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NUCLEAR REGULATORY COMMISSION 4
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FEB 0 7 1989 Docket Nos. 50-321, 50-366, 50-424, 50-425, 50-348, 50-364 License Nos. DPR-57, NPF-5, NPF-68, CPPR-109, NPF-2, NPF-8 i
h Georgia Power Company i
ATTN: Mr. W. G. Hairston, III I
Senior Vice President -
Nuclear Operations i
P. O. Box 1295 i
Bimingham, AL 35201 i
Gentlemen:
SUBJECT:
NRC INSPECTION REPORT N05. 50-321/88-41, 50-366/88-41, 50-424/88-60, 50-425/88-77, 50-348/88-33, AND 50-364/88-33 i
This refers to a Nuclear Regulatory Coinnission (NRC) inspection of corportte l
organization, responsibilities, and functions conducted by Messr$,.
l M. V. Sinkule, J. F. Rogge, J. E. Manning, F. Allenspach, L. R. Moore, J
H. C. Dance, and G. Maxwell on December 19 - 21, 1988. The inspection included a review of activities authorized for your Corporate Office in Bimingham, t
Alabama. At the conclusion of the inspection, the findings were discussed with A
those members of your staff identified in the enclosed Inspection Report.
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management meeting to discuss nuclear plant oversight responsibilities, technical' support responsibilities, and activities of the corporate organiza-
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tion was also conducted on December 19, 1988. Meeting attendees and a brief The susanary of this meeting are included in the enclosed Inspection Report.
L meeting handouts utilized during this presentation have also been provided as Areas examined during the inspection are identified in the report.
Within these areas, the inspection consisted of selective examinations of procedures and representative records, interviews with personnel, and observation of activities in progress.
Within the scope of the inspection, no violations or deviations were identified.
In accordance with Section 2.790 of the NRC's " Rules of Practice," Part 2, Title 10. Code of Federal Regulations, a copy of this letter and its enclosures i
will be placed in the NRC Public Document Room.
Should you have any questions concerning this letter, please contact us.
Sincerely, g 4,.
Luis A. Reyes, Director 9
Division of Reactor Projects
Enclosures:
.(See_page 2) 01 !$OS t }
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Georgia Power Company 2
FEB 0/ 869
Enclosures:
1.
NRC Inspection Report
-2.
Meeting Handouts cc w/encis:
R. P. Mcdonald, Executive Vice President, Nuclear Operations J. T. Beckham, Vice President, Plant Hatch H. C. Nix, General Manager, Plant Hatch
- 0. M. Fraser Site Quality Assurance Manager L. T. Gucwa, Manager, Nuclear Engineering and Licensing, Plant Hatch S. B. Tipps, Manager of Nuclear Safety and Compliance B. M. Guthrie, Executive Vice President D. N. Morey, General Manager -
Nuclear Plant J. D. Woodard, Vice President -
Nuclear Generation J..W. McGowan, Manager-Safety Audit and Engineering Review S. Fulmer Supervisor-Safety Audit and Engineering Review R. P. Mcdonald, Executive Vice President, Nuclear Operations P. D. Rice, Vice President, Project Director C. W. Hayes, Vogtle Quality Assurance Manager G. Bockhold, Jr., General Manager, i
Nuclear Operations J. P. Kane, Manager Licensing and Engineering J. A. Bailey, Project Licensing Manager B. W. Churchill, Esq., Shaw, 4
L Pittman, Potts and Trowbridge D. Kirkland, !!!, Counsel, Office of the Consumer's Utility i
Council D. Feig, Georgians Against Nuclear Energy State of Georgia State of Alabama e
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UNITE 3 STATES 5
j-NUCLEAR REGULATORY COMMISSION ReOION ll
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e ATLANTA.GaOA04A30323 Report Nos.: 50-424/88-60, 50-425/88-77, 50-348 and 50-364/88-33, 50-321 and 50-366/88-41.
