Transcript This bilingual template is for domestic audiences.

CANDIAN TECHNOLOGY TRANSFER
CERNAVODA CANDU PROJECT
The International Nuclear Energy Congress,
Istanbul, Turkey, April 11-12, 2007
Dr. Sardar Alikhan, Alikhan Consulting Inc.
(Ex-AECL-Qinshan/Cernavoda Projects)
Pg 1
Cernavoda CANDU Project
Pg 2
Cernavoda CANDU Project
Pg 3
Contents
 Cernavoda Unit 1
Scope of Work/Major Challenges
Project Management Team/Staffing
Engineering Management
Construction Management
Status Verification/Remedial Work
Planning and Control
Commissioning and Operations
Operations Staffing/Training
Turnover to Operations
Pg 4
CONTENTS
 Cernavoda Unit 2




Scope of Work
Reference Design
Project Management Team
Current Progress
 Localization of Technology
 Nuclear Infrastructure
 Fuel Fabrication
 Heavy Water Production
 Key Factors to Success
 Concluding Remarks
Pg 5
Cernavoda 1 & 2 - Romania
 Cernavoda 1:
Unit completed in Dec. 1996
87% lifetime capacity factor
 Cernavoda 2:
 Commissioning and testing is currently underway, ready for
first criticality and scheduled for commercial operation later in
2007
Pg 6
CERNAVODA UNIT 1
Pg 7
CERNAVODA UNIT 1 CONTRACT
 In 1992, Romania signed a new contract with AECL-ANSALDO
Consortium (AAC) authorizing AAC to manage the remaining
work to complete Unit 1 and to preserve Unit 2-5
 The new contract took full recognition of previous technology
transfer agreements signed with AECL for NSP, with ANSALDO
for BOP and with GE for T-G
 At this time, Unit 1 and Units 2-5 were at various stages of
completion. Most of the major equipment were already installed
for Unit 1 and 2 but its status needed to be thoroughly verified to
meet current quality and licensing requirements.
Pg 8
AAC SCOPE OF WORK
 Manage completion of construction, installation, commissioning
and early operation of Unit 1 and preservation of Unit 2-5.
 Provide QA assistance to local nuclear component manufacturers
 Provide technical assistance and training to construction
contractors, especially in welding and NDE
 Engineering management and services covering all activities
required for Unit 1 completion, including coordination between
NSP, BOP and Support Services
 Procurement of goods and services locally and outside,
maximizing Romanian content
 Perform selection, training of Romanian operations staff
 Perform commissioning and operations services, extending up to
18 months after in-service
Pg 9
Project Management Team (PMT)
 Customer delegated its full authority to AAC PMT to
manage the project on its behalf and placed all
resources required at its disposal.
 PMT authorized to stop all or part of the work, reject
any supplies or services, if it does not meet the safety
and quality requirement.
 Prior customer authorization required to commit
funding in excess of the approved budget in foreign
exchange and local currency
Pg 10
PMT STAFFING
• Project Management
- In Unit 1, led by AECL-ANSALDO and with participation of
the Owner’s staff
 Owner’s staff integrated in the Project Management Team
and Commissioning Team to the fullest extent possible
 Peak Expatriate staff of 400 (240 AECL, 160 Ansaldo)
 Over 2000 Romanian staff integrated in PMT and
Commissioning Team
 Expatriate staff provided hands-on field supervision.
 Production and quality went hand in hand. If work is
not done right, it was rejected and redone correctly.
Pg 11
Engineering Management and Quality
Surveillance
 Overall direction, coordination and administration of all
engineering services:
 Interpretation of technical documents
 Technical direction and resolution of all construction,
commissioning, and safety/licensing issues
 Approval of subcontract work packages
 Check compliance of as-constructed plant with design,
rejecting any non-conforming items
 Manage NDE inspection program
 Manage project change control process
 Certification of interim and final acceptances
 Approval of as-built drawings
Pg 12
Construction Management
 Overall direction, coordination and administration of
construction on Unit 1 and remedial work on Unit 2:
 Implementation of construction methods, schedules,
work packages and manpower schedules
 Technical assistance to local construction subcontractors
 Support implementation of inspection programs
 Management of construction subcontracts
 Establish a common labour policy with subcontractors
 Establish progress reporting system for subcontractors
Pg 13
Baseline Design and Construction Status
Verification
 AAC Engineering and Quality Surveillance team
performed an in-depth verification of the status of
NSP, BOP and Support Systems




