Modules
Modules Modules
Tracking No. 00.00.2010 Shaw’s Power Group
- Page 2 and 3: Tracking No. 00.00.2010 Nuclear Con
- Page 4 and 5: Tracking No. 00.00.2010 4 Who is Sh
- Page 6 and 7: Tracking No. 00.00.2010 6 Shaw’s
- Page 8 and 9: Tracking No. 00.00.2010 8 Company A
- Page 10 and 11: Tracking No. 00.00.2010 10 China AP
- Page 12 and 13: Tracking No. 00.00.2010 12 U.S. AP1
- Page 14 and 15: Tracking No. 00.00.2010 14 Selectin
- Page 16 and 17: Tracking No. 00.00.2010 16 Step One
- Page 18 and 19: Tracking No. 00.00.2010 18 Step Two
- Page 20 and 21: Tracking No. 00.00.2010 20 Step Thr
- Page 22 and 23: Tracking No. 00.00.2010 22 Step Fiv
- Page 24 and 25: Tracking No. 00.00.2010 24 Establis
- Page 26 and 27: Tracking No. 00.00.2010 26 Site Dev
- Page 28 and 29: Tracking No. 00.00.2010 Site Develo
- Page 30 and 31: Tracking No. 00.00.2010 30 Site Dev
- Page 32 and 33: Tracking No. 00.00.2010 32 Site Dev
- Page 34 and 35: Tracking No. 00.00.2010 Site Develo
- Page 36 and 37: Tracking No. 00.00.2010 36 Vogtle U
- Page 38 and 39: Tracking No. 00.00.2010 Vogtle Unit
- Page 40 and 41: Tracking No. 00.00.2010 Vogtle Unit
- Page 42 and 43: Tracking No. 00.00.2010 42 Vogtle S
- Page 44 and 45: Tracking No. 00.00.2010 44 V.C. Sum
- Page 46 and 47: Tracking No. 00.00.2010 46 V.C. Sum
- Page 48 and 49: Tracking No. 00.00.2010 48 V.C. Sum
- Page 50 and 51: Tracking No. 00.00.2010 50 V.C. Sum
Tracking No. 00.00.2010<br />
Shaw’s Power Group
Tracking No. 00.00.2010<br />
Nuclear Construction 101<br />
Jeff Merrifield<br />
Senior Vice President of Shaw’s Power Group<br />
August 9, 2011<br />
2
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Overview<br />
• Who is Shaw, and what is EPC?<br />
• How do you select the right EPC partner to ensure<br />
project success?<br />
• Getting started with site related activities<br />
• Procurement and subcontracting<br />
• Modular construction<br />
• Lessons learned
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Who is Shaw?<br />
What is EPC?
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Corporate Profile<br />
The Shaw Group Inc. ® is a leading global provider of technology,<br />
engineering, procurement, construction, maintenance, fabrication,<br />
manufacturing, consulting, remediation, and facilities management<br />
services to clients in the energy, chemicals, environmental, infrastructure,<br />
and emergency response industries.<br />
• Headquarters: Baton Rouge, LA<br />
• Stock Ticker: NYSE: SHAW<br />
• Number of employees: 27,000<br />
• FY 2010 Revenues: $7 billion<br />
• Backlog: $19.7 billion<br />
(as of 5/31/11)<br />
• Website: www.shawgrp.com
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Shaw’s Power Group<br />
Groups<br />
Power<br />
Energy &<br />
Chemicals<br />
Fabrication &<br />
Manufacturing<br />
Environmental<br />
& Infrastructure<br />
Power Divisions<br />
Fossil<br />
Nuclear<br />
Plant<br />
Services
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Nuclear Power<br />
• Full-service engineering, design, procurement and<br />
construction<br />
• Industry-leading AP1000 ® technology; 20% owner of<br />
Westinghouse Electric Co. LLC<br />
• Configuration management<br />
• Licensing support, safety, and analysis<br />
• Major component replacement, maintenance and<br />
modification services<br />
• Operating plant services<br />
• Spent fuel dry storage<br />
Capabilities<br />
• Upgrades, uprates and plant restarts<br />
• Decommissioning, dismantling<br />
Select Clients:<br />
• American Electric<br />
Power<br />
• Chinese State Nuclear<br />
Power Companies<br />
• Dominion<br />
• Duke Energy<br />
• Entergy<br />
• Exelon<br />
• First Energy<br />
• Florida Power & Light<br />
• KOPEC<br />
• Progress Energy<br />
• SCANA<br />
• Southern Company<br />
Shaw provides maintenance and outage services<br />
at 41 of the 104 U.S. operating nuclear plants
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Company Alliances<br />
• Shaw & Westinghouse<br />
– Relationship started with the construction of<br />
Shippingport in 1950s<br />
– Shaw acquired 20 percent share of Westinghouse in<br />
2006<br />
– Consortium partners on expanding portfolio of new<br />
AP1000 ® projects<br />
• Four units in China<br />
– Sanmen, two units<br />
– Haiyang, two units<br />
• Six units in U.S.<br />
– Vogtle, two units<br />
– V.C. Summer, two units<br />
– Levy County, two units
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Company Alliances<br />
• Westinghouse & Toshiba<br />
– Largest nuclear systems supplier<br />
group in the world, more than 50 percent<br />
of world’s plants using its technology<br />
– Toshiba owns 70 percent of<br />
Westinghouse<br />
• Shaw & Toshiba<br />
– Shaw signed a commercial relationship<br />
agreement (CRA) to become the exclusive<br />
engineering, procurement and construction<br />
(EPC) contractor for Toshiba’s Advanced<br />
Boiling Water Reactor (ABWR) nuclear<br />
power plants worldwide<br />
– The agreement includes opportunities<br />
worldwide except Japan and Vietnam
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China AP1000: Sanmen & Haiyang<br />
• Clients: SNPTC, SMNPC & SDNPC<br />
• Four units at two sites in China’s<br />
Zhejiang & Shandong provinces<br />
• Contract signed and work began in 2007<br />
• First concrete poured at all four units<br />
• Major construction milestones:<br />
– CA20, CA01, CA04, CA05, 10+ other modules<br />
– Containment Vessel (CV) Bottom Head<br />
– CV Rings Installed<br />
• Projected completion: 2013 – 2015<br />
People’s Republic<br />
of China<br />
CVBH Placement<br />
Photo courtesy of SMNPC<br />
Haiyang (2 units)<br />
Sanmen (2 units)
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U.S. AP1000: Vogtle Units 3&4<br />
• Client: Southern Company<br />
• Location: Waynesboro, Georgia<br />
• EPC contract signed April 2008<br />
• Projected commercial operation dates:<br />
2016 (Unit 3) – 2017 (Unit 4)<br />
• Site certification and full notice to proceed<br />
awarded March 2009<br />
• Early Site Permit & Limited Work<br />
