Text

Second Final Response to FOIA Request for Documents. Releasable Portions of App B Encl & Available in Pdr. Portions Withheld (Ref FOIA Exemptions 5 & 6)
	ML20210N585
Person / Time
Issue date:	08/14/1997
From:	Racquel Powell; NRC OFFICE OF ADMINISTRATION (ADM)
To:	Matthews J; MORGAN, LEWIS & BOCKIUS
Shared Package
ML20210N591	List: ML20210N585; ML20210N606;
References
	FOIA-97-148 NUDOCS 9708250387
	Download: ML20210N585 (3)
	v • d • e

{{#Wiki_filter:. - --~;-- i FOIA - 97-148 h g) RESPONSE TYPE ht RESPONSE TO FREEDOM OF X xl FINAL ( 2 nd ) l l PARTIAL INFORMATION ACT (FOIA) REQUEST o^" ,g 3, g '**O DOCtkli NUMBL R(S> for ppin:ab'el a RE QUE S T E R John E. Matthews PART 1.-AGENCY RECORDS RELE ASED OR NOT LOCATED (Seccheckedbomest No agency records subject to the request have been located. No cdditional agency records subject to the request have been located. Requested records are available through another public distribution program. See Comments section. Agency records subject to the request that are iden1fied in Append,ntes) are already available for pubhc inspection and copying at the NRC Public Document Room. 2120 L Street, ILW., Washmgton, DC. Agency records st.bject to the request that are identified in Appendixfes) are being made available for pubhc inspection and copying et the NRC Public Document Room,2120 L Street, N.W., Washington, DC, in a folder under this FOIA number. The nonproprietary version of the proposal (s) that you agreed to accept in a telephone conversation with a rnember of my staf f is now being made available for public..ispection and copying at the NRC Pubhc Document Room,2120 L Street, f. W., Washington, DC, in a folder under tNs FOI A number. Agency records subject to the request that are identified in Ar,endix(es) may be inspected and copied at the NRC Local Pubhc Document Room identified in the Comments section. Enclosed is information on how yoy may obtam access to and the e,harges for copying records located at the NRC Pubile Document Room,2120 L Street, N.W., Washington, DC. y Agency records subject to the request are enclosed. Records subject to the request have been referred to another Fede,el agency (ies) for review and direct response to you. y Fees y You will be billed by the N RC for fees totahng 5 374.16 You will receive a refund from the NRC in the amount of $ in view of NRC's response to this request. no further action is being taken on appeal letter dated , No. PART 11. A-INFORMATION WITHHELD FROM PUBLIC DISCLOSURE Ccriain information in the requested records is being withheld f rom public disclosure pursuant to the exemptions described in and for the reasons stated in Pert it B, C, and D. Any released portions of the documents for which only part of the record is being withheld are being made available for public y inspection and copying in the NRC Public Document Room,2120 L Street, N.W., Washington, DC in a folder under this FOl A number, COMMENTS The records identified on enclosed Appendix B are responsive to your request. The releasable portions of these records are enclosed. The fees for the processing of your request are: Professional Search - 3 hrs. 20 mins. S112.21 = Q f~]/ \\ 179.55 Professional Review - 5 hrs. 20 mins. / = Duplication 82.40 412 pga. = Total $374.16 I This completes HRC's action on your request. h / m MATtf t, OIR ECTO V ' ~ N OF F O J l MATION AND PUBLICATIONS StHVICES h,%s W ' fm p .w 9700250387 970814 [kkkIhkkk,, PDR FOIA MATTHEW 97-148 PDR

P otA NUMetN$1 DAtt RESPONSE TO FREEDOM OF INFORMATION ACT (FOIA) REQUEST FOIA 97-148 (CONTINUATl!N) l d~ W l PART 115-APPuCABLE EXEMPTIONS Records subject to the request that are described in the enclosed Appendix (es) O are being withheld in their entirety or in part under the Exemption No (s) and for the reason (s) given below pursuant to 6 U.S.C. 652(b) and 10 CF R 9.17(a) of NRC fegulations, 'l l1; The withheld informaten is property classified pursuant to Executive Order. (Ememption Il ] h Tse..ee mformat e.,a,.s s ,y to t~ mt.m., pers i r s.nd -.eres of ~eCm.em-on 2, r - w_.. mf _.t_. s_f...y e.empt.d f _ _ d_.ur. by st. tut. _.t._.._,, Sections 141145 of the Atomic Energy A:t. which prohibits the disclosure of Restricted Data or Formerly Restricted Data (42 U.S C. 21612165). Section 147 of the Atomic Energy Act, which prohibits the disclosure of Unclassified Safeguards information (42 U.S.C. 2167). 4, The wtthheld anformation as e trade secret Or t'ommercial or financaal mformation that is bemg withheld for the reason (s) indacated, (Exempton 4) The information is consdered to be contdential busmess (propnetary) mformation The Aformation is Consdered to be proprietary enformation pursuant to 10 CFR 2.790idHt). The mformation WM tubm#tted and roccived in confidence pursuant to 10 CFR 2 790tdH26 )(

6. ThN withheld mformatior con' sects of mteragency or entraagency records that are not avadable throv0h discovery donne htigation (Exemption 5). Applicable Privilege:

Dehberetsve Process, Disclosure of predecisional mformation would tend to mhibat the open and franti enchange of ideas essential to the dehberative process Where records are withheld m their entic ety, the f acts are mentricably mtertamed wit % the piedecisionalinformation. There aiso ere no reasonably segregable f actual X portions t.ecause the release of the f acts would permit en endisect inquiry mio the peedecismnal process of the agency Attorney work product pnv49e (Documents prepared by an attorney m contemplation of htig ation 1 Attorney <hent privilege. (Confidential communications between an attomey and his/her client.)

6. The withheid mtormation is enempted from putHic disclosure because its disclosure would result m a cleariy unwananted mvesion of personal pnvecy (Eumption 6)

7. The withheld mformation consists of records compiled for law enforcement purposes and as t,emg withheld for the reasontsi moicated (Enemption 7)

Disclosure could raasonably be espected to interfere with an enforcement proceedmg because 11 could reveal the scope, direction, arid focus of enforcement effor!s, and thus could possibly allow recipients to take action to shield potential wrongdome or a violation of NRC requirements from investigators. (E nemption 7 ( A)) Disclosure weald constitute an unwaeranted Invasion of personal pnvecy. (Exemption 7(Cl) The mformation consists of names of mamduals and otner information the disclosure of which could reasonaniv be espected to reveal identities of confidsntial sources. (Exemption 7 (Oli l IOTHER l PART 11. C-DENYING OFFICIALS Pursuant to 10 CFR g.25(b) and'or 9.2 Sic) of the U S. Nuclear Regulatory Commimon regulat ons, it has been determmed that the informatron witnhaid is esempt from pr+ duction or disclosure, and that its product.on or d sclosure is contrary to the publ<c mtereit. The persons responsible for the demal a e those of ficials identified below as denymg officiais sewf the Director. D+sion of Freedom of information and Pubhcations Services. Of f.ce of Admmistration, for any denials that may be appeated to the Executive Director for Operations (E00). l DENYING OFFICIAL TITLE / OFFICE RECORDS DENIED APPELLATE OFFICIAL l ECO SECRETAM IG IAshok-C. Thadani Acting Deputy Executive App. B X l Director for Regulatory Effectiveness Program [ Oversight, Investigations I and Enforcement l l L l' PART 11. D-APPEAL RIGHTS The danial by each denying official identified in Part Lt.C may be oppealed to the Appellate Official identified there. Any such appeal must be made in writmg withm 30 days of receipt of this response. Appeals must be addressed, as approoriate, to the Executive Director for Operations. to the Secretary of the Commission, or to the Inspector General, U.S. Nxlear Regulatory Commission, Washington, DC 20555, and should clearly state on the envelope and in the letter that it is an " Appeal from an initial FOI A Decision." NRCFORM 464 (*

9)(1 91)

U.S. NUCLEAR REGULATORY COMMISSION

4 Re FOIA-97-148 APPENDIX B RECORDS MAINTAINED IN THE PDRtUNDER THE ABOVE REQUEST MUMBER NUMBER = DATE DESCRIPTION /PAGES 1. 6/23/93 Memo for the Commission from J. - Taylor,-subjects- "Results of the-NRC Senior Management Meeting, 6/14-16, 1993," with attachments, (30 pgs.) PORTIONS WITHHELD, EX. 5.

2..

6.17/94 Memo for the Commission from J. Taylor, subject: "Results of-the NRC.-Senior Management Meeting, 6/7-8/94,* with attachments, (82 pgs.)- PORTIONS WITHHELD,- EX. 5. 3. 1/21/94 Memo for-the Commission:from J. Taylor, subject: "Results of the NRC Senior Management Meeting, 1/11-13/94," (80-pgs.) PORTIONS WITHHELD, EX'S 5 & 6. 4. 1/27/95 Memo to the Commission from:J. -Taylor, subject: "Results of the NRC Senior Management Meeting >1/18-19/95," (45 pgs..) - PORTIONS WITHHELD, EX. 5. 4 ,/ c0 oW'"

~ l 1800 M stred. N "1. wanneon, o cmm G3OChiUS ur v m46n0m Fat M46N176 COUN5EL0R8 AT LAW F0WPA REGEST John E. Matthews Case k _fNN ' m46m4 Oste Redd: _i:=3_%-17. 1 ActionOtt ._.. #9 1. - - April 21,1997 VIA FEDERAL EXPRESS U.S. Nuclear Regulatory Commission ATTN: Mr. Carlton Kammerer Director, Division of Freedom of Information & Publications Services Mail Stop T6E4 Two White Flint North 11545 Rockville Pike Rockville, MD 20852-2738 Re: Freedom ofInformation Act Reauest

Dear Mr. Kammerer:

Pursuant to the Freedorn ofInformation Act ("FOIA"),5 U.S.C. Q 552(a)(3), and 10 CFR Q 9.23(b), please provide copies of those parts of any NRC reports, notes, minutes, briefing books and supporting materials regarding discussions of the Cooper Nuclear Station, Docket No. 50-298, (CNS), operated by the Nebraska Public Power District (NPPD), at the NRC Senior Management Meetings (SMMs) conducted in June 1993, January 1994, June 1994, January 1995, and June 1995. I understand that the NRC has produced documents relating to these SMMs in response to prior FOIA requests by other individuals. However, it appears that information relating to CNS was redacted from the copies of these documents placed in the NRC's Public Document Room (PDR) pursuant to FOIA Exemption 5 (10 CFR Q 9.17(5)). I believe that the following documents likely contain information responsive to this request that has been redacted: Results of the NRC Senior Management Meeting Held June 14-16,1993 (PDR Accession No. 940120127 930928) (FOIA PATTERS 93-441) Results of the NRC Senior Management Meeting Held January Il-13,1994 (PDR Accession No. 9509150306 950807)(FOIA COPELAN95-219) Q)o, Pbdadelphe Washington New Yorit Los Angeles Mams Harnsburg Pnneeton London Snmets Frankfurt Tokyo

6 sur U.S. Nuclear Regulatory Commission April 21,1997 Page 2 NRC Senior Management (SMM) Summary dated January 11-13,1994, Region IV,(PDR Accession No. 940825135 940818) Senior Management Meeting Summary and Related Enclosures, June 7-8,1994 (PDR Accession No. 9503060279 940909)(FOIA TEAQUE94-316) Letter from James M. Taylor, former Executive Director for Operations, NRC, to the NRC Chairman on Results of the NRC Senior Management Meeting Held June 7-8,1994 dated June 17,1994 (PDR Accession No. 9509150344 950807) (FOIA COPELAN95 219) Results of the NRC Senior Management Meeting Held in January 18-19,1995 (PDR Accession No. 9509080025 950801)(FOIA WILLIAM 95-218) Following the January 1994 SMM process, the NRC issued a " trending letter" to NPPD management regarding CNS' downward trending performance. Follow-up trending letters were then issued following the June 1994 and January 1995 SMMs. A letter removing CNS from downward trending status was issued following the June 1995 SMM. The NRC publicly announced its decisions regarding these trending letters. Therefore, we believe that information from the SMMs relating to CNS should be released for the same reasons the NRC has released information regarding plants which were placed on the watch list. Moreover, we 1 elieve that information relating to discussions of CNS performance at the SMMs should be release.1 because a former NRC official, who participated in the June 1993, January 1994 and June 1994 SMM processes, has made public statements regarding the ditcussions of CNS at t'.tese meetings, in a report dated February 28,1997, which has been submitted in litigatio. pending before ;he United States District Court for the Southern District ofIowa, Richard H. Vollmer, former NRC Director of the Office of Policy Planning, states as follows: Cooper was discussed at the January 11-13,1994 Senior Management Meeting in which I participated. It was clear from that meeting that Cooper's performance had not declined to an extent that its placement on the watch list was warranted....My sense of the meeting was to wait and see if there were major performance problems at Cooper. Vollmer Report, page 34. (A copy of this report is enclosed for your reference.) Regarding the June 7-8,1994 SMM, Mr. Vollmer states that."[i]t was clear to me at that meeting that the

Morgan. imvis eBockius m U.S. Nuclear Regulatory Commission April 21,1997 Page 3 NRC saw that Cooper had taken hold of and was in the process of resolving the NRC's issues." Vollmer Report, page 38. Oiyen the public nature of Mr. Vollmer's statements regarding the discussions of CNS in the SMM process, it is only fair that the NRC release the meeting minutes, notes, and briefing papers regarding the discussions of CNS in the SMM process. I would appreciate that any readily available materials, such as the redacted portions relating to CNS from the documents listed above, be provided as soon as possible. Please let me know, and I will arrange for these documents to be picked up at your convenience, either at Two White Flint or the NRC's PDR here in Washington. In addition, I would appreciate your making a good faith search for any other materials relating to discussions of CNS during the five SMMs conducted from June 1993 to June 1995, such as the briefing book summaries provided to NRC managers attending the SMMs and any documents similar to the documents specifically identified above. A jury trial in the litigation in which Mr. Vollmer submitted his report is set to commence on June 16,1997. Therefore, your prompt attention to this FOIA request will be greatly appreciated. I agree in advance to pay any reasonable fees associated with this request. However, I request that you notify me if you anticipate that the cost will exceed $500.00. If you have any questions, or ifI can narrow this request in any helpful way that will facilitate your response, please do not hesitate to call me at (202) 467-7524. Sincerely, p'/ John E. Matthews Enclosure

