ML20237B747

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Requests That Enforcement & Investigation Staff Prepare Escalated Enforcement Action Based on Ofc of Investigations Repts Re Plant.Region III Will Prepare Enforcement Package & Forward Package to Headquarters.Delay Contingency Mentioned
ML20237B747
Person / Time
Site: Fermi DTE Energy icon.png
Issue date: 10/29/1985
From: Davis A
NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION III)
To: Tambling T
NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION III)
Shared Package
ML20237B682 List:
References
FOIA-86-244 NUDOCS 8712170115
Download: ML20237B747 (2)
v • d • e


Text

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LU U*HTED STATES

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'N...../ I, October 29, 1985 1

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MEMORANDUM FOR: T. N. Tambling, Director, Enforcement and Investigation Coordination Staff FROM: A. Bert Davis, Deputy Regional Administrator

SUBJECT:

POTENTIAL FERMI ENFORCEMENT (AITSF03061885)

As discussed yesterday you are requested to prepare the appropriate l

escalated enforcement action based on 01 reports on Fermi. We will prepare the -

enforcement package and forward it to Headquarters. If there is a delay in issuing the packages as a result of the potential D0J involvement, the packages can be placed on hold by Headquarters until they can be released.

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A. Bert Davis Deputy Regional Administrator cc: W. H. Schultz C. E. Norelius N. J. Chrissotimos c C. H. Weil 8712170115 871211 TE -244 PDR i,-

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February ap, ayed  ;

Str. 3 emes C. Keppler Regional Admintetrator l Region III U.S. heleet Regulatory Casoleelen 799 Roosevelt Road

  • Clan Ellyn, 1111nels dO137 ..

Res Report of Independent Overview cosmittes ,

l Deer fer. Kepplers As set forth in my letter of January 29,1984,(VP-44-0000)

Detroit Edison Company hee established en Independent Overview Committee, one of whose purposee le to provide Detroit Edison management with recommendations for improving senegement of Feral 2.

february 7, The Independent Overview Committee met on Friday,troit (dimen 1988, with the Iluelear Review Committee of the De Board of Directore, e committee eeneisting of four outside Diteeters of our Campany. At this meeting, the Independent Overview Committee presented its first report, e sepy of dich I ,

oneless hereuttb .

Although I did not have e espy of thle report prior ta my letter to you of 3enuary 29, 1988, nombers of the Independent Overview Committee reviewed drafte of that letter and made sammente chich were incorporated in the finst odoittet. Therefess, a nuder of motione to toepend to the mettere releed in the report are oltsedy under soy. Detroit Edloon managment hee asesitted to our Oserd Itueleer Review Committee, not only to seespt and implement settoetive settene with respect but eleo to the ein to address the probleme recommendettene of the identified by the Independent report, Overview committee se the i underlying festore sich were the beste for the EE r Atlene.

I think it le espostelly important to note the Independent Overvios teemittee's finding that, 'We consider the '

reconnendatione and the motione to resolve the peablems are not prerequiettee for startup."

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1 Mr. Demos C. Keppler February 10,1996 Fage 2 i

The Overview Committee will sentinue with its charter es previously deteribed to you in my Janusty 29, ifM 1ettet. As future reporte become eve 11eble, they will be forwarded to yev.

As I have previously indlested, it le my intent to maintain oversight and review by the Independent Overview Cassittee, the Detroit Edison Board beleet Review comittee, and myself until we are satisfied that this plant with its new sensgesent, its plant operatore, and its support etsffe have demonettsted entiefectory performance se measured against other plante and the perronmence eriterie established by the Institute er heleet Power Operatione. Teret 2 will only be operated in e mennet d ich ensures the p2 11e health and serety.

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Very truly yours, d

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Edison publicinformation ====- ,

February ll, 1986 Note to Editor:

For your information, attached is a brief report by an independent overview committee, composed of recognized nuc1 ar power experts, which Detroit Edison established to identify, evaluate and analyse problems with management, management {

structure and management systems at the Fermi 2 Power Plant. The

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l 1 company announced that formation of this committee in its January i

29 letter to the Nuclear Regulatory Commission. l '

significantly, the committee said the recommendations and actions needed to resolve the problems are not prerequisites for startup.

Detroit Edison has forwarded this internal report to the NRC The company and is also also is making it available to the media. l working closely and expeditiously with the committee to implement its recommendations with one single purpose - the safe and ef ficient operation of Fermi 2.