Authorization awarded August 2009<br />
• Excavation and ground clearing work<br />
complete for Units 3 & 4; safety-related<br />
construction activities have begun<br />
• Combined Construction & Operating License<br />
(COL) approval anticipated 2011 – 2012<br />
Photos used courtesy of Southern Company<br />
Photos Courtesy of Southern Company
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U.S. AP1000: VC Summer Units 2 & 3<br />
• Client: SCE&G / SCANA<br />
• Location: Jenkinsville, South Carolina<br />
• EPC contract signed May 2008<br />
• Projected commercial operation dates:<br />
2016 (Unit 2) – 2019 (Unit 3)<br />
• Project approval awarded by public<br />
service commission February 2009<br />
• Excavation and ground clearing<br />
work nearly complete<br />
• At peak of construction, 3,000 – 3,500<br />
employees expected to be hired<br />
• COL approval anticipated 2011 – 2012<br />
Photos Courtesy of SCANA
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How do you select the right EPC<br />
partner to ensure project success?
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Selecting the Right Company<br />
• What steps should a utility take to create the right<br />
framework to successfully deploy a new nuclear<br />
power plant?<br />
• How can a utility establish a successful partnership<br />
with an EPC company that will last through the project<br />
duration of 7-10 years?
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Step One: Identify Appropriate Need<br />
for New Power Generating Unit<br />
• What amount of power is<br />
needed?<br />
– What size unit(s) is (are)<br />
needed to match your<br />
requirements?<br />
– What are the costs and benefits<br />
of various reactor sizes?<br />
– Who are the EPC contractors<br />
who have built these size units?<br />
• What type of nuclear technology do you seek to deploy?<br />
– Pressurized water reactor, boiling water, or small modular?<br />
– Does your technology selection match up with the<br />
contractor?
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Step One: Identify Appropriate Need<br />
for New Power Generating Unit<br />
• What is timing for deployment?<br />
– If you need the power in 7-10<br />
years, have you started<br />
soon enough?<br />
– Are there additional<br />
transmission requirements<br />
for the project?<br />
– Can the technology/EPC team<br />
deliver your plant in time needed?
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Step Two: Identify Capabilities of Plant<br />
Design, Procurement and Construction<br />
• Does the utility have robust engineering capabilities? Can<br />
utility self-manage an engineering contract?<br />
• Does utility have experience and staffing to conduct<br />
procurement of plant components?<br />
• Does utility have a large organization that can manage<br />
interface between multiple contractors?<br />
• Interface problems can lead to<br />
risks of delay, extra cost to owner<br />
and less optimized performance.
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Step Two: Identify Capabilities of Plant<br />
Design, Procurement and Construction<br />
• How much responsibility does the owner want to overtake?
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Step Three: Identify Appropriate<br />
Contract Methodology<br />
• Multi-Package (Component) Approach:<br />
– Maximum coordination effort for utility including interfaces, cost<br />
control, site management, QA/QC verification and final plant<br />
schedule<br />
– Owners are exposed to higher level of risk and assumption of overall<br />
project management over multiplicity of contractors and suppliers<br />
– Accountability for risks is blurred<br />
• Split-Package (Island) Approach:<br />
– Design and construction divided among two to five EPC contractors<br />
with portions of work—systems, buildings broken into<br />
packages or islands<br />
- Large owner organization needed to manage interfaces<br />
Both these approaches involve significant risk for utility
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Step Three: Identify Appropriate<br />
Contract Methodology<br />
• Single EPC Contract Approach:<br />
– Main contractor assumes<br />
responsibility for completing all<br />
phases of the project<br />
– Includes design, engineering,<br />
procurement, construction and<br />
commissioning<br />
– Main contractor responsible for<br />
overall project management<br />
– Reduces the need for a larger utility<br />
organization<br />
– Accountability for risks is clearer:<br />
contractor, owner or shared
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Step Four: Establish the Qualifications<br />
of Your EPC Contractor<br />
• Have they built a plant of this<br />
type and magnitude before?<br />
• Do they have prior and current<br />
experience as an EPC contractor<br />
for large, complex projects?<br />
• What relationship do they have<br />
with the owner of the underlying technology?<br />
• What prior and current experience do they have in working in<br />
a highly regulated nuclear environment?<br />
• Do they have the procedures, policies, processes and people<br />
(―Four Ps‖) to successfully execute the completion of multibillion-dollar<br />
projects?<br />
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Step Five: Ensure EPC is committed<br />
to INPO Principles of Excellence<br />
• Do the leaders demonstrate alignment on a commitment<br />
to excellence?<br />
• Can the contractor provide strong first-line supervision?<br />
• Are the personnel appropriately trained and qualified for<br />
their jobs?<br />
• Are schedules realistic, understood and achievable?<br />
• Is there a recognition that nuclear construction has special<br />
requirements?<br />
• Does the contractor place a high priority on personnel safety?<br />
• Will the contractor ensure that the plant will be built as designed?<br />
• Are deviations and concerns identified, communicated and resolved<br />
promptly?<br />
• Does the deployment plan include a early transition to plant<br />
operations?