3-l Licensees: Georgia Power Company
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Alabama Power Company l
P. O. Box 1295 i
Bimingham, AL 35201 i
l Docket Nos.: 50-424, 50-425, 50-348, 50-364, 50-321, 50-366 i
License Nos.: NPF-68, CPPR-109, NPF-2, NPF-8, DPR-57, NPF-5 t
l Facility Names: Vogtle 1 and 2, Farley 1 and 2, Hatch 1 and 2 4
Inspection Conduct d: Decemb 19-21, 1988 Y-9 i
Inspectors:
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M. V. 51nkule, Region II, Team Leader fateSigned Team Members:
H. C. Dance, Region II J. F. Rogge, Region II l
J. E. Menning, Region II G. F. Maxwell, Region !!
L. R. Moore, Region II F. R. Allenspach, Office of clear Reactor Regulation i
Approved by:
A. R. Herdt, Branch Chief Dtte Signed Reactor Projects Branch 3 Division of Reactor Projects i
St# MARY i
Scope:
This special, announced inspection was conducted at the Corporate j
Office in Birmingham, Alabama, in the areas of corporate organiza-tion, responsibilities, and functions.
A management meeting to discuss nuclear plant oversight responsibilities, technical support responsibilities, and activities of the corporate organization was also conducted on December 19, 1988.
a Results:. The new corporate organization, which was established in anticipation l.
of the formulation of the operating company f4r Vogtle. Hatch, and Farley, had been in place since November 1, 1988, and was functioning at the. time of this inspection.
The majority of the management and technical staffing was complete; however, some alhiinistrative posi-i tions were not yet filled.
Most positions were being filled by personnel with experience obtained in the plants, and the personnel interviewed during this inspection were knowledgeable of their duties and responsibilities.
Existing Georgia Power Company and Alabama
2 Power Company procedures were in effect; however, they were still in the process of being modified to reflect the corporate organizational changes and responsibilities.
Additionally, it was detennined that although the new operating philosophy of the corporate staff in a support role as opposed to an overview role was sound, the Vogtle Final Safety Analysis Report needed to be revised to reflect this philosophy change.
Within the areas inspected, no violations or deviations were identified.
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i REPORT DETAILS l.
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Persons Contacted
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Licensee Employees l
- J. Badgett Emergency' Planning Coordinator, Vogtle, Georgia Power Company (GPC)
- J. Baily, Manager of Licensing, Vogtle, GPC
- T. Beckham, Vice President, Hatch Project, GPC i
- 8. Burns, Manager of Engineering Services, Southern Company Services (SCS) 1 S. Burns, Senior Project Engineer Farley, Alabama Power Company (APC)
- S. Chesnut Vogtle Engineering Manager, GPC
- E. Cobb, Supervisor of Planning and Perfonnance Vogtle, GPC i
J. Davis, Senior Engineer Vogtle Safety Audit and Engineering Review, GPC l
B. Epps, Manager, Inspection and Testing Services, SCS 4
- 5. Ewald, Manager, Environmental Services. SCS R. Fucich, Manager, Nuclear Administration Farley, APC G. Grove, Manager, Corporate Quality Services, SCS i
l L. Gucwa, Manager Engineering and Licensing, Hatch, GPC l
- W. Hairston, III, Senior Vice President, GPC/APC J. Heidt, Manager of Licenting Hatch, GPC F. Jessup. Emergency Planning Coordinator, Farley, APC D. Jones, Manager of Engineering, Farley, APC
- J. Kane, Manager, Engineering and Licensing, Vogtle, GPC
- 0. Kennamer, Project Engineer, Farley, APC J. Leamon, Vogtle Project Licensing Engineer, GPC
- L. Long, Technical Services, SCS l
- 0. Mansfield, Manager, Nuclear Maintenance and Support, Farley, APC
- K. McCoy, Vice President, Vogtle Project, GPC i'
- R. Mcdonald, Executive Vice President GPC/APC E. McDougal, Supervisor, Administrative Support, Farley, APC J. McGowan, Manager Farley Safety Audit and Engineering Review, APC B. McKinney, Manager, Nuclear Engineering and Licensing, Farley, APC l
T. Mitchel, Senior Engineer, Hatch Safety Audit and Engineering Review, GPC M. Rickels, Coordinator, Nuclear Fuels and Contracts, Farley, APC i
- P. Rushton, Manager, Vogtle Safety Audit and Engineering Review, GPC j-
- 8. Shipman, General Manager, Support, Vogtle, GPC
- C. Stinespring, Manager, Nuclear Administration, Vogtle, GPC J. Stringfellow, Project Engineer, Vogtle Licensing, GPC
- H. Walker, Manager Maintenance and Support, Vogtle, GPC
.#J. Woodard, Vice President, Nuclear Farley, APC j
i Other licensee employees. contacted during this inspection included supervisors and engineers.
