ML20203G717
| ML20203G717 | |
| Person / Time | |
|---|---|
| Site: | Millstone  |
| Issue date: | 05/12/1994 |
| From: | Kacich R NORTHEAST UTILITIES |
| To: | Opeka J NRC |
| Shared Package | |
| ML20203G108 | List: |
| References | |
| FOIA-97-469 RMK-94-101, NUDOCS 9803030052 | |
| Download: ML20203G717 (30) | |
Text
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Northeast Utilities Syst:m -
6 May 12, 1994 RMK-94-101 OHIO To: J. F. Opeka FROM: .
fR. M. Kacich -
(Ert. 3298)
SUBJECT Millstone Assessment Panel Meeting with NU - April 20, 1994 l The third scheduled meeting between Northeast Utilities (NU) and the NRC Millstone Assessment Panel (MAP) . s held on April 20, 1994, in the Millstone Management Conference Room. The following i
is a summary of the meeting presentations. .
l l MAP Role and Continuina Activities - J. P. Dyrr The MAP meeting bogan with a brief overview by Jacque Durr of the NRC. Mr. Durr has replaced Mr. J. Wiggins as the Chairman of the NRC MAP. He briefly described the main issues that the MAP will focus on, various programs and plans which are important for improving the performance level at Millstone. Particular attention will be phid to the resolution of safety issues and employee / management relations.
Stratecic Plan Overview - J. F. Oceka John Opeka stated that the goal of the strategic plan is to run all five nuclear plants safely and economically to the year 2000 and beyond. He stressed that safety is the top priority. Other objectives of the NU plan is to regain recognition as an industry leader, rebuild regulator confidencu, improve communications and moral, increase teamwork at each nuclear unit, and improve the ability of employees to conduct their work successfully. He ad/Ld that action plans supplemental to those of the PEP integrate this plan and the overall Business Plan. Mr. Opeka also outlined our plans to incorporate the PEP into the 1995-2000 Business Plan.
1994/1995 Business Plan end its Treatment of PEP - R. M. Kacich The Nuclear Integratec Planning process was initiated in 1993 r.nd evolved from the PEP Action Plans on Strategic Planning g Business Planning, and Budgeting. There are six major nuclear strategies in the overall plan. Safety, Organization Excellence, Financial Performance, Regulatory Performance, and Open' ional Performance i se.w m 9803030052 900226 PDR FDIA f),
O'MEALI97-469 PDR
, J. F. Opeka RMX-94-101/Page 2 May 12, 1994
.. are part of the 1994 plan. The sixth major strategy, Information Technology, will be addressed in the 1995 plan. Each strategy is suppoited by an uction plan similar to those of the PEP. Starting in 1995, PEP Action Plans will be integrated into the business plans. A validation process is currently in effect to ensure that -
the intetit of these plans is accomplished; and we committed to continue with this same process to ensure that the intended effects of all the action plans are met. A review of plan commitments indicated that as of the end of the first quarter, all commitments vera completed on or ahead of schedule.
The number of employee concerns brought to the attention of the NRC and NSCP were noted as being higher than t..e. company would like.
Four 10CFR2.206 petitions filed by current NU employees are pending at this time. Two petitions filed by former NU employees have been recently resolved by the NRC. NU har attempted to be cooperative a in these efforts by volunteering information to the NRC and approaching the Staff to find out where we stand and to find out 3 what we may do te help resolve the issue. Efforts are currently in progresa to ':rrelop
.. a climate, culture, and management responsiveness and attentiveness favorable to raising and resolving all concerns brought to the attention of lina managemen't. This
_ area was further discussed by Dcn Miller.
Nuclear Grouc Manacement Develooment Procram - L. S. Eckenroth The focus of the Management Development Program is to support professional growth in areas that need improvement, assist career planning efforts, provide ways of making better decisions, and implement competency-based practices and policies. The action plan for accomplishing these goals is overseen by a steering committee consisting of management and plant representatives which meets three times a year.
The Hay Group was contracted to help NU assemble and implement the competency model for Nuclear Group Management. They assessed each individual thrc9gh various instruments, including interviews and surveys. This assessment determined the individual's strengths and weaknesses. This process was instrumental in individual development planning. The November 1993 reorganization of management utilized this input in assessing individuals for ,
mansgement positions.
A working manual har been developed through this program for all managers, directors, and vice presidents. This manual gives guidelines for choosing people for managerial positions.* Personnel
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-J. F. Opeka RMK-94-101/Page 3 L May 12, 1994 l l 1
' chosen for these positionr will receive on-going development, coaching,_and feed'.?ck. In addition, training will emphasize team !
building and leau ro*2ip skills, as well as taking accountability. i Millstone Station - D. B. Miller Jr. '
The current initiative is to return Millstone Station-to a status of excellence. The focus is on protecting the health and safety of both employees and the public. The philt., sophy _of "doing it right the first time" was emphasized. :Also stressed were the importance of. pre-job briefings ana reviewing procedures prior to- their use.
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' A major self-assessment is planned for July and will be performed by a group of about 30 individuals (consultants /INPC) . A horizontal assessment will be-done as well as vertical assessments on each department. Ther.e assessments willeresult-in-action items andzeffactive corrective actions.
The Plant Information Report (PIR) process is currently being redesigned. - The target for implementing the new PIR procass is the third quarter of 1994. The new process will be coordinated by a
!_ single group.
