ML20133C455
| ML20133C455 | |
| Person / Time | |
|---|---|
| Site: | Catawba, 05000000 |
| Issue date: | 09/13/1983 |
| From: | Gantt A DUKE POWER CO. |
| To: | |
| Shared Package | |
| ML20132B649 | List:
|
| References | |
| FOIA-84-722 NUDOCS 8507200499 | |
| Download: ML20133C455 (62) | |
Text
-
.tr:liants' Exhibit 9
s -,g s
9/ph3 UNITED STATES OF AMERICA NUCLEAR REGULATORY CO>D11SSION BEFORE THE ATOMIC SAFETY AND LICENSING BOARD r
In the Matter of
)
)
DUKE POWER COMPANY, et al. )
Docket Nos.
50-413
),
50-414 (Catawba Nuclear Station,
)
Units 1 and 2)
)
TESTIMONY OF A. S. GANTT 1
Q.
STATE YOUR NAME AND YOUR WORK ADDRESS.
2 A.
A.
S.
Gantt, Catawba Nuclear Project, P.O. Box 223, Clover, SC 3
29710.
4 Q.
WHAT IS YOUR PRESENT JOB WITH DUKE POWER COMPANY?
5 A.
Welding Inspector in No.1 Reactor.
6 Q.
SUMMARIZE YOUR EXPERIENCE AND QUALIFICATIONS, INCLUDING 7
OTHER NON-DUKE JOBS, EDUCATION, CERTIFICATIONS, AND 8
COMPANY SPONSORED COURSES AND TRAINING.
9 A.
I graduated from high school, and was a welder for Daniel 10 Construction 7 years.
I have been a Certified Welding Inspector 11 and MT - PT Inspector at Duke for 4 years.
12 Q.
WHAT OTHER JOB POSITIONS HAVE YOU HELD WITH DUKE POWER 13 COMPANY?
14 A.
I started working for Duke Power as a welder at Cherokee in 1978.
15 I transferred to Catawba in 1981.
16 Q.
ARE YOU FAMILIAR WITH WHAT IS COMMONLY REFERRED TO AS 17 THE WELDING INSPECTOR CONCERNS WHICH tdERE EXPRESSED IN 18 LATE 1981/EARLY 1982?
19 A.
Yes.
20 Q.
WHAT IS YOUR UNDERSTANDING OF WHAT THESE CONCERNS 21 WERE?
0507200499 850524 i
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1 A.
These concerns basically addressed management's handling of r
~2 inspection technical problems such as procedural requirements and 3
problem solving.
4 Q.
DID YOU EXPRESS ANY CONCERNS AS A WELDING INSPECTOR TO 5
ANY OF THE TASK FORCES OR TO DUKE POWER MANAGEMENT?
6 A.
Yes.
7 Q.
TO WHOM DID YOU EXPRESS YOUR CONCERNS?
8 A.
Gail Addis.
9 Q.
WERE YOUR CONCERNS WRITTEN?
10 A.
Yes.
11 Q.
DESCRIBE EACH DOCUMENT WHICH CONTAINS YOUR EXPRESSION 12 OF CONCERNS, AND INDICATE WHO IT WAS SUBMITTED TO.
13 A.
I submitted a handwritten letter to my immediate supervisor.
14 Q.
DID YOU FEEL FREE TO EXPRESS ALL OF YOUR CONCERNS?
15 A.
Yes.
16 Q.
DID YOU EXPRESS ALL OF YOUR CONCERNS?
17 A.
One concern I did not express and which I feel is of great 18 importance is the morale of the Welding Inspectors.
This was not 19 expressed at that time because I did not have this concern at the 20 time we submitted concerns to the Task Force.
In my opinion, this 21 problem has grown greatly.
22 Q.
HAS LOWER MORALE CAU' SED YOU, OR ANY-OTHER INSPECTOR 23 TO YOUR KNOWLEDGE, TO APPROVE WORK THAT WAS FAULTY 24 OR DID NOT MEET THE QA STANDARDS AND. CRITERIA?
25 A.
No.
26 Q.
DO THE DOCUMENTS ATTACHED TO YOUR TESTIMONY AS 27 ATTACHMENT A REFLECT YOUR WRITTEN CONCERNS?
2. -;
y g-1 A.
Yes.
2 Q.
ARE ALL OF YOUR CONCERNS INCLUDED IN THIS DOCUMENT?
3 A.
Yes, all of the concerns I had at that time.
