Bernard Bigot
ITER Director General
Bernard Bigot – Fusion Power Associates – 16 December 2015

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ITER

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Who manufactures what?
The ITER Members fully share the produced intellectual property
Cryostat	  Central solenoid	  Thermal shield
Internal coils
Blanket modules
Correction coils (18)Toroidal field coils (18)

Poloidal field coils (6)Cooling water system
Vacuum vessel	  Divertor

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Addressing present ITER challenges (1) March 2015: facing external scrutiny of the ITER project for escalating costs,
unrealistic schedule commitments, a lack of transparency, and failure to provide
coherent management (Management Assessment Report 2013)
 Agreed to take the position of Director General, based on an Action Plan and apledge of ITER Members’ support
 Set clear priorities and aggressive timeline for reform by end 2015
 Reorganization and integration of the ITER Central Team with Domestic
Agencies (DG/DDG, Executive Project Board, Reserve Fund, Project Teams)
 Finalization and stabilization of ITER critical component design Comprehensive integrated bottom-up review of all activities, systems,structures, and components to build the ITER machine Creation of an optimized resource-loaded schedule for timely, cost-effective
construction and operation through start of D-T plasma.
 Development of a strong, organization-wide project culture

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Addressing present ITER challenges (2) November 2015: pivotal presentation to the ITER Council (IC-17)
 Decisions taken by IC will enable establishment of new baseline by mid-2016
 Organizational changes completed to achieve a project culture Completed hiring of senior management team Integrated operations across departments, and across all Domestic Agencies
 Created project teams in critical areas: Vacuum Vessel and Buildings
 Design finalized; Integrated Review completed
 Full understanding of complexity: more than 1 million parts, more than 150,000
sequenced activities, 1200 suppliers On the way to establish new baseline (scope, schedule, costs, risks) Prepared to set ITER on the right course for timely realization in the coming years
 At the same time, construction and component manufacturing at full speed

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Storage Area 2

Worksite progress
PF Coils Building

Storage Area 3(Installation Complete)

Transformers

400 kV switchyard

Tokamak	  Complex	  (Under	  construc5on)	  Assembly Hall
(Under construction)

Subcontractors Area
Cryostat Workshop(now receiving components)
Preparatory works

Cryogenics Building

Preparatory works

RF Heating Building

Batching Plant

HQ Extension

Preparatory works

Cooling Water Building
Storage Area 1
Preparatory works

Control Building

ITER HQ

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Recent on site achievements:

Tokamak Complex

Resting on 493 seismic pads, the reinforced concrete “B2” slab bears the 440 000 ton
Tokamak Complex. Concrete casting of the B2 slab was finalized on August 27, 2014.
Ongoing: installation of interior walls, formwork of B1, reinforcement of BioShield.
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Recent on site achievements:

Assembly Hall

Before being integrated in the machine, the components will be
prepared and pre-assembled in the building of 6000 m2 up to 60meters. The 730-ton roof was put in place September 10-11, 2015 .
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Cladding and Insulation of Assembly Hall
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First components installed on site

Four US-procured 400 kV transformers
have been positioned on the ITER
platform. They are the first ITER plantcomponents to be installed on site.

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The largest magnetic cage!
An intense magnetic field, generated by powerfulsuperconducting magnets shapes and confines
the hot plasma, and keep it away from the vacuum
vessel wall.
1 central solenoid, 31-metre
high, powerful enough to lift
an aircraft-carrier out of thewater.
18 Toroidal Field Coils,
360 tons each.
6 Poloidal Field Coils, 8 to 24
m. in diametre.

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A multinational success
200 km, 2,800 tons of superconductors (70% of the total required) have been
manufactured and validated•

The single largest superconductor
procurement in industrial history isdrawing to a successful close.

•An eight-year campaign to produce
the superconductors for ITER’s
powerful magnet systems is in its
final stages, with nearly 70 percent ofthe conductor unit lengths acceptedby the ITER Organization.

