ML20134H783

Partially Deleted Memo Re DD-94-05 Re Harassment & Discrimination at Plant.Dw Delcore Requested Enforcement Action Because of Alleged Harassment & Discrimination Stemming from 1991 Termination

ML20134H783
Person / Time
Site:	Millstone
Issue date:	05/31/1994
From:	Jensen N NRC
To:	De Planque G NRC COMMISSION (OCM)
Shared Package
ML20134H779	List: ML20134H775 ML20134H783 ML20134H789 ML20134H793
References
FOIA-96-298 DD-94-05, DD-94-5, NUDOCS 9611140300
Download: ML20134H783 (25)

Text

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NOTE TO: Commissioner de Planque THRU: Eileen McKenna

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FROM: Neil Jensen

SUBJECT:

DD-94-05: DIRECTOR'S DECISION RE: H&I AT MILLSTONE RECOMMENDATION:

BACKGROUND: In July 1993, Donald W. DelCore requested that NRC take enforcement action against Northeast Utilities because of alleged harassment and discrimination (h&i) against him stemming from his 1991 termination as an employee at Millstone. After his i l

' termination, Mr. DelCore filed a Section 211 complaint with DOL; l the Area Director found in his favor; NU appealed; a settlement OI did an I was reached before the ALJ reached a decision.  !

investigation and interviewed 19 more of his supervisors and co- '

employees than had DOL. NU's claim is that although Mr. DelCore it

' had been supplying safety allegations over a 4 year period,with l was his insubordinate behavior and inability toUltim get alon co-employees that finally led to his firing. f/ d) l Thus, the Director denies this petition.

DISCUSSION: This matter has been thoroughly investigated and no reason appears t disturb the Director's Decision.

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MEETING WITH NORTHEAST UTILITIES - JIM TAYLOR'S COMENTS. "

WE APPRECIATE THE OPPORTUNITY TO MEET WITH THE BOARD TODAY.

THE PURPOSE OF THIS MEETING IS TO SHARE DIRECTLY WITH YOU OUR CON ,

g. THE PERFORMANCE OF MILLSTONE UNIT 2. -

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- OVER THE PAST FEW YEARS THERE HAS BEEN AN INCREASE IN THE NRC "

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MANAGEMENT FOCUS ON UNIT 2. (BOTH FROM THE REGION AND HEADQU{ .

l ASYOUPROBABLYKNOW,THENRCHOLDSSEMI-ANNUALSENIORMANAGEMENTMEETINGS[.'..'

i AT THESE MEETINGS THE SENIOR MMAGERS OF THE AGENCY DISCUSS THE P i

PLANTS WHICH ARE OF CONCERN To US. UNIT 2 HAS BEEN DISCUSSED 'AT --

00R SENIOR MANAGEMENT MEETINGS, AMD WE HAVE NOT YET SEEN A DISCERNABLE TREND OF j -  ;

IMPROVED REGULATORY PERFORMAMCE.

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l AT 00R MOST RECENT SMM IN JANUARY, IT WAS DECIDED THAT TODAY'S DISCUSSION WAS l

' AK APPROPRIATE NEXT ST P IN Co mVNICATING OUR CONCERNS.

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THIS MEETING PROVIDES US THE OPPORTUNITY, WHICH WE FEEL HAS 6EC0HE NECESSARY TO COMMUNICATE TO YOU WHAT WE PERCEIVE TO BE THE PROBLENS AT UNIT

• 2 AN MILLSTONE SITE IN GENERAL. ,

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00kINTENDEDOUTCOMEFROMTHISHEETING,AFTERYOUHEARQURCONCERNSANDWE GT ' . ANSNER QUESTIONS YOU MAY HAVE, IS THAT NORTHEAST UTILITIES SERIOUSLY DWELL ON e g'i. ..

Eg f6NS TO ACHIEVE A LONGLASTING TURNAROUND IN PLANT PE y

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MEETINGWITHNORTHEAiiTUTILITIES-BILLRUSSELL'SCOMMENTS n s: g ,

NU, PARTICULARLY UNIT 2. HAS HAD LIMITED EFFECTIVENESS IN RESOLVING L0kG-STANDING PERFORMANCE ISSUES.

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, G000 PROGRAMS ON PAPER, BUT LIMITED SUCCESS 'IN IMPLEMENTATION. '

CAk.Y 8% EDA 14/ W' ' w. ..

PROBLEMS AT UNIT 2T AhtEg !.S trRESULT OF INSUFFICIENT RES00RCES.:'1

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l MARKEDDIFFERENCEINREGULATORYPERFORMANCEBETWEENUNIT2'AN'UkITS153. D b

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j WE PR08 ABLY COULD HAVE IDEIE E MD UNIT 2 WEAXNESSES EARLIER; BUT 00R' '_

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l INSPECTION AND ASSESSMENT PROCESS FOCUSED MORE ON THE SITE PERFORMAN IEIVIDUAL UNITS.

