Link to the study - European Parliament - Europa

More documents

Recommendations

Info

Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ The proper method for estimation plays an important role, so using several methods and comparing them to improve the accuracy of the estimation should take place. This should be connected with regular reviews of estimates as the project progresses. The experiences made within the decommissioning of one reactor is highly valuable but often specific to a given reactor type/site. There must be careful evaluation of which cost relevant experiences can be transferred to other decommissioning projects. Organisation, project planning and project management The adaptation of a new organisation within EDF with clarification of relevant responsibilities occurred in 2001. Introduction and application of project planning and project management has been started as a comprehensive project for all 9 plants to be decommissioned. The plan concretization especially for Chooz A was delayed partly because of adaptation to the changed regulatory framework. A special unit with 540 persons responsible only for decommissioning, CIDEN, was established and responsibilities set out within EDF in 2001 before starting the works. The CIDEN organisations with the relevant responsibilities are clearly defined; the overall management and controlling system is developed as an umbrella organisation for the decommissioning of all 9 plants. A comprehensive project planning including all the 9 plants to be decommissioned was developed. In 2007, a decommissioning license was issued for Chooz A. Regulatory framework An independent administrative Nuclear Safety Authority (ASN) with a special subdivision responsible for decommissioning issues was established in 2006. The licensing procedure was simplified as far as possible so that the clarity for the safety authorities is assured and licensing procedures entail less effort for operators. The license amendment procedure in the course of the project is regulated and flexible enough to cover changing needs. The operator has to inform the ASN in written form about definitive shutdown 3 years in advance. The licensing procedure for the dismantling stage occurs in two phases, the relevant documents with their contents to be delivered are defined. Based on the delivered documents, ASN expresses conditions or recommendations in the form of technical prescriptions. During the ongoing decommissioning project relevant planning documents are evaluated by the regulator. Depending from the evolution results, the operator can either ask for a license amendment or for internal authorization of the changes. This provides a flexible regulatory framework that can be adapted to the changing needs during the different phases of the decommissioning project. 70
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ The operator has an internal authorization system on which its decisions are based, an independent internal commission and the umbrella organisation CIDEN. 3.3. SELECTED EXAMPLE FROM UK: NDA-SELLAFIELD As part of the search for best practices, an example from UK is described in detail. 3.3.1. Overall framework of the decommissioning project In the UK, the Nuclear Decommissioning Authority (NDA) was set up under the Energy Act 2004 (Energy Act 2004) is responsible for the decommissioning and the clean-up of 19 civil nuclear power plants. The NDA is a non-departmental body sponsored by the Department of Energy and Climate Change. The NDA contracts out the delivery of site programmes to Site License Companies. These contracting companies are the ones who are responsible for the day-to-day operations. That means that NDA itself does not directly manage the sites. NDA and the Site License Company agree on a Management & Operations Contract for the delivery of all work in accordance with specified terms and conditions. The Site License Companies each have a Parent Body Organisation which owns the share of the Site License Company for the duration of the contract with the NDA. The NDA and the Parent Body Organisation enter into a contractual arrangement via a Parent Body Agreement. The Parent Body Agreement specifies the obligations of the Parent Body in areas such as financing, deployment of key resources and the enhancement of performance in key areas. In its business plan for 2013-2016 (NDA 2013a) the NDA characterizes the Sellafield site as its top priority. This is why the following descriptions are concentrated on the Sellafield site only. Sellafield is a huge and complex nuclear site in West Cumbria, UK. It consists of the nuclear power plants Windscale and Calder Hall, the ponds and silos, reprocessing plants and other facilities which need to be safely decommissioned. Calder Hall was the world`s first commercial nuclear power plant being operated from 1956 until 2003. Windscale comprises three reactors. Two were shut down in 1957, the third in 1981. In 1957 a fire damaged one of the reactors (Pile 1), which makes its decommissioning a 'significant challenge' (NDA 2011a). The roles and responsibilities of the different players in charge of the decommissioning at Sellafield are described in further detail in the next chapter. The overall decommissioning strategy and programme is described in the Sellafield Plan (NDA 2011b). A first such plan was delivered in 2007, but it was criticized as not being underpinned and credible (House of Commons 2013). Therefore a new plan was developed and published in 2011. The NDA believes that this plan is credible but uncertainties remain. According to the NDA`s business plan for 2013-2016 (NDA 2013a) its current focus is 'to ensure the site remains safe and secure and to make demonstrable progress in tackling the high hazard legacy facilities on the site'. As stated in a White Paper of the Government (WPC 1995) decommissioning in the UK should be carried out 'as soon as reasonably practicable taking account of all relevant factors'. But the 71
Page 3 and 4:
DIRECTORATE GENERAL FOR INTERNAL PO
Page 5 and 6:
Nuclear Decommissioning: Management
Page 7 and 8:
Page 9 and 10:
Page 11 and 12:
Page 13 and 14:
Page 15 and 16:
Page 17 and 18:
Page 19 and 20:
Page 21 and 22: Nuclear Decommissioning: Management
Page 71: Nuclear Decommissioning: Management
Page 123 and 124:
Page 125 and 126:
Page 127 and 128:
Page 129 and 130:
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
Page 147 and 148:
Page 149 and 150:
Page 151 and 152:
Page 153 and 154:
Page 155 and 156:
Page 157 and 158:
Page 159 and 160:
detailed regulation, should there b
Page 161 and 162:
Page 163 and 164:
Page 165 and 166:
Page 167 and 168:
Page 169 and 170:
Page 171 and 172:
Page 173 and 174:
Page 175 and 176:
Page 177 and 178:
Page 179 and 180:
Page 181 and 182:
Page 183 and 184:
Page 185 and 186:
Page 187 and 188:
Page 189 and 190:
Page 191 and 192:
Page 193 and 194:
Page 195 and 196:
Page 197 and 198:
Page 199 and 200:
Page 201:
show all

Link to the study - European Parliament - Europa

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?