ESTABLISHING THE OWNER/OPERATOR BASES … THE OWNER/OPERATOR BASES FOR A ROADMAP IAEA TM on Topical...

ESTABLISHING THE OWNER/OPERATOR

BASES FOR A ROADMAP

IAEA TM on

Topical Issues in the Development of Nuclear Power

Infrastructure

Henri PELINEDF – Nuclear Generation Division – International Affairs6 February 2014

CONTENTS

1. RESPONSIBILITIES OF THE OWNER/OPERATOR

2. OWNER/OPERATOR ATTRIBUTES

3. BASES FOR A OWNER/OPERATOR ROADMAP (FROM DEVELOPMENT TO OPERATION)

4. HR DEVELOPMENT & TRAINING CAPACITIES

2 | EDF | Henri Pelin | 6 February 2014

1. RESPONSIBILITIES OF THE OWNER/OPERATOR


Ready to make a knowledgeable

commitment to a nuclear programme

Milestone 1

Ready to invite bids or ready to choose a

technology for the first nuclear power plant

Milestone 2

Ready to commission and operate the first

nuclear power plant

Milestone 3

Considerations before a decision to launch a nuclear power programme is taken

Phase 1Preparatory work for the construction of a nuclear power plant after a policy decision has been taken

Phase 2

Activities to implement a first nuclear power plant

Phase 3

OPERATION

Contribution to the Pre-feasibility study by

Owner/Operator

Identification of potential sites

HRD preliminary evaluation

Grid evaluation

Financing

Evaluation of different technologies

Preliminary risks matrix

Preparation of stakeholder involvement

O/O nuclear safety principle definition

O/O participation to discussion on legislative & regulatory framework (licensing, permitting, etc.)

Knowledge of national and international

commitments associated to nuclear fuel

Definition of the business model

Definition of the industrial model

O/O cost-revenues consolidation process

Stakeholder Involvement and public consultation

Site selection & characterization + Site License

application

PSAR

Implementing licensing and permitting schedule

Pre-licensing process (design, application, site)

Environmental impact assessment (EIA)

O/O emergency preparedness approach

O/0 IMS development

RESPONSIBILITIES OF THE OWNER / OPERATOR (BASED ON EDF’S EXPERIENCE)

In line with the IAEA Milestones, an increasing rol e from as early as phase 1

Owner/Operator staffingramp up

O/O discussion with debt investors and ECAs

O/O: discussion/negotiation with government on

revenue scheme support & state incentive

RP and env. policy monitoring and protection

programme definition and implementation

NPP-grid Connection Agreement negotiation with TSO

NNP to grid connection construction

O/O HRD programme for construction (incl. job description, job volume, required training, etc.)

Recruitment + training of construction team

O/O HRD programme for operation ( incl. job description, job volume, required training,

partnership with other nuc. operators, etc.)

Fuel supply agreement negociation with vendors

O/O -vendors preliminary and final negotiations

(construction)

Final construction contract signed with FNTP

(Final Notice To Proceed)

Construction land operation license application

Operation license application

Construction workstconstruction


OPERATION

Vendor & suppliers

Financial institutions

Nuclear regulator

Public

RESPONSIBILITIES OF THE OWNER / OPERATORDevelop and implement a nuclear model + manage inte rfaces

National &local authorities


STRUCTURE THE ACTIVITIES – “EDF Nuclear Performance M odel – eNPM”


First Fuel on SiteGenCo set-up

Vision and Strategy

Pre-ProjectProject

Development Commercial operation Decommissioning

Management and Leadership

Nuclear Safety, Radiation Protection, and Emergency Plan

Legal and Regulatory Framework

Pre-operation and Operation

Competent Workforce

Supply Chain and Procurement

Finance and Sales

Industrial Risks

Fuel Cycle

Construction & commissioning

M1 Knowledgeablecommitment

M2 Ready to invite bids M3 Ready to commission & operate

Final Investment Decision Ready to operate COD

Licensing and Permitting

Design and Configuration Management

Civil works and plant construction

Public Acceptance and Stakeholders Involvement

Environmental Protection

First Concrete DateDevCo set-up

Siting

Ready to choose

A technology

PHASE 2

Radioactive waste management

Electrical grid

PHASE 1 PHASE 3

EDF

milestones

AIEA

milestones

2. OWNER/OPERATOR ATTRIBUTES


THE OWNER/OPERATOR ATTRIBUTES

The owner must have the capability to be a “knowledgeable cus tomer” to manage andexecute its responsibilities (in line with the IAEA recomme ndations)

– Having the in-house capabilities to establish technical and commercial requirements andto supervise and control the purchased products, goods and services throughout thedelivery processes (manufacturing, construction, commissioning and acceptance tests)in compliance with requirements.

