CORDEL s Activities Cooperation in Reactor Design and Licensing

Transcription

1 CORDEL s Activities Cooperation in Reactor Design and Licensing WNA CORDEL June 2013 Prepared by B. Kaufer, Director, CORDEL

2 Content of presentation WNA a brief overview Standardisation and Harmonisation : what do we mean? CORDEL- a brief overview CORDEL s Draft Strategic Plan CORDEL s Work More lessons from Fukushima Questions and discussion 2

3 World Nuclear Association 200 Members 3

4 Enabling Industry Contacts & Cooperation: WNA Working Groups CORDEL 4

5 International Standardisation International Standardisation of each Vendor Design Each vendor s design: Can be ordered by a utility in any country Will meet national regulations without significant adaptation Design changes will be driven by site characteristics Large benefits to be expected in performance Operating experience and Design improvements easily shared Safety and Economic best practices more easily shared Community of good practices / Excellence in Operation / Life long support with Design improvements 5

6 International Harmonisation Applicable and internationally recognized set of Safety requirements IAEA standards underpin safety in all countries Higher level in standards hierarchy, not enforceable Supplemented by enforceable 9national regulations Need harmonized set of more detailed requirements Need also an effort on the Industry side: Codes and Standards that are recognised as equivalent by industry (necessary for acceptance being considered by regulatory bodies). A convergence effort is required to identify differences and recognised equivalences between major codes. 6

7 Safety benefits of standardisation Learning from Experience : Fleets of standardized designs offer a broader basis for feedback of design, construction, operation, failure modes, failure rates and overall performance Design improvements: from many sources- Implemented across the fleet Leverage of knowledge / human resources across fleets: Shared Engineering and Design manpower LOW Risk of a design shortcoming affecting the whole fleet from broader basis of design feedback Operators, regulators and designers all involved in exchange of experience during operation 7

8 Societal Benefits Reduces licensing, construction and commissioning risks, Enhance credibility with Investors Leverage of resources across fleets in special tooling, share of spare parts, obsolescence issues Public confidence in regulatory decisions increases in new countries and old Peer review and International cooperation can address issues and problematic areas with wider knowledge and resources (training, design changes, upgrades) Plant quality: standardisation of components with wider markets 8

9 The CORDEL Working Group Founded in January 2007 Main aim: promoting international standardization Membership: - all major vendors - utilities interested in new build - service companies - observers from international organisations (SDOs, IAEA, EPRI, MDEP, WANO, others) 9

10 CORDEL commitment from industry 13 April 2010, 12 Leading Nuclear Companies CEOs published a letter of support for CORDEL: John Ritch, DG, WNA Anne Lauvergeon,CEO, Areva Hugh MacDiarmid, CEO, AECL Henri Proglio, CEO, EDF Wulf H Bernotat, CEO, E.On Christopher Crane, President & CNO, Exelon Jack Fuller, CEO, GE-Hitachi Masaharu Hanyu, President, Hitachi-GE Akira Sawa, Director, Nuclear Systems, Mitsubishi Heavy Industries Ichiro Takekuro, CNO, Tokyo Electric Power Co Yashuharu Igarashi, CEO, Power Systems, Toshiba Aris Candris, CEO, Westinghouse Recipients: Yukiya Amano, DG, IAEA André-Claude Lacoste, Chairman, Multinational Design Evaluation Program (MDEP) Luis Echávarri, DG, OECD-NEA Andrej Stritar, Chairman, ENSREG cc: Laurent Stricker, Chairman, WANO 10

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13 Who are we collaborating with? Interacting as Industry representatives with: MDEP OECD NEA IAEA Standard Development Organisations (ENESS, ASME, JSME, KEPIC, CSA & AFCEN) ENISS / EUR in Europe WANO 13

14 CORDEL Strategic Plan The intent of this Strategic Plan is to provide guidance to CORDEL during the next 5 year period on general strategy, activities and their associated priorities and its interactions with its customers; WNA and CORDEL members and its stakeholders including nuclear regulators and other international organizations in order to meet the objectives set forth above. In addition the Plan will provide structure and organisation by developing new processes and procedures in order to ensure an integrated approach towards reaching consensus. 14

15 CORDEL Strategic Plan Draft of the Strategic Plan has been sent to CORDEL Members, WNA Members and Stakeholders for comment. Based on comments and resolutions to the comments a final version will be drafted and presented to the CORDEL Working Group for approval at its September 2013 Meeting (Task Forces and CORDEL will meet from 9 to 11 September in London). All CORDEL members are welcome to attend 15

16 WNA Board CORDEL Group (representatives of 50 companies and organisations) Steering Committee Chairman (GEH), 2 Vice Chairmen (EDF, KEPCO E&C) Plus Representatives of Vendors and Utilities Design Change Management Licensing & Permitting (together with NLC) Codes & Standards IAEA Safety Standards & Probabilistic Safety Goals Small Modular Reactors? Digital I&C Systems

