ML20210N386

Requests Background Info on Util Prior to Commission Briefing on 951116.Informs of Chairman Briefing Scheduled for 951106

ML20210N386
Person / Time
Issue date:	10/06/1995
From:	Schuetze G NRC
To:	Shirley Ann Jackson, The Chairman NRC COMMISSION (OCM)
Shared Package
ML20210N243	List: ML20210N238 ML20210N311 ML20210N348 ML20210N370 ML20210N381 ML20210N386 ML20210N397 ML20210N399 ML20210N404 ML20210N408 ML20210N413 ML20210N416 ML20210N444 ML20210N453
References
FOIA-97-178 NUDOCS 9708250205
Download: ML20210N386 (35)

Text

. ..

i Prom: Gerry . Sc (GPS)

To:

Date:

SAJ irley Frfday, Ocf

' n1995 er 6, 5:30 pm subject: Chairman's Briefing i

Chairman Jackson -- l 1

You have requested background information on Commonwealth Edison I prior to the Commission briefing on Thursday, November 16. I have scheduled a Chairman's Briefing for this purpose on Monday, November 6, at 4:00 p.m. in the lath floor conference room.

CC: DKR, AVC, KLW, JWJ, MDT, ESW 0

e PDR FOIA PARADIS97-178 PDR WO32,$c y OT

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AGENDA FOR OCTOBER 11,1995 ,

COMED DROP IN VISIT WITH CHAIRMAN. JACKSON 2:30 PM - 3:30 PM i

!. Introductory Remarks James J. O'Connor - .

11. Comed Nuclear Division Performance - Michael J. Wallace  !

111. Discussion of Key Strategy issues Michael J. Wallace i

• Leadership  ;

• Standards and Accountability -

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__ Materiel Condition ,

• 1 L Competition -

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O EEII 14eeting between 14essrs. O'Connor and Wallace (Comed) and NRC Chainnan Jackson October 11,1995 2:30 PM .

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I EEIIAsenda I. Introductory Remarks II. Comed Nuclear Division Performance III. Discussion of Key Strategy Issues i

Leadership .

Standards and Accountability Materiel Condition Competition

llgf Corporate Commitment to Safe Nuclear Operation e Comed is and will continue to be a Nuclear Utility

- Principal Subsidiary of Unicom

- Currently operating 12 units at six sites Units capable of generating 11,500 MW Units generate 75% of system output l - $13.5 Billion invested in nuclear power plants

- Essential aspect of strategy .

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lgy Corporate Commitment to Safe Nuclear Operation e Safe, Reliable Operation is Paramount

- Performance improvement efforts will continue until all plants meet top industry performance standards

- Fundamental Changes in structure of Nuclear Organization starting to show results Mr. Wallace providing essential leadership Creation of SVP Positions as focus of responsibility ensuring greateraccountability Addition of highly experienced corporate VPs has provided valuable breadth as well as expectations for higher performance standards

s llgl Corporate Commitment to Safe Nuclear Operation

)

L e Key Corporate Support Personnel

- J. Stephen Perry BWR VP (Acting Dresden l SVP) l - Kenneth Strahm PWR VP I - John Hosmer Engineering VP

! - Jack Brons Nuclear Support VP ,

- Jean Pi'erre Mercier Maintenance VP (uM :ra es ye

e We recognize that we still have a long way to go i

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( Corporate Commitment to Safe Nuclear Operation

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• Board of Directors Committed to Support and Oversight of Nuclear I

Activities  ;

l - BOD continues to provide all necessary resources i

- Nuclear Operations Committee to the BOD actively oversees Nuclear Operations i

l 4 member Nuclear Operations committee has been strer,gthened with the

addition of two senior, highly experienced consultants:

> Dr. Ed Mason Chairman / BOD Member  :

Dr. Arden Bement (rt.w4 :P.-4) Consultant I Admiral Peter Heckman Consultant .

Admiral Lando Zech Retired BOD Member

- Focuses on leadership and perfonnance issues j - Visits each site at least annually and provides immediate feedback on plant situation i l -

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lgll Corporate Commitment to Safe Nuclear Operation

• Changing Competitive Environment Being Addressed

- Long-term Strategy based on continuing commitment to nuclear l I

power

- Creation of Unicom provided necessary flexibility for responding to changing circumstances

- Initiatives being developed to meet industry deregulation

- Continuing reliance on nuclear power adds impetus to success of performanceimprovement efforts .

llll Background on Nuclear Operations Division i

e XOD Structure

- Chief Nuclear Officer

- Corporate Vice Presidents

- Site Vice President.s

- Nuclear Operating Committee

- Nuclear Executive Committee

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, lgy Background on Nuclear Operations Division e How XOD Operates

- Each site has an Site Vice President

- SVP responsible for strategic station direction J. Stephen Perry Dresden (acting SVP)

Ed Kraft Quad Cities Karl Kaup Braidwood Ken Graesser Byron Richard Tuetken Zion Robert Querio LaSalle .

