OVER VERVIEW VIEW OF THE OF THE OPERA OPERATING REA TING REACT CTORS ORS BUSINESS LINE USINESS LINE August 6, 2015 Michael Johnson Deputy Executive Director for Reactor and Preparedness Programs
Program Program Overvi Overview ew Bill Dean Director Office of Nuclear Reactor Regulation 2
ORBL Has Significa ORBL Ha s Significant Breadt nt Breadth h and Scope and Scope FY 2015 Enacted CS&T by Business Line* (Dollars in Millions) FY 2015 Enacted FTE* Decommissioning Deommissioning Fuel Facilities, Fuel Facilities, and Low-Level & Low-Level $18.8 191.8 Waste, Waste, 154.4 $16.9 Nuclear Materials Nuclear Users, Materials Users, $36.5 315.7 Spent Fuel Spent Fuel Storage and Storage and Transportation, Transportation, 162.1 $19.2 Operating Operating Reactors, Reactors, $225.2 New Reactors, 2,195.6 New Reactors, 695.9 $81.0 *Contract Support & Travel (CS&T) and Full-Time Equivalent (FTE) reported at Full Cost. 3
ORBL Ha ORBL Has Significa s Significant Breadt nt Breadth h and Scope (Cont’d) • Conducted ~ 80,000 inspection hours • Completed 549 LAs and 338 OLTs • Conducted 4 SITs • Completed 4 95002 inspections • Opened 241 and closed 269 allegation cases 4
ORBL Ha ORBL Has Significa s Significant Breadt nt Breadth h and Scope (cont’d) • Compliance with Fukushima Orders – 45 audits completed – Mitigating Strategies – 23 units – SFP Instrumentation – 48 units – Watts Bar 2 Inspection 5
ORBL Ha ORBL Has Significa s Significant Breadt nt Breadth h and Scope (cont’d) • Rulemakings – 14 Underway – 1 completed • Generic Correspondence – 7 Information Notices issued – 10 RIS issued – 1 Generic Letter issued – 43 RGs published 6
ORBL Ha ORBL Has Significa s Significant Breadt nt Breadth h and Scope (cont’d) • Policy Issues – Qualitative Factors (SECY-14-0087) – FOCD (SECY-14-0089) – Flooding Papers (COMSECY-14-0037 and COMSECY-15-0019) – Watts Bar 2 licensing (SECY-15- 0068) 7
Initiat Initiatives Focused on ives Focused on Enhancing Regulat Enhancing Regulatory Decision ory Decision Making Making • Initiatives – NRR needs to be better positioned as an efficient and effective regulator; using risk-informed principles while improving how we set expectations, obtain alignment, make timely decisions, and implement our plans. 8
Initiat Initiatives Focused on ives Focused on Enhancing Regulat Enhancing Regulatory Decision ory Decision Making (cont’d) • Backlog management • Technical and regulatory adequacy 9
NRR In NRR Initiatives Closely Align itiatives Closely Align with Project AIM with Project AIM • Centers of Expertise • NRR/NRO merger • Business Process Improvement 10
Regions Regions and HQ Colla and HQ Collabora boration tion to Support Safety Mission to Support Safety Mission • ROP Enhancements • Ft. Calhoun 0350 Oversight Panel – Closed in 2 nd quarter FY 15 • NOEDs – 20 processed • Lessons Learned – SONGS – Operator Licensing 11
Substa Substantial Prog ntial Progress Being ress Being Made on Decommissioning Made on Decommissioning • Status of facilities • Challenges with current regulatory infrastructure – Commission direction • Rulemaking 12
Regulat Regulatory Research ory Research Vital to Vital to ORBL Achievements ORBL Achievements • Thermo-hydraulics • Fire protection • Probabilistic flood hazard analysis • Subsequent license renewal (SLR) 13
Licensing Licensing Issues Issues Travis Tate, Branch Chief Division of Operating Reactor Licensing Office of Nuclear Reactor Regulation 14
Licensing Licensing Progr Program Assures am Assures Safe Safe and and Secure Reactor Secure Reactor Operations Operations • Licensing actions and other licensing tasks • Approximately 1550 licensing actions and other licensing tasks • Prioritized in accordance with the safety significance 15
Licensing Licensing Metr Metrics are ics are Improving Improving • Improved trend in number of completed licensing activities • One year trend improved by 4% • Two year trend remains steady 16
Aggre Aggressive Back ssive Backlog Redu log Reduction ction Strateg Strategies ies Have Been Eff Have Been Effective ective • Reassigned resources • Expanded use of contract support • Rehired annuitant program • Established stretch goal • Reinforced use of established processes 17
Backlog Backlog Trend Trend is Improvin is Improving 18