June 993 PREDE L MEMORANDUM FOR: The Chairman Comissioner Rogers Comi:sioner Curtiss Comissioner Remick Comissioner de Planque FROM: James M. Taylor Executive Director for Operations

SUBJECT:

RESULTS OF THE NRC SENIOR MANAGEMENT MEETlhG HELD JUNE 14-16, 1993 The purpose of this memorandum is to provide the Commission with a sumary of discussions held at the June 14-16, 1993 NRC Senior Managesent Meeting. As the Cowlesion is aware, NRC senior managers meet approximately biannually to review the performance of operating nuclear power plants licensed by the NRC, These meetings are conducted to assure NRC is focusing its resources on plants and rel,ated issues of greatest safety significance. Nuclear power plant performance was a major topic of discussion at this latest NRC Management Meeting. A sumary of the results of this discussion is presented in Enclosure 1. is a draft sumary of the June 14-16, 1993 NRC Senior Management Meeting and Enclosure 3 is a list of attendees at that meeting. Please note that the information contained with this memorandum is sensitive and will be first discussed publicly at the June 25, 1993 Comission meeting. OriginalM$ JamesILTaylor James M. Taylor Executive Director for Operations

Enclosures:

1. Sumary of Senior Management Meeting Results 2. Draft Management Meeting Sumary 3. List of Attendees cc w/ enclosures: SECY OGC document name:a:\\sm\\results1. men y ~7) OCA '[ 'i OPA DISTRIBUTION: JMTaylor t JHSniezek j-- JBlaha HLThompson t WHBateman-RO: l DED L Inkma'ica in this record was da.eted t EDO rf WHB m JHS .( - JM r 06 93 06 /93 la anc.d3Cc3 WRh b c -a DEDR rf Mg/93 giarienn i rREvesdt rW9pbS'."*R. ML

l" PREDEC 10NAL 4 4 ENCLOSURE 1 Summary of Senior Management Meeting Results 4

PREDECI L The following chart lists conclusions reached by the senior managers at this meeting and from the previous meeting for nuclear power plants: Meetino Dates Cateoorv 3 Cateoorv 2 Cateoory 1 June 14-16, 1993 Browns Ferry 1&3 Brunswick 1&2 Dresden 2&3 Fitzpatrick Indian Point 3 South Texas 112 January 26-28, 1993 Browns Ferry 113 Dresden 2&3 Zion 112 Fitzpatrick Brunswick 1&2 The following chart lists conclusions from this meeting and from the previous meeting for materials licensees: Meetino Dates Facilities for Priority Attention June 14-16, 1993 General Atomics-Sequoyah Fuels January 26-28, 1993 General Atomics-Sequoyah Fuels NRC senior management plans to continue to review the status of all reactor and other licensees on an approximate six-month frequency. Determinations will then be made to add or delete licensees from this list based on demonstrated performance. This program represents a concerted effort by the NRC senior management to focus NRC resources on those plants and issues of greatest safety significance and risk. PREDECIS

l' PREJECISIONAL ENCLOSURE 2 Draft Management Meeting Sumary e ? PREDE 10NAL

l* 1 // PR ECISIOCAL. NRC SENIOR MANAGEMENT (SPN)

SUMMARY

June 14-16, 1993 l Region II Following the June 1985 loss of feedwater event at Davis-Besse, one resulting NRC action was that senior NRC managers periodically meet to discuss the plants of greatest concern to the agency and to plan a coordinated course of action. On June 14-16, 1993, the NRC senior managers held theli fifteenth such meeting. The int meeting was held in Region I in January 1993. The meeting in Region II was structured to review the status of the problem plants identified at the last meeting and to review the performance of other plants to detemine if any changes should be made to the list of problem facilities which require close monitoring by NRC. In reviewing the reactor plants that have experienced significant performance problems, the NRC managers have set the following categories of performance based upon plant actions to date to correct the problems and to achieve improved operations. 1. Plants removed from the list of problem facilities. Plants in this category have taken effective action to correct identified problems and to implement programs for improved performance. L No further NRC special attention is necessary beyond the regional office's current level of monitoring to ensure improvement continues. 2. Plants autt.orized to operate that the NRC will monitor closely. Plants in this category have been identified as having weaknesses that i warrant increased NRC attention from both~ headquarters and the regional I office. A plant will remain in this category until the licensee demonstrates a period of improved performance. 3. Shutdown plants requiring NRC authorization to operate and which the NRC l will monitor closely. } Plants in this category have been identified as having significant j weaknesses that ::3rrant maintaining the plant in a shutdown condition i until the licensee can demonstrate to the NRC that adequate programs l have been established and implemented to ensure substantial improvement. I PREDECISI i /

2 7 PREDECISIONAL / .The following chart lists conclusions reached by the senior managers at this meeting and from the previous meeting for nuclear power plants: Meetina Dates Cateaory 3 Cateocry 2 Cateaory 1 h June 14-16, 1993 Browns Ferry 1&3 Brunswick 1&2 Dresden 2&3 ritzpatrick Indian Point 3 South Texas 1&2 January 26-28, 1993 Browns Ferry 1&3 Dresden 2&3 Zion 1&2 Fitzpatrick Brunswick 1&2 The following chart lists conclusions from this meeting and from the previous meeting for materials licensees: Meetina Dates Facilities for Priority Attention June 14-16, 1993 General Atomics-Sequoyah fuels January 26-28, 1993 General Atomics-Sequoyah fuels NRC senior management plans to continue to review the status of all reactor and other licensees on an approximate six-month frequency. Determinations will then be made to add or delete licensees from this list based on demonstrated performance. This program represents a concerted effort by the NRC senior management to focus NRC resources on those plants and issues of greatest safety significance and risk. / P/ RED

l 3 / o PREDECIJIONAL Specific Discussion of Problem Facilities Catecory 1: Plants That Have Been Removed From The List Of Problem Facilities None. Cateoory 2: Plants Authorized to Doerate that the NRC Will Monitor Closely BRUNSWICK 1 and 2 / c.- rompte y an overa de in perfonnance, RC cond a agnos evaluation (DET) in May 1989. Based on findings from the DET and its own self-assessments, CP&L implemented an Integrated Action Plan (IAP)~in September 1989. Although the IAP brought some improvements, they were overshadowed by continuing equipment failures, personnel errors, and work control problems. A special inspection effort was completed by Region II in April 1992 to assess why the IAP was not effective in achieving overall sustained improvement. This inspection revealed that the root causes of these continuing performance problems were management's failure to set high standards for the material condition of the plant, a failure of management to provide the leadership and support needed for continued improvement, and a lack of critical self-assessment. Indicative of these causes was the need to shut down both units on April 21, 1992, due to structural integrity concerns over diesel generator building interior walls - an issue that was mishandled by the licensee several times and should have been resolved earlier. Follo wn in April, CP&L discovered that physical deficiencies extended beyond the 4 diesel butiding walls. NRC concern over Brunswick's ma c ition and management effectiveness were not only reinforced, but increased. The facility was placed.on the Watch List as a Category 2 plant in June 1992. On June 23, 1992, the Region II Administrator requested that CP&L submit a performance improvement plan which addressed both short-term (pre-startup) and long-term (post-startup) issues. On July 23, 1992, CP&L submitted a Brunswick pre-startup plan and an overview of a corporate improvement program. CP&L's pre-startup corrective action commitments for Unit 2 were affirmed in a Confirmation of Action Letter (CAL) dated December 18, 1992. The licensee took the following action in response to the CAL: (1) completed the pre-startup corrective actions for those areas addressed in their startup plan of July 1992; (2) conducted thorough inspection / repair activities and 24-hour endurance runs on all four emergency diesel generators; and (3) performed line management and Nuclear Assessment Department reviews of equipment, personnel, and processes to assure readiness for restart. Brunswick Unit 2 received approval to restart in April 1993 following completion of a CP&L readiness assessment in February 1993 and an NRC Operational Readiness Assessment Team Inspection in April 1993. Brur.swick Unit 2 completed their power ascension program and reached full power in June 1993. Brunswick Unit 1 began a refueling outage in April 1993 with restart expected in October 1993. It was concluded that Brunswick should remain on / PREDECISIONAL /

4 f PREDECISIONAL the Watch List as a Category 2 plaf[until such time as it demonstr'ates improved performance over an extended time frame. DRESDEN 2 and 3 Dresden Station was placed on the NRC's Watch List in June 1987 and ren ved in December 1988. It was again placed on the list in January 1992. Significant causes for Dresden Station to be placed on the Watch List the second time were weaknesses in: work performance, supervision and control. of work activities, personnel fulfillment of management expectations, plant material condition, procedure quality and adherence, engineering support, allocation of resources to the station, communications, and corporate support. These weaknesses led to a number of problems and errors during the refueling outage late in 1990 and during operation in 1991. In late 1991 the Company undertook a number of actions to address these problems. This included self assessment and contractor assessment of the causes of the problems, development and implementatio* of an improvement program, personnel changes, increased resources, increased engineering support, increased' corporate overview, and contractor support to assist in the improvement program. As a result of these initiatives, progress is being made in a number of areas but o ch remains to be done. Some improvement has been made in material and equipe nt condition. Additional resources have been provided. Needed personnel' additions and changes have been made. Progress is being made on the improvement program. Comunications between management and the staff are improving. Planning and scheduling are improving, including shutdown risk considerations. And the station has had reasonable operating performance so far in 1993. Problems continue, however, as indicated by continuing equipment failures, personnel errors and weaknesses in the program for identifying and correcting problems. The attempted coverup of a control rod mispositioning event indicated that personnel performance and confomance with management expectations are still a concern. The flooding 'of the ECCS corner room due to a maintenance personnel error indicates a continuing problem with attention to detail. Attention is ctill needed to assure that the recent and ongoing engineering organization and process changes result in quality engineering suppcrt to the ctation. Further improvement and a demonstration that completed improverents can be sustained are needed. The recent Unit 2 refueling outage and Unit 3 forced outage showed improved coordination and management. Based on the need for continued improvement and the need to demonstrate the effectiveness of completed improvements, it was determined that Dresden Station Units 2 and 3 should remain on the Watch List as a Category 2 plant. FITZPATRICK FitzPatrick was discussed for the first time at the because of declining performance in operations, radiological c s, an fety assessment / quality verification. At that meeting, the NRC decided to perform PREDEC ltNAL

( 5 !$10NAL 'a DET.: The DET, conducted in the Fall of 1991, fou problemi in many [- -areas.. -s j 1991, NYPA shut'down the unit to address core spray On' November 27,lation owrability concerns. containment-iso On December 6, 1991, NYPA - notified the NRC that ttoy would not-restart the plant before the January 11, 1992,. refueling out:ge as initially planned. NYPA concluded that plant restart would not be prudent without a thorough review of fire protection and Appendix R concerns. On Decatber 19, 1991, NYPA submitted their Results Improvement Program (RIP) to achieve overall performance improvements.-To provide increased oversight'of licensee activities, the NRC fomed the FitzPatrick Assessment Panel (FAP) in December 1991. ' The NRC placed FitzPatrick on the Watch List as a Category 2 facility during the January 1992 SW1. The last SALP (2/91 through 4/92) found the level of performance et Fitzpatrick to be mixed. Performance in Operations, Maintenance /Surcillance, and Engineering / Technical Support declined from the last SALP period to Category 3s.- Aadiological Controls improved to a Category 2 and Safety Assessment / Quality Verification remained a Category 3. Of particular concern was the generally poor management oversight of daily plant activities and the weak engineering and technical support staff at the corporate office and on site. Since November 1991, the staff has conducted a significant number of inspection and assessment efforts to evaluate NYPA's progress in resolving technical concerns and correcting the underlying root causes of identified past performance deficiencies. On December 29, 1992, in a letter to NYPA, the NRC concluded that sufficient progress had been made to support safe plant operation. Fitzpatrick commenced a reactor startup on January 2, 1993, and reached 100% power on January 30, 1993. Since the last SW1,,the staff observed the unit restart and power ascension, and found control room decorum to be quiet and professional, operators used excellent heal communication and, senior licenrod operators exhibited good command and cceitrol. Management oversight of unit restart activities was excellent. Performance in radiological controls has been generally positive. Maintenance activities observed have been properly executed in accordance with station procedures. The staff's performance in a December 1992 EP exercise was:very good. NYPA has also implemented-severa? hittiatives to improve overall perfomance of communications between the site and corporate engineering offices. -However, there have been a number of cases where emergent engineering work has not been well handled. Overall, progress in tha Engineering / Technical Support area has been slower than expected. Fire protection and 10 CFR Part 50, Appendix R deficiencies have been a major concern at FitzPatrick since 1991. Until the licensee can implement leng-term . improvements, adequate compensatory measures have been taken to ensure that 'the fire protection system can perform its design function. An NRC Integrated Performance Assessment Team inspection to detemine the status of corrective: actions is under consideration for late 1993. FitzPatrick was continued on the Watch List as a Category 2 plant. PREDECIS L

