WNU Summer Institute - 一般社団法人日本原子力産 … report independently of all line functions and have not only the right, but also the duty, to notify senior management

1

Copyright EDF 2012

WNU

Summer Institute

Oxford, August 1st, 2012

Nuclear Safety

a Utility (EDF) perspective

Georges Servière

Senior nuclear advisor

to EDF Chairman & CEO

1. Utilities and Energy Challenges

2. Nuclear Energy at EDF

3. Safety and Performance of nuclear power plants

4. Some lessons from Fukushima

5. Nuclear future built on talented people

2 WNU Summer Institute- G. Serviere - August 1st, 2012 - copyright EDF 2012






WNU Summer Institute- G. Serviere - August 1st, 2012 - copyright EDF 2012 3

Energy generation / supply: a global challenge with social, economic and environmental aspects


• Social challenge: providing secure and equal access to energy – 9 billion people foreseen by 2050

– Growth of energy demand worldwide: + 40% by 2030*

– Number of people without access to electricity: 1,5 billion in 2010*

– Supply to be secure

• Economic challenge: requiring massive investments to keep up with demand – To be installed: + 660 GW in Europe ; + 1300 GW in China**…

– Investments to be profitable ; prices to be affordable

• Environmental challenge: delivering sustainable solutions – Resource Scarcity

– Energy is the leading source of greenhouse gas emissions

Global electricity landscape

• 1/3 of global energy needs met by electricity today…

• … Electricity share increasing – Urbanisation, specific usage, …

– Opportunity for substitution to low carbon energy mix

– Annual growth rate to 2030: + 2.5%

– +4800 GW to be installed worldwide by 2030

– Requires more than 50% of global energy investment

• 1/3 of electricity worldwide is produced without GHG

emissions … – 16% from hydropower, 15% from nuclear plants and 2% from

renewable sources

– 40% from coal, 20% from natural gas, 7% from oil

• … and this share must be increased

*Source : International Energy Agency (IEA); **Source: WNA study (2000-2030)



Different means of generating electricity and their principle characteristics

40%

20%

7%

15%

16%

2%

Coal Large resource,

Available on demand

CO2: ~~ 800g/kWh

cost: fuel&CO2 price

CCS ? Gas Medium resource

Available on demand

CO2: ~~400g/kWh

cost: fuel & CO2 price

Oil Limited resource (peak oil)

Available on demand

CO2: ~~ 600g/kWh

cost: fuel & CO2 price

Nuclear Medium/Large resource

Available on demand

CO2: ~~ 4g/kWh

Cost of capital, O&M

Hydropower Renewable resource,

Regionally variable

Continuous / peak

CO2: ~~ 4 - 90g/kWh

Cost of capital

Wind, Solar renewable resource, Intermittent

CO2: ~~ 10 - 200g/kWh

cost: capital, + system cost

Global

shares

(%)

Which energy mix ? Why nuclear makes sense ?


• Need for a mix or mixes that respond to the challenges

• Globally all sources will have to be mobilized

• The most relevant mix depends also on regional/national context

• Resources are very variable (gas, coal, hydro, solar, wind, …)

• Consumption structure and grid capacities,

• Political, societal and social context,

• ….

• Therefore the relevance of nuclear may vary …

• … to produce safe, clean, available, affordable electricity

• But to make sense it must be looked at with a long term

perspective







Nuclear generation assets France: 58) reactors (PWR) + 1 in construction

UK: 15 reactors (14 AGR, 1 PWR) + 2x2 project China: 2 reactors in construction (30%)

Belgium: 1 reactor (PWR) (50%) USA: 5 reactors ( 2 BWR, 3 PWR) (49,9%)

EDF WORLDWIDE EDF Group Operations



Installed capacity (in GW) consolidated figure as at December 31, 2010

Projections for 2020 installed capacity (in GW) consolidated figure

2010 2020

200 GW

65% France

35% International

+50% international

growth

27% International

73% France

2% Renewable

54% Nuclear

17% Hydro

20% Coal

7% Gas

49% Nuclear

9% Renewable

11% Gas

15% Coal

16% Hydro

158 GW

EDF in 2020: a 75% carbon-free electricity producer EDF’s energy mix – by type of fuel and geography

63.000 MWe Nuc. installed

58 reactors in operation, 19 sites

1 in construction (EPR)

9 beeing dismantled

The present French Fleet

Valeurs issues des données RTE

Nuclear

50% Fossil

22%

Hydro

20%

Wind

5%

Other

Renew.

