IAEA-TECDOC-1052 minium XA9848504 Nuclear power plant organization staffingand for improved performance: lessons learned INTERNATIONAL ATOMIC ENERGY AGENCY fl/U Lr\^ The originating Section of this publication in the IAEA was: Nuclear Power Engineering Section International Atomic Energy Agency Wagramer Strasse5 P.O. Box 100 A-1400 Vienna, Austria NUCLEAR POWER PLANT ORGANIZATION AND STAFFING FOR IMPROVED PERFORMANCE: LESSONS LEARNED IAEA, VIENNA, 1998 IAEA-TECDOC-1052 ISSN 1011-4289 ©IAEA, 1998 Printe IAEe th AustriAn y i d b a November 1998 The IAEA does not normally maintain stocks of reports in this series. However, microfiche copies of these reports can be obtained from INIS Clearinghouse International Atomic Energy Agency Wagramerstrasse5 0 10 P.Ox Bo . A-1400 Vienna, Austria Orders shoul accompaniee db prepaymeny db f Austriao t n Schillings 100, fore for e chequa th f mth IAEmf o n i n o i r eAo microfiche service coupons which may be ordered separately from the INIS Clearinghouse. FOREWORD Experience from well operated nuclear power plants (NPPs) aroun worle dth d indicates that an organizational structure that effectively supports plant operation s i essentias n i l economically achieving high level f safet so operationa d yan l performance same th t e A .time , in many Member States, energy market e beinar s g opene o competitiont d n i s i t I . consideration of this new competitive energy market that this publication focuses on organization and staffing of NPPs to improve efficiency and effectiveness. This publication is primarily intended for senior NPP and utility managers. While it is not expected particulathay an t rmanageP utilitNP r yo r woul de suggestion consideth f o l al r s provided here to be appropriate, it is anticipated that nearly every NPP manager in IAEA Member States would find some of the ideas useful in improving the efficiency and effectivenes activitiesP NP f o s . e IAETh A wishe thano t s l participantal k r theifo s r valuable contributions e IAETh . s Ai particularly grateful to the US consulting firm Tim D. Martin and Associates Inc. for its considerable assistance in performing the NPP staffing survey and subsequent data analysis. The IAEA staff member responsible for this report was T. Mazour of the Division of Nuclear Power. EDITORIAL NOTE In preparing this publication press,for IAEAthe staff of have pages madethe up fromthe original manuscript(s). The views expressed do not necessarily reflect those of the IAEA, the governments of the nominating Member States or the nominating organizations. Throughout textthe names Memberof States retainedare theyas were when textthe was compiled. Theof use particular designations countriesof territoriesor does imply judgementnot any by publisher,the legalthe IAEA,to statusthe as suchof countries territories,or of their authorities institutionsand delimitation ofthe or of their boundaries. The mention of names of specific companies or products (whether or not indicated as registered) does imply intentionnot any infringeto proprietary rights, should construednor be it endorsementan as recommendationor partthe IAEA. ofon the CONTENTS 1. INTRODUCTION..................................................................................................................1 1.1. Objectives........................................................................................................................! 1.2. Background.....................................................................................................................! 1.3. Structure..........................................................................................................................! 2. LESSONS LEARNED WITH RESPECT TO NPP ORGANIZATIONAL DESIGN AND STAFFING...................................................................................................................2 2.1. Lesson learned No. 1: Organize and staff NPPs using proven oganizational design principles..............................................................................................................2 2.2. Lesson learned No. 2: Compare staffing against levels at other NPPs ...........................5 2.3. Lesson learne Creat: 3 . dlearnineNo a g organization..................................................0 .1 2.4. Lesson learne : Desig4 . organizatioe dNo n th achievinn i d ai o ne t gth production potential of the plant................................................................................... 11 2.5. Lesson learned No. 5: Encourage team work to improve performance........................ 13 2.6. Lesson learned No. 6: Share human and other resources among utilities/NPPs........... 14 2.7. Lesson learned No. 7: Establish partnerships with contractors/suppliers..................... 