ML20023D079
| ML20023D079 | |
| Person / Time | |
|---|---|
| Site: | Zimmer |
| Issue date: | 01/03/1983 |
| From: | Dickhoner W CINCINNATI GAS & ELECTRIC CO. |
| To: | James Keppler NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION III) |
| References | |
| NUDOCS 8305190190 | |
| Download: ML20023D079 (67) | |
Text
{{#Wiki_filter:,. , Q L t3D-55'6 a p , 1'. f THE CINCINNATI GAS & ELECTRIC COMPANY sK CINCINN AT1. OHIO 45201 W. H. DICKHON ER January 3, 1983 PRINCIPAL STAFF A hj U. S. Nuclear Regulatory Commission D/RA I isc [ Region III W1 jgnf' .;; 799 Roosevelt Road Ofs,PQ MAO () Glen Ellyn, Illinois 60137 25L'El !RO i OEciP f J j Attention: Mr. James G. Keppler '4 L OL i l J Regional Administrator l FILE l Gentlemen: Re: Wm. H. Zimmer Nuclear Power Station, Unit 1 Order to Shaw Cause and Order Immediately Suspending Construction, Docket No. 50-358, Construction Permit No. CPPR-88, W.O. 57300, Job E-5590 - Supplemental Information Requested By Your Letter of December 28, 1982 This is in response to your letter of December 28, 1982 requesting supplemental information to my letter of November 26, 1982, in which we requested the approval of the Bechtel Power Corporation (Bechtel) to conduct the independent review of the management of the Zimmer Project. We would like to provide the requested information in the same general order and format, as follows: l A.l. The only document we have related to our plans to utilize ! Bechtel as outlined in my letter of November 10, 1982 to l the NRC Commissioners, is a proposal submitted by Bechtel with a transmittal letter dated November 8, 1982. A copy of this original submittal, less contract terms and conditions which we and Bechtel deem proprietary, as well as a copy of the transmittal letter is enclosed. You will note that the original proposal is essentially the one submitted with my letter to you dated November 26,
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1982. Also enclosed is a tabulation of the meetings held l between CG&E and Bechtel as well as a tabulation of the site visits by Bechtel employees to date. Your request under this particular item also included some discussion of any oral understandings that we might have relative to utilizing Bechtel as outlined in my. November 10, l 1982 letter to the Commissioners. As I indicated in my letter of November 26, 1982 to you, we had concluded prior l i to the issuance of the Show cause Order that additional ! project management expertise should be brought to the 8305190190 830103 - 1983 g,, tgfj,7g{,Splab - JA N 4 i PDR ADOCK 05000358 PDR A b
e - f _U. S. Nuclear Regulatory' Commission Attns LMr. James.G. Keppler
~Page~2 January 3,.1983 Zimmer-Project. -On November 2, 1982 we contacted, by telephone,.threeofirms, one-being Bechtel, relative to making a presentation as to their-capabilities to conduct an assessment- of the Zimmer Project management.-
'A fourth company was considered but not contacted since they had just recently done work for us. Bechtel made an' initial presentation to us on November 5, 1982 and
. submitted a formal proposal to us outlining a proposed program on November 8, 1982. As indicated above, .a copy of this-initial proposal is enclosed. This proposal was subsequently revised by letter dated November 23, 1982-
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which.was attached to my letter to you dated November 26, i 1982. l By November 10, 1982, we had concluded that Bechtel was
- - the most
- qualified of the companies interviewed to fulfill our needs. We indicated verbally to Bechtel that we were going to submit a letter to the Commission indicating a
- proposed program utilizing their services.
4 . In the interim, the Commission issued the Show cause Order on November 12, 1982,' shutting down safety-related con-struction 'at : the site.. Since the assessment portion of the program outlined in my November 10, 1982 letter to the
- Commission was essentially the same independent review of
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l management requirement outlined in the Show Cause Order,
- the decision was made to allow Bechtel to proceed with
-preliminary; work. It was indicated by us to Bechtel that
. they would now be proceeding on the basis that approval ' from the NRC'would have'to be forthcoming before any definitive contract was signed and a total scope of work
' defined.
l This situation was discussed with you at our meeting on j November 17, 1982. At that time it was understood that l any work done by Bechtel prior to NRC approval was being
.done at risk.
It should be emphasized that there is no signed agreement ( nor formal purchase ordar issued to the Bechtel Power Corporation for.their efforts to date. Our verbal.under-l: 1 standing with then 'is that if they receive approval to do (; the management assessment from the NRC, a formal agreement (. will be signed covering those services and commercial terms
- negotiated for any additional scope of work beyond the i initial assessment phase. In the event that for some i unknown reason Bechtel would be disapproved,' we have L verbally. agreed that at that point in time Bechtel would be reinbursed for work completed on the basis of their standard consulting rates for comparable services, i
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r er re U.iS. Nuclear Regulatory Commission
' Attn: Mr. James.G. Keppler ,
Page 3 January?3, 1983 We believe that this should clarify our: relationship with Bechtel and should indicate that any work done by Bechtel to date has'not in any way compromised the NRC's approval-process. B.l.- Refer to the attached letter dated December 29, 1982
.from Bechtel for their response to this item.
Note:- For clarification, refer to Appendix'A of Bechtel's proposal for Paragraphs E and C.1 which they have now revised. C.l. CG&E's Response to Item C.1: In this question you asked why any Bechtel continuing-role on the project beyond IV B (1) (a) of the Order would not affect their objectivity in performing the management assessment. We would first like to indicate that the objective of the progrmn proposed in my letter
,of November-10, 1982 and the steps outlined in the Commission's Show Cause Order of November 12, 1982, are essentially-the same; namely,'to complete the Zimmer Project in full compliance with all. applicable requirements to ensure a safe operating plant. The cornerstone of my
. N'ovember 10 letter and the Show Cause Order is to bring sufficient management, quality assurance, and construction
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! expertise to'the project to implement the Quality Confirma-tion Program and the= project' completion. program. The first ? step in both programs was to determine what must be done to
- j. the management of dhe project to ensure ~that the project i can-be completed'in conformance with applicable regulations
,- and the Construction Permit. {- As indicated in my letter of November 26, 1982, CG&E believes that Bechtel has expertise in all required areas and firmly believes that Bechtel has the professional integrity and character'to recommend a management structure that would be the best possible one to meet the unique . l requirements of the Zimmer Project, regardless of the , organization
- utilized for its implementation. 'We further l . believe. that Bechtel is the best qualified through its experience and depth of personnel to be the implementing organization, independent of any assignment to assess project management.
L l __ _ ..m. , ._. _ _ _ _ _ _ . _ _ - . _ .-_ _ _ _ ._ _ ._.. _ _
o: 'U; S.? Nuclear Regulatory Commission Attn: Mr. James G. Keppler Page:4-January 3, 1983 Our-objective is to complete.this plant in such a manner that>it meets all applicable requirements. With this in' mind, we believe the best course of. action is 'to have the party: implementing a-program be'thelsame party pro-posing the courses of . action to be taken. Undivided
. responsibility would be placed on one party,- focusing accountability, thereby best ensuring the integrity of.
the completed plant.- This would have the best chance of . ' success by not placing.a second entity in the role of i trying to implement a program that they had no responsi-bility for formulating. l To summarize, we believe that Bechtel has . superior quali-
- -fications in all theerequired areas' involved in completing
} Eimmer. We believe that their professional integrity, as well as their vested interest in the nuclear industry, would not allow them to compromise a management assessment of what they might perceive their downstream role.on the 1 project to be. Finally, it is the logical decision to have the same party accept-the responsibility of implement-ing. a program they created, particularly when they have the total expertise of the Bechtel Power Corpacation. 1 1 You'also requested a discussion as to whether Bechtel's activities at the site to date affected their objectivity 4 in making the management assessment. As indicated in several places,.Bechtel's assignment relative to my-letter 4 of November 10,-1982'and the Show cause order is the same relative to the management assessment. Bechtel has not been-. compromised in any respect in their activities to date nor have they been given any-preconceived ideas or direction. They have been directed by myself to make a 4 ' management assessment of the project with no reservations and to mnke an honest, unbias ed, and comprehensive report
., based. on the L facts :as they > exist.
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I want1the facts-as much as the NRC 1 and I can state categorically that CG&E has taken no actions that would affect the independence relative to Bechtel's activities to date that should have any affect on Bechtel's objectivity. Furthermore, at no time has anyone from CG&E discussed with any member of the Bechtel organi-zation any of their findings'or made any attempt to c influence such findings. k- 'C.l. Refer to the attached letter dated December 29, 1982 from Bechtel for their response to this item. 1 J f
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;o .U. S. Nuclear Regulatory Commission Attn: Mr. James G. Keppler Page 5 January 3, 1983 I believe'the above has satisfactorily answered your supplemental request and should allow the NRC 'to formally approve Bechtel. to conduct an. independent management assessment of the Zimmer Project. Whether Bechtel was selected'just prior.to the Show Cause Order or immediately following-the Order does not place the test of independence in jeopardy as defined in Chairman Palladino's letter.to Congressmen Dingell and Ottinger.
Yours very truly, THE CINCINNATI GAS & ELECTRIC COMPANY By W. H. Dickhoner
.WHD:vm Enclosures Bechtel-proposal dated November 8, 1982 List of CG&E - Bechtel Off-Site Meetings List of Site Visits by Bechtel Personnel Bechtel's Response to Questions B and C dated December 29, 1982 k
Bechtel Power Corporation Engineers - Constructors j* . Fifty Bea!e Street s San Francisco, California Mad Address: P. O.Los 3965. San Francisco.CA 909 l 1 November 8, 1982
+
Mr. W.H. Dickhoner, President Cincinnati Gas and Electric Company 139 East Fourth Street Cincinnati, Ohio 45202 ,1
Dear Mr. Dickhoner:
.} I We appreciated the opportunity, the frankness, and the cooperation of yo.c personnel in discussing the status of your project last Friday. We agree that
# .this is a critical time in the schedule for the completion of the W.d. Zimmer plant. The completion of your project is vital to your company as well as the
! future of the U.S. nuclear utility industry. Bechtel is prepared to mobilire our full capability and experience to help Cincinnati Gas and Electric
' complete the project.
