ML20090K742
| ML20090K742 | |
| Person / Time | |
|---|---|
| Site: | Catawba  |
| Issue date: | 11/10/1983 |
| From: | Ross G DUKE POWER CO. |
| To: | |
| References | |
| A-034, A-34, NUDOCS 8405240368 | |
| Download: ML20090K742 (100) | |
Text
{{#Wiki_filter:__ o 9 x @ (( [2 UNITED STATES OF AMERICA NUCLEAR REGULATORY COMMISSIOF n DD C l BEFORE THE ATOMIC SAFETY AND LICENSIN .O OS4_%- cz sih.Sbi ' In the Matter of ) f ,
) 'b j \ ',*
DUKE POWER COMPANY, et al. ) Docket Nos. 50- 13 (Catawba Nuclear Station,
--) 50-414
)
Units 1 and 2) ) TESTIMONY OF GARY E. ROSS 1 Q. STATE YOUR NAME AND YOUR WORK ADDRESS. 2 A. Gary E. Ross 3 3 Catawba Nuclear Station 4~ P.O. Box 223 5 Clover, SC 29710 6 Q. WHAT IS YOUR PRESENT JOB WITH DUKE POWER COMPANY? 7 A. I am a Supervising Technician over Welding - Inspection and. am F O' 8 currently responsible for Reactor Building I. 9 Q. SUMMARIZE YOUR EXPERIENCE AND QUALIFICATIONS, INCLUDING 10 OTHER NON-DUKE JOBS, EDUCATION, CERTIFICATIONS, AND 11 COMPANY SPONSORED COURSES AND TRAINING. 12 A. After finishing high school, I served a four year apprenticeship in 13- Welding Technology at Newport News Shipbuilding. After this,- I 14 attended Clemson University for one year. I worked for Golden i 15 Tye Corp., Daniel Construction, and Duke Power Company as .a 16 pipe welder. I have worked in the' Nuclear' Industry for 11 years. 17 . I have. been a Quality Control Supervisor for 9\ years. I t. ave 18 .been certified in magnetic partical testing (MT), . liquid penetrate - 19 testing (PT), visual testing (VT), and have had training in-v) 1 h,J 20 . radiographic testing (RT) and ultrasonic testing (UT). I have 21 attended numerous management seminars sponsored by Duke Power O O
I for management.
%) 2 Q. WHAT OTHER JOB POSITIONS HAVE YOU HELD WITH DUKE POWER 3 COMPANY?
4 A. I started as a welder for Duke in 1971, then transferred into
-5 welding inspection as an inspector in 1973.
6 Q. ARE YOU FAMILIAR WITH WHAT IS COMMONLY REFERRED TO AS 7 THE WELDING INSPECTOR CONCERNS WHICH WERE EXPRESSED IN 8 LATE 1981/EARLY 1982? 9 A. Yes. 10 Q. WHAT IS YOUR UNDERSTANDING OF WHAT THESE CONCERNS 11 WERE? 12 A. These concerns were instances where the inspector would find a 13 breach of the procedure and could not get support by QA 14 management to enforce the procedure. Also, one conc'ern was being 15 verbally forced into signing off items which did not meet procedural 16 requirements. There was some concern about QA being swayed by 17 construction, and - QA not standing up when inspectors were 18 harassed. 19 Q. DID YOU EXPRESS ANY CONCERNS TO ANY OF THE TASK 20 FORCES OR TO DUKE POWER MANAGEMENT? 21 A. Yes. 22 Q. TO WHOM DID YOU EXPRESS YOUR CONCERNS? 23 A. I talked to Charles Baldwin, Larry Davison, Warren Owen, Jim 24 Wells, Task Force I, the Technical Task Force, the Non-Technical i 25 Task Force, Gail Addis, Lew Zwissler, Bob Morgan, and Art Allum, 26 and others representing Duke Power Company. 27 Q. WERE YOUR CONCERNS WRITTEN? [ 28 A. Yes. l -, -
e 1 Q. DESCRIBE EACH DOCUMENT WHICH CONTAINS YOUR EXPRESSION 2 OF CONCERNS, AND INDICATE WHO IT WAS SUBMITTED TO. 3 A. The concerns I submitted to the Technical and Non-Technical Task 4 Forces are contained in an eighteen page handwritten statement 5 which is attached to my Testimony as Attachment A. This included 6 all of the concerns I had at that time. Since then, I have had 7 additional concerns which are disucssed in documents noted in a 8 later question. These documents are attached to this testimony as 9 Attachment B. 10 Q. DID YOU FEEL FREE TO EXPRESS ALL OF YOUR CONCERNS? - 11 A. No , I did not feel free to express all my concerns because of 12 possible retaliation and discrimination against me. The atmosphere 13 at times was very negative and very demoralizing. Everyone 14 seemed to be taking concerns very lightly. Attitudes toward me 15 had suddenly changed. 16 Q. DID YOU EXPRESS ALL OF YOUR CONCERNS? 17 A. Yes, In spite of circumstances I did submit all my concerns. In 18 addition, despite this feeling of possible retaliation to the best of 1 19 my knowledge all other inspectors also expressed all of their 20 concerns. 21 Q. HAVE YOU DISCUSSED YOUR CONCERNS WITH ANYONE ELSE? 22 A. Yes. I talked to Mr. - Kim Van Doorn of the NRC during their
' 23 investigation.
