuclear Plant DRC Manager and their staffs, and the Manager-Radiological and Chemical Support and his staff.

Additional interfaces with the Nuclear Engineering and Licensing Department and Operations Training and Technical Services Department have been established to assist them in their health physics related activities.

2.4 CORPORATE QUALITy ASSURANCE DEPARTMENT The Manager Corporate Quality Assurance Department, Mr. H. R. Banks, has 35 years of experience, which includes 20 years of Navy experience and 15 years 2-23 (7390SNP )

in various engineering management positions with the Company.

His experience includes 24 years in the nuclear power field.

The Corporate Quality Assurance Department is organized into three sections, (1) the QA/QC Brunswick and Robinson Plants

Section, (2) the QA/QC Harris Plant Section, (3) and QA Services Section.

The Corporate Quality Assurance Department was formed in 1981 to consolidate the quality assurance, quality control, and audit functions which were previously performed separately for engineering and construction activities, operations activities, and corporate quality assurance audit activities.

Each nuclear plant site now has on-site QA/QC staff to oversee QA/QC activities for engineering, construction and operations (see Figure 5).

2.4.1 QA/QC Brunswick and Robinson Plants Section The Manager QA/QC Brunswick and Robinson Plants Section, Mr. C.

H. Moseley, has 17 years of engineering experience, 11 of which are with the Company.

He has held a variety of engineering and management positions at the General Office including assignments in nuclear licensing, siting, system planning, and corporate communication.

QA/QC Brunswick and Robinson Plant Section is located in the Corporate Offices with on-site Directors reporting to it.

The QA/QC Brunswick and Robinson Plants Section assures proper application of quality standards, practices, and procedures associated with plant operations, maintenance, and modification.

The Manager QA/QC Brunswick and Robinson Plants and staff are responsible for:

a ~

b.

Providing QA/QC services at the plant.

Reporting quality-related problems for correction.

c ~

Stopping maintenance or modification work which does not meet requirements and documenting this action.

d.

Reviewing modification and plant maintenance documents, the Plant Operating Manua,l, and other plant procedures and instructions, as appropriate, to assure that quality requirements are adequately prescribed.

e ~

Ensuring holdpoints have been inserted in work control documents and conducting inspections and witness points for maintenance and modification of the plant.

Verifying acceptability of items and conditions by means of inspections, examinations, or tests.

go Providing guidance or check lists for accumulation of documentary evidence of quality and other QA records for retention.

h.

Coordinating/conducting surveillance of on-going plan activities, reporting results to he appropriate Plant Supervisor and following up to assure that timely corrective action is

taken, when appropriate.

2-24 (7390SNP)

Providing procedures or instructions necessary for the accomplishment of QA/QC activities.

J

~

Reviewing purchase requisitions and ensuring that QA/QC requirements are specified, except when reviewed by Quality Assurance Services.

k.

Reviewing Nuclear operations generated Architect-Engineer contracts and NSSS inquiries and contracts to ensure inclusion of necessary QA/QC requirements.

For nuclear operations generated contracts, maintaining liaison with, Architect Engineer (A/E) and NSSS Supplier in accordance with this Corporate Quality Assurance Program to keep up to date on QA/QC activities.and status, and to assure timely resolution of quality-related problems.

m.

Reviewing site-generated design specifications and procurement documents to ensure inclusion of QA/QC requirements.

Revisions to these documents which alter QA/QC requirements will also be reviewed.

n.

Reviewing the Corporate QA Program and proposing revisions, as appropriate.

The QA/QC Units ai Brunswick and Robinson Plants are responsible for conducting site QA/QC activities in accordance with the Corporate Quality Assurance Program and QA/QC procedures and has stop work authority.

2.4.2 QA/QC Harris Plant Section The Manager - QA/QC Harris Plant Section, Mr. N. J. Chiangi, has 30 years of QA experience, twenty-nine of which were in managerial positions.

He has been with the Company l0 years.

The QA/QC Harris Plant Section is located at the Harris Plant.

The QA/QC Harris Plant Section has the responsibility for assuring proper application of quality codes, standards, practices and procedures throughout engineering, construction, startup and operations of the Harris Nuclear Project.

The Manager - QA/QC Harris Plant and staff are responsible for:

a ~

Reviewing design specifications, and procurement documents to

. ensure inclusion of QA/QC requirements.

Revisions to these documents which alter QA/QC requirements will also be reviewed.

b.

Reviewing the Corporate Quality Assurance Program and proposing revisions, as appropriate.

co Assuring timely resolution of concerns and identified nonconformances.

d ~

Providing construction site QA/QC inspection activities with the exception of those inspection activities delegated to the Site 2-25 (7390SNP)

Manager as def ined under his responsibi I ity.

Inspections performed by the Construction Inspection group will be monitored by on-site QA/QC personnel.

e.

Reviewing field purchase documents for inclusion of QA/QC requirements.

Reviewing applicable construction procedures for compliance with specific QA/QC requirements.

go Training, qualification, and certification of Nondestructive Examination (NDE) personnel.

h.

Providing NDE procedures.

I ~

Providing, as necessary, Level III expertise which includes interpretation of test data.

J

~

Reviewing applicable Contractor NDE procedures involving code class work.

k.

Maintaining Radiation Isotope License issued by the State of North Carolina.

Providing stop work authority to:

(a) the Principal QA Engineer, (b) the Director QA/QC, Harris Plant, and (c) the Principal QA/QC Specialist NDE.

Stopping maintenance or modification work which does not meet requirements.

n.

Reviewing modification and plant maintenance documents and plant procedures and instructions, as defined to operations, to assure that quality requirements are adequately prescribed.

oe Ensuring holdpoints have been inserted in work control documents and conducting inspections and witness points for maintenance and modification of the plant.

po Coordinating/conducting surveillance of ongoing plant activities, reporting results to the appropriate Plant Supervisor and following up to assure that timely corrective action is taken, when appropriate.

q.

Providing QA/QC services at the plant.

Reporting quality-related problems for correction.

s ~

Verifying acceptabi I ity of Items and conditions by means of inspections, examinations, or tests.

2-26 (7390SNP)

Providing guidance or check lists for accumulation of documentary evidence or quality and other QA records for retention.

The QA/QC, Harris Plant Section conducts Harris Plant QA/QC activities in accordance with the Corporate Quality Assurance

Program, the Company ASME QA Manual, and QA/QC procedures.

The Section has stop work authority.

The QA/QC Harris Plant Section is responsible for implementation of the onsite Harris Plant QA engineering program to ensure that design, construction and modifications meet applicable regulations and codes.

It is also responsible for implementation of NOE QA procedures at the Harris Nuclear Project and the other Company projects.

2.4.3 QA Services Section The Manager QA Services

Section, Mr. R.

E.

Lumsden, has a bachelor's degree in Marine Engineering, and has 31 years of experience, one year in a managerial position with the Company and the remaining 30 years in the Navy.

Twenty-three of those 30 years were in the Navy Nuclear Power Program involving duties that included direct supervision of the construction, operation, and management of nuclear propulsion plants.

The Manager, Quality Assurance Services Section is responsible for those functions that are not plant specific, such as vendor surveillance,

auditing, training, administrative support and engineering support for the Corporate Office.

The Quality Assurance Services Section assures proper application of quality standards, practices, and procedures during engineering, construction, operation and modification of nuclear power plants.

The Quality Assurance Services Section is responsible for:

a ~

Reviewing A/E and NSSS inquiries and contracts to ensure inclusion of necessary QA/QC requirements.

b.

Maintaining liaison with the A/E and NSSS Supplier in accordance with this Corporate Quality Assurance Program to keep up to date on project QA/QC activities and status, and to a assure timely resolution of quality-related problems.

ce Reviewing design specifications and procurement documents to ensure inclusion of QA/QC requirements.

Revisions to these documents which alter QA/QC requirements will also be reviewed.

d.

Reviewing the Corporate Quality Assurance Program and proposing revisions, as appropriate.

e.

Assuring timely resolution of concerns and identified nonconformances.

2-27 (7390SNP)

Esiabl ishing the qualif ication of Vendor and Contractor Quality Assurance programs by conducting facility surveys, when required.

The actual function of conducting these surveys may be delegated to others, such as the A/E.

When this is the case, QA Services Section will monitor and may participate in surveys.

go Establishing, maintaining, and issuing an Approved Suppliers List.

This will include the evaluation and determination for periodic audits.

Conducting inspections and product acceptance activities (shop inspections) at Vendor facilities.

The actual function of conducting these inspections may be delegated to others, such as the architect eng.ineer.

When this is the case, QA Services Section will monitor and may participate in inspections.

I ~

Maintaining liaison with the field QA/QC representative of the, A/E and NSSS Supplier and the Company Site Manager (or Construction Manager, if contracted services are used) to assure prompt interchange of quality-related problems.

This function includes setting up definite communication lines.

J

~

Conducting an independent Corporate Quality Assurance'udit Program.

Auditors shall have no responsibility for quality achievement nor for quality assurance other than auditing.

They shall be trained in preparing, conducting, reporting, and following-up of audits to assure timely corrective action of conditions, practices and items that could degrade quality.

k.

Maintaining QA/QC procedures tor corporate and/or field use, including document control and coordination of preparation of revisions.

Maintaining the Corporate Quality Assurance

Manual, including document control.

m.

Distributing and maintaining controlled documents, as required.

n.

Assisting other Corporate QA Department Sections in developing, implementing, and maintaining training programs to qualify and upgrade QA/QC personnel.

oo Maintaining current codes and standards.

p ~

Controlling issuance of codes and standards and their updates or revisions.

q ~

Providing company interpretation of codes and standards, when required.

Reviewing applicable general office procedures for compliance with QA/QC requirements.

2-28 (7390SNP)

2.5 OPERATIONS SUPPORT GROUP The Senior Vice President

- Operations Support

Group, Mr. J.

M. Davis, Jr.,

holds a bachelor's degree in mechanical engineering, is a registered professional

engineer, and has 24 years of, experience in engineering and management.

2.5.1 Operations Training and Technical Services Department The Vice President Operations Training and Technical Services Department, Mr. B. J. Furr, holds a bachelor's degree in mechanical engineering and has 20 years of engineering experience, 15 of which is nuclear power experience; He has been Plant Manager of both the Robinson and Brunswick Plants.

He has held an SRO-license on the Robinson plant and was involved at both Robinson and Brunswick during startup testing and operation.

Reporting to the Vice President Operations Training and Technical Services is the Manager - Nuclear Training Section, the Manager Environmental Technology Section, the Manager - Radiological and Chemical Support Section, the Director Emergency Preparedness Unit, and the Principal Engineer Permits Unit.

2.5.1.1 Nuclear Training Section The Manager - Nuclear Training Section, Mr. A. C. Tollison, Jr.,

holds a

bachelor's degree in Chemical Engineering and has 18 years of nuclear experience.

He worked at the Robinson Plant and was Plant Manager of the Brunswick Plant.

He worked for the Institute of Nuclear Power Operations (INPO),

on loan from CP8,L, for two years as Director-Evaluation 8, Assistance Division.

The Company has established a comprehensive training program to provide required training for both licensed and non-licensed nuclear plant operations personnel such as Auxiliary Operators, Control Operators, Senior Control Operators, Shift Foreman, Shift Supervisors, and Shift Technical Advisors.

The program also provides for the training of other craft and technical personnel such as Radiation Control, Environmental and Chemistry Technicians, Instrumentation and Control Technicians (18C), Electricians, and Mechanics.

The training program makes use of offsite training conducted at the HENDEC combined with on-the-job training at appropriate generating plants.

Off-system training such as vendor training programs is ui i I ized where appropriate.

Within the Operations Training and Technical Services Department, the training programs are coordinated by the Nuclear Training Section under the direction of the Manager Nuclear Training.

The Nuclear Training Section provides support to the Nuclear Project Departments in the areas of Operations, Technical and Craft Training, and the operation of the simulator and other training facilities at the HENDEC and at the respective nuclear projects.

The primary purpose of the Nuclear Training Section is to assure that the Company has highly qualified personnel available to maintain and operate its nuclear generating plants in a safe and efficient manner.

These responsibilities and services are provided by an organization consisting of eight units which support nuclear" projects:

The Nuclear and Simulator Training Unit, the Fossil Operator Training Unit, The Craft 2-29 (7390SNP)

0

Technical Training Unit, the Administrative Unit and the Curriculum Development Unit at the HE&EC; and the Robinson Training Unit, the Brunswick Training Unit, and Harris Training Unit located at the respective nuclear plants.

The Nuclear Training Section units at the HE8EC are responsible for continuing support of present and future department

needs, assisting plants in determining training needs and performing task analyses, course development and instruction, monitoring regulatory and audit requirements, evaluating and providing simulator training and providing support to plants in areas such as instructor training, evaluation, and consultants.

The training director at the Harris Nuclear Project is responsible for training conducted through his unit and remains cognizant of courses provided by other units for plant employees.

Plant and Corporate line management will render support to his execution of that responsibility.

The training director works closely with all other plant management personnel to identify, develop, and present specialty training for plant employees.

The Training Director develops, coordinates, and arranges for the presentation to Company and contractors'mployees various training and indoctrination programs; e.g.,

security and health physics.

The plant training director Is also responsible for maintenance of training documentation and records for all plant personnel.

Formal training work sessions are held at least quarterly to ensure timely and deliberate interface and control of assignments between the plant training directors and HE8EC training section personnel.

Such sessions further coordination, communications, and consistency in. all training-related matters, and the timely Implementation of the respective responsibilities of assigned tasks.

In addition to the quarterly training work sessions, a Training Evaluation 8, Planning Committee has been established.

This Committee is charged with evaluating existing training programs and planning future programs.

It provides an opportunity for personnel from the plants and from the HE8EC to jointly participate.

The Committee's evaluations are broad in scope and, include assessments of operation and administration of training programs, suitability of programs to meet regulatory or other legal requirements, program effectiveness, or any other aspect of training that affects plant operation or overall training eff lciency.

The planning activities of the Committee focus on the general program mix that will be appropriate to meet training and retraining needs in the next year.

, Additionally, the committee is charged with promoting and assuring consistency with regard to qualification programs for personnel in Operations, Radiation Control, Environmental and Chemistry, I&C, and other Craft and Technical disciplines; improving communications and sharing ideas with regard to training; and monitoring staffing efforts which maintain a qualified staff at each of the operating nuclear plants.

The Manager - Nuclear Training is the

. Chairman of this committee.

The Nuclear Training Section staff works to maintain academic quality in all training programs by providing qualified instructors from its own staff or, when necessary, contracting for instruction services with universities and technical colleges or vendors.

For example, in the fail of

1980, the Company contracted with local universities to provide credit courses in the areas of mathematics and nuclear engineering at Brunswick and subsequently at Robinson.

The Company also contracted with a local university to provide mathematics instruction at the KE&EC to students in the Nuclear Auxiliary 2-30 (7390SNP)

Operator Tra in ing Program.

The Nuclear Training Section includes the fol lowing units:

The Nuclear and. Simulator Training Unit The Craft Technical Training Unit The Curriculum Development Unit The Brunswick Training Unit The Robinson Training Unit The Harris Training Unit The Fossil Operations Training Unit The Administrative Unit The Nuclear and Simulator Training, the Craft Technical Training, and the Curriculum Development Units are described below.

Nuclear and Simulator Trainin Unit The Nuclear and Simulator Training Unit is responsible for providing both classroom and simulator training at the HE8,EC for nuclear plant operations personnel.

This training is coordinated with that portion of the overall training conducted by the training directors at each nuclear plant.

The unit's responsibilities include training for auxiliary operators, simulator certification for RO and SRO license candidates, STA simulator training, and simulator retraining for plant operations personnel.

The Pressurized Water Reactor (PWR) simulator at the HER,EC, an integral part of the Company 's operator training program, was declared operational in

February, 1978.

It has been continually improved and updated since that time.

During

1979, model changes were made to improve simulation of the Three Mile Island incident and the computer capacity was increased.

A major modification to the Radiation Monitoring System of the simulator is ln operation.

A new Harris Nuclear Project simulator has been ordered from Westinghouse which reflects findings of human factors engineering studies and has enhanced modeling.

This simulator is scheduled to be operational by the end of 1985.

The Company accepted delivery of a Boiling Water Reactor (BWR) simulator in July,

1983, in order to further improve operator training for the Brunswick plant.

This simulator is undergoing installation and checkout and should be operational by February 27, 1984.

This new simulator simulates Brunswick Unit 2.

Operator training consists of a combination of classroom, in-plant, and simulator training.

Approximately 30 months of training are required for licensing an individual who has had no prior experience and approximately 18 months of training are required for a person with considerable experience such as an ex-Navy Nuclear operator.

The in-plant training is provided at the plant for which the individual will be licensed.

A portion of the classroom and all PWR simulator training is provided at the HE8EC.

BWR simulator training will continue to be provided at vendor simulators until the BWR simulator is operational in February of 1984.

The Nuclear 8, Simulator Training Unit coordinates the operator training program, ensuring that on-the-job, in-plant, classroom, and simulator training are welded into a cohesive program.

2-31 (7390SNP)

Craft Technical Trainin Unit The Craft Technical Training Unit is responsible for training of both craft and technical personnel.

Major responsibilities in support of nuclear generating plants include the initial, specialized, and advanced training for personnel in Radiation Control, Environmental and Chemistry, I8C, mechanical, electrical, and radwaste operator disciplines.

This unit has also provided training for personnel working on the Harris FSAR.

This unit uses laboratory and shop facilities as well as classrooms to provide both practLcal theory and hands-on instruction.

The Instrumentation a'nd Control Training Laboratory has equipment such as oscilloscopes, dead-weight

testers, power plant instrumentation, and hand tools.

The Health Physics and Chemistry Laboratory contains equipment such as dose-rate meters, air

samplers, balances, sulfur analyzer, and neutron detectors.

A Craft Training Building housing equipment such as welding machines,

lathes, radial drills, motor control trainers, electric power supplies, hand tools, and a hydraulic crane has been completed and is in use.

There are separate laboratories for mechanical,

welding, and electrical training as well as three classrooms and support areas.

These facilities are designed to provide well qualified craftsmen with the requisite skills to work at all the Company's power plants.

Course series for all crafts are divided into three levels--basic, intermediate, and specialized/advanced.

In general, the basic and intermediate series for each craft are four to six weeks in duration.

The specialized/advanced training is normally given after the completion of basic and intermediate training, and is accomplished "as-needed,"

as defined by the plant training supervisors and training sections.

Vendor schools are used when appropriate.