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NRC Region II Personnel
- V. Brownlee, Chief, Reactor Projects Branch 3, Division of Reactor Projects
- H. Dance, Chief Reactor Projects Section.1A, Division of Reactor Projects
- M. Ernst. Acting Regional Administrator
- L. Moore, Reactor Engineer Division of Reactor Safety
- L. Reyes, Director, Division of Reactor Projects
- M. Sinkule, Chief, Reactor Projects Section 38 Division of Reactor Projects-NRC Office of Nuclear Reactor Regulation Personnel
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- F. Allenspach, Operations Engineer, Performance and Quality Evaluation Branch, Division of Licensee Perfomance and Quality Evaluation
- G. Lainas, Assistant Director for Region !! Reactors
- D. Matthews, Director, Project Directorate 11-3 j
NRC Resident Inspectors I
- G. Maxwell, Senior Resident Inspector, Farley
- J. Menning, Senior Resident Inspector, Hatch
- J. Rogge, Senior Resident Inspector, Vogtle i
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- Attended exit interview
- Attended management meeting
- Attended both management meeting and exit interview 2.
NRC/GPC/APC/SCS Management Meeting A management meeting concerning GPC/APC/SCS corporate responsibilities was conducted at our request on December 19, 1988.
This meeting was held at the GPC/APC/SCS Corporate Office in Birmingham, Alabama to discuss nuclear plant oversight responsibilities, technical support responsibilities, and activities of the corporate organization.
The meeting provided infomation to NRC management regarding organiza-tional changes that were made in anticipation of the fomulation of the operating company for management of Vogtle. Hatch, and Farley and also j
assisted in providing the NRC an understanding of how the new organi-zation functions.
The meeting also' served as the starting point for the team inspection to verify that the organization was in place and was functioning.
Copies of the handouts provided during your presentation are included in 1.
3.
GPC/APC Corporate Organization i
In preparation for. combining the management of Vogtle. Hatch, and Farley into one organization, GPC has reorganized and moved the corporate nuclear v
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l operations' functions to Birmingham, Alabama.
The combined. organization consists of personnel from three companies, GPC, APC, and-SCS. Currently, j
the Executive Vice President and Senior Vice President for Nuclear Opera-i l
tions are officers of both GPC and APC.
All other project positions are specific to either GPC or APC.. Support functions reporting to the Execu-tive Vice President currently are in SCS. Upon fonnation of the operating l
company, all of the nuclear operations and the support group will be under
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4 the new operating company..
The corporate organization which is referred to as the 50NOPC0 Project is 1
headed by the Executive Vice President.
The Vice President of Technical Services and Vice President of Administration report to the Executive Vice j
President of Nuclear Operations.
The' Vice Presidents for each of the three projects (Vogtle, Hatch, and l
Farley)-report to the Senior Vice President of Nuclear Operations.
Each j.
Project Vice President has reoorting to him a corporate staff headed by the General Manager of Nuclear Support, the Safety Review Board, the
' Manager of the Safety Audit and Engineering Review Group, and the nuclear plant General Manager.
l The inspectors participated in a meeting with corporate management which is sumarized in Section 2 of this report and conducted interviews with i
corporate management to determine if the organization was in place and i
functioning as described in Amendment No. 39 to the Vogtle Final Safety Analysis Report (FSAR).
4 The inspectors determined the organization was in place. The majority of technical positions had been filled with qualified personnel; however, a number of administrative positions were yet to be filled.
Management.
appears to be aggressively active in fully staffing the organization with many of the positions being filled by personnel with experience at nuclear i
plants.
Operational Procedures were in the PFocess of being revised and are due to be completed in February 1989.
In the meantime, the existing corporate procedures for GPC and APC were in effect.
Training classes i
were being planned to start in January 1989 for managers that did not have actual experience on their assigned plant.