- 24. Q. DOES THE DOCUMENT ATTACHED TO YOUR TESTIMONY AS 1
i 25 ATTACHMENT. A REFLECT ALL OF YOUR CONCERNS? ' l 26 'A. No. ' The statement submitted to the Task Forces contained all of
- 27 the concerns I had at' that time. I have additional concerns which are set forth in documents attached to my Testimony' as Attachment 28
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l g 1 B. These are (1) my 1983 evaluation recourse submitted to Joe 2 Willis and L. R. Davison, (2) a June, 1982 letter to Art Allum 3 requesting information on discrimination and retaliation recourse 4 procedures, and (3) copies of calendar pages containing recent 5 concerns which were provided to Duke during discovery. These 6 documents ( Attachments A and B), taken together, reflect all my 7 concerns. 8 Q. PLEASE SUMMARIZE AND EXPLAIN WHAT YOU WERE TRYING TO 9 COMMUNICATE BY YOUR CONCERNS. 10 A. I was trying to let Duke know that we were not following our QA 11 Program. I was wanting to get support for myself and the 12 inspectors, so we could properly enforce the program . I was 13 trying to tell Duke that we were not getting support due to our 14 management being overly lenient with construction. We were in fact 15 being punished, by treatment and by attitude, for trying to enforce 16 the QA Program. I want to be clear, with the one exception 17 dealing with grinding on the inside diameter of a pipe (discussed in 18 the Attachments and in later answers), my concerns did not 19 adversely affect safe construction of the plant. 20 Q. WERE YOUR CONCERNS INVESTIGATED BY THE TASK FORCES? 21 A. Yes. However, the task force appeared to be -focusing totally on 22 determining whether concerns affected plant safety, instead of also 23 focusing on the failure to follow the QA program. In addition, 24 some concerns which were definite procedural violations were labeled 25 as non-procedural violations by the Technical Task Force. 26 Q. DID YOU ATTEND ANY MEETINGS WITH TASK FORCE AND/OR QA O G 27 MANAGEMENT MEMBERS WHERE THE TASK FORCE FINDINGS, 28 CONCLUSIONS AND RECOMMENDATIONS WERE DISCUSSED? 1 A. Yes. The meetings were held to inform the inspectors of the . N 2 findings, conclusions, and recommendations. Some recommendations 3 were aimed at the inspectors, while in my opinion, they should have 4 been aimed at construction. For example, instruction to inspectors 5 on their role in the job . This should have been given to 6 construction. 7 Q. WERE THERE ANY CHANGES MADE IN THE QA PROGRAM AFTER ! 8 THE WELDING INSPECTOR CONCERNS AND THE TASK FORCE 9 INVESTIGATION OF THESE CONCERNS? 10 A. Yes. 11 Q. DESCRIBE THE CHANGES OF WHICH YOU ARE AWARE IN THE QA 12 PROGRAM. 13 A. A lot of concerns have been incorporated or clarified in the n 14 procedures. For example, non-conforming items are handled per ' \) 15 procedure, process specifications are written more clearly on some 16 issues, and process control information is now more fully specified. 17 Q. TO WHAT EXTENT HAVE THESE CHANGES ADDRESSED ISSUES 18 RAISED BY THE WELDING INSPECTOR CONCERNS AND TO WHAT I 19 EXTENT HAVE THESE CHANGES ADDRESSED YOUR' PARTICULAR 20 CONCERNS? 21 A. In that I . am not aware of all the other welding insp ecto 'rs 22 concerns, I can not say to what extent they have all been resolved
- .23 by subsequent actions. However, all of the other inspector
, 24 concerns of which I am aware and all my concerns except one i 25 . (discussed below) have been adequately resolved by ' actions t 26 . including procedural changes, more ridged enforcement of 27 procedures, personnel changes, and introduction of a technical and i 28 non-technical recourse procedure. The one concern that has not - 1
.- -, - ,-, - ._ - , . , . , . - ...,w -y y - , , . .
p 1 been resolved to my satisfaction involves retaliation and V 2 discrimination . against me personally, about which I filed a , 3 non-technical recourse. 4 Q. THE WELDING INSPECTOR CONCERNS HAVE BEEN 5 CHARACTERIZED AS CONCERNS ABOUT THE QUALITY AND 6 SAFETY OF CONSTRUCTION AT CATAWBA. DO YOU AGREE OR 7 DISAGREE WITH THAT CHARACTERIZATION? 8 A. I mostly disagree with that characterization - since most of the 4 9 concerns were dealing with procedures not being followed and j 10 inspectors not being supported. However, there was one concern 11 which could have affected the quality and safety of the plant. This 12 concerned involved a root pass condition on the inside diameter of a 13 pipe which was ground with no ultrasonic testing performed to O 14 determine the remaining wall thickness. To the best of my ! b 15 knowledge, all of the concerns which I think could affect ' the 1 16 quality and safety of the plant were submitted by inspectors, 17 investigated and corrected. 18 Q. DID THE EXPRESSION OF YOUR CONCERNS INDICATE YOUR l i 19 BELIEF THAT THERE WAS A BREAKDOWN IN THE QA PROGRAM j 20 OR INDICATE THAT THE QA PROGRAM WAS NO -LONGER ! 21 WORKING? 22 A. With the exception of the one instance concerning grinding on the 23 inside diameter of a pipe (as noted ~ above), my concerns . do not 24 indicate a belief that there has been a breakdown of the 'QA 25 . program as it relates to safety. However, I do believe that in a 26 procedural sense there was some breakdown in the program. The 27 QA program is based on the procedures being followed, and any. 28 deviations from procedures should be handled in accordance with~
1 provisions established by the program. This did not happen. The t
\ 2- program was verbally deviated from and the inspection personnel,
- 3 including myself, were subjected to schedule pressure and 4 intimidation by QA Management to the point that I felt reluctant to 5' express myseW fuuy.
