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G C Goodnight Consulting, Inc. 8418 Hunt Valley Drive, Suite 200 - - PowerPoint PPT Presentation

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Life Cycle Planning For Nuclear Program Staffing A Presentation To Charles T. (Chuck) Goodnight G C Goodnight Consulting, Inc. 8418 Hunt Valley Drive, Suite 200 Vienna, Virginia 22182 Voice: (703) 448-6820 Fax: (703) 448-8443 Voice:

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SLIDE 1

Life Cycle Planning For Nuclear Program Staffing

A Presentation To

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WWW.GoodnightConsulting.com

Goodnight Consulting, Inc.

8418 Hunt Valley Drive, Suite 200 Vienna, Virginia 22182

Voice: (703) 448-6820 Fax: (703) 448-8443 Voice: (703) 448-6820 Fax: (703) 448-8443

May 30-31, 2011

Charles T. (Chuck) Goodnight

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SLIDE 2

Presentation Outline

  • Introduction
  • Why Staffing Is An Issue
  • Life Cycle Phases & Job Functions

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May 30-31, 2011 1

  • Organizational Issues
  • Planning Issues
  • Summary
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SLIDE 3

Goodnight Consulting, Inc. is a management consulting firm that serves the electric power industry. We specialize in the nuclear power industry, and focus our work in five main areas:

  • Overview of Goodnight Consulting, Inc.

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May 30-31, 2011 2

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SLIDE 4

Our Extensive International Utility Experience Provides The Basis For This Presentation

Ameren Corporation First Energy Nuclear Operating Co. Ontario Power Generation (Canada) American Electric Power Florida Power & Light Pacific Gas & Electric AREVA Georgia Power Philadelphia Electric Company British Energy (United Kingdom) Indianapolis Power & Light PPL Susquehanna Constellation Energy Hydro Quebec (Canada) Progress Energy Detroit Edison IAEA (Austria)* PSEG Nuclear Dominion Kaiser Hill South Carolina Electric & Gas

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Duke Energy Luminant Power South Texas Project Nuclear Operating Company Electricite de France (France) Maine Yankee Atomic Power Company Strategic Teaming & Resource Sharing Alliance Entergy Nuclear Nebraska Public Power District Tennessee Valley Authority Electric Power Research Institute New York Power Authority TMP Worldwide E.On (Germany) North Atlantic Energy Services Co. Westinghouse Electric Company Eskom (South Africa) Nuclear Management Company Wolf Creek Nuclear Operating Company Exelon Omaha Public Power District Worley-Parsons Bulgaria, Ltd. (Bulgaria)

* International Atomic Energy Agency activities include Expert Missions to Chile, the Dominican Republic, Egypt, Kuwait, and Ukraine May 30-31, 2011 3

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SLIDE 5

We Maintain Real-World Staffing And Organizational Databases To Apply As A Baseline For New Nuclear

126 Operating Units 74 NUCLEAR PLANTS

GOODNIGHT CONSULTING STAFFING DATABASE

  • Goodnight Consulting, Inc. maintains detailed

proprietary databases including information from 74 nuclear plants in 6 countries

  • These databases include staffing on a functional

level:

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STAFFING DATA MAINTAINED INDEPENDENT OF ORGANIZATION STRUCTURE 74 NUCLEAR PLANTS 7 3-Unit or 4-Unit Plants 33 Dual-Unit Plants 34 Single-Unit Plants

level: Utility/Company site employees Utility/Company corporate employees Contractor/Vendor employees/Full-Time Equivalents (FTEs)

  • We also maintain an extensive library of detailed

nuclear power company organization charts

May 30-31, 2011 4

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SLIDE 6

We Have Developed Staffing Models or Staffing Benchmarks For Most Commercial Reactor Designs

  • Our key staff members all have over 20 years of experience in

the nuclear power industry, and we have developed staffing models or benchmarks for the most common operating commercial nuclear plants:

− Light Water Reactors

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Westinghouse PWRs (2-loop, 3-loop, and 4-loop models) Atomstroyexport VVER-1000 KHNP PWR (APR-1400) GE BWRs (BRW-4s and BWR-6s) − Heavy Water Reactors CANDU

May 30-31, 2011 5

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Goodnight Consulting Has Also Developed Detailed Staffing Models For New Nuclear Plants