We believe that our management experience at Fermi, WPPSS, South Texas , and
< Diablo Canyon can provide you with the assistance your project organization needs to r'e solve the current problem areas and complete the Quality j Confirmation Program. ' Appendix A describes the immediate steps we would take to identify organizational, procedural, and actions that are needed. This Phase I of tha ; initial work is expected to take three weeks, in which time our senior people would further design the approach and a s';af fing plan for the completion of J Generally, those same people, upon completion of this phase, ,i the project.
would be available to carry out the implementation of the plan. Appendix B includes the resumes of the Phase I team members. You'll find them y very experienced in nuclear power plant, and particularly BWR, p ro jec ts . In selecting these candidates, we have emphasized the need for experience in:
- 1. Project managei:ient and condtruction management f 2. Integrated project control
.j 3. QA/QC programs
- 4. Construction completion, systems turnover, and startup g Ap pendix C includes summaries of Bechtel's nuclear ex pe rie nc e , whi c h , as you know, is approached by no other company, e
2 u
1 1 Mr. W.H. Dickhoner, Pr:sident
.f November 8, 1982 <l Pegn 2 Bechtel Power Corporation r
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"' Some of Bechtel's in-depth capabilities that we think are important to this M job are:
$ 1. Construction management and direct-hire construction i
k 2. Quality control programs 4
- 3. Project cont rol systems for integration of quality, schedule and cost priorities 4 Reactor containment expertise
; 5. Uciding expertise and national code relationships e
/ 6. Nuclear regulatory licensing expertise 1 y 7. Labor relations
- 8. Operating power plant services In Appendix D, for your convenience we have included copies of two cont rac t 1 forms.
I The first is a technical services agreement which is our normal cont rac t for studies similar to the Phase I effort. The second is the form we normally use for more broad-based support of nuclear plant projec t ( g~ completions. This Phase II contract allows assignment of the activities that ij
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we can foresee for successful completion of the project and allows Cincinnati
, Gas and Electric, at their discretion to utilize any of Bechtel's capabilities tha ; may be required.
L In the event that additional support services are needed after project completion, commercial terms are included that allow Cincinnati Gas and ]j Electric to use our Opera ting Plant Services organization after commercial operation for whatever help may be needed. . .J I have found it useful to personally intensively review our pe rfo rmance and c d ove rall projec t progres s in periodic executive review meetings with your counterparts in other utilities. I recommend a similar program on the Zicmer j p roj ec t. Bechtel is prepered to provide expertise and resources to assist Cincinnati Cas and Electric in the successful completion of the W.H. Zimmer Nuclear , Station project. We'ao have sufficient experienced personnel to accomplish it n in conjunction with the project's existing capable personnel. We look forward ? to working with you towards that end. Sincerely, I H.O. Reinsch + President
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; Enclosures cc: E.A. Borgmann .4
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. Appendix "A"
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PHASE I PROJECT SURVEY
;: c' Based on our experience in providing project completion assistance on similar projects we recommend the following sequence and scope of survey activities in preparation for the overall management of the W.H. Zimmer Nuclaar Power l Station.
3 A. Management review of project organization and status of job - Has been completed for the purpose of selecting the review team.
.; B. Assemble survey team - Complete, on standby, and immediately available i for Zim=er.
, 4 1 h Combined team wi.1 be backed up by senior management support and will provide proven capability in the following areas: 2 - Project Management / Construction Management expe rience Recent nuclear expertise Project controls (!i - Current Quality Control programs Managerial capability i
)i C. Survey Tasks l 1. Review Project Controls 1
- a. Overall integration of project schedules:
- 1. Milestone Summary Schedule 4
- 2. Engineering, Procurement, Construction & System Turnover Schedule i 3. On going QC inspection planning
.i .
] 4. QCP inspection /re-work schedule 3
d 5. Detailed work plans for designers, craf tsmen
- b. System Completion & Turnover Process
- c. Design change control (Use of design " Freeze" and Design Change
.j PackEge approach)*
y
- d. Field change control q e. System & Facility configuration control
- f. Cost control I g. Administrative control j 2. Quality Cottrol
{ a. Review program for compatibility of representative
.j specification, drawings, quality control instructions and construction work plans e
- i. '
s q b. Review adiquacy cf organization, program, and staf fing. t
'l ' - c. Quality Control for remaining work
- 1. Review of vendor and contractor certification and j docume ntation _a
; m
- 2. Action plan for closecut of NCRs
- d. Quality Confirmation Program j 1. Completeness and adequacy
- 2. Action plan for closeout of NCRs .
- e. Review interfaces between QA, QC, craft supervisionf field engineering and resident engineering j f. Review program for training and certification of QC, inspectors 4
_] 3. Review Construction Organization ., ' N j a. Responsibilities and reporting relationships of field
) engineers. How do they interface with resident engineers, superintendents - systems or area basis?
6 b. Who assembles quality documentation for field work.
- c. Cost and Schedule controls; who develops and maintains?
)
[ d '. Craf t training and indoctrination for nuclear work. i e. Procurement and Warehousing controls
- 4. Review Nuclear Regulatory Commission Interfaces and Communication
- a. Does official contact point exist at appropriate, level of CG&E organization for:
![ 1. Licensing M
- 2. Region III i
! b. Is staffing level and authority adequate to provide timely
'; respbnse of best *information with minimum impact on project operation?
l c. Are appropriate people involved in NRC communication process? (e.g. Exit Int erviews)
; (. Who is responsible for managing timely resolution of 50.55 (e) i open issues, Title 21 issues?
A
- e. How are impacts of open issues recognized or reflected in project schedule?
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~5. R view Status of Engineering for:
3 a. Outstanding design issues not yet issued for construction, if any. 3,
-- ?
i b. Dispositioning'of'NCRs from QCP.
- c. Open issues with NRC licensing group (NRR).
._ d. Status of Operati'ng License SSER, ACRS Letter, and Public 4 "
Hearing,
- s. ,,
4 j D. Survey Process
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- 1. Interview key peoplh regarding:
- a. Scope of responsibility -
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- b. Scope of authority /
E c. Backkround and experience
- d. - Problem Areas I
j 2. Obtain and review project procedures and reports for:
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, I j a. Monthly progress reports for E'agineering, Procurement, y Construction and Start-up l
- b. Scheaule and Cost fore, cast '
i
- c. ' Project Procedure Manuals for CG&R and Kaiser i, d. QA & QC Manuals (CG&E and Kaiser)
. E. Key People to be interviewed j -
l Cincinnati Gas & Electric E.A. Borgmann - Senior Vice-President & Project Manager i B.R. Sylvia - Vic e-Pre side nt , Startup & Nuclear Operations 4
. H.R. Sager -
Quality Assurance Manager i J.F. Shaffer - Quality Confir=ation Program Manager B.K. Culver. - . Construction Manager j H.C. Brinicaann - Nuclear Engineering Manager J.R. Schott - - Nuclear Production Manager
,j J.D. Flynn -
Nuclear Licensing Manager i K.K. Chitkara - Nuclear Service Manager Tj
; H.J. Kaiser M. Albertin -
Project Manager W. Hedzik - Site QA Managet r'
]1 # C.
B. D. H. Stanfield Scott Davis Vitale Construction Manager Estimating & Cost Control Manager QC Manager Quality Engineer Manager l C. Power - Records Manager k , a r
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h . c1 o, ' NUCLEAR REGULATORY CO!CIISSION - 'l
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h; i . ry * ( Resident-Inspector 4 ,j l
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- ;e i i. a SARGENT & LUNDY- 4
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1 1 -l - j Resident Project Engineer
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}O HARTFORD INSURANCE I y
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Authorized Inspector i '.s , :,F,3 . 2 -. 'h .i r l M, STATE OF OHIO
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!n I 5 i f Appendix B - Survey Team and Resumes 1
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Survey Team a 1 - l Project Operations - George Jones
- I i Construction - Claude Turbow Don Stover * (Alt.)
j j Project Controls - Dick Soderholm I 1 QA/QC - Bob Scott
- Gary Stanley
- Code - Welding Inspection - Larry Campbell i Tom Fallon* (Alt.)
[j Startup Turnovers - John Walker (part-time) 4 The survey team will be headed up by George Jones and will report to Bill Henry, Vice-President and Deputy General Manager
'i of the Ann Arbor Power Division, i
- Available for permanent Zimmer Project Team.
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( GEORGE B. JONES POSITION Project Manager EDUCATION BS, Electrical Engineering, University of California MS, Mechanical Engineering, Naval Post-graduate School PROFESSIONAL Registered Professional Engineer in I DATA California Member, American Society of Mechanical Engineers Member, American Society of Naval Engineers Member, Project Management Institute
SUMMARY
'6 years: Project manager 2-1/2 years: Engineering manager 9 months: Deputy engineering manager 3-1/2 years: Shipyard commander 1 year: Deputy, fleet maintenance 5 years: Planning / production officer p EXPERIENCE 4 years: Head of Piping, Valves, and Machinery Arrangement Branch Mr. Jones was Project manager of Hope Creek Unit 1 & 2, 1,100 MW BWRs for Public Service Electric & Gas Company. He is currently managing the close out operation on Unit 2.
Earlier, Mr. Jones was engineering manager for the following projects: Pilgrim 1 and 2 for Boston Edison Company; Jim Bridger 1, 2, 3, and 4 for Idaho Power & Light Company; Hope Creek for Public Service i Electric & Gas Company; and Humboldt Bay { for Pacific Gas & Electric Company. He 4
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also served as coordinator for Bechtel l Power Corporation with respect to the use of automatic pipe welding equipment. Mr. Jones joined Bechtel in January 1971 as deputy engineering manager for the Hope j Creek Project. i l E
; GEORGE B. JONES (Cont'd)
Prior to joining Bechtel, Mr. Jones was shipyard commander with the U.S. Department of the Navy'where he was responsible for all aspects of industrial operstions of shipyard activity and the supervision of 6,500 people. Mr. Jones's thirty years of naval experience includes positions as deputy in charge of fleet maintenance, planning production officer, and head of the Piping, Valves and Machinery i Arrangement Branch. REFERENCE Mr. Tom Martin Vice President Engineering & Construction Public Service Electric & Gas (of New Jeracy) (201) 430-7000, Extension 8316 i i t 9 I f 1 1 . . i - k l b i
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4 1 1 Claude Turbow
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i. DONALD M. STOVER y =:
; ~> POSITION Project Superintendent ! EDUCATION BS, Civil Engineering, University of Maine PROFESSIONAL Professional Structural Engineer, Massachusetts i DATA Licensed to Practice, Province of Newfoundland
SUMMARY
5 years: Project superintendent 1 year: Project superintendent j 3 years: Field superintendent
, 3 years: Staff assistant to construction manager 2 years: Assistant manager of construction j 2 years: Construction manager j 1 year: Project manager i 4 years: Resident field manager j 6 years: Structural designer and group leader P
EXPERIENCE Mr. Stover is currently project superintendent j on 1100 MW BWR Hope Creek project responsible for field supervision of services g 4 which includes field subcontract administration. f Act for field construction manager in his absence, f f
'j Mr. Stover was project superintendent of
. services in Bechtel's San Francisco Power
' Division assigned to the Nuclear Fast Flux i Test Facility.