1%

Installed capacity 2011 France

Nuclear

78%

Fossil

10%

Hydro

9%

Wind

2%

Other

Renew.

1%

Generation 2011 France


Nuclear

86%

Fossil

4%

Hydro

10%

Wind

0%

Other

Renew.

0%

Generation 2010 EDF

Nuclear

65%

Fossil

14%

Hydro

21%

Wind

0%

Other

Renew.

1%

Installed capacity 2011 EDF

Valeurs issues des données RTE

British delegation - Feb 17th 2012 - G. Servière

63.000 MWe Nuc. installed

58 reactors in operation, 19 sites

1 in construction (EPR)

9 beeing dismantled


The present EDF Fleet

The French Nuclear Program

0

10

20

30

40

50

60

70

53 56 59 62 65 68 71 74 77 80 83 86 89 92 95 98 2001 2004

Nb

of

Un

its

UNGG PWR

HWGCR

SFR

10 years

0

100

200

300

400

500

600

1950 1960 1970 1980 1990 2000

TWh

Electricity Generation in France

Nuclear

made it for both

Substitution

& Growth

Such an important and efficient

investment

has to be maintained and valued

in the long run

A process of periodic safety

reassessments and upgrades

Life extension beyond 40 years

50-60 years

A big industrial and financial

effort

A major contribution in favor of

Security and cost efficiency

of Electricity Supply

Quality of the Environment


EDF’s strategy for nuclear energy

• Continuing safe and efficient nuclear fleet operations :

– Ongoing improvement in safety, incorporating lessons from Fukushima

– Extended lifespan for NPPs

learning from each year of experience

• Participate in the global development of nuclear energy : – In France, construction of EPR Flamanville 3

and later on Penly 3 + …., – In UK, Hinkley Point, … – Worldwide, Taishan in China, …

• Prepare the longer term : – by supporting international research

programmes on Generation IV reactors

Dungeness B

Torness

Hartlepool

Sizewell B

Heysham 1 & 2

Hinkley Point B

Hunterston B








16

Nuclear safety has many facets

• Nuclear Safety can be looked at from different angles

• Safety in or by Design

• Safety in Operations

• Safety organization and SOH factors

• Safety culture

• Safety over time

• Safety players and respective responsabilities

• etc…

• Nuclear Safety is intrisincally linked to many other areas

• Overall performance

• Security

• etc…

WNU Summer Institute- G. Serviere - August 1st, 2012 - copyright EDF 2012

Some safety principles

Nuclear Safety is primarily born by the Operators

Daily operation (operation, maintenance,…) makes or jeopardizes safety The Owner/Operator has to endorse all design choices, he will first bear the

consequences of events/accidents (together with the State)

At the same time Need for a strong and competent safety authority Need for competent designers and suppliers

Nuclear safety is based on and made by Knowledge + Methods/Tools + Culture


Nuclear safety management, safety culture

Nuclear Safety is based on and made by Knowledge Methods/tools Culture Leadership

INSAG 4 definition of Safety Culture: That assembly of characteristics and attitudes in organizations and individuals

which establishes that, as an overriding priority, nuclear plant safety issues receive the attention warranted by their significance

Questionning attitude Rigorous and prudent approach Communication


Education

Training

Individual

Collective

Organization and procedures

Rules and regulations


EDF Group Nuclear Safety Policy

ISSUED THE 20TH JANUARY 2012 BY CEO OF EDF

NUCLEAR SAFETY INSIDE THE GROUP

RESTS ON THE PRINCIPLE OF CLARITY OF RESPONSIBILITY AND CONTROL

• Each nuclear operating company inside the group acts under the framework of legal obligations and

regulations specific to its country and must comply with them. Each guarantees and continuously

improves its safety performances with its own methods, skills and values.

• EDF respects national differences, across the Group, whilst developing common principles to deliver

the highest level of incident prevention and protection of the public, workers, and the environment.

This policy covers all aspects of nuclear – for example, new build, architecture, design and

construction – and all aspects of the existing stations – operation, maintenance, waste management,

decommissioning and off-site support. The Group works closely with its industrial partners to deliver

this.