  • Under separate contracts to Westinghouse

(AP1000) and Areva (EPR), we have developed proprietary models:

Multi-Unit Staffing Models For Steady State Operations Staffing ramp-up curves, for each functional area

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Staffing ramp-up curves, for each functional area Refueling outage duration and cost estimates Comparative Staffing

  • 7
  • 6
  • 5
  • 4
  • 3
  • 2
  • 1

1 Years Before Commercial Operations

1-Unit 2-Units 3-Units

  • Comparative Staff/MWe

1500 3000 4500 Plant Size (MWe)

May 30-31, 2011 6

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SLIDE 8

Goodnight Consulting, Inc. Has Also Developed Organizational Models For Many Nuclear Companies

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May 30-31, 2011 7

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  • Most companies considering construction of new nuclear power

plants focus on the initial construction costs (i.e. cost/installed kw, expected to be a several Billion USD), however total labor costs may be a much larger value

  • In the USA, fully burdened labor costs are ~$100,000 per person
  • Thus, every 100 people: $10 M/year

In An NPP’s Life Cycle, Labor May Be Largest Single Cost Area – And Must Be Carefully Considered

Present Value of 60 Year Labor Costs Present Value of 60 Year Labor Costs

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  • Thus, every 100 people: $10 M/year
  • Assuming a 60 year lifecycle for

new plants and a 4.5% average inflation rate, every 100 personnel will cost over $2.5 Billion

  • In this cost model, 1,000 personnel

will require over $25 Billion over a 60 year operational life cycle

Present Value of 60 Year Labor Costs

$0 $1 $2 $3 $4 $5 $6 $7

0% 1% 2% 3% 4% 5% 6%

Inflation Rate Labor $(Billions)/100 People

At 4% Inflation, 60 Year Labor Costs Exceed $2.5 Billion At 6% Inflation, 60 Year Labor Costs Exceed $6 Billion

Present Value of 60 Year Labor Costs

$0 $1 $2 $3 $4 $5 $6 $7

0% 1% 2% 3% 4% 5% 6%

Inflation Rate Labor $(Billions)/100 People

At 4% Inflation, 60 Year Labor Costs Exceed $2.5 Billion At 6% Inflation, 60 Year Labor Costs Exceed $6 Billion

May 30-31, 2011 8

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SLIDE 10
  • The NPP Life Cycle can be divided into eight phases:
  • 1. Plant Design Selection
  • 2. Site Selection
  • 3. Plant Licensing
  • 4. Construction
  • 5. Start Up/Testing

Each Phase of An NPP’s Life Cycle Is Unique, and Requires A Different Staffing Model

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  • 5. Start Up/Testing
  • 6. Commercial Operations
  • 7. Shut Down/Safe Store
  • 8. Decommissioning
  • Each life cycle phase should be examined at the level of job

functions required during that time window

May 30-31, 2011 9

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SLIDE 11

The Many Activities At An NPP Can Be Grouped Into 9 Process Areas With 43 Job Functions

NPP Process Areas & Job Functions

Operate the Plant Supply Chain

  • Chemistry
  • Environmental
  • Operations
  • Operations Support
  • Contracts
  • Materials Management
  • Purchasing/Contracts
  • Warehouse

Support Services

  • Admin/Clerical
  • Budget/Accounting
  • Communications
  • Document Control
  • Facilities
  • Human Resources

Engineering & Technical Support

  • Maint/Construction
  • Maint/Constr Support

Maintenance

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  • Computer Engr
  • Design Engr
  • Design/ Drafting
  • Nuclear Fuels
  • Procurement Engr
  • Quality Control
  • Reactor Engr
  • Systems/ Field Engr
  • Technical Engr
  • Human Resources
  • Info Systems
  • Management
  • Management Support
  • Training

Work Management

  • Outage Management
  • Project Management
  • Scheduling

Safety

  • Emergency Planning
  • Fire Protection
  • Safety/Health
  • Security
  • ALARA
  • Radwaste/Decon
  • HP Applied
  • HP Support

Radiation Protection

  • Licensing
  • Nuclear Safety Review
  • Quality Assurance

Regulatory Compliance May 30-31, 2011 10

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SLIDE 12

Many Job Functions Are Only Active During Certain Phases of The NPP’s Life Cycle

1. Plant Design Selection: 17/43, 40% 2. Site Selection: 13/43, 30% 3. Plant Licensing: 28/43, 65% 4. Construction: 37/43, 86%

