ML20134B668
| ML20134B668 | |
| Person / Time | |
|---|---|
| Site: | Millstone, Seabrook, Haddam Neck File:Connecticut Yankee Atomic Power Co icon.png |
| Issue date: | 10/13/1995 |
| From: | Mckee P NRC (Affiliation Not Assigned) |
| To: | Bill Dean NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO) |
| Shared Package | |
| ML20133B652 | List: |
| References | |
| FOIA-96-298 NUDOCS 9510200185 | |
| Download: ML20134B668 (26) | |
Text
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UNITED STATES y!
j NUCLEAR REGULATORY COMMISSION WASHINGTON, D.C. 20066 4001 October 13, 1995 MEMORANDUM TO:
William Dean, Regional Coordinator Office of the Executive Director for Operations v
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FROM:
Phillip F. McKee, Director DivisionofReactorProj/'
Project Directorate I-3
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s - I/II Office of Nuclear Reactor Regulation j
SUBJECT:
BRIEFING PACKAGE FOR VISIT BY NORTHEAST UTILITIES Attached is the briefing package on the status of Millstone Nuclear i
Power Station, Units 1, 2, and 3, the Hadunm Neck Plant, and Seabrook Station, Unit No. I as background for the visit by Northeast Utilities on October 18 & 19, 1995.
Docket Nos.
50-213, 50-245, 50-336 50-423, 50-443
Attachment:
As stated cc w/att:
J. Taylor J. Milhoan W. Russell F. Miraglia R. Zimmerman S. Varga P. McKee J. Andersen G. Vissing V. Rooney A. Wang A. DeAgazio J. Durr, RI I
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- ,4 SCHEDULE FOR NRC SENIOR STAFF VISITS October 18. 1995 9:30 AM James Milhoan & NRR Staff (Possibly James Taylor) 10:30 AM Guy Caputo, Director Office of Investigations l
October 19. 1995 3:30 - 4:15 PM Commissioner Kenneth Rogers 4:30 - 5:30 PM William T. Russell, Director Offica of Nuclear Reactor Regulation Roy P. Zimmerman, Associate Director for Projects LINETED Off CIAL L'SE 9MLV-
umTitHWffCIAL "!E OEV-BRIEFING PACKAGE FOR VISIT BY hlORTHEAST UTILITIES Visiting Officials:
Robert E. Busch President - Energy i
Resource Group &
Chief Financial Officer Northeast Utilities Richard Kacich Director - Nuclear Planning, Licensing & Budgeting Northeast Utilities Date of Visit:
October 18 & 19, 1995 Plants:
Nillstone Nuclear Power Station, Units 1, 2, and 3 Haddam Neck Plant Seabrook Station, Unit No. 1 Note: Northeast Utilities (NU) is a holding company whose subsidiaries include: the Northeast Nuclear Energy Company (NNECO), the licensee for Millstone Nuclear Power Station, Units 1, 2, and 3; the Connecticut Yankee Atomic Power Company (CYAPCO), the licensee for Haddam Neck; and l
the North Atlantic Energy Service Corporation (NAESCO), licensee for Seabrook Station, Unit No. 1.
MILLSTONE NUCLEAR POWER STATION, UNITS 1,2, AND 3 BACKGROUND The SALP Report for the period of April 4, 1993, to K.y 9, 1994, found o
that performance at all three units was generally good; however, performance at Unit 2 indicated significant weaknesses in the areas of plant operations and maintenance. The SALP report rated Millstone Units 1, 2 and 3 as Category 2 in the engineering and plant support areas.
The plant operations area was rated Category 2 at Units 1 and 3, and Category 3 at Unit 2.
The maintenance area was rated Category 2 at Units 1 and 3, and Category 3 at Unit 2.
During the SALP period,
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weaknesses in performance, conmion to all three units were noted, including continuing problems with procedures, the informality in l
several maintenance and engineering programs, and the failure to resolve several longstanding problems at the site. The staff noted that licensee management must pay closer attention in these areas.
In contrast, performance in radiological controls at all three units and Unit 3 plant operations area was assessed to be very good.
