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�
HEARING DAY ONE�
Bruce Power Inc.:�
Application to consider an amendment of the�
operating licence for the restart of Bruce A Units�
3 and 4�
THE CHAIRPERSON: Good morning.�
We will now move to Hearing Day�
One of a two-day process on the matter of the�
application by Bruce Power Inc. to consider an
amendment to the operating licence for the restart�
of Bruce A Units 3 and 4.��
MR. LEBLANC: The Notice of Public��
Hearing 2002-H18 was published on September 20,��
2002. December 16th was the deadline set for��
filing by the applicant and by CNSC staff.��
January 8th was the deadline for filing of��
supplementary information by the applicant and��
Commission staff.��
�
03-H5.1 / 03-H5.1A�
Oral presentation by Bruce Power Inc.��
THE CHAIRPERSON: I would like to��
begin by calling on Bruce Power Inc. for their��
oral presentation, as outlined in CMD documents��
03-H5.1 and CMD 03-H5.1A.��
���������
�
I will turn it over to the�
President and CEO, Mr. Duncan Hawthorne.�
MR. HAWTHORNE: Madam President,�
Members of the Commission, good morning.�
My name is Duncan Hawthorne, and I�
am Bruce Power's Chief Executive Officer.�
With me today are Robert Nixon,�
our Executive Vice-President of Production, Ken�
Talbot, Executive Vice-President and Chief
Engineer, and Ron Mottram, Vice-President Bruce A�
Restart.��
Bruce Power is pleased to be here��
today at the second of three days of regulatory��
hearings required to restart Bruce A Units 3 and��
4. We appeared before the Commission on December��
12th to report on the 22-month comprehensive��
environmental assessment which produced nine��
technical support documents reviewing 132 possible��
effects.�
Today we are here to report on the�
licensing requirements.��
Prior to coming here we have met��
CNSC staff many times and addressed 53 identified��
requirements in 22 submissions in response to��
their requests.��
���������
�
In advance of this meeting the�
Commission received a detailed report of the work�
undertaken to meet the technical requirements for�
a safe restart. The purpose of this presentation�
is to provide an overview of the key points in the�
submission.�
As part of its nuclear plant�
recovery program the previous licensee had removed�
Units 1, 3 and 4 from operational service by the
spring of 1998, Unit 2 having been laid-up in�
1995. At the time they were laid-up, Units 3 and��
4 were known to have operational life and there��
were no technical issues that factored into the��
closure decision.��
A detailed lay-up program was��
produced and the plant lay-up followed. While��
Bruce A was in a laid-up state, it continued to be��
a Class 1 facility and Bruce Power continued to��
oversee the facility as such. This ensured that�
operator rounds and maintenance activity continued�
and that Bruce A was maintained in a well��
controlled state.��
Over 200 staff were involved in��
lay-up activities and security was maintained to��
the appropriate standards.��
���������
�
Units 1 and 2 continue to remain�
under the control of the lay-up program.�
Bruce Power made the decision to�
restart Units 3 and 4 based on the clear market�
demand and a belief that remnant life remained in�
the asset. The Ontario electricity market needs�
additional generating capacity, and Bruce A Units�
3 and 4 are capable of adding 1500 megawatts of�
much needed safe, clean and reliable power.
A rigorous condition assessment�
indicated that there were no significant technical��
impediments to the restart. All the critical��
elements to justify the restart were included in��
the scope of the project. My colleagues will��
address these elements in their comments.��
A detailed business plan was��
developed which was accepted by the Bruce Power��
Board.��
Bruce Power was confident that its�
employees had the expertise necessary to proceed�
with the restart and a highly effective project��
team was established by drawing on experienced��
staff from Operations, Engineering and Maintenance��
and augmented by external staff under the control��
of Bruce Power management.��
���������
�
Embarking on a significant restart�
project so soon after assuming operational control�
was not a decision taken lightly by the Bruce�
Power board.�
We had to be satisfied that it�
would be possible to maintain and enhance the�
performance of the Bruce B units while we�
proceeded with this restart project.�
Prior to launching the restart
program, Bruce Power conducted a comprehensive�
assessment to ensure that both the technical��
capability and staff expertise existed on the��
site.��
We determined the necessary human��
resources were on site and were able to be��
redeployed and to be retrained if that was��
necessary. Many of the staff had more than 20��
years' experience with the operational Bruce A.��
As the restart proceeded, Bruce�
Power worked hard to lay the foundation for the�
transition to a six-unit site.��
As the major employer and the��
economic engine to our immediate area, Bruce Power��
has a major impact on the region. We have worked��
hard to integrate ourselves within the community��
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�
and established strong links with community�
organizations and local government.�
The Bruce A restart is a major�
development for our region and Bruce Power has�
worked very closely with the community. Members�
of our Executive Team are active participants in�
Economic Development, Joint Liaison and Impact�
Advisory committees. We have strived to keep the�
community informed of our progress on the restart
and to address any concerns they may have.�
The Bruce A restart is strongly��
supported by our local community and that is��
demonstrated by the many supportive interventions��
made during the environmental assessment hearings��
held on December 12th.��
I would now like to introduce our��
Vice-President of Bruce A Restart, Ron Mottram,��
who will outline the steps Bruce Power has taken��
to ensure the safe and timely return to service of�
Units 3 and 4.�
MR. MOTTRAM: Thank you, Duncan.��
Madam President and Members of the��
Commission, my name is Ron Mottram and I am the��
Vice-President of the Bruce A Restart.��
Bruce Power embarked on one of the��
���������
�
most comprehensive assessments of a CANDU station�
in July 2000. This "Condition Assessment" project�
was tasked with determining the detailed scope of�
all activities that would be required to return�
the Bruce A Units 3 and 4 back to full power�
operation.�
The condition assessment project�
was completed by March 2001, within budget and to�
schedule. Using the scope and restart timeline, a
business model was constructed and we were able to�
confirm that there was a business case to restart��
Units 3 and 4.��
The predicted life of the units��
was eight years for Unit 3 and 13 years for Unit��
4. The estimated cost of the project was $340��
million.��
The conclusions of the condition��
assessment were reviewed by an independent panel��
comprised of experts from CANDU industry, British�
Energy Director of Engineering and USA consultants�
prior to the presentation of the business case to��
the board. They endorsed not only the technical��
merits of the case but also endorsed the remnant��
life predictions.��
After the go-ahead was given the��
���������
�
project was divided into four main areas:�
(1) safety and licensing�
requirements -- for example, safety analysis and�
probabilistic risk assessment, and so on;�
(2) projects to be completed by�
external contracts like qualified power supply�
upgrades and internal projects and plant�
maintenance, such as overhaul of low pressure�
service water pumps;
(3) support systems which looked�
at things like operational experience and quality��
assurance requirements; and��
(4) operations division, which��
will be the group left to run the plant after the��
restart has been completed.��
The organization structure��
reflected this approach. A significant part of��
the work was scheduled to be completed by "in��
house" staff, therefore ensuring that they would�
be experienced in the A Station plant after�
restart.��
The overall philosophy was to use��
the B Station basic systems approach, modified as��
appropriate.��
The project timeline was��
���������
considered to be driven by the work required to�
update the Safety Case.�
It was recognized that there would�
need to be a number of CNSC hearings. These would�
be to hear the environmental assessment and then�
the licence application hearings.�
The environmental assessment of a�
nuclear station restart, as per the Canadian�
Environmental Assessment Act, had only been
completed once before in Canada. The�
environmental assessment process provided a clear��
road map and defined the scope and sequence. This��
information was built into the restart planning.��
The existing safety analysis,��
which supported the safety case, was known to��
require revision due to methodology changes that��
had occurred since the shutdown of Bruce A. The��
work required to bring the analysis up to date was��
technically challenging and time consuming. Once�
the safety analysis activities had been factored�
into the overall restart plan, it became the��
critical path for the project.��
During the course of the project a��
change to the scope of the regulatory steps for��
the environmental assessment occurred to further��
���������
�
enhance the transparency of the regulatory�
process.�
The work required to safely return�
the plant to service was collated by two main�
routes: improvement projects that were known to�
be required and work to overcome known plant�
defects or to complete routine inspections.�
The detailed scope was defined by�
the creation of multidiscipline teams who walked
all 109 plant systems and produced System Restart�
Scoping Reports.��
The results of the condition��
assessment report defined that some additional��
inspections were required on steam generators and��
these were completed. The independent panel was��
reconvened to assess the further data.��
During the project there has been��
an amount of discovery work. Two examples of this��
would be the need to carry out extensive work on�
the 13.8 kV transfer system and to complete the�
cleaning of the internal surfaces of the main��
generator stator conductors.��
The total volume of "in house��
work" was 240,000 hours, excluding the routine��
effort required to maintain the lay-up state. In��
���������
��
addition, approximately 100 individual projects�
were identified.�
I would now like to turn the�
presentation over to Ken Talbot.�
MR. TALBOT: Thank you, Ron.�
My name is Ken Talbot and I am�
Executive Vice-President and Chief Engineer.�
In order not to unduly distract�
Bruce B operations with the Bruce A restart
program, the restart project to date has been�
under my purview. This has enabled us to ensure��
the appropriate utilization of resources across��
the site.��
After taking over the design��
authority for the Bruce units, we set about��
ensuring we could maintain the technical��
engineering expertise to support outstanding��
performance of both the A and B units. We have��
done this by several means.�
We have combined site engineering�
and project staff with past Bruce A and B��
experience with the operations and maintenance��
people to form the restart team. They have been��
planning and performing the necessary restart��
activities and regenerating the expertise to��
���������
��
safely operate and maintain the plant.�
We have been recruiting and�
training our own engineering resources in the�
design disciplines and are establishing�
contractual arrangements with external sources of�
specialized CANDU expertise.�
Our continuing participation in�
the CANDU industry groups, such as the CANDU�
Owners Group (COG), in support of the research and
development on generic and other CANDU engineering�
related issues.��
We are in the process of��
negotiating with other potential partners to��
maintain the life cycle management of critical��
components such as steam generators and fuel��
channels.��
The Bruce A restart project itself��
was founded on an extensive assessment of both the��
physical condition of the systems, structures,�
components and the supporting design basis�
documentation.��
From this assessment spawned the��
need to upgrade the plant to further reduce the��
operational risk and in turn the business risk.��
These improvements included environmental��
���������
��
qualification, fire protection, seismic capacity,�
electrical power distribution and security. These�
will be completed to the necessary degree prior to�
restart.�
All of these improvements are�
either complete or nearing completion and further�
enhance our safety case and the life cycle�
management programs. All improvements and changes�
are being performed to strict engineering change
controls and even though many of these changes are�
being performed by independent contractors, site��
engineering and design staff are approving all��
changes and verifying appropriate completion��
quality.��
Significant upgrades have also��
been made to our security capabilities. Security��
facilities, equipment, training and response��
capability have all been enhanced. The details��
are "security protected" and not appropriate for�
discussion in this forum, but CNSC staff are fully�
apprised of the enhancements.��
Our Technical Surveillance��
Program, with its comprehensive reporting on the��
health of all operational systems, is already��
being applied to Bruce A as systems are placed��
���������
��
into service.�
This information is being fed into�
maintenance and plant life cycle management which�
ensures a seamless transfer of inspection,�
maintenance and improvement programs from the�
restart phase to long-term operation. Not only�
are these arrangements demonstrating improved�
equipment health and reliability at Bruce B, they�
have also received accolades from peer
organizations such as WANO.�
I would now like to turn the��
presentation over to Robert Nixon.��
MR. NIXON: Thank you, Ken.��
Madam President and Members of the��
Commission, my name is Robert Nixon and I am��
Executive Vice-President of Production for Bruce��
Power.��
Bruce Power plans to manage the��
site as an integrated six-unit facility through a�
phased approach.�
Currently the work management and��
outage management processes are already being��
applied to Bruce A to ensure a smooth transfer.��
There are sufficient maintenance and engineering��
resources to safely operate and maintain all six��
���������
��
units, and the majority of engineering and�
maintenance staff presently involved in the�
restart activities will remain beyond restart.�
The restart is being handled in�
three phases:�
In Phase One, which is prior to�
fuel loading, all restart activities were the�
responsibility of Restart Vice-President, Ron�
Mottram.
In Phase Two, as fuelling�
commences, all activities and plant systems that��
maintain the Guaranteed Shutdown State will come��
under my oversight as Executive VP - Production.��
On removal of the Guaranteed��
Shutdown State, the responsibility for the safety��
of operations for the entire unit transfers to my��
department.��
As the first unit is placed into��
service, maintenance direction comes from the site�
maintenance organization under the EVP-Chief�
Engineer, Ken Talbot. That is to maintain the��
focus of the Restart Team on restart activities.��
Then in Phase Three when both��
units are in service, all engineering and��
maintenance functions for the six units will be��
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��
under the direction of the EVP-Chief Engineer, and�
operations for all six units will be under the�
control of myself as EVP-Production.�
In the area of training and�
staffing, it is worth noting that the required�
staffing has been maintained to provide continuing�
operational oversight of the Bruce A plant in its�
laid-up state. From that position, Bruce Power�
has identified staffing and training as an ongoing
challenge and has acted to address critical areas.�
We have conducted a long-term��
staffing capability assessment and are recruiting��
new staff. Approximately 400 new staff have been��
recruited, including key staff areas such as��
control technicians and nuclear operators.��
A new intensive First Line��
Managers program has been introduced to ensure all��
supervisors possess the management tools for their��
role. This received a very positive review as an�
industry strength in a World Association of�
Nuclear Operators review.��
Bruce Power has put in place a��
two-tier training oversight committee to ensure��
training standards are established and met, that��
training needs are effectively addressed, and that��
���������
��
both the licensed and non-licensed training�
programs are being upgraded.�
This meets best industry practice�
world-wide.�
Training and qualification of�
licensed staff are in progress and will be�
completed along with the issuance of CNSC staff�
certificates prior to the start of the first unit.�
Bruce Power is committed to
ensuring that Bruce A will have well-trained,�
first-class staff committed to safe reliable��
operations.��
Bruce Power is committed to��
operating the Bruce Nuclear facility as a six-unit��
site. This will allow us to integrate our systems��
and maximize our resources to ensure safe and��
reliable consistent operations.��
It is useful to review the CNSC��
ratings for Bruce B as a benchmark of Bruce�
Power's operational success. This review covered�
all programmatic areas for Bruce A and B and all��
the relevant operational aspects.��
On the program side, the CNSC��
identified our emergency preparedness under��
safeguards as exceeding requirements and all other��
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��
aspects as meeting requirements.�
On the implementation side,�
emergency preparedness, environmental performance�
and safeguards all exceeded requirements.�
However, the CNSC noted that while our performance�
assurance program met requirements, our�
implementation needed improvement. This is a�
priority for Bruce Power and we have been actively�
addressing this area.