) 6 PREDECISIONAL I)iDIAN POINT 3 n recognition that man of t e poormanagementoversigftandsupport,theNRCincreasedattention re a e on IP3 to determine if similar problems existed. Many similar concerns were identified. The most recent SALP (6/91 through 8/92) documented declining performance in Operations, Maintenance /Surycillance, Emergency Preparedness, Engineering / Technical Support, and Safety Assessment / Quality Verification. Engineering Technical Support declined from a Category 2 to Category 3 and Emergency Preparedness declined from a Category 1 to 2. l The major contributors to the declining performance appeared to be ineffective or inadequate management controls, as evidenced by untimely and ineffective review and correction of problems, and a growing volume of plant defic'encies. The problem with management controls was a major contributor to one pending enforcement action since the last SN1. Since the last EMM, two significant events occurred: First, on January 12, 1993, NYPA determined that the Anticipated Transient Without Scram (ATWS) Mitigation System Actuation Circuitry (AMSAC) had been inoperable since July 8, 1992. NYPA subsequently concluded that they had not maintained the AMSAC system in complete compliance with the ATWS Rule (10 CFR 50.62) and shut the plant down on February 26, 1993. Further review by NYPA indicated that the AMSAC system had been inoperable, under certain plant conditions, since initial installation in May 1989. Second, on March 19, 1993, during testing of the ultrasonic level monitoring system (ULMS) used during midloop operations, reactor operators isolated the only operable reactor coolant system (RCS) level indicating system (the hard-piped tygon) d en it was not responding as expected during draindown. Plant operators had r.ot notified licensee management of indicating system deficiencies and conducted unauthorized testing on the only operable RCS level indicating system. Additionally, maintenance had begun work on reacter coolant pump seals without having appropriate plant conditions met. In response to the declining performance, NYPA has implemented management and process changes to improve its performance, including the following: on April 8,1993, Mr. John Garrity took over as the Resident Manager; he has made numerous personnel and process changes at the site developed a daily status report documenting operations' top five concerns, annunciated control room alarms, and LCOs, to attain a t.2ightened Wareness of significant deficiencies required all personnel to complete training on procedural usage and verification. initiated an executive leadership development program to help senior managers lead t.;.u manage Indian Point 3. PREDECI NAL l

7 PREDECISIONAL established a site engineering group and staffed it with 22 personnel developed a Perfomance Improvement Plan (PIP), affecting both the site and corporate staff, to improve all aspects of nuclear plant operation defined issues that must be addressed prior to plant restart and connitted that a plant restart will not occur until NYPA management is satisfied with res. tart readiness and the NRC agrees with NYPA's. conclusion Since the.last SM, the staff has increased its oversight and assessmeiii efforts to evaluate NYPA's progress in resolving the underlying root causes of its perfomance deficiencies. On April 20, 1993, NYPA management and NRC representatives held a reeting on site to review the items NYPA considered essential to complete prior to restart. A Special Team Inspection was ennducted in May 1993 and attributed NYPA's performance decline to: (1) weak management processes and controls (2) weak management skills and vigor, and (3) weak independent oversight. The STI identified 10 additional restart items. The NRC's Executive Director For Operations, Director of NRR, and Region I Regional Administrator toured the Indian Point 3 site and met with senior plant management on May 19, 1993 and visited the NYPA trustees (board of directors) on May 25, 1993, to discuss Indian Point 3's performance decline. On June 7, 1993, Mr. John Brons announced his resignation as President and Chief Operating Officer of NYPA. Mr. Robert Schoenberger, who has been Executive Vice President, Finance and Administration, will serve as interim President. The NRC plans to conduct a Readiness Assessment Team Inspection (RATI) when the licensee indicates they are ready, prior to plant restart. There will also be augmented startup coverage during the startup. Indian Point 3 was placed on the Watch List as a Category 2 plant until such time that the licensee demonstrates that its new programs will result in improved performance. 's0UTH TEXAS PROJECT out exas roject has had declining perfomance uring the las tw ystematic Assessment of Licensee Perfomance (SALP) periods, steaming mainly from material condition and housekeeping, human performance, and organizational performance. In addition, repetitive hardware problems have resulted in numerous plant trips, transients, engineering safety feature actuations, and forced outages. Performance has continued to decline at STP since the last Sm. Actions taken by the licensee to improve the implementation of the corrective action program, and other licensee programs, have not been effective. Several management changes have been made at STP since the last SM. Among them are the Maintenance Manager; Group Vice President - Nuclear; and Vice President - Nuclear Operations. In addition, a new position, that of Vice President - Offdk. PREDE/CI /

8 PREDEC Nuclear Support, has been added. -.' Kecause these changes are recenti it-is too early to tell the effectiveness of the changes. STP has been issued five civil penalties since the last $901. The first involved personnel errors that resulted in work being performed on the wrong component, wrong train, and wrong unit. The second involved the failure to independently test all circuits associated with the reactor trip breaker shunt coil, the licensee's entry into a-shutdown Technical Specification--(TS) because of this deficient test and failure to inform licensed operators of the condition, and failure to follow procedural guidance for issuance of TS-guidance...The third involved _ several violations, including inappropriate -voiding of a post-maintenance test on an Emergency Diesel Generator (EDG) ~ following painting, resulting -in its being inoperable for 24 days due to paint dripping in to fuel metering parts. In addition, at the same time, a second EDG was inoperable for 61 hours. The fourth involved se.veral violations, including an-inadequate surveillance test program for the turbine driven . auxiliary feedwater pump, resulting in its being inoperable for 33 days. For a period of 61 hours at least;two EDGs were out of service on Unit I along e -with the turbipe driven auxiliary feedwater pump.' The fifth involved one train of low head safety injection that was inoperable for 18 months, because of motor operated valve (MOV) deficiencies. This violation was discovered during a special MOV program inspection. The inspection also disclosed additional weaknesses in the licensee's corrective program to address deficient-conditions associated with MOVs. A Confirmatory Action Letter-(CAL) was issued to STP as a result of the turbine driven auxiliary feedwater pump problems, which was supplemented in May 1993 because of additional problems. A DET reviewed the situation at STP and exited with the licensee on June 3, 1993. The DET identified performance deficiencies in the-areas of operations, maintenance and testing, and engineering support and found weaknesses in management had contributed to - these deficiencies.. The team found that although management had been aware of many of the problems for some time, they had not been effective-in resolving underlying-root causes and effecting improved performance. The team. documented the following root causes of the problems at STP: (1) failure of management to provide adequate support, (2) ineffective management direction and oversight, (3) failure to effectively utilize self-assessment and quality oversight functions,.and (4) ineffective root cause and corrective action

process. An oversight panel composed of managers from Region IV-and NRR has been estabitshed to assure a consistent agency tpproach to the issues being' identified. to. assure proper coordination of followup on safety issues, to schedule significant meetings and inspections, to assure that concerns of different NRC offices are properly addressed, and to assure proper coordination of the followup of issues identified by the DET. Manual Chapter 0350 has been invoked for restart approval.

'In view of their continuing deterioration in performance, the senior managers decided to place-STP on the NRC's Watch List as a Category 2 plant. PREDEC1 IONAL

9 7' PREDECIs10NAL Cateaorv 3: Shutdown Plants Reau a NRC Authorization to Doerate"and which tht,NRC Will Monitor Closelv BROWNS FERRY 1 and 3 In February 1984, TVA initiated a Regulatory Performance Improvement Program at Browns Ferry because of an unsatisfactory enforcement history. In 1985 all three units were shut down and defueled because of poor performance, - significant enforcement actions, several operational events, equipment failures, and the inability of management to identify and correct problems. In September 1985, NRC issued a 10 CFR 50.54(f) letter requiring TVA to document its corrective actions and schedule for implementation prior to restart. Browns Ferry Units 1, 2, and 3 were placed on the watchlist as Category 3 plants at the October 1986 SIN. In May 1991 the Commission a> proved the restart of Unit 2. Unit 2 was taken critical on May 24, 1991. T)e licensee's Power Ascension Test Program was successfully completed in August 1991..TVA's bettement programs resulted in improved performance and in June 1992, the SlH concluded that Unit 2 should be removed from the list of problem facilities. Significant management changes continue to occur thrnughout the TVA organization. In April 1993, Mark Medford was named Vice President Technical Support, which included responsibility for corporate engineering. In May 1993, Ron Eytchison replaced Joseph Bynum as Vice President, Nuclear Operations. The BFN Restart organization was abolished in September 1092 du to problems with implementing the first major Unit 3 modification activities. Engineering and construction activities to support restart of Browns Ferry Units 1 and 3 were integrated into the existing Nuclear Operations site organization under i Ike Zeringue, Site Vice President. Following consolidation of all BFN activities, TVA established site priorities which emphasized support of continued Unit 2 operations and the Unit 2 out tivities have diminished, h a J TVA has also identified a ( stantial in n r ues rn Unit TVA plans to first bring Unit 3 back on line with Unit I to follow. In general, TVA intends to adopt for Unit 3 the same criteria, technical positions, and conclusions established in previous Unit 2 SERs. The last official TVA schedule for restart of Unit 3 is January 1994. Unit I restart is scheduled for July 1996. No major modification activities are currently ongoing at Unit 1. Browns Ferry Units 1 and 3 will remain on the Watch List as Category 3 plants. PREDEC l

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12 PREDECI$10NAL P t COOPER NUCLEAR STATION This was the first time that the Cooper Nuclear Station (CNS) was discussed at the SMM. Concerns have developed about CNS because of a declining trend in performance. Although licensee personnel display individual pride in operating the plant during routine operational periods, they fail to pursue f aggressively and to evaluate of high activity, such as nonfully issues that are identified during periods s routine operational or outage periods. In addition, the licensee appears satisfied with meeting specific regulatory PREDECISIONAL )

] PREDECISIONAL requirements rather than fully considering the design bases for and safety implications of maintaining equipment or ensuring system operability. Senior management at corporate headquarters has maintained direct control over N This practice has resulted in. a middle management that has site activities. been reluctant.to.make decisions and always relies on upper management. ( Senior management had established the number of non-conformance reports as one performance indicator, which limited the number of corrective action documents and fostered an attitude that senior management was not dedicated to or even to identification of problems. The aggressive pursuit of problems,d and this causes the management to be reactive h organization is resource limiteThis reactive nature has been exacerbated by aging of rathe'r than proactive.the plant, a changed management team, and an increasing / resolved. A recent inspection identified that the licensee had provided inaccurate and incomplete information to the NRC in response to a Notice of ) construction strainers left in an emergency core cooling system, the licensee relied on verbal statements from the staff and on what they remembered to The findings resulted in escalated verify the removal of the strainers. enforcement and a civil penalty. The Itcensee has been one of the last plants to institute a designNonethe \\ reconstitution-program. deficiencies and concerns that have been identified are being adeq addressed. A personnel error caused isolation of the shutdown cooling system,,just 1 l ( hours after a scheduled shutdown. ) initial review has raised a question as to the effectiveness of It is noteworthy that this event occurred one day after the first week of the shutdown risk and outage management pilot inspection. The licensee recently found that the secondary containment was not isolatec ) The lack of isolation was not observed during from the ra.iwaste building. leak testing because the testing was conducted with the radwaste building HVAC / in operation,~which masked a 10-inch hole running from inside the reactor I buildths to tho' radwaste building. k \\ Several examples - A recent inspection showed ineffective problem resolution. h ) where safety-related equipment deficiencies were not properly resolved were / While corrective action program features appeared to be sound, identified. l . ineffective problem resolution still rescited because of poor p violation. ] Notwithstanding the recent, decline in perfomance by CNS, their overall ( -perfomance remains acceptable and inclusion on the NRC's Watch List is not warranted. PREDECISIONAL

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\\ 15 PREDEcts!0NAL C Xdditional Topics Discussed 1. ED0's Opening Remarks The EDO thanked the senier managers for their hard work on the multitude of issues facing the Agency. He requested that the senior managers challenge mid-level managers and first line supervisors in order to determine their PREDECISIONAL l

16 PREDECISI.0NAL readinast for further career growth. He reviewed some of the major challenges the NRC is presentl involved with and expressed concern that the budget cutti rocess wil i t nd offer management additional M 2.- Chairman'r, Opening' Remarks ? ),_ \\ \\ 8 a s ~ ~ ,4 N, e O .. g pY e l 3. Review of Enforcement Policy

17 PREDECISIONAL i n' summary it was decided the following actions would be taken in regards to escalated enforcement: o Exercise more judgement in the area of past performance, o focus on the message in the cover letter. Remove the discussion on how the dollar amount of the civil penalty was arrived et from the cover letter and include it as an attachment to the enforcement package. o An enforcement conference is not needed in all cases but should be held ifrequestedbyalicensee. o Other than the above, leave the existing enforcement policy alone. 4. Harassment and Intimidation (H&l) This particular topic was not included on the agenda but was discussed at this meeting. Two separate issues need to be addressed by the NRC. The first is action that should be taken once H&I is identified and the other is action that should be taken to prevent H&l. In res)onse to a Commission request, a study group headed by a senior manager will >e commi;sioned to review these issues and make recommendations as to how H&I sho?1d be handled by the NRC. 5. Policy Views of Ex-NRC Senior Mana rs ~ PREDECISIONAL l

18 g PREDECIS10NAL \\ i 6 6. Agreement States Issues There has been increased interest developing from a GA0 report on the subject and increased Congressional interest. One of the issues raised in the GA0 report identified that the NRC lacks a process and criteria to take back a program from an Agreement State if the state's program is determined to be ineffective. The GA0 report also ebserved that the NRC lacked a common set of evaluation factors to oversee .nent States and non-reemen dete their acceptabill c-- 'h f State Pr rams reviewed t dr imT e Director the issues stated above. I-It was concluded that this program should strive for objective replicable performance evaluation with the ability to identify problems and ensure improvement. 7. Materials Licensees GENERAL ATOMICS - SE000YAH FUELS Sequoyah fuels has been discussed at previ'ous SMMs and has been identified as a plant requiring priority attention. Discussions at the January 1993 SMM PREDECISIOKAL

19 PREDECISIONAL centered around the decision to shutdown the Uf6 operation and continue the DUf4 operation until June of 1993. Since that time there have been no changes in plans regarding shutdown of the DUf4 operation - )roduction activities are scheduled to be completed by the end of June 1993. lowever, concerns have arisen regarding financial assurance for decommissioning of the facility. As a result, the staff issued a Demand for Infonsation which required the licensee to provide a plan for decontaminating and decommissioning the facility for release for unrestricted use and a decommissioning fundthg plan. The licensee has responded to this request and the staff is evaluating the -~ response. fter shu own o te opera on, t e p n will have no portions operaf ng. While this plant will continue to receive priority attention, it is being shifted to the Site Decosuitssioning Management Plan for future oversight. PREDECISIONAL

hh: l 20 PREDECISIONAL 8. Good Performing Plants The criteria detailed in SECY 91-103 were used to identify and select plants to be recognized as good :>erfoming plants. The following plants will be formally Yecognized for t1eir good performance by a letter from the EDO: o DIABLO CANYON 1 and 2 o ST U)CIE I and 2 o SUMMER o SUSQUEHANMA 1 and 2 o GRAND GULF 1 PREDECISIONAL

