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- •Cost Benchmarking for Nuclear Power Plant Decommissioning
- •Foreword
- •Acknowledgements
- •Table of contents
- •List of appendices
- •List of figures
- •List of tables
- •List of abbreviations and acronyms
- •Chapter 1. Introduction
- •1.1. Objectives
- •1.2. Scope
- •1.3. Organisation of the report
- •Chapter 2. Added value
- •2.1. Stakeholder perspectives
- •Executive decision makers
- •Authorities and regulators
- •Programme and project teams
- •Supply chain
- •2.2. An example of the potential for added value
- •Chapter 3. Approaches
- •3.1. Approaches to benchmarking in other industries
- •The oil and gas industry
- •Commercial and defence ship building
- •Civil construction
- •3.2. Common features of other industry approaches
- •Chapter 4. Barriers and enablers
- •4.1. Cost benchmarking approaches – Barriers
- •Barrier: No incentive for industry engagement
- •Barrier: No investment in organisation or facilitation
- •Barrier: Absence of actual cost data
- •Barrier: Obstacles to normalisation
- •Barrier: Low maturity in cost benchmarking
- •Barrier: Competition law
- •4.2. Cost benchmarking approaches – Enablers for the removal of barriers
- •Drivers for the enablers – The likely demand for cost benchmarking
- •Enablers for barrier removal (a two-stage approach)
- •Enablers: Other industry experience
- •4.3. Collecting and sharing data – Barriers
- •What form of data is required?
- •The requirement for data collection and sharing
- •4.4. Collecting and sharing data – Enablers
- •Removing the barriers for data collection and sharing
- •Considerations for data collection and sharing to support value-adding benchmarking
- •Is a database required?
- •4.5. Enabling cost benchmarking data collection and sharing – Options
- •Summary options for cost benchmarking, including data collection and sharing
- •Chapter 5. Conclusions and recommendations
- •5.1. Summary of findings
- •5.2. Options for benchmarking for NPP decommissioning
- •5.3. A possible roadmap for the implementation of benchmarking
- •Step 1 – Selection of an international organising entity
- •Step 2 – Mobilisation
- •Step 3 – Implementation
- •Step 4 – Steady state and evaluation
- •5.4. Moving forward
- •References
- •Appendix A. Sweden case study: Interface with project delivery tools
- •Introduction
- •Background
- •Governance model
- •Project delivery tools
- •Operation and maintenance of auxiliary systems, surveillance of plant and plant security
- •D&D work packages
- •Waste management
- •Ongoing work and other interdependencies
- •Appendix B.1. Details of barriers and enablers identified by industry
- •Appendix B.2. Barriers and enablers: Approach to ascertaining interest group perspectives
- •Interest groups – Definition and identification
- •Beneficiaries and consumers of benchmarking
- •Suppliers of data
- •Benchmarking service suppliers
- •Interest groups – Engaging these groups in a benchmarking approach
- •Engaging the audience for benchmarking
- •The critical mass for benchmarking
- •Appendix B.3. Enabling benchmarking option analysis

LIST OF ABBREVIATIONS AND ACRONYMS
|
List of abbreviations and acronyms |
DCEG |
Decommissioning Cost Estimation Group (NEA) |
D&D |
Decommissioning and dismantling |
FMI |
First Marine International (United Kingdom) |
IAEA |
International Atomic Energy Agency |
ICMS |
International Construction Measurement Standards |
ISDC |
International Structure for Decommissioning Costing |
KPI |
Key performance indicators |
NDA |
Nuclear Decommissioning Authority (United Kingdom) |
NEA |
Nuclear Energy Agency |
NPP |
Nuclear power plant |
OECD |
Organisation for Economic Co-operation and Development |
OMS |
Operation, maintenance and security |
RICS |
Royal Institution of Chartered Surveyors (United Kingdom) |
WPDD |
Working Party on Decommissioning and Dismantling (NEA) |
COST BENCHMARKING FOR NUCLEAR POWER PLANT DECOMMISSIONING, NEA No. 7460, © OECD 2019 |
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