• Each company is responsible for, and assigns adequate delegation at, each level of management or

operation : clear organization, the required skills and decision-making capacity, access to support

and resources. The Group guarantees the allocation of resources needed to ensure nuclear safety.

• And in-house independent nuclear safety assessment function is put in place at power station

level, company level and Group level. Each report independently of all line functions and have

not only the right, but also the duty, to notify senior management of inappropriate or

inadequate line management response.

EDF Group


Overriding priority on nuclear safety

COMMON COMMITMENTS FOR ALL NUCLEAR COMPANIES OF THE GROUP

CONTINUOUS REINFORCEMENT OF NUCLEAR SAFETY

Reliability of organization

(best practice… )

Reliability of equipment

Reliability of human performance &

professionalism of all actors acting right at the first attempt

Openness and transparency

EDF Group Nuclear Safety Policy

Based on 3 pillars : the permanent reinforcement of…

Excellence

Continuous improvement

Emergency plans

Nuclear safety culture International

experience

EDF Group

EDF safety oversight structures

NPP level : Station Safety Department (12 engineers))

■ Performs independent control on shift team operations

Division level : Nuclear Inspectorate (30 inspectors)

■ Performs internal audits and plant safety assessments

Chairman and CEO level : General Inspector for Nuclear Safety

■ Performs internal audits and issues an annual report on EDF fleet nuclear safety

Chairman

& CEO

Head of

Nuclear

Operations

Division

Station

Manager

Management line Independent oversight line


Nuclear Safety during

Operations



Commitment

of Plant

manager

Commitment

of

Individuals

Commitment

of

managers

Safety Management Site

Safety Management Departments Teams

Quality of individual and

collective practices

Management Into the team

1. Leadership Listening and Recognition

of the ISL

3. Leading with Performance, Processes

and Continuous Improvement

2. Staff

Development

& Commitment

Three key-Principles must lead the managers practices :

A strong Leadership (P1), which allows also Staff Development &

Commitment (P2), with an effective Control (P3)

Deployment on Line Management

Deployed through:

– Training of the managers,

– Self-questionning at the 3

levels of management:

– Plant,

– Department

– and First Line managers

Assessed by:

– Annual Safety Report

– Nuclear Inspection,

Safety Management

Guide


3 / year

EDF - NUCLEAR

INSPECTORATE

OSA

SAFETY AUTHORITY

INSPECTION

WANO

PEER REVIEW IAEA

OSART

NPP

OPERATORS SAFETY AUTHORITY

EDF – GENERAL

INSPECTORATE

FOR NUCLEAR

SAFETY

SURVEY’S VISIT

NUCLEAR

SAFETY DEPARTMENT

Overall Safety Assessment at EDF SA

NPP MONITORING

SAFETY

1 / year

350 assessments / year on sites

(30% unexpected)

An OSA in each NPP every 3 years

+ follow-up every 1.5 year

3 OSA / year

(3/6 coupled with WANO Peer Review)



Independent Nuclear Safety Assessment Line

DAILY MEETING

GENERAL INSPECTORATE

OF NUCLEAR SAFETY

(IGSNR)

SENIOR ADVISOR, SITE

OVERSIGHT,

SAFETY & QUALITY

INTERFACES VERIFICATION LINE MANAGEMENT LINE

SAFETY ENGINEER

NUCLEAR SAFETY

DIRECTOR

NPP OPERATIONS

L. STRICKER

NUCLEAR GENERATION

DIVISION DIRECTOR

OPERATIONAL SAFETY

REVIEW COMMITTEE

(CSNE)

SAFETY TECHNICAL

COMMITTEE

(GTS)

CHAIRMAN OF THE BOARD

P. GADONNEIX

DIRECTORSHIP

& COMEX

SHIFT SUPERVISOR SHIFT MANAGER

20 PLANT MANAGING DIRECTORS

NUCLEAR POWER PLANT

SITE DIRECTOR

Nuclear Safety (NS) Delegation

NS issue upwards flow / NS report

NS monitoring line

NUCLEAR INSPECTORATE (IN)

NS ADVISORY GROUP NSG GROUP

The overall compliance to regulations & to the safety policy & the safety management are assessed at each level of organization

Within EDF SA

Station

level

NUCLEAR SAFETY

COUNCIL (CSN)