Tracking No. 00.00.2010<br />
Establishing a Productive Partnership<br />
• Utility’s Goal<br />
with an EPC Contractor<br />
– High level of reasonable certainty in pricing, schedule and<br />
performance for reduced risk<br />
• EPC Contractor’s Goal<br />
– Owner/contractor structure focused on successful project with<br />
acceptable profit and incentives for reduced risk<br />
• Challenge<br />
– Creating cooperative owner-contractor team with shared focus<br />
on project success and mutual risks<br />
• Ultimate Joint Goal<br />
– Establish relationship of mutual trust and respect to achieve<br />
timely and cost-effective completion of project with shared<br />
balance of risks and incentives that can survive project duration<br />
of 7-10 years<br />
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Establishing a Productive Partnership<br />
with an EPC Contractor<br />
• Achieving Ultimate Joint Goal<br />
– EPC must understand safety<br />
culture and have prior experience<br />
– Contractor must accept<br />
responsibility for managing<br />
overall project<br />
– Utility must have appropriate<br />
quantity of personnel to oversee project without inefficiency<br />
– Project success can be achieved<br />
through balanced relationship with appropriate incentives<br />
and milestones<br />
– Utility team focus should be on helping contractor succeed<br />
while fulfilling contractual obligations and interests
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Getting started on<br />
site-related activities
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Site Development and Site-Specific<br />
Scope<br />
The site development schedule is one of the most<br />
important aspects of the new generation nuclear plant<br />
schedules.
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Site Development and Site-Specific<br />
Scope<br />
Early investment in infrastructure gains extraordinary<br />
valuable time for the execution of the power island work.
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Site Development and Site-Specific<br />
Scope<br />
• Schedule<br />
– The site development schedule<br />
is tied to first nuclear concrete,<br />
usually the placement of the<br />
Nuclear Island Basement<br />
– The duration of site development is<br />
dependent upon specific site conditions, but can be anticipated to<br />
be approximately 24 months<br />
• Major earthwork<br />
– Development of excavation plan<br />
– Site clearing and grubbing<br />
– Site leveling and drainage<br />
– Development of access roads<br />
– Dewatering<br />
– Nuclear Island excavation and backfill<br />
– Foundation preparation for remaining power island block at-grade<br />
structures<br />
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Tracking No. 00.00.2010<br />
Site Development and Site-Specific<br />
Scope<br />
• Transportation facilities<br />
– Temporary site roads<br />
– Railroad from on site to major off-site rail line<br />
– Barge slip and water access to navigable waterway<br />
– Heavy haul road on site<br />
– Alternate truck access roads<br />
– Development and paving of permanent roads<br />
• Utilities<br />
– Electrical power for permanent and temporary power<br />
– Potable water<br />
– Sanitary drainage<br />
– Voice / data / cell / radio<br />
– Construction bulk welding gas system<br />
– Construction bulk compressed air system<br />
– Construction fuel facility<br />
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Site Development and Site-Specific Scope<br />
• Temporary Buildings and Structures<br />
– Craft Change Buildings<br />
– Batch plant and aggregate storage<br />
– Parking lots<br />
– Laydown areas<br />
– Craft training facilities<br />
– In-processing and time office facilities<br />
• Construction buildings and structures<br />
– Mechanical/Structural Fabrication Shop<br />
– On-site Concrete and Rebar Testing Facility<br />
– NDE Building<br />
– Paint Shop<br />
– Blast Shop<br />
– Paint Storage Building<br />
– Heavy Equipment Mechanics Shop<br />
– Construction Administration Building
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Site Development and Site-Specific<br />
Scope<br />
• Site development includes preparation of on-site facilities<br />
for modularization:<br />
– On-site receipt of modular assemblies<br />
– Off-loading from barge, rail or truck<br />
– Storage and laydown<br />
– On-site assembly pads and areas<br />
– Utility support for assembly<br />
– On-site heavy transport<br />
– Heavy lifting and rigging
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Site Development and Site-Specific<br />
Scope<br />
• Site development includes setup of on-site cranes for site<br />
development and standard plant construction and module<br />
assembly<br />
– Installation of Ultra Heavy Lift Crane deep foundation and<br />
support pad<br />
– Crane mat installation for crawler cranes<br />
– Assembly and load test of Ultra Heavy Lifting Crane<br />
– Crane assembly and support for power island construction<br />
– Crane support for module assembly and component prefab<br />
– Crane support for general site and Warehouse support
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Site Development and Site-Specific<br />
Scope<br />
• Site-specific Buildings and Structures<br />
