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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ Comprehensive document: 'Strategy of Bohunice V1 NPP Decommissioning': Was based on older document 'Bohunice V1 NPP Decommissioning Strategy Report' (2010). This 'Report' defined all steps necessary for successful end of decommissioning works in 2025 even before issuance 1 st stage decommissioning licence. New document 'Strategy of Bohunice V1 NPP Decommissioning' was elaborated and approved in 2012 and it provided a substantial improvement and enlargement of the previous 'Bohunice V1 NPP Decommissioning Strategy Report'. The document provided mainly: - comprehensive 'roadmap' of all decommissioning activities; - database of all decommissioning projects till 2025 (decommissioning completion); - logistic scheme of all projects split up according to: i) types of activities, ii) respective decommissioning phase; - logistic scheme including interfaces among projects; - identification of BIDSF projects eligible for grant allocation together with time schedule of projects` granting; - identification of 'KPI' (key performance indicators) for decommissioning projects; - chart depicting implementation phases of all projects IPBTS ('Integral Project Baseline Time Schedule'): Managerial Tool (based on 'MS Project' application) with complete database of all decommissioning projects, their time schedule (including preparatory phase, tender preparatory phase, tender phase and implementation phase). IPBTS is being updated on weekly basis. The identified decision breakpoints in that plan (technical, regulatory and financial dependencies, decision base, etc.) Main decision break-points: a) The first decision break point was early decision of Slovak republic to construct and operate the nuclear back-end cycle infrastructure, took in 1980’s and 1990’s. JAVYS thus already operates all facilities necessary for successful and complex decommissioning activities: - Interim Spent Fuel Storage, - RAW Treatment Centre, and - National repository of radioactive waste b) The second main breakpoint was establishment of National Nuclear Fund already in in 1995, which was set up to continuously collect funds for later decommissioning purposes (according to planned lifetime of nuclear powerplants). c) Selection of decommissioning alternative. Outcomes of BIDSF projects B6.1 (The V1 NPP Conceptual Decommissioning Plan) and B6.2 (The Environmental Impact Assessment Report of V1 NPP Decommissioning) resulted in selection of the 'Immediate Dismantling Option' (IDO) consisting of Decommissioning Phase 1 (2011-2014) and Phase 2 (2015-2025). 166
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ d) Speed up cooling down and transport of the spent nuclear fuel out of the facility. Calculations for early transport were thus conducted. Based on the outcomes of the calculation, transport facility container was re-licenced, which allowed earlier removal of the spent fuel. The transport of spent fuel thus took place in advance of the original schedule. e) Early strategy for treatment of future radioactive waste was prepared during shut-down of reactors, so that capacity of existing facilities was assessed. f) Feasibility study on dismantling of the Primary Circuit’s large components was performed in order to maximise effectiveness of decontamination, fragmentation and disposal process of the most critical equipment. g) Other decision break-points (criteria used for decommissioning plan elaboration): - to finalize the decommissioning process by 2025; - not to exceed cost estimate for overall decommissioning; - RAW minimalization and minimalization of the impact on the environment (resulting in modernization of existing and procurement of new Fragmentation & Decontamination facilities, selection of proper D & D methods, etc. ...); - minimalization of number of external contractors in NPP Controlled area; The time planning in that concept (What were the major set-backs in the time plans so far? What measures were taken to remove obstacles? Etc.) The major experienced set-back was lack of necessary decommissioning funding due to premature shut-down of NPP, when compared to decommissioning funding system’s set up in Slovakia and external factors (like change of legislation and following increase of mandatory steps) Apart from so far accrued resources in the Nuclear Decommissioning Fund, additional funds had to be found and established through: - BIDSF fund - additional levy on the price of electricity sold in Slovakia - V1 NPP operator’s (JAVYS’) own resources The second external factor influencing the original time schedule for implementation of decommissioning activities came in the form of new Act on Environmental Impact Assessment (the so-called EIA Act) in 2006. The new act unified Slovak legislation with our international obligations resulting from Aarhus and Espoo conventions and it provided opportunity for deeper involvement of the public into the assessment process. Next to factors stated above, the decommissioning process has not been seriously endangered by any technical set-backs and JAVYS was granted Stage 1 Decommissioning licence in July 2011, as originally scheduled. In addition, all usual set-backs caused by missing necessary nuclear back-end cycle infrastructure were not the case of V1 NPP decommissioning. This is due to long-ahead planning of Slovak Republic in terms of nuclear decommissioning. Slovakia owns and operates (through company JAVYS) the necessary nuclear back-end cycle infrastructure – RAW treatment facilities, Interims Spent Fuel Storage facility, National Repository for RAW. 167
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