Ensuring Quality During Major Refurbishment of Darlington’s Nuclear Generating Station Imtiaz Malek, Director Quality Management, Darlington Refurbishment Execution Grant Colaiacovo, P. Eng., Senior Advisor, Darlington Refurbishment Execution 2017 Nuclear Oversight Conference

Agenda Darlington Nuclear Generating Station Site Why Refurbishment Overall Refurbishment Schedule Quality Management Function Approach to Quality Surveillance Effectiveness & Learning Summary Questions

Darlington Nuclear Generating Site Top Performing Nuclear Generating Station: Four-Unit Generating Station, placed in-service 1993 Darlington units are the newest generation of CANDU units in our fleet A leading CANDU operating station worldwide with strong reliability and performance Station condition is excellent 3,524 MW net output 17-20% of Ontario’s demand Enough power for two million homes Clean, safe, reliable electricity

Why Refurbishment In June 2006, the Government of Ontario directed OPG to begin technical feasibility studies on refurbishing its existing nuclear plants. Mid-life refurbishment one aspect of design; pressure tubes and feeder pipes need to be replaced. 30 more years of clean, safe, reliable, GHG–free base-load energy from high performing asset. Support the Ontario nuclear industry, including its supply chain, and grow Ontario’s capability to support nuclear industry. Provide economic benefits, long-term employment opportunities: Up to 11,800 workers at peak, Direct and indirect business opportunities, Ongoing operational staffing.

Overall Refurbishment Schedule

Overall schedule……….Cont’d The Execution work is divided into 4 segments: Lead in Segment Removal Segment Inspection and Installation Segment Lead out segment, Return to service SEGMENT 1: Lead In (October 2016-June 2017) Shutdown & defuel Reactor Core Island Unit 2 from DNGS Operating Units Do containment pressure test after isolating Unit 2 for refurbishment Conventional side layup Primary Heat Transport System vacuum dry

Overall Schedule……..Cont’d SEGMENT 2: Removal (June 2017 to June 2018) Opening Airlock doors Start reactor disassembly Moderator drain and dry Vault set up & feeder removal preparations Various Vault projects Primary side SG layup Currently on schedule, but costs are higher & contingency is being used

Quality Management Mandate

Quality Management Function Project Managers Scope of Work Schedule Cost Quality Accountability Vendors & their sub-contractors Director DNR Quality Management DNR Quality Plan Overall Quality Surveillance and Escalation of Issues Nuclear Management System Vendor Quality Program Assurance Nuclear Oversight Internal Audit Supply Chain(SCQS) Procurement Engineering Construction Commissioning Records & Configuration Management Regulatory Interface Risk External (Regulatory, NSRB, WANO) Managed System Oversight

Quality Management Function, Cont’d

Quality Management Function, Cont’d We are an organization within Darlington Refurbishment Execution What we do: Vendor QA...……………………QM watch, educate, collaborate, encourage Project Directors.……………QM provide recommendations for solutions to quality problems Construction Support.……. QM has Civil, Mechanical, Electrical technicians doing QS Protect the Project QS sampling - From initial Engineering to Procurement, Construction, Commissioning and Configuration Control for Return to Service Coordinate Engineering QA.………………………………………very helpful, very useful Supply Chain.…………………………………………...not so much Field engineering & Vendors………….Need to progress to improve co-ordinations Vendor QA.…………………………………….Not as good as we thought

Quality Management Function, Cont’d Support Report to Project Directors and escalate to SVP Execution Improve Profile of QA within the Project & Vendors …ownership issues Ownership by vendors on Review OPEX and Low level trends Identify & help resolve Expectation is QM provides “quality conscience”: Provide details of Quality issues & possible solutions Support Vendors VENDM, Welding rods, ITPs, QS/QC resources, documentation, Regulatory Interface TSSA, CNSC (IIP, Inspections, Strategy on responses) Uncover issues internal to the project and correct before external oversight

Approach to Quality Surveillance Surveillance activities to focus on: Engineering Documentation, Analysis quality, checks on quality of design, closeout Regulatory items 4 Regulatory Hold Points Protocol, Management of CNSC Inspections Integrated Implementation Plan (IIP) Co-ordinate TSSA activities for Pressure boundary work Other Production and Reliability related project items All 9 Restart Hold Points Impediments to Breaker Open & Breaker Closed QM Focus Post Breaker Open: Quality of Vendor execution of work Documentation control, Regulatory reporting, strength of vendor QC staff Support and collaboration

Approach to Quality Surveillance, Cont’d Vendors Vendors E P C OPG Matrix Orgs Project Directors OPEX Executive Fleet Benchmarks QM Integration

Effectiveness & Learning Self Assessment Pre test period of Procedures, ……has been difficult, access to worksite, review of procedures and ITPs as the work progresses, use of ‘Tablets’ Size of Organization; Keeping it small, however experience shows consolidation of various groups required Effectiveness of QM: internal scorecard being developed, scope of QS Benchmarking (Bruce Power, New Brunswick Power, Vogtle 3 & 4) NBP, WATTS BAR, CB & I, Bruce Power Things that went wrong, effective processes Regulatory Interface, Documentation OPEX Reviewing events & Low level trending daily, weekly feedback to PDs Vendor processes for trending events and taking corrective actions….poor Vendor QA & Interface with QM Weekly discussion of specific issues……………..relations improving Timely notification & resolution of issues……….require face to face discussion and negotiation of resolution, we get “what do you want me to do”

Effectiveness & Learning, Cont’d Paperless approach to Records: Requires educating various groups on the use of available systems ITP Quality: Requires work, training to improve, but still a chronic problem Readiness to execute (TSSA, Vendors): Resources & experience Quality of Execution: production of records, culture of reporting, “new to Nuclear” Safety Culture: beer bottles, driving behavior on site, food Critical tasks in P6: schedule adherence & observations difficult Documentation Control: Training & awareness workshops etc Regulatory commitments: Have control, but implementation difficult Access to field: timely review and access to field documentation still a problem Management expectations: “be specific, come to me with solutions not problems”

Identify early, implement correction and prevent recurrence Summary What does QM do for Darlington Refurbishment? Look after key issues that could derail the project in Quality & Return to service Maintain oversight of configuration management (paper and plant) Review of safety significant and regulatory items from cradle to grave Quality checks of Integrated Implementation Plan for regulatory interface per the licensing basis Escalate and alert organization early on quality issues related to vendors, project, operation etc. by means of a watchlist Coordinate in an efficient manner with other internal and external assessment groups Being specific to work associated with each Project Director Identify early, implement correction and prevent recurrence