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WRE ALSO SOMEWMAT OCCUPIED IN RESPONDING TO THE LARGE; NUMBER ~0F r IONS.  :

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MINDSET ON KEEPING PLANT IN OPERATION AT EXPENSE OF GOOD SAFETY JUDGEMENT; SOME DECISIONS RATIONALIZED INAPPROPRIATELY. ,

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EQUIPMENT AND MATERIAL CONDITION PROBLEMS HAVE RESULTED IN1LANT STAFF, "

PARTICULARLY OPERATORS, HAVING TO WORX-AROUND HARDWARE DEFICIENCIES. RESULTS

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.* '.- IN UNNECESSARY OBSTACLES WHICH 2OPERATORS MUST.0VERCOME..DURING ROUTINE OPERATION AND TRANSIENT RESPONSE. WCANT STAFF EXPECTATIONS SHOULD BE'THAT TMEIR EQUIPMENT WILL BE PROPERLY MAINTAINED AND RECEIVE TIMELY REPAIR THAT THEY MUST LEARN TO LIVE WITH CORRECTABLE HARDWARE PROBLEMS FOR EXTEND PERIODS OF TIME. OTHERWISE, CAN RESULT IN AVOIDABLE OPERATIONAL CHALLENGES l ~

AND SETS PLANT STAFF UP FOR POTENTIAL FAILURES. .

a A A80VE HARDWARE PROBLEMS RESULT FROM ENGINEERING AS WELL AS MAINTENANCE 1 SHORTCOMINGS.

ENGINEERING DEPARTMENT HAS BEEN SLOW IN RESPONDING TO' C .'.

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LON8STAEING EQUIPMENT AND MATERIAL CONDITION PROBLEMS. ENGINEERING AN ACTIVE PARTICIPANT WITH OPERATIONS AND MAINTENANCE DEPARTMENT IN ORDER T ACHEVE SUBSTANTIVE IMPROVEMENT IN REDUCING HARDWARE PROBLEMS.AT THE SITE hF N%. ,

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POOR ComUNICATIONS BETWEEN UNITS AND DEPARTMENTS HAS LED TO A NUMBE'R'O'F Y~ PERFORMANCE PROBLEMS. UNITS DON'T SHARE INFORMATION WELL.

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! ATTEMPT TO CREATE HEALTHY COMPETITION BETWEEN UNITS INSTEAD RESULTED IN j CREATING INDIVIDUAL SILOS WHICH HAS NOT MAXIMIZED TAXING ADVANTAGE OFr OPPORTUNITY To LEARN LESSONS FROM NEIGHBORING

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T Martin MILL -

VISIT l l

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THE EMPLOYEE CONCERNS ISSUE IS . i 4

RECOGNIZED AS A MAJOR CHALLENGE FOR NE i NUCLEAR GROUP OPERATIONAL EXCELLENCE OBJECf1VE #3  !

- " Improve employee cummunications and morale to such an extent that the level of l

employee allegations falls well below industry norms."

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ISSUE SPECIFIC STRATEGY HAS BEEN DEVELOPED AND IS BEING IMPLEMENTED (SEE ATTACHMENT 'NU STRATEGY -

EMPLOYEE CONCERNS') i NSCP INITIATIVES AND ENHANCEMENTS IMPORTANT ELEMENT OF 1994 BUSINESS PLAN - i 1 of 9

TITE STATUS AND TRENDIN G OF NSCP l

CONTACTS IS OF HIGH INTEREST TO NC MANAGEMENT

. MONTHLY STATUS IS INCLUDED IN MOP QUARTERLY REPORTS AREISSUED TO CEO

. PERIOD UPDATES ARE MADE TO BOARD OF TRUSTEES AND CORPORATE RESPONSIBILITY COMMITTEE F

2 of 9

THE NSCP PEER REPRESENTATIVE PROGRAM l I IS BEING REFINED TO BE COMPATIBLE WITH _ i OTHER RECENT INITIATIVES -

- PRESENT GROUP MEMBERSHIP - 30  ;

