ML20236T075
| ML20236T075 | |
| Person / Time | |
|---|---|
| Site: | Peach Bottom  |
| Issue date: | 11/25/1987 |
| From: | PECO ENERGY CO., (FORMERLY PHILADELPHIA ELECTRIC |
| To: | |
| Shared Package | |
| ML20236T070 | List: |
| References | |
| PROC-871125, NUDOCS 8711300280 | |
| Download: ML20236T075 (122) | |
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PHILADELPHIA ELECTRIC COMPANY PLAN FOR RESTART OF PEACH BOTTON ATOMIC POWER STATION SECTION It CORPORATE ACTION November 25, 1987 1
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8711300280 871125 PDR ADOCK 05000277 p
EXECUTIVE
SUMMARY
On March 31, 1987, the Nuclear Regulatory Commission (NRC) ordered Philadelphia Electric Company (PE) to shut down the Peach Bottom Atomic Power Station (PBAPS) l at Delta, Pennsylvania. The Shutdown Order stated that neither unit at PBAPS could l
be restarted until PE submitted a detailed, comprehensive plan and schedule to assure the NRC that Peach Bottom would be operated safely and in compliance with all requirements.
PE has identified four root causes of de:clining performance at PBAPS:
- 1) There was a lack of adeauste personal leadership and menacement skills on the part of senior menacement at the plant.
- 2) The Company failed to initiate timelv licensed operator replacement trainino Pr o Qra ns.
- 3) The station culture, which had its roots in fossil and pre-TMI operations, had Dpt adapted to chanoina nuclear requirements.
- 4) Corporate nanacement failed to recoonize the developino severity of the problens at PBAPS and thus, did not take sufficient corrective actions.
This document contains the Corporate Action Section of PE's Plan for Restart of PBAPS and addresses the fourth root cause. A second document will contain the Site Action Section of the Plan and will address the first three root causes. These two documents will collectively be submitted as PE's response to the NRC's requirement of a comprehensive corrective action plan and schedule prior to restart of PBAPS.
Three corrective action objectives have been established for the Corporate Action Section of the Plan for Restart of PBAPSi
- 1) Change the organizational structure to increase control, accountability and corporate direction for nuclear operations.
- 2) Develop the management systems and managerial skills which will strengthen self-assessment end problem resolution capabilities within the Nuclear organization.
EXECUTIVE
SUMMARY
1
- 3) Strengthen the independent assessment process to increase upper management's involvement in timely problem solving.
Organizational and Procram Improvements To increase control, accountability and corporate direction for nuclear operations, PE has established, within the corporate structure, a nuclear-dedicated organization with direct line management authority and control over all aspects of nuclear operations, engineering, maintenance, and construction.
Implementation of this new organizational structure will be initiated as soon as PE has received NRC approval on the Technical Specification change requests which have been submitted for Limerick Generating Station and PBAPS.
The new Nuclear organization reporting structure and management responsibilities are described in Section 2.0 of this document.
By implementing the new Nuclear organization PE willi provide fully dedicated organizational resources to meet nuclear needs in a timely manner; ensure timely corporate level management attention and decision making for station concerns; increase the level of corporate technical direction and oversight of plant programs; and establish clear management accountabilities and authorities for each aspect of the Company's nuclear operations.
Significant changes are being made to develop the management systems and managerial skills for improved self-assessment and problem resolution within the Nuclear organization. The strong management philosophy for assurance of quality which will guide Nuclear management in the execution of their responsibilities is described in Section 3.1.
A new Nuclear Performance Management Program (Section 3.2) will be used as a key management tool to establish and track performance relative to 4
EXECUTIVE
SUMMARY
2
goals established at each organizational level.
This will provide timely recognition of performance variances and potential problem areas.
The Nuclear QA organization (Section 3.3) will be strengthened by elevating the reporting relationship to the Senior Vice President level and integrating previously separate quality assurance and control organientions into one centralized QA organization and program. The scope of Nuclear QA audits is being expanded to include comprehensive technical and performance based audits in addition to classical quality assurance audits of adequacy and effectiveness.
A Performance Assessment Section will be added to Nucione QA with responsibility for assessing organizational performance and providing independent evaluation of the effectiveness of the Company's nuclear program.
The Independent Safety Engineering Group at each site will also report to Nuclear QA.
The removal of peripheral duties from this function will permit an enhanced focus on improving the safety of plant activities.
Improvements to the Operating Experience Assessment Program (OEAP) are being developed (Section 3.4).
The OEAP manager will have corporate accountability for coordination and oversight of OEAP activities and will prepare monthly status reports on OEAP corrective action status for review by senior Nuclear management.
A strengthened Nuclear commitment management program (Section 3.5) will ensure integrated commitment tracking for the Nuclear organization and effective, timely management of corrective action programs.
EXECUTIVE
SUMMARY
3
l l
Nuclear information management and reporting systems are being improved (Section l
l 3.6) and the Nuclear Monthly Performance Indicators Report will be upgraded to 1
ossist management with performance monitoring and early problem identification.
A Nuclear Training organization (Section 3.7) will be established to focus on the special training and development needs of Nuclear management and employees, and ensure timely participation in training programs by Nuclear personnel.
Improvements in Nuclear Monitorina and Problem-Solvina Processes With the changes described in Sections 3.1-3.7 of this document, the management structures and systems will be in place to provide effective monitoring of the three key areas of safety, quality, and organizational performance (i.e., how the organization manages itself to ensure the safety and quality of operations).
Line management, with the lead responsibility for monitoring the safety and quality of all aspects of its nuclear activities, will have the benefit of strengthened Operating Experience Assessment and Commitment Management Programs, improved information management and reporting systems, and an enhanced Nuclear management training program to help in this respect.
The centralization of QA programmatic activities, which will bring more independent performance assessment informatiar. together under one organization, will contribute to the effectiveness of independent monitoring and assessment of all three areas
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of safety, quality and organizational performance.
EXECUTIVE
SUMMARY
4 W
A Management Assistance Staff (Section 2.3), reporting to the Senior Vice President-Nuclear, will assist with monitoring and assessing the " people management" aspects of organizational performance.
Increased emphasis is being placed on the importance of interactive communications and problem solving to:
- 1) improve corporate direction and oversight of plant operations; and 2) ensure timely management follow-up on independent assessment feedback.
Nuclear off-site support personnel with responsibility for providing corporate direction and oversight of plant programs will conduct periodic meetings with the relevant site personnel to review programmatic performance in each functional area, identify and discuss potential problem areas, and develop corrective action plans. Similar interactions will occur to identify and address priorities for engineering support.
The Senior Vice President will hold periodic meetings at each nuclear site to review the status of plant activities with site management personnel, identify problem areas, and establish priorities and lead responsibilities for any required corrective actions.
Interactive communication processes will be used regularly to obtain and discoss feedback from independent assessment groups within the Nuclear organization. ii.:
b General Manager-Nuclear QA will report on performance trends on a regular basis at senior Nuclear management staff meetings, and time will be dedicated to discussing the implications of these trends. Periodically, senior Nuclear management, the Plant Managers, Nuclear staff with lead responsibilities for operating experience and performance assessment, and the NRB will meet for an in-depth review of Nuclear performance.
EXECUTIVE
SUMMARY
5
Upper Manacement Involvement in Monitorino and Problem Solvino l
The independent assessment process has been strengthened to increase upper 1
management's involvement in timely problem solving (Section 4.0).
The NRB charter will be expanded to encompass not only technical safety concerns, but all safety-related matters, including organizational and personnel performance issues.
The reporting relationship of the NRB will be elevated to the Senior Vice President-Nuclear level, with quarterly reports to the Office of the Chief Executive Officer.
The Chairmanship of the NRB has been made a full-time position, with appropriate staff support, to provide enhanced leadership and direction.
A new Nuclear Committee of the Board (NCB) has been established by the PE Board of Directors to review on a continuing basis, and report to the full Board one the safety, reliability, and quality of nuclear operations; the effectiveness of the management of nuclear operations; the effectiveness of management systems for the self-identification of problems and for prompt and complete corrective actions.
The NCB will use outside technical experts as advisors to provide specialized technical and operating experience and independent evaluation perspectives.
EXECUTIVE
SUMMARY
6
s The Committee will serve as the highest level of a structured independent assessment process which will assure PE's ability to self identify problems and implement timely and effective corrective actions.
Direct information flows will link the work of the Nuclear QA organization to the NRB, and the work of both independent i
assessment groups to the NCB.
Conclusion Significant corrective actions will be taken to improve and strengthen the Nuclear organizational structure; the management systems and programs which support performance monitoring and assessment by line management; the independent assessment function within the Nuclear organization; and the Company's independent assessment and oversight process. These changes will promote timely and appropriate involvement by Nuclear and Company management in effective problem identification, analysis and resolution. PE believes that these corporate improvements will ensure continued excellence of operations at Limerick Generating Station and, when combined with plant management changes, organizational improvements, programmatic enhancements and attitudinal training programs (to be discussed in the Site Action Section of PE's Plan for the Restert of PBAPS), will resolve the root causes of the performance problems at PBAPS which led to the NRC Shutdown Order.
EXECUTIVE
SUMMARY
7
SECTION It CORPORATE ACTION TABLE OF CONTENTS
1.0 INTRODUCTION
1 1.1 CORPORATE MANAGEMENT PHILOSOPHY FOR NUCLEAR OPERATIONS 2
1.2 CORRECTIVE ACTIONS TO IMPROVE CORPORATE HUCLEAR MANAGEMENT 4
2.0 ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 7
2.1 NUCLEAR-DEDICATED ORGANIZATION 7
2.2 CHAIN OF COMMAND AND CONTROL FROM CORPORATE TO SITE 8
2.3 ORGANIZATIONAL ACCOUNTABILITIES 10 2.4 SITE ORGANIZATIONS 17 2.5 HUCLEAR ENGINEERING ORGANIZATION 23 2.6 NUCLEAR SERVICES ORGANIZATION 27 2.7 NUCLEAR MANAGEMENT TEAM 33 2.7.1 Management Assignments 33 2.7.2 Management Strategy 35 3.0 IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION WITHIN THE NUCLEAR ORGANIZATION 37 3.1 MANAGEMENT PHILOSOPHY FOR ASSURANCE OF QUALITY 37 3.2 NUCLEAR PERFORMANCE MANAGEMENT PROGRAM TO ACHIEVE AND MAINTAIN EXCEL-LENCE 38 3.3 NUCLEAR QA ORGANIZATION 39 3.3.1 Expansion of Nuclear QA Programmatic Activities 41 3.4 OPERATING EXPERIENCE ASSESSMENT PROGRAM 43 3.5 COMMITMENT MANAGEMENT PROGRAM 44 3.6 INFORMATION MANAGEMENT AND REPORTING SYSTEMS 46 3.7 MANAGEMENT AND PROFESSIONAL DEVELOPMENT 47 3. 7.1 Huclear Training 47 3.7.2 Management Development Program 48 3.8 MONITORING OF SAFETY, QUALITY, AND ORGANIZATIONAL PERFORMANCE 49 3.9 INTERACTIVE COMMUNICATION PROCESSES FOR PROACTIVE PROBLEM SOLVING BY MANAGEMENT 51 4.0 COMPANY MANAGEMENT OVERSIGHT OF NUCLEAR OPERATIONS 54 4.1 NUCLEAR REVIEW BOARD (NRB) ROLE AND REPORTING RELATIONSHIPS 54 4.2 NRB MEMBERSHIP 55 4.3 PROCESSES AND RESOURCES TO BE USED BY THE NRB FOR IMPROVED REVIEH AND ANALYSIS 56 4.4 THE NUCLEAR COMMI1 TEE OF THE BOARD OF DIRECTORS (NCB) 58 4.5 NCB MEMBERSHIP 60 4.6 STAFF AND RESOURCES TO BE USED BY THE NUCLEAR COMMITTEE OF THE BOARD 61 4.7 INDEPENDENT ASSESSMENT FEEDBACK LOOP 61 5.0 CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 4 65 5.1 CORRECTIVE ACTIONS TO IMPLEMENT OBJECTIVE 1 66 5.2 CORRECTIVE ACTIONS TO IMPLEMENT OBJECTIVE 2 68 5.3 CORRECTIVE ACTIONS TO IMPLEMENT OBJECTIVE 3 73 APPENDIXES 76 Table of Contents 11
SECTION Z CORPORATE ACT20N Appendix A. FUNCTIONAL ORGANIZATION CHARTS FOR SITE PLANT, PROJECT, SUPPORT AND TRAINING ORGANIZATIONS 77 i
Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 82 Appendix C. RELATIONSHIP INDEX (partial) 97 l
Table of Contents iii
w SECT 80N 2 CORPORATE ACT80N LIST OF ILLUSTRATIONS Figure
- 1. Chain of Command and Control for Operations 9
Figure
- 2. Reporting Structure for the Top Level of the Nuclear Organization 11 Figure
- 3. Functional Organization Chart for Site Organization 19 Figure
- 4. Functional Organization Chart for Nuclear Engineering 24 Figure
- 5. Functional Organization Chart for Nuclear Services 28 Figure
- 6. Functional Organizational Chart for Nuclear QA 40 Figure
- 7. Independent Assessment Function Information Flow and Feedback Loop Before 62 Figure
- 8. Independent Assessment Function Information Flow and Feedback Loop After 63
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List of Illustrations iv
SECTION Is CORPORATE ACTION l
1.0 INTRODUCTION
L l
l l
On fiarch 31, 1987, the Nuclear 1c 11 story Commission (NRC) ordered Philadelphia Electric Company (PE) to shut down the Peach Bottom Atomic Power Station (PBAPS) at Delta, Pennsylvania. The Shutdown Order addressed three concerns in addition to control room operators sleeping while on duty, or being otherwise inattentive to their license obligations. These included: a complacent attitude toward procedural compliances failure of the quality assurance program to identify conditions adverse to safety; and ineffective management, as evidenced by a lack of timely management action to correct these problems, poor dissemination of management goals and policies, poor communications between different departments and divisions, and a focus on compliance rather than acknowledgement and correction of the root causes of problems.
The Shutdown Order stated that neither unit at PBAPS could be restarted until PE submitted a detailed, comprehensive plan and schedule to assure the NRC that Peach Bottom would be operated safely and in compliance with all requirements, including station procedures.
Since the Shutdown Order PE has engaged in extensive investigative and review activities, using both internal and external resources, to determine the root causes of the problems which led to the NRC Shutdown order.M M The relationships between issues raised by the NRC in the shutdown order, the root causes identified by PE, the corrective action objectives and related major activities are presented in a Relationship Index in Appendix C.
INTRODUCTION 1
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SECTION It CORPORATE ACTION Based on the results of these analyses, the Company has identified four root causes of declining performance at PBAPS:
l
- 1) There was a lack of adequate personal leadership and manecement skills on the part of senior manecement at the plant.
- 2) The Company failed to initiate timelv licensed operator replacement trainino procrums.
- 3) The station culture, which had its roots in fossil and pre-TMI operations, had not adapted to chancino nuclear requirements.
- 4) Corporate menacement failed to recoenire the developino severity of the problems at PBAPS and thus, did not take sufficient corrective actions.
This document reflects a broadened consideration of the fourth root cause, based on responses to PE's earlier Commitment to Excellence Action Plan submittal.
It describes the corporate section of the Plan which PE has developed to implement a company-wide program for improved management of nuclear operations.
A second document will contain a plan focused on site specific corrective actions for the restert of PBAPS, and will address the first three root causes.
These two documents will collectively be PE's response to the NRC's requirement of a comprehensive plan and schedule for a corrective action program prior to restart of PBAPS.
1.1 CORPORATE MANAGEMENT PHILOSOPHY FOR NUCLEAR OPERATIONS After thorough review of its nuclear program, PE has committed to a corporate management philosophy for achieving and maintaining excellence in the management of its nuclear operetions. This commitment requires that every level of management from the Chief Executive Officer to the first line nuclear supervisor be dedicated to the following principles INTRODUCTION 2
s
SECTION It CORPORATE ACTION Assuring the safety, quality and reliability of nuclear operations, in accordance with the highest standards of excellence, to fulfill and exceed l
government and industry requirements.
l Assuring timely training of all Nuclear managers, supervisors, technical and crafts personnel to the hishest industry standards; achieving and maintaining INPO accreditation in all relevant training areas.
Maintaining candid, open communications with the NRC, INPO, other industry groups and other utilities to promote understanding and effective utilization of regulatory and industry experience by PE.
Maintaining candid, open communications between all nuclear line and support organizations, between all levels of nuclear management, and between nuclear management and employees to promote efficient operations, timely problem identification, and effective problem resolution.
Promoting cultural change by fostering management and work behaviors which support an orientation to nuclear excellence and routinely monitoring progress toward meeting those objectives.
Assuring that the nuclear organizational structure, management systems and staffing levels are adequate to provide the necessary authorities and resources to those managers who are held accountable for the excellence of each aspect of the nuclear program.
Assuring that the programs and information management systems are in place to assist line management with timely and effective self-assessment of the quality of operations.
Assuring that the independent assessment process is structured and staffed to provide the broadest possible coverage of nuclear operations at different levels of Company management up to and including the Board of Directors.
PE senior management will provide the leadership and direction to ensure that Nuclear management and personnel support nuclear excellence through adherence to these principles.
F In addition to addressing the fourth root cause, the Corporate Action Section of the Plan for Restart of PBAPS incorporates these principles in the activities required to accomplish the Plan objectives.
INTRODUCTION 3
4
SECTION It CORPORATE ACTION 1.2 CORRECTIVE ACTIONS TO IMPROVE CORPORATE NUCLEAR MANAGEMENT In determining how to address the fourth root cause and promote excellence in its corporate management of nuclear operations, PE used two underlying concepts.
The first concept is that organization structure, management systems, and managerial ability are interdependent elements.
Each impacts upon the varying degrees of effectiveness of the others. These three elements affect the Company's ability to self identify problems in its Nuclear operations, analyze and address these problems in a timely manner, and monitor corrective action results.
The second concept is that there are three interdependent aspects of PE's self-assessment activities which need to be strengthened for improved problem identification and resolution. These include
- 1) The programs used within the nuclear line organization to establish performance standards, monitor and assess performance against those standards, and take prompt corrective action as required;
- 2) The programs used bv independent assessment aroups to monitor nuclear activities and provide feedback to the line organization at different levels;
- 3) The interactive processes used between line menacement and independent assessment aroups to ensure timely consideration of assessment data and performance trends; identification of problem priorities for management attention and evaluation; and development and follow up on corrective action plans by management to achieve the desired results.