In evaluating this report, please keep in mind that:

1. Detroit Edison voluntarily established the independent )

overview committee and asked it to identify problems only. 1

2. In accordance with its charter, the committee concentrated exclusively on problems and did not comment on "what is right' at the plant.
3. The committee's report said specifically that " Detroit F.dison has auf ficient snanagement capabilities to develop.the necessary action to resolve the problems listed.
4. The committee said that resolution of the problems that it identified does not have to precede restarting the plant.
5. While Detroit Edisor} accepts the report and intends to carry out all of its recommendations, the cornpany has already addressed, and intends to fully resolve, all of the problemn identified by the committee.

Enclosed, together with the committee's full report, are copies of Detroit Edison Chairman Walter J. McCarthy, Jr.'s letter to the MRC with which he forwarded the committee's report Commission.

p If you need additional information, please es11 us, f

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S FEMI 2 IEEPENDENT OVERVIEW CONGTTEE e

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EVALUATION OF DETROIT EDIS0N DUNGDENT AT FWOU 3 -

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JANUARY 30,19N e

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i mdopendent Overview Committee

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EVALUATION OF DETROIT EDISON IMMODIT AY FDD413 FDO(1212EPEN00ff DVERVIDI Ope 41TTEE nasa The purpose of this report is to. present the results of the ladopendent Oventow Committee's evaluetten of the Forst I mana0ement in accordance with that Constitee's charter. The Coontttee has been directed to identify, evaluate and analyse probleme eith management, sanagement strecture, and management systems.

INTRODUCTION By letter dated Decem6er See 1985, the Adatatstrator for Nuclear Regulatory Ceestssion Regten 311 requested that Detrett Edtsen furnish a responee descrfbtng plans and progress to address management and prettammatic weaknesses identff ted by the Nuclear Regulatory commissten. This letter oss issued ta 1 l

accordance eith the provistens of 10CFR50.54Lf) and ,spcetitse11y retuested ,

Detrott Edtsen to evaluate and address

'The edetvecy of managements mana gement structures and systems that beve contributed to the performance et Forst is the adequacy of training to assure that responsible personnel e daiens, . racJe nias and respond, as appropr c to signiftaproved essure aant .af.t,latory regu performaneo. The areas of operattens, maintenance, engineerlag and security sheeld be feelseed to your ,

evaluation.'

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,rovide advue totorespond to this the .ief E,e.et se letter, 0,,iser this I.ed, and the peerd of Ofrectors derlag startup testis.g of Forst 2 and esenlatten to full power operetten. l The Conatttee set inttfaily utth the Chatrean of the Seard and Chef Emesvtive ,

Officer, the President, and the Ytco President, Ilvelser Operettoes to discoes The Clettman of the Board emphaefsed the ladopendence the Cesalttee's charter.

of this Committee and fadicated that channels are open for comusteetten eith gereennel at all levelse eith the Board fluelear Review Cosmittee, with the soard of Directors itself, or with any of its seabers.

During a one eoek perfed, the cosafttee es ens,athe Ihnoger or whole, of la mov fleclear Operationse alt fear essistant managerse and other hayasserence, queitty annagere in plant operatione metatenance, engineerfag, Itsensfag, ddittaa, the entire security, a6mintstrettve services, and trafatng. In a Committee aise intervleved the leuclear Regulatory assaissfon senter hesident Inspector.

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d:rtng several sessfens, the Cosmittes evaluated sad ausmartaed the pro 61eme

- identified during the interviews and developed recomendettens f;r p::ssiblo correettve actfen. In reaching fts eenciestone, the Cenetttee took advantage of the experience ofth Forst 2 shich ecos of its members have, either as members of the Nuclear Safety Nwier Group, as adviser to the plant managere or ao participants in other teswical and management eerk at Foral L PamE IDfWTIFICATION NO EVALuAT10N We recognise that the Forst 3 sperating Staff partistpated fa plant completten end la the startup teettng program up to five percent power. Furthersere, se find that management personnel 4re eensetess of the need for safety la the l eperetten, malatenance and support of Forst S.

I While many elements of management are estisfactorye there are problems which have prevented the ergentsatten free achievla high standards of performance to ehtch Detreft Edisen is' During the interviews, countited.g the it was apparent that most of these problems had already been recognised by these persons fatervfeved. Fe11eving is the Independent Oventow Conetttee's summary of the princtpal problems. We look forward to revtestag the responses to each of the problems identified belos.

A. Lock of Coppercle1 Nuclear Power Maat Operettne heartenne Of the levels of managesent and outervisten from the Chaftsen of the

-( Board denn to the Nuclear Shift Supervisors there is otrtwally no exporfonce v1th sporat1a a esoport141 noclear power plant. Nevever, some personnel have nave' reacter operettag emportance and others have been assigned for short pertods et operating nuclear plants evned by other ettItttee.