The managers interviewed were knowledgeable of their responsibilities; however, the philosophy of operations of the corporate staff has changed from an overview function to that of support to the site organization.
In general, corporate line management has the responsibility for overviewing and directing the site organization.
The corporate staff provides and/or obtains technical support from the Technical Services Organization. This philosophy of operation was not reflected in Amendment 39 to the Vogtle FSAR.
In a letter to the NRC dated December 29, 1988, the licensee comitted to update the FSAR to reflect this new philosophy in a future change to the FSAR The inspectors concluded that philosophy of corporate operation was sound, and although full staffing was not complete, most of the key positions had been filled and the organization was functioning.
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4.
Technical Services The Technical Services Organization reports to the Executive Vice President of Nuclear Operations and consists of a Nuclear Fuel group; an Inspection and Testing Services group; a Regulatory, Engineering, and Environmental Services group; and a Quality Services group.
j The Nuclear Fuel group and the Inspection and Testing Services group were i
transferred from SCS, are fully staffed, and perform the same functions as prior to the reorganization.
The Regulatory, Engineering, and Environment Services group has been newly formed to provide support in the areas of environmental issues, chemistry, i
health physics, emergency planning,10 CFR Part 21 evaluations, generic i
engineering issues, specialized engineering services, probabilistic risk analysis, and plant licensing issues. At the time of this inspection, the different areas of this group were at various levels of staffing; however, i
management appeared to be aggressively pursuing staffing with well l
qualified individuals.
The Manager of Environmental Services reports to the Manager of Regulatory Engineering and Environmental Services.
The functional support responsi-l bilities that SCS provides is listed in FSAR Chapter 13.1.1.1.3 but is not fully described.
This key manager's resume was deleted from the FSAR as j
part of recent FSAR amendment.
The inspector referenced the deleted resume in reviewing the individual's qualifications.
In discussion with l
this manager, the inspector was informed that his duties had essentially not changed from those he was performing prior to the establishment of the new corporate structure except that he now had responsibilities for support of the Farley project.
In general, this manager's function is to l
provide support for environmental, health physics, and plant chemistry support.
4 The inspector concluded.that this manager had the necessary qualifications and experience necessary for the development and implementation at this
. support function.
l The Quality Services group is discussed in Section 9 of this report.
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Vogtle Project Staffing of the Vogtle Project Corporate organization was approximately 80 percent complete with all key positions filled with well qualified individuals.
Management was aggressively pursuing the filling of the i
i remaining positions with personnel from the site.
Personnel were knowledgeable of their responsibilities, and the organization was functioning.
Nuclear Engineering and Licensing (Vogtle) a.
The Manager of Nuclear Engineering and Licensing reports directly to the General Manager of Nuclear Support. The inspector met separately L
with the Manager of Nuclear Engineering and Licensing, Manager of e
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Engineering, Manager of Licensing, Emergency Planning Coordinator, and Nuclear Fuels Coordinator.
Each manager's functions and role with respect to the plant staff, SCS, and Bechtel support were i
discussed as well as the implementation of the new organization.
The overall philosophy of the support for Plant Vogtle was discussed f
with the Manager of Engineering and was verified by each.of the other j
' managers. This philosophy is to provide support as requested by the plant and to act as middleman between the plant staff and SCS and i
l Bechtel support, providing project management and control of needed technical support.
It is intended that the plant staff be freed of
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noncritical operational responsibilities and have these responsibi-lities picked up by Plant Vogtle technical support, thereby allowing the plant staff to focus on the operations and maintenance of the plant.
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l The staffing for the support organization under the Manager of Nuclear Engineering and Licensing is essentially complete.
The individuals presently assigned to the position appear to be well qualified.
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The Manager of Engineering provides. support in the area of l
engineering.
He provides an interface between plant engineering, SCS, and Bechtel; provides project management functions for design f
changes and modifications; and exercises controls and assistance in meeting the needs of the plant staff.
At present, a Plant Field i
Engineer Organization group comprised of about 80 SCS and Bechtel personnel are assigned to meet the needs of the plant during the l
preoperational and startup phases.
At the completion of Vogtle Unit 2 Construction, this group will be disbanded and most of the i-Engineers will go to either SCS, Bechtel, or the SONOPCO Project.
