International Workshop
on‘Preparing for Implementation ofDecommissioning of Nuclear Facilities’
Wakasa Wan Energy Research Centre
Tsuruga, Fukui Prefecture, Japan
11-14 November, 2019, Rev. 1

BACKGROUND MATERIAL[Version: 23 August 2019]

Page | 1
VERSION: 23 August 2019_Rev1

INDEX
1

Objective and Scope of the Workshop ............................................................................................ 3

2

Drivers Impacting on Decommissioning Planning ......................................................................... 3345672.1

Objective of the Session .......................................................................................................... 3

2.2

Summary of the Topic ............................................................................................................. 3

2.3

Main Current Issues and Presentation Themes ....................................................................... 4Contract Management and Organization ........................................................................................ 53.1

Objective of the Session .......................................................................................................... 53.2

Summary of the Topic .............................................................................................................. 53.3

Main Current Issues and Presentation Themes ....................................................................... 6

Human Resource Development ...................................................................................................... 7
4.1

Objective of the Session .......................................................................................................... 74.2

Summary of the Topic .............................................................................................................. 74.3

Main Current Issues and Presentation Themes ....................................................................... 7

Activities Undertaken during the Period immediately following Shutdown .................................. 75.1

Objective of the Session .......................................................................................................... 75.2

Summary of the Topic .............................................................................................................. 75.3

Main Current Issues and Presentation Themes ....................................................................... 9

Management of Waste .................................................................................................................... 96.1

Objective of the Session .......................................................................................................... 96.2

Summary of the Topic .............................................................................................................. 96.3

Main Current Issues and Presentation Themes ..................................................................... 10

APPENDIX: Workshop Programme ............................................................................................... 11Page | 2
VERSION: 23 August 2019_Rev1

1

Objective and Scope of the Workshop

The main purpose of the Workshop will be to provide overview and to discuss current international
practice and lessons learnt concerning the detailed preparation for the decommissioning of nuclear
facilities. Topics being addressed will include:





Drivers impacting on decommissioning planning;
Contract management and organization;
Human resource development;
Activities undertaken during the period immediately following shutdown; andManagement of waste.

The duration of the Workshop will be 3 days, with additional time (1 day) being allocated to the site
visit of major nuclear facilities located in Fukui Prefecture which are currently in a permanent shutdown
status.
The primary audience for this Workshop will be decommissioning professionals from Member Stateswith significant decommissioning programmes. An attendance of approximately 40 professionals isanticipated, of which around 20 persons are likely to come from Member States outside Japan.
Personnel from utility organizations, waste and decommissioning organizations, regulators, policy
makers - from inside and outside Japan - are encouraged to participate and share their experiences.

2

Drivers Impacting on Decommissioning Planning

2.1 Objective of the Session
In this session we will discuss the high-level drivers which impact the decommissioning strategy. Key
in any strategy is the determination of the final end state which will involve input from both stakeholders
and regulators and is essential in determining the projects delivery goal. This is further complicatedwhere conflicting constraints are present such as funding, resources, risk mitigation or the availabilityof waste disposal facilities. These drivers result in any number of possible strategies. The main objective
here is to understand the benefits and/or lessons learned from adopting various decommissioning
strategies.

2.2 Summary of the Topic
There are a number of key elements which drive the decommissioning strategy. With any project there
is a need to understand the start and the end. Two main drivers are therefore understanding the scope of
the project and the desired end state. Understanding the scope through reviews of operational history
and site characterization will begin to provide clarity on the inventory of wastes that are required to beremoved from the site. This will drive the requirement for an integrated waste strategy which provides
pathways as well as the potential requirement (in the absence of disposal facilities) for waste processing
and interim storage facilities. Understanding the scope may also drive the requirement for new utilities
and/or facilities on site. This may take the form of a decommissioning power supply, a ventilation
system, containment systems and potentially shielded facilities to address activated components. Oncethe above requirements are broken out into plan then it will be possible to estimate the cost of theprogram. Once there is clarity on the overall desired program there can then be review of the potential
constraints which may affect timing and ability to execute the program. Typical constraints include
Page | 3
VERSION: 23 August 2019_Rev1

funding, resources and environmental effects. The drivers all have the potential to impact the schedule.
Subsequently this list may require a number of iterations as information is developed.