- CONTACT FREQUENCY 4-6 MONTH ON AVERAGE

- SOME QUESTIONING STATUS OF ON-GOING ISSUES

- SOME WORKING ISSUES IN LINE AREAS ,

LOOKING FOR HELP / ADVICE

- SOME WORKING TO TURN OVER ISSUES TO NSCP DIRECTOR l

- PEER GROUP RESTRUCTURE

• t - VOLUNTARY MEMBERSHIP

- UTILIZED PEER WORKING GROUP TO SHAPE RESTRUCTURE

- RESULTING FROM NUCLEAR REORGANIZATION

> LESS THAN OPTIMUM DEMOGRAPHICS

• SUPERVISORY MEMBERSHIP TOO HIGH

- SEVERAL RESIGNATIONS DUE TO PERSONAL REASONS AND TO REDUCE SUPERVISORY COMPLEMENT

- THREE NEW APPOINTMENTS IN 1994

• CY INFO CENTER, MP3 I&C AND QAS

- RESTRUCTURE COMPLETION PLANNED FOR FOURTH QUARTER,1994 3 of 9

i INITIATIVES BEYOND THE NSC PROGRAM OFFICE ARE CONTINUING o CASE STUDY PRESENTATIONS TO VP/ DIRECTORS, NSCP PEERS AND CULTURAL ADVISORY COMMITTEE o PARTICIPATION BY NSCP DIRECTOR IN NUCLEAR ETHICS TRAINING

. WORKING WITH VARIOUS NU ENTITIES TO IMPROVE MANAGEMENT DEVELOPMENT TRAINING

- AWARENESS-NEW EMPLOYEE CONCERNS TRAINING PROGRAM

- SKILLS AND KNOWLEDGE - MARC, FLS

- PARTICIPATION BY NSCP DIRECTOR IN DEPARTMENTAL MEETINGS

- NTD - TEAM BUILDING

- CASE STUDY PRESENTATION - ENGINEERING SERVICES

. WORKING WITH PROFESSIONAL DISSENT ACTIVIST TO BErrER UNDERSTAND PEOPLE RELATED ISSUES

. NGP 2.15 UPDATED

- NSC PROGRAM BRIEFINGS TO INDIVIDUALS WHO DO NOT REQUIRE UNESCORTED ACCESS 4 of 9

VISIBILITY IMPROVEMENT IS THE NSCP. #1 GOAL ,

. MOVE NSCP OFFICE TO MILLSTONE SITE  :

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. NSCP VISIBILITY BY WALKING AROUND  !

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- ALL NUCLEAR LOCATIONS i t

. NSCP PARTICIPATION IN TRAINING PROGRAMS (NOTED ABOVE)  :

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. NSCP STAFFING LEVEL 5 of 9 l

h EMPLOYEE CONCERN'S ARE BEING ADDRESSED SYSTE WATICALLY AS GOVER:N ED BY THE 1994 1

! BUSI: NESS PLAN ,

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• FOLLOW-UP FROM PEP ACTION PLAN ON NUCLEAR SAFETY f CONCERNS I COMPLEMENTARY TO NSCP OFFICE INITIATIVES j

COMPLEMENTARY TO DON MILLER'S CULTURE CHANGE INITIATIVES ISSUANCE OF NEW OR REVISED NUCLEAR GROUP POLICIES

. RESULTS OF INPUT COLLECTED FROM NRC TEMPORARY INSTRUCTION ON EMPLOYEE CONCERNS EVALUATED .

• RECENT RESPONSE TO CHILLING EFFECTS LETTER PROVIDES .

CURRENT STATUS 6 of 9

A SEPERVISORY RESOURCE GUIDE TO ASSIST MAlVAGEMENT TX THE FIELD IS BEING FINALIZED

. EMPHASIZES SAFETY FIRST WRITTEN FOR SUPERVISORS, NOT LAWYERS l

• CONSOLIDATES POLICIES AND GUIDELINES IN ONE LOCATION PROVIDES A CHECKLIST FOR DEALING WITH NUCLEAR SAFETY ISSUES IDENTIFIES WHERE TO GO TO GET HELP ADDRESSES " UNUSUAL" SITUATIONS i

- COOPERATION WITH INTERNAL INVESTIGATIONS

- TAPE RECORDING

- SUBPOENAS

- REQUESTS FOR TIME OFF

. BEING LINKED TO NEW EMPLOYEE CONCERNS TRAINING (STARTING Q4,1994) 7 of 9

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WANAGEMENT SENSITIVITY TO RESPONSIBLY HANDLING EMPLOYEE CONCERN IS DISPLAYED BY OUR ACTIONS

. THIRD PARTY REVIEWS AND A MEETING IN W11rrE FLINT TO ADDRESS GDC-17 COMPLIANCE CONCERNS

- SPOT RECOGNITION PROGRAM /OTHER RECOGNITION l

! - MANAGEMENT ATTENTION AND RESOURCES ON MILLSTONE 1 ISSUES i

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- TECHNICAL REVIEW BY YAEC

- RETAINED J. PARTLOW

, - EXTENSIVE MANAGEMENT INTERACTIONS AT MANY LEVELS

- THOROUGH AND SENStrIVE RESPONSE TO DPO 8 of 9

MANAGEMENT SENSITIVITY TO RESPONSIBLY '

