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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ 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. 132
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ The cost estimates performed are based on advanced methodology and a thorough project based approach. Possible improvements that can be made are cost escalations and the consideration of risks. In respect to workforce issues Slovakia builds dominantly on experienced workers familiar with the facility. From an early stage on task communication and training was headed towards decommissioning. Training programs can be expanded and should include management training. 5.4. OVERALL EVALUATION In this chapter the results of the relevant issues are summarized using a qualitative evaluation scale from 0 ... 5, whereby 0 - means that none of the evaluated aspects was correctly identified, taken into account and implemented in planning and practice ('Nil'). 1 - means that the evaluated aspects were identified, were only in small parts taken into account and implemented, fundamental improvements are necessary ('Rudimentary'). 2 - means that the evaluated aspects were identified, less than half was taken into account and implemented, large improvements are necessary ('Widely incomplete'). 3 - means that the evaluated aspects were identified, half of them were taken into account and implemented and further improvements are necessary ('Half way through'). 4 - means that all evaluated aspects were identified, were in most cases adequately taken into account and successfully implemented, but further improvements are still possible ('Nearly perfect'). 5 - means that all evaluated aspects were identified, were in all cases adequately taken into account and were successfully implemented ('Ideal', 'Perfect'). Even though numbers are used, the evaluation results are not quantitative and are not a matter of calculation but of an overall judgment. Table 5 shows the six aspects, displays in brief the aspects that were evaluated and summarizes the results for the three countries with that scale. 133
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