Maintain aintaining Focus ing Focus on on Key Key Behaviors that Improve Behaviors that Improve Workload Management Workload Management • Monitoring progress and effectiveness of strategies • Issued a RIS on planned licensing submittals • Improved management tools to provide projections 19
Makin Making Substan g Substantial Progr tial Progress ess on on Importan Important Li t Licensing Activities censing Activities • Decommissioning • NFPA-805 • Risk-informed regulation 20
Regulat Regulatory Proce ory Processes sses Joe Giitter, Director Division of Risk Assessment Office of Nuclear Reactor Regulation 21
Mean Meaningful Pro ingful Progress Made gress Made in in Risk Risk-Informing Regulator Informing Regulatory y Processes Processes 22
Risk Risk-Info Informed Lice rmed Licensing nsing Initiatives Will Improve Initiatives Will Improve Efficiency and Effect Efficiency and Effectiveness iveness 23
Risk In Risk Insights Help Foc sights Help Focus on us on Safety Significant Issues Safety Significant Issues 2. Change is consistent with defense-in-depth philosophy 1. Change meets current 3. Maintain regulations unless it is INTEGRATED sufficient safety explicitly related to an margins DECISIONMAKING exemption or rule change 5. Use performance- 4. Proposed increases to measurement CDF or risk are small strategies to monitor and are consistent with the Commission’s the change Safety Goal Policy Statement * RG 1.174, 11/2002 24
React Reactor Oversight or Oversight Process Process Nathan Sanfilippo, Branch Chief Division of Inspection and Regional Support Office of Nuclear Reactor Regulation 25
Seekin Seeking to Ensur g to Ensure Oversight e Oversight Decisions are Timely and Risk Decisions are Timely and Risk- Informed Informed • Commission direction to “streamline the SDP” • Must address both inspection and SDP to affect timeliness from issue discovery to final action 26
Seekin Seeking to Ensur g to Ensure Oversight e Oversight Decisions are Timely and Decisions are Timely and Risk Risk- Informed ( Informed ( cont’d ) • Analyses are targeted towards decision-making • Agency resources are aligned with risk significance • Unnecessary regulatory burden is minimized 27
Program Program Governance D Governance Drives rives Intended Intended Outcomes Outcomes • Maintain focus on safety • ROP policies and Action Matrix outcomes drive licensee actions • Staff must understand and balance processes to drive desired outcomes 28
Engine Engineering Insp ering Inspection ections Help s Help Identify Safety Issues Identify Safety Issues • Reviewed engineering inspections as part of ROP Enhancement Project • Developing pilot for revised Engineering Design Inspections • Full implementation of new inspections starting in CY 2017 29
ROP ROP Self Self-Assessment Assessment Provide Provides s Continuous Feedbac Continuous Feedback • Finalizing new process comprised of 3 major elements – Metrics to assess compliance and accountability to ROP governance – Efficacy of recent program changes – Targeted, in-depth assessments 30
Regiona Regional Perspe l Perspectives ctives Mel Gray, Branch Chief Division of Reactor Safety Region I 31
NRC Fo NRC Focus Is On Sa cus Is On Safety fety • Ensure safe operation of the nation’s nuclear power plants by effectively implementing the Reactor Oversight Process and responding to events • Inspectors are the public’s “eyes and ears” for safety and security 32
NRC Fo NRC Focus Is On cus Is On Safe Safety ty (cont’d) 33
ROP is a Mat ROP is a Mature Progra ure Program with m with Robust Feedback Robust Feedback • Operating experience • Standing counterpart interactions • Working groups 34
ROP is a Mat ROP is a Mature Progra ure Program with m with Robust Robust Feedback (cont’d) 35
ROP is a Mat ROP is a Mature Progra ure Program with m with Robust Feedback (cont’d) • Operating experience • Standing counterpart interactions • Working groups 36
Enhance Consi Enhance Consistency i stency in ROP n ROP Implementat Implementation ion • Regional differences in the number of findings of very low safety significance – “Tabletop” study completed and results analyzed – Next steps – revise procedures, implement training, monitor, and adjust 37
Regions Regions Ensurin Ensuring g Organizational Flexibility and Organizational Flexibility and Agility for Continued Success Agility for Continued Success • Maintain key technical skills • Implement strategies for a more flexible and agile organization 38
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