Millstone is taking steps to improve ccmmunications. Ira an effort to improve community relations, approximately 9,000 letters were i_ -
sent.out to inform surrounding residents of ongoing activities at Millstone. To improve employee awareness 62 plant issues, a daily newsletter has -been developed. In addition, a _ communications council is being established to enhance communication at the site.
This council consists of 15 employees from' the station and will moet once a month starting in May.
Millstone is cu:>rently daveloping a strategy for dealing with the
!' high number of employee allegations. Training is under way for supervisors and management which will stress-leadership skills and ,
the need to be open to comments aceived. Management presence will L be increased in the field to help work through stressful situations and allow for immediate-performanca feedback.
Enaineerina - R. P. Necci Engineering integration was-implemented last November and all of /
' nuclear-Engineerincj ham undergone 'reorganizablon. These changes were made _ to allow more effective' support of safe plant operations l and utilize PEP Actijn Plans. The se18ction of
- supervisory / management personnel was accomplished by using
- personnel assessment. A decision was also made to move more j Engineering personnel to the site to better support the units. The 1 l
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i-J. F.'opeka RMK-94-101/Page 4 May 12, 1994 reorganization. of Engineering personnel is expected to significantly improve communication with operations, Maintenance, and the Resident Inspectors.
The system En implementation. gineer Program is in the initial stage of A new design control process is being developed and is expected to be implemented in 1994. Program manuals are being developed and issued.
The current plans are to maintain a centralized Engineering group at the corporate headquarters. This group will have technical specialists addition, the available to assist all units . when needed. In centralized group will promote commonality and consistency among the four units and will ensure lessons learned are shared ancng the units.
It is expected -that the asnagement of change will increase the effectiveness of Engineering and help to reduce backlog. Self-assessment plans will evaluate the effectiveness of the reorganization and ensure that the depth of each discipline was not lost during unitization. Also, Engineering's intrusive role will be recognized and ways will be sought to 63 things better.
Millstone Unit 1 - H. F. Havnes The 1993.
upcoming challenges. accomplishments for Unit I were noted,- followed by Efforts to' improve human performance include using a self-checking process- to increase attention to detail, implementing with change. a The self-assessment program, and helping employees deal Preventive Maintenance unit's long-range goals include improving the -
Program, coping with plant aging, and learning to be more proactive; The Unit 1 Management Team was solidified in 1993 and frequent Management and up. In addition, Team meetings are being held for first-line supervisors "All Hands" meetings are held to discuss the state of the unit.
The results of a culture survey conducted at the end of 1993 found a 60 percent improvement in standards and a 40 percent improvement in clarity. Also discussed were the results of outage inspections and a brief overview of the RF014 projects.
Millstone Unit 2 - G. H. Bouchard The focuses for Unit 2 are to set higher standards, h'old people
- accountable, improve supervisory skills, and aggressively searching out prc.blems. Assessment will be used for r,anagement selection and
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J. F. Opeka RMK-94-lOl/Page 5 May 12, 1994 oc going assessments will be performed to measure development and joe performance.
1 John Becker disemssed Unit 2 Operations. A culture survey was -
1 performed on tha department and the group would like to see '
personnel with positive attitudes. The assessmer.t process was performed on 22 SROs and only one was initially defensive of the feedback. The weaknesses noted within Unit 2 Operations were ineffectiveness in holding people accountable, underdeveloped supervisory skills, and the need for SCOs to focus on problems.
The initiatives planned are to address cultural issues, improve supervisory skills, and improve overall operating skills.
The discussion of Unit 2 continued with a brief overview of the Instrumentation and Controls (I&C) and Maintenance Departments.
The final topic was Work Planning and Control (WP&C) . It was noted that WP&C is getting better at Unit 2, and personnel are accepting the fact that change is better.
Millstone Unit 3 - F. R. Dacimo ,
Fred Dacimo began his presentation with highlights of the Unit 3 RF04. This was followed by a discussion of the challenges facing i the unit. Personnel error has been trending down in nunber ar.d severity. Improvements are needed in communications; people need to talk to one another more openly. The single biggest challenge for Unit 3 is coping with early design / construction / operational issues such as SLCRS, auxiliary feed, and the containment sump pump unidentified _leakago.
The most important Unit 3 initiative is to have supervisor field presence. Other initiatives include a work observation program, implementation of the STAR program, procedure upgrades, stressing accountability, improving communication, and broadening the perspectives of personnel. Also, in an effort to improve housekeeping, certain areas have been assigned to specific individuals. It was also noted that I&C, Maintenance, and WCFP will be providing second shift operational support.
Conclusion - J. F. Oceka John Opeka concluded the meeting with the following remarks.
Safety is the number one goal with economics following; the CH-442 valve event demonstrated that pehonnel may have placed decisions based on econo: sics rather than safety.
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J. F. Opeka RMK-94-101/Page 6 May-12, 1994 NU is moving towards compensating exempt employees for results of plant performance. An effort is being r.ade to reduce the number of overtime hours that people are working. This will become effective May 22, 1994.
Rather than overtime pay, exempt employees will be paid through incentive programs. There will also be special programs for groups working outages.
Self-assessments will look at root causes and actions will be implemented to address areas of concern.
There are a number of important issues to be address d.
The cultural aspect of the nuclear organization is a big issue. There is r need to change personnel attitudes to be more positive and improve employee trust.
