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The rise of the Nuclear Decontamination and Decommissioning industry
- 2. HBPP Civil Works Cri cal Path 2015 2016 2017 2018 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Refueling Bldg Phase 1 CSM Wall Installa on Ini al Caission Dewatering Caisson Removal Phase 1 Ac vated Drywell Region Caisson Removal Phase2 Treme Removal & Caisson FSS Caisson Backfill Site Restora on Project Complete Cri cal Ac vity Baseline Ac vity
- 3. Project Summary “The flexibility of the Cutter Soil Mix (CSM) approach allowed us a safe and effective means to successfully execute our plans to remove the caisson and demolish adjacent structures.” ‐ John Gilbert, Project Manager Since July of 2013 CB&I has been engaged in the decommissioning, demoli on and final site closure of Pacific Gas and Electric’s (PG&E) Humboldt Bay Unit 3 Nuclear Power Plant (HBPP), an inac ve nu- clear boiling water reactor located on the eastern shore of Hum- boldt Bay in northwestern California. Significant challenges have been faced since mobiliza on of the CB&I Civil Works Team. These include HBPP’s original design and construc on and its close proximity to the bay and associated dal interac ons which posed unique challenges to an effec ve decom- missioning effort. On March of 2015 an Over Target Baseline (OTB) was approved which incorporated a solu on to the biggest challenge the project was facing—removal of the approximately 60’ diameter by 80’ deep caisson structure adjacent to the Pacific Ocean that posed sig- nificant safety and groundwater control challenges. The solu on— using Cu er Soil Mix (CSM) technology and a one-of-kind, custom- built CSM piece of equipment to install one of the largest and deep- est CSM deep shoring and water-cutoff systems ever employed. Project Summary
- 4. Safety Safety SAFETY IS ALWAYS THE #1 PRIORITY Commenced on July 23rd, 2013 the Humboldt Bay Civil Works De- commissioning Team has maintained a Zero Recordable Safety Rec- ord. With over 670,000 hours worked since incep on and over 1000 safe work days the project con nues to make Safety the #1 priority. CB&I maintains a Zero Incident Philosophy and u lizes the I CARE process to Observe At Risk Behaviors and Condi ons to prevent inci- dents from occurring. The HBPP Project con nues to be singled out among all projects within PG&E for their outstanding safety achievements. Among the 2015 Achievements CB&I was awarded the most pres g- ious safety award in the country, the Na onal Safety Council’s Green Cross for Safety medal. The HBPP Team was also awarded PG&E’s highest safety award, The Shermer L. Sibley Safety and Health Award. Zero Recordables Zero Medical Treatments Zero Lost Time Incidents “The footprint is small. Large construction equipment, concurrent demo operations, and first of a kind demo applications makes it imperative the project continually makes Safety the # 1 priority.” ‐ Pete Coutts, CB&I Civil Works Program Manager
- 5. Apr 10—Low Level Waste Storage Building Removal Apr 28—SAS Bldg Demo Completed May 11—Pre Trench North Yard Substruc- tures Demo Complete Jun 8 — Completed 50% of Discharge Canal Jun 11—Drain Spent Fuel Pool Completed Jul 22 Discharge Canal—PG&E/NRC Final FSS Complete Aug 4—Liquid Radwaste Bldg Demoli on Sept 23—PGE License Amendment Request for RFB Open Air Demo Oct 6—RRB for Open Air Demo Approval Oct 9—Install Sec on 1 CSM Cut Off Wall Complete Oct 15—Remove Main Plant Exhaust Fan— Above Grade, Underground and Backfill Nov 3—Temporary Backfill of Spent Fuel Pool 2015 Accomplishments Execu on Accomplishments 2015 was a successful year for HBPP. All major milestones were achieved and include: Execu on Comple on of Reactor Pressure Vessel Segmenta on and Removal Demoli on of Liquid Radwaste Bldg to Grade Started Cu er Soil Mix Wall Construc on HBPP #3 Refueling Building systems and components re- moval achieved Open Air Demoli on Status Implementa on of Earned Value Management System Completed 50% of Discharge Canal Remedia on Reduc on of RCA to support RFB Open Air Demoli on Adding to these accomplishments, the project has managed over 135 million pounds of material including contaminated waste, re- use material, and backfill. To date the project has shipped over 1,000 containers of contaminated waste without viola on.