These two concepts (i.e.,
the interdependency of organization structure, management systems and managerial ability, and the interdependency of different aspects of the monitoring / assessment function for improved self-assessment and problem resolution) formed the foundation on which the objectives for the Plan were developed.
INTRODUCTION 4
SECTION It CORPORATE ACTIDH The Corporate Action Section of the Plan For Restart of PBAPS consists of three corrective action objectives:
- 1) Change the organizational structure to increase control, accountability and corporate direction for nuclear operatinns. Specifically:
Establish within the corporate structure a nuclear-dedicated organization with direct line management authority and control over all aspects of nuclear operations, engineering, maintenance, construction and training.
Shorten and strengthen the nuclear operations chain of command.
Provide on-site corporate direction and operational responsibility at the vice president level for all station activities.
Initiate activities to increase interfaces between corporate and site organizations to improve corporate technical oversight of nuclear operations.
Clarify and document management authorities and accountabilities.
Ensure that employees assigned to site work locations on a permanent basis are accountable to the site vice president, except for those personnel responsible for independent assessment and oversight activities.
- 2) Develop the management systems and managerial skills which will strengthen self-assessment and problem resolution capabilities within the Nuclear organization. Specifically Establish a strong line management philosophy for assurance of quality.
Support this philosophy with an effective performance goals and measurements program and improved management monitoring.
Centralize, strengthen and elevate Quality Assurance's (QA's) role in the Nuclear organization.
Strengthen the operating experience assessment program.
Improve the commitment management program.
INTRODUCTION 5
SECTION Il CORPORATE ACTION Establish more effective information management and performance reporting systems to support problem identification and corrective action follow-up by nuclear management.
Ensure that the development and training needs of Nuclear managers are identified and addressed in a timely manner.
Establish interactive communication and problem solving processes between corporate office and site personnel to ensure effective corporate direction and oversight of plant programs.
Establish interactive communication and problem solving processes between line management and independent assessment groups to jointly review independent assessment feedback and identify problems needing corrective action by management.
- 3) Strengthen the independent assessment process to increase upper management's involvement in timely problem solving.
Specifically Expand the Nuclear Review Board (NRB) charter to encompass not only technical safety concerns, but all safety-related matters, including organizational and personnel performance issues.
Elevate the reporting level of the NRB and include outside industry expertise in its membership.
Establish a permanent committee of the Board of Directors, with outside expertise serving in an advisory role, to provide oversight of nuclear operations.
Structure the independent assessment process so that each level monitors the effectiveness of the review and feedback processes used by independent assessment groups at lower organizational levels.
Ensure timely feedback by independent assessment groups to upper management so that they are involved, as appropriate, in corrective action.
While these corrective action objectives are primarily designed to resolve performance problems at PBAPS, the resulting corporate management improvements will ensure continued excellent performance at Limerick Generating Station and prevent occurrences of future problems at both sites.
INTRODUCTION 6
SECTION I CORPORATE ACTION 2.0 ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 2.1 NUCLEAR-DEDICATED ORGANIZATION By establishing a new Nuclear organization within the corporate structure with responsibility for all aspects of nuclear operations. PE will eliminate the company-wide matrix structure under which it has provided engineering, maintenance and construction support for its nuclear operations. This will ensure that fully dedicated management attention and organizational resources are available too meet nuclear needs; provide additional focus on early recognition of problems; and take timely and effective corrective action as required.
This vertical integration of all nuclear functions will provide a singla point of accountability for nuclear operations in the position of the Senior Vice President-Nuclear and increase management " ownership" of programmatic interfaces within the organization.
The implementation of additional interactive communication and problem-solving processes between Nuclear-dedicated off site support organizations and the stations (See Section 3.9) will ensure increased corporate technical oversight and involvement in site activities.
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 7
SECTION It CORPORATE ACTION 2.2 CHAIN OF COMMAND AND CONTROL FROM CORPORATE TO SITE Figure 1 on the following page shows the new operations chain of command structure from corporate to site.
The Senior Vice President-Nuclear will have direct line management control and corporate accountability for nuclear plant operations, engineering, maintenance, and construction. The operations chain of command will be shortened and strengthened in two ways. First, two reporting levels of off-site corporate management will be removed between the plant managers and senior nuclear management. Second, a vice president-level organization will be established at each site to provide on-site corporate direction and oYersight of all station activities.
The site vice presidents will have full authority for planning, directing, coordinating and controlling the work of all site organizations. All permanent and contract employees assigned on a regular basis to site work locations will be accountable through their reporting chains to the site vice presidents, except for those personnel involved in independent assessment and oversight activities. Expenditure authorization levels and nuclear personnel management policies will also be changed to support this authority.
Hith their close involvement in day-to-day site activities and their corporate-level decision making authority, the site vice presidents will be able to make informed and timely corporate decisions in response to site organizational and operational concerns. They will also bring first hand knowledge of site issues which require collaborative management attention between site and off site support organizations to senior Nuclear management staff meetings.
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 8
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SECTION It CORPORATE ACTION Until LOS Unit 2 is placsd in commercial operation, its construction, testing, quality assurance, licensing and start up will be managed by project teams under the direction of the Senior Vice President-Nuclear. The Senior Vice President-Nuclear and a construction project management team will be accountable for ensuring that the Project successfully reaches fuel load, meeting established quality, schedule, and cost objectives. The Vice President-LGS and a start-up team will be accountable to the Senior Vice President-Nuclear for the Start-up Program prior to fuel load, and for all power ascension test programs after fuel load. After Unit 2 is placed in commercial operation, it will be integrated into the normal site management structure as describad in Section 2.4.
2.3 ORGANIZATIONAL ACCOUNTABILITIES Accountabilities for each aspect of the Company's nuclear program will be clearly defined. An organization chart for the top reporting level of the Nuclear organization is shown in Figure 2 on the following page.
The Senior Vice President-Nuclear will have four direct line reports: Vice President-PBAPS, Vice President-LGS, Vice President-Nuclear Engineering, and Vice President-Nuclear Services.
In addition, he will have three staff reports: the General Manager-Nuclear QA, the Management Assistance Staff, and the Nuclear Review Board (discussed in Section 4.0).
The key accountabilities for each member of the senior Nuclear management team will be as follows:
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 10
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r SECTION It CORPORATE ACTION The senior Vice President-Nuclear will be accountable to the President and Chief Operating Officer for Providing leadership and unified management direction to achieve and maintain excellence in all aspects of PE's nuclear operations, in accordance with the principles outlined in the corporate nuclear management philosophy.
Proactively managing a cultural change affort to establish an orientation to nuclear excellence within the Nuclear organization.
Providing management oversight and control of the design, construction, maintenance, and operation of PE's nuclear power plants. This includes all planning, scheduling, engineering, construction, operational, maintenance, quality assurance, regulatory, licensing, training, personnel and other technical or organizational matters relevant to the PE Nuclear organization.
Establishing management, quality assurance and operating policies and procedures for governance of the PE Nuclear organization.
p Establishing the mission, objectives and goals for the Nuclear organization and ensuring that the appropriate performance measurement programs are in place to monitor organizational performance effectively.
Determining the need for, and ensuring the appropriate requisition, technical evaluation and receipt of all materials and services required for the Nuclear organization.
Developing and managing the approved capital and operating budget for the entire Nuclear organization.
tr Ensuring coordination of activities and functions of the Nuclear organization with those of other PE organizations.
Ensuring full cooperation by PE with the Nuclear Regulatory Commission, the Institute of Nuclear Power Operations, American Nuclear Insurers and other regulatory, industry or public agencies with jurisdiction over or interest in the safe, reliable and efficient design, construction, cperation and maintenance of PE's nuclear facilities.
Maintaining open and regular communications between all Nuclear line and staff organizations, between Nuclear management and employees, and between the Nuclear organization and other Company functions.
Reporting regularly to the Board of Directors and the Nuclear Committee of the Board.
The site Vice Presidents will be accountable to the Senior Vice President-Nuclear for:
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 12
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SECTION It CORPORATE ACTION Ensuring that the company's nuclear units are operated safely, reliably and efficiently, and in accordance with the highest standards of excellence.
Ensuring that site work activities are conducted in a manner which promotes l
l nuclear, employee, and public safety.
Providing site leadership for assurance of quality and ensuring compliance with all regulatory, quality assurance, industry and corporate standards for nuclear operations.
Fulfilling site-related nuclear and environmental regulatory requirements and commitments.
Directing the planning and scheduling of all site work activities to ensure timely, high quality, and cost-effective integration, of plant operations, maintenance, modification, and outage work activities.
Coordinating major modifications with Nuclear Engineering.
Coordinating configuration control with Nuclear Engineering.
Ensuring that site personnel fulfill their responsibilities as specified in the Emergency Plan for both normal and emergency conditions.
Establishing site objectives and goals to support overall Nuclear objectives for excellence, and ensuring that the appropriate performance measurement programs are in place to monitor organizational and operational performance effectively.
Developing the site capital budget in coordination with other Nuclear organizations and managing it effectively.
Developing and managing an approved operating budget for the site.
Ensuring that site staffing requirements, training needs, and employee concerns are addressed in a timely and effective manner.
Maintaining open and regular communications among all site organizations, including independent assessment groups; between site organizations and off-site Nuclear support organizations and other Company functions; and between site management and employees.
Maintaining an open, cooperative stance with site NRC Resident Inspectors and with other regulatory and industry auditors or representatives.
Serving as PE's official site representative in all matters related to public interface and relations.
The Vice President-Nuclear Enoineerina will be accountable to the Senior Vice President-Nuclear fore ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 13 i
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Maintaining configuration contet a of the nuclear plants.
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Providing high quality,,timeld, and cost-effective engine"ering of plant j
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8 Providing timely, high quality, cost-effective engineering of LOS Unic 2; until fuel load.
1 Providing technical sugoort as requested by any Nuclear organization.
EstablishingNuclearEngineeranghp3tetivesandgoalstosupportoverall
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Nuclear objectives for excellence,' w dt ensuring that the appropria te performance measurement programs are in piece to monitor organizational performance effectively, i'
Coordinating the development of the Integrated Living Schedule and managing
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it for the Hudlear organization.
U Developing and managing the approved operating budsAt for Nuclear Engineeriau.
Ensuring that Nuclear Engineering staffing requirements, training needs,
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and employee concerns are addressed in a timely and effective manner.
Maintaining open and regular communications among Nuclear Engineering
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divisions, between Nuclear Engineering and other Nu lear and Company functions; and between Nuclear Engineering ma$agement and employ 1es.
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is The Vice President-Nuclear Services will be accountable tJ the Sanior Vice President-Nuclear for Identifying all licensing conditions and monitoring to ensure t.iat thek are met.
Establishing and maintaining an effective commit.nent management prour. m, y
Serving as the corporate focal point for regulatury and INPO interfaces ut ta respect to receivirig, analyzing, and distributing :or espondence and information; following up with the relevant Nucletn organizations to ensure 3
that appropriate and timely actions are taken in; esponses coordinative preparations for all corporate audits, evaluations or assist visits; coordinating management responses, as required, to audi to and, avaluatians; and preparing Technical Specification Amendments and other liewese-related 3
documents for submittal.
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Ensuring thait an effe:tive Operating Experience Assessment Program is in place to analyze industry and plant operating okvirience; communicate the information in a timely manner to the sites, othS-Hucletar groups and the ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL,. ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 14 1
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9 SECTION 18 CORPORATE ACTION HRB; and monitor the ef festiveness of line management's follow up on the information to achieve the desired results.
Esitblishing corporate dire 9 tion and technical performance standards for radiatic:n protection, radwaste management, plant chemistry, emergency preparedness, security and safepaards, and nuclear training programs; providing periodic programmatic assessments to ensure compliance with industry and corporate standards; identifying root causes for any problem areas; and working with site management to develop effective corrective action programs.
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Ensuring that effective processes are in place to identify Nuclear organization training and development needs, scheduling and implementing appropriate programs to address these needs, and monitoring timely participntinn in programs by Nuclear personnel.
Praviding timely, high quality, cost effective services in the areas of specialized maintenance work, plant security, fuel management, plant chemistry unalysis, emergency preparedness training, and craft training to both nuclear plants, n
Freparing final Nuclear capital, O&M and personnel budgets for the Senior Vice President-Huclear's approval, incorporating budgets submitted by PBAPS, LGS, Nuclear Engineering, Nuclear QA, and Nuclear Services.
Overe11 cost tracking, monitoring and reporting for the Nuclear organization to the Senior Vice President-Nuclear.
Serving as the corporate focal point with joint owners of PBAPS.
Coordinating the development and application of personnel policies for the Nuclear organization.
Establishing Nuclear Services objectives and goals to support overall Maclear objectives for excellence, and ensuring that the appropriate performance measurement programs are in pla(c to monitor organizational performance effectively.
Developing and managing the approved operating budget for Nuclear Services.
. Ensuring that Nuclear Services utaffing requirements, training needs, and employee concerns are addressed in a timely and effective manner.
Maintaining open and regular communications among Nuclear Services divisions, between Nuclear Services and other Nuclear and company functions; and between Nuclear Services management and employees.
The General Manacer-Nuclegn,1uality Assurance (QA) will be accountable to the Senior Vice President-Nuetaar feci ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 15
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l' SE,CYION 18 C36PORATE ACTION f
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e' I Establishing and implementing a centralized organization to effectively-implement.the nuclear QA Program.
3 Conducting independent safety reviews of plant ' events and planned
,I activities.
Conducting audits to ensure effective implementation of the Nuclear QA Program.
G Providing quality control surveillance and monitoring to ensure the cafety.
end quality of work performed.
Identifying safety-related quality problems and ensuring that they receive prompt line and senior management attention.
Providing input to the Operating Experience Assessment-Program (0EAP) in a timely manner; maintaining independent. oversight of the adequacy and timeliness of actions taken by line management in response to OEAP items.
Monitorinp and assessing the effectiveness of the Nuclear Performance Manageme.
Jgram for Excellence and providing independent feedback to line me%agement and the Senior Vice, President-Nuclear.
Conducting independent evaluations of the effectiveness of the Company's l
nuclear performance.a'nd providing feedback for line and senior Nuclear management's use.
Providing technical support to the Nuclear Review Board.
Establishing Huclear QA objectives and goals to ' support overall Nuclear objectivas for excellence, and ensuring that the appropriate performance measurements are in place to monitor organizational performance
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effectively.
- Developing and managing the approved operating budget for Nuclear QA.
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Ensuring that Nuclear QA staffing requirements, training needs and employee l
concerns are addressed in a timely and ef f setive manner.
Maintaining open and regular communications among Nuclear QA sections; f.
between Nuclear QA and other Nuetaar.and Company functions; and between
. Nuclear QA management and empic'/tes.
- Reporting on a raguldi basis to the HRS, vith direct access to the Office of the Chief ExecQtive Officer as requi. ed, and communicating with the Nuclear Committee of the Board of Directors as requested.
lh'et Mae,acement Assistance' Staff will be accountable to the Senior Vice Presir/ ant-Nuclear for providing organization development assistance aimed at achieving and maintaining Nuclear organization excellence bys ORGANIZATIONAL RESTRUCTURING FOR INCREASED. CONTROL, ACCOUNTABILITY, AND
'a 16 CORPORATE DIRECTION OF NUCLEAR OPERATIONS i
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E-SECTION 19 CORPORATE, ACTION 1
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Providing consulting and coordinating assistance to the Senior Vice President-Nuclear and his airect reports in the areas of organizational goal-setting, business planning, information management, and organizational communications.
Assisting the Nuclear management team to establish and implement specific e-objectivesLfor cultural change in terms of management and work behaviors, and monitoring progress toward meeting these objectives.
e' Designing and facilitating organization change and transition management processes.
Designing and implementing Nuclear management ' team building activities.
e.
Providing direct assistance, as. requested, to managers in all Nuclear line and staff organizations in conflict management,' problem solving task force facilitation, and other human relations aspects of management.
~
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This will be a new function for the Nuclear organization and the responsibilities and staffing requirements are being carefully determined.
In
' the interim, a group of consultants is working directly with the Senior Vice President-Nuclear and his management team to provide this support.
I 2.4 SITE ORGANIZATIONS The mission of the site organizatiores is to:
- 1) generate electricity safely, reliably and efficiently in comoliance with federal, state and local regulatory requirements, applicable industry technical standards, quality assurance l
requirements, and company policies; 2) maintain the public trusts and 3) l-l maintain standards of excellence in all areas of operations as exemplified by al" ratings in SALP and INPO evaluations.
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND L
CORPORATE DIRECTION OF NUCLEAR OPERATIONS 17 1
N - _ _ __ _,_ _-
SECTION 28 CORPORATE ACTION A functional organization chart for the site organizations is included in Figure 3 on the following page.
l As shown, the vice president for orch site will have four direct line reports:
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the Plant Manager, the Project Manager, the Support Manager, and the Training Superintendent. Functional organization charts for each of these organizations are attached in Appendix A.
The Plant Manaoer will be accountable to the Vice President-PBAPS/ LGS for:
Operating the plant safely, reliably and efficiently in compliance with all applicable Technical Specifications, quality assurance requirements, PE procedures, and federal, state, and local requirements, and in accordance with the highest standards of nuclear excellence.
l Ensuring that all operating and technical personnel are trained and/or licensed as required and that there is an adequate number of qualified operators and supervisors available for duty.
Ensuring that the Radiation Protection Program is being properly implemented with emphasis on "ALARA."
Ensuring that the plant is being properly maintained through implementation of effective site maintenance and chemistry programs and that plant operational and maintenance activities maintain the integrity of the configuration management program.
Approval, control and application of blocking for plant and personnel safety.
Identifying and communicating the need for plant modifications or technical services and final acceptance of completed modifications.
Ensuring effective management of plant activities to minimize radweste generation and assure safe and proper radweste disposal.
Ensuring timely fulfillment of all regulatory commitments for which the plant organization is responsible.