4 Q.
PLEASE SUMMARIZE AND EXPLAIN WHAT YOU WERE TRYING TO 5
COMMUNICATE BY YOUR CONCERNS.
6 A.
My concern was that a defective situation may have existed but was 7
not evaluated due to procedure limitations.
8 Q.
WERE YOUR CONCERNS INVESTIGATED BY THE TASK FORCES?
9 A.
My specific concern was not discussed with me; however, it was 10 indicated all concerns were investigated.
This problem may have 11 been investigated by reviewing the radiographic film of this weld to 12 assure no defects, but I was not informed of this.
13 Q.
DID YOU ATTEND ANY MEETINGS WITH TASK FORCE AND/OR QA 14 MANAGEMENT MEMBERS WHERE THE TASK FORCE FINDINGS,
g-15 CONCLUSIONS AND RECOMMENDATIONS WERE DISCUSSED?
16 A.
A meeting was held with all inspectors and the Task Force where 17 general findings were discussed.
18 Q.
WERE THERE ANY CHANGES MADE IN THE QA PROGRAM AFTER 19 THE WELDING INSPECTOR CONCERNS AND THE TASK FORCE 20 INVESTIGATION OF THESE CONCERNS?
21 A.
Yes.
22 Q.
DESCRIBE THE CHANGES OF WHICH YOU ARE AWARE IN THE QA 23 PROGRAM.
24 A.
Changes were made that shifted some management job positions but 25 later some changed back.
I don't feel there were any changes that 26 '
overwhelmingly changed decisions involving resolution of NCI's.
27 Decisions are still being made that inspectors do not agree with.
28 Duke combines code requirements and Duke requirements in their,
i 1
procedures.
Inspectors aren't aware of where code requirements 2
stop and Duke requirements start.
When management resolves 3
problems by applying only code requirements,
Inspectors are 4
certain not to agree because the inspectors were not aware of the 5
code requirements.
6 Q.
TO WHAT EXTENT HAVE THESE CHANGES ADDRESSED ISSUES 7
RAISED BY THE WELDING INSPECTOR CONCERNS AND TO WHAT 8
EXTENT HAVE THESE CHANGES ADDRESSED YOUR PARTICULAR 9
CONCERNS?
10 A.
Any changes made have not addressed my written concern.
If I 11 see a defective area inside an adjacent weld outside the accessibility 12 range of QAP-M-4, I am not obligated to report it by procedural 13 requirements.
An example of this is my written concern that while 14 I was performing an internal cleanliness check and root pass g-15 inspection of adjacent welds on a Class B piping system, I saw what 16 appeared to be oxidation or burn through on a root pass about 8 17 feet away from the opening of the 3" I.D. pipe I was inspecting.
I 18 had my senior man, J. R. Bryant, and immediate supervisor, Beau 19 Ross, to look at this and both agreed that there was a possible 20 defect there.
My next supervisor in line,
C.
R. Baldwin, was 21 contacted but he chose to ignore the situation because QAP-M-4 22 does not require a root pass inspection thr.t far back inside this 23 size of pipe.
We were told by Beau Ross, who was told by C. R.
24 Baldwin, that we should continue work and. not worry about it.
25 Q.
DO YOU CURRENTLY HAVE ANY CONCERNS ABOUT THE 26' FUNCTIONING OF THE QA PROGRAM THAT HAVE NOT BEEN 27 RESOLVED?
l N.,
_,.-..-..--4
1 A.
No.
2 Q.
THE WELDING INSPECTOR CONCERNS HAVE BEEN 3
CHARACTERIZED AS CONCERNS ABOUT THE QUALITY AND 4
SAFETY OF CONSTRUCTION AT CATAWBA.
DO YOU AGREE WITH 5
THAT CHARACTERIZATION?.
o 6
A.
Yes, to a certain degree.
If an inspector has problems concerning 7
quality and safety of' construction that are repeatedly not answered 8
adequately to him, some inspectors may tend to ignor'e' certain 9
situations.
10 Q.
HAVE YOU EVER IGNORED UNACCEPTABLE WORK?
11 A.
No.
12 Q.
DO YOU KNOW OF ANY OTHER INSPECTOR WHO HAS IGNORED 13' UNACCEPTABLE WORK?
f' 14 A,
No.
\\
15 Q.
DID THE EXPRESSION OF YOUR CONCERNS INDICATE YOUR 16 BELIEF THAT THERE WAS A BREAKDOWN IN THE QA PROGRAM 17 OR INDICATE THAT THE QA PROGRAM WAS NO LONGER 18 WORKING?