Jacque Durr added that 50 percent of th4 improvement work is complete through recognizing the problems. He realizes that the problems cannot be solved overnight and mentioned that the MAP i
members will be following Millstone's progress. A point of contact I was requested for the MAP members to allow for regular meetings.
This persen was to be determined following the meeting.
RMK/ lab cc: List D P. Callaghan C. H. Clement T. G. Cleary G. J. Closius T. J. Dente l
Niantic Information Center P. J. Miner f F. C. Libby J. P. Stetz T. B. Silko M. J. Wilson W. J. Temple G. P. van Noordennen NRC Senior Resident D. L. Beauchamp Inspector - Millstone '
Attendees I
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i Attendees J. Ar derson NRC R. Arright NRC
}. D. Becker U2 Ops. Manager ,
L. A.Bigalbal MP Site Lict.nsing G. H. Bouchard MP2 Unit Director L. A. Chatfield Director, Nuclear Safety Concerns F. R. Dacimo MP3 Unit Director L. Doerflein NRC J. Dun NRC L. S. Eckenroth Nuclear Management Development H. F. Haynes MP1 Unit Director R. M. Kacich Director; NL, Planning & Budgeting K. Kolaczyk NRC #
R. T. Laudenat Manager,' PEP F. J. Lutzi MP Site Licensing D. B. Miller, Jr. Sr. VP - Millstone Station R. P.-Necci MP2 Engineering Director Executive VP - Nuclear J. F. Opeka S. E. Scace VP - Nuclear Operations J. Solymossy Director, Quality & Assess. Services J. Stolz NRC P. Swetland Senior Resident Inspect .
W. J. Temple - MP Site Licensing J. Trapp NRC G. P. van Neordennen Supervisor, Nuclear Licensing l
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l MILLSTONE ASSESSMENT PANEL !
MEETING MINUTES M AY 25,1994 MEMBEPS PARTICIPATING:
J.Durr, Chairman J.Stolz, Co-chairman L. Doerflein, DRP Representetive J. Trapp, DRS Representative J. Anderson, NRR Representative P. Svetland, Senior Resident Inspector A Millstone Assessment Panel meeting was held with members participating telephonically. The firJt item of discussion was Weptance of the proposed charter. All trembers agreed thht the charter woulo oe accepted with the minor changes proposed (see attachment Ib The next item of discussion was the curre'it Unit 2 problems identified v2th the mispositioned control rod and the incorrect emergency action level ca tego riza tio ns. The licensees root cause investigation report for the recent incident noted that the problems identified with the letdown 442 valve have not been corrected. Specifically, the shif t supervisor did not escume the responsibility for decision mahdng regarding a condition in the plant. This was identified in the 443 valve issue and the f ailure to implement EAL's without consultation with the sh'if t engineer and plant operations manager.
The panel decision was to wait for the licensees letter to us and determine if the interim actions would permit the plant restart. It appears now the plant may be ready f or restart about May 31.
Late breaMng inf orme. tion indicates that the licensee may need enf orcement discretion because of a esble separation issue in the Spec 200 cabinet, 11 there was a short circuit, it would inop both trains. This may dslay restart.
The panel discussed the problem list and decidet the issues listed in e Y
attachment 2 are the problems the panel should focus on. LA The panel decided that allegations should bc
- strned over to the licensee unless' they contain HILD, wrongdoing or Qignicanfanfetv tenueE that warrant immediate inspection. Further, the panel will hold meetings with the utility approximately every six months to discuss their progress on issues referred to them, actions to address HI&D, the status of their NSCP, and strategies f or dealing with disside nt employees. Lastly, the par 71 will direct inspections of selected allegations that have been referred to the licensee.
The panel discussed the ongoing appearance of HILD of a certain employee and the need to complete the OI investigation so that enforcement can be taken.
This needs to be discussed with the allegation coordinator and the Of fice of Investigations.
The EMT placed a requirement to do an inspection of the NSCP, which has been
, moved several times f or various reason. The panel discussed the need for an inspection of the NSCP in the near future. Arguments we made that the
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=r proolem does not reside within the NSCP, but once the NSCP identifies the issue, it is not acted on promptly by the line orgar :ation
. . The current
- management is now requiring more iesponcive actions by the line organization.
Inspection of the NSCP will not resolve the issues however, the pene1 meetings with the utility can press the issue and promote closure. Based on the information presented at the panel meeting, the decision was mude to defer the inspection of NSCP.
The panel chose June 28, lo94 f or the next MAP meeting. The first meeting with the utility un allegations will be held with the utility du-ing that time. The panol further noted that the SALP period ends on July 9 wir.h the board meeting on July 21.
Attachmenti Millstone Assessement Panel Charter Attachment 2 Millstone MAP Problem List i
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ATTACHMENTI MILLSTONE ASSESSMENT PANEL CHARTER MEMBERS The Millstone Assessment Pknel is chaired by the Deputy Director of the Division of Reactor Projects, Region I. The designated panel co-chairman is the Project Directorate 1-4, Nuclear Reactor Regulation. Panel memebers are as f ollows: Section Cl.ief 4A, Divf alon of Reactor Projects: Project Manager, Nuclear Reactor Regulation: Benwr Resident Inspector, Millstone Facility:
Electrical Section Chief, Di' irs of Reactor Safety: Safeguards Section Chief. Division of Radiation Laiet , and Eateguards.