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- o In response to licensee and NRC identified declines in performance in the late 80s and early 90s, the licensee initiated a number of evaluation efforts to assess their performance. The results of their efforts and the follow-on management actions to correct these deficiencies portrayed a strong commitment for improvement, but highlighted the inherent ineffectiveness of other established management programs to identify and correct the performance weaknesses noted. The i
licensee's Performance Enhancement Plan (PEP), which was submitted in J
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June of 1992, represented the vehicle by which the licensee addressed the recommendations of their interi.. ' task forces and other evaluation processes.
In response to the PEP, the NRC formed a Millstone i
Assessment Panel (MAP) to evaluate the effectiveness of PEP.
To date, l
the effectiveness of the PEP in achieving performance improvement has been limited, as evidenced in plant operational performance at Millstone, particularly at Unit 2.
The licensee has integrated the remaining PEP action items into the 1995 and beyond Business Plans. The MAP has extracted the salient issues and developed a MAP problem list; the MAP no longer plans to address PEP as a separate effort but plans to monitor the licensee's corrective action efforts regarding the issues on the probles list.
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Prior to 1992, the number of allegations received from Millstone employees was hig. The number decreased to industry norms from 1992 until early 1993 ince the spring of 1993, the number of lle ti s
has again increased, coming mostly fr U employees and employees. More than half are related o work processes su as processing and control of work at the site, supervisor / peer compe
/j tagging, unauthorized work, improper work orders, improper storage and 1 (f
l handling of materials, training deficiencies, operability calls, timeliness of engineering findings, access and control of fitness for l
duty computer records, and effect e Nuclear Safet Concerns P
ram.
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The site and corporate engineering organizations were restructured under Eric DeBarba, Vice President - Nuclear Engineering Services. Most of the corporate engineers were relocated to the site and aligned in separate unit organizations. The reorganization was made to enhance engineering's accountability and responsiveness to site technical issues, as well as to enhance their personnel's access to the units.
The reorganization incorporated the implementation of the systems engineering concept at the Millstone site. The current organization chart is included at the back of this attachment.
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The licensee has a substantial investment in Probabilistic Risk l
l Assessment which is used in evaluation of plant improvements and changes in plant configuration including shutdown risk. The licensee has an Integrated Safety Assessment Program (ISAP) for Haddam Neck and i
Millstone Unit I which is used to prioritize NRC and licensee initiatives based upon such inputs as plant safety, worker radiation l
exposure, productivity and cost. The Unit 2 and 3 ISAPs are under development.
The licensee has infomally notified the staff that they intend to implement the new standard technical specifications for.all three units.
Implementation will be phased in over the next few years.
CURRENT STATUS o
Site management still has not demonstrated effectiveness in addressing significant perfomance issues such as procedural adherence, work control and tagging problems, ineffective communications and team work between organizations, continued weaknesses in identifying and correcting perfomance problems, and poor self assessment and quality verification effectiveness. Correction of these weaknesses are the focal point of the new management team, but significant changes have yet to be seen. Management meetings were held with the licensee in October, November, 1994, and February, June, and August, 1995, to discuss additional steps the licensee planned or took to further resolve these issues.
The last management meeting was held to discuss Unit I which has not shown improvement in these areas.
NU's formal program for implementing these long-tem improvements are detailed on the Millstone
" Improving Station Performance" matrix which was published in February 1995.
o Millstone Unit 1 - The unit was restarted on May 18, 1994, following the cycle 14 refueling outage and operated mostly at power until November 24 when the licensee shut the plant down due to leaking safety' relief valves (SRVs).