15 2.8. Lesson learned No. 8: Special organizational considerations for "international" projects..........................................................................................................................16 ANNEORGANIZATIONAP NP : XA L ANALYSIS CASE STUDY..................................9 .1 ANNEX B: MAINTAIN A FOCUS ON SAFETY.................................................................33 ANNEX C: STAFFING SURVEY METHODOLOGY .........................................................35 ANNEX D: STAFFING BENCHMARKING METHODOLOGY.........................................37 ANNEX E: CASE STUDY OF AN NPP STAFFING BENCHMARKING..........................41 ANNE : XF ORGANIZATIO PROJECA F N O INTERI R TFO M SPENT FUEL STORAGE...........................................................................................................58 ANNEX G: DESCRIPTION OF THE ORGANIZATION AND STAFFING APPROACH OF TVO (FINLAND)....................................................................63 ANNEX H: RESTRUCTURING OF PREUSSEN ELEKTRA'S POWER PLANT ORGANIZATION...............................................................................................71 ANNE X: I GNPS PROJECT MANAGEMENT ORGANIZATION DURING CONSTRUCTION ..............................................................................................76 CONTRIBUTOR DRAFTINO ST REVIED GAN W ..............................................................81 IAEA PUBLICATIONS RELATE ORGANIZATIOO DT STAFFIND NAN F GO NUCLEAR POWER PLANTS.................................................................................................82 1. INTRODUCTION 1.1. OBJECTIVES The overall objective of this document is to provide nuclear power plant (NPP) managers informatio lessonn no s learne improvinn do organizatioe gth activitiesstaffinP d nan NP f o g . Within this overall objective, specific objective: to e sar 1. Identify organizational desig staffind nan g principles. 2. Provide examples of how NPPs implement these principles. 3. Identify typical NPP staffing levels, factors affecting these levels, and staffing trends among various NPP types. While it is not expected that any particular utility or NPP would consider all of the suggestions provided appropriate e herb o et anticipates i t ,i d that nearly ever manageP yNP n ri IAEA Member States would find ideae somth f seo usefu improvinn i l efficience gth d an y effectiveness of NPP activities. 1.2. BACKGROUND Electric utilities have, in the past, generally had a monopoly on supply in their assigned area, and were either state-owned without direct links between electricit budgetsP y priceNP d ,san or were investor owned utilities with rate f returo s investmenn no t fixe governmentay b d l organizations thesn I . e environments, there were sometimes insufficient incentive controo t s l staff size and costs. That situation is rapidly changing in many Member States, as energy market beine sar g opene competitiono dt vien i competitivf this w i o t sne I . e energy market situation that this document focuses on organization and staffing of NPPs to improve efficienc effectivenessd yan . mosr Fo t NPPs largese th , t single contributo operationo rt maintenancd san e (O&M) coste sar those relate personnelo dt . Thus organizatio staffind nan g decision e verar s y importann i t open, competitive energy markets. Organization and staffing decisions also are a major factor in determinin safete goperationath d yan l performanc NPPsf eo . In order to succeed in tomorrow's energy markets, operation of NPPs in Member States will need to reach and maintain high standards of performance in the areas of safety and operations whilsame th t eea time controlling costs. Sombese th tf eperformino g worlNPPe th n dsi have outstanding safety records, excellent capacity factors, and smaller staffs than is the norm in the industry. These utilities have demonstrated that safety performance and operational excellenc closele ear y related objectives. 1.3. STRUCTURE Section 1 provides an introduction to the current environment in which NPP organizational desig staffind nan g question beine sar g addressed. Sectio providen2 s good practiceP NP r sfo organizational design and staffing, along with associated principles, and examples of how these principles are implemented. Additionally, annexes are included to provide examples of how utilitie addressine sar g particular organizatio staffind nan g issues. LESSON2 S LEARNED WITH RESPECP NP O TT ORGANIZATIONAL DESIGN AND STAFFING A premis thif eo s publicatio thas norganizationai e ton thero n s ei l desig staffinr no g approach that is appropriate for all NPPs. Any organizational design has inherent strengths and weaknesses. However s als i case t oi th , e that, give future nth e environmen