ML20210N606

FOIA Document Package Consisting of Partially Deleted Summaries of Senior Mgt Meetings Results

ML20210N606
Person / Time
Issue date:	08/14/1997
From:	NRC OFFICE OF ADMINISTRATION (ADM)
To:
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ML20210N591	List: ML20210N585 ML20210N606
References
FOIA-97-148 NUDOCS 9708250398
Download: ML20210N606 (163)

Text

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4 PREDEC!$10NAL The following j art lists conclusions reached by the r.enior managers at this meeting and from the previous meeting for nuclear power plants: Meetino Dates Cateoorv 3 Cateaory 2 Cateaory 1 June 7-8, 1994 Browns Ferry 1&3 Dresden 2&3 Brunswick 1&2 Indian Point 3 South Texas 1&2 January 11-13, 1994 Browns Ferry 113 Dresden 2&3 FitzPatrick Brunswick 1&2 Indian Point 3 South Texas 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 7-8, 1994 None January 11-13, 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 plants and issues of greatest safety significance and risk. PREDECISIONAL

Problem Plant List Letters to Licensees 4

\\ UNITED OfATES [ 0 NUCLEAR REGULATORY COMMISSION I WASHINGTON, D.C. BRIIHSH 'g..... Docket Nos. 50-286 Mr. S. David Freeman,ity President & CEO New York Power Author 1633 Broadway New York, NY 10019

Dear Mr. Freeman:

On June 7-8, 1994, the NRC senior managers met to evaluate the nuclear safety performance of operating reactors, fuel facilities,lly to determine if the and other materials licensees. The NRC conducts this meeting semiannua safety performance of the various licensees exhibits sufficient weaknesses to warrant increasdd 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. In addition, at this meeting, senior managers identified specific plants that have demonstrated a level of safety performance that deserves formal recognition. At the June 1994 Senior Management Meeting, the Indian Point 3 Nuclear Power Plant was discussed. Indian Point 3 continues to be categorized as requiring close NRC conitoring. 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 Meeting, overall aerformance at the facility has not significantly changed. Despite tie work slowdown instituted by New York Power Authority (NYPA) to facilitate better control of activities, your organization continues to experience frequent procedure adherence and work control deficiencies. Examples include backward installation of an air operated valve for the Appendix R emergency diesel generator air start system, entering a procedure without satisfying prerequisites, improper tagging of equipment prior to maintenance, deviating from a reactor coolant pump startup procedure, and failing to remove a jumper during motor operated valve testing. While it is noteworthy that these problems were self-identified, we remain concerned with the recurrence of problems in these areas. in addition, we continue to monitor the impact of the brisk pace of significant changes in site and corporate management. However, we note that a permanent replacement has not yet been identified for the position of General Manager of Operations at Indian Point 3. Filling this position is important to improving performance of the facility.

Mr. 5. David Freeman ' Based on these considerations, the NRC will continue to closely monitor the programt and performance at Indian Point 3. We note that NYPA submitted its Restart and Continuous Improvement Plan, which replaced the Performance Improvement Plan in its entirety, on May 27, 1994; the NRC will evaluate and i closely monitor its implementation. An NRC Commission meeting, open to the public, has been scheduled to be held in the Commissioners' Conference Room in Rockville, Maryland on June 23 1994, to review the results of the latest meeting of NRC senior managers,. Mr. Thomas T. Martin, the Region I Administrator,h members of your staff. has discussed the bases for i cur conclusions with regard to Indian Point 3 wit If you have any questions regarding this matter, do not hesitate to call me. Sincerely, James M. Taylor ' Executive Director for Operations cc: See next page I 4 ..n,

Mr. S. David Freeman Cc! Mr. Gerald C. Goldstein Mr. Charles W. Jackson Assistant General Counsel Manager, Nuclear Safety and Power Authority of the State Licensing of New York Consolidated Edison Company 1633 Broadway of New York, Inc. New York, NY 10019 Broadway and Bleakley Avenues Buchanan, NY 10511 Mr. Robert G. Schoenberger First Executive Vice President Mayor, Village of Buchanan and Chief Operating Officer 236 Tate Avenue Power Authority of the State Buchanan, NY 10511 of New York 123 Main Street Mr. Richard L. Patch, Acting White Plains, NY 10601 Vice President - Appraisal and Compliance Services Mr. Leslie M. Hill Power Authority of the State Resident Manager Indian Point 3 Nuclear Power Plant P.O. Box 215 Buchanan, NY 10511 Mr. Peter Kokolakis Director Nuclear Licensing - PWR Power Authority of the State of New York 123 Main Street White Plains, NY 10601 Ms. Donna Ross New York State Energy Office 2 Empire State Plaza 16th Floor Albany, NY 12223 Charles Donaldson, Esquire Assistant Attorney General New York Department of Law 120 Broadway New York, NY 10271 -Resident Inspector Indian Point 3 Nuclear Power Plant U.S. Nuclear Regulatory Commission P.O. Box 337 Buchanan, NY 10511

\\ $$ me o I f f[,tP; NUCLEAR REGULATORY COMMISSION UN!TED STATES ' H WASHINoTON, D.C. 30h064001 \\....+/ i Docket Nos. 50-259, 50-296 Mr. Oliver D. Kingsley, Jr. President TVA Nuclear and Chief Nuclear Officer Tranessee, Valley Authority 3B Lookout Place 1101 Market Street Chattanooga, TN 37402-2801

Dear Mr. Kingsley:

On June 7-8, 1994, the NRC senior managers met to evaluate the nuclear safety performance of'oserating reactors, fuel facilities, and other materials licensees. The NRC conducts this meeting semiannually to determine if the safety performance of the 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, in addition, at this meeting, senior managers identified specific plants that have demonstrated a level of safety performance that deserves formal recognition. At the June 1994 Senior Management Meeting, Browns Ferry Units 3 and I were discussed. Browns Ferry Units 3 and I 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, significant 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 summary of NRC discussions related to Browns Ferry Units 3 and 1 follows: Unit 3 requires completion of modifications and equipment upgrades in accordance with recovery commitments. Engineering of the modifications is substantially complete and construction activities are in process; there is a relatively large backlog of construction that remains to be completed. Work efforts are concentrated on pipe supports, cable raceway supports, and cable pulling. Work activities appear to be well controlled with acceptable quality of the products. Component testing and pre-operational test planning are commensurate with the status of construction. No adverse impacts have been noted on the recent senior management changes at both tle site and corporate levels. Unit I recovery is of lower priority, and alternative approaches to recovery are under consideration. Based on these considerations, the NRC will continue to closely monitor the programs and performance at Browns Ferry Units 3 and 1. An NRC Commission meeting, open to the public, has been scheduled to be held in the Commissioners' Conference Room in Rockville, Maryland, on June 23,

t Mr. Oliver D. Kingsley, Jr. 1994. to review the results of the latest meeting of NRC senior managers. Mr. Stewart D. Ebneter,h regard to Browns Ferry Unils 3 and I with members of your the Region 11 Administrator has discussed the bases for our conclusions wit staff. 4 If you have any questions regarding this mattar, do not hesitate to call me. Sincerely, James M. Taylor Executive Director for Operations cc: See next page e h _________-___-mm

Mr. Oliver D. Kingsley, Jr. cc: Mr. Craven Crowell, Chaiman General Counsel Tennessee Valley Authority Tennessee Valley Authority ET 12A ET 11H 400 West Summit Hill Drive 400 West Summit Hill Drive Knoxv111e, TN 37902 Knoxville TN 37902 Mr. W. H. Kennoy Director Mr. B. 5. Schofield, Manager Tennessee Valley, Authority Nuclear Licensing and Regulatory ET 12A Affairs 400 West Summit Hill Drive Tennessee Vallcy Authority Knoxville, TN 37902 4G Blue Ridge !!01 Market Street Mr. Johnny H. H' ayes, Director Chattanooga, TN 37402-2801 Tennessee Valley Authority ET 12A Mr. T. D. Shriver, Manager 400 West Summit Hill Drive Nuclear Assurance and Licensing Knoxylile, TN 37902 Browns Ferry Nuclear Plant Tennessee Valley Authority Mr. O. J. Zeringue, Sr. Vice P.O. Box 2000 President Decatur, AL 35602 Nuclear Operations Tennessee Valley Authority Mr. Pedro Salas 3B Lookout Place Site Licensing Manager 1101 Market Street Browns Ferry Nuclear Plant Chattanooga, TN 37402-2801 Tennessee Valley Authority P.O. Box 2000 Dr. Mark O. Medford, Vice President Decatur, AL 35602 Engineering and Technical Services Tennessee Valley Authority Mr. Roger W. Huston 3B Lookout Place Tennessee Valley Authority 1101 Market Street 11921 Rockville Pike, Suite 402 Chattanooga, TN 37402-2801 Rockville, MD 20852 Mr. D. E. Nunn, Vice President Mr. Charles Patterson New Plant Completion Senior Resident Inspector Tennessee Valley Authority Browns Ferry Nucivar Plant 3B Lookout Place U.S. Nuclear Regulatory Commission 1101 Market Street Route 12 Box 637 Chattanooga, TN 37402-2801 Athens,kl35611 Mr. R. D. Machon Vice President Chairman BrownsFerryNuclearPlant Limestone County Commission Tennessee Valley Authority P.O. Box 188 P.O. Box 2000 Athens, AL 35611 Decatur, AL 35602 m

f s - e-l l 1 i Mr. Oliver D. Kingsley, Jr... 4-i i t l l State Health Officer-i

Alabama Department of Public Health i.

434 Monroe Street i Montgomery, AL 36130-1701 4 i t ) d l,

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Docket Nos. 50-325, 50-324 Mr. William S. Cavaraugh, 111 President and Chief Operating Officer Carolina Power and 1.ight Company P.O._Cox 1551 Raleigh, NC 27602 Deat Mr. Cavanaugh: On June 7-8, 1994, the NRC senior managers met to evaluate the nuclear safety performance of onrating reactors, fuel facilities, and other materials licensees. The 1RC conducts this meeting semiannually to determine if the safety performance of the 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. In addition, at this meeting, senior managers identified specific plants that have demonstrated a level of safety performance that deserves formal recognition. At the June 1994 Senior Management Meeting, the Brunswick Nuclear Plant was discussed. Based on our discussions, it was concluded that the Brunswick Nuclear Plant has demonstrated sustained improvement sufficient to warrant removal from the problem plant category that requires increased attention from both NRC 1eadquarters and Region 11. Plants in this category have taken effective actions to correct identified problems and to implement programs for improved serformance. A summary of NRC discussions related to the Brunswick Nuclear Plant follows: The licensee successfully completed the elements of the recovery plan prerequisite for the return to service of the station. Management has effectively corrected the weaknesses and underlying root causes that led to previous )erformance problems at the Brunswick Nuclear Plant. CP&L has establisied high standards of performance and institutionalized them at the station, implemented self-assessment and corrective action programs that have contributed to 1.u rovements in operations, and upgraded the material condition of tie plant to enhance equipment reliability. The effectiveness of management actions is illustrated by the trouble-free performance of Unit 2 over a sustained period in parallel with Unit I recovery and restart. Unit 2's performance clearly reflects the high standards set forth by management, the competency of the operations staff, and the effectiveness of engineers and maintenance activities in enhancing the plant hardware. Unit l's recovery and restart were characterized by conservati/e decision making, a good safety attitude, and focused management oversight. The starttip was well managed, methodical, and

4 Mr. William S. Cavanaugh, !!! i essentially error free. Subsequent operations have been smooth and absent of substantive problems. The operations of both units have demonstrated the competency of management and teamwork among staff. O work process changes, reduced backlogs,perations have been enhanced by and the improved material conditions of the plant. In summary, your actions have been effective in substantially improving the safety performance of the Brunswick Nuclear Plant. Therefore, the NRC has determined that the enhanced level of regulatory monitoring is no longer warranted. An NRC Commission meeting. open to the public, has been scheduled to be held in the Commissioners' Conference Room in Rockville, Maryland, on June 23, 1994, to revied the results of the latest meeting of NRC senior managers. Mr. Stewart D. Ebneter, the Region II Administrator, has discussed the bases for our conclusions with regard to Brunswick Nuclear Plant with members of your staff. If you have any questions regarding this matter, do not hesitate to call me. Sincerely, James H. Taylor Executive Director for Operations cc: See next page F 1 f

Mr. William S. Cavanaugh, !!! Cc! Mr. Mark S. Calvert Mr. Robert P. Gruber Associate General Counsel Executive Director Carolina Power & Light Company Public Staff - NCUC Post Office Box 1551 Post Offico Box 29520 Raleigh, NC 27602 Raleigh, NC 27626-0520 Mr. Donald Warren, Chairman Mr. H. W. Habermeyer, Jr. Brunswick County Board of Vice President Commissioners Nuclear Services Department Post Office Box 249 Carolina Power & Light Company Bolivia, NC 28422 Post Office Box 1551 - Mail OHS 7 Raleigh, NC 27602 Resident Inspector U.S. Nuclear Regulatory Commission Mr. Norman R. Nolden, Mayor Star Route 1 Post Office Box 208 City of Southport Southport, NC 28461 212 Frink Drive Southport, NC 20461 Mr. Dayne H. Brown, Director Division of Radiation Protection Mr. Dan E. Summers N.C. Department of Environmental. Emergency Management Coordinator Commerce and Natural Resources New Hanover County Department of Post Office Box 27687 Emergency Management Raleigh, NC 27611-7687 Post Office Box 1525 Wilmington, NC 28402 Mr. William Levis Plant Manager - Unit 1 Carolina Power & Light Company Brunswick Steam Electric Plant Post Office Box 10429 Southport, NC 28461 Public Service Commission State of South Carolina Post Office Drawer 11649 Columbia, SC 29211 Mr. Clay C. Warren Plant Manager - Unit 2 Brunswick Steam Electric Plant Post Office Box 10429 Southport, NC 28461 Karen E. Long Assistant Attorney General State of North Carolina Post Office Box 629 Raleigt NC 27602

/ \\ UNITED STATES E L NUCLEAR REGULATORY COMMISSION WABHINGTON, D.C. M8001 ....+ Docket Nos. 50-010, 50-237, 50-249 Mr. James J. O'Connor Chief Executive Officer Commonwealth Edison Company P.O. Box 767 Chicago, IL 60690

Dear Mr. O'Connor:

On June 7-8, 1994, the NRC senior managers met 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 the 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. In addition, at this meeting, senior managers identified specific plants that have demonstrated a level of safety performance that deserves formal recognition. At the June 1994 Senior Management Meeting. Dresden Station was discussed. Dresden Station was placed on the NRC watch list for the second time in January 1992 and continues 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 peried of improved performance. A summary of NRC discussions related to the Dresden Station follows: The NRC's inspections and overview activities have confirmed that the performance of Dresden Station is improving in some areas, but overall progress is very slow. Progress continues in improving the plant material condition of Units 2 and 3, and this has resulted in improved plant operating performance and reliability. On the other hand, improvement in o)erations, self assessment, and engineering remains slow, and there lave been notable setbacks. For example, the situation involving the Unit 1 flooding, the spent fuel pool issues, and the subsequent spill was liscouraging. In two recent visits by a broad spectrum of senior NRC managers, they could not find any clear plans for improvement or c :elerating improvement at Dresden. The NRC would expect a much more rapid rate of improvement at Dresden, a clearly defined improvement plan, and some way of measuring progress. Based on these considerations, the NRC plans to continue to closely monitor the piograms and progress at Dresden Station. In particular, I would appreciate your assessment of why progress is so slow and what can be done to accelerate improvement so Dresden can achieve normal status in a reasonable time.

Mr. James J. O'Connor, An NP.C Commission meeting, open to the public, has been scheduled to be held in the Commissioners' Conference Room in Rockville Maryland, on June 23 -1994, to review the results of the latest meeting o,f NRC senior mar. agers. Mr. John B. Martin,h regard to Dresden Station wIth members of your staff. the Region !!! Administrator has discussed the bases for our conclusions wit If you have any questions regarding this matter, please do not hesittte te call me. Sincerely, James M. Taylor Executive Director for Operations cc: See next page-4

Mr. James J. O'Connor cci Michael I. Miller, Esquire Sidley and Austin One First National Plaza Chicago, IL 60690 Mr. G. Spedl Plant Manager Dresden Nuclear Power Station-6500 North Dresden Road Morris IL 60450-9765 U. S. Nuclear-Regulatory Commissio1-Resident Inspectors Office Dresden Station 6500 North Dresden Road Morris, IL 60450-9766 Chairman Board of Supervisors of Grundy County Grundy County Courthouse Morris, IL_60450 1111nois Department of Nuclear Safety Office of Nuclear Fa.ility Safety 1035 Outer Park Drive Springfield, IL 62704

[ UNITED STATES NUCLEAR REGULATORY COMMISSION

• g WASHINoTON. D.C. 20006-0001 p....

Docket Nos. 50-498, 50-499 Mr. Donald D. Jordan Chairman of the Board a d Chief Executive Officer Hu ton Lighting and Power Company P.u. Box 1700 Houston, TX 77251

Dear Mr. Jordan:

On June 7-8, 1994, the NRC senior managers met to evaluate the nuclear safety performance of o)erating reactors, fuel facilities, and other materials licensees. The NRC conducts this meeting semiannually to determine if the safety performance of the 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. In addition, at this meeting, senior managers identified specific plants that have demonstrated a level of safety performance that deserves formal recognition. At the June 1994 Senior Management Meeting, the South Texas Project was discussed. The South Texas Project continues 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 the South Texas Project follows: The NRC's inspection )rogram and overview activities have determined that performance at tie South Texas Project continues to exhibit a slowly improving trend. The extensive management changes and program enhancements made over the past year began to show positive results in plant performance after restart of Unit 1 in February and Unit 2 in May 1994. An area of particular concern that has received special emphasis 'v the South Texas Project staff has been the effectiveness of the m ployee concerns program; progress has been noted by the N C in this hiportant area, but continued close management attention is warranted to assure lasting improvements. Notwithstanding the noted improvements, sufficient instances of problems have been identified, particularly regarding licensed operator performance and hardware reliability, to indicate the need for continued close monitoring by the NRC until sustained improvement is apparent during two-unit operation. Based on these considerations, the NRC plans to continue to closely monitor the programs and performance at the South Texas Project to assure effective implementation ~of-planned improvement programs.

4 Mr. Donald D. Jordan An NRC Commission Meeting, open to the public,ille, Maryland, on June 23, has been scheduled to be held in the Commissioners' Conference Room in Rockv 1994, to review the results of the latest meeting of NRC senior managers. Mr. Leonard J. Callan the Region IV Administrator, has discussed the bases forourconclusionswlthregardtotheSouthTexasProjectwithmembersof your staff. If you have any questions regarding this matter, do not hesitate to call me. Sincerely, James M. Taylor Executive Director for Operations cc: See next page t m

Mr. Donald D. Jordan cc: Mr. David P. Loveless Licensing Representative Senior Resident Inspector Houston Lighting and Power Company U.S. Nuclear Regulatory Comission Suite 610 P.O. Box 910 Three Metro Cen+.er cay City, TX 77414 Bethesda, MD 20814 Mr. J. C. Lanier/M. d. Lee Bureau of Radiation Control City of Austin State of Texas Electric Utility De)artment 1101 West 49th Street 721 Barton Springs load Austin, TX 78756 Austin, TX 78704 Rufus S. Scott Mr. K. J. Fiedler Associate General Counsel Mr. M. T. Hardt Houston Lighting and Power Company Central Public Service Board P.O. Box 61867 g P.O. Box 1771 Houston, TX 77208 San Antonio, TX 78296 Joseph R. Egan, Esq. Mr. C. A. Johnson Shaw, Pittman, Potts & frowbridge Central Power and Light Company 2300 N Street, N.W. P.O. Box 289 Washington, DC 20037 Mail Code: N5001 Wadsworth, TX 77483 INf0 Records Center 700 Galleria Parkway Atlanta, GA 30339-3064 Mr. Joseph M. Hendrie 50 Be11 port Lane Be11 port, NY 11713 Judge, Matagorda County Matagorda County Courthouse 1700 Seventh Street Bay City, TX 77414 Mr. James J. Sheppard General Manager, Nuclear Licensing Houston Lighting and Power Company P.O. Box 289 Wadsworth, TX 77483 Jack R. Newman, Esq. Newman & Holtzinger, P.C. 1615 L Street, N.W. Washington, DC 20036 l

Good Performer Letters to Licensees d

UNITED STATES [ 9 NUCLEAR REGULATORY COMMISSION I WASHINGTON, D.C. 3IeeH001 Docket No. 50-416 Mr. Donald C. Hintz President and Chief Executive Officer Grand Gulf Nuclear Station Entergy Operations, Inc. P.O. Box 31995 Jackson, MS 39286-1995

Dear Mr. Hintz:

On June 7-8, 1994, NRC senior managers met 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 the 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, in addition, at this meeting, senior managers identify specific plants that have demonstrated a level of safety performance that deserves formal NRC recognition. At the January 1994 Senior Management Meeting, the Grand Gulf Nuclear Station was identified as having achieved a high level of safety performance and, as a result, met criteria for recognition of its performance. I am pleased to note that Grand Gulf has again been identified as a good performer. In identifying such plants NRC senior managers perform en evaluation of performance in many areas Including operational safety, self-assessment, problem resolution, and plant management organization and oversight. The NRC recognizes that, to achieve the level of performance demonstrated by the Grand Gulf Nuclear Station, there must be management involvement in all phases of plant activities. In addition, the staff must be dedicated, knowledgeable, and fully supportive of plant activities, and a commitment to safety must exist throughout the organization. We commend you and your staff for achieving this high level of safaty performance. Your achievement is a positive example to the industry. The grcatest challenge that you now face is.to maintain this level of performance and not to rest on past achievements. Continued management involvement and support, and dedicated efforts from your staff to identify and

t Mr. Donald C. Hintz promptly correct problems are necessary for you to continue to meet this difficult challenge. ' James M. Taylor Executive Director for Operations cc: See next page e lC