PURPOSE
' The Millstone Assessment Panel is directed to compile a list of the salient safety problems associated with the operation of the f acility and e saluate the efiectiveness of the licensee's corrective actions. The panelwill provide counsel and develop recommendations regarding supplemental inspection resources, closure of the safety problems, stategies to deal with- the employee / management relationship, ef f ective actions on allegations and other noted problems. Recommendations will be provided- to the. Director, Divicion at Reactor Projects for implementation.
MEETING FREQUENCY The panel will mes t as needed, but not-less than quarterly. The panel will decide . on the location and the need f or increasing the f requency of the meeting.
QUORUM-A panel meeting must concist of the panel chairman or co-chairman and a t least three other members.
DUR ATION -
The panel will evaluate the licensees progress la resolving the problem lict and determine when adequate corrective actionn have been implemented. The evaluations will consider licensee reports, plant perf ormance, NRC inspection activities and assessments and NU management ef f ectiveness. Based on the licensees progress and these - evaluations, the panel will make a recommendatinn to the Regional Administrator to dissolve the assessment panel.
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ATTACHMENT 2
- MILLSTONE MAP PROBLEM LIST
- Audit the Perf ormance Enhancement Program
- 1) Audit the validation and verification of selected action plann to includes self assessment, NSCP, root cause program, problem identification and resolution.
- Safety philosophy of management, operators, engineern and technicians.
- Allegations:
- 1) Turnover all allegations to the licensee that meet the intent of the manual chapter. Allegations that deal with HILD, wrongdoing or immediate safety concerns will be retained by the NRC for inspection.
- 2) Audit licensee actions on the allegation that are turned over.
- 3) Expand the NSCP inspection to cover interviews of the licensee employees regarding the viability of the program.
- 4) Hold periodic meeting with NU management to discuss their progress , in dealing with allegers, disside it employees and corrective actions f or HILD.
Corrective Action Progrsms Weaknesses continue to be identified in the licensee's corrective action programs and in the root cause investigation and analysis.
Covered in PEP Action Plan 3.3.2 & 3.4.2.
- Example: Problems with the design and testing of the SLCR and ABF systems at Unit 3 were discovered in the last quarter of 1992 and due to incomplete corrective actions, more problems were discovered again in August 1993.
- Employee Concerns Weakness in management / employee rela tio ns. The employees concerns seem to be most'ly in processes (procedures, work orders, receip t inspections, qualifications). Historic numbers (appro>:)
reveal 1991 - 161 allegations; 1992 - 22;1993 - 39;1994 - pace to surpass 1993. Industry average (rough) - 9 per yea r
- pla nt.
Covered in PEP Action Plan 4.4.3.
- allegation rate on the rise
- workers not receiving onanagement message
- management not open to employee concerns
- not clear on use and effectiveness of new NSCP
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- Plant Incident Reporta (PIR)
Continued weakness in deficiency reporting systems. No specific PEP Action Plan.
- The e:dsting program is too cumbersome, this creates back-log and an atmosphere where marginal evaluations are getting approved. The program also requires that very minor problems go through the entire system theref ore wasting personnel time. The licensee stated that a new program is being developed; MAP shmid track its implementation.
- Procedural Res iew Process is going slowly and does not appear to be putting out a l high quality product. PEP Action Plan 2.3.5 covers topic and is scheduled to be completed by December 1996. Need interim report card due to long-range target date.
- Should review leceons learned from the Unit 1 partial reactor vessel level drain-down event and also revisit the schedule f or j completion and validation of 2.3.5.
- Poor Operator / Technician Perf ormance Inattention to detail problems continue. No specific PEP Action Plan.
- Examples: Several Unit 2 reactor trips in 1993 were due. to operators not ef f ectively monitoring instrumentation and being d.i.stracted. Personnel errors during the current Unit i outage led to an ECCS actuation signal and a group 2, 3, and 5 isolation signal which caused SDC to be lost f or 15 minutes.
- Communications Inef fective communications and team work between the units and corporate. Several PEP Action Plans deal with communicationc; 3.2.1,1.3.2, and 4.3.1 are just some of the examples.
- Communicatior.s have the potential to get worse among the units when the engineering organization moves to the site. Now there will be 3 individual unit engineering organizations instead of one big corporate organization (ie. groups will be broken up).
- Self- Assessment Weak oversight bc e NRB and in the O A group. Line organizations
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't not conducting critical self-assessment, except to react to major events. PEP Action Series 3 dealt with this issue.
- Current audit and surveillance programs are not sufficiently focused on addressing long-standing plant problems or flexible enough to address emerging issues (ie. Unit I requalification f ailures and the overall perf ormance decline).
- Closecut of PDCRs Weakness in the timely clospout of completed design changes. This leads to configuration control problems (ie, maintaining drawings and conducting procedure and FSAR updates. in timely manner to avoid operational and maintenance problemrs). No specific PEP Action Plan.
- Minor problems continue to exist in this area. For example, a change is made to a system and then at a later date a technician doing a surveillance can not follow the procedure because it has not been updated and must therefore either stop or ad lib.
- Example: A Unit l control room drawing was inaccurate due to a PDCR not being closed out in timely manner (IR 50-24S/94-13).
- Operability Calls Weakness in how licensee handles operability / reportability issues. No speciMc PEP Action Plan.
- Example: Continued questionable Unit 1 FWC1 system operability calls. The last dealt with the seismic qualifications of the CBP lube oil system and aree coolers. The licensee declared them operable but not f ully qualified, but did not do a 50.59 analysis to justify it. They did a JCO.
