ML20062B445

Responds to Weaknesses Noted in Insp Repts 50-327/90-23 & 50-328/90-23.Viewgraphs from 900924 Mgt Meeting Encl

ML20062B445
Person / Time
Site:	Sequoyah
Issue date:	10/15/1990
From:	Medford M TENNESSEE VALLEY AUTHORITY
To:	NRC OFFICE OF INFORMATION RESOURCES MANAGEMENT (IRM)
References
NUDOCS 9010250007
Download: ML20062B445 (26)

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.g g-TENNESSEE VALLEY. AUTHORITY CH ATTANOOGA. TENNESSEE 374o1 6N 38A Lookout Place t

00T 151990 U.S. Nuclear Regulatory Commission-ATTN Document Control Desk Washington, D.C.

20555 Gentlemen:

In the Matter of

)

Docket Nos. 50-327-Tennessee Valley Authority

)

50-328 SEQUOYAH NUCLEAR PLANT (SQN) - NRC INSPECTION REPORT NOS. 50-327, 328/90 ASSESSMENT OF WEAKNESSES The subject inspection report documented-findings from an ALARA (as low as reasonably achievable) inspection conducted at SQN following the' Unit 1 Cycle 4 refueling outage. which had completed the first of-June.

The-inspection report noted that, as a result of the annual collective dose. goal being exceeded during the outage, the inspection focused on worker dose management and management awareness, and involvement in and support of ALARA.

Although no violations of regulatory requirements were cited in.the subject l

report, the cover letter transmitting the subject report indicated an NRC perception that the SQN ALARA program could be approaching:a significant decline and that there may be a lack of_ management commitment'to minimizing radiological dose.

TVA is very concerned that such a. perception may exist. TVALbelieves that while improvements are ongoing, a solid base ALARA program'is and.has'been in place.

Additional initiatives taken following the Unit 1 Cycle 4 refueling outage resulted from lessons learned from the extensive radiolo'ical outage g

and were largely identified prior to and independent of NRC inspection activities.

These. areas for improvement are~not considered to, individually or collectively indicate a declining program.

Management is fully committed to-ALARA; a program decline has not and would not be allowed to occur.

~

t l-1 As a result of the conveyed NRC perception, TVA requested a management meeting 4

with NRC, which was conducted on September 24, 1990, to' promote a fuller.

understanding of SQN's:ALARA program andlto assure.NRC of TVA management's attention and commitment to ALARA.

TVA provided detailed information-regarding: ALARA initiatives taken' prior to and during the Unit 1 Cycle 4l refueling outage; utilization of dose goals and' dose preplanning to manage 1 dose; results of the outage from-dose and contamination standpoints; lessons learned from the extensive outage for application'to the ongoing'" sister" i

Unit 2 Cycle 4 refueling outage; additlonal initiatives taken as a' result of-those lessons learned.and' corresponding Unit 2 Cycle'4~ refueling outage dose-l-

L goals; and establishment of a collective dose goal for the: remainder of the i

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9010250007 901015 PDR ADOCK 05000327

- An Equal Opportunity Employer k

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PDC

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_ 'U.S. Nuclear.Regulato'y Commitsion 00T 15.1990-1 r

i fiscal year. Thecoverlettertransmittingthesubjectrehortalsorequested

{

a written response to include TVA's assessment of specific weaknesses noted in the report and the actions taken or to be:taken to, address those. weaknesses.-

The management meeting presentation (Enclosure 1) material also addressed.

l these areas.

.{

' contains TVA'sl response to the subject report issues, reflecting the discussions held during the September 24. meeting.u This' response,lin combination with the presentation material provided in Enclosure 1, t.ddresses j

the specifically noted weaknesses in paragraph 3 of the report., TVA hopes.

that both the meeting discussion and this~ submittal will: promote fuller.

understanding of the past and current status of the SQN ALARA program and' clearly demonstrate TVA management's-continuing commitment to ALARA.

If you have any questions concerning this submittal, please telephone M. A. Cooper at (615) 843-6422.

Very-truly-yours, TENNESSEE VALLEY AUTHORITY.