The general subject areas for each craft are:

Radiation Control-Chemistry, Health Physics, Environmental Counting Room; 2 ~

I8C-Pneumatics, Electronics, Electrical; 3 ~

Radwaste Operators-Auxiliary Boilers, Off-Gas, Chemical/Liquid Treatment, Solid Waste, Radwaste Management; 4.

Mechanics-Welding, General Shop, Plant Mechanical Systems; and 5.

Electricians-Practical Theory, Wiring Practices and Electrical Distribution, Plant Electrical

Systems, Electromechanical

Controls, Motors, and Generators.

Curriculum Deve I o ment Un it The Curriculum Development Unit is responsible for providing assistance in the development of educational programs and the means for evaluating the effectiveness of programs-offered.

This unit also provides administrative support in Iong-range planning, projection of training requirements, scheduling of students to attend training programs, and in the development of 2-32 (7390SNP)

training aids.

Of key and equal importance is the unit's participation in task analysis, the performance of employee follow-up evaluations after completion of training and assistance to advisory committees on craft training course content.

The unit has conducted task analyses for each of the sections'raft and technical training programs in order to validate these courses of study.

In order to enhance the depth of= the Sections programs and in order to provide some third-party input into the programs in such areas as thermodynamics and hydraulics contracts or liason with university faculty, private consultants with extensive operator training and evaluation expertise, and community college and technical institute resources are actively pursued.

Maintenance of a number of active contracts with outside contractors ensures continuing access to qualified personnel when and if they are needed to supplement the unit's own.

2.5.1.2 Environmental Technolo Section The Manager Environmental Technology Section, Dr.

W. T. Hogarth, holds a

bachelor and a master of science degree in biology, a doctorate degree in

zoology, and has 17 years of experience in the field of environmental assessment and monitoring.

The Environmental Technology Section conducts the Company 's environmental monitoring assessments and performs analytical chemistry and metallurgi.cal laboratory services at the Harris Energy 8 Environmental Center (HE8EC) in New Hill, North Carolina.

The Analytical Chemistry, Air Quality, Biology, and Metallurgy Laboratories provide an array of services and technical support to generating

plants, engineering activities, quality assurance and construction programs within the Company.

One subunit of the Biology Unit is located at the Brunswick plant.

The Analytical Chemistry Laboratory (ACL) provides chemical technical support for the Company's programs through a broad spectrum of activities.

Specific capabilities and other features are listed below:

i.

2 ~

3 ~

4 ~

5.

6.

7 ~

Water Analysis, Tissue Analysis, Transformer Oil Analysis, Lubricating and Hydraulic Fluid Analysis, Metal Analysis, Air Quality Analysi,s, and Special Analysis Capabilities.

The Metallurgy Laboratory at the Harris Energy 8, Environmental Center is equipped to provide metallurgical analysis, mechanical

analysis, and spectrochemical analysis for three major purposes:

failure analysis, materials evaluations, and quality assurance and control.

The Metallurgy Laboratory has been certified by the Construction Quality Assurance Section as a

supplier of laboratory services in accordance with the nuclear and non-nuclear sections of the American Society of Mechanical Engineers'ASME)

Boiler and Pressure Vessel Code.

Testing in 2-33 (7390SNP)

accordance with the requirements of the American Welding Society (AWS), the American Society for Testing Materials (ASTM), and the American National Standards Institute (ANSI), etc.,

is also available.

The majority of the work performed by the Biology laboratories is in support of environmental programs required by regulatory agencies related to licenses and permits for construction and operation of various facilities of the Company, and in response to plant personnel requests regarding biofouling and emergencies relating to biological organisms.

Tpe staffs of these laboratories have expertise in various disciplines of ecological

sciences, including aquatic biology (phytoplankton, zooplankton,

benthos, and freshwater and marine fisheries biology), toxicology, bioassay studies, wildlife

biology, and botany.

Technical support includes investigations and recommendations regarding fish kills, biofouling and flow studies in circulating water systems, fish diversion devices around intake structures, fishery management

programs, weed growth problems in cooling lakes and ponds, wildlife and aquatic insect pest problems, erosion control, threatened or endangered

species, water quality assessment and bioassay studies to allow onsite investigation of plant eff luents.

2.5.1.3 Radiolo ical and Chemical Su ort Section The Manager Radiological and Chemical Support Section, Mr. B. H. Webster, has a bachelor's degree in physics and 24 years of experience in the area of health physics, with 20 of those years asso'ciated with power or research reactors.

The Manager of the Radiological and Chemical Support Section, reporting to the Vice President Operations Training and Technical

Services, provides staff support in the areas of health physics, chemistry, and environmental activities and for the effective operation of the environmental, dosimetry, and chemistry laboratories.

The Radiological and Chemical Support Section (R8CSS) has responsibilities identified in the Corporate Emergency Plan to provide health physics and environmental support to the nuclear plants in the event of an accident.

These responsibilities and services are provided by an organization consisting of three units, each headed by a principal specialist or director.

The Health Physics Unit provides support and services to the plants in the area of health physics and radiation protection.

This support includes advice and guidance in implementing and maintaining the ALARA program, evaluation of The plant health physics

programs, assistance in developing and implementing health physics procedures, assistance in selecting and procuring monitoring equipment, technical support to assist in evaluating and resolving health physics related problems and professional and technical support for major outage activities.

2-34 (7390SNP)

This unit is responsible for administering the personnel monitoring program.

This responsibility includes reading of all TLDs and maintaining Company records on radiation exposure.

The Health Physics Unit is also responsible for maintaining the Radiation Control and Protection Manual which defines how radiation protection procedures and programs are implemented at our nuclear facilities.

The Health Physics Unit also provides support in the development of the emergency response/recovery organization to support the Cor orate Emer enc Plan.

This includes onsite support during emergency situations in the areas of environmental assessment and dose calculations and projections.

In carrying out these responsibilities, personnel from the Health Physics Unit work closely with personnel on the plant staffs as well as the Corporate Health Physics Section of the Corporate Nuclear Safety 8, Research Department.

They maintain an awareness of current and proposed regulations and work closely with plant and Department management to ensure that requirements are understood and effectively implemented.

Periodic meetings are held with the plant Environmental and Radiation Control Supervisors for the purpose of reviewing programs and problems related to health physics and possible resolutions of those problems.

The Environmental Unit provides support to the plants through the Radiological Environmental

Lab, located at the HER,EC.

The Radiological Environmental Lab is well equipped with laboratory equipment such as a

Low Beta Counting System, a Liquid Scintillation Detection

System, a

Ge (Li) Gamma Spectrometry

System, and a Beta Gamma Counting System.

This equipment is used by this unit to provide radiological environmental surveillance services to the operating plants and preoperational surveillance for the Harris Nuclear Project.

This unit performs radiochemical analyses of environmental monitoring samples, prepares and distributes routine and special radiological environmental monitoring reports and plans and implements radiological environmental monitoring programs for new plants.

The Environmental Unit maintains a close working relationship with each plant by making routine visits to each facility.

These visits are made to monitor plant programs and procedures and to assist plants with any problems.

One example of this type of program is the manner in which the unit assists the plant in maintaining the radwaste system by reviewing plant programs and

=

procedures and making recommendations for improving systems operations.

In addition to its permanent staff, this unit also utilizes support from various consultants.

This unit is also responsible for assisting the plants with the implementation.

and maintenance of programs relating to the Radiological Effluent Technical Specifications.

In order to maintain a high standard of excellence, the Environmental Lab participates in Quality Assurance Programs in conjunction with State and Federal agencies.

This program consists of analysis of spiked samples issued by the agencies, or the analysis of split samples and the comparison of laboratory results.

A laboratory quality assurance program is also conducted by the Company, which consists of the analyses of unknown samples and interlaboratory comparison of results.

2-35 (7390SNP)

The Environmental Unit maintains a cognizance of existing and proposed regulations and coordinates closely with plants and Departmental management to ensure that regulations are understood and effectively implemented.

The Chemistry Unit provides staff chemistry support to the operating nuclear and fossil plants and operates the HE8EC radiochemistry lab in support of the plants.

The Chemistry Unit staff assists the plants in developing chemistry

programs, procedures, and specifications.

Continuous review of the plant chemistry programs is maintained through review of weekly and/or monthly chemistry data and reports from each plant.

These reports are also transmitted to consultants who are experts on the various plants, and the consultants'eviews are coordinated by the Chemistry Unit staff.

The staff periodically visits the plants to discuss the reviews of chemistry programs and procedures, to inspect the plant for chemistry conditions, and to coordinate recommendations from the staff and/or consultants.

The Chemistry Unit staff also maintains industry contact through various organizations such as

EPRI, the EEI Chemistry Committee, and ASTM.

The radiochemistry lab provides services to the plants by performing chemistry analyses which may be beyond the capability of the plants or which are special one-time studies that the plants are not equipped or staffed to conduct.

Examples are radwaste evaporator bottom studies, quality assurance checks on bulk chemical specifications and chemical cleaning solution analyses.

The radiochemistry lab conducts a round robin program where standard unknown solutions are sent to the plant labs for analysis.

The results are anal,yzed by the Chemistry Unit and returned to the plants with recommendations for improvements in procedures or techniques.

This program includes the taking of samples for standard chemical analysis and samples for radioisotope analysis.

This serves as an important quality assurance check for the plant labs.

2.5. I.4 Emer enc Pre aredness Unit The Director Emergency Preparedness Unit, Mr. R.

G Black, has a bachelor' degree in industrial engineering, has U. S.

Naval Nuclear Power Program experience, is a registered professional

engineer, and has 15 years of experience in nuclear engineering.

The Emergency Preparedness Unit of the Operations Training and Technical Services Department is responsible for:

Directing and coordinating Corporate Emergency Planning to ensure regulatory compliance; assessing the readiness of all CP8L emergency plans and programs; serving as interface with regulatory agencies on emergency preparedness matters; providing emergency preparedness support for CP8L nuclear plants; maintaining train ing qualifications of p lant personnel in emergency response; testing emergency preparedness by preparing and conducting exercises; ensuring the.availability and operational readiness of emergency facilities, equipment, and supplies; deve,loping dam failure emergency plans for the hydro plants and providing coordination with Federal,

State, and local agencies.

2-36 (7390SNP)

2.5. 1. 5 Permi ts Un it The Principal Engineer Permits Unit, Mr. T. J. Crawford, holds a bachelor' and a master's degree in civil engineering and has 19 years experience with air and water resources, 10 of which have been with CP8,L.

The Permits Unit is responsible for obtaining non-radiological permits for all generating plants.

The Unit established and currently operates the Harris seismic monitoring program, and the Harris, Brunswick, and Robinson meteorological data collection programs.

It also has lead responsibility in acquiring the National Pollutant Discharge Elimination System (NPOES) permits and any federal,

state, and local permits not required by the NRC.

2.5.2 Fuel Department The Manager - Fuel Department, Mr.

W. J. Hurford, holds a bachelor of science degree in metal lurg ica I eng ineering and a master 's degree in industrial management.

He has 34 years of experience in the nuclear field.

Mr. Hurford served as the manager of the Light Water Breeder Reactor Core Manufacturing Activity at the Westinghouse Bettis Laboratory, he was the Vice President of Corporate Production of Wyoming Mineral Corporation, and he was the Manager of Production for the Western Zirconium Division of Westinghouse.

Reporting to the Manager - Fuel Department is the Manager Nuclear Fuel'ection.

2.5.2.l Nuclear Fuel Section The Manager Nuclear Fuel Section, Mr. L. H. Martin, holds a bachelor' degree in nuclear engineering, is a registered professional

engineer, and has 16 years of experience in nuclear engineering activities.

The Nuclear Fuel Section provides operations support to the Company's nuclear plants by giving technical assistance in four key areas:

refueling support, startup

support, analytical

support, and fuel performance monitoring.

Prior to plant refueling outages, Nuclear Fuel Section personnel work with the plant staff to develop fuel shuffle procedures to assure proper core loading and to minimize critical path downtime.

During the physical fuel movement activities, Nuclear Fuel Section personnel recommend and assist in.various irradiated"fuel inspection programs and sipping procedures.

Technical recommendations are given for test result interpretations and, if required, fuel reshuffling plans are developed.

In the event a fuel assembly is

damaged, the Nuclear Fuel Section is responsible for taking corrective action and coordinating activities regarding a replacement assembly.

Nuclear Fuel Section personnel are on site during startup physics testing to provide assistance in test procedure development and review, to assist in performing the physics tests, and to give technical assistance in data reduction and interpretation.

Comparisons are made between measured and predicted results and any discrepancies are analyzed and explained in detail.

2-37 (7390SNP)

Nuclear Fuel Section personnel provide analytical support for all activities relating to core management and operations.

The Section has primary responsibility for fuel cycle planning and procurement.

Analytical support is provided for determining batch size and enrichment requirements, loading patterns and the merits ot proposed changes in fuel design.

Plant licensing and core physics characteristics are reviewed for each core loading.

Vendor supplied process computer data constants are verified and process computer backup support is provided.

The Nuclear Fuel Section provides recommended rod patterns for startups, conducts in-core flux map analyses, analyzes xenon transients, provides shutdown margin calculations and determines estimated critical positions.

Analytical support is provided for special operating conditions such as operation with a stuck rod and end-of-cycle coastdown.

Nuclear Fuel Section personnel provide procedures for special measurements and transient parameter tests.

Topical reports on the Company 's BWR steady state neutronics methodology are under review by NRC.

Work is progressing toward steady state neutronics methodology for PWRs and transient analysis methodology for both BWRs and PWRs.

The Company maintains an ongoing fuel performance monitoring program in which

. routine reports are prepared detailing statistics on past generation, remaining fuel generation capability, power and exposure distributions, margins to technical specification limits, and reactor coolant activity levels.

Startup physics test results are documented and compared to predictions.

Fuel performance information is also collected and transmitted to the fuel supplier for review and analysis.

In addition to the above operations support activities, the Nuclear Fuel Section coordinates the Company 's special nuclear material accountability program and monitors and supports the Company's spent fuel transportation and management activities.

In carrying out its operations support responsibilities, the Nuclear Fuel Section coordinates with personnel in other departments within the Company 's Nuclear Generation and Operations Support Groups.

In addition to those activities described

above, interaction with the Nuclear Project Departments involves periodic planning for optimum fuel operating strategies and core control.

Daily contact is maintained between the Nuclear Fuel Section staff and the engineering and operations staff at the Brunswick and Robinson Nuclear Projects.

Continuing interactions with the Nuclear Licensing Section of the Nuclear Engineering and Licensing Department provide for detailed reload tuel licensing review and coordination.

2.5.3 Materials Management Department The Vice President Materials Management Department, Mr.

W. B. Kincaid, has a

bachelor's degree in mechanical engineering, is a registered professional

engineer, and has 43 years experience in the electric power industry, 27 of which have been in various supervisory and management positions with CP8L.

2-38 (7390SNP)

N

The Purchasing Section of the Materials Management Department provides procurement support to the operating nuclear plants.

Within the Purchasing

Section, the Generation Procurement Unit - Nuclear is responsible for the purchase of operating materials and spare parts for the Harris Nuclear Project.

The Expediting Unit is staffed to provide support for expediting shipment of material to the Brunswick and Robinson Nuclear Projects.

The section coordinates the procurement of standard and quality assurance related materials and services with the Nuclear Project Department Staff.

The Section resolves problems relative to supplier qualification, quality assurance requirements, internal and external quality assurance

audits, and training coordination with the appropriate QA/QC section.

The Purchasing Section also coordinates with the Corporate Quality Assurance Department in areas of quality assurance audit and supplier qualification.

The audit is performed to ensure compliance with the Corporate Quality Assurance Program and other related programs and manuals.

The Materials Control Section assists in layout of warehouse, cataloging of materials, and implementation of inventory control computer systems for the Harris Nuclear Project.

2.5.4 Contract Services Section The Manager Contract Services

Section, Mr. S.

F. Stidham, holds a bachelor' degree in industrial engineering and has 33 years industrial experience, 20 of which have been in supervisory and management positions.

Responsibilities of the Contract Services Section include the development of contract labor and services with appropriate review and assistance from the Company 's Legal Department to ensure the proper, timely, and efficient use of such labor and services for all nuclear related work.

2.6 FOSSIL GENERATION AND POWER TRANSMISSION GROUP The Senior Vice President Fossil Generation and Power Transmission

Group, Mr. L.

W. Eury, holds a bachelor's degree in electrical engineering, is a

registered professional

engineer, and has 23 years of experience in various engineering and management positions in the Company.

Reporting to the Senior Vice President Fossil Generation and Power Transmission Group is the Fossil Operations Department and the Maintenance Support Section.

Both provide limited, but essential support to the nuclear projects.

2.6.1 Fossil Operations Department The Vice President Fossil Operations Department, Mr. J.

B. McGirt, has held an -SRO license at the H. B. Robinson plant and has 35 years experience in plant engineering and operations; 3i with CP&L, 20 years of which have been in supervisory and managerial positions.

2-39 (7390SNP)

2.6. 1.

1 Generation 0 erations and Maintenance Section The Manager Generation Operations and Maintenance

Section, Mr. E.

G.

Hollowell, holds a bachelor~s degree in mechanical engineering, is a

registered professional

engineer, and has held an SRO license at the Brunswick plant and was certified for SRO responsibilities at Dresden.

He has 33 years experience in plant engineering and operations, 31 of which have been with CPS,L, 17 years of which have been nuclear related.

The Generation Operation and Maintenance Section provides staff engineering to all generating plants including the Harris, Robinson, and Brunswick Nuclear Projects in the areas of operations and maintenance, and plant efficiency and reliability.

This support also involves assisting the plants in the development of Critical Path Method (CPM) charts or other scheduling methods to ensure a coordinated outage program.

By providing available statistics of manpower and time utilization from previous maintenance operations, the section assists in the proper scheduling of maintenance.

The continuing analysis of current maintenance problems permits the improvement of maintenance methods and cost reductions.

Current methods are compared with methods used by other utilities or with manufacturers recommendations, and suggestions for improvement of maintenance methods are recommended to the plant.

The accumulation and analysis of data on plant availability and equipment reliability are used to assist plant operating staffs in developing and implementing programs to improve plant reliability.

2.6.2 Maintenance Support Section The Manager - Maintenance Support Section, Mr. C.

G. Letchworth, holds a

bachelor's and a master's degree in mechanical engineering and is a registered professional engineer.

He has 12 years experience in plant engineering, operations, and maintenance with CPS,L, 8 years of which have been in supervisory and management positions.

The Maintenance Support Section was created in 1982 and reports to the Senior Vice President Fossil Generation and Power Transmission.