End State (desired)o Industrial re-useo Parklando Residential
o Greenfield
Scope developmento Bound the scope by facility/area
o Characterization
 Operational History, Knowns/unknowns
 Site and facilities sampling/assessmento Waste inventory Integrated Waste Strategy development
Decommissioning Strategy/Planning Developmento Stakeholder involvemento Regulatory input
o Planning/Scheduling/Costs
 Develop Work Breakdown Structure Approvals/Licensing Develop clarity of the scope Identify systems to be decommissioned
 Develop logic for facility/system decommissioning New utilities required Power supply Ventilation
 New facilities Containment facilities
 Shielded facilities
 Waste Processing Facilities
 Interim Waste Storage Facilities
 Cost Estimating/profile
Constraints
o Fundingo Resourceso Environmental impacts
 Species at risk

2.3 Main Current Issues and Presentation Themes
Defining desired end states and managing stakeholder/regulatory input
Development of a decommissioning strategy impacted by constraints (i.e. risk mitigation, prolonged
duration, resources, funding, availability of waste facility), including a graded approach as neededoooImpact of delayed decommissioning
Impact of prompt decommissioning
Impact of funding constraints
Page | 4VERSION: 23 August 2019_Rev1

3

Contract Management and Organization

3.1 Objective of the Session
In this session we will discuss the different types of contract strategy adopted by Member States andexplore how risks are managed. In addition, we will seek to understand the impacts that contract strategy
selection has on the Owner / Client organisation.

3.2 Summary of the Topic
A contract is a key component of a procurement system. It is a formal commitment between two parties
that defines the scope, timescale, quality and performance requirements that will be met in the deliveryof goods or services.
Setting appropriate contract strategies is vital to the successful delivery of a programme of work suchas decommissioning nuclear reactors. A good contract strategy will improve supply chain management
whilst ensuring delivery for the Owner / Client at maximum value and minimal cost. In addition, a good
contract strategy will support the delivery of best practice for the client and if applicable enable
innovation from the subject matter experts engaged under the contract.
There are several types of contracts used currently in decommissioning, some examples are shownbelow.
Least Risk



Most Risk

Lump sum or fixed Price contract
Bill of Quantities or Unit Price contract
Cost Reimbursable Contract
Target Cost Contract
Time and Materials ContractOwner Risk

Most Risk

Least Risk

Contractor Risk

There are many factors that may influence the selection of one contract in preference to any of the others.
One key factor is the transfer of risk. As indicated in the graphic above a fixed price contract will pushmost of the risk onto the contractor whereas a basic time and materials contract means that the owneror client keeps most of the risk. The Owner / Client can only transfer certain risks in the supply chain
and, ultimately, they will always be responsible for decommissioning and therefore own the risk.
The contract strategy will also have a significant impact on the design of the organisation structure
required by the Owner / Client organisation and how they intend to manage the knowledge gained
during the project.
A fixed price contract will mandate an organisation that can provide oversight of the contract with asmaller team that have contract management experience. A cost reimbursable contract may facilitate amore collaborative approach to delivery with the client and contractor organisations working together
towards a common goal.

Contract TypesPage | 5
VERSION: 23 August 2019_Rev1Lump sum or fixed Price contractSingle tender price is given based on Owner / Client scope.
Limited flexibility.
Can be used to drive a fixed date with damages on the contractor for late delivery.
Time to deal with claims and counter claims can be extensive.

Bill of Quantities or Unit Price contract






Based on a schedule of agreed rates.
Payment made monthly based on the work completed.
Requires a good knowledge of scope elements.
Owner / Client can dictate the rate of progress.
Claims for items not in the schedule can be complex.

Cost Reimbursable ContractContractor reimbursed actual costs plus fee (agreed %), and overheads.
All records made available to the Owner / Client – Open book.

Target Cost Contract


Similar to cost reimbursable but with a pain / gain share option.

Time and Materials Contract

Aspects of cost reimbursable and fixed price
Value not defined at award – open ended
More client control
Good to place quick contracts, say in an emergency.