Nuclear Inspectorate

• Overall Safety Assessment

checking for compliance to reference guidelines (= corporate’ requirements)

per site : every 3 years + 1 follow-up assessment between OSA

TARGETS FROM THE CORPORATE POINT OF VIEW

• To assess the safety level

• To provide recommendations to the « line management » to improve safety level

• To compare the plant safety level in each area and promote benchmarking

• To upgrade the national safety policy

OPERATIONAL

SAFETY REVIEW

COMMITTEE

Nuclear Generation

Division level

OSA Reports & NI annual report

TARGETS FROM THE NPP POINT OF VIEW

• To get an independent assessment of its own safety management

• To get perception of its human and sociological organization

• To get the position of the plant compared with the other French NPP

• To have exchanges with the members of the evaluation team (peers and inspectors)



Site Diagnosis

N Steering

Lines

Technical Managerial

Actions of

reinforcement &

improvement N+1

Site Strategic Contract

Safety results

Technical state of the installations Indicators

Results of the site safety actions Year N

2nd level Safety Events Analysis

Field reports Low Level Events

Internal assessment Self diagnosis Process Review Internal Control

External assessment OSA, JPR, OSART, NSA

Plant manager View

Major Causes

Major Causes

SM Diagnosis

Orientations

Goals

Corporate Safety Plan Year N

The Annual Safety Review Process Within EDF SA,

Annual Safety Review

carried out by The Plant Manager

Nuclear Safety during

design & construction


EDF main activities as an Architect Engineer

Project Management (schedule, cost, quality, interface

management, Risk analysis…)

Licensing process

Definition of general technical codes and specifications

Technical specifications and surveillance of main contracts

(NSSS, I&C, TG, BNI design, nuclear fuel)

Definition of technical references and overall operation

Definition of contract allotment, contract specification,

technical contract management

Manufacturing surveillance

Construction on site and commissioning test management

EDF as an Architect Engineer

A model build on history …. WNU Summer Institute- G. Serviere - August 1st, 2012 - copyright EDF 2012 30

EDF "Architecte Ensemblier" model

Design

Operations

Op. feedback

Industry

Equipment suppliers

A/E

Engineering

&

Management

Value-chain covering Design, Operation feedback and Industry

to achieve industrial control

ensures safety, technical and economical performance

EDF,

thanks to its model,

aims at maximizing

its value in investment

in the entire value-chain

EDF

is accountable

to the Regulatory Body

for nuclear safety issues


Management of site construction and commissioning


January 2009 EPR Flamanville 3


D:/INPO 2009-03-25 SVR retrospective photos.ppt

Surveillance of equipment manufacturing

Presence et involment

In the suppliers shops


Site construction Management Nuclear island

Conventional island

Pumping Station


36

Flamanville 3 - Nuclear Island - April 2012


EDF Nuclear Engineering Division (DIN) is in charge of Safety in Design on behalf of the Owner/Operator

• Same principles apply for Nuclear Engineering Division

– Knowledge + methods /tools + culture

– Independant line focused on nuclear safety in Design *

• Technical aspects may have more importance than managerial ones in Design process compared to Operations, … – Licensing process – Easier (?) to regulate design technical issues than SOH in

operations, – … but Safety in Design has also to be managed, and DIN is the

“Engineering of the O/O”, and therefore is also the prime responsible for the safety in its own activities, resulting in the same overall philosophy of culture and organization


* in design and also construction, commissioning and decommissioning activities

DIN Organization for Nuclear Safety

GENERAL

MANAGEMENT

ENGINEERING CENTERS

INSPECTION GENERALE

POUR LA SURETE

NUCLEAIRE

(IGSN)

SAFETY DEPARTMENTs

(SEPTEN)

(ENGINEERING CENTERS)

CONSEIL SURETE

NUCLEAIRE

CSN

COMITE SURETE

NUCLEAIRE

A LA CONCEPTION

CSNC DIN MANAGEMENT DELEGUE QUALITE, SÛRETE,

RADIOPROTECTION

MISSION AUDIT & EVALUATION

ENGINEERING CENTERS

MANAGEMENT COMMITTEE

COMIMITTEES VERICATION LINE MANAGEMENT LINE

COMITE

CORRESPONDANTS

SÛRETE









Main reasons linked to Design

Earthquake :

Earthquake magnitude higher than Design Basis

But not a real cause of damage (automatic shutdown, diesels started, …)

=> Design margins

Loss of external sources

Flooding (tsunami subsequent to seism)