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4. Construction: 37/43, 86% 5. Start Up/Testing: 42/43, 98% 6. Commercial Operations: 43/43, 100% 7. Shut Down/Safe Store: 34/43, 79% 8. Decommissioning: 30/43, 70%

May 30-31, 2011 11

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Using Current U.S. Based Staffing Models, High-Level Estimates Include ~840 Personnel During Operations

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  • The staffing estimates shown here are based on current staffing

models in the U.S. from Gen II NPPs, and are exclusive of:

– Major contractor/vendor personnel, i.e. new NPP construction staff – Refueling outage support personnel

May 30-31, 2011 12

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SLIDE 14
  • National/local regulatory staffing environment

– Oversight regulations – Reporting requirements – Licensing approach and frequency

  • Site size and design/layout of facilities

– Total site footprint

During The Operational Phase Of The Plant Life Cycle, Several Key Issues Need To Be Addressed Relative To Staffing Requirements

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– Total site footprint – Location and relationship of buildings and infrastructure systems

  • Plant design

– NSSS type – Safety systems – Design capacity

  • Plant equipment layout

– Equipment accessibility – Size and locations of laydown space

May 30-31, 2011 13

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  • Each staffing function may have

more than one site, plant, or

  • rganizational driver
  • This table summarizes the

complexities of staffing requirements when five major drivers are considered

Many Staffing Functions Have Multiple Drivers That Must All Be taken Into Consideration For New Nuclear Plants

Area Function Plant Design Site Layout Regulatory Requirement Outsourcing Centralization Operations Applied Radiation Protection X X X X ALARA/Radiological Engineering X X X Chemistry X X Decontamination/Radwaste Processing X X X Environmental X X X X Fire Protection X X X Operations X X X Operations Support X X Radiation Protection Support X X X Engineering Computer Engineering X X X X Design/Drafting X X X X X Modifications Engineering X X X X X Nuclear Fuels X X X X X Plant Engineering X X Procurement Engineering X X X Project Management X X X X X

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– Plant Design – Site Layout – Regulatory Requirements – Outsourcing Options – Ability to Centralize

  • Careful labor planning can save

significant costs over the plant’s lifecycle

Reactor Engineering X X X Technical Engineering X X X X Maintenance Facilities Maintenance X X X Maintenance/Construction X X X X Maintenance/Construction Support X X X X Outage Management X X X Quality Control/Non-Destructive Examination X ? X Safety/Health X X X Scheduling X Regulatory Emergency Preparedness X X X X Licensing X X X Nuclear Safety Review X X Quality Assurance X ? X Security X X X X X Site Support Budget/Accounting X X Communications X X Contracts X X Document Control/Records X X Human Resources X Information Management X X Management X Management Support Materials Management X X X Purchasing X X Training X X X Warehouse X X X X

May 30-31, 2011 14

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Operations

Area Function Plant Design Site Layout Regulatory Requirement Outsourcing Centralization Operations Applied Radiation Protection X X X X ALARA/Radiological Engineering X X X Chemistry X X Decontamination/Radwaste Processing X X X Environmental X X X X Fire Protection X X X Operations X X X Operations Support X X

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  • Most of the Operations staffing functions will have their staffing

requirements determined by plant design and regulatory requirements

  • Some functions are candidates for potential outsourcing and/or

centralization – Radiation Protection (Applied and Support) – Decontamination/Rad Waste Processing – Environmental

Operations Support X X Radiation Protection Support X X X

May 30-31, 2011 15

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SLIDE 17

Engineering

Area Function Plant Design Site Layout Regulatory Requirement Outsourcing Centralization Engineering Computer Engineering X X X X Design/Drafting X X X X X Modifications Engineering X X X X X Nuclear Fuels X X X X X Plant Engineering X X Procurement Engineering X X X Project Management X X Reactor Engineering X X X

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  • Most of the Engineering staffing functions will be impacted by three

major drivers – Plant Design – Site Layout – Regulatory Requirements

  • Most are also candidates for either outsourcing or centralization

Reactor Engineering X X X Technical Engineering X X X X

May 30-31, 2011 16

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SLIDE 18

Maintenance

Area Function Plant Design Site Layout Regulatory Requirement Outsourcing Centralization Maintenance Facilities Maintenance X X X Maintenance/Construction X X X X Maintenance/Construction Support X X X X Outage Management X X X Quality Control/Non-Destructive Examination X ? X Safety/Health X X X Scheduling X

