14 1115 - ls - sfen ensta paris presentation ls english vers ind … · 2020. 4. 17. · october,...

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Laurent STRICKERChairman of WANOOctober, 14 2010ENSTA, Paris

SFEN Young GenerationFirst & second Generation Reactors

“Feedback on 50 years of

nuclear reactor operation”

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Introductory RemarkNuclear Safety Responsibility

Support :

WANO&

INPO JANTI CAEA …

1st Responsible :

Operator

Control :

National Safety Authority

IAEA Euratom …

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SFEN Young generation

WANO ORGANISATIONWANO ORGANISATIONWANO PROGRAMMESWANO PROGRAMMESEXPERIENCE FEEDBACKEXPERIENCE FEEDBACKWANO CHALLENGESWANO CHALLENGES

WANO MISSIONWANO MISSION

CONCLUSIONCONCLUSION

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1979 : TMI INPOKey factors :- CEO engagement- Focus on nuclear safety- Support from the nuclear industry- Accountability- Independence

WANO MissionImportance of Experience Feedback to prevent accidents

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1986 : Chernobyl WANOAfter the 1986 Chernobyl accident, the world’s nuclear operators realised that an event at one plant impacted every plant and that international cooperation was needed to ensure such an accident could never happen again.

WANO MissionImportance of Experience Feedback to prevent accidents

WANO was formed in May 1989. Today, every nuclear operator in the world is a member.

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WANO ORGANISATIONWANO ORGANISATIONWANO PROGRAMMESWANO PROGRAMMES

EXPERIENCE FEEDBACKEXPERIENCE FEEDBACK

WANO CHALLENGESWANO CHALLENGES




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WANO ORGANISATIONNuclear Industry

WANO ORGANISATIONWANO ORGANISATIONNuclear IndustryNuclear Industry

Current WANO membershipThirty-one countries (or areas)Company Members : 100Nuclear stations – 210Operating nuclear units – 436

Changes to the Industry 57 new units under construction 60+ countries have announced interest in nuclear

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WANO ORGANISATIONGeographical distribution

WANO ORGANISATIONWANO ORGANISATIONGeographical distributionGeographical distribution

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* Regional Centres are responsible to their respective Regional Governing Boards for the delivery of high-quality activities within their regions.

** Regional Centres are responsible to the London office for implementing policies and programmes set forth by WANO’s Main Governing Board.

*** Each Regional Governing Board is represented in the WANO Governing Board

ELT Executive Leadership Team (WANO Managing Director + Regional Centre Directors)

General Assembly(1 member per company or

organization)

WANO Governing Board(Chairman+12 Governors+President)

WANO LondonOffice

Atlanta Regional Centre

Paris Regional Centre

Tokyo Regional Centre

Moscow Regional Centre

Moscow CentreRegional

Governing Board

Paris CentreRegional

Governing Board

Atlanta CentreRegional

Governing Board

Tokyo CentreRegional

Governing Board

* ** *

**

******

ELT

WANO ORGANISATIONStructure

WANO ORGANISATIONWANO ORGANISATIONStructureStructure

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WANO ORGANISATIONGoverning Board

ChairmanL. Stricker

PresidentHE Yu

Most InfluentialUtility in Region

W.A.C W.P.C W.M.C W.T.C

Regional Chairman

CEO Nominatedby Region

J. Ellis H. Proglio S. Obozov M. Shimuzu

D. Hawthorne J. Bongers I. Pnacek Jong Shin Kim

Managing DirectorGeorge Felgate

Company SecretaryBob Cockrell

SK JainG. Gates B. Guthoff Y Nedashkovsky

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WANO ORGANISATIONWANO ORGANISATION

WANO PROGRAMMESWANO PROGRAMMESEXPERIENCE FEEDBACKEXPERIENCE FEEDBACK





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WANO PROGRAMMES

Operating ExperienceOperating Experience

Peer ReviewsPeer Reviews

Technical development, Technical development, Support Support and Exchanges and Exchanges

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The programmes work together to drive continuous performance improvement

PEER REVIEW

ACTION PLAN

FOLLOW UP

ACTION PLAN

OPERATINGEXPERIENCE

PERFORMANCE INDICATORS

TECHNICALSUPPORT MISSIONS

WORKSHOPS/ SEMINARS, TRAINING

TECHNICALSUPPORT MISSIONS

WORKSHOPS/ SEMINARS, TRAINING

WANO PROGRAMMES

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WANO PROGRAMMESOperating Experience Programme