.t As field superintendent, Mr. Stover was re-sponsible for all construction activities.
b , 1 Mr. Stover was staff assistant to construction j manager responsible for coordinating construc-tion department activities on four thermal j j power stations.
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Mr. Stover was assistant manager of construc-j tion for Acres Canadian Bechtel of Churchill j
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Falls and he was responsible for field activities j including inspection, administration, scheduling 3 and cost reporting. 4 i As construction manager of Acres Canadian Bechtel of Churchill Falls, Mr. Stover was responsible for initial construction activities, definition and scope of major field construction j contracts and administration of active field contracts. 1 { Mr. Stover was project manager of ammonia y fertilizer complex for Bechtel Corporation. l
e t-i i DONALD M. STOVER (Cont'd) 1-3 i j Mr. Stover was resident field manager of
, Twin Falls Power Corporation on 4-unit hydro plant. He prepared scope of contracts; l participated in bid reviews and awards; admini-stered all site construction contracts; pre-4 pared cost and progress reports; commissioned y
and turned over plant to operating personnel.
'l REFERENCE Mr. Pete Kudless Public Service Electric & Gas (New Jersey)
(609) 935-7400 i 4 1 4
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I,. RICHARD W. SODERHOLM Nm.- POSITION Technical Services Manager EDUCATION BS, Mechanical Engineering, University of California at Berkeley
; Management Program, Bechtel 1.
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SUMMARY
2 months: Technical services manager l-1/2 years: Project superintendent 1 year: Field cost and scheduling j supervisor j 4-1/2 years: Cost and scheduling
, supervisor i
7 months: Assistant cost and scheduling supervisor
; 1 year: Staff assistant j
2 years: Corporate budget coordinator i 1 year: 2 Senior cost engineer 1-1/2 years: Cost engineer
! 3 years: Field cost engineer
{ EXPERIENCE Mr. Soderholm is currently technical j services manager responsible for technical i -7 ' guidance and personnel administration of i ( division technical services personnel on j ,- the Midland nuclear project. e
] Previously, Mr. Soderholm was project superintendent of construction services for j
the Midland nuclear project responsible for { managing the following groups onsite: i subcontracts, cost and scheduling, office
} services, document control, fin'ance and l
accounting, procurement, safety, and j personnel. i Mr. Soderholm transferred to the Ann Arbor i Power Division in March 1980 as field cost scheduling supervisor assigned to Midland l . Units.1 and 2. He was responsible for all j - planning, scheduling, and cost control j programs, which included productivity monitoring and control, field trending, and i preparing all construction schedules. i While serving as cost and scheduling supervisor at the San Francisco Power ! Diviaion, Mr. Soderholm was assigned to the Pebble Springs and Pilgrim 2 nuclear projects. He was responsible for implementing all planning and scheduling, I i 4 I
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I l RICllARD W. SODERIIOLM (Cont'd) { cost control, and quantity tracking q programs in the office, and for the initial 9 development of similar programs for the field. Previously, Mr. Soderholm was staff
;' assistant to the general manager of the Thermal Power Organization (TPO). He reviewed correspondence and procurement authorizations and prepared and coordinated 3 presentations.
1 s, i Mr. Soderholm was corporate budget y coordinator for two years. !!e was J responsible for coordinating overhead budgeting activities for Bechtel Group, Inc. During his tenure with Bechtel, Mr. Soderholm has also served as senior cost engineer, cost engineer, and field cost engineer. ? REFERENCE Mr. Don Miller - Midland Site Manager Consumers Power Company q (517) 631-8210 1 i i i - b J I J 1 i
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l, ROBERT L. SCOTT POSITION Assistant to Manager of Quality EDUCATION Business Management General Studies, Southern Illinois University; various company-sponsored i courses such as Fundamentals of Computer
, Systems. Basic Radiographic Interpretation, j Effective Writing, Nondestructive Testing, and Auditor Training.
3, J PROFESSIONAL Registered Professional Quality Engineer 4 DATA in State of California; Member, American Society Quality Control
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EXPERIENCE Presently assigned as assistant to the 9 Bechtel Manager of Quality at the Washington i Nuclear Power Station (WNP-2) for Washington
$ Public Power Supply System. Responsible for technical direction of the construction
. Quality Control program.
s f Manager, Documentation Engineering - Bechtel j Power Corp. Assigned as consulting Documenta-4 tion Engineering Manager to a major mechanical 1 contractor at the Washington Nuclear Power 1 Station, Unit Number 2 for Washington Public
) Power Supply System. Responsible for direction i and management of a quality documentation review and correction program, to enable q
j certification of records necessary for nuclear plant licensing. (1 year) Project Quality Assurance Manager - Bechtel J Power Corp. Assigned as project Duality
- Assurance Manager to the Grand Gulf Nuclear Power Station, two 1300 MW BWR units for 3 Mississippi Power and Light Company. Re-l sponsible for direction and control of the
, project quality assurance program, as well J as direction and management of project quality
?
,- assurance activities. (4 years) i Project Quality Assurance Engineer - Bechtel Power Corp. Served as project Quality Assur-ance Engineer on the 950 MW PWR Arkansas
,) ~ Nuclear One - Unit 2 for Arkansas Power and Light Company. Responsible for direction and control of the quality assurance program, representing the project on project related
, quality assurance matters. (4 years) i.
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, ROBERT L. SCOTT (Cont'd) i TU j Manager of Quality Assurance - Westinghouse
' Nuclear Energy Systems Division. Before l joining Bechtel, was an equal partner / owner l of a steel fabrication and design company.
1 Prior to this, was Manager of Quality Assurance 8 in the Heat Transfer Division of Westinghouse Electric Corporation. Formerly was the
. West Coast Quality Assurance Representative 'j' and Senior Quality Engineer for Westinghouse Nuclear Energy Systems Division. Responsible for source surveillance / auditing of Westing-house suppliers of NSSS components in California, s
Washington, Arizona and Colorado. Previously q was responsible for quality assurance program D and records planning for Westinghouse NES quality assurance consulting efforts for a d.1 utility, nuclear projects balance-of-plant i equipment. (3 years)
^
Product Assurance Coordinator - Quality Engineering - Lockheed Propulsion Company; Unidynamics and Other. While with Lockheed
,4 Propulsion Company, was a Product Assurance 1 Coordinator involved in quality engineering 'J activities related to manufacturing planning I of Navy nuclear reactor internal (core) i components. Previous positions included j Production / Quality Engineer initiating i quality control inspection procedures for Unidynamics, St. Louis, and Manager of Quality Assurance for Scott Engineering and Welding Service responsible for development and implementation of a program to meet the requirements of MIL-Q-9858A. (3 years)
REFERENCE Mr. Roger Johnson %y Washington Public Power Supply System
. Richland, Washington i (509) 377-2522 cxt. 2712 y . . .s 1 sa 1
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) G.W. STANLEY
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; POSITION Senior Construction Engineer 4
i EDUCATION Courses at Kansas State University and Wichita State University i j
SUMMARY
2 years: Project field engineer 1-1/2 years: Systems supe'rintendent and and assistant project field engineer 3-1/2 years: Project construction quality control engineer 7 1 year: Staff quality control super-9 visor
! 3-1/2 years: Project quality control engi-neer and 1 cad mechanical q piping quality control engi-3 neer
( 5 years: Lead quality control planner i EXPERIENCE Mr. Stanley is' presently assigned as project field engineer on the BWR Grand
] /~_,' )
,)
Gulf Power Station Units 1 and 2, 1,300 MW
-jc '/' each, for Mississippi Power & Light Company, responsible for supervising and 7 directing all field engineering activities.
He has also served as the project systems superintendent responsible for construction 1 completion and release of systems for j startup testing. In addition, he was 1 assistant project field engineer on this l project, responsible for supervising Unit 1
) field engineering activities.
i Mr. Stanley was previously assigned as project construction quality control engineer for the PWR SNUPPS 1,150 MW Sterling Unit 1 nuclear project for Rochester Gas & Electric Corporation. i He was responsible for staffing and c supervising the field construction quality j control organization and implementing the quality control program. j Mr. Stanley formerly served as quality control staff supervisor in Bechtel's Gaithersburg office, where he supervised
, the quality control technical staff and 5
n . 1 I
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; /y j G.W. STANLEY (Cont'd)
J l was responsible for the preparation of instructions and procedures, and providing 1 technical guidance to field quality control engineers. t
} Prior to this, Mr. Stanley served as ! project construction quality control 1 engineer on the FiiR Calvert Cliffs } Nuclear Power Station Units 1 and 2, I
880 MW each, for Baltimore Gas & Electric j Company. He was also assistant project j construction quality control engineer and g simultaneously acted as lead quality g control engineer for construction testing
, operations. Earlier, he served as lead j mechanical / piping quality control engineer, l responsible for quality activities for 4
- the verification of safety-related mechani-cal and piping system installation. He also served on this project as mechanical j quality control engineer for inspecting 3 -
the installation of piping and mechanical
)/4 activities.