PREDEC!$10NAL 9. Diagnostic Evaluation Team (DET) Inspection The senior managers reviewed the need for a DET inspectio fo Cities Station 4 10. AE00 Selected Topics Two topics were discussed by the Director of AE00. redirecti n of AE00's Divi f Safety P s. L-e second opic was a review of the action p an that resu rom ts in ton i 4:- 4-11. HMSS Selected Topics and quality manugement program (QM)) issues on the spedical inspection program and associated resources. It was stated that 1,600 quality management programs have been submitted to RC. This is very close to the total number red to be .r.- m M er ma ves, t air schedu ar status, and resource loading were also discussed. 12. Research Selected Topics A summary review of IPE status was provided. The IPE submittals and staff ~Mreviewsare retty schedule. All IPE SERs are scheduled to by Dec rie scuss on o oug ts on risk ase per ormance or lation followed. PREDECISIONAL

~';g 22 e PREDECISIONAL 13. Regulatory Review Status The status of the Regulatory Review effort was provided and discussions of the results of the effort ensued. It was requested that senior managers forward their comments to the review group by July 2,1993. The public comment period has been extended by 30 days and the final package is due to the EDO by August 31, 1993 with public commenti incorporated. 14. NRR, Selected Topics \\ The following topics were discussed as indicated by various NRR managers: o A status on steam generator tube probl nd action RC to address the concerns Was rovided. i o The Chainnan had requested an assessment of the inspection program and, in response, the staff developed a methodology to guide them in maccomplishingth Results of the regional asse nts of the implementation of the in ection ran were sed. M o An action ites from the January 1993 S M tasked NRR, regions, and AE00 to' identify events to NRR that have risk significance but were not reported ~on LERs. NRR was to analyze them for ri.sk significance and ass them on to AE00 for further analysis and incorpor%1on into their ses as PREDECISIONAL

~ 23 .i FREDECl510NAL o lessons learned from various technical issues were briefly discussed. The issues included the ECCS suction strainer clogging at Perry, the ECCS pump sini-flow recirculation system damage at Harris, the potential ater level readi at BWR and the incorrect rod motion . Mforarron at Sa b"~~ o As the result of a brieffhg to the Commission on the assessment of the inspection program perfomed by OPP, the Commission suggested the staff inform the utility corporate president or board of directors when a plant has been identified at an SP91 as trending toward placement on the problem plant list. The senior managers discussed ways to accomplish this and decided to formalize the identification of a trend t s the robl list directin er to each s nt.

4. -

t was also agre . at a ' trending wa acoment of a an ant list. At this St91 t was determined t at Perry should receive a 'tren in tier.' ' Trending letters' will be handled the same as letters to Category 1, 2, or 3 facilities.- 15. Personnel Issues 16. Region IV and V Realignment Study Details of the four options' studied by the task force to review the realignment of Re ions IV and V were presented and the conclusions and recommendations here will ssion on the s et June 2 1 17. Miscellaneous Topics The following topics were briefly discussed: s PREDECISIONAL l

24 o PREDECISIONAL o Regional administrators were asked what they thought of the value of the quarterly press briefings. All agreed they were valuable but that there was a decreasing interest with time and that at some time in the future it might be advisable to reduce their frequency. o Proposed guidance on inspector response to a licensee request for a re ndation for a source of help was handed out. o-18. Date and Locatio'n of Next Senior Management Meeting The next SM will be held January 11' and 12,1994 in Region IV. i 0 4 (P e l PREDECISIONAL

\\ ENCLOSURE 3 List of Attendees

NRC SENIOR MULAGEMENT MEETING JUNE 14-16, 1993 REGION Il list of Attendees I. Selin (Day $ only) J.M.Taylork,AE0D EDO J. H. Sniere DEDR E. L. Jordan, T. E. Murley, NRR

8. B. Hayes, 01 J. Lieberman, OE J. Scinto, 0GC L. J. Chandler, OGC W. T. Russell, NRR J. G. Partlow, NRR T. T. Martin, RI S. D. Ebneter,.Rll J. B. Martin, RIII J. L. Milhoan, RIV J. Montgomery, RIV p

B. Faulkenberry, RV D. Rathbun (Day [only) G. A. Arlotto, NMSS R. H. Vollmer, OPP C. J. Paperiello, NMSS C. Kammerer, SP (Day 1, Day 2-1/2) G. G. Zech, NRR (Day 2 & 3) W. H. Bateman, OEDO C. Paperiello, NMSS

0. Arlotto, NMSS L. Reyes, RII J. Heltames RES M. Malsch, OGC F. i llespie, RRG Day 3 T. Gdy, NRR Day 3 J. McDermott, OP Day 3

pa es.g k UNITED STATES y NUCLEAR REGULATORY COMMISSION U WASHINGTON, D.C. 30eeH001

g.....

y PRED ISIONAL June 17, 1994 e MEMORANDUM FOR: The Chairman Commissioner Rogers Commissioner Remick Commissioner de Planque FROM: James M. Taylor Executive Director for Operations

SUBJECT:

RESULTS OF THE NRC SENIOR MANAGEMENT MEETING HELD JUNE 7-8, 1994 The purpose of this memorandum is to provide the Commission with (1) a summary of discussions held at the June 7-8, 1994, NRC Senior Management Meeting, (2) copies of letters to be sent to the licensees of plants on the problem plant list that will be discussed at the June 23, 1994, Commission meeting, (3) copies of letters to be sent to plants selected as good performers in accordance with the allot program described in SECY-91-103, and (4) copies of followup letters to se sent to plants whose performance was trending downward. As the Commission is aware, NRC senior managers meet approximately biannually to review the performance of operating nuclear power plants licensed by the NRC. These meetings are conducted to assure NRC is focusin plants and related issues of greatest safety significance. g its resources on Nuclear power plant performance was a major topic of discussion at this latest NRC Managernent Meeting. A summary of the results of this discussion is presented in Enclosure 1. On June 21, 1994, the Regional Administrators will place a telephone call to the licensee of each plant in rategory 1, 2, and 3, each good performer, and each licensee whose performance was trending dowrward informing them of the staff's assessment of their plants, the basis for the conclusions made by the NRC Senior Managers, and of the June 23, 1994, Commission meeting. On June 21, 1994, the staff will transmit by facsimile the letters in Enclosure 2 to the Chief Executive Officer of each Category 1, 2, and 3 plant. The time of-these notifications is provided to give licensee management an opportunity to attend the Commission meeting if they should so choose. Also, on June 21, the letters in Enclosures 3 and 4 will be sent to the licensees of those plants identified as good or trending performers. is a draft summary of the June 7-8, 1994, NRC Senior Management Meeting, and Enclosure 6 is a list of attendees at that meeting. 7 Informatien in this record W3s deleted PREDECISTONAL in accordance with the Frm'n el Infonn3Uon -1+49' gpayf 18ll

PREDEC!$10NAL The Commissioners Please note that the information contained with this memorandum is sensitive -and will be first discussed publicly at the June 23, 1994 Commission meeting. Following the meeting, letters to licensees will be placed in the Public Document Room. C.Spm t,:gr.A ;y . %M.; M h/lte James M. Taylor Executive Director for Operations

Enclosures:

1. Summary of Senior Management Meetin') Results 2. Problem Plant List letters to Licensees 3. Good Performer Letters to Licensees 4. Trending Letters to Licensees 5. Draft Management Meeting Summary 6. List of Attendees cc w/ enclosures: SECY OGC OCA OPA-DISTRIBUTION. JMTaylor-JLM11hoan HLThompson JBlaha VMMcCree EDO rf DEDR rf document namete \\ sus l\\results. men OEDO M D 4 EDO VMMcCree JL ilhoan JMTa lor 06/l(,/94 ' 06/ /94 06/ /94 PREDECISIONAL

b'b c[F I'. 1 ** UNITED STATES S f f.j NUCLEAR REGULATORY CJMMISSION y wAssiwovos, opassanot j PRED ISIONAL e...+ January 21, 1994 i MEMORANDUM FOR: The Chairman Commissioner Rogers Cosnissioner Remick Commissioner de Planque FROM: James M. Taylor 4 Executive Director for Operations 4 j

SUBJECT:

RESUI.TS OF THE NRC SENIOR MANAGEMENT MEETING HELD JANUARY 11-13, 1994 The purpose 'of this memorandum is to provide the Comission wi.th (1) a sumary of discussions held at the January 11-13, 1994 NRC Senior Management Meeting, (2) copies of letters to be sent to the licensees of 41 ants on the problem plant list that will be discussed at the January 27, 1994 Comission meeting, (3) copies of letters to be sent to plants selected as good performers in accordance with the pilot program described in SECY-91-103, and (4) copies of letters to be sent to plants whose performance is trending downward. As the Comission is aware, NRC senior managers meet approximately biannually to review the performance of operating nuclear power plants licensed by the NRC. These meetings are conducted to assure NRC is focusing its resources on plants and related issues of greatest safety significance. Nuclear power plant performance was a major topic of discussion at this latest NRC Management Meeting. A sumary of the results of this discussion is presented in Enclosure 1. This meeting was extended to three days to permit discussion of major topics of interest of all NRC offices. On January 25, 1994 the Regionti Administrators will place a telephone call to the licenme of each plant in Category 1, 2, and 3, each good performer, and i each licensee whose perfonnance is trending downward informing them of the staff's assessment of their plants, the basis for the conclusions made by the NRC Senior Managers, and of the January 27, 1994 Commission meeting. On January 25, 1994 the staff will transmit by facsimile the letters in Enclosure 2 to the Chief Executive Officer of each Category 1, 2 and 3 plant. The time of these notifications is provided to give licensee man,agement an opportunity to attend the Comission meeting if they should so choose. Also, on January 25, the letters in Enclosures 3 and 4 will be sent to the licensees of those plants identified as good or trending performers. is a draft sumary of the January 11-13, 1994 NRC Senior Management Meeting, and is a list of attendees at that meeting. information in this record was deleted in accordante with th jedc.n cf In'ormation PR IONAL Act, ' xcqptions M e F0IA W-M q f09/fd dM g3

PREDECISIONAL The Comissioners January 21, 1994 Please note that the information contained with this memorandum is sensitive and will be first discussed publicly at the January 27, 1994 Comission meeting. Following the meeting, letters to licensees will be placed in the Public Document Room. 3%ned by @ lLTayW p James M. Taylor Executive Director for Operations

Enclosures:

1. Sumary of Senior Management Meeting Results 2. Problem Plant List Letters to Licensees 3. Good Performer Letters to Licensees 4. Trending Letters to Licensees S. Draft Management Meeting Sumary 6. List of Attendees cc w/ enclosures: SECY OGC OCA OPA DISTRIBUTION: JMiaylor JHSniezek JLMilhoan HLThompson 4 JBlaha WHBateman EDO rf DEDR rf Locument name:e tsamtresults.mes l OEDO E WHBa $ezek JMT or (/94 01/ /94 01/[)/94 0 PRED I 10NAL

A*, / 9 f J~k g n aeog% ,o UNITED STATES B NUCLEAR REGULATORY COMMISSION f W ASHINGT ON, D.C. 20566-0001 M %....+ / s hwy 2.1, t%5 HEHORANDUM 10: The Chairman Commissioner Rogers Commissioner de Planque j FRON: James H. Taylor NN Executive Dire o for Op tions

SUBJECT:

RESULTS OF TH NRC SENIOR MANAGEMENT HEETING HELD JANUARY 18-19, 1995 The purpose of this memorandum is to provide the Commission with (1) a sumary of discussions held at the January 18-19, 1995, NRC Senior Management Hecting, (?) copies of letters to be sent to the licensees of plants on the problem plant, list that will be discussed at the February 3, 1995, Commission Meeting, (3) copies of followup letters to be sent to plants whose performance was trending downward, and (4) copics of letters to be sont to plants to recognize superior performance in accordance with the program described in SECY-94-291. As the Comission is aware, NRC senior managers meet approximately biannually to review the performance of operating nuclear power plants licensed by the NRC. These meetings are conducted to assure NRC is focusing its resources on plants and related issues of greatest safety significance. Nuclear power plant performance was a major topic of discussion at this latest NRC Hanagement Heeting. A summary of the results of this discussion is presented in Attachment 1. On February 1,1995, the Regional Administrators will place a telephone call to the licensee of each plant in Category 1, 2, and 3, and each licensee whose performance was trending downward informing them of the staff's assessment of their plants, the basis for the conclusions made by the NRC Senior Managers, and of the February 3,1995, Commission meeting. On February 1, 1995, the staff will transmit by facsimile the letters in Attachment 2 to the Chief Executive Officer of each Category 1, 2, and 3 plant. The time of these notifications is provided to give licensee management an op>ortunity to attend the Commission Meeting if they should so choose. Also, on February 1, the lotters in

Attachment:

3 will be sent to the licensees of those plants identifiedastren(ingperformers. You will note th'at a single letter has been prepared to summarize NRC discussic#rclated to the Commonwealth Edison Company plant in Category 2 and those plants whuse performance was trending downward. The letters, which recognize those plants who have exhibited intymatic, in this re:oid was deleted In cccocnce d ty frgum ciinformation h(7)}fc%. W[f amm"""" Act, xem ts F01A f nN

