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The Young Members Group works to encourage and enable all young professional members to be actively involved in the efforts and endeavors of the Society at all levels (Professional Divisions, ANS Governance, Local Sections, etc.) as they transition from the role of a student to the role of a professional. It sponsors non-technical workshops and meetings that provide professional development and networking opportunities for young professionals, collaborates with other Divisions and Groups in developing technical and non-technical content for topical and national meetings, encourages its members to participate in the activities of the Groups and Divisions that are closely related to their professional interests as well as in their local sections, introduces young members to the rules and governance structure of the Society, and nominates young professionals for awards and leadership opportunities available to members.
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2024 ANS Annual Conference
June 16–19, 2024
Las Vegas, NV|Mandalay Bay Resort and Casino
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Former Exelon CEO Chris Crane remembered for “transformational milestones”
Crane
Exelon announced that Chris Crane, the company’s former chief executive, passed away on Saturday in Chicago at the age of 65.
Crane served as the company’s president and CEO from 2012 until his retirement in December 2022. During his tenure, he steered the energy company through several transformational milestones, including the successful mergers with Constellation Energy in 2012 and Pepco Holdings in 2016, creating the largest utility business by customer count in the United States.
In 2022, with the spin-off of Constellation as the generation and retail side of energy business (with the largest U.S. nuclear fleet), Crane led the creation of a stand-alone transmission and delivery energy company.
Thomas R. Wellock
Nuclear Technology | Volume 207 | Number 9 | September 2021 | Pages 1394-1409
Technical Paper | doi.org/10.1080/00295450.2020.1826273
Articles are hosted by Taylor and Francis Online.
This paper examines the Nuclear Regulatory Commission’s (NRC’s) pursuit of social science research that could inform the oversight of nuclear power plant management. Perhaps no nuclear regulator has been as supportive of research on the intersection of organizational factors and reactor safety or as cautious in applying those findings to its regulations.
This dissonance was rooted in the NRC’s long-held conviction that it should regulate power plants not people, which conflicted with its regulatory experience after the 1979 Three Mile Island accident (TMI). Intrusive oversight of a licensee’s “business,” it was believed, would destroy its sense of ownership for safety. TMI challenged that understanding of the NRC’s role, and a series of mishaps at other plants compelled the agency to cross the line between regulation and management. The NRC’s relationship with industry became highly adversarial, and the agency turned to social scientists to help establish an objective basis to judge a licensee’s organizational culture. Behavioral experts joined plant oversight review teams and received generous funding to quantify the contribution of organizational factors to accident risk. Scores of scholars at national laboratories and a dozen universities contributed, but the NRC abandoned the research in the mid-1990s in the face of inconclusive research and industry resistance.
In need of a less controversial oversight program, the NRC abandoned direct assessment of plant management for a more quantitative approach that relied on plant performance indicators. When the 2002 Davis-Besse vessel head erosion event came perilously close to a significant loss-of-coolant accident, it raised questions about the appropriate role for the NRC in assessing a licensee’s safety culture. The NRC revised its oversight program to incorporate qualitative insights from its earlier research while still acknowledging the line between regulation and management. The NRC learned that while there were substantial cultural and technical obstacles to integrating safety culture insights with established management and regulatory practices, it was necessary to overcome them. The agency found stability in its contentious oversight program only when it made appropriate room for safety culture expertise.