Our number one value at Bruce�
Power is safety first, because we recognize the��
fact that the most commercially successful nuclear��
power operations are also the safest. This leads��
to improved public confidence in our operations.��
Contributing to this confidence is��
reliable, high-quality human performance in the��
day-to-day operation of the plant as measured by��
event-free operations.��
All our initiatives, including the�
use of event-free tools, field observation and�
coaching and planned inspections have been applied��
across the site, including Bruce A and Bruce B.��
The improving trend has been achieved through��
productivity improvements, enabling us to free��
staff to assist with the complex task of��
���������
�
restarting Bruce A Units 3 and 4.�
For example, in the area of�
industrial safety, programmatic efforts such as�
the implementation of the International Safety�
Rating System, ISRS, in combination with our joint�
union-management sponsored target zero initiative�
are having a positive impact in that we are seeing�
an improving trend at Bruce A and Bruce B.�
I would now like to turn the
presentation back to Duncan Hawthorne.�
MR. HAWTHORNE: Thank you, Robert.��
Clearly my colleagues have��
outlined what is a very complex and multi-task��
project. It is helpful, recognizing that many of��
the tasks are still ongoing, to give the��
Commission a general view of current progress in��
some of the major areas.��
Environmental assessment. The��
CNSC Screening Report was accepted in January�
2003.�
Some of the larger projects, the��
introduction of a qualified power supply upgrade��
is some 70 per cent complete, with full completion��
shortly.��
Class 1 battery banks replacement��
���������
�
is more than 75 per cent complete.�
Emergency Coolant Injection�
Strainer System is more than 88 per cent complete.�
Emergency Filtered Air Discharge�
System is greater than 50 per cent complete.�
On Units 3 and 4 themselves,�
replacement of the Class 1 battery banks is more�
than 75 per cent complete.�
Steam line relocation is complete,
awaiting start up to commission.�
Fuel channel repositioning --��
which is a major project itself -- on Unit 3 is��
more than 80 per cent complete, with full��
completion by January 19th.��
Fuel channel Spacer Location and��
Repositioning of Unit 4 is now fully complete.��
Madam Chair and Members of the��
Commission, Bruce Power feels confident that we��
have completed or will complete all of the�
necessary components to ensure a safe, reliable�
and timely return to service of Bruce A Units 3��
and 4.��
If the Commission approves the��
licence amendment, Bruce Power will fulfil its��
plan to become a fully operational six-unit site��
���������
��
by the summer of 2003.�
We will then prepare for regular�
outages and continue the periodic inspection�
program and in-service inspection program to�
ensure that Bruce A, Units 3 and 4 provide safe,�
reliable electricity to the people of Ontario.�
Thank you for your attention. We�
would be happy to answer any questions.�
THE CHAIRPERSON: Thank you very
much.�
I will now turn to CNSC staff for��
their presentation before we open the floor for��
questions.��
��
03-H5��
Oral presentation by CNSC staff��
THE CHAIRPERSON: I would like to��
ask Mr. Blyth to address the CNSC presentation as��
outlined in CMD document 03-H5.�
Mr. Blyth.�
MR. BLYTH: Thank you very much,��
Madam President, Members of the Commission.��
Again for the record my name is��
Jim Blyth. With me today are Mr. Jim Douglas, who��
is the CNSC's Director of Compliance and Licensing��
���������
��
at the Bruce site; Mr. Maury Burton, Project�
Officer at our office at Bruce A who played a�
major role in preparing the staff document and has�
been project managing our part of the Bruce A�
restart.�
We are presenting CMD 03-H5 to the�
Commission for a decision regarding Bruce Power's�
application for an amendment to the Bruce Nuclear�
Generating Station A operating licence to allow
the restart of Units 3 and 4.�
The current licence for this��
station will expire on October 31, 2003. Hearings��
for the renewal of this licence will take place��
later this year.��
I will now turn the presentation��
over to Mr. Burton.��
MR. BURTON: Thank you, Jim.��
Good morning, Madam President and��
Members of the Commission. I am Maury Burton, a�
Project Officer in the Bruce Compliance and�
Licensing Division.��
This presentation summarizes CNSC��
staff's review of Bruce Power's licence amendment��
application for Bruce A and the licensees��
performance during the current licensing period,��
���������
��
including the Bruce A restart project.�
The CMD contains further details�
in support of this summary.�
At present at Bruce A all four�
units are in a laid up guaranteed shut down state�
in accordance with the current operating licence.�
Bruce Power has indicated that they would like to�
restart Units 3 and 4 and operate these units for�
eight and 13 years respectively.
The Commission held a one-day�
hearing in December 2002 on the environmental��
assessment screening report for the Bruce A��
restart application. The Commission rendered its��
decision on this environmental assessment��
screening report on January 6, 2003.��
The Commission also held a one-day��
hearing in December 2002 on allowing a designated��
officer to consider Bruce Power's application to��
amend the Bruce A operating licence to allow the�
refuelling of Units 3 and 4. In its decision�
rendered on January 6, 2003, the Commission��
decided to allow the designated officer to��
consider the application.��
To update the Commission, the��
Bruce A power reactor operating licence was��
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��
amended by a designated officer on January 13,�
2003 to permit the refuelling of Units 3 and 4.�
The restart of Units 3 and 4 is�
being considered at this hearing. Day 2 of this�
hearing is scheduled for February 26, 2003.�
On November 16, 2001, Bruce Power�
applied to the Commission for an amendment to its�
power reactor operating licence to allow the�
restart of Bruce A Units 3 and 4.
Staff has reviewed the application�
and concludes that it contains all the information��
prescribed by the General Nuclear Safety and��
Control Regulations and the Class 1 Facility��
Regulations.��
Acceptance of the licence��
amendment and staff recommendations by the��
Commission would be the first step towards the��
restart of Bruce A Units 3 and 4.��
Actual restart of these reactors�
is still several months off. As can be seen from�
the Appendix C of CMD 03-H05, a considerable��
amount of work has yet to be completed by Bruce��
Power.��
On January 31, 2002, CNSC staff��
send a letter to Bruce Power outlining staff��
���������
��
requirements for the review of the licence�
amendment application. The staff review of Bruce�
Power's submissions on these requirements form the�
basis of staff's conclusions and recommendations.�
Some of the requirements include:�
that all previously identified and committed�
safety upgrades be completed; a comprehensive�
safely assessment be completed reviewing the�
station against modern codes and standards; all
upgrades essential to safety identified as a�
result of the comprehensive safety review be��
installed prior to restart; and improvement��
programs started by Ontario Power Generation at��
Bruce B be implemented at Bruce A to a level��
similar to Bruce B.��
CNSC staff has reviewed the��
information submitted by Bruce Power in its��
application to restart Bruce A and has assessed��
the adequacy of the program descriptions.�
CNSC staff has also assessed the�
implementation of these programs, mainly using the��
following two sources of information. CNSC staff��
has used Bruce Power's past performance in the��
context of Bruce B operation to assess the��
implementation of programs that are generic to the��
���������
��
operation of Bruce A and B.�
For example, staff has assessed�
the implementation of Bruce Power's environmental�
monitoring program using information that is�
available from its operation of Bruce B.�
Staff has also used information�
gained from Bruce Power's performance in the�
context of activities carried out for the restart�
of Bruce A. For example, CNSC staff has used
Bruce Power's performance in carrying out restart�
training activities to assess the implementation��
of the training program.��
Staff's overall rating of the��
licensee's performance is "B. Meets Requirements".��
This was determined by evaluating the licensee's��
programs and performance in each of the nine��
safety areas.��
The radioactive emissions from the��
station are well below regulatory limits and the�
radiological risk to workers and the public are�
acceptably low.��
As well, programs are being��
implemented as part of the restart project��
improving station safety and reliability.��
There are two areas of licensee��
���������
��
performance that fall below CNSC requirements and�
are rated by staff as "C". They are training,�
examination and certification in the performance�
assurance safety area and structural integrity in�
the equipment fitness for service safety area.�
In October 2002 CNSC staff raised�
concerns regarding the lack of training that had�
occurred to date and requested training material�
and schedules from Bruce Power.