– Mechanical Draft Cooling Towers w/ basins (6 ea) or<br />
– Natural Draft Cooling Towers w/ basins (2 ea)<br />
– Cooling Tower discharge Flume/mixing structures (2 ea)<br />
– Circ Water Pumphouse (2 ea)<br />
– Load Center Buildings (6 ea)<br />
– River Water Intake Structure<br />
– Waste Water Treatment Basins (2 ea)<br />
– Clarifier – Mech/Elec Bldg and 2 tanks<br />
– Hydrogen Storage Tanks (2 ea)<br />
– Switchyard Control Building<br />
– Waste Water Blowdown Sump
Tracking No. 00.00.2010<br />
Site Development and Site-Specific<br />
Scope<br />
• Site-Specific Mechanical Systems<br />
– Circulating Water System - CWS<br />
– Sanitary Drain System - SDS<br />
– Yard Fire Protection System - YFS<br />
– Potable Water System - PWS<br />
– Raw Water System - RWS<br />
– Storm Drain System - SDS<br />
– Waste Water System – WWS<br />
– Liquid Radwaste System - WLS<br />
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Tracking No. 00.00.2010<br />
Site Development and Site-Specific<br />
Scope<br />
• Site-Specific Electrical Systems<br />
– Plant Grounding System - EGS<br />
– Retail Power Site Distribution System -ZRS<br />
– Security System – SES<br />
– Cathodic Protection System - EQS<br />
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Vogtle Units 3 & 4<br />
Photo Courtesy of Southern Company
Tracking No. 00.00.2010<br />
Vogtle Units 3 & 4<br />
January 2010: Unit 3 final excavation with redressed haul roads<br />
February 2010: Excavated area<br />
February 2010: Unit 3 nearly completed excavation, just<br />
before final cleanup<br />
February 2010: Unit 3 blue bluff marl after cleanup<br />
Photos Courtesy of Southern Company<br />
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Tracking No. 00.00.2010<br />
Vogtle Units 3 & 4<br />
February 2010: Unit 3 blue bluff marl after cleanup, prepared for backfill<br />
Photo Courtesy of Southern Company<br />
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Tracking No. 00.00.2010<br />
Vogtle Units 3 & 4<br />
March 2010: Backfill begins at<br />
Vogtle Unit 3<br />
Photo Courtesy of Southern Company<br />
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Tracking No. 00.00.2010<br />
Vogtle Units 3 & 4<br />
April 2010: Excavation and ground clearing work complete<br />
Safety-related construction activities underway<br />
Module assembly building construction<br />
Photo Courtesy of Southern Company<br />
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Vogtle Units 3 & 4<br />
Site Aerial
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Vogtle Site Rendering
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V.C. Summer Units 2 & 3<br />
November 2008: Site aerial view
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V.C. Summer Units 2 & 3<br />
January 2010: Site aerial view
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V.C. Summer Units 2 & 3<br />
January 2010:<br />
Mayo Creek Bridge<br />
construction
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V.C. Summer Units 2 & 3<br />
January 2011: Units 2 & 3 Tabletop
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V.C. Summer Units 2 & 3<br />
May 2010: Excavation of Unit 2<br />
May 2010: CWS pipe installation<br />
May 2010: Module Assembly Building
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V.C. Summer Units 2 & 3<br />
Unit 2 Power Block
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V.C. Summer Units 2 & 3<br />
January 2011: Unit 2 Power Block
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V.C. Summer Units 2 & 3<br />
Unit 3 Excavation at 25 Feet
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V.C. Summer Units 2 & 3<br />
January 2011: Batch Plants
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V.C. Summer Units 2 & 3<br />
March 2010: Warehouse 20A<br />
March 2010: Batch plant area/equipment
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BIGGE Heavy Lift Derrick (HLD)
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BIGGE HLD Trucks
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V.C. Summer Units 2 & 3<br />
Currently 16 buildings are occupied by 832 on-site<br />
consortium personnel:<br />
- 716 Shaw personnel; 65 subcontractors; 22 Westinghouse<br />
personnel; 29 CB&I personnel
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V.C. Summer Site Rendering
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Procurement and Subcontracting
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Efficient Procurement of Commodities<br />
& Components<br />
• Techniques and strategies to procure commodities and<br />
components in more efficient ways<br />
– Development of leveraged (multi-plant) agreements for<br />
repeat purchases of standardized items<br />
– Purchasing from standard product line versus ―one-of-akind‖<br />
design<br />
– Negotiation of options for up-front or early payment to lock<br />
in open manufacturing slots<br />
– Consideration of potential for equity investment in key<br />
suppliers<br />
– Early purchasing of raw materials and hold for later<br />
fabrication<br />
– Hedging to reduce or eliminate financial risk<br />
– Executive management sponsorship on all key agreements
Tracking No. 00.00.2010<br />
Importance of Efficient Procurement<br />