– Having the in-house expertise to dialogue and interface with the regulatory bodies, inparticular the Nuclear Regulatory Authority.

The owner must be a strong owner/operator with appropriate r esources

– Having in-house expertise from the start of the program.

– Having a large capability to train the staff to operate in full compliance with rules andregulations and submit to internal and external inspections.

The owner’s activities vary according to the industrial sch eme selected, but in all casestakes on all the responsibilities as licensee

– This is true regardless of the contractual scheme: BOO, EPC contract, outsourcing ofsome activities to technical support organizations and other external entities, etc.

Experience in management and operation of fossil/hydro plants is an asset for the development of the project : managers and staff already have industrial and safety know-how


IN-HOUSE CAPABILITIES REQUIRED TO GET A STRONG OWNE R/OPERATOR Illustration with EDF case

Nuclear safety

– Nuclear safety oversight

Operation

– Main control room operation– Blocking management– Field operation

Outages

– Outage project management– Contractors surveillance

Nuclear security

– Site protection control room

Fuel

– Refueling activities

Chemistry monitoring

Human resources development

Non destructive tests

– Reactor vessel weld NDT (Areva)– Rod cluster control assembly guides tubes

NDT (Intercontrole)

Nuclear systems

– Containment penetration repairs (Areva)– Steam generator replacement (Areva)

Electrical systems

– Transformer poles replacement (Siemens)– 6.6 kV breakers maintenance

(SCHNEIDER)

Rotating machine

– Turbo-generator maintenance (ALSTOM)

Instrumentation & Control

– Automatic chemical monitoring and control device maintenance (ELTA)

SUB-CONTRACTEDNOT SUB-CONTRACTED BY EDF


3. BASES FOR A OWNER/OPERATOR ROADMAP

(from development to operation)


BASES FOR A ROADMAP

1 – Define the structure of the project and setting up its phas es� Identify the milestones, the deliverables and the responsibilities of the owner/operator

at each phase

� Define the activities, the necessary skills and the interfaces for each phase

2 – Define the organizational structure for each phase + HR De velopmentplan

� With the associated staffing in number and in skills

� Identify and implement enough in advance the training required for the skills

First Fuel on SiteGenCo set-up

Pre-ProjectProject

Development Commercial operation DecommissioningConstruction & commissioning

M1 Knowledgeablecommitment

M2 Ready to invite bids M3 Ready to commission & operate

Final Investment Decision Ready to operate COD

First Concrete DateDevCo set-up Ready to choose

A technology

PHASE 2PHASE 1 PHASE 3

MilestonesEDF

MilestonesAIEA

| EDF | Henri Pelin | 6 February 201411

STRUCTURE THE ORGANISATION : Example of an owner/operator company – 1 nuclear sit e / 1 corporate level

Corporate Organization Chart

Site Organization Chart


4. HR DEVELOPMENT& TRAINING CAPACITIES


HR NEEDSExample 1: A Knowledgeable Customer starts with the set-up of a strong engineering team for construction and commissioning

Staff ramp-up for the construction of 2 units

Overall staffing ramp-up based on FCD (First Concrete Date)Overall staffing ramp-up based on FCD (First Concrete Date)

Breakdown of engineering staff by level at FCDBreakdown of engineering staff by level at FCD

0

20

40

60

80

100

120

140

160

FC

D-5

FC

D-4

FC

D-3

FC

D-2

FC

D-1

FC

D

FC

D+

1

FC

D+

2

FC

D+

3

FC

D+

4

FC

D+

5

FC

D+

6

Factory Surveillance Oversight

Owner Site Construction

Team

Owner Construction Team

Procurement & Contract

Team

Engineering & Technical Team

Project Control

Project management

8%

20%

72%

Top

Managers

Managers

Engineers

Recommendations :

prepare owner’s competencies to be

involved from the beginning in the definition

of the contract’s specification

(Knowledgeable Customer)