At the present time staff is�
concerned that the majority of training is being��
developed and delivered on a just-in-time basis.��
In particular, the quantity of training that��
station modifications could require may result in��
an overly aggressive training schedule. Should��
the Commission amend the licence and accept CNSC��
staff recommendations, staff will require that��
prior to restart Bruce Power submit evidence that��
all workers have successfully completed refresher�
and upgrade training appropriate to the knowledge�
and skill requirements of their position to regain��
their full competence.��
The area of structural integrity��
covers three of the most critical components in a��
nuclear station: steam generators, pressure tubes��
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��
and feeder pipes. At the present time there are�
outstanding dispositions on feeder pipes and�
pressure tubes that are required before CNSC staff�
can complete an assessment of the fitness for�
service of these components.�
The periodic inspection plans�
required by licence condition 5.2 for Units 3 and�
4 were submitted by Bruce Power on December 13,�
2002 and are currently being reviewed by CNSC
staff.�
If the Commission amends the��
licence and accepts CNSC staff recommendations,��
these outstanding issues will need to be resolved��
before the Bruce A units can be restarted.��
Due to the fact that Bruce A��
restart is an ongoing project there were a number��
of items that were not complete at the time of��
writing CMD 03-H05. These items are listed in��
Appendix C of the CMD. These items are considered�
by CNSC staff to be necessary for the safe�
operation of Bruce A or must be completed to meet��
the assumptions used in the preparation of the��
environmental assessment screening report.��
If the Commission amends the��
licence and accepts CNSC staff recommendations,��
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�
then the items listed in Appendix C will require�
written assurances of completion from Bruce Power�
and CNSC staff verification before the removal of�
the guaranteed shutdown state for either Unit 3 or�
4.�
Bruce Power has undertaken a�
number of safety upgrades to the station. These�
include:�
the addition of a secondary
control area to provide monitoring and shutdown�
capability remotely from the main control room��
should it become uninhabitable;��
upgrading the backup emergency��
electrical power supply, known as the qualified��
power system, to improve both functionality and��
reliability;��
environmentally qualifying the��
station to protect against harsh environments��
caused by postulated high-pressure steam or water�
line failures;�
installing seismic upgrade��
modifications; and��
installing improved fire��
protection capabilities.��
As noted previously, the��
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�
Commission held a one-day hearing in December 2002�
on the environmental assessment screening report�
required for this application. The Commission has�
concluded that the screening report meets all the�
requirements set out in the approved EA guidelines�
and subsection 16(1) of the Canadian Environmental�
Assessment Act.�
The Commission will not refer the�
project to Federal Minister of the Environment for
his referral to a panel, review or mediator.�
The project, taking into account��
the appropriate mitigation measures, is not likely��
to cause significant environmental effects and,��
consistent with the course of action described in��
paragraph 20(1)(a) of the Canadian Environmental��
Assessment Act, the Commission will proceed with��
the consideration of Bruce Power Inc.'s��
application for the amendment of the Bruce A power��
reactor operating licence.�
CNSC staff concludes that Bruce�
Power is qualified to operate the Bruce A Nuclear��
Generating Station in the current guaranteed��
shutdown state and respond to any emergency��
situation.��
Staff further concludes that once��
���������
��
Bruce Power has met the prerequisites listed in�
Appendix C of the CMD, Bruce Power will be�
qualified to operate Bruce A Units 3 and 4 at�
power, making adequate provision for the�
protection of the environment, the health and�
safety of persons and the maintenance of national�
security and measures required to implement the�
international obligations to which Canada has�
agreed.
CNSC staff recommends that the�
Commissioners accept CNSC staff's conclusions and��
amends the licence as proposed.��
If the Commission amends the��
licence as proposed, staff further recommends that��
the Commission allow a designated officer to��
consider Bruce Power's application for an approval��
to restart the reactors pursuant to condition 11.4��
of the proposed licence.��
This concludes staff presentation.�
CNSC staff are available to answer any questions�
the Commission may have.��
Thank you.��
MR. BLYTH: That completes staff's��
presentation.��
THE CHAIRPERSON: Mr. Blyth,��
���������
��
before we open the floor for more general�
questioning, I just have a specific question that�
I believe would help complete the record. I will�
be asking Bruce also.�
I note on CMD 03-H05 on page 40,�
my interpretation is that the current licence for�
Bruce A facility does not include conditions with�
respect to financial guarantees, either�
operational or decommissioning and that you refer
to these as unresolved licensing issues. That can�
be discussed further.��
However, because we had a��
discussion yesterday about operational financial��
guarantees at a meeting of the Commission -- just��
for the record and for the transcript, the��
transcripts of the meeting minutes will be��
available, however just to form that linkage back��
to this discussion and to ensure that it is on��
this record with regards to Bruce A, I wonder if�
you could do a short synopsis from the staff's�
point of view and then I will ask Bruce Power if��
there needs to be additions to that.��
I just feel for the record we��
should have the operational financial guarantees��
for Bruce A on the record for this licence.��
���������
��
First of all, am I correct about�
the current licence, and then the synopsis,�
please.�
MR. BLYTH: Yes, Madam President,�
you are correct.�
I will ask Mr. Paquette, Mr.�
Philippe Paquette of our Bruce Compliance and�
Licensing Division to provide that synopsis.�
MR. PAQUETTE: Thank you, Mr.
