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University of Pittsburgh School of Law Energy Law and Policy Institute Challenges in Electricity Planning, Project Execution, and Operation. Ingmar Sterzing Director, Commercial Operations Westinghouse Electric Company August 1, 2013. Westinghouse Electric Company.
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University of PittsburghSchool of LawEnergy Law and Policy Institute Challenges in Electricity Planning, Project Execution, and Operation
Director, Commercial Operations
Westinghouse Electric Company
August 1, 2013
Westinghouse Electric Company provides fuel, services, technology, plant design, and equipment to utility and industrial customers in the worldwide commercial nuclear electric power industry
Nearly 50 percent of the nuclear power plants in operation worldwide are based on Westinghouse technology
Westinghouse Electric Company Headquarters
Cranberry Township Pennsylvania, USA
Nuclear Power Plants
Focused on operating plant success through reliable operation, maximized power output and better (shorter, more predictable) outages
Specializing in the technology
of new nuclear power plants and component manufacturing
A single-source fuel provider for PWR, BWR, VVER, AGR and Magnox reactors worldwide
Instrumentation and control solutions to enhance the reliability of nuclear plant control and safety systems
Project Planning and Development
Standard set of project plans built on prior project lessons.
AP1000 customers want confidence in Westinghouse’s ability to deliver and fulfill contractual obligations.
Prepare preliminary plan
Perform comprehensive execution risk assessment
Incorporate lessons learned
Incorporate response activities into plan
Align and assess risk with proposed delivery modelProject Risk Management Lifecycle Processes
A systematic and continuous model for managing and reducing uncertainty in the successful execution of an AP1000 project
Uncertainty for Planned Events
Uncertainty for Un-planned Events
Risk allowance accounts for the potential cost exposure of unplanned activities and events
Risk allowance may include cost allowances for areas such as:
Force Majeure Events
The use of risk allowance by the project is not expected
The level of risk allowance required is dependent on the project delivery model, risk tolerance, and the commercial arrangements
Residual project delivery uncertainties can be managed collectively with reserve funds (risk and contingency) to minimize the overall cost impact associated with distributed and uncoordinated risk provisioning.
(Contingency and Risk)
Actual Costs and Planned Committed Costs
The right technology, the right team, and an effective commercial approach is necessary element for the successful execution of multi-billion dollar projects
A Successful Risk Management Culture… Integrity, Transparency, Flexibility, Diversity
Georgia, Plant Vogtle 3 and 4 with
1 and 2 in the Background, July 2013
Westinghouse is confident in the standard plant model which will provide a high level of commercial certainty for standard plant scope