I h&alZhk

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Mark:0.1 Medford, Vice President Nuclear Assurance, Licensing t

& Fuels-l l

Enclosures cc (Enclosures):

l Ms. S. C. Black, Deputy Director Project Directorate II-4 g

U.S. Nuclear Regulatory Commission One White Flint, North 11555 Rockville Pike

.l Rockville, Maryland - 20852 Mr. J. N. Donohew, Project Manager U.S. Nuclear Regulatory Cotanission One White. Flint, North

'11555'Rockville Pike Rockville, Maryland 20852 t

NRC Resident Inspector Sequoyah: Nuclear Plant 2600 Igou Ferry Road Soddy Daisy', Tennessee 37379' Mr. B.

A.' Wilson, Project Chief

'U.S. Nuclear Regulatory Consnission

+

Region II 101 Marie'ta Street, NW,. Suite 2900 t ~

Atlanta, Georgia ;30323

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% REDUCTIDN ALARA INITIATIVES UHI Removal 36.2-51.3 29 PLASMA ARC / SHIFLDING

RTD Removal 112.7 155'.5 28 PLASMA ARC / SHIELDING Steam - Genera tors '120. 9 167.6

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COLLECTIVEDOSEG0AL NRC CONCERNS LICENSEE NOT EFFECTIVELY USING GOAL PROCESS AS TOOL TO CONTROL DOSE FY-1990 SITE GOAL REDUCED BELOW GOAL BASIS MANAGERS NOT KN0HLEDGEABLE OF DEPARTMENT DOSE GOAL AND CURRENT ACCUMULATED DEPARTMENT DOSE DEPARTMENT-AND COLLECTIVE DOSE GOALS EXCEEDED

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EFFORTS BEING-TAKEN TO ESTABLISH REMAINING FY 1990 GOAL HOULD NOT RESULT IN' REALISTIC GOAL TVA RESPONSE UTILIZATION OF GOAL PROCESS REQUIRED FURTHER IMPROVEMENTS, BUT'HEAKNESSES DID NOT PREVENT MANAGEMENT OF ACTIVITIES TO MINIMIZE DOSE REDUCTION.IN FY 1990 GOAL' ATTEMPTED _TO ACHIEVE IMPROVEMENT HITH00T ADEQUATE CONSIDERATION OF OUTAGE SCOPE-DOSE MANAGEMENT DURING UIC4 ' FOCUSED ON JOB DOSE ESTIMATES AS SPECIFIC ALARA PLANNING HAS COMPLETED; ALARA PREPLANNING FOR'THOSE JOBS THAT REPRESENTED 85% OF TOTAL DOSE

.ALTHOUGH DOSE ~ GOALS EXCEEDED,. DOSE.FOR KEY JOBS GENERALLY CONSISTENT HITH INDUSTRY AVERAGES

'IN. SPITE OF 30-40% HIGHER AREA DOSE RATES DOSE GOAL FOR REMAINDER ~ 0F: FY 1990 BASED ON RECONCILIATION OF OVERAGE AND MANAGEMENT: 0F

' REMAINING INCREMENT AS OPPOSED TO SIMPLY-ADDING THE OVERAGE TO EXISTING' GOAL 1

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ALARA REVIB4S AND ALARA COMMITTEE NRC CONCERN PROBLEMS OCCURRED DURING UIC4 REFUELING OUTAGE THAT RESULTED IN HIGHER DOSE NONCRITICAL PATH HORK PERFORMED DURING.RCS DRAINDOHN FOR RTD REMOVAL NOMINAL SHIELDING USED DUE TO UNAVAILABILITY,.0ELAYS, SCHEDULE, AND SEISMIC RESTRAINTS POORLY TRAINED AND/0R~ INEXPERIENCED HORKERS OVERCROHDING IN HORK' AREAS AND LARGE USE OF RESPIRATORS DUE TO LOOSE SURFACE CONTAMINATION TWO CANCELLED MEETINGS DUE TO LACK OF ATTENDANCE.

TVA RESPONSE.