17 CORDEL Codes & Standards TF Work towards international convergence of national nuclear codes (ASME, RCCM, JSME, CSA...) Actively promote collaboration between SDOs, regulators and the nuclear industry (MDEP requested CORDEL to investigate code convergence) Limit future divergence of nuclear codes It is recognised that all differences cannot be resolved but some progress towards convergence and mutual recognition can be achieved in the short- to medium-term Harmonisation can also be achieved through demonstrating equivalent status between codes. 17

18 CORDEL CSTF MDEP-CSWG code comparison report has shown that there are major differences in numerous areas Material requirements, examination and repair, Quality systems, dimensional standards, design analysis methodologies, fabrication and installation rules, examination requirements (examination of welds, acceptance standards, certification of personnel), Pressure testing, etc Most differences exist between AFCEN, ASME and Russian Requirements Not all issues/differences can be resolved in the short term, hence the pilot project concentrates on two specific topics 22

19 Licensing and Permitting TF 2012: Carried out a Survey of WNA members to: Identify how regulatory regimes affect investment decisions and reduce project risk. Identify industry experience in managing the licensing/project interface to mitigate risk Identify aspects of the regulatory regimes better suited for a multinational approach To propose ways to improve the regulatory-commercial interface to enhance the nuclear option. Looked at: One step vs. multistep licensing Categories of builds in different countries 19

20 Licensing and Permitting TF Next? February 2013 : Published Licensing & project Development of New Nuclear Plants Report Use report to identify specific areas where improvements can be made, and the criteria for successful implementation of those improvements Possible Workshop in

21 IAEA Safety Standards Task Force Globalisation implies greater use of IAEA Safety Standards and more effective IAEA Safety Standards To be successful - requires much greater input from industry than in the past CORDEL- strong focus on review of Safety Classification of SSCs (DS 367) Also reviewed (with ENISS) DS456 Requirements on Leadership and Management for Safety and DS441 Construction of NPPs 2013 Will attend next weeks NUSSC Meeting (Industry comments were compiled and submitted earlier). 21

22 Probabilistic Safety Goals TF MDEP recognized importance of this issue Great relevance to industry Significant effects on design Wide variety of PSA methods hinder international cooperation / harmonisation of requirements CORDEL Task Force will meet in September to formulate new proposals 22

23 Instrumentation and Control TF Digital I&C for safety critical systems - still a major issue in meeting national regulatory expectations Digital I&C- despite significant effort by IEC, MDEP, difficulties to harmonise requirements remain New TF being formed: GE Hitachi, Westinghouse, Areva, Rolls-Royce, EDF, input from Rosatom, TVO, Candu Energy Purpose - identify areas that are still troublesome with regulators where agreement of basic principles or criteria for success can be achieved that assist development of common positions Customers - Industry, MDEP, SDOs, IAEA 23

24 Design Change Management TF The Operator is wholly responsible for plant safety throughout plant life. For Gen 3: 60+ years The Operator Design Authority - has the responsibility to Initiate change, study potential changes keeping design integrity contract studies to vendors, responsible designers, original equipment Manufacturers Approve, implement and review design changes throughout plant life Document changes 24

25 The issue for the DCM TF New build will be sold as Turnkey to many countries Will this design information be readily available to all Gen 3 licensees such that licensees will be able to meet their responsibilities throughout life? Is it a knowledge management problem? How much information is needed by a new licensee to meet its responsibility? How is this best made available to the licensee? Addressed by INSAG 19 Addressed by UK in intelligent customer principle Addressed by Utilities that are also Architect Engineers with powerful in house engineering skills and good working links to Vendors 25

26 Design Change Management TF Tasks for 2013: Develop current best practices of Owners Groups and their potential further development Clarify the benefits of standardisation Develop Design Authority Manual Collaborate with MDEP Continue DCM discussions with WANO OPEX, reliability data, construction experience Involvement in the design change process?? Work with new IAEA initiative on Knowledge Management 26

27 Small Modular Reactors An Ad hoc Group was setup in 2010 which has maintained a broad overview of international and national developments over the past few years. The draft Strategic Plan currently states: Short Term Objectives are to Compile information and data in order to establish major issues and develop a Roadmap for SMRs in order to identify specific issues. Long Term Objectives are to provide a unified international industry voice / reference on SMR issues and identify good practices and lessons learned as part of the innovative SMR concepts such as modular construction, licensing, operation and maintenance. 27

28 Lessons from Fukushima Major lessons well understood: Low probability natural hazards must be correctly identified and designed for Design and operation must be re-assessed at periodic intervals to incorporate new knowledge, OPEX etc Severe accidents CAN happen A combination of hardened systems, SAM, Mitigation plans, and emergency response must prevent the widespread contamination of land Operators must have planned emergency responses available ( FLEXIBLE in US, similar concepts elsewhere) 28