4 e s The Commik*ioners \\Will be forwarded to the Commission in t. separate superior safety performance,ft management meeting summary of the January 18-memo. Attachrent 4 is a dra 19, 1995. NRC Senior Management Koeting, and Attachment 5 is a list of attendees at thLt meeting. NRC senior managers reviewed he events and performance problems at Hillstone Nuclear Power Station, Unit 2, and Salem Nuclear Generating Station. While it is clear that the itcensees of these plants have directed resources and management attention to address their concerns, I intend to request a meeting with the Board of Trustees of Northeast Utilities and a meeting with the Board of Directors of Public Service Electric and Gas Company to discuss the need for further improvement in performance at Hillstone and Salem, respectively. Please note that the information contained with this memorandum is sensitive and will be first discussed publicly at the February 3,1995, Commission Meeting. Following the meeting, letters to licensees will be placed in the Public Document Room. Attachments: 1. Summary of Sent:r Management Meeting Results 2. Problem Plant List Letters to Licensees 3. Trending letters to Licensees 4. Draft Management Meeting Summary 5. List of Attendees cc w/ attachments: SECY OGC OCA OPA pe s

N 4 \\ ATTAC!iMENT 1 Sunn:ary of Senior Management Heeting Results 4 + 1 I e e e ,m r 4

6 The following chart 11tts c6t'clusions reached by the senior managers at this meettra and from the previous ameting for nuclear pcwer plants: \\ gggijnaDstes .QAltggty 1 Cateaory 2 Cateaory 1 Jan. 18-15, 1995 Georug Ferry 113 Drest.an 213 South Texas 1&2 Indian Point 3 June 7-8, 1994 Browns Ferry 1&3 Dresden 243 Brunswick 1&2 Indian Point 3 South Texas 112 The following chart lists conclusions from this meeting and from *.'he previous meeting for materials licensees: o Meetina Dates Facilities for Priority Attention Jan. 18-19, 1995 Hone June 7-8, 1994 None NRC senior management plans to continue to review the status of all reactor and other licensees on an approximate six-month frequency. Determinations will then be made to add or delete licensees from this list based on demonstrated performance. This program represents a concerted effort by the NRC senior management to focus NRC resources on those plant: and issues of greatest safety significance and risk. k 4 9 e

r l 4 s 4 \\. ATTACHMENT 2: Problem Plant List Letters to Licensees 4 h 9 4 .u

l gacogk UNITED STATES g B NUCLEAR REGULATORY COMMISSION WASHINGTON. D.C. 2065HrJ01 k...../ t s Mr. Donald D. Jordan Chairman of the Board and Chief Executive Officer llouston 1.ighting & Power Company P.O. Box 1700 Houston, Texas 77251

Dear Mr. Jordan:

On January 18-19, 1995, the NRC senior managers rnet to evaluate the nuclear safety performance of operating reactors, fuel facilities, and other materials licensees. The NRC conducts this meeting semiannually to determine if the safety performance of various licensees exhibits sufficient weaknesses to warrant increased NRC attention or if it is trending adversely and requires that steps be taken to communicate concerns to the utility's president or board of directors. At the January 1995 Senior Management Hecting, the South Texas Project was discussed. Based on our discussions, it was concluded that the South Texas Project has demonstrated suttained improvement sufficient to warrant removal from the aroblem plant category that requires increased attention from both NRC leadquarters and Region IV. Plants removed from the problem plant category have taken effective actions to correct identified problems and to implement programs for improved performance. A summary of NRC discussions related to the South Texas Project follows: The NRC's inspection progra'm and overview activities have determined that licensee management has substantially corrected the weaknesses and underlying root causes that led to previous performance problems at the South Texas Project. Management has established high standards of performance, implemented improved self-assessment and corrective action programs, and upgraded the material condition of the two units to enhance equipment reliability. The relatively trouble-free operation of both units over a sustained period reficcts the effectiveness of licensee management actions and improved teamwork among plant staff. In particular, plant operation has been enhanced by more effective maintenance and engineering supp' ort that has resulted in reduced backlogs and improved equipment reliability. Recent management actions to ensure aa open, positive climate for employees to raise safety concerns fere noted and the restructured employee concerns program appears to be well-received by the plant staff. The NRC staff will continue to monitor the effectiveness of these actions. In summary, licensee actions have been effective in improving the safety performance of the South Texas Project. Therefore, the NRC has

t D. Jordan r determined that an enhanoed level of regulatory monitoring is no longer warranted. has been scheduled to be held An NRC Commission meeting, open to the public,ille, Maryland, on February 3, in the Commissioners' Conference Room in Rockv 1995 to review the results of the latest meeting of NRC senior managers. Mr. [eonard J. Callan the Region IV Administrator, has discussed the bases for our conclusions wIth regard to South Texas Project with members of your staff. If you have questions _ regarding this matter, do not hesitate to call me. Sincerely, James H. Taylor Exocutive Director for Operations Docket Nos. 50-498, 50-499 cc. See next page h k .f

-D. Jordan, s s cc: \\ Houston Lighting & Power Company Office of the Governor ATTN: William T. Cottle, Group ATTN: Susan Risff Director Vice President, Nuclear Environmental Po1\\cy P.O. Box 12428 P.O. Box 289 -Wadsworth Texas 77483 Austin, Texas 78711 Houston Lighting & Power toepany Judge, Matagorda County ATTN: James J. Sheppard, General Matagorda County Courthouse Manager 1700 Seventh Street Nuclear Licensing Bay City, Texas 77414 P.O. Box 289 Wadtworth, Texas 77483 Licensing Representative Houston Lighting & Power Company City of Austin Suite 610 Electric Utility Department Three Metro Center ATTN: J. C. Lanier/N. B. Lee Bethesda, Maryland 20814 .721 Barton Springs Road Austin, Texas 78704 Houston Lighting & Power Company- . ATTN: Rufus S. Scott, Associate . City Public Service Board General Counsel ATTN: K.-J. Fiedler/M. T. Hardt P.O. Box 61867 P.O. Box 1771 Houston, Texas 77208 San Antonio, Texas 78296 Egan &' Associates, P.C. Newman, Bouknight, Elgar, P.C. ATTN: Joseph R.-Egan, Esq. ATTN: Jack R. Newman, Esq. 2300 N Street, N.W. 1615 L Street, NW Washington, D.C. 20037 Washington, D.C. 20036 U.S. Nuclear Regulatory Connission Central Power and Light Company ATTN: David P. Loveless, Senior -ATTN: G. ~ E. Vaughn/T M. Puckett ' Resident Inspector P.O. Box 2121 P.O. Box 910 Corpus Christi, Texas 78403 Bay City Texas 77414 INP0 Central Power & Light company ATTN: C. A. Johnson Records Center 700 Galleria Parkway P.O. Box 289 Atlanta, Georgia 30339-5957 Mail Code N5001 Wadsworth, Texas 77483 Mr. Joseph M. Hendrie. 50 Be11 port Lane t 'Be11 port, New York 11713 f Bureau of Radiation Control State of Texas 1100 West 49th Street. Austin. Texas 78756:

t 4 $aasegk UNITED STATES [ NUCLEAR REGULATORY COMMISSION I WASHINGTON, D.C. 3004H001 s I. President & CEO Mr. S. David Freeman,ity New York Power Author 1633 Broadway New York, NY 10019 Dear Mr. Freeman On January 18-19, 1995, the NRC senior Unagers met to evaluate the nuclear and other materials safety perfonaance of operating reactors, fuel facilities, determine if the licensees. The NRC conducts this meeting semiannually to safety performance of various licensees exhibits sufficient weaknesses to warrant increased NRC attention or if it is trending adversely and requires that steps be taken to communicate concerns to the utility's president or board of directors. At the January 1995 Senior Management Meeting, the Indian Point 3 Nuclear Power Plant was discussed. Indian Point 3 Lontinues to be categorized as requiring close NRC monitoring. Plants in this category' have been identified as having weaknesses that warrant increased NRC attention until the licensee demonstrates a period of improved performance. A summary of NRC discussions related to Indian Point 3 is provided below: Since the last Senior Management Heating, performance at the facility has improved and substantial progress has been made towards restart of the unit. Paramount to improvement and progress at Indian Point 3 has been the establishment of your full management team, and their significant effort to instill an attitude fostering attention to detail and a questioning approach in conducting activities. However, necessary performance improvements have not_been fully achieved as evidenced by additional examples of personnel-errors and weaknesses in your corrective action process. Continued strong management attention is warranted to maintain the improving performance trend at the facility. Based on these considerations, the NRC will continue to closely monitor the programs and performance at Indian Point 3. Indian' Point 3 expects to be ready for NRC's Restart Assessment-Team in the near future. Once the NRC receives the Startup Inspection (RATI) diness _ Team report and a letter outlining the plant's Evaluation for Rea plans and schedule for heatup and system certification, the RATI entrance meetihe, which will be openpr public observation, can be scheduled. Following completion of.our inspection,_ our findings will be presented in an exit meeting open for public observation, prior to any decision on plant restart. An NRC Commission meeting, open to the public, has been scheduled to be held in the Commissioners' Conference Room in Rockville, Maryland, on February 3, 1995, to review the results of the latest meeting of the NRC senior managers.

9 S. Freeman s Mr. Thomas T. Martin, d to Indian Point 3 with members of your staff. Region'l Adm conclusions with regan If you have any questions regarding this matter, do not hesitate to call me. Sincerely,' James M. Taylor Executive Director for Operations Docket No. 50-286 cc: See next page k 4 6 h ( e

S. Freeman,, 4 cC Mr. Gerald C. Goldstein -Resident Inspector Assistant General Counsel Indian Point 3 Nuclear Power Plant Power Authority of the State U.S. Nuclear Regulatory Commission of New York P.O. Box 337 1633 Broadway Buchanan, NY 10511 -New York, NY 10019 i Mr. Charles W. Jackson Manager,ingNuclear Safety and Mr. Robert G. Schoenberger First Executive Vice President Licens and Chief Operating Officer Consolidated Edison Company Power Authority of the State of New York, Inc. of New York Broadway and Bleakley Avenues White: Plains, NY 10601 - Buchanan, NY 10511 123 Main Street Mayor, Village of Buchanan Mr. William J. Cahill, Jr. 236 Tate Avenue Executive Vice Presidant Buchanan, NY 10511 Nuclear Generation and Chief Nuclear Officer Mr.RichardL. Patch, Director ~ Power-Authority of the State Quality Assurance of New York Power Authority of the State-123 Main Street of New York White Plains,,(Y 10601 123 Main Street-Mr.c Leslie~M. Hill Resident Manager Union of Concerned Scientists -Indian Point 3 Nuclear Power Plant ' Attn: Mr. Robert D. Pollard P.O. Box 215 1616 P Street, NW, Suite 310 -Buchanan, NY 10511 Washington, DC 20036 Ms. Charlene D. Faison Director Nu' clear Licensing Power Authority of the State of New York 123 Main Street White Plains, NY 1060' Ms. Donna Ross -New York State Energy Office 2 Empire State Plaza ' ' 16th Floor Albany, NY 12223-( f,, Charles Donaldson, Esquire ' Assistant Attorney General New York Departmer,. of Law 120 Broadway-New York, NY-10271

\\ UNITED STATES

fW}

NUCLEAR REGULATORY COMMISSION r WASHINGTON, D.C. 20 % 0001 \\...../ \\ Mr. James J. O'Connor Chairman and Chief Executive Officer Commonwealth Edison Company P.O. Box 767 Chicago, IL 60690

Dear Hr. O'Connor:

On January 18-19, 1995, NRC senior managers met to evaluate the nuclear safety performance of o>erating reactors, fuel facilities, and other materials licensees. The 4RC conducts this meeting semiannually to determine if the safety performance of various licensees exhibits sufficient weaknesses to warrant increased NRC attention or if it is trending adversely and requires that steps be taken to cowunicate concerns to the utility's chairman or board of directors. At the January 1995 Senior Management Heeting, the Dresden, Quad Cities, and LaSk11e County Nuclear Power Stations were discussed. Dresden Station was placed on the NRC watch list for the second time in January 1992 as a Category 2 plant. Plants in this category have been identified as having weaknesses that warrant increased NRC attention until the licensee demonstrates a period of improved performance. A summary of HRC discussions related to Dresden follows: Through the first half of 1994, performance at Dresden improved in most areas, but the improvements were uneven and overall progress was slow, in August 1994, Unit 3 tripped during restart from an outage. The cause of the trip was operator inattention resulting in inw water level in the reactor vessel. At about the same timn, Unit 2 was shutdown due to multiple equipment problems with the High Pressure Safety Injection (HPSI) systeni that rendered it inoperable. Commonwealth Edison Company (Comed) management decided to keep both units shut down for a period of retraining for the operating crews, selected material condition improvements, and radiological condition improvements. Both units were restarted during the month of November. Operator performance during the restart and since have been good. Plant material condition continues to be a significant problem. J Although progress has been made with the large rotating components, an extensive backlog of items remains. The large backlog together with an inefficient wp'k control system is hampering progress. Radiological r conditions atTresden also need conJinuing attention. Specific plans are t' ing drawn up by Comed managets to address these and will be available for NRC review in the near future. In summary, a sense of progress is now evident at Dresden; however, much remains to be done. The NkC senior managers consider that more time is needed to determine if this improving trend can be maintained. Accordingly, Dresden will continue as a Category 2 plant.

l. James J. O'Connor \\ Adverse trends at Quad Cities ' Station were discussed at the January 1994, the June 1994, and again at the January 1995 Senior Management Meeting. A summary of the discussion follovs: During the last six months, Quad Cities followed a pattern similar to Dresden. Due to operational errors and plant material condition problems, both Quad Cities ' units were shut down by Comed management in October 1994. An intensive retraining program for the plant operators was undertaken and selected operator work-arounds, plant material condition items, and radiological protection improvements were addressed. Both units were restarted in December; however, the restart was somewhat marred by operator mistakes., Plant material condition remains a major problem and is complicated by inefficient work control and uneven technical support. Plans are being finalized for improvements of the most significant items over the next few months. While recent visits by senior NRC managers have observed positive developments at Quad Cities, the senior managers concluded that it was too early to conclude that the actions to date have been effective in arresting the adverse trends. I urge that you continue with your corrective actions. Adverse trends at LaSalle County Station were also discussed at the January 1994 and June 1994 Senior Management Meetings. The major issues were declining plant material condition, poor radiological conditions, and poor radiological work practices by employees. A summary of the NRC discussions related to LaSalle follows: Plant material condition is still a major concern at LaSalle. Some progress has been made, but plans for further improvements lack clarity and focus. Plant material condition problems continue to present operational challenges to the operators in the form of unexpected equipment failures and operatcr work-arounds. However, in the last few months, performance improvement initiatives have been effective in arresting the adverse trends in most areas. Operator performance has been satisfactory, and the operators have dealt well with several plant challenges. Plans have been outlined for reducing the large radiological source term, and the adverse trends in personnel contamination and contaminated areas have been reversed. Self-assessment has improved as evidenced by the rumber and threshold of problems being (dentified by plant staf,f. 7 Considering all of the factors, the senior' managers concluded that the declining trends at LaSalle have been arrested in most areas. Although the picture is still uncectain in the plant material condition area, the NRC senior managers decide 1 that, on balance, LaSalle should be returned to normal status.