6 Q. DID YOUR CONCERNS REFLECT A BELIEF ON YOUR PART THAT 7 THE CATAWBA PROJECT IS NOT BEING CONSTRUCTED SAFELY? 8 A. For the most part, no. However, there was one issue previously 9 discussed regarding grinding on the inside diameter of a pipe which could have affected safe construction . 4 10 To the best of my j 11 knowledge this issue was investigated and corrected. , 12 Q. IN YOUR VIEW, HAS THE QA PROGRAM BEEN EFFECTIVE WHILE 13 YOU HAVE WORKED AT CATAWBA? 14 A. To a large degree yes, but not as effective as it should have been l 15 due to lack of support for myself and other QA inspection - l l 16 personnel. The program would have been more effective had our 17 management been less inclined to give in to construction pressure , 18 and more inclined to listen to the people who were working for them 19 in the field. However, despite this lack of effectiveness in some ' l 20 parts of the program,-I believe that the safety of the plant has not 21 been compromised. 22 Q. ARE YOU- AWARE OF ANY DEFICIENCIES IN CONSTRUCTION OR IN 23 THE QA PROGRAM WHICH WOULD CAUSE YOU . TO - QUESTION 24 WHETHER CATAWBA IS SAFELY BUILT? 25 A. .No. 26 Q. IS THERE - ANYTHING'. ELSE YOU WOULD LIKE TO ADD TO YOUR 27 TESTIMONY?
- t t ,
1 A. I feel that Catawba will be safe to operate. I also feel that I,
/7 d 2 along with most inspection personnel who submitted concerns, have 3 been adversely affected by this submitting of concerns in terms of 4 treatment, promotion potential, or transfer potential. I know in my 5 own case, I have been treated very badly on my evaluations and 6 pay raises . I have received very ' negative treatment from Joe 7 Willis, Art Allum, and I feel to a degree from L. R. Davison, in the 8 sense of no help on my recourse. I feel I have been discriminated 9 against in violation of 10CFR50 in that my conditions of employment 10 and compensation for employment have been adversely affected by 11 my expressing my concerns of no support from QA management and 12 their not following procedure. I only submitted concerns because I 13 felt we were living a lie, saying one thing in our manual but in 14 reality doing something else. It should be noted that our QA i
V 15 procedures had standards well above industry codes and standards. 16 When we deviated from our standards we never dropped below those 17 industry standards. However, we failed to follow our own QA 18 program, for example, when we did deviate. I submitted concerns 19 for the benefit of Duke Power Company, and not for the benefit of 20 Gary Ross. I submitted concerns knowing that management would 21 probably be miffed at me and I would be blackballed. But being a 22 God-fearing Christian, I had to - submit concerns out of honesty. 23 All of my concerns were no surprise to management because on each 24 concern I had already presented it to my supervisor when it arose 25 in order to prevent it from being a problem. But as usually was 26 the case, my supervision listened to construction and not to me, 27 therefore my only alternative was to document what happened for
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1 future reference. I got tired of fighting for the program almost 2 daily . 3 I have tried to get under new management by applying for 4 transfer but have not been anowed to transfer. I have seen some 5 positions filled that I would like to have had, but no-luck. I feel 6 that I am going to be kept on construction and not transferred to 7 nuclear production until there is no place to go and then I will 8 probably be laid off. I feel this is because of my being vocal on 9 no support and this will be my punishment for being too concerned. 10 At the present time, things seems to be going pretty much as 11 they should. I have more hope than I have had for sometime. I 12 do hope that all the harassment, intimidation, and negative 13 treatment I have been subjected to is over but, due to scars I have 14 from being treated so shabbily and discriminatorily, it makes it 15 hard to believe that I have seen the last of it. The sad part is all 16 the pain, mental anguish, discrimination, retallation, defamation of 17 character that I have been subjected to comes because of my trying 18 to help Duke live up to its word, the QA Program. l
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i i 1 4 2 3 5 I hereby certify that I have read and understand this document, and 6 believe it to be my true, accurate and complete testimony. c f- 7 M b LN1 1 10 Gary E. Ross 11 j 12 i l 13 Sworn to and subscribed before me
!' 14 this f M day of September,1983.
15 y ? !u . l M JkJ 18 / Notary Public l 19
; 20 Commission Expires k,['M[ T /[/8 j
l l 1 ? I I ) ( L___
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O April 21, 1983 i l G E Ross Re: Catawba 1-2 Employee Recourse In oa:adwce_ ,,,,.4k, h
^r me!=f by our Department Management Proc'kutfre 8901-0012-QA-001 this is in response to your letter dated April 18, 1983. As you recall we agreed to extend the time for response to Friday April 22, 1983 After discussions with you and A E Allum which were held seperately I do not feel that you have been discriminated or retaliated against based on your performance review for this year or last year. The Performance Management Program requires a distribution of Performance Evaluations such that there will be some people rated below average, some average and some above average. This distribution may occur naturally or it may occur by a relative comparison of performance against a performance profile. There are seteral people at our location whose performance was evaluated and determined to be below average O, because expectations were not met. The accountability surunary and appraisal form (AS&A) Identifies these areas with a brief explanation of the rating. There are some areas in which other people were given the same rating you received for basically the same reason. Specific examples given are not necessary Intended to be all inclusive but Indicate areas where additional improvement is needed. Your a'pprasial form also indicatesyour performance has improved during this past review period.
Based on my discussions with you and Art I feel there are some misunder-standings that need to be identified and resolved concerning your evaluation. To this end I am directing Art Allum to go over the evaluation with you again. Some disagreement is expected as indicated by the note to the employee in the block containing your signature which says your signature does not necessarily Indicate you agree with the evaluation. Art held a review in January concerning your performance and there will be reviews at approximate thrie month intervals during this current review period. Hopefully.this will eliminate any surprises at the end of the review period. As stated in the QA Department employee recourse procedure, it is the policy of Duke Power Company that employees should be able to express their concerns without fear or retaliation. This procedure along with l
- the department's quality recourse procedure' provide avenues for employees i to express their concerns to sucessively higher levels of management until
-they are resolved. This process itself would mean that any supervisor or management person would have nothing to gain by threatening, intimidating
_ :--. _ _ , = _ _ _ - .
