ignalina nuclear power plant presentation to the assembly of contributors

Transformation of INPP for decommissioning

and

Current Status of IIDSF Projects

Osvaldas ČiukšysGeneral Director

Ignalina Nuclear Power Plant


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December 31, 2009: change of INPP core

activity

INPP was acting as nuclear power plant operator.

December 31, 2009 Unit 2 reactor was shut down.

the Main INPP activity has been changed to decommissioning organization.


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Successful operation of INPP: accumulated expertise and know-how of RBMK technology –

key prequalification for successful RBMK type plant decommissioning - 1974 Preparations started for construction of INPP- 1983 Unit 1, 1987 Unit 2 commissioned- It took 11 years to build the worlds most powerful nuclear plant- Originally 4 RBMK-1500 reactors planned- ~ 6000 staff employed (1989) - In 27 years 308 bln kWh of electricity

- INPP specialists were the first to start using the enriched fuel with burnable absorber – erbium

- Unique project of Unit 1 nuclear fuel reuse in Unit 2 reactor implemented 1st time in operation history of nuclear reactors- Other unique technology improvements & modifications

Safe & Cost – Effective Decommissioning:- Transformation of INPP from operation to decommissioning

- Application of the best international practice: greater ownership & full employment of all internal resources

Values

Strategy

Mission

Tasks

Vision

VisionINPP - the company, safely and efficiently terminating its operation as a nuclear power facility, gaining and sharing its experience in decommissioning as well as turning its activitiesand (infra)structure to commercially effective and business oriented opportunities.

Mission

to pioneer safe and successful RBMK type reactor decommissioning

to develop highest level of management of: human resources, time and funds processes and projects radioactive waste

to use own staff and expertise in order to gain and achieve: experience and new skills efficiency and transparency use of skills and know-how in intn’l decom projects

to maintain certain level of social security as employer

through the whole process of decommissioning

Strategy and Tasks (1) Short term 2010 – 2013

Fast reorganization of INPP to post-operational nuclear facility aiming its main activities to full extend for decommissioning :

change of management, INPP structure, work culture and attitude maintaining the highest standards for nuclear and radiological safety

implementation of project based / Horizontal vs. Vertical / static hierarchical model for processes and projects management

revision of FDP and overall decom costs, optimization of post – operational costs and public procurement

key decom projects acceleration and completion/operational acceptance: new spent fuel and waste management facilities and storages

initiation of in-house D&D (Decontamination & Dismantling) projects: both units reactors D&D, tools management, radiological characterization etc.

retention of skilled INPP specialists, application of motivation schemes

Strategy (2) Medium to long term 2014 – 2020 – 2029

2014 – 2020: fast and safe defueling of both units into the ISFSF peak of D&D in main buildings management of big waste volumes start of both units reactors D&D gradual handover of spent fuel and r-waste storages to RATA.

2020 – 2029: environment friendly and safe end-state of both units reactors D&D fill-up of r-waste storages D&D of main buildings or their adoption to possible reuse for industrial

purposes site remediation decommissioning company reorganization to: - real estate management, - radioactive waste handling - international decom projects / other supporting entities

Safety Cost-effectiveness Transparency and responsibility Professional approach and innovation Social guarantees and openness for society

Values

Main periods for the whole decommissioning planning

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Revision of FDP / other key documents and amendments of

legislation


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Restructured management

Accou

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Asset

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Procu

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Perso

nnel

Labo

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Traini

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Centre

Info

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Centre

Decommissioning Directorate

Finance Directorate

Personnel Directorate Security

Department

DocumentManagement

Quality Assurance

Legal Group

Planning GroupAdvisory Group

General Director

Techn

ology

Dep

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Projec

t

Dep

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D&D

Dep

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Rad. S

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Dep

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Radwas

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Depar

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Further optimization of INPP management and functional structure in the course of 2010


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• Purpose– Improved cost effectiveness

“… a number of revisions that should be made to … improve the cost effectiveness of the proposed projects.”

Independent Expert Review Group Report – March 2007

In-house project strategy


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• Purpose– Improved cost effectiveness – Motivate and retain INPP’s engineering staff

“… motivation of INPP staff to rise to the professional challenges of integrated decommissioning and waste management, represents, in the view of the IERG, an important milestone in the ongoing gradual transition of the INPP operations function into an efficient Decommissioning Service business organisation.”

IERG Report – March 2007



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• Purpose– Improved cost effectiveness – Motivate and retain INPP’s engineering staff– Improve horizontal coordination of D&D planning

It was important to note the need for INPP Management to reconsider their traditional vertical thinking in favour of horizontal thinking in view of the repetitive tasks ahead.