19 A.
As I said in my concern, in this area procedure requirements are 20 not adequate to assure 100% quality.
As it relates to my concern, 21 the QA Program was not working.
As far as I know, the QA 22 Program was working in other areas.
23 Q.
DID YOUR CONCERNS REFLECT A BELIEF ON YOUR PART THAT 24 THE CATAWBA PROJECT IS NOT BEING CONSTRUCTED SAFELY?
25 A.
My concern reflected that the problem I identified was not 26 adequately investigated.
27 Q.
IN YOUR VIEW, HAS THE QA PROGRAM BEEN EFFECTIVE WHILE s
28 YOU HAVE WORKED AS AN INSPECTOR AT CATAWBA?.
=
- o.
1 A.
Overall, yes.
2 Q.
ARE YOU AWARE OF ANY DEFICIENCIES IN CONSTRUCTION OR IN i
3 THE QA PROGRAM WHICH WOULD CAUSE YOU TO QUESTION 0
4 WHETHER CATAWBA IS SAFELY BUILT?
l 5
A.
No.
6 Q.
IS THERE ANYTHING ELSE YOU WOULD LIKE TO ADD TO YOUR 7
TESTIMONY?
8 A.
No.
9 10 11 12 I hereby certify that I have read and understand this document, and 13 believe it to be my true, accurate and complete testimony.
14 WY 17 A. S.~ Gantt 18 l
19 20 Sworn to and subscribed before me 21 this A7M day of September,1983.
22 Jh'Mw hs /M 4
9 25 F '
Notary Public 26 27 Commission Expires JrI [ /[f8 f-l i
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APPENDIX C CHRONOLO3Y OF SIGNIFICANT EVENTS QUALITY ASSURANCE (QA) AND QUALITY CONTROL (QC) ORGANIZATION DEVELOPMENT i
FOR CATAWBA NUCLEAR POWER PLANT The following is a chronology of significant events regarding NRC's review of the Quality Assurance and Quality Control Organizations of the Duke Power Company.
/
Chronology of Events February 1973 The initial NRC pre-construction QA inspection for Catawba resulted in a finding that the Construction Department QA manager is not sufficiently independent of construction costs and schedules as required by 10 CFR 50, Appendix B, Criterion 1.1#
May'29, 1973 NRC meeting with Duke Power Company (DPC) to discuss the DPC QA program which shows QA personnel reporting administratively to a line organization and functionally to the QA organization.
It was also noted at this time that the Senior VP of Engineering and Construction was the acting Corporate QA Manager.
July 1973 NRC completed evaluation of the DPC QA program for Catawba.
NRC received a commitment by DPC to fill the position of Corporate QA manager no later than July 1974. With this commitment, the NRC found the DPC QA program acceptable.
October 12, 1973 The Safety Evaluation Report was issued by NRC.
Section 17 discusses DPC's QA program and its organization to meet the program objectives.
It recognizes the combination of Senior VP of Engineering and Construction and the Corporate QA Manager into one position.
It discusses the distinction between the administrative and functional reporting relationships of DPC's QA managers.
Pertinent conclusions are that:
i I
1 Inspection Report No. 50-413, 414/73-1 j
u m
D o
. (1) "The DPC organizational structure... complies with the requirements of Criterion I of Appendix B to 10 CFR 50 and is acceptable." (Page /7-tJ )
(2)
"A QA staff has been provided with adequate authority and guidance for the implementation of
/-
the DPC QA program." (Page,7-lJ _)
Additionally, the Safety Evaluation Report discusses DPC's QC organization and states:
"In the area of construction, we have reviewed the independence, responsibilities, authorities, and specific duties of the QC inspectors in the electrical, mechanical, welding, and civil disciplines.
Figure 17.6 shows additional details of the Construction Department QC organization.
DPC has stated that these inspectors perform objective acceptance inspections and are full time inspectors who are independent from the construc-tion and production craftsmen and foremen.
DPC states that these inspectors have clear stop-work authority and the responsibility to refer problems to their super-vision."
The NRC staff concluded that DPC's organizational structure was acceptable. The NRC Inspection Program monitors and verifies that these commitments have been implemented.
February 1, 1974 The roles of Senior Vice President of Engineering and Construction and Corporate QA Manager separated with the Corporate QA Manager reporting to the Senior VP of Engineering and Construction.