Maintaining effective relations in a spirit of openness and cooperation with the NRC Resident Inspectors and other regulatory or industry visitors.
l l
Serving as Emergency Director, implementing relevant requirements of the
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site Emergency Plan, and ensuring that the plant staff is prepared to fulfill its responsibilities under the site Emergency Plan.
4 ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND 1
CORPORATE DIRECTION OF NUCLEAR OPERATIONS 18 f
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SECTION It CORPORATE ACTION Ensuring that the Plant Operations Review Committee (PORC) is functioning effectively and in accordance with the Technical Specifications.
Keeping the Vice President-PBAPS/ LGS promptly informed of significant plant activities and providing the appropriate status reports.
Maintaining open communications and a spirit of collaboration within the Plant organization and between the Plant organization and other site and off-site support groups.
The Superintendent, Plant Services; the Superintendent, Maintenance and Instrumentation & Controls the Superintendent, Technicals and the Superintendent, Operations will report directly to the Plant Manager.
The Proiect Manacer-PBAPS/ LGS will be accountable to the Vice President-PBAPS/ LGS for:
Coordinating site management of the Integrated Living Schedule with Nuclear Engineering.
Ensuring that unit outages are effectively planned and managed so that outage durations are minimized and outage work is performed within all safety and quality parameters as established by the Plant Manager.
Providing integrated planning and efficient scheduling of all daily non outage and outage work activities related to plant operations, maintenance and modifications.
Coordinating major plant modifications and improvement projects with Nuclear Engineering to ensure high quality, cost-effective implementation in a manner supportive of plant operational needs.
Ensuring that minor plant modification and improvement projects are implemented in a coordinated, cost effective manner supportive of plant operational needs and in compliance with configuration control requirements.
Ensuring that plant and organizational performance data are collected, analyzed and reported in a timely and effective manner-as directed by the Vice President-PBAPS/ LGS.
Establishing and maintaining effective materials management systems which will ensure timely availability of required spare parts, equipment and materials, and timely resolution of receipt inspection deficiencies and obsolete parts issues.
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND j
CORPORATE DIRECTION OF NUCLEAR OPERATIONS 20 1
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SECTION'I8 CORPORATE ACTION j
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Maintaining open communications and a spirit of collaboration within the
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Project organization and between the Project organization and other site j
and corporate office support groups.
1 Administration of projects within the scope of the Project organization.
The Superintendent, Outages, Superintendent, Planning, Scheduling and i
Reporting,. Superintendent, Modifications, and the Materials Management function 1
will report directly to the Project Manager.
1 i '
The support Manaaer will be accountable to the Vice President-PBAPS/ LGS fore i
Ensuring that the approved site security program is effectively implemented l
and managed for normal and emergency conditions.
Coordinating Emergency Preparedness activities for the site.
Administering the commitment management tracking program for the site.
Coordinating with Nuclear Engineering on site Capital budget development l
l and preparing PBAPS/ LGS operating, maintenance, and capital budgets for i
l approval by the site Vice President.
Implementing an effective cost control and tracking program, monitoring cost allocations, and recommending corrective actions to the Vice Presiderit-PBPAS/ LGS as appropriate.
Coordinating the use of site facilities and their maintenance and equipment allocations ensuring that all office services are provided as required.
Ensuring that procedures are regularly updated, maintained, distributed and controlled effectively.
Ensuring that all required records and documents are prepared, stored and protected' appropriately.
Providing assistance to the Vice President-PBAPS/ LGS with site employee communications programs.
Providing effective personnel administration services and assistance to site managers with employee performance and employee relations concerns.
The Superintendent, Administration, and the Coordinators for Security, Personnel, and Budget / Cost Control will report directly to the Support Manager.
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 21
SECTION It CORPORATE ACTION The site Trainina Superintendent will be accountable to the Vice President-PBAPS/ LGS for:
Coordinating with site managenent staff to identify the programmatic training needs of all site personnel.
Providing excellent training programs on-site, under the technical direction of corporate Nuclear Training to meet regulatory and INPO accreditation requirements for licensed and non-licensed operators, chemistry and health physics technicians, General Employee Training, respiratory protection training, and any other regulatory required and accredited training programs conducted on site.
Coordinating the provision of training for I8C technicians, mechanical and electrical maintenance personnel, construction personnel, Emergency Plan training and supplemental professional training with corporate Nuclear Training.
Monitoring the effectiveness of all training provided for site personnels implementing appropriate corrective action for site provided training or providing input to corporate Nuclear Training for off-site training programs.
l Incorporating identified operating experience into site training programs in a l
timely manner.
l Maintaining current and complete training records for site personnel.
Effectively managing the operation of the plant simulator to ensure maximum technical performance capability and maintenance of plant configuration accuracy.
Benefits Provided by Reorganization of the Sita This revised site organizational structure will provide for a strong corporate management presence on site, and shorten and strengthen the nuclear chain of command.
Corporate goals for improving communications throughout the Nuclear organization and establishing a culture dedicated to nuclear excellence will be strongly supported by the site Vice Presidents.
By establishing a Project organization separate from the Plant organization, the structure will also provide separate management accountability and authority for plant operations and outage management. While each of these critical functions will receive dedicated management attention, the integrated planning and scheduling of both outagn ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 22 l
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SECTION 3 CORPORATE ACTZON and non outage work will ensure that activities and resources are coordinated to support the needs of both organizations.
A site-dedicated training function will ensure more attention and responsiveness to site training needs while a corporate Nuclear Training organization (See Section 2.6) provides technical direction and support.
Strengthened management focus and accountability for critical station support functions, such as security, emergency preparedness, commitment tracking, document control, personnel administration and facilities management, are provided by the establishment of a separate station support organization.
2.5 NUCLEAR ENGINEERING ORGANIZATION The mission of Nuclear Engineering will be to provide excellent, timely, cost effective technical support and engineering services to PBAPS and LGS in support of station priorities, and to manage the design bases of these stations. A functional organization chart for Nuclear Engineering is shown in Figure 4 on the following page.
The key accountabilities for the Projects, Engineering and Engineering Design organizations will be as follows:
The Manaoer. Proieet Manaaement Division will be accountable to the Vice President-Nuclear Engineering for ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 23
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SECTION I8 CORPORATE ACTION Project management of engineering projects for each station to ensure that all engineering work is defined, planned, scheduled, budgeted, implemented, technically supported, and evaluated in a timely, high quality, cost effective manner.
Managing the interface with the Station Project Manager who is responsible for managing the construction, testing, and operations acceptance of engineering projects.
Planning, scheduling, resource loading, budgeting and cost control support for Nuclear Engineering.
Developing and monitoring Nuclear Engineering planning, scheduling, budgeting and cost control procedures; maintaining Nuclear Engineering technical procedures.
Administration of contracts providing engineering services.
Planning, scheduling and budgeting interface with other Nuclear organizations to integrate Nuclear Engineering plans, schedules and budgets with PBAPS, LGS, Nuclear Services, and Nuclear QA.
Coordinating the development of, and managing the Nuclear organization's Integrated Living Schedule in cooperation with the site organizations and Nuclear Services.
Managing major projects as determined by scope or complexity.
The Manacer. Encineerina Division will be accountable to the Vice President-Nuclear Engineering for:
Management of engineering for modifications to ensure that the engineering work is defined, planned, scheduled, budgeted, and implemented in support of the established Project Management Division schedule.
Engineering designs, analyses, studies, and assistance / expertise as required, to support the safe and effective operations of the Company's nuclear units.
Conducting engineering studies of nuclear plant systems enhancements.
Managing, controlling and monitoring the engineering design bases for the Company's nuclear units.
Managing the Nuclear configuration control program.
Performing independent evaluations of engineering work to assure technical compliance.
Providing specifications for procurement of engineered materials.
Developing, controlling and maintaining computer software used as engineering tools within Nuclear Engineering.
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND 00RPORATE DIRECTION OF NUCLEAR OPERATIONS 25
SECTION Z8 CORPORATE ACTION The Manacer, Enaineerina Desian Division will be accountable to the Vice President-Nuclear Engineering for Providing conceptual design support, engineering design, and drafting services to support the development and implementation of nuclear plant modifications per the established Project Management Division schedule and to support the day-to-day operations of the company's nuclear units.
Maintaining configuration control of design drawings and vendor documentation.
Providing reprographics service to the Nuclear organization.
The Manaaer, Nuclear Enaineerina will have two major roles. Reporting directly to the Vice President-Nuclear Engineering in a one-over one relationship, the Manager, Nuclear Engineering will stand in for the Vice President at his request. The second major role is as Construction Manager-LGS Unit 2.
In this capacity, he will report directly to the Senior Vice President-Nuclear and use his line authority to ensure timely engineering and construction actions in support of the LGS Unit 2 Project.
Benefits Provided by Reorganization of Nuclear Enaineerino l
PE will capitalize on its engineering and project management strength by:
1) dedicatima a significant portion of its corporate engineering resources to the support of nucitte operat2Gns exclusively, and 2) establishing single point accountability for the management of engineering projects at appropriate management levels.
Clarification of interface responsibilities between site sy*
. sngineers and Nuclear Engineering with respect to plant systems monitoring will contribute to improved problem identification, analysis and resolution.
1 ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 26
~ _ _ - - _ - _ - - _ _ _
SECTION It CORPORATE ACTION
'2.6 ' NUCLEAR SERVICES ORGANIZATION The mission of' Nuclear Services is to provide corporate technir,a1 direction and j
performance standards for plant programmatic areas in support of excellence of nuclear l
site activities, including management of participation in all 'INPO programs. Nuclear l
l Services also performs maintenance work requiring centralized shop services and mobile specialist forces; man joes the Nuclear management and professional development programs oversees and/or provides accredited nuclear and craft training; and serves 1
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in a staff support role to the rest of the Nuclear organization in the areas of budget and cost accounting, computer applications, persannel administration and Nuclear l
records management.
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' A functional organization chart for Nuclear Services is shown in Figure 5 on the folicwing two pages.
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1 The key accountabilities for each of the four organizations reporting to the Vice j
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President-Nuclear Services will be as follows:
The banecer. Nuclear Maintenance will be accountable to the Vice President-Nuclear Services fors Providing specialized mechanical maintenance services and support to the sites.
Providing specialized electrical maintenance services and support to the sites.
Providing in-service inspection services to the sites.
Providing specialized I&C services and support to the sites.
Operating the central maintenance shops.
Maintaining a central pool of mechanics to supplement the site Maintenance organization as required.
The Manacer. Nuclear Support will be accountable to the Vice President-Nuclear Services fors Ensuring that all licensing conditions and requirements are known to Nuclear management; monitoring compliance with regulatory conditions and requirements.
Maintaining the UFSAR; coordinating preparation and submittal of licensing documents.
Serving as the corporate focal point for regulatory and INPO interfaces; coordinating preparations for audits, evaluations and assist visits; coordinating management follow-up actions and responses.
Developing and maintaining an effective commitment management program.
Managing an effective operating experience assessment program including:
reviewing and analyzing all regulatory and industry information for application to nuclear operations; ensuring timely distribution of such information to site organizations, other Nuclear services functions, Nuclear Engineering, Nuclear QA and the NRB; monitoring management's timely incorporation of such information as appropriate into operations and support activities.
Developing technical standards for plant chemistry programs; conducting periodic on-site assessments of the effectiveness of station chemistry activities; ascertaining that problems are identified in a timely manner; determining root causes of problems and working with site management to ensure that corrective j
actions are taken with effective results.
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE 30 DIRECTION OF NUCLEAR OPERATIONS l
l
SECTION IS CORPORATE ACTION Developing technical standards for the plant radiological protection programs i
conducting periodic-on-site assessments to monitor the effectiveness of plant
)
radiological protection activities; tracking trends in radiological protection i
activities; identifying basic causes of any problem areas and monitoring the results of corrective actions.
Developing technical standards for the plant radweste programs monitoring plant conditions, trends and radwaste data to ensure that radwaste volume generated is within the limits established by corporate standards, and that radwaste processing complies with all corporate standards; conducting periodic on site assessments to monitor the effectiveness of the radwaste program; ascertaining that problems are identified in a timely manner; determining root causes of problems; and working with site management to ensure that corrective actions are taken with effective results.
Developing technical standards for the plant emergency preparedness program; maintaining and periodically reviewing corporate emergency preparedness plans, procedures and training programs to monitor effectiveness and to ensure that I
required revisions have been made; coordinating necessary interfaces with federal, state and local authorities; ascertaining that review of the EPP has been performed '
independently of PE's corporate emergency preparedness organization.
Performing nuclear fuel / core design, reload planning and specifications, core L
analysis and operations supports core management; nuclear fuel accountability; l-methods development; safety analysis; budgeting of nuclear fuel costs; fuel quality assurance, reload licensing, spent fuel management, and developing, controlling h
and maintaining computer software used in nuclear fuel and core design analysis l.
activities.
1 Providing technical direction and performance standards for the Physical Security Program including the Security Plans; performing periodic assessments of the station's security performance and providing recommendations for improvement.
l The Manaaer. Nuclear Trainina will be accountable to the Vice President-Nuclear Services for:
Providing corporate level direction and oversight for all regulatory required and accredited training programs at PBAPS and LGS.
Ensuring that accreditation and regulatory requirements (including curriculum development, updating of training programs, instructor accreditation, and training records management systems), are met to obtain and maintain accreditation of nuclear training programs.
Providing craft training programs for maintenance and construction workers.
Ensuring that management, supervisory and professional development needs are assessed and provided for on an ongoing basis.
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 31
SECTION I: CORPORATE ACT80N Integrating OEAP information and corrective actions into training programs and ensuring that all appropriate personnel receive regular training in new and continuing DEAP matters.
Developing and reviewing all training curricula to ensure excellence in fulfilling the training needs of site and corporate personnel.
Ensuring the proper selection, training, monitoring and evaluati"an of instructors.
Coordinating with Nuclear Engineering to assure provision of training facilities which support learning.
The Manaoer, Nuclear Administration will be accountable to the Vice President-Nuclear Services fors Coordination and monitoring of the development and application of personnel policies for the Nuclear organization.
Coordination, monitoring and reporting activities in the area of budget and cost control.
Computer software development and support, systems coordination, and user assistance with computer applications.
Coordination and maintenance of the corporate Nuclear Records Management System.
Benefits Provided by Reorganization of Nuclear Services The establishment of a centralized, nuclear-dedicated corporate training function will increase corporate management attention to nuclear training needs and ensure more consistently controlled development and implementation of all nuclear and craft training activities. The new position of Director, Management and Professional Development, will ensure that Nuclear management, supervisory and professional training needs are identified and addressed in a focused, timely manner. (See Section 3.6 for additional information).
The creation of the centralized Nuclear Maintenance organization will provide experience in specialized activities, flexibility in use of resources, and uniformity in methods and techniques to support both nuclear sites.
There will be increased ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 32
SECTION 3 CORPORATE ACT80N familiarity with the units at both sites and full understanding of the nuclear safety and quality requirements which must govern all work.
Staff support for the Nuclear organization will be pulled together within one line organization ensuring that the special needs of nuclear operations with respect to personnel, budget and cost control, computer applications, and nuclear records are well coordinated.
2.7 NUCLEAR MANAGEMENT TEAM 2.7.1 Manacement Assignments A major source of PE's management strength has traditionally been its Engineering and Research Department. Much of that management talent will be brought over into the Nuclear organization and combined with new management capability from outside PE to ensure that the Nuclear Organization will have strong, competent and effective leadership.
The Senior Vice President-Nuclear's manecement team will consist of John S. Kemper, Senior Vice President-Nuclear; Dickinson M. Smith, Vice President-PBAPS; Graham M.
Leitch, Vice President-LGS; Joseph W.
Gallagher, Vice President-Nuclear Services; S.
Joseph Kowalski, Vice President-Nuclear Engineering; and David R. Helwig, General Manager-Nuclear Quality Assurance.
The PBAPS site manaaement team, under the direction of Dickinson M. Smith, will includes a Plant Manager-PBAPS (to be named); Kenneth P. Powers, Project Manager; the Support Manager (to be selected); and a Training Superintendent (to be selected).
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE 33 DIRECTION OF NUCLEAR OPERATIONS
.r.
SECTION.It CORPORATE ACTION j
i
. The LGS 'manaamment ' team,' headed by Graham Leitch,. will includes John F. Franz,' Plant
' Manager; Edward F. ' Spreist, III, Project Managers Horner T. Ullrich, Unit 2 Start-up
'ManagerJ a Support' Manager-LGS (to be selected), and a Training Superintendent (to.be' 1
' selected).
In Nuclear Enaineerina, the management team, headed by S. Joseph Kowalski,.will, includes' Thomas P. Gotzis, Manager, Nuclear Engineering; James J. Clarey,' Construction :
1 f
Superintendent LGS-Unit 2;' Herbert R. Halters, Manager, Project Management Division;.
g Lubomir B. Pyrib, Manager, Engineering Divisions and Edward P. McKeown, Manager, Engineering Design Division.
The Nuclear Services manaaement team, under the direction of Joseph H. Gallagher,' will consist of H. H. Traver, Manager, Nuclear Maintenance > E. P. Fogarty, Manager, Nuclear Support; Robert A. Goucher, Manager, Nuclear Administration; and a Manager,.
Nuclear Training (to be selected).
.The Nuclear QA mannaement team, headed by David R. Helwig, will includes Robert H.
Moore,' Assistant General Manager, Nuclear QA; a Manager, PBAPS Quality (to be selected); James M. Corcoran, Manager, LOS Quality; J. Theodore Robb, Manager, Independent Safety Engineering; a Manager, Performance Evaluation (to be selected);
-and John F. O'Rourke, Manager, Quality Support.
Biographical data for all of the Nuclear managers to be appointed is included in.
Appendix B.
ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATL
)
DIRECTION OF NUCLEAR OPERATIONS 34 c
SECTION It CORPORATE ACTION 2.7.2 Manacement Strateav
]
The strategy being used in developing the new Nuclear organization has been defined as "Think New -- While Benefitting from Knowledge and Experience." Company management has instructed the Senior Vice President-Nuclear te use a new perspective in analyzing 1
requirements for organization structure, management authority, staff resources and i
l personnel policies to ensure organizational effectiveness. Senior Company management I
l is committed to supporting these requirements to provide the framework for success.
l 1
]
At the same time, the Nuclear organization can benefit from Mr. Kemper's 37 years of 1
i technical and managerial experience with PE, their comprehensive understanding of the Company's way of doing business, and their well developed relationships with the Nuclear managers.