Tsunami far more important than heigths anticipated in design

Loss of heat sink and cooling capabilities

Loss of all emergency electrical sources (but one in unit 6)

inadequate (wrong) evaluation of the risk of tsunami

Absence of robustness of safeguard systems vis-à-vis flooding


Main reasons linked to emergency preparedness

Absence of ultimate external means, sufficient and availaible in due

time, to refeed water and electricity Availaibility of equipment and decision making processes

Difficulties to manage the confinement of reactor core in a severe

accident condition Management of pressure inside containment

Hydrogen explosions, resulting in additional damages

too limited defence in depth


A rather slow kinetics of the accident … which as a paradox

Did not allow to bring in sufficient or adequate additionnal external equipment,

in a disturbed environment,

But allowed to take measures to protect or evacuate people (despite many

problems)

… with limited sanitary consequences Thanks to provisions that were taken, but also to meteo (winds) often

favorable

Most probably no fatalities due to irradiation/contamination exposures

But >80 000 persons displaced and evacuated zones to be handled in the long

term

Main reasons linked to emergency preparedness

43

In conclusion incorporating a few post Fukushima considerations

• Technical considerations • Importance of site hazards characterization, and more generally DesignSite

adequation

• Importance of some real robustness beyond design events (no cliff edge effects, diversification, …, defence in depth)

• Importance of periodic re-questionning attitude including incorporation of operation/event feedback and related upgrades (periodic safety reassessments, event assessments, …)

• Governance & organizational considerations • Necessary ownership by Owner/Operator of Design and Site characteristics

O/O must be able to take such responsibilty, with full understanding of consequences,

"Architecte Ensemblier" model is a way to ensure such responsibility

• A renewed and reinforced world oversight and governance to ensure nuclear safety

• Importance of a well defined and trained emergency organization


EPR Design anticipated some of Fukushima lessons

EPR • Developped after TMI / Chernobyl / September 11,…

• Incorporating lessons and improvements

• A “hard way” and/or “hardware” approach

• not simply a “probabilistic” approach to exclude /characterize events

• not simply a “passive” approach, to avoid overconfidence and be safer

• 3 main axis for design and improvements

• Reliability and robustness

• Severe accidents

• External hazards


Prevention and Mitigation

Severe accidents included in design

Extended

concrete

shell

Corium

catcher & cooler

In case of accident

4 independant sets

of safety systems

Improved circuits

and Equipment

Safety goals: a multi-facetted approach

Improved reliability

Increased robustness

for external hazards


EPR Design and Licensing

EUR European Utility Requirements

EPR: a rich multicultural process

EPR

Steering

Committee

NPI

Framatome Siemens/KWU

EDF German Utilities (Preussen, RWE, …)

French

Safety Authority

German

Safety Authority

1989 Creation of NPI (FRA & SIEMENS subsidiary)

1992 Project initiated

1995 Start of detailed design

2000 "Project findings" issued by the regulators

2003 EPR chosen by TVO in Finland

2004 FLAMANVILLE selected for the French EPR

2007 Authorisation decree for FLAMANVILLE

2007-11 UK EPR General Design Acceptance Process








Renewing / Upgrading skills, a necessity and an opportunity for EDF

• ~~ 33,000 people currently involved in nuclear within the EDF Group

• ~~ 40% of Managers and Engineers expected to retire over a period of about 10 years ~~ 2008-2017, in EDF Generation, Engineering, R&D, …

• Development of new projects out of France : ~~ 800/1000 additional engineers in the coming years

• Renewing the Group’s skills and expertise by recruiting

more than 5,000 engineers for nuclear over the next 10 years,

in France and UK, and also in/for other countries


Since 2008, a 4-5 fold increase in recruitments of graduates in EDF nuclear sector, in a number of different areas