or retallating against an employee for expressing their concern. I can assure you that you should not feel threatened or intimidated becaune n of expressing against you. Youyourrih conce
%. _,g and, that this cMi;;::!:n, as all recourse will, %ot be employees toused follow these procedures when you have concerns until you are satisfied or the concern has been ruled on by the highest level the procedure allows,
. If y'ou paveM done so..with any quality-concerns, youwst do so as (sh,on-aspossible.~
If you do not feel this response satisfactorily addresses your concern you should address them to the next management level, the Projec~t QA Manager, L R Davison, in accordance with the recourse procedure. J W Willis inspection Superintendent k.f ' 4,
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s e ;. 1 Apri1 22, 1983 G E Ross
.Re: Catawba 1-2 l Employee Recourse in accordance with our Department Management Procedure 8901-0012-QA-001 l This is in response to your letter dated April 18, 1983 As you recall I we agreed to extend the time for response to Friday April 22, 1983 i After discussions with you and A E Allum which were held seperately I . do not feel that you have been discriminated or retallated against ;
based on your performance review for this year or last year. The Performance Management Program requires a distribution of Performance l Evaluations such that there will be some people rated below average, some average and some above average. This distribution may occur naturally or it may occur by a relative comparison of performance against a performance proflie. There are several people at our location ! whose performance was evaluated and determined to be below average because expectations were not met. The accountability summary and appraisal form (AS&A) Identifies these areas with a brief explanation O- of the rating. There are some areas in which other people were given the same rating you received for basically the same reason. examples given are not necessary Intended to be all inclusive but Indicate Specific areas where additional improvement is needed. Your apprasial form also indicates your performance has improved during this past review period. Based on my discussions with you and Art I feel there are some misunder-standings that need to be identified and resolved concerning your evaluation. To this and I am directing Art Allum to go over the evaluation with you again. Some disagreement is expected as indicated by the note to the employee in the block containing your signature which says your signature does not necessarily Indicate you agree with the evaluation. Art held a review in January concerning your performance and there will - be reviews at approximate three month intervals during this current review period. Hopefully this will eliminate any surprises at the end of the review period. As stated in the QA Department employee recourse procedure, it is the policy of Duke Power Company that employees should be able to express their concerns without fear or retalliation. This procedure along with the department's quality recourse procedure provide avenues for employees to express their concerns to sucessively higher levels of management until they are resolved. This process itself would mean that any supervisor or management person would have nothing to gain by threatening, intimidating
. . - = .
i . O or retallating against an employee for expressing their concern. I can assure you that you should not feel threatened or intimidated because
,. of expressing your concerns, and, that this recourse will not be used against you. You are free, as all employees are, to follow these procedures when you have conce.rns until you are satisfied or the concern has been ruled on by the highest level the procedure allows.
If you do not feel this response satisfactorily addresses your concern
, you should address them to the next management level, the Project QA Manager, L R Davison, in accordance with the recourse procedure.
Inspection Superintendent k O l r O I -
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CONFIDENTIAL O l April 27, 1983 I 1 MEMO TO FILE
Subject:
Meeting with Beau Ross April 27,1983 I met with Beau Ross and Art Allum as a follow-up to Beau's concerns regarding his evaluation for the period ending April 1,1983. Beau has expressed concern in a written recourse to Joe Willis in regards to his evaluation rating which was two (2) . In my discussion with Beau I outlined several items for him. First, I discussed my idea of his responsibility as a supervisor. I explained that he must represent the company to his employees and at the same time he must hold his employees' interest in mind. We discussed the balance a supervisor must have on these two matters. We also discussed the fact that a large part of a supervisor's task will be answering employees questions and the fact that a supervisor must determine when he can answer the questions and when , questions must be referred to higner supervision for response. I suggested that Beau had not been answering as many questions as he really had the training and judgement to answer. The second area of discussion dealt with my philosophy in regards to the QA Program, workmanship, and following procedures. We discussed the fact that many questions and concerns raised by inspectors and others do not deal with the issue as to whether or not something will meet the requirements, but rather deal with degrees of judgement. I explained that one ci his tasks as a supervisor is to use his judgement to answer employees questions in such a way that we will not exceed standards to a great degree. I used some diagrams to explain my point on this matter. There seemed to be a good appreciation of this issue in Beau's mind. A third topic'that I covered was the.avampt salary program and a performance distribution required by that program. I- also discussed with Beau and Art my expectations in regards to administration of the Performance Management Program. I told them that Iexpected that in course of their periodic reviews, notes would be written on their performance worksheets which would aid in their understanding of expectations on objectives. I also explained to both of them that I expected their co-mications in regards to performance to improve. O l l
- e e CONFIDENTIAL
, Page 2 l B Ross/GWG 4/27/83 The last area I discussed was in regards to the hearings. I explained to Beau that one of our big task's would be to put the concerns expressed by welding inspectors into perspective. The intervenors will be characterizing those concerns in the worse possible light. We need to 4 be clear on the significance of those concerns and in particular will have to be clear on the meaning of terms like " intimidation", " threats",
" falsification" and " pressure to approve faulty workmanship". These are words that were used in the concerns and could be used to describe very extreme circumstances. Again, using the diagrams I believe that there was a mutual understanding that the majority of concerns expressed dealt in terms of different degrees of judgement and that the intent of the program was being carried out.
