1 / 11

Expectations regarding Nuclear Infrastructure in Newcomer Countries

Expectations regarding Nuclear Infrastructure in Newcomer Countries. Andrew Teller , AREVA – International & Marketing Division Senior Technical Advisor . AREVA’s International Track Record. AREVA = 102 “NPP/Nuclear Island” built in 12 countries:

martine
Download Presentation

Expectations regarding Nuclear Infrastructure in Newcomer Countries

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Expectations regarding Nuclear Infrastructure in Newcomer Countries Andrew Teller, AREVA – International & Marketing Division Senior Technical Advisor

  2. AREVA’s International Track Record • AREVA = 102 “NPP/Nuclear Island” built in 12 countries: • 2 countries hosting most of the Units : France & Germany • 10 other countries, namely : • Belgium The Netherlands • Spain Switzerland • Finland Argentina • Brazil People’s Republic of China • Republic of Korea Republic of South Africa  Some of the above countries were newcomers at the time their reactors were built Expectation re Nuclear Infrastructure – Vienna 11 Feb 2010 - p.2

  3. AREVA’s Experience With Emergent Infrastructures • With some of the above countries • And recently with some countries through proposals in bidding processes. • Adaptive : Despite possible similarities, all cases are different and call for custom-tailored solutions. The recent various IAEA initiatives (since 2006) help to set some kind of “standard” approach, which is beneficial to everybody. Expectation re Nuclear Infrastructure – Vienna 11 Feb 2010 - p.3

  4. End of life Milestone 3 Milestone 1 Decommissioning Operation Project ~8 – 15 years ~100 years in total ~60 years General Considerations • Some legal, and/or governmental “prerequisites”: • Adherence to the NPT; compliance with export control regulations • Signature of a bilateral agreement at governmental level • “Long-term commitment for the first nuclear power plant” (NG-G-3.1) • The long timescales, the overall complexity, and the mutual legal, industrial, political…responsibilities (with All stakeholders) implies a common need for stability and trust.  AREVA’s experience leads to recommend negotiating a LTCA (Long-Term Cooperation Agreement). This allows to: • Create a climate of mutual trust, work on long-term mutual benefits and improvements • Facilitate experience feedback and sharing, cross-fertilization, technology transfer Expectation re Nuclear Infrastructure – Vienna 11 Feb 2010 - p.4

  5. Four Main Headings • Licensing • Human Resource Development • Supply Chain • Funding/Financing Expectation re Nuclear Infrastructure – Vienna 11 Feb 2010 - p.5

  6. Licensing Considerations • The operator faces the regulatory body, not the vendor • 2 approaches are commonly used: • Generic “reactor model” licensing + site specific adaptation • A complete licensing procedure for each “Site + reactor” • Experience feedback shows that the first approach sets a favorable context for complying with: • the project schedule • the associated budget • First approach: now advocated by WNA (way of streamlining licensing procedures and decreasing the corresponding expenditures) • AREVA encourages the first approach, but is also effective in managing the second one. • Note: importance of all parties involved in the country implementing the nuclear infrastructure evolving in sync to smooth the overall process Expectation re Nuclear Infrastructure – Vienna 11 Feb 2010 - p.6

  7. Human Resource Development Considerations • Country – capacity building : • A core staff of around 1000 must be foreseen for a newcomer (~80 for safety authorities, 350 for PM – Project Management, 5-600 for future operator) • A steady flow of new talents (PhD’s, Engineer’s, technicians) must be anticipated, and set in place, to match turnover, new needs, local nuclear industry upgrade, • Is mastering the vendor language useful and/or mandatory ? • Experience feedback of AREVA, especially with PRC (People’s Republic of China), shows that mutual comprehensive intercultural skills are an important part of the success.  Learning French is a excellent investment in the framework of a long-term partnership • English can be considered for (near) native speakers  AREVA’s commitment in response to the utmost importance of HRD : • Share our broad experience and propose our numerous training capacities worldwide • And to help to set up a receptive industrial network in newcomer countries (nuclear standards of quality, maintenance, housekeeping…), which leads to adapting quality of training by developing “Academic Industrial excellence” for very large projects. • Define jointly the adequate HRD Plan, followed by the detailed capacity building plan (per category, schedule, ...) • Propose a state-of-the-art training action plan for all stakeholders Expectation re Nuclear Infrastructure – Vienna 11 Feb 2010 - p.7

  8. Supply Chain Considerations Procurement or Localization? • No easy answer : each project is unique, depending also of the country and its industrial network. • Civil work, balance of plant are commonly localized. • In a “nuclear fleet approach”, localization can be increased and make sense for good results in terms of economics and safety. • For countries planning a limited number of reactors, selecting a well-established technology and LTCAs will help through: • sharing the economies of scale of larger fleets • benefiting from the operational experience gathered by such fleets Expectation re Nuclear Infrastructure – Vienna 11 Feb 2010 - p.8

  9. 40% 30% increase in generating cost 20% 10% 0% Nuclear IGCC Coal steam CCGT Funding & Financing Considerations (1/2) • NPP new build financing is very specific due to : • Large CAPEX investment • Long term construction period • Interference of different actors (host stage, safety authorities, public, utility, etc…) which can induce delays and additional costs in the construction period • Different appreciation of Nuclear Sector by International Financial Institutions (from supportive to totally closed) • Recent technology, no standardization Expectation re Nuclear Infrastructure – Vienna 11 Feb 2010 - p.9

  10. Funding & Financing Considerations (2/2) • Government support is a prerequisite to any NPP project and its financing • The necessary level of government involvement depends on the local political and legal situation • Open questions remain as to how governments will participate in managing and mitigating risks • The traditional State model remains the easiest & quickest solution • Nevertheless, whatever the business model selected, the available sources of financing for new NPPs are: • Export Credit Agency financing • Corporate financing • Bond issuance  Lesson learnt: A project that is not “bankable” is not a project Expectation re Nuclear Infrastructure – Vienna 11 Feb 2010 - p.10

  11. AREVAConcluding Remarks Experience feedback of “potential success” for a newcomer: • A nuclear project fully supported over the long term by local government • A clear organization (responsibilities, schedule, costs, priorities…) • Priority given to the HRD Plan, taking all anticipations into account • A long term approach to the cooperation with the vendor and with the vendor country (countries), • Financing  The way to “world-class nuclear safety and operation” Expectation re Nuclear Infrastructure – Vienna 11 Feb 2010 - p.11

More Related