The Senior Vice President-Nuclear and his direct reports are working closely to ensure successful planning and implementation of new management structures and processes.
They are developing a team approach to replace past practices which fostered each department's autonomy in relationship to other departments. An example of this approach is the collaborative decision making process which will be used by the Senior Nuclear Management Team to develop an expanded Integrated Living Schedule and prepare the capital budget based on the collective priorities of both the site and support organizations. This approach will be replicated down through the Nuclear organization, with emphasis on lateral communications and problem solving, rather than a hierarchical i
approach.
A group of consultants is working directly with the Senior Vice President-Nuclear and i
his staff in an ongoing team development process which includes coaching on individual ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE i
DIRECTION OF NUCLEAR OPERATIONS 35 m__
1 SECTION It' CORPORATE ACTION J
managerial competencies' and managerial styles,' teamwork, and organizational
- communications i
l i
l ORGANIZATIONAL RESTRUCTURING FOR INCREASED CONTROL, ACCOUNTABILITY, AND CORPORATE DIRECTION OF NUCLEAR OPERATIONS 36 4
1
_____-______-___Y
SECTION Is CORPORATE ACTION 3.0 IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION WITHIN THE NUCLEAR ORGANIZATION 3.1 MANAGEMENT PHILOSOPHY FOR ASSURANCE OF QUALITY The Nuclear management team is developing a strong management philosophy embodying the concept of assurance of quality. This philosophy is expressed as follows:
Line management is responsible for assuring the quality of the operations and services which they provide.
Line management establishes performance goals to achieve excellence, as well as the indicators to be used in assessing the performance of their organizations.
Line management communicates regularly about the quality of operations with each other, their employees, and other company organizations through field visits, meetings, retreats, and written reports.
Line management monitors the performance of their organization and takes corrective action when there is a variance.
Line management reports on their performance with' respect to i
e I
established goals.
l Line management is responsible to effectively close out all open items on a timely basis.
Every Nuclear employee is responsible to identify and report observed quality problems / deficiencies in a timely manner.
The direct reports to the Senior Vice President-Nuclear will be held accountable j
to ensure that effective problem / deficiency reporting programs are in place for their employees to use.
j i
QA monitors and assesses the performance of the other Nuclear organizations, I
i providing independent audit reports and evaluations to line management and upper management.
QA monitors and assesses the effectiveness and timeliness of follow-up on open items which have been identified to line and upper management.
l 1
This management philosophy for assurance of quality will be implemented and supported in a number of ways:
l The Senior Vice President-Nuclear and his management team will develop a statement l
of their philosophy and expectations for assurance of quality which will be printed I
l in the company and site newspapers, displayed on appropriate corporate and site bulletin boards, and referred to in communication with Nuclear employees.
IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION WITHIN THE NUCLEAR ORGANIZATION 37
x 5
.i SECTIONl28' CORPORATE ACTION
- ?
A Nuclear performance management program (Performance Management to Achieve-and-
. Maintain Excellence) will be~ established.
Effective' feedback information systems will; be provided to ensure that line management'is~ aware of the quality performance level of their organization' 1
Improved employee performance evaluation' processes will be used to communicate management expectations for quality performance and conduct face-to-face employee performance ~ reviews.
Improved processes for reporting quality work-related problems will be developed e
including. formal systems and informal programs.
3.2 NUCLEAR PERFORMANCE MANAGEMENT PROGRAM TO ACHIEVE AND MAINTAIN EXCELLENCE Performance goals for excellence will be established by each Nuclear line organization.
- These will include goals for organizational performance' as well as technical and -
operational; performance standards. Performance indicators will be identified for_'use in tracking 1 and reporting on performance 'against established goals.
The: Senior Vice President-Nuclear will be held accountable by the President to have the new Nuclear Performance Management Program fully operational throughout the Nuclear organization within one year, The Senior Vice President-Nuclear and his management team will work together to develop key performance improvement goals for the Nuclear-
. organization, using comparisons with peer plant key indicator trends in this process, and to communicate these goals to Nuclear employees.
Each direct report to the Senior Vice President-Nuclear will then work with his direct reports as a team to develop goals for excellence (which support the overall Nuclear goals and standards) for each organizational unit and to identify the performance indicators to be used to track performance.
l-t I,
IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION WITHIN THE NUCLEAR ORGANIZATION 38 I
SECTION Z8 CORPORATE ACTION Measurement of performance against established performance objectives / standards will be' tracked and reported frequently to line management. The timeliness and effectiveness of each management level with respect to corrective action follow-up will be monitored and emphasized in the performance appraisal process.
Nuclear QA will provide overall assessment of the effectiveness of the Performance Management Program, and report the results of this assessment to line management and the Senior Vice President-Nuclear.
3.3 NUCLEAR QA ORGANIZATION The Nuclear QA organization will be strengthened by:
- 1) elevating the reporting l
relationship to the Senior Vice President level; and 2) integrating previously separate quality assurance and control organizations into one centralized QA organization and program managed by the General Manager-Nuclear Quality Assurance (Nuclear QA).
The General Manager-Nuclear QA will report directly to the Senior Vice President-Huclear and be an integral part of his Senior Nuclear Management Team.
A functional organization chart for Nuclear QA is shown in Figure 6 on the following page.
Quality Control and Quality Assurance activities at each site will be under the direction of the site Quality Managers. The Manager, Quality Support will be responsible for all quality support activities common to (and not specific to) both sites. This includes manuals and procedures, vendor audits and surveillance, training, IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION HITHIN THE NUCLEAR ORGANIZATION 39
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SECTION Is CORPORATE ACTION pro =urement controls, and oversight of the quality activitie's of Nuclear Engineering
,{
and Nuclear. Support. Each of these three quality managers will be responsible for the identification of specific and programmatic deficiencies, tracking of these items until they are fully resolved, and performing trend analysis.
Specific improvements in -these areas, and other areas of Nuclear QA functional responsibility are discussed below.
1 3.3.1' Expansion of Nuclear QA Programmatic Activities 1
1
- The scope of Nuclear QA audits is being expanded to include comprehensive technical' 1
L and performance based-audits in addition to the classical quality assurance audits of adequacy and effectiveness.
The ability of, Nuclear QA to perform these types of audits will be supplemented as necessary by the use of technical experts either from within or outside of PE.
In this manner, Nuclear QA will be able to focus on the adequacy and appropriateness of the I
technical activities of the various Nuclear organizations.
I
-i Trending and evaluation of the results of the independent quality assurance and quality control activities will be used to highlight significant areas of concern for line management's attention. Periodic status reports on overdue close-outs on audit
' findings, together with quarterly trending reports, will be distributed to the four Nuclear Vice Presidents and the Senior Vice President-Nuclear to keep them informed j
of any problem areas.
IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION WITHIN THE NUCLEAR ORGANIZATION 41 l
4,
, \\,k
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. fy
/
(.
ti SECTION fs CORPORATE ACTION
? [ U,
)
it' A Performance Assessment Section will be added do Suclear? 44.\\ {he Manager, Performance -
h 1
Assessment will be responsible _ fer assessing organizational performance and pruriding
b
=
independent evaluations of the effectiveness, of the Compar #s ' Nuclear prograo..These assessments will be besod on se.urces of informationEsuch %a penitoring' of plant performance trends, QA,and Quality Control repor s, report's fr' m the Independent Safetyt o
l L
.[4 i'
^
Engineering Groups (ISEG), trend analysis, obaarvation of plant condition and-c; f activities, the conduct of internal evaluations similar to 'those performed by INPO, and special investigations and reviews. The Manager, Perf$rmance Evaluation will J
report on these subjects to the Nuclear Review Board / p >a Senior Vice President-Macleir s f
.7 and the four Vice Presidents through the General Manager-Nuclear QN; r
The Independent Safety Engineering function will be addedith the Nuclear QA Department.
l lD Under the direction of the Manager, Independent Safety Engineering, the ISEG at each
/
+
sitewillcontinuetoberesponsibleforh,erformingindependentreviewsofplant 1
i operations, reviewing operating experiences daich maM i$didate the need for 1
} /
f recommending needed improveme ts, and ' advising maksgemeant on the overall improvements, b
quality and safaty of operations.
The ISEGs will provide input to the OEAP based on their rekiews and maintain independent oversight of the adequacy and timeliness of acyions taken by line management in response to OEAP items, t
\\
Activities formerly assigned to the Independent Safety Ensiv sering organization, which,
F
]
were peripheral to the safety function of ISEG, will be rfassigned to other organizations to allow the ISEGs to enhance their focus on improving the safet/ of plant activities. As exampics, the administration of the OEAP and the provision of l
IMPPOVED SELF ASSEESMENT AND PROBLEM RF. SOLUTION WITHIN THE NUCLEAR ORGANIZATION 42 Y
1 f
SECTION I CORPORA 7E ACTION tcchnical support for interfaces with j oint cwners will both be reassigned to the Nuclear Support cepenization within Nuclear Services.
Tho Manx 9de, Independent 3afety Engineering will report to the Senior Vice President-Nuclear through the General Manager-Nuclear QA.
l 143, OPERATING EXPERYENCE ASSESSMENT PROGRAM i
A strengthened Operating Experience Assessment Program (OEAP) is being developed under the direction of the Manager, Nuclear Support. The DEAP manager will have corporate cecountability for the timely implementation of the following activities e
Receiving and screening inusming 'information from sxternal sources (e.g.,
Service Information Letters, Significant Event Reports, Stonificant Operating Experience Repcets, Information Notices, Inspection and Enforcement Bulletins, Significant Event Notifications) and internal sources (e.g., Licensee Event Repcrts, ISEG Event Reports).
e Forwarding items as appropriate to ell rolovant line organizations and independent assessment groups.
Consulting with relevant lir.'e organt.tations to clarify, research and evaluate the implications of inforvitlen received; determine the need for new or corrective actions with respect to plant procedbres, design or operating practices; and determining lead responsibility for that action.
Communicating' corrective action requirements in uriting to the relevant functional e
managers, who are then responsible for implementing the corrective actions within their escope of responsibility.
l e
Ensuring that copies of celevant information notices and corrective action i
commitments a.a received by Nucle,r Training, Emergency Planning and other organizations which need to integrate this information into their functional
)
activt'ies, j
c Updating the OEAP tracking program to include corrective action requirements.
e Preparing montbl/ status reports on corrective action progress with summary remarks flaggins o reedue items and areas of concern.
l I
e Assaudr.g the effectiveness of the DEAP on an annual basis.
l l
IMPROVED SELF AS3ESSMENT AND PROBLEM RESOLUTION WITHIN THE NUCLEAR ORGANIZATION 43 l
p:
4
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SECTION Is CORPORATE ACTION q-
- s Reporting on_the OEAP through the Manager, Nuclear Support and the Vice.
President-Nuclear Services, to the'$enior Vice. President-Nuclear.
Thw Independent Safety Engineering Group (ISEG) will maintain' independent oversight 4
' cf the edequacy and timeliness of tMi actions taken by line managers in response to 1
'li 1 OEAP.itnns.
'.This strengthened OEAP will be an important element in the development of a camprehdnsive and effective 4alf assessment. capability to support timely and appropriate corrective action programs within the Nuclear line organization.
3.5 COMMITMENT MANAGtMENT PROGRAM
.Unter:the direction of the Manager, Nuclohr Support, a strengthed Nuclear commitment management prosi*am wiil' on developed to ensure integrated commitment management for tho Nuclear organization. As with the assurance of quality program, the r:cponsibilities of line manegers and the Commitment Management Program Manager will bs clearly delineated as followse t
Line management is responsible for ueking commitments, assuring the resource I
availability to meet the commitment, and 'providing all relevant data about the commitment to the Commitment Management Program Manager.
e Line management is responsible for communicating details in a timely manner about commitments they have made and how they expect to meat them to their own organization and to other involved organizations.
l e
Line management is. responsible for implementing the actions which will fulfill the commitments they have made.
e Line management is responsible for taking appropriate action to ensure that i
i-commitments are maintained through subsequent program or procedural changes.
e The Commitment Management Program Manager (serving in a staff role to the Senior Vice President-Nuclear through the Nuclear Services chain of command) is responsible for providing the administrative support to line management to facilitate meeting the commitments. This support includes the development and IMPROVED SELF ASSEbSMENT AND PROBLEM RESOLUTION HITHIN THE NUCLEAR ORGANIZATION 44
SECTION I CORPORATE ACTION implementation of an effective commitment tracking system and the distribution of useful management reports which highlight the status of each organization's i
commitments and alert managers to rotential problem areas.
The Commitment Management Program Manager is also responsible for maintaining the policy and procedure documents which are used to define the control of the commitment management program.
Careful thought has been put into the identification of each step in the commitment man gement process from identifying potential commitments through taking appropriate cetions to maintain. commitments. A responsibility chart which conforms to the new Nuclear organization will bo developed to indicate who is responsible, who should be censulted, and who should be informed for each step in the commitment management I
peccess. This responsibility chart will be used as a discussion tool with all key managers to develop final agreements with respect to responsibilities for commitment management interfaces. Once these agreements have been reached, the responsibility chart will be used to communicate management expectations with respect to commitment
}
management responsibilities to lower levels of the organization.
l l
The Commitment Mar.agement Program will reinforce the effective and timely management l
cf corrective action programs in response to internal and external audits through the followings j
e Establishment of a single point of line accountability with appropriate authority for each commitment.
Development of a plan and schedule, including negotiation of resources to meet l
commitments on time and effectively.
Proactive review of commitment activity by each management level up to and including the Senior Vice President-Nuclear.
Facilitation of problem resolution across organization boundaries at the lowest possible management levels.
IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION WITHIN THE NUCLEAR ORGANIZATION 45 l
l w--------
i l
SECTION It CORPORATE ACTION 1
3.6 INFORMATION MANAGEMENT AND REPORTING SYSTEM 1 1
I Information management and reporting systems support the management and performance of work, the identification of problems, the tracking of corrective actions, and appropriate implementation of solutions. To ensure that the Nuclear information management and reporting systems are providing effective support in these ways, each pr: gram and work management process critical to sustaining a safe nuclear generating environment will be evaluated relative to current PE commitments, industry I
requirements, and good practices. Any processes requiring improvement will be
'I prioritized and then enhanced through appropriate corrective action.
j An Information Management assessment will then be performed on each of these programs I
cnd work management processes to assist managers in identifying the data required to j
cupport the ef fective implementation of the process, the information needed to monitor i
l p;rformance, and how the information can be managed to assist them in the early l
identification of problems. Existing information data bases will be assessed to l
d;termine what portion of management's information needs can be met, how the data can I
ba manipulated to provide the various levels of management with appropriate status and I
trending reports, and what data elements are not in the data bases.
Based on these cocessments, a plan will be developed and implemented to improve information management cnd reporting systems. Nuclear QA will perform periodic audits to assure that the data cccociated with management processes and performance indicators are maintained, and required actions.are being effectively pursued.
This improvement program will require comprehensive effort and is considered to be a lcng term effort. A shorter term effort will upgrade the current monthly Performance Indicators Report using the INPD Key Indicators Program, as well as additional IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION WITHIN THE NUCLEAR ORGANIZATION 46
SECTION It CORPORATE ACTION l
performance indicators. Significant data will be identified and highlighted to assist canagement with improved performance monitoring and early problem identification.
3.7 MANAGEMENT AND PROFESSIONAL DEVELOPMENT Effective and timely training of all Nuclear personnel is a critical element in improving self-assessment and problem resolution capability within the Nuclear line organizations. A Nuclear Training organization will be established, reporting to.the Vice President-Nuclear Services, to focus on the special training and development needs of Nuclear management and employees, and ensure timely participation in training programs by Nuclear managers, supervisors and personnel.
3.7.1 Nuclear Trainina The new Nuclear Training organization will includes the Nuclear Training Section which will have responsibility for all-licensed, accredited and General Employee Training; ths Barbadoes Training Center, responsible for all craf ts training for maintenance and construction workerss and a new Management and Professional Development Section which I
will be responsible for training and development programs for Nuclear managers, l
supervisors, and professional personnel.
1 A Manager for Nuclear Training is being recruited from outside the Company.
Key
)
l euslifications for recruitment include successful experience in managing accredited training programs and in establishing effective internal management development I
programs. In addition to the responsibility for developing the new Nuclear Training l
I
. organization, the Manager will work closely with Nuclear managers and the j
I i
Superintendent of the Management and Professional Development Section to organize and i
IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTIDH HITHIN THE NUCLEAR ORGANIZATION 47 l
SECT 20N !! CORPORATE ACTION implement a comprehensive development and training program for Nuclear management.
The Manager, Nuclear Training will also work closely with Nuclear personnel to assess supplementary professional training nseds not covered by regulatory and accreditation programs, and coordinate provision of training to meet identified needs.
l l
3.7.2 Manaaement Development procram
)
A central consideration in establishing a Nuclear Training organization is the recognition by PE that excellence in nuclear operations requires excellence in management and supervision. The new management assignments for Nuclear ensure that, in the short term, corporate management will be of high quality.
In the longer' term, if PE is to ensure management excellence, it will be necessary to develop the management potential of technically competent individuals who presently do not fill management roles and to upgrade the knowledge, skills and competencies of present managers. Thus, the Manager, Nuclear Training will be responsible for the overall design and implementation of a comprehensive management and supervisory training and development program.
The Manager, Nuclear Training will assess management and supervisory training needs with Nuclear management to determine the core management competencies and skills required for each level of Nuclear management from first level supervisor to the executive level.
These core competencies and capabilities will be used to provide guidance for overall program development, monitoring and evaluation. Organizational needs (e.g.,
improved planning and problem solving) will receive priority attention in developing management skill training requirements.
IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION HITHIN THE NUCLEAR ORGANIZATION 48
'q.
SECTION It CORPORATE ACTION Existing Company training courses, currently used external' educational / training programs, job rotation options, and other developmental opportunities, such as visits isr short-term. assignments to other utilities and'ican assignments to INPO, will be; i
reviewed for their applicability to Nuclear management needs.
~
- Short-term programmatic efforts will' be focused on adapting.the schedule and.. location of Company, management training programs to better meet the needs of more Nuclear-managers, and on reviewing training records, to identify priorities for manager
' participation in available training programs over the next year.