~ PROBLEMS / CONDITIONS DURING UIC4 REFUELING OUTAGE LARGELY A FUNCTION OF THE OUTAGE MAGNITUDE; IMPROVEMENTS FOR'U2C4 REFUELING OUTAGE ACHIEVABLE BASED ON LESSONS LEARNED DOSE RATES'FOR RCS DRAINDOHN SIGNIFICANTLY HIGHER.THAN EXPERIENCE-BASED ESTIMATES (EXPECTED 50%. INCREASE, ACTUAL' 200-3001-INCREASE)

SHIELDING UTILIZED:TO EXTENT POSSIBLE; UTILIZED AN ADDITIONAL 56,000 LB. FROM U2C3 OUTAGE AND

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USED'ALL-AVAILABLE-(U2C3:4,000 LBS.;-UIC4~60,000 LBS.; U2C4.117,000 LBS.)

PERSONNEL RADIOLOGICAL-EXPERIENCE / TRAINING NOT ATYPICAL;-PRACTICAL FACTORS TRAINING CONSISTENT HITH OR BETTER..THAN INDUSTRY CROHDING A FUNCTION OF CONTAn. + DESIGN AND HORK SCOPE;-ACTIONS TAKEN AS POSSIBLE;TO REMOVE OR~ MINIMIZE ~ IMPACT'0FELOOSE CON 6 fNATION THIRTY-TH0 ALARA COMMITTEE MEETINGS HELD:IN FY 1990; MAJORITY DURING UIC4 OUTAGE; STRICT QUORUM ENFORCED s.

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C0fdAMINATIONCONTROLS NRC CONCERNS LARGE AREAS OF RCS BEING CONTROLLED AS CONTAMINATED AFTER UIC4 REFUELING OUTAGE RESOURCES TO RECLAIM AREAS CONTAMINATED DURING UIC4 REFUELING OUTAGE ELIMINATED DURING NORMAL AND OUTAGE PERIODS. RESOURCES LIMITED IN COMPARISON TO THE TASK SIGNIFICANT AMOUNT OF NONRECLAIMABLE AREA AT SQN IS NORMALLY RECLAIMABLE AT OTHER UTILITIES TVA RESPONSE-TVA GOAL TO REACHIEVE FY 1990 CONTAMINATED SPACE GOAL BETHEEN THE UIC4 AND U2C4 REFUELING OUTAGES HAS MET UTILIZING EXISTING SITE RESOURCES

-TVA PLAN.TO UTILIZE NORMAL PLANT STAFFING RESOURCES AS OPPOSED TO HOLDING OVER OUTAGE LABOR; GOAL ACHIEVED PRIOR TO U2C4 REFUELING OUTAGE PLANT STAFFING SIZED FOR TYPICAL THO-UNIT OPERATING PLANT. ADEQUATE RESOURCES AVAILABLE TO MAINTAIN AREA AND IMPLEMENT SELECTED IMPROVEMENTS

. CONTAMINATED AREA TRACKING COORDINATED HITH INPO TO ENSURE BEST PRACTICE AND CONSISTENCY;-

REDUCED NONRECLAIMABLE

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ALARATRAININGANDAUDITPROGRAM NRC CONCERNS ADDITIOtlAL ALARA TRAINING AND/OR GUIDANCE IS NOT BEING IMPLEMENTED PERSONNEL DID NOT RECEIVE ADDITIOF.L TRAINING IN ALARA CONCEPTS TEG:NIQUES, OR PRACTICAL FACTORS ALARA AWARENESS AND ADVANCED RADIATION HORKER TRAINING DISCONTINUED NUMBER OF TRAINING INSTRUCTORS CUT BACK ENGINEERING DID NOT IMPLEMENT STANDARD DUE TO LACK OF RESOURCES SURVEILLANCES NOTED SIGNIFICANT NUMBER OF HORKER RADIOLOGICAL KNOHLEDGE AND COMPLIANCE PROBLEMS TVA RESPONSE TVA UTILIZES ADDITIONAL TRAINING HHEN THE JOB AND CONDITIONS HARRANT INCREASED AHARENESS-SQN USES HOCK-UP FACILITIES IN GET TRAINING, STEAM GENERATCR HORK, RTD CUT OUT, UNI REMOVAL,'AND SHIELDING INSTALLATION ALARA AWARENESS TRAINING AND ADVANCED RADIATION HORKER TRAINING DISCONTINUED FOR REASSESSMENT;. PERSONNEL RECEIVE ADDITIONAL TRAINING FOR SFECIFIC' JOBS ON AN AS-NEEDED BASIS STAFFING LEVELS CONSISTENT WITH INDUSTRY ENGINEERING IMPLEMENTED STANDARD ON 7/27/90.BUT HAD BEEN COMPLETING EVALUATIONS SINCE 12/89 RADIOLOGICAL GET TRAINING CONSIDERED EQUAL TO OR BETTER T;'AN INDUSTRY: TVA IDENTIFIED POOR RADIOLOGICAL PRACTICES AND PROVIDED C0 ACHING TO 'ORKERS HHEN PROBLEMS HERE IDENTIFIED PCRs IN INPO BEST QUARTILE IN SPITE OF HAJOR RADIOLOGICAL OUTAGE