Blyth.�
Philippe Paquette, for the record.��
Bonjour madame la présidente,��
bonjour messieurs et mesdames les membres de la��
Commission.��
On December 23 Bruce Power��
announced that a consortium of Canadian-based��
companies had agreed in principal to purchase��
British Energy's share in Bruce Power. Financial��
closure is expected to take place in mid-February�
for this deal. In the meantime, the financial�
guarantees in the Bruce B licence are being��
provided by the U.K. government. CNSC staff��
believes that this guarantee is acceptable as an��
interim provision.��
After financial closure, CNSC��
���������
��
staff intends to proceed on two fronts: establish�
acceptable interim measures and identify an�
acceptable long-term solution.�
In terms of interim measures for�
Bruce A, by Day 2 of the current hearing CNSC�
staff will provide the Commission for its�
consideration and decision a revised proposed�
licence. This revised licence will include a�
condition on financial guarantees that is
consistent with the Bruce B licence.�
With regards to long-term��
solution, CNSC staff is currently trying to obtain��
the services of an independent firm that will��
provide expert advice on the form and amount that��
the long-term financial guarantee solution should��
take.��
CNSC staff will pursue its��
discussions with Bruce Power and will present the��
proposed long-term solution to the Commission at�
the Bruce A and B licence renewal hearings later�
this year for consideration and decision of the��
Commission.��
As Mr. Blyth mentioned earlier in��
his presentation, these licences expire in October��
of the current year.��
���������
��
THE CHAIRPERSON: Thank you.�
Are there any additions, Mr.�
Hawthorne, that you would like to make with�
regards to operational financial guarantees?�
MR. HAWTHORNE: Yes, Madam�
President.�
Just for clarification, one�
further issue that staff did put forth yesterday�
was an acceptance that the current quantum of
financial guarantee was considered adequate to�
support both Bruce B and Bruce A since the sum��
that had been calculated was based on a six month��
of the total site operation and maintenance cost��
and that isn't affected by the number of��
operational units.��
THE CHAIRPERSON: Is that correct,��
Mr. Blyth?��
MR. BLYTH: Yes, that is correct.��
THE CHAIRPERSON: Thank you very�
much. I just thought it was really important for�
us to transfer the information from yesterday to��
today with regards to Bruce A.��
With that, on the record I will��
start now with more general questioning.��
Dr. Barnes.��
���������
��
MEMBER BARNES: To Bruce Power,�
just out of interest, you referred on page 2 of�
your presentation that Units 1 and 2 were�
remaining in lay-up stage.�
Do you plan at this stage to�
consider bringing those back?�
MR. HAWTHORNE: Duncan Hawthorne.�
I think it is fair to say that we have always�
focused our attention on Units 3 and 4 for a
number of reasons.�
One, we understand the remnant��
operational life that remains in Units 3 and 4 and��
that is not the case in 1 and 2. In order to��
restart those there is very significant capital��
investment, such as pressure tubes and steam��
generator replacement.��
Secondly, our assessment of our��
technical and operational staffing capability��
would only ever have allowed us to tackle to at�
this time.�
Thirdly, frankly, there is an��
obvious financial burden required in order to��
raise the investment. Clearly our view would be��
that having successfully restarted Units 3 and 4��
on time, on budget, we would have a different view��
���������
��
perhaps. Clearly there are obvious issues in the�
Ontario marketplace that might or might not�
dictate the validity of a business case to restart�
Units 1 and 2.�
MEMBER BARNES: On page 14 of your�
presentation you gave a table which is the CNSC�
staff report card. But the designations in that�
were different from the report card of staff in�
CMD 03-H05(ii). For example, in the staff one
there are two "C" designations and you only have�
one. There is one "A" in yours under��
environmental performance, which is a "B".��
I'm not quite sure why this is the��
case.��
MR. HAWTHORNE: I also had the��
confusion and if I could just explain.��
This report card that we represent��
here is actually an extract from the CNSC's annual��
review of regulatory performance. So this table�
is a direct take from that.�
MEMBER BARNES: Okay. Maybe to��
staff, on page 10 of your presentation, "3.2.3.1.��
Training Program Evaluation", this is an��
indication that at the present time this is not��
meeting CNSC requirements.��
���������
��
As I understand it, is that right�
under Appendix D that Bruce Power will have to�
give you firm assurance of meeting this before�
startup?�
MR. DOUGLAS: Jim Douglas,�
Director of Compliance and Licensing at Bruce.�
Yes, that is true. We are after�
firm assurance that everyone is qualified to�
operate these reactors and in the meantime we are
doing evaluations of the training program to make�
sure it is being improved and meeting our��
expectations.��
MEMBER BARNES: To Bruce Power,��
referred to really in the staff presentation CMD��
03-H05, pages 28 and 29, dealing with feeder��
piping under the general category of��
"Supplementary Inspection Program", it is pointed��
out that:��
"... even under the most�
favourable scenarios, some�
feeders could require��
replacement after operating��
periods ranging from 2 to 2.8��
years."��
Within the lifespan of the startup period.��
���������
�
One has to wonder why those are�
not being replaced at this stage as opposed to�
within a couple of years after startup. Do I�
understand that correctly?�
MR. MOTTRAM: Yes. Ron Mottram,�
Vice-President, Bruce A.�
The inspections we have done on�
feeders have a set of criteria which says that if�
they are greater than 80 per cent in original
size, then they are not reportable. Eighty per�
cent to 60 per cent falls into the reportable��
category and lower than that, lower than 60 per��
cent is dispositionable. We have to disposition��
he indication.��
All of the feeder measurements we��
have carried out show that all feeders -- most of��
the feeders at 2.5 inch diameter. There is a��
small number on row A which are two inch diameter��
and they are the ones that see the most velocity�
and flow.�
All of the feeders on 3 or 4 are��
actually in the reportable but not dispositionable��
category and therefore we don't expect any��
difficulty, with the exception of one feeder,��
which is A15 East, and it shows that it is��
���������
�
dispositionable.�
We have actually reported that,�
but the code we used in the report we made was,�
again, an inappropriate code and that is in the�
process of being resubmitted.�
Having said that, the position of�
the degradation in that particular feeder is in a�
totally different place as all the rest.�
Typically the extrados of the bend which has the
highest velocity, this particular feeder is�
actually a straight section after the bend and we��
believe that the results are not to do with��
accelerated corrosion at all but just an initial��
anomaly in the construction of that particular��
feeder.��
So it is the only feeder that is��
in a condition of needing any disposition. We can��
disposition it against the current conditions, but��
we intend to inspect it again to demonstrate that�
it is an anomaly in the original feeder geometry�
of that one isolated feeder.��
MEMBER BARNES: Maybe a final��
question to staff.��
On page 30 of your presentation,��
"3.4.3.2 Probabilistic Risk Assessment", in the��
���������
��
last paragraph on that page you indicate that:�
"... probabilistic risk�
assessments are currently not�
a regulatory requirement."�
Just for my interest, should they�
be or are they being considered to be in future?�
MR. BLYTH: Yes, in future all�
power reactors in Canada will have a probabilistic�
risk assessment and CNSC staff have produced
policy to that effect, but they are not in place�
at all facilities at this time.��
MEMBER BARNES: So when is the��
future? When will they be in place and required?��
MR. BLYTH: I will ask Mr. Hawley��
of the System Engineering Division to respond to��
that.��
MR. HAWLEY: This is Pat Hawley,��
Director of the Systems Engineering Division.��
As Mr. Blyth stated, we do have�
policy in draft form at the moment. It is going�
through internal consultation. It has been out��
for external consultation. It is our top priority��
to have out in final form for this fiscal year, or��
the fiscal year coming out.��
THE CHAIRPERSON: Dr. Barnes, I��
���������
��
just wanted to perhaps build on your question with�
regards to the report cards.�
Perhaps reading into your�
question, I wonder if Bruce Power wishes to either�
comment on the report card as a summary as noted�
in (ii) of the staff CMD 03-H5 now or on Day 2 in�
terms of bringing this up to date for Bruce A.�
Would you like to make any�
comments now or would you like to bring that back?
MR. HAWTHORNE: Certainly if it�
helps the Commission today we could give a brief��
overview of where these two issue lie.��
The two issues that we refer to��
are training standards and certification and��
structural integrity matters.��
On a training issue, clearly one��
of the key concerns that staff have highlighted is��
the just-in-time nature of the delivery of some of��
their training packages. As I mentioned in my own�
remarks it is an ongoing project. We see this�
particular area of concern to be related to nine��
modifications which are still in progress and as��
yet not complete and therefore the training of��
this is indeed being carried out just in time in��
that we want to have the modification work��
���������
��
complete in order to delivery timely and relevant�
training information to our staff.�
So I guess, frankly, in that�
regard the question isn't about quality, it is�
about ensuring the timeliness and adequacy of that�
training as those systems are brought into�
service.�
So again I think it is an agreed�
Schedule C content, that as we do these
modifications an important piece of training will�
have to be completed prior to restart.��
On the structural integrity issue,��
I think we recognize also some of the��
documentation continues to be conveyed between��
ourselves and CNSC staff to support pressure tube��
flaw disposition and some of the feeder pipe stuff��
we have just spoken about.��
I guess with respect to pressure��
tubes itself, there are a number of issues there�
which are not specifically to Bruce, they are�
actually industry generic issues in terms of��
overall flaw disposition and code. We continue to��
work with our other utility colleagues as well as��
CNSC staff to resolve those matters.��
Again, we understand that as a��
���������
��
requirement prior to restart.�
THE CHAIRPERSON: I'm sorry, I�
should have been more specific actually.�
When you look at the table which�
is (ii) -- and Dr. Barnes will correct me if I am�
wrong here, or the staff -- is there are two�
areas: equipment fitness for service and�
environmental performance -- this is in CMD 03-H5�
-- where the ratings of staff for Bruce A, and we
understand that, are different than the staff�
report card which you correctly say is from the��
status report.��
So there are two areas, equipment��
fitness for service and environmental performance.��
I don't know, Dr. Barnes, if there were others��
that you noted. Those are those two.��
Mr. Blyth would like to comment��
and then I will go back to Mr. Hawthorne.��
MR. BLYTH: I am going to ask Mr.�
Douglas to provide the clarification on this�
point.��
MR. DOUGLAS: Jim Douglas, for the��
record.��
Yes, these are the two areas that��
are below acceptance level, mainly because at the��
���������
��
time we wrote the CMD a lot of this material�
hadn't been submitted to us for review or hadn't�
been assessed. This is an ongoing process.�
Obviously before restart�
everything will meet requirements.�
THE CHAIRPERSON: I'm sorry, it�
must be the full moon. We still don't have it.�
Actually, environmental�
performance is not below requirements, it is "B".