• Supplies procured by a nuclear project include, but are not<br />
limited to:<br />
– Blasting services – Portable toilets<br />
– Building supplies – Pre-engineered buildings<br />
– Bulk materials – Rental equipment<br />
– Cathodic protection – Reprographic services<br />
– Consumables – Safety supplies<br />
– Fire control systems – Signage<br />
– Field erected tanks – Small tools<br />
– Food services – Soil stabilization services<br />
– Janitorial services<br />
– Landscaping<br />
– Metal roofing/siding<br />
– Office furniture/supplies<br />
– Painting services<br />
– Pipe insulation services<br />
– Potable/raw water<br />
59<br />
– Specialty coatings<br />
– Structural security<br />
systems<br />
– Traffic control<br />
– Trailers<br />
– Transportation<br />
– Waste removal<br />
– Vacuum excavation<br />
services
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Evaluation Criteria<br />
• Previous safety history and importance within company’s<br />
culture<br />
• Company’s previous experience and past performance with<br />
similar goods/services<br />
• Company’s current delivery performance based on 100<br />
percent on-time expectation and tools to manage same<br />
• Relative level of sophistication of the quality system,<br />
including meeting regulatory requirements or mandated<br />
quality system registration<br />
• Investment required to develop facility to required standard<br />
• Availability of capital to provide the goods or services<br />
• Backlog/other work to provide continuity of throughput
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Evaluation Criteria - Procurement<br />
• Company’s financial strength/stability<br />
• Company’s support of ―state of the art‖ equipment<br />
• Company’s depth (technical and management bench<br />
strength)<br />
• History of competitiveness<br />
• Total cost of dealing with the company (including material<br />
cost, expediting, inspection, documentation verification,<br />
receipt verification)<br />
• Manufacturing processes that are adequately<br />
automated/error proofed<br />
• Companies support during bidding process
Tracking No. 00.00.2010<br />
Identification of Appropriate<br />
Subcontractors<br />
• Factors to be considered when determining strategy:<br />
– Regulatory and quality track record<br />
– Owner/Consortium preferences<br />
– Local labor conditions and availability<br />
– Site conditions and limitations<br />
– Schedule requirements<br />
– Availability of qualified subcontractors<br />
– Size of potential subcontracts relative to available<br />
subcontractors<br />
– Financial and resource capability of subcontractors<br />
– Comparative suitability of single or multi-disciplined<br />
subcontractors with regard to project interfaces<br />
– Preferred pricing structures<br />
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Prospective Subcontractors – Criteria<br />
• Depending on the scope assigned, the role of the<br />
subcontractor can be critical to the success of a project.<br />
Subcontractors must therefore prove themselves to be:<br />
• Safe<br />
• Capable<br />
• Reliable<br />
• Quality orientated<br />
• Technically competent<br />
• Financially sound<br />
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Prospective Subcontractors –<br />
Identification<br />
• Potential subcontractors can be identified by:<br />
– Local Market Surveys: Closely examining incumbent<br />
subcontractors active in the local area<br />
– Past Experience: Subcontractor performance<br />
evaluation reports collected from all completed projects<br />
– Owner/Consortium: Input is solicited to take advantage<br />
of prior knowledge and experience of project partners<br />
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Subcontractors Prequalification–<br />
Knowledge and Relations<br />
• Factors to be considered in the assessment of potential<br />
subcontractors:<br />
– Background and reference checks<br />
– Safety record<br />
– Quantity program and certifications<br />
– Financial capabilities and status<br />
– Construction capabilities and experience<br />
– Client feedback<br />
65
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Typical Subcontract Services<br />
• Steelwork<br />
• Scaffolding<br />
• Insulation<br />
• Painting<br />
• Craneage<br />
• Electrical and Instrumentation<br />
• Non Destructive Testing<br />
• Excavation<br />
66
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67<br />
Modular Construction:<br />
How can modular construction be incorporated<br />
in new plant construction
Tracking No. 00.00.2010<br />
68<br />
Why Use Modular Construction?<br />
• Predictability<br />
• Labor<br />
• Quality control<br />
• Schedule risk<br />
February 2011: CA03 module over<br />
containment at Sanmen Unit 1
Tracking No. 00.00.2010<br />
69<br />
Module Program Division of<br />
Responsibility<br />
Design<br />
Procurement<br />
Fabrication<br />
WEC<br />
Shaw Nuclear<br />
<strong>Modules</strong><br />
SMS<br />
Transportation<br />
Assembly &<br />
Outfitting<br />
Erection<br />
Shaw Constr.<br />
At Site<br />
Concrete
Tracking No. 00.00.2010<br />
70<br />
AP1000 ® Module Types<br />
• Structural: Form structural elements of buildings<br />
– Steel formwork modules with concrete filled in place<br />
