Annex VI

REPUBLIC OF KOREA

VI–1. STATUS OF NPP IN THE REPUBLIC OF KOREA

Since the issue of global warming, the time of ‘nuclear renaissance’ has become a reality as many nations in the world choose nuclear power as a significant option for reducing greenhouse gas emissions and meeting growing needs for electricity supply.

As the Republic of Korea lacks natural resources of energy, it has been increasing the capacity of commercial nuclear power to support the rapid expansion of the national economy by providing stable and economical electric power. Since the first commercial nuclear power generation in 1978 in the Republic of Korea, a total of 20 nuclear reactors are currently in operation. South Korea has become the nation with the 5th largest nuclear generating capacity in the world.

VI–1.1. Development of nuclear power

Technology self-reliance on nuclear power plants in the Republic of Korea has been accomplished through a long term localization programme, led by its government and owner, including NPP standardization.

OPR1000 (Optimized Power Reactor) has been developed as an integral part of the nuclear power plants standardization program which was launched in the middle of 1980s by incorporating the latest technology and lessons learned from the previous experience on design, construction and operation of nuclear power plants in the Republic of Korea.

Improved OPR1000s (Shin-Kori units 1&2 and Shin-Wolsung units1&2) are now under construction in which advanced technology features and lessons learned from the repeated construction and operation of OPR 1000s have been applied.

The new features of the improved OPR 1000 are:

—Adoption of advanced and proven technology;

—Achievement of advanced construction management utilizing the ERP system and the latest construction technology;

—Reduction of construction costs and schedule by optimising the system design and plant arrangement;

—Enhancement of safety, operability, maintainability and reliability.

The Republic of Korea has also developed the APR1400, a GEN III reactor, which features a significantly enhanced nuclear safety design and 4 units of the APR1400 are being built in the Republic of Korea. Various advanced construction methods such as modularization of the containment liner plates and of the reactor internals, parallel installation of reactor coolant piping and reactor vessel internals, and a computerized construction management system have been applied to improve its competitiveness in the global commercial nuclear market.

VI–1.2. Construction status

The current share of nuclear power generation, 36%, will increase to 59% by 2030 according to the National Energy Strategy Plan. To meet such a goal, eight nuclear units are under construction and 10 more will be constructed by 2030.

As a nuclear power plant construction is a comprehensive and long term project, systematic and specialized construction management skills are needed to meet both a high construction quality and schedule requirements with the limited availability of resources.

VI–1.3. Project organization

See Fig. VI–1, VI–2 for head office and site organization structure.

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FIG. VI–1. Head office project organization.

FIG. VI–2. Site project organization.

VI–2. CONSTRUCTION MANAGEMENT ISSUE

VI–2.1. Selection of local suppliers

Korea Hydro and Nuclear Power Company (KHNP) has a very competitive bidding process. KHNP applies its pre-qualification in areas such as construction experience, technical ability, financial condition and credit rating, etc. to select local suppliers for bidding. In some cases, in order to ensure the timely mobilization of labour, equipment and tooling, for maintaining a planned schedule, KHNP expedites the construction work by direct control of the required resources. See Fig VI–3.

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The application forms of the local suppliers are submitted to KHNP on a real time basis. The applications are verified and various reports are generated on the suppliers’ ability to perform the required tasks. These reports include evaluations of areas such as technological ability, appropriate resources, quality programs, adherence to environmental requirements etc. If necessary, inspection teams survey the local suppliers in the field to gather more data. Based on the results, the successful local suppliers are registered in the KHNP supply chain vendor list, and become qualified bidders.

VI–2.2. Bulk material management

There are two classes of materials in construction: the TAG materials such as equipment, valves and instruments. These are uniquely tagged items and the BULK materials such as piping material, pipe support components, HVAC duct, cable trays, conduit, cement, etc. These are classes of equal components that can be used or installed interchangeably in several locations of the plant. See Fig. VI–4.

During the preparation stage of the construction project, the Material Assignment Schedule, including scope of supply (owner or constructor), source of shipment (local or foreign), and quality class (Q or non-Q), should be established.