Project control over these dedicated groups will be provided by the Manager of Engineering.
f The Manager of Licensing provides licensing support for both Vogtle i
units.
This is a change from the past when the licensing effort for a plant under construction (Vogtle 2) was done by SCS. The licensing group has also relieved the plant staff of the management function with respect to NRC Bulletins, Generic Letters, and NRC requests for l
infomation, The Emergency Planning Coordinator provides for the coordination of t
the Corporate Emergency Plan with respect to Plant Vogtle. There has been little change in the function of this position except that in l
the near ters, corporate support is to be provided by a joint Vogtle-Hatch group.
This support function will eventually be split so that separate groups will provide support for Vogtle and Hatch.
Addi-tionally. Technical Services will provide support of a generic nature l
with respect to contacts and agreements with state agencies.
A memorandum dated October 1988 revised the titles to reflect the new organization, and a change in the corporate plen to reflect the new titles and responsibilities is in preparation.
Since the corporate
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plan for Vogtle is an appendix to the site plan, these changes require approval of plant management.
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The Nuclear Fuel Coordinator is a new function for both Plant Vogtle l
and Plant Hatch..The coordinator provides support to the plants in j
the implementation of the fuel ' management program and provides i.
management and coordination between the plants' needs and the. Fuel j
Design Group of Technical Services.
The organization described above has been implemented and is opera--
tional. The development of new procedures has not been completed for i
the implementation of the organization, and the licensee is currently operating under GPC corporate procedures.
It is anticipated that the new procedures will be completed in February 1989.
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b.
Nuclear Administration (Vogtle) i The Manager of Nuclear Administration reports directly to the General Manager of Nuclear Support.
Responsibilities of the Administration i
Manager are delineated in FiiR Chapter 13.1.1.2.2.6 and the manager's resume is presented in Table 13.1.1-1.
Reporting to this manager are four supervisors with the following titles:
Supervisor Planning & Perfomance Supervisor Material Support Supervisor Document Control l
Supervisor Admin Support
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L The inspector reviewed the responsibilities and staffing levels of the manager's department. As each of the eight FSAR responsibilities were discussed, the inspector determined that the FSAR requirements i
were not reflective of-the new corporate support role concept.
The i
licensee is currently in a transition period to this new concept.
L While the original Georgia Power Corporate Policy and Instructions are being implemented, new policy and instructions are being drafted.
The procedure development schedule was reviewed.
These procedures I
have been prioritized with critical procedures targeted for comple-tion in January 1989.
l The overall staffing of the department was 50 percent (12 of 24 positions) complete.
Plans for completion of staffing were discussed with the Vice President of the Vogtle Project.
The corporate plans project full staffing by June 1989 with the majority of positions to be filled by current Vogtle site personnel. The inspector determined that the staffing would be performed consistent with the establish-i
. ment of corporate procedures and the assumption of site support
. requests.
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In general, the inspector concluded that the department was in the process of transitioning to a fully staffed support department consistent with the support responsibilities currently in piace.
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Nuclear Maintenance and Support 1
The Manager of Nuclear Maintenance reports to the General Manager of Nuclear Support.
Responsibilities of the Maintenance Manager are delineated in FSAR Chapter 13.1.1.2.2.6.
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i The inspector conducted an interview of the Manager of Nuclear l
Maintenance to determine the staffing levels, the Manager's perception of his responsibilities, and whether the group was i
functional.
This group appeared to be in the initial stages of implementation with approximately one half of the positions filled.
j The Manager was filling the positions with well qualified personnel from the plant. Full staffing is expected by June 1989.
The Manager's perception of the responsibilities were in line with the philosophy that the group would support the site organization in the areas of maintenance program evaluation, maintenance trend i
j evaluation, planning and scheduling, outage management, maintenance plans and budgets, and inservice testing programs.
Although all functioral areas described in the FSAR were included, the FSAR did not reisect the new corporate support role concept. The' licensee is currently in a transition period to this new concept.
While the l
original Corporate Policy and Instructions are being implemented, new policy and instructions are being developed.
These procedures are scheduled to be complete by February 1989.
6.