Beau expressed his dedication to trying to do a good job. He said that in the past he may have been taking the job too seriously, which I took to mean that he had been mmHng big issues of things that were relatively minor in nature. He indicated that in the past, the big problem was in the nature of the way his concerns were handled-and the attitudes of people both in Quality Assurance and in Construction. He indicated-that there has been in improvement in both areas over the past year. Beau did O express a desire to maka a change and is particularly interested in going into Operations QA. My discussion with him indicates that a change is not vital at this time but would be desirable if the opportunity presents itself. I recommend that we carefully follow the Performance Management Program with Beau but that we take no extraordinary steps in doing so. It is important that Art closely observes the performance of all of the welding inspection supervisors in his area in order to get a good comparison of performance. In summary I believe that Beau is sincere when he says that he understands
+
the areas that he needs to improve in and that he is dedicated to make that j improvement. I expect that we will have to reinforce the ideas that I- j expressed to him today in regards to supervisory repsonsibilities and administration of the QA Program. We need to look carefully for the signs thatindicate the need for that reinforcement. i l G Corporate QA Manager. GWG/ph l cc: - W H Owen,.C N Alawander, L R Davison (
, May 4, 1983 Memo To file Re: Catawba 1-2 Rumor on the Job Concerning a Supervisor's Evaluation Dn the afternoon of Monday, May 2, 1983, it came to my attention that there was a rumor among some QA personnel at Catawba that G E (Beau) Ross had received an " unfair performance evaluation and was going into recourse over it." The rumor was reported to me by Joe Willis and confirmed by Joe Shropshire and Rob Atkins. Since Beau's evaluation had just recently bsen completed and he had gone through.one step of recourse on it; it appeared that the rumor must have been originated by someone who had access to these facts. Because personnel evaluations are confidential at j Duke, I felt that an effort should be made to see how that confidentiality may have broken down in this case. 1 j Af ter discussing this situation with G W Grier and C N Alexander, I directed that everyone at Catawba who had known of this information be asked if they had told anyone. This included myself, Joe Willis, Art Allum, Beau Ross, Debbie Ensley and Bobby Cobb. I personally asked this question of Joe W111ts and Debbie Ensley and asked that they ask those under them. This was completed on Tuesday, May 3, 1983, and Joe Willis Informed me that the only individual who answered that they had told others about it was Beau Ross. As a result Beau was reminded by Joe Willis and Art Allum that all personnel performance evaluations were confidential and should not be discussed except with the Individual's supervisor or management in the chain above the supervisor. I asked Art to document his meeting with Beau and the instructions given to Beau.. I also asked Art to individually remind all supervisors reporting to him that evaluations should not be topics of discussion except between the , Individual and his supervisor. L R Davison
- Catawba Project QA Manager O LRD/bre cc
- C N Alexander
4 1
~
May 11, 1983 Memo To File Re: Catawba 1-2 ' G E Ross
- Employee Recourse I had a discussion today with Beau Ross concerning his recourse over i
his evaluation in April. I asked Beau if the answer he received from i Joe Willis had satisfied him; and, pointed out to him that the 10 day limit for pursueing his recourse further had expired. He Indicated to me that he " felt betteF' about his evaluation af ter the answer from Joe and subsequent discussions with Art Allum, Joe, and George Grier; but, he still felt the evaluation was retallation against him for asking questions. He Indicated that he still did not feel Art was supporting him as he should be. He said he had not planned to pursue his recourse any further because he felt it would do no good. l () I told Beau that if he was not satisfied with the answer he had received - and still felt his evaluation was incorrect, that he sh~ould pursue it ; , further through recourse. I explained to him that was the purpose of the recourse procedure. I also told him that the 10 day limit would not I be a problem in him pursueing it further, but that he did need to decide If he wanted to in a timely manner. I asked him to consider what I had said and to let me know by Friday, May 13, 1983, it he wanted to pursue his recourse further, or if he thought he could be satisfied with the answer he received earlier. He i agreed to do this and let me know. i &&s I L R Davison Project QA Manager LRO/bre i ec: G W Grier C N Alexander O
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l l May 26,1983 G E Ross Re: Catawba 1-2 j Employee Recourse, G E Ross to L R Davison dated May 12, 198.3 I am writing this letter to you in response to your recourse to me regarding your recent performance appraisal. In looking into your recourse I have talked with both you and Art Allum, I have reviewed the performance appraisal of other supervisors in positions similiar. to yours; and, I have spent a great deal of time reviewing your own appraisal. I can understand how one would feel upon learning that his or her performance, appraisal was rated lower than expected. I can understand how this could make you feel as if you had not been dealt with fairly. I have thoroughly p investigated your appraisal and your concerns about being discriminated Q against. Whereas your feelings are important to me, out of fairness and equity each performance appraisal must be evaluated on its true merits. This has been my approach in my investigation into this matter. In short, my decision is that your appraisal conducted this past April is proper. I think your feelings about this appraisal stem largely from two Items. The first item is the fact that our expectations of you in your position were not comunicated to you clearly enough nor in enough detail. This lack of good comunications I accept the responsibility for. I am taking steps to see that it does not occur again. But, even with tr.'s problem, clear improvement in your performance is noted on your appraisat. I see no reason why that should not continue and even get better with improved communication on our part. I ask that you also recognize the importance of your communicating clearly with your supervisor. If directions or decisions are of concern to you be sure you have used all the proper channels to communicate and resolve them. The second item which I concluded had contributed to your feelings of being discriminated against is your interpretation of certain actions, or inactions, I by Art Allum. My investigation revealed that in these cases you were not , \ aware of all that had taken place and; therefore, you viewed them as discriminatory against you, or in favor of someone else. Again i ask you
l 1 O to be sure you have comunicated your concerns when you feel this way so that misunderstandings do not develop. I pledge to you my best efforts to comunicate our expectations to you ! clearly; and, I have no doubt of your ability to meet those expectations. I would be glad to discuss this response with you if you so desire. Please let me know if you do. ! If you do not feel this response satisfactorily addresses your concerns you should address them to the next management level, the Corporate QA Manager, G W Grier, within 10 days in accordance with the recourse procedure. . L R Davison ' Project QA Manager )
( INVESTIGATION INTO RECOURSE SUBMITTED TO THE CATAWBA PROJECT QA MANAGER BY G E ROSS ON 5-13-83 A. Dutilne of steps taken in investigation
- 1. Asked G E Ross for extension of time to reply under Duke Management Procedure 8901-0012-QA-001 from four days to 5-27-83 Concurrance from G E Ross obtained..