3 ,' Before joining Bechtel, Mr. Stanley was i associated with.The Doeing Company as j lead quality control planner. He planned and developed quality control procedures, evaluated test plans and specifications for facilities installation as well as j ground and flight test operations on the j Apollo / Saturn program, and dealt exten-sively with the quality records system. REFERENCE Mr. Tom Cloninger - Project Manager
^
~
Grand Gulf Project Mississippi Power and Light l ( 6 0.'.) 4,37-8011, Extension 3784
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i - h . . f , ,.. LARRY L. CAMPBELL
' i
(! (s ' i POSITION' Quality Control Coordinator 1 1 4 EDUCATION BS~, Mechanical Engineering, Virginia Polytechnic
!. Institute and State University l PROFESSIONAL. Certified Level III Mechanical Quality Control DATA Engineer- ! Certified Level III Welding Quality Control Engineer
SUMMARY
l-1/2 years: Lead quality control engineer 4 years: Assistant lead field weld engineer - 1. 1 year: Senior construction engineer .q 1 year: Construction engineer h 5 years: Pipefitter EXPERIENCE Mr. Campbell is currently the quality control 3 coordinator in the Ann Arbor Power Division j primarily. responsible for the coordination of activities at the Palisades and Fermi nuclear h jobsites. He provides assistance to the chief [-~s construction quality control engineer for the
,)
i
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remaining nuclear and non-nuclear construction quality control activities within the Ann Arbor
; Power Division.
1 o Previously, Mr. Campbell was the lead quality
! control engineer at the Detroit Edison Fermi 2 j Generating Station, assigned to the client's cons.truction and maintenance quality assurance organization. He supervised the client's quality , control staff in the performance of inspection
[ . activities and'the preparation of program j procedures, which included quality control j instructions for construction and maintenance j
- activities performed by contractors or the
_j client's maintenance organization. Mr. Campbell , is also a con'sultant for the client on American
' Society of Mechanical Engineers Sections III, IX, ,
and XI, and on American- Welding Society Code matters. l Prior to this assignment, Mr. Campbell was the l assistant lead field weld engineer at the Limerick jobsite. He acted as the lead field weld engineer during his absence, directing and N coordinating the activities of 28 personnel. He j[~'f. was responsible for preparing and writing tech-(f nical reports to support jobsite welding acti-vities.
)
i l
i
; LARRY L. CAMPDELL (Cont'd)
Before joining Bechtel, Mr. Campbell held various
'^ f construction engineering assignments and was pro-moted to senior construction engineer at several nuclear power plants. He also completed a 4-year l
pipefitter apprentice program while working at a nuclear shipbuilding company. REFERENCE Mr. Tullio A. Alessi Director of Project Quality Assurance Fermi Project Detroit Edison Company (313) 586-5513 1 d 1 A i i l i - e l l ' ',1 - e a d 4
m a a hm e_o.-_- .%in . - a:. -. - ma A.-_-L. _A 4--me -- a.-___.+m 1_.--_-_- ~ 4 .+. + 9A-e._ E6 4W __m _a_. _.h .J44-.,p.-4_A ._ -_ t I e i
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JOHN G. WALKER g (m,2 POSITION Project Manager EDUCATION BS, Mechanical Engineering, Texas A&M University , PROFESSIONAL Registered Professional Mechanical Engineer 9ATA in Texas Registered Professional Nuclear Engineer in California Member, American Nuclear Society
SUMMARY
3 years: Project manager g 1 year: Manager of startup and operating '{ 6 years: services Chief startup engineer 2 years: Project startup engineer 3 years: Senior startup engineer , , 2 years: Senior results engineer 3 years: Results engineer
?
j~< EXPERIENCE Mr. Walker is currently project manager for Bechtel's work on~ Detroit Edison's Fermi 2 4 project. [ \ Mr. Walker was manager of startup and operating I services in Bechtel's San Francisco Power ks' Division. Previously, as chief startup engineer he had overall responsibilities for division startup operations. t As a project startup engineer on a number of projects, Mr. Walker was responsible for total plant startup activities. Previously, as a startup engineer, he was responsible for plant cleaning and flushing and power testing. t I Mr. Walker was previously a startup. engineer , on the Great Canadian Oil Sands project where he provided technical direction and coordi- ^! nation of power plant and utilities startup. t f 4
< t' .
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e i 6 JOHN G. WALKER (Cont'd)
.i Prior to join'.ag Bechtel, Mr. Walker was 4 a. senior results engineer with the Texas Electric Service Company .here, as a plant operations supervi,or, he was in charge of operating person al: he also directed startup of a 550 MWe fossil plant addition.
As a results engineer, he prepared and conducted plant performance tests and worked as a shift op'erations supervisor.
] REFERENCE Mr. Harry Tauber 1
Group Vice President
'g Detroit Edison Company '; (313) 237-6696 <a
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WILLIAM (BILL) GERALD HENRY 1. 1 4 POSITION Vic -Presid:nt cnd Deputy General Manager
-{
EDUCATION BS, Civil Engineering, University of Washington j BMC, Business Law, University of Washington Registered. Professional Engineer in Alabama i PROFESSIONAL
; DATA Contractor's License (BPG), Nevada i
I
SUMMARY
6 months: Vice-president and deputy i general manager i 1 year: Vice-president and manager of division construction 4-1/2 years: Manager of division con-j struction j 6 months: Deputy manager of division construction 9 1-1/2 years: Manager of construction
,; 5 years: Construction manager 1-1/2 years: General superintendent 2-1/2 years: Project superintendent
; 6 months: Assistant superintendent j 2 years: Senior field engineer 3 years: Field engineer i 1 year: Design engineer i
2 years: Heavy equipment supervisor i 4 years: Equipment operator 1 EXPERIENCE Currently, Mr. Henry is vice-president 1 and deputy general manager of the l Ann Arbor Power Division. a Prior to his present assignment, J Mr. Henry was vice-president and manager of division construction for Bechtel's d Los Angeles Power Division where he Q was responsible for foreign and domestic
/ construction activities. Previously, 4 Mr. Henry was manager of construction for projects in the southwestern United ]j' States and Southern California and, later, deputy manager of division construction.
q As a construction manager in the Los q ,- Angeles Power Division, Mr. Henry was
- . ; responsible for work on the Mohave, Rancho Seco, and San Onofre units.
I i
a i.'
-).
t 6, . x WILLIAM (BILL) GERALD HENRY (Cont'd) j '# Mr. Henry has had considerable field
- experience since joining Bechtel in 1957 as a design engineer. Beginning i
in 1958, he' worked as a field engineer on the Mammoth Pool hydropower plant i in the. Sierra and the Alamitos Steam
} Station gas turbine units. In 1963, l he became assistant superintendent on-
; the Etiwanda power plant project. From 1964 to 1967 Mr. Henry was project superintendent for Redondo Units 7 and 8, and in 1967 he was named general superintendent on the Mohave Generating Station. For the next three years Mr. Henry served as construction manager ,
respo'nsible for Mohave 1 and 2 and Four ; Corners 4 and 5. 5 g Prior to joining Bechtel in 1957,
.?
Mr. Henry was a heavy equipment
]1 supervisor for the Army Corps of Engineers and an equipment operator for Henry Brothers Construction
'N Company and the State Highway Department.
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!1 i l l l a ll 4 5 Appendix C - Nuclear Experience 6 i l e l l . l I . I 4 lT l i
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t k I. 1 i ( . i 6 v 3
't 4 . I, . BECHTEL NUCLEAR EXPERIENCE I
1 This section describes Bechtel's capabilities and experience I as the leader in providing engineering and construction ser-i vices to the nuclear industry. BECHTEL QUALIFICATIONS AND RECORD IN NUCLEAR POWER I e 30 YEARS OF NUCLEAR POWER EXPERIENCE o 91 NUCLEAR PLANTS DESIGNED OR CONSTRUCTED
. e } 73 NUCLEAR PLANTS WITH BECHTEL AS CONSTRUCTION MANAGER /
CONSTRUCTOR e TOTAL CAPACITY EXCEEDS 78,000 MEGAWATTS 1' e RESPONSIBLE FOR CONSTRUCTION MANAGEMENT / CONSTRUCTION OF l 25% OF CURRENTLY OPERATING NUCLEAR UNITS 1 e SELECTED FOR THREE MILE ISLAND RESTORATION WORK f e SELECTED FOR PROJECT COMPLETION OF 7 UNITS CURRENTLY IN t PROGRESS l e LEADER IN DEVELOPING AND APPLYING EFFECTIVE PROJECT CONTROL t TOOLS FOR NUCLEAR PROJECTS f i
~
1 - - 4 1 t t
}
4 1 4
. General Nuclear Experience Bechtel has been a pioneer in the nuclear power field:
4 first was the nuclear accelerator at Los Alamos, New Mexico, then came Arco, proving that power-generating atomic heat could be produced, controlled, and used. In the following year, the company performed the engineering for the Mark I and Mark II Materials Testing Accelerator Project in Livermore, California. Next, it constructed the $20 million AEC Chemical Fuel Processing t Plant in Idaho. I Bechtel provided construction management and engineering for $ the installation of a turbine generator at General Electric 3 Company's Knolls' Atomic Laboratory in West Milton, New York. This installation, utilizing byproduct energy from the proto-type reactor for the U.S. Navy submarine Sea Wolf, supplied the first nuclear-fueled power for commercial use in 1955. v Also for General Electric, near Pleasanton, California, Bechtel f; had complete responsibilities from engineering through construc-2 tion of the Vallecitos Atomic Laboratory. Vallecitos, as an j experimental facility, made its greatest contribution by demon- {' strating increasing efficiency and output, and thus reducing cost of nuclear power. 4 i A milestone in Bechtel's growth with the nuclear industry came j in 1959 with completion of the Commonwealth Edison Company's Dresden Nuclear Power Station in Morris, Illinois. This was j the country's first large, privately financed nuclear power i plant. Bechtel was engineer-constructor, responsible for all construction and design, except for the nuclear package. l I j Through these, and other projects, Bechtel has maintained its g position within this rapidly evolving industry with participa-1 tion in many advanced projects involving studies, evaluations, 4 engineering, and construction milestones. Some highlights of o l these activities are: i i e Comprehensive design and construction services for first
- nuclear addition to a conventional steam plant, Humboldt . Bay 3.
'8 e Engineering' services for the first nuclear power unit with a pressure suppression containment - APPR-lA. 4 e Development and construction of the first fully prestressed, i post-tensioned concrete containment vessel - Palisades 1. o Comprehensive design and construction services for the first
' nuclear power plant with a field fabricated reactor vessel -
Monticello 1. J Engineering, procurement and construction of Tarapur, India's g e first commercial nuclear power plant. This required extensive [ training of workers and close supervision of local subcontractors. j g a
k* O High T2mparctura Gac Cooled Raactor Plant Studies and j Designs. i e Standardized Nuclear Unit Power Plant System. e s o Liquid Metal Fast Breeder Reactor Program, Fast Flux Test Facility Engineering and Construction.
