ML20078G136

Applicant Exhibit A-29,consisting of Tape 259,side a of Daily Osi Status Meeting

ML20078G136
Person / Time
Site:	Vogtle
Issue date:	01/12/1995
From:	AFFILIATION NOT ASSIGNED
To:
References
OLA-3-A-029, OLA-3-A-29, NUDOCS 9502020421
Download: ML20078G136 (3)

Text

-

i~

DOCKETFD TAPE 259, SIDE A USNPL Daily OSI Status Meeting PlantVogtleAdministrationBuildingLargeConferenchRbm30 P3 a-August 17, 1990 at approximately 10:45 a.m.

OFFICE fT J _dlaRY Relevant discussion omitted from Intervenor's DMh$ bit, 6.ggr BR M McCoy:

I-gdess this?isial:7goodstimestb/say?this(while1we'renall r

sitting EaroundatalkingM:(inaudible]h f obviobsly, !this inspection has put:c:alstrainsonjalliofhussihd2we'vsLeome throughithis3 thirig $1nirelativelWyaodf f dishios O sp; that l

T P antthat?IBthinksthe? allegations?andsth6seAkindsjof things have2pr6VehtnotisignificantMihaudiblelCin: teins of E anybody ? int entiionally j doing yahpthibcj 2 wr6ng (; orl t ha ti cort 7of ? thiing; fits)?alstressfulj kihdSof 5periodf to(go t brough? andiIl thinki we Wei gotic: to filEgetj tha tf behind 1us now and,3wetcomelout ofd this thingland.: get?the? report 2 and allI ? (inaudible)(... ? We Phave$ some iseaknesses n We f have weaknesses 11nPanlottofl;areasiandslihaddibisisweTneed:to pick upfan ourf weaknessest hnd!be 4opensabobEO that, and o

acknowledgeJthat'We'veigot';thesefweaknessessJ We Weialso gotf a?1'ot:Jof? strengths 4 EYod# res reallyldolhgiweifland you'reigettingistrongerfsveryfday: JWhenipouzgo back and lookdatewhere we'vetcomeJfromvand(whereiwe'refgoing?and focus on"the:long? term"and upgrade ourilevelibf fknowledge andhyou knowr: everybody1 from: top [rb hav,eJ takens place)msnagem O

the orgahization:knows;thatiLthin!

so what1I ' m' maying [isi that t this l thing)is isomethihg MI' think i thatlabouthalliyou:;canidofisij6staliveithroughl t@nd[not i

letiltiget?you downk and(not51etlitflehdfto: divisiveness withinDthesorganizationn JAtcoupleloftcommentstwe'went throughithis morning?[inaddible] Sand 1thatysort::of) thing, but/ there bare Athings$ saidStoyan)Rinspe6tbspandl: things t

likel~that, thatcSindicateu divisivenssst Z Wheni that happensJthatEisfaEmajorfweaknessk:LSes!how:they? latched on to'those" things. DAndtI'm1talkingfaboutithingsflike when PEOsisay; somethingiabouts notihaving/A' career path or something nlikeithatf orf somebody isapsf s6methirig i about corporate 4directi~onynoth beings followedd orm some thing (inaudible)y

~

l IntervenortaJExhibit?beginsiherei r

McCoy:

The flavor therer is that there is dcvisivenece i

divisiveness within the organization, thc; The same l

thing ~ 'is '

true bet =cen departmente in'~EEF plant i

(incudiblc}

u: crc cpen f6ridegiartmehEChefeNink the planth XAnd?Wefall'heedtto?worklohithat G WeDareJ6 pen enough' to ' sit 'down ~ in ineetings ;and ;that? sortU of! thing and talk about problems we-havebbetweentdepartmentsiind we thatisortiof thing 7and between corporats' add the plant

(

(incudblcl and'.

i 9502020421 950112 PDR ADOCK 05000424 PDR Q

A O

9 NUCLEAR REGULATORY C0!!3SS 0N

$o-nty -oL A-1 2S Docht No & W f *' A -5 c", a [ c f n in De mr " of 6A O w 8e LA*;+5 I*

sen Aps:.i

/

!n!crvena:

Contg Off r I' I 1 - W Contiactot__

Ce?E Other

. Wtes M e do v Reporter C, 89 e

W veice: (inaudb2 :) HorE6nb " !That'^di Muhpl 71tst ssMiticar

~ hat t

l(inaudibleligonelthroughtwith atfine (fm) toothLeomb M Whatftheyididi was! reslly?goodisnd" thsy ~ yesterday bssicslly created s 'deta ^bshe 6fFqdesti6ns i[ihandiB14)P166ssiCbabk? innds fast :a result >[itiaudibl.eV.

~

McCoy:

And so what I'm getting to -- I agree with that, that's a good way tb get things etraightened fleshsd out, andr but you dsil3with%them!( (Bdti??We need E6~ grow to the point that' wP re"fdst lik&"a~ f 5ml19 andKy6Wk66w? we may fight among ourselves but when ent5rn31' "ti they ext 6rha11~yMwe go outr shd someone brings up something up extefnally 'or somethihi like that (laughihg} ? and uh, we uh, stand up for defsnd our reputation and se all pul; tcgether and we all' TEE arty?aipuiift?if6Td6]ssdithae tc, that'c the issue.

6thEf3addEssT&117huve supportisabh?pOIM thinkTI ~ thihk" that ' E ^ the ' 3p5Et 5hE sort?ofsthin thi'ng. lihadibl5} M5' 05Bld not, we uculd net, enecurage you te talk at all about hcu you feel abcut ibkedings*6di cr policice and uh, =: can k6Estf?EhingithstMihusdihle]Th WelhWe n667situredituithe?poinththat?sb6us 60s pf6bisiss Wafallyf6eit11kM a~

r soliditeamfand1 west'Alk't6 esdh ^6thEF

~ brt"of' thing.