Safety Fuel Neutron physics

Metallurgy

Structure of

materials

Non-intrusive

control

Civil

Engineering

Electromecanical

engineering

Design, process

thermohydraulics

Radiation

protection

Chemistry

Environment

Calculation code

Signal processing

Instrumentation and control, Industrial

information

Operations

First position for young graduates

0

100

200

300

400

500

600

700

06 07 08 09 10 11 12 13 14 15 years

Graduates Recruitments


DPIPyramide des âges

mai 2009

2000 1500 1000 500 0 500 1000

1946 - 62 ans

1951 - 57 ans

1956 - 52 ans

1961 - 47 ans

1966 - 42 ans

1971 - 37 ans

1976 - 32 ans

1981 - 27 ans

1986 - 22 ans

an

née d

e n

ais

san

ce e

t âg

e

Hommes Femmes

Construction & Commissioning of EDF nuclear fleet

0

10

20

30

40

50

60

70

53 56 59 62 65 68 71 74 77 80 83 86 89 92 95 98 2001 2004

Nb of Units

PWR

10 years

… skills renewal,

mainly as a result of retirement perspectives

50 50 WNU Summer Institute- G. Serviere - August 1st, 2012 - copyright EDF 2012

Getting skills: different ways of Education and/or Training

• Before recruitment: Initial Academic Education – Master's degree, Engineering schools,…

– …

• After recruitment: – initial training and integration

– continuous vocational training

– specialized training

– specific operator's training (initial qualification, periodic training, …)

– on the job training

– …

• Possible different needs/trainings for other actors (# Owner/Operator)

– Designers and suppliers

– Authorities and TSOs

– Research organizations

– …



In a new context, EDF’s commitment and initiatives

in strengthening Education & Training

A 2 fold effort: • Adaptation of the internal EDF education & training process

– Mainly to cope with increased numbers of young personnel

– Including a significantly higher number of students internships at EDF offices or facilities

• Dialogue and partnerships established with the best universities and “grandes écoles” in France and abroad

1. Strengthening and structuring the energy and nuclear energy curricula in engineering schools

2. Establishing an International Master of Science “Nuclear Energy” to attract French and foreign students (2-year teaching programme in English)

3. Funding Chairs, to help link Research and Education

With a vehicle to support financing

To sum up:

• For Utilities, as part of an energy policy, nuclear is a means to provide safe, clean, available, affordable electricity. It’s not an ideology,

• Safety is a condition that has to be met, consistently with societal expectations,

• Nuclear Safety is a complex and living concept, based on knowledge + methods and tools + culture.

• It relies on people, individually and collectively, at all levels of the organization; focused leadership is essential

• Among the methods/tools, an independant safety line is a major guarantee to keep focused on the safety priority

• Educating, recruiting, training people is a necessity that takes time and requires a systematic approach, including for newcomers


Thank you for your attention

Back-up slides

(1)


0

10000

20000

30000

40000

50000

60000

70000

1975 1985 1995 2005 2015 2025 2035 2045 2055

Operation40 years

Renewal

Extensionbeyond 40 years

A possible strategy

Scenario for replacement over ~ 20 years ( average rythm ~~ 3000 MWe/y )


0

10000

20000

30000

40000

50000

60000

70000

1975 1985 1995 2005 2015 2025 2035 2045 2055

Operation

40 years

Génération 3

Génération 4

Extension

beyond 40 years

A possible strategy

Scenario for replacement over ~ 20 years ( average rythm ~~ 3000 MWe/y ) GEN 3 GEN 4


0

100

200

300

400

500

600

1950 1960 1970 1980 1990 2000

Open Perspectives for electricity generation Possible consequences of political choices

Indicative diagram only

Hydro

Nuclear Fossil

Energie produite (TWh)

Renewables

& Gaz,…)


Nuclear Generations timeframe

1960 1980 2000 2020 2040 2060 2080

Generation 1 UNGG

Chooz A Generation 2

Generation 3

REP 900, 1300, N4

Sizewell

Generation 4

EPR, AP1000,…

Initial

realisations

Present

Reactors

Advanced

Reactors

Future Reactors


In-house professional vocational training


• EDF developed a comprehensive organization and program – Progressively, over time, along with the development of NPPs

– Mostly based on internal means

• A large organization – ~~ 3 million hours of training per year

– ~~ 650 different courses (200 Process; 450 Operation/Maintenance)

– ~~ 740 persons, including ~~ 530 teachers

– based mainly on 19 training centers, with full scope simulators, located at each NPP site

• A very significant commitment – ~~10% of total labor cost for nuclear sector

Getting skills: in-house Education and/or Training


On the job training

A very important part of the skills build-up

Nuclear skills, is also a "collective skill"

not just a sum of individual skills

Vocational training organization

An Academy for Operations, (1st year).

An Academy for Engineering, (1st year).

(adapted according to initial academic education)

Nuclear education and training courses for people in charge of

Operations (operators, safety engineers,…).