- 2. Went over with G E Ross in detail following items to be sure understanding of basis of recourse and basis of feelings expressed by G E Ross in the recourse
- a. Recourse letter itself, dated 5-12-83 i- b. Evaluation ASsA of G E Ross dated 2-21-83
- c. Preliminary evaluation of G E Ross by Art Allum with note added by Art Allum that it was discussed with G E Ross on 1-26-83 I
1 *d. PPPW worksheet for G E Ross approved by Art Allum and 2 J W Villis covering 11-1-82 to 2-1-83 (}
*e. Answer provided to G E Ross from Joe Willis concerning his recourse at that step, dated 4-22-83
*f. Memo to file from G W Grier concerning meeting with G E R ss on this subject dated 4-27-83
*not in detail 3 Reviewed personnel flies of G E Ross, S W Ledford, B W Deaton, and Bob Harris. Reviewed performance evaluations for these Individuals that were contained in these flies.
- 4. Discussed results of step 2 with C N Alexander, QA Administrative Services Manager.
5 Went over with Art Allum, G E Ross' supervisor, those items shown in 2) above. i
- 6. Made G W Grier aware of recourse from G E Ross to me concerning l
his evaluation. i ! 7 Met with G E.Ross and A E Allum to discuss points of disagreement disclosed in steps 2 and 5. i
B. Findings resulting from investigation
- 1. That Beau's feelings of being discriminated against were based on the outcome of his evaluation and other actions he had observed.
These actions observed by Beau (G E Ross) were viewed from Beau's perspective; and, resulted in conclusions on his part which were not legitimate because he did not know of other factors or actions that resulted in the observed actions. There was no discrimination against Beau substantiated by the other actions observed by Beau.
- 2. That communications from Art to Beau regarding Beau's performance were informal (i.e. verbal) and not clearly understood by Beau.
3 That communications from Beau to Art were lacking in that Beau did not follow proper procedures (informal or formal recourse) in getting answers to his concerns where he had doubted Art's decision or directions.
- 4. That Art's evaluation of Beau's performance was not discriminatory because his evaluations of other persons reporting to him were done in the same manner and with many of the same points as the evaluation of Beau.
5 That Art's evaluation of Beau's performance was basically accurate.
- 6. That a large contributor to Beau's feelings of being treated unfairly resulted from the lack of specific, clear standards for Beau's performance and the lack of formal review sessions to go over Beau's performance. ,
- 7. That Beau tends to evaluate himself against his own internalized standards and has difficulty accepting any other evaluation. He also tends to evaluate himself by comparing others in his position against these internalized standards. This makes meaningful comunication sometimes very difficult with him.
- 8. That Art's evaluations of other supervisors who also had concerns expressed in the same manner as Beau did.not support or substantiate discrimination by Art toward them.
C. Conclusion I conclude that there has not been discrimination by Art Allum in G E. Ross' evaluation. I I conclude that G E Ross feels there has been and is discrimination against him because of the poor job done in comunicating to him expected standards of performance in specific detail. He also feels O discriminated against because of actions or inactions he has observed but does not see or know all of what goes into these actions. In other
+ words, he has misinterpreted his observations, and, in some cases, just-
] does not know the facts.
. O D. Recomendations I recomend steps be taken to ensure more formal communications about performance between first and second level supervision and an independent review of first line supervisor's PPWs. l i l To this end I will Instruct the employee relations assistant at Catawba to do several things. They are:
- 1. Track the conductance of PPPW reviews at the required intervals for first line supervisors.
- 2. Review all generated PPPWs for clairity and as objective
! as possible standards for all first line supervisors. 3 To report to me any cases where poor comunication about performance standards is suspected. These steps will remain in effect until such time as I conclude proper communication is occuring. 5igned,? tmu~s Date 3-2(s-23 L R Davison Catawba QA Manager t l l cc: G W Grier C N Alexander t O , l
08176 (R7 82) p q Duke Power Company ACCOUNTABILITY
SUMMARY
O AND APPRAISAL for Exempt Employees l Peer I o f %
'lON I nplayee Name: G E Ross .
Social Security No.: 248-76-8996 b Titla: SuoervisIno Technician Occupational Class Code: 7/,98 tpartment: 0A Location: Catawba Projects itscf P:sition Analysis: Date Entered Present Position: 4-1-76 rf rmance Review Period, From: 5-1-82 To: 4-1-83 RATING SCALE Level Descriotion 5 Very exceptional performance. Accomplishments go far beyond normal expectations. Clearly unique performance. 4 Accomplishments are noticeably above expectations and indicate significant
" stretch" in the job.
3 Accomplishments consistently satisfy expectations. Individuals receiving this rating work independently with only a periodic review of results. 2 Accomplishments are minimally acceptable. Some improvement is desired. Additional work experience and/or training may improve the level of performance. I Frequently falls short on accomplishments. Immediate improvement is required. The individual has not grasped the basic requirement of this accountability and shows little or no sign of progress. O l l l I
_ g Accountability: Promots sofa )by holding eff&ctiva s:faty me l ngs Wsight(W) Rating (R) WxR i nsur'ing his crsw works sofoly, and sstting a good cxtmplo. I 2 3 6 I plishments/ Comments: ' h had been 0 lost time and auto accidents in his crew. Beau is safety conscious and sts a good example for his crew. He needs to have all his people in the same room during ) ofsty meetings. Accountability: Monitor attendance and reduce the absentees due to Weight (W) Rating (R) WxR v, n =ert e t re.. . =tekness. annointament time. etc. below 42. 2 3 6 Accomplishments / Comments: scu had serious concerns about his ability to control his crew's absenteelsm below 4%, owevar after the accountability was set, Beau took the action required to get his bssntseism below 4%. Accountability: Effective adminstration of the salary administration Weight (W) Rating (R) WxR rocram includino evaluations. 2 2 4 A plishments/ Comments: tions have improved but attention is needed identifying employee weaknesses. Improve-a is needed to bring the evaluations up to the desired level. Accountability: Carry out responsibilities of QA and Construction Weight (W) Rating (R) WxR epartment 0A Procedures. 3 2 6
- Acc
- mplishments/ Comments:
iignificant improvements have been made in the identification of items requiring q-1As and
- -2As. Improvement is needed in the writing of the description on items to be identified n rcparts.