- Three have been externally recruited; three have been internally recruited

- Station Managers are responsible for day-to-day operation of the site

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llll Background on Nuclear Operations Division e Nuclear Operating Committee

- Composed of CNO, his direct reports and the SVPs

- Sets direction for the Division e Nuclear Executive Committee Composed of CNO, BWR/PWR VPs, Engineering and Nuclear Support VPs Horizontal review of performance in functional areas

- Nuclear Executive Committee Leadership Support Focused on BWR Improvement Plan and other significant plantissues Provides backup leadership when key executives support sites i

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\ llll Background on Nuclear Operations Division l

! . e Overall NOD Strategy

- Follows comprehensive strategy developed in 1993 l

l - Each site is responsible and accountable for

performance through the SVP l - Corporate office supports but does not direct sites l - Safe operation: Operations IS in charge at the sites i

lllll Overview of Station Performance-Dresden e Continues to Implement Dresden Plan e GradualImprovement: Arrested Adverse Performance Indicator Trends with substantial reductions in radiation doses, backlog of operator workarounds and control room deficiences e Focused attention on reducing personnel errors and improving work control effectiveness e Mr. Perry Assigned Role of Acting Site Vice President and several managers recruited from outside with proven track record

l llgl Overview of Station Perfonnance-Dresden i e Actions taken to address operator workarounds via materiel condition upgrades involving completion of feedwater flow calibration testing, HPCI drain pot bypass ,

valve replacement, installation of new deep bed cathodic protection system, replacement / testing of Unit 2 and 3 l refuel bridges and permanent installation of Unit 1 fuel f

l pool demin system 1

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l lllll Overview of Station Perfoi,11ance-

\ Dresden 1

e Work Management - Process Improvements focused on improving work and outage management e PRA actively being applied to schedule online maintenance consistent with safety e Significant improvements in Radiation Protection area resulting in 35% personnel dose reduction,6% plant area contamination reduction and removal of 42 of 85 hot spots i

• Dresden Cultural Assessment and Remediation Imtiative i

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llgl Overview of Station Perfonnance-Quad Cities e Plant is in recovery and improving at a slow rate  :

Eguipment performance is still a significant concern I

- Material condition improving Significant resources devoted to fix major equipment deficiencies e vibrations on major rotating equipment

_ ' Feedwater

. control e electro-hydrauliccontrol

. control rod drives lf .

. recirculating systems

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l llgl Overview of Station Performance-l Quad Cities e Course of Action due to be completed by end of 1996

- Supports BWR Improvement Strategy

- Implemented by annual management plans Individual accountability implemented through PPR process

Actions required for success in each focus area clearly detailed

! Senior management tracks progress and takes appropriate actions i

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lgll Overview of Station Perfonnance-  !

Quad Cities  !

e Safety focus and conservative operating philosophy evident

- Strong oversight of control room operations improvement in coaching of operators on expectations and enforcement of compliance of the expectations ]

- Aggressive management response to plant events Improved efforts in control room communications and panel awareness has led to improved unit performance i

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• ALARA planning and implementation improved

- Contaminated area decreased (currently at 3.8%)

- Dose - Currently at 656 rem vs. goal of 690 rem l - Outage dose _543 rem vs. goal of 75_02em f rA4 '# W i e Problem identification and reporting improved e Engineering evaluations improved

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glll Overview of Station Performatice-LaSalle e

e LaSalle is improving e Material Condition continues to be a concern e Station below its ALARA dose goal by 4%

e Operating Department culture changing as reflected by

" Operations is in Control" philosophy instituted by new Operating Department Manager e LaSalle regained INPO re-accreditation of Maintenance and Technical Training Programs and has taken leadership l

role in piloting industry prepared Initial Licensing Exam e Line-by-line comprehensive review of Tech Specs, surveillances and procedures being performed by previous Operations Manager to help validate compliance

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lgy Overview of Station Performance-

, Zion 1 i t

e Rate of progress no longer meeting expectations ,

l e New perspectives on mdustry expectations and standards l provided as a result of key manager personnel changes j t e Station management emphasis on operations in order to improve communications.  !

e All systems walked down by system engineers and l

Material Condition Action Plan developed to focus '

j i maintenance activities  !