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LNCLOSURE 2 l

i Inspection Report 50-327, 328/90-23 and the cover letter transmitting that report conveyed an NRC perception that the status of the SQN ALARA !aw low as i

reasc' *41y achievable) program could be approaching a significant declina and that _ te may be a lack of management's commitment to minimizinF radiological dose. This perception appears to have resulted from review of activities and dose incurred during the Unit 1 Cycle 4 refueling outage conducted during the i

spring of this year. While the dose incurred during the outage was large, the magnitude of the outage was correspondingly extensive. Although'arcas for improvement were identified, normalized dose incurred was generally consistent i

with or better than industry experience for similar work activities..TVA wants to assure NRC that no decline has or would be allowed to occur and that management is fully committed to ALARA. While improvements are ongoing, a solid base ALARA program is in place. The folloving provides a sumraary of actions taken prior to, during, and after the Unit 1 Cycle 4 refueling outage.

Both the scope and effectiveness of these actions demonstrate the strength of the SQN ALARA program and management commitment to ALARA.

UNIT 1 CYCLE 4 REFUELING OUTAGE The Cycle 4 refueling outages for SQN are extensive in scope both from an activity and man-hour perspective and from a corresponding radiological perspective. A large number of nodifications were scheduled for clearing the regulatory backlog (Regulatory Guide 1.97 upgrade modifications, postrestart commitments for hanger and support modifications, steam generator [S/G] tube plugging, and NUREG-0737, control room design review upgrades) implementing industry initiatives (boron injection tank deactivation, upper head injection

[UH1] removal, resistance temperature detector [RTD] bypass elimination) and incorporating plant reliability improvements (component cooling system heat exchanger changcout, Eagle 21 reactor protection system upgrade, feedwater heater changeout, reactor coolant pump [RCP] cartridge seal replacenent, and RCP motor replacement).

These activities are in addition to typical outage activities including refueling operations and S/G eddy. current testing.

Prior to the Unit 1 Cycle 4 outage. TVA assessed the magnitude of the upcoming activities and implemented a large number of ALARA initiatives. These activities included an extensive shielding plan (60,000 pounds compared to the 4,000 pounds used during the previous Unit 2 Cycle 3 refueling outage),

purchasing of an additional 18,000 pounds of shielding, assigning additional 7

health physics staf f to ALARA planning, implementing as acoustic emission test method for the reactor head lift rig (NUREG-0612), reducing the threshold for a

ALARA committee review from 10 to 5 rem, performing a review of all jobs greater than 1 rem, improving hydrogen peroxide injection and crud cicanup procedures to reduce reactor ecolant system (RCS) source term, establishing a dedicated decontamination crew, establishing specific criteria for airborne area entry, impicmenting cameras for remote monitoring of high dose jobs, and l

4 conducting mock-up training for S/G and RTD cutout work. As design work activities were completed, detailed ALARA preplans were developed for the individual jobs.

From the above, it is seen that in addition to an already solid ALARA program, considerable additional focus was being given to efforts to minimizing dose during an anticipated outage of extensive radiological proportions.

