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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ Conclusions It can be concluded that project management: As established from the beginning of the decommissioning of the EWN reactors, is one of the major factors in achieving planning reliability and cost efficiency; Tools tailored to the needs in this decommissioning project provide a reliable control tool to perform estimates of time and cost requirements; Tools make it possible to track work progress continuously and closely, to validate initial estimates and to increase overall estimate reliability; Is, besides general management factors, a major reason why decommissioning in Greifswald kept on track. 3.4.4. Risk management Requirements Public entities such as EWN are required by law (HGrG 2013) to apply best practice in their business accounting and to regularly check due diligence of their commercial practice. Additionally stock companies are required to install and operate an early warning risk detection system (AktG 2013) 10 . Even though not formally applicable in this case, BMF as owner and as funder required EWN to install a dedicated Risk Management System (RMS) and to concentrate all company activities that handle, evaluate and control risks within that consistent system. Practice Figure 25 shows the four different fields of managing risks and describes the main tasks that activities in these fields address. 10 § 91 Aktiengesetz: „Organisation Buchführung: (1) Der Vorstand hat dafür zu sorgen, daß die erforderlichen Handelsbücher geführt werden. (2) Der Vorstand hat geeignete Maßnahm en zu treffen, insbesondere ein Überwachungssystem einzurichten, damit den Fortbestand der Gesellschaft gefährdende Entwicklungen früh erkannt werden.“ 86
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ Figure 25: Risk management system and its elements at EWN Source: (EWN 2009), adopted and translated by the authors As can be seen from the different fields the term 'risk' here is interpreted in a broad sense as it includes all aspects that have the potential to negatively influence the overall task performance of the decommissioning project. Besides the more commercial and budgetary control instruments in this RMS the management of technical risks is of specific interest here. It includes the identification of all risks that can influence the technical concept and the workflows of the work packages. Identification involves close communication between all relevant internal experts and affected workforce. All identified risks and their potential influence are evaluated, alternatives are discussed and, if necessary, measures to limit or avoid those risks are developed. Conclusions As decommissioning of nuclear reactors has not reached (and will never reach) the stage of a standardized procedure (such as standard construction systems for housing) and involves to a high degree very specific properties and issues of the facility, the introduction of risk management in decommissioning generally is highly recommended. Unidentified risks and their consequences can thus be reduced to an unavoidable residual level. Failures to identify obvious or hidden risks must in many cases be interpreted as bad project management. The management of risks in the EWN project is appropriate for projects with a high commercial and technical risk potential and includes all risks that can endanger the overall performance of the decommissioning project. 87
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