First priorities :

- N-4 to N-3 : set-up project organization, define industrial

scheme, select the technology, award engineering, long

lead-items and site preparation contracts

- N-3 to N-2 : licensing, project specific design, preparatory

works

- N : beginning of construction

Senior


Pre-Project Project Development

Commercial operation DecommissioningConstruction & commissioning

Plant

staffing

Startup

typical

ramp up

Plant Staffing

Plant senior management

set up

Operation model setup

Final Investment Decision

Commercial Operation Date

Anticipated recruitment

Massive recruitment begins: 1/3 per year

Implementing operation & maintenance processes

Fuel Loading

HR NEEDS: STRONG OWNER/OPERATOR RECRUITS AND TRAINS MASSIVELY IN PHASE 3 Example 2: Ramping up the operations’ team

Recommendations:

Recruit and train senior management from N-4

Involve some key O&M staff in the project

management

Begin training of first operators and simulators

instructors in N-2

First priorities:

– N-4 to N-3 : set-up the organization, recruit key people and second them to

power plants for on-the-job training

– N-3 to N-2 : Recruitment of operation staff and simulators instructors for training

– From N: in-depth training, drafting procedures, NPP equipment and systems

gradually take over


Pre-Project Project Development

Commercial operation DecommissioningConstruction & commissioning

FIRST STEPS FOR HR DEVELOPMENTTraining

Build a critical mass of nuclear competences in the future owner/operator organization

Nuclear leadership academy: tailor-made education p rograms for owner/operator’s senior management

– For senior managers part-time, consisting in semina rs, long-term immersion in nuclear units, tailor-ma de training on simulators, training suitable to manage rs of NPP, etc.

– Duration between 6 to 9 months

Specific training for O&M and engineering managers of the future owner/operator

– Immersion within experienced operating teams

– Technical training programs, followed by on-the-job training in nuclear units

– Duration between 2 to 3 years

« Train the technical trainers » for technical and voc ational schools– Phase 1: Acquire an understanding of nuclear work e nvironment. Hands-on training on industrial facilit ies

– Phase 2: Develop specific nuclear knowledge and ski lls (Qualification)

– Phase 3: Develop training courses and capabilities (Systematic Approach to Training)

Design the nuclear competences development system a round local training infrastructures

– Support to design and implementation of the nuclear training infrastructure

– Define facilities and equipment

– Set up the organization and processes

– Define the qualification system

– Establish the training programs


For technical competencies such as mechanical, elec trical, engineering, project management, civil engineering, etc.

– Candidates with same competencies coming from other industry sectors

– Young graduates from engineer schools

– Young technicians with bachelor degree

For jobs related to nuclear operation process

– Candidates with experience in thermal power plant operation

– Candidates with experience in chemical/petro-chemical plant operation

– Young graduates from engineer schools

– Technicians with bachelor degree

Training program examples

From 59 to 77 weeks training program (total duration around 3 years)

EDF Engineering nuclear program

From 5 to 18 weeks training program (total duration around 18 months)

EDF NUCLEAR FLEET RECRUITMENT PROFILES


MCR Operator Training program

CONCLUSION

– An involvement of the Owner/Operator as early as phase 1 of theproject is a key success factor.

– Knowledgeable Customer : A step-by-step approach for a smoothand efficient staffing ramp-up is the best way to prepare theowner/operator to become a KC.

– Contractual arrangements : A pragmatic approach is recommendedtaking into account local industrial capabilities and the potentialpartnerships with experienced utilities and suppliers in order to builda strong owner/operator.

– Education and training : The early development of nationalcapabilities is key for the successful development of the nuclearproject.


ANNOUNCEMENT

4th quarter of 2014 or 1 st quarter of 2015

France is ready to host an IAEA TM on the role and responsibilities of the future owner/operator

Seminar and on-site technical tours

Challenge : For the IAEA to have the participation of embarkingcountries NEPIO and future owner/operators


THANK YOU

ESTABLISHING THE OWNER/OPERATOR BASES … THE OWNER/OPERATOR BASES FOR A ROADMAP IAEA TM on Topical...

Documents

Transcript of ESTABLISHING THE OWNER/OPERATOR BASES … THE OWNER/OPERATOR BASES FOR A ROADMAP IAEA TM on Topical...