- Example: Two recent events at Unit 2 in which an unusual Event was not declared in a timely manner. The first event dealt with unidentified RCS leakage greater thar I gpm. The second dealt with a TS required shutdown.
- General Observa tion: The communication and coordination among Action Plan managers (during monthly meetings, etc.) appear to be senedule oriented, not looking at continued plant problems and how they relate to
, PEP Action Plan implementation.
MILLSTONE ASSESSMENT PANEL MEETING MINUTES JUNE 28,1994 A'ITENDEES: J.P. DURR, Chairman (on site)
J.F. STOLZ, Co chairman (TELEPHONICALLY)
J.W. ANDERSEN, MEMBER (TELEPHONICALLY)
P.D. SWETLAND, MEMBER (on-site)
R. DE LA ESPRIELLA, OBSERVER, PART TIME The panel discussed the proposed allegation policy for the Millstone site that was agreed to during the May 25,1994 meeting. The stat,: ment regarding what allegations should be tunted over to the licensee needs clarification. The wording is, "The panel decided that allegations should be turned over to the licensee unless they contain HI&D, wrongdoing or significant safety issues that warrant immediate inspection." The intent was to turn over highly significant safety issues to the licensee immediately to permit timely corrective actions to be implemented and a safety hazed eliminated. The policy statement yill be clarified and transferred to the MAP Charter.
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The licensee submitted a letter, dated ane 24, 1994, Performance Enhancement Program Update, in the letter, the licensee . poses to incorporate the PEP into the budget planning process. The palel agreed that th egion and headquarters should develop discussion points for a telephone conference call o uly 10,1994 in preparation for a meeting with the licensee.
Several PEP action plans that will be incorporated into the business plan are central to the licensee's long term recovery and should ccatinue to be tracked and assessed by the NRC.
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A question was raised regarding the panel's Millstone problem list and any intent to finalize it during this meeting. It was decided to make this a discussion topic for the next meeting.
The MAP chairman met with R. Kacich and L. Chatfield of the licensee's staff to discuss the l Nuclear Safety Concerns Program and the general corporate approach to allegers. It was determined that the licensee does not have an integrated strategy to cope with allegations. There are several initiatives being taken by at the vice president and manager of the NSCP level, but there is no unifying policy statement to focus the combined efforts. Questions concerning allegers providing multiple allegation and the utility's response disclosed they are dealing with l these on a case by cas:: basis. There is no guidance provided at the supervisory level on how i
to deal with these situations. The licensee committed to evaluate the need for such a policy document.
A proposal was made to provide the licensee with NRC statistical allegation information to allow them better to assess their progress in gaining employee confidence and provide complete data for trending purposes. Additionally, information will be classified into broad categories, for
ee example, HI&D and procedure adherence. The MAP agreed to provide this information.
No date was set for the next meeting.
MILLSTONE ASSESSMENT PANEL MEETING MINUTES NOVEMBEP 2, 1994 ATTENDEES: P. MC KEE J. DURR L. NICHO' SON J. ANDERSEN P. SWETLAND J. TRAPPn R. BARKLEY* D. BEAULIEU A MAP meeting was held onsite to discuss the ap .da items contained in Attachment No.l. The following items were dir , sed and conclusions reached
. The general direction of MAP efforts was discussed. It was agreed that MAP should place increased emphasis on assessment of individual unit performance as a measure of effective implementation of programs that have evolved fr:m PEP. The MAP treeting focused on the performance issues at Unit 2.
- What should the NRC's act ions b' given the recent Unit 2 work standdown by NL resulting from the 4160" witchgear washdcwn and the hydrogen piping events?
The MAP concluded that we should recommend t o NRC menagement that the licensee be invited to a meeting to discuss their current corrective action plan for work control and interim corrective action program plans. Subsequently, the NRC would issue a confirmatory action letter restating the licensee's comeitsents on the docket. Once the licensee had completed the corrective actions and before unit restart, a second meeting would be held to l discuss the success of the corrective actions. The bases for the rec,mmendation are the recent events at Unit 2, the licensees work standcorn in recognition of the problems associated with these j events, unit indicators anc the apparent ineffectivetiass of PEP 1 actions.
Subsequent to the MAP meeting, the recommendation was made to l regional management and provisionally accepted with the following changes: 1) The meeting would be a regional initiative with normal NRR participation; 2) The licensee would be asked to provide a reverse CAL documenting their commit ment s. The licensee was l t elephonically notified of the meeting and the propos*d agenda.
l They will rovide the suggested meeting date.
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- Unit O inspection e f fort s needed to support the upcominn SM-4.
The staff will develop the current inspection record, enforcement, LER' S, SALP, management meetings and other appropriate information and determine what areas of the " Result s of Final Analys2 s" matrix are not adequately covered. These areas will be inspected by the l staff to complete the record.
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- Discuss the membersalp, scope and timing of currently planned initiatives?
- NSCP Inspection
- Operability / reportability inspection '
. Jing TTM request to review resolution of issues.
_ 40500 inspection.
The NSCP inspection is scheduled in the MIpS for April 1995. The inspection will include the issue of their effectiveness in resolving problems.
The operability / reportability inspection should be performed by someone from the BWR/PWR Section. J. Trapp will request the needed support. (The subsequent EppR meeting on November 7, 1994 requested that the inspection be performed no later than mid-January 1995) NRR will provide additional support.