The Maintenance Support Section provides support to the maintenance programs at the Company's operating power generating plants.

These support functions include assisting in coordinating the scheduling of generating equipment outages with the System Operations Department and providing maintenance manpower and technical support to each nuclear plant.

Each area superintendent maintains close communication with the maintenance supervisors at the generating plants in his assigned area in order to remain aware'f their requirements for maintenance support.

The schedule for crews and specialists to work at various plants is approved by the Section Manager.

Ii is based on input from the area superintendents and the planning and scheduling personnel at the operating plants.

In determining the schedule, special emphasis is placed on how critical the work is and on the priority of the unit for system generation.

When necessary, personnel from all three geographic areas may work at a particular plant in order to provide as much of the outside requirements for manpower, supervision, and technical support as possible.

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II

The outage coordinating function for the Maintenance Support Section is performed by an operations engineer who obtains data for plant equipment outage requirements on long-term, short-term, and emergency bases.

These equipment outage requirements are developed and used to coordinate with the System Operations Oepartment for the planning and scheduling of long-term and short-term outages.

The data are also used to provide a basis for minimizing the length of emergency outages while meeting the system power requirements.

Approximately 226 craftsmen, 20 foremen, and 6 technical specialists fulfill the maintenance manpower function.

The crews and specialists are based at three strategic locations in the northern,

eastern, and southern areas of the Company

system, and report to an area superintendent.

Each crew is equipped with a van-type trailer which is moved to the plant site where the crew is assigned and which contains the foreman's office, crews'ockers, work

benches, and special tools.

Effective September 1,

1983, the Maintenance Support Section assumed responsibility for the coordination of manpower requirements, including the use of contractors for scheduled plant outages.

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3. 0 ADD I T I ONAL I NFORMAT I ON

3. I HARRIS PLANT OPERATIONS SECTION QUALIFICATION REQUIREMENTS The proposed organization for the Harris Plant Operations -Section is shown in Figure 2.

The Harris Plant Section will be staffed to provide adequate numbers of personnel with the requisite qualifications and experience levels to ensure safe and proper operation and maintenance of ihe facility at all times.

The Section will provide opportunity for development of personnel to ensure that adequate manpower resources will be available for future needs.

Major functional areas 'will be organized and staffed in a manner that will provide for a high level of management and supervisory attention.

Table 3.1 provides a cross-reference of the minimum training and experience qualifications required for the various plant positions.

Individuals who do not possess the formal educational requirements specified in Table 3.

1 for a given position will not be automatically eliminated from consideration when their qualifications are demonstrated by other factors.

Positive factors which may be considered on a case-by-case basis include:

a.

High School diploma or GED, b.

Sixty (60) semester hours of related technical education taught at the college level (900 classroom or instructor-conducted hours),

co Qualified by NRC as senior reactor operator at the assigned p lant, d.

Four (4) years of additional experience in the area of responsibility, e.

Four (4) years of supervisory or management experience, Demonstrated ability to communicate clearly (orally and in writing),

g.

Successful completion of the Engineer-In-Training examination, h.

Professional Engineer

License, i.

Associate degree in engineering or related

science, and Four-year degree in a related field or completion of other formal studies.

The fol lowing def initions shal I

be applicable to Table 3. I:

Nuclear Power Plant Ex erience - Experience acquired in the preoperational and startup testing activities at or operation of nuclear power plants.

3-1 (7390SNP)

a ~

Experience in design and construction may qualify as applicable nuclear power plant experience and will be evaluated on a case-by-case basis.

b.

Experience acquired at military, non-stationary or propulsion nuclear plants may qualify as equivalent experience on a year-for-year basis up to a maximum of three years.

ce Experience acquired in non-power plants such as test, training,

research, or production reactors may qualify as nuclear plant experience on a year-for-year

basis, up to a maximum of one year's credit.

d ~

Training may qualify as nuclear power plant experience if acquired in appropriate reactor simulator training programs, with one month's training being equivalent to three month's experience, with a maximum of one year's credit.

e.

Training programs associated with operating nuclear power plants, the culmination of which involves actual reactor operation, may qualify as equivalent to nuclear power plant experience on a

year-for-year

basis, with a maximum of two years'redit.

On-the-job training may qualify as equivalent to nuclear power plant experience on a year-for-year

basis, with a maximum of two years'redit.

go A Master's Degree may be considered equivalent to one year of professional experience, and a Doctor's Degree may be considered equivalent to two years of experience where course work related to the particular specialty is involved.

0 eratin Staff Trainin Pro ram The objective of the Harris Project training program is to develop and maintain an operating organization capable of and responsible for the safe and efficient operation and maintenance of the plant.

This training program is designed to comply with the intent of the requirements of Regulatory Guide I.S, Revision I, "Personnel Selection and Training."

The program provides training based on an individual employee's experience and intended position.

lt is intended to fulfill NRC licensing and personnel qualification requirements for the initial plant staff, replacement personnel, and maintenance and upgrading of plant personnel.

All personnel attend certain orientation programs and specialized courses in such subjects as emergency preparedness,

security, health physics, and safety.

They also receive specialized training as required in their job skills.

Harris Plant 0 erations Section Mana ement and Su ervisor Personnel Trainin The formal training program for the plant management and supervisory personnel provides these personnel with the qualifications necessary to assure that the plant will be operated in a safe and efficient manner.

Qualifications required by ANSI/ANS 3.I, September l979 draft, are met at the time of initial core loading or appointment to the position, whichever is later.

Managers 3-2 (7390SNP)

required to have training equivalent to that necessary for Senior Reactor Operator's license must participate in training programs described in ANSI/ANS 3.I, September l979 draft, as necessary" to fulfill this requirement (see Table 3-I).

The Environmental and Radiation Control Manager and Radiation Control Supervisor qualifications will be reviewed against the criteria of Regulatory Guide 1.8 to ensure that appropriate standards are met.

3.2 HARRIS PRE-STARTUP PREPARATION As a result aware of the management a

orderly tran a ~

of the experience gained at Robinson and Brunswick, The Company is value of early pre-startup planning for Harris Unit 1.

Several ctions have been taken with the objective of effecting a smooth, sition from construction through startup to operations:

The construction schedule reflects CP&L's consideration of plant startup requirements.

Both Release for Test (RFT) and Final System Turnover (FST) schedules have been developed jointly by the Startup and Test Unit, Harris Plant Engineering

Section, and Harris Plant Construction Section which defines a sequence and timing of each RFT and FST turnover to the Testing organization which will support an orderly testing process.

The various buildings and piping systems have been scheduled in a manner that will permit'he early involvement of the startup organization.

This will allow a leveling of the startup manpower requirements and will permit the startup and testing of the entire system to begin as early as practicable.

As equipment and systems are completed, they are transferred to the Startup and Test Unit which functions as a construction test organization to implement the component testing and initial operation program.

The RFT and FST turnovers represent a transfer of jurisdiction but does not transfer responsibility for work that is normally performed by the Harris Plant Construction Section (i.e.,

work identified on plant design documents and punch lists).

All work performed by the Harris Plant Construction Section and ihe Harris Plant Operations Section Maintenance Unit after release to the Startup and Test Unit will be controlled in accordance with the Startup Manual.

The RFT process allows initial operations,

flushing, and hydro testing to begin on a partial system basis.

Prior to performing the system preoperational test a formal FST of

systems, components, facilities and structures is accomplished until eventually all plant systems, components, facilities, and structures have been formally released to the Harris P lant Operations Section.

The Startup and Test Unit functionally reports to the Harris Plant Operations Section but is matrixed to the Harris Plant Construction Section such that the same test group directs all phases of equipment and system testing.

Similarly, the complete jurisdictional transfer of electrical systems and components is accomplished through a series of RFT

.and formal FST turnovers until eventually all plant electrical systems and components have been formally released to the Harris Plant Operations Section.

The construction schedule places emphasis on early completion of those common portions of the building which contain the control room and the cable spread 3-3 (7390SNP)

rooms.

The intent is to construct these faci I ities as soon as possible in order to ai low instal lation of the relay racks and control boards in the cable spread room and control room.

Again, releasing startup and test work as early as possible will provide the maximum amount of time for an orderly transition to the operating phase.

b.

Another construction management action has been taken with respect to scheduling in order to facilitate an orderly test program and startup of the plant.

Because facilities to house the Startup and Test Unit were completed in the early phases of construction, the Startup Engineers were able to become involved in the day-to-day construction of the various systems for,which they are responsible.

This early assignment of onsite startup personnel will enhance their familiarity with the plant and its systems when they ultimately write preoperational and startup test procedures.

The familiarity gained will minimize problems usually experienced during the turnover of systems, components, facilities, and structures.

co Beginning in I979, boundaries of the systems detailed in the individual RFT packages were defined.

This assists the Harris Plant Construction Section in accomplishing the sequential completion and turnover of systems to the Startup and Test Unit.

The establishment of system boundaries also permits Quality Assurance personnel to collect, check and package documentation in volumes that are grouped according to system boundaries in preparation for future FSTs.

d.

The organization at the Harris Nuclear Project has been structured-so that there are fewer organizations involved in the RFT/FST process than typically seen in a project of this size.

Therefore, the process of system completion and checkout by the Harris Construction Section and QA/QC Section, and release to the Harris Plant Operations Section is shorter.

This results in a more efficient turnover system.

The onsite QA/QC Section performs in-process inspections and surveillances during construction, component testing, and initial operation testing after RFT.

As.individual systems or portions of systems are completed, the onsite QA/QC Section performs final system inspections.

Any nonconforming or incomplete work is identified and documented for resolution.

Subsequent inspections are performed to,ensure proper resolution of nonconformances and incomplete work.

Any outstanding work (e.g.,

incomplete work or a nonconformance) is identified in the FST package as exceptions.

The FST package is then forwarded to the Harris Plant Operations Section for acceptance.

The Harris QA/QC Section will continue to provide coverage for any additional work (e.g.,

resolution of exceptions) performed by the Harris Plant Construction Section subsequent to system turnover. After system

turnover, the Harris QA/QC Section will continue to provide QA/QC coverage of the testing, operation, and maintenance activities performed by the Harris Plant Operations Section.

3-4 (7390SNP)

0

As an aid in developing complete RFT and FST turnover

packages, a Material Trackin S stem has been created for pipe spool,

hanger, and electrical cable installation.

The purpose of this System is to track the status of these bulk items from their delivery through installation and subsequent release to the Startup and Test Unit group in a consistent and efficient manner.

A secondary reason for creating this system was to establish a

common data base from which the status of material can be determined by all functional groups.

Construction Control S stem - This module of the Material Tracking System consists of an on-line computerized system with a common data base from which the engineering, construction, quality assurance, and operations (startup) sections can extract pertinent data relative to the status of material during the erection, inspection, RFT testing, and FST phases of the project.

One major component of the Construction Control System is a tracking system which provides the status of systems for startup and testing.

Additional components include:

a ~

Startup Work List This component was implemented in 1982 and is the master punch list ot remaining work on systems at the time of final system turnover to the Harris Plant Operations Section for preoperational testing.

The list is subdivided by system.

It includes FST exceptions, work items identified after FST as a

result of testing, and Construction Work Request/Authorizations (CWRA) issued after FST.

b.

Field Change Request (FCR)/Design Change Notice (DCN) Tracking System This system was implemented in 1983 and tracks the status of field initiated design changes (FCRs and A/E initiated DCNs).

The system also provides a cross reference between FCRs/DCNs and Release for Test boundaries to aid in completion of systems for RFT.

Co Mechanical Status Reporting System This interim component of the Construction Control System was implemented in 1979 and converted to an on-line status in June 1981.

The system tracks the status of piping spools,

hangers, restraints, and valves.

Ii is currently being updated to track entire RFT packages and related documents.

d.

Electrical Status Reporting System This interim component of the Construction Control System was approved and implemented in early 1981.

This system tracks the status of cables, cable

trays, conduit, and terminations.

It is also designed to interface with the Architect Engineer's computerized Cable Routing System which produces

raceway, cable pull, and cable termination cards.

In September 1981, this system was also converted to an on-line system.

e.

Welder Qual Ification System A manually operated system for monitoring welder qualification was in operation from the time the Construction Permit was received until 1980.

The system was computerized in 1980.

It tracks the qualification status and 3-5 (7390SNP)

performance of each welder on the Harris Nuclear Project, and alerts project management when certifications of each welder is nearing expiration.

The Harris Nuclear Project Startup Manual addresses the plant startup program beginning with completion of construction (on a system or equipment basis) and continuing through completion of-the Power Test Program.

There are two major phases of activity as follows:

Construction Phase:

The Harris Plant Construction Section has responsibility for the plant during the period that begins with receipt of equipment on site and ends with final system turnover to the Harris Plant Operations Section.

Prep erational Startu Test Phase:

The Harris Plant Operations Section has responsibility for the plant during the period that commences with final system turnover though the completion of the Power Test Program.

The Startup Manual, Section 5, "Construction Completion Activities," is used by the Harris Plant Construction Section as a guide in performing necessary checks prior to releasing the equipment to the Startup Unit.

I The Startup

Manual, Section 6, Construction/Startup Interface, describes procedures and controls between the Harris Plant Construction Section and the Startup and Test Unit for the release for test and final system turnover of equipment and systems.

After release of a system to the Startup and Test Unit, any work or other required modification will be processed through the responsible Startup Engineer or Supervisor and will continue to be performed by the Construction Section personnel as applicable.

The Company will be able to maintain adequate staffing of the Harris Plant Construction Section as a

result of the following factors:

'a ~

The peak manpower requirement for the mechanical and electrical crafts for the plant will have passed and the number of craftsmen will be reduced.

The Company will be in a position to retain those craftsmen with higher skill levels and on-site experience.

b.

The craftsmen retained wi I I be those

who, in most cases, have made the initial equipment installation.

Their familiarity with the facility and other site-specific procedures, requirements, etc., will expedite future work.

The Harris plant is the fourth nuclear unit for which Company professional and technical personnel have participated in the construction and startup phase.

As construction continues on the plant, their level of expertise will rise.

3.3 SENIOR MANAGEMENT OVERSIGHT FUNCTIONS The Vice President Corporate Nuclear Safety and Research Department provides CP8,L's Senior Management, including the Chairman/President and the Board of Directors, with a continuing assessment of current nuclear safety programs.

If any nuclear safety or quality assurance issue requires immediate attention, the Vice President Corporate Nuclear Safety and Research has the authority and organizational freedom to contact anyone with the Company, including the 3-6 (7390SNP)

Chairman/President and the Board of Directors, in order to resolve such concern to his satisfaction.

Figure 7 shows these administrative channels and direct communications channels.

The Company 's policies with respect to nuclear safety and quality assurance are set forth in Exhibit 1

and IA.

The Vice President - Corporate Nuclear Safety and Research Department meets at least quarterly (and whenever matters requiring immediate attention dictate) with the managers of QA/QC at Brunswick, and Robinson and the Manager of the Corporate Quality Assurance Department to discuss safety and QA issues.

He also meets with the General Managers of the Brunswick and Robinson Plant Operations Sections and will begin to meet with the General Manager of the Harris Plant Section on a quarterly basis at an undertermined time in the future (see exhibit 2).

If the Vice President Corporate Nuclear Safety and Research is absent, or in the event he does not respond satisfactorily to a nuclear safety or quality assurance

issue, each of the Managers and Directors listed in Figure 7 is required to communicate directly with the Chairman/President.

In addition, the Vice President of Corporate Nuclear Safety and Research meets approximately twice a year with the Company's Chairman/President to review actions related to nuclear safety at the plants and to present a nuclear safety summary (see Exhibit 3).

The Vice President - Corporate Nuclear Safety and Research makes an annual presentation to the Board of Directors on nuclear safety of the operating plants.

If the Vice President - Corporate Nuclear Safety and Research is not satisfied with the Chairman/President's response to a nuclear safety or quality assurance

issue, he is directed to meet with a member of the Board of Directors to express his concerns (see exhibit I).

The Senior Management Oversight Function has proved to be an effective Senior Management feedback system which operates independently of normal administrative channels.

Those individuals within the Company who administer nuclear safety and quality assurance programs have written authority providing complete organizational freedom to perform their job functions.

A similar corporate policy exists with respect 'to health physics and radiation protection.

This policy statement describes the goals and objectives of the radiation protection programs and delineates mechanisms for senior management oversight (see exhibit 4).

Members of CP8,L's Senior Management routinely receive copies of major reports generated by the Corporate Nuclear Safety Section which enhances Senior Management Oversight.

These reports include a bimonthly summary of outstanding

Items, a

summary of Licensee Event Report (I ER) trends by categories, and summaries of operating experience feedback and review activities.

As appropriate, detailed assessments of system performance may also be distributed to senior management.

The Corporate Nuclear Safety and Research Department may include recommendations in their report to Senior Management if a commitment for corrective acton does not appear to be sufficient to resolve a nuclear safety or quality assurance problem by the established target date.

Items of interest regarding safety are also summarized to keep senior management apprised of ongoing activities.

(7390SNP)

I

Members of Senior Management also receive copies of quality assurance audits.

An audit report includes the audit scope, participants,

results, recommendations, comments; and details of nonconformances.

There are three terms used in audit reports:

<<findings," '~concerns,"

and "comments."

The terms "findings>> and "concerns" represent nonconformances which require documented corrective action for resolution.

A "comment" is a weakness which may present a potential problem and may not require documented corrective action.

The audit report is addressed to the Company President/Chairman, the Executive Vice President Power Supply and Engineering 8, Construction, and The Senior Vice President Nuclear Generation, with copies to the department,

section, or unit which was audited.

Within 30 days after receipt of the

report, the department,

section, or unit audited must formally respond to the audit and provide the corrective action and schedule for resolving each finding.

The respective QA/QC Manager reviews these responses for adequacy and contacts the responsible department,

section, or unit managers to resolve any problems.

In addition, the Corporate Quality Assurance Department forwards monthly reports containing the status of all quality assurance audits to Senior Management.

The key to the success of this audit program is that audit reports which identify deficiencies are sent to Senior Management at the same time they are sent to middle management.

Members of CPS,I 's Senior Management responsible for nuclear plant operations are keenly aware of all aspects of plant operations and keep abreast of any concerns that may affect nuclear safety.

On a daily basis, the Executive Vice President Power Supply and Engineering 8, Construction receives written reports on the status of operating units, load reductions, and reasons for those reductions.

Through direct discussions and staff meetings, the Senior Vice President Nuclear Generation and the Vice President - Brunswick Nuclear Project keep the Executive Vice President - Power Supply and Engineering 8,

Construction advised of any significant concerns affecting the nuclear plants.

