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Takashi Shoji

Programme Director

World Association of Nuclear Operators

Developing safety culture and management

system to incorporate the latest lessons

learned over the world

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◊Preparation/design stage

◊Construction stage

Lessons learned from UK /Finland construction

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The work must be placed with quality contractor. Some contractors are not aware of nuclear grade

of quality control.

The contract strategy must reflect the risk

being carried by the parties. The contract must

define the scope and responsibilities of

contractors.

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Using 3D CAD models prior to start of construction will save the time during construction, reduce

rework, help avoid disputes between contractors and identify labour related logistic requirements on

site.Maintenance /radiological protection engineers

should be involved in this 3D CAD review process.

Comprehensive pre-planning and detailed

scheduling with designers and support from

main contractors, using 3D models.

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As you know, even turn-key project with a main contractor, turn-over process will occur so that

correct in all respects and ready for hand over is essential.

Interface require active management with

rigorous QA program to ensure that when a hand

–over occurs between on contractor and another

the job is complete

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With current industry norm, operator should be well trained with on-site simulator to prepare for

start-up of the plant.

During commissioning process ,experience should be gained and knowledge transferred to operation

personnel.

Operators should be trained early in the projects

schedule to ensure smooth commissioning and

hand-over from construction to operation

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Vendors have lost much knowledge and skills when experienced experts have retired and new types of

competence are needed for new technologies.Vendors need to establish a subcontractor network

from companies with proven skill.

With current industry norm, operator should be well trained with on-site simulator to prepare for start-up of the plant.During commissioning process ,experience should be gained and knowledge transferred to operation personnel.

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Early contract between vendors, licensee and regulator.

Feasibility study of several designs in early stage of the project were found to be very useful and facilitated the subsequent licensing process.

Preparation of the project

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European Utility requirements were used to present most of the technical requirements to potential bidders, but these did not include all

necessary national safety requirements.

Making safety requirements clearly understood.

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To ensure the smooth progress of the project, the vendor needs to understand and take national

regulatory practices seriously. In Finland, regulatory practices is different from what vendor

had met elsewhere.

Understanding of regulatory practices

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In order to avoid delays and difficulties in the project implementation, it is necessary to allocate sufficient time for the planning stage and to assess the implementation of each

party before starting constructionLicensee & vendor’s capabilities and resources are adequate.

The design stage is adequate for controlled construction.Qualified subcontractors are available as needed and contracts

exist for managing the subcontractor chains.

Preparedness of parties for project implementation

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To ensure good management of the subcontractor chains, it is important that in such call for tender for subcontractors the vendor clearly indicates and emphasizes the nuclear specific practices,

such as;A requirements to provide design documentation

well in advance of planned manufacturingMultiple quality controls and regulatory

inspections to be conducted during manufacturing and

Expectations of safety cultureIt has been noted that the real competence of

manufacturing and subcontractors is not easy to judge auditing only, and the evaluation of the

manufacture’s ability at the shop floor is important.

Management of Subcontractors

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If the design work is conducted by different organisations and in different places (or even in

different countries), good coordination and communication is vital for a successful outcome.

Lack of coordination and communication within the vendor consortium has been a problem area

especially in the early stage of the Olkiluoto 3 project and throughout the I&C design process.

Communication within the Vendor Consortium

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New advanced safety features are not easily implemented.

New welding solutions were challenge during RPV manufacturing ,and additional evaluation and some

repair welding were needed.Preassembly welding of main coolant legs showed

microcracking that had not been faced

Mastering the Manufacturing Technologies

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The licensee is responsible for the safety of its plant when it starts to operate, and therefore it

must have strong control of the project also at the turn-key and fixed-price project stage.

Licensee should have an opportunity to require use of proven, state-of-the-art technology in

manufacturing and constructing (not only to accept final productions

Licensee Responsibility

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Strong message and transparent actions and decisions are expected from the management of the vendor and the licensee to promote safety

culture ; “ safety and quality have higher priority than costs and schedule”.

A questioning attitude is needed on every level and organization ;licensee, vendor and subcontractors.Safety concerns and questions raised by workers

needed to be responded to properly.

Safety Culture during construction

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In some situation the QC inspectors by the manufacture, vendor, and licensee have faced too much economic pressure, and may be in a position

to ensure stopping of work to make necessary corrections.

A stringent regulatory approach and inspections are thus needed to verify that the new

manufacturing techniques and new type of equipment meet the specification set by the

designer.