; o Engineering and Construction of San Onofre Units 2 and 3
, with seismic design criteria of 0.66G, one of the world's highest.
) Bechtel has experience with nearly all types of reactor design and power concepts. Bechtel is not associated permanently with d, any manufacturer or agency but works with all major worldwide l suppliers of nuclear steam supply systems and turbine generators.
f Today, in its third decade of service to the nuclear industry, Bechtel has participated in the design engineering and/or con-struction of 91 major nuclear plants in the United States and d worldwide. The total capacity of these projects is in excess of 78,000 megawatts. j i '4any technical and economic studies, safety analyses, licensing preparations anci presentations for state of the art and advanced fission and fusion nuclear power plants, and the nuclear fuel
; cycle from mining to waste storage have been performed and j completed. For example, a study was completed concerning the
- licensability in the United States of the French Phenix, fast a breeder ~ reactor. Other studies have covered spent fuel pool h expansions, temporary and permanent waste storage, and recovery of Three Mile Island Unit 2.
i 3 I 1 - a J t tk
. Nuclear Plant Construction Management / Construction Experience Bechtel's nuclear plant construction experience dates back to 1950. Since then Bechtel has been responsible for the construc-tion of 73 nuclear units. Our involvement has ranged from projects when we were the construction manager only with all work being performed by contractors to assignments where virtually all of the work was performed directly by Bechtel. Most projects included a combination of the above. Substantial work is performed by Bechtel forces (+ 60%). The remaining ' work is performed by specialty contractors with Bechtel pro-viding construction management services. This combination _ of experience makes Bechtel uniquely qualified in that our field engineers and supervisors have acquired a breadth of understanding of both managing as well as directly performing the work. . The following table taken from Kidder, Peabody & Company's March 30, 1982 " Status Report on Engineers and Construction Managers for Electric Utility Nuclear Reactorc'and Fossil Boilers (as of 12/31/81) ", depicts Bechtel's preeminence as a Construction Manager for domestic nuclear power plants. m 4 e o s
_ . . ._ ---_.,u..-,~~~.-_.----._x . _ - - . - - - - ~ . _ . -. . - . , - _ . - Engineers and Construction Managers Summary - Construction Managers, Nuc1 car Reactors, Domestic Operating \
- To Be Operated Total Manager # MWE % # MWE % # MWE %
American El Pr Service Co 2 2,120 3 2 2,120 1 Baldwin 2 1,866 2 2 1,866 1 Bechtel 25 18,813 27 20 22,429 26 45 41,242 4 26 Brown & Root 2 1,642 2 2 2,300 3 4 3,942 ,' 3 ;s Burns & Roe 3 1,508 2, 3 1,508 1 C. F. Braun 1 644 1 1 644 Commonwealth Edison 2 2,100 3 8 8,936 10 10' 11,036 7 . Consolidated Ed NY 1 265 - 1 265 , 6,093 Daniel . 5 4,608 7 6 7 11 10,701 -7 Duke Power 7 7,678 11 6 7,310 8 13 14,988 10 Ebasco 6 4,238 6 6 6,796 8 -12 11,034 7 Georgia Power 2 1,581 2 2 2,220 3 4 3,801 2 Gibbs & Hill 1 457 1 1 4'57 J.A. Jones 1 825 1 1 825 1 , Kaiser Engineers 1 850 1 1 810 1 2 1,660 1 Miscellaneous 1 52 1 52 Northern States Pr 2 1,060 2 2 1,060 1 Pacific Cas & El 2 2,190 3 2 2,190 1 Pub Serv Indiana 2 2,260 3 2 2,260 1 Pub Serv Oklahoma 2 2,300 3 2 2,300 1 Stone & Webster 7 4,854 7 5 4,458 5 12 ),312 6 Tenn Valley Auth 4 4,345 6 13 15,896 18 17 20,241 13 United Engineers & Const 8 7,148 10 2 2,300 3 10 9,448 6 Virginia E1 & Pr 1 938 1 938 1 Westinghouse 2 1,838 3 2 1,838 3 Wisconsin Pub Serv 1 541 2 1 541 l l Total 86 69,467 100 78 86,802 100 164 156,269 100 l 1 0
?
- ~~x Nuclear Plant Project Completion Services Experience j x Owner Unit Services j Washington WNP - 1 Project management Public Power Construction management Supply System WNP - 2 Project management l Construction management il WNP - 4* Project management
)I Construction management South Texas South Texas-1 Project management
~
Project Engineering Procurement Construction management 9 i South Texas-2 Project management Engineering
, Procurement Construction management 4 ,; Pacific Gas & Diablo Canyon 1 Project management +
j Electric Engineering i Construction management j
; Diablo Canyon 2 Project management Engineering j Construction management .f Detroit Edison Fermi 2 Ccnstruction (punch listing)
Company Startup "
- ]i Maintenance 1
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- Unit later cancelled.
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! g EX P ^- ~ l E N C E i, Q d ~ ^
N = " ~ ~~~ : PILGRIM 4 Commercial Reactor Operation Supplier Gross Bechtel Start Start
] MW Scope Engineering Construction Client Lect. tion & Type j Date-Unit 1988 Iberduero,$. A. Spain Westinghouse 1100 ME 1975 1977 Sayago l.
I PWR l - 1 1987 Korea Electric Co. Korea Westinghouse 950 EPMC 1979 1980 Korea Cucl ear 8
.f g3 P/lR j
J Ta wan 7 Taipower Taiwan - - Prelim E 1979 - Taipower Taiwan - - Prelim E 1979 - i Taiwan 8 ( Hope Creek 2 New Jersey Public New Jersey GE - BWR 1100 EPC 1974 1974 j , Service E & G 3 Missouri Westinghouse 1150 EP 1973 1976 Ca!!away 2 Union Electric { PWR Boston Edison Mass. CE - PWR 1223 EPC 1972 ISED
; Pdgrim 2 Georgia Power Georgia Westinghouse 1100 EP 1971 1M4 j Vogtte 2 1 Southern Services PWR f 1936 I Korea Westinghouse 950 EPMC 1979 1980 Korea Nactear 7 Korer. Electric Co.
PWR l 1100 1977 ISEO Tsuruga Mitsubishi Japan Mitsubishi/ E g Westinghouse PWR Spain Westinghouse 1100 ME 1976 1977 Vande:los 11 ENHER f WIR j - 1300 EFC 1975 1976 Palo Verde 3 Arizona Public Service Arizona CE - PWR l
- Washington B & W/W PWR 1218 MC 1972 1973 l Washingten Nuclear Power 4 WPPSS 1985 Korea Westinghouse 950 EPMC 1978 1980 f Korea Nuclear 6 Korea Electric Co.
PilR
) 1974 ' Hope Creek 1 New Jersey Public New Jersey GE - BWR 1100 EPC 1974 j Service E & G Italy Westinghouse 950 MEC 1974 De'ayed ) EnelV Electrenucleare Italiana PWR ]f]
Washington Nuclear Power Washington Public Power Supply System Washington B & W/W PWR 1218 MC 1972 1973 1974 Mississippi GE - BWR 1301 EPC 1971
* ' Grand Gulf Nuclear 2 Mississippi Power and Light Pennsylvania G E - SWR 1088 EPC 1969 1974 Limerick 2 Philadelphia Electric E- ENGINEERING P-PROCUREMENT C- CONSTRUCTION M-MANAGEMENT
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m mun.ue. _ KUOSHENG d C Reactor Commercial Bechtel Start Start Sapplier Gross Operation Scope Engineering Construction Location & Type MW Date-Unit Client - L h 1984 1978 1930 Korea Westinghotse 950 EF t.tC Korea Nuclear 5 Korea Electric Co. 1 PWR h Westinghouse 950 EPMC 1573 1978 Taiwan Power Taiwan Maanshan 2 PWR a CE - PWR 1303 EPC 1973 1976 Arizona Pub'ic Service Arizona Palo Verde 2 a 1300 EPMC 1973 Defayed Puget Sound Power Washmgton GE - BWR Skagit Nuclear 1
.c and Light ,j Georgia Westmshouse 1100 EP 1971 1974 Georgia Power fj Vogtle 1 Southern Services PWR 14 460 EPC 1968 1972 N Consumers Power Michigan B & W PWR Midland 1 r.