3.3 Main Current Issues and Presentation Themes
Risk management through selection of contract strategy.
Use of incentivisation in contract strategies.
Different demands on the Owner / Client organisation depending on contract selection.
Drivers for knowledge retention and skills enhancement through contract strategy selection.
1. Presentation from (Kansai or JAPC), Japan on the current situation for contract placement.
2. Presentation from Sellafield on current contract strategies and LFE from risk transfer.
3. Presentations are requested from member states on their experiences on the themes above.

Page | 6
VERSION: 23 August 2019_Rev1

4

Human Resource Development

4.1 Objective of the Session
To consider how to develop appropriate human resources for the decommissioning of nuclear facilities
reviewing several examples reported from operators in Japan and other countries.

4.2 Summary of the Topic
Decommissioning must be conducted in a safe manner considering that many different organizations
play in a hierarchy structure. In the highest layer of the structure, the personnel should be trained highly
to control entire activities related to the decommissioning, in particular:






Safety of the nuclear facility and environment
Program management
Optimization and scheduling of decommissioning process
Waste management
Knowledge transfer
Regulatory compliance
Public relations

Resources – manpower, budget, training system for the decommissioning should be controlled properly
through the activities in a long timeframe.
Information collected during the decommissioning as well as experiences and history obtained in theplant operation should be properly compiled and handed to the successive generations.

4.3 Main Current Issues and Presentation Themes
Training and human resource development from (Kansai and UK)?
Knowledge transfer and knowledge management from (Kansai and UK)?
Public communication in decommissioning from CEA?

5Activities Undertaken during the Period immediately following
Shutdown

5.1 Objective of the Session
To encourage optimization of activities undertaken during the period immediately following shutdown
to plan and implement preparation works for decommissioning and transfer smoothly
decommissioning phase.

5.2 Summary of the TopicIn the period immediately following shutdown, many activities as preparation works are needed to start
dismantling work. In this session it is focussed on preparation works related to plant and equipment andmanagement change. Transition from operation to decommissioning requires change of functions ofplant and equipment and change of management for decommissioning.
Page | 7
VERSION: 23 August 2019_Rev1

In general, following shutdown, the spent fuel is removed from the plant to the interim storage site or
the final repository/the reprocessing plant, and then the risk level of the plant is reduced. After spent
fuel removal many systems become unnecessary and are able to be removed. On the other hand, systems
or installations such as ventilation and electrical supply might be modified to meet decommissioning.
Additionally, in some cases, the system does not exist and must be installed for decommissioning
purposes, such as interim waste storage or waste treatment units. It is important to conducted these
preparation works in a structured manner for smooth launch of dismantling works.
In this period, management system will be changed from operational management to decommissioningmanagement. The management of the operational phase requires a different approach, as compared tothe management of decommissioning. As an example, the decommissioning phase is particularly
forcused on the sub-contract management of contractors engaged for delivery of special tasks. Powergeneration activities tend to be repetitive, such as fuel recharging and maintenance activities, whereas
activities tend to be “one-off” and management systems need to stay forcused on the command andcontrol of a wide variety of specific tasks. Member states have experienced various combinations of themanagement options, and each combination has relative advantages and disadvantages. It is importantto select and apply to an appropriate management system for the decommissioning strategy of eachplant.
Plant and Equipment
Plant and equipment are had to classified to be remained, modified and removed, and each option has
to be conducted for decommissioning. It is also considered to install new facility/equipment.
Existing Plant and equipmento Utility (water, electric and security?)o Ventilation System Replace portable one in some areas
 Reduce flow rates
o Emergency DGo Fire protectiono Radiological Scoping Surveys
o Effluent pathways
o Telecommuniaction systems
New Facilities
o Treatment facilities (Decontamination, Shredding
Packaging etc.) for dismantled radioactive wasteo VLLW & LLW, if necessaryo ILW, if necessaryo Interim Storage Facility(Cutting), Cementation,

Page | 8
VERSION: 23 August 2019_Rev1

Change Management
Management change process is an important part of the process - to change the culture or mindset ofthe former operations staff from operations to one of a ‘new mission’- decommissioning.
Appropriate changes are necessary to the organizational structure of the licensee to reflect theestablishment of a decommissioning project team.
Remember – the charge of the management staff during the period immediately following shutdown isto maintain facility safety while achieving reductions in the required efforts to perform surveillance andmaintenance until the decommissioning strategy can be finalized and implemented.