On a periodic basis, the Executive Vice President Power Supply and Engineering 8, Construction Groups," the Senior V,ice President Nuclear Generation meet at the operating nuclear projects to review matters 'related to nuclear, project operations with plant management personnel.

3.4 COORDINATION OF INTERDEPARTMENTAL TECHNICAL STAFF SUPPORT Responsibility for coordination of technical staff resources for supporting the nuclear project is shared between the Senior Vice Presidents of the Nuclear Generation Group, the Operations Support Group, and the Fossil Generation and Power Transmission Group.

Written memoranda define each department's functional responsibilities for support activities.

During routine operations, when a Nuclear Project Department requires technical assistance, the respective plant section or unit manager initiates a

written Task Assistance Request (TAR), and forwards it to the respective nuclear support department.

Typically, the Nuclear Plant Engineering and Licensing Department is requested by the Nuclear Project Department to provide engineering assistance to resolve a plant design problem.

The Nuclear Engineering and Licensing Department performs the necessary engineering and recommends a solution to the Nuclear Project Department.

The modifications 3-8 (7390SNP)

are designed to comply with the requirements of the Corporate QA Program, the plant techncial specifications, and to other appropriate design codes.

Modifications may be installed by the Nuclear Project Department or by the Nuclear Plant Construction Department if the Nuclear Project Department so requests.

All modifications to the operating plant are approved by the appropriate persons in the Nuclear Project Department prior to installation.

Similar interdepartmental responsibilities exist among the Nuclear Engineering and Licensing Department, Fuel Department, Operations Training and Technical Services Department, and Nuclear Project Departments.

The delegation of responsibilities is designed to ensure that nuclear refuelings and spent fuel movements are coordinated

properly, nuclear licensing interface with NRC is coordinated with the plants, and that meteorological, seismological, and environmental monitoring programs are carried out as required by the operating license for each unit.

If situations arise at nuclear projects requiring immediate technical staff

support, the respective Vice President or Manager - Nuclear Project Department may request immediate assistance from appropriate department heads throughout the Company or from outside contractors and vendors, if necessary.

3.5 BRUNSWICK IMPROVEMENT PROGRAM The Company 's effort to improve operations at the Brunswick Nuclear Project is an example of the involvement and commitment of Management to the Company 's nuclear program.

These efforts have involved The establishment of goals for improvement in the areas of Health Physics, Maintenance, Operations, and Design Control.

Many of these efforts have shown positive results, and the Company is confident that the performance of Brunswick Units i and 2 will continue to improve significantly in future years.

Similar improvement programs are in place at both the Robinson and Harris Nuclear Projects.

The accomplishment of the goals established for each Nuclear Project will significantly enhance the overall nuclear program of the Company.

3.6 INVOLVEMENT IN INDUSTRY ACTIVITIES

A further indication of the Company 's commitment to its nuclear program is the degree of its industry involvement in major industry activities.

The Company actively participates in and supports industry groups such as the Institute of Nuclear Power Operations (INPO), the Electric Power Research Institute (EPRI),

the Westinghouse Pressurized Water Reactor Owners 'roup, and the GE Boiling Water Reactor Owners'roup.

3.7 TECHNICAL STAFF RESOURCES The functional organization of the various groups which support nuclear operations is described in Section 2.0.

Within this organization are personnel with the training, experience, and expert'ise to ensure that technical capability is maintained in the following areas:

Nuclear, mechanical, structural, electrical, thermal-hydraulics, and fluid systems b.

Metallurgy and materials; instrumentation and controls engineering 3-9 (7390SNP)

c.

Plant chemistry and radiochemistry d.

Health physics e.

Fueling and refueling operations support f.

Maintenance support g.

Technical and Engineering support h.

Operations management i.

quality assurance j.

Fire protection k.

Emergency Preparedness The distribution of areas of expertise and responsibility within the functional organization is depicted on Figure 4.

ln order to demonstrate the staff personnel resources in a clear and concise

manner, a figure and several tables are provided.

Figure 8 shows authorized and actual-staffing levels for professional employees (Category II), including degreed engineers.

Table 3-2 shows the total number of college graduates within the nuclear support organization.

Tables 3-3 and 3-4 list the number of Professional Engineers and Engineers in Training who support nuclear operations.

Table 3-5 depicts the number and distribution of individuals within the departments who have technical degrees.

The existence of these technical staff resources further demonstrates the Company's capability to properly support all of Its nuclear activities.

3.8 OFFSITE STAFF TRAINING The offsite technical support personnel receive training during the course of their performance of their daily responsibilities.

Written procedures for handling incoming NRC correspondence ensure that appropriate offslte support staff are aware of current NRC directives and issues.

Plant events and modifications are routinely discussed with appropriate offsite personnel by the plant staff, and this interaction is an excellent mechanism to keep the offsite personnel informed.

Many of the offsite personnel who deal with the nuclear power plants have spent time at the plant sites and have, therefore, attended orientation sessions on health physics and security matters relating to those specific plants.

As new personnel join the offsite support groups, they will receive similar on-the-job training.

Expertise in specific areas is maintained by all off-site personnel through continual on-the-job training as assignments are carried out.

Offsite support staff are active participants in many industry groups which address issues of generic significance to the nuclear

industry, such as the Edison Electrical Institute, the Southeastern Electric Exchange, and the Atomic Industrial Forum.

In addition, the support 3-IO (7390SNP)

staff routinely participates in utility owners'roups in order to address equipment or regulatory issues such as BWR Pipe Cracking or the PWR Steam Generator issues.

Staff members who receive new information regarding generic issues pass the information on to the Special Nuclear Programs Unit.

The Special Nuclear Programs Unit is responsible for distributing the information to appropriate individuals throughout the Company.

The Nuclear Training Section makes available a formal orientation program for all newly assigned professional staff members in nuclear related positions.

In addition, supervisory/management courses in the areas of human resources development and organizational development specialty training are routinely offered by the Employee Relations Department to provide employees an opportunity to specialize and upgrade their skills.

3.9 CONTRACT ASSISTANCE The Operations Support Group maintains a large number of active contracts for labor and services in order to ensure availability of qualified personnel when they are needed by the nuclear projects to augment the Company's resources.

These contracts enable the Company to expeditiously obtain additional maintenance personnel, such as mechanics, electricians, 18C Technicians, and technical specialists such as RC8T Technicians.

The Company also has contracts with engineering and consulting firms to provide immediate access to specialized technical expertise when it becomes necessary to supplement the capabilities of Company personnel.

3.10 RECRUITING PROGRAM By current estimates, the staff of the Harris Plant Operations Section will total approximately 500 persons by the end of 1984.

The Company has recognized the necessity for a well developed and productive recruiting program to meet its manpower needs.

Personnel have been hired Into the Harris Plant Operations Section organization since 1979 and temporarily assigned to other operating nuclear plants.

Thus, existing CP8,L nuclear plants have been used as training bases for the buildup of the Harris Plant Operations Section staff.

At various times, these and other trained personnel from those plants have been transferred to the Harris site.

The Company has developed an aggressive program for recruiting new employees from colleges and universities.

Particular emphasis is placed on recruiting engineering and technical personnel.

Within the Employee Relations Department, the Area Personnel Relations function at the Harris Nuclear Project is assigned to the Personnel Relations-Nuclear Plants Section.

This Section provides overall Personnel Relations support in the recruitment of construction and operations personnel.

The Section provides the onsite coordination of all recruitment activities at the Harris Nuclear Project.

The Area Personnel Relations office at Harris is involved in recruitment efforts at college

campuses, technical

schools, and naval installations.

As a result of this structure the Company is able to fill vacancies more rapidly and improve coordination with onsite managers and corporate recruiters.

3-1 I (7390SNP)

Ouring the academic year 1982-1983, CPS,L recruiters made 25 visits to 20 different colleges and universities.

From September 1982 to April 1983, Company recruiters have visited the following colleges and universities:

Mississippi State,

Alabama, Kentucky, Pennsylvania

State, North Carolina

State, North Carolina, Virginia, Virginia Polytechnical Institute, South

Carolina, Clemson,

Purdue, Memphis State, Ouke, Florida, North Carolina

Central, Georgia Institute of Technology, Tennessee, North Carolina A&T, St. Augustines, and UNC at Wilmington.

In addition, the Company will continue to recruit from naval bases in 1984 in order to add to its complement of experienced nuclear personnel.

Technical school and community college recruiting will assure the Company of a continuous supply of qualified technical graduates with at least iwo years of training.

Schools in the following states are'isited on a routine basis:

North Carolina, South Carolina, Virginia, Tennessee, and Florida.

In addition, the Company actively participates in programs which it believes will enhance student and faculty awareness and perception of the Company.

Some of these programs include:

industrial

workshop, career day, job fair, and workshops for high school guidance counselors on career opportunities for graduates of two-year colleges and technical schools.

In

1983, Company recruiters visited 26 community colleges and technical schools.

ln addition, the Company participates in a Cooperative Education Program which has been established at eight four-year and six two-year Institutions.

This

program, along with the Company 's summer employment

program, provides vocational training to students, and serves as a

means of identifying potential employees.

The Company also advertises in numerous professional and technical publications such as Engineering News Record, Power Magazine, Nuclear

News, IEEE Spectrum, ASME Publication, Navy Times, and other military newspapers.

Local newspapers are used whenever a supply of local qualified personnel is likely to be available due to industrial layoffs or job changes.

The Company continuously encourages referrals by employees.

The Company 's wage and salary program is competitive with that of other utilities and industries at ihe local and national levels.

This is an important factor in attracting entry level and experienced personnel for operating plants.

The salary program is reviewed at least annually through use of surveys and market data provided by outside organizations and is adjusted to ensure competitive salaries are maintained.

Entry level professional and technical salaries are adjusted twice annually with satisfactory performance.

These adjustments are during first two-years of employment.

The Company is an equal opportunity/affirmative action employer and has a

number of special programs designed to attract qualified minority, female, and handicapped personnel.

3-12 (7390SNP)

3. 11

CRESAP, McCORMICK AND PAGET AUDIT The management consulting firm of Cresap, McCormick, and Paget (Cresap) conducted an eight-month long comprehensive, corporate-wide and independent audit under the direction of the North Carolina Public Utilities Commission during 1982.

As a result of this audit, Cresap commended the Company for having:

o A well-organized top management team; A participative management philosophy with a commitment to excellence and innovative change; A sound management approach to the Harris Project incorporating lessons learned at other Company nuclear plants and by the nuclear industry generally; o

Extensive and innovative formal management systems that compare very favorable with those of other utilities Cresap had reviewed recently; and o

Competent personnel at the Harris Project from various industry sources.

Cresap's overall conclusion was that "CPS,L is one of the best-managed utilities that we have audited in the past several years."

3. 12 ESSEX REV I EW In April of 1980, the Company contracted with Essex Corporation to perform a

comprehensive evaluation of its nuclear plant control rooms using human factors engineering principles.

The primary objective was to im'prove the control rooms by optimizing the man-machine interface.

The evaluations were completed in September 1981 for the Robinson, Brunswick, and Harris Plants.

Recommendations for improvements are contained in detailed data flies and summary reports.

As a result of these evaluations, the Company completely redesigned the Harris plant control board and rearranged the control room to optimize viewing angles.

The recommendations for Robinson and Brunswick have been evaluated by the Company and their implementation is underway.

3.13 WESTINGHOUSE ELECTRIC CORPORATION Westinghouse provides technical assistance to the Company during the installation, startup, testing,.

and initial operation of the Harris nuclear steam supply system (NSSS).

Westinghouse personnel at the Harris plant site review and comment on NSSS preoperational test procedures to assure that test acceptance criteria and objectives are appropriate and consistent with safe operation.

3-13 (7390SNP)

3. 14 EBASCO SERV I CES, I NC.

Ebasco Services is the Architect Engineer for the Harris Nuclear Project.

As the design organization, Ebasco will provide the design bases to be used in the evaluation of appropriate safety-related and balance-of-plant preoperational test procedures and results.

Ebasco will be consulted, as necessary, during the development of procedures and evaluation of test results to ensure that the test program verifies plant design parameters.

3-14 (7390SNP)

HARRIS PLANT

~

IONS SECTION MANAGEMENT TRAINING AND ERIENCE PUALIFICATIONS TABLE 3' ANSI.3,1 SHNPP POSITION TITLE ANSI SECTION DEGREE EDUCATION TOTAL POWER OTHER WORK I NG PLANT EXPER I ENCE NUCLEAR POWER PLANT OPERATING NUCLEAR POWER PLANT TRAI NING START~

LICEIISE TESTING RO/SRO OTHER

~Mana ara Plant Manager tdanager Plant Operations Asst. to General Manager Manager - Technical Support Manager - Maintenance Manager Operations Manager - Start Up Manager E&RC 4,2. I Actual 4 ~ 2,1 Vacant 4',2 Actual 4,2,4 Actua I 4,2,3 Actua I 4,2,2 Actua I 4,2,4 Actual 4 4 4 Actual BS BS BS BS &,MS BS BS

& ISA BS

& MS BS BS BS BS BS

& MBA HS 28 4 yr 29 I/2 yr 19 I/2 yr 22 yr 15 yr 15 yr 5 yr 14 yr lo yr"'8 r

( )

8 I/2 yr 8 yr 19 I/2 yr 7 yl 22 yt' yr 15 yr 8 yr 15 yr 11 yr 3 yr 8 yr 3 yl 5 I/2 ~r 3 yr (4 7 I/2 yr (4) 3 yr(4)

(

)

3 yr'4'l yr(4)

(3)ll yr I yr I yr I yr I I/2 yr 9 mo I yr I yr 7 yr I yr 6 yr (2)

(2)

(2)

SRO HP Training Director - Reg. Compliance 4,3,2 Actua I BS

& MS HS 4 yr 15 I/2 yr 11 I/2 yr 3 yr I yr Technl ca I Su ort Personne I

Shift Technical Advisor ALARA Spec la I Ist Prlnclpa1 Eng. - Operations 4,6,2 Actual Actual Vacant Vacant 4,6,2 Vacant 4,6,2 Actual BS BS

& MS BS BS

& MS I yr I yr I yr I yr 20 yr I yr I yr I yr 4 I/2 yr 2 yr 3 yr 2 yr 2 yr 2 yr

HARRIS PLANT &

IONS SECTION MANAGEMENT TRAINING AND ERIENCE QUALIFICATIONS TABLE 3.1 (Continued)

ANSI 3,1 SHNPP POSITION TITLE EDUCATION TOTAL ANSI POWER SECTION DEGREE OTHER WORKING PLANT EXPER I ENCE OPERATING NUCLEAR

'UCLEAR POWER POWER PLANT PLANT TRAINING START~

LICENSE TESTING RO/SRO OTHER Technical Su ort Personnel (cont'd)

ProJect Engineer - Systems ProJect Engineer - Support Project Eng. - Electrical ProJect Eng.

Performance ProJect Eng.

Maintenance Project Engineer - Radwaste Project Spec.

Rad. Control 462 BS Actua I BS 4,6,2 BS Actual BS 4,6,2 BS Actual BS 4,6,2 BS Actual BS 4.6.2 BS Actual BS Vacant 4,6,2 BS Vacant I yr 14 yr I yr 10 yr I yr 12 yr I yr 13 yr I yr 8 yr I yl 7 I/2 yr 10 yr 12 yr 13 yr 8 yr I yr 7 I/2 yr I yr 6 yr I yr 5 yr I yr 4 yr I yr 6 yr I yr 2 yl Profess long I - Technica I Senior Engineer - Reactor Radiation Control Supervisor Chemistry 4 Environ.

Sup Maintenance Supervisor - Elec.

Start&p Supervisors 4,4 ~ I Actual 4,4,4 Vacant 4,4,3 Actua I 4,4,2 Actua I 4,4,6 Actual Actual Actual Actual BS BS I1 MS BS BS BS BS 4 MS BS BS HS 9 yr 5 yr 4

r(5) 16 I/2 yr yr(5 10 yr 23 yr 10 yr 21 yr 20 yr 3 yr 12 I/2 yr 16 I/2 yr'5'oy

'5"3' yr 23 yr 10 yr 21 yr 16 yr r(3) 2 yl 9 I/2 yr (3) 8 yr (3)

I yr 7 I/2 yr'3'3)

I yr 10yr 4yr 2 yl' I/2 yr 4 yr 4 I/2 yr 12 yr

IIARR IS PLANT OPERAT NS SECTION MANAGEMENT TRAINING AND EXPER I ENCE QUALIF I CAT IONS TABLE 3 '

(Continued)

ANSI 3' SHNPP POSITION TITLE ANSI SECTION DEGREE EDUCAT ION TOTAL POWER OlHER WORKING PLANT NUCLEAR POWER PLANT EXPER I ENCE OPERAT I NG NUCLEAR POWER PLANT TRAINING STARTWP LIGENS E TEST I NG RO/SRO OTHER Technical Su ort Personnel (cont'd)

ProJect Spec. - Environ 6 Chem 4.6.2 Actual I yr 13 yr 10 yr I yr 9 yr Su ervlsors/Foremen Shift Operating Supervisor Shlft Foreman 4 ~ 3,1 Actua I BS 4,3,1 Actua I Actual Actua I Actual 17 yr 9 yr 15 yr 15 yr 24 yr 4 yr 15 yr 4 yr 9 yr 15 yr 15 yr 14 yr 2 yr 10 yr 9 yr 14 yr 11 yr 14 yr 2 yr 8 yr 10 yr 7 I/2 yr 11 yr SRO Supervisor Tralnlng 3/78 4 6/82, 2/81 Supervisor Tralnlng SRO SRO Jan.