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l n t llgl Overview of Station Performance- i i Zion i o Clean sweep initiative continues in Condensate Pump areas and has reclaimed RHR pump rooms e Minor Maintenance group completed 2961 activities by mid-year, Fix-It-Now Team completed 142 actions and '

110 operator workarounds in process of being resolved f e Workforce knowledge / skill level evaluated and training j provided to improve workforce capability e 8 senior individuals from EDF have begun a two year

assignment at Zion to provide outage expertise l

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}lll Overview of Station Performance-Braidwood e Continues to operate strongly

- Potentially significant concerns being addressed e Continues to operate strongly: Unit 1 on line 167 days continuous operation prior to outage, Unit 2 >150 days Material condition recognized as a concern and comprehensive materiel condition strategy being implemented e Major equipment already repaired include Condensate pumps, Auxiliary building fans, and Chemical feed tanks

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.  ;(kg lllll Overview of Station Performance-Braidwood e Management prewnce in the field increased to instill higher performance standacds and bettter communicate expectations e Continuing to work with NRC staff on approval of 3 volt interim plugging criteria for steam generators

t llll Overview of Station 1 erformance-Byron '

e Continues to be recognized as good performer: Unit 1 on line >300 days and Unit 2 >200 days e Material condition program established to monitor each system down to component level e Have conducted cultural surveys and semina~rs on team building and leadership development with focus on becoming a " Learning Organization"

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lllll Key Strategic Issues e Four Issues that cut across entire Division

- Leadership Standards and Accountability

- Material Condition

- Competition

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l ll$$$ Key Strategic Issue-Leadership Leadership Required at All Levels e

e Senior Management at Corporate Offices and the Stations Recruited Externally for Talent and Expertise e Comed Management is preparing future executives for a deregulated environment e Experienced Commanding Officers from Nuclear Navy recruited and orientation training program underway for  :

transition to civilian nuclear power e Comed Mid-Level Management Skillis Being Enhanced through Accelerated Development Program, Coaching and Mentoring i

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llll Key Strategic Issue-Standards / Accountability .

e High Standards and Clear Accountability Critical to )

Achieving sustained, High Level Safe Performance e At the BWRs, Additional Support by BWR Improvement Team o Enhanced Oversight has been instituted at the Sites through Management Review Boards and at the Corporate Offices via the Nuclear Operations Oversight Committee Increased ownership of Quality Program by SVP a result 4

e of realigning Site Quality Organization

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l llll Key Strategic Issue-Standards / Accountability e Sites responsible for " transforming" issues and establishing higher standards via Focus Areas of Excellence e Conservative Decision Making Training being conducted to emphasize lowering the trip point to take actions that are more conservative in favor of increasing safety margin

- Started at the BWRs with Simulator Training

- Now expanded to PWRs and to other personnel 4

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-i Bjg Key Strategic Issue-Material Condition e Site specific detailed plans have been prepared and are being implemented to address material condition problems e Site specific detailed plans have been prepared and are being implemented to address material condition problems aroun .s have been identified and prioritzied for t

l e

< J . . .

OISlon in Work aCl1VilleS

- Analyses demonstrate that the risk associated with the unavailability of safety significant systems is acceptable 1

i ggy Key Strategic Issue- i Material Condition e Maintenance Strategy Comprised of Three Functional l Categories

- Program Control i r

Timing of Work Work ControlTask Force

. - Work Execution i t

Quality / Quantity of Work  !

Maintenance Process Improvement Effort I

-- Analysis Performance Based Maintenance System Engineering Process Improvement ,

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m J llll Key Strategic Issue-Competition i e Committed to-Competing Successfully as Nuclear Source of Electricity e Alternative Strategies Under Development and Evaluation as Basis for Continued Operation as a Nuclear Source of Energy

i llgl Key Strategic Issues-Competition e " Big Picture" Actions already underway to meet the challenges

- BWR Improvement Strategy implementation critical to successful future Substantially increase margin of safety and capacity factors by improving equipment reliability and j

availability Reduce expenditures by streamlining necessary work and eliminating unnecessary work l

- Attain engineering technical excellence by acquirmg full knowledge and control of design basis to support engineering independence

ggy Key Strategic Issue-Competition -

Develop union / management collaboration Continue ersonnel development of internal staff throu ucation d training and supplement with a few outstanding outsiders Continue development of nuclear generating team i culture  ;

Educate the entire division in the realities of business and competition

- Instill a sense of urgency for all these changes by continually asking, "What if it all happened tomorrow?"

'l EEII conciusions e Current / future Strategy Based on Comed Remaining a Nuclear Utility o Performance Improvement at Current Sites Clearly Critical to Ability to Compete l

e Long Term Commitment to Nuclear Power Gives Added

[ Impetus to Improvement Efforts e Adequate Resources and Senior Management Attention l

! Available to Support Performance Improvement

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