Concept of Intelligent Customer and Application to NPP

Transcription

1 Thursday,10 February 2011 Concept of Intelligent Customer and Application to NPP S J Mortin 1

2 Keeping an intelligent customer capability Large National Owner/Operator/ Distributor Large Government research programme Generating organisation 1 Generating organisation 3 Generating organisation 2 Distributor 1 Distributor 2 Distributor 3 Technical Supplier 1 Technical Supplier 2 Facility owners Technical Supplier 3 2

3 Growing an intelligent operator Ministries Owner Operator NEPIO Nuclear Regulator National Suppliers Phase 2 3

4 The prime responsibility for safety must rest with the person or organisation responsible for the facilities that give rise to radiation 4

5 5

6 How much power How much space How long will it take What technical options are there Environmental issues Finance capital, running costs Disposal costs Market forecasts Recent customer experience 6

7 Site characteristics seismic, weather, cooling capabilities and reliability, Grid reliability How much power How much space How long will it take What technical options are there Environmental issues Finance capital, running costs Disposal costs Market forecasts Recent customer experience 7

8 Keeping an intelligent customer capability Large National Owner/Operator/ Distributor Large Government research programme Generating organisation 1 Generating organisation 3 Generating organisation 2 Distributor 1 Distributor 2 Distributor 3 Technical Supplier 1 Technical Supplier 2 Facility owners Technical Supplier 3 8

9 We control the licensee But Is the licensee controlling the facility? 9

10 An intelligent customer should: Understand nuclear safety requirements of all activities Have capability to set, interpret and ensure achievement of safety standards Take responsibility for managing safe operation 10

11 Western Europe Nuclear Regulators Association The licensee shall always have sufficient staff to understand the licensing basis of the plant, as well as to understand the actual design and operation of the plant. The licensee shall maintain, sufficient staff to specify, set standards manage and evaluate safety work carried out by contractors. 11

12 The organization for initial licensing is not static; it must develop in a timely fashion to identify sufficient suitably qualified, trained and experienced resources to cover all safetyrelated aspects of the power station activities in subsequent operation 12

13 Nuclear power option included within the national energy strategy MILESTONE 1 Ready to make a knowledgeable commitment to a nuclear programme MILESTONE 2 Ready to invite bids for the first NPP MILESTONE 3 Ready to commission and operate the first NPP PHASE 3 Maintenance and continuous infrastructure improvement Infrastructure development program Preparing PHASE for 1 assuming Considerations commitments before & a decision obligations to launch a nuclear power programme is taken PHASE 2 Preparatory work for the construction of a NPP after a policy decision has been taken Activities to implement a first NPP 1 st. NPP Project Pre project Project decision making Construction Feasibility study Bidding process years Commissioning Operation / decommissioning 13 INFRASTRUCTURE DEVELOPMENT PROGRAMME

14 Customer or Licensee? You can t separate license to operate from capability to purchase wisely. Without a license to operate its of no value! The nature of your operator/licensee organization will impact the services, information and ongoing support you require from a vendor. The process of bid evaluation can also help build capability. 14

15 Nuclear Regulator Consultants Security Regulator Local Government National government Environmental Regulator Public and Media Operator Consultants Vendor 15

16 Some thoughts on how Leadership 16

17 Directors, managers and leaders at all levels should focus the organisation on achieving and sustaining high standards of safety and on delivering the characteristics of a high reliability organisation 17

18 Some thoughts on how Leadership Start early buy knowledge not just analysis Identify key competences and level of resource required; competent organisation doesn t necessarily mean big Develop strategies with vendors/consultants/other operators for knowledge transfer to the operating organisation Don t just read do! Think about the next generation Address issues of maintaining contractor expertise 18

19 Thursday,10 February 2011 Thank You THE NUCLEAR ATKINS ASSYSTEM ALLIANCE