WANO PROGRAMMESWANO PROGRAMMESOperating Experience ProgrammeOperating Experience Programme

The objectives are: to report events promptly with a plant analysis

valuable to WANO members Alert members to events so they can take actions

to prevent similar events at their own plants Using operating experience is a proven method to

improve plant performance by applying the applicable lessons learned from past events

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Number of Event Reports0

167

167

171 338174 512

254

766

321

1087

470

1557

936

2493

1080

3573

1110

4683

1140

0

1000

2000

3000

4000

5000

6000

1 2 3 4 5 6 7 8 9 1000 01 02 03 04 05 06 07 08 09

WANO PROGRAMMESOE: Events Reported to WANO (2000-2009)

WANO PROGRAMMESWANO PROGRAMMESOE: Events Reported to WANO (2000OE: Events Reported to WANO (2000--2009)2009)

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SER – an analysis of significant events to identify and communicate the lessons learned

SERs contain: Event description Causes Analysis Lessons learned ‘Prevent events’

Training presentation also provided on members’ web site

There are currently 33 WANO SERs dating back to 1999

WANO PROGRAMMESSignificant Event Reports

WANO PROGRAMMESWANO PROGRAMMESSignificant Event ReportsSignificant Event Reports

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WANO PROGRAMMESSignificant Operating Experience Reports

WANO PROGRAMMESWANO PROGRAMMESSignificant Operating Experience ReportsSignificant Operating Experience Reports

SOER – written to address significant events or trends, including recommendations requiring WANO members to identify and implement appropriate corrective actions

There are currently 12 WANO SOERs dating back to 1998

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SOER 2010-1 (Shutdown Safety)SOER 2008-1 (Rigging, Lifting and Material Handling)SOER 2007-2 (Intake Cooling Water Blockage)SOER 2007-1 (Reactivity Management)SOER 2004-1 (Managing Core Design Changes)SOER 2003-2 (Reactor Pressure Vessel Head Degradation at Davis-Besse NPS)SOER 2003-1 (Power Transformer Reliability)SOER 2002-2 (Emergency Power Reliability)SOER 2002-1 (Severe Weather)SOER 2001-1 (Unplanned Radiation Exposures)SOER 1999-1 (Loss of Grid) inc 2004 AddendumSOER 1998-1 (Safety systems status control)

WANO PROGRAMMESSignificant Operating Experience Reports

WANO PROGRAMMESWANO PROGRAMMESSignificant Operating Experience ReportsSignificant Operating Experience Reports

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Created in 2006, the CEO updates describe important events and trends that utility CEOs are encouraged to discuss with their nuclear executives and oversight organisations.

9 CEO Updates were issued :

• Use of Industry Operating Experience• Rigging, lifting and material handling• Control of high risk outage activities• Reactivity management • Flow accelerated corrosion• Importance of control rods• Transformer failures• Intake cooling water blockage• Availability of emergency AC power

WANO PROGRAMMESCEO Updates

WANO PROGRAMMESWANO PROGRAMMESCEO UpdatesCEO Updates

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JIT briefings – help planners, workers and supervisors apply lessons learnedfor specific plant activities Each JIT includes 3-4 events Frequent or common causes are

discussed Open questions are provided

to the workers for them to consider what defences are available

JIT reports are specifically designedfor use during pre-job briefings Over 200 JIT reports available

WANO PROGRAMMESJust in Time Operating Experience Reports

WANO PROGRAMMESWANO PROGRAMMESJust in Time Operating Experience ReportsJust in Time Operating Experience Reports

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WANO PROGRAMMES



Technical development, Technical development, Support Support and exchanges and exchanges

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The purpose of a WANO Peer Review is to compare the operational performance of a station to standards of excellence through an in-depth, objective review by an independent team

WANO Peer Reviews are performance-based and ask the question, ‘How can this be done better?’