April 2, 1974 DPC reported restructuring of its QA organization planned for May 1974, with the QA organization reporting directly to the Corporate QA Manager.
l October 1, 1974 DPC Topical Report DUKE-1 on QA reflects the QA organi-zation established on April 2, 1974, with the QA organization reporting to the Corporate QA Manager and the Corporate QA Manager reporting to the Senior VP of Engineering and Construction.
That DPC Topical Report on QA indicates that the QA organization reviews.and approves QC inspection proce-dures and records.
The pertinent organization chart shows the site QC staff reporting directly to a Senior QC Engineer who is shown with a " functional" reporting y
relationship to the Project Senior QA Engineer within the DPC QA organization.
L
=
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. February 14, 1975 DPC Topical Report on QA adds the commitment that QC inspector certification procedures and certifications are approved by QA.
April 17, 1975 NRC affirms acceptability of DPC Topical Report on QA -
Amendment 2 dated February 14, 1975 - which continues to show the QA organization reporting to the Corporate QA Manager who continues to report to the Senior VP of Engineering and Construction.
August 7, 1975 Construction Permit issued for the Catawba facility.
With respect to DPC's QA Program, the Atomic Safety and Licensing Board states:
"After a careful consideration of the written and oral testimony and the replies to the Board's own questions in this record, the Board finds that the QA program of the Applicant meets the requirements established by the Commission and that the full record shows that the Applicant is technically qualified to design and construct the Catawba facility." Duke Power Company (Catawba Nuclear Station, Units 1 & 2) LBP-75-34, 1 NRC 625, 650 (1975).
February 9,1981 DPC informed the NRC that the site QC staff was being brought into the QA organization for both functional and administrative controls.
July 14, 1981 NRC staff, by letter of July 14, 1981, reports accepta-bility of having DPC construction QC included in the DPC QA organization.
February 3, 1983
.NRC, in a letter responding to DPC's Amendment 6 to the QA Topical Report, continues to affirm acceptability of DPC organization which continues to show QA organization reporting to the Corporate QA Manager who continues to report to the Senior VP of Engineering and Construction.
i
~_.
e Fo al f P '7 A A x
22 E.
FAILURE TO MAINTAIN AN ADEQUATE QUALITY ASSURANCE PR03 RAM, TO IDENTIFi AND CORRECT CONSTRUCTION DEFICIENCIES GAP alleges that the DPC organization and Quality Assurance Program do not meet the independence and organizational freedom requirements of 10 CFR 50, Appendix B, Criterion I and II. The GAP position is that the Construction Quality Assurance Program is not and never has been independent of Construction, thereby restricting inspectors' abilities to determine the quality of construction, implement approved QA procedures, and to identify and correct. construction deficiencies.
1.
NRC INSPECTION AND ENFORCEMENT PROGRAM a.
Scope of Constructior Insoection Effort The objective of the NRC inspection program is to determine, by inspection utilizing sampling techniques, that the plant is constructed according to commitments made i r.
the PSAR and in correspondence with the NRC Office of Nuclear Reactor Regulation; that the licensee's QA/QC program is effective in inspecting and documenting activities in a systematic way to assure the i
public safety and welfare.
The NRC Inspection and Enforcement Program is primarily applied to structures, systems and components that are safety-related. This objective was achieved by examina-l tion of management controls, quality assurance and quality control manuals, procedures and records, and observation of work in i
t i
progress.
Work in progress was inspected by experienced I
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C C3 discipline engineers f cr cuality of workmanship, conformance to codes and the OpC established QA/QC program requirements. Records were examined to verify that purchased equipment met quality standards and that quality control inspections were implemented throughout construction.
b.
NRC Inspection Effort Region II inspection efforts relative to Catawba were started in February 1973, rruch earlier than the granting of limited work authorizations on May 16, 1974, for both units or the granting of construction permits on August 7, 1975, which authorized the construction of Catawba Units 1 and 2 in accordance with the Safety Analysis Report and NRC regulations.
Inspections included audits of the licensee's design, procurement, construction and vendor QA programs.
On occasion, the NRC inspectors rret with licensee management in their corporate offices or at the site of construction.
In addition to special audits cf the OA/QC programs fer the Engineering, OA and Construction Departments, portions of the QA/QC program were audited during each regularly scheduled inspection and the construction site.