After the outage began, a number of_ situations developed that resulted in 1mpicmentation of further ALARA initiatives.

Preoutage plans for the RTD bypass elimination included. cutout with a portoband (bandsaw), which is consistent with practices used by other utilities for this job. However, when

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i the first cut utilizing the portoband took seven minutes and actual dose rates were determined, management innediately stopped the job. The decision was made to implement the use of the plasma arc cutting process for the remainder of the RTD removal, and mock-up training was initiated to develop appropriate controls and assess the ability of personnel to effectively implement the t

process. Difficulties experienced when first implementing the plasma arc process in the field indicated that the skill level of the crews used varied significantly for the mock-up and the initial cuts in the field.

Implementation was successful in significantly shortening the duration of the job; however, lessons were Icarned regarding future implementation in areas of efficiency and cleanliness. Additional mock-up training was also conducted for the UHI removal activity, including actual cutouts of the components at Watts Bar Nuclear Plant. As a result of a lowered threshold for ALARA reviews and late issuance of outage workt a significant number of additional ALARA committee meetings were scheduled during the outage. Of 34 meetings scheduled during Fiscal Year 1990, 24 additional meetings were scheduled beyond the regular monthly meetings during the Unit 1 outagel two meetings were cancelled because of schedule conflicts for members who were involved in outage support priorities and because of strict enforcement of the required quorum.

Additional initiatives taken during the outage includedt development of shielded drum containers tur the reactor cavity and transfer canal decontamination; deletion of hanger removal from the RTD modification; design and fabrication of shielded boxes for the RTD and UHI cutout components; photography of Unit i for a surrogate travel system; provision of 24-hour coverage by senior radiological control managers, and assignment of additional radiological control personnel to coordinate the decontamination efforts.

Powered air purifying respirators were also utilized for selected jobs to enhance productivity and thereby reduce the time in high exposure areas.

Despite these extensive initiatives, the ornual collective dose goal for Fiscal Year 1990 was exceeded during the Unit 1 outage. The annual goal had been established prior to the beginning of the fiscal year in October 1989, utilizing the newly implemented goal basis development process, but in adiance l

of detailed definition of outage scope.

In an aggressivo attempt to drive i

dose performance improvements, the goal initially proposed was further ceduced without adequate consideration or understanding of the radiological magnitude of the outage._ The collective annual dose goal was therefore not achievable; however, this did not adversely impact TVA's ability to management cose.

Prior to the outage activities as the design work was completed, detailed ALARA preplans were developed for individual jobs.

During the outage, activities and performance were managed to the prep.an doses for individual l

jobs, not to an overall dose goal number. Jobs accounting for 90 percent of the outage dose were covered by ALARA preplans.

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Review of the key dose jobs that account for approximately 50 percent of the outage dose (UHI removal, RTD removal, S/G work, RCP work, hanger work, and l

postaccident monitoring) shows relatively good performance against the r

preplans and even better performance when compared to' industry experience, i.e., doses as low as or lower than industry experience. This is particularly noteworthy in consideration of the significantly higher area dose rates that were identified in Unit 1.

Industry experience for these various jobs generally consists of a range of performance and can include bias's resulting from differences in scope, i.e., work on four S/Gs versus two.

Scope for the r

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individual SQN jobs was generally on the high side of the range.

It is also noteworthy that this assemblage of high cese jobs are typically performed over two or three separate outages as opposed to a single outage as is the case for i

the SQN Cycle 4 refueling outages. While areas for further improvement were identified, radiological dose dtring the Unit 1 outage is shown to have been effectively managed especially in consideration of the higher than expected dose rates and extensive radiological magnitude. Additional TVA review of the higher dose rates is ongoing to determine the cause and appropriate mitigating actions.