82 SRO SRO 8, RO Other Su ervlsors Admlnlstratlve Supervisor Materials Control Supervisor Special 1st - Fire Protection Maintenance Supervisor - Mech 4,3,2 Actual 4,3,2 Actual 4.3,2 Actual 4.3 '

Actual ICSWE HS HS HS HS HS HS 4 yr 12 yr 4 yr 26 yr 4 yr 29 yr 4 yr 23 yr 12 yr I yr 9 yr 23 yr 5 yr I yr 9 yr 7 I/2 yr I yr 6 I/2 yr

HARRIS PLANT IONS SECTION MANAGEMENT TRAINING AND ERIENCE QUALIFICATIONS TABLE 3.1 (Continued)

ANSI 3,1 SHNPP POSITION TITLE ANSI SECTION DEGREE EDUCATION TOTAL POWER OTHER WORI( I NG PLANT EXPER I ENCE NUCLEAR POWER PLANT OPERAT I NG NUCLEAR POWER PLANT TRAI NING START~

LICENSE TESTING RO/SRO OTHER Su ervisors/Foremen (cont'd)

I 8, C Foreman E Iectr Ica I Foreman Mechanic Foreman Painter II, Pipe Coverer Foreman Radvaste Supervisor Ra&aste Shift Foreman EnvIron II Chemistry Foreman Radi ation Control Foreman Travel lng Rad. Control Foreman ProJect Engineer Computer Plant Office Supervisor 4,3,2 Actual Actusl Actual 4 3,2 Actual Actual 4,3,2 Actual Actual 4,3,2 Vacant 4,3,2 Actual 4,3 2 Vacant 4,3 2 Actual 4,3,2 Actual 4.3.2 Vacant 4,3,2 Actual 4 3,2 Actual AAS BS BS HS HS HS HS HS HS HS HS HS HS HS HS HS HS HS HS HS HS HS HS 4 yr 13 yr 25 yr 10 yr 4 yr 12 yr 19 yr 4 yr 12 yr 12 yr 4 yr 4 yr 16 yr 4 yr 4 yr 9 yr 4 yr 14 yr 4 yr 4 yr ll yr 4 yr 10 yr 10 yr 18 yr 10 yr I yr 8 yr 8 yr 6 yr 7 yr 8 yr 8 yr 8 yr 8 yr 12 yr 12 yr 71/2yr 6yr 7 I/2 yr 6 yr 9 yr I yr 14 yr 4 yr 9 mo 10 yr 2 I/2 yr 3 I/2 yr 3 I/2 yr

HARRIS PLANT OP NS SECTION MANAGEMENT TRAINING AND E

R IENCE QUALIF ICAT IONS TABLE 3.1 (Continued)

~le and (I)

The plant manager shall have a mlnlmum of four years supervisory experience.

(2)

The plant manager shel I have acquired the experience and tralnlng normal ly required to be el lblble for NRC Senior Operator I lcense or hold such a I lcense or have held su:h a I icense, or have been certlf led at a nuclear plant simulator for a simulator unit (sane NSSS).

(3)

Applicant shall be on site for six months prior to lnltlal core loading.

(4)

Appl leant shall be on site for stx months prior to the ccmnencenent of preoperatlonal testing.

(5)

Tuo years technical tralnlng.

TOTAL NUCLEAR SUPPORT STAFF GRADUATE PERSONNEL

SUMMARY

AS OF OCTOBER I, 1983 GRADUATE PERSONNEL BS DEGREES BA MS MA PHD TOTAL PERSON NUCLEAR GENERATION GROUP Harris Nuclear Project Robinson Nuclear Project Nuclear Eng.

and Licensing Nuclear Plant Construction Eng.

8, Con.

Support Service Nuclear Staff Sup.

Section TOTAL BRUNSWICK NUCLEAR PROJECT CORP.

NUCLEAR SAFETY II RES.

CORP.

UALITY ASSURANCE 289 93 73 34 24 11 524 290 40 47 269 28 29 8

0 86 7

13 0

2 66 2

11 0

I

'28 8

2 0

0 22 2

0 0

0 9

3 2

3 I

480 50 57 11 4

241 58 29 4

2 43 I

25 0

3 46 2

4 0

0 334

1. 16 108

1. 16 80 1.08 38

1. 12 24

1. 00 18 1.64 602

1. 15 334

1. 15 72 1.80 52

1. 11 OPERATIONS SUPPORT GROUP Oper. Training II, Tech.

Svc.

Fuel Materials Management Contract Services Section 140 45 38 10 103 5

38 I

37 9

21 5

30 9

3 5

10 0

0 0

7 154

1. 10 0

72 1.60 0

47 1.24 0

10 I 00 TOTAL 233 180 23 62 11 7

283

1. 21 FOSSIL GENERATION & POWER TRANSMISSION GROUP Foss i I Operat Ions~

Maintenance Support Section TOTAL 19 11 30 20 0

I 0

0 21 1.11 11 I

I 0

0 13 1.18 31 I

2 0

0 34

1. 13 TOTAL 1164 1021 135 179 26 16 1377

1. 18

~ Generation Operation and Maintenance Section

~onl TABLE 3-2 3-20

NUCLEAR S UPPORT STAFF PROFESSIONAL ENGINEERS AS OF OCTOBER 1, 1983 PE'S TECHNICAL DEGREES

% pE'S NUCLEAR GENERATION GROUP Harris Nuclear Project Robinson Nuclear Project Nuclear Eng.

and Licensing Nuclear Plant Construction Eng.

6 Con. Support Service Nuclear Staff Support Section TOTAL Brunswick Nuclear Project Corporate Nuclear Safety

& Research Corporate Quality Assurance 36 5

18 6

2 2

69 13 12 17 256 92 70 18 12 14 462 245 63 46

13. 3 5.4 25 ~ 7 33.3 16.7 14.3 14.9 5.3 19.1 37.0 OPERATIONS S UPPORT GROUP Operations Training 6 Technical Svc.

Fuel Materials Management Contract Services Section TOTAL 5

13 2

0 20 167 54 10 5

236 3.0 24 ~ 1 20' 0

8.5 FOSSIL GENERATION 6 PT GROUP Fossil Operations" Maintenance Support Section TOTAL TOTAL 3

2 136 21 12 33 1085 14.3 16.7

15. 2

12. 5

• Generation Operation and Maintenance Section ~onl TABLE 3-3 3-2 1

NUCLEAR SUPPORT STAFF ENGINEERS IN TRAINING AS OF OCTOBER 1

1983 NGG EITs Harris Nuclear Project Robinson Nuclear Project Nuclear Plant Construction Nuclear Engineering and Licensing Eng.

& Construction Support Service Nuclear Staff Support Section 51 14 4

9 0

1 TOTAL 79 Brunswick Nuclear Project Corporate Nuclear Safety and Research Corporate Quality Assurance 16 5

2 OSG Operations Training & Technical Services Fuel Materials Management Contract Services Section 10 9

0 1

TOTAL 20 FGPFG Fossil Operation@'aintenance Support Section 1

TOTAL TOTAL 130

• Generation Operation and Maintenance Section ~onl TABLE 3-4 3-2 2

BREAKDOWN OF TECHNICAL DEGREES - PART I HARRIS NUCLEAR PROJECT ROBINSON NUCLEAR PROJfCT NUCLEAR GENERATION GROLP fNG I NEER I NG 8,

NUCLEAR NUCLEAR NUCLEAR CONSTRUCTION STAFF ENGINEERING PLANT SUPPORT SUPPORT E

L IGENS I NG CONSTRUCTION SERV ICES SECTION TOTAL BRUNSWICK CORPORATE NUCLEAR NUCLEAR PROJECT SAFETY II RESEARCH DEGREE 8

M 0

8 M

0 8

M 0

8 M

D 8

M 0

8 M

0 8

M 0

8 M

D 8

M D

AEROSPACE ENG.

ANIMAL SOD BIOLOGY BOTANY CHEMICAL ENG, CHEMISTRY CIVIL ENG, COMPUTER SC I ~

CONST.

ENG, ELEC, ENG, ENERGY ENG, ENG, GEN, ENG. MATH, ENG, MECH,

ENG, OPSY ENG, PHYSICS ENG. TECH, ENTOMOLOGY ENV, ENG, ENVIRON HEALTH ENYO TOXICOLOGY

FISH, SCIENCE GEOLOGY GEOPHYSICS HEALTH PHYSICS 9

9 44 43 I

28 5

3 I

I I

I 3

I 12 3

14 I

6 14 2

I 19 1

56 2

16 2

I 3

I 2

66 4

25 5

2 13 2

11 I

I 13 2

2 3

2 I

2 I

I I

I IO 2

4 I

3 I

I 2

7 I

37 49 2

2 8 -"BACHELORS DEGREE M -"MASTERS DfGREE D -"DOCTORATE AS OF OCTOBfR I, 1983 TABLE 3-5

BRBKtXNN OF TECHNICAL DEGREES - PART 1 (Cont'd)

HARRIS NU LEAR PROJECT ROBINSON NIC LEAR PROJECT Nu LEAR GENERATION GROUP ENG INEER ING 4 NICLEAR NUCLEAR NUCLEAR CONSTRUCTION STAFF ENGINEERING PLANT SUPPORT SUPPORT E LICENSING CONSTRUCTION SERVICES SECTION TOTAL BRUNSWI CK CORPORATE NlCLEAR NIC LEAR PROJECT SAFETY 8, RESEARCH DEGREE 8

M D

8 M

0 8

M D

8 M

D 8

M 0

8 M

D 8

M D

8 M

0 8

M D

I 6 C/fHENO I NDUSTRIAL ENG.

7 INDUSTRIAL TECH. 2 L I4NOLOGY MACHINE DESIGN 1

MARINE ENG MATERIALS ENG, 2

MATHBIATICS 6

MECHANICAL ENG, 46 MECHANCIAL TECH, 2 MEDICAL TECH METALLURGY ENG METALLlAGYENG, METEOROLOGY 14 I NING ENG, NUCLEAR ENG, 20 NUCLEAR TECH, PHYS ICS

~

4 RAO, HEALTH SANITARY ENG.

SCI EKE STAT IST ICS SYST84S ENG.

WELDING ENG 1

Wl LDLIF E ZOOLOGY TOTAL 234 17 I

4 1

2 5

29 2

2 15 1

66 5

2 2

14 6

4 4

1 10 7

2 I

3 ll 2

14 4

1 I

I 1

47 15 21 6

2 9

I 2

6 2

2 1

4 1

12 2

6

'I 22 0

79 11 2

59 10 1

17 I

0 11 0

0 10 3

1 412 47 4

223 21 I

44 16 8 ~ BACHELORS DEGREE M

= MASTERS DEGREE D ~ DOCTORATE AS OF OCT(GER I, 1983 TABLE 3-5 (Cont'd)

BRBKNMN OF TEQINICALDEIREES - PART I I OPERATIONS SUPNRT GROUP FOSSIL GENERATION A POHER TRANSHISS ION GROUP CORPORATE OPERAT IONS QUALITY.

TRAINING II, TEOI ~

ASSURANCE SERVICES MATERIALS FUEL MANAGEMENT CONTRACT SERV ICES TOTAL FOSS IL" OPERAT IONS HAINTENANCE SUPPORT TOTAL TOTAL DEGREE 8

H D

8" M

0 8

M 0

8 M

0 8

H 0

8 M

0 8

M 0

8 M

D 8

H D

8 H

0 AEROSPACE ENG, ANNAL SCI ~

BIOLOGY BOTANY OIEHICAL ENG, CHEMISTRY CIVIL ENG C(HPUTER SCI ~

CONST'NG ELEC, ENG, ENERGY ENG, ENG.

GEN, ENG, MATH~

ENG, MEOI ENG, OPS ~

ENG.

PHYS ICS ENG

TEM, E NTOIOLOGY EN V

ENG, ENVIRON. HEALTH ENV TOXICOLOGY F ISH, SCIEN E

GEOLOGY GEOIH'IS ICS HEALTH RIYS ICS 32 4

I 2

2 5

19 I

I 3

I I

I 2

I 2

3 2

32 4

I 2

2 6

19 I

I 6

I I

4 I

I 2

I 2

2 6

I Il I

123 6

I 2

2 31 56 4

3 79 6

4 2

3 112 7

17 I

I 13 3

8 5

5 I

4 4

I I

2 2

4 3

12 2

15 8 = BAOlELORS DEKEE H = HASTERS DEGREE D = DOCTORATE

+ OPERATIONS GENERATION AND MAINTENANCE SECTION ONLY AS OF OCTOBER I, 1983 TABLE 3-5

ERE1KDGfN OF TEOINICALDE(BEES - PART I I Ghnt'd)

OPERATIONS SUPNRT GROUP FOSSIL GENERATION 8, POWER TRANSHISS ION GROUP CORPORATE 0PERAT IONS QUALITY TRAINING 8, TEOI ~

ASSlHANCE SERV ICES MATERIALS CONTRACT FOSS I L" HAINTENAtCE FUEL MANAGEMENT

SERVICES, TOTAL OPERAT IONS SUPPORT TOTAL TOTAL I d C/IHERHO I NDUSTR IAL ENG.

2 INDUSTRIAL TEOI ~ 2 L IMNOLOGY MA()IINE OES IGN MARINE ENG, I

HATER IALS ENG, HAlHEMATICS 2

MEOIANICAL ENG, 12 MEOIANICAL TEOI MEDICAL TEN, METALLIRGY ENG.

5 HETALLURGY I

METEOROLOGY thlNING ENG NICLEAR ENG, I

NUCLEAR TEOI ~

Fll YS ICS RAO, HEALlII SANITARY ENG.

SC I EIRE STATIST ICS SYSTEMS ENG, WELDING ENG.

W I LOLIFE ZOOLOGY TOTAL I

I I

I I

I 2

I I

4 4

33 I

I 2

2 10 5

I 2

I 4

7 32 130 2

2 15 3

2 I

99 3

32 I

2 10 7

3 2

I 14 I

2 3

I 4

I 10 I

6 3

I I

2 I

2 I

6 3

I 2

I 2

I 19 18 4

I 2

I 14 15 5

3 4

I I

3 I

I 48 2

10 2

14 2

I I

4 2

4 22 4

I I

I I

2 2

I 12 2

I 27 I

0 918 151 12 12 2

I 0

0 5

0 0

169 63 4

20 I

12 2

I 43 3

0 120 43 4

35 20 0

10 I

0 II I

0 DEGREE B

M D

B M

0 B

H 0

B H

0 B

H D

B M

0 B

M 0

B H

0 B

M D

B M

0 B ~ BA()IELORS OEKEE H ~ HASTERS DEGREE D ~ DOCTORATE

" OPERATION GENERATION AND MAINTENANCE SECTION ONLY AS OF OCTOBER I, 1983 TABLE 3-5 (Cbnt'd)

I'4E 8 IDE H T CIIIEF EXECUIIVE OFFICER 8 CIIAIRMAH EXECUIIVE VICE PRE8IDEHT POWER SUPPLY 8 ENOINEERINO 8 COtISTRUCTIOH OflOUPS SE RIOR VICE PRESIDENT NUCLEAR CENE RA T ION VICE PRESIDENT SRUNSWICK NUCLEAR PROJECT VICE PRESIDENT CORPORATE NUCLEAR SAFETY 8 RESEACII DEPARTMENT MANAOER CORPORATE OUALITY ASSU4ANCE OEPA4TMEHT SENIOR VICE PRESIDENT OPERATIONS SUPPORT SENIOR VICE PRESIDENT OSSIL OENERATIOI 8 POWER TRANSMISSION MANAOER ENOIHEERINO 8 CONST4UCTION UPPORT SE4VICE DEPARTMENT OENERAL MANAOKR SRUNSWICK PLANT'AtlAOER CORPORATE HEALTH PHYSICS MAHAOER OUALITY ASSURAHCEI OUALITY CONTROL HA44IS PLANT MAllA0 8 fl FUEL DEPARTMENT MAHAOER MAINTENANCE SUPPOflT SECTION VICE PRESIDENT NUCLEA4 PLANT CONSTRUCTION DEPARTMENT VICE PRESIDENT NUCLEAR ENOINEERINO 8 LICENSINO

-DEF ARTMENt MAHAOER ENOINEERINO 8 CONSTRUCTION SRUNSWICK MAHAOER CORPORATE NUCLEAR SAFETY MANAOER RESEARCH MANAOKR OUALITY ASSURAIICEI OUALI'fY CONTROL SRUNSWICK 8 ROSltlSOH PLANTS MAtlAOER DUALITYASSURANCE SERVICES VICE PflESI DENT OPERATIONS TRAINIHO 8 T E C I I HI C AL SERVICES DEPARTMEHT VICE PRESIDENT MATERIALS MANAOKMKNT DEPARTMENT VICE PRESIDENT TRANSMISSION DEPARTMEtlT VICE PRESIDENT OSSIL OPERA'IIOH DEPARTMENT VICE PRESIDENT IIARRIS NUCLEAR PROJECT DEPARTMKH'T MANACLED CONTRACT SERVICES SEC IIOH VICE PRESIDENT SPECIAL PROJECTS MANAOKR ROSIHSON NUCLKAR PROJECT DEPARTMENT OEtlLRAL MANAOKR SYSTEM OPERATIONS DEPARTMENT MANAOFR NUCLEAR STAFF SUPPORT SECTION FIQIIr~ I Caroline Power 8 Ltght Conrpeng MAtlhOER FOSSIL ENOINEFRIHO 8 COtlSTRUCTION

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I

PRESIDEIIT CHIEF EXECUTIVE OFFICER

& CHAIRMAN Sherwood H. Smith,Jt.

EXECUTIVE VICE PAESIDENT POWER SUPPLY

& ENOltlEERINO

& CONSTAUCTION OROUPS E. E. Ulley SENIOA VICE PRESIDENT NUCLEAR OENERATION M. A. McDulll~

SENIOR VICE PRESIDENT OPERATIONS SUPPORT J. M. Devi ~.Jr.

