Link to the study - European Parliament - Europa

Policy Department D: Budgetary Affairs
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The regulatory process in Lithuania is described as being of no risk. No significant barriers have
been identified. The regular updates of the FDP every three years, to be approved by the
regulator, should be accompanied by a project-oriented approval procedure more oriented on
the necessary steps and their planning and execution process and a close regulatory supervision
by site inspector(s) during execution.
In respect of the quality of cost estimates major improvements of the applied methodology are
achieved. The recent cost estimates are state-of-the-art and reflect best available knowledge,
cost escalation as well as a risk estimate.
Workforce issues are well recognized in Lithuania. The re-structuring is well advanced, but not
finalized. The trend to use as much as possible own workforce, accompanied by training, is
positive, but still requires additional efforts to cover not only the more 'non- or low radioactive'
work steps.
5.3. SLOVAKIA
The following applies to Slovakia:
The national framework is partially incomplete in respect to the funds required for
decommissioning. The currently allocated funds, including the BIDSF support, cover the
decommissioning costs only partially. The main reason for that is that during operation of the
reactors no build-up of funds was established and a fund arrangement was only established in
2006. Prior to that, during the reactor’s operating time, no arrangement was made even though
required from at least 1999 23 (IAEA 1999) on until their shutdown in 2006 resp. 2008. Further
external support to assist Slovakia in filling that gap is necessary and recommendable, but
should not exceed limits where Slovakia’s own efforts are reduced.
The established national structures to design, control and steer the managing organisation are
strong, but weakened by the external PMU organisational design. In order to strengthen those
national control structures Slovakia should integrate the PMU into its responsible managing
organisation and should negotiate with the EC on a joint supervision over the decommissioning
section of its managing organisation.
The managing organisation’s responsibilities for operational decisions is well developed but
can still be strengthened by the integration of the PMU unit into the decommissioning section of
the responsible managing organisation. The managing organisation is already structured and
self-sufficient enough to handle this additional responsibility so that such a step is associated
with only a small risk for failures.
In respect to project and risk management the managing organisation is far developed and
seeks close interaction with advanced organisations. These efforts can be further strengthened
by integration of the PMU to get a full integration of all operational issues.
The regulatory approach of the managing organisation is successful; it already received its
decommissioning license for stage 1. Potential improvements are to integrate the following
stages by a general license, covering all following stages, accompanied by project-oriented
approval procedures for sub-projects.
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