So we weren't talking about the two C's, we were�
talking about the two areas where Bruce A appears,��
from your (ii) chart, to be not different, not to��
the same level as the staff report card on what I��
understand is Bruce A and B based on the status��
report on reactors that is done, the annual��
report.��
I am comparing page 14 of Bruce,��
which is what Dr. Barnes did, to (ii) of CMD 03-��
H5.�
MR. DOUGLAS: Jim Douglas again.�
From reading Bruce Power's��
presentation, they used the ratings for Bruce B.��
They don't match our ratings. Their ratings were��
purely on Bruce A restart.��
THE CHAIRPERSON: I guess I will��
���������
��
go back to Mr. Hawthorne.�
Dr. Barnes' and my assessment is�
equipment fitness for service is a "C" in�
implementation and environmental performance are a�
"B". Now, knowing that you have some station-wide�
programs versus specific programs from Bruce B�
versus Bruce A, would you like to make any�
comments now?�
MR. HAWTHORNE: Yes. Firstly I
would like to apologize for any confusion here,�
Madam President.��
Actually, on our table we are��
referring to CMD 02-M38, which is the annual��
review of regulatory performance. It did include��
an assessment of Bruce A. What it does do is it��
rules inapplicable elements of it clearly because��
the units are non-operational. So I guess from��
our point of view it was reasonable to reflect the��
most recent global view of this.�
However, with respect to the two�
issues specifically raised by Commissioner Barnes,��
equipment fitness for service I think, as Mr.��
Douglas indicates, is an indication of assessment��
at a point in time. Clearly we did have a program��
to ensure the equipment fitness for service and��
���������
��
that was rated as "B", but actually the�
implementation of that program at the time staff�
created the CMD was still an area that they were�
seeking performance improvement.�
Our general view would be that as�
this project unfolds, then we will be in a�
position to satisfy staff that we have in fact met�
the requirements. I think in that regard we are�
perhaps saying the same thing.
THE CHAIRPERSON: And the�
environmental performance "B" for Bruce A versus��
"A" for Bruce B?��
MR. HAWTHORNE: Madam President, I��
believe it is largely the same thing. These are��
works in progress.��
I guess with respect to Bruce A��
hearings staff appropriately felt that it was��
reasonable to benchmark Bruce A on its own. We��
ourselves see this program being such that we�
integrate across a six-unit site with common�
standards for all.��
THE CHAIRPERSON: Dr. Barnes?��
MEMBER BARNES: I am still��
confused. I am quite happy to leave this until��
Day 2 if you like, but in reply to Mr. Douglas'��
���������
��
comment, if I go back to page (i), the first�
bullet that you have there you say:�
"CNSC staff has used Bruce�
Power's past performance in�
the context of Bruce B�
operation to assess the�
implementation of programs�
that are generic to the�
operation of Bruce A and B."
Whereas you said, I think, that�
that assessment was for Bruce A.��
So I think both of you, both CNSC��
staff and Bruce Power are trying to deal with the��
same table, but at the moment we have on the��
public record a table which just has those two��
discrepancies "Equipment Fitness for Service" is��
"C" on the staff and it is "B" on the Bruce Power��
table. For "Environmental Performance" it is "B"��
on CNSC document and it is listed as "A".�
I don't think we should�
necessarily take too much more time here, but I��
think it should be clarified for the public record��
at maybe Day 2. That is the best way to deal with��
it.��
MR. HAWTHORNE: Perhaps, Madam��
���������
�
President, if I could just make one final comment.�
The table in the CMD 02-M38, which�
does show Bruce A and Bruce B, under the area of�
equipment performance it actually has is non-�
applicable, so clearly staff have sought to�
introduce gradings for areas of Bruce A that were�
not graded as part of the annual review.�
That seems like a reasonable�
benchmark from both Bruce Power and CNSC staff to
work from.�
THE CHAIRPERSON: To just provide��
an elaboration, then, on what Dr. Barnes has��
asked, I think it is important that we not have��
confusion. We are kind of new at these report��
cards in general, but for Day 2 hearing I think we��
need to have a staff report card on Bruce A, that��
is a reasonable thing to do, and it will be out in��
enough time for Bruce Power to look at this and to��
provide any consideration of whether you agree or�
feel that there is documentation needed on Bruce�
A. We will kind of, if we could, put aside the��
idea of the annual report card as a model.��
I just don't want to confuse the��
public at all, or the intervenors, or the��
Commissioners. It is hard to believe that that��
���������
�
would be possible, but anyway.�
--- Laughter�
THE CHAIRPERSON: We will move,�
then, to Dr. McDill.�
Dr. Giroux.�
MEMBER GIROUX: Yes, a few�
questions to Bruce Power.�
On page 11 of your presentation�
you refer to the upgrading and the seismic
assessment and you mentioned that you chose a�
review level earthquake which was in line with the��
historical data in the area but also challenging��
enough.��
Could you describe or define what��
is the review level that has been used and how��
would it compare, for instance, with something in��
the St. Lawrence Valley?��
MR. MOTTRAM: I am unable to tell��
you the exact acceleration that was used. The�
original assessment is done against a .182�
acceleration earthquake. That was the first level��
of seismic margin assessment that we looked at.��
The thing was then reviewed to bring the impact��
used in the EPRI guidelines down to a lower impact��
break size to see what needed to be done in terms��
���������
��
of that.�
That work has led to a series of�
improvements that we need to make to the plant,�
which reflect back again under the arrangements�
under the EPRI system of reflecting on the�
repeatability in real time of earthquakes.�
It is a curious process, but at�
the end of the day the "B" station was designed�
against a 3,000-year repeat earthquake frequency
which then give a damage arrangement. Our�
intention in "A" station is to ensure that the��
plant is able to meet exactly those standards and��
different improvements reflect on the ability to��
withstand that repeatability of earthquakes of an��
increasing size through time.��
So actually the methodology��
doesn't fix the earthquake dimension, it just says��
what is the repeatability of a thing of that size��
and what do you need to do to get the plant to a�
condition which it will be able to meet.�
Our intention down line over the��
next few years is to take it to a 10,000-year��
repeatable earthquake capability.��
MEMBER GIROUX: Okay. Thank you.��
My second question is for staff.��
���������
��
You mentioned, staff, on page 4 of your CMD that�
you have confidence in the management ability of�
Bruce Power to manage the operations for the�
restart of Units 3 and 4.�
My question is: Are you referring�
to the management of the six-unit organization�
that will result from restarting 3 and 4, if it�
happens?�
Does that also refer to the three
phases that Mr. Nixon has indicated with the�
shifting responsibilities between the Executive��
Vice-Presidents?��
If not, what were you talking��
about?��
MR. DOUGLAS: Jim Douglas, for the��
record.��
We were talking about the current��
organization. We haven't reviewed in detail yet��
the six-unit organization. We have recently�
started to get submissions on this and we are�
reviewing it.��
We are looking at the current��
organization at the station and looking ahead to��
what will happen now that refuelling has started��
and the staff that are in place.��
���������
��
MEMBER GIROUX: So your judgment�
is based on the current organization and staffing?�
MR. DOUGLAS: That is correct.�
MEMBER GIROUX: That is your�
answer?�
MR. DOUGLAS: Yes.�
MEMBER GIROUX: Thank you.�
My final question is a question of�
detail, but it struck me.