Check all design documentation for completeness
Check all SSCs for correct installation per design
Perform all NDE for systems that require to be qualified
Check locally supplied equipment and materials for
compliance with equipment specification
 Prepare comprehensive status reports to perform remediation
Pg 14
Remedial Work
 Examples of remedial work included:
 All piping welds inspected and repaired as required
 Piping system cleaned
 Cracked concrete on containment dome replaced
 Locally made diesel generators replaced with
imported units
 Refurbishment of support systems e.g. heating
boilers, WTP, Firewater, common pump house
equipment etc.
Pg 15
Planning and Control
• Planning process started before the Contract effective date and
continued for the lifecycle of the Project.
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–
–
–
–
–
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Establish project work breakdown structure and logic
Develop level 2 coordination and control (C&C) schedule
Establish realistic targets for each milestone
Define project priorities
Report actual progress
Identify Critical issues
Ensure all parties work to a common goal
• Use as-built schedule to input to future projects taking into
account lessons learned and other developments.
Pg 16
Integration of Inputs to C&C Schedule
Engineering
Procurement
Project
Budget
L2 Schedule
(C&C)
Commissioning
(System)
Conversion
Construction
(Area)
Pg 17
COMMISSIONING AND OPERATION
 AAC Commissioning/Operations staff:


 Led and supervised commissioning and initial operation including inservice inspection and maintenance.
 Accepted systems turnover from construction
 Supervised commissioning for compliance with approved procedures
 Evaluated commissioning completion to declare availability for
service
 Supervised operations support programs: shift operation,
maintenance, chemistry control, materials control, radiation
protection, industrial safety, safety and licensing, planning and
scheduling
 Assist in staff training
Customer provided full complement of operation staff
AAC staff transferred leadership and supervision to customer’s staff
gradually as a function of their demonstrated capability
Pg 18
OPERATIONS STAFFING PLAN
 AAC developed staffing plan along with specific position specific
requirements
 Covered full complement of operations staff trained and available
for commissioning and operation at least 18 months prior to Unit
1 connection to grid
 Supported the customer to select personnel
 Developed and conducted training program for key operations
staff
Pg 19
OPERATIONS TRAINING
 90 key Romanian staff identified for training in Canada.
 Management and senior supervisory
10
 Shift operations
50
 Maintenance
10
 Computers
4
 Technical support
12
 Other
4
 Training durations ranged from 4 to 24 months depending on job
requirement
 Classroom training in CANDU technology, skills training, in-plant
training in Canada, and simulator training.
 On-the-job coach and mentoring during commissioning and early
operation
Pg 20
Unit 1 Turnover to Operations
 Assessment of all structures, systems and components for
compliance with design requirement
 Assessment of each operations department along with
recommendations to fill any gaps
 Following formal turnover of Unit 1, WANO conducted a Peer
Review in July-August 1997. One of the key strengths noted was:
 “ A very knowledgeable and professional management team is
established. The management team willingly embraces new ideas,
and is highly motivated to achieving excellence in the operation of the
plant.”
 Unit 1 operated by Romanian operating staff since in service date
has an excellent safety and performance record
 Lifetime capacity factor for Unit 1 over the past 10 years is
around 87%
Pg 21
June 30, 1997 at 17:00
Sardar Alikhan handing
over Unit 1 to Ionel Bucur
Pg 22
Unit 1 completed and operating at 87% CF since in-servicePg 23
Cernavoda Unit 2
Pg 24
Unit 2 Contract Scope
 The Contract between SNN, AECL and ANSALDO
became effective on March 24, 2003
 With CED, relevant financial agreements finalized,
allowing rapid build up of expatriate staff
 AECL and ANSALDO provided firm price home office