Specific organizational needs with respect to improved goal-setting, problem solving, and'
. performance management will' be addressed through coaching and informal training with intact work groups as well as through formal training programs.
A longer-term programmatic' focus;will be to establish and monitor' individual d:velopment plans for each Nuclear manager. This effort will be carried out in conjunction with an improved Nuclear performance appraisal program. Each level of management will be' trained and/or coached in the effective use of the performance review process to ^ provide ongoing assessment of individual managerial and technical competencies, identify specific individual development plans to be met within the next ireview cycle, and discuss any problem areas with overall management of the work unit's performance.
3.8 MONITORING OF SAFETY, QUALITY. AND ORGANIZATIONAL PERFORMANCE j
i Three key areas need to be monitored for effective Nuclear organization c
calf-assessments safety, quality, and organizational performance (i.e., how the organizat' ion manages itself to ensure the safety and quality of operations). With the V
j IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION WITHIN THE NUCLEAR ORGANIZATION 49 iL j
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SECTION It CORPORATE ACTION changes described in Sections 3.1-3.7, the management structure and systems willibe in. place to provide effective monitoring of all three areas.
Line management has the lead responsibility'for monitoring the safety and quality of oil aspects of its nuclear activities. It will have the benefit of strengthened Oparating Experience Assessment and Commitment Management Programs, and improved information management and reporting systems to help in this respect. Nuclear QA prgvides independent monitoring and assessment of the safety and quality of nuclear sp: rations as well as assessment of Nuclear organizational performance. The centralization of QA programmatic activities, which will bring more organizational p;rformance assessment information together under one organization, will contribute ll l
to the effectiveness of this independent monitoring and assessment. Quarterly Nuclear QA reports will provide Nuclear performance trend analysis for management review.
1 l
Th3 Management Assistance Staff (MAS) will also assist with monitoring and assessing ths " people management" aspects of organizational performance. A key element in this I
process will be to help Nuclear management specify the cultural changes desired in i
terms of management and' employee work behaviors and communications, and to routinely
.essess progress toward achieving the desired organizational culture. On a periodic i
b: sis, the MAS will report at the. Senior Vice President's staff meeting and make any appropriate recommendations about management processes and communications to support offective organizational performance.
The Nuclear Review Board (NRB), discussed in Section 4.0, will provide overall msnitoring and assessment of operational and organizational performance with respect to nuclear safety. The review and arressment capability of the NRB will be supported by their expanded charter, the addition of new outside members with different IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION HITHIN THE NUCLEAR ORGANIZATION 50 4
SECT 20N It CORPORATE ACTION perspectives and increased assistance with analysis and trending of problem areas.
Reporting of NRB concerns to the Senior Vice President-Nuclear and to the Office of the Chief Executive Officer will be improved by including written problem analysis and recommendations for follow-up.
The manner in which line management will use improved independent assessment feedback from Nuclear QA and the NRB for timely and proactive problem solving is discussed in l
Section 3.9.
3.9 INTERACTIVE COMMUNICATION PROCESSES FOR PROACTIVE PROBLEM SOLVING BY MANAGEMENT Emphasis is being placed on the importance of interactive communications and problem i,
solving to: 1) improve corporate direction and oversight of plant operations; and 2) l ensure timely manecement follow-up on independent assessment feedback. Nuclear Services managers who have responsibility for providing corporate direction and oversight of site technical programs will conduct periodic meetings on site with the corresponding site functional manager (s) to review programmatic performance in each functional area, identify and discuss potential problem areas, and develop corrective action plans.
Periodic meeti,gs will also be conducted on site between relevant Nuclear Engineering managers and site Plant and Project managers tos discuss priorities for engineering support with respect to plant technical needs and planned modifications; evaluate the effectiveness of the project engineering interface between the site and Nuclear Engineering; and establish agreements for any needed improvements.
The Senior Vice President's periodic site meetings at PBAPS will be continued and the same process will be established at LGS.
Using a pre established agenda which keeps IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION WITHIN THE NUCLEAR ORGANIZATION 51
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SECTION Is CORPORATE ACTION 4
i track of open items, 'the status of plant activities will be reported by site management p:rsonnels concerns will be identified from these reports, Operating Experience 1
Accessment Program information, QA reports and other resourcess and priorities and lead I
responsibilities for corrective actions will be assigned. These corrective actions i
i will be included in the open items list for statusing at the next meeting (s).
Interactive communications will occur frequently with respect to independent caressment feedback to senior Nuclear line management by having the General Manager-Nuclear QA as an integral part of the Senior Nuclear Management Team.
The i
heneral Manager-Nuclear QA will report on performance trends and the results of program evaluations on a regular basis at senior Nucle:ar management staff meetings, and time i
l.
will be dedicated to discussing the implications of these trends. As required, Appropriate corrective actions will also be identified and lead responsibility occioned.
Periodically, the Senior Vice President-Nuclear, the four Vice Presidents, the General l
l Manager-Nuclear QA, the Plant Managers, Nuclear staff with lead responsibilities for epsrating experience and performance assessment (e.g.,
ISEG, DEAP, Nuclear QA Performance Assessment, MAS) and the NRB will meet for an in-depth review of Nuclear performance.
l l
Summary reports will be prepared for discussion at these review meetings on topics such an LERs, any enforcement actions which have occurred since the last review meeting, plant operations and maintenance performance trends, Nuclear training programs, Nuclear QA audit findings, activities of the ISEG and the Nuclear QA Performance l
Assessment Section, external and internal operating experience assessment, and recent SALPs or INPO evaluation reports.
IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION HITHIN THE NUCLEAR ORGANIZATION 52
\\
l SECTION'!: CORPORATE ACTION
-.i.
Nuclear management will use these meetings to s -
fl)I Assess PBAPS and. LGS plant performance in comparison with' performance standards-established by line management and the performance of benchmark peer plantsJ 4
- 2) Identify probism areas and/or potential concerns, based on performance' trends and
' operating experience assessment data; and J3)' Establish appropriate andItimely corrective action plans and/or improvement goals for line management follow-up.
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1 IMPROVED SELF ASSESSMENT AND PROBLEM RESOLUTION HITHIN THE NUCLEAR ORGANIZATION 53
3.,
r8ECTION It' CORPORATE ACTION' j
4.0- COMPANY MANAGEMENT OVERSIGHT OF NUCLEAR OPERATIONS In addition to strengthing self assessment capability within the Nuclear organization, PE has provided ~ for additional independent assessment and oversight and has structured Lthis process to ensure'thats
- 1) Executive company management and the Board of Directors receive timely information about nuclear operations so that they can take prompt corrective action if required; and
!2) Each level of independent assessment monitors the effectiveness of the review and. feedback processes used by independent assessment groups at lower organizational levels 4.1 NUCLEAR REVIEW BOARD (NRBI ROLE AND REPORTING RELATIONSHIPS Thi NRB Chairmanship has been made a full-time ' position, with appropriate staff icupport, to provide leadership and direction on NRB activities. To ensure that cx:cutive management receives timely information about nuclear operations, and is appropriately involved in corrective action, the reporting relationship of the NRB will i
bo elevated to report directly to the Senior Vice President-Nuclear on a regular basis i
(with copies of written reports used as the foundation for these discussions to the Office of the Chief Executive Officer), and directly to the Office of the Chief Executive Officer on a quarterly basis, with more frequent reporting as required. The i
1 written reports used in these discussions will also be sent to the Nuclear Committee I
of ' the Board (discussed in Section 4.4). In addition, the Chairman of the NRB will i
i l
COMPANY MANAGEMENT OVERSIGHT OF NUCLEAR OPERATIONS 54 l
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'SECTION It CORPORATE' ACTION
- csst directly with the Chairman of the ' Nuclear. Committee of the Board, and will report to this Board, at.least once annually.
']
l Tha NRB Charter will.be expanded to include the followings
- ]
' e.
-Review of not.only technical. safety concerns, but organizational and personnel-performance issues related to safety as well.
- e Assessment of the effectiveness of the Quality Assurance Program in terms of the scope of.the program and processes used.
e5 Assessment of the effet,tiveness of the line safety assessment function (PORC) in terms of its scope of review and processes used.
.]
i e
Pursuit and development of additional areas for investigation to ensure broader.
I review capability.
- e1 Formalizing monthly site' visits by NRB members using a predetermined agenda.
. Ths-INPO Precursors' List will be used to assist in developing additional areas for investigation.and review.
1 l;
1 1
4.2 NRB MEMBERSHIP l
Th3 Chairman of. the NRB is E. C. Kistner, formerly Chief Mechanical Engineer of the j
- Ccmpany with more than 20 years of nuclear power plant engineering experience.
Biceraphical data for Mr. Kistner are included in Appendix B.
PE has taken steps to strengthen the NRB membership by broadening the organizational occas and expertise represented *by PE members and by including respected nuclear executives from outside the company. Outside representation will ensure that different i
perspectives are offered and that lessons learned from the experiences of successfully
)
parforming utilities and other outside industry organizations are utilized by PE.
The m:mbership will include nine internal PE members and three members from outside the ccmpany.
COMPANY MANAGEMENT OVERSIGHT OF HUCLEAR OPERATIONS 55 l'
1 o....,,m.
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_m......._......-....
y SECTION,I CORPORATE ACTION
'The internal membership includes:
E. C. Kistner, Assistant to the Senior Vice President and Chairman of the NRB R. W. Bulmer, Acting Nuclear Training Manager, Nuclear Services i
M. F. Cassada, Radiation Protection Section, Nuclear Support E. P. Fogarty, Nuclear Support Manager, Nuclear Services D. R. Helwig, General Manager, NQA G. M. Leitch, Vice President-LGS L. B. Pyrih, Manager, Engineering Division of Nuclear Engineering D. M. Smith, Vice President-PBAPS A. J. Heigand, Vice President-Production and Engineering The outside membership will include Jack R. Calhoun, Dr. William R. Corcoran and Dr.
Roger Mattson. Biographical data for these external NRB members are included in Appendix B.
4.3 PROCESSES AND RESOURCES TO BE USED BY THE NRB FOR IMPROVED REVIEW AND ANALYSIS The NRB Chairman will be charged with providing direction to the NRB with respect to expanding the areas of review covered by the Board, and improving the processes used to enhance the effectiveness of the review function.
The Chairman will have an Executive Assistant to help with coordination of NRB activities. The responsibilities of the Executive Assistant will includes review and summary of safety-related documents and reports; coordination of NRB support activities being provided by the Nuclear QA Performance Assessment Section, ISEG, the Operating Experience Assessment Program manager and others; agenda development for NRB meetings; preparation and transmittal of materials for NRB member review prior to meetings; supervising preparation of meeting minutes; preparation of NRB reports for the Senior COMPANY MANAGEMENT OVERSIGHT OF NUCLEAR OPERATIONS 56
SECTION It. CORPORATE ACTION.
LVico President-Huclear' and the' 0ffice of the Chief Executive Officers and coordination J
~
'af' monthly site visits.by NRB members.
Th31 Nuclear QA Performance Assessment section will be charged with'providing expanded 1
.i cesistance to NRB members in analyzing data provided from various sources, and -trending -
'k
~ths; data to identify developing problem patterns for NRB discussion.
The' resources
- of the Nuclear QA Performance Assessment Section will' be adjusted as necessary to carry cut the additional workload.
'l To' improve the. efficiency of the'NRB meeting process, agenda items with supportive Ldotsil will beLdistributed to NRB members prior to the monthly meeting. This 1
'1
.cupportive detail:will include summary reports, prepared by the Nuclear QA Performance
.Acacssment Section and the Executive Assistant to the NRB Chairman, on topics such icos plant upsets / transients and plant trips; the results of NRC and Industry
- inspections and reviews (NRC Inspection Reports, SALP, INPO, ANI,-etc.); independent safety reviews and assessments. data' included in the Nuclear Operations Performance Indicator reports; organizational effectiveness evaluations
- Nuclear activities; i
1 parconne1' performance and fitness for duty concerns; and external and' internal.
ep: rating experience assessment activities. In advance of NRB meetings,.each NRB ecmber will be required to' review these summary reports independently.
" This will facilitate a more comprehensive review of items prior to meetings and provide on opportunity to obtain additional information in an area prior to the meeting if l
Jrequired. Line management, Nuclear QA Performance Assessment Section staff, ISEG
- ctaff, DEAP staff and others will ne available at the NRB meetings as required to le provide additional information.
1
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l COMPANY MANAGEMENT OVERSIGHT OF NUCLEAR OPERATIONS 57
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I
d SECTION I CORPORATE ACTION NRB site audit visits will be formalized. Two members will visit the site on a monthly b is and will audit specific functional areas using a predetermined checklist.
M:mbers will be assigned on a rotating basis.
4.4 THE NUCLEAR COMMITTEE OF THE BOARD OF DIRECTORS (NCBI The Board of Directors of PE, at its meeting on October 26, 1987, took action to catablish a Nuclear Committee as a standing committee of the Board. The charge of the Nuclear Committee of the Board (NCB) is to advise and assist the Board of Directors -
in the proper and complete discharge of its responsibilities for oversight of the c:mpany's nuclear operations.
In the pursuit of its charge, the NCB will review on a centinuing basis and report to the full board on: 1) the safety, reliability, and quality of nuclear operations; 2) the effectiveness of the management of nuclear ep: rations; and 3) the effectiveness of management systems for the self-identification i
ef problems and potential problems, and for prompt and complete corrective actions.
Ths NCB will meet as of ten as deemed desirable and will have a required meeting schedule of not less than quarterly meetings. Minutes will be prepared within two weeks of each NCB meeting and copies will be distributed to each Director at the next regularly echeduled meeting of the Board. Additionally, the Chairman of the NCB will report to th full board at each regularly scheduled meeting.
Outside technical experts will serve as advisors to the NCB to provide the directors with specialized technical and operating experience and independent evaluation I
perspectives, COMPANY MANAGEMENT OVERSIGHT OF NUCLEAR OPERATIONS 58 i
1
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SECTION.It CORPORATE ACTION Sp cific duties'of the NCB will include,'but not be limited to the followings-I
'.e~
' Receive and review in a' timely fashion reports of each inspection / evaluation by-NRC-(including SALP), INPO, and ANI, together with written or verbal reports of j
management responses.
I 1
e Receive prompt notification of any significant incidents or events.
i e
Receive and review monthly report of plant " key indicator" trends and monthly report " letter" from the Senior Vice President-Nuclear to the Chairman.
o' At least annually, visit and inspect each plant site.
e Meet privately as appropriate with:
I Senior Vice President-Nuclear 1
Vice Presidents-PBAPS and LGS Chairman-NRB General Manager-Nuclear QA Manager-Internal Auditing Administrator-NRC Region I.Cor designated representative)
President-INPO Cor designated representative:
Co-Owners' designated representatives Tha NCB will thus provide general independent oversight of all nuclear and nuclear-related operations of the Company to assess safety, quality and excellence.
l Ths Committee will serve as the top-most level of a structured self-assessment process, 1
independent of line management, which assures the ability of PE to self identify prablems and implement timely and effective corrective actions. Direct information
{
flcws will link the work of the Nuclear QA organization to the NRB and the work of both independent assessment groups to the NCB.
On site plant inspections and face-to-face interviews with key managers will keep the NCB directly in touch with site operations ca well.
i 1
COMPANY MANAGEMENT OVERSIGHT OF NUCLEAR OPERATIONS 59 l
SECTION St CORPORATE ACTION This structured independent essessment process has been designed to help assure the capability of line management to identify problems promptly, analyze and address them effectively, and monitor and evaluate the results of corrective actions.
]
l 4.5 NCB MEMBERSHIP NCB membership will consist of not more than four non-employee directors, one of whom will be designated Chairman. In addition, one or more outside experts will serve as advisors to the committee.
At its October 26 meeting, the Board of Directors appointed the following Directors to serve on the NCB Robert D. Harrison, Chairman; Chairman and Chief Executive Officer, U.S. Golf Management, Inc.; formerly Vice Chairman, John Hanamaker, Philadelphia Robert F. Gilkeson, Chairman of the Executive Committee of the PE Board of Directors Edithe J. Levit, MD, President Emeritus and Member of the Board, National Board of Medical Examiners Joseph J. McLaughlin, President and Chief Executive Officer, Beneficial Mutual Savings Bank Advisors to the NCB will include Eugene P. Wilkinson, Past President of INPO, and another individual still to be named.
COMPANY MANAGEMENT OVERSIGHT OF HUCLEAR OPERATIONS 60 4
SECTION Is CORPORATE ACT20N 4.6 STAFF AND RESOURCES TO BE USED BY THE NUCLEAR COMMITTEE OF THE BOARD Administrative support for the NCB will be provided by the Company as deemed necessary by the committee. Upon the request of the NCB Chairman, independent consultants will l
be retained to perform specific studies or analyses as directed by the NCB.
The NCB will receive all minutes and reports of the NRB and will meet periodically with the Chairman and/or members of NRB. To the extent practicable, the NCB will use the work of the NRB to minimize duplication of data analyses and review efforts.
4.7 INDEPENDENT ASSESSMENT FEEDBACK LOOP The PE Huclear organizational changes, the strengthening of the ISEO function, the establishment of a Performance Assessment Section in Nuclear QA, the expanded role and membership of the NRB, and the establishment of the NCB will significantly improve the independent assessment function of the company so that problems can be promptly identified and elevated to the appropriate level for resolution. The "Before" and "After" diagrams shown in Figures 7 and 8 on the following two pages illustrate how the independent assessment process has been improved.
As shown in the "Before" diagram, the assessment feedback of the Nuclear Operations QA and the Engineering and Research QA organizations was given separately to two different vice presidents. The process for review by corporate management at higher levels was not formally defined. The Nuclear Review Board also reported at the vice president lovel, to the Vice President-Nuclear Operations.
In contrast, the "After" diagram illustrates COMPANY MANAGEMENT OVERSIGHT OF NUCLEAR OPERATIONS 61
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'SECTION.It' CORPORATE ACTION e
One centralized, strengthened Nuclear QA. organization monitoring site activities l
.as well.as support organization activities, and reporting its independent 1
assessment dirsetly to.the Senior Vice Prssident-Nuclear.:
I An expanded Nuclear. Review Board monitoring QA an'd PORC octivities and' reporting its independent assessment directly to the Senior Vice President-Huclear and the Office of the Chief Executive Officer.