Construction inspections included detailed inspection of selected examples of the Site QA/QC program, procedures and work observations of:
Receipt ir.spection, storage and handling of material and equipment
O' 2
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Site excavation and foundations Structures and supports Concrete operations Containment erection Piping systems insta11altion s
Electrical / Instrumentation and control system insta11a-tion QA/QC documentation and records Inspection efforts are documented in 397 NRC inspection reports (Unit 1-204, Unit 2-193) from February 1973 through November 18, 1983. This inspection. effort represents approximately 9,100 hours0.00116 days <br />0.0278 hours <br />1.653439e-4 weeks <br />3.805e-5 months <br /> of direct or reactive inspection by 47 experienced' engineers.
ADDRESS INSPECTION REPORTS 1979, 1981, REGARDING TEAM INSP., INTIMIDATION HARRASSMENT i
l 1
25 Regarding the independence and freedom of DPC's QA/QC organization and QA program, the AEC/NRC has reviewed the Catawba QA program and organization routinely since Duke applied for a license for e
Catawba on July 24, 1972. Documented information concerning Duke Power Company organization as it relates to QA and QC for Catawba has developed the enclosed chronologies.
The chronologies show that the NRC staff has found the DPC organization for QA and QC acceptable (i.e., meeting the requirements of Appendix B to 10 CFR
- 50) from about two years before the construction permit was issued for Catawba to the present. The initial acceptability of the DPC QA Program (July 1973) was predicated on the DPC commitment to fill the position of Corporate QA Manager by July 1974.
This commitment was met in February 1974.
The Catawba construction permit was issued in August of 1975.
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26.
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-QA and QC Organization Development Chronology of Documented Events February 1973 NRC inspection resulting in report which states:
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" Construction Department QA manager is not inde-
. pendent of construction costs and schedules."
May 29, 1973 NRC meeting with Duke Power Company (DPC) to e
discuss Catawba QA program which shows QA personnel
~
reporting administratively to a line organization and functionally to the QA organization.
It was noted, also. that the Senior VP of Engineering and Construction was the acting Corporate QA Manager.
July 1973 NRC completed evaluation of the DPC QA program for Catawba.
Received oral commitment by Duke to fill the position of Corporate QA manager no later than July 1974 With this commitment, the NRC found the DPC QA program acceptable.
27 October 12, 1973 Safety Evaluation Report issued by NRC.
Sectier. 17 discusses DPC's QA program and its organization to meet the program objectives.
It recognizes the combination of Senior VP of Engineering and Con-struction and the Corporate QA Manager into one position.
It discusses the distinction between the w
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administrative and functional reporting relation-ships of DPC's QA managers.
Pertinent conclusions 4
are that:
(1)
"The DPC organizational structure... complies with the requirements of Criterion 1 of Appendix B to 10 CFR 50 and is acceptable.
(2)
"A 0A staf f has been provided with adequate I
authority and guidance for the implementation of the DPC QA program."
Addi ti ona'11y, the Safety Evaluation Report j
issued by NRC. Section 17 discusses DPC's 0C organization and states:
"In the area of construction, we have reviewed the indepen-
- dence, responsibilities, authorities, and l
j specific duties of the QA inspectors in the electrical, mechanical, welding, and civil i
disciolines.
Figure 17.6 shows a further I~
breakdown of the Construction Department QA f
E
cr;anizatior..
D?C has stated that inese inspectors perforc objective acceptance inspections and are full time inspectors who are independent from the cnnstruction and production craftsmen and foremec.
DPC states that these inspectors have clear stop wor,k authority and the responsibility to refer problems to their supervision.'
The staff concluded that DPC's organizational structure was acceptable.
October 1973 Draft Standard Review Dian issued.
February 1, 1974 The roles of Senior VF cd Engineering and Construction anc Ccrporate QA Manager separated with the Corporate QA Manager reporting to the Senice VP of Engineeri g arc Corstructier..
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25 Fe:ruary 1974 Stancarc Revien Flan Revisicn C issuec.
The pertinent acceptance requirements for QC in both these documents were:
. 1.
"V,erification of. conformance to. establish.ed
.s quality requirements (i.e., inspections) for safety-related structures,
- systems, and co pcrents is accomplisned by indivicuals or groups who do not have direct responsibility for performing the work. being verified."
(10 CFR 50, Appendix B, Criterion I).
2.
"Inspectior perscnnel are indepencent fro the incividual or group performing the activity being inspected."