WANO PROGRAMMESPeer Review

WANO PROGRAMMESWANO PROGRAMMESPeer ReviewPeer Review

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The functional areas of Peer Reviews are: Organisation and administration Operations Maintenance Engineering support Radiological protection Operating experience Chemistry Training and qualification Fire protection

Each peer review includes at least one industry peer from each Regional Centre



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Safety culture Human performance Self evaluation Industrial safety Plant status & configuration

control Work management Equipment performance and

condition

The cross-functional areas of Peer Reviews are:



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WANO PROGRAMMESPeer Reviews (1992 – 2009)

WANO PROGRAMMESWANO PROGRAMMESPeer Reviews (1992 Peer Reviews (1992 –– 2009)2009)

04 44 87 159 24

14 3824

6222

84

25109

28

137

25

162

22

184

28

212

36

248

30

278

36

314

42

356

27

383

37

0

50

100

150

200

250

300

350

400

450

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 1892 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09

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Station Peer Review Six-year frequency by full team to assess performance

Pre-startup Peer Review: Conducted either by WANO or IAEA prior to startup to

assess startup readiness

Corporate Peer Review To assess effectiveness of management and corporate

support



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Pre Start-Up Peer Review :60 reactors under constructionDedicated Pre Start-Up Team (French Team leader)

Look at everything needed to operate safely at the beginning of commercial operation

Review the important transition from a construction culture to an operating plant with nuclear safety the top priority

WANO PROGRAMMESPre - Startup Peer Review

WANO PROGRAMMESWANO PROGRAMMESPre Pre -- StartupStartup Peer ReviewPeer Review

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How does the Head of the Company : develop a strong nuclear safety

culture ? set vision, goals, objectives ? provide resources, including human,

financial, engineering, etc. ? exercise nuclear oversight ?

British Energy, Ontario Hydro, EDF, TEPCO,EOn, Rosenergoatom, Slovenske Elektrarne

WANO PROGRAMMESCorporate Peer Review

WANO PROGRAMMESWANO PROGRAMMESCorporate Peer ReviewCorporate Peer Review

A corporate peer review takes a critical look at the interactions between the plant and its corporate organisation and how they impact performance and reliability

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WANO PROGRAMMES



Technical development, Technical development, Support Support and exchangesand exchanges

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Information exchange forum,

Specific activities including workshops, seminars, expert meetings and training courses,

Technical Support Missions,

Supporting documents, …

WANO PROGRAMMESTechnical development, support and exchanges

WANO PROGRAMMESWANO PROGRAMMESTechnical development, support and exchangesTechnical development, support and exchanges

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Number of TSM

029

2943

7249 121

7419581

276

97373

126

499

147

646

168

814

217

1031

184

0

200

400

600

800

1000

1200

1400

1 2 3 4 5 6 7 8 9 10 1199 00 01 02 03 04 05 06 07 08 09

WANO PROGRAMMESTechnical development, support and exchanges

WANO PROGRAMMESWANO PROGRAMMESTechnical development, support and exchangesTechnical development, support and exchanges

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WANO PROGRAMMESWANO PROGRAMMES

EXPERIENCE FEEDBACKEXPERIENCE FEEDBACKWANO CHALLENGESWANO CHALLENGES




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EXPERIENCE FEEDBACK Health of Nuclear Safety

No Chernobyl-like accident Trend in performance Safety culture is widely discussed Transparency – reporting of operating

experience International benchmarking Margin management Improved investigative techniques Corporate peer reviews

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EXPERIENCE FEEDBACKPast Nuclear accidents

29 September, 1957USSR – Siberia - Mayak

Pyroradiological explosion - 75 tonnes TNT equivalent(INES level 6)

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7 October, 1957U.K.

Partial Fuel damage at Windscale(INES level 7)


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22 February, 1977Bohunice - Czechoslovakia

Partial core meltdown of 150 MWe experimental reactor(INES : level 4)


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28 March, 1979Three miles Island - USAPartial core meltdown

(INES : level 5)


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13 March, 1980Saint-Laurent des Eaux - France

Partial meltdown of fuel elements(INES : level 4)


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26 April, 1986Chernobyl - USSR

Nuclear core explosion(INES : level 7)


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24 November, 1989Greifswald unit 5 – East Germany

10 fuel element damage, 24 days after commercial operation


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21 September 2001Toulouse - FranceAZF (30 deaths)

EXPERIENCE FEEDBACKNon Nuclear accidents

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15 December, 2005Taum Sauk damMissouri - USA


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17 August, 2009Sayano-Shushenskaya