1 l
e A new standing Nuclear Committee of the Board monitoring the work of the NRB, as well as having direct oversight access to NQA and plant operations, and reporting its independent assessment directly to the full Board of Directors.
-l This expanded independent assessment process will ensure that senior Nuclear 1
management, Company management, and the Board of Directors are kept well informed of
)
i Tth2 status 'of PE's ; nuclear activities so 'that they can take timely corrective action e5 required to promote excellence in the company's nuclear operations.
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i COMPANY MANADEMENT OVERSIGHT OF HUCLEAR OPERATIONS 64 l
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SECTION It CORPORATE ACTION 15.0' CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 6 I PE recognizes the inportance of having' clearly defined action steps to implement its Lpl:n~for improved corporate nuclear management and to monitor progress toward meeting escrective action objectives. The preceding sections of this Plan have stated these ibjectives, ' described the changes 1 to be made t'o meet the objectives and explained some l
of the benefits of the changes. 'This section correlates with the preceding text by Llicting the principal corrective actions PE will take to meet these' objectives. The current status of each action' item is-indicated in the columns to the right of the items co follows:
e Action which has already been taken. (A) e - - Action which is ready to be implemented, effective date pending NRC approval on PE's Technical 1 Specification amendment requests. (B) e Action which will be implemented before restart. (C) u Th's corrective action list provides o' mechanism for PE to prioritize action items, i
edhedule associated work, and obtain all necessary resources. The corrective action list will also enable PE and the NRC to monitor progress toward meeting these i
k cbjectives.
l
-j 1
Root Cause 4.
and Related Corrective Action Obinetives
'Ao previously stated the fourth root cause was:
a 1
l 1
Corporate manecement failed to recoanize the developino severity of the problems at PBAPS and thus, did not take sufficient corrective netions.
CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 4 65 l
l l
SECTION It CORPORATE ACTION Th three corrective action objectives which PE established to address this root cause cras
- 1) Change the organizational structure to improve control and accountability for nuclear operations.
- 2) Develop the management systems and managerial skills which will strengthen self-assessment capability within the Nuclear organization.
- 3) Strengthen the independent assessment process to increase upper management's involvement in timely problem solving.
5.1 CORRECTIVE ACTIONS TO IMPLEMENT OBJECTIVE 1 To implement Objective 1
(" Change the organizational structure to improve control and oscountability for nuclear operations"), the following actions will be taken:
E:tablish within the corporate structure a nuclear-dedicated organization with direct l
line management control over all aspects of nuclear operations, maintenance, l
Engineering, and construction.
SCHEDULE A B C
l Identify all nuclear dedicated functions X
which should be moved from Engineering and Production to the new Nuclear organization.
Develop and implement an organizational X
reporting structure for Nuclear.
Assign personnel to all Nuclear management positions X
to the Senior Engineer level.
[
Develop and document a set of top-level Nuclear X
management and operating policies.
Develop mission statements for the Nuclear X
i organization and each organization reporting l
to the Senior Vice President-Nuclear.
j Review and revise all necessary corporate-personnel X
policies to reflect the new organizational structure and ensure that Nuclear management j
have all appropriate authorities.
l l
CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 4 66
___________________0
I SECTION I: CORPORATE ACTION SCHEDULE 4
l A B C
Document Nuclear Services responsibilities X
i with respect to interface with corporate Personnel and Industrial Relations on personnel management issues.
Conduct a series of on-site and off site X
team-building meetings with the Nuclear management team to:
- 1) review all assigned functional responsibilities;
- 2) identify and address unassigned programmatic items; 3) clarify interface responsibilities; and
- 4) agree on specific objectives for cultural change within the Nuclear organization.
Use results of meetings to develop a Transition management plan.
Implement a transition management process X
that will track reorganization progress, and identify and resolve transition issues in a timely manner.
Shorten and strengthen the nuclear chain of command; provide on-site corporate direction and overview at the V!.ce' president level for all station activities.
SCHEDULE A B C
Eliminate the positions of Vice President-Nuclear X
Operations, and Manager, Nuclear Generation.
Establish the positions of Vice President-PBAPS X
and Vice President-LGS.
L'cate site Vice President organizations X
o at the nuclear sites.
Establish a regular staff meeting process for X
the Senior Vice President-Nuclear and his direct reports to ensure timely communications and problem solving about nuclear operational concerns.
CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 4 67
.SECTION It CORPORATE ACTION:
Citrify'and~ document management authorities and-accountabilities.
SCHEDULE-A.B.
C
'l I,
i ~ Redefine functional responsibilities and devel'op-X and document transitional interface' agreements to be used as' interim procedures for the following programs.and functions:
- Operating Experience Assessment Program
- Commitment Management
- Configuration Management l
- System Engineering 1-Project Engineering.
- Materials Management
- Integrated Living Schedule Management i
- Capital and expense budget' development /
I cost tracking / cost control for Nuclear
- ISEG
- Revise and/or develop. position descriptions for each X
Nuclear management position down to the Responsible Senior Engineer. level to reflect mission statements, and interface responsibility / authority' acreements.
Encure that employees assigned to site work locations on a permanent basis are accountable to the site vice presidents, except for those personnel responsible for i
. independent corporate assessment and oversight activities.
SCHEDULE i
A B C
i Reassign site-dedicated maintenance, X
maintenance testing, and. construction personnel to site organizations and payrolls (except for those personnel who will continue to work on the Limerick Unit 2 Project through fuel load.)
]
l 1
E.2 CORRECTIVE ACTIONS TO IMPLEMENT OBJECTIVE 2 To address Objective 2 (" Develop the management systems and managerial skills which will strengthen self-assessment capability within the Nuclear organization") the fc11owing actions will be taken:
l CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 4 68
)
i SECTION Is CORPORATE ACTION E;t blish a strong management philosophy for assurance of quality, i
SCHEDULE l
A B C
Develop and document a statement of Nuclear X
management's philosophy and expectations for q
assurance of quality.
Communicate this statement by publishing it in X
company / site. newspapers, displaying it on corporate and site bulletin boards, incorporating i
it into GET training, and referring to it in discussions with Nuclear employees.
i l
D;velop and implement a Nuclear Performance Management Program for Excellence.
SCHEDULE A B C
Develop and document a set of Nuclear X
l organization performance goals.
i Identify the performance indicators to be used X
l l
for monitoring and assessment purposes; include comparisons with benchmark peer plant performance trends.
Develop and document performance goals X
and indicators which support Nuclear j
objectives for each Division within the j
Nuclear organization.
Develop and document agreements with respect X
to management and staff responsibilities for monitoring and reporting progress on meeting objectives.
Initiate the Nuclear Performance Management Program X
throughout the Nuclear organization, including management communications with Nuclear employees to ensure understanding of and commitment to Nuclear goals.
C;ntralize, strengthen and elevate Quality Assurance's (QA's) role in the Nuclear ceganization.
SCHEDULE A B C
Establish the reporting structure for a X
centralized Nuclear Quality Assurance (QA) function within the Nuclear organization.
CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 4 69
---.7 3
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SECTION It CORPORATE'ACTICM-i
' i;
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9 f
e SCHEDULE A B C
TAssion. personnel 1,o all Nuclear QA management ~
X positions.
Clarify and document the roles and X
responsibilities for:each Nuclear QA function.
Clarify and document the reporting responsibilition X
'A' of Nuclear QA with line managers, the' Senior Vice
{
President-Nuclear,' and.the NRB.
.1 i
strengthen the Operating Experience Assessment Program (CEAP).
b 1GdhDULE A
L-C-
Define and assign the OEAP manasoment function.
_X y
within the Nuclear Support organization.
Clarify and document the interface responsibilities X
of the OEAP manager, ISEG, the Site Regulatory Engineer,and other Nuclear managers'with respect to providing input to the OEAPJ evaluating DEAP information to determine any corrective action requirements; implementing corrective actions; tracking' corrective action statuss and assessing the i
effectiveness of corrective actions.
Initiate'the revised OEAP.
7.
i
. Improve the commitment management program.
SCHEDULE A B C
Clarify and document the responsibilities'of X
the Commitment Management Program manager in Nuclear Support.
Clarify and document line management X
l responsibilities for commitment management.
l Develop and document interface agreements betwee'i X
line management and the Commitment Management Progray
(
manager for the commitment management process.
. Initiate the revised Commitment Management X
Program.
(l CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 4 70 1
____-_-_______-_O
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SECTION I - Cor.00 RATE. ACTION
'I
[
Establish ' effective information management at d ' reporting systems to. support problem-,
)
Lid: notification and corrective action follow-uo by nuclear. management.-
U SCHEDUtE A
B~
C Identify and prioritize needs for improved Nuclear X
program and work' management processes.
Develop and initiate a p1En for management process X
' assessment and information management improvement.
Initiate ip;provements to the Nuclear X
Performance' Mon'ttly Reports, with emphasis on e,
udditional~p'ceformanca measurement criteria and
.more timely. deviation status reporting.
En3are that the deve2cpment and training needs of nuclear managers are identified icnd addressed in a timely manner.
L SCHEDULE A B C
Establish the. Nuclear Training organization X
within Nuclear Services, including the reporting j
-structure and the responsibilities of each
,cefeni.tational unit.
C1krify and document transitions'. interface X,
agr eer,sents to be used as intarim policies and processes for the developmoat, assessment, evaluation and upgrading of Nuclear ' training programs.
t Initiate a program'to setermine this core X
O' management competencies required for Nuclear management positions.
-i s
/
Identify priorities for' thai development of new M
j.
training and development programs for Nuclear managers and supervisors, and develop a plan tn l
address these priorities.
Initiate training and/or coaching for Nuclear-A managers in the effective use of the personnel t'
performance evaluation review process within l
the next year.
re
-j
/.
l
- i
. CORRECTIVE ACTIONS'TO ADDRESS. ROOT CAUSE 4 71 ii y
9 SECTION Is CORP 0 RATE ACTION Establish interactive communication and problem solving processes between nuclear cff-site and site personnel to ensure effective corporate direction and oversight cf plant programs.
i SCHEDULE A B C
Establish written guidelines for Huclear X
Services personnel and relevant site personnel with respect to meetings, timely communications, problem identification and analysis, and follow-up corrective actions in the following areas:
- regulatory and INPO interface
- plant chemistry
- radiological protection radwaste management
- fuel management
- security and safeguards l
Initiate a management monitoring process to ensure X
that these guidelines are followed.
Establish guidelines for Nuclear Engineering X
l personnel and relevant site personnel.with respect to meetings, timely communications, l
problem identification and analysis, and follow-up corrective actions in the areas of l
i
- plant systems monitoring l
- plant equipment, systems or procedure l
problems requiring corrective action
- planned corrective actions and/or problems with follow-up on corrective actions.
Initiate a management monitoring process to ensure X
that these guidelines are followed.
Continue Senior Vice President-Nuclear site X
meetinss.
I i
1 i
1 l
l l
l l
-CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 4 72
)
______________-______L
SECTION I: CORP 0 RATE ACTION E:tchlish interactive communication and problem solving processes between line Estgement and independent assessment organizations to jointly review independent 1:rdbacks identify problems needing line management attention; and develop f:llow-up corrective action plans.
SCHEDULE A B C
Establish Nuclear QA reporting as a routine agenda X
item at Senior Vice President-Huclear staff meetings.
Establish and implement a periodic off site X
meeting structure for Nuclear senior and line management review of nuclear operations with independent assessment groups.
l l
5.3 CORRECTIVE ACTIONS TO IMPLEMENT OBJECTIVE 3 i
l To cddress Objective 3 (" Strengthen the independent assessment function to increase I
upp:r management's involvement in timely problem-solving"), the following actions will be taken:
Exprnd the Nuclear Review Board (NRB) charter to encompass not only technical safety cincarns, but all safety-related matters, including organizational and personnel p;rformance issues.
1 SCHEDULE A B C
Revise the NRB charter to include expanded scope of X
review activities, and obtain all necessary approvals.
Establish the Chairman, NRB as a full-time position; X
define and document the responsibilities of the position.
Establish and fill a permanent staff position reporting X
to the Chairman, HRB; define and document the responsibilities of the position.
Develop and document additional NRB processes for X
proactive investigation of safety related concerns.
Clarify and document the reporting responsibilities of X
the PORC Chairman, OEAP Manager, ISED and Nuclear QA Performance Assessment Section with respect to the NRB.
I Establish reporting and meeting guidelines for X
i the NRB.
CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 4 73 l
A SECTION.It CORPORATE'ACTIO4
.E1 vate the reporting level of the NRB and include outside expertise in its
. membership.
SCHEDULE A B C
Establish an. organizational structure which provides X
for the NRB to have.a direct reporting relationship L to' the Senior Vice. President-Nuclear,' and direct access as required to the Office of the Chief Executive Officer, to involve senior' corporate management in timely problem solving as appropriate.
i Establish and appoint the membership of the NRB X
to include nine internal PE members and three-members from outside PE with recognized nuclear industry experience.
Establish a permanent committee of the Board of Directors, with outside expertise ccrying in an advisory role, to provide oversight of nuclear operations.
SCHEDULE A B C
Establish the Nuclear Committee (NCB) as m' standing X
e.
committee of the Board of Directors.
Develop the charter of the NCB and obtain full X
Board approval.
Establish and appoint NCB membership.
X Contract'with one or more outside experts to X
serve as advisors to the committee.
' Establish review procedures for the NCB including X
document review, site inspections, and meetings with senior Nuclear management, independent assessment groups, regulatory and industry personnel, and PBAPS co-owners.
Develop and document the reporting responsibilities X
of senior Nuclear management and the NRB with respect to the NCB.
l CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 4 74 l
e i
i l
I SECTION Is CORPORATE ACTION Structure the independent assessment function so that each level monitors the Cff;ctiveness of the review and feedback processes used by independent assessment gr ups at lower organizational levels.
SCHEDULE A B C
Include in the NCB review proc' esses periodic X
assessment of the effectiveness of NRB review activities and communications with line management and the NCB.
Include in the NRB review processes periooic X
assessment of the effectiveness of Nuclear QA and PORC review activities and communications with line management and the NRB.
Include in the Nuclear QA review processes periodic X
assessment of the effecti'eness of site v
QA/QC Program activities, PORC review activities, and communications of site QA/QC and PORC with plant and site management.
i t
CORRECTIVE ACTIONS TO ADDRESS ROOT CAUSE 4 75 i
m;. am SECTION Z: CORPORATE ACTION APPENDIXES I
I l
l I
l l
APPENDIXES 76
i t
SECTION'Is CORPORATE ACTION APPENDIX A.
FUNCTIONAL ORGANIZATION CHARTS FOR SITE PLANT, PROJECT, SUPPORT AND TRAINING ORGANIZATIONS i
l.
l l
l' l
i I
Appendix A. FUNCTIONAL ORGANIZATION CHARTS FOR SITE PLANT, PROJECT, SUPPORT AND TRAINING ORGANIZATIONS 77
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. ~.
APPENDIX B.' BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS l
i
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1 Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 32 l
i e
1
- _ - - - - - = _ _ _ _ _ - _ - _ _ _ - - - ~
SECTION It CORPORATE ACTION Senior Nuclear Mannaement Tean John S.
Kemper. Senior Vice President-Nuclear, received his Electrical Engineering d: gree from the University of Pennsylvania in 1950 and was employed by PE as a fossil p:wer plant test engineer. From 1951-1953, he served in the United Sim tes Army in the radiological division of the Chemical Corps.
Ha completed the first atomic power training program for Utility Engineers at Shippingport, and in 1959 was loaned to Detroit Edison Company as a shift supervisor at the Enrico Fermi fast breeder plant where he completed the reactor e erator training program. He was then assigned to General Atomic, the designer of the Peach Bottom Unit 1 HTGR, where he worked with the designers in the development of the training program cnd operating procedures for that station. Named Superintendent of Peach Bottom Unit
.1, he was in charge of the start-up, power ascension program and commercial operation of that station. Following this assignment, he became the Manager, and, later, Vice Pecsident of the Engineering and Research Department, where his principal rc; possibilities included the design, construction, and start-up of Peach Bottom Units 2 cnd 3 and Limerick Units 1 and 2.
In 1986, he became Senior Vice President of the Engineering and Production Department.
Mr. Kemper is a member of Institute of Electrical and Electronic Engineers, American i
Nu: lear Society, Eta Kappa Hu, and the Nuclear Power Division Committee of the Electric Pcwer Research Institute. He has served on several nuclear advisory committees for l
tha utility industry. He is a Registered Professional Engineer in Pennsylvania, and in 1986, was named Engineer of the Year for the Greater Delaware Valley.
l I
Dickinson M.
Smith. Vice President-PBAPS, a retired Rear Admiral, United States Navy, brzught over twenty-five years of nuclear experience to the position of Plant Manager, Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 83 l
I l
4 SECTION It CORPORATE ACTION PBAPS when he joined PE in May, 1987. At the time of his retirement from the Navy in
[
1986, Mr. Smith served as Chief of Staff, Allied Command Atlantic, where he directed an international military staff of 450 from eleven NATO nations.
Prior to his Atlantic Command, Mr. Smith was Senior Military Commander in the Philippines, managing the largest'U.S. naval installation overseas with a total military and civilien workforce of 35,000.
Mr Smith's nuclear responsibilities with the Navy began in 1959. Over the next 14 years, he served on, or ' commanded, several nuclear submarines. Between 1973 and 1979, Mr. Smith held a number of senior military positions, which included the training for and operation of nuclear submarines. He also served as a senior military staff assistant to Admiral H. G. Rickover.
Mr. Smith graduated from the U.S. Naval Academy in 1955 with a B.S. degree.
He also holds a Master of Public Administration degree from The American University.
Graham M.
Leitch, Vice President-LGS received a B.S.
and an M.S. degree in Mechanical Engineering from Drexel University. He joined PE in 1956, and held increasingly responsible positions in fossil power plants including serving as Assistant Superintendent at the Eddystone and Barbadoes Stations and as Superintendent, Barbadoes o
Station. He served on the PE NRB from 1970 to 1975, and the Operations and Safety Review Committee at PBAPS from 1972 to 1976. In June, 1975, he was named Plant Superintendent, LGS and served in that capacity through construction, start-up and commercial operation of Unit 1.