The licensee replaced all 6 SRVs and restarted on December 2, 1994. The plant operated mostly at power until June 27, 1995 when the licensee shut down the plant after identifying a design flaw in the Loss of Nomal Power (LNP) logic circuitry during a design review for a future modification. The forced outage lasted 2 weeks while the unit made a modification to the LNP logic circuit, corrected design deficiencies on the Standby Gas Treatment (SBGT) system, replaced the pilot valves on all 6 SRVs and performed several other maintenance tasks. The unit returned to power operations on July 10, and reached 100% power on July 14, 1995; the power escalation was slowed due to the
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need to adjust the rod pattern configuration to suppress power in the area of the core where a fuel pin leak was previously identified. On l
August 4, 1995, the unit experienced a runback to 65% power due to the omm err::= = =v
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. opening of a recirculation pump feeder breaker. The breaker was subsequently repaired and the unit returned to full power operation on August 5, 1995. On August 18, 1995, the unit was voluntarily shut down to conduct testing of several of the SRVs due to recurring difficulties with setpoint drift. The unit returned to full power operations on Monday, August 21, 1995. On August 29, 1995, the unit was reduced in power to 80% due to the loss of an offsite power line and previous concerns with offsite electrical grid stability; the unit was returned to full power operations later in the day when the offsite line was returned to service. The next scheduled refueling outage begins in late October 1995.
On October 18, 1993, the licensee reported that inappropriate I
assumptions were made in the analysis to support the 1988 spent fuel pool rerack project (Amendment 40). The normal refueling sequence described in the Unit 1 Updated Final Safety Analysis Report (UFSAR) assumed an offload of only one third of a core, Unit I normally performed a full core offload. Therefore, under certain circumstances, the licensee reported that Unit I may have l
been operated outside its design basis. The corrective actions identified included a revision to the Unit 1 UFSAR and design basis documents to reflect actual refueling practices, and the implementation of schedular and/or procedural controls to ensure that the cooling system capabilities and plant design limits were i
not exceeded.
These corrective actions were completed prior to
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the January 1994 refueling outage.
The licensee submitted a license amendment request on July 28, l
1995, to resolve questions concerning the Unit I refueling practices prior to the upcoming October 27, 1995 refueling outage.
l The proposed amendment would add technical specifications (with applicability, action, and surveillance requirements) to require that:
(1) the reactor be subcritical 100 hours0.00116 days <br />0.0278 hours <br />1.653439e-4 weeks <br />3.805e-5 months <br /> before starting l
l reactor refueling operations, (2) the spent fuel pool bulk temperature be maintained at 140*F or less, and (3) both trains of shutdown cooling be operable during refueling operations. The staff is currently reviewing that request.
A 10 CFR 2.206 petition was received by the NRC on August 21, 1995 (supplemented August 28,1995). The petition alleged that NU has offloaded more fuel assemblies into the spent fuel pool than permitted under License Amendments 39 and 40; that NU has knowingly operated Millstone in violation of its operating licenses; and that NU has submitted material false statements.
The staff is currently reviewing the petition, as well as a number of controlled correspondences from Connecticut politicians and members of the public.
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o Millstone Unit 2 - The Unit 2 cycle 12 refueling outage, which began on October 1,1994, has experienced several problems. On October 19, 1994, spent fuel pool cooling was temporarily lost when operators, because of failed level indication, drained the fuel pool to a level below the 4
suction of the system pump. On October 20, 1994, an Unusual Event was declared when approximately 150 gallons of service water overflowed from i
an open room cooler vent in the upper vital 4160 volt switchgear room.
l The event was caused by a shift supervisor who did not verify system isolation and did not use their required work control process to drain the system. After a work stoppage by management, on October 24, 1994, maintenance personnel inadvertently began removing a spool piece ~that was part of a pressurized main hydrogen supply line. As a result of these events, a broad work stand-down was ordered by licensee management pending their review and assessment of the work control issues. On October 31, the licensee began working a limited work scope of core off-load, steam generator wet lay-up, and maintaining essential equipment.
On November 2,1994, a MAP meeting was held at the site.
The MAP discussed possible NRC actions given the recent work stand-down by the i
licensee on Unit 2 and other inspection issues. As a followup to one of the MAP meeting recommendations, a meeting between the NRC and Unit 2 j
management was held on November 17, 1994. At the November 17, 1994, i
I meeting, the licensee presented the current status of Unit 2 and what performance issues they would resolve prior to unit restart. The NRC requested that the licensee document their planned corrective actions in a letter and that a second management meeting be held, prior to Unit 2 achieving criticality, to discuss the results of those corrective actions.