In recognizing that the annual collective dose goal had been exceeded following the Unit 1 outage, TVA's management began evaluation to determine an i

appropriate method to establish a dose goal for the remainder of the fiscal year. The philosophical decision was made to reconcile the overage,' implement an adjustment for the scope increase resulting from pulling a month of the Unit 2 outage forward into September of the fiscal year, and then to manage the renmining incremental dose rather than simply adding the overage to the preexisting goal. This was the first major nuclear power goal to require an amendment, and the process and philosophy f or making this type of change had to be developed. The resultant dose goal, monthly goals based upon the remaining incremental dose, was a viable method for managing the remaining fiscal year dose and was considered more effective from a management perspective than adding the overage to the exceeded goal and attempting to manage to a revised annual collective goal number.

Another good indication of ALARA performance is personal contaminations.

In the spring of 1990, an unusually large number of outages were ongoing within the nuclear industry. Shortages of experienced workers were encountered in some cases, and a larger number of workers without prior nuclear experience were utilized at SQN for the Unit 1 outage.

While the TVA SQN radiological General Employeo Training and practical factors training is considered among the best in the industry, additional surveillance and coaching were utilized to compensate as necessary for weak radiological work practices. Absence of additional ALARA training, such as the ALARA awareness or advanced radiation I

worker training (which were discontinued at SQN) is not considered to have measurably impacted worker performance.

As a result, the personnel contamination reports during the outage remained below the TVA fiscal year goal.

PRE-UNIT-2-CYCLE-4 REFUELING OUTAGE Recognizing the large dose incurred for the Unit 1 outage and with the same outage planned for only three months later on Unit 2. TVA's management requested a very critical review be performed of Unit 1 performance in attempt to optimize the lessons learned for application to Unit 2..As is true with any " opportunity" to perform a complex evolution a second time, significant 1essons learned can be derived for further improvements. While there were many things that had been done well during the Unit 1 outage,'there are those things that had not been done as well and certainly those where. lessons learned could yield additional refinements. Of postoutage critique items,-

51 ALARA items were_ identified. Some of the key areas targeted for S

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improvements included dose consequences of work scheduling and schedule changes, visibility of and sensitivity to outage exposure goaisi preplanning and scheduling to optimize utilization of shielding, advance issuance of outage work documents to allow adequate tine for preplanning and reviews; radiological work practices of the work force, mock-up training to familiarize personnel with proper work sequence and contro11 and definition of daily shift priorities prior to start of the shif t.

In response to these issues, extensive additional measures were taken to further minimize dose during the Unit 2 outage.

Based on experience from the Unit 1 outage regarding RCS draindowm dose rates, job duration-and total job dose, the decision was nede to reschedule 17,000 manhours out of the low RCS level " dry pipe" period, with a resultant outage duration increase of l

69 hours7.986111e-4 days <br />0.0192 hours <br />1.140873e-4 weeks <br />2.62545e-5 months <br />. The schedule was carefully reexamined from a dose standpoint to further minimize exposure and reschedule radiologically incompatible activities.

Communication and awareness of outage ALARA goals were significantly heightened throagh posting in various areas of the plant, conduct of additional ALARA awereness meetings at the department, foreman and l

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crew levels, and implementing routine reporting of department managers.

An additional 57,000 pounds of shielding was purchased beyond the 60,000 pounds used for Unit 1.

An up-front shiciding schedule was established, and load criteria were reassessed to increase allowable shielding limits. The plasma are process was improved for RTD cutout and incorporated for UHI removal.

Improved mock-up training was provided for high dose jobs, e.g., RTD cutnut, UH1 removal, and S/G work.

Daily performance against dose projections (both in job goal rem versus job actual rem and in percent of job dose versus percent of job completion) at the job, department and forenen level was included in the daily outage briefing package. Additional management " check points" were implemented for review of job performance against goals at the 25, 50, and 75 percent job completion points. These combine to provide multiple points for management's assessment of performance and incorporation of additional measures as appropriate. Although numerous dose and source term reduction initiatives had been implemented or were ongoing, a task force was established to develop a formal five-year plan for source term reduction initiatives.

Based on problems encountered during the installation of the S/G nozzle dams during the Unit 1 outage, a new type of nozzle dam was purchased and expedited to support the Unit 2 outage. Plans were made to implement additional video monitoring of high dose work.

To further ensure that possible areas for dose reduction had been identified.