IERG to EC – March 2007



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• Purpose– Improved cost effectiveness – Motivate and retain INPP’s engineering staff– Improve horizontal coordination of D&D planning

• Approach– Maximise own-staff involvement in project leadership/performance– Use external consultants only for specific targeted support

• Application (to date)– Radiological characterisation (replacing external project RDC.02)– Reactor D&D feasibility study (replacing external project B9-4)

* - Following the recommendations of Independent Expert Review Group Report – March 2007

Implementation of in-house projects* :


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• Purpose– Cost saving by rationalised tool procurement (esp. consumables)

“…not all of the tools and equipment specified in each project need to be available on the start of the respective decontamination and dismantling activities. The required dates for the phased availability of the tools and equipment should form part of the optimised planning process for the individual decontamination and dismantling projects and activities.”

“… a budget [has] to be established for the routine maintenance and replacement of such tools, as needed, during the whole decommissioning period”

IERG – March 2007

Tools management


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• Purpose– Cost saving by rationalised tool procurement (esp. consumables)

• Approach– ensure no duplication with existing INPP equipment– ensure no duplication between B9 projects– procure tools according to schedule of usage – encourage flexibility and economy in tool usage – price benefits of locally-sourced, larger-scale call-off contracts

• Application – Replacing all former “building-by-building” tool procurements

• B14 • B15 • B29

Introduction of tools management* :

* - Following the recommendations of Independent Expert Review Group Report – March 2007

FDP Key decommissioning dates 2004 -2016

Units Final Shutdown

Reactors defueling

Pools defuelling

Start of D&D activities

• Unit 1 – 31/12/2004• Unit 2 – 31/12/2009

• Unit 1 – 31/12/2009• Unit 2 – 28/02/2012

• Unit 1 – 31/08/2015• Unit 2 – 12/01/2016

• Unit 1 – 01/01/2010• Unit 2 – early 2012

achieved planned


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B1: Interim Spent Fuel Store Key contract data

– Signed 12 January 2005 with GNS-NUKEM consortium– Completion date:

• Original contract 04 / 06 / 2009• Current amendment 29 / 03 / 2011

– Contract price:• Original contract 171,487,079.00 EUR• Current amendment 193,492,261.97 EUR

Contract amendment signed May 2009 – intended to resolve commercial issues and establish new fixed schedule

Outcome (1 year later):– Further schedule slippage: 8 months

– Completion July 2011: estimated , slippages – Further claims anticipated regarding damaged fuel– No satisfactory recovery/mitigation plan from NUKEM

+ 22 months

+ 22 MEUR (approx)

19 - 06 - 2010B1

Assessment of maintenance costs is made on the basis of EWN (Germany) calculations in the context of “Decommissioning Project for INPP Unit 2 Final Shutdown and Defuelling Phase” (Project U2DP0).

ANALYSIS OF THE IMPACT OF ISFSF COMMISSIONING DELAY (PROJECT В1) ON THE GENERAL DECOMMISSIONING PROCESS

Delay amounts to 32 months according to estimated date of completion

Due to the fuel in the reactor no reduction in safety level and safety systems maintenance costs

Next safety systems reduction is possible when fuel removed from pools

Further increase of the costs because of likely further slippages

INPP post-shutdown maintenance costs greatly depend on keeping the fuel in the Units’ reactors and pools:


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B2/3/4: Radwaste facilitiesB2: Waste retrieval and sorting / 3: Waste management / B4: Waste storage

Key contract data:

– Contract signed 30 November 2005 with NUKEM– Completion date

• Original contract 28 / 11 / 2009• Current forecast + 49 months delay (estimated)

– Contract price• Original contract 120,065,781 EUR• Current contract 122,936,810 EUR• Current claims approx. 70 MEUR

Current status

• B2: No on-site activities at INPP• B3/4: Concrete base laid but no further progress• INPP and NUKEM explores possibility to reach

Global Settlement on unsolved commercial issues

17 – 06 - 2010B34


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Resolution of B1/2/3/4 issues

Observations - Performance of NUKEM is unsatisfactory

• unjustified claims• failure to provide information in a timely manner

More proactive approach of INPP- engaging strong legal support team to contest NUKEM claims- calculation of INPP extra costs due to NUKEM delays- keeping key stakeholders (MoE, EC, EBRD) informed of progress in

INPP/NUKEM relations and negotiations

- Contracts create additional complications due to use of Eglish law for contract activities conducted in Lithuania

UP – 01 Project: D&D of Units 1 & 2 reactor shafts:

initiated as in-house project cost saving of the whole process: project B9-4 transformed to feasibility study on D&D of both units reactors started in- house

enables to use INPP staff expertise and develop know-how

special working group created

program of milestones and priorities set up

involvement of different research/ scientific institutions and contractors

cooperation with IAEA in project on Carbonwaste and graphite handling

Key Decommissioning Project

R1

R3

R2

Ministry of Energy of the Republic of Lithuania

Thank you / Ačiū

Ignalina International Decommissioning Support Fund

Republic of Lithuania

ignalina nuclear power plant presentation to the assembly of contributors

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