This second meeting is intended to focused on why the licensee believed they have improved performance sufficiently to support plant operations.
On January 26, 1995, the licensee discovered the potential for pressure locking of the containment sump suction isolation valves.
Engineering calculations performed as part of the licensee's motor operated valve (MOV) program determined the potential for pressure locking of containment suction valves used for post-loss of conlant accident recirculation which could prevent the valves from opening. This is a potential common mode failure.
In subsequent tests and analyses, the licensee detemined that the valves would not be subject to pressure locking; however, the licensee has modified the valves to further assure they would not be subject to pressure locking.
On February 21, 1995, the MAP met with licensee management to ascertain licensee corrective actions for past performance problems and readiness for Unit 2 startup. During this meeting the licensee detailed a plan for improving total Millstone Station performance in the areas of Ll"JTS OfflCIAL-4SE-0NbV
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6-Operations, Work Planning, Procedure Development, and Effective Employee Communications. The licensee has also initiated the Adverse Condition Report which is an universal deficiency reporting system and the Action Item Trending and Tracking System.
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Perforwance improvement efforts for Unit 2 are centered in the areas of work control, reductions in operator burdens, corrective action I
identification and implementation, and improving supervisory skills.
The licensee's formal program for implementing these long-term improvements for the Millstone site are detailed on the Millstone
" Improving Station Performance" matrix. The effectiveness of these improvement efforts are still under evaluation by the resident inspectors and is currently the subject of a Unit 2 Readiness Assessment Team Inspection (RATI) prior to the Unit 2 restart. Other changes made to enhance Unit 2 performance included the transfer of a former Unit 3 Operations Manager to become the Unit 2 Operations Manager and the temporary assignment of select managers to support the Operations Manager during their restart recovery efforts. Senior licensee management has also employed the use of four organizational consultants since mid-1994 to help elicit employee involvement in improving performance as well as assessing and helping to improve the organizational culture. The results of their work are not yet evident as much of their efforts are in progress.
The NRC RATI, an emergency operating procedure inspection, a readiness meeting with the NRC and a public information meeting were all completed in June 1995.
These activities identified specific follow-up actions that should be completed to demonstrate the readiness of Unit 2 for restart. The latest MAP meeting on June 22, 1995, reviewed these follow-up actions, as well as the Millstone Unit 2 performance in the aggregate, and concluded that the licensee had addressed the deficiencies responsible for the extended shutdown and had demonstrated sufficient progress to support safe restart of the unit.
In the process of starting up, the unit shut down as a result of a non-isolable rupture in a heater drain line.
The unit was restarted on August 23, 1995, and j
has been at 100% power ever since.
I o
Millstone Unit 3 - The unit was continuously on-line for 382 days until problems encountered during main steam isolation valve testing caused i
the licensee to manually trip the reactor. The unit restarted on September 21, 1994, and operated at power until the licensee shut the plant down on April 14, 1995, for a scheduled refueling outage. Major activities accomplished during the outage include: completing MOV l
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MMffBHWHMAL-65E EV l l testing, service water erosion / corrosion inspections and replacements, 10 year plant inservice inspections - including core barrel inspection, and steam generator eddy current testing for two steam generators (two l
l were inspected in 1993). Unit 3 started up on June 7, 1995, and has been at 100% power ever since.
CURRENT CONCERNS o
General licensee performance at Units 1 and 2.
l o
The performance concerns that led to the formation of tl}e PEP are still l
being manifested at the Millstone site to some extent. Safety concerns (allegations) brought directly to the NRC are still above industry norms and procedural noncompliance and inattention to detail are still observed.
o A recent licensee event report (LER) review by the NRC's Human Factors Assessment Branch showed that Millstone I had more than twice and Millstone 2 had more than three times the national average of human i
performance LERs.
For both units, the mechanical and electrical maintenance departments were associated with the majority of the events.
All three Millstone units have experienced corrosion / erosion in their o
salt water cooling systems. A substantial number of temporary non-Code repairs (upgraded to Code repairs during outages) have been undertaken by the licensee. During the past refueling outages, Units 2 and 3 have replaced a portion of piping in their respective service water (SW) systems.