Accountability: Resolving technical problems concerning quality Weight (W) Rating (h) WxR 3 2 6 Accomplishments / Comments: s capable of answering most questions concerning quality. Many of the questions ha i is o ones that he knows the answers to but apparently wants to get approval before inswering the inspectors. He needs to answer this type of question himself.
Accountability: Scheduling d.[foren to support proJcct schedu,j Weight (W) Rating (R) WxR 3 3 9 Acwmplishments/ Comments: Work has been scheduled effectively and has caused no delays.- The inspectors time is not complctely utilized as there appears to be a good deal of time when his inspectors have nothing to do. This time could be used doing random inspections, volt / amp checks, or studying procedures. Accountability: Conduct inspections to insure that procedures Weight (W) Rating (R) WxR ara being properly followed. ; 2 2 4 Accomplishments / Comments: , 8:au is spending more time in the fleid with his inspectors. items of concern have been ! id ntified in Beau's area by audit groups concerning the number of random inspections and volt / amp checks being done. This problem can be taken care of by better utilization of his insp;ctors. Accountability: Training inspectors in revisions and changes to Weight (W) Rating (R) WxR sene.durne 2 3 6 A lishments/ Comments: Treining is being done in a timely manner. Describ2 below any significant accomplishments outside of the Principal Weight (W) Rating (R) WxR Accountabilities: Beau's performance in the first seven months of is cvnluation period was less than satisfactory. During that 3 1 3 riod he showed lack of support of management decisions. This was lustrcted by his failure to accept the explanation given to him on the recertification of iding inspectors in MT & PT and his dissatisfaction expressed concerning the Interperation
- v:n by QA Technical Services concerning the proper use of R-2As and Q-1As. Communications i tween Beau, his crew, and craft and Technical Support personnel was improved over the last
! nual r$ valuation but is in need of much improvement. This was caused in part by his using ather inspector to investigate problems on concerns of craft rather than doing it himself. (can r *0 )
)verall Rating: Performance Levels Overall Rating
- 1. O cf the Weights x Ratings (W x R) 1. 5 4.5 or greater 84 4 3.5 to 4.4
- 2. Sum cf the Weights 2- 3 2.5 to 3.4 26 @ 1.5 to 2.4 Overall Rating = 1 + 2 .2,25 1 1.4 or less l
( - . - i
l , TION 111 (~ /~' evelopment Activities (List any devel::pment activities which the empisyee his c:mpleted during this p;rfcrmance tview period:) 4gch.J Au {<a..:. .:. s (. pr L ~ so - r< v e w
- yfxJ -rL. s(.(j k c.. m -.E h4r C~ " *~ -
- TION IV hange in Accountabilities (Please indicate any major changes in the employee's accountabilities which should be affected in the position analysis) -
TION V I rogress Reviews. How many progress reviews were conducted during this performance review period? TION VI ivaluated By: Ol //- - Title MM bdw- m Date 2 J/-8A By: e aue- N Title Saiter- 84 #Meev Date 1.24 -d eviewed By: ky-lI 1 A > [1 Title Date O D v - -- g s
*o the Employee: Your signature on tms form is voluntary. It indicates only that you had an opportunity to review nd discuss your performance evaluation with your supervisor. Your signature does not necessarily indicate that you gree with the evaluation. i
. AdC-ve.,er b t.C AUS ' 1. Lea 4 5 imployee's Comments: 1 he tj Q Rub {. 'g gMk buwNW .( h kb $ ". '
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gM$ m-M I$ w r=> wDs c ""H e* 4D 1T dig / imployee's Signature LJ,C _ Date d - W -R3
i 08176 (R7:82) r Duke Power Company ACCOUNTABILITY
SUMMARY
' O AND APPRAISAL for Exempt Employees CONTINUED ( (%y z of.2 ) TION I mpl:yee Name: G E Ross . Social Security No.: ob
Title:
Occupational Class Code: lepartm:nt: Location:
) ate of Position Analysis: Date Entered Present Position:
erf:rmance Review Period, From: To: RATING SCALE
;rformance Level Descriotion 5 Very exceptional performance. Accomplishments go far beyond normal expectations. Clearly unique performance.
4 Accomplishments are noticeably above expectations and indicate significant
" stretch" in the job.
3 Accomplishments consistently satisfy expectations. Individuals receiving this rating work independently with only a periodic review of results. 2 Accomplishments are minimally acceptable. Some improvement is desired. Additional work experience and/or training may improve the level of performance. i 1 1 Frequently falls short on accomplishments. Immediate improvement is required. The individual has not grasped the basic requirement of this accountability and shows little or no sign of progress. l l l
ICTION 11. _ _ g with othar 3 Weight (W) Rating (R)' WxR
.Accoutitability: Intsrfeca: F l ar communicstlons 1 .n: n. -nA a n-ermane.