Organization structureManagement (Project, Risk, Cost, Safety)
Definition of the role of the operator in the future decommissioning
Assessing capacity to perform future role/task
Identification of capabilities missing within the organization
Developing/ acquiring capabilities
Identification of key personnel and their assignment into new positions
Adaptation of organizational structure to meet future need
Identification of operating personnel that might be used for decommissioning
Definition of the managing structure and its links to other organizational structures within thecompany

5.3 Main Current Issues and Presentation Themes6System modifications
Organizational change Examples of activities during the period immediately following shutdown (e.g. fromFugen and Chubu) Examples of activities during the period immediately following shutdown fromprogrammes outside Japan

Management of Waste

6.1 Objective of the Session
To encourage minimization of waste from decommissioning through adoption of an integrated waste
strategy from characterization at source to disposal.

6.2 Summary of the Topic
Defining decommissioning scenarios includes defining waste management strategy in an iterativeprocess. It depends on the accuracy of the decommissioning waste inventory, of available
decontamination or segmentation processes, on available waste route, including waste processing
facility intermediate storage facility and Waste acceptance criteria for disposal when disposal sites exist
or levels for clearance when applicable.

Page | 9VERSION: 23 August 2019_Rev1

Terminologies / categories of waste need to be clarified and drivers for choice of process/ Technologies
need to be identified:o Characterization (in situ and waste) in order not to over-estimate future storage or disposal;
o Decontamination in situ? Full decontamination?
o Decontamination after segmentation? On site or in a dedicated facility/ contractor off siteo Segregation, size reduction to maximize packing efficiency
o Treatment (fusion, incineration, etc.),o In situ, on site or centralized dedicated facility?
o Conditioning?
o Release / Recycling: possibilities / public acceptance barrierso Interim storage on site for waste with no route, activated material or other ILW-LL
Certain level of technological maturity yet in decommissioning and associated waste management, but
further developments are required, aiming at improving performances, safety and waste minimization.
In particular, some wastes currently have no defined management route and some wastes need new
developments for treatment, conditioning or transportation for disposal:






Decontamination down to clearance, decontamination without liquid effluents? Newadsorbents: non-organics?
New technique for segmentation? Melting?
New binders to avoid hydrogen production (e.g. for aluminium, etc.) and optimize loadingTreatment for organics,
IT tools for management (waste, materials, transportation, etc.) in the overall vision of BIM
with forecasts and day to day management.
etc.

6.3 Main Current Issues and Presentation Themes
How to manage waste in the absence of waste acceptance criteria for disposal?
Problematic waste and identified technology gap (SHARE + new initiative on predisposal at EU +initiative NEA?)
Implementation of Clearance and Recycling (e.g. including result of Circular Economy workshop
hosted by SOGIN) / ENRESA? Studsvik/EDF? Javys? JAEA?
Integrated waste strategy (e.g. example of steam generator with full decontamination: drivers,possibilities, etc. from characterization at source to disposal).

Page | 10VERSION: 23 August 2019_Rev1

7 APPENDIX: Workshop Programme

TimeMonday, 11 November

09:00

Registration and coffee

09:30

Official Opening Remarks (Governor or Vice‐Governor ofFukui Prefecture)

10:00

Overview of decommissioning activities in Fukui
Prefecture (including waste management) ‐ WERC

Tuesday, 12November

Wednesday, 13 November

Theme: Contract
management andorganization

Monju and Fugen decommissioning ‐ JAEA

Site tours of Fugendecommissioning
project and(potentially) of one
commercial nuclear
power plantThursday, 14 November

Theme: Activities undertaken
during the period immediately
following shutdown

Break

BreakLunch

Lunch

Panel:

12:00

Lunch

13:00

Theme: Drivers Impacting on Decommissioning Planning

Theme: Human resource
development

Theme: Management of waste

15:30

Break

Break

Break

16:00

Panel: ‘Drivers Impacting on Decommissioning Planning?’

17:30

Adjourn

Adjourn

Closing Remarks & Adjourn

Panel:

Page | 11
VERSION: 23 August 2019_Rev1