S. Leadershis

1. Subordinates often de not know eho ts to sharge, and in some esses ,

have the tapressfon.that nobody is in charge. -

2. Lack of a consistent definities et missten inhibits appropriate acties. .
3. Managers are relvetant to esfine goals and responsibl11ttes and then require lower tier annagers to carry then evt.
4. The tendency of esse opper level asnegers to engage ' in utsroman40ement redeces the effectiveness of lever level managers and esporvisers.

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3. flanagers fat 1 to held their ombordinates accovetente and fati to fellen up to serify accomplishment of asetened eartt.
2. In a few cases, demonstrated leek of management ebt11ty is escepted rather than corrested.  ;
9. itananement ineffeettveness  !

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1. There is some reluctanes to fees facts, ideettfy problems, l estabitsh their eserces or rest causes, eerk toward treely and effective selettens, and take action to prevent recorrence.
2. There is evidence of lack of offecttve temeerk eithin the '

organtaatten, to terms of concerted, combined efforts to support the needs of an operating plant.

3. Iluelear Fredvetten does met always receive the secessary espport free other organtaettens at Foraf 2. .

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4. Planntag to not effective for either short-term er lon0-tors i activities, and 1sttle constderatten is given to coattagency  !

planntag. j

5. Unresolved laterdspartmental conflicts porstst. ,
s. n,cossiv. t. hen to te,ie.ent i.,ortant es.t. of $1 .r.

agreements, management directives, and precedural changes.

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7. Line management eften abrogates its twsponstbilttles by depending j spen dectatoes by ccamittee, e practice ehtch results la too many i seettsgs.

E. graantsatten , ,

1. The divisten of reopenstbt11ttes althin Nuclear Engineering is net j sell be14need and redeces evert 11 effectiveness of the organtaatles. -
2. The theitty Assurance errantsatten does not report to a level ef management enastetent ,tts the necessary emphasta en elfty.

F. flanament91 Systeps

1. Adntatetrattue, precedures and eentrols are emeesstgely rigid and cumberooms.

! 2. There is se fotograted system in ese for planning, schedeltas and estabitshing prierttles for leuclear Operettens.

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We constdor that Detreft Edtsen has sofficient management capabilities to develop the necessary setten to resolve the problems itsted above. Moverw. in the course of eer deliberattens, we foreslated a number of recoseendettens which, if edepted, should rees1% fe overall 1syrevements in the ergentsattee end management. We eensider the recomesadattens and the actfens to reeelse the problems are not prerequisites for startep.

3. Intenstfy and expand efforts to recruit and hire personnel for certain key management posttfena che have extensiv,e exportance eith operating eennercial avelear poeer plants, with particular ettentfes to positions in senter management.
2. For the Vice President, helear Operattense provide an adviser she has extensive oosnoretal nuclear power plant experfonce, to serve le that capacity setti the recoseended recruitment efforts are successfs1.
3. Emphastro to other site organisattens the tapertance of fully espporting Wuclear Prodvetten, eith particciar attention edetatstration to resetettenA and escority.

of confl . cts with engtnoering, d to e11stante organisattenet and sencerted team effort is neede procederal tapedImenta to secomplishing oporat1enal and nafstenance objectives.

( 4. Establish challenging performance goals at all levels of sensgement and, through e oystem of performance fadfcators, sontter progress

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toward achievement of these goals.

3. Realign the organisattenal structure of Nuclear Engineertag and strengthen its overall annagement.
4. Acqvtre on empartenced oveisar security profeestenal to taprove the everal) effectiveness of the Security organtsattee. /

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NUCLEAR REGULATORY COMMISSION

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MEMORANDUM FOR: Ben B. Hayes, Director Office of Investigations FROM: Victor Stello, Jr.

Acting Executive Director for Operations

SUBJECT:

01 REPORT ON DETROIT EDISON COMPANY (FEFMI)

You mentioned to me Monday that completed 0I reports are provided to OGC for.

its review of 01 proposed referrals to DOJ, and that 01 awaits completion of such review before providing the reports to the staff. This could result in significant delay before the staff receives information requiring regulatory action. The August 14, 1985 memnrandum establishing this review does not address the distribution of the reports. Thus, in the future, I would

. appreciate receiving copies of the completed report at tre time you send to OGC. If you believe such a course of action requires Comnission apprnval or is not acceptable to you, please notify me so that approval of the Conunission can be obtained.

In addition, I require a copy of the draft 01 report on Fersni with the OIA report, if available, with which it is interrelated in ortfer to determine if there is a safety issue that needs to be addressed by the staff. I will treat it with appropriate confidentiality.

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,ly-.i f VictorStello,Jr[

(hb/L Acting Executive Director for Operations cc: G. Edles, OIA

      • Faxed to Eugene Pawlik on February 14, 1986.

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