3 2 I 6 l')mplishments/ Comments: . ( / wpmements have been in communicating with craf t, however, there is room for a lot of nprevment. This can be done by Beau looking into problem areas himself rather than having na of his inspectors trying to determine what the problems are. J Acccuntability: Weight (W) Rating (R) WxR Accomplishments / Comments: Weight (W) Rating (R) WxR Accountability: I
"+complishments/ Comments:
i Weight (W) Rating (R) WxR Accountability: Accomplishments / Comments: 1 Accountability: Weight (W) Rating (R) WxRE I l complishments/ Comments:
Acc:untability:
~
I Weight (W) Rating (R) WxR 1 k plishments/ Comments: Accountability: Weight (W) Rating (R) WxR 1 Acc::mplishments/ Comments: Accountability: Weight (W) Rating (R) WxR Acc mplishments/ Comments: Describa below any significant accomplishments outside of the Principal height (W) Rating (R) WxR Accountabilities: - leau falt that he should not be held' accountable on his 3PW for his
- rew's cttendance, safety, and Job performance, however, after the IPW was written he took steps to improve all these areas. All areas of Beau's performance has impr;ved since the implementation of the 3PW.
Overall Rating: Performance Levels Overall Rating
- 1. Sum of the Weights x Ratings (W x R) 1. 56 5 4.5 or greater 2.p V of the Weights 2.
4 3 3.5 to 4.4 2.5 to 3.4 25 Overall Rating = 1 + 2
@ 1.5 to 2.4 1 1.4 or less
"l TION lil' 'N G -
Sevelopment Activities (List any dev;ltpment activities which tha employee has compl:ted during this p;rformance
, aview period:)
CTION IV
':hange in Accountabilities (Please indicate any major changes in the employee's accountabilities which should be reflected in the position analysis)
^
CTION V Progress Reviews. How many progress reviews were conducted during this performance review period? I CTION VI i Ev:luated By: Title Date Reviewed By: Title Date Reviewed By: Title Date To the Employee: Your signature on this form is voluntary, it indicates only that you had an opportunity to review and discuss your performance evaluation with your supervisor. Your signature does not necessarily indicate that you agree with the evaluation. l Empl yee's Commentt: O V Empi:yee's Signature Date
l
}N This appraisal is being done because of a fair rating received by Beau on his
. g;
) last annual appraisal which identified a need for further development. It covers two periods of time, one being before 1 November 1982 and the other
;3 ,
after. While Beau's performance in the areas of planning and organizing wrk assignments remains acceptable, his performance in several other areas l
%y &, 4 j{ as a supervisor still demonstrate a clear need for further development. j Generally, Beau's understanding of his role as a supervisor and his K,l, p t s responsibilities to other organizations (i.e. crafts), his employees, Beau's successful performance as a i D.g - and his management needs improvement.
supervisor necessitates his clearly understanding his responsibilities and
%*$h(4 ' (
carrying them out properly. Without improvement in these areas Beau's continued assignment as a supervisor will not be appropriate. The following specific areas illustrate the problem discussed above: When the decision was made to start recertifying welding inspectors in MT and PT at Catawba, Beau asked his supervisor if that meant that the people being recertified were going to be transferred to Cherokee? The answer was no, that we were preparing to better utilize the workforce at Catawba. Beau evidently did not accept this explanation as he took the first opportunity to ask his second line supervisor the same question who gave him the same answer. This was not the proper action for him to take. When clarification was received from QA Technical Services concerning the proper use of R-2As and this information was communicated to Beau, he said that this interpretation showed a lack of support for him and his inspectors. However, he did agree' that the final product would meet all QA requirements. The communication between Beau, his crew, craft, and Technical Support has gotten better but still needs much improvement. Of particular concern is the comunication problems between Beau and Craft supervision. For example, when craf t supervision or technical support personnel have questions con-cerning Beau's inspectors, inspections, or inspection interpretations, which t require looking at the item being inspected, he often will send another inspector to look at the item. This is unacceptable as it is his responsi-bility to interface with these various groups. This responsibility cannot be delagated. This action detracts from his effectiveness as a supervisor and Isolates him from the problems. Beau views this approach as being supportive of his crew but in fact is shirking his duty as a supervisor. These actions were demonstrated when craft tried to enlist his help with structural steel on the ramp of Unit 2, tack welds in #2 diesel generator room, and paint in welds of Unit 2 diesel generator. Beau interfaced with the personnel involved and looked at the welds only after being directed by his supervisor. These are only a few of the numerous times this has happened. Because of this attitude, these people are hesitant to go to Beau with problems. The communications between Beau and other supervisors in his area is also at a minimum because of his attitude. He is very quick to find reasons why new plans and ideas won't work rather than trying to find ways to make them work. 1
Beau also has a problem in accepting Code requirements as being strigent enough. For example, after having been given a copy of the Code criteria j for NF welds and being instructed to have some hanger material inspected , by these criteria, the inspector listed several items as rejectable that ] the criteria clearly did not specify. Considerable time and effort had 1
.to be spent to properly inspect the material listing Code rejectable items separately from other observed questionable conditions.
In carrying out his duties as a supervisor Beau has problems answering the questions of his employees in the proper manner. All supervisors were instructed in June to provide answers to amployee questions when they knew the answer. When they did not, to go to the next level of supervision with the question to get the answer and then communicate it to the employee. Recently one of Beau's inspectors had several questions about a NCI. Instead of following the method above which he had been instructed to do, Beau attempted to answer the questions himself which he could not do. Then he referred the inspecto:- to his (Beau's) supervisor. The inspector later stated that he thought Beau had told him that he would probably need to file recourse to get an answer. Beau does not seem to understand his role as a supervisor in answering or getting answers to his employee's questions. Beau has felt that he'should not be held accountable for his employees actions in areas of safety, attendance and Job performance.- This was illustrated by his reluctance to write his Personal Performance Plan Worksheet (PPPW) for the coming year listing objectives in these areas although the other supervisors had no objections to these accountabilities and felt them to be valid. Again this pointed out a basic misunderstanding of his role as a supervisor. However, once the PPPW was written, he has attempted to improve in the areas identified, improvement has been made in his crew's attendance and some improvement has been made in his communications with craft and technical support personnel, however, more improvement is needed in this and the other areas listed on his PPPW. l l l l O
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