Dam – Russia(75 deaths)


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7 February, 2010Gas electrical generation plant

Kleen Energy, MiddletownConnecticut – USA


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July, August 2010BP DEEPWATER HORIZON

OIL SPILLMexican Gulf, USA


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4 October 2010Toxic Red Mud Spill from Aluminum Plant

Hungary


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EXPERIENCE FEEDBACK Health of Nuclear Safety

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EXPERIENCE FEEDBACKTrend in Performance

Unit Capability Factor

72

74

76

78

80

82

84

86

88

90

1990 1995 2000 2004 2005 2006 2007 2008 2009

Year

Perc

ent

Unplanned Automatic Scrams per 7,000 Critical Hours

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

2

1990 1995 2000 2004 2005 2006 2007 2008 2009

Year

Scra

ms

Unplanned Capability Loss Factor

0

0.5

1

1.5

2

2.5

3

3.5

4

1990 1995 2000 2004 2005 2006 2007 2008 2009

Percent

Yea

r

50



EXPERIENCE FEEDBACKHealth of Nuclear Safety

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EXPERIENCE FEEDBACKTransparency – OE : Nuclear incidents

- Loss of Primary circuit pressure - Criticity- Loss of electric grid- Hydrogen explosion- Loss of safety functions : reactivity, cooling.

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18 June, 1999Shika, Japan

During an outage, the control rods were pulled up making the reactor critical while the containment and the reactor pressure vessel were open.


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7 March, 2002Davis Besse, USA

2002 : Reactor pressure vessel head corrosionUndetected leak of boric acid in control rod drive mechanism. Problem was discovered by ultrasonic inspection when the metal layer was only few mm thick. (cavity of 15 cm wide in RPV)It could have occurred a LOCA of 5 inches.

In 2010, lack of in-depth periodic ultra-sonic controls led to discover new cross-over cracks and leakages.


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10 April, 2003Paks, Hungary(INES level 3)

Inadequate cooling of the fuel elements, which were heated due to the radioactive decay of short-lived fission products. These were kept cool by water circulated by a submerged water pump. The incident led to 30 fuel element cladding broken

The Cleaning vessellocated in the pit

water level


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EXPERIENCE FEEDBACKTransparency – OE : Barriers to Using Operating Experience

Language barrier

Our technology is different, therefore the event does not apply to us

Cultural – we would never operate that way

Workload – other higher priority work

Leadership does not place high value on the use of operating experience

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experience International benchmarking Margin management Improved investigative techniques

EXPERIENCE FEEDBACKHealth of Nuclear Safety

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WANO CHALLENGESChallenges to Nuclear Safety

Dramatic growth in our industry Ageing of the current fleet Complacency Shutdown safety Reporting / use of operating experience Workforce experience

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WANO CHALLENGESWhat can operators do?

When an event occurs, what questions do you, should you ask as engineers, leaders or experts?

What is the root cause? Was there operating experience available that

could have prevented this event? If so, why wasn’t OE used?

Does this event need to be shared with the nuclear community?

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No nuclear safety issue should remain if the solution exists elsewhere

in the World

WANO CHALLENGESWhat can operators do?

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If we do not use operating experience, we are destined to repeat events : Use OE

Transparency is fundamental in nuclear safety We are only as strong as our weakest link –

“hostages of one another” One single accident anywhere in the world may

jeopardise the whole nuclear industry. The transfer of operating experience to the next

generation of operators represents one of the greatest challenges we face

WANO CHALLENGESTake-Aways

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An individual responsibility

but also …

A collective responsibility

CONCLUSIONNuclear Responsibility

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World Association of Nuclear Operators

Thank you for your attention

Don’t forget to visit our website :www.wano.info

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Member ObligationsMember Obligations

“Accept their individual responsibility for nuclear safety, and accept their collective responsibility”

Actively participate in the governance of WANO Safeguard WANO confidential information Support WANO with membership fees and human resources Host peer reviews and technical support missions (TSMs) Share operating (and construction) experience Provide “experts” for workshops, seminars, other member’s

peer reviews and TSMs Strive for EXCELLENCE in all aspects of plant operation Take timely action to correct performance weaknesses

14 1115 - ls - sfen ensta paris presentation ls english vers ind … · 2020. 4. 17. · october,...

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