0 James J. O'Connor s martke you to continue to de'41 with plant material condition problems with I ur cular emphasis on reducing plant challenges and operator work-arounds at LaSalle. An NRC Commission meeting, open to the pubite, has been scheduled to be held in the Commissioners' Confere'nce Room in Rockville, Maryland, on February 3, 1995, to review the results of the latest meeting of NRC senior managers. Mr. John B. Martin, the Region III. Administrator, has discussed the bases for our conclusions with members of your staff. If you-have any questions regarding this matter, please do not hesitate to call me. -Sincerely, James H. Taylor Executive Director for Operations Docket Nos. 50-10, 50-237, 50-249 50-254, 50-265 50-373, 50-374 cc: See next page k P

+ L James J. O'Connor--, s \\ cc: Michael I. Miller, Esquire Assistant Attorney General 100 hst Randolph Street Sidley and Austin one First National Plaza suite 12 Chicago -Illinois 60690 -Chicago, Illinois 60601 U.S. Nuclear' Regulatory Commission -.Mr. Thomas P. Joyce i -Site Vice President . Resident Inspectors Office LaSalle> Dresden Nuclear Power Station Station 6500 North-Dresden Road-- 2605 N. 21st Road - Morris, Illinois 60450-9765-Marsellies, Illinois 61341-9756 - Mr. J. Eenigenburg Chairman Statiot ;4anager, Unit 2 LaSalle County-Board of Supervisors Dresden Nuclear Power Station LaSalle County Courthouse Morris.. Illinois 60450-9765_ Ottawa, Illinois 61350 6500 North Dresden Road - Attorney-General Mr. D. Bax 500 South Second Street Station Manager, Unit 3 Springfield, Illinois 62701 Dresden Nuclear-Power Station -6500 North Dresden Road Chairman Morris, Illinois 60450-9765 Illinois Commerce Commission Leland Building U.S. Nuclear Regulatory Commission 527 East Capitol Avenue Resident Inspectors Office-Springfield,- Illinois 62706-Dresden Station-6500 North Dresden Road LaSalle Station Manager Morris, Illinois 60450-9766 LaSalle County Station L Rural: Route 1 1111nois Department' of Nuclear P.O. Box 220 ' Safety Marseilles,. Illinois.61341 Office of Nuclear Facility Safety 1035 Outer Park Drive Robert Cushing Springfield, Illinois 62704 Chief -Public Utilities Diviston Illinois Attorney General's Office Chairman 100 West Randolph Street Grundy County Board Chicago, Illinois 60601 Administration Building 1320 Union Street Mr. Stephen E. Shelton Morris, Illinois 604$0" Vice President X Swa-Illinois-Gasand Phillip P. Steptoe, Esquire f Electric Company Sidley._and Austin P.O.-Box 4350 . One First National Plaza Davenport, Iowa 52808

Chicago, Illinois 60603 l

James J. O'Connor-,, s Mr. L. William Pearce $~ Director Byron Lee, Jr. Station Manager Quad Cities-Nuclear Power Station P.O. Box 767 22710 206th Avenue North Chicago, IL 60690-0767 Cordova, Illinois 61242 Edward A. Mason-U.S. Nuclear Regulatory Commission Director Quad Cities Resident Inspectors r.0. Box 767 Chicago, IL 60690-0767 Office 22712 206th Avenue North Cordova, Illinois 61242-Frank A. Olson Director Chairman-- P.O. Box 767 Rock Island County Board Chicago, IL 60690-0767 of Supervisors 1504 3rd Avenue Samuel K. Skinner Rock Island County Office Bldg. Director Rock Island, Illinois-6120I P.O. Box 767 Chicago, IL 60690-0767 Director P.O. Box 767 Chicago, IL 60690-0767 James W. Compton Director P.O. Box 767 Chicago, IL 60690-0767 - Sue L.: Gin Director P.O. Box 767 Chicago, IL 60690-0767 -Donald Jacobs Director P.O. Box 767 Chicago,.IL 60690-0767 George E. Johnson Director P.O.- Box 767 i Chicago, IL 60690-07(7 / Harvey Kapnick Director P.O. Box 767 Chicago, il 60G90-0767

p aso t UNITED STATES g g ] NUCLEAR REGULATORY COMMISSION WASHINGTON D.C. 206554001 k *...+ /g \\ Mr. Oliver D. Kingsley, Jr. President, TVA Nuclear and Chief Nuclear Officer Tennessee Valley Authority 3B Lookout Place 1101 Market Street Chattanooga, TN 37402-2801

Dear Mr. Kingsley:

On January 18-19, 1995, the NRC senior managers met to evaluate the nuclear safety performance of operating reactors, fuel facilities, and other waterials licensees. The NRC conducts this meeting semiannually to determine if the safety performance of various licensees exhibits sufficient weaknesses to warrant increased NRC attention or if it is trending adversely and requires that steps be taken to comunicate concerns to the utility's president or board of directors. At the January 1995 Senior Management Meeting, Browns Ferry Units 3 and I were discussed. Browns Ferry Units 3 and 1 remain in the category of plants that requires NRC authorization to operate and warrants close monitoring by the NRC. Plants in this category have', or have had, sigr.ificant weaknesses and warrant maintaining the units in a shutdown condition until the licensee can demonstrate that adequate programs have been established and implemented to correct the weaknesses. A sumary of NRC discussions related to Browns Ferry Units 3 and 1 follows: Recovery of Unit 3 is progressing in accordance with licensee comitments and schedules. Most of the modification activities are entering the final phase of construction with primary emphasis on cable pulling, raceway supports, and pipe supports. The quality of the work appears to be high which reflects good work practices and an effective-quality assurance program. Interface = between the operating unit and units in recovery are well controlled and there have been no unit interactions. TVA Project Management has been effective in controlling the recovery and has focussed on maintaining excellent comunications internally to Browns Ferry and externally with the regulator. Licensing actions, such as technical specifications, have been submitted in a 3 timely fashion in parallel with the construction activities. Preoperational test and startup activities are in the initial phase and will proceed in, conjunction with completion of the modifications. Unit I recover (has a lower priority than Unit 3 and will be pursued in the future as defined by the overallrTVA nuclear plan. Based on these considerations, the NRC will continue to closely monitor the programs and performance at Browns Ferry Units 3 and 1. An NRC Comission meeting, open to the public, has been scheduled to be held in the Comissioners' Conference Room in Rockville, Maryland, on February 3,

D. Kingsley r 1995, to review the results ofgthe latest meeting of NRC senior-managers. Mr. Stewart D. Ebnater, the Reston II Administrator, has discussed the bases for our conclusions with regm to Browns Ferry Units 3 and I with members of your staff. If you have any questions regarding this matter, do not hesitate to call me. , Sincerely, James M. Taylor Executive Director for Operations Docket Nos. 50-259, 50-296 cc: See next page 4 4 r *~

l 4 D. Kingsley ~ s \\, cc:" Mr. 0.' J. Zeringue, Sr.- Vice - Mr. Pedro Salas President Site Licensing Manager . Nuclear Operations Browns Ferry Nuclear Plant Tennessee Valley Authority , Tennessee Valley Authority - 3B Lookout Place P.O. Box 2000 1101 Market Street-Decatur,~AL 35602-Chattanooga, TN 37402-2801 TVA Representative Dr. Mark 0. Medford, Vice President Tennessee Valley Authority Engineering & Technical Services 11921 Rockville-Pike, Suite 402 Tennessee Valley Authority Rockville, MD 20852 3B Lookout Place - i 1101 Market Street Mr. Leonard D. Wert Chattanooga,-TN 37402-2801 Senior Resident Inspector-Browns Ferry Nuclear Plant Mr. D.- E. Nunn, Vice President U.S. Nuclear Regulatory Commission New Plant Completion - 10833 Shaw Road- ' Tennessee Valley Authority Athens, AL 35611-3B Lookout Place-1101 Market' Street Chairman Chattanooga. TN 37402-2801 Limestone County Commission-310 West Washington Street Mr. R. D.-Machon, Site Vice Athens, AL 35611 President Browns Ferry Nuclear Plant State Health Officer. Tennessee Valley Authority Alabama Department of Public Health P.O. Box 2000 434 Monroe Street-Decatur, AL 35602-Montgomery, AL 36130-1701 General Counsel 4-Tennessee Valley Authority ET:11H

400 West Summit Hill Drive Knoxville,;TN 37902 Mr. P. P. Carter,. Manager j

Corporate Licensing : Tennessee Valley Authority -4G Blue Ridge-1101 Market Street t Chattanooga, TN 3740(-2801 I Mr. T. D. Shriver Nuclear Assurance and Licensing Browns Ferry Nuclear Plant Tennessee Valley Authority P.O. Box 2000 Decatur,- AL 35602

~. 4 4 ATTACHMENT 3: Trending Letters j to Licensees I 1 P

UNITED STATES _-b n NUCLEAR REGULATORY COMMISSION I WASHINGTON, o.C. 30446-0001 N,,..... \\. Mr. Ronald W. Watkins, President and Chief Executive Officer Nebraska Public Power District P.O. Box 499 - Columbus, Nebraska 68602_

Dear Mr. Watkins:

In my letters of January 25 and June El,1994, that followed the last two semiannual Senior Management Meetings (SMMs), I advised you of our concerns-regarding recent trends in performance at Cooper Nuclear Station. In my June 21 letter, I noted that additional time was needed for the NRC to assess the effectiveness of the actions you had taken to address these concerns following the January 1994 SMM. I further noted that you should review the adequacy of your planned actions in view of the plant hardware problems and i-personnel performance issues that were identified at Cooper Nuclear Station shortly before the June SIM. On January 18-19, 1995, an SMM was held at which NRC managers once again reviewed and evaluated the safety performance of operating reactors. The discussions regarding Cooper Nuclear Station considered the adlitional insights gained from your Diagnostic Self-Assessment conducted between July 25-and August 19, 1994, and the NRC Special Evaluation Team assessment conducted between August 15 and October 7,1994. Based on these discussions it was concluded that the corrective actions you are taking are responsive to the areas of.. concern raised by the NRC and. by your own self-assessments. ~ However, as we noted in our earlier letter of June 21,1994,- additional time is necessary to assess the effectiveness of these actions, as many of them are ongoing or just recently completed. An area of emphasis for NRC's assessments of Cooper Nuclear Station will be plant hardware and personnel performance during plant restart and power ascension activities, a If you have any questions regarding this matter, please'do not hesitate to call me. Sincerely, ( James M.. Taylor ExecutA17h Director for'0perations Docket No: 50-298 cc: See next page

4 R. Watkins T \\ cci Nebraska Public Power District Nebraska Department of Health ATTN: Guy R. Horn, Vice President - ATTH: Harold Borchert Director. Nuclear - Division of Radiolo ical Health 301 Centennial Mall, South P.O. Box 499 Columbus, Nebraska 68602-0499 P.O. Box 95007 Lincoln, Nebraska 68509-5007 Hebraska Public Power District ATTH: G. D. Watson, General Counsel Nebraska Department of Health P.O. Box 499 ATTN: Dr. Mark B. Horton, M.S.P.H. Columbus, Nebraska 68602-0499 Director P.O. Box 950070 Nebraska Public Power District Lincoln, Nebraska 68509-5007 ATTN: John Mueller, Site Manager P.O. Box 98 Department of Natural Resources Brownville, Nebraska 68321 ATTN: R. A. Kucera, Department Director Nebraska Public Power District of Intergovernmental Cooperation ATTN: Robert C. Goodley, Nuclear P.O. Box 176 Licensing & Safety Manager Jefferson City, Missouri 65102 P.O. Box 98 Brownville, Nebraska 68321 Senior Resident Inspector U.S. Nuclear Regulatory Commission Midwest Power P.O. Box 218 ATTN: James C. Parker, Sr. Engineer Brownv111e, Nebraska 68321 907 Walnut Street P.O. Box 657 G. G. Thompson Des Moines, Iowa 50303 Director Nebraska Public Power District Lincoln Electric System - Columbus, NE 68601 ATTN: Mr. Ron Stodd lith and 0 Streets.prd Wayne Boyd Lincoln, Nebraska 68508 Director Nebraska Public Pcwer District Nebraska Department of Environmental Columbus, NE 68601 Quality ATTN: Randolph Wood, Director Warren R. Cook P.O. Box 98922 Director Lincoln, Nebraska 68509-8922 Nebraska Public Power District Nemaha County Board of Commissioners ATTN: Larry Bohlken, Chairman David L. Duren lfemahaCountyCourthhuse ptrector 1824 N Street Nebraska Public Power District Auburn, Nebraska 68305 Columbus, NE 68601 o -____L__

+ R. Watkins s Bruce W.- Gustafson \\ Director Nebraska Public Power District Columbus, NE 68601 J. D. Hamilton Director: Nebraska Public Power District Columbus, NE 68601 R. E. Holzfaster Director Nebraska Public Power District Columbus, NE 68601 R. D. Johnson-Director Nebraska Public Power District Columbus, NE 68601 Doralene Weed Director Nebraska Public Power District Columbus, NE 68601 4 D. J. Nelson Director Nebraska Public Power District Columbus, NE 68601 L. S. Taylor Director i Nebraska Public Power District Columbus, NE 68601 k f~