The 40500 inspection will be led by W. Raymond and include the PM, someone from section 4B and DRS.
- Discuss direction of Millstone inspection effort:
The status of the open items list was discussed and the effort needed to reduce the backlog. The immediate solution is to close some items in each report and to request the support of the other civisions. The open items are in the RIIPS list and grouped 'or one inspector week of effort. The suggestion was Lade to enlist contractor support to reduce the numbers to a manageable level.
- The next meeting of the MAP is scheduled for 12/15/94, location to be determined.
Note: These minutes have been revised to reflect comments and corrections (11/9/94)
MAP AGENDA JANUARY 5, 1995 8:00am - II:00am I. Current Plant Status (Swetland - 15 minutes)
Outage Restart Ongoing Issues Recent Management Changes og, men __
II.
Insoection Initiai.ives _(45 M nute Ls * ^~~ y 6
-:= - (DjiRa Material b Condition i l i t v / Rep.QT_t_a TBeaulleu b i l i ty G)rapgp Unit 2 Restart (Nicholson) , dc.
(Maintenancg_As.Jessm (Trapp)- ~~~~ y W '*~^~
' 495 T~
h*a NSCP 15soection [Tr --
40500 Team (Nicholson) ?
EAL Classification (DRSS)- - 6# 9"#'
III. Qpen Items (15 minutes) -- [b URI & IFI-(Swetland)
_ A y /g# y4 *( [(7 1 C 4 2.206 Petitions (McKee)
' ddBL 4icenie~AinindiiIeiits (HRED
'1 o o 2. IV. Inforcement (Nicholson - 15 minutes) 13 \0 Strategy for Procedure & Corrective Action Violations - 77 i ,
Alleaations (Nicholson - 15 minutes) 4 [Y.
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I\ Supervisory Sensitivity Training (Barkley) 1' Status & Trend Plan & Schedule Referral Followup VI, 2LM Recommendations (Durr/McKee - 45 minutes)
VII. Future MAP Action (Durr/McKee - 15 minutes)
/Di!; cuss NeeTTor Public Meetin{# E DF'
,z $ g ' Use of MAP Problem List MAP Involvement l'ith NU Initiatives (PEP, etc.)
VIII Close Meetina (Durr/McKee - 15 minutes)
Summarize Decisinns & Actions Criticue Meeting e- '? ---C5chedule Next MeetiluD NOTE: ' AGENDA ITEMS III, IV AND V MAY BE SHORTENED OR DELETED IF TIME DOES NOT PERMIT ALL THE ITEMS.
30/ - f/S - 7605
, x 2.o / 33 2 L
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!AhL fa t1 r-( ) A I MAP AGENDA al?p/3t s orst 4
,,j JANUARY 5, 1995 8:00am - 11:00am
' JJ I. Current Plant Status (Swetland - 15 minutes)
Outage Restart Ongoing Issues Recent Management Changes
'I 4 'I . Insnection Initiatives (45 minutes)
Operability /Reportability (Trapp)
Material Condition (Beaulieu)
Unit 2 Restart (Nicholson)
Maintenance Assessment (Trapp)
NSCP Inspection (Trapp) 40500 Team (Nicholson)
EAL Classification (DRSS)
'JJ III. Open Items (15 minutes) N' 6
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, '"y 4 " ' URI & IFI (Swetland) 3 2.206 Petitions (McKee) h CD P A'Iv's A u f A 'i IT C'"[ License Amendments (McKee) 6 [gh , g,4,g p g. y, g a ,
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,' '5 IV. Enforcement (Nicholson - 15 minutes) J /' 4 ,44A Mf'6 N -
Strategy for Procedure & Corrective ActionViolatio[gg,4 30 V. 911enations (Nicholson - 15 minutes)
Supervisory Sensitivity Training (Barkley)
Status & Trend Plan & Schedule f eral Followup t{ VI. SMM Recommendations (Durr/McKee - 45 minutes)
{c VII. Future MAP Action (Durr/McKee - 15 minutes) a N ~ NO '+ Discuss Need for Public MeetinD Use of MAP Problem List
[],,f coIici (?) MAP Involvement With NU Initiatives (PEP, etc.)
R4] VIII. Close Meetina (Durr/McKee - 15 minutes)
Summarize Decisions & Actions Critique Meeting Schedule Next Meeting NOTE: AGENDA ITEMS III, IV AND V MAY BE SHORTENED OR DELETED IF T PERMIT ALL THE ITEMS.
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o UNE2 RESTART ISSUES Dennition: Restart issues are MAP ltems that should be resolved and reviewed prior to unit initial mode change. A separate MAP meeting with NU may be necessary va provide a forum for NU to explain thdr w,sative aedons, including assurance that the aedons art adequate.
- 1. Work Corttrol
- 2. Vulneibility of 4160 SWGR room for common mode failure due to water intrusion.
- 3. Design of enclosure building Altration system reference LER 940949 4 Appendix J program deficiencies "OE $ M#AA Abh AM9 MS I J ,% I b eSO T Oh % O I( M Tl$ (7e)% ((C T ($.b M f
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s UNIT 2 nrRTART INSPECTION I. PRIOR TO UNIT HEATUP
- a. Status and gdwieance of program / process impicvw ents.
Correedve aedons Work control Procedures
- b. NU restart plan.