Importance of regulatory Oversight of construction

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The original schedule was too ambitious for the plant that is first of its kind and larger than any

NPP previously built.Inadequate completion of design and engineering

work prior to start of construction.A shortage of experienced designers.

A worldwide shortage of qualified equipment manufactures.

The construction of Turbine Island has progressed much better.

There is close cooperation between the turbine vendor and an experienced construction company,

resulting in good integration of design and construction work.

The main reasons for the delay are

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How WANO support new entrants

1 Year

6-8 Months9 Months

(max)

Business case for membership; WANO Chairman & MD with CEO

Programme discussions; produce project plan

Assist OE feedback; focus on design• Grid• Civils• QA/QC• Config Mgmt

Call for tender Contract award Operators trained and licensed

Begin cold integrated tests

Begin hot tests

Fuel load

First criticality

Peer review follow-up

Pre-startup peer review

Assist Ops recruit and training

Assist in operational processes

Assist structure for commiss-ioning

Idealised new plant start-up interaction with WANO

Timing based on discussion between WANO and station

4/8/2009Peter Wakefield rev2

WANO Support to IAEA and newcomers. Focus awareness of:• OE• Nuclear Safety Culture• Operational Processes

Selected OE available to members, vendors and key contractors

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What benefit

can a New Member

obtain from other operators

through WANO?

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Early engagement with WANO is beneficial for new entrants

� Early Construction Stage

� Construction/Commissioning Stage

� Pre-startup Stage

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Early Construction Stage� Members can obtain operating experience

of existing plants and can use them tofeedback to their design

e.g. Event Analysis Report (EAR)Significant Operating Experience Report (SOER)

� Members can obtain information regarding site organisation structure, and other preparation work like training through benchmarking with existing stations

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Construction/Commissioning Stage

� Members can obtain technical information on construction and commissioning through Technical Support Mission (TSM)

� Members can obtain latest technical information through benchmarking with other construction units

� Members can feed back construction stage information through WANO Operation Experience programme (OE)

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Pre-startup Stage

� Members can use WANO Guidelines in preparing for operation, maintenance & engineering activities

� Members can conduct self-evaluation through WANO Pre-Startup Peer Review

� Members can train station personnel through WANO workshop, seminar & training activities

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Pre-Startup Peer Review� To achieve safe and reliable operation of a Near-

term Operating License (NTOL) plant, WANO conducts a Pre-startup Peer Review to identify AFIs on the plant operation and readiness to operate a plant in a safe and reliable manner

� Ideally conducted 2 months before fuel loading but not earlier than 6 months

� Decision of the basic plan made 16 months before the review

� Request of plant information made 6 months before

� A Pre-visit made 3 months before

� WANO PO & C also used as the standard

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Examples of Areas for ImprovementIdentified by Pre-Startup Peer Review

� Operator fundamental behaviors often exhibited in the control room are not consistent with industry best practices in the areas of control room access, use of consoles by non-operational personnel, alarm handling, and supervision of operational activities.

� Thorough review of the external operating experience including Significant Operating Experience Reports (SOER) for implementation has not conducted yet. As a result, the station is left vulnerable to the events that have happened before in the nuclear industry.

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� The station has not developed a culture that establishes nuclear safety as the overriding priority. Some programmes and processes for developing such a culture are not in place or not effectively modifying behaviors to establish a healthy safety culture.

� Management observation and coaching in the field are not effective in improving performance in several areas. Also, in some areas, higher standards and clear expectations have not been established.

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How can Nuclear Operators learn from Operating Experiences of other stations?

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Operating Experience(OE)

� OE Programme bears a major role to fulfillWANO’s Mission to maximise the safety and

reliability of nuclear power operation

� OE Programme enables members to learnfrom the operating experience of otherplants to prevent recurrence of similar events

WANO member has dual responsibilities:

１． Report events to WANO from its plant

２． Utilise experiences of other plants

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� Events that happen in plants are

recurrent events

� There is no new event

� Many of the events could have been

prevented if event reports of its station

and other stations were read andcountermeasures were taken

Recurrent or Similar Events

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How can Nuclear Operators identify

‘weakness’ of the station?

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Peer Review

� The Peer Review Programme continues to be key WANO activity

� In 2010, 36 peer reviews, 5 pre-startup peer reviews and 19 follow-up visits were conducted

� All 400 plants in the world completed receiving the first round WANO Peer Review in 2005

� Members continue to express positive feed back on the benefits gained from hosting peer reviews

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Corporate Review

� Safety inside a plant is strongly influenced by corporate culture

� Corporate review looks at the interactionbetween corporate level and plant level

�How corporate sets vision, goals, policies

�How corporate provides resources

�How corporate exercises oversight

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Professional & Technical DevelopmentWorkshops, Seminars and Training

� To provide a forum for plant staff to increase their professional knowledge and skills.

