SWEDEN CASE STUDY: INTERFACE WITH PROJECT DELIVERY TOOLS
Appendix A. Sweden case study: Interface with project delivery tools
Introduction
The different stakeholders described in Chapter 2 all have a need for follow-up on project performance such as cost and schedule. Thus, benchmarking in the context of decommissioning costs also plays an important role of added value in the interface with project delivery tools. Even if the level of detail in information needed by various stakeholder groups may differ, as described in Chapter 2, it is considered important that the follow-up on project performance is made in a systematic and consistent way. Studying and implementation of lean management principles and standardisation approaches provides valuable contribution in this context, e.g. regarding development of relevant key performance indicators (KPIs).
Background
Within Uniper the nuclear power plants of Oskarshamn 1 and 2, and Barsebäck 1 and 2 are to be dismantled. The two programmes are aligned on portfolio level and supported by Uniper Project Performance Center (PPC).
The PPC strives for a holistic, site overarching optimisation of the Uniper nuclear decommissioning and dismantling (D&D) activities. This means:
•prepare and follow up overarching decisions for the D&D project portfolio, in order to set standards and achieve the overall optimum in quality and cost;
•performance tracking and support;
•support optimisation of D&D resources.
The decision making and formal accountability and authority of the licence holders OKG and Barsebäck Kraft AB (BKAB) stay intact and the licence holder’s representatives are integrated in the PPC leadership team and different working groups.
According to the regulatory framework, it is the responsibility of the licence holder to estimate the costs for all measures that are needed to manage and dispose of spent nuclear fuel, as well as other radioactive residual products from nuclear activities, and to decommission and dismantle the nuclear power plants.
Historically, decommissioning cost estimates are based on technical decommissioning studies performed by, respectively, TLG Services for Barsebäck and Westinghouse for Oskarshamn. These cost estimates are the basis for calculating fees and financial guarantees required in accordance with the regulatory framework and the Swedish financing system for financing decommissioning and radioactive waste disposal (i.e. the state Nuclear Waste Fund).
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SWEDEN CASE STUDY: INTERFACE WITH PROJECT DELIVERY TOOLS
Since entering decommissioning, these rather theoretical studies and estimates are to be verified in the further project planning (e.g. budgetary offers). This is currently work being undertaken as part of the ongoing strategy development process. Therefore the following should be seen as a preliminary description.
Governance model
To customise project delivery tools for decommissioning, forming a relevant governance model is crucial. The basis for the governance model is the three major tasks in nuclear D&D; operation and maintenance; D&D work packages; and waste management.
The measures for dismantling a nuclear power plant have a direct impact on waste treatment and on operation, maintenance and security (OMS). Dismantling of radioactive material is mostly manual work, where the number of required personnel is related to the planned performance and to the planned execution time. Transport and logistics, the need for infrastructure systems, and all expenditures are connected to the number of personnel in controlled areas and material handling. Fast D&D will need high capacity for waste treatment and thus increase the basic cost for OMS additionally.
Dismantling and decontamination require auxiliary functions like venting, waste water treatment, lifting devices, elevators for personnel, pressured air, etc. Usually, operational systems are used until these are to be decommissioned. Before decommissioning of these systems compensatory measures are required to fulfil the function until free release of building.
Nuclear responsibility requires a line organisation on-site, and safety and supervisory functions. The required resources correspond with the volume of activities on-site, but cannot be reduced below a minimum connected to legal required functions and responsibilities.
Understanding the overall tasks for nuclear D&D and the interfaces between them forms a simplified governance model described in Figure A.1 below.
Figure A.1: Simplified description of governance model adapted for nuclear D&D
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