In the licence conditions, licence�
condition 3.2 -- that is on page 4 of 24 in the��
proposed licence. In 3.2 you discuss the levels��
of power and you mention the maximum power for one��
fuel bundle and then maximum power for one fuel��
channel. Then in (c) you say:��
"the total thermal power from��
the reactor fuel does not��
exceed 2619.6 megawatts..."��
I was wondering if you are�
referring to one unit or the two units?�
MR. DOUGLAS: Jim Douglas.��
We are talking about one unit.��
MEMBER GIROUX: Is that clear for��
all readers, that is the maximum for one reactor?��
MR. DOUGLAS: That is a clause��
���������
��
that has been in all the licences over the years�
and it is always taken as one unit.�
MEMBER GIROUX: Thank you.�
THE CHAIRPERSON: Just to maybe�
elaborate, Dr. Giroux, on your question, Mr.�
Douglas, you answered that you are currently�
basing it on the management that is in place at�
this time and you haven't turned your mind or had�
time to look at the organization that will be put
in place for Bruce A and/or Bruce A and B�
together.��
Will we expect an update on this��
for Day 2? I think this would be an extremely��
critical issue, which is management capability. I��
think we would want to know something sooner or��
later on that.��
MR. DOUGLAS: Jim Douglas.��
Yes, we can give you an update on��
that.�
We have turned our mind to it, but�
we haven't reviewed it in detail. We have had��
presentations set up and talked about it, but we��
haven't actually reviewed the details yet.��
THE CHAIRPERSON: I believe, Dr.��
Barnes, you have a supplementary on that and then��
���������
��
I will turn to Mr. Hawthorne.�
MEMBER BARNES: I had the same�
question that Dr. Giroux is going to ask anyway,�
but I have the same concern to your reply, because�
under Phase 2, to quote page 12 of Bruce Power,�
once fuelling commences all activities and plant�
systems maintain guaranteed shutdown come under�
the oversight of the V-P Production.�
Refuelling has already started.
Correct? So in a sense there has been this�
transition from what I think you referred to as��
the current management structure to transition��
into a new one, or did you mean when you referred��
to the "current structure" that as of, in a sense,��
today with this change already happening?��
MR. DOUGLAS: Yes. What I meant��
was they haven't totally implemented a six-unit��
organization at the moment, but the organization��
that in place at Bruce A in our opinion is�
adequate to maintain the safe operation of the�
plant.��
Within the licence that was issued��
this week for refuelling we have details about the��
number of people who must be in the control room,��
et cetera, and we are satisfied that the minimum��
���������
��
complement will be met in emergencies and such�
like.�
MEMBER BARNES: So for Day 2 you�
will address this issue of management in the three�
phases that Robert Nixon referred to for Bruce�
Power?�
MR. DOUGLAS: Yes, we will.�
MEMBER BARNES: Okay. Thank you.�
THE CHAIRPERSON: Mr. Hawthorne,
would you like to add something to that?�
MR. HAWTHORNE: Yes, Madam��
President. I think there are a couple of useful��
data points that the Commission should be aware��
of.��
When we originally requested a��
licence as Bruce Power we provided a quality��
assurance plan and in that we set forth our��
organizational structure and arrangements for��
control of the facility.�
We have recently submitted to�
staff a revision to that document, management��
system manual. Within that we explained all of��
the methodology for a six-unit site operation. We��
have passed it to staff for their approval. So��
the document is with staff for review.��
���������
��
The intention of that clearly is�
to set the organization up as a six-unit facility�
proactively before the units come back to service.�
So certainly that document and the approval of�
that document should give the Commission�
confidence that there is indeed a structure.�
Separate and distinct from that�
clearly is the requalification of staff on Bruce�
A. All of our authorized nuclear operators have
indeed passed training and are now actually back�
in place at Bruce A. It was that sort of��
qualification of staff that allowed the CNSC staff��
to give us permission to move into the refuelling��
stage.��
So certainly there is no question��
of us having adequately qualified staff for the��
phase that the plant is currently in.��
Our view is that we have in fact��
begun, as we mentioned previously, some things�
such as work management and other areas begun to�
integrate with the six-unit organization. These��
are not normally changes that would require CNSC��
staff approval because they are clearly things of��
an organizational efficiency nature, but��
nonetheless all of these things are included in��
���������
��
the documentation that we have submitted for�
staff's assessment.�
THE CHAIRPERSON: Thank you.�
Dr. McDill.�
MEMBER McDILL: Thank you.�
With respect to your document page�
22 and the implementation of a bar coding system�
for waste source identification, I wonder if you�
could tell me if the technology you have selected
for this system will have a longevity needed to, I�
don't know, assist my grandchildren when they come��
across a green garbage bag with a bar code on it?��
MR. HAWTHORNE: These are always��
interesting questions when you talk about life��
cycle of software systems.��
One of the things I can tell you,��
because we introduced similar systems in the U.K.,��
and the one thing that has remained standard��
throughout developments in technology is the bar�
code itself. Our view is that that will continue�
to be the case.��
It tends to be very much��
developments and readers retention of memory��
display and processing of the data, but the bar��
code -- in fact we were involved at one time in��
���������
�
the case studies that I say developed this, and�
clearly there has always been an issue about a�
technology that is intended to -- a bit like�
Carbon 14, it is intended to date things over a�
long period of time and putting that in a�
software-based mechanism was always a cause for�
concern. At that time it was agreed that the code�
system, code generation would remain standard and�
it would be the scanning technology that would be
developed over time.�
MEMBER McDILL: Do you know the��
bar code you are using? Is it a 2 of 5, 3 of 9?��
No? I was just curious.��
My second question is with respect��
to CMD 03-H05, page 11, and the exams. I asked��
this question of other operators, so I would like��
to ask you.��
What is a "pass"?��
--- Pause�
MR. HAWTHORNE: Since it was a�
staff document I assumed you were asking them.��
Yes, 70 per cent is a pass mark.��
MEMBER McDILL: Thank you.��
As I asked this question of the��
other operators, to be fair: Are you in��
���������
�
compliance with the Professional Engineers Act of�
Ontario with respect to your engineering staff?�
MR. TALBOT: Yes, we are.�
THE CHAIRPERSON: Ms MacLachlan.�
MEMBER MacLACHLAN: Thank you very�
much.�
This is a question of staff and it�
relates to the recommendations that were being put�
forward on page 12 of CMD 03-H05. I just wanted
to understand the sequencing and the current�
status in light of the refuelling of Units 3 and��
4.��
It is my understanding that staff��
has been spending quite a bit of time on��
establishing standards for recertification of��
operations and that the recommendation had been --��
and I would assume continues to be -- amendment of��
the existing licence to require certification and��
recertification in accordance with the new�
standards.�
Can you give us assurance that the��
personnel on staff during refuelling either have��
met these standards, if the standards have��
actually been finalized, or provide us with��
assurance of the standards that these staff have��
���������
��
had to meet for CNSC staff approval?�
MR. BLYTH: I will ask Ms Adrianna�
Nicic to address that question.�
MS NICIC: For the record,�
Adrianna Nicic, Director of Human Performance�
Division.�
Yes. The answer to the question�
is yes. All the certified operators and the shift�
supervisors were currently in the certification
program which is conducted by the licensee with�
assistance from CNSC.��
At this point in time our��
certification exam conducted by CNSC and staff for��
the fuel state are going to go through these��
normal procedures.��
MEMBER MacLACHLAN: I'm sorry, I'm��
not sure that I quite understood that.��
Yes to the continued��
recommendation of staff for inclusion of an�
amendment of recertification standards.�
That is one question and one��
answer. Is that correct?��
MS NICIC: We are talking about��
two types of certification, about initial��
certification, which is this case. As we talked��
���������
��
yesterday, we are talking about the�
recertification program which has a duration of�
five years.�
In this case, we are under the so-�
called initial certification program and all staff�
is going through the adequate training and a�
comprehensive exam which is administered by the�
licensee and a certification exam which is�
administered by the CNSC staff.