� To enable members from all the regions to compare their operations and emulate best practice, leading to improved operational performance.

� To enable members to share information and practices to assist each other in maintaining high levels of operational safety and reliability

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How can Nuclear Operators

improve their performance?

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Good Practice & Guideline

Good Practices are identified：

� Presented by members

� ‘Strengths’ from Peer Reviews

� Found in presentations atseminar/workshop

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WANO Guideline

Describes key programme elements for management of selected activities in NPP

� Do not specify minimum requirements

� Provide guidance to achieve excellenceby combining and documenting the best expertisein industry

� Developed to assist members in meeting WANOPerformance Objectives and Criteria (PO & C)

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� A team of one station staff visits other station to directly share information

� The visit provides an opportunity for staff to observe different approaches to their business, which enables them to reconsider their own practice

� It is effective to raise specific areas or themes of interest for information exchange

Exchange Visit

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WANO developed a set of PIs� All plants must report quarterly data on

13 indicators

� PIs were intended for use as a management toolTo monitor their own performance and progressTo set their goals for improvement

� Use of PIs will encourage emulation of the best industry performance and motivate improved NPPoperation

� Annual report called PI Trifold is available

Performance Indicators (PI)

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Technical Support Mission (TSM)

� Small team of experts, usually multi-national

� Visit to help a plant to solve a defined problem or weak area

� Example topics:- Human performance- Self assessment- Scram reduction- Outage management

� WANO conducted worldwide １9３ in 2010

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How can Nuclear Operators communicate with other operators through WANO ?

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Communication� The most effective tool is WANO Website with all

the fundamental documents, technical data, reports, announcements of events like meetings and seminars with all other information

� WANO continues to provide a timely and effective means for communication among WANO members

� Publications: CEO Update This is WANO Biennial Review Regional Newsletters Inside WANO PI Tri-fold

� Public homepage is available to provide general information on WANO to non-members

http://www.wano.info/

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CEO Update

� A4 single sheet, 2 times a year� WANO Managing Director in London sends directly to

each CEO/CNO by post� To caution top management against a significant

trouble that recently occurred and encourage themto prevent recurrence

- Reactivity Management - Flow-Accelerated Corrosion- Importance of Control Rods- Transformer Failures- Intake Cooling Water Blockage- Availability of Emergency

AC Power

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Translation

� Working language in WANO is English.

� WANO activities are conducted based in English.

� Non-English speaking memberssuffer from difficulty in under-standing good technical information in English.

� For example, WANO Tokyo Centre provides translation of significant reportsand documents into Chinese, Korean and Japanese whichmembers can access on WANO Web site.

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WANO Biennial General Meeting

� 11th Biennial General Meeting (BGM) was held in Shenzhen, China on 24-25 October 2011

� About 500 member nuclear executives attended and committed to continue securing high performance to ensure the safety of operating plants and support the expanding nuclear industry

� WANO Nuclear Excellence Awards were presented to 8 recipients for their making significant contributions to excellence in NPP operation

� Next BGM is scheduled on May 21-22 in Moscow, Russia in October 2013

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WANO Plant Managers’ Conference

� Plant Managers attend from WANO members all over the world once every two years

� Third WANO Plant Managers’ Conference (PMC)is going to be held in Atlanta in June 2010

� Theme: Global Leadership – Advancing Performance Improvement & Outage Safety

� Fourth WANO Plant Manager’s Conference is scheduled on 24-26 September in Tokyo, Japan

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� When you think your plant is safe, safety startsdecaying from that point

� Self-satisfaction destroys safety cultureModesty is essential

� It is the surest way to learn from the mistakes ofothers before you face one

.� Unfailing efforts for safety is the essence

of participation in WANO activities.

� WANO is your organization

Safety Culture is a Daily Thing

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Working Together in WANO

� To enhance nuclear safety and reliability,WANO members have dual responsibilities:

Individual responsibilityto improve its own plant

Collective responsibilityto help assist other plants

� One big accident will fail the nuclear power

’We are hostages of each other’

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World Association of Nuclear Operators

Address: Cavendish Court 11-15 Wigmore StreetLondon W1F,U.K. Tel: +44(0)20 7478 9200Fax:+44(0)20 9495 4502

Contact:

Takashi Shoji, Programme Director

shoji@wanocc.org