Based on the Material Assignment Schedule, purchase specifications are written by KEPCO E&C and submitted to KHNP. KHNP's Project Engineering Department initiates a purchase request to the Material Department.

Bulk materials are contracted on a unit price basis according to estimated quantities. The actual quantities as per the design drawings are determined by the Architect Engineering Company. KHNP’s construction site office orders the needed quantities and specifies the delivery schedule to the supplier considering the lead time (manufacturing, shipping, customs, etc.) through an RTM (Release to Manufacture) form. The materials supplied through purchase orders undergo quality inspection following delivery at the warehouse. From the warehouse they are then supplied to the construction company according to the installation schedule requirements.

As soon as the constructor receives the material from KHNP, a Maintenance Action Card for the materials is issued and checked to verify the specifications, such as power of motors, of space heaters, lubricant of rotating equipment, and protection cover for fragile items during the construction period.

For the BOP equipment, KHNP has about 400 qualified vendors. KHNP issues the procurement schedule, which contains the number of procurement packages, specification issue date, ITB issue date, the contract awarding date, and so on. The BOP equipment is grouped into 190 packages based on quality class, equipment type, etc.

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KHNP has developed a computerized material management system, the Information Control System to control the materials from the contractual step to the installation step. Through the computerized information control system, KHNP manages all data including orders, receipts, inspection, supply to constructor, supply to maintenance, quality documentation and other aspects of material control. This process is especially efficient for construction materials, which are managed interactively through the material purchasing process on a just on time basis.

VI–2.3. Worker turnover/shift approach

KHNP has made every effort to maximize employment and retention of skilled engineers and workers. Projects requirements are forecast in advanced and human resources are recruited as needed. KHNP mobilizes the key construction personnel in accordance with the construction schedule. Most construction jobs aren’t continuous in nature and require skilled manpower in different numbers at various times.

KHNP, as the owner of projects, runs shifts even on weekends in cooperation with the construction companies in order to expedite, supervise, and inspect the construction process during peak construction times. With regard to workers, KHNP operates shifts for construction work including night shifts or all-night shifts, if needed, in addition to the daytime shift.

KHNP is currently operating 20 nuclear units and eight units are under construction. Due to uninterrupted construction cycles, KHNP uses two major channels to optimize recruitment and continually improve efficiency. One channel conveys workers from the completed construction projects to the current construction projects. This allows the transfer of skilled construction workers to new projects with the right person in the right position at the right time. The second channel allows experience to be captured and recorded. Through technical exchange visits, and periodic meetings, with engineers from previous projects, KHNP tracks issues and problem areas and applies the solutions developed in previous projects as well as the lessons learned in previous projects to the new projects.

VI–2.4. Construction equipment

Standard construction equipment such as the crane and dump truck has not had a major impact on improving the construction process. However, special equipment such as polar cranes, construction trolleys and ringer cranes had the greatest impact on the construction process. KHNP prepared and made available to contractors all construction equipment at its sites, such as crawler cranes ahead of time so as to facilitate speedier erections.

The utility should arrange the procurement of test and measuring equipment ahead of time in order that equipment calibration can be planned in good time and contractors who require calibrated tool or equipment can be issued such items on time. Concrete test labs should also be set up in advance. Special equipment such as polar cranes, construction trolleys that are used in previous projects should also be transferred to the new project on time.

VI–2.5. Massive movement of people and material

Smooth supply of material and labour is essential to a successful completion of construction. KHNP has been able to build nuclear power plants consistently. KHNP’s strong competitiveness is its human resources and high level of expertise were built over a period of 30 years of construction experience. This technical expertise includes construction labour, engineering, contractor coordination and commissioning. The high level of expertise and labour is transferred to the new construction project continually through a systematic long term construction planning. Engineers, materials and feedback of experienced human resources contribute to this high level of expertise.

New contractors who get involved through competitive bidding may not be aware of the criticality of nuclear construction requirements, such as quality, documentation, skilled labour and other specialized personnel needs. KHNP has rapidly reduced construction durations owing to the establishment of computerization in the area of piping systems, cable and cable tray runs, system turnovers and through the systematic organization of training facilitated by repetitive construction.

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