Link to the study - European Parliament - Europa

Nuclear Decommissioning: Management of Costs and Risks
____________________________________________________________________________________________
decommissioning is co-financed from both national as well as international sources. The current
financial state is:
EUR 2 900 million Total cost estimate for Ignalina decommissioning up to 2000-2029.
EUR 1 130 million Already allocated EU financial support until 2014.
The internal decision process, is currently seen as an inflexible system. The procurement must be in
full compliance with all the requirements. This involves a close interaction between the decision
making and planning and of the supporting organizations/funds. Having the responsibility for the
decision-making and acknowledgement process split between several organizations, and in cases
where additional national institutions have to be involved even more organisations, hinders the
flexibility. Incompatibilities so delay decisions.
The available resources must be carefully integrated into the planning that in return depends on the
financial restrictions. The involvement of the three different financing institutions is difficult and it is
often unclear what can be financed via IIDF IP (EU) or via the national fund must be closer specified.
It is additionally asked which share costs for personnel have in the complete decommissioning
process. A 'total costs scheme', as designed and updated by the operator gives an overview on the
cost distribution between the several sectors. A rough estimate is that 1/3 accounts for personnel, 1/3
for utilities/resources and 1/3 for the decommissioning projects including contracted companies, but
excludes costs for waste management and final storage. More detailed information on cost shares
will be provided to Öko-Institute.
----------------------------------------------------------------------------------------------------------------
The personnel and competence management/responsibilities (personnel planning)
How was the personnel made familiar with the new task of decommissioning (training, task
communication, etc.)?
Which continuous measures has been introduced and set up (training on the job, internal and external
courses, etc.), which measures proved to be advantageous/disadvantageous?
Has the personnel majorly adopted their changed tasks (acceptance of the new targets, job satisfaction,
self-complacency, expert excellence)?
Do you see or encounter difficulties between internal and external workforce (with consultants, with
construction companies, on competencies, etc.)?
……………………………
The reactor unit 1 was shut down in 2004, unit 2 in 2009, and the activities changed from the
operation towards the decommissioning. The work force had to be reorganized, the personnel had to
start decommissioning activities, for this reason, the new additional tasks regarding decommissioning
activities were delivered to the training division.
The first activities towards reorganization were started in 2000 – when the Decommissioning service
– a separate unit – was set-up.
161