– Remain-in-place steel formwork modules with concrete<br />
poured around<br />
– <strong>Modules</strong> that are set into place to form part of a<br />
building structure<br />
• Mechanical: Formed out of<br />
grouped system elements<br />
– Equipment <strong>Modules</strong><br />
– Piping and Valve <strong>Modules</strong><br />
– Commodity <strong>Modules</strong><br />
– Standard Service <strong>Modules</strong><br />
CA20-18 ―L‖ Module Mockup
Tracking No. 00.00.2010<br />
71<br />
AP1000 ® Structural <strong>Modules</strong><br />
• CA Type: Steel formwork modules with concrete filled in<br />
place; consists of walls (CA01, CA20) and floors (CA34)<br />
• CB Type: Remain-in-place steel formwork modules with<br />
concrete poured around<br />
• CG Type: <strong>Modules</strong> that are set into place to form part of a<br />
building structure and are not outfitted with mechanical<br />
commodities, such as platforms and grating<br />
• CH Type: <strong>Modules</strong> that are set into place to form part of a<br />
building structure and are outfitted with commodities<br />
• CS Type: <strong>Modules</strong> that comprise steel stairways<br />
Approximately 138 total structural modules<br />
- 65 in Containment (16 CA. 36 CB, CH 9, CS 4)<br />
- 32 in Auxiliary Building (8 CA, 1 CB, CH 12, CS 11)<br />
- 10 in Annex Building (all CS)<br />
- 31 in Turbine Building (16 CS, 14 CG and CH, 1 CA)<br />
subject to change
Tracking No. 00.00.2010<br />
72<br />
Examples of Modular Construction for<br />
Westinghouse AP1000 ®<br />
Auxiliary Building (NI) Turbine Building<br />
Containment (NI)<br />
Refuel Building<br />
Annex
Tracking No. 00.00.2010<br />
73<br />
CA20 – Auxiliary Building Areas 5 & 6<br />
CA20 comprised of 72 Sub-<br />
<strong>Modules</strong>:<br />
Size (N x E x Height): 44’-0‖ x 68’-9‖ x<br />
68’-0‖ [13m x 21m x 20.7m]<br />
Dry Weight: 1,712,000 lbs. [777 Mg]
Tracking No. 00.00.2010<br />
74<br />
CA20 — Structural Sub-<strong>Modules</strong><br />
Vertical Walls<br />
Estimated Weights of<br />
Structural Walls<br />
CA20_01 64,621 lbs CA20_18 79,369 lbs<br />
CA20_02 41,124 lbs CA20_19 43,804 lbs<br />
CA20_03 69,518 lbs CA20_20 62,494 lbs<br />
CA20_04 41,519 lbs CA20_21 46,171 lbs<br />
CA20_05 58,587 lbs CA20_22 36,703 lbs<br />
CA20_06 32,766 lbs CA20_23 46,416 lbs<br />
CA20_07 25,263 lbs CA20_24 14,327 lbs<br />
CA20_08 27,992 lbs CA20_25 20,074 lbs<br />
CA20_09 Not Used CA20_26 81,833 lbs<br />
CA20_10 70,244 lbs CA20_27 45,171 lbs<br />
CA20_11 42,853 lbs CA20_28 48,953 lbs<br />
CA20_12 73,086 lbs CA20_29 43,440 lbs<br />
CA20_13 43,514 lbs CA20_30 44,975 lbs<br />
CA20_14 72,118 lbs CA20_71 20,525 lbs<br />
CA20_15 45,131 lbs CA20_72 20,478 lbs<br />
CA20_16 43,701 lbs CA 20_73 20,291 lbs<br />
CA20_17 43,248 lbs
Tracking No. 00.00.2010<br />
75<br />
CA20 Sub-Module Configurations<br />
All modules designed to be within<br />
shipping envelope 12ft x 12ft x 80<br />
ft. (3.65m x 3.65m x 24.36m)<br />
CA20 Sub-module being shipped from module fabrication facility
Tracking No. 00.00.2010<br />
76<br />
Sub-Module CA20_011<br />
8’-6‖<br />
8’-3‖<br />
68’-0‖<br />
68’-0‖<br />
CA20-01<br />
30 Tons
Tracking No. 00.00.2010<br />
77<br />
CA20 Sub-Module Configurations
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78<br />
Lifting of CA20 Submodules
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79<br />
Vertical Assembly CA20<br />
• Assembled in the<br />
Vertical Position<br />
• Automated Welding<br />
• NDE - Visual & UT
Tracking No. 00.00.2010<br />
CA20 First Subassembly<br />
8<br />
80
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81<br />
CA20 Subassembly
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82<br />
CA20 Heavy Haul
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83<br />
CA20 Lift
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84<br />
CA20 Installation
Tracking No. 00.00.2010<br />
85<br />
CA20 Module Installation
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86<br />
Sanmen Unit 1 Containment Vessel<br />
March 2010: Containment Vessel 1 st<br />
Ring positioned over Containment<br />
Vessel Bottom Head and set into place
Tracking No. 00.00.2010<br />
87<br />
CA01 — Steam Generator<br />
& Refueling Canal Module<br />
CA01 comprised of 47 Sub-<br />
<strong>Modules</strong>:<br />
Size (N x E x Height): 92’-0‖ x 96’-0‖<br />
x76’-0‖ [28m x 29m x 23m]<br />
Dry Weight: 1,600,000 lbs. [725 Mg]
Tracking No. 00.00.2010<br />
88<br />
CA01 Assembly
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89<br />
CA01 in CA Assembly Area
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90<br />
Sanmen Unit 1 CA01 Module<br />
Two 24-axle transporters are prepared to move CA01<br />
March 27, 2010: The 1,030-ton CA01<br />
module is lifted over the CV ring and<br />
set in the reactor building
Tracking No. 00.00.2010<br />
91<br />
CA02 – IRWST / Pressurizer Wall<br />
Module<br />
CA02 comprised of 5 Sub-<br />
<strong>Modules</strong>:<br />
Size (N x E x Height): 24’ x 6’ x 37’<br />
[7mx2mx13m]<br />
Dry Weight: 61,500 lbs. [ 28.3Mg]
Tracking No. 00.00.2010<br />
92<br />
CA03 – IRWST Southwest Walls<br />
CA03 comprised of 17 Sub-<br />
<strong>Modules</strong>:<br />
Size (N x E x Height): 116’ x 46’ x 42’<br />
[35mx14mx13m]<br />
Dry Weight: 420,000 lbs. [ 191Mg]