Management involvement NU restart criteria
- c. Plant equipment status Configuradon control & lineup Containment integrity hMag (AWOs, jumpers & PIRs) '
Testing (PMT & surveillances)
Modification backlog
- d. Status and performance of software Procedures Drawings Training Commitments II. DURING PLANT HEATUP
- a. Communications Shift turnover Preevolution brief Plant status
- b. Operations Procedute usage Workarounds Coordination & control
- c. Plant equipment Tesdng Rework III. MANAGEMENT MEBTING NU articulate why they are confident they can restart and operate Unit 2 safely.
Discussion should include W4 v.iative actions, verification that actions were sufficient, effective, and bound the issues.
IV. PRIOR TO CRITICALITY Followup items from nanagement meedng V. CRITICALITY AND POWER ASCENSION Increased normal and h=%Nft inWaas to monitor performance, m.s ecae e,,,, w .niaan wiew 4nic,,iu et on ecct-en- ,
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. y f N PLOBLEM: Millstone has a long history of poor performance regarding procedure compliance and corrective actions. Almost ever on site can be traced back to weaknesses in these areas. y problem Consecuently. the lutt staff is driven to cito each new event, regarclass of safety significance. This situation has detracted from the staff's ability to focus on the broader, more fundamental issues.
BACERADLas Inspection report 94-18 that two recurring them/17/16 cover letter, es were apparent in bothdated August the NRC 11,19H, discened and licensee-identified findings. First, the frequency of falling to follow procedures continue to be unacceptable. Second, the quality anc timeliness of corrective actions too often has been narrowly focused and delayed such that recurrent problems are not prevented. As a result, a management meeting was held in Region I on October 11,19H.
Northeast management stated during the management meeting that " Millstone
$tation Performance is Less Than Expected." Regarding t1e procedure compliance concerns, Northeast Utilities effectiveness of the procedure upgrade p ( ec)t was underway to focus onstated that an e process management, people and cu ture, a compliance. The development and implementation of " focused" recommendations was stated as a deliverable from this affort. The target for finishing this evaluation was given as November, 1994, with an action plan developed by mid-January,1995.
Northeast Utilities stated that weaknesses in their corrective action program included:
- Ah111ty to identify rscurring problems from a site perspective.
Ability to identify and act on adverse trends.
Timeliness for iglementstion of corrective actions.
The NRC findings support this assessment. As a result, NU announced the formation of an Events Group to establish a single point of accountability for probles reporting and corrective action management. The target date for having this group staffed and fully functional was mid-February,1995.
Previous initiatives ed task groups femed to improve Millstone " performance and culture" have not been successful. The NRC inspection staff is skeptical that this latest effort will succeed. Consequently, the NRC staff is expending-valuable resourcer citing violations of very low safety significance. For sxampls, in inspection report 50-336/94-21, dated August 31, 1994, a level V violation was issued for failure to follow procedures.
This was cited because of ' recurring problems in the area of procedural adherence.'
RECWEEWATIg4 Schedule inspection initiatives during the third and/or fourth quarter of 1995 to assess NU progress at laplementing their corrective actions. In the interis, apply the standard enforcement options, to include the use of non-cited vlulations for issues of minimal safety significance.
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f MILLSTONE ASSESSMENT PANEL MEETING MINUTES h JANUARY 5,41995 g ATTENDEES: P. Mc+Kee*
J. Andersen*
L. Nicholson P. Swetland R. Arrighi R. Cooper R. Barkley* D. Beaulieu J. Durr J. Trapp R. Delaesprilla
- Participated telephonically The Hillstone Assess!nent Panel met onsite in the senior resident office. The meeting folkwed the agenda in attachment 1. The following summarizes the topics discussed and the conclusions reached by the panel:
. . I. Current Plant Status - The current plant status was provided by P.
g Swetland. Unit 3 is generally performing well; -they will enter their refueling outage in mid-April; major effort is expected on the reactor coolant pump impeller project.
,3 Unit I currently is dealing with the leaking, fuel pin and is not d) scheduled for refueMing before late 1995. I current major issue is the drifting safety relief valve setpoints. The' valves have been recently refurbished and are acceptable for operation at this time.
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0 Unit 2 is in -the refueling outage and will reload the core in 1 to 2 weeks. The stactup is currently scheduled for March; we think,,may slip.
8 F. Dacimo assumed the position of VP at Haddam Neck; M. Brothers assumed the Unit Director position at Unit 3. This change was, in fact, a gradual transition because Dacimo was out for several months for training and Brothers was running the unit. The Unit 2 Outage Manager was replaced with a contractor who had recently revised the work control program.
hire Thisoutage a permanent is perceived manager.to be a temporary replacement
,I until they cans # ,' E There may be a conflict in the restart inspection process du to the overlap of the INPO Plant Evaluations, the licensee's restar and the NRC inspection activities.
The licensee is assembling a self assessment team consisting of 8 people from Seabrook, YAEC and ex-NRC (J. Heltemes). The evaluation will be onsite for 2 weeks.
The MAP discussed using an integrated assessment approach to the Unit 2 res+ art, taking advantage of the licensee's effort and integrating our inspection activities to limit the resource drain on both organizations.
This would have the advantage of keeping the licensee focused on recovery rather than supporting a large NRC team at the critical stages of restart. It will require the buy-in by Regional Management, support from DRS and coordination with the licensee. The licensee's effort is beginning soon and will need early notice by us of our intentions.
t The approached described in the preceding paragraph has been used for the SWSOPI inspection and the Cooper SET.
