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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ Which experiences were made with financial risks (What were the reasons for serious underestimates in the past? What influences your cost structure mostly (personnel costs, external cost factors, etc.)? In all performed cost estimations, main risk factors were considered those that were applicable according to the methodology chosen for the given cost estimate. However, all knowledge gathered from our discussions at international forums or publications issued by IAEA, OECD-NEA or EC were reflected. Thus, JAVYS was able to avoid any significant systematic underestimates. The main identified reason for increase in cost estimation throughout the time is general continuous improvement of costing methodologies through their deeper specification, based on the world-wide increase of understanding the decommissioning needs and definition. This is why the first cost estimate was prepared by Energiewerke Nord – a German company known for its decommissioning experience and it provided a basic general comparison between assessed decommissioning options, necessary for responsible selection of one. Current cost estimate has been calculated based on most recent International Structure of Decommissioning Costing, jointly issued by IAEA, OECD-NEA and EC and the calculated costs for both units of V1 NPP are well in limits set by different calculations ('EON and RWE estimate individual projects may cost as much as 750 million euros to 1 billion euros' per unit (Nicola 2013)), or direct experience (e.g. NPP Greifswald). Another general factor raising the overall decommissioning cost estimate is also the fact that JAVYS decommissions only two VVER type reactors, which are both included in one decommissioning project (V1 NPP). This is the result of basic economic rule – doing a one-time only work is more expensive if compared to large scale industrial approach. The main factor causing not an underestimation of a cost estimate, but a system failure to gather sufficient future decommissioning financing was premature shut down of V1 NPP. This decision lead to shortage of planned decommissioning resources accumulated in the National nuclear fund at the moment of V1 NPP shut down. After necessary system’s adjustments on national and international level, the decommissioning financing is now secured through: 1) Existing Slovak resources: - National Nuclear Fund - JAVYS’ own resources 2) BIDSF fund, established as solidary fund of EU in respect of remediation for its previous requirement for shut down of V1 NPP, 3) Systematic approach of Slovak legislation imposing a special levy on price of electricity sold in Slovakia (EUR 3 per 1 MWh) that is being collected from all end-users since 2011 to make up for shortage in decommissioning funding due to premature shutdown. 170
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ The personnel and competence management/responsibilities (personnel planning) How was the personnel made familiar with the new task of decommissioning (training, task communication, etc.)? JAVYS has been continuously providing extensive trainings for its decommissioning personnel by both on-site and off-site trainings long before issuance of the Decommissioning licence. The most important base stone training for decommissioning was extensive 12 weeks mandatory training, required by law for all decommissioning personnel. The training was conducted under licence of Slovak Nuclear Regulatory Authority and essential part was final exam and thesis. In addition to this mandatory training, JAVYS voluntarily provided more focused specialised trainings for designated specialists in their respective fields of expertise: - multiple trainings at Greifswald NPP (Germany) - multiple trainings in Enresa (Spain) - multiple trainings in Argonne National Laboratory (USA) - training in Marcoule facility (France) - scheduling training in Iberdrola (Spain) - FIDIC course for project managers (provided by Iberdrola) - EPRI seminar (provided by US company) - Law of Contracts (provided by EBRD) - multiple Procurement trainings provided by (EBRD) - multiple MS Projects scheduling training (provided by Iberdrola) - multiple Project management (provided by Slovak Technical University) - Cooperation with technical university in Slovakia (Slovak Technical University) on continuous university education in decommissioning: i) annual Summer University on Decommissioning ii) annual Post-graduate study on Decommissioning Continuous education is also ensured via permanent participation in international projects and forums: - International Atomic Energy Agency (IAEA) – International Decommissioning Network (IDN), - Organisation for Economic Co-operation and Development, Nuclear Energy Agency (OECD- NEA) – Working Party on Management of Materials from Decommissioning and Dismantling (WPDD) - Organisation for Economic Co-operation and Development, Nuclear Energy Agency (OECD- NEA) – Decommissioning Cost Estimation Group (DCEG) - Cooperation through Agreement for the Exchange of Scientific and Technical Information on Nuclear Installation Decommissioning Projects – Cooperative Program on Decommissioning (CPD) - participation on Nuclear Decommissioning Assistance Program and Decommissioning Funding Group meetings 171
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