ML19248C956
| ML19248C956 | |
| Person / Time | |
|---|---|
| Site: | Crane  |
| Issue date: | 05/30/1979 |
| From: | Arnold R GENERAL PUBLIC UTILITIES CORP. |
| To: | |
| Shared Package | |
| ML19246B589 | List: |
| References | |
| NUDOCS 7907180041 | |
| Download: ML19248C956 (6) | |
Text
f TESTDiCNY SEFORE IEE PRESIDENT'S CCb".ISSION CN THE ACCIDENT AT TEFEE IIILE ISTAG 3Y ROBERT C. A3!OL2 VICE PRESIDEC-GENERA!!ON GPU SERVICE CCPJCRATION Stay 30, 1979 C77 2 8 2_
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My name is Rober: C. Arnold and I as a Vice President of the 62U Service Co rporation, a subsidiary of the General Public Utill:ies Corpora: ion.
I la in charge of the Generation Division of the Service Corporation anc in this position I as responsible for the design and construction of new generating facilities for the GPU System.
The Generation Division is also involved with existing generating f acilities through:
1.
Design and construe:1on of =ajor =adifications, 2.
Basic engineering support Ior plant operations and saintenance as agreed to between ny counterparts in the operating :c=panies and =yself, 3.
Lead responsibility for certain highly speciali:aa discipliaes such as la-core nuclear fuel canagement and process control computers, 4.
Development of system vide policies pertaining to operations and maintenance, and 5.
Review of budgets and co 4:=ents of funds.
Although =y nor:sl work location is 1 31cosiield Avenue, Mountain Lakes, New Jersey, I am presently located at the Three Mile Island si:e where I as re-sponsible for the overall =anagement of all on-site and near-site technical capabilities and resources working in support of the EP.I 2 recovery effort.
Exhibi: 1 is a chart which describes the organization that was for= ally established on Wednesday, April 4th by the President of GPU to =anage the IMI 2 recovery.
The Recovery Organization consists of an integration of G?U personnel with senior, experienced people frcm other utilities and nuclear industry organizations across the country.
I: has focused on the following priorities:
1.
Maintaining the current plant operations in the saf est conditions, 2.
Containing the release of radioactivity :o si d 4ze exposure to the public and on-si:e personnel.
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Making a reliable safe :: ansi:1on :o a benign and reliable long-ters cooling : ode for he plant, and 4
Reinforcing the capabill:7 of the plant to assure long-term cooling.
The najor near-ters objectives of the Recovery Organization were established as follows:
1.
Maintain the uni in a stable condition, 2.
Con:rol and manage the volumes of existing radioactivity, 3.
Develop an overall waste =anage=ent plan f,r liquid, gas, and solids, 4.
Develop a strategy :o reach cold shutdown safeJ f and expeditiously, 5.
Modify the necessary procedures, facilities, and equipment to accomplish the above, and 6.
Establish the plan for acco=plishing a transition into the organization necessary to proceed with :he longer term recovery efforts.
As shown in Exhibi: 1, the organization was divided into the following nr.for groups:
Technical Support Met-Ed Plan: Operations
'4aste Manage =ent Plant Modifications Task Managenent/ Schedule Industry Advisory Administrative & Logistics Public & Gover=nent Affairs The Technical Suppor: Group has provided engineering cri:eria and support, technical planning and analysis, procedure support, technical support to the control room, supper to licensing requirements, and data reduction and nani.ge=ent.
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The Plant Operations Group has consisted of the Me:-Ed TMI Plan Staff wi:h substantial aug=entation fro = other organizations.
The group has been responsible for:
1.
Perfor=ing all plant operations and =aintanance activities required, 2.
Limiting personnel exposure, 3.
Stopping off-site uncontrolled releases, 4.
Returning the plant to a benign status, and 5.
Ensuring the plant's abili:7 to respond to any further a=ergencies.
The '4aste Manage =ent Group was established to safely and effectively =anage the quantities of radioactive gases, liquids and solids during the initial phases of the recovery operation.
They have been responsible for the development and imple=entation of short-ter= plans to =anage cnd process contaminated gases, liquids and solids, identification of the status of Auxiliary Building syste=s, establishment of processing priorities that are based on plant needs and deconta=-
ination of the Auxiliary Building.
The Plant Mcdification Group has provided the engineering, design, =aterials and construction necessary to co=plete the plant =odifications to equip =ent and s:ructures.
The Task Manage =ent/ Scheduling Group was for=ed to coordinate and =cni:or the overall tasks and priorities, plans, schedules and work progress of all groups.
They have been aware of infor=ation that the groups required to perfor= their tasks and as. isted the= in obtaining the required infor=ation.
The Industry Advisory Group was established as a "think tank" to functica in parallel with all ongoing activities.
The group was not intended to bs part of the ingle =entation structure.
The group on its own ini:iative looked into potential proble=s of any kind, =aintained a current awareness of the perceived status of the cora, and provided assess =ents based on experience and judgment as opposed to dat tagineering review and calculations.
Thisgroupwas, disbanded,d,s.ubject b / >'
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to being reconvened, on May 6th.
. The Technical Working Group is a group which has included the heads of each of the groups previously described and representatives from 3abcock and Wilcox Co. and the Office of Nuclear Reactor Regulation.
This group was the mechanism by which we ensured that all activities, proposed courses of action, and contingency plans received proper analysis and coordination within the organization.
From the time it was for=ed until May 5th, the Technical Working Group set twice a day to review the progress of activities underway to fulfill the objectives of the Recovery Organization.
From May 5th through May 26th, the group =et daily and it now is meeting twice a week.
The.3dm d stration & Logistics Group was formed to handle the necessary d
administrative logistics requirements such as coc=unications, aanpower, trans-portation and cocsissary arrangements.
The Public and Govern =ent Af fairs Group was established to coordinate the exchange of infor=ation with the public and govern = ental bodies.
Although the Recovery Organizatic i has undergone some sinor sedifications over the past eight weeks and there has been some turnover of personnel in various positions, it still functions very =uch as it did initially and in conformance with the original priorities for the organization.
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