Farley Project Organization s
l The inspectors met with members of the Farley corporate staff and received an overview of the organizational and functional responsibilities of each component of the Farley corporate staff. Specific questions were answered satisfactorily.
Although the organization is consistent with Technical Specification 6.2.1.a. b, and c; FSAR Figures 13.1-4 and 17.2-1 do not i
reflect the new position of Vice President-Nuclear inserted in the line organization reporting to the Senior Vice President. The next FSAR update i
. will reflect this change.
A dedicated mission to support the plant was communicated to the inspectors.
Overall qualifications and experience levels of the staff were satisfactory.
7.
Hatch Project Organization The inspectors met with members of the Hatch corporate staff and received an overview of the organizational and functional responsibilities of each e
component of the Hatch corporate staff.
The managerial positions are fully staffed except for the General Manager Nuclear Support position.
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4 There were approximately ten other vacancies that had not yet been filled.
These positions were - mostly clerical in nature.
Management was aggressively pursuing the filling of the remaining positions.
The organization was staffed with well qualified personnel and in many cases l
with personnel who performed similar functions in the old organization or personnel obtained from Plant Hatch, q
The activities were being performed utilizing the existing GPC procedures until the procedures are revised.
This is expected to be accomplished by February 1989.
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8.
Corporate Safety Review Activities Activities of the Safety Review Board (SRB) for Hatch and Vogtle were reviewed to determined how the Board's review and audit functions deline-ated in Sections 6.0 of the Hatch and Vogtle technical specifications are j
addressed.
This effort involved discussions with the Nuclear Safety Review Manager, the review of licensee policies and instructions relating to SRB operations, and. the review of SRB and SRB subconnittee meeting
, minutes.
i The inspector confirmed that the licensee's SRB continues to be common to j
both the Hatch and Vogtle Projects.
The SRB currently consists of nine voting members plus the chaiman.
The SRB subcommittee is relied upon heavily to conduct the more routine reviews for which the SRB is res*pon-i sible.
The subcomittee currently consists of fourteen members plus the
. chaiman.
Twelve of the subcomittee members are consultants, and the remaining two are GPC employees. The size and composition of the subcom-mittee for any given meeting varies depending on the technical expertise required for the particular matters under consideration. The licensee has i
selected SRB and SRB subconnittee members to provide technical expertise i
in the areas specified in Section 6.5.2.1 of the Hatch technical specifi-cations and Section 6.4.2.1 of the Vogtle technical specifications.
The inspector also determined that the SRB continues to function under written GPC policies and instructions.
Policy NOP-10-400, " Safety Review Board," defines the authority, organization, responsibility, and method of 4
operation of the SRB.
Instruction N01-10-401, " Conduct of Nuclear Safety l
Review Board Meeting " describes the necessary steps required to schedule, conduct, and document SRB meetings.
Instruction N01-10-402, " Safety l
Review Board Review of Documentary Material," provides instructions to ensure a consistent, minimum standard of review for the review of SRB documentary material.
Instruction N01-10-403, " Process of SRB Material,"
describes steps to ensure the proper receipt, initial screening, trans-mittal, and documentation of SRB review material.
Instruction NOI-10-404, i
" SRB Records Retention and Handling," specifies SRB documents to be i
retained, the location of retention, and duration of retention.
Instruc-tion NOI-10-405, !' SRB Subcosmittees " defines the authority and method of i
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operation of SR8 subcomittees and establishes a minimum standard of review; and Instruction N01-10-406, "SR8 Conduct of Onsite Reviews and Audits,"- describes steps to be accomplished to ensure proper performance, preparation, and reporting of onsite _ reviews and audits conducted by or j
a under the cognizance of the SR8.
The inspector reviewed these policies and. instructions and noted _ that the technical specification requirements related to SRB composition, the use of. alternates, meeting frequency, j
minimum quorum, authority, and records had been incorporated into these documents.
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Based on discussions with the Nuclear Operations Review Board (NORB) chairman for Farley and review of the material noted below, the inspectors l
J determined that Farley Technical Specification 6.5.2 requirements were i
i being met. Material reviewed included:
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' minutes of NOR8 Meeting No. 88-3 held on September 21, 1988; j
meeting agenda and agenda items for March 16,1988, NOR8 meeting dated March 1, 1988; meeting agenda and agenda items for December 15, 1988, NOR8 meeting dated November 30, 1988; Plant Operating ) Review Committee minutes fo, meetings Nos.
j.