Tracking No. 00.00.2010<br />
93<br />
CA04 – Reactor Vessel Cavity/RCDT<br />
CA04<br />
CA04 comprised of 16 Sub-<br />
<strong>Modules</strong>:<br />
Size (N x E x Height): 21’ Octagon<br />
across flats x 27’ [6.39m x 8.22m]<br />
CB66<br />
CB65<br />
Dry Weight: 90865 lbs. [ 41.3 Mg]
Tracking No. 00.00.2010<br />
94<br />
CA01 — CA05 Installation Sequence<br />
CA20 – CA04,05<br />
CA01 set on top
Tracking No. 00.00.2010<br />
95<br />
Equipment & Piping <strong>Modules</strong><br />
Piping Module Q240<br />
(ASME Section III)<br />
Size (N x E x Height): 27’-3‖<br />
x 12’-9‖ x 11’<br />
Dry Weight: 25,000 lbs.<br />
Room (Area): 11208 (1120)<br />
Plant Elevation: 96’-0‖<br />
Classification: Safety<br />
Equipment Module<br />
KQ10<br />
Size (N x E x Height): 7’-<br />
2‖ x 5’-9‖ x 8’-10‖<br />
Dry Weight: 10,000 lbs.<br />
Room (Area): 11104<br />
(1112)<br />
Plant Elevation: 71’-6‖<br />
Classification: Non-safety<br />
Commodity<br />
Module R151<br />
Size (N x E x Height): 54’-6‖<br />
x 5’-3‖ x 7’-4‖<br />
Dry Weight: 10,227 lbs.<br />
Room (Area): 12151 (1215)<br />
Plant Elevation: 74’-10‖<br />
Classification: Non-safety
Tracking No. 00.00.2010<br />
96<br />
Q6-01, RCS Stages 1, 2, 3 ADS Module<br />
Size (N x E x Height): 12’ x 12’ x 15’-<br />
9‖ [3.6mx3.6mx4.8m]<br />
Dry Weight: 110,000 lbs. [50 Mg]<br />
Classification: ASME Section III,<br />
Class 1
Tracking No. 00.00.2010<br />
97<br />
Components on <strong>Modules</strong><br />
(<strong>Modules</strong>/Total Plant Quantities)<br />
• Valves: 1059/3672 (29%)<br />
• Piping: 8%<br />
• Tanks: 10/73 (14%)<br />
• Vessels: 22/26 (85%) (not including CRDM,CV, RV or Pressurizer)<br />
• Heat Exchangers: 7/39 (18%)<br />
• Pumps: 41/74 (55%) (RCP not included)<br />
• Dampers: 9/750 (1%)<br />
• Structural Steel: 21%<br />
• Instruments: 15%
Tracking No. 00.00.2010<br />
Shaw Modular Solutions<br />
• Location: Lake Charles, Louisiana<br />
• Size: 410,000 square feet, 120 acres with option for 180 more acres<br />
• Production Space: 7 Bays - 500’ long<br />
• Width: Ranges from 70’ to 110’<br />
• Indoor Height: Ranges from 40’ to 70’ tall, with the ability to assemble<br />
structures up to 50’ high indoors<br />
• Weight: Capacity in excess of 100 tons<br />
• Barge Access: 37’ deep<br />
• Administrative Building: 8,200 square feet<br />
• Training Facility: 10,000 square feet<br />
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99<br />
Shaw Modular Solutions<br />
January 2010
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100<br />
Shaw Modular Solutions<br />
March 2010
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101<br />
Shaw Modular Solutions<br />
March 2010
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102<br />
Production – Shaw Modular Solutions<br />
September 2010
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103<br />
Production – Shaw Modular Solutions
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104<br />
Production – Shaw Modular Solutions<br />
September 2010
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Production – Shaw Modular Solutions<br />
September 2010<br />
105
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106<br />
Production – Shaw Modular Solutions<br />
October 2010
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107<br />
Production – Shaw Modular Solutions<br />
October 2010
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108<br />
Module Assembly Building<br />
December 2010 : Vogtle, Module Assembly Building<br />
January 2011 : V.C. Summer, Large Module Assembly Building<br />
• Module subsections from SMS are stored at the sites until they<br />
are scheduled to be erected in the module assembly building -<br />
a specially designed building where welding operations can<br />
occur in an environment unaffected by rain and wind.<br />
• This building, constructed at each of the project sites, contains<br />
the cranes and platens necessary to erect the modules.
Tracking No. 00.00.2010<br />
109<br />
Assembly Methodology<br />
• 120’ X 300’ concrete assembly area for CA01 and CA20<br />
• Submodules joined in final position<br />
• Conducive to a controlled environment<br />
300 ft<br />
120 ft
Tracking No. 00.00.2010<br />
110<br />
Building Layout<br />
• Building height 120 ft<br />
• 104 ft under hook<br />
• Four 50-ton cranes<br />
• Provides 22 ft clearance over modules<br />
300 ft<br />
120 ft<br />
Platen<br />
Area CA20<br />
Platen Area<br />
CA01<br />
Truck Access
Tracking No. 00.00.2010<br />
111<br />
Module Assembly - Upender<br />
• When a subsection is scheduled<br />
for installation in the module, a<br />
specially designed truck called<br />
an upender is sent to the<br />
storage site where a crane<br />
loads the subsection onto<br />
the truck.<br />
• The upender backs into the<br />
assembly building, where<br />
hydraulic cylinders rotate the<br />
truck bed 90 , raising the<br />
subsection from horizontal<br />
to vertical.
Tracking No. 00.00.2010<br />
112<br />
Module Assembly - Upender<br />
• An overhead crane in the assembly building will remove<br />
the subsection from the upender and place it on an<br />
elevated steel platen.<br />
• The upender returns to the storage site to retrieve the<br />
next subsection.