TVA requested an Institute of Nuclear Power Operations (INPO) special assist visit to review the results of the Unit 1 outage and provide recommendations for improvements. The majority of the INPO findings had already been-addressed as a result of the TVA postoutage critique, but it was at this time that INPO pointed out that SQN's Unit I has higher dose rates than seen at other ice condenser plants.

As was noted by INPO, a 200-300 percent increase in dose rates was found during the RCS draindown as opposed to the projected 50 percent increase. Additionally, actual Unit I lower containment area dose rates were found to be 30-40 percent higher and 2-3 times higher in the area of the reactor head than for a comparable ice ~ condenser' plant. Areas'noted by 1

INPO for improvement, such as augmentation of hot spot controls and improved

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• plar.aing in use of station cranes, are being integrated into ongoing initiativos.

Improvements in the ALARA engineering design review process are beinr, addressed through a more clearly defined threshold for ALARA review and imrienentation of the ALARA standard in July of this year.

As a result of the lessons learned from Unit 1, the higher than expected dose rates and the extensive additional ALARA initiatives previously discussed. TVA generated dose goals for the Unit 2 Cycle 4 refueling outage, which denonstrated a 6-30 percent projected dose reduction for those key jobs not subject to the scope increases over Unit 1.

The actual dose for Unit I was 982 remt the projected dose for Unit 2 is 80C rem.

Going into the Unit 1 outage, the SQN 1990 fiscal year goal for contaminated area (10 percent) had been achieved. As expected, contaminated area square' footage increased during the Unit 1 outage. A management decision was made at the end of the outage to utilize the existing work force to reclaim areas contaminated dur 'g the outage, rather than hold over outage laborers as was initially discussed. The goal was to reachieve the fiscal year goal of 10 percent prior to the start of the Unit 2 outage in September; the goal was reachieved in August. Reflections on the methods used to report contaminated, reclaiinable and nonreclaimable areas had earlier prompted plant management to consult with INPO for recommendations regarding representative and appropriate reporting.

Reporting of contaminated area at SQN is consistent with INPO's reconnendations and conservative relative to the full range of reporting methodologies, e.g., nonreclaimable area is counted in contaminated area.

Additional efforts to address current nonreclaimable areas will be consistent with priorities for implementation of select radiological improvements.

CONCLUSION l

Although the annual collective dose goal for SQN was exceeded during the Unit 1 Cycle 4 refueling outace, ALARA initiatives and performance were generally consistent with industry standards for an outage of such radiological magnitude, and management demonstrated a solid commitment to minimizing radiological dose. Problems associated with the annual collective I

dose goal did not prevent TVA from managing dose. Although TVA identified areas for additional improvement as a result of lessons learned from the Unit 1 Cycle 4 refueling outage, they were not considered either individually or collectively to indicate a declining ALARA program..These additional

-j initiatives and improvements were identified and ongoing prior to and independent of NRC inspection.

Management's commitment to minimizing-radiological dose is evidenced by program composition and implementation, extensive ALARA initiatives, and continued emphasis on improvement. TVA will continue to address ALARA in a manner consistent with achievement of the highest level of performance.

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TVA/NRC Man:gtment Me2 ting Sspt:mb2r 24,1990 1

Name Organization Title Joe Brady NRC Project Engineer Stew Ebneter NRC Regional Administrator J.P. Stohr NRC Dir, DRSS B. A. Wilson NRC Chief, TVA Project M. T. Sullivan TVA SQN RADCON Mgr J. R. Bynum TVA VP Nuclear Operations C. A. Vondar TVA Pir.nt Mgr SQN M. A. Cooper TVA Site Lic Mgr Charles Kent TVA Rad Prot Group Mgr Ed Wallace TVA Mgr. Nuc Lic B. R. Crowley NRC Inspector - DRS J. J. Blake NRC Chief, Materials & Processes Section John Poter NRC Chief, Fac Rad Prot Section Lonny Eckert NRC Rad Specialist FRP W. S. Little NRC Section Chief Paul Harmon NRC SR Resident - SQN Douglas Collins NRC Chief. EPRT Branch Roger Shortridge NRC Radiation Specialist 1

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