(both initial education and training, as well as periodic training)

Specific and specialized courses in a variety of domains,

to train /accompany personnel during their professional career.

EDF's in house vocational training


63

Nuclear academy program for Generation Division

External

hiring Internal

mobility 850 150

Job Qualification

Nuclear

Academy

Program

Job Training

Job skills and crafts

1/3 in classroom, 2/3 on the field

Less than 9 months

Team

Training 20

people A technical mentor in each session

Basic Knowledge

and

Nuclear culture

1/3 in classroom, 1/3 on the field, 1/3 by

managers and senior technical workers

3 months

Team

training 30

people

A technical mentor in each session

« Nuclear behaviors »

Nuke Qualification

1000

RSA delegation - September 22th, 2011

located on site at 19 NPPs


Many diverse pedagogical tools

CETIC - Mock-up

for fuel loading/unloading

CP0 Full scope Simulator

Diesels training facilities

Valves training

training equipment

for hydro sector



Flow loop maintenance simulator on each plant

Many diverse pedagogical tools


COMMON KNOWLEGE

FOR NUCLEAR ENGINEERING

TRAINING MODULES

TAILORED TO EACH

ENGINEERING FIELD

TRAINING MODULES WITHIN

AN ENGINEERING FIELD

TARGETED FOR INDIVIDUALS

Based on business needs & trainee profile

BASIC KNOWLEDGE SPECIFIC KNOWLEDGE

OTHER DEVELOPMENT METHODS ARE ALSO USED : TUTORING…

General programme overview for Engineering


Common knowledge session

Nuclear Generation Division (for the engineers & technicians who are to

work on-site)

2nd part

Operation & Safety

Environment, Nuclear Fuel …

1st part

Architect Engineer

Engineering projects and Methods

S

P

E

C

I

F

I

C

K

N

O

W

L

E

D

G

E

IMMERSIONS ON-SITE during the first 18 months Training in non-technical fields

and

80

320

1 week 4 weeks

14 weeks

Senior engineers from each discipline

are involved in the training sessions

10 sessions, in 5 different locations

The common knowledge module : the basics of DIN* nuclear academy

68

Initial academic education



EDF’s commitment and initiatives

in Strengthening initial academic education

• Dialogue and partnerships established with the best universities and “grandes écoles” in France and abroad

1. Strengthening and structuring the energy curriculum in engineering schools

2. Establishing post-Master professional certifications (mastères spécialisés) with the best Universities and engineering schools (e.g.: nuclear safety, radiation protection, etc.)

3. Funding Chairs, to help link Research and Education

4. Establishing an International Master of Science “Nuclear Energy” to attract French and foreign students (2-year teaching programme in English)

With a vehicle to support financing


Master of Science in Nuclear Energy

+ connections/agreements with foreign Universities in Europe

EDF sponsoring new educational initiatives

for the benefit of the whole nuclear industry

www.master-nuclear-energy.fr

Master of Science in Nuclear Energy Paris - France

M1 (year 1)

Decommissioning

and

Waste Management

Operation Nuclear plant

design

Nuclear

Engineering

Fuel

Cycle

Radiochemistry Fuel Cycle

Engineering

Physics

Engineering

Chemistry

Engineering

M2 (year 2)

Bachelor's degree


Education and training:

a significant component of safety and performance

• A real need to continue and strengthen education and training, to face the future of nuclear energy

– Getting all the properly trained people is a real challenge, – But it has already been met successfully in the past, and will be again – A most important challenge to newcomers

• EDF is committed to contribute to this effort, and launched a number of initiatives, – Internally, – Towards the academic education system – Including human and financial support – Open to international

• a large and comprehensive in-house training organization – designed to be effective for a large number of diversified needs – Which can be opened/adapted to other Operators/Entities within various type of

agreements/contracts

• the international Master in Nuclear Energy – a significant contributor to an appropriate initial education, in line with the needs of

Operators and Industry – open to students from France and other countries – Sponsored by EDF and benefiting from the French context and facilities – Is a main component of the International Institute for Nuclear Energy


Documents

WNU Summer Institute - 一般社団法人 日本原子力産 … report independently of all line functions and have not only the right, but also the duty, to notify senior management

WNU Summer Institute - 一般社団法人日本原子力産 … report independently of all line functions and have not only the right, but also the duty, to notify senior management