In April, 1986, he was appointed Superintendent, Nuclear Generation Department and in November, 1986 he became the Manager, Nuclear
\\
0 Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 84
(
SECTION It CORPORATE ACTION Generation Department.
Mr. Leitch is currently a member nf the Industry Review a
Committee for the Training and Education Division of INPO.
Joseph H. Gallacher. Vice President-Nuclear Services, joined PE in 1950 after graduating from Villanova University with a B.S. in Electrical Engineering.
Mr.
Gallagher's 37 years with PE have included experience in planning, design, construction, maintenance, and operation of the company's generation and transmission facilities, with assignments in System Planning as Branch Head; General Administration as Assistant to the Vice President; System Operation as Superintendent; Maintenance Division as General Superintendent; Electric Production as Managers Engineering and
, Research as Managers and Vice President-Nuclear Operations.
Mr. Gallagher is a Registered Professional Engineer in Pennsylvania and has completed various management programs including the Cornell Executive Development Program and the Edison Electric Institute Executive Management Program. He was a member of the PE NRB for nine years, serving as Chairman from 1978-86.
S.
Joseph Kowniski. Vice President-Nuclear Encineerino received his B.S. in Mechanical Engineering from Drexel University in 1951. Starting his 36 year career with PE in the Mechanical Engineering Division, he served in a variety of roles including Project Manager for PBAPS' Units 2 and 3; Resident Project Manager at the Bechtel Office in San Francisco; Engineer-in-Charge of the power plant services section; Assistant Chief Mechanical Engineer; and Chief Mechanical Engineer.
In November, 1986, he was appointed Vice President-Engineering and Research.
Mr. Kowalski is a Registered Professional Engineer in Pennsylvania and has completed various management programs including the Cornell Executive Management Program. He serves on the Board of Directors and the Executive Committee of the American Nuclear Society and is a member Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 85
SECTION Z CORPORATE ACTION 1
of t'he Electric Apparatus Committee of the Association of the Edison Illuminating l
Companies.
David R.
Helwic. General Manecer-Nuclear Quality Assurance, joined PE in 1973 af ter graduating from the University of Delaware with a B.S. in Mechanical Engineering. He received a M.S. in Mechanical Engineering from the University of Pennsylvania in 1977, and is a Registered Professional Engineer in Pennsylvania.
Mr. Helwig has been actively involved in local and national activities associated with the American Nuclear Society, the American Society of Mechanical Engineers, and the Atomic Industrial Forum.
He served as chairman of the Boiling N&ter Reactor Owner's Group for a number of years.
He has also been a member of the Electric Power Research Institute's Materials and Systems Task Force and the PE HRB.
Mr. Helwig's career has included assignments, within the Mechanical Engineering Division, which have encompassed aspects of engineering and management related to plant design, construction, startup, licensing, and operations support.
He held the positions of Engineer, Senior Engineer, Branch Head-Power Plant Services, and Engineer-in-Charge-Power Plant Design Section.
Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 86
8 SECTION I CORPORATE ACTION 9
PBAPS Site Mannaement Teen L
1 Kenneth Powers, Proieet Manacer-PBAPS, recently joined PE, bringing 18 years of experience in engineering, administration and cost control, scheduling, Navy nuclear submarine duty and quality control experience in the automotive industry to his new position.
Mr. Powers received his B.S. in Industrial Engineering from General Motors Institute.
1 He was Lead Planner for Westinghouse /Tennsee's floating nuclear plant, Lead Cost Engineer and the Piping Superintendent for Fluor, Chief Planning Engineer at Laguna Verde, WNP-2, and Oak Ridge. He worked for Bechtel from 1978 to 1985 in a variety of positions; Cost / Schedule Supervisor at LGS and Ann Arbor, MI., as Technical Services Manager, and Project Field Engineer at LGS.
In 1985, he became Project Engineering Manager at Seabrook, NH for United Engineers and Constructors, returning to Bechtel in 1986 as Project Field Engineer at LGS.
He is a qualified Nuclear Senior Ship Superintendent, United States Navy and a Certified Cost Engineer, American Association of Cost Engineers.
i t
4 o
Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 87
SECTION Is CORPORATE ACTION LQS Site Manacement Team John F. Franz. Plant Manacer-LGS joined PE in 1962. He served in supervisory positions at PBAPS Unit I and, later, at Units 2 and 3.
In February 1976, he was named Assistant Superintendent of LGS, and remained in that position through March 1985, when he was assigned as Superintendent of Operations. In April 1986, he was appointed Plant Manager of LGS.
He received a B.S. in Mechanical Engineering from Drexel University and participated in the G.E. Station Nuclear Management School. He is a Registered Professional Engineer in the State of Pennsylvania, and has held an NRC Senior Reactor Operator License on PBAPS Units 1, 2 and 3, and LGS Unit 1.
Edward F.
Soroat. III. Proieet Manaaer-LGS, joined PE in 1975 as an assistant electrical en;ineer at LGS.
From 1978 to 1980, he was assigned to Gas Cooled Reactor Associates in LaJolla, California where he performed technical and marketing studies for the High Te%serature Gas Cooled Reactor. He returned to PE in 1980 and was appointed Electrical Iroject Engineer for Limerick, responsible for design and licensing of the electrical systems. He was appointed Supervisory Engineer of the Nuclear Generation Branch in the Electrical Engineering Division in 1984 and in 1986 assumed the responsibilities of Engineer-in-Charge, Computer Engineering Section. A Registered Professional Engineer in Pennsylvania he received a B.S. in Electrical Engineering from the University of Pennsylvania in 1973 and is presently a candidate for the M.S. in Dynamics of Organizations at the same university.
Werner T.
Ullrich. Manaaer-tGS Unit 2 Start-up, joined PE in 1957 after graduating,
- ~
with a B.S. in Electrical Engineering, from Drexel University and has served in increasingly responsible positions in electrical field engineering and in nuclear power plants. Appointed Superintendent, PBAPS 2 and 3 in 1971, he served in that role until 1984 when he assumed responsibilities as Superintendent, Nuclear Generation Division.
Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 88 f
SECTION I: CORPORATE ACTION In March 1986, he was appointed Superintendent, LGS Unit 2 Project. He serves on the l
l American Nuclear Society-3 Standards (ANS-3) Subcommittee for Operations and is a member of the Nuclear Power Plant Standards Committee (NUPPSCO), as well as being a member of the PE NRB.
From 1981 through 1984, Mr. Ullrich served as a member of the INPO Board of Directors.
o Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 89
SECTION I CORPORATE ACTION Nuclear Enaineerina Manacement Team Thomas P.
Gotzis, Menacer, Nuclear Encineerina has 32 years of engineering and management experience in PE's Construction Division. Joining PE in 1955 af ter receiving his B.S. in Civil Engineering from Lehigh University, Mr. Gotzis advanced up the engineering progression and became Assistant Superintendent, Mechanical Construction in 1972.
Mr. Gotzis served as the Resident Construction Engineer during construction of the Muddy Run Pumped Storage Plant and Peach Bottom Unit 2 and 3.
As Assistant General Superintendent he had managerial authority over the construction of Limerick Units 1 and 2.
He is a Registered Professional Engineer in Pennsylvania.
' James J. Clarev. Construction Superintendent LGS-Unit 2.
joined PE in 1957 two years after he received a B.S. in Civil Engineering from Villanova University and has 30 a
years of experience in PE's Construction Division beginning as a Junior Engineer and progressing through positions of increasing responsibility in the engineering line.
In 1977, Mr. Clarey assumed the position of Assistant Mechanical Superintendent and i
has since served as Project Manager, (LOS) and Superintendent LOS 2 Project. He is a
~
Registered Professional Engineer in Pennsylvania.
Herbert R.
Walters, Manacer. Proieet Manacement Division has over 35 years of r
engineering experience with PE, joining the Company in 1953 after receiving his B.S.
in Civil Engineering from Drexel University. From a starting position of junior engineer, he has prorressed through a series of increasingly responsible assignments in the Engineering and Research Department including Project Engineer, Architectural Branch, Industrial Section to Engineer-in-Charge, Industrial Section; QA Manager; Resident Project Manager at Bechtel, San Francisco for the personnel design and construction at LGS. His most recent position has been as Engineer-in-Charge, Project Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 90
SECTION It CORPORATE ACTION Management Section of the Mechanical Engineering Division. He is a Registered
-Professional Engineer in New Jersey and Pennsylvania.
l i
Lubomir B.
Pvrih. Mannaer. Eneineerine Division, brings 27 years of experience in PE to his current position. He began his career as a test engineer in a fossil-fueled generating station. Upon transferring to the Mechanical Engineering Division in 1966, he progressed through a series of increasingly responsible assignments, including:
Project Engineer of the Muddy Run Pumped-Storage facility; Senior Engineer in the Hydraulics Branchs Supervising Enginesr of the Nuclear Steam Supply Branchs and Supervising Engineer of the Nuclear Branch. In 1984, he became Engineer-in-Charge of the Nuclear and Environmental Section and shortly thereafter served as the Engineer-in-Charge of the Power Plant Services Section. In Januar'y of 1986, he was.
promoted to Assistant Chief Mechanical Engineer and most recently served as Chief Mechanical Engineer.
Mr. Pyrih holds a B.S. and M.S. degree in Mechanical Engineering from Drexel University and an MBA from LaSalle University. He completed the Cornell Executive Development Program and is a Registered Professional Engineer in Pennsylvania. He is a member of the PE NRB.
p Edward P.
McKeown. Manacer, Enaineerino Desien Division has 22 years of experience in the design of electrical control systems. Most recently, he has served PE as the Assistant Chief Design Engineer. Prior to assuming that responsibility, Mr. McKeown 8
served as Design Engineer-in-Charge, Electrical Systems and as Nuclear ISC Design Supervisor. He has a B.S. in Electrical Engineering from Drexel University and is a member of the American Nuclear Society and the Institute of Electrical and Electronic Engineers.
Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 91
SECTION Is CORPORATE ACTION Spelear Services Manacement Team l
H.
H.
Traver. Mansaer, Nuclear Maintenance, has over 28 years of increasingly responsible assignments in PE.
After joining PE in 1959, following his graduation from Union College with a B.S. in Mechanical Engineering, he started as a plant test engineer, progressed through a series of staff assignments including Station Economy
. Division, Computer Applications; System Operations Group and Service Division, Cost Section. Management positions have included Assistant Superintendent, Schuylkill Station; Superintendent of Station Section in Maintenance Division, Superintendent, Electrical Section, and finally, Superintendent, Centralized Maintenance Division.
e E.
P.
Focartv. Menacer Nuclear Support has 23 years of experience in PE starting as
~~~~
an engineer in the Electrical Engineering Division where he was involved in the design of Peach Bottom Units 2 and 3.
He had further career development through Research and e
Testing where he had field assignments supporting the startup of Peach Bottom Units 2 and 3 and Limerick Unit 1.
In November, 1986 he was promoted to Chief Engineer, Research and Planning. His most recent assignment has been as Project Manager, Peach Bottom Commitment to Excellence Project, reporting directly to the President.
Mr.
Fogarty received his B.S. in Electrical Engineering from Villanova University and is a Registered Professional Engineer in Pennsylvania and California. He is a senior member of the Institute of Electrical and Electronics Engineers where he served seven years as a member of the Nuclear Power Engineering Committee. He is now a member of the Standards Board of the Institute of Electrical and Electronics Engineers.
Robert H.
Goucher. Manaaer-Nuclear Administration, joined PE in 1956 and worked in the dF System Planning Division of the Engineering and Research Department until 1984. During this 28 year period he advanced through various supervisory positions spending the last 5 years of this work as Engineer-in-Charge of the Services and Cost Section. He was Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 92
SECTION I* CORPORATE ACTION appointed Superintendent of the Services Division in the Electric Production Department in 1984. In 1986, the Nuclear Records Section was added to his Division. He received a B.S. in Electrical Engineering and an M.B. A. from Drexel University and has been a Registered Professional Engineer in Pennsylvania since 1973.
Mr. Goucher served as president of the Philadelphia Engineers Club.
Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 93 i
s SECTION Z3 CORPORATE ACTION J
Nuclear Quality Assurance Manacement Tean Robert H.
Moore. Assistant General Manaoer, Nuclear QA, has 38 years of experience in i
PE with tha Electric Production Department and Nuclear Operations. He spent 22 years in the Maintenance Division, serving 5 years as its General Superintendent. Since
/4 1977, Mr. Moore has been Superintendent of the Electric Production / Nuclear Operations
[
Quality Assurance Division. He earned a B.g. in Mechanical Engineering from Pennsylvania State University and has been a member of the PE NRB since 1983.
]
i James M.
Corcoran, Manacer. LGS. Quality, has 221 years experience with PE beginning with assignment as as a test engineer in fossil generating stations. He worked in the 4p Electrical Engineering Division on nuclear plant design activities for a number of years and has been involved with PE's Engineering and Research Departments Quality Assurance program for 15 years. During this time he held various supervisory positions at PBAPS during construction and initial operations. He has most recently served as the Engineer-in-Charge for LOS Activities.
Mr. Corcoran earned a B.S. in Electrical Engineering from Villanova University and an M.B.A. from Drexel University. He is a Registered Professional Engineer in Pennsylvania and California.
J. Theodore Robb, Manacer. Independent Safetv Eneineerina Group, has 21 years experience with PE.
Assigned as an engineer in the Mechanical Engineering Department for 8 years, he spent 2 years in the Engineering and Research Department Quality Assurance organization with responsibilities for LGS activities.
Mr. Robb served 5 years in Corporate Analysis and subsidiary organizations and for the past 5 years has been responsible for the Engineering and Research Department licensing activities.
He graduated from Rutgers University with a B.S. in Civil Engineering and received an M.B.A. from Drexel University. He is a Registered Professional Engineer in Pennsylvania.
Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 94 4
4 l'
SECTION Is CORPORATE ACTION s.
John F.
O'Rourke. Manacer Quality Support, has 15 years experience with PE in the l
l Machanical Engineering Division. He has a B.S. and M.S. in Mechanical Engineering, and an M.S. in Engineering Management. He held the positions of Engineer; Senior i
Engineers Branch Head, Fossil Steam Supply; and Branch Head, Nuclear Services.
Mr.
O'Rourke is a Registered Professional Engineer in Pennsylvania and has served as Chairman of the Philadelphia Section of the American Society of Mechanical Engineers.
Chsirman. Nuclear Review Board
's Mr. Kistner earned a B.S. in Mechanical Engineering from Massachusetts Institute of Technology in 1947, and began his 40 year career with PE in the Mechanical Engineering Division as a junior engineer. He was promoted through increasing levels of responsibility, becoming the Chief Mechanical Engineer in 1969. He remained in this position until 1986, when he became Assistant to the Vice President, Engineering and Resea rch. He has served as a member of the PE NRB since 1969 and as its Chairman since January, 1987.
Mr. Kistner has been Chairman of the Prime Movers Committee of the Edison Electric Institute, member of the Pennsylvania Boiler Advisory Board, Chairman of the Section I Power Boiler Committee, and a member of the Main Committee of the ASME Boiler and Pressure Vessel Committee. He is a registered Professional Engineer in Pennsylvania.
Jack R.
Calhoun, NRB is currently the Vice President cf Power Management Associates, Inc.
He has an extensive background in nuclear operations serving as Senior Vice President-Nuclear for Pennsylvania Power and Light, and as Director; Nuclear Power Division, TVA.
Mr. Calhoun played a key role in achieving commercial operation of Susquehanna Units 1 and 2.
His managerial expertise contributed to the fact that Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 95
+
SECTION Is CORPCRATE ACTION 3
Pennsylvania Power and Light is an industry acclaimed nuclear organization with high ratings by INPO and NRC.
4 Dr. William R. Corcoran, NRB is presently an Executive Consultant with IT Delian Corporation. He is a technical leader in the field of nuclear safety with significant contributions in the field of management leadership and team building. He served Combustion Engineering, Inc. as Director of Nuclear Safety, System Engineering, Performance Engineering and Manager of Nuclear Licensing. He is a member of the Nuclear Review Board Safety Committie at the Susquehanna, pilgrim and the South Texas Project plants. He also serves on the Management Oversight Committee for Commanche Park.
Dr. Rocer Mattson. NRB, cur rently Vice President-Scientech, Inc. is an internationally recognized expert in reactor safety, system design, licensing and nuclear operations.
He has extensive experience as an industry consultant for nuclear power plant safety, quality assurance, systems engineering and regulatory reform. He was the Director, Systems Integration and Reactor Safety for the NRC.
~
l o
Appendix B. BIOGRAPHICAL DATA FOR NUCLEAR MANAGERS 96
SECTION It CORPORATE ACTION APPENDIX C.
RELATIONSHIP INDEX (PARTIAL)
This chart, and folicwing pages, trace the relationships between Shut Down Issues (SD), Root Causes (RC), Corrective Action Objectives (CAO), Corrective Actions (CA) and Major Activities (MA)M.
Only Root Cause number four, the focus of Section I, shows the entire relationship chain. The other three root cause relationships will be developed in Section II.
Overview ChartMM Shut Down Root Corrective Action Corrective 12KMan Causes Obiectives Actions SD-1 SD-2 SD-3 SD-4 SD-5 SD-6 RC-4: SD-5, SD-6, SD-7 CA04-1 CA4-1.1 SD-8, SD-9 CA4-1.2 SD-7 CA4-1.3 CA4-1.4 CA04-2 CA4-2.1 SD-8 CA4-2.2 CA4-2.3 SD-9 CA4-2.4 CA4-2.5 CA4-2.6 CA4-2.7 CA4-2.8 CA4-2.9 CA04-3 CA4-3.1 CA4-3.2 CA4-3.3 CA4-3.4 M Major Activities support each Corrective Action and therefore have the same relationship to Objectives, Root Causes and Shut Down Issues as the Corrective Action they support. They are identified by code numbers to their Corrective Action.
MM Numbering system and text presented in the following pages.
Appendix C. RELATIONSHIP INDEX (partial) 97
t
(
SECTION Z CORPORATE ACTION L
7
.c Ehut Down Issues SD-1.
Operations Cont.ol Room staff periodically slept or have otherwise been
/
inattentive to licensed duties.
t J
SD-2.
Pattern of inattention to detail, failure to adhers to procedural requirements,' ahd q
s.
a generally complacent attitude by the J.
