Publicatie Laka-bibliotheek:
Site Specific Decommissioning Cost Calculation for the Borssele NPP
| Auteur | EPZ, Siempelkamp, ANVS, Min. I&M |
 |
1-01-8-20-76.pdf |
| Datum | oktober 2016 |
| Classificatie | 1.01.8.20/76 (BORSSELE - ALGEMEEN) |
| Opmerking | Resultaten van door Laka ingediend WOB-verzoek. |
| Voorkant | 
|
Uit de publicatie:
WOB verzoek m.b.t. Ontmantelingsplan Kerncentrale Borssele 2016
A openbaar,
B:gedeeltelijk
openbaar,
C: niet
openbaar
type (email, brief,
Code Van (organisatie) Aan (organisatie) Document Datum etc) Classificatie Weigeringsgrond Wob
Site Specific Decommissioning Cost ersoonlijke levenssfeer (artikel 10, lid
Calculation for the Borssele NPP 2, onder e), veiligheid van de Staat
Document no: 9569 / CA / F 009970 (artikel 10, lid 1, onder b), beveiliging
EPZ ANVS 3 / 00 13-okt-16 rapport B en sabotage (artikel 10, lid 7, onder b)
Persoonlijke levenssfeer (artikel 1U, lid
2 EPZ ANVS Aanvulling op het ontmantelingsplan 12-dec-16 brief 6 2, onder e)
1
Siempelkamp
NIS Ingenieurgeselischaft mbH
Site Specific Decommissioning Cost Calculation
for the Borssele NPP, October 2016
Executive Summary
The present report describes the preliminary decommissioning plan (PDP) and the
corresponding cost estimates for the Borssele NPP (Kerncentrale Borssele, KCB). It follows
the decommissioning strategy “Immediate Dismantling” after final shutdown on 31th
December 2033.
The Plant
KCB is operated by NV Elektriciteits-Produktiemaatschappij Zuid-Nederland (EPZ) in
Vlissingen, the Netherlands. It is a pressurised water reactor (PWR) with a net electric
capacity of 480 MWe. The plant was put into operation in 1973 (first criticality in June 1973,
commercial start in October 1973).
History of PDP and Cost Estimates
Starting in 1994, EPZ has charged Siempelkamp NIS Ingenieurgesellschaft mbH (NIS)
several times to elaborate a preliminary dismantling plan including the calculation of the
related costs, see /1/ (1994), /2/ (2003), /3/ (2006) and /4/ (2010).
The 1994 and 2003 studies were made under the following main boundary conditions:
* final shutdown of the reactor on 31th December 2013
* deferred dismantling after 40 years of safe enclosure
In 2006 the boundary conditions were changed to:
* final shutdown of the reactor on 31th December 2033
* immediate dismantling after final shutdown
In 2010 the day of final shut down and the immediate dismantling remained. Additionally a so
called COVRA variant considering only COVRA and not KONRAD containers was
performed.
In March 2015 EPZ charged NIS to carry out a new study on the decommissioning costs of
the KCB based on the actual experiences gained during several real D&D projects world-
wide. The present report considers several changes in the decommissioning strategy. The
most important changes are:
* Dismantling RPV internals starts immediately after approving the decommissioning
license. In the 2010`s study at first the primary loop components are removed. So the
status “free from water” can be realized earlier, which impacts advantages especially a
reduction of operational measures.
* The scheduling of the dismantling steps considers the capacity of the waste
management facility concerning treatment and interim storage.
* The removal of polychlorinated biphenyl (PCB) surface coatings including research
program and waste disposal is considered.
* The period for releasing from controlled area constrains is adapted.
* Beside the turbine hall the removal of all other remaining buildings in the monitored
area are included.
* To reach the “green field” status the demolition of the piles in the ground is now includ-
ed.
The present report contains following results:
* the type and quantity of the radioactive waste as well as the required waste packages
* the needed personnel per qualification and number (man-years)
* the cost in total and the cost incurred over the duration of the project, calculated in
costs of 2015, and the net present value on 1st January 2015 and 1st January 2034
* the radiation exposure of the personnel
* the influence of variations in the packaging strategy