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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ 4) By general hand-over of the individual knowledge The main sources of knowledge obtained are: - Own solutions/designs, applied in the decommissioning processes, - External trainings (domestic and foreign), - Continuous representation in international projects, - Participation in symposiums and conferences. General and personal transfer of experience is at working level implemented by: - Regular meetings of project teams, - Publishing information on lessons learned on the company intranet, - Personal knowledge presentation by conference participants for all employees, - Meetings of individual departments, when required, - Weekly and monthly meetings of project managers and executives, often with the participation of Nuclear Regulatory Authority representatives, Ministry of Economy, external consultants and a representative of the EBRD. Transfer of obtained individual know-how and information is therefore implemented in standardized procedure from top to bottom, and bottom to top for all involved departments and at all levels of management. The whole system of knowledge management in the company is systematically controlled via relevant ISM quality procedures and the relevant department of human resources management. *************************************** Can we have a look into the Final Decommissioning Plan? Bohunice V1 NPP Decommissioning Strategy Report partially contains industrial security confidential information, as well as part of JAVYS’ trade secret. Therefore, only summary form for consultation and discussion can be presented during the meeting. However, there will be available a detailed plan for the first phase of V1 NPP decommissioning prepared on the basis of this strategy and related documentation. 188
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ ANNEX 7 - QUESTIONS ASKED TO EBRD Questions to the EBRD concerning the decommissioning projects in Bulgaria, Lithuania and Slovakia (Please note that our scope is only on the decommissioning projects in those countries and does not include other measures or projects in conjunction with the early closure of reactors. As part of the questions touch not only EBRD responsibilities but also others, such as the Commission or the national decommissioning organization, the EBRD-related portion is meant.) Project organisation at EBRD How is the EBRD organised in this task, which responsibilities are defined for the EBRD headquarter and the national EBRD offices? On which level of the EBRD organisation are which decisions a) prepared and b) drawn? Where can detailed information be found on those decision processes and on the basis of those decisions? Which specific organisational measures have been initiated at EBRD specifically to cope with the decommissioning projects? Decision base at EBRD What level of detail is required for EBRD’s approval to applications in respect to project management, to the overall project design and plan, to the risk management and risk identification/evaluation prior to and during the project, to the appropriateness of the organisation’s structure and to the qualification of its personnel? Is EBRD generally evaluating the applicants organisation structure in respect to its appropriateness to the work to be done, its ability to organise projects, to control and manage those projects closely, to evaluate the quality of work, to supervise project execution and to react to adverse differences to the planned execution. Are those abilities thoroughly evaluated and are minimum requirements set, implemented and respected? To what extend does the EBRD include external managerial and technical expertise to evaluate project applications? As an example for mismanagement: How could it happen, and what was EBRD’s responsibility in that case, that a completely inadequate plasma oven was ordered and built as part of the decommissioning project, while there is no technical and economic benefit at all from that facility? How was the plan technically and economically evaluated, and on which grounds, if this contributes anything to the decommissioning progress? What were the check mechanisms in that case? What failed here and why did it fail? Interface to the Commission How are responsibilities between EBRD and the Commission defined, which shared responsibilities are established and which consultation processes between the two organisations are foreseen? 189
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