But if, but if, Whed somebody and thst s

external to us says, uh-@ "what do you thidi think about D(d t-hee th6(e corporate guysMES or cemethinglik5 something like"that,.you tell them -s"you got the best 66fporate i

uhr hr organization in the world " that'c9tf;Thst's what e

you tell them externally, then you get"6h the ' phone (laughing) and sayf "you guys are not getting, didn't support lus or whatever the problem is."

I think you'all understahd the context of what I'm talking about.

I'm talking 2 bcut (incudibic) notiTtsikihiyabo6EinotMbeing openYandithstieortTbfEthihg N ObViously M11MbuEbssiness youf TliveVinna?j glass dworldk'6his '61bn5E16h "is 55e.ingr d YouD haveMto %be>fopen

[inaudibler ? Whst led'dd"ihto ic ccrins~frce reallyDjustjthis] kind (6f, divisiveness.

Horton:

I u:uld juct cay, Ked W* Is mis esd Uths$ f liiti DAW 6f Y the entrancet Do we kn6w 75Py"cleae19' Whp bhsy* chine?

3 McCoy:

Yes.

There ic Theyssaid two things, On:E"One is to

' investigate allegsti6ns:- and!ItheTotherlWihMfLdon'E have myM notes;Fhere! 2asi7al rsault5fofy4thsirp management *s direction $ toylookiatfoperatishsh (Doeaidsomebodyj elas remember?.. exactly?

~

~

~

l

m 1

i

/

DOCKETED TAPE 259, SIDE A USNSC O

Daily OSI Status Meeting JAN 30 PJ :23 Plant Vogtle Administration Building Large Conference Room August 17, 1990 at approximately 10:45 a.m*

OFFICE OF SECE TARY 00CKEilHG & SERVICE R ANC}i I

Relevant discussion ostitted from Intervenor's Exhibit"6.

j I guess this is a. good time to say this while we're all

.l McCoy:

sitting around talking (inaudible).

Obviously, this j

inspection has put a strain on all of us and we've come through this thing in relatively good fashion.

By that I mean that I think the allegations and those kinds of things have proven not significant [ inaudible) in, terms of anybody intentionally doing anything wrong or that sort of thing.

Its a stressful kind of period to go through and I think we've got to all get that behind us now and, we come out of this thing and get the report and all

[ inaudible].

We have some - weaknesses.

We have weaknesses in a lot of areas and [ inaudible) we need to pick up on our weaknesses and be open about that, and acknowledge that we've got these weaknesses.

We've also got a lot of strengths.

You're really doing well and you're getting stronger every day.

When you go back and look at where we've come from and where we're going and O

focus on the long tem and upgrade our level of knowledge and, you know, everybody from top management down through the organization knows that things have taken place.

So what I'm saying is that this thing is something, I think, that about all you can do is just live through it and not let it get you down, and not let it lead to divisiveness within the organization.

A couple of coments we went through this morning [ inaudible) and that sort of thing, but there are things said to an inspector, and things like

that, that indicate divisiveness.

When that happens, that is a major weakness.

See how they latched on to those things.

And I'm talking about things _like when PEOs say something about not having a career path or something like that or somebody says something about.

corporate direction not being followed or something

[ inaudible].

Intervenor's Exhibit begins here.

McCoy:

The flavor there is that there is divisiveness within the organization.

The same thing is true for departments j

here in the plant.

And we all need to work on that.

We j

are open enough to sit down in meetings and that sort of thing and we talk about problems we have between departments and that sort of thing and between corporate and the plant and.

W bJ V 1

i O

i O'

IJUCLEAR REW.A10RY COMMIS$10N Sg. 4 24 - c 8 3 Docket fic I'- 11 F* M4 -3 (.t.cipl [r$ tja, InIfie rna'ict c1 8A Po q (A

l+ 5 e.* s Staff APPk+ a

(_._._ ___

?

7 Interur:r,

,t; Conta Orr Contractor D/a ;

l-#2-46 Othet

%vas N s Ca, y Reporter C. R.% t r l

4 4

h *" ?

c-Horton:

That's why its critical that [ inaudible) gone through

,' f with a fine tooth comb.

What they did yesterday was p

really good and they basically created a data base of F

questions

[ inaudible) come back and as a

result

[ inaudible).

I McCoy:

And so what I'm getting to -- I agree with that, that's a good way to get things fleshed out, and deal with them.

,I But, we need to grow to the point that we're just like a family and', you know, we may fight among ourselves but when externally, we go out and someone brings up something externally or something like that, and uh, we defend our reputation and we'all support each other and we all have a part to do and that sort of thing.

I think, I think that's the worst thing that [ inaudible)

F picked up on.

We have not matured to the point'that we all feel like a solid team and we talk to each other about our problems and that sort of thing.

But when g

somebody external to us says, uh, "what do you think i

about those corporate guys," or something like that, you tell them "you got the best corporate organization in the world."

That's what you tell them externally, then you get on the phone (laughing) and say, "you guys didn't i

support us or whatever the problem is."

I think you all understand the context of what I'm talking about.

I'm not talking about not being open and that sort of thing.

t Obviously, in our business you live in a glass world.

O.

You have to be open [ inaudible).

What led us into this situation is really just this kind of divisiveness.

Horton:

Ken, I missed the first day of the entrance.

Do we know l

very clearly why they came?

McCoy:

Yes.

They said two things.

One is to investigate allegations and the other was, I don't have my notes here, as a result of their management's direction to look at Operations.

Does somebody else remember exactly?

i l

f:

i

-