Also corrosion /errosion in secondary systems such as heater drain systems has caused some concern.
o The licensee is concerned regarding the economic impact of NRC regulatory activities, especially expensive "backfits" and programs.
The licensee has been actively involved in several programs to help reduce costs including: ISAP, the commitment management pilot program, and. cost beneficial licensing actions.
o Resolution of spent fuel pool issues at all the licensee's l
facilities, particularly Unit 1.
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P0INTS TO BE EMPHASIZED The licensee should maintain their commitment to the problem areas that o
led to the formation of PEP, and should continue to communicate management's goals to NU personnel.
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WITEG GFFICIAi. 03E-0NL-V o The licensee should enhance their efforts in order to reduce the frequency of procedural violations, improve the quality and timeliness of corrective action programs, and to address employee concerns.
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The NRC staff's SALP report for the period of January 10, 1993, through September 10, 1994, rated the plant Category 2 in all functional areas except in the area of plant support which the plant received a Category I rating. During the previous SALP period the licensee received a Category I rating in the areas except maintenance and surveillance. The staff had noted a decline in perfomance.
o The licensee continued to operate the plant safely and exhibited strong perfomance during power operations. Maintenance and surveillance has been only average and the licensen has.iad problems with follow-up on Quality Service Department audits related to maintenance and surveillance and the work control program. Even though the operators were very effective, the staff is concerned by the increased number of challenges to the operator (trips, power reductions, forced outages, etc.).
o The staff notes continued strong performance in the area of radiological controls and security.
o The licensee has completed the SEP topics, IPE, and GL 89-10 and made significant progress on several long-standing licensing issues including: Generic Letter 87-02 (Verification of Seismic Adequacy of Mechanical and Electrical Equipment in Operating Reactors, Unresolved Safety Issue A-46) and IPEEE. These reviews entailed significant reviews in terns of resources and safety significance.
o The plant shutdown in January 1995, for a refueling outage.
o The plant came back online on April 18, 1995, after an 81 day refueling outage.
The outage was slightly longer than expected as the licensee encountered problems with microbiologically induced corrosion (MIC) in the containment air recirculation (CAR) fan system and problems with thermal binding and pressure locking in several safety related MOVs. The plant essentially replaced all welds in the service water to CAR fan system and had to modify 17 MOVs to prevent thermal binding and pressure locking.
The licensee has informally informed the staff that they intend to o
l implement the new str.ndard technical specifications within the next few years.
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j CURRENT STATUS o
The plant is at 100% power and, as of October 11, 1995, been on-line for 79 days. The plant operated at reduced power (80 to 97%)
upon startup from the refueling outage due to flux tilt in the second quadrant.
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-Fred Dacimo became the site vice president (VP) on January 1, 1995. He is the third site VP since 1991.
In addition, there have been 3 site director changes and 4 station services director changes the last 18 months. These changes have a doming effect in
'he station management as in general the site director has been replaced with the station services director, who has been replaced by the operations manager, who has been replaced with the I&C manager. The site VP has been replaced by NU headquarters or Millstone site people in the past.
The staff is closely monitoring the effects of the these management changes.
o Recent NRC Inspection Report 50-213/95-06 noted good management safety decisions and strong engineering performance in several areas (such as replacement of service water piping to containment air recirculation fans and thermal binding / pressure locking l
modifications in MOVs) during the 1995 refueling outage.
o The licensee has coamitted to install an air-cooled diesel next outage and has installed an electric auxiliary feedwater (AFW) pump this past l
outage to resolve the SEP topic for wind and tornado loads.
The licensee has also provided two barriers for the containment vent and l
purge lines this outage to resolve the SEP topic for containment
. isolation.
The licensee has added pressure interlocks to the core deluge valves to complete Event V concerns.
o The plant has completed the last phase of the Reactor Protection System replacement which converted the analog feedwater control system to a digital system. The safety-related portions of the feedwater system were replaced during the last outage and the feedwater control system for normal operation was replaced during this outage.
o The licensee has changed fuel vendors from B&W to Westinghouse.
I This required significant staff review of the new fuel as the design changed.
