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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ further. Systematic risk management, with at least the risk definition and criteria listed here, should be matter-of-course in such a large and complex project. Systematically managing workforce plans, necessary qualifications, etc., by means of a project management tool has several advantages as it makes planning more informed, precise and understandable. The major key decisions of EWN, as prepared by management and finally approved by BMF, have proven to be sound: The decision to prioritize increased qualifications for the existing personnel rather than hiring external consultants and companies lead to a highly qualified and experienced workforce. Expertise from EWN thus has found further applications, e.g. in a number of other public decommissioning projects. The decision to construct and operate separate facilities to treat/condition and store wastes has relieved the dismantling process from a large number of potential conflicts and so helped to perform the decommissioning projects in a shorter time and with less complex work planning. The decision to remove and store large components, awaiting their treatment later on, further relieved the decommissioning project from potential bottlenecks. 3.5. BEST PRACTICES DERIVED FROM THE EXAMPLES EXAMINED 3.5.1. Best practices identified The following best practices in decommissioning can be derived from this analysis: External oversight over the decommissioning process Any lack of external control over strategic management decisions (see chapter 2.4.3) can be costly and can cause massive time delays if strategic management decisions have to be corrected afterwards. External control over the managing organisation therefore requires a tight and close control of all its strategic decisions. Strategic decisions and their planning basis have to be carefully prepared by the managing organisation, taking all (technical, safety and workflow) risks into due account. This decision base and the risks have to be communicated clearly to the external control organisation(s). The external control organisation(s) has/have to carefully check the plans and finally to give its approval. The external organisation(s) controlling the process shall be aware that they assume full responsibility over those strategic decisions and accept the associated risks. Management of the decommissioning process The decommissioning of nuclear reactors is very different from operating a nuclear reactor in that it requires the steering of a complex process of interconnected workflows and an appropriate understanding of the (technical, safety and workflow) risks involved. The decommissioning process therefore requires a strong, well-designed, risk-awareness, flexible and self-reliant management organisation. Management has to prepare and plan all strategic decisions (see chapter 2.4.3) and is responsible for implementing those strategic decisions. Management has to decide on and is finally responsible for all operational decisions. 92
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ Management has to install and apply all necessary planning and control instruments that allow performing the decommissioning process in a safe, cost-effective, commercially correct and timely manner. The consistent re-definition of the tasks and the approach of the management level are of utmost importance for the whole decommissioning process. System management structure The decommissioning process requires thorough planning of all workflows, taking their interconnections and risks into due account. The classical management methods - applied during the operational phase - are completely contrary to this requirement. The introduction of system management structures, the implementation of the associated approaches and their consistent application in all work- and planning processes is therefore vital for the optimization of the process. System management methods should include all relevant planning processes so that all interfaces (material management, decision bases, workforce planning and skill management, etc.) are as consistent as possible. Risk management Decommissioning involves complex technical, safety, regulatory and workflow risks that have the potential to force a re-planning of complete processes, with consequences for costs and timing. In order to plan the process with the best information basis the risks need to be understood, evaluated in respect to their potential impact on workflows and costs and their potential impact limited and avoided as far as possible. Risk identification and evaluation involves the inclusion of top-down as well as bottom-up information, and so the feedback of experiences, to improve the planning. Workforce, qualification, knowledge and experience management Decommissioning requires a complete change of the workforce’s qualification, knowledge and experiences profile. Failure to adapt the quantitative and qualitative availability of trained personnel to actual needs can reduce cost effectiveness and can cause serious delays of workflow and processes. The planning of the workforce and profiles can only be performed on the basis of a detailed plan of the whole decommissioning process. Because workforce planning needs to be reliable and understandable and because qualification processes often require lengthier preparations the complete process and timescale must be managed closely. Management of costs and their risks The management of costs and their associated risks is only possible and reliable on the basis of a detailed plan of the whole decommissioning process. Absence of such a plan renders any cost estimates unusable and unreliable. 3.5.2. Basic decisions to be taken The following decisions are vital for any decommissioning planning. Strategic decision making on these issues (see chapter 2.4.3) needs to be performed as early as possible in the process: 93
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