(August 4, 1988 _ through 1930 (September 29, 1988) dispatched F
for NOR8 review by letter dated November 30, 1988; and~
Safety Evaluation (35) for NOR8 Review transmitted by letter dated November 23, 1988.
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9.
Quality Organization j
The realignment of the GPC corporate organizational structure to provide development of the SONOPC0 Project management organization included changes in the GPC quality organization. Section 17, Amendment 39 of the Vogtle FSAR described the present Vogtle (plant and corporate) quality organizations implemented on October 31, 1988.
Generally, this amendment t
provided a renaming of the quality organization and a separation in the corporate reporting chains for the GPC plants (Vogtle and Hatch).
The i
operational quality organization, previously the Quality Assurance Depart-i l
ment, is now titled Safety Audit and Engineering Review (SAER) organiza-tion.
The Vogtle Unit 2 construction organization remains the Quality j
Assurance Department with its previous reporting line through the Vogtle i
Project organization.
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The quality organization corporate realignment basically separates the two GPC plants and provides a direct reporting chain from the site quality l
organization (site-SAER) via the corporate quality organization (SAER-GO) to the Vice President of Nuclear Operations, which is the highest line manager directly responsible for plant activities.
This chain is unique i
to each plant site in the SON 0PC0 Project (Vogtle, Hatch, and Farley).
Prior to Amendment 39, the Vogtle and Hatch quality organizations reported through a connon general manager to the :ienior Executive Vice President.
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J Continuity of previous GPC corporate quality organization experience has been maintained.
The previous GPC staff of four audit / engineers has been 4 -
divided between the Vogtle SAER-GO, Hatch SAER-GO, and a corporate tech-2 nical services quality organization, the Quality Services group.
The SAER-GO staffs will each consist of one manager, two audit / engineers, and j
ona clerical person.
Currently, the only vacancies in the SAER organiza-tions are one audit / engineer in each of the Hatch and Vogtle SAER-GO j
staffs.
All management positions are occupied, and the vacancies do not i
impede the scheduled SAER-GO duties or responsibilities.
Additional changes implemented by the 50NOPC0 project organization included the fonnation of another quality organization group and the J.
addition of the Independent Safety Engineering Group (ISEG) to the quality organization reporting chain.
The new corporate quality group, Quality Services, maintains'the Quality Suppliers List (QSL), audits and reviews i
i vendors / suppliers, and audits various corporate non-design, non-plant i
specific, engineering functions. This group relieves the individual plant j
SAER organizations of the responsibility for vendor audit activity.
The ISEG previously reported to the Vice President of Nuclear Operations via the corporate maintenance manager.
As a result of Amendment 39, the ISEG will utilize the independent reporting chain of the SAER organization.
l reporting to the site Vice President of Nuclear Operations via the SAER Manager.
This reporting realigreent does not impact the independence of either the quality organization or the ISEG.
j No quality program changes or commitment reductions have occurred due to the reorganization of the GPC quality organizations. Review of the Vogtle l
1988 schedule of audit activity in conjunction with the projected 1989 schedule indicated no reduction in corporate quality assurance activity or responsibilities.
At present, the resources are available to fulfill all previous and current audit, review, and oversight activities that were required prior to the reorganization.
In sununary, the corporate reorganization indicated in Vogtle FSAR Section 17 with respect to the quality organization management has been l
implemented since November 1, 1988.
All management positions are filled.
The major changes occurred or, the corporate level with no changes at the l'
~
site other than a name change.
The following summarizes the corporate level changes:
GPC quality organization reporting responsibilities have been a.
separated to provide independent reporting chains for each plant (Vogtle. Hatch) to the respective plant specific nuclear Vice President.
b.
The above reporting line has dropped one functional level from the Senior Executive Vice President.
Vendor / surveillance audit and QSL maintenance activity has been c.
transferred entirely to the corporate Quality Services group.
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d.
The ISEG reporting chain to the Vice President of Nuclear Operations utilizes the SAER reporting chain.