SENIOR VICE PRESIDENT FOSSIL OENEAATION &

POWER TAANRSMISSION CROUP L. W. Eury I

I I

I I

IL Plant Operations Maintenance Plant Modlllcsllons Plant Syslem Problem R e s olulIo n Slt ~

& Plant Design Features Asvlow Plant Modlllcellon Support Plant System Probl ~ rn Resolution Support Outside Contraotor Supervlslon Nuclear, Thorrnsl-hydrauHc, Slructural, Instrumentation Conlrols. Process

Computer,

& Electrical

& Mechanical Engineer lng Support Plant Operations Maintenance Control Board Human Factors Review Industrial Security Regulatory Compliance Retooling Operations NRC Bull~ tins

& Order ~

Response

Plant Modlllcsllano Plant System Problem Rosolullon Nuclear Llconslng FSAR Preparation I

I I

I I

VICE PRESIDENT I

BRUNSWICK I

NUCLEAR PROJECT I

I I

I P. W. Howe I

~ 4 I

I Plant Operations Malnlonanc ~

I Plant Modlllcatlons Plant System Problem Resolution I

VICE PRESIDENT CORPORATE NUCLEAR SAFETY & RESEARCH DEPARTMENT Dr. T. S. Elleman Oll-Sll~ Nuclear Sal ~ly Review On-Sll ~ Nuclear S ~ I~ ty Review Senior Management Nuclear Sal ~ ty Ov ~rslght Cot porat ~ Radlatlon Protection Pollclos Proprams Plant Oper ~ ling Experience Review M ON-SITE MANAGER CORPORATE OUALITY ASSURANCE H. R.. Banks Corporal ~ Duality Ae ~ ursus ~ Audits OuaHty Aoouranoo fnplnoerlng Tochnloal Supporl OuaHHcetlon

& Audit ol Vendor

& Contractor Actlvltlos OAIOC Tralnlng Nosiest Fu ~ I Procurement Reactor Oper ~ lions Support Plant Malarial ~

Procuromont Contracts Tralnlng ~ Aottalnlng Envltonmenlal Radlsllon Control Plant'Chemi ~lry &

Radlochoml ~ Iry Emergenoy Plannlnp Analytical Chemi ~ Iry

& Molallurgloal Laboratory Environment ~I Monltorlnp Ireteoroloplcsl Solamlo Monltorlng F lpur ~

S Catollna Power

& Light Company Oll-Sll~. Nuclear Operations Support Oulape Plannlnp Support M ~ Intonanoo Support Ino ~ rvie ~ Te ~ling Support

C ~

EECCV'IIVC VICE PACSIDCHT POWEA SuttLT l CNOINCCalHO CONSTAUC'IION OAOUPS C.C. VMQF SCNIOA VICE taE ~ IDENT HUCLEAA OCN<<a<<IION OADUP

~L A. UCDQIN<<

SENIOR VICE 1ACSIOCNI Otta<<ICONS Suttual OAOUP J.M. 0 ~ti~. Jt.

ltsloa VICE patslocst 4LSCAATION ~

~OWEN 'IAAN<<ull<<NNI l W CQFY VI0 ~ 1 1 C S I0 E N1 NVCLEA1 PLANT EN4INCEAINO DttA11MENT A,~

CQI I@I YICC tACSIDCNT OPCAAIIOS~ 11<<ININO E TECHIFICAI S<<AVICLO Dt ~ AAIMCN'I 0, *f<<tt MANAOEA 1UCL DCtAAIMCIFT W, J. NCCI<<tt VICE 11CSIDENT AIEAIALS MANAOCMCN DE ~ AATUCNT W.S. NIQ~ ~I~

Stt<<A<<R

~IANA4CA CONI1ACT SCAVICES

~tCIFOtt N.1

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MANAOC1 C01101A'It OUALI'IY SSUAANCt DttAATUEN vlcc pacstocaf fossa OttAATIONS OTPAAIVtsf

• 0, M<<ON<<

NANAOLA HUE<<CAN CNOINCt1FNO

~AOJLCI~ SECTION NANA4E1 NUCltAA lICCNSINO SCC'IION MANAOCA CHOINCEAINO Suttua'I NUClEAA PLANTS ~CCIIONI SAN<<SEA CS<<INClslat EVtt01'I su<<LEAN PLANTS St<<'ICON II DIACCTOA NVCLCA1 CNOISECAIN4 0 1 1 C 1 1, 1 C VIC W VICE PattlatNT NUCLCAA tlANT CONSTAUCTION DEPAATMCNT S.O S %II~

UANA4CA AADIOLOOICAL~

CHEMICAL sutt011 SECTION HtAlTH

~ HTSIC S UNIT CNVI10NMENTAL UNIT CHEMISTAT UNIT MANA4ta NUCLCAA TAAININO SCCTION NUCLCAA ~

~HlulATOA 1 AAININ4 UNIT CAAPT 1 C 4 H NIC AL YAAININ4 UNIT CVAAICULUM OCVCLOtMCNT UNIT MANAOCA NUCLCAA TUEL SECTION OI1ECTOA CMCAOCNCY

~AttAACDNCSS UNIT NANA4EA CN1I10NMENTAL TCCHNOLOOY SCCTION

~ CANITS VNIY MANAOCA DUALITY ASSV1ANCCI OUALITT CONT10l NAAAIS tLANT MANAOCA DUALITY ASSUAANCCI DUALITY CON'IAOL

~ 1UNSWICN ~

AOOINSON PLANTS MAN<<DEN OVALIIYALSU1ANCC SC1VICCS MANAOCA OCNEAAIION 0tt1 AIIOtl ~

UAINIENANCC SECTION MANAOCA

~IAINTCNANCE SuttOAT SCCTION MANAOEA AOOINSON CONSIAVC'IION MANA0CMCNI ~ EC ~ ION DIACC101 TAAININ4 HAAAIS MANAOC1 CONSIAVC~ ION PAOCUAEMCHT S CONI1ACTINO ~ CC'IION MANAOta

~ IIOINCCAIN4 ~ CON<<IAUCTION

~WPOAI SLAVICC~

It. V. CM<<f DIAECTDA TAAININO

~AUNswICA 0 IAtC'I0 1 11<<ININO AOSINSON fl~ Qt<< ~

C<<t<<IR<< t<< tt I L4<<I C<<st<<QF OQ ~Qtt AIIWIQCQ,t<<<<t Stttlt l 1Qtl <<Qt Ullttrw M<<Q<<<<tRQQI OCRRI ON S'I ~ SQPP<<tl Ot<< ~ttull QQ

~IANAOEA HUE<<CAN STAft SuttOAT SCCTIOFI

• 4 H<<FQ<<l<<

PRESI ENT CIIIEF EXECUTIVE OFFICER

& CHAIRMAN Sl>erwood II. Smith,Jr.

EXECUTIVE VICE PRESIDENT POWER SUPPLY

& ENGINEERING

& CONSTRUCTION GROUPS E. E. Ut lay VICE PRESIDENT CORPORATE NUCLEAR SAFETY RESEARCH DEPARTMENT T. S. Elloman MANAGER RESEARCH SECTION MANAGER CORPORATE NUCLEAR SAFETY SECTION MANAGER CORPORATE IIEALTIt PHYSICS SECTION SPECIALIST

~

CORPORATE NUCLEAR SAFETY DIRECTOR NUCLEAR SAFETY RfVIEW DIRECTOR ON-SITE NUCLEAR SAFETY (OSEP)

DIRECTOR ON-SITE NUCLEAR SAFETY (HI3R)

DIRECTOR ON-SITE NUCLEAR SAFETY (SHNPP)

Figure B

Carolina Powor

& Light Company Indopondont Satoty Roviow Groups

~

~

0

.LEGEND A D MINST R AT I V E CHANNELS I

i a

BOARD OF DIRECTORS PRESIDENT CHIEF EXECUTIVE OFFICER

& CHAIRMAN

~ ~ ~AUTHORIZED DIRECT COMMUNICATION CHANNELS'herwood H. Smith,Jr.

%0 ~ M AO l

EXECUTIVE VICE PRESIDENT POWER SUPPLY

& ENGINEERING

& CONSTRUCTION GROUPS E.E. Utley MANAGER CORPORATE QA DEPARTMENT H.R. Banks VICE PRESIDENT NUCLEAR SAFETY &

RESEARCH DEPARTMENT T.S.. Elleman MANAGER QA/QC HARRIS PLANT MANAGER

'NUCLEAR T RAI NING MANAGER QA SERVICES MANAGER ENVIRONMENTAL RADIATION

'CONTROL Pl II I

MANAGERQA/QC BRUNSWICK 8 ROBINSON PLANTS t

I l

l I

1t.

I GENERAL MANAGER ROBINSON PLANT OPERATIONS SECTION GENERAL MANAGER BRUNSWICK PLANT OPERATIONS SECTION GENERAL MANAGER HARRIS PLANT OPERATIONS SECTION MANAGER CORPORATE HEALTH PHYSICS MANAGER CORPORATE NUCLEAR SAFETY Figure 7

Carolina Power

& Light Company Senior Management Oversight Functions

~'

~ RESIDENT CHIC P C XECV1 IVC Of(IDEA CHAIRMAN so<<(eood H, SaHs, Jt, CXECUTIVE VICE tACSIDKNT POWER SUPPLY 0 CNOINEEAINO K CONSTRUCTION OROVPS C. C. Vlley SCNIOA VICC PRESIDCMT NVCLCAA OKNERATION OAOVP M. A. M<<D<<(wo SCNIDA VICE tAICIDCNI OtERATIONS SVttOAT J, It. Veri~ Jr.

SENIOR VICE PRESIDCN1 POOSSIL OKNKAAT(ON0 tOWKR TRANSMISSION QL. w. Ce(y VICC tRESIDCNT NUCLEAR ASLANT 0 0 H 0 1 0 U0 TI0 N DEtAATNENT D, Sall ~

AVTHDAIZEDI 44 P(4I ~ ~ ~ Sss ~ I ~

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ACTVAL pt ttal ~ 0<<losel ~

Dear ~ 04 Choir<<or ~

1 IC C

~ 0 C 4 I0 C N T

~ RUNSWICN NVCLCAR tLANT t

W Ache AUTHORIZED:

SSO

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p8 VIDE PRCSIDCNT NUCLEAR SAPCTY K RESEARCH DCtARTMENT Dt, T, S. EH<<aes AUTHDRIZCDI stol ~ ~ ~(4(i~ I ~

0 ~ D ~ OI ~ 4 ~ Esalseer

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I(AMAOCR CORPORATE DUALIST ASSVAANCC DCPARTI(CNT

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MANAOKR PUCL DCtAA'TMCNT W, J, Holler~

NVCLEAR fVCL SECTION ONLY.

AUTHDAIZCDI SO tlol ~ ~ ~

(4 F 010 OO 0 ~ Sr ~ ~ 4 Caslseor

~

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ACTVALI arel ~ 0 ~ I~ s ~ I ~

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I VICE PRESIDENT HAAAIO NVCLEAR tADJCCT DEPARTMENT 0, A, Wet<<eh AVTHOAIZCDI Soo ~(sl ~ 4 ~ I~ti~I~

OO ~ Doors ~ 4 Csslaeoro ACTUAL'4C

~ I4 I~ ~ ~Iso ~ I ~

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D ~ O(404 Esalsoer

~

P(4I ~ 0 ~ I4 ~

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VICE PRESIDENT MATCAIALSNANAOCMENT DEPARTMENT W. 0. Aloes( ~

NOTES:

- The term HProfessionals<<

Includes all Category II employees (i.eff exempt),

such as engineers, specialists, super-visors/managers, scientists,

analysts,

~ certain administrative staff, etc.

- In each block, the number of. HOegreed Engineers" shown is included ln the number of HProfessionalsw shown.

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~. ~, EN0 et NOTES:

The ters 'protesslonalss Includes all Category II enployees ll.e., exenptt, such es onglneers, special lets, super-vlsorslnanagers, sclentlsts,

analysts, certain adelnlstratlve stall, otc.

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CORPORATE NUCLEAR SAFETY PROGRAM POLICY STATEMENT It is the policy of the Carolina Power

& Light Company to design, construct, and operate nuclear power plants without jeopardy to its employees or to the public health and safety.

Nuclear Safety Programs shall be developed, implemented, and updated as necessary to assure that the Company's nuclear generating units will be managed such that all plant systems used to treat,

store, or convey waste produced by the generation-of nuclear steam will be

designed, constructe'd, and operated in a safe manner.

Deviations from these programs shall be permitted only upon written authority from the corporate management position originally approving the program.

The design, construction, and operation of nuclear plants shall be accomplished in accordance with U. S. Nuclear Regulatory Commission (NRC) regulations specified in Title 10 of the U.

S Code of Federal Regulations.

All commitments to the NRC Regulatory Guides and to engineering and construction codes shall be carried out.

The operation of the Company's nuclear power plants shall be in accordance with the terms and conditions of the facility operating license issued by the NRC.

Any changes in operatingprocedures, experiments at the facility, modifications to the plant hardware or systems, shall be made in accordance with the terms and conditions of the facility operating license.

The Corporate Nuclear Safety (CNS) Section of the Corporate Nuclear Safety Research Department shall monitor the Company's nuclear programs on a continuous basis to assure they are being carried out in an effective manner.

The CNS Section shall implement the nuclear safety functions as defined in ANSI N18.7 and as required by nuclear plant safety analysis

reports, technical specifications, and NRC Regulatory Guide 1.33.

The Vice President Corporate Nuclear Safety

& Research Department and the Manager - CNS Section shall review with the senior operating officer of the Company with the ultimate responsibility for the operation of all nuclear power plants on a regular periodic basis the overall effectiveness of the Company's nuclear safety. programs.

They shall be expected to communicate directly with corporate management up to and including the chief executive officer and if appropriate with the board of directors to resolve any nuclear safety-related concerns if theconcerns cannot be resolved satisfactorily at a

lower management level Issued by:

Sher H. Smith, Jr.

Chairman/President Chief Executive Officer Date: ~ l4 /'PS'A Exhibit 1

Page 1 of 1

(8478DCWpgp)

CAROLINA POWER

& LIGHT COMPANY CORPORATE QUALITY ASSURANCE PROGRAM POLICY STATEMENT It is the policy of Carolina Power

& Light Company to design, construct, and operate nuclear power plants without jeopardy to the public health and safety or to its employees.

Quality assurance programs shall be developed, implemented, and'updated as necessary to assure that systems used to produce, use, treat, store, or transport waste produced by the generation of nuclear steam are designed, constructed, and operated in a safe manner.

Deviations from these programs shall be permitted only upon written authority from the corporate management position which originally approved the program or implementing procedures.

The design and construction of nuclear power plants shall be accomplished, in accordance with the Nuclear Regulatory Commission (NRC) regulations specified in Title 10 of the United States Code of Federal Regulations. All commitments to the NRC Regulatory Guides and to industry codes and standards shall be effectively implemented.

The operation of nuclear power plants shall be in accordance with the terms and conditions of the facility operating license issued by the NRC.

Any changes in operating procedures or experiments at the facility, modifications to plant components or systems, revisions to nuclear plant safety analysis

reports, or proposed changes to plant technical specifications shall be made in accordance with the terms and conditions of the facility,operating license.

The Manager Corporate Quality Assurance is responsible for effective implementation of the approved Corporate Quality Assurance Program and ASME QA

Program, as each applies, at the Company's nuclear construction sites and operating plants.

Quality assurance and quality control (QA/QC) activities shall be independent from scheduling and production commitments.

The Managers of QA/QC activities shall have sufficient authority and organizational freedom to identify quality problems; to initiate, recommend, or provide solutjons; and to verify implementation of solutions.

The Manager Corporate Quality Assurance shall monitor the effectiveness of the Company's nuclear programs on a periodic basis through a system of planned and implemented inspections, surveillances, and audits.

The Manager Corporate Quality Assurance shall review the overall effectiveness of the Company's quality assurance programs on a regular basis with the Executive Vice President - Power Supply and Engineering Construction, who has the ultimate Company responsibility for the safe construction and operation of nuclear power plants.

The Manager Corporate Quality Assurance shall communicate directly with corporate management up to and including the Chairman/Presi'dent/Chief Executive Officer and, if appropriate, with the Board of Directors to resolve any quality assurance concerns which cannot be resolved satisfactorily at a lower management level.

The managers of all functions involving engineering, construction, nuclear fuel, operations, nuclear safety, and quality assurance shall assure that their personnel are adequately trained for their jobs and have the specified experience and education required to perform their assigned responsibilities.

Personnel who habitually or willfullydisregard or violate nuclear safety and quality assurance policies and procedures shall be subject to disciplinary action.

Issued by:

Sherwood H. Smith, r.

Chairman/President Chief Executive Officer Date:

Exhibit 1A Page 1 of 1

Rev.

4

Carolina Power 8 Light Company P. O. sex 1551 ~ Raleigh, N. C. 27602 (91 9) 836-6362 Raleigh, North Carolina November 14, 1983 SHERWOOD H. SMITH. JR.

Chairman/President MEHORAN DUH TO:

Dr. T.

S.

Elleman Hr. M. A. HcDuffie Mr. E. E. Utley FROM 2 SS JECT:

S ~ H. Smith, Jr.

Updated Responsibilities for Vice President Corporate Nuclear Safety

& Research Recent organizational changes make it necessary to update the assigned responsibilities of the Vice President Corporate Nuclear Safety Research to meet periodically with Company personnel concerning nuclear safety and quality assurance.

This memorandum confirms our understanding that the Vice President Corporate Nuclear Safety

& Research will meet periodically with the individuals occupying the positions listed later in this memorandum to review nuclear safety and quality assurance matters.

These discussions will encompass matters outside of normal nuclear safety and quality assurance reports and could include (but not necessarily be limited to) such items as trends in quality assurance which could lead to safety problems, generic quality assurance and safety problems in the nuclear industry, long-term concerns requiring extended or intensive investigation affecting CP&L's quality assurance or nuclear programs, attitude problems which could adversely affect implementation of CP&L's programs, or any personnel concerns related to potential safety problems'hese meetings will give the individuals whose total responsibility is nuclear safety and quality assurance an additional avenue to express concerns to the Chief Executive Officer of the Company if necessary to get them satisfactorily resolved.

It will be the responsibility of the Vice President Corpoxate Nucleax Safety

& Research to initiate these meetings on a frequency of no less than once each quarter.

If, however, a meeting is essential to resolve any quality assurance or safety is'sue that requires immediate attention, individuals occupying the positions listed in this memorandum are responsible for contacting the Vice President Corporate Nuclear Safety

& Pesearch immediately.

In the event of his absence in these situations, or in the event the Vice President Corporate Nuclear Safety

& Research does not respond satisfactorily, the Chief Executive Officer should be contacted.

Exhibit 2 Page 1 of 2

This memorandum is applicable to the individuals occupying the following positions:

Manager Manager Manager Manager General General

- Corporate Quality Assurance Quality Assurance/Quality Control Brunswick and Robinson Plants

- Nuclear Training Radiological and Chemistry Support Manager Robinson Plant Operations Manager Brunswick Plant Operations In addition, the Vice President Corporate Nuclear Safety 6

Research may elect to meet with plant personnel having responsibilities for operations, maintenance, training and health physics as he deems necessary.

SHS/cfr (8479DCW) ceo Mr~

Mri Mr.

- Mr.

Mr.

Mr.

Dro H. R. Banks G.

P. Beatty A. B. Cutter C.

R. Dietz B. J. Purr P.

W.

Howe J.

D. E. Jeffries Mr. R. E. Morgan Mr. C. H. Moseley Mr. S.

D. Smith Mr. A. C. Tollison Mr. R. A. Watson Mr. J. L. Willis Exhibit 2 Page 2 of 2

Carolina Power 8 Light Company P. O. Box t551

~ Raleigh. N. C. 27602 (9t9) 836-6382 SHERWOOD H. SMITH. JR.

Chairman/President November 14, 1983 MEMORANDUM TO:

Dr. Thomas S. Elleman, Vice President Corporate Nuclear Safety and Research FR6Mt Sherwood H. Smith, Jr.