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113
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114<br />
Lessons Learned
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115<br />
Shaw’s High-Level Lessons Learned<br />
• Fully integrated schedule<br />
• Subcontractor qualification<br />
• Quality assurance<br />
• Workforce planning<br />
• Problem identification and resolution<br />
• Regulatory interface
Tracking No. 00.00.2010<br />
Concrete Placement and Quality Operating<br />
Experience/Lessons Learned<br />
116<br />
• Lessons Learned:<br />
– The concrete mix must be<br />
right. It is 50 percent of<br />
the success ratio<br />
– Environmental factors,<br />
including temperature,<br />
humidity and wind<br />
– Travel time from the<br />
batch plant to placement<br />
• Best Practices:<br />
– Have on-site batch plants<br />
to ensure the right<br />
concrete mix and to<br />
reduce travel time<br />
March 2009: First Nuclear Concrete at Sanmen<br />
March 2011: Two concrete batch plants for use during construction at Vogtle
Tracking No. 00.00.2010<br />
CA20 Module Operating<br />
Experience/Lessons Learned<br />
• Lessons Learned:<br />
– Maximize effort in fabrication shop vs. field<br />
– Rigging techniques and load leveling<br />
• Best Practice:<br />
– Readiness reviews<br />
conducted with entire team<br />
– Detailed as-built surveys<br />
of CA20 and the base mat<br />
dowels, minimized the<br />
interferences on the base mat during setting<br />
117
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118<br />
CA20 Module<br />
August 2009: CA20 Module Installation at Sanmen
Tracking No. 00.00.2010<br />
119<br />
Module Assembly Building Operating<br />
Experience/Lessons Learned<br />
• Lessons Learned:<br />
– Weather can have a major impact on modular assembly<br />
– Welding practices have the potential to deform long, thin plates<br />
• Best Practices:<br />
– On-site modular assembly buildings provide better protection of modules<br />
assemblies<br />
– Vertical welding reduces stress on modules<br />
Construction of Module Assembly Building at Vogtle<br />
Inside Module Assembly Building at V.C. Summer
Tracking No. 00.00.2010<br />
CA01 Module Operating<br />
Experience/Lessons Learned<br />
• Lessons Learned:<br />
– Interferences of CA01 SG wall bottom channel steel with dowels<br />
– Transport plan: deflection with the support frame<br />
beams identified from the transporter load test<br />
stiffener plates were added. Three transporters<br />
are recommended for the future AP1000 CA01<br />
transportation<br />
• Best Practice:<br />
– Planning and implementation of the leveling<br />
during lifting, using counterweight basket<br />
(lesson learned from CA20)<br />
– Measurement and survey: CA01 layout survey,<br />
embedment, potential conflicting dowels to<br />
provide preset info – minimized setting and<br />
fit-up problems<br />
– Readiness review package<br />
120
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CVBH Operating Experience/Lessons<br />
Learned<br />
• Lessons Learned:<br />
– Sufficient qualified welders<br />
– Pre-heat treatment method<br />
– Improvements in design<br />
and fabrication of spider<br />
block and the lifting beam<br />
• Best Practice:<br />
– Set within 10 mm (.34 inch)<br />
of location<br />
Spider block and lifting beam<br />
– Readiness Review Package and punch list<br />
– Preparation and implementation for the safe<br />
and smooth transport and setting<br />
121
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122<br />
Strategy for Successful Project<br />
Deployment<br />
• Select partners to optimize execution, risk profile, EPC<br />
price, etc.<br />
• Identify potential local partners and determine capability,<br />
experience, financial standing, etc.<br />
• Reach agreements on primary division of responsibility<br />
(DOR).<br />
• Maintain management commitment to excellence.<br />
• Learn from the past–examine lessons learned and<br />
implement best practices.
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123<br />
Challenges Unique to Nuclear<br />
Environment<br />
• Timing<br />
– New nuclear unit delivery schedule approximately<br />
nine years (vs. seven for coal), with threeto<br />
four-year fabrication times for steam<br />
generators and vessels<br />
– Early decision-making is necessary<br />
• Public Scrutiny<br />
– Because nuclear power is such a high-profile technology, potential<br />
problems at any site become widely known<br />
• Uniqueness of Nuclear<br />
– Nuclear power is among the most highly regulated activities in the<br />
world,<br />
so regulations are robust and closely followed<br />
• Collaboration between Regulators<br />
– Nuclear regulators make up a very small community and are far more<br />
connected than in any other arena
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124<br />
Challenges Unique to Nuclear<br />
Environment<br />
• Robust QA/QC is Vital<br />
– Components emplaced in nuclear units require<br />
much higher pedigree than those in fossil units<br />
• Safety Culture<br />
– Companies involved in nuclear unit construction must<br />
not only foster safe working environments for<br />
employees, but must also create a culture at the<br />
worksite that prioritizes safety above scheduling and<br />
cost concerns<br />
• Specialization of Contractors & Subcontractors (C&S)<br />
– Not all C&Ss have the the programs, processes,<br />
procedures and people (―Four Ps‖) needed to<br />
successfully build nuclear operating units
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125<br />
Conclusion<br />
• Beyond cost, what are the key factors that should be<br />
considered in the selection of the right EPC contractor and<br />
to what extent can the contracting methodology affect this<br />
selection process?<br />
• Nuclear power plants are complex and large projects. In<br />
what ways can the early investment in infrastructure and<br />
the development of a comprehensive schedule play in the<br />
success of the project?<br />
• What are the key factors that should be considered in the<br />
selection of subcontractors and what steps can be taken to<br />
ensure the efficient procurement of commodities and<br />
components?
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126<br />
Conclusion<br />
• How can modular construction techniques affect the<br />
competitiveness and deployment of nuclear power plants in<br />
the future?<br />
• What are some of the key lessons learned from previous<br />
construction activities and what steps can be taken to avoid<br />
their repeat in the future?
Tracking No. 00.00.2010<br />
Shaw’s Power Group