(10 CFR 50, Appendix B, Criterion X).
l April 2. 1974 DPC repcrted restructuring of its OA organization planned for May 1974 with the QA organization reporting directly to the Corporate QA Manager, thus elitinating any questions concerning the acministrative anc functional relationships.
i I
l
C: toner ', 1974 DDC topical report on QA re'iects Ct orgarization as notec April 2, 1974 witn the QA organization reporting to the Corporate QA Manager and the Corporate QA Manager reporting to the Senior VP of Engineering and Construction.
Additionally, the DCP topical report indicates that the February 14, 1975, QA organization "has final-review anc approval of inspe: tion prctecures anc reports and certification of inspectors."
The pertinent organization chart shows the site QA staff reporting directly to a Senior Q: Engineer who is shown with a "f unctional" reporting line to P
the Prcje:t Senior 0A Engiree-within the DDC QA organization.
April 17, 1975 NRC affirms acceptability of DPC topical report on 01 - Amera ent 2 cated Ferraary 14 1975 - which continues tc shon QA organization reporting to the Corporate OA Manager who continues tc recort to the Senior VP of Engineering and Construction.
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Aucust 1975 Construction Permit issuec fer Catawba.
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March 1979 Standarc Resiew Piar. Revision I issued.
4 Revision 1 included item 1 (above) of the draft SRP o-and SRP Revision 0, but it revised item 2 to read as follows:
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" Organizational responsibilities are described. clndividuals - p5rforming ' inspections are otne-than tnese whc :e-formec or directly supervised the activity being inspected and do not report directly tc tne immediate supervisors who are responsible for-the activity being inspected.
If the individuals performing inspections 2*e *:t part of the Of.
organization, the ir.spection procedures, personnel cualification
- criteria, and independence from undue pressure such as cost and schedule should be
-e iewed and found acceptable by the QL. organization prior to the initiation of the activity."
l There wa s. no requirement that utilities with Constructicn Permits change their QA prograr to meet this revised requiremer.t.
The DPC organi:a-tion for QC at Catawba continued te be acceptable to the staff.
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32
. February 9 -1981 DPC informed the staff that the site Q: staff was being
. brought.into the QA organization for both functional and administrative controls.
. July.14,~1981 RC
.N. n,.. s,taf f,.repo.rt. s a> c. cept.abili ty of hav.ing DPC.
construction QC f ricluded in.:the"DPC QA o'rganization.
~
February 3,-1983 NRC continues to affirm acceptability of DPC organization which continues to sho. QA organiza-tion reporting to the Corporate QA Manager who continues te report to the Senic-VF cf Engineering l
l and Construction.
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22 Prior to establishing tne office of tne Corporate QA Manager on Fecruary 1,1974, Duke nac QA managers within tne Mechanical - Nuclear Division, the Civil - Environmental Division, the Electrical Division, Purchasing Department, Steam Production Department, Construction Department, and QA Division.
The QA review of design changes were conducted within the appro.pria,te design divisi.ons and. a.udited.by t.he.QA department. The overall QA program and QA organization for design and procurement were inspected on January 29. 3D,- 1974 (referenced AEC/NRC '
repc-t 50-496/74-1).
The Design Engineering Department (DED) " Design Engineering QA Plan",
the DED procedures (including procedures for engineering calculations, engineering drawings, SAR commitment control, variation notices, nonconforming item reports, speci'itations and procurement), the divisionai QA procedures for the internal audits of civil, electrical, and mechanical - nuclear design work, and various appendices were inspected on April 16 - 18, 1974 - AEC/NRC report STN-496/74-2.
A basic concern for each inspection o' Catawba nas been to evaluate the authcrity and organicational freeac: c' tne QA prograt and staff.
Duke has been able to continually show that QA has been independent of construction at Catawba.
No noncomcliance or deviations have been issued relative to this aspect of the overall program as approved by the NRC as noted ir. the first paragrapn. The Duke polices relative to the independence of tne QA prograr are uodated annually by the chairman of the board and chief executive office of the corporation William S.
Lee.
The NRC and the Self Initiated Evaluation Report by Duke y
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34 referenced by GAP, conciuces that the QA organizational authority anc incepenoence is acceptable.
Testimony by the NRC construction senior resident inspector, Kim VanDoorn, and Region II management, Jack Bryant, have provided additional documentation to support this conclusion.
c.
Inspection Summary d.
Enforcement SuT. mary e.
SunTation Eased on the aDove chronclegy of events and NRC inspections te confirrt independence and freedom of OA, the NRC conciuces that GAP's allegations of a massive QA breakdown are inappropriate.
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