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  • Most of the Maintenance staffing functions will be impacted by three

major drivers – Plant Design – Site Layout – Regulatory Requirements

  • Fewer are candidates for either outsourcing or centralization

May 30-31, 2011 17

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  • Most of the Regulatory/Oversight staffing functions are staffed as

Regulatory/Oversight

Area Function Plant Design Site Layout Regulatory Requirement Outsourcing Centralization Regulatory Emergency Preparedness X X X X Licensing X X X Nuclear Safety Review X X Quality Assurance X ? X Security X X X X X

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  • Most of the Regulatory/Oversight staffing functions are staffed as

required to meet regulatory requirements

  • Fewer of these functions have staffing requirements determined by

plant design or site layout

  • Most are not appropriate candidates for outsourcing
  • Most are candidates for centralization

May 30-31, 2011 18

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Site Support

Area Function Plant Design Site Layout Regulatory Requirement Outsourcing Centralization Site Support Budget/Accounting X X Communications X X Contracts X X Document Control/Records X X Human Resources X Information Management X X Management X Management Support

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  • Most of the Site Support staffing functions are staffed as required to

support the balance of the organization, and so are not significantly driven by plant design, site layout, or regulatory requirements

  • Half are candidates for outsourcing
  • Most are candidates for centralization

Materials Management X X X Purchasing X X Training X X X Warehouse X X X X

May 30-31, 2011 19

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Other Issues Emerge When Maximum Staffing Levels Are Plotted For Each Year During The Complete Life Cycle

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  • Several issues become apparent from this depiction of staffing

requirements – Maximum staffing levels will peak between around 800 workers – Several working generations will be required during the full life cycle – There will be different human resources management challenges at the beginning, in the middle, and at the end of the NPP’s life cycle

May 30-31, 2011 20

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  • Once staffing requirements have been derived for each phase of the

NPP’s life cycle, an organizational structure/design will be required for each

  • Four organizational principles should be applied:
  • 1. Balance layers of management and spans of control

An Organizational Approach Will Also Be Required To Optimize Effectiveness of The Staff In Each Phase

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  • 2. Align related and supporting functions
  • 3. Outsource functions that are:

– Not required to be on-site/on-location, or – Not mission critical for operation, or to meet regulatory requirements

  • 4. Centralize functions with a parent company, where possible, due

to the parent company or an alliance member having other power generation facilities

May 30-31, 2011 21

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  • Detailed assessment of staffing requirements, based on the selected NPP

design, the number of reactor units, and the selected site location(s)

  • Assessment of available numbers of personnel with appropriate skill sets

in the near-term

  • Assessment of long-term capacities in the country to produce and develop

appropriately skilled personnel as needed

The Complexity of Staffing Requirements Throughout The NPP’s Life Cycle Will Require Detailed Planning

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appropriately skilled personnel as needed

  • Development of a detailed staffing plan to support each phase of the

NPP’s life cycle based on the nuclear program plan (at least annual)

  • Development of organizational models to organize and manage the

nuclear program personnel (at least annual)

  • Development of a Staffing Management Plan to ensure targets,

milestones, and schedules are met

May 30-31, 2011 22

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SLIDE 24
  • The types of personnel are unique to each of the 8 life cycle phases
  • The number of personnel in each job function is unique in each of the life

cycle phases

  • Human resources management challenges will be different over the

NPP’s life cycle

Summary – Each Phase of An NPP’s Life Cycle Has Unique Staffing Requirements

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NPP’s life cycle

  • Detailed planning for recruiting, hiring, and retention will be required in

each life cycle phase

  • Organizational planning and development will also be required

May 30-31, 2011 23

8418 Hunt Valley Drive, Suite 200 Vienna, Virginia 22182 USA

Voice: (703) 448 – 6820 Fax: (703) 448 - 8443 WWW.GoodnightConsulting.com

Goodnight Consulting, Inc.

8418 Hunt Valley Drive, Suite 200 Vienna, Virginia 22182 USA

Voice: (703) 448 – 6820 Fax: (703) 448 - 8443 WWW.GoodnightConsulting.com

Goodnight Consulting, Inc.