PMP, former corporate program management center of excellence manager, Emirates Nuclear
Energy Corp., Abu Dhabi, United Arab Emirates.
SUPPLY CHAIN REACTION
Rebuilding the supply chain won’t happen overnight. Sophisticated technologies and stringent
safety standards create a high entry barrier for new manufacturers. As a result, few manufacturers
are eager to fully commit their resources to producing nuclear equipment and technology out of
fear that demand will soften again. ;at means nuclear project timelines might stay stuck in ;rst
gear, says Kalirajan Sivagnana, head of special initiatives, nuclear, Larsen & Toubro Construction,
“Until the supplier base grows and comes out with new innovations to improve the manufacturing cycle of nuclear equipment, it’s going to be really di;cult to achieve faster progress on
nuclear construction projects,” he says.
To avoid unnecessary delays, project managers must be sure to allocate enough time for each
project phase—especially procurement.
“Certain activities require a minimum amount of time and cannot be squeezed down,” Mr.
Sivagnana says. “For example, a reactor pressure vessel takes 34 to 36 months to manufacture
from the start to ;nish.”
A dearth of project talent can also cause delays in already lengthy schedules (See “Endurance
Tests,” page 44). Mr. Matthey estimates that nuclear power is a new discipline for a large major-
ity of those working in the nuclear industry, but says even projects that employ experienced tal-
ent can expect slowdowns. Because team members often come from di;erent countries where
vocational and professional quali;cations and work practices vary, it’s important to start slow and
make sure everyone is on the same page, says Greg Kaser, senior project manager, World Nuclear
Association, London, England.
“If you’ve got someone who’s been quali;ed in the Czech Republic working in France, or someone from Poland working in Finland—or if you work in the [United Arab Emirates], where there
are four reactors being built by the Koreans—you want to make sure skilled workers are properly
certi;ed for the work. If they aren’t, that could [cause delays],” he says.
In the short term, project managers can address the talent gap by asking retired workers to
mentor their less-experienced peers or setting up formal knowledge transfer programs.
VOGTLE UNITS 3 AND 4
Sponsor: Georgia Power
Cost: US$16 billion
Status: Vogtle 3 and 4
are three years behind
schedule and US$2 billion
over budget due to design
and material procurement
FLAMANVILLE UNIT 3
Sponsor: Électricité de
Cost: € 10. 5 billion
Status: Flamanville 3 is
six years behind schedule
because of issues related to
BARAKAH UNITS 1, 2, 3
Sponsor: Emirates Nuclear
Location: Al Hamra, UAE
Cost: US$20 billion
Status: So far, all Barakah
units are on time and on
HONGYANHE UNITS 5 AND 6
Sponsor: Liaoning Hongyanhe
Nuclear Power Co.
Location: Donggangzhen, China
Cost: CNY25 billion
Estimated completion: 2019-2020
Status: Although the plants were
approved in 2010, construction
didn’t start until 2015, when China
lifted a four-year moratorium on
nuclear project initiations following
Japan’s Fukushima Daiichi disaster.
“If you’ve got
been qualified in
the Czech Republic
working in France,
or someone from
in Finland, you
want to make sure
skilled workers are
for the work. If they
aren’t, that could
—Greg Kaser, World Nuclear
Association, London, England