support to:
 perform conceptual engineering
 procurement of sole source pre-assigned supply
 procurement of other items as a result of SNN international
tender process.
 Balance in Romanian scope including detailed
engineering, equipment and /material supply and
construction
Pg 25
Unit 2 Reference Design
 Unit 2 reference design took into account current licensing
requirements and factored in:
 Unit 1 as-built design as of 30 June 1997
 Assessment of Unit 1 commissioning reports
 Assessment of design changes implemented on Wolsong 3 and
4 and Qinshan
 129 major design changes and 154 design improvements
Pg 26
Cernavoda 2 Project Management Structure
Site Engineering
Owner
SNN
Project Management
AECL (Lead)/Ansaldo/SNN
Construction
Commissioning
Conceptual Engineering AECL
Equipment- AECL
Conceptual Engineering Ansaldo
Equipment- Ansaldo
T/G - GE
Equipment - Alstom
Equipment - NEXANS
Equipment - Romanian
Fuel– FCN
Heavy Water– RAAN
Detailed engineering– Romanian
Construction– Romanian
Pg 27
Unit 2 Project Management
 Engineering, Procurement and Construction
- Led jointly by SNN and AECL-ANSALDO
 Required full integration and team effort of all parties including
AECL-Canada, ANSALDO-Italy and SNN-owner
 Project management though a site-based Management Team (MT)
 SNN providing deputies at all levels providing full integrated team
approach
 Peak staffing: 180 expatriates, and 1450 Romanians. Site
construction contractors staff peaked around 3000
 Expatriate staff split 60/40 AECL/ANSALDO
- More than 80% of project management staff were Romanian
Pg 28
Current Progress
 Commissioning of all systems required for fuel load
completed
 Fuel loading completed
 Unit ready to achieve first criticality
 Commercial operation expected in fall 2007.
Pg 29
LOCALIZATION OF TECHNOLOGY
Pg 30
Nuclear Infrastructure
 Nuclear Fuel Fabrication Plant in Pitesti. Heavy Water
Production Plant in Drobeta-Turnu Severin
 Heavy Nuclear Equipment Factory in Bucharest
 Nuclear Research Institute in Pitesti for R&D
 CITON engineering and technology centre for nuclear
project in Magurele, near Bucharest
 Romanian construction contractors in civil,
mechanical, electrical and C&I
 Other specific nuclear materials and devices
manufacturing plants
Pg 31
Fuel Fabrication
 Romania has localized nuclear fuel fabrication from the
mine to the fuel bundle since the start of Unit 1
operation
 Local fuel has excellent quality and reliability
 Canadian Zircatec provided technical assistance
 The facilities are expanded to supply fuel to unit 1 and
2 starting in 2007
 Local fuel supply results in domestic industrial benefit
Pg 32
Heavy Water Production
 Produced by ROMAG-PROD located at Turnu
Severin
 All heavy water requirements for Unit 1 operation and
Unit 2 initial load
 350 tonnes of heavy water leased for Unit 1 initial load
from Canada returned
Pg 33
Key Factors to Success
 Extensive pre-project planning to reduce project risk
 Continuous development of human resources to
balance attrition to other industries
 Completion of design prior to start of work at Site
 Availability of project management tools to train staff
 Capable construction and installation contractors
 Smaller number of contracts minimize interface
complexities
 Development of “do it right first time” culture
Pg 34
Key Factors to Success





Ability to stop work to enforce quality
All Site staff to act as quality surveyors
Quality and safety culture accepted at every level
All parties worked to international quality programs
Effective and productive partnership and team work
through an integrated organization
Pg 35
Concluding Remarks
 Cernavoda 1 has resulted in reduction of oil imports of
around $150M a year
 Nuclear technology has introduces a higher level of
technology and QA
 Success of Unit 1 operation and Unit 2 completion
project has resulted in Romania's decision to complete
Units 3 and 4:




Project model is joint SNN and private sector investment
Interest to invest by major European utilities
Project expected to start in 2008
Romanian companies to play leading role in engineering,
construction, commissioning and project management.
Pg 36
Beni dinlediginiz icin
tesekkurler!!
Pg 37