3' i
i p
operations staff toward performance of r'
s their duties.
],
\\
-y' / f 3 SD-3.
Management at the Shift Supervisor and j
1 Shift Superintendent level have either 1
g I
known and condoned the facts (SD-1), or should have known of these facts.
t j
j(
i SD-4 Plant management above the shift r
l 1",
superintendent position either knew or j
should have known the facts (in SD-1) and i
_q either took no action or inadequate action to correct this situation.
ti SD-5.
The licensee must have and implement procedures to ensure that activities affecting quality, including operations of the facility, are satisfactorily accomplished. The Peach Bottom quality assurance program has failed to identify this condition adverse to safety.
SD-6.
The licensee, through its enforcement history and from what has been developed by the ongoing investigation, knew or should have known of the unwillingness or inability of its operations staff to comply with Commission requirements, and has been unable to implement effective corrective action.
)
SD-7.
Lack of adequate management involvement s poor dissemination of management goals and policies.
}
SD-8.
Lack of adequate management involvements poor communications between different departments and divisions.
)
SD-9.
Lack of adequate management involvement J
focus on compliance rather than acknowledgement and correction of the root
~
causes of problems.
i Appendix C. RELATIONSHIP INDEX (partial) 93
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Root Causes y<
- -h RC-1.
There war. a lack oJ adequate personal
-leadership and management skills on the ss in.rt o'r senior management at the plant.
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The Company, failed to initiets, timely yi '
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licensed opeFat'or replacement' tysin'ing programs.
)
t4 N
r RC-3.
The statsop culture, which had its roots in fcissil abd pre-TMI operations,. hed not adapted to changing nuclear requiremnants; i
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)
. (i
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RC-4.
t%rporate management failed b recognize the developing severity of the pro' lems o
at PBAPS/and thus, did not take sufficient
)r correctiva actions.
)
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. +
't Appendix C. RELATIONSHIP INDEX (partial) 99
SECTION It CORPORATE ACT20N Corrective Action Obiectives to Address Root Cause E.C-1 CA04-1.
Change the organizational structure to increase control, accountability and corporate direction for nuclear operations.
CAD A '.
Develop the management systems and managerial skills which will strengthen self-assessment and problem resolution capabilities within the Nuclear organization.
CA04-3.
Strengthen the independent assessment process to increase upper management's involvement in timely problem solving.
Appendix C. RELATIONSHIP INDEX (partial) 100
SECTION It CORPORATE ACT20N Corrective Actions to Address Obiective CA04-1 CA4-1.1 Establish within the corporate structure R
a nuclear-dedicated organization with direct line management control over all aspects of nuclear operations, maintenance, engineering, and construction.
]
CA4-1.2 Shorten and strengthen the nuclear chain of commands provide on site corporate direction end svarview at the vice president level for all station activities.
CA4-1.3 Clarify and document management authorities and accountabilities.
4
(
CA4-1.4 Ensure that employees assigned to site work locations on a permanent basis are
==
accountable to the site vice presidents, l
except for those personnel responsible for independent corporate assessment and oversight activities.
)
l Corrective Actions to Address Obigstive CA04-2 CA4-2.1 Establish a strong management philosophy for assurance of quality, i
l CA4-2.2 Develop and implement a Nuclear j
Performance Management Program for Excellence.
CA4-2.3 Centralize, strengthen and elevate Quality Assurance's (QA's) role in the Nuclear Organization.
CA4-2.4 Strengthen the Operating Experience Assessment Program (CEAP).
CA4-2.5 Improve the commitment management program.
CA4-2.6 Establisn effective information management and reporting systems to support problem identification and corrective action follow up by nuclear management.
CA4-2.7 Ensure that the development and training needs of nuclear managers are identified and addressed in a timely manner.
Appendix C. RELATIONSHIP INDEX (partial) 101 l
l iii
SECTION 22 CORPORATE ACTION CA4-2.8-Establish interactive communication and problem solving proces ses between nuclear off-site and site personnel to ensure effective corporate direction and oversight of plant programs.
Establish interactive communication and CA4-2.9 problem solving processes between line management and independent assessment organizations to jointly review independent feedbacks identify problems needing line management attentions and develop follow-up corrective action plans.
Corrective Actions to-Address Obinetive CA04-3 CA4-3.1 Expand the Nuclear Review Board (NRB)-
charter to encompass not only technical safety concerns, but all safety related matters, including organizational and personnel performance issues.
1 CA4-3.2 Elevate the reporting level of the NRB and include outside expertise in its membership.
CA4-3.5
' Establish a permanent committee of the Board of Directors, with outside expertise serving in an advisory role, to provide oversight of nuclear operations.
CA4-3.4 Structure the independent assessment function so that each level monitors the effectiveness of the review and feedback processes used by independent assessment groWPs 6t lower organizational levels.
i Appendix C. RELATIONSHIP INDEX (partial) 102
(:
i i.
U' SECTION Z8 CORPORATE ACTION Maior Activities to Supoort Corrective Action 4-1.1 CA4-1.1.1 Identify all nuclear dedicated-functions which should be moved from Engineering and Production to the new Nuclear organization. (SD-8)
- CA4-1,1.2 Develop and implement an organizational i
reporting structure for Nuclear. (SD-8)
CA4-1.1.3 Assion personnel to all Nuclear management positions to the Senior Engineer level.
(SD-8)
)
J CA4-1.1.4
. Develop and document a set of top-level j
Nuclear management and operating policies. (SD-7)
I CA4-1.1.5 Develop mission statements for the Nuclear organization and each organization reporting to the Senior Vice President-Nuclear. (SD-7, SD-8) l l
CA4-1.1.6-Review and revise all necessary corporate l
personnel policies to reflect the new organizational structure and ensure that Nuclear management have all appropriate authorities. (SD-7, SD-8)
CA4-1.1.7 Document Nuclear Services responsibilities with respect to interface with corporate Personnel and i
Industrial Relations on personnal i
management issues. (SD-7, SD-8)
CA4-1.1.8
~ Conduct a series of on-site and off-site team-building meetings with the Nulaar management team tos 1) review all assigned functional responsibilities; 2) l identify and address unassigned programmatic items; 3) clarify interface responsibilities; and 4) agree on specific objectives for cultural change within the i
~
Nuclear organization. Use results of meetings to develop a Transition management plan. (SD-7, SD-8, SD-9)
CA4-141.9 Implement a transitiun management process that will track reorganization progress, and identify and resolve transition issues in a timely manner. (SD-7, SD-8)
Appendix C.. RELATIONSHIP INDEX (partis:
103
j i
^
'N l
SECTION It' CORPORATE ACTION Maior' Activities to SupEPrt Corrective Action CA4-1.2 I
t i
CA4'1.2.1-
-Eliminate the positions of Vice l
President-Huclear Operations, and Manager,. Nuclear Generation.-(SD-6, SD-8)
CA4-l'.2.2
- Establish the positions of Vice President-PBAPS and Vice President-LGS.
'-CSD-6, SD-8)
)
'CA4-l'2.3 Locate site,Vice President' organizations
.j at the nuclear sites.(SD-6, SD-8)
CA4-1.2.4 Establish a ropular staff meeting process for the Senior Vice President-Nuclear and i
bis direct reports to ensure timely communications and problem solving about nuclear operational concerns.-(SL-6, SD-5)
Maior Activities to Support Corrective Action CA4-1.3 CA4-1.3.1 Redefine functional responsibilities and develop and document transitional
)
interface agreements to be'used as interim
)
procedures for the following programs and functions: (SD-7, SD-8, SD-9 )
Operating Experience Assessment Program Commitment Management I
-Configuration Management e
System Engineering Project Engineering Materials management Integrated Living Schedule Management Capital and expense budget development / cost tracking / cost control for Nuclear ISEG CA4-1,3.2 Revise and/or develop position descriptions for each Muclear management position down to the Responsible Senior Engineer level to reflect mission statements, and interface responsibility / authority agreements.
(SD-7, SD-8)
' Appendix C. RELATIONSHIP INDEX (partial).
104 l
4 SECTION Z2 CORPORATE ACTION Maior Activities ~to Support Corrective Action CA4-1.4
'CA4-1.4.1 Reassign site-dedicated maintenance, maintenance testing,'and construction personnel to site' organizations and payrolls (except for those personnel who will continue to work on the Limerick Unit 2 Project through fuel load). (SD-8)
Maior Activities to Support Corrective ' Action CA4-2.1
'CA4-2.1.1 Develop and document a statement of Nuclear management's philosophy and expectations for assurance of quality.
(SD-5, SD-7, SD-8, SD-9).
CA4-2.1.2 Communicate this statement by publishing it in company / site newspapers, displaying I
it on corporate and site bulletin boards, incorporating it into GET training, and referring to it.in discussions with I-Nuclear employees. (SD-5, SD-7, SD-8, l
SD-9)
Maior' Activities to Support Corrective Action CA4-2.2 CA4-2.2.1 Develop and document a set of Nuclear organization performance goals. (SD-5, SD-7, SD-9)-
CA4-2.2.2 Identify the performance indientors to be used for monitoring and assessment purposess include' comparisons with benchmark peer plant performance trends.
(SD-5, SD-7,'SD-9)
CA4-2.2.3 Develop and document performance goals and indicators which support Nuclear
- objectives for each Division within the l
Nuclear organization. ($D-5, SD-7, SD-9)
CA4-2.2.4 Develop and document agreements with respect to management and staff responsibilities for monitoring and reporting progress on meeting objectives.
(SD-5, SD-7, SD-9)
CA4-2.2.5-Initiate the Nuclear Performance Management Program throughout the Nuclear organization, including management communications with Nuclear employees to
. ensure understan' ding of and commitment to Nuclear goals. (SD-5, SD-7, SD-9)
Appendix C. RELATIONSHIP INDEX (partial) 105 l
l
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Y'
?SECTION.It' CORPORATE ACTION p[ lMaior' Activities to Support Corre'tive' Action CA4-2.3 e
- CA4-2.3.11 EstablishLtho' reporting structure. for a centralized Nuclear Quality' Assurance U
(QA) function within the Nuclear organization (SD-5, SD-6, SD-9)
.CA4-2.3.2.
Assign personnel to all Nuclear QA 4
management positions. (SD-5, SD-6, SD-9)
LCA4-2.3.31 sclerify and document'the roles and' responsibilities for~each Nuclear-QA' function.-l(SD-5, SD-6, SD-9)
'CA4-2.3.4 Clarify and document the reporting responsibilities of Nuclear QA with line 1
. managers, the Senior,Vice
' President-Nuclear, and the NRB. (SD-5, SD-6, SD-8)
=Maior Activities to Sumoort' Corrective Action CA4-2.4
-CA4-2.4.1 Define and assign the DEAP management function within'the Nuclear Support:
organization. (SD-8, SD-9)
. CA4-2.4.2; Clarify and document ' the interface responsibilities,of the DEAP manager, ISEG, the Site Regulatory. Engineer, and other Nuclear managers with respect.to providing input to the OEAPs evaluating H
. 0EAP information to determine any corrective action requirements; implementing corrective actions; tracking-corrective action status; and assessing
' the.effee+,iveness of corrective actions..
(SD-8, SD-7)
ECA4-2.4.3 Implement the revised' 0EAP. (SD-8, SD-9)
'I Maior' Activities to' Support Corrective Action CA4-2.5 CA4-2.5.1'
- Clarify and document'the responsibilities
'of the Commitment Management Program manager in Nuclear Support. (SD-6, SD-8) 1CA4-2.5.2 Clarify and document line management responsibilities for commitment i
management. CSD-6, SD-8)
I l.
U>
]
J p
Appendix C. RELATIONSHIP INDEX (partial) 106 E
l'
SECTION Is' CORPORATE' ACTION' n
CA4-2.5-3' Develop and document interface agreements between line management and the Commitment
-Management Program manager for the1 commitment management process.-(SD-6, l
'SD-8)-
k CA4 2.5.4 Initiate the revised Commitment Management Program.(SD-6,.SD-8)
Maior Activities to support Corrective Action CA4-2.6
- CA4-2.6.1 Identify and prioritize needs for improved Nuclear. program and work management processes. (SD-6, SD-8, SD-9)
CA4-2.6.2 Develop and initiate a plan for management q
process assessment and information i
management improvement.'(SD-6, SD-8, I
SD-9)-
CA4-2.6.3
. Initiate improvements to the Nuclear Performance Monthly Reports, with emphasis on additional performance measurement criteria and more' timely.
deviation status reporting. (SD-6, SD-8, SD-9)
Maior Activities to Support' Corrective Action CA4-2.7 CA4-2.7.1 Establish the Nuclear. Training organization within Nuclear Services,-
including the' reporting structure and the responsibilities of.each organizational unit. (SD-7, SD-8)
.CA4-2.7.2 Clarify and document: transitional
{
' interface agreements to be used as interim policies and processes for the i
development, assessment, evaluation and upgrading of Nuclear training programs.
(SD-7,'SD-8) l l
i CA4-2.7.3 Initiate a program to determine the core management competencies required for Nuclear management positions. (SD-7, SD-8)
.CA4-2.7.4 Identify priorities for the development of new training and development programs for' Nuclear managers. and supervisors, and j.
develop a plan to address these priorities. (SD-7, SD-8) i
" Appendix C. RELATIDHSHIP INDEX (partial) 107
]
i j
I 1
SECTION !s CORPORATE ACTION j
i i
)
CA4-2.7.5' Initiate training and/or coaching for i
Nuclear managers in the effective use of j
the personnel performance evaluation
]
review process within the next year.
i (SD-7, SD-8)
I h=4cr Activities to Support Corrective Action CA4-2.8 CA4-2.8.1 Establish written guidelines for Nuclear Services personnel and relevant site personnel with respect to meetings, timely communications, problem identification and analysis, and follow-up corrective actions in the following areas (SD-8, SD-9) regulatory and INPO interface plant chomistry e
radiological protection I
radweste management emergency preparedness fuel management' e
security and safeguards CA4-2.8.2 Initiate a management monitoring process to ensure that these guidelines are followed. (SD-6, SD-8, SD-9) 1 CA4-2.8.3 Establish guidelines for Nuclear Engineering personnel and relevant site personnel with respect to meetings, timely communications, problem identification and analysis, and follow up corrective actions in the areas ofi (SD-8, SD-9) e plant systems monitor 2ng plant equipment, systems or procedure j
problems requiring corrective action i
e planned corrective actions and/or I
problems with follow-up on corrective
)
actions.
)
CA4-2.8.4 Initiate a management monitoring process
(
to ensure that thesc guidelines are
)
followed. (SD-6, SD-8, SD-9) l CA4-2.8.5 Continue Senior Vice President-Nuclear l
)
site meetings. (SD-6, SD-8) 1 l
l App ndix C. RELATIONSHIP INDEX (partial) 108 l
l l
4 SECTION 3: CORPORATE ACT20N Maior Activities to Support Corrective Action CA4-2 1 2
CA4-2.9.1 Establish Nuclear QA reporting as a l
routine agenda item at Senior Vice President-Nuclear staff meetings. (SD-5, SD-6, SD-8)
CA4-2.9.2 Establish and implement a periodic off-site meeting structure for Nuclear senior and line management review of nuclear operations with independent assessment groups. (SD-6, SD-7, SD-8)
Maior Activities to Support Corrective Action CA4-3.1 CA4-3.1.1 Revise the NRB charter to include expanded scope of review activities, and obtain all necessary approvals. (SD-6, SD-9)
CA4-3.1.2 Establish the Chairman, NRB as a full-time positions define and document the responsibilities of the position. (SD-6, SD-8)
CA4-3.1.3 Establish and fill a permanent staff position reporting to the Chairman, NRB; define and document the responsibilities of the position. (SD-6, SD-8)
CA4-3.1.4 Develop and document additional NRB processes for proactive investigation of safety related concerns. (SD-6, SD-9)
CA4-3.1.5 Clarify and document the reporting responsibilities of the PORC Chairman, OEAP Manager, ISEG and Nuclear QA Performance Assessment Section with respect to the NRB, (SD-6, SD-8)
CA4-3.1.6 Establish reporting and meeting guidelines for the NRB. (SD-6, SD-8)
Maior Activities to support Corrective Action CA4-3.2 CA4-3.2.1-Establish an organizational structure which provices for the NRB to have a direct reporting relationship to the Senior Vice President-Nuclear, and direct access as required to the Office of the Chief Executive Officer to involve Senior corporate management in timely problem solving as appropriate. (SD-6)
Appendix C. RELATIONSHIP INDEX (partial) 109
l SECT 80N 82 CORPORATE ACTION l
.pA4-3.2.2 Establish and appoint the membership of the NRB to include nine internal PE members and three members from outside PE with recognized nuclear industry experience. (SD-6)
Maior Activities to Support Corrective Action CA4-3.3 CA4-3.3.1 Establish the Nuclear Committee (NCB) as a standing committee of the Board of Directors. (SD-6)
CA4-3.3.2 Develop the charter of the NCB and obtain full Board approval. (SD-6)
CA4-3.3.3 Establish and appoint NCB membership.
l (SD-6)
I CA4-3.3.4 Contract with one or more outside experts to serve as advisors to the committee.
(SD-6)
CA4-3.3.5 Establish review procedures for the NCB including document review, site inspections, and meetings with senior Nuclear management, independent as,sessment groups, regulatory and industry personnel, and PBAPS co owners.
(SD-6)
CA4-3.3.6 Develop and document the reporting responsibilities of senior Nuclear management and the NRB with respect to the NCB. (SD-6)
Maior Activities to Support Corrective Action CA4-3.4 CA4-3.4.1 Include in the NCB review processes periodic assessnent of the effectiveness I
of NRB review activities and l
communications with lino management and l
the NCB. (SD-6)
CA4-3.4.2 Include in the NRB review processes periodic assessment of the effectiveness of Nuclear QA and PORC review activities and communications with line management and the NRB. (SD-6)
Appendix C. RELATIONSHIP INDEX (partial) 110
SECTION 22 CORPORATE ACTION
'CA4-3.4.3 Include in the Nuclear QA review processes periodic assessment of the effectiveness of site QA/QC Program activities, PORC review activities, and communications of l
site QA/QC and PORC with plant and site management. (SD-6) l l
l i
l l
Appendix C. RELATIONSHIP INDEX (partial) 111
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