CURRENT CONCERNS The plant had three notices of violation and two shutdowns in o
l 1994, which might have been avoided if better root cause and l
corrective actions had been taken.
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o The plant has had one violation this year (related to procedure l
compliance).
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In June 1993, the plant found MIC in the service water system for the emergency diesel generator's heat exchanger. The licensee has performed fracture mechanics analyses and inspected all accessible welds to detenmine operability. The welds in the service water to diesel system were replaced and an inspection was performed to determine all piping at was susceptible to MIC. Some other stagnant SW piping was replaced.
During the recent outage evidence of MIC was discovered in SW piping to the CAR fans. This piping was not considered to be susseptible to MIC and therefore was not inspected during the January 1994, SW outage. The staff is concerned as to why this was not identified earlier. A follow-up NRC inspection is in progress.
o The licensee's performance in all SALP functional areas has been good. However, the staff has had concerns, as noted in the last two SALPs, in the area of maintenance and surveillance.
o The licensee had stated that steam generator replacement is not an option.
The plant has a partial roll in the tubesheet and the licensee has been able to re-roll tubes to keep them in-service.
The licensee is considering withdrawing alternate steam generator plugging criteria as its significance has been greatly reduced because of the option for the plant to re-roll tubes.
o The plant has submitted an amendment request for spent fuel pool rerack and the first of 15 amendment requests for 24 month refueling cycles. The remaining 24 month cycle submittals are expected to be submitted in the next 6 months. The plant considers both these issues to be critical to their economic viability.
The 24 month cycle would eliminate two refuelings before the end of life and the rerack would allow full-core-off-load capability until end of life.
o A recent plant concern involves cold leg plugs of the steam generators. Westinghouse has reconsnended that all cold leg plugs be replaced by the year 2000. The licensee estimates that this could have an impact in excess of $50 million.
PollfTS T0 BE EMPHASIZED o
The licensee needs to maintain their efforts in the area of improving root cause and corrective action plans and maintenance and surveillance audits.
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The' review to support 24 month cycles will require a significant amount of review and the licensee needs to be timely in submittal of their analyses and amendaients.
In particular the review of the Westinghouse Best Estimate Loss of Coolant Accident models and its application to Haddam Neck needs ta be timely.
o The staff has noted a declining trend in personnel errors affecting routine operations. Operations management has actions in progress to address this problem but licensee needs to reverse trend in this area.
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SEABROOK STATION, UNIT NO.1 BACKGROUlO o
The SALP report for the period August 29, 1993, to January 7, 1995, rated the plant Category 1 in the functional areas of engineering and plant support and Category 2 for the functional areas maintenance and plant operations. These ratings are unchanged from the previous SALP.
o The licensee continues to operate the station in a safe, conservative manner with strong effective management in most areas. Well trained, knowledgeable operations staff is a strength. Management's efforts to reduce personnel errors has been productive.
Knowledgeable, well trained maintenance staff and excellent surveillance o
program, but generally excellent performance was marred by occasional failures to adhere to procedures and by some weaknesses in work control programs.
o Engineering is a notable strength with continued effective management involvement.
Excellent plant support programs in radiological protection, plant chemistry, radiological effluent and environmental monitoring, emergency preparedness, and security.
CURRENT STATUS o
The station currently is operating at 100%. The station has operated at full power most of the time since it went into commercial operation in August 1990 with few operational problems experienced since commercial operation began (but see comments later regarding personnel error).
The plant operated at 100% for 322 days from startup from the o
third refueling outage on August 1, 1994, until June 18, 1995, when the unit was tripped due to a faulty surge arrestor on a unit f
i substation. The plant restarted on June 30, 1995, and has been operating at nearly full power since (104 days to October 12, 1995).
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The June 18, 1995, trip event caused some damage to the first stage feedwater heaters which are not now in service pending j
replacement during the upcoming refueling outage. Consequently, the unit is producing about 50 MWe less power than normal.