The' operations quality organization is now called the Safety Audit e.
and Engineering Review organization.
4 This review provided no indication that the implementation of the quality organization described in Vogtle FSAR Amendment 3g, Section 17, has 4
resulted in an adverse impact on previous or present quality organization
' activity or commitments at Plant Vogtle.
i Based on discussion with the SAER group Manager and review of documented material, the inspector determined that Farley Technical Specification 6.2.3 requirements were being met.
The SAER group technical staff is composed of senior engineers with varied nuclear background with emphasis 1
on operating experience.
Several senior managers have worked in this group. Thus, it is utilized as one technique of job progression. Audit findings reviewed indicate an indepth review is being performed with followup performed of corrective actions'of audit findings. The resident inspectors have periodic interface with this group.
j
- 10. Exit Interview (30703)
An exit meeting was conducted on December'21, 1988, where the scope and findings were summarized with those persons indicated in paragraph 1, above.
The inspector described the areas inspected and discussed in detail the results listed below. Proprietary information is not contained in this report. Dissenting connents were not received from the licensee.
The organization is in place and functioning.
Some vacancies do exist, but management is aggressively pursuing the filling of these positions with personnel from the plants.
The philosophy of operations of the corporate staff functioning in a i
support role as opposed to an overview role appears sound.
Procedures are being revised to reflect the reorganization and j
responsibilities.
Licensee management stated that this will be accomplished by February 1989.
The Vogtle FSAR needed to be upgraded to reflect the philosophy of the corporate staff functioning in a support role. Subsequent to the inspection, the licensee committed in a letter to the NRC dated December 29, 1988, to revise the Vogtle FSAR when the organiztional interfaces were fully established.
The inspection team concluded thet the corporate organizations were sufficiently established and functioning to adequately support Vogtle Unit 2 licensing.
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AGEWA t
HRC ORGANIZATIONAL MEETING l
BIRMINGHAM,. ALABAMA MOWAY, DECEMBER 19,.1988
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INTRODUCTION W.G. HAIRSTON, III OVERALL ORGANIZATION W.G. HAIRSTON, III HATCH J.T. BECKNAM i
FARLEY J.D. WOODARD R
TECHNICAL SERVICES L.B. LONG g
V0GTLE ORGANIZATION 0.K. MCC0Y
- QUALITY ASSURANCE P.D. RUSNTON f
- PUUIT SUPPORT W.B. SNIPMAN ENGINEERING AM LICENSING J.P. KANE
- EMERGENCY PLANNING J.J. BADGETT
- MAINTENANCE AND SUPPORT H.P. WALKER
- ADMINISTRATION -
C.P. STINESPRING SAFETY REVIEW BOARD E.F. C088 DISCUSS.AGEWA FOR TUESDAY l
CONCLUSION
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O CORPORATE QUALITY SERVICES HAS RESPONSIBILITY FOR SUPPLIER QUALIFICATIONS FOR ALL 3 PROJECT l
l O QA MANUALS SPECIFIC TO EACH FUNCTION WILL BE ISSUED. EXISTING QA MANUAL HAS BEEN l
ENDORSED BY PROJECT VP AND CONTINUES IN EFFECT.
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WESTINGHOUSE OWNERS GROUP REVIEW l
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NRC INSPECTION A N ENFORCEMENT ITEMS l
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IRfCLEAR SUPPORT ENGINEERING FUNCTIONS AND RESP 0NSIBILITIES l
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o Help resolve Plant problems to help the Plant sitigate emergency conditions.
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COMMERCIAL DEDICATION s
EQ CENTRAL FILE 4
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SAFETY REVIEW BOARD
- o. Common Georgio Power Boa rd for Hatch and Vogtle o
Boa rd M e m b e rs (9) o Meetings Semia n n u ally or Quarterly o
Meeting Minutes O
Subcommittee i
SJBCOVV O
S u bco m mit :ee Consu tants o
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1 SONOPCO PROJECT ORGANIZATION APC GPC EXEC VP R.P. MCDONALD L'
TECH SVCS ADMIN SVCS i
L.B. LONG W.G. HAIRSTON C.D. McCRARY
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J.D. WOODARD J.T. BECKHAM C.K. McC0Y l
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