II. Inspection Initiatives '
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@r , The operabliity/ reportability inspection was performed during the week of December 5. The results are still in transition and.-in some cases, C awaiting more information from the licensee (Unit 3 CCW is a potential p, URSQ). Some of the findings were the licensee is good at identifying V problems, evaluations are thorough; however, they are not timely in their resolution, they have no single corrective action system and they do de facto design changes using procedure changes without the 50.59.
The material condition of Unit 2 was assessed by the resident staff and they found it is fairly good. Equipment unavailabilities range fairly h low (e.g. AFW .007, RBCCW 100% available, emergency ac power .021!
Other observations include: /
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- No treading of corrective maintenance.
- PMT program fairly good.
Overtime use is fairly high, particularly among first line superviscrs who are overloaded.
Corrective maintenance backlogs are low, 462. This is good considering there is a new initiative by the staff to identify deficiencies that were workarounds before.
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The control room deficiencies were fairly high, 79 jumpers /some as old as 1988. The licensee is committed to reduce the number of p;
jumpers to below 25,with a goal of 15, 1 %
The MAP discussed what our restart issues should be. It was agreed the MAP members would provide J. Durr their list of critical issues by January 13.
There is a maintenance initiative scheduled for Millstone on April 10 and 24. The inspection group will be P. Bisset, J. D' Antonio, and R.
Reyes. They will focus on Units 1 and 3.
L. Nicholson presented a draft restart inspection plan for comment to i
the MAP, attachment 2.
l The NSCP inspection is scheduled for 4/17 and will consist of J. Trapp, l someone from NRR human factors and T. Shedlosky.
The 40500 inspection is still planned for the May time frane and will be led by W. Raymond. Currently it is planned that the NRR-FM and the PE will assist; also, possibly someo ,e from DRS. May was selected because l ..
the SALP period ends on 11/4/95, they are making changes that were to l < be implemented in January of 05,,this would allow some time for l impitmentation before we looked,at the process.
i The EAL inspection will be moved because it will conflict with INP0.
NRR is proposing a pilot inspection at Millstone to look at the commitment reduction program. It is proposed to take place on Jan. 25-27 or Feb. 7-9. They want a participant from the region, Cooper proposed P. Eselgroth.
III. Open item status: The 3 units currently have nearly 250 open items an the books. Considerable efforts were expended this recent reporting period to reduce the number and see if it is realistic to have the h resident staff and PE's M cope with the volume. Progress was made; hovever, the licensee does not have acceptable packages prepared for our review. The SRI and section chief will attempt to encourage the licensee to devote the proper resources to prepare the packages for our g review. The SRI and section chief will propose their actions to the MAP V membersbytgJan.20.
Q) NRR discussed the status of the 2.206 petitionsf license amendments.
IV. Enforcement strategy for severity level V violations was discussed.
Because of the past history at Millstone, low level violations that would not be cited at other facilities are being cited at Millstone, g They represent a series of procedural adherence violation $that are part of an ongoing, long-term corrective action process. L. Nicholson presented a proposal, attachment 3, for the MAP's consideration that would stream line the process and permit dealing with these collectively rather than separately.
- L.
The MAP concurred in the concept and taskedfNicholson to implement the policy.
V. Allegations- The staff atteNed the licensee's supervisory sensitivity training that is being provided to the licensee's supervisory staff.
The training is provided to make supervisors aware of their responsibility to receive and process worker concerns. The training was good; it is effective in getting the message across to first line supervisors; if the supervisor fails, he is remediated; if he fails again, he is fired.
Two letters have been sent to the licensee containing a large number of allegations for their resolution. The licensee's response will be
>s audited by NRC.j All of these are of low safety significance.
V. i It wa noi.ed the NSCP director is doing better; he has been assigned to the site.
VI. SMM Recommendations- Considerable discussion ensued regarding the MAP's recommendatin for putting Millstone on the problem plant list. Items considered included: 1) The material condition inspection had favorable results; 2) the plant is shutdown and will not restart until the licensee brief regional management regarding the effect eeness of their recovery efforts; 3) there is a " reverse CAL" in place, albeit, less filling; 4) placing the plant on the problem plant list only redirects i
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their focus from fixing problems to dealing with the media, intervenors, and wall street. The consensus was to recommend that the plants not be put on the problem plant list. However, it was recommended that the
" trending letter" be sent as a warning to ensure the licensee's management stays focused on the problems.
VII. Future MAP Actions- A proposal was made for making the licensee restart meeting public and at the site. The consensus was that this should be the recommendation to NRC management.
From this discussion, it was agreed that a milestone chart of the significant events would be prepared by J. Durr. Ais , MC 0350 would be used as a guide were applicable for restart of Unit 2 The MAP discussed the viability of pursuing the PEP as a separate effort. It was concluded that because the licensee had incorporated the PEP into the business plan and the MAP had extracted the salient issues and placed them in the MAP problem list, the MAP need no longer address the PEP as separate effort.
VIII. The MAP will reconvene on January 24, 1995 to discuss, at a minimum: 1) the integrated assessment approach, which combines the licensee's assessment process and NRC assessment; 2) the integrated restart list for Unit 2; 3) Unit 2 restv t inspection plan; 4) open item action plan;
] 5) enforcement recommendat mi; 6) milestone chart for restart.
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