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The third refueling outage was scheduled for 59 days but actually lasted 115 days. The extended outage was due to two unforeseen circumstances.
o Part of the 3RF0 delay was due to the need to retube both primary component cooling water heat exchangers (PCCWHx). Both PC:WHx were completely -etubed during 1RF0 because of extensive pitting of the Cu-Ni-tubes. Th6 PCCWHx were fully examined during 2RF0 and no pitting was found. However in 3RF0, extensive pitting again was found. The PCCWHx and inlet piping were redesigned somewhat to prevent reoccurrence, but tube material may be changed in a future outage.
o The remainder of the 3RF0 delay was caused by a problem with the RCPs.
l As the plant was preparing to reload the core, a loose part, later identified to be a locking device from a RCP turning vanre cap screw, was discovered in the pressure vessel.
Further examination for loose parts revealed a 5 lb 1\\ inch cap screw (from the RCP turning vane) in the vessel.
The cap screws (28 in each pump) and retair.ing devices were replaced with a new design, o
In late April 1994, the Salem, NH, Fire Department, which operated one of four reception centers for evacuees from the New Hampshire portion of l
the emergency planning zone, requested $1.07 million for additional equipment, indicating that the requested resources would be needed for continued participation. Subsequent negotiations during May and early June between NH Office of Emergency Management and Salem did not resolve the issue.
In late June, a site in Manchester, NH, was selected as the i
l replacement for the Sales center.
By the end of July, the new l
Manchester site was operational.
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o On August 10, 1994, a mechanic mispositioned a flow control valve in the l
spent fuel pool cooling system. A low flow alarm was acknowledged in the control room but the operator failed to followup on the cause. The low flow condition went uncorrected for more than 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br />.
o A routine underwater inspection (during 3RFO) of the cooling tower service water pumps led to the discovery of a number of severely corroded column flange and imp 211er bolts.
Investigation revealed that the bolts supplied by the pump manufacturer had not been properly l
solution heat treated S11owing fabrication and so were sensitized and l
susceptible to intergranular stress corrosion cracking. All bolts were replaced with properly heat treated bolts.
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o The licensee has informally informed the staff that they intend to implement the new standard technical specifications within the next few years, i
l CURADff CONCDtNS l
o The plant operated very well during the second operating cycle. The unit was on line continuously for 325 days. However, 8 plant trips 1.
occurred during Cycle 3.
Management implemented a trip reduction / trip avoidance program and a personnel error reduction program. Management l
needs to continue to focus efforts on these programs to assure further reductions in the personnel error rate. The plant has operated at full power since restart from the last refueling outage.
o Management has instituted a cost-control program focused to assure that the station remains economically viable in the emerging competitive i
electric utility environment. The staff has been monitoring these efforts, and has concluded that there has been no adverse effects upon-operational safety to date.
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The licensee has reexamined the susceptibility of all safety-related motor operated valves to thermal binding or pressure locking and has i
j concluded that there are no operability problems associated with the i
phenomena. However, during the next refueling outage, valve modifications will be made to preclude the possibility of pressure locking.
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The next refueling outage is scheduled to start on November 4, 1995, for a duration of 45 days.
I POINTS TO BE EMPHASIZED i
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Biographical Data i
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i People Profile i
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i RICHARD M. KACICH 1
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Akhard M. JEsekk is director of the Nuclear, Planning, Licensing, and i
Budgeting Department at Northeast Utilities system (NU).* He is responsible j
for the planning, budgeting, and financial analysis functions for the Nuclear Group. He directs the planning, scheduling, and coordination of all licensing l
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- the primary interface with the Nuclear Regulatory Commission.
activities for NU's four nucleat generating units. 'these activities also include j
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Born in St. Louis, Missouri, he camed a bachelor of engineering degree in
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nuclear engineering from Rensselaer Polytechnic Institute (RPI) in Troy, New j
q York. in 1974. The following year he received a master of engineering degree i
in nuclear engineering from RPL While at RP!, he was an instructor at the
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RPI Critical Facility, wrote A Manual of Erneriments for the Rennelser i
Reactor Facility. and held a senior reactor operator's license. He joined NU
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in 1975 as an assistant engineer. He participated in the initial core loading and start-up testing of Millstone j
Unit 2 during his assignment to the Millstone Station in 1975-76. He subsequently served in various j
positions in the licensing organization and was promoted to licensing supervisor in 1982. In 1987, he was promoted to manager, Generation Facilities Licensing, which involved coordination of all licensing activities -
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for NU's fossil, hydroelectric, and nuclear generating facilities. In Mar::h 1992, he was promoted to j
director. Nuclear Licensing. He assumed his current position in December 1993. In July,1992, he earned j
an Executive MBA from the University of tartford. Fs is a member of the American Nuclear Society and l
a registered professional engineer in the ate of Connecticut.