1933 { Taiwan Westmghouse 950 EPMC 1976 1978 Maanshan 1 Taiwan Power (
- PSR Westinghouse 1150 EP 1973 1977 Kansas City P & L Missouri Wolf Creek lf PWR 4 Westinghouse 930 FCM 1973 1974 FECSA Spain ~
M ASCO 2 PWR i.s Arizona CE - PWR 1300 EPC 1973 1976 PMo Verde 1 Arizona Public Service 1 1260 EMC 1972 Delayed Port!and General Electric Oregon B & W PWR
; Pebble Springs 1 Westinghouse 930 E 1972 1974 lberduero Spain Lemoni: 2 PWR 3
- 1095 EPC 1970 1374 Fennsylvania Power Pennsylvania GE -BWR Susquehanna 2
( . & Light . 3 Penasylvania GE - BWR 1088 EPC 1969 G74 Limerick 1 Philadelphia Electric
,$ 812 EPC 1965 1972 Consumers Power Michigan B & W PWR 0 Midland 2 5 -
1932 EP 1973 1976 Missouri Westinghouse 1150 Callaway 1 Union Electric PWR 1000 EPMC 1972 1975 Taman Power Taiwan GE - BWR Kuosheng 2 y 1301 EPC 1971 1974 Mississip;i Power and Light Mississippi GE - BWR j Grand Gulf Nuclear 1 Pennsylvania GE - BWR 1035 EPC 1970 1574 Pennsylvaria Power jJ Susquehanna 1
& Light f ;i 4
E - ENGINEERiflG P - PROCUREMENT C - CCNSTRUCTION M - MANAGEMENT
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- Commercial Supplier Gross Bechtel Start Start Operation MW Scope Enginearing Construction Client Location & Type Date-Unit
]
J1 U 1931 1975 GE - BWR 1000 EPMC 1972 Taiwan Power Taiwan Kuosheng 1 Westmghouse 930 E 1972 1974 Ittrduero Spain Lemeniz 1 PWR 4 Westinghouse 930 ECM 1972 1974 5 FECSA Spain y ASCO1 PWR
} California Comb. Eng. 1100 EPC 1970 1974 Southern California Edison 3 San Onofre 2 PWR j ,'N 2
?'. / 1980 1972 d - Comb. Eng. 930 EPC 1970 Arkansas Power & Light Arkansas Arkansas Nuclear 1 1 Unit 2 PWR
,( 847 E 1970 1972 Alabama Westinghouse Jcseph M. Farley 2 Akbama Power &
s Southern Service PWR ~} WM FFTF WADC0 f or USAEC Washington Westinghouse LMFBR 400 EPC 1968 1970
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]A Joseph M. Farley 1 Alabama Power & Alabama Westinghouse 847 E
. PWR
, Southern Service A 906 EMC 1989 1971
" Toledo-Edison Ohio B & W PWR Davis-Besse 1
.- Cleveland Electric Comb. Eng. 281 EPC 1967 1363 Baltimore Gas & Electric Maryland 1 Calvert Clifis 2
PWR 3
i 1975 1150 EMC 1963 1971 Oregon Westinghouse Trojan t Fortland Gen. Electric PWR 4,. S57 EPC 1968 1970 Connecticut Light & Connecticut Comb. Eng. Milestor'e Nuclear 2 (11 j Power Co. PWR W Hartford Electric Light Company West Massachusetts ~ 'd L Electnc Company ,
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) Comrnercial Supolier Gross Bechtel Start Start Operatio n f.*// Scepe Engineering Construction
} Client Location & Type
. Date-U nit
-l ( 1975 813 E 1967 1969 l Georgta Pcwer & Georgia GE - BWR E.1. Hatch 1 [ Southern Service
.' Cornb. Eng. 834 EPC 1967 1969 i Baltimere Gas & Electric Maryland ; Calvert Chtfs 1 PWR 1 1963 B&WPWR 950 EPMC 1967 Sacramento Municipal Ca!ifornia I Rancho Seco Utihty District 1974 1970 GE - BWR 588 EPC 1969 towa Light & Power Co. towa f, Duane Arnc!d 904 EPC 1967 1968 Arkansas Pcwer & Light Arkansas B & W PWR I Arkansas thercar 1 Unit 1 1967 4
900 E 1966 Duke Power Co. So. Carchna B & W PWR I Oconee 2 1967 900 E 1966 1 Duke Power CD. So. Carolina B & W PWR i Oconee 3 1967 Pennsylvania GE - BWR 1103 EPC 1966 Peach Bottom 2 PhJadelphia Electric 11CS EPC 1966 1967 Philadelphia Electric Pennsylvania GE - BWR Peach Bottom 3 . 1973 1968 Westinghouse 490 EPC 1967 Westinghouse for Wisconsin Point Beach 2 PWR Wis.-Mich. Power Co. 900 E 1966 1966 Duke Power Co. So. Carolina B & W PWR Oconee 1 1967 {
- Ficrdia Power & Light Florida Westinghouse 724 EFC 1065 Turkey Point 4 l PWR I *
' 1972 1968 GE - BWR 658 EPC 1967 Boston Edison Mass.
Pilgrim 1 f 724 EPC 1965 1567 Ficrida Pcwer & Light Florida Westinghouse Turkey Point 3 PWR 1971 1967 GE - BWR 545 EPC 1966 Getieral Efectric f or Minnesota
> Monticello No. State Power Co.
Comb. Eng. 815 EPC 1966 1967 Consurners Power Michigan f Palisades 1 PWR g te e P f 0 9
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1 SAN ONOFRE 1 j 1 Commercial Reactor Supplier Gross Bechtel Start Start Operation Client Location & Type MW Scope Engineering Ccnstruction Date-Unit j~ 1 l 1970 Westinghouse for Wis:ensin Westinghouse 490 EPC 1966 IS67 i Point Bea.h 1 Wis.-Mich. Power Co. PWR l 470 PC 1965 1966 Westinghouse for fiew York Westinghouse j Ginna 1 PWR Roch. Gas & Electric
- i
*# i 1969 India GE - BWR 190 EPC 1964 1964 Tarapur 1 IGE f or Indian AEC India GE - BWR 190 EPC 1954 1964 k Tarapur 2 IGE for indian AEC i
1968 l EPC 1963 1964 Southern California Edison California Westinghouse 450 San Onofre 1 l San Drego Gas & Electric PWR j 1967. 4 Pennsylvania G A - HT R 46 EPC IS58 1962 Peach Ect:om 1 Philadelphia Ele:tric 1963 California GE - BWR 69 EPC 1958 1960 Humboldt Bay 3 Pacific Gas & E!ectric 1 - 1961 General Ele:tri: - California GE - Steam 0 C - j 3 VESR ESADA Superheater l j I 1962 Michigan GE - BWR 75 EPC 1959 1960 Big Rock Point Consumers Power
} g Canada CGE - PFWR 20 PC - 1959 m f;PD Canadian
-j General Electric f or AECL fiebraska Al - SG R 76 EC 1958 1559 Hallam AtoJni: Energy Ccmmission i '8 1960 l Illinois GE - BWR 210 EPC 1955 1957 t Dresden 1 General Ele:tric for l - Commenv.ealth Edison I' 1957 GE - BWR 5 EPC 1955 1956 l VBWR General Ele:tr;c California Alaska ALCO - PWR 2 E 1954 1955 APP R.1 A ALCO 1955 f;ew York GE - SIR 10 EC 1952 1953
+
West Milton General E!e:tric 1952 Idaho AN L-LM F B R 0.2 M - 1949 EBR-1 Atomic Er.ergy Commission
) '
i E - ENGINEERING P - PROCUREMENT C - C0tiSTRUCTION M - MANAGEMEflT 4 4
I
;~
Experienced Power Plant Engineering and Construction Personnel i I, Bechtel's ability to provide clients with specific services and j expertise is made possible by the number and diversity of experienced personnel available within the organization.
.l j More than 43,000 professional, technical, and support personnel are employed by Bechtel on projects throughout the world. More j than 50 percent of these are graduate engineers. As manloading j requirements change on various projects,. Bechtel has the l flexibility to meet the needs of all the divisions of the 2
Bechtel group of companies. Within Bechtel Power Corporation, j there are more than 20,000 personnel. These include: I 3 e 55 nuclear power plant project managers i e 65 nuclear power plant construction managers 1 1 e 1,060 nuclear power plant planning, scheduling, and j f s estimating personnel [p e 1,000 quality control personnel
- e 2,000 power plant field engineers o 600 power plant construction supervisors
.] e 170 quality assurance personnel e 200 nuclear and environmental engineers 4 e 2,900 procurement personnel worldwide I
1 e 3,000 project support personnel including personnel 4 qualified in labor relations ); ' j - safety 1 1 a rigging j . welding / metallurgy nuclear. licensing containment design health' physics, security
?
l
- Quality Control department established in 1970 1
I
e i.
,1, Participation in Cedes and Standards Committees i
; In recognition of the important role that the National Codes and Standards program occupies in the development and applica-l tion of commercial nuclear power, Bechtel participates exten-1 sively through the commitment of experienced engineers on national codes and standards committees. A review shows that Y
Bechtel Power Corporation had 105 engineers serving on 234 a committees. A breakdown of this service is shown below. An o additional 40 to 50 engineers from other Bechtel organizations y also participate in the national codes and standards program. t l Bechtel participation in codes and standards work benefits a
;{ client's project in two ways. The most direct benefit is that
? the latest issues, some of which may not be published yet, can 4 . be considered. Probably the most important benefit is the feed- ' t' back from actual engineering and construction work to the various El code committees. This enables consideration of special require-fl1 ments in the development of the industry standards required for commercialization. O
~, e Bechtel Power Corporation Participation in Code and Standards Committees
- Activity Number of Engineers Number of Committees t ANS 24 34 ANSI 20 35 F ASME 28 55 ASTM 6 24
'f ,
IEEE Others 28 22 51 35 d fi 128* 234,
- 23 engineers participate in committees from more than Gl one Society 4 .
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1 1
', 2 PROJECT MANAGEMENT Bechtel's project team concept requires that projects be carried out under the di-rection of a project manager who will manage, schedule, and integrate the many project activities. The project manager is the Bechtel team leader and is responsi-ble to the client and Bechtel management for the successful completion of the pro-j ject in accordance with agreed-upon. objectives. He has direct and continuing ac-cess to the division general manager. He is Bechtel's prime point of contact with l> the owner, acting through whatever organizational approach the owner desig-nates.
- f. c
)p At the onset of a project, the Bechtel team leader, working with the owner, estab-lishes project objectives and directs the formulation of the project plan to meet them. He ensures that the project team is appropriately staffed with qualified per-i f
- sonnel. He and his team establish the procedures and project controls to be used,
! tailoring them to the specific project and obtaining the owner's concurrence where the procedures interface with the owner's organization, procedures, and desires.
n 2 'r He establishes strong formal and informal communications channels. not only be-tween himself and his owner counterpart but also between Bechtel-owner channels
; at appropriate key team levels. Supporting and comp!cmenting these, he arranges 9 reporting means to give the project visibility desired by the owner and Bechtel J management. He arranges documentation of objectives, plans, and procedures and j ensures that the project technical scope and the detailed Bechtel scope af services are documented to the owner's satisfaction.
t The Bechtel team leader, acting through his key team members, monitors all pro-Ti ject activities from inception through completion, adjusting the project plan as necessary to meet changing objectives or circumstances, always in concert with and to the detail required by the owner. He and his team identify departures from the plan and take appropriate corrective action. He is also the administrator of the Bechtel-owner contract and is responsible for execution and close out to the owner's and Bechtel management's satisfaction. In summary, the Bechtel team leader makes sure that the project members are working in the close rapport re-quired and that they are appropriately supported by the strength of the Bechtel
.-l division and corporate resources. " The project manager acts for the owner using the project management concept. He j receives directions, develops instructions, receives reports, and prepares recom-mendations to be submitted to the owner.
Engineers, contractors, and suppliers receive their instructions from the project 1 manager, perform their assigned tasks. and report results to the project manager. In summary, the project management team functions as an extension of the owner's organization and acts on behalf of and in the interest of the owner to: o '
- Establish budgets, control costs. and ensure adherence to schedules q
-
- Manage and integrate planning and engineering work by design firms
!
- Procure major plant equipment, senices. and supplies i
- Coordinate and manage the activities of construction supplies q
^
- Supen-ise preoperational testing d ,
k
i.