SUBJECT:

Nuclear Safety and Quality Assurance Matters This memorandum will confirm our understanding that you will meet periodically with me to discuss nuclear safety and quality assurance matters.

These discussions may encompass matters outside of routine nuclear safety and quality assurance audit and surveillance reports, as well as app-opriate items in those reports.

These reviews should, include,'ut not be limited to, such items as trends in quality assurance which could lead to safety concerns, generic quality assurance and safety problems in the nuclear

industry, any matters requiring extended or intensive investigations affecting CP6Lrs quality assurance or nuclear safety programs, the attitudes and morale of personnel involved in the implementation of CP&L's programs, or any other personnel concerns'elated to safety matters.

Since your total responsibility includes all aspects of nuclear safety from a corporate standpoint with no other assigned duties that might conflict with this interest, I am certain that your reviews will provide an obgective evaluation of the effectiveness of nuclear safety, quality assurance, and ALARA programs.

I will also expect to be informed about the concerns of other personnel working in areas of nuclear safety, quality assurance, and health physics, if there are any safety matters not being satisfactorily addressed by other levels of management.

Our conversations, of course, will not be intended to replace, or

alter, the regular and routine written reports on nuclear safety matters, which are provided to me.

It will be your responsibility to initiate these meetings on a frequency of no less than semiannually.

Of course,

however, should situations arise that you feel should be brought to my attention immediately for satisfactory resolution, I will expect you to contact me promptly and make me aware of the urgency of the situation, Exhibit 3 Page 1 of 2

Dr. Thomas S. Elleman

~

~

If, in your judgement, the response to your expressions of concern is not satisfactory from a safety standpoint, it will be your responsibility to make the Chairman of the Forecasting, System Development and Finance Committee of the Board of Directors aware of your concern, or in the absence of that individual you may contact any member of the Board.

Since the Directors of our Company are vitally interested in the effectiveness of our nuclear safety programs, it will be your responsibility to appear before the Board annually to provide a professional evaluation of our programs.

Sherwood H. Smith, Jr.

SHSjr/lcv (8481DCN) cc:

Board of Directors Senior Management Committee Exhibit 3 Page 2 of 2

CPBA Carolina Power 8 Light Company CORPORATE HEALTH PHYSICS POLICY In line with the overall policy of Carolina Power

& Light Company to engineer, construct, and operate nuclear power plants without jeopardy to public health and safety, it is the policy of the Company to develop, implement, and maintain sound health physics programs at each Company facility where radiation producing equipment and/or radioactive materials are used or stored.

The health physics programs shall ensure that the exposure to radiation of Company personnel, contractor personnel, and the general public is maintained at levels which are as low as reasonably achievable (ALARA) and consistent with United States Nuclear Regulatory Commission Regulations in Title 10 of the United States Code of Pederal Regulations.

The health physics programs associated with activities licensed by state regulatory agencies shall comply with applicable state regulations.

The health physics programs developed by the Company shall ensure that personnel, the general public and the off-site environs are protected, and procedures and records systems are established to meet all applicable federal or state regulations.

Each Company employee and contractor personnel working in a facility where exposure to radiation might occur shall make every reasonable effort to maintain radiation exposures and releases of radioactive materials to unrestricted areas as far below specified limits as reasonably achievable.

Personnel who habitually or willfullydisregard or violate health physics procedures and practices will be subject to disciplinary action.

Health physics programs shall be strictly adhered to by the Company and its contractors to limit occupational exposures to ALARA levels at Company facilities in which exposure to radiation may occur.

The health physics programs shall be documented in writing and shall be reflected in written administrative procedures and instructions for operations involving potential exposures of personnel to radiation and for design activities associated with each facility.

Instructions to designers, constructors,

vendors, and facility personnel responsible for specifying or reviewing facility features,

systems, or equipment shall reflect the health physics programs goals and objectives.

The goals and objectives of the health physics programs shall be to maintain the annual dose to individual facility personnel to as low as reasonably achievable and to maintain the annual integrated dose to facility personnel; i.e., the sum of annual doses (expressed in man-rem) to all facility personnel, as low as reasonably achievable.

The health physics programs shall identify the organizations participating in the pr'ograms, the positions involved, and the responsibilities and functions of the various positions in conducting the programs.

Exhibit 4 Page 1 of 3 411 FayetteVilte Street

~ P. O. BOX 155t

~ Raleigh, N. C. 27602

1

The design of nuclear facilities shall be consistent with the goals and objectives of the health physics programs.

Modifications to existing nuclear facilities shall be designed and implemented in compliance with the health physics programs to meet ALARA requirements.

Design review shall reflect consideration of the activities of facility personnel such as operations, maintenance, refueling, in-service inspection, radioactive waste processing, and decontamination.

Adequate trained personnel shall be provided to develop and conduct all necessary health physics programs.

The health physics personnel shall possess the necessary training and expertise to carry out the health physics programs in an efficient manner to assure that Company and regulatory requirements are met.

The manager of corporate health physics will make himself available to all Company personnel for advice and consultation on matters relating to health physics.

All health physics programs shall require procedures, gob planning, record keeping, special equipment, operating philosophy, and other support conducive to meet ALARA requirements.

Proper preparation and planning shall be performed prior to entering radiation areas where significant doses could be received.

Adequate supervision and radiation protection surveillance shall be provided during operations in radiation areas to ensure that the appropriate procedures are followed, that planned precautions are observed, and that all potential radiation hazards which might develop during the operations are considered in a timely manner.

Results of activities in radiation zones shall be analyzed to identify deficiencies in the program and to provide the basis for revising procedures, modifying facility features, or making other ad)ustments which may reduce exposures during subsequent activities.

Health physics facilities, instrumentation, and protective equipment shall be adequate to permit the staffs to function effectively.

The selection of instrumentation and equipment and the quantities provided shall be adequate to meet the anticipated needs of the facilities during normal operations, major outages, and accident conditions.

Appropriate training programs in the fundamentals of radiation protection and facility exposure control procedures shall be established to provide instructions to all facility personnel including contractors whose duties require working in radiation areas.

Training programs for health physics personnel shall be provided to improve their performance in the health physics programs.

Appropriate health physics programs shall be established for all Company operations which deal with radiation.

The programs shall be consistent with the corporate health physics policy and all applicable regulations.

The manager of corporate health physics shall periodically evaluate the various health physics programs and other Company activities which have impacts on the programs and report to senior management regarding the effectiveness and adequacy of the programs-The manager of corporate health physics shall make recommendations to senior management as necessary to maintain effective overall health physics programs.

Exhibit 4 Page 2 of 3

The manager of corporate health physics shall rev'ew with the senior operating officer of the Company with the ultimate responsibility for the operation of all nuclear power plants on a regular periodic basis the overall effectiveness of the corporate health physics programs.

He shall be expected to c'ommunicate directly with corporate management up to and including the chief executive officer to resolve any concern in the area of corporate health physics if the concern cannot be resolved satisfactorily at a lower management level.

issued by Sherwood H. Smith, Jr.

ChairmanlPresident Chief Executive Officer Date:

Orig.:

Rev. 1:

Rev. 2:

Rev. 3:

6-17-77 1-11-80 4-21-81 10-31-83 Exhibit 4 Page 3 of 3

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UNITEDSTATES NUCLEAR REGULATORY COMMISSION

'hVASHINGTON, D. C. 20555 Og 2 0 1982.

MEMORANDUM FOR:

Thomas M. Novak, Assistant Director for Licensing, DL FROM:

SUBJECT James P. Knight, Assistant Director for Components Il Structures Engineering, DE DRAFT SAFETY EYALUATION REPORT -

GEOLOGY AND SEISMOLOGY - SHEARON HARRIS, UNITS 1 AND 2 PLANT NAME:

Shearon Harris Nuclear Power Plant, Units 1

& 2 DOCKET NUMBERS:

50-400/401 LICENSING STAGE:

OL Review RESPONSIBLE BRANCH:

Licensing Branch No.

3 RESPONSIBLE PROJECT MANAGER:

P.

Katambi Enclosed are the geology and seismology sections for the Shearon Harris draft SER.

This input applies to SRP Sections 2.5. I, 2.5.2 and 2.5.3.

The repor was prepared by Anthony Cardone, Geologist and Phyllis Sobel, Seismologist.

As stated in the draft SER, the staff concluded'hat there are no capable faults at the site or.in the. region around the site and that the SSE and OBE are adequate.

Seismicity has not been observed during the filling of the reservoirs at the Harris site.

Seismic monitoring of the reservoirs wi 11 continue for two years after the reservoirs are filled.

This draft SER also discusses a potential problem as a result of the possible need for addressing a more explicit treatment of the subdivision of the New England - Piedmont tectonic province.

We suggest that a meeting with the applicant be scheduled so that a further discussion on this topic can take place.

The USGS is reassessing its position on localization of the 1886 Charleston, S.C. earthquake.

We will consider the re-evaluation from both a scientific and a regulatory point of view when it becomes available.

Enclosure:

As stated cc:

See next page James P. Knight, Assistant Director for Components 8 Str'uctures Engineering Division of Engineering

QGT 20 1982 cc:

w/attachment D. Eisenhut R. Vollmer J. Knight F. Schauer R. Bosnak R. Jackson F. Miraglia G. Lear S.

Brocoum L. Reiter L. Heller P.

Sobe P.

Katambi D. Bernreuter, LLNL

Shearon Harris Nuclear Power Plant, Units 1 and 2

Draft Safety Evaluation Report 2.5 Geolo and Seismolo The geology and seismology of the site was reviewed in detail prior to issuance of construction permits for Shearon Harris Units 1,', 3, and 4

by the staff of the AU. S. Atomic Energy Commission, the predecessor to-the U.. S. Nuclear Regulatory Commission, and its geological advisors, the U. S. Geological Survey (USGS) and its seismological

advisors, the National Oceanic and Atmospheri" Administration (NOAA).

The findings of that review were published on December 22, 1972 (U. S. Atomic Energy Commission, 1972) as part of the Safety Evaluation Report relating to construction of the Shearon Harris Nuclear Power Plant.

Additional geologic investigations made by the applicants after the r

issuance of construction permits for Units 1; 2, 3 and 4 were prompted by the discovery of a fault in the excavation of the waste processing building.

The applicant notified us of the discovery on July 11, 1974.

Investigations and evaluations by the applicant, its consultants, and the NRC staff were required to assess the impact of the new geologic data on the seismicity of the site.

A two volume report entitled, "Fault Investigation Shearon Harris Nuclear Power Plant Units 1, 2, 3

and 4" (Ebasco Services, Inc., 1975) resulted from the applicants investigation.

Our evaluation of the applicants findings was reported in Supplement No.

3 to the SER dated July 1977.

Recently the USGS has stated that it is reassessing its position regarding the localization of the seismicity in the vicinity of Charleston, S.C., including the 1886 Modified Mercalli Intensity (MMI) X Earthquake.

A formal statement of that position is forthcoming.

The staff has supported the existing USGS position on the Charleston Earthquake with respect to the seismic and structural uniqueness of the Charleston area.

We continue to support 'that position and will examine any reassessment by the USGS.

In licensing decisions since about 1976 regarding the seismic design basis of nuclear power plants located in the Precambrian-Paleozoic crystalline section of the Appalachian Orogen, particularly in New

~ England and the northernmost

Piedmont, the staff has recognized the New England-Piedmont Tectonic Province.

Because seismicity was relatively uniform throughout this province-," and the maximum historic earthquakes were MMI VII, it was not important to subdivide it.

However in the Southern Appalachian area the staff, in effect, has treated the southern Piedmont as a separate tectonic area.

Although this is the case, on January 9, 1982, a magnitude (mb) 5.7, MMI VI earthquake occurred in south central New Brunswick, Canada in geologic terrain that js similar to that which characterizes the New England-Piedmont Province (including the southern Piedmont).

Extensive research is under way regarding that earthquake by the Canadians, the U. S. Geological Survey, universities, consulting firms, and the New England utility companies.

The NRC Geosciences Branch has formed a panel to monitor the results of these studies and assess them with respect to nuclear power plant sites in the

region.

If it becomes.

necessary to consider this earthquake to be the largest historic earthquake for licensing purposes, then this concern must be addressed as part of the much broader seismotectonic issue in which the validity of the Piedmont-New England tectonic province as a

homogeneous unit must also be considered.

The applicant has satisfied the requirements of the following NRC guides and regulations:

(1)

Appendix A, 10 CFR Part 100, Seismic and Geologic Siting for Nuclear Power Plants; (2)

Standard Review Plan (NUREG-0800), Sections 2.5. 1, 2.5.2, and 2.5.3; (3)

Regulatory Guide 1.60, Design

Response

Spectra for Seismic Design of Nuclear Power Plants, Revision 1; and (4), Regulatory Guide 1.70, Standard Format and Content of Safety Analysis Reports for Nuclear Power Plants, Revision 2.

The NRC staff has completed its review of the geological and seismological aspects of the Final Safety Analysis Report (FSAR).

Based on our review of the FSAR and pertinent documents from the published scientific literature we conclude:

1.

The applicant has conducted an adequate investigation of the site and region around it.

There are no capable faults in the site region and there are no geologic conditions that pose a hazard to the nuclear power plant and its facilities;

4 2.

The Safe Shutdown Earthquake of 0.15g zero period acceleration anchored to a Regulatory Guide 1.60 response spectrum is adequate; and 3.

The Operating Basis Earthquake of 0.075g zero period acceleration anchored to a Regulatory Guide 1.60 response spectrum is adequate.

4.

Seismicity has not been observed during the filling of the reservoirs at the Harris site.

Seismic monitoring of the reservoirs will continue for two years after the reservoirs are filled.

2.5. 1 Basic Geolo ic and Seismic Information The paragraphs in this section contain a brief summary of the geological

.conditions of the Shearon Harris Nuclear Site and the basis for our conclusion concerning the geological suitability of the site.

2.5.1.

~R The Shearon Harris site is located in the Deep River Triassic Basin, which lies mostly within the Piedmont Physiographic Province.

Upland elevations range from 300 feet above sea level along the eastern border of the province to about 1500 feet above sea level at the western border.

The Piedmont province trends northeasterly and is bordered on the east by the Coastal Plain Province and on the west by the Blue Ridge Province The Piedmont is underlain by metamorphic and igneous rocks formed in Late Precambrian and Early Paleozoic time.

Several orogenic episodes are recognized in the Piedmont beginning in Late Precambrian time.

The IR

~2

~

final episode which occurred in the Triassic was characterized by tensional forces which resulted in a series of northeast trending

basins, one of which is the Deep River Basin.

Structurally, the basin is a trough-shaped graben'filled with Triassic sediments.

The southeastern border of the basin is formed by the Jonesboro fault, which passes approximately 4 miles southeast of the plant site, under the reservoir.

Accumulation of the sedimentary wedge resulted from continued movements of the Jonesboro fault and development of cross-basin faults.

The Jonesboro fault is a diagonal dip-slip fault with a total vertical displacement of 5,000 to 10,000 feet and unknown right-lateral displacement.

.'ts total length exceeds 100 miles.

The basin sediments are intruded by diabase dikes of late Triassic or,early Juras'sic age.

The dikes trend N10'-40'M and range up to 300 feet in width and to more than 7 miles in length.

The rocks of the Piedmont slope to the southeast and disappear beneath the southeasterly thickening wedge of unconsolidated to poorly consolidated sediments underlying the Coastal Plain physiographic province.

The Coastal Plain is comprised of Cretaceous to Recent (138 mybp to present)

sands, gravels, silts, clays, shells, and limestones that thicken from the Fall Zone to up to 10,000 feet along portions of the Carolina coast.

The Coastal Plain is 90 to 120 miles wide and ranges in elevation from +500 feet NSL in the west to sea level in the east.

During past licensing decisions the NRC and AEC have held to the position that the relatively high seismic activity within the Coastal Plain Province in the vicinity of Charleston, S.C., including the 1886 MM Intensity X earthquake, is related to unique tectonic structure there.

Therefore, in the context of the tectonic province approach, an MM Intensity X earthquake should not be assumed to occur anywhere else.

This conclusion is based primarily on the persistent seismicity that has characterized the meizoseismal zone of the Charleston Earthquake since 1886.

It is also based on evidence, though not strong, of unique geologic structure.

Lacking definitive information, the NRC-AEC based its conclusion to a very great extent on advice from the U. S.

Geological Survey.

In 1973, with AEC funding, the USGS began extensive geologic and seismic investigations in.he Charleston region.

These studies are still underway.

As a result of these investigations, a great deal of information has been obtained, but the source mechanism of the seismicity still is not known.

Many working hypotheses have been developed based on the research data.

These hypotheses are described in the Virgil C.

Summer Safety Evaluation Report (NRC, 1981),

and will not be discussed here, only to say that some of these theories postulate that the Charleston Earthquake of 1886 could recur in other areas of the Piedmont and Atlantic Coastal Plain in addition to the epicentral area.

Hecause of the wide range of opinions within the scientific community concerning the tectonic mechanism for the Charleston seismicity, the

USGS announced in January, l982 that it will reassess its past position.

Me expect the result of that reanalysis to be available in the Fall of 1982.

A change in the USGS position could require a re-evaluation of the seismic design bases of the Shearon Harris site assuming that the Charleston Earthquake could occur closer to the site than was previously considered.

However, pending the announcement of the USGS position, the NRC staff continues to support its past position that the Charleston seismicity is associated with tectonic structure in the Charleston-Summerville

area, and that for licensing purposes in the O

context of the tectonic province approach, should not be assumed to occur anywhere else.

When the USGS statement is made we wi 1,.1 consider it from a scientific and regulatory point of view.

2.5.1.2

~Ei 8

The site is located near the eastern edge of the Cape Fear River drainage system.

The plant site is on an upland area of gently sloping hills and ridges located between Tom Jack Creek on the west and Thomas Creek on the east.

Elevations of hill tops and ridge crests are mostly between 250 and 275 ft. and local relief is generally less than 60 ft.

The site is underlain by-gently dipping rocks of the Upper Triassic Sanford formation.

The bedrock is mostly siltstone and fine-grained sandstone interbedded with subordinate

shale, claystone, and conglomerate.

These rocks consist mostly of alluvial fan, stream

channel, and floodplain deposits and are characterized by abrupt changes in composition and texture, both horizontally and vertically.

Several north to northwest trending diabase dikes of Triassic-Jurassic age have intruded the Triassic bedrock in the site vicinity.

These dikes are near vertical and are one to 15 ft. thick.

Hedrock adjacent to the dikes is commonly baked to a dark gray or black color.