MEMBER MacLACHLAN: I think I�
understand you and you are saying that the Bruce��
Power staff that were employed during refuelling��
of Units 3 and 4 were certified in accordance with��
the initial certification standards?��
MS NICIC: Yes, this is correct.��
MEMBER MacLACHLAN: Right. Okay.��
Then the recertification standards are another��
issue?��
MS NICIC: Yes, this is correct.�
MEMBER MacLACHLAN: Thank you.�
THE CHAIRPERSON: Dr. Dosman.��
MEMBER DOSMAN: Thank you, Madam��
Chair. I have several questions.��
There has been considerable��
discussion on training and there is just one point��
���������
��
I would like to ask CNSC staff to clarify a little�
further.�
You referred in your presentation�
to "overly aggressive training schedule". Would�
you be willing to perhaps provide more detail on�
the situation that led to this statement?�
MR. DOUGLAS: Jim Douglas.�
I will ask François Rinfret to�
respond to that. His division did evaluations of
the training program and he knows more of the�
detail.��
MR. RINFRET: Good morning. My��
name is François Rinfret, Licensee Program��
Evaluation Division.��
Just a brief introduction. Staff��
from our division are inspectors that go out at��
the various licensees to do specific program��
evaluations such as training. Training involves��
looking at a process that is being developed by�
the licensees and also at the product.�
When we look at the process, you��
find recommendations in each of our evaluations to��
the licensees.��
In this case, when considering��
restart staff started discussing in 2001 with the��
���������
��
licensees on requirements and formulated the�
requisites for restart.�
Discussion went on and over 2000,�
as you can read in the staff report, there have�
been, let's say, two specific evaluations done at�
the site. These led to various recommendations�
that are also available.�
We find that in order to achieve�
the restart date, in our opinion -- and this is an
opinion -- it will take a considerable amount of�
resources in order to develop, prepare and��
implement the training necessary.��
While doing this we looked at the��
product that was being given. We found little��
difficulties with the process being used. I will��
give you a brief example.��
When you are about to train your��
staff on upgrades in your station one has to look��
at first of all what is the upgrade, especially�
what is in detail the upgrade that is being put�
together, using what detailed engineering��
technology for example.��
If you make an early judgment of��
your training necessary and you do not have put��
together the detailed engineering of the��
���������
��
modification, you might conclude wrong or slight�
erroneous judgment of what to be trained for your�
staff working at the plant.�
This is one of the points of�
discussion with the licensees in their process of�
putting together their product, that is training�
material for dealing with the upgrades to their�
staff, things of that nature.�
These have been discussed with
Bruce staff and they are aware of our requirements�
and there is ongoing discussion about what needs��
to be done to the satisfaction of CNSC staff��
before allowing restart.��
I hope that answers your question.��
MEMBER DOSMAN: Thank you.��
I seek advice, Madam Chair. Would��
it be reasonable to ask Bruce Power, perhaps at��
the second day, to respond to these issues in��
detail?�
Would Bruce Power be willing to�
respond to these comments?��
MR. HAWTHORNE: Yes, of course.��
We would expect at Day 2 to have the opportunity��
to update our progress on these things.��
As I said previously, we do��
���������
��
understand that there is a training workload here�
still to be done. I can give some figures now,�
but perhaps it is probably more relevant to come�
back in Day 2 and report the progress that has�
been made in closing out this concern.�
MEMBER DOSMAN: Is Bruce Power�
confident that they can meet these issues?�
MR. HAWTHORNE: Yes. Yes, we are.�
The reality of it is that we have bolstered our
training organization, we have taken people�
through this.��
What gives me confidence about��
where we are right now is that we have 100 pass of��
all of our authorized nuclear operators. A very��
aggressive requalification program.��
The initial training program for��
people who had been there 20 years largely assumed��
that they would just come in the door, but they��
went through all of that with 100 per cent pass�
rate.�
Frankly, my view would be that the��
very significant part of the manuals related to��
training is behind us now, given that we have��
qualified the certified staff.��
What we have to do is to deal with��
���������
��
a number of modifications that have some element�
of training with them, I don't dispute that, but I�
equally do not see it as something that we can't�
manage.�
MEMBER DOSMAN: May I, Madam�
Chair?�
I take it the issue is, in part,�
the confluence of the technical changes and the�
training appropriate to those engineering
alterations. Am I correct in that assessment?�
MR. HAWTHORNE: Yes, you are��
correct.��
Perhaps if I give an example. One��
of the modifications I reported progress on was��
the installation of the qualified power supply��
system. Clearly, in doing so there are a number��
of changes and operational procedures, et cetera,��
once a qualified power supply is in place. It��
would be inappropriate at this stage to train�
people on the system until we actually have it�
fully complete.��
But again, when you assess the��
requirements the engineering assessments of the��
training may result in a small number of manuals��
per person. Clearly it can be dealt with through��
���������
��
a required reading format, it can be dealt with�
with a walk through, it can be dealt with in�
workshop training, et cetera, and that is the�
element of development that is ongoing in parallel�
with the modification.�
As I say, we have done an overview�
assessment. We have supported the training staff�
because we do understand -- it is an important�
element for ourselves as well as CNSC that our own
people are fully conversant with the status of the�
plant before it is brought back into service.��
MEMBER DOSMAN: Thank you.��
May I entertain another two��
questions?��
I am just curious about the��
secondary control area that is being built. Would��
Bruce Power be willing to elaborate on the degree��
to which the secondary control area could assume��
function for the primary control area if�
necessary?�
MR. MOTTRAM: Yes. The secondary��
control area in "A" station was built to cover��
three specific events.��
The first one was a loss of water��
in the spent fuel area, which happens to sit��
���������
�
underneath the control room and hence would need�
the main control room being left.�
The second one was a terrorist�
attack, that the control was taken over by�
somebody outside the plant who had bad motives in�
mind.�
The third one was the fire in the�
control room itself.�
So the secondary control area is
being constructed to provide the capability of�
shutting down the plant and controlling the��
cooling of the plant in those three specific��
areas.��
MEMBER DOSMAN: Will the secondary��
control area be fit for operation at the time of��
restart?��
MR. MOTTRAM: Yes, it will.��
MEMBER DOSMAN: May I, Madam��
Chair?�
One additional question which�
refers to the independent panel. I am just��
wondering if Bruce Power would be willing to��
elaborate somewhat on the independent panel.��
Where do they come from, qualifications, and do��
they have specifically any association with Bruce��
���������
�
Power?�
MR. HAWTHORNE: For the record,�
Duncan Hawthorne.�
Clearly one of the key issues for�
our investors was that this is