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Kackh has participated in numerous owner', groups and industry activities, including the SEP OW,ers Group (chairman), the BWR Owners Group, the Nuclear Utility Fire Protection Group, the Nucleat Utility Group on Environmental Qualification, the Nuclear Utility Backfitting and Reform Group, and various 1
i Atomic tndustrial Forum and NEI activities.
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- NU is a registered holding companyformed in i966 whose principal operatung. company sasidiaries ere the Connecticut i
Light and Power Company. Holyoke Water Power Company P6tle Service Company of New Hampshire. and Westem i
Massachusens Electric Company, and whose principal nonoperating sasidiaries are Nonk Atlande Energy Corporation.
i Nonh Atlantic Energy Service Corporation. Nonheast Nuclear Energy Company. and Nonheast Utilldes Service Company.
l In addition. Chaner Oak Energy. Inc., and HEC inc.. are NU's nonutility sasidianos.
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June 1994 i
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2 People Profile l
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ROBERT E. BUSCH Robert E. Busch is president of the Energy Resources Group and chief fmancial l
f,g officer for the Northeast Utilities system (NU).* He has overall responsibility for l
J the company's nuclear and fossil /bydro operations, wholesale marketing, treasury, accounting, budget management, financial planning, and information resources.
1 Busch is a native of Cleveland, Ohio. He was graduated fromCase Institute of Technology in 1968 with a bachelor ofscience degree in engineenng. He earned 5
a master of science degree in engineering from Rensselaer Polytechnic Institute in 1971 and a master of business administration degree, summa cum laude, from i
Northeastern University in 1981.
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' Prior to beginning his NU career, Busch worked on the Apollo Program and on research for the U.S. Navy in antisubmarine warfare. He joined NU in 1974 as a cost and schedule engineer and held various positions in the cost and scheduling area. In 1980 he became chief ofcost and schedule control. In 1981 he became project manager of the Millstone Nuclear Power Station Unit 3 and brought the unit to completion. In 1986 he was named director-Special Financial Projects. In that capacity, he had a period of extensive training in corporate legal matters by Day, Berry & Howard, regulated utility accounting by Arthur Andersen & Co., and a four-month intemship in public utility financing at Morgan Stanley & Compuy Inc., ofNew York City, as well as completion ofthe Harvard Graduate School of Business Administration Program for Management Development. He was elected senior vice president in 1987 and, in 1990, wr.s gisen the additional responsibility of chief financial officer. He was elected executive vice president in 1992, and he assumed his current position in January 1994.
He is a director of Connecticut Special Olympics. He is also a senior fellow of the American teadership Forum, and a former member of the American Nuclear Society, from which he received a Certificate of Govemance for his performance as chairman of the Connecticut chapter. He has received the Wall Street Journal Award for academic excellence in business education and has been elected to several honorary societies: Eta Kappa NU (for electrical engineering), Beta Gamma Sigma (for business) and Phi Kappa Phi (for academic performance).
- NU is a registered holding companyformed in 1966 whose principal operating-company subsidiaries are lhe Connecticut Light and Power Company, Holyoke Water Power Company, Public Service Company of New Hampshire, and Western Massachusetts Electric Company, and whose principal nonoperating subsidwries are Nonh Atlantic Energy Corporation, North Atlantic Energy Service Corporation, Nonheast Nuclear Energy Compa,,y. and Nonheast Utilities Service C.mpany.
In addition. Chaner Oak Energy. Inc., and HEC Inc., are NU's nonutility subsidiaries.
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January 1994 1
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