•Six ITER Members—China, Europe,Japan, Korea, Russia and the UnitedStates—have been responsible forthe production of 200 kilometres(2,800 metric tons) of cable-inconduit conductors, worth anestimated EUR 610 million.
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Manufacturing progressUSA

The US is responsible for the design, R&D, and manufacturing of the main centralsolenoid magnet (using conductor supplied by Japan), as well as the associatedstructure and tooling. At General Atomics’ Magnet Technologies Center in Poway,
California, winding operations began in April 2015 on a mockup module.
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Manufacturing progress
Japan

Japan is manufacturing half of the 18 giant toroidal field coils needed for ITER. Here,the D-shaped pancake windings are heat treated at 650 °C for 100 hours to react tin
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Associates – 16December 2015
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and niobium to form theBernard
superconductingcompoundniobium-tin.

Manufacturing progress
RussiaRussia completes its
share of toroidal field
conductor in June
2015. The milestonemarks the end of afive-year campaign tomanufacture 28
production lengths(more than 120 tons ofmaterial).

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Manufacturing progress
India
India is responsible
for the fabrication
and assembly of the30 x 30 meter ITER
cryostat. Pictured,six 60° base plates
are temporarily
assembled at thefactory in order tocheck tolerancesprior to shipment tothe ITER site.

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Unloading of the first cryostat part

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Unloading of the first cryostat part

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The Indian Domestic Agency has erected the Cryostat Workshop for assembly of the 30 x 30
metre cryostat,that will completely enclose the ITER Tokamak. The first cryostat elements,shown here, arrived at ITER last week. The remainder of the cryostat base will arrive
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tomorrow, 17 December, achieving the first Milestone ahead of schedule.

Manufacturing Progress
EuropeIn February 2015, the final demonstration of the remote handlingsystem for the divertor cassettes ( an essential piece of the ITER
Tokamak ) was conducted at VTT Research Centre of the Universityof Tampere , Finland.
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Manufacturing progress
China

China is responsible forthe procurement of 14
poloidal field AC/DC
converter units that will
provide reliable,
controlled DC power tothe ITER poloidal fieldmagnetic coils. The
testing of a prototype
converter unit opens
the way to future batchproduction.

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Manufacturing progress
Korea
In Korea, where
two of ninevacuum vessel
sectors are underconstruction,
welding is carriedout on the upper
section of an innershell—only a small
piece of the fullcomponent.

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Door-to-door delivery

14 January 2015:
20 March 2015:
2 April 2015:
20 April 2015:
7 May 2015 :21 May 2015:17 Sept 2015:

First of four 90-ton transformers procured by the US and manufactured in Korea
Detritiation tank (20 tons), procured by Europe
Detritiation tank (20 tons), procured by Europe
Second of four 90-ton transformers procured by the US and manufactured in Korea
Two 80-ton, 61,000-gallon drain tanks for the tokamak cooling water system, procured by US
Three 90-ton transformers procured by the US and manufactured in Korea
Two drain tanks (79t.) for the cooling system, one (46 t.) for the neutral beam system
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ITER Council Commitment: results of IC-17
 Council expressed appreciation for organizational reform, focus on project culture,and progress on construction and manufacturing
 Took decisive steps to ensure ITER Organization can keep the momentum
 Approved schedule for 2016-17, referenced to “Best Technically AchievableSchedule”
 IO Central Team and Domestic Agencies committed to a series of 29
milestones for 2016-17, referenced to this schedule Council will monitor achievement of these milestones to verify ITER is staying
on track Council approved re-allocation of existing funds to ensure capability of meeting
this schedule Includes recruitment of 148 additional staff through end of 2017
 Council will commission an independent review of the proposed schedule, budgetand staffing plan Will use this review to validate or amend the Best Technically Achievable
Schedule, and to establish a new consolidated ITER baseline by the next
Council meeting (June 2016)
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ITER: effective organization for reliable results
1. Director General given full authority to take technical decisions in best interest ofthe ITER Project Pending technical issues jointly addressed for sensible coordinated resolution.
2. Simplified project-oriented organization with profound integration of IO Central
Team and Domestic Agencies
3. Executive Project Board empowered to take timely decisions for effective global
project management
4. Cost-effective “Central Reserve Fund” under DG’s control to cover specificoperations
5. Tight coordination of activities of joint IO-CT and DA Project Teams
6. Implementation of powerful coordinated tools for establishing a nuclear project
culture7. Human Resources optimized for improved efficiency and cost effectivenessBernard Bigot – Fusion Power Associates – 16 December 2015

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