- 6. Jan 25 —Install Sec on 2 of CSM Cutoff Wall Feb 15 — Demo Low Level Waste Bldg Mar 16 — Refueling Bldg Demo Complete Mar 16 —Demo Concrete Stack Slab to ELev +12 Mar 31— Turbine Bldg Demo and Ancillary Infrastructure Projects Apr 11—Demo High Level Storage Vault Apr 12 — Turbine Bldg Phase 2 Complete Apr 21 —CSM Outer Cutoff Wall Complete May 9 —Oily Water Separator Area Backfill May 19 —Demo Solid Rad Waste Bldg Complete Jun 21 —Install CSM shoring System Sec- on 3 Jul 14 —CSM Wall Installa on Complete Sep 23—Start Caisson Removal Dec 20 —Intake Canal Complete 2016 Forecasted Accomplishments Looking Forward 2016 and beyond will be challenging and exci ng for HBPP. The Cu er Soil Mix Deep Shoring Structure and Water Cut Off System (CSM) is expected to be complete by July 2016. When finished, the CSM Shoring structure will be 110 feet in diameter and approxi- mately 90 feet deep in-situ, surrounding the caisson structure with the outside ring (water cut off wall ) extending to a depth of 174- feet effec vely cu ng off groundwater flow. In order to reach a depth of 174-feet, a one of a kind specialty CSM drill rig was con- structed in Germany by Bauer Equipment and shipped to the HBPP site. Prior to excava on, the interior of the CSM Structure will be dewatered then CB&I will excavate the caisson structure from with- in u lizing conven onal excava on methods. The complete exca- va on process is expected to complete in January of 2018. Execu on “The deep aquifers are a significant site challenge. Identi‐ fying early that the site geology was conducive to the use of CSM technology allowed us to consider the CSM ap‐ proach for both excavation support and the control of subsurface water.” ‐ Alan Brown PE, CSM Project Engineer
- 7. Forecast Spend Performance The HBPP Civil Works Team has implemented an Earned Value Management System to objec vely and succinctly iden fy project execu on vs baseline. Performance is measured at Level IV of the WBS enabling the project to maximize visibility of performance at the work package level. The project underwent a bo oms-up ac v- ity based es mate providing a high accuracy Es mate at Complete. The project is currently forecasted to complete 9 months ahead of the Contract Comple on date. Performance Progress Chart $13 $24 $15 $9 $12 $7 $8 $7 $6 $6 $7 $10 $0 $5 $10 $15 $20 $25 4Q2015 1Q2016 2Q2016 3Q2016 4Q2016 1Q2017 2Q2017 3Q2017 4Q2017 1Q2018 2Q2018 3Q2018 Millions EAC $205.8M % Complete 46% Forecast Complete Sept 10th, 2018 Project Stats Engineering 61% Construc on 40% Waste 45% Jan‐ 15 Feb‐ 15 Mar‐ 15 Apr‐ 15 May‐ 15 Jun‐ 15 Jul‐ 15 Aug‐ 15 Sep‐ 15 Oct‐ 15 CPI 1.01 1.00 1.00 1.00 0.98 0.99 0.98 0.97 0.99 0.98 SPI 1.00 1.00 1.01 1.02 1.01 1.01 0.99 0.97 1.00 0.99 Historical Cumula ve Performance Indices “The EVM system put in place on this project has provided the Team the tools necessary to effectively manage cost, schedule, change and risk. Since implementation of EVM the project has seen a major improvement in managerial control equating to sig‐ nificant cost avoidance and schedule savings.” ‐ Shane Richardson, Project Controls Manager