} PROJECT CONTROLS bp i;
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) INTRODUCTION I
I In the execution and management of large, complex projects, numerous organizations become involved in the process of design j and construction. Careful coordination of these organizations is i needed to provide the proper flow of drawings and materials to a
; site, and the proper sequencing of construction and startup i activities.
1
)
Fundamental to this coordination is a wide range of activities
- d. that include the development of a project plan, operating i
' policies and procedures, organization charts and responsibility assignments, and the scoping'of work segments. Equally essential
./ is the implementation of a project control system that provides consistent and accurate project status for client and Bechtel management visibility and decision making. h Bechtel, with its broad experience in major engineering and q construction projects, maintains a comprehensive library of v3. state-of-the-art cost, schedule, and material control programs a that can be modified for project uniqueness and for client i internal and external reporting and control requirements. After project and client requirements are specified and program selections made, the programs are assembled into an integrated project control system.
'. Bechtel's project control programs are viable programs that can
(} be used on projects without the need for change. They can, "I however, be modified as necessary to meet specific client or j project requirements. J J SYSTEM DESCRIPTION d The project control system is based on existing programs, but is
.; tailored to meet specific client requirements. In general, the control system consists of:
- a. A mutually l' agreed-up~n o project plan that incorporates resultant schedules and cost and quantity budgets
- b. A monitoring plan that continually measures actual
, performance against the plan
]j c. A reporting program that identifies deviations from that plan i
- d. An action program to anti.cipate and correct project-related
.l problems, and to take advantage of project-related
- " opportunities.
l
- 1 s
I. s
, _ The project plan defines the scope of work, identifies services to be provided, assigns responsibilities, and identifies contrcls, 3 methods, and procedures for reeeting agreed-upon objectives.
4 I The plan is modified as necessary to accommodate client require-l ments and, when mutually approved by client and Bechtel manage-ment, becomes the basis for measurement of project performance. Reports to client management indicate the status and progress a of the project and project performance. L 3 The plan is expanded, refined, and updated as required as the j project passes through the phases of design, procurement, a construction, and startup. Visibility of the plan ensures l that control can be accomplished by responsible individuals at i each organizational level for all project phases. To accommodate I this visibility, control programs are designed on a modular f concept so that each can stand alone as a control tool yet be l fully integrated into the project control system. 1 Integration of the program modules is accomplished through the use of standardized codes for activities, quantities, and
; cost. This coding system is an interrelated series of structured i numbers which provide a set relationship of the detailed elements i in each module to each other, to all other modules in the system, I and to the project as a whole. Individual modules can be manual f or automated depending on project requirements without affecting i ,~" module approach or methodology; this provides significant 3 flexibility in arranging the tools to support client and Bechtel j -
management requirements while still maintaining system integrity. 1
; The project control system consists of three primary programs:
j schedule control, cost control, and material control. i 1 Bechtel's standardized approach to schedule control utilizes 1 an integratcd system of computerized and noncomputerized planning d and scheduling techniques and procedures that assist the client
, and Bechtel management in developing a valid plan, monitoring j performance, and producing reports that permit redirection of 0 plan objectives to the best interest of the project.
e
.Bechtel's cost control system is supported by a code of accounts l which provides an overall project structure to the various estimates and budgets used to accomplish cost control. Fore-J casting is performed periodically along with a continuous j monitoring system consisting of trending, home office cost
] control, and procurement cost control. 1 4 1
-1 m
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- i A
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j Bechtel provides an overview of the project scope of defining
- j. c materials from conceptual quantities through detail design
'f 1 takeoff with a sophisticated and comprehensive material control I / system. Material control encompasses the identification, ! quantification, and status updating to provide visibility of i equipment and material scope during all phases of a project.
Quantification of basic materials enables the project scope to be measured in terms common to engineering, construction, and the support services. PROGRAM SELECTION 1 i The project control system is administered by Bechtel's project j manager; he is responsible for module coordination, implementation, and updating. The modules that make up specific j programs are identified in policy manuals. The client and i Bechtel may select the most appropriate tools from these manuals, J and decide if operation of the system should be fully automated, d partially automated, or manual. The project's cost / schedule 1 supervisor, engineer, field construction manager, and startup q engineer have the responsibility of supporting the project e manager in this activity. Functional departments are responsible l for providi.ng guidance and input. FEATURES OF THE CONTROL SYSTEM
) Bechtel's fully integrated project control system is designed to h facilitate rapid solution of problems on large projects. Program 4 modules using standardized codes are linked to indicate project actions.and their impact on cost / schedule and resources. ]j Automation may be provided by a state-of-the-art management software system for the material, scheduling, and cost y processing. Visibility may be provided graphically to display q project objectives in tabular or plotted form or on a CRT ; terminal. The scheduling system has the capability to distribute q resources (quantity / manhours) over the work activities and to n redistribute remaining resources (using Bechtel's historical ] experience) over these activities 'as progress is reported. This y ' feature provides quick assessment of time and resource status and the depicting of "what-if" scenarios as rapidly as possible.
Data for historical comparison can be utilized to provide
. management with quick access to historical reference points so that they can more rapidly evaluate the condition of the project from a non-project perspe.ctive.
Another part of the project control system is an integrated ccet
] system that can provide quantity, manhour, and cost status, j measure this status against the project plan, and report at any e
level of detail a comprehensive comparison to the plan and/or historical data. h This system provides the client with access to project data in .j essentially the same manner that it is provided to Bechtel a project and division management, enabling mutual participation in d project decisions with complete awareness of project status. il ily .
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ELEMENTS OF PROJECT CONTROL PROJECT PLAN MONITORING THE PLAN
~'
OBJECTIVE PROVIDE INFORMATION
. TO IDENTIFY PROBLEM AREAS AND '
INITIATE CORRECTIVE ACTION: Material Control Cost Control Schedule Control
\
CORRECTIVE ACTION REPORTING DEVIATIONS l 1 THE CONTROL CYCLE
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5 .i BUDGETS ENG. & H.O. MATERIAL QUANTITY LABOR S Y ' j BUDGET COST BUDGET BUDGETS BUDGET 4 4 4 4 4-i CONTINUOUS COST QUANTITY INTERMEDIATE
- MONITORING & CEBUS & TRACKING FOCUS & DETAll REPORTS I
REPORTING COMMITMENT SYSTEM SCllEDULES I I I I 1 r i CONSOLIDATED MONITORING, ! ! REPORTS AND MONTHLY TRENDING ACTIONS 1 REVIEWS WITH BECHTEL AND OWNER MANAGEMENT RESOLVED l UNRESOLVED I I l h ! OUARTERLY F ORECAST l REPORTS ! CASH FLOW. l SCHEDULES RESULTS
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Operating Plant Services v i As' Bechtel's Operating Plant Services Organization provides a
' 3 complete range of services for operating nuclear plants.
j Typical services which have rec'ently-been provided at more j than 25 operating nuclear units include the following: e Plant Inspections and Walkdowns _j e Support for NRC Bulletins
'^
o Engineering Studies and Consultation j e Capital Improvements.and Expansions e Licensing Support l}? e Emergency Response Services o Outage Management t i i e Plant Maintenance e Instrument Calibrations a o' Circuit Verification e Performance Tes' ting l ,s e . Preventive Maintenance - .4 /
)' e Spare Parts Program JN/ e Operating Procedures and Training 3 e. System As-Builts N e 1 Records Management 3
e' Craft Labor Services e Vendor Shop Quality Surveillance -
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. s c e , ,i -,..o.. ,o .. . .c. e, eoe, setaveosrunn amo nor necessmen y asvlas BECHTEL POWER CO,,o,ATION RECHTEL POWER CORPORATlON M7s7*s',%M""' ' "'" " H. O. Re.n ch SAN FRANCISCO g PRESIDENT
$ JULY 1,1982 EL R 8hCM 3 A t g J. V. Motowski R. M' froalms VICE PRESIDENT VICE PRF10 DENT & $PECIAL A$$lSTANT
& MANAGER E NGINE E RING CONSTRUCTION OUALITY SAN FR ANCISCO LOS ANGE1ES GAITHER$ BURG A*fN ARBOR AND SERVICES A$$URANCE POWER OtV1580N POWER DIVISION POWER DIVillON POWER DfVISION f A. L Cohsi M. J. Mitcheit J M. An'e'el assonwAtal leasTHansevnos (asses Assong MAN.4GER MANAGER MANAGER C. D. $tatton L. G. Hmkofmesi J. M. komes H. W. Wsa.l VICE PRE 110ENT VICE PRESIDENT VICE PRE $1 DENT VICE PRE $sDENT
& GENERAL MGR. & CENER AL MGR. & GENERAL MGR. & CENERAL MGR.
ee eo P. A. HoHenbach WlG. Henry PROCUMEMENT C..W. Seamord
- CONTROLLER VICE PRESIDENT VICE PRE 11 DENT VICE PRESIDENT T. J. Hohe W. W. Wilson & DEPUTY GEN. MGR. & DEPUTY GEN. MGR, & DEPUTY GEN. MGR.