\\ \\ 4 Attachment'2 Senior Management Meeting Sumary January 1995 h k .f

NRC EENIOR MANAGEMENT (SMH)

SUMMARY

January 18-19, 1995 Region IV Following the June 1985 loss of feedwater event at Davis-Besse, one resulting NRC action was that senior NRC tianagers periodically meet to discuss the plants of greatest concern to th% agency and to plan a coordinated course of the NRC senior managers held their eighteenth 18-19,1995,last meeting was held in Region III in June action. On January The such meeting in Region IV. 1994. The meeting in Region IV was structured to review the status of the problem plants identified at the.,last meeting and to review the performance of other plants to deterrSe if any ch. ges should de made to the list of problem facilities which require close montL ing by !G.'. In preparation for the meet'ing, NRR and NMU, . conjunction with the four regional offices AE00, OE, and RES, prepared t.:kground documents on the plants and licensees to be discussed. Inputs for each operating reactor plant included a summary of the most recent SALP knd SALP history, a discussion of current operating experience, current NRC and licensee activities, and performance indicator data. Data pertaining to safety significant hardware issues at the plants were also provided. This information was distributed to meeting attendees prior to the meeting. It provided the basis for review and discussion of each plant's performt-e and for senior management identification of those plants warranting increased NRC attention. In reviewing the reactor plants that have experienced significant performance problems, the NRC managers have set the following categories of performance based upon plant actions to date to correct the problems and to achieve improved operations. 1. Plants removed from the list of problem facilities. Plants in this category have taken effective action to correct identified problems and to implement programs for improved performance. No further NRC special attention is necessary beyond the regional office's current level of monitoring to ensure improve:aent continues. 2. Plants authoriz'ed to operate that the NRC will monitor closely. Plants in this category have been identified as having weaknesses that warrant increased NRC attentf on from both headquarters and the regional office. A plant will remain in this category until the lic~ensee demonstrates a period of improved performance. 3. Shutdown plants requiring NRC authorization to operate and wnich the NRC will monitor closely. Plants in this gategory have been identified as having significant weaknesses thatNarrant maintaining tps-plant in a shutdown condition until the licensee can demonstrate to the NRC that adequate programs have been established and implemented to ensura substantial improvement.

The following chart lists conclusions reached by the senior managers at this meeting and from the previous, meeting for nuclear power plants: s Meetino Dates Cateoory 3 Cateoorv 2 Cateoory 1 Jan. 18-19, 1995 Browns Fe'rry 113 Dresden 213 South Texas 112 Indian Point 3 June 7-8, 1994 BrownsFiry113 Dresden 213 Brunswick 112 Indian Point 3 South Texas 1&2 The following chart lists conclusions from this meeting and from the previous meeting for materials licensees: Meetino Dates Facilities for Priority Attention Jan. 18-19, 1995 None June 7-8, 1994 Hone NRC senior management plans to continue to review the status of all reactor and other licensees on an approximate six-month frequency. Determinations will then be made to add or delete licensees from this list based on demanstrated performance. This program represents a concerted effort by the NRC senior management to focus NRC resources on those plants and issues of greatest safety significance and risk. /** S

3 Scecific Discussion of Problem Facilities Cateoor_v 1: Plants That Have'Been Removed from the List of Problem Facilities s SOUTH TEXAS PROJECT SouthTexasPro,iect(STP)wasfihstdiscussedattheJanuary1991 Senior Management Meeting (SMM) and subsequently at the January and June 1993 meetings. Both units were shut down in February 1993 under a Confirmatory Action Letter (CAL) and a Diagnostic Evaluation Team inspection was conducted in April 1993. STP was placed on the Watch List in Category 2 at the June 1993 SM. After verifying that STP had adequateiy addressed all restart issues and following lifting of the respective CAls, Unit I restarted on February 18, 1994, and Unit 2 restarted on May 17, 1994. In August 1994 a 10-member team, with little or no previous experience with STP, p'erformed a pilot Customized Inspection Planning Process team inspection. The team found that performance at STP had improved in virtually all functional areas. The commitment and support of STP managers to resolve problems was evident and an atmosphere had been established to encourage the identification of problems. The self-assessment activities to ensure readiness for restart of the units was also noteworthy. The NRC issued its Systematic Assessment of Licensee Performance (SALP) report on October 21, 1994. The extended assessment period resulted from suspension of the normal SALP process during the plant shutdown. As usual, the assessment focused on the last 6 months of plant operation, which included the startup of unit 2 and the more recent dual unit operation. Although the SALP board noted several continuing challenges, performance in all functional areas was evaluated as good (category 2). In November 1994, the NRC evaluated the licensee's annual Emergency Preparedness exercise. No weaknesses were identified and the overall performance was excellent. This represented a significant improvement over prior graded exercises. Based on an overall i provement in site performance and confidence that the improvements will continue, STP was removed from the problem plant category that requires increased attention from both NRC headquarters and Region IV. Catenory 2: Plants Authorized to Ooerate that the NRC Will Monitor Closely DRESDEN 1, 2, & 3 Dresden was first placed on the NRC Watch List in June 1987 (removed December 1988) and then again in January.1992. Significant contrlbutors to Dresden being placed on the Watch List a second timeincluded weaknesses in: procedure quality and adherence, communications, execution of management expectations, plant material condition, supervision and control of work activities, work performance, and engineering and licensing support.

r 4 In the first three months following the last Senior Management Heeting (SMM), aerformance improvement stagnated. The Unit 3 refueling outage was extended secause of a large amount of. rework and an inefficient work process; however, the licensee did complete the glanned outage work. In August 1994 Unit 3 scrammed during startup due to operator inattention whirh resulted in a loss of control over reactor vessel kater level, and Unit L was shut down because of equipment problems with HPCI.\\ Based on the causal factors of. the Unit 3 scram and other plant deficiencies associated with procedure quality and adherence, equipment reliability, and operator training and standards, the licensee elected to maintain both units shut down while improvement initiatives were initiated. These two events also triggered substantial changes in the station's managemint and organizational alignment. During the unit shutdowns, improvement initiatives were identified in several focus areas including operator standards, operator work-arounds, HPCI system performance, foreign material exclusion practices, and plant decontamination. Over the 3 month shutdown period, the station achieved some success in addressing these issues. However, personnel errors associated with procedural adherence, corrective actions, and engineering support activities continued. In November 1994 both units were restarted. Operator performance during restart of the units was good with conservative decisions nade when problems arose. Significant material condition problems continue to adversely affect operating performance. Some improvement has been made, particularly with respect to large rotatin, equipment. However, a large and growing backlog of maintenance work exists, and the plant is nearly 100 percent reactive in responding to material condition issues. This is compounded by significant problems in the work control process. Dresden was continued on the Watch List as a CateCory 2 plant. INDIAN POINT 3 The Indian Point 3 (IP3) Nuclear Power Plant was first discussed at the June 1992 Senior Management Meeting (SHM). Many of the problems identified during the Diagnostic Evaluation Team (DET) inspection at FitzPatrick in the Fall of 1991 were found to exist at IP3, particularly in the quality of management oversight and the effectiveness of its corrective action progra.ns. submitted a Performance Improvement Plan In January 1993, the licensee (NYPA)bruary 1993, the NRC questioned the to address weaknesses at IP3. In Fe operability of the anticipated transient without scram mitigation system (AMSAC). In March 1993, NYPA responded to this concern as well as other performance issues by taking the plant to cold shutdown. A special inspection in May 1993 confirmed the existence of significant fundamental weaknesses at IP3, and it was placed on the Watch List in June 1993. In 1993 and 1994 there w ere a number of changgs in site and corporate management. On January 25, 1994, the Govertfor of New York announced the appointment of S. David Freeman as President and CEO of NYPA, effective March 1, 1994. Freeman then announced that Les Hill would become the

.mmanussuu m ek Resident Manager of IP3, effective March 18, 1994. On June 16, 1994, NYPA named Robert Deasy as the Vice. President of Appraisal and Compliance Services and Thomas Dougherty as the Vice President of Nuclear Engineering. On July 26,1994, former Syracuse ' Mayor Thomas Young was elected the new NYPA Chairman of the Board replacing Richard Flynn, who had resigned effective February 1,1994. William Cahill., Jr., former Vice President of Nuclear Production for Texas Utilities, now NYPA Executive Vice President and Chief Nuclear Officer, assumed his duties full-time beginning September 1,1994. Mr. Cahill formed a new department,d John Kelly its Vice President. Regulatory Affairs and reporting directly to him, and name The Resident Managers at both FitzPat'rtek and IP3 report directly to Mr. Cahill as well. In late August 1994 Les. Hil1~ announced that James Zach, formerly a Point Beach Plant Manager and'a Vice President with Wisconsin Power, was selected as the General Manager of Operations and Jees Comiotes was named the General Manger of Support Services. By September 1,1994, the full management team was in place. Management has made a significant effort to instil'1 an attitude fostering attention to detail and a questioning approach in conducting activities. However, NYPA continues to experience personnel performance problems at IP3. Recent examples include: (1) failure to identify leaking joints in the auxiliary feedwater system;.(2) failure to identify inoperable EDG room cooling fans; (3) failure to question dual indication of PORV position; (4) improper installation of a solenoid operated valve; and (5) performing maintenance on the wrong diesel generator. In October 1994, NYPA performed an independent assessment of its activities and determined that there had been significant improvement in areas such as plant operations, problem identification and resolution, work control, and physical plant readiness. The assessment team also noted that a number of areas still needed improvement, especially procedural adherence and human performance. In early December 1994, NYPA conducted their Startup Evaluation for Readiness Team (SERT) assessment. The SERT concluded that the plant was not currently ready for startup, but would be ready in mid-February pending completion of several restart action plans and other planned activities. Some of the major areas that were not yet complete were physical readiness, plant status control, operations procedures and documents, work control process and work rate, and control room deficiencies. NYPA will present the results of the SERT to the NRC in a public meeting prior to commencement of the RATI. FYPA estimates that plant heatup and readiness for the RATI will be February 20, 1995. Based on discussions at the January 1995 SMt. Indian Point 3 remained on the NRC Watch List as a Category 2 facility. The NRC will continue to closely monitor activities at the; Indian Point 3 Nuclear Power Plant. k 6

f l 6 Shutdown P' ants Recuirina NRC Authorization to Doerate and which Magory3: -hen'(CwillMonitorClosely BROWNS FERRY 1 AND 3 All three Browns Fstry units won placed on the NRC Watch List as Category 3 1986 $91 because of. a history of poor performance p plants during ths October significant enforcesent actions, Deveral operational events, equip TVA implemented an improv6sent program to address the corporate weaknesses identified in TV4's nuclear program. Browns Ferry Unit 2 restarted in May 1991 and was removed from the NhC's Watch List in June 1992, while Units 1 and 3 remain defueled and continue to. require NRC authorization to operate (category 3). The SAlp process reinains suspended for Units 1 and 3. In 1991 TVA submitted to the.NRC its corrective action plan for returning Browns Ferry Units 1 and 3 to service, and in April 1992 NRR determinedYA's TVA began implementing this plan almost immediately for plan was acceptable. Major Construction activities continue to increase on Unit 3. + activities include conduit installation and support, cable pulling, large and Unit 3. In general, TVA small bore support hangers, and control room design review. adopted for Unit 3 the same methods, criteria, and technical positions that Only a small number of were approved by previous SERs for Unit 2 restart. individual TVA programs additional NRC review. the main turbine was' placed on the turning gear, well in On September 15, 1994 advance of the scheduled completion date. In addition, the licensee has Unit 3 has a current completed decontamination efforts on the Unit 3 drywell. Criticality is scheduled for Dec fuel load date of October 1995. The licensee with power ascension expected to be complete in February 1996.has co schedule. Browns Ferry Units 1 and 3 will remain on the Watch List as Category 3 plants. A ther plants Discussed i COOPER NUCLEAR STATION ii } The Cooper Nuclear Station (CNS) was first discussed at the June f! k In self-assessment and implementation of corrective actions, was apparent. a-trending letter and follow-up trending letter, January and June 1994,.t to the licensee requesting that appropriate actions be i The plant entered a forced, unplanned outage on May 25, 1994, which respectively, were sen m taken. The outage began when the emergency diesel generators j;) /continuestothisdate. After the plant was shutdown, the NRC's inspection were declared inoperable. program identified th t the control room emergency filtration system had been W inoperable since 1989. In addition, the lic9nsee discovered that the J containment had been inoperable since 1974f The root cause of the h ting. The >}inoperabilityoftheseengineeredsafetyfeatureswasinadequatetes 1 PRE-DECISIONAL INFORMATION /

7 , PRE-DECISIONAL INFORMATION NRC subsequently issued an escalated enforcement action and proposed a Civil m Penalty for these violations. At the June 1994 SMM, NRC managers recognized the need to obtain additional ( 1 insight into the performance o %CNS management and staff. Accordingly, the Office for Analysis and Evaluation of Operational Data (AE00) established a ) The SET - Special Evaluation Team (SET) to' assess the licensee's performance. was established on Diagnostic Evaluatten Team principles. ) Since July 1994, an essentially-new station management team has been assembled, but the performance of the plant under this team has not been fully / assessed. However, some organizational and performance improve ent actions In July 1994, th'e. licensee initiated an asser,sment by have been taken. industry peers to obtain an independent perfcrmsnee assessment to review the The major findings of this problems previously identified by the NRC.(1) corporate and station management Diagnostic Self-Assessment (DSA)f performance; (2)d quality assuran were: did not foster high standards o weaknesses existed in the

3) management an licensee's long-range planning; (ing, configur; ;on control, and corrective were not effective; and (4) test action programs were deficient.

The SET evaluated licensee performance and assessed the independence and rigor )N I 1 of the assessment processes and findings of the DSA. The SET found that the l DSA was an effective and comprehensive assessment and had findings that l' closely paralleled the DSA's findings. Confirmatory Action Letters (CAls) have been issued to address the specific hardware issues and to confirm the licensee's agreement to evaluate its operational experience and testing programs. Demands for Information (DFIs) d) were issued to the licensee and to each individual member of the Sta Operations Review Committee (SORC). These DFIs resulted from an apparent careless disregard of the Technical Specification (TS) requirements for / secondary containment. The NRC has established a Restart Panel in accordance with Manual Chapter 0350 s and has developed an action plan for independent verification that the 1 ( licensee has adequately addressed the issucs prior to approval of plant \\ The Restart Panel has met with the licensee in a public forum. The i ) restart. licensee has initiated integrated planning to address the short-and long-term [\\ issues that need to be resolved. To address acknowledged weaknesses in the d custom TS for Cooper, the licensee intends to adopt interim administrative // T/

controls, f

been taken at Cooper and flans for improvement have been initiated,In sun i I considerable work still needs to be done. The senior managers concluded that >f J although the addition of Cooper to the NRC Watch List is not warranted at this time, the NRC will cont,inue to closely monitor plant activities. In addition, /l the senior managers decided to send the Nebraska Public Power District, a l ( i follow-up letter to urge them to continue wiJh. improvement activities at ooper. ( x PRE-DECISIONAL INFORMATION

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e h .qMxv,,$ m h*hh*m 9 h,\\ bhhh WMAd%W M\\ PRE-DECISIONAL. INFORMAU ON g .f ^

12 PRE-DEC!$IONAL INFORMATION t 1 3 e s N PRE-DECISIONAL INFORMATION

4 e Q 13 PRE-DECISIONAL INFORMATION 'l 7 I a. l n PRE-DECISIONAL INFORMATION i l l

14 ~- ' PRE-DECISIONAL INFORMATION i I l PRE-DECISIONAL INFORMATION l

15 PRE-DECISIONAL INFORMATION ] l Additional Tonies Discussed 1. ED0's Opening Remarks The EDO briefly reviewed the h.istory of the Sep'jor Management Meeting (SHM) and discussed the benefits of SMM discussionf. He discussed the potential impact of proposed federal budget cuts and cautioned that, if levied, the cuts would have a significant impact on NRC programs beginning as early as FY97. l The EDO commented on the recent bill introduced by Senator Johnson, indicating that it may prompt major staff activity in the area of high level waste. He PRE-DECISIONAL INFORMATION

16 also observed that work with EPA will continue in the area of risk harmonization. Regarding the Towers Perrin Regulatory Review Study (Towers Perrin report), the EDO discussed an initiative to respond to the reported concerns involving inappropriate conduct by members of the NRC staff. He stated that a letter will be sent to Itcensee officials encouraging them to inform the NRC when such concerrls are perceived to exist. The letter will also inform them that a Management Issues Group hks been formed within the Office of the E00 to receive, act on and resolve concerns involving inappropriate staff conduct. 2. Chairman's Opening' Remarks The Chairman discussed the curre t and future status of agency programs end shared his thoughts on the transformatlon of the NRC from a licensing organization to an efficient regulator,y organization. His specific coments were as follows: Reactor Proorams: The staff should be comended for identifying areas in which reactor regulation can be improved. We should continue to look for ways to reduce the cost of regulation. The Comission has scheduled a meeting in March 1995 on our progress in the area of regulatory reform. We need to ensure that regulatory reform is institutionalized and continued. Given what we know on reactor vessel embrittlement, core shroud a

r. racking, steam generator tube cracking, it is apparent that plant aging continues to be a significant issue; it also impacts our efforts in the area of decomissioning and license renewal. The challenge is to find ways to get out ahead of other possible aging issues before they arise.

With regard to the NEI report we need to look at the big picture. There is room for improvement in how we handle our day to day with , licensees. Nuclear safety must be the reason for our actions and we should find ways to ensure that risk significance is used more i to focus and change our activities. Although it is important to continue our focus on the weak performers, the staff should integrate information and data to address issues at other sites to prevent large scale problems before they occur. Also, as we continue to move toward more systematic evaluation of licensee performance through the SALP process, we need to develop a more objective fe dback mechanism, including how enforcement can provide feedback t,n performance and the effectiveness of SALP evaluations. It is important that the superleyserfomers be recognized and receive some benefit from their efforts. The Chairman submitted a proposal to the Comission that would recognize superior performers through the SALP process.

y Materials! The materials program should be evaluated to ensure that the focus is on factors that are significant to health and safety. We should identify and disengage from those activities that have little to no value-ayded in terms of providing adequate protection of the public and workers. In addition, the uniformity of NRC dose limits) across different regula(e.g., design basis accident stendards for radiation protection tions and various applications should be systematically assessed to ensure equal levcis of protection. Comparable programs for materials safety exist in Agreement States and HMSS. Significant benefit to bott programs can be derived from the cross-pollination resulting from a closer we'ing relationship. When considering the HMSS management structure, focus should be on non-Agreement State Programs). HLW, and all(Agreement State and three programatic areast Materials Safety >ther nuclear materials applications (e.g. gaseous diffusion plants). Ihe New Conaress: Although the activities of the new Congress may result in additional external pressure, our job is to focut on doing the right thing; to continue to be technically correct in dealings with Itcensees, the public, allegers, and Congress. A number of bills could affect us (e.g. Job Creation and Wage Enhancement, High Level Waste). Our challenga will be to identify points of contact and sponsors due to the significant turnover that has occurred. The staff should be prepared for a more difficult financial environment. se must practice sound financial management and make decisions that au ure the health and safety of , the public, and that are consistent with established agency priorities,. 3. Continuation of Pilot Program for Recognition of Good Performance by Nuclear Power Plants *, The senior managers discussed the Pilot Program for Recognition of Good Performance by Nuclear, Power Plants and reviewed the changes to the program currently being considered by the Comission. It was observed that, as directed bv the Comission, in the Fall of 1994 the staff solicited coments from the 1,Wustry and public on the program. Although some licensees commented that being removed from the good performer list had adverse effects, the overall coments rqceived by the staff indicated unc'ertainty in industry and public support for the program. A Comiption paper was developed based on this information, including alternatives to nmprove the program. The senior managers reviewed a recent proposal developed by the Chairman that offers a different approach to recognizing licensees who attain superior (as opposed to the term " good') levels of safety performance. The Chairman's

gg proposal, which is under review by the Commission, would more closely align the recognition of superior performance with the sal.P program. The proposal would continue the staff's use of SALP information and current plant performance to address the evaluation factors for recognizing superior safety performance. The proposal would also retain existing provisions for extending the SALP cycle and reducing planned inspection resources based on demonstrated superior performance. \\ The senior managers concluded that the staff would ovaluate and implement, as appropriate, the changes to the program as directed by the forthcoming Commission SRM on this subject. 4. NRR Evaluation of Towers Perrin Study The senior managers discussed NRR's evaluation of the Towers Perrin report. I.s requested, the NRR staff evaluated the numerous examples of NRC/ Licensee regulatory interaction contained in the study and, based upon comments provided by the Regions and other offices, identified underlying themes (problem statements). The senior managers reviewed and discussed the problems statements, identified issues where minor changes were needed and considered actions for several problem areas. it was agreed that NRR will develop proposed actions, where appropriato, to address the problem statements and incorporate the Evaluation of the Towers Perrin Study and recommendations in a paper to the Commission. The senior managers also reviewed and discussed draft guidance that would establish an additional mechanism (the Management Issues Group) within the Office of the EDO to respond to senior licensee officials who observe, what they perceive to be, ina>propriate conduct by members of the NRC staff. The senior managers agreed t1at, in addition to the internal guidance and . correspondence needed to implement this initiative, a proposed Commission policy statement would also be developed. It is envisioned that a policy statement would serve to encourage and emphasize the importance of open and frank discuss %ns between the NRC and licensee officials. It would also complement the Hanagement Issues Group initiative and enhance the credibility of the existing processes within headquarters and the Regions for receiving and managing such conqerns. 5. Inspection Planning NRR reported on the Integrated Performance Assessment Process (IPAP) (formerly the Customized Inspectjon Program). The process aims to improve the evaluation of licensee performance by enhancing the NRC's assessment of plants in the middle range of performance and by placing additional emphasis on risk significant activities. It is also envisioned that the process will be used to evaluate regional implementation of the inspection pr,ogram. Recent trial (pilot) assessments of this program have been completed at Point Beach, McGuire, Salem and South Texas involving staff from. headquarters and the regions. A pilot assessment at Beaver Valley incorporated a risk pro'ile process to evaluate how well the licensee managed risk. Several additional

39 trials of the risk profile process will be performed to further evaluate this concept. ttRR has evaluated the insights gained from the IPAP pilot assessmen'ts and is incorporating them in a pa)er to the Comission. A public workshop on IPAP has been proposed for Marc 11995 sand a final paper requesting Comission approval is scheduled for May 1995 The senior managers also discussed concerns involving the consistency and effectiveness of regional implementation of the inspection program. The Regional Administrators agreed to. reflect on this issue and develop recommendations to improve the process for inspection planning and scheduling and integration of inspection findings. 6. Security The senior managers discusred the Physical Security Program and agreed that NRR would lead an examination of the program with a focus on improving efficiency and effectiveness. 7. Management and Personnel Issues The fc11owing topics were briefly discussed: Resident Inspector Study Senior management reviewed the initiatives proposed by the Resident Inspector Review Team to enhance the reactor resident inspector program. The major program changes include the Resident and Senior Resident Inspector Development programs, group relocation bonuses for residents, saved pay if laterally reassigned to headquarters or a Regional office, career development and ;dvancement initiatives, and the establishment of a resident eversight aanel. The pay savings and relocation bonus provisions received tae Commission's endorsement and have already been inplemented. The senior managers reiterated their support for the initiatives. The steff will develop a paper to inform the Comission of the remair,ing program initiatives. If there are no objections from the Comission, the fnitiatives will be implemented. Status of Regional Strymlining Study Senior managesent ireviuwed the regional restructuring plans. The major features of the plan include achieving-a supervisory-to-employee ratio of.1:8 thi retentiAn of four divisions, the elimination of one layer of management (i.e., section chiefs), and the phase out of regional Teal Leader positions. The schedule supports implementation of the plans by October 1,1995. Use of VSIP Authority

g The senior managers discussed the use of Voluntary Separation to facilitate reductions in Incentive Payments (VSIP)tios and provide hiring opportunities to supervisory / managerial ra improve the. skills palance and EE0 profile in the agency, i 8. NHSS Selected Topics \\ Babcock and Wilcox (BtW), Naval Nuclear fuel Division - two recent events related to nuclear criticality safety were discussed. The events occurred in Jupe and July 1994 and involved the low-level and high-level dissolvers, res >ectively. Based on these events and the licensee's response, tie staff determined that increased onsite inspection effort should be maintained. . Gaseous Diffusion Plants - the NRC's role is to focus on operational safety. The significant milestones required for certification of these plants were reviewed. Areas that require management attention include configuration control, focus on safety vs production, management controls shared site safety and safeguards interaction, integration of multiple regulators, enforcement without civil penalty authority, ar.d optimism regarding the certification review schedule. Difficult technical issues under consideration include the existence of an adequate safety basis, UF cylinder safety, and enrichment upgrade 6 modifications. Transition of Responsibility for Permanently Shutdown Reactors - senior managers recommended that NRR retain regulatory project management and oversight of the reactor licensee until all spent fuel is transferred from the spent fuel pool either to an ISFSI or to DOE. HMSS would then assume the regulatory responsibilities. NRR/NHSS will develop a paper to propose this recommendation to the Commission. , Disposal of Radioactive Material from Licensees Who Have ceased Operation.- about half of the itcensees no longer have access to low-level' waste (LLW) disposal facilities. This results in an by the lack of acceptable transfer or disposal options. precluded increasing number of cases where license termination is This issue has the potential for high level state congressional or public interest and could evolve into a waste confidence question for LLW. 9. AEOD SELECTED TOPICS The senior managers discussed the lessons learned from the Cooper Special Evaluation (SE). This ' evaluation provided information on Cooper's safety performanceandevaluatedtheeffectivenesspf4 the license's Diagnostic Self Assessment (DSA). ACOD indicated that for in SE to be performed in lieu of a diagnostic evaluation (DE), the DSA must be scrutable, independent, and include provisions for a public exit meeting and a publicly available report. AEOD discussed several advantages and limitations of the SE/DSA process. Advantages include a more efficient use of resources, earlier results and

~ 21 rapid ' buy-in' by the licensee, reduced NRC resources and decreased regulatory impact on licensees. Limitations of the SE/DSA process include the added importance of the qualifications and leadership of the DSA team, the potential for SE and DSA conflicts and the public perception of HRC's partial reliance on the licensee's DSA. kEODindi programmatically established as {cated that the SE/DSA approach will be n alternative to a DE. AEOD discussed an event that occurred at Wolf' Creek in September 1994 involving the accidental loss of 9200 gal from the reactor coolant system to the refueling water storage tank.: The event, which has been giv,en a preliminary accident sequence precursor CCDP on the order of 10, was caused by a failure to maintain configuration control during multiple parallel activities while transitioning to shutdown (mode changing) ling of RHR and all The safety importance of the event is the potentihl common mode disab ECCS due to the same act that caused the loss of RCS inventory. AE00 has prepared a report and will continue to evaluate the generic implications of the event in coordination with NRR. NRR has transmitted an information notice summarizing the event. 10. Date and Location of Next Senior Management Meeting The next SMM will be held June 6-7, 1995 in Region !. m 4 <M -}}

ML20210N585

Contents

Text

Dear Mr. Kammerer:

SUBJECT:

Enclosures:

SUMMARY

SUBJECT:

Enclosures:

SUBJECT:

Enclosures:

SUBJECT:

Attachment:

Dear Mr. Jordan:

Dear Hr. O'Connor:

Dear Mr. Kingsley:

Dear Mr. Watkins:

SUMMARY

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