Host dikes are deeply weathered to a mixture of clay and rounded cobbles of residual diabase.

2.5.1.3 Surface Faul tinq During certain clearing operations and excavations in the plant area, a

fault was identified on July 3, 1974 in the foundation of the plant waste processing building.

An investigation into its nature and history of movement and its relation to the geologic and tectonic setting was conducted by the applicant.

The objective was to determine whether renewed movement on the fault could occur resulting in surface rupture and seismicity.

Me reviewed the regional tectonics and the structural relationships, and evaluated the studies conducted by the applicant to determine the age of most recent movement on the fault.

In our determination of the age of the fault, we included studies on (1) radiometric dating of zeolites, (2) soil and saprolite considerations, (3) undisturbed sediments overlying the fault, and (4) regional geology.

The results of the investigations together with independent studies by our consultants, enabled us to determine that the fault is not capable as defined in Appendix A to 10 CFR 100.

The applicants reported findings, which were substantiated by ourselves and our consultants, are discussed in SER Supplement No.

3 (U. S. Nuclear Regulatory Commission,

II

1977).

The applicant concluded, and we concurred, that the latest movement on the fault is very ancient.

The minimum age of last fault movement that can be demonstrated, based on radiometric dating methods, is approximately 2.5 million years ago and based on other geologic considerations, movement took place more than 136 million years ago.

We further concluded that the fault would not be reactivated under reservoir loading.

We also requested that seismic monitoring be performed at the site to confirm our conclusion that the proposed reservoir would not cause fault movement during and after filling.

Heginning in December 1977 and extending through February 1980, the applicant reported and the NRC staff inspected a number of minor faults that were exposed as foundation excavation proceeded in the main dam and spillway areas.

All of these faults were found to be minor with lengths measured in 10's of feet and displacements measured in inches.

We concur with the applicant in concluding that all of the faults in the plant site and main dam areas predate the mineralization that formed after regional deformation which occurred at least 136 million and likely more than 200 million years ago. Therefore, the faults are considered non-capable as defined in Appendix A to 10 CFR Part 100.

2.5.2.1

~Summar The conclusion reached at the construction permit (CP) review by both the staff and its consultants, the USGS and NOAA (CP-SER, CP-SER Supp.

1

and CP-SER Supp.

3) was that 0.15g (SSE) and 0.075g (OBE) accelerations when used with Regulatory Guide 1.60 response spectra are adequate.

At the operating license review stage, the staff evaluated tectonic provinces to determine the vibratory ground motion corresponding to the SSE. Current staff practice has been to request the applicant to calculate appropriately derived site-specific response spectra from accelerograms for similar controlling earthquake size and epicentral distance and local site conditions.

It is the staff position that the Shearon Harris design should meet the 84th percentile of the site 0

specific spectrum of earthquake records with a mean magnitude of 5.3 (mb).

The staff concludes that the Shearon Harris design criteria are acceptable.

2.5.2.2 Maximum Earth uakes In the CP-SER (1972) the staff and our USGS consultant found that Triassic Basins in the Piedmont appear to have experienced a greater number of earthquakes than the rema'ining portion of the Piedmont.

Based on this, our NOAA seismology consultant found that it is possible that an event larger than the largest historic events in the Piedmont (1913 Union County, South Carolina, intensity VII or 1875 Richmond, Virginia, intensity VII) could be experienced within one of the Triassic Basins.

NOAA recommended that an intensity VII-VIII(MM) earthquake be considered as the maximum earthquake likely to affect the site.

n the FSAR the applicant notes that the region in the immediate vicinity of the site is characterized by low-level seismicity.

The

applicant recognizes three seismic zones which border the site region-Central Virginia, South Carolina-Georgia and the Southern Appalachians.

The applicant does consider it possible that some intensity VII earthquakes in the Piedmont may have been related to Triassic Basins.

Thus, the applicant considers an 'event of intensity VII similar to the 1875 Richmond or 1871 Milmington, Delaware earthquakes occurring in the Deep River Basin close to the site to be the maximum potential earthquake.

The staff has evaluated tectonic provinces to determine the maximum earthquake that is associated with the SSE.

The staff prsently considers the maximum random earthquake to be intensity VII or magnitude 5.3, bas'ed on the largest events in the, southern Piedmont that have not been associated with structure.

In the OL review the staff did not consider the larger intensity VII-VIIIevent, recommended by NOAA during the CP review, due to the lowlevel of seimsicity near the site.

The largest historic events within 130 miles of the site are intensity VI and seimsicity has not been associated with the nearby Triassic Basins.

The staff considers the use of the largest historic earthquakes in the southern Piedmont to be adequately conservative for determining the maximum random earthquake.

The largest historic earthquakes in the southern Piedmont have estimated Modified Mercalli intensities (MMI) of VII.

Two of these, the February 21, 1774 earthquake and the December 22, 1875 earthquake, occurred near Richmond, Virginia, approximately 133 miles northeast of the site.

A third, the January 1,

1913 Union County, S.C.

earthquake occurred at a distance of approximately 175 miles

southwest of the site.

Bollinger (1973) lists these earthquakes as having an intensity VII (MMI) and its equivalent Rossi-Forel VII-VIII, Barstow (1981) lists these earthquakes with intensities VII (MNI),

Coffman and Von Hake (1977) list these earthquakes with intensity VII or VI-VII (MMI).

In more recent Safety Evaluation reviews, the Staff has maintained that magnitude is a more appropriate measure of earthquake source strength than intensity, which is a measure of observed damage and felt effects.

Nagnitude is usually determined from instrumental records;

however, because there were no instrumental recordings, Nuttli et al (1979) derived a magnitude estimate for the 1774 and the 1875 Richmond events from felt area and isoseismal area information.

The estimated magnitudes range from 4.5 to 5.0 (mb).

In another study, Nuttli and Hermann (1978) indicated that an appropriate equivalent magnitude for an

'picentral intensity of VII (NMI) is a magnitude 5.3 (mb). It is the staff's conclusion that the maximum historic earthquakes in the Southern Piedmont can be defined as having an estimated (maximum) magnitude of 5.3 (mb).

Events similar to the largest that have occurred in the southern Piedmont could occur anywhere in the Province and should be considered as the maximum random earthquake likely to affect the site.

The August 31, 1886 Charleston, S.C. earthquake is listed in the Coffman and Von Hake catalogue (1977) with a meizoseismal intensity of IX-X (MN).

Bollinger (1977) estimated the maximum intensity to be X (NM).

The Charleston, S.C.

region is presently under intensive investigation.

Interpretations that have emanated from these studies differ considerably as far as the possible mechanisms are concerned.

The NRC and its advisors, the USGS, undertook a survey of the publications on the subject during the OL safety evaluation review of the V. C.

Summer Nuclear Station (USNRC, 1981).

As mentioned before, the Charleston, S.C.

area is being subjected to an intensive study by the USGS.

(See also discussion in Section 2.5.1.1.)

The staff's position has been that the Charleston seismicity is associated with a (regionally unique) tectonic structure in the Charleston-Summerville area and should not be assumed in the tectonic province approach for licensing purposes to occur anywhere else.

Thus, in accordance with the tectonic province approach (Appendix A to 10 CFR 100), the maximum earthquake which shall be conside'red to occur near the.Shearon Harris site has a maximum intensity of VII (NM) or a maximum magnitude of 5.3 (mb).

In addition, the effects of a recurrence of an 1886 Charleston earthquake in the Summerville-Charleston area shall be postulated to assess its influence on the Shearon Harris site.

2.5.2.3 Safe Shutdown Earthquake At the CP stage (CP-SER)

NOAA concluded that the Safe Shutdown Earthquake (SSE) should be characterized as a local intensity VII-VIII event with a peak horizontal acceleration of 0.15g.

While the Southern Valley and Ridge Province and the area near Charleston, South Carolina are con sidered to have a potential for larger earthquakes than the

Piedmont, the maximum effect at the site from earthquakes in these areas would be less than nearby Piedmont events.

In SER Supplement No.

1 (1973). the staff found that this peak acceleration value should be used for Seismic Category I structures founded on both bedrock and soil.

In SER Supplement No.

3 (1977), the staff noted that the applicant had revised its response spectra to comply with Regulatory Guide 1.60.

In the FSAR, the applicant designates the SSE as an intensity VII earthquake with its epicenter near the site.

The resulting maximum horizontal ground acceleration at foundation level within the bedrock at the site was estimated to be less than 0. 12g.

In order to provide an additional margin of conservatism, a value of 0.15g anchored to a

RG 1.60 spectrum was assigned as the SSE.

The staff's position is that the-following seismic hazards. likely to affect the site should be considered:

(1) a random event of intensity VII or magnitude 5.3 in the site vicinity.

(2) an event the size of the 1886 Charleston earthquake (intensity X) occurring in the vicinity of Charleston, about 200 miles south of the site.

The SSE is characterized by a peak ground acceleration and a response spectrum derived from accelerometer records which record strong ground motion from earthquakes.

Mhen the earthquake is associated with a specific geologic structure or tectonic province, ground motion is determined using relations between either ground motion, magnitude and distance from the fault, or ground motion and intensity.

Numerous ground motion relations are given in the literature and are based on

recorded data.

The applicant concluded that these relations result in peak acceleration values below 0.12g for a random intensity YII event.

The staff considers an acceleration of 0.13g to be adequately conservative for an intensity VII as determined using the trend of the means relating peak acceleration to intensity as shown by Trifunac and Brady (1975). This acceleration is used as the high-frequency anchor of a Regulatory Guide 1".60 spectrum.

Based on published ground motion relations the Shearon Harris 0. 15g response spectra is adequate.

However, in recent site reviews the staff has found site-specific

spectra, which are discussed next, to be a more realistic aoproach to assessing the adequacy of SSE spectra.

The SRP and Regulatory Guides represent one approach that the staff'onsiders acceptable to establish conformance with NRC regulations.

Another approach that is accepted to establish the adequacy of the seismic design of nuclear power plants is the use of site-specific spectra (NUREGs-0011, 0847).

Although the staff has endorsed the Trifunac and Brady (1975) relai:ionship relating intensity to peak acceleration, it requested site specific spectra as a more realistic method to assess the adequacy of SSE spectra.

This method uses state-of-the-art seismological information and data analysis.

Site-specific response spectra allow for the direct estimation of the response spectrum at all frequencies for specific magnitude, distance and recording site conditions rather than the need to develop a

reference acceleration (g value) for.a site-independent standard spectra.

It is the staff's position that the 84th percentile spectrum

k l'

represents an appropriately conservati ve representati on of the site-specific earthquake (see, for example, the Sequoyah

SER, NUREG-0011).

In order to estimate site specific spectra, the applicant utilized spectra calculated for NRC by Bernreuter (1981).The applicant selected response spectra from accelerograms for recording sites with foundation'onditions (rock sites) similar to Shearon Harris.

The magnitudes chosen were within one-half a magnitude unit for a magnitude 5.3 event.

For the magnitude 5.3 event the 0. 159 Regulatory Guide 1.60 response spectrum envelopes or matches the 84th percentile site-specific spectrum.

The staff concludes that the Shearon Harris SSE is adequate for. describing the ground motion effects'or rock foundations due to the maximum random event (magnitude 5.3).

Most of the Seismic Category I structures, are founded on sound rock.

The effect of the soil column on the seismic resposne of the structures founded on soil is reviewed in Section 3.7.

For the intensity X event at Charleston, S.C., the staff found no appropriate set of strong motion records.

Isoseismal maps prepared by Bollinger (1977) show that the 1886 earthquake was probably felt with an intensity V (but not more than VI) in the Shearon Harris site area.

The intensity at the site as a result of an 1886 Charleston, S.C.

earthquake of epicentral intensity X was also estimated by several attenuation functions (Bollinger, 1977; Gupta and Nuttli, 1976).

Assuming an intensity X event approximately 200 miles from the site and using the above mentioned attenuation functions, the site intensity ranges from intensity V-VI to intensity VI-VII. Thus the ground motion effects at the Harris site from the recurrence of an 1886 Charleston earthquake in the Summerville-Charleston area are less than the effects of the maximum random earthquake (intensity VII).

The staff concludes that the Shearon Harris SSE is adequate for describing the ground motion effects of an event the size of the 1886 Charleston earthquake occurring in the vicinity of Charleston.

2.5.2.4 Reservoir-Induced Seismicit The principal source of water for the Harris plants is a storage reservoir system, which consists of two reservoirs.

The applicant constructed a dam on Buckhorn Creek which created a 4,000 acre Main Reservoir which will serve as the principal source of plant cooling water and a back up source of emergency service water.

The nuclear units are located on a peninsula on the northwest shore of the reservoir north of the main dam.

The applicant has also constructed an Auxiliary Reservoir with a surface area of 317 acres to the west of the plants.

The Auxiliary Reservoir is the preferred source of emergency service water.

As a result of the staff review of a noncapable fault discovered in 1974 at the Harris plant site, the staff requested the Applicant to seismically monitor the site to confirm the staff conclusion that the proposed reservoirs will not cause fault movement during and after reservoir filling (SER Supplement No. 3, 1977).

Monitoring should be continued for at least two years after reservoir filling and the staff should receive quarterly reports.

Such monitoring is necessary because reservoir filling has sometimes been accompanied by earthquakes beneath or near reservoirs.

The possibility of reservoir-induced seismicity is generally greater for deeper reservoirs (Stuart-Alexander and Mark, 1976).

Reservoirs under 100 m in height seldom experience "felt" earthquakes associated with reservoir filling.

The proposed depths of the Harris plant reservoirs are 19 m (62 ft) for the Main Reservoir and 13m (43 ft) for the Auxiliary Reservoir.

Both reservoir depths are close to the lowest depths for which there has been a suggested relationship between reservoir filling and earthquake occurrence.

For this reason, the staff concludes that induced seismicity above the

. microearthquake level from reservoir loading is not.expected at the Harris site.

However, to observe effects, if any, during the filling of the reservoirs, the staff requested the Applicant to seismically monitor the site.

The applicant's seismic monitoring network began operation in 1977 and consists of an array of four stations.

Each station contains a

vertical-component, short-period seismometer and one station also has two horizontal-component seismometers aligned north-south and east-west.

Reservoir filling began in November 1980.

The reservoirs are now essentially full and filling should be complete in March 1983.

To date no local earthquakes have been recorded either prior to or during reservoir filling. Monitoring will continue for two years after reservoir filling. At that time the applicant and staff will meet to determine if monitoring should continue.

g

~

I 2.5.2.5 0 eratin Basis Earth uake The applicant has proposed 0.075g for the acceleration level corresponding to the OBE.

The design vibratory ground acceleration for the OBE is taken to be one ha'lf of the design vibratory ground acceleration for the SSE, consistent with Appendix A to 10 CFR 100.

The staff finds that the proposed acceleration value for the OBE is adequately conservative.

References 1.

Barstow, H.L. et al.,

"An Approach to Seismic Zonation for Siting Nuclear Electric Power Generating Facilities in the Eastern United States,"

1981.

Bollinger, G.A., "Seismicity of the Southeastern United States,"

Seism.

Soc.

Amer. Bull., Vol. 63, No. 5, 1973.

Bollinger, G.A.; "Reinterpretation of the Intensity Data for the 1886 Charleston, South Carolina, Earthquake,"

USGS Professional Paper 1028-B, 1977.

4.

Bernretuer, D.L., "Seismic Hazard Analysis, Application of Methodology, Results, and Sensitivity Studies,"

NUREG/CR-1582, Vol.

4, 1981.

5.

Coffman, J.L.

and C. A. Von Hake, "Earthquake History of the United States,"

U. S. Dept. of Commerce Publication 41-1, 1977-Reprint.

6.

Ebasco

Services, Inc., February 1975, Fault Investigation Shearon Harris Nuclear Power Plant Units 1, 2, 3, 4 for Carolina Power 5

Light Company.

7.

Gupta, I.N. and 0.

W. Nuttli, 1976, "Spatial Attenuation of Intensities for Central U.S. Earthquakes,"

Bull. Seism.

Soc. Amer.,

Vol. 68, No. 3, 1976.

8.

Nuttli, O.W.

and R.

B. Hermann, "State of the Art for Assessing Earthquake Hazards in the United States,"

U. S. Army, WES Report

812, 1978.

9.

Nuttli, O.W., G.A. Bollinger and D.

W. Griffiths, "On the Relation Between Modified Mercalli Intensity and Body-Wave Magnitude," Bull.

Seism.

Soc.

Amer., Vol. 69, 1979.

10.

12.

13.

14.

15.

Stuart-Alexander, D.E. and R.K. Mark, "Impoundment-induced Seismicity Associated with Large Reservoirs,"

USGS Open File Report 76-770, 1976.

Trifunac, M.D. and A. G. Brady, "On the Correlation of Seismic Intensity Scales with the Peaks of Recorded Strong Ground Motion,"

Bull.Seism.

Soc. Amer., Vol. 65, No. 1, 1975.

U. S. Atomic Energy Commission, 1972, Safety Evaluation, Shearon Harris Nuclear Power Plant Units 1, 2, 3 5 4, Docket Nos. 50-400, 50-401, 50-402 and 50-403.

U. S. Atomic Energy Commission,

1973, Supplement No.

1 to Safety Evaluation, Shearon Harris Nuclear Power Plant Units 1, 2, 3 and 4.

U. S. Atomic Energy Commission,

1973, Design response spectra for seismic design of nuclear power plants, Regulatory Guide 1.60.

U. S. Nuclear Regulatory Commission, 1975, Seismic and geologic siting criteria for nuclear power plants, 10 CFR Part 100, Appendix A.

16.

17.

18.

U. S. Nuclear Regulatory Commission, 1977, Safety Evaluation Report related to constructi on of Shearon Harris Nuclear Power Plant, Units 1, 2, 3 and 4, Supplement No." 3.

U. S. Nuclear Regulatory Commission, 1978, Standard format and content of safety analysis reports for nuclear power plants, Regulatory Guide 1.70.

U. S. Nuclear Regulatory Coranission, 1979, Safety Evaluation Report related to operation of Sequoyah Nuclear Plant Units 1 and 2, NUREG-0011.

19.

U. S. Nuclear Regulatory NUREG-0800.

Commission, 1981, Standard Review Plan, 20.

21.

U. S. Nuclear Regulatory Virgil C.

Summer Nuclear U. S. Nuclear Regulatory related to the operation No. 2, NUREG-0847.

Commission, 1981, Safety Evaluation Report

Plant, Docket No. 50-395, NUREG 0717.

Commission, 1981, Safety Evaluation Report of Enrico Fermi Atomic Power Plant, Unit