HANDLING EMPLOYEE CONCERN IS DISPLAYED BY OUR ACTIONS RETROSPECTIVE REVIEW BY MANAGEMENT TEAM OF THE HANDLING OF TECHNICAL QUESTIONS INITIATIVES REGARDING 10CFR2.206 PETITIONERS l i

RESOLUTION OF MILLSTONE 1 FWCI ISSUE OF 1989 ONGOING COMMUNICATION WITH FORMER NU EMPLOYEE t COMMUNICATION WITH CONCERNED CITIZENS NEAR SEABROOK

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31. NuclearSafety Concerns NU Definition: Nuclear safety concerns are nuclear or radiological events or observations believed to violate 4 regulatory requirements or NU policy or procedure concerning nuclear safety, which have not been adequately /promptly addressed by formal Quality Program Reporting mechanisms or fall outside the scope of the formal reporting mechanisms; e.g., Nonconformance Reports, Plant incident /Information Reports, Drawing Change Requests, etc.

Concerns Concerns Concerns Open Month-Year Received Closed At End of Month Dec-93 3  ! 10 Jan-94 I i 10 Feb-94 1 0 11 Mar-94 2 0 13 Apr-94 0 2 II May-94 0 2 9 3 1 11 Jun-94 Jul-94 0 0 11 Aug-94 _.

Sep-94 Oct-94 Nov-94 Dec-94 Data Source: L Chatfield, MP Ext. 4335 Page 3ta

31. Nuclear Safety Concerns l .

i Number of Concerns 16 -

14 13

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1994 l l 1993 l OReceived MClosed OOpen at End of Month Page 31b

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! Case History To Date

! Total Number of Concerns Number of Concerns i j

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0 4 2 3 2 3 4 2 1 2 3 4 1 2 3 1 4' .1 1 90 1 91 1 92 l 93 l 94 l t

Calendar Quarter Total Concerns Received To Date - 107 c.-

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Nuclear Case History To Date t Number of Concerns t l

100 Concerns Rec'd 83 -

80 . cwmtaWe Total. . .

............................_71. 74 77 81M 66 .

99 .................... ...............5459- . ........................

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40 - - ' ' 33 ' 3 5 Ol * - ^ - - ' - ' - - - - - ' ' - - - - - - - - - - - - - - - - - -

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Calendar Quarter n.

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Non-Nuclear

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Case History To Date Number of Concerns l 94_

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Calendar Quarter n.: .

e Open Case History Summary t Number of Concerns 14 Closed gg ........ ..... ..................... ..... .........

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O MMM i 2 3 4 1 2 3 4 1 2 l l 92 l 93 l 94 l Cs.lendar Quarter of Origin

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Number of Contacts 10 i i

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August 1994 MU STRATEGY wDLOYEE CONCERMS ,

OPERATIONAL EXCPT.TENCE OBJECTIVE #3 Improve amployee communications and morale to such an extent that

'the level of employee allegations falls well below industry  ;

norms.

A. Creating the Desired Work Environment

1. Don Miller's Cultural Change Initiatives

a. Management by Walking Around i k. To-The-Point articles Use of OD consultants to reinforce desired i

c.

behavior l

l d. Responsibly deal with specific cases as they arise l'

! e. Awareness Meetings .

! 2. MARC Training I

3. Employee concerns Training (start fourth quarter 1994) l I

4. Manage employee performance -- ensure accurate and consistent performance appraisal l

5. NSCP initiatives to facilitate change within the l Nuclear Group f

B. Dealing with Employees Who Express Concerns

1. Responsive approach to expressed concerns, in both substance and timing

a. Obtain specific detail

b. Stay totally objective Spot Recognition,

c. Reward the notable cases, e.g.,

management attaboy

2. Timely and thorough (real root cause) responses to l 1

incoming NRC letters regarding allegations

3. Utilize extra measures, as appropriate

a. Staff augmentation i

. b. Third-party mediators, facilitators.

4. Keep NRC well informed I

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_ _ _ _ . . _ _ _ _ _ _ _ . . . _ . _ . . _ . . _ . _ _ _ _ _ _ - . . . _ _ _ . _ . _ . _ - _ _ _ _ _ _ - . ~__ . . _ . . __

1 August 1994 S. Keep Congressional Str.21 End the media appropriately l

' inforara

6. Coordinate actions in multiple jurisdictions, e.g.,

NRC, DOL, NLRB. Conference frequently on each case to j

make sure all parties are informed, on board, and that l timely actions are taken.

7. Look for or create opportunities for resolution, e.g.,

voluntary employee transfer  :

8. Periodic senior NU management reviews of the big l picture to provide guidance and address policy issues l

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