MANAGER MANAGER HOUSTON BFCHTEL ENERGY AR E A OF F 6CE CORPOR A TION (HOUSTONI 8 'N8 J.'M.'E onnes D. W. Heilatise PR ESIDENT VICE PRE $10ENT R. H. Stone
& MANAGER OPER ATOONS MGR.
hlOT E: oe RECEIVES FUNCTIONAL CtrDANCE FROM THE ALL PE R$0NNE L B ASED IN HOME OF FICE g APPtICABLE SAN FRANCISCO SERVICE ORGr.NIZATION UNLE SS OTHERWWISE INDICATED
% REPLACES CHARf DATED FEBRUARY 22.17c2
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d 4 j Appendix D - Contract Forms s
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N
;O TECHNICAL SERVICES AGREEMENT
^
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.] AGREEMENT FOR PROJECT COMPLETION SERVICES
.i fj 8 >
"3 (These Contract Forms are Considered
'$; Proprietary By The Bechtel Power 1l Corporation) ha
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7 N em 9 g t 3 b d w y
r> CG&E - BECHTEL OFF-SITE MEETINGS 4. DATE ATTENDEES
. November 5, 1982 CG&E - Messrs. Dickhoner, Borgmann,
& Sylvia Bechtel - Messrs. Murowski, Wahl, & Henry
- November 8, 1982 CG&E - Mr. Borgmann Bechtel - Messrs. Wahl, Henry, & Trommerhauser
. t November 19, 1982 CG&E - Mr. Dickhoner Bechtel - Messrs. Henry and Jones November 24, 1982 CG&E - Mr. Borgmann Bechtel - Mr. Trommerhauser e' December 17, 1982 CG&E - Mr. Dickhoner Bechtel.- Mr. Jones November 17, 1982 Joint Meeting - NRC Region III Bechtel CG&E f I f
- d
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SITE .VI'iITS BY. BECHTEL' PERSONNEL AT THE WM. H. ZIMMER NUCLEAR POWER- STATION November 15, 1982 November 19, 1982,
.D. Stover C. Rixford -R. Soderholm R.;Soderholm G. Stanley
.D. Stover-J. Trommerhauser: December 2, 1982
_R. Scott J. Walker G. Stanley. R. K. Vassar R. Scott C. Turnbow R. Soderholm ! G. W. Stanley L. Campbell L.-L. Campbell W. Brown
..G. Jones Decembe'r 9, 1982 November 16, 1982 G. Stanley G. Jones R. Soderholm C. Turnbow D. Stover D. Stover G. Jones R..Soderholm R. Scott C. Rixford. M.-White L. Campbell M. Krupa R. Scott J.EWa lker- December 10, 1982 l G. Stanley G. Stanley November 17, 1982 R. Scott D. Stover L. Campbell R. Soderholm R. Scott G. Jones
- 13. Stanley. M. White J. Walker- M. Krupa W. Henry
- 13. Jones December 13, 1982 C. Rixford R. Soderholm G. Jones D. Stover M. Krupa G. Stanley November 18, 1982 D. Stover M. White L. Campbell- R. Scott W._ Henry.
G. Jones December 14, 1982 R. Scott R. Soderholm G. Jones G. Stanley G. Stanley D. Stover D. Stover
'C. Turnbow R. Scott J. Walker M. White l M. Krupa Page 1 of 2
r-e, <> SITE VISITS BY BECHTEL PERSONNEL AT THE WM. H. ZIMMER NUCLEAR POWER STATION (Continued)
-December 15, 1982 December 20, 1982' D. Stover G. Stanley R. Scott J. Baramyi M. White R. Soderholm December 21, 1982 G. Jones M. Krupa G. Stanley G. Stanley J. - Baramyi December 16, 1982 December 22, 1982 G.. Jones G. Stanley M. Krupa R. Scott R. Soderholm G. Stanley D. Stover M. White P. Dallas December 17, 1982 R. Scott G. Stanley D. Stover M. Krupa R. Soderholm M. White P. Dallas Page 2 of 2
g= m Bechtel Power Corporation 777 East Eisenhower Parkway <
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Ann Arbor, Michigan Mad Address: P.O. Box 1000, Ann Arbor. Michigan 48106 RECEIVED # @), W. I. 9tCHOIll December 29, 19 12 J Att 3 GB3i i Mr. William H. Dickhoner, President ng Cincinnati Gas & Electric Company RDUME T&. 139 East Fourth Street _ Cincinnati, Ohio 45202
Dear Mr. Dickhoner:
Bechtel wishes to provide the following supplement to our letter proposal of November 23, 1982 in response to the request of James G. Keppler, Regional Administrator U.S. NRC Region III, by his letter of December 28, 1982,
' directed to Cincinnati Gas and Electric Company. Our responses are numbered to match questions directed to Bechtel within the NRC letter.
Item B Questions Directed to Bechtel Power Corporation. Item B.1 Paragraph E of the Bechtel November 23, 1982 Revised Proposal listed key people to be interviewed. This list was intended to be a minimal listing or starting point regarding the personnel to be interviewed. Therefore, amend paragraph to add, "In the conduct of a review of the Zimmer project to determine measures needed to ensure that construction of the Zimmer plant can be completed in conformance with the Commission's regulations and construction permits, it is Bechtel's intent to interview NRC personnel directly involved in the Zimmer project. We will also l interview National Board of Boiler and Pressure Vecsel Inspectors to identify existing procedural or construction deficiencies which must be resolved by management. Other competent individuals who may have direct knowledge or insight into management, organizational, quality assurance, or construction r activities, will be sought out to provide background information l for assessing recommended corrective actions". I Paragraph C.1 of the Bechtel Revised Proposal dated November 23, 1982 revised to include item (h) "wherein the review team will j review identified construction and quality assurance deficiencies to determine if they are attributable to or related to management". Item B.2 The team's " management review" report will be first critiqued by the functional management located in the Bechtel Ann Arbor office. In the Bechtel method of operation, the management I r
( .n l Bechtel Power Corporation Mr. William H. Dickhoner December 29, 1982 Page Two review team works independently of the functional management in Ann Arbor and therefore, this would be an objective review bringing to bear a wide range of nuclear engineering, construction and quality assurance experience. In addition, the report would be reviewed by the Bechtel Fcwer Management (BPM). This group is independent of the various divisions and reports directly to the President of Bechtel Power Corporation. This is a very significant review in that the reviewers are experienced, senior people and will have the background of similar work being done by all the Bechtel Power divisions. This final review should indicate any areas of the report needing additional emphasis and support, its general applicability and validity. Item B.3 Affidavits are being assembled - personnel have been contacted and will sign. Item B.4 The following is provided as further information on the role of Mr. Soderholm during his direct involvement with the Midland Project: a) March 1980 to February 1981 - Mr. Soderholm joined the Ann Arbor Power Division as field cost scheduling supervisor. As stated in his resume, he was responsible for all planning, scheduling and cost control programs at the Midland site. He held no responsibilities in activities covered by 10CFR50 Appendix B. In this capacity there were no construction or quality assurance related deficiencies identified in his area of responsibility, b) February 1981 to September 1982 - Mr. Soderholm was promoted in February 1981 to the position of project superintendent - services. In this position he managed such non-safety related activities as cost and scheduling, office services, finance and accounting, construction safety, and personnel. , He also managed three safety related areas covered by quality assurance programs:
- 1) Subcontract Administration - This area included administration of the contractual bonds between the Midland Project and such subcontractors as B&W, Zack, and U.S. Testing,
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1 /- Bechtel Power Corporation l l Mr. William H. Dickhoner December 29, 1982 Page Three
- a. In this time frame, B&W, and U.S. Testing have had a minimum of quality assurance related deficiencies, none of which were attributable to Mr. Soderholm's subcontract administration. QA controls of these subcontractors are provided by the utility (CPCo),
- b. Zack had had problems in the past which eventually resulted in a Civil Penalty assessed against CPCo. Mr. Soderholm was given his assignment-approximately one month after the Civil Penalty and was instrumental in establishing more effective control of HVAC activities which included the licensee taking responsibility for all QA/QC activities about mid-1981. This area has since been related as a Category I in the NRC Region SALP Report issued in April 1982.
- 2) Field Procurement - This area included routine field procurements of materials not controlled through the normal Midland Project procurement operation in Ann Arbor, performance of receipt inspections for count and damage (not quality control inspection) and management of storage areas. No major problems were identified in areas under Mr. Soderholm's responsibility. NRC Region III Reports 50--329 and 330/81-08 describe several '
storage conditions but these areas were under control of construction maintenance engineers rather than field procurement. A July 1982 special memo from Resident Inspector R. J. Cook to R. F. Warnick again described storage condition problems but without identification of examples. It is believed that the 1981 report was the primary reference.
- 3) Document Control - Mr. Soderholm was also responsible for administrative services which included control and issuance of design documents from a central document control center. This area was established with a continual self-auditing function to monitor its activities which resulted in excellent control and identification of only minor deficiencies during his tenure. An NRC inspection performed in the last several months is expected to note one deficiency but the report has yet to be received.
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Bechtel Power Corporation , Mr. William H. Dickhoner December 29, 1982 Page Four -
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.c) September 1982 to date - Mr. Soderholm was. transferred from the Midland Site to Ann Arbor where he assumed responsibilities as the[ Technical Services Manager -
Projects, a division position providing technical guidance and salary administration for Midland Project Cost and Schedule Engineers. No Construction or Quality Assurance functions are related to this position. Item C.1 Bechtel was contacted by CG&E prior to the Order to Show Cause to perform an assessment of the project and to subsequently assume a management role to assist the licensee in the management of the
.Zimmer project. As a result of this contact, an agreement was reached and Bechtel assembled an experienced team from throughout the Bechtel organization. The purpose of this team was to establish the conditions that exist in the various discipline areas, i.e., QA, engineering, construction, at this stage of the construction.. Specific emphasis would be placed on the identified quality problem areas, programs in place to resolve these areas and their impact on planning for the completion of ,
the project. In addition, the relationships between the various subcontractors was to be looked into. This degree of involvement was considered vital before Bechtel could commit to a course of action either as the independent reviewer or to assume the follow-on role in assisting in managing the project. This was explained in some detail in W. H. Dickhoner's (CG6E) letter of l November 10, 1982. I L The Bechtel team arrived to perform this function on tha first working day after the Order was effective. It was a mutual
' CG&E/Bechtel decision at that time that the proposed Bechtel review included all of the essential elements contained in the Order and should continue. The Bechtel site presence was
( diminished'when it was considered that they had sufficient
- information to complete the initial assessment of the project and to recommend a course of action. In as much as CG&E and Bechtel
!. had independently and voluntarily agreed to a review similar to l- that set forth in the Order, we do not believe that Bechtel's objectivity has or will be affected. W. H. Dickhoner's (CG&E) letter of November 26, 1982 to Region III supports this position
,, in greater detail.
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'; Bechtel Power Corporation G
Hr. William H. Dickhoner December 29, 1982 Page Five Bechtel's independence and objectivity is further ensured by the fact that we are a national engineer / constructor involved in all phases of nuclear power plant design and construction. The . extent of our involvement is shown in Appendix C of Bechtel's submittal of November 23, 1982 and represents 90 plants. Bechtel's corporate QA program and supporting work procedures have been subject to the scrutiny of the NRC, many utility organizations and applicable national and state code boards. Of equal importance is our established reputation for maintaining high ethical standards. Bechtel's recommendations will be based on the facts discovered and on our professional integrity and experience in the nuclear industry. In addition, the approved r-action plan will be subject to continuing review and approval of the NRC. The matter of independence was also covered in detail in the Bechtel proposal of November 23, 1982 submitted to CG&E. Sincerely yours, > Howard W. Wahl Vice President & General Manager HWW/cf 1 i 1
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