Mr. Dont.1d C. Hintz cc: Mr. D. L. Pace GGNS General Manager Mr. 4. W. Keiser Exec. Vice Entergy Operations, Inc. Pn.s dent P.O. Box 756 and Criief Operating Officer Port Gibson, MS 39150 Intergy Operations, Inc. P.O. Box 31995. The Honorable William J. Guste, Jr. Jackson, MS 39286-1995 Attorney General Department of Justice Robert B. McGehee Esquire State of Louisiana Wise Carter, Child & Caraway P.O. Box 94005 P.O. Box 653 Baton Rouge, Louisiana 70804-9005 Jackson, MS 39205 Dr. F. E. Thompson, Jr. Nicholas S. Reynolds, Esquire State Health Officer Winston & Strawn State Board of Health 1400 L Street -N.W., 12th Floor P.O. Box 1700 Washington, DC 20005-3502 Jackson, MS 39205 Mr. Sam Mabry, Director Office of the Governor Division of Solid Waste Management State of Mississippi Mississippi Department of Natural Jackson, MS 39201 Resources P.O. Box 10385 Mike Mx re, Attorney General Jackson, MS 39209 Frank Spencer, Asst. Attorney State of Mississippi President, Post Office Box 22947 Claiborne County Board of Supervisors lackson, MS 39225 General Port Gibson, MS 39150 Mr. Jerrold G. Dewease Vice President, Operations Support Mr. W. W. Watson Entergy Operations, Inc. Project Manager P.O. Box 31995 Bechtel Power Corporation Jackson, MS 39286-1995 P.O. Box 808, 4600 W. Main Russellville, Arkansas 72801 Mr. Michael J. Meisaer Director, Nuclear Safety Mr. K. G. Hess and Regulatory Affairs Bechtel Power Corporation Entergy Operations, Inc. P.O. Box 2166 P.O. Box 756 Houston, Texas 77252-2166 Port Gibson, MS 39150 Mr. Rudolph H. Bernhard Senior Resident Inspector U.S. Nuclear Regulatory Commission Route 2, Box 399 Port Gibson, MS 39150

l a asog 4 UNITED STATES { ,} NUCLEAR REGULATORY COMMISSION i F WASHINoToN. D.C. 306864001 \\,...+/ Docket No. 50-400 Mr. William Cavanaugh, III President and Chief Operating Officer Carolina Power and Light Company P.O. Box 1551 Raleigh, NC 27602

Dear Mr. Cavanaugh:

On June 7-8, 1994, NRC senior managers met 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 the 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. In addition, at this meeting, senior managers identify specific plants that have demonstrated a level of safety perfcrmance that deserves formal NRC recognition. At the January 1994 Senior Management Heeting, the Sheara Harris Nuclear Plant was identified as having achieved a high level of safety perfornance and, as a result, met criteria for recognition of its pe' we e. I am pleased to inform you that Harris has been identified as a p m cie rmer. In identifying such plants, NRC senior managers perform an evaluation of performance ir. many areas including operational safety, self-assessment, problem resolution, and plant management organization and oversight. The NRC recognizes that, to achieve the level of performance demonstrated by the Shearon Harris Nuclear Plant, there must be management involvement in all 1hases of plant activitie'. In addition, the staff must be dedicated, (nowledgeable, and fully.,upportive of plant activities, and a commitment to safety must exist throughout the organization. We commend you and your staff for achieving this high level of safety performance. Your achievement is a positive example to the industry. The greatest challenge that you now face is to maintain this level of performance and not to rest on past achievements. Continued management involvement and support, and dedicated efforts from your staff to identify and

i Mr. William Cavanaugh, III promptly correct problems are necessary for you to continue to meet this difficult challenge, James M. Taylor Executive Director for Operations cc: See next page 4

Mr. William Cavanaugh, III cc: Mr. Robert D. Martin 3382 Sean Way Mr. H. Ray Starling Lawrenceville, GA 30244 Manager, legal De)artment Carolina Power &.ight Company Post Office Box 1551-Raleigh, NC 27602 Resident Inspector / Harris NPS c/o U.S.. Nuclear _ Regulatory -Commission 5421 Shearon Harris Road i New Hill, NC 27562-9998. Karen E. Long Assistant Attorney General State of North Carolina Post Office Box 629 Raleigh,-NC 27602 Public Service Commission State of South Carolina - Post Office Drawer 11649 Columbia, SC 29211-Mr. W. -R.- Robinson, Vice. President Harris Plant Carolina Power & Light Company Shearon Harris Nuclear Power Plant -Post Office Box 165, MC: Zone 1 New Hill, NC 27562-0165 Mr. Dayne H. Brown, Director Division of Radiation Protection N.C. Department of Environmental-Commerce & Natural-Resources-Post Office Box 27687 Raleigh, NC 27611-7687 Mr. H. W. Habermeyer, Jr. Vice President Nuclear Services Department Carolina Power & Light Company Post Office Box 1551 Raleigh, NC 27602 Admiral Kinnaird R. McKee 1 214 South Morris Street Oxford, Maryland 21654

UNITED STATES [ NUCLEAR REGULATORY COMMISSION 5 t WASHINGTON, D.C. 3DIgM001 (...* Docket No. 50-395-Mr. Bruce D. Kenyon Chief Executive Officer South Carolina Electric and Gas Company P.O. Box 764 Mail Code 167 Columbia, SC 29218

Dear Mr. Kenyon:

On June 7-8, 1994, NRC senior managers met to evaluate the nuclear safety performance of bperating reactors, fuel facilities, and other materials licensees. The NRC conducts this meeting semiannually to determine if the safety performance of the 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. In addition, at this meeting, senior managers identify specific plants that have demonstrated a level of safety performance that deserves formal NRC. recognition. At the January 1994 Senior Management Meeting, the V.C. Summer Nuclear Station was identified as having achieved a high level of safety performance and, as a result, met criteria for recognition of its performance. I am pleased to note that V.C. Summer has again been identified as a good performer. In identifying such plants, NRC senior managers perform an evaluation of performance in many areas including operational safety, self-assessment, problem resolution, and plant management organization and overs _ight. The NRC recognizes that, to achieve the level of performance demonstrated by 'the V.C. Summer Nuclear Station, there must be management involvement in all ahases of plant activities. In addition, the staff must be dedicated, (nowledgeable, and fully supportive of plant activities, and a commitment to safety must exist throughout the organization. We commend you and your staff for achieving this high level of safety performance. Your achievement is a positive example to the industry. The greatest challenge-that you now face is to maintain this level of performance and not to rest on past achievements. Continued management involvement. and support, and dedicated efforts from your staff to identify and

'Mr. Bruce D.- Kenyon ~ 2- .promptly correct problems are necessary for you to continue to meet this difficult challenge. James M. Taylor Executive Director for Operations -cc: See next page } l 1 9 j

Mr._ Bruce'D.'Kenyon 3- ' cc: - Mr. R.' J. White -Nuclear Coordinator S.C. Public Service Authority c/o Vigil C. Summer Nuclear Station 3 -Post Office Box 88, Mail Code 802 -Jenkinsv111e, SC 29065 J._B. Knotts, Jr., Esquire-Winston & Strawn Law Firm 1400 L Street, N.W. Washington, DC,20005-3502 Resident Inspector / Summer NPS c/o U.S. Nuclear. Regulatory -Commission

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Route 1, Box 64-Jenkinsville,RSC 29065_

Chairman, Fairfield County Council Drawer 60 Winnsboro SC 29180 - Mr. Heyward G. Shealy, Chief Bureau of Radiological Health South Carolina Department of Health and Environmental Control 2600 Bull Street Columbia, SC-29201 Mr. R. M. Fowlkes, Manager Nuclear. Licensing 1 Operating Experience. South Carolina Electric & Gas Company Virgil C. Summer Nuclear Station Post Office Box 88. 'Jenkinsv111e, SC 29065' t

[ UNITED STATES NUCLEAR REGULATORY COMMISSION I I WASHINGTON. D.C. 3DugH001 'g....+ Docket Nos. 50-454, 50-455 Mr. James J. O'Connor Chief Executive Officer Commonwealth Edison Company P.O. Box 767 Chicago, Illinois 60690

Dear Mr. O'Connor:

On June 7-8, 1994, NRC senior managers met 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 the 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. In addition, at this meeting, senior managers-identify specific plants that have demonstrated a level of safety performance that deserves formal NRC recognition. At the January 1994 Senior Management Meeting, the Byron Station was identified as having achieved a high level of safety performance and, as a result, met criteria for recognition of its performance. I am pleased to note that Byron has again been identified as a good performer. In-identifying such plants, NRC senior managers perform an evaluation of performance in many areas including operational safety, self-assessment, problem resolution, and plant management onganization and oversight. The NRC recognizes that, to achieve the level of performance demonstrated by the Byron Station, there must be management involvement in all phases of plant activities. In addition, the staff must be dedicated, knowledgeable, and fully supportive of plant activities, and a commitment to safety must exist throughout the organization. We commend you and your staff for achieving this high level of safety performance at the Byron Station. The greatest challenge that you now face is to maintain this level of performance and not to rest on past achievements. Continued management involvement and support, and dedicated efforts from your staff to identify and

' Mr. James-J. O'Connor promptly correct problems are necessary for you to continue to mett this-difficult challenge. James M. Taylor-- Executive Director for Operations cc: See next page

e Mr. James J. O'Connor cc: EIS Review Coordinator U.S. Environmental Protection Agency Mr. William P. Poirier, Director 77 W. Jackson Blvd. Westinghouse Electric Corporation Chicago, IL 60604-3590 Energy Systems Business Unit Post Office Box 355 Bay 236 West-Illinois Department of Nuclear Safety Pittsburgh, PA 15230 Office of Nuclear Facility Safety 1035 Outer Park Drive Joseph Gallo Springfield, IL 62704 Gallo & Ross 1250 Eye St., N.W. Commonwealth Edison Company Suite 302 Byron Station Manager Washington, DC.20005 4450 North German Church Road Byron, IL 61010 - Michael I. Miller Esquire Sidley and Austin One First National Plaza Chicago, IL 60690 Howard A. Learner Environmental-Law and Policy Center of the Midwest 203 North LaSalle Street Suite 1390 ~ Chicago, IL 60601 U. S. Nuclear Regulatory Commission Byron Resident' Inspectors Office 4448 North German Church Road Byron, IL 61010-9750L Ms. Lorraine Creek Rt. 1, Box 182 Manteno, IL 60950 Chairman, Ogle County Board Post Office Box 357 Oregon, IL 61061 Mrs. Phillip B. Johnson 1907 Stratford Lane Rockford, IL 61107 Attorney General 500 South 2nd Street-Springfield, IL 62701

g \\ UNITED STATES 0 j NUCLEAR REGULATORY COMMISSION WASHINGTON, D.C. 20566-0001 \\....*l Docket No. 50-483 Mr. Charles W. Mueller President and Chief Executive Officer Union Electric Company P.O. Box 149 St. Louis, MO 63166 i

Dear Mr. Mueller:

On June 7-8, 1994, NRC senior managers met to evaluate the nuclear safety performance of operating reactors, fuel faellities, and other materials licensees. The NRC conducts this meeting semiannually to determine if the safety performance of the 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. In addition, at this meeting, senior managers identify specific plants that have demonstrated a level of safety performance that deservc;..dmal NRC recognition. At the January 1994 Senior Management Meeting, the Callaway Nuclear Power Plant was identified as having achieved a high level of safety performance and, as a result, met criteria for recognition of its performance. I am pleased to note that Callaway has again been identified as a good performer. In identifying such plants, NRC senior managers perform an evaluation of performance in many areas including operational safety, self-assessment, problem resolution, and plant management organization and oversight. The NRC recognizes that, to achieve the level of performance demonstrated by the Callaway Nuclear Power Plant, there must be management involvement in all 1hases of plant activities. In addition, the staff must be dedicated, (nowledgeable, and fully supportive of plant activities, and a commitment to safety must exist throughout the organization. We commend you and your staff for achieving this high level of safety performance. Your achievement is a positive example to the industry. The greatest challenge that you nos face is to maintain this level of performance and not to rest on past achievements. Continued management involvement and support, and dedicated efforts from your staff to identify and l l

4 - Mr? Charles W. Mueller :, promptly correct' problems are necessary for you to continue to meet this-difficult challenge,- James M. Taylor. Executive Director-for Operations-cc: -See next page ) ___._i._

7 Mr. Charles W. Mueller cc:: Mr. Neil S. Carns President and Chief Mr. Donald F. Schnell-Executive Officer- . Senior Vice President -- Nuclear Wolf Creek Nuclear Operating -Union Electric Company Corporation Post Office Box 149 P.O. Box 411 ' St.: Louis, M0 63166-Burlington - Kansas 66839 Cermark Fletcher Associates Mr. Dan I. Bolef, President -18225 Flower Hill Way #A Kay Drey, Representative Gaithersburg, Maryland 20879-5334 Board of Directors Coalition for the Environment Gerald Charnoff', Esq. 6267-Delmar Boulevard Thomas A. Baxter, Esq. University City, MO 65130 Shaw, Pittman, Potts & Trowbridge. 2300 N. Street, N.W. Washington, DC 20037 Mr. T. P. Sharkey Supervising Engineer, Site Licensing Union Electric Company Post Office Box 620 Fulton, H0 65251 U.S. Nuclear Regulatory Commission-Resident Inspectors Office 8201 NRC Road Steedman, MO 65077-1302 LMr. Alan C. Passwater, Manager

Licensing and Fuels Union Electric. company Post Office Box 149 St.-Louis, MO 63166 Manager, Electric Department Missouri Public Service-Commission 301 W. High Post Office Box 360 Jefferson City,:MO 65102 Mr.; Ronald A. Kucera, Deputy Director Department of Natural Resources-P.O. Box 176 Jefferson City,-MO 65102

__.__._..__m____

[ \\ UNITED STATES g NUCLEAR REGULATORY COMMISSION WASHINoToN. D.C. 300EH001 Docket No. 50-263 Mr. James Howard Chairman and Chief Executive Officer Northern States Power Company 414 Nicollet Mall Minneapolis, MN 55401

Dear Mr. Howard:

On June 7-8, 1994, NRC senior managers met 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 the 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. In addition, at this meeting, senior managers identify specific plants that have demonstrated a level of safety performance that deserves formal NRC recognition. At the January 1994 Senior Management Meeting, the Monticello Nuclear Generating Plant was identified as having achieved a high level of safety performance and, as a result, met criteria for recognition of its performance. I am pleased to note that Monticello has again been identified as a good performer. In identifying such plants, NRC senior managers perform an evaluation of performance in many areas including operational safety, self-assessment, problem resolution, and plant management organization and oversight. The NRC recognizes that, to achieve the level of performance demonstrated by the Monticello Nuclear Generating Plant, there must be management involvement in all phases of plant activities. In addition, the staff must be dedicated, knowledgeable, and fully supportive of plant activities, and a commitment to . safety must exist throughout the organization. We commend you and your staff for achieving this high level of safety performance. Your achievement is a positive example to the industry. The greatest challenge that you now face is to maintain this level of performance and not to rest on past achievements. Continued management involvement and support, and dedicated efforts from your staff to identify and

4 Mr. James Howard ~ 2-promptly correct problems are necessary for you to continue to meet this l difficult = challenge. James M, Taylor Executive Director for Operations -cc:' See next page i

m Mr. James Howard ,o cc:' Lis's R. Tiegel-Assistant-Attorney General J. E. Silberg, Esquire-Environmental Protection Division .Shaw, Pittman, Potts and Trowbridge-Suite 200- '2300 N Street,:N.'W. 520 Lafayette Road Washingion DC__20037 St. Paul, Minneseta 55155 - U.S. Nuclear Regulatory Comission Site Licensing- ! Resident Inspector Office Monticello Nuclear Generating Plant-2807 W -County Road 75 Northern Statos Power Company Monticello.. Minnesota 55362-2807 West County Road 75 Monticello,-Minnesota 55362 Site. aneral Manager Monticello-Nuclear Generating Plant Northern States Power Company ,Monticello, Minneseta 55362-Robert Nelson President Minnesota Environmental Control- . Citizens Association-(MECCA) 1051. South McKnight Road St. Paul, Minnesota 55119 Comissioner Minnesota Pollution Control Agency 520 Lafayette Road St Paul, Minnesota 55119 Comissioner of Health Minnesota Department of. Health

717 Delaware Street, S.-E.

Minneapolis, Minnesota 55440 Darla Groshens, Auditor / Treasurer-Wright County Government Center 10 NW Second Street Buffalo, Minnesota 55313' Kris SandaiComissioner Department-of Public Service-i 121-Seventh. Place EastL Suite 200

St. _ Paul, Minnesota 55101-2145

t I f UNITED STATES j ,} NUCLEAR REGULATORY COMMISSION WAsHINoToN, D.C. 20M60001

• %9...*}

Docket Hos. 50-275, 50-323 Mr. Richard A. Clarke Chairman of the Board and Chief Executive Officer Pacific Gas and Electric Company 77 Beale Street San francisco, CA 94106

Dear Mr. Clarke:

On June 7-8, 1994, NRC senior managers met 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 the 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. In addition, at this meeting, senior managers identify specific plants that have demonstrated a level of safety perform nce that deserves formal NRC recognition. At the January 1994 Senior Management Meeting, the Diablo Canyon Nuclear Power Plant was identified as having achieved a high level of safety recognition of its performance. performance and, as a result, met criteria for I am pleased to note that Diablo Canyon has again been identified as a good performer. In identifying such plants, NRC senior managers perform an evaluation of performance in many areas including operational safety, self-assessment, problem resolution, and plant management organization and oversight. The NRC recognizes that, to achieve the level of performance demonstrated by the Diablo Canyon Nuclear Power Plant, there must be management involvement in all phases of plant activities. In addition, the staff must be dedicated, knowledgeable, and fully supportive of plant activities, and a commitment to safety must exist throughout the organization. We commend you and your staff for achieving this high level of safety performance. Your achievement is a positive example to the industry. The greatest challenge that you now face is to maintain this level of performance and not to rest on past achievements. Continued management involvement and support, and dedicated efforts from your staff to identify aid

Mr. Richard A.-Clarke 2-s -promptly correct problems are necessary for you to continue to meet this difficult challenge. James M._ Taylor Executive Director for Operations cc: See next page \\

Mr. Richard-A. Clarke cc: Mr. Steve Hsu Radiologic Health Branch lNRC Resident Inspector-State Department of Health Services Diablo Canyon Nuclear Power Plant Post Office Box 942732 c/o U.S. Nuclear Regulatory-Sacramento, CA 94234 Commission-P.O. Box 369 Mr. Peter H. Kaufman Avila Beach, CA 93424 Deputy Attorney General State of California Dr. Richard Ferguson, Energy Chair 110 West A Street, Suite 700 Sierra Club California San Diego,-CA 92101 6715 Rocky Canyon Creston, CA 93432 Christopher J. Warner, Esq.. Ms. Nancy Culver Pacific Gas & Electric Company San Luis Obispo Post Office Box 7442 Mothers for Peace San Francisco, CA 94120 P.O. Box 164 Pismo Beach, CA 93448' Mr. John Townsend Vice President and Plant Manager Ms. Jacquelyn C. Wheeler Diablo Canyon. Power Plant-P.O. Box 164 P.O. Box 56 Pismo Beach, CA 93448 Avila Ber'h, CA 93424 Managing Editor-The County Telegram Tribune 1321 Johnson Avenue P.O. Box 112 San Luis-.0bispo,.CA 93406 Chairman San Luis Obispo County Board of Supervisors Room 370-County Government Center -San Luis Obispo, CA 93408 - Mr. Truman Burns 4 Mr. Robert Kinosian-California Public Utilities-Commission 505 Van Ness, Room 4102 San Francisco, CA 94102 Diablo Canyon Independent Safety Committee ATTN: Robert R. Wellington, Esq. Legal Counsel 857 Cass Street, Suite D -Monterey, CA 93940

t Trending Letters to Licensees a

UNITED STATES - [ ? ]! NUCLEAR REGULATORY. COMMISSION ks -~ 1*= WASHINGTON D.C.MMOH001 ....+ - Docket No. 50-373,s50-374 Mr. James J. O'Connor Chief Executive Officer Commonwealth Edison Company P.O. Box 767 Chicago, IL 60690

Dear Mr.-0'Connor:

On June 7-8, 1994, NRC senior managers met 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 the 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. In addition, at this meeting, senior managers identified specific plants that have demonstrated a level of safety performance that deserves formal recognition. At the June 1994 Senior Management Meeting, - LaSalle Station was-discussed. - As a result ~of the January 1994 Senioi Management Meeting I ex)ressed concerns-regarding adverse trends in performance at LaSalle Station. 11e major-causes of concern were the declining plant material condition, poor work practices by radiological workers and poor radiological work conditions in general-In the last few months improvements have been made in management staffing and a plan for improvement of the situation has been developed. Implementing plans and schedules are in the process of development. Efforts at self assessment, root cause analysis of_ equipment problems and resolving radiological work practices and conditions are just starting, and considerable work still needs to be done. There have been-two visits recently by groups of senior NRC managers to-assess the situation at LaSalle. While the improvement efforts.to date are positive, the senior monagers concluded that more time would be needed~ to -evaluate their effectiveness in arresting the adverse trends. We urge-you to continue with your improvement activities and adjust-them as necessary to address'the major issues at LaSalle. If you have any questions regarding this matter, please do not hesitate to call me. Sincerely. James M. Taylor Executive Director , for Operations cc: See next page

Mr. ' James J. O'Connor cc: Phillip P. Steptoe, Esquire Michael I. Miller, Esquire Sidley and Austin Sidley and Austin - One First National Plaza One First National Plaza Chicago, IL 60603 Chicago, IL 60690 Assistant Attorney General Jean Allard 100 West Randolph Street Director Suite 12 Comonwealth Edison Company Chicago, IL 60601 P.O. Box 767 Chicago, IL 60690-0767 Resident Inspector /LaSalle, NPS U. S. Nuclear Regulatory Commission James W. Compton Rural Route No,'1 Director P.O. Box 224 Commonwealth Edison Company Marseilles, IL 61341' P.O. Box 767 Chicago, IL 60690-0767 .LaSalle County Board of Supervisors Sue L. Gin LaSalle County Courthouse Director Ottawa, IL 61350 Commonwealth Edison Company P.O. Box 767 Attorney General Chicago, IL 60690-0767 500 South 2nd Street Springfield, IL 62701 Donald P. Jacobs Director Chairman Commonwealth Edison Company Illinois Commerce Commission P.O. Box 767 Leland Building Chicago, IL 60690-0767 527 East Capitol Avenue Springfield, IL 62706 George E. Johnson Director Illinois ' Department of Nuclear Safety Commonwealth Edison Company Office of Nuclear Facility Safety. P.O. Box 767 1035 Outer Park Drive. Chicago, IL 60690-0767 Springfield, IL 62704 Harvey Kapnick . LaSalle Station Manager Director LaSalle County Station Commonwealth Edison Company Rural Route 1 P.O. Box 767 P.O. Box 220 Chicago, IL 60690-0767 Marseilles, IL 61341 Byron Lee, Jr. Robert Cushing Director Chief, Public Utilities Division Commonwealth Edison Company lilinois Attorney General's Office P.O. Box 767 100 West Randolph Street Chicago, IL 60690-0767 Chicago, IL 60601

Mr. James J. O'Connor: - Edward A. Mason-- Director.- Commonwealth Edison Company - P.O. Box 767 . Chicago-IL-60690-0757 Frank A. Olson l Director Commonwealth Edison Company P.O. Box 767 Chicago, IL 60690-0767 ' Samuel K. Skinner Director-Commonwealth Edison Company P.O. Box-767 Chicago,-_IL 60690-0767 Lando W. Zech, Jr. Director Commonwealth Edison Company P.O. Box 767-Chicago,;IL 60690-0767 {

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• • i UNITED STATES 3t NUCLEAR REGULATORY COMMISSION I*

I WASHINGTON. D.C. M1 Docket No. 50-298 Mr. Ronald W. Watkins, President and Chief Executive Officer Nebraska Public Power District P.O. Box 499 Columbus, NE 68602

Dear Mr. Watkins:

In my letter of January 25, 1994, I advised you that, during the January 1994 semiannual Seni Cooper Nuclear,or Management Meeting (SMM), recent trends in performance at Station had raised sufficient cor.cerns that a meeting with you was considered appropriate. This meeting was pro)osed to facilitate communications between NRC management and the hig1est level within the Cooper Nuclear Station corporate organization to clearly identify the areas of concern. Subsequently, a meeting was held on February 18, 1994, between yourself and Mr. Leonard J. Callan, the NRC's Region IV Administrator. On June 7-8, 1994, an SMM was again held at which NRC managers reviewed and evaluated the safety performance of operating reactors. Based on the discussions regarding Cooper Nuclear Station, it was concluded that.the actions you have taken and those planned, including the management changes that you have proposed, have.the the trends in plant performance. potential to address the concerns regarding However, additional time is necessary to assess the effectiveness of the actions you have taken or planned to take. It '3 also was noted during the discussions that, based on our analysis of recent plant hardware problems and personnel performance issues at Cooper Nuclear Station, your planned actions should be reviewed to ensure that they address any additional areas of concern. If you have any questions regarding this matter, please do not hesitate to call me. Sincerely,- James M. Taylor Executive Director for Operations cc: See next page

Mr. Ronald W. Watkins CC Mr. G. D. Watson, General Counsel Wayne Boyd . Nebraska Public Power District Director P.O. Box 499 Nebraska Public Power District Columbus, NE 68602-0499 Columbus, NE 68601 Nebraska Public Power District Warren R. Cook ATTN: Mr. David A. Whitman - Director P.O. Box-499 Nebraska Public Power District s Columbus, NE 68602-0499 Columbus, NE 68601 Randol)h Wood, Director David L. Duren Nebras(a Department of Environmental Director Control Nebraska Public Power District P.O. Box 98922 Columbus, NE 69601 Lincoln, NE 68509-8922 Bruce W. Gustafson Mr. Larry Bohlken, Chairman-Director Nemaha County Board of Commissioners Nebraska Public Power District Nemaha County Courthouse Columbus, NE 68601 1824 N. Street-Auburn, NE 68305 J. D. Hamilton Director. Senior Resident Inspector Nebraska Public Power District U.S. Nuclear Regulatory Commission Columbus, NE.68601 P.O. Box 218 Brownville, NE 68321 R. E. Holzfaster i Director Mr. Harold Borchert, Director Nebraska Public Power District Division of Radiologicel Health Columbus, NE 68601 i Nebraska Department of Health 301 Centennial rall, South R. D. Johnson P.O. Box 95007 Dir'ector Lincoln, NE 68509-5007 Nebraska Public Power District Columbus, NE 68601 Mr.- Ronald A. Kucera, Department Director of Intergovernmental Doralene Weed Cooperation Director Department-of Natural Resources Nebraska Public Power District P.O. Box 176 Columbus, NE 68601 - Jefferson City, MO 65102 D. J. Nelson G. G. Thompson Director Director Nebraska Public Power District Nebraska Public Power District Columbus, NE 68601 Columbus, NE 68601

p Mr. Ronald K Watkins' 3-L. S. Taylor = Director: Nebraska Public Power District _ Columbus, NE 68601-G 9 J k' a_- - - _--

\\ UNITED STATES [ S NUCLEAR REGULATORY COMMisslON i. wAsHiNovow, p.c. asusumot \\..... Docket No. 50-254, 50-265 Mr. -James J. O'Connor Chief Executive Officer Commonwealth Edison Company P.O. Box 767 Chicago, IL 60690'

Dear Mr. O'Connor:

On June 7-8, 1994, NRC senior managers met.to evaluate the nuclear safaty performance of operating reactors, fuel facilities, and other materials licensees.- The liRC conducts this meeting semiannually to determine if the safety performance of the various licensees exhibits sufficient weaknesses to warrant increased NRC attention or if it is trending adversely and requires that steps be t& ken to communicate concerns to the utility's president or board of directors. -In addition, at this meeting, senior managers identified specific plants that have demonstrated a level of safety performance that deserves formal recognition. At the June 1994 Senior Management Meeting,-Quad Cities Station was discussed. In the January 1994 Senior Management Meeting adverse performance trends and significant events at Quad Cities Station were discussed. The concerns were further elaborated in the Diagnostic Evaluation Team Report dated November 17, 1993. Of particular concern was poor plant material condition, ineffective self assessment and failure to complete past improvement plans, in the last few months, improvements have been made in management staffing, and progress has been made. in formulating a comprehensive plan for dealing with the problems at Quad Cities. Specific implementing plans are in the process of being issued. On the other hand, considerable work remains to be done on getting to the root cause of equipment problems, dealing with the radiological source. term and personnel corrective action program. protection practices, and implementing an effective Two recent visits were made by several senior NRC manasers to assess the situation. Their conclusion was that, although progress to date has-been positive, there has been insufficient time to clearly assess the effectiveness of the actions in stopping the adverse- -trends We urge that you continue to formulate your corrective action plans and execute them. .If you have any questions regarding this matter, please do not hesitate to call me. Sincerely, James M. Taylor Executive Director ,for Operations cc: See next page I

y l Mr. James J.i0'Connor- - cc: - Mr.lStephen E. Shelton Sue L.-Gin lVice President Director. - = Iowa-Illinois' Gas and Commonwealth Edison Company Electric Company-P.O. Box 767-P.O. Box 4350; Davenport,' Iowa 52808. . Chicago, IL 60690-0767 Donald P. Jacobs Michael I. Miller,- Esquire Director 'Sidley and Austin Comonwealth Edison Company One First National Plaza P.O. Box 767 Chicago. IL 60690: Chicago, IL 60690-0767 MkGuy'CampbellT George E. Johnson Station Manager Director Quad Cities Nuclear Power Station Comonwealth Edison Company - -22710 206th-Avenue North. P.O.-Box 767 Cordova, IL-61242 Chicago, IL 60690-0767 Resident' Inspector Harvey Kapnick U.-S.-Nuclear' Regulatory Commission-Director 22712 206th Avenue: North-Comonwealth Edison Company Cordova, IL 61242 P.O. Box 767 Chicago ~, IL 60690-0767 Chairman-Rock' Island County Board Byron Lee, Jr. of Supervisors-Director-1504-3rd Avenue Comonwealth Edison Company Rock Island County Office Bldg. P.O. Box 767. Rock Island, -IL 61201 Chicago, IL'60690-0767 g Illinois Department of Nuclear Safety Edward A. Mason Office of Nuclear Facility; Safety Director 4 1035 Outer Park-. Drive Comonwealth Edison Company - 1 Springfield, IL 62704 -P.O. Box 767. Chicago, IL 60690-0767 Jean Allard- -Director. Frank A. Olson= Comonwealth Edison Company Director P.O. Box 767- - Comonwealth Edison-Company Chicago, IL-60690-0767 P.O. Box 767: Chicago, IL 60690-0767 James.W.~ Compton: Director-Samuel K.' Skinner comonwealth Edison Company Director-P.O.-Box:767 -- Comonwealth. Edison Company Chicago, IL 60690-0767-P.O. Box 767-Chicago, IL 60690-0767

I. Mr. James J. 0'Connor _3 -- -- I . Lando W.,Zech; Jr. Director Commonwealth Edison Company P.O. Box 767- ~ Chicago,-IL,60690-0767 9 4 ]' 1 l

SENSIT INF0MATION ENCLOSURE 2 e.. ~ Senior Management Meeting Summary June 7-8, 1994 4 I Information in this record was deleted in accordsnce with the Freedom of Information ) Act, exemptions. F01A - ( SEN51TIV NFORMATION =_

2 -tENtfTTYrfROWRTTW NRC $ENIOR MANAGEMENT (5191) SlM4ARY June 7-8, 1994 Region III Following the June 1985 loss of feedwater event at Davis-hsse, one resulting NRC action was that senior NRC managers periodically meet to discuss the plants of greatest concern to the agency and to plan a coordintted course of action. On June 7-8, 1994, the NRC senior managers held their seventeenth such meeting. The last meeting was held in Reg'on IV in January 1994. The meeting iri Region !!! was structured to review the status of the problem plants identified at the last meeting and to review the performance of other plants to determine if any changes should be made to the list of problem facilities which require close monitoring by NRC. In preparation for the meeting, NRR and NMS$, in conjunction with the four regional offices. AE00, OE, and RES, prepared background docume.nts on the-plantsandlicenseestobediscussed._InputsforeachoperatingreaQor,, plant included a summary of the most recent SALP and 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 theiplants 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 performance and for senior management identifi-cation of those plants warranting increased NRC attention. In reviewing the reactor plants that have experienced significant performance problems, the NRC managers have set ne 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 improvement continues. 2. Plants authorized to operate that the NRC will monitor closely. Plants in this category have been identified as having weaknesses that warrant increased NRC attention from both headquarters and the regional 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 will monitor closely. Plants in this category have been identified as having significant weaknesses that warrant maintaining the plant in a shutdown. condition until the licensee can demonstrate to the NRC that adequate programs _have been established and implemented to ensure substantial improvement.

3 4ENetitVE-tWF9MM40N The following chart lists conclusions reached by the senior managers at this meeting and from the previous meeting for nuclear power plants: Meetina Datet Cateoorv 3 Cateaory 2 Cittg.gry_1 June 7-8, 1994 Browns Ferry 113 Dresden 2&3 Brunswick 112 Indian Point 3 South Texas 112 January 11-13, 1994 Browns Ferry 143 Dresden 2&3 FitzPatrick Brunswick l&2 Indian Point 3 South Texas 1&2 e ~ e o The following' chart lists conclusions from this meeting and from the previous meeting for materials licensees:, Meetina Dates Facilities for Priority Attention June 7-8, 1994 None January 11-13, 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 plants and issues of greatest safety significance and risk. Ed RMATION SEN}$1T

4 SEN5!TIVE I F N Soecific Discuss on of Problem Facilities Cateaory 1: Plants That Have Been Removed from the list of Problem Facilities BRUNSWICK 1 AND 2 Promo ec )erformance RC conducted a agnostic Evaluation (DE) in May 1989. 3ased on th ort and licensee self-assessment findings, 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. In February - April 1992, a special NRC inspection effort revealed that the causes of continuing performance problems included management's failure to (1) set high standards continued improvement, and (3)(2) provide the leadership and support forrecognize problem for plant material condition, self-assessment. The licensee shut down both units in April 1992 due to diesel generatcr' building structural concerns, an issue that was mishandled by the licensee and extended significantly beyond the diesel building walls. The facility was hlaced on the NRC Watch List as a Category 2 plant during the June 1992 SMM. At the request of the Region II Administrator, CP&L submitted performance improvement plans which addressed both short-term (pre-startup) and long-term (post-startup) issues. These improvement plan actions were affirmed on December 18, 1992, in a Confirmatory Action Letter. Following completion of 8 the short-term actions Unit 2 restarted on April 29, 1993. Just prior to the last SMM, NRC conducted a Unit 1 Readiness Assessment Team (P.AT) inspection. Overall operational readiness was acceptable to support restart. NRC concurrence for Unit I restart was given on January 31, 19.94, after verifying that all remaining restart issues had bee appropriately resolved. Unit I successfully completed a comprehensive power ascension / testingjrogram(February 1-24,1994) after short-term / pre-startup actions, vessel siroud repairs, digital feedwater and other major modifications, and refuelir.g operations were completed. Unit I has operated continuously and has performed well since restart. Since the April 1993 restart, Unit 2 operated continuously untti the itcensee commenced a scheduled 92-day refueling outage on March 25, 1994. The licensee demonstrated sustained, relatively trouble-free performance of Unit 2, as well as good dual unit operational performance since the Unit I restart. CP&l's management of the Brunswick Three-Year Plan Implementation has been gooo. In addition to the excellent short-ters/ restart efforts on both units, significant progress has been observed in licensee efforts to improve expectations and performance standards, senior management involvement, overall site management control and communications. Self-assessment has improved considerably and issues are being identified, prioritized and corrected. Based on an overall improvement in site performance and confidence that the improvements will continue, Brunswick was removed from the Watch List. SENSIT ION /

/ y SENSITIVp! FORMATION Cateaorv 2: Plants Authorized to Ooerate that the NRC Will Monitor Closely DRESDEN 1. 2. 1 3 Dresden was first placed on the NRC Watch List in June 1987 (removed December 1988) and then again in January 1992. Significant contributors to Dresden being placed on the Watch List a second time included 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. Performance trends in )lant operation are improving. 0)erations management has shown good leaders 11p and ownership. The relationsiip between the union employees and management has improved. The licensee has made )rogress in reducing personnel errors and operator response to events has )een prompt and appropriate. There were no emergency safety feature (ESF) actuations in the last 6 quarters for Unit 2. Unit 3 entered the March 1994 refueling. outage with a station record run of 236 days. Performance in maintenance has been good. The licensee's preparation for the Unit 3 refueling outage was good; however, work planning for some specific maintenance activities continuet to be weak. The material condition of Unit 2 has improved. Root cause identi'fication efforts have improved, and the feedback of results from this program into the training program has been positive. A lower threshold for writing nuclear work requests has been established, facilitating further improvement. UnderthedirectionofStationSupportEngineeringSupervisors,perforsakcein engineering improved significantly. Engineering support for maintenance activities has been positive. H0V program performance has improved. Identification of issues by engineering has been generally good; however, the licensee's engineering group failed to identify recurring 3rablems on the emergency core cooling system (ECCS) actuation level switcies. The number of safety system failures (SSFs) for the fourth quarter of 1993 was about the same as the third quarter. However, most of the reported failures were actually design problems identified by the licensee rather than actual failures. The involvement of Site Engineering and Construction in engineering issues begins at an earlier stage, thus improving the overall engineering process. The licensee's self-assessment capability remains weak. The number of problem identification forms (Plfs) increased as expected as the Integrated Reporting Program (IRP) reached its maturity. However, effective methods do not exist to evaluate lower level PIFs and reduce the backlog. Management oversight of Unit I activities has been inadequate and the material condition of Unit 1 areas is poor. The licensee failed to evaluate the effects of removing Unit I containment heating and ventilation systems. A service water pipe ruptured due to severe weather conditions and flooded the basement of the Unit I containment. During subsequent investigation, the licensee identified a potential for draining the Unit I spent fuel pool. Senior management had not dedicated resourc6s to overse the Unit 1 project. Further, site and corporate management did not take an active role in assessing the significance of the event. SENSITI E JNOMN

6 SENSITIVE,INFORMATION Dresden's most recent SALP was presented to the licensee in October 1993. The Maintenance and Plant Support functional areas were rated Category 2, and the Operations and Engineering functional areas were rated Cat,egory 3. Because a marked upturn in perfonnance at Dresden has not been evident, Dresden will remain on the Watch List. INDIAN POINT 3 any o he prob est 'det a ed during the Diagnostic valuation (DE) at'FitzPatrick in the Fall M M rare found to exist at IP3, particularly in the quality of monomm oversight and corrective action program. In January 1993, the licensee (NYPA) submitted a Performance Improvement Plan. 3 In February 1993, the NRC questioned the 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. There continues to be significant changes in site and corporate management. Richard Flynn, the NYPA Chairman of the Board resigned, effective February 1, 1994, pnd.has not yet been replaced. S. David Freeman, former General Manager of the, Sacramento Municipal Utility District was named President and Chief Executive Officer of NYPA effective March 1, 1994. Ralph Beedle, Execut'ive Vice President - Nuclear Generation, resigned in January 1994. William Josiger, the curront Vice President - Nuclear Operations and Maintenance, is acting in Mr. Beedle's position until William Cahill, Jr., former Vice President of Nuclear Production for Texas Utilities can execute the duties full time, beginning September 1, 1994. Leslie M. Hill, Jr., the former Vice President of A>praisal and Compliance Services, was named the Resident Manager of IP3'in Marci 1994, replacing John Garrity. Richard Patch is currently acting in Hill's former position until a permanent replacement is found. Paul Borer,-the Vice President - Nuclear Engineering, returned to INPO at the beginning of June 1994. Thomas Dougherty, an engineering director within the corporate office, is currently acting in the position. Other recent management changes at IP3 include the General Managers of Maintenance, Support Services, and Operations (no replacement for the latter has yet been named)d and the Training, Operations, Licensing. Technical Services, Maintenance an QA Managers. NYPA continues to experience procedure adherence and work control deficiencies at IP3, despite the work slowdown instituted to better control activities. Examples include backward installation of an air operated valve for the Appendix R emergency diesel generator air start system, entering a procedure without satisfying prerequisites, improper tagging of equipment prior to maintenance, deviating from a reactor coolant pump startup procedure, and failing to remove a jumper during motor operated valve testing. While it is noteworthy that these problems were self-identified, the NRC is concerned with the recurrence of problems in these areas. SENSITIEJNFORfAT[0N

7 SENSITI T10N The NRC's assessment of'the NYPA Performance Improvement Plan (PIP) is that it was not fully effective. NYPA formed an independent Situational Assessment Team to assess organizational effectiveness issues, to detprmine actions needed for restart and long-term operation of IP3, as well as to develo) a Restart and Continuous improvement Plan (RCIP) to supersede the PIP. 11e results of this effort were presented to the NRC at a meeting open for public observation-on-May-26, 1994. NYPA formally submitted the RCIP to the NRC on andwillprovidequestionsandcommentsontheplantoNYPAinthene.heRCIP May 27 1994.. The NRC NYPA Assessment Panel is currently reviewing t ar futurc. Based on the need for demonstrated improvement and the lack of plant operations, it was concluded that Indian Point 3 should remain a Category 2 plant. 10UTH TEXAS PROJECT e.. recent y, oth' units had remai ed shutdown since February 1993 under a Confirmatory Action Letter (CAL), because of performance problems in three broad areas: material condition and housekeeping, human performance, and organizational performance. The STP Restart Panel developed a Restart Action Plan to ensure coordination ofNRC{resourcesassociatedwiththeUnitIrestart. A similar plan was used for Un t 2. Management meetings with the licensee have been held approximately monthly; all have been open to public observation, and most have been held at the site. The Operational Readiness Assessment Team completed its inspection activitter in January 1994. The team identified some continuing weaknesses with ' configuration management and the corrective action program, but the findings were generally positive and supportive of Unit 1 restart. Based on these findings and the results of inspections since October 1993, all restart issues were,found to have been adequately addressed, and the CAL for Unit I was lifted on february 15, 1994. The unit subsequently entered Modes 2 and 1, and attained 28% power before a manual reactor trip was initiated because a feedwater regulating valve failed closed. The unit restart was delayed because of a steam generator tube plug leak. The unit was restarted on March 21, and full power operation was reached on April 7. The STP Restart Panel identified four Unit 2 restart issues, including and the engineering backlog.e problem report system, the maintenance backleg, management effectiveness th The licensee's employee concerns program (ECP) was also reviewed. The inspection findings were generally positive; however, several key aspects of the ECP remained to be implemented. On May 17, 1994, the Unit 2 restart issues had been adequately resolved and the CAL was lifted. On May 22 Unit 2 achieved Mode 2 operation. Mode 2 operation was delayed for repair of a wide range nuclear instrument. On June 3 reactor >ower was reduced from 47% to 30% to perform corrective maintenance on tie main feedwater pumps. SENS!JJ ION

8 SEN81TIVE INFORMATION The licensee has used an outside party to conduct independent assessments. These assessments have identified areas for improvement, including the size of the station problem report backlog. The Region IV staff conducted an assessment of licensee performance as Unit 1 a>proached 905 power in February and March 1994. The assessment indicated t sat plant operators were generally performing acceptably, with a few exceptions in the areas of oversight and control of plant tests and surveillances. The licensee has experienced several problems with Cooper-Bessemer emergency dieselgenerators-(EDGs). These problems include a relay problem with the flash field circuit that kept EDG 11 inoperable from February 3 to March 11, 1994; inadvertent starts of EDG 21; and a broken piston and other signs of significant degradation with EDG 22. Actions to resolvo these EDG problems were discussed at the public management meetings on March 16 and May 4,1994. e., South Texas was continued on the Watch List as a Category 2 plant. In addition, senior

• management agreed that a special (trial) assessment shobid be

>erformed at South Texas to gain additional insights into the problems that save been exp6rienced at the plant. Cateaory 3: Shutdown P" ants Recifir< na NRC Authorization to Doerate and which the Nic wih i Monitor C' oselv BROWN $ FERRY 1 AND 3 All three Browns Ferry units were placed on the NRC Watch List as Category 3 plants during the October 1986 St#t because of a history of poor performance, significant enforcement actions, several operational events, equipment failures, and the inability of. management to identify and correct problems. 'TVA implemented an improvement program to address the corporate weaknesses identified in TVA's nuclear proqram. Browns Ferry Unit 2 restarted in May 1991 and was removed from the NiC's Watch List in June 1992, while Units 1 and 3 remain defueled and continue to require NRC authortration to operate (Category 3). The SALP process remains 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 detemined TVA's plan was acceptable. TVA began implementing _this plan almost-1amediately for Unit 3. Construction activities continue to increase on Unit 3. Major activities include conduit installation and support, cable pulling, large and small bore support hangers, and control room design review. In general, TVA adopted for Unit 3 the same methods, criteria, and technical positions that-were approved by previous SERs for Unit 2 restart. Only a small number of individual TVA programs deviated from the Unit 2 precedents and have required additional NRC revtew. Unit 3 has a current fuel load date of October 1995. Criticality is scheduled for December 1995, with power ascension com>1ete in February 1996. The licensee has committed to the TVA Board.to agin Unit 3 operation according to this schedule. Browns Ferry Units 1 and 3 will remain on the Watch List as Category 3 plants. SENSITIVE INFORMATION

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12 / SENSITJy M NFORMATION x 1 COOPER Cooper Nuclear Station was first discussed at the June 1993 Senior Management Meeting (SMM), based on apparent declining performance. Although licensee ~ N personnel seemed to operate the plant well during routine operation, the'y / failed to aggressively pursue and evaluate issues identified during non-( routine operation and outages. Due to continuing decline in overall V ( perfomance, Cooper was issued a, trending letter in January 1994. Since the trending letter, the licensee's problem identification and resolution processes have shown some improvement. A continuing concern, however, is the inability of management to communicate expectations and obtain commitment for improved performance from plant employees at all levels, p { Several telling inspection findings have been identified since the last SHM. The licenseo failed to identify the root cause of a March 3 reactor scram until uncontrolled fluctuations of the turbine bypass valves were noticed during reactor startup. In April 1994, the licensee identified over 50sleaks in the control room pressure envelope, indicating a long-standing inability to meet related design requirements. The May 1994 discovery of a tie-wrap on a non-safety-related undervoltage coil led to the licensee's discovery of certain procedural deficiencies; however, NRC inspection was necessary to identify significant related failures to verify load-shudding capabilities, which led to a plant shutdown dua to declaring both emergency diesels . \\ inoperable While these activities indicate added diligence in the licensee's efforts'to, identify and correct problems,be a concern. ) the depth of these efforts and the limited scope of resciution continues to The Itcensee's recently developed Integrated Enhancement Program (IEP) identifies the causes for declining performance and proposes corrective actions, including: changing the maintenance department culture; obtaining employee ownership of needed improvements; and developing rigor and The IEP has been effective in ) consistency in handling reactive issues. identifying personnel performance errors. Management changes continue to be discussed, but have not been evident. N Engineering, Chemistry, and Health Physics have received added staffing. Maintenance problems continue to occur. The maintenance backlog is steady and appears manageable. The reduction in radiologically contaminated areas has i SENSIT VHMG6 FAT 10N U f d

13 SENSITJVEd ON ~ ~ ~ - improved the ability to maintain equ hment. The material condition of certain '] equipment (e.g., diesel generators, CID umps)isacontinuingconcern. Plant engineering has exhibited improvement, he new Engineering Mana er has been 7 actively involved in most recent issues, and is resently assemb in a set of standards to assess the engineers' depth of know edge and capabilit es. Quality assurance QA) personnel have been more active in day-to-day plant activities. QA au it findings are receiving better management attention, but ) improvement is needed in addressing the findings. Plant Operations performance is mixed. of shift activities; h Shift operators appear to be exercising firmer control owever, a recent inspection found weaknesses tri operator understanding of emergency preparedness requirements, with significant weaknesses identified in one crew. Operator response to recent events appeared effective, but a noticeable lack of mid-level management involvement continues to exist. In summary, the senior managers detennined that the actions taken an6" landed at Cooper, inclyding the proposed management changes, have the potenti 1.tolloweve addrass the concerns regarding downward trends in lagt performance, ( additional time and a further review of plant acti ities is needed for tne NRC to assess the' effectiveness of these actions. The senior managers decided ) at this time, a follow-up letter to the previous trending letter is that, although the addition of Cooper to the NRC Watch List is not warranted C appropriate, in addition, because the reasons for the continuing problems i experienced at Cooper are not fully understood, senior management discussed the need for & Diagnostic Evaluation (DE) at Cooper prior to the January 1995 SMM. j' t

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, y 37 f }@ 22 U Jt $ENSIT!YE INFORMATION m w Y [OpeningRemarks 4 e. m tjefly rpvtewed the history of the Senior Management Meeting (SHM)' a scussed the benefits of SMM discussions. He encouraged senior ment!to, continue in its initiatives to enhance the resident inspector -p .and to remind the staff of its obligation to maintain an open and coft ructiv,e attitude towards alJegers. 74 A M,:r 2ffgChajrman'sOpeningRemarks 2HNb Tht: Chairman _ indicated that the SMH is an important process that facilitates information sharing and helps management to avoid provincialism. He mad the 9 following remarks: 9:,,,' - The NRC should inform the public about how the SHM fits into the J. -tg agency's overall role. Senior management should also discuss the yg" 'results of the meeting with the staff. 4 ' hee. - The NRC's key role is in the assessment of plants, not Itcensee ?"' man'agement. Although a review of licensee management may be J c +, a appropriate when plant problems evolve from management concerns, M 5 Cisuch a review should be handled discreetly. a, Siy ..? M The NRC should be transparent in its decision making process, %$horoughinplacingitsresourcesandsystematicinhandlinu a robles plants. Because the role of the senior resident W.ht: tor X 4[adividualsplacedintheseassignmentsmustbekepthigh. $ 1, rf s critical to the agency's mission, the quality of the 2 1 M 1.- eorganization initiatives in the NRC have been commendable. >F ~ "E W fices have done a good job in determining what is important and 149^'MA $at is not. However, reductions are still needed in the vertical W Wiatructure in layers of management. Office reorganizations are MC$iijmed at reducing the number of management layers and the ,,parvisor-to-employee ratto, but should not result in 1Nq 'S M)E%NHficantly lower promotional opportunities.Efforts should be P' N 5e'to ensure the successful development of the Senior Level I.g.iE 'JceintheNRC. &;.r @h - n - K f? [gy p y 7; SENSITIVE INFORMATION z fit W ' JWK 8 4

)~ 23 SENSITIVE INFORMATION NRC aid and funding of special programs (SDMP, aid to the former Soviet Union, etc.) should be incorporated into traditional line organization programs, rather than continuing as separate in'tlatives. The NRC has a favorable relationship with the Union. When the Union is treated with respect and involved early in deliberations, interactions between management and the Union have generally been good (e.g.,theRegionIV/Vconsolidation). The interfaces between the NRC, the Executive Branch, Congress and other federal agencies have been good. Continued improvements in safety culture and engineering have been noticed in nuclear plants in eastern Europe. The NRC wl11 consider redirecting some of its resources and assistance to-countries in the Pacific basin, including China, Taiwan and., -Indonesia. m 3. Good Performing Plants The criteria detailed in SECY 91-103, as modified by the revised SALP program, were used to identify and select plants to be recognized as good performing plants. The following plants will be formally recognized for their good performance by a letter from the EDO: Byron 1 & 2. Harris Callaway Diablo Canyon 1 & 2 Grand Gulf Monticello 5 Summer 4. Diagnostic Evaluation (DE) The senior managers discussed the need for a DE at the Cooper Nuclear Station to gain an in-depth understanding of the safety performance. A recommendation was made to perform the front end of a DE, develop a charter, identify a team leader and review existing reports, evaluations and wrformance data including materials collected during the preparatory trip to tte plant site. The EDO decided that the front end of a DE should be performed as proposed for Cooper - and the findings presented to the EDO, RIV and NRR. Based on those findings a recommendation of whether or not the full DE should be performed would be provided to the EDO for his determination. 5. Use e Trending Letters Senior management discussed the effectiveness and future use of trending letters to inform utility management when a plant (s) has been identified as trending toward placement on the problem plant list. It was pointed out that, because trending letters have only been used during the previous two Sm s, it SENSITIVE INFORMATION

1' 24 $ENSITIV RMATION is premature at this time to thoroughly assess their impact on plant performance. Although it is expected that trending utilities would take prom)t and demonstrable steps to improve their performance, a period of six montis to one year may be insufficient to discern marked improvements in plant performance, it was indicated, however, that some steps towards improvement have been observed at several trending plants. it was agreed that trending letters are a useful tool for sharing early concerns with utilities regarding plant performance and that they should continue to be used, when appropriate. In addition, follow-up trending letters may be used to inform utility management of changes in the staff's assessment of performance at a plant which had earlier received a trending letter. 6. Continuation of Good Performer Recognition: Senior managers discussed the Good Performer Recognition Program and<foncluded that the program has encouraged continued good performance on the part of most licensees. The program also helps the staff focus and redirect its inspection 7. Effects on Plant Performance Due to Management Hovet:nt Between Utilities: l' reviewing plant safety performance, if problems or downward performan trends are evidenced, the movement of utility managers between utilities)e n is among the issues that the senior managers consider to assess the root cause(s) of plant performance problems. 8. Assessment of Inspection Program ' The Office Director of NRR re)orted on the Customized Inspection Program. The program, which is aimed at en1ancing NRC management oversight of the reactor inspection program and improving the allocation of inspection resources based on licensee performance, includes several key elements: review of prior inspection results and licensee performance; development of a perfonnance ass (tspeny,and inspection plan; site visit by a multi-disciplined assessment team, and; analysis and development of inspection recommendations. NRR discussed.he results of a recent trial (pilot)d Region 111. assessment of this program at Point Beach involving stsff from headquarters an NRR will incorporate the insights gained from this assessment, and additional pilots in each of the other regions, into a final proposal for implementing the program. 9. Region!!!ProcessReviewTeam(PRT)AssessmentandRecommendations Region !!! revi e basis PRT initiat erview of the results. SENS T FORMATION

r. 25 SENSITIVE INFORMATION The PRT identified a number of problems areas and corresponding corrective actions. Problems areas included comunication, assessment, self-assessment, preparation and collection of data, planning and scheduling, and corrective action. The proposed corrective actions, which are aimed at eliminating these barriers, include one flexible inspection plan, frequent integrated assessment, and one integrated and comprehensive message to the. licensee (s). It was agreed that the Regional Streamlining Task Force should reexamine the standard regiona anizational structure in 1 of the PRT recossendations. l 10. Management and Personnel Issues The following topics were briefly discussed: Experience with the Management / Union Partnership Process The agency's Labor-Management Partnership Comittee (LMPC), in four meetings since February 1994, has resolved administrative issues, established ground rules, received bargaining training and has begun to discuss more detailed issues. Discussions to date have been open and candid. It was recomended that judgement on the success of the partnership comittee process be reserve ((1-2 years) to allow opportunity for development. Status of Regional Streamlining Study Senior management reviewed the regions' plans for meeting the agency's goals of reducing the supervisory to employee ratio. It was concluded that more detailed information was required to achieve the goals and to facilitate the development of a comon organizational structure for the regional offices. It was agreed that the Regional Streamlining Study Task Force will reexamine the regional organizational structure, in light of the insignts ~ obtained from the Region !!! Process Review Team, and develop o appropriate recoseendations regarding the structure of regional offices. Status of Agency Restructuring / Reorganization ~~ In January 1994, offices submitted supervisory reduction plans. Reorganizations have been completed in a number of offices. Reorganizations are pending approval and/or implementation in ACRS/AE00/SP/ADM/NRR AND RES. EE0 Options available considering reduced hiring and recruiting The Director OP indicated that although the mandated reductions in FTE and highly graded supervisory positions through FY 1999 would limit opportunities for outside hiring, career progression for SENSITIVE INFORMATION

26 SENSITIVEyF women and minorities should not be limited. OP's recommendations to continue the agency's EE0 efforts include the following: encourage women and minorities to apply for develo) mental programs; continue using the intern program and ot1er tools to attract women and minorities; target recruiting activities on those colleges and universities with high numbers of minority graduates in disciplines sought by NRC; continue establishing upward mobility positions for women and minorities'. continue Executive Resources Board Review Group study of merit selections. ~ NRC Organizational Values Statement Senior managers were informed that the draft NRC Organizational Values Statement developed by the members of the SES Candidate Development Program was recently issued to the staff for comment. The staff's coments will be incorporated and a final version of the values statement will be developed and submitted to the EDO for approval. Status of resident inspector initiatives Senior management discussed the results of the Resident Inspector Program Review conducted by staff from OP, NRR and regions. The objective of the review was to develop a plan to recognize the importance of resident inspector experience in agency career )rogression and succession planning and to establish a pool of lighly qualified resident and senior resident inspectors through a nation-wide selection process and developmental program. Thb review included a study of policy issues affecting-the resident program, including pay, required five-year relocation, selection process, resident inspector development and career progression. 5 Senior management indica rt for recomendations Mcontainedi s - s, 11. Use of Enforcement Discretion i Senior management discussed the enforcement discretion process, including the staff's response to recent Congressional inquiries on the NOED process. The importance of evaluating and pursuing any underlying violations associated with licensee requests for N0ED's was emphasized. 12. State Programs New Umbrella Policy - the draft policy discusses the roles, responsibilities, and expectations for NRC and the Agreement SENSITIV ORMATION

27 SENSITIV ORMATION States. The overall objective is to establish a consistent, coherent, credible national program for the regulation of AEA materials. Compatibility Policy - the draft new policy redefines the adequacy and compatibility of Agreement State programs. After several years of development, it is hoped the final new policy will be approved by the Comission and be in effect in late 1994 or early 1995, after a public workshop is held. 13. NMSS Selected Topics Ihtegrated Materials Performance Evaluation Program (IMPEP - HMSS and OSP have initiated a pilot program involving the evalua) tion of two regions and three agreement sta he other t ions w res. Upon completion of the pilot reviews, the process, ind torsan4' results will be evaluated. A paper to inform the Comission of the results will be developed in November 1994. Clean Air Act Subpart I - after obtaining the Comission's views on the ALARA Inspection Procedure, the staff will incorporate changes directed by the Comission prior to meeting and reaching an agreement with EPA. w Status of dry cask storage: license applications, inspection program - MSS will review the Independent Spent Fuel Storage (ISTSI) guidance to assess its adequacy and, if appropriate, to develop additional guidance. Waste and Decommissioning Topics Dresden Bulletin - the staff is working on a follow-up plan to assess licensee actions. 50.59 rule' making for decomissioning - draft proposed rulemaking has been circulated to Office Directors for review and coment. SENSITI INFORMATION

28 SEdS!TIVE INFORMATION Q ublic requests for res ctions at unrestricted use sites; emetron burial proposaj Waste issue at Siemens; disposal restrictions Enhanced Participatory Rulemaking - draft proposed rulemaking for Radiological Criteria for Decomissi6ning has been provided to the Commission for review and will be published for public comment in late June or early July 1994. Need for MOUs between NRC, EPA and states to coordinate SDMP site activities - development of sut.h MOUs would erf(ourag,e a . coordinated and consistent approach to decomissioning_and public interaction. 14. AE00 SEEECTED TOPICS AEOD Studies CRDM Nozzle Cracking Study - inspections at 40 overseas PWRs identified cracks in 57 nozzles at 24 plants caused by primary water stress corrosion cracking (PWSCC) of thel alloy 600 nozzles. The AEOD study confirmed that the risk l significance is low because catastrophic failure is unlikel c h eak detecti avail si Safety System Reliability Studies - AEOD used available operating experience associated with actual demands to estimate the reliability and availability of safety systems. Preliminar insights of BWR high ressure ECCS systems ESF Bypass Stud - AE00 evaluated the human factors aspects of events in neered safety feature assed ated. SENSITIVE INFORMATION

y.. s 29 SENSITIVEINIORMATION Testing Effectiveness - AE00 evaluated the effectiveness of testing in assuring the capability and re of safety syst heir sa e areas most affected i ude post-mai enance testin post-modification testing, persbnnel errors while testing, equipment qualification testing, operational testing and failure to test systems and components. The status of a survey of monitoring for signs of economic stress was discussed. W The need for cor.tinued support from NRR and the regions to maintain the Plant Information books was stressed. A '- commitment was made to get the books in an electronic format as soon as practical in order to reduce the cost of updating 1 and to make the material readily available to Commission staff as well 'as Regions and program offices. The relationship between the Federal Radiological Emergency Response Plan and the Federal Response Plan was discussed. The idea af making the FRERP an Emergency Support Function (ESF-13) within the FRP in order to end the confusion And controversy with other federal agencies was discussed. Future Tonics List - AEC'.) described areas for future studies. >s 15. Date and Location of Next Senior Management Meeting The next SWI will be held January 24-25, 1995, in Region II. ~

• % j) 9 SENSITIVE INFORMATION

PROEC1 10NAL / ENCL 050RE 1 Sunnary of Senior Management Meeting Results [ e aj$'jd @ ( f, a, 0 c N tor / 9595,"

i PR I The following chart lists conclusions reached by the senior managers at this meeting and from the previous meeting for nuclear power plants: Meetino Dates Cateaorv 3 Cateoory 2 Cateoory 1 January 11-13, 1994 Browns Ferry 113 Dresden 213 FitzPatrick Brunswick 1&2 Indian Point 3 South Texas 1&2 June 14-16, 1993 Browns Ferry 113 Brunswick 1&2 Dresden 2&3 Fitzpatrick Indian Point 3 South Texas 1&2 The following chart lists conclusions from this meeting and from the previous f meeting for materials licensees: Meetino Dates Facilities for Priority Attention January 11-13, 1994 None June 14-16, 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 perfomance. 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 ONAL /

wiii O \\ e a Problem Pla t Lis Letters

f

• ,j NUCLEAR REGULATORY COMMISSION WASHINGTON, D.C. NM1

\\...* Docket Nos. 50-325, 50-324 Mr. William Cavanaugh, III President and Chief Operating Officer Carolina Power and Light Company Post Office Box 1551 Raleigh, North Carolina 27602

Dear Mr. Cavar,

augh: On January 11-13, 1994, NRC senior managers met 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 the various licensees exhibits sufficient weaknesses to warrant increased NRC attention. In addition, at this meeting,9 senior managers identify specific plants that have demonstrated a level of safety performance that deserves formal recognition. At the January 1994 Senior Management Meeting, the Brunswick plant (Units 1 and 2) was discussed. The Brunswick plant (Units 1 and 2) was categorized as requiring close monitoring by the NRC. 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 the Brunswick plant follows: The effectiveness of organizational changes and management realignments has been clearly demonstrated during the recovery of the station and post-recovery operation of Unit 2. Brunswick Unit 2 has operated safely and reliably with minimal problems since startup in April 1993. Management's elevated standards have been effectively communicated to the staff, equipment has performed well, the material condition of the station has been substantially improved, and the teamwork demonstrated by the staff has been exceptional. Self-assessments have improved and played a significant role in early identification of potential issues, and implementation of prompt corrective actions has been effective in minimizing major issues. Good progress has been made in reducing work backlogs on both units. Modifications required for restart of Unit I have been essentially completed in a high quality manner, although emergent issues have required extensive engineering and r:dification work which have delayed the restart of Unit 1. Management has demonstrated a proactive safety attitude and conservative decision making in resolving issues. Management focus should now be directed to safe startup of Unit I and demonstration of sustained good dual unit operational performance. 4

9 t Mr. William Cavanaugh, III Based on these considerations, the NRC will continue to closely monitor the programs and performance at the Brunswick plant to assure continued progress. An NRC Commission meeting, open to the public, has been scheduled to be held in the Commissioners' Conference Room in Rockville, Maryland, on January 27, 1994, to review t.he results of the latest meeting of NRC senior managers. Mr. Stewart D. EbneteV, the Rsgion II administrator, has discussed the bases ~ for our conclusions with regard to the Brunswick plant 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 cc: See next page 1

Mr, William Cavanaugh, Ill _ cc: Mr. Mark _S. Calvert Karen E. Long Associate General Counsel Assistant Attorney General Carolina Power & Light Company State of North Carolina -Post Office Box 1551-Post Office Box 629 Raleigh, North Caroline 27602 Raleigh, North Carolina 27602 Mr. Donald Warren, Chairman Mr. Robert P. Gruber-Brunswick County Board of Executive Director- -Commissioners Public Staff - NCUC Post' Office Box 2571 Post Office Box 29520 -Shallotte, North Carolina 28459 Ralsigh, North Carolina 27626-0520 Resident Innector. Mr. H. W. Habermeyer,,,Jr. - U.S. Nucleas Oegulatory Comission Vice President Star Route 1, Post Office Box 208 Nuclear Services Department Southport,-North Carolina 28461-Carolina Power & Light Company Post Office Box 1551 - Mail 0HS7 Regional-Administrator, Region II Raleigh, North Carolina 27602 U.S. Nuclear Regulatory Comission 101 Marietta St., N.W., Ste. 2900 -Mr. Norman R. Holden, Mayor Atlanta, Georgia 30323 City of Southport. 212 Frink Drive Mr. Dayne H. Brown, Director Southport, North Carolina 28461 Division of-Radiation Protection-N.C. Department of Environmental, Comerce and Natural-Resources Post Office Box 27687 Raleigh, North Carolina 27611-7687-Mr. J. M. Brown Plant Manager - Unit 1-Carolina Power & Light: Company Brunswick Steam Electric Plant Post Office Box 10429 -Southport, North Carolina 28461 - Public Service Comission - State of South Carolina Post Office Drawer 11649L Columbia, South Carolina 29211 -Mr. C. C. Warren Plant Manager - Unit 2 Brunswick: Steam Electric Plant Post Office Box 10429 Southport, North Carolina 28461

\\ UNITED STATES f i NUCLEAR REGULATORY COMMISSION E WASHINGTON. D.C. NIERNRO1 Docket Nos. 50-259, 50-296 Mr. Oliver D. Kingsley, Jr. President, Generating Group Tennessee Mey Authority 3B Lookout Place 1101 Market Street Chattanooga, TN 37402-2801

Dear Mr. Kingsley:

On January'll-13, 1994, NRC senior managers met to evaluate the nuclear safety performance gf operating reactors, fuel facilities, and other materials licensees. The NRC conducts this meeting semiannually to determine if the safety performance of the various licensees exhibits sufficient-weaknesses to warrant increased NBC attention. In addition, at this meeting, senior ~ managers identify specific plants that have demonstrated a level of safety performance that deserves formal recognition. At the~ January 1994 Senior Management Meeting, Browns Ferry Units 3 and I were discussed. Browns Ferry Units 3 and I remain in the category of plants that require NRC authorization to operate and warrant close monitoring by the NRC. Plants in this category have, or have had, significant 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 summary of NRC discussions related te-Browns Ferry Units 3 and 1-follows: Unit 3 requires completion of modifications-and equipment upgrades in accordance with recovery commitments. Engineering of the modi-fications is substantially complete and construction activities are in process; there is a relatively large backlog of cons'ruc-tion that remains to be completed. Organizational changes h.1 additional interface controis-have increased the effect1veness of the overall project management and quality of work has improved. Additional senior management changes at both the site and corporate levels have had a direct impact on the site management, and attention should be focused on assuring that no adverse impact of Unit 3 recovery results from these changes. Unit I recovery is TVA's lower priority, and alternative approaches to recovery are under consideration. Based on these considerations, the NRC will continue to closely monitor the programs and performance at Browns Ferry Units 3 and 1. An NRC Commission meeting, open to the public, has been scheduled to be held in the Commissioners' Conference Room in Rockville, Maryland, on January 27, 1994, to review the results of the latest meeting of NRC senior managers. l l

4 Hr. Oliver D. Kingsley, Jr. Mr. Stewart D. Ebneter, the Region II Administrator, has discussed the bases for our conclusions with regard 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 cc: See next page l

a 4 Mr. Oliver D. Kingsley, Jr. Cc: Mr. Craven Crowell, Chairman TVA Representative -Tennessee Valley Authority Tennessee Valley Authority ET 12A 11921 Rockville Pike, Suite 402 400 West Sumit Hill Drive Rockville, MD 20852 Knoxville, TN 37902 General Counsel Mr. W. H. Kennoy, Director Tennessee Valley Authority Tennessee Valley Authority ET 11H ET 12A 400 West Summit Hill Drive 400 West Sumit Hill Drive Knoxville, TN 37902 Knoxville - TN 37902 Chairman Mr. Johnny H, Hayes, Director Limestone County Comission Tennessee Valley Authority P.O. Box 188 ET 12A Athens, AL 35611 400 West Summit Hill r ive e Knoxville, TN 37902 State Health Officer Alabama Department of Public Health Mr. R. M. Eytchison, Vice President 434 Monroe Street Nuclear Operations Montgomery, AL 36130-1701 Tennessee Valley Authority 3B Lookout Place Regional Administrator 1101 Market Street U.S. Nuclear Regulatory Comission Chattanooga, TN 37402-2801 Region 11 101 Marietta Street,NW., Suite 2900 Mr. Pedro Salas Atlanta, GA 30323 Site Licensing Manager Browns Ferry Nuclear Plant Mr. Charles Patterson Tennessee Valley Authority Senior Resident Inspector P.O. Box 2000 Browns Ferry Nuclear Plant Decatur, AL 35602 U.S. Nuclear Regulatory Comission Route 12.-Box 637 Mr. O. J. Zeringue, Vice President Athens, AL 35611 Browns Ferry Nuclear Plant Tennessee Valley Authority Mr. T. D. Shriver P.O. Box 2000 Site Quality Manager Decatur, AL 35602 Browns Ferry Nuclear Plant Tennessee Valley Authority Mr. B. S. Schofield, Manager P.O. Box 2000 s Nuclear Licensing and Regulatory Decatur, AL 35602 Affairs Tennessee Valley Authority Mr. D. E. Nunn, Vice President-4G Blue Ridge Tennessee Valley Authority 1101 Market Street 3B Lookout Place Chattanooga,-TN 37402-2801 1101 Market Street Chattanooga, TN 37402-2801

a y* **eq( UNITED STATES NUCLEAR REGULATORY COMMISSION i 5 wAsumaton. o.c. smuuan k...* Docket Nos. 50-333~ Mr. Richard Flynn,- Chairman Board of Trustees New York Power Authority 1633-Broadway-New York, NY 10019

Dear Mr. Flynn:

On January 11-13, 1994, NRC senior managers met to evaluate the nuclear safety performance of operating reactors, fuel facilities, and other materials - ,1censees. The NRC conducts this meeting semiannually to determine if the safety performance of the various licensees exhibits sufficient weaknesses to warrant increased NRC attention. In addition, at this meeting senior managers sidentify specific plants that~ have demonstrated a level of safety performance that deserves formal recognition. - At the January 1994 Senior Management Meeting,-the FitzPatrick_ Nuclear Power Plant was discussed. .I Based on our discussions, it was concluded that the FitzPatrick Nuclear Power-Plant has demonstrated sustained improvement sufficient to warrant removal from the category that requires increased attention from both NRC Headquarters and Region I. Plants-in this category have taken effective action to correct identified problems and to implement programs for improved performance. A summary of NRC discussions related to FitzPatrick follows: c -The licensee has continued to improve performance in all previously identified problem areas and has demonstrated a sustained period of. safe operation.. Management oversight of day-to-day _ activities has been good and has demonstrated a sound safety perspective. ~Further, it appears the licensee has provided sufficient resources, programs and management oversight to carry out planned long-range performance improvements. In October 1993, the NRC conducted an Operational Safety Team ~ Inspection (OSTI) at the facility and~ corporate office. The OSTI found positive. performance in self-assessments,_ management over-sight and implementation of corrective action programs, and engineering and technical support functions. However..the OSTI --found some examples of weak root cause evaluations and untimely corrective actions, and a significant backlog of modification . requests and QA corrective actions. Continued management

attention is necessary to improve performance in these areas.

- Finally, the NRC has determined.that sufficient overall improve-ment in management oversight,-staff performance and equipment reliability have been demonstrated by the licensee.such that close monitoring of licensee activities is no longer warranted. l

Mr. Richard Flynn 2-However, the licensee must ensure that management attention and resources, necessary to sustain continued improvement at FitzPatrick, are not divert =d by the significant effort needed to address programmatic weaknesses and restart issues at the Indian l Point 3 Nuclear Power Plant, or to resolve current staffing issues i in the corpon.te office.- l 1 - An NRC Commission meeting, open to the public, has been scheduled to be held in the Commissioners' Conference Room in Rockville, Maryland, on January 27, 1994, to review the results of the latest meeting of NRC senior managers. Mr. Thomas T. Martin, Region I Administrator, has discussed the basis for our conclusions with regard to FitzPatrick with members of your staff. If you have any questions re.rding this matter, do not hesttate to call me. Sincerely, James M. Taylor Executive Director for Operations cr.: See next page 4 W s'

t Mr. Richard Flynn cc: ' Mr. Gerald C. Goldstein Assistant General Counsel Power Authority of the State of New York 1633 Broadway New York, New York 10019 Resident Inspector's Office U. S. Nuclear Regulatory Commission P.O. Box 136 Lycoming, New York 13093 Mr. Harry P. Salmon, Jr. Resident Manager James A. FitzPatrick Nuclear Power Plant P.O. Box 41 Lycoming, New York 13093 Mr. J. A. Gray, Jr. Director Nuclear Licensing - BWR Power Authority of the State of New York 123 Main Street White Plains, New York 10601 Supervisor Town of Scriba Route 8 Box 382 Oswego -New York 13126 Mr. Robert G. Schoenberger, Acting President Power Authority of the State of New York 123 Main Street White Plains, New York 10601 Charles Donaldson, Esquire Assistant Attorney General New York Department of Law 120 Broadway New York, New York 10271 Ms. Donna Ross New York State Energy Office 2 Empire State Plaza 16th Floor Albany, New York 12223

pocas 4 UNITED STATES .i j NUCLEAR REGULATORY COMMISSION 'g \\..... '#g wAssinatoN, D.C, NERH001 Docket No. 50-286 Mr. Richard Flynn, Chairman Board of Trustees New York Power Authority 1633 Broadway New York, NY 10019

Dear Mr. Flynn:

On Jan w y 11-13, 1994, NRC senior managers met to evaluate the nuclear safety performance of operating reactors, fuel facilities, and other materials licensees. The NRC conducts this meeting semiannilally to deter safety performance of the various licensees exhibits sufficient' pine if the weaknesses to warrant increased NRC attention. In addition, at this meeting senior managers identify specific plants that have demonstrated a level of safety performance that deserves formal recognition. At the January 1994 Senior Management Meeting, the Indian Point 3 Nuclear Power Plant was discussed. Based on our discussions, the Indian Point 3 Plant should continue to be closely monitored. 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 follows: Since the last Senior Management Meeting, overall performance at the facility has not significantly changed. While the NRC continued to see improvement in problem identification, significant performance weaknesses have continued. Examples a included personnel errors, and problems with procedure adherence, work control, and communications. Of most concern to the NRC were the continuing deficiencies in the plant's configuration and work control activities. A notable example was maintenance work that impacted all three emergency diesel generators simultaneously. In this instance, there were multiple errors, including implementation of improper maintenance, inadequate quality assurance oversight, and inadequate planning and scheduling. Additionally, the work was performed without the knowledge of the shift supervisor due to inadequate communications. Additionally, the NRC is concerned that the Performance Improvement Plan is not sufficiently comprehensive to address the performance issues required to be resolved prior to plant restart. Further, the NRC is concerned with the adequacy of support and the continuity of leadership from the corporate office for the Indian Point 3 site.

Mr. Richard Flynn 2-Overall, the NRC remains concerned with the continuing events, operator errors, communications problems, and the lack of progress in resolving these issues at the facility. An NRC Comission meeting, open to the public, has been scheduled to be held in the Comissioners' Conference Room in Rockville, Maryland, on January 27, 1994, to review the results of the latest meeting of NRC senior managers. Mr. Thomas T. Martin, Region I Administrator, has discussed tne basis for our conclusions with regard to Indian Point 3 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 cc: See next page 9 i _ _ ~ - - - - - - - - -

Nr. Richard Flynn ^ cc: Regional Administrator, Region I Resident Inspector U.S. Nuclear Regulatory Commission Indian Point 3 Nuclear Power Plant 475 Allendale Road U.S. Nuclear Regulatory Commission King of Prussia, Pennsylvania 19406 P.O. Box 337 Buchanan, New York 10511 Mr. Gerald C. Goldstein Assistant General Counsel Mr. Charles W. Jackson - Power Authority of the State Manager, Nuclear Safety and of New York Licensing 1633 Broadway Consolidated Edison Company New York, New York 10019 of New York, Inc. Broadway and Bleakley Avenues i' Mr. Robert G. Schoenberger, Acting Buchanan, New York 10511 President Power Authority of the State Mayor, Village of Buchanan of New York 236 Tate Avenue 123 Main Street Buchanan, New York 10511 White Plains, New York 10601 Mr. John H. Garrity Resident Manager Indian Point 3 Nuclear Power Plant P.O. Box 215 Buchanan, New York 10511 Mr. Peter Kokolakis Director Nuclear Licensing - PWR Power. Authority of the State of New York 123 Main Street White Plains, New York 10601 Ms. Donna Ross New York State Energy Office 2 Empire State Plaza 16th Floor Albany, New York 12223 - Charles Donaldson, Esquire Assistant Attorney General New York Department of Law 120 Broadway New York, New York 10271

Ik UNITED STATES [ NUCLEAR REGULATORY COMMISSION' I ~ WASHINGTON. D.C. M1 s Docket Nos. 50-498, 50-499 Mr. Donald D. Jordan Chairman of the. Board and Chief Executive Officer Houston Lighting and Power Company Post Office Box 1700 Houston, Texas 77251

Dear Mr. Jordan:

On January 11-13,1994, NRC senior managers met to evaluate the nuclear safety performance of operating reactors, fuel facilities, and other materials licensees.- The NRC conducts this meeting semiannually to detsmine if the safety performance of the various licensees exhibits sufficient weaknesses to warr.nt increased NRC attention. In addition,.at this meeting, senior managers identify specific plants that have demonstrated a level of safety performance that deserves formal recognition. At the January 1994 Senior Management Meeting, the South Texas Project (Units 1 and 2) was discussed. The South Texas Project (Units _1 and 2) continued 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 sumary of NRC discussions related to the South Texas Project follows: - Generally, the NRC's inspection and overview activities have determined that performance at the South Texas Project has been mixed, with a slowly. improving trend. South Texas' response to the Diagnostic Evaluation Team (DET) inspection (which had been conducted during March and April 1993) addressed short-term program enhancements that are in the process of being implemented and long-term improvements that are incorporated in their five-year business plan. In addition, South Texas has made exter,sive management changes;-however, these changes, as well as the program enhancements, are recent and their effectiveness remains to be demonstrated. NRC inspections have uncovered problems in several areas, including corrective action and operator performance, indicating the need for continued close monitoring by the NRC until sustained improvement is apparent.- The South Texas Project has made substantial progress toward resolution of the restart issues for Units 1 and 2 addressed in the Regional Administrator's Confirmatory Action Letters of February 5, May 7, and October 15, 1993. Based on these considerations, the NRC plans to continue to closely monitor the-programs and performance at the South Texas Project to assure effective implementation of planned improvement programs.

- Mr. Donald D. Jordan An NRC Commission Meeting, open to the public, has been scheduled to be held in the Commissioners' Conference Room in Rockville, Maryland, on January 27, 1994, at 9:30 a.m., to review the results of the latest meeting of NRC senior managers. Mr. Leonard J. Callan, the Region IV Administrator, has discussed the bases for our conclusions with regard to the South Texas Project 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 cc: See next page / i

l Mr. Donald _ D.; Jordan cc: Mr. David P. Loveless Jack R. Newman Esq -Senior Resident-Inspector Newman&HoltzInger,. P.C. U.S. Nuclear Regulatory Commission 1615 L Street, N.W. P. D. Box 910-Washington, D.C. 20036 -Bay City, Texas 77414-Licensing Representative Mr. J. C. Lanier/M. B. Lee Houston Lighting and Power Ceapany

City-of Austin.

Suite 610 Electric Utility Department Three Metro Center 721 Barton Springs Road Bethesda, Maryland 20814-Austin, Texas 78704 Bureau of Radiation Control. Mr. K. J. Fiedler-State of Texas Mr. M. T. Hardt-1101 West 49th Streef City Public Service Board Austin, Texas 78756 P. 0. Box 1771 San Antonio, Texas 78296 Rufus S. Scott Associate General Counsel Mr. G. E. Vaughn Houston Lighting and Power Company Mr. T. M. Puckett - P. 0. Box 61867 Central Power and-Light Company Houston Texas 77208 P. O. Box 2121 Corpus Christi, Texas 78403 Joseph R. Egan, Esq. Shaw, Pittman, Potts & Trowbridge INPO 2300 N Street, N.W. Records Center Washington, D.C. 20037 700'Galleria Parkway Atlanta, Georgia 30339-3064_ Mr. William T. Cottle Group-Vice-President, Nuclear Regional Administrator, Region IV Houston Lighting & Power' Company U.S. Nuclear Regulatory Commission -- South Texas Project Electric. -611 Ryan.P1aza Drive, Suite-1000-Generating Station-Arlington, Texas 76011-Post Office Box 289 Wadsworth, Texas 77483~ Mr. Joseph M. Hendrie l50 Be11 port Lane Be11 port, New York 11713 Judge, Matagorda County Matagorda County Courthouse -1700 Seventh Street Bay City, Texas 77414 Mr.-James J. Sheppard General Manager, Nuclear Licensing . Houston Lighting and Power Company - P. O. Box 289 Wadsworth, Texas 77483

- [# %q,, UNITED STATES '~ -8 - NUCLEAR REGULATORY COMMISSION { wasennetow o.c.sumus*1 %..s+ Docket Nos. 50-237, 50-149 50-254, 50-245 50-373, 50-374 50-454, 50-455 Mr. James J. O'Connor Chief Executive Officer Commonwealth Edison Company P.O. Box 767 Chicago, Illinois 60690

Dear Mr. O'Connor:

On January 11-12,1994 NRC-senior managers met to evaluate the nuclear safety perfomance of operating reactors, fuel facilities, and other< materials licensees. The NRC conducts this meeting semiannually to detemine if the safety performance of the 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. In addition, at this meeting, senior managers identified 1 specific plants that have demonstrated a level of safety performance that deserves fomal recognition. At the January 1994 Senior Management Meeting. Dresden, Quad Cities, LaSalle, and Byron Stations were discussed. - Dresdan station Units 2 and 3 continue 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 tha Masden Station follows:- The Nh 's 'ctions and overview activities have confimed that -the pe --( Dresden Station is improving, although very slowly.- s t improvements in the condition of the plant .o made. Progress in the areas of self-equipment assessment,-er.v. sering, and operations has been slow, and much remains to be done. Attention is still needed in the areas of personnel errors, radiological-protection, and engineering work. Based on these considerations, the NRC plans to continue to closely monitor the progress and perfomance at Dresden Station to assure continued progress. The Commission has supgested that, during these meetings, NRC senior managers also identify those p ants whose performance is trending adversely and that steps be taken to communicate concerns to-the utility's corporate president or board of directors. We are advising you that the Quad Cities and LaSalle plants are trending adversely. l

I Mr. James J. O'Connor Recent adverse perfomance trends and safety significant events at Quad Cities 4 Station have raised concerns requiring comprehensive actions. The staff concerns are best described in the November 17, 1993, Diagnostic Evaluation Team report. Among the major issues are poor plant material condition, ineffective self-assessment, and failure to complete previous plant improvement plans. We recognize that you have formulated a new action plan to address problems at Quad Cities Station. We urge that you execute this plan and adjust it as necessary to effectively solve the problems at Quad Cities Station. The NRC senior managers are further concerned about adverse performance trends at LaSalle Station. The major issues are poor perfonnance by radiological workers and poor radiological work practices in general. We are also concerned about the declining plant material conditions and personnel performance. We recognize that in November 1993 you performed your own assessment of LaSalle Station, but we are concerned that the root causes must be pursued and resolved effectively. In contrast to our concerns with safety perfomance at Dresden Quad Cities, and LaSalle Stations, the NRC senior managers identified the Byron Station as having achieved a high level of safety performance and, as a result, met the criteria for formal recognition of its perfomance. I as pleased to note that Byron Station has been identified as a good performer. We urge you to provide 4 sufficient attention and support for Byron Station so that this good perfomance can be maintained. In view of the above concerns and inconsistent plant performance, we believe that a meeting among senior NRC staff, you, and your board of directors would be appropriate.- Mr. John B. Martin, the NRC Regional Administrator, will be contacting you to arrange for a mutually agreeable time and location for the l meeting. If you have any questions regarding this matter, please do not hesitate to l call me. Sincerely, t James M. Taylor Executive Director for Operations cc: See next page e

i Mr. James J. O'Connor cc:: Mr. William P.- Poirier Chairman Westinghouse Electric Corporation Will County Board of Supervisors Energy Systems Business Unit Will County Board Courthouse-Post Office Box 355, Bay 236 West Joliet,-Illinois 60434 Pittsburgh, Pennsylvania-15230 Joseph Gs11o.. Esquire-- Michael I. Miller, Esquire Sidley and Austin Hopkins and Sutter 888 16th Street, N.W., Suite 700 - One First National Plaza Chicago, Illinois 60690 Washington, D.C. 20006 Mr. G. Spedl Ms. Bridget Little Rorem Plant Manager Appleseed Coordinator Dresden Nuclear Power _ Station 117 North Linden Street Rural Route #1 Essex, 1111nois 60935 Morris, Illinois 60450 Mr. Edward R.-Crass U. S. Nuclear Regulatory Commission Nuclear Safeguards and Licensing Resident Inspectors Office Division Dresden Station -Sargent & Lundy Engineers 6500 North Dresden Road -55 East Monroe Street Morris,. Illinois 60450-g766 Chicago, Illinois 60603 Chairman U. S. Nuclear Regulatory Commission Board of Supervisors of' Resident Inspectors Office Grundy County Rural Route #1, Box 7g-Grundy_ County Courthouse Braceville, Illinois 60407 Morris,-Illinois 60450 Mr. Ron Stephens, Director Phillip P. Steptoe,-Esquire Illinois Emergency Services Sidley and Austin and Disaster Agency one First National Plaza 110 East Adams Street Chicago, Illinois 60603 Springfield, Illinois-62706 Assistant Attorney General -Robert Neumann 100 West Randolph Street Office of Public Counsel Suite 12 State of Illinois Center Chicago, Illinois 60601 100_W. Randolph, Suite 11-300 - Chicago, Illinois 60601 -Resident Inspector /LaSalle, NPS U. S. Nuclear Regulatory Commission EIS Review Coordinator Rural Route No. I' . U.S. Environmental Protection Agency-P. D. Box 224 77 W. Jackson Blvd.- Marseilles, Illinois 61341 Chicago, Illinois 60604-3590

I ' Mr. James J. O'Connor - Chairman Comonwealth Edison Company LaSalle County Board of Supervisors Braidwood Station Manager 'LaSalle County Courthouse Rt.- 1.-Box 84 Ottawa, Illinois'61350 Braceville, Illinois 60407-Dr. Cecil Lue-Hing Chairman, Ogle County-Board Director of Research and Development -Post Office Box 357 Metropolitan Sanitary District Oregon. Illinois 61061 of Greater Chicago 100 East Erie Street Mayor of Zion Chicago, Illinois 60611 Zion, Illinois 60099 U. S. Nuclear Regulatory Comission Howard A. Learner iByron Resident Inspectors Office Environmental Law and Policy- .4448 North German Church Road Center of the Midwest - Byron, Illinois - 61010-9750 203 North LaSalle Street Suite 1390 Ms. Lorraine Creek Chicago, Illinois 60601 Rt. 1, Box 182 Manteno, Illinois 60950 Robert Cushing Chief, Public Utilities Division Nrs. Phillip B. Johnson Illinois Attorney General's Office 1907 Stratford Lane 100 West-Randolph Street-Rockford, Illinois 61107 Chicago Illinois 60601 Attorney General-LaSalle Station Manager o 500 South 2nd Street LaSalle County Station-Springfield, Illinois 62701 Rural Route 1 P. O. Bux 220 U. S. Nuclear Regulatory Comission Marseilles,111 tnois-61341 Resident Inspectors Office 105 Shiloh' Blvd. Chairman Zion,' Illinois 60099 Illinois Comerce Comaksion Leland Building George L. Edgar 527 East Capitol-Avenue Newman & Holtzinger, P.C. Springfield, Illinois-62706 1615 L Street. N.W. Washington, D.C. 20036 Mr. Stephen E. Shelton Vice President -Commonwealth Edison Company Iowa-Illinois Gas and Byron Station Manager Electric Company 4450 North German Church Road P. O. Box:4350. Byron, Illinois 61010 Davenport, Iowa 52808 Illinois Dept. of Nuclear Safety Mr. Richard Bax Office of, Nuclear Facility Safety Station Manager 1035 Outer Park Drive -Quad Cities Nuclear Power Station Springfield,11111nois 62704 22710 206th Avenue North Cordova, Illinois 61242

Mr. James J. O'Connor Resident Inspector Harvey Kapnick -U. S. Nuclear Regulatory Comission Director 22712 206th Avenu.e North Comonwealth Edison Company Cordova, Illinois 61242 P.O. Box 767 Chicago, Illinois 60690-0767 Chairman Rock-Island County Board Byron Lee, Jr. of Supervisors Director 1504 3rd Avenue Comonwealth Edison Company Rock Island County Office Bldg. P.O. Box 767 Rock Island, Illinois 61201 Chicago, Illinois 60690-0767 Mr. D. L. Farrar Edward A. Mason Manager, Nuclear Pquiatory Services Director Comonwealth -Edison Company Comonwealth Edison Company Executive Towers West III, Suite 500 P.O. Box 767 ~- 1400 OPUS Place Chicago, Illinois 60690-0767 Downers Grc<e, Illinois 60515 Frank A. Olson Jean Allard Director Director Comonwealth Edison Company Comonwealth Edison Company P.O. Box 767 P.O. Box 767 Chicago, Illinois 60690-0767 Chicago, Illinois 60690-0767 Samuel K. Skinner James W. Compton Director Director Commonwealth Edison Company Comonwealth Edison Company P.O. Box 767 P.O. Box 767 Chicago, Illinois 60690-0767 Chicago, Illinois _60690-0767 Lando W. Zech, Jr. Sue L. Gin Director Director Comonwealth Edison Company Comonwealth Edison Company P.O. Box 767 P.O. Box 767 Chicago, Illinois 60690-0767 Chicago, Illinois 60690-0767 Donald P. Jacobs Director Comonwealth Edison Company P.O. Box 767 Chicago, Illinois 60690-076) George E. Johnson Director Comonwealth Edison Company P.O. Box 767 Chicago, Illinois 60690-0767

e4 Good Performer Letters to Licensees

nasog a k-UNITED STATES '[. [ NUCLEAR REGULATORY COMMISSION I %,o y' e WASHINGTON, D.C. NEI5-0D01 n..* Docket'Nos. 50-275, 50-323 Mr. Richard A. Clarke Chairman of the Board and Chief Executive Officer Pacific Gas and Electric Company 77 Beale Street San Francisco, California 94106

Dear Mr. Clarke:

On January 11-13, 1994, NRC senior managers met 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 the various licensees exhibits sufficient weaknesses to warrant increased NRC attention. In addition, at this meeting, ser 1or managers _ identify specific plants that have demonstrated a level of safety performance that deserves formal NRC recognition. At the January 1994 Senior Management Meeting, the Diablo Canyon Nuclear Power Plant was identified as- -having achieved a high level of safety performance, and as a result, met criteria for recognition of its performance. I am pleased to note that Diablo Canyon has again been identified as a good performer. In identifying such plants, NRC senior managers perform an evaluation of performance in many areas including operational safety, self-assessment, problem resolution, and plant management organization and oversight. The NRC recognizes that to achieve the level of performance demonstrated by -the Diablo Canyon Nuclear Power Plant, there must be management involvement in all phases of plant activities, the staff must be dedicated and knowledgeable and fully-supportive of plant activities, and a commitment-to safety must exist throughout the organization. We commend you and your-staff for . achieving this'high level of safety performance. Your achievtant is a positive example to the industry. The greatest challenge that you now-face is to maintain this level of -performance and not.to rest on past achievements. Continued management involvement and support, and dedicated efforts-from your staff to identify and

i I I Mr. Richard A. Clarke promptly correct problems are necessary for you to continue to meet this difficult challenge. James M. Taylor Executive Director for Operations cc: See next page 4

Mr. Richard A. Clarke cc: NRC Resident Inspector Ms. Nancy Culver Diablo Canyon Nuclear Power Plant San Luis Obispo c/o U.S. Nuclear Regulatory Mothers for Peace Commission P. O. Box 164 P. 0. Box 369-Ptsmo Beach, California 93448 Avila Beach, California 93424 Diablo Canyon Independent Safety Dr. Richard Ferguson, Energy Chair Committee Sierra Club California ATTN: Robert T. Wellington, Esq. 6715 Rocky Canyon Legal Counsel Creston, California 93432 857 Cass Street, Suite D Monterey, California 93940 Ms. Jacquelyn C. Wheeler 3303 Barranca Court Mr. Truman Burns San Luis Obispo, California 93401 Mr. Robert Kinostan California Public Utilities Managing Editor Commission The County Telegram Tribune 505 Van Ness, Rm. 4102 1321 Johnson Avenue San Francisco, California 94102 P. O. Box 112 San Luis Obispo, California 93406 Mr. John Townsend Vice President and Plant Manager Chairman Diablo Canyon Power Plant San Luis Obispo County Board of P. O. Box 56 Supervisors Avila Beach, California 93424 Room 370 County Government Center Mr. Gregory M. Reuger San Luis Obispo, California 93408 Senior Vice President and General Manager Christopher J. Warner, Esq. Nuclear Power Generation, B14A Pacific Gas & Electric Company 77 Beale Street, Room 1451 Post Office Box 7442 P.O. Box 770000 San Francisco, California 94120 San Francisco, California 94177 Mr. Steve Hsu Radiologic Health Branch State Department of Health Services Post Office Box 942732 Sacramento, California 94234 -Mr. Peter H. Kaufman Deputy Attorney General-State of California 110 West A Street, Suite 700 San Diego, California 92101

h umiso sTAras } NUCLEAR REOULATORY COMMISSION e I WAaHlh0 TON, D.C. M1 'g.... j/ Docket fos. 50-135, 50-389 Mr. J. H. Goldberg President - Nuclear Division Florida Power and Light -P.O. Box 14000 Juno Beach, Florida 33408-0420 Dear Mr. Goldbergt On January 11-13,1n94, NRC senior managers met to evaluate the nuclear safety performance of operating reactors, fuel facilities,lly to detarpine if the and other materials lie tees. The NRC conducts this meeting semiannua sai performance of the various licensees exhibits sufficient weakr , to

war,

, increased NRC attention. In addition, at this meeting, senior manas 's identify specific plants that have demonstrated a level of safety performance that deserves formal NRC recognition. At the January 1994 Senior Management Meeting, the St. Lucie Nuclear Power Plant was identified as having achieved a high level of safety and as a result, met criteria for recognition of its parformance. performance,d to note that St. Lucie has again I am please been identified as a good performer. In identifying such plants, NRC senior managers perform an evaluation of performance in many areas lucluding operational safety, self-assessment, problem resolution, and plant management organization and oversight. The NRC recognizes that to achitve the level of performance demonstrated by the St. Lucie Nuclear Power Plant, there must be management involvement in all phases of plant activities; the staff must be dedicated and knowledgeable and fully supportive of plant activities, and a commitment to safety must exist throughout the organization. We commend you and your staff for achieving this high level of safety performance. Your achievement is a positive example to the industry. The greatest challenge that you now face is to maintain this level of performance and not to rest on past sch avements. Continued management involvement and support, and dedicated efforts from your staff to identify and

l Mr. J. H. Coldberg promptly correct problems are necessary for you to continut to meet this difficult challenge. James M. Taylor Executive Director for Operations cc: See next page e

w o ,o Mr. J. H. Goldberg CC: Jack Shreve, Public Counsel Mr. H. N. Paduano,l Projects Manager Office of the Public Counsel Licensin'!ow& Specia e/o The Florida Legislature Florida. er and Light 111 West Madison Avenue, Room 812 8.0. Box 14000 Tallahassee, Florida 32399-1400 Juno Beach, Florida 33408-0420 Senior Resident inspector D. A. Sager, Vico President St. Lucie Plant St. Lucie Nuclear Plant U.S. Nuclear Regulatory Commission P.O. Box 128 7585 S. Hwy A1A Ft. Pierce, Florida 34954-0128 Jensen Beach, Florida 34957 C. L. Burton i Mr. Joe Myers, Director Plar.t General Manager Div. of Emergency Preparedness St. Lucie Nuclear Plant Department of Community Affairs P.O. Box 128 2740 Cknterview Drive Ft. Pierce, Florida 34954-0128 lallahassee, Florida 32399-2100 Harold F. Reis. Esq. Newman & Holtzinger 1615 L Street, N.W. Washington, DC 20036 John T. Butler, Esq. Steel, Hector and Davis 4000 Southeast Financ141 Center Miami, Florida 33131-2398 Mr. Thomas R.L. Kindred County Administrator St. Lucie County-2300 Virginia Avenue Fort Pierce, Florida 34982 Mr. Charles B. Brinkman, Manager Washington Nuclear Operations ABB Combustion Engineering, Nuclear Power 12300 Twinbrook Parkway, suite 330 Rockvills, Maryland 20852 Mr. Bill Passetti Office of Radiation Control Department of Health and Rehabilitative Services 1317 Winewood Blvd. Tallahassee, Florida 32399 r

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UNITED STATES [ 'i NUCLEAR REGULATORY COMMISSION + { J WASHINGTON, D.C. 3MF0let Docket No. 50-395 Mr. Bruce D. Kenyon Chief Executive Officer South Carolina Electric and Gas Company P.O. Box 764 Mail Code 167 Columbia, South Carolina 29218

Dear Mr. Kenyon:

On January 11-13, 1994, NRC senior managers met to evaluate the nuclear safety performance of oserating reactors, fuel facilities,lly to determine if the and other materials licensees. The NRC conducts this meeting semiannua safety performance of the various licensees exhibits sufficient weaknesses to warr: int increased NRC attention. In addition, at this meeting, senior managers identify specific plants that have demonstrated a level of safety performance that deserves formal NRC recognition. At the January 1994 Senior Management Meeting, the V.C. Summer Nuclear Station was identified as having achieved a high level of safety performance, and as a result, met criteria for recognition of its performance. I am pleased to note that V.C. Summer has again been identified as a good performer. In identifying such plants, NRC senior managers perform an evaluation of performance in many areas including operational safety, Self-assessment, problem resolution, and plant management organization and oversight. The NRC recognizes that to achieve the level of performance demonstrated by the V.C. Summer Nuclear Station, there must be management involvement in all 2 phases of plant activities, the staff must be dedicated and knowledgeable and fully supportive of plant activities, and a comitment to safety must exist throughout the organization. We commend you and your staff for achieving this high level of safety performance. Your achievement is a positive example to the industry. The greatest challenge that you now face is to maintain this level of performance and not to rest on past achievements. Continued management involvement and support, and dedicated efforts from your staff to identify and

Mr. Bruce D. Kenyon 2-promptly correct problems are necessary for you to continue to meet this difficult challenge. James M. Taylor Executive Director for Operations cc: See next page 4 0 ___.,c_

Mr. Bruce D. Kenyon cc: Mr. R. J. White Nuclear Coordinator S.C. Public Service Authority c/o Virgil C. Summer Nuclear Station Post Office Box 88. Mail Code 802 Jenkinsv111e, South Carolina 29065 J. B. Knotts, Jr., Esquire Winston & Strawn Law Firm 1400 L Street, N.W. Washington, D.C. 20005-3502 Resident Ins'pector/ Summer NPS c/o U.S. Nuclear Regulatory Consission Route 1, Box 64 Jenkinsv111e, South Carolina 29065 Chairman, Fairfield County Council Drawer 60 Winnsboro, South Carolina 29180 Mr. Heyward G. Shealy, Chief Bureau of Radiological Health South Carolina Department of Health and Environmental Control 2600 Bull Street Columbia, South Carolina 29201 Mr. R. M. Fowlkes, Manager Nuclear Licensing & Operating Experience South Carolina Electric & Gas Company Virgil C. Summer Nuclear Station . Post Office Box 88 Jenkinsv111e, South Carolina 29065 Mr. John L. Skolds, Vice President Nuclear Operations South Carolina-Electric and Gas Company Virgli C. Summer Nuclear Station -P.O. Box B8 Jenkinsvile, South Carolina 29065

)\\j NUCLEAR REGULATORY COMMISSION UNITED STATES [ I 'f WASHINGTON, o.c. assuHe01 \\... +.o# Docket No. 50-416 Mr. Donald C. Hintz President and Chief Executive Officer Grand Gulf Nuclear Station Entergy Operations, Inc. P.O. Box 31995 Jackson, Mississippi 39286-1995

Dear Mr. Hintz:

On January 11-13,1994, NRC senior managers met 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 the various licensees exhibits sufficient weaknesses to warrant increased NRC attention. In addition, at this meeting senior managers identify specific plants that have demonstrated a leve,l of safety performance that deserves formal NRC recognition. At the January 1994 Senior Management Meeting, the Grand Gulf Nuclear Station was identified as having achieved a high level of safety recognition of its performance. performance, and as a result, met criteria for I am pleased to note that Grand Gulf has again been identified as a good performer. In identifying such plants, NRC senior managers perform an evaluation of _ performance _in many areas including operational safety,-self-assessment, problem resolution, and plant management organization and oversight. The NRC recognizes that, to achieve the level of performance demonstrated by the Grand Gulf Nuclear Station, there must be management involvement in all phases of plant activities, the staff must be dedicated and knowledgeable and fully supportive of plant activities, and a commitment to safety must exist throughout the organization. We commend you and your staff for achieving this high level of safety performance. Your achievement is a positive example to the industry. The greatest challenge that you now face is to maintain this level of performance and not to rest on past achievements. Continued management involvement and support, and dedicated efforts from your staff to identify and i ___m. _ _ - - - -

1'I H Mr. Donald C. Hintz 2-promptly correct problems are necessary for you to continue to meet this difficult challenge. James M. Taylor Executive Director-for Operations cc: See-next page

• • 'a 9

e F S

Mr. Donald C. Hintz Cc: Mr. H. W. Keiser, Exec. Vice Mr. Rudolph H. Bernh'ard President Senior Resident Inspector and Chief Operating Officer U.S. Nuclear Regulatory Commission Entergy Operations, Inc. Route 2, Box 399 P. O. Box 31995 Port Gibson, Mississippi 39150 Jackson, Mississippi 39286-1o05 Mr. D. L. Pace Robert B. McGehee, Esquire GGNS General Manager Wise, Carter, Child & Caraway Entergy Operations, Inc. P. D. Box 651 P. O. Box 756 Jackson, Mississippi 39205 Port Gibson, Mississippi 39150 Nicholas S. -Reynolds Esquire The Honorable William J. Guste, Jr. Winston & Strawn Attorney General -1400 L Street, N.W. - 12th Floor Department of Justice Washington 0.C. 20005-1502 State of Louisian. P. O. Box 94005 Mr. Sam Mabry, Director Baton Rouge, Louisiana 70804-9005 Division of Solid Waste :tanagement Mississippi Department of Natural Dr. F. E. Thompson, Jr. Resources State Health Officer P. O. Box 10385 State Board of Health Jackson, Mississippi 39209 P. O. Box 1700 Jackson, Mississippi 39205 President Claiborne County' Board Office of the Governor of Supervisors State of Mississip i Port Gibson, Mississippi 39150 Jackson, Mississip i 39201 Mr. W. W. Watson Mike Moore, Attorney General Project Manager Frank Spencer, Asst. Attorney Bechtel Power Corporation General P.O. Box 808, 4600 W. Main State of Mississippi Russellville, Arkansas 72801 Post Office Box 22947 Jackson, Mississippi 39225 Mr. K. G. Hess -Bechtel Power Corporation Mr. Jerrold G. Dewease P. O. Box 2166 Vice President, Operations Support Houston,-Texas 77252-2166 Entergy Operations, Inc. P.O. Box 31995 Mr. C. Randy Hutchinson Jackson, Mississippi 39286-1995 Vice President Nuclear Operations Grand Gulf Nuclear Station Mr. Michael J. Meisner

Entergy Operations, Inc.

Director, Nuclear Safety P.O. Box 31995 -and Regulatory Affairs Jackson, Mississippi 39286-1995 Entergy Operations, Inc. P.O. Box 756 Port Gibson, Mississippi 39150

\\ UNITED STATES NUCLEAR REGULATORY COMMISSION 5, WASHINGTON. D.C. 3MBH001 \\.....# Docket No. 50-263 Mr. James Howard Chairman and Chief Executive Officer Northern States Power Company 414 Nicollet Mall Minneapolis, MN 55401

Dear Mr. Howard:

-On January 11-13, 1994, NRC senior managers met 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 the various licensees exhibits sufficient weaknesses to warrant increased NRC attention. In addition, at this meeting, senior managers identify specific plants that have demonstrated a level of safety performance that deserves formal NRC recognition. At the January 1994 Senior Management Meeting, the Monticello Nuclear Generating Station was identified as having achieved a high level of safety performance, and as a result, met criteria for recognition of its performance. In identifying such plants, NRC senior managers perform an evaluation of performance in many areas including operational safety, self-assessment, problem resciution, and plant management organization and oversight. The NRC recognizes that to achieve the level of performance demonstrated by the Monticello Nuclear Generating Station, there must be management involvement in all phases of plant activities, the staff must be dedicated and knowledgeable and fully supportive of plant activities, and a commitment to safety must exist throughout the organization. We comend you and your staff for achieving this high level of safety performance. Your achievement is a positive example to the industry. The greatest challenge that you now face is to maintain this level of performance and not to rest on past achievements. Continued management involvement and support, and dedicated efforts from your staff to identify and

Mr. James Howard promptly correct problems are necessary for you to continue to meet this difficult challenge. James M. Taylor Executive Director for Operations cc: See next page a

Mr. James Howard cc: J. E. Silberg, Esquire Lisa R. Tiegel Shaw, Pittman, Potts and Trowbridge Assistant Attorney General 2300 N Street, N. W. Environmental Protection Division Washington DC 20037 Suite 200 520 Lafayette Road U.S. Nuclear Regulatory Comission St. Paul, Minnesota 55155 Resident Inspector Office 2007 W. County Road 75 Mr. Rofler 0. Anderson, Director Monticello, Minnesota 55362 Licens'ng and Management Issues Northern States Power Company Site General Manager 414 Nicollet Mall Monticello Nuclear Generating Plant Minneapolis, Minnesota 55401 ~ Northern States Power Company Monticello, Minnesota 55362 Robert Nelson, President Minnesota Environmental Control Citizens Association (MECCA) 1051 South McKnight Road St. Paul, Minnesota 55119 Comissioner Minnesota Pollution Control Agency 520 Lafayette Road St. Paul, Minnesota 55119 Mr. D. D. Antony Vice President, Nuclear Generation Northern States Power Company 414 Nicollet' Hall Minneapolis, Minnesota 55401 Comissioner of Health Minnesota Department of Health 717 Delaware Street, S. E. Minneapolis, Minnesota 55440 Darla Groshens, Auditor / Treasurer Wright County Government Center 10 NW Second Street -Buffalo, Minneseta 55313 Kris Sanda, Comissioner-Department of Public Service 121 Seventh Place East Suite 200 -St. Paul, Minnesota 55101-2145

!g us, \\ f UNITED STATES [ 4 NUCLEAR REGULATORY COMMISSION wAsamotow, p.c. mesmet - \\...... Docket No. 50-483 Mr. Charles W. Mueller President-and Chief Executive Officer Union Electric Company P.O. Box 149 St. Louis, Missourt 63166

Dear Mr. Mueller:

On January 11-13, 1994, NRC senior man &gers met to evalua'.e the nuclear-safety performance of operating reactors, fuel facilities, and other materials licensees. The NRC conducts this meeting semiannually to tietermine if the safety performance of the various-licensees exhibits sufficient weeknesses to warrant increased NRC attention. In addition, at this meeting, senior managers identify specific plants that have demonstrated a level of safety performance that deserves formal NRC reco4 nition. At the January 1994 Senior ManagementMeeting,theCallawayNuclear)owerPlantwasidentifiedashaving achieved a high level of safety recognition of its performance. performance, and as a result, met criteria for 1 am pleased to note.that Callaway has again been identified as a good performer, in identifying such plants NRC senior managers perform.an evaluation of performance.in many areas,ncluding operational safety, self-assessment, i problem resolution, and plant mariagement organization and oversight. The NRC recognizes that to achieve the level of performance demonstrated by the Callaway Nuclear Power Plant, there must be management involvement in all phases of plant activities, the staff must be dedicated and knowledgeable and . fully supportive of plant activities, and a commitment to safety must exist throughout the organization. We commend you and your staff for achieving this high level of safety performance. Your achievement is a positive example to the industry. --The greatest challenge that you now face is to maintain this level of performance and not to rest on past achievements. Continued management involvement and support, and dedicated efforts from your staff to identify and o - - ' ^ - ' - ' ' ^ ' ' ' ~ ~ ^ ~ ~ ^ ' ^ ~ ^ ^

Mr. Charles W. Mueller 2-promptly correct problems are necessary for you to continue to meet this difficult challenge. James H. Taylor Executive Director for Operations cc: See next page 4 e 4

( Mr. Charles W; Mueller Cet Mr. Donald F. Schnell Mr. Ronald A. Kucera Deputy Senior Vice President - Nuclear Director Union Electric Company Department of Natural Resources Post Office Box 149 P. O. Box 176 St. Louis, Missouri 63166 Jefferson City, Missouri 65102 Cermark Fletcher Associates Mr. Neil S. Carns 18225 Flower Hill Way #A President and Chief Gaithersburg, Maryland 20879-5334 Executive Officer Wolf Creek Nuclear Operating Gerald Charnoff, Esq. Corporation Thomas A. Baxter, Esq. P. O. Box 411 Shaw, Pittman, Potts & Trowbridge Burlington, Kansas 66839 2300 N. Street, N.W. Washington, D.C. 20037 Mr. Dan 1. Bolef, President Kay Drey, Representative Mr. 5. E.= Sampson Board of Directors Coalition Supervising Engineer, for the Environment-Site Licensing 6267 Delmar Bopulevard Union Electric Company University City, Missouri 65130 Post Office-Box 620 Fulton, Missouri 65251 U.S. Nuclear Regulatory Commission Resident inspectors Office RR 91 Steedman, Missouri 65077 Hr. Alan C. Passwater, Manager Licensing and Fuels Union Electric Company Post Office Box 360 St. Louis, Missouri 63166 Manager - Electric Department Missouri Public Service Commission 301 W. High Post Office Box 360 Jefferson City, Missouri 65102

asu uu n ulu umi Trending Letters to Licensees B

\\ UNITED STATES t [ 9 NUCLEAR MEGULATCRY C3MMISSION I wAsNewoTON. o.c. suuHoot \\,..e* Docket No.: 50-298 Mr. Ronald W. Watkins, President and Chief Executive Officer Nebraska Public Power District P.O. Box 499 Columbus NE 68602

Dear Mr. Watkins:

On January !!-13, '1994, NRC senior managers met to evaluate the nuclear safety performance of operating reactors, fuel facilities, and other materials licensees. This meeting is conducted semiannually to determine whether the safety-perfdrmance of tqe various licensees warrants increased NRC attention. The Commission has suggested that, during these meetings, NRC senior managers also ider,tify those plants whose performance is trending adversely and that steps be taken to communicate concerns to the utility's corporate president or board of directors. This early notification to the highest levels within the utility's organization is intended to allow appropriate measures to be taken by the licensee to address the areas of concern. This letter is to advise you that during the January Senior Management Meeting, recent trends in the performance at Cooper Nuclear Stat'on raised-sufficient concerns that we believe a meeting with you would be appropriate. Mr. Leonard J. Callan, the NRC Region IV Administrator in Arlington, Texas, will be contacting you to arrange for a mutually agreeable time and location for the meeting. .If you have any questions regarding this matter, please do not hesitate to -call me. Sincerely, Jemes M. Taylor Executive Director for Operations cc: See next page i

r Nri Ronald W. Watkins-. cc: Mr. G. D. Watson, General Counsel Wayne Boyd Nebraska Public Power District Director P. 0. ')x 499 Nebraska Public Power District Columbus, Nebraska 68602-0499 Columbus Nebraska 68601 -Nebraska Public Power' District Warren R. Cook ATTN: Mr. David A. Whitman Director P. O. Box 499 Nebraska Public Power District Columbus, Nebraska 68602-0499 Columbus, Nebraska 68601 Randolph Wood, Director David L. Doren Nebras(a Department of Environmental Director -Control' Nebraska Public Power District P. 0. Box.98922 Columbus, Nebraska 68601 Lincoln, Nebraska 68509-8922 v Bruce Gustafson Nr. Larry Dohlken, Chairman Director Nemaha County Board of Comissioners Nebraska Public Power District Nemaha County Courthouse Columbus, Nebraska 68601 '1824 N Street Auburn, Nebraska 68305. Fred A. Herrington Chairman 5enior Resident Inspector Nebraska Public Power District U.S. Nuclear Regulatory Comission Columbus, Nebraska 68601

P.~.0. Box 218 Brownville, Nebraska 68321 R. E. Holzfaster Director Nr. Harold Borchert, Director Nebraska Public Power District Division of Radiological Health Columbus, Nebraska 68601 Nebraska _ Department of Health

-301 Centennial Nall, South R. D. Johnson P. O. Box 95007 Director ~ Lincoln, Nebraska 68509-5007 Nebraska.Public Power District Columbus, Nebraska 68601 .Nr.: Ronald A. Kucera, Department Director- .T. 0. Nichels of Intergovernmental Cooperation Director Department of Natural Resources -Nebraska Public Power District P.O. Box 176 Jefferson City, Missourt 65102 _ Columbus, Nebraska 68601

0. J. Nelson Swen N. Cooper Director Director Nebraska Public Power District-

-Nebraska Public Powen District Columbus, Nebraska 64601 -Columbus,. Nebraska 68601 _ _ _ _ _ _ _ _ _. _ _ _. _ _ _ =

Mr. Ronald W. Watkins -3 L. S. Taylor Director Nebraska Public Power District Columbus, Nebraska 68601 $d 9

p....g k UNITED STATES [. 1 NUCLEAR REGULATORY COMMISSION E f wAsemovow, o.c, ammusot g 'g ' ./ e...+ Docket No. 50-440 Mr. Robert J. Farling Chairman President andChlefExecutiveOfficer Centerior Energy Corp. Post Office Sox 466) Cleveland, Ohio 44101-4661

Dear Mr. Farling:

In my letter of June 22, 1993, I advised you that, during the June 1993 semi-annual Senior Management Meeting (SMM), recent trends in perfomance at the Perry plant-had raised sufficient concerns thst a meeting with.you was considered appropriate. This meeting was proposed to facilitate communications between NRC manaoement and the highest level within Perry's corporate organization to clearly identify the areas of concern. Subsequently, a meeting was held on July 29, 1993, between yourself and Mr. John B. Martin, the NRC's Region 111 Administrator. At that meeting, Mr. Martin emphasized the need for performance improvements in a number of areas at the Perry plant. On January 11-13, 1994, a SMM was again held at which NRC senior managers reviewed and evaluated the safety performance of operating reactors, fuel facilities, and other material licensees. Based on discussions regarding the Perry plant, it was concluded that the actions you have taken and those planned, if properly implemented, are expected to result-in improvements in plant performance, if you have any questions regarding this matter, please do not hesitate to call me. Sincerely, James H. Taylor Executive Director for Operations cc: See next page

Mr. Robert J. Farling s cc: Mr. Robert A. Stratman Jerry R. Williams, Chief of Staff Vice President Nuclear - Perry Ohio Emergency Management Agency Centerior Service Company 2825 West Granville Road P. O. Box 97, $270 Worthington, Ohio 43085 Perry, Ohio 44081 Mr. James W. Harris, Director Jay E. $11ber, Esq. Division of Power Generation Shaw, Pittman, Potts & Trowbridge Ohio Department of Industrial 2300 N Street, N. W. Relations Washington, D. C. 20037 P. 0. Box 825 Columbus, Ohio 43216 Mary E. O'Reilly Centerior Ene'rgy Corporation The Honorable Lawrence Logan 300 Madison Avenue Mayor, Village of Perry Toledo,-Ohio 43652 4203 Har>er Street Perry, 011o 44081 Resident Inspector's Office U. S. Nuclear Regulatory Commission The Honorable Robert V. Orosz Parmly at Center Road Mayor, Village of North Perry Perry, Ohio 44081 North Perry Village Hall 4778 Lockwood Road Lake County Prosecutor North Perry Village, Ohio 44081 Lake-County Administration Bldg. 105 Main Street Attorney General Painesville, Ohio 44077 Department of Attorney General 30 East Broad Street Ms. Sue Hiatt Columbus, Ohio 43216 OCRE Interim Representative 8275 Munson Radiological Health Program Hemtor, Ohio 44060 Ohio Department of Health Post Office Box 118 Terry J. Lodge, Esq. Columbus, Ohio 43266-0118 618 N. Michigan Street, Suite 105 Toledo, Ohio 43624 Ohio Environmental Protection Agency Ashtabula County Presecutor DERR--Compliance Unit 25 West Jefferson Street ATTN: Zack A. Clayton -Jefferson, Ohio 44047 P. O. Box 104g Columbus, Ohio 43266-0149 Mr. Kevin P. Donovan Cleveland Electric-Illuminating Mr. Thomas Haas, Chaiman Company Perry Township Board of Trustees Perry Nuclear Power Plant 3750 Center Rd., Box 65 P. O. Box 97, E-210 Perry, Ohio 44081 Perry, Ohio 44081 \\% ' / ar ' F

Mr. Robert J. Farling 3-State of Ohio David P. Iqyarto General Manager Public Utilities Comission Cleveland Electric Illuminating East Broad Street Company Columbus, Ohio 43266-0573 Perry Nuclear Power Plant P. D. Box 97, 5B306 Perry Ohio 44081 t 4 9 e

DICLOSURE 5 Draft Management Meeting Sunnary 4 D

MEDECISIONAL ENCLOSURE 5 Draft Management Meeting Sumary t MEDECISIONAL i

2 -PRENCISHMt.- NRCSENIORMANAGEMENT($f91)St#9ERY January 11-13, 1994 Region IV Following the June 1985 loss of foodwater event at Davis-lesse, 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 January 11-13, 1994, the NRC senior managers held their sixteenth such meeting. The last meeting was held in Region !! in June 1993. The meeting in Region IV was structured to review the status of the problem plants identified at the last meeting and to review the perfomance of other plants to detemine if any changes s vould be made to the list of problem facilities which require close monitoring by NRC. In preparation for the meeting, NRR and 1965, in conjunction with the five regional off,1ces AE00, OE, and RES, prepared background documents on the plants and licensees to be discussed. Inputs for each operating reactor plant included a sunnary of the most recent SALP and SALP history, a. discussion of current operating experience, current NRC and licensee activiti'es,.9d performance indicator data. Data pertaining to safety significant hardware issues at the plants were also provided. This infomation was distributed to meeting attendees prior to the meeting. It provided the basis for review and discussion of each plant's performance and for senior management identift-cation of those plants warranting increased NRC attention. In reviewing the reactor plants that have experienced significant perfomance problems, t1e NRC managers have set the following categories of perfomance 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 improvement continues. 2. Plants authortred to operate that the NRC will monitor closely. Plants in this category have been identified as having weaknesses that warrant increased NRC attention from both headquarters and the regional-office. A plant will remain in this category until the licensee = demonstrates a period of improved perfomance. 3. Shutdown plants requiring NRC authorization to operate and which the NRC will monitor closely. Ple/d in this category have been identified as having significant weaknesses that warrant maintaining the plant in a shutdown condition untti the licensee can demonstrate to the NRC that adequate programs have been established and implemented to ensure substantial improvement.

3 PREDECit! / The following chart lists conclusions reached by the senior managers at this meeting and from the previous meeting for nuclear power plantst Natina Dates Category 3 Cateoory 2 catenorv 1 January 11-13, 1994 Browns Ferry 113 Dresden t&3 FitzPatrick Brunswick 1&t Indian Point 3 South Texas 1&t June 14-16, 1993 Browns Ferry 1&3 Brunswick 1&t Dresden t&3 Fitzpatrick Indian Point 3 South Texas 1&2 The following chart lists conclusions from this meeting and fr the previous meeting for materials licensees: Meetina Dates Facilities for Priority Attention January 11-13, 1994 None June 14-16, 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. Deteminations will then be made to add or delete licensees from this list based on demonstrated perfonaance. This program represents a concerted effort by the NRC senior management to focus WRC resources on those plants and issues of greatest safety. significance and risk. /

I l 4 LPREDECISIONAL Snecific Discussion of Problem Facilities Cateaory 1: Plants That Have Been Removed from the List of Problem Facilities FITZPATRICK FitzPatrick was discussed for the first time at t $$#4 due to 4 declining performance in operations, radiological con to s, safety assessment / quality verification. At that meeting, the NRC decided to perfom a DET. The DET, conducted in the Fall of 1991, found problems in many areas. On November 27,lation oarability concerns.1991, NYPA shut down the unit to address co containment iso On December 6, 1991, NYPA notified the NRC that tiey would not restart the plant before the January 11, 1992, refueling outage as initially planned. NVPA concluded that plant restart would not be prudent without a thorough review of fire protection and Appendix R concerns. On December 19, 1991 NYPA submitted their Results improvementProgram(RIP)toachieveoverallperformanceimprovements. To 1rovide increased oversight of licensee activities, the NRC fohped the ritzPatrick Assessment Panel (FAP) in December 1991. The NRC placed FitzPatrick on the Watch List as a Category 2 facility during the January 1992 SPti. 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. In a letter to NYPA, dated December 29, 1992, 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. The staff observed the unit restart and power ascension, and found control room decorum to be culet and professional, operator communications to be excellent, and gooc cossaand and control in use by senior licensed operators. Management oversight of unit restart activities was excellent. The last SALP (5/92 through 4/93) found improved performance at FitzPatrick. Performance in Operations, Maintenance / Surveillance, and Safety Assessment / Quality Verification improved from Category 3 to Category 2. Although improvements were noted in the area of Engineering / Technical Support, this area remained a Category 3 with an improving trend. Category 2 lwrformance in Radiological Controls and Category 1 performance in Emergency

• reparedness and Security were maintained.

On June 7,1993, Mr. John Brons announced his resignation as President and Chief Operating Officer of NYPA. Mr. Robert Schoenberger, who was the Executive Vice President, Finance and Administration, Ls currently serving in this position. On November 20, 1993, Mr. Richard Flynn submitted his resignation as Chaitsan of NYPA. Governor Cuomo has nominated Mr. Thomas Young, Mayor of Syracuse, to fill the vacant position on the NYPA board. In October 1993, the PRC conducted an operation safety team inspection to assess the quality of menagement programs, self-assessment programs, corrective action programs and engineering and technical support. The team foundthatcorporateandplantmanagementpracticeswereeffectiveinassuring

5 _PREDEC1510 U safe plant operation. Self assessment programs and processes for problem identification, assessment and resolution were generally effective. Corporate engineering interfaces with the >1 ant and technical support for maintenance and operat'ons were improved. T se root cause evaluation program had mixed performance and planning and prioritization of modifications needed enhancement. On October 23, 1993, the FitzPatrick plant was shut down for a planned maintenance outage. Principal work activities performed included installation of reactor vessel water level backfill modifications pursuant to NRC Bulletin 93-03 and replacement # sections of service water system piping around the reactor building and turbine building closed loop cooling water system heat exchangers. Performance during the maintenance outage was mixed. The Itcensee identified an increase in human performance related problems early in the outage and took action on November 5,1993, to conduct a safety stand-down to reemphasize the need for greater attention to detail and self-verification. The unit restarted on November 20, 1993. Although restart was delayed due to main condenser tube leakage problems, there were no additional human perfomance issues. I the NYPA Executive VP for Nuclear llM_ N - enera <on. In [' f the interim, ostger, VP - Nuclear Opera o uppor, w' act fo'r Mr. Beedle. John Kelly, the NYPA Director of Radiological and Environmental Services, will act for Mr. Jostger. The unit is currently operating at full power with no significant problems. Performance since the startup on November 20, 1993, has been good. Based on improved site performance and corporate support, improved morale and confidence that the improvements will continue, FitzPatrick was r,emoved from the Watch List. Cateaory 2 Plants Authorized to operate that the NRC Will Monitor Closelv BRONSWICK l_AND 2 / romp y an overall decline in performance NRC D conducte a DET in May 1989, following which CP&L initia an egrated Action Plan (IAP) in September 1989. The improvements brought about by the IAP were initially overshadowed by continuing equipment failures, personnel errors, and work control problems. NRC assessment of the root causes of these problems included management failure to: 1) set high standards for material condition, 2) provide leadership and support for continued improvement and3) recognize problems due to a lack of critical self-assessment. InApril1992 CP&L shutdown both units due to concerns of structural integrity of diesel building interior walls, an issue that was mishandled by the licensee several times and should have been resolved earlier. Subsequently, CP&L discovered related deficiencies which extended significantly beyond the initial issues. The facility was placed on the Watch List as a Category 2 plant during the June 1992 SMi.

6 / PREDECif10NAL At the request of the Region II Administrator, CP&L submitted a Corporate Improvement Initiative and Three-Year Plan late in 1992. Unit 2 was successfully restarted in April 1993 following completion of actions identified in a Confimatory Action Letter dated December 18, 1992. CP&L has continued to conduct supervisory / management development training and has made 3 key management changes to provide effective leadership for improvement efforts. CP&L's management of the Three-Year Plan has been good, and is expected to be updated and become the Brunswick Strategic Plan in early 1994 following NRC review. NRC assessments of CP&L improvements have been based on close monitoring of unit restart efforts via a Restart Action Plan including increased ins >ections, periodic meetings with the licensee, and safety evaluations of tecinical issues such as the core shroud integrity. Also, in August 1993 the NRC conducted an inspection of licensee progress on their Three-Year Plan, and a nineteen member Unit 1 Startup Readiness Assessment te:.m inspection. Innrovements in CPAL performance were noted, but also noted was the need for continued focQs on long-tem improvement. Operations and Plant Support received SALP 1 ratings for the 12 month period ending November,6, 1993, and there were no SALP 3 ratings. Since the last SM, the discovery in July 1993 of cracks in the core shroud has resulted in considerable effort by both the licensee and NRC staff, and in significant news media interest. The licensee has been aggressive in identifying and addressing this issue, as evidenced by their pursuit of a permanent fix (i.e. installation of 12 shroud support blocks) and through the development of inspection techniques to identify less significant crack indications in other areas of the shroud. The NRC continues its Restart Action Plan-related activities and plans to perform augmented shift inspection coverage during Unit I startup/ power ascension currently scheduled for January 1994. The senior managers concluded that Brunswick would remain a Category 2 plant pending successful operation of both units. DBfSDEN 2 & J Dresden Station was placed on the NRC's Watch List in June 1987 (removed December 1988) and in January 1992. Significant contributors to Dresden being placed on the Watch List a second time included weaknesses in: work formance, supervision and control of work activities, execution of waaement expectations, plant material condition, procedure quality and adherence, engineering and licensing support, and communications. In late 1991, CECO embarked on a number of initiatives to address problems at Dresden. These included both a self-assessment and an independent contractor assessment of the root causes of their problems, institution of a perfomance improvement program, personnel changes, increased resources and engineering support, enhanced corporate oversight, and a procedure upgrade program. These initiatives have resulted in im'provements in a number of areas, albeit at a slow pace. Some areas that have seen discernible progress include the resolution of some longstanding equipment problems and a program to upgrade

7 ? procedure quality. 0)erator performance during requalification examinations was considered to be >etter. Both units have experienced relatively quiet operations over the last six months. Though the backlog of non-outage maintenance work requests is high, plant material condition has improved. There continues to be a large number of safety system failures, with a number of problems affecting tie high pressure coolantinjection(HPCI) system. Most of these failures appear to be due to systes maintenance problems. The rate of improvement in the areas of self-assessment and use of problem identification forms (PIFs) and development and use of trending infomation and a performance mon 9toring system have been slor. Engineering continues to warrant improvement, especially in the areas of safety focus, systems knowledge, knowledge of the plant's design basis, and responsiveness to significant issues, e.g., MOV and service water related generic issues. A site engineering manager position has been instituted and the licensee continues to add experienced personnel to the engineering staff. Problems still occur in the conduct of routine plant operations, particularly in the use of administrative procedures, which have not been included in the station's procedure ggrade program. Several significant operator errors have occurred recently, including problems in operating a 34 kV switchyard disconnect and perfoming a valve lineup on a'i ECCS jockey pump. Recent improving trends have been noted, with good control of plant outages and suitable response to plant transients. Radiological controls continues to nh d improvement. Problems include weak control over emergent work and poor contamination control and radiological housekeeping practices. However, radiological controls over preplanned work wat censidered to be excellent during the past SALP cycle. The most recent SALP (presented to the licensee in October 1993) resulted in Dresden being rated Category 2 in Maintenance and Plant Support. The functional areas of Operations and Engineering were rated Category 3. Late in the SALP cycle (June 1993) Mr. Gary Spedl was selected to be the Dresden Station Manger, the same role he held at LaSalle Station. Additionally, the Site Quality Verification (SQV) group was expanded in October 1993, and Mr. Rich Robey was named as the Director. Because a marked upturn in performance at Dresden has not been evident, Dresden will remain on the Watch List. 1HQIAN POINT 3 wogn z ng a many a relatedtopoormanagementoversthandsuppor$,theNRCincreasedattention on IP3 to detemine if 'similar problems existed. Many similar concerns were identified. The most recent SALP (6/gl through 8/92) documented declining prformance in five functional areas. The major contributors to the declining performance p !1NIK P

4 8 PRED d were inadequate management controls as evidenced by untimely and ineffective rev%w and correction of problems and a growing volume of plant deficiencies. Prnblems continued to occur at the facility through the remainder of 1992. On January 12, 1993 NYPA determined that the Anticipated Transient Without Scram (ATWS) Nitigation 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. On June 17, 1993, the NRC issued a Confirmatory Action Letter (CAL) that outlined steps that NYPA must take prior to restarting the fac411ty. The CAL requires Regional Administrator agreement for restart of the facility. The NRC placed IP3 on the Watch List as a Category 2 facility during the June 1993 SMi. Significant changes in site and corporate management have occurred since the last Smi. On June 7,1993, Nr. John Brons announced his resignation as President an'd Chief Operating Officer of NYPA. Mr. Robert Schoenberger, who was the Executive Vice President, Finance and Administration,1,5 currently serving in this position. On Eovember 20, 1993 Mr. Richard Flynn submitted Q his resignation as Chairman of NYPA. Covernor Cuomo has nominated Mr. Th - use, to fill the vacant position on the NYPA board. N. Ra1 NYPA Generation E In the interim, ostger, Y ear Operations and N intenance, s currently acting for Ralph Beedle. John Kelly, the NYPA Director of Radiological Environmental Support, will act for Mr. Josiger. In June 1993, the Board of Trustees established a Nuclear Advisory Committee (NAC) to provide expert opinion on the operation of NYPA's nuclear facilities. The NAC is composed of three individuals with senior management level industry and regulatory experience. At this point it is premature to assess the NAC's effectiveness, but the NAC is expected to improve the Board's level of nuclear understanding and oversight. In July 1993, enforcement action was issued for three Severity Level III violations with associated Civil Penalties totalling $300,000. In November 1993 enforcement action was issued for two Severity Level III violations. Civil penalties were not issued for these violations. A November 1993 Service Water System Operational Performance Inspection (SWSOPI) identified several concerns. One of the significant issues was deficient control of instrument air pressure regulator setpoints and design pressure limits for solenoid operated valves (SOVs). To address these concerns, NYPA developed a plan to replace certain SOVs throughout the plant. Maintenance control problems associated with the SOV work led to all three emergency diesel generators (EDGs) being inoperable. An enforcement conference held on December 10, 1993, to discuss multiple procedural violations and inadequate post-modification testing of the EDGs, included discussions of the inoperable EDGs, as well as inadequate work clearance for a fan cooler unit that resulted in a service water spill in the containment building. In a follow-up letter to the enforcement conference, NYPA provided the details of an improved plant work control process, which included a station-wide work slowdown. PREDECI

g PR 15! During a December 17, 1993 meeting, the NRC expressed concern about continued weak performance and questioned the effectiveness of the Performance Improvement Plan (PIP). Unlike the previous degraded perfomance at FitzPatrick that was rectified through the Results Improvement Program, the PIP at IP3 has not been as well implacented due to a lack of ownership of the problems and a weak corrective action plan. NYPA has implemented a corporate task grcJp to assess the current status of IP3 teprovement plans. Recent taprovements have been noted, e.g., problem identification at the site has improved, a new system for reporting and tracking deficiencies has been implemented, the Deviation / Event Reporting (DER) system has been instituted, the IP3 staff has established additional interfaces with the industry to learn from their experiences, and the site has frequently requested consultants to review deficiencies and determine root causes. In addition, iusrovements to some support functions necessary to enhance performance at IP3 save occurred. In 1992, NYPA performed a self-assessment of its engineering orpanization and developed a number of initiatives to improve performance. These initiatives helped integrate engineering activities more efficiently through improved communication and coordination. Performance at the corporate engineering i department has continued its improving trend. In addition, as a result of management changes in the QA organization, improvements have been initiated. Because IP3 has not yet developed and implemented a comprehensive plan to correct their problems, it was concluded IP3 should remain a Category 2 plant. SOUTH TEXAS PROJECT atch List in Category 2 a u 993 see units have rena ned shut down since February 1993 under a Confirmatory Action Letter (CAL) because of problems in three broad areas: material condition and housekeeping, human performance, and organizational performance. Extensive management changes have been made and operations have been " unitized", that is, there is, for each unit, a plant manager with operations, work control, and maintenance managers. However, these changes are recent and their effectiveness remains to be seen. The CAL and supplemental letters have identified the issues that have to be resolved before restart. NRC's principal efforts at STP since October 1993 have consisted of inspecting items associated with these Restart Issues. An STP Restart Panel has been formed and a Restart Action Plan has been developed. The panel meets bi-weekly and meets with the licensee about d monthly in public meetings. Three special inspections have been conducted since the last S% they have uncovered problems in several areas, including PREDE SId

10 PREDECISIONAL classification of safety-related equipment, corrective action, and operator perfonsance. As part of the Restart Action Plan, an Operational Readiness Assessment Team (ORAT) inspection was performed in January 1994. The NRC sent a ' Quick Look' letter expressing the team's concer.s to the licensee following the first week of inspection. inspection The licensee's response to the Diagnostic Evaluation Team (OET)d of short-term (which had been conducted during March and April 1992) consiste items incorporated in their Operational Readiness Plan and long-tem items incorporated in their Business Plan 1994-1998. Because of two recent incidents, the licensee twice issued 'stop work' orders. Both incidents were human perfonnance related, s 4 Unit1 is expected to restart in late January or early February 1994. The ORAT had an open exit meeting on January 21, 1994. The ORAT inspection was an important step leading to a staff decision about the restart of Unit 1. Ba(ed 'on mixed performance and lack of plant operations, it was concluded that South Texas should remain a Category 2 plant. i Cateaorv 3: Shutdown Plants Reauirino NRC Authorization to Ooerate and which the NRC will Monitor Closely BROWNS FERRY l AND 3 Alb Browns Ferry Units had been placed on the NRC Watch List as Category 3 ' plants,during the October 1986 Sm due to a history of significant enforcement act'io'ns, several operational events, equipment failures, and the inability of licensee management to identify and correct problems. Browns Ferry Unit 2 restarted in May 1991 and was removed from the NRC's Watch List of fact 11 ties warranting close monitoring (Category 2) in June 1992, while Units 1 and 3 remain defueled and continue to require NRC authorization to operate (Category 3). In 1991 TVA submitted to the NRC its corrective action plan for returning BFN Units 1 and 3 to service, and in April 1992 NRR determined TVA's plan was However, in September 1992 the BFN Restart organization under acceptable. Fred McCluskey was abolished due to problems with implementing the first major Unit 3 modifications (drywell chiller and cooling tower refurbishment). Engineering and construction activities at Units 1 and 3 were then integrated into the existing Unit 2 Nuclear Operations organization under Ike Zeringue, Site Vice President. Site priorities became focused on continued support of Since Unit 2 operations and the recently completed Unit 2 refueling outage. PREDECISIONAL

11 ? then Unit 3 recovery activities hmve increased and the current scheoule projects fuel load in June 1995 and criticality in August 1995. Engineering work to support modifications on Unit 3 was expected to be complete in December 1993. These include CRDR work on control room panels, reactor internals T-box repairs, fire protection systems, seismic upgrades, and pipe supports. There are no immediate plans that relate to restart of Unit 1. Craven Crowell was named as Chairman of the TVA Board in July 1993. On January 6,1994 the TVA Board announced a top-level management reorganization which placed Oliver Kingsley in the position of President. TVA Nucient, and Chief Nuclear Officer. His new responsibilities are restricted to TVA's nuclear plants, with his previous fossil / hydro and other non-nuclear duties transferred to a newly appointed Chief Operating Officer who reports directly to the TVA Board, as does Mr. Kingsley. TVA plans to evaluate the creation of a separate nuclear business unit within TVA having independent salary and wage scales. In summary Brown Ferry Units I and 3 will remain on the Watch Ljst as Category 3 plants. / l G N i

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13 10NAL p s 5 l COOPER NUCLEAR STATION Cooper Nuclear Station was discussed for the fir ime at the June 1993 S m based on a concern that performance was declini As NRC's understanding of the licensee's perfonoance has increased, addit aspects of performance problems have surfaced. The dominant concerns have been a lack of a questioning attitude, the tendency to work around problems, and a high threshold for identifying problems to the Corrective Action Program. An YRC. corrective actions inspection performed in the spring of 1993 identified several issues for which escalated enforcement action was subsequently taken. These issues mainly involved inadequate testing and hardware problems without prompt corrective action being taken. The NRC reviewed the leakage of pressure isolation valves which allowed pressurization of low pressure systems and concluded that there may have been a significant level of risk of an interfacing system Loss of Coolant Accident, which was not appreciated by the licensee. The licensee fonned a Corrective Action Program Self-Assessment Group to eyalliate the effectiveness of the corrective action program. This group found significant weaknesses and the licensee is overhauling the process. In September 1993, the licensee announced a management reorganization which also involved relocation of a number of senior managers to the Cooper site. Because of the numerous equipment problems and the failure of the licensee to identify and correct them, Maintenance / Surveillance and Safety Assessment / Quality Verification were given Category 3 ratings at the last . Systematic Assessment of Licensee Performance (SALP). Other areas were rated 2, with Security rated 1. Problems with erosion / corrosion in the service water system and motor operated valve testing led to a significant extension of a refueling / maintenance outage. Flooding of the Missouri River in July 1993 affected emergency evacuation routes and led to a shutdown of the plant. Significant NRC involvement was required before the licensee identified, mitigated, and recovered from the effects of water inleakage.

14 An Operational Safety Tean Inspection (OSTI) was conducted in November 1993. The team concluded that there was a general lack of management direction and control of routine and complex operations and that there had been a breakdown in vertical communications in operations, maintenance, and engineering. They also found that certain procedures and training were inadequate. Of particular concern to the OSTI team was the fact that several of the findings were similar to previous NRC and licensae self-identified findings. The OSTI team concluded that management had not demonstrated that its performance improvement plans were viable and that although the plans were appropriately directed, insufficient progress had been made in their implementation. Because the NRC's perception of the perfonsance at Cooper is that it is trending downward, it was considered appropriate that Cooper receive a letter informing them of the NRC's concern. PREDE L 1

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20 pg - w e v 7 f'b ~ + I Additional Topics Discussed 1. ED0's Opening Remarks The EDO reviewed the hister f the Senior Mana ment Meetin SM 2. Chairman's Opening Remarks The Chairman made several remarks as follows: o ~ The S M process is effective, Ti$e National Performance Review effort is a good effort. Offices within o the NRC and the NRC as a whole should continue to reinvent themselves on a continuing basis. The NRC needs to maintain the trust of Congress, continue to honor our obligations to our constituents, and maintain efficiency in its operations. The NRC needs to be able to justify its fee structure, improve its legal process, especially rulemaking; and continue to be more open in our processes, o The staff has done a good job on the revised license renewal rule and the Coenission is close to voting on the staff proposed changes to the License Renewal Rule. o Aid to the Former Soviet Union is on the increase. Improvements in culture and engineering in operation of Russian nuclear plants has been observed and additional efforts to help in investigating future power PRED L

21/~ y !$10NAL generation sources will follow. As a result of our efforts, the NRC's -relationship with varicut other government agencies has improved, o The NRC's jurisdiction may ltierekse fa the future. Congress would like the NRC to become more involved in more activities. o The revised SALP process has been well received, due in large part, to increased management involvement. o IMSS and OSP need to continue to work on solving the Agreement States problem. o Efforts should continue in the personnel area. Employees who demonstrate strong capabilities should be challenged earlier in their careers and EE0 should continue to be a major consideration in personnel decisions. 3. Good Performing P1 ants The criteria detailed in SECY 91-103, as modified considering the recently revised SALP program, were used to identify and select plants to be recognized as good perfoming plants. The following plants will be femally recognized for their good performance by a letter from the EDO: o Byron o Callaway o Diablo Canyon 1 and 2 o Grand Gulf o Monticello o St.-Lucie 1 and 2 o Sumer 4. Diagnostic-Evaluation Team (DET) Inspection The senior managers reviewed the need for a DET inspection and determined it would be appropriate to perform one at Palisades to gain a more indepth understanding of the causes for their decreasing performance. 5. Report on NRR Inspection Program The Office Director of NRR reported on various aspects of the inspection program. It was pointed out that the resources a> plied to the ins >ection program will be declining in the future in both t w regions and NRt. -The Division of Reactor Safety (DRS) in each region will be impacted the most. Because of the dwindling resources it is incumbent upon all involved to be -more efficient. A self-assessment of the inspection program has resulted in some changes to aid in improving program efficiency. These. changes involve utilizing focused region based team inspections (with Headquarter support) approximately once every 2 years at each site, reducing routine region based inspections, and more focused event follow-up activitips. -The focus of the team inspection would depend in large aart on the input from the resident inspectors. Pilot team inspections will >e undertaken in the near future as part of formalizing PR yEDfNL

_ _ _ _ _ _ - ~ _ - _ - _ _ _ tt / PREDECpfhtAL the process. Other acticais that will be taken to improve efficiency of the inspection program include addressing how utC ' ties utilize NRC inspection findings and being more sensitive to how utilities diagnose their problems. It is intended that the revisions to the inspection program will..in part, help the agency to focus inspection resources where they are needed and relieve the inspection burden on good performing plants. Because of the form the revised inspection program will take, it places additional burden on the resident inspectors. It was agreed that additional training and care in selecting residents was necessary to help assure the success of the program. 6. Impact of Licensee Cost Containment Measures and How to test Monitor for Signs of Stress - Precursors to problems at plants were discussed and data from the ' Annual Summed Accident Sequwce Precursor Conditional Core Damage Probabilities' was presented. Based on declining probabilities over time, it was concluded that in an overall' sense the NRC is directing its resources and efforts in the right areas. Senior managers discussed the subject of what signs could b6 monitored that would indicate stress due to economic pressures. There was uniform agreement that all utilities are under economic stress but that some handle it Intter -than others. NRR was tasked with taking the lead in developing some specific thoughts on possible signs of unsafe conditions resulting from economic stress. 7. RES Selected Topics Items discussed included results of the TMI Unit 2 reactor vessel investigation and recent environmental qualification (EQ) activities. The key conclusion from the investigation of the TMI Unit 2 reactor vessel was that it is of utmost importh..ce in an accident involving possible fuel melt in a pressurized water reactor to depressurize and add water. It was agreed this conclusion should be factored in to any work on accident management. Recent work in the EQ area has been focusing on cable degradation. Industry-is concerned about the method of testing to simulate aging of cable. Future investigation of cable aging will involve examining some cable from the Trojan plant and other cable that has been in storage for long periods of time.- 8. Non-Agreement and Agreement States Performance Indicator Program In 1993 GA0 reconnended the NRC should establish comeon performance-indicators to use in review of regions and agreement states. The NRC committed to implementing a program beginning in 1994. The status of this effort was -reviewed at this SM. Five conson performance indicators have been . established and a Management Directive developed. The staff has sent a paper to the Commission describing the program. The pawr stated the program would be implemented on a pilot basis beginning in Marc) 1994. The first report to: the senior managers of the NRC as to,the results the program will be made at the June 1994 SM and the Cosmission will be briefed prior to June 30, 1994. 9. MSS-Selected Topics PREDECJdf0NAL e

23 PRED It! The following topics were briefly discussed: o Radionuclide A',r Entssions - inconsistent dual regulation was the topic of discussion. Both EPA and NRC regulate in this area, o Decometissioning and Remedial Action - because of the suceess of the enhanced participatory rulemaking effort, progress has been made in establishing somewhat realistic requirements for post cleanup site release criteria. / @D o Advanced Medical Systems, Inc. o Site Decommissioning Management Plan - the status of several sites was updated as well as the status of Residual Contamination and Timeliness Rulemakings. o NFS Erwin Decommissioning and Remediation Activities - NFS Erwin is going out of business for good. They are shipping waste to Oak Ridge where it will be stored until there is a high level radwaste storage x facility available. The project of downblenting highly enriched uranium supplied by the Russians has not worked out. o Review of Teminated Licenses - this effort is ongoing to determine if -residual contanination exists at sites that were previously evaluated. o NRC/ DOE Emergency Acceptance of Radioactive Material Program - if greater than Class C waste, who is responsible for retrieval in an emergency? An attempt to reach a formal agreement is undemay between the two agencies. o Fuel Facility Resident inspectors - the program can no longer support the use of resident inspectors, e, Enrichment Facilities - resident inspectors will be assigned to all dites. o Yucca Mountain - resident inspectors will continue onsite, o ASEA Brokm Boveri, Inc., etc. - a new fuel rod assembly plant is under construction, o Siemens - is constructing a new dry conversion facility, o Master Licenses of National Scope - issue is of consolidation versus partitioning of multiple site licensees. NRC needs a policy and the regions need help with this issue. o Review of Licensee Quality Management Programs - implementation of the programs has not been good. PREDECHt0NfC /

24 PRIDECIS14NAL o NRC Nedical Assessment Progr medical sisadministrations will be reviewed to determine if lessons learned from such events could have generic implications. The NRC now has a misadministrations coordinator. - 10. PRA Implementation P1an NRR discussed their alan for pursuing expansion of the uses of PRA. NRR has recently drafted a ' R !aplementation Plan and Policy Statement' dated 12/30/g3 that dotatis the desired approach. Involved Office Directors were encouraged to feedback their comments on the draft plan and policy statement to NRR..It was agreed NRR should develop a policy statement on the uses of PRA. It was also agreed that t u PRA working group should remain intact. Additional PRA discussions involved a need to do better in using PRA when developing inspection activities. NRR, with cooperation from AE00, agreed to develop inspection guidance to better incorporate PRA into inspections. 11. AE00 Selected Topics The issue of identifying training needs and subsequently revising the training program was discussed. Various offices have identified their needs and the process is undenvay to identify-proposed training program changes to the EDO for review and approval. Shutdown risk was discussed and it was observed that since 1991, when industry and NRC became sensitized to the importance of this area, the number of shutdown events has decreased over time. Recent NRC and INPO actions on reliability data indicate an industry willingness to collect train level data. The issues that remain include making the data publicly available and providing reliability data rather than a surrogate. 12. Adequacy of Shift Staffing at Power Reactor Facilities The need to expand NRC con'ern from minimum shift staffing requirements in the control room to minimum shift staffing requirements throughout the plant in. order to ensure adequate event response capability when shift staffing is at. its minimum, e.g., during the early morning hours, was discussed. NRR agreed to develop a short site questionnaire to determine needs versus actual staffing.- 13. Inspector Perfonnance-There have been several recent incidents in which inspectors have not behaved professionally. These incidents center around physical appearance, decorum, and interfaces with licensees. Also it has been determined that inspectors are not, in all cases, carrying out management directives. These two issues-were discussed. The ED0 stated that he-would.like to discuss the topic of-inspector professionalism at each SWI. It was requested that regional administrators identify areas where inspectors may be overburdened by directives so that management can evaluate relief. 14.- -Special lopics Raised During Hpadquarters Organizational Review The EDO reviewed his response to the special topics raised during the Headquarters Organizational Review and requested discussion on each of them 1

25 4 with the senior managers. ThetopicsincludedLongRangePlannIng, Concurrences, Micromanagement, Empowerment, IG, and CFO Directives. 15. Management Issues The following management issues were discussed: o Status of NRC's Policy on laplementing the Executive Order on Partnership with NTEU - in order for the new arrangement to work, a non-adversarial relationship must exist on both sides. The scope of issues that could be negotiated is quite broad, o FTE Goals and Strategies - the NRC is on track for meeting short tern FTE goals. The FTE goals the hRC must meet in the long tem are not yet clear. WI o Status of Headquarters Organizational Review - the recommendations of the review team and the final decisions reached on those recommendations swere reviewed. Highlights include evaluating alternatives for CRGR, formation of a new division in RES for rulemaking, and abolishment of the Senior Contract Review Board.

16., Values Statement for NRC The members of the SES Candidate Development Program submitted a proposal to the senior managers that they be given approval to proceed to develop a values statement for the NRC. The senior managers gave approval to proceed with the project.

17. Personnel Issues The following personnel issues were discussed: o "

m. Reevaluation of Resident Inspector Policies - OP and the regions were tasked with identifying the issues and proposing solutions, Selection of First Line Supervision - work should be done up front in k

o development of rating factors and rating criteria. Care should be taken to ensure that interpersonal skills and other attributes that contribute to an effective supervisor are captured in the selection process. SES and Supervisory Development Programs - the need for future programs o is unclear based on the streamlining initiatives the agency is now involved in. Future programs will be initiated on as needed basis. o Relocation Bonus 18. Pre-Staging During Plant Operation for Outages

I 26 The issue was identified at San Onofre when it appeared there was too much ongoing activity in some safety related equipment rooms. The concern was referred to INP0. IMPO has decided to factor pre-staging into their program. 19. Steam Generator Tube Integrity NRR is working on an action plan and will be coming to the EDO in the near future with a proposal for rulemaking on the subject issue. 20. Results of the Review Team for Reassessment of the NRC's Program for Protecting Allegers Against Retaliation The proposals that evolved from the group's efforts were presented to the senior managers. The key proposa t for devel nt of a policy statement ressi rotection of all rs e b 21. Date and Location of Next Senior Management Meeting The next SM will be held June 7-8, 1994 in Region III. L

• s,

,) b ISIONAL

/ 4 DICLOSURE 6 List of Attendees 7 9 /

I I NRC SENIOR MANAGEMENT MEETING JANUARY 11-13, 1993 REGION IV List of Attendees I. Selin (Day 1 only) J. M. Taylor, EDO J. H. Sniezek, DEDR H. L. Thompson, Jr., DEDS E. L. Jordan, AE0D T. E. Murley, NRR E. S. Beckjord, RES (Day 1 & 2) B. B. Hayes, 0! - J. Lieberman, OE K. Cyr, OGC (Day 1 & 2) L. J. Chandler, DGC M. J. Malsch,,0GC F. J. Miraglia, NRR W. T. Russell, NRR L. J. Callan,-NRR T. T. Martin, R1 S. D. Ebneter, RI! J. B. Martin, RIII J. L. Milhoan, RIV K. E. Perkins, RV J. Montgomery, RIV D. K. Rathbun (Day 2 only) G. A. Arlotto, NMSS R. H. Vollmer, OPP R. L. Bangart, OSP (Day 2 & 3) G. G. Zech, NRR (Day 1 & 2) W. H. Bateman, OEDO C. J. Heltenes, RES (Day 2 & 3) P. E. Bird, OE (Day 3 only) J. F. McDermott, OP (Day 3 only) P. G. Norry, ADM (Day 3 only) R. M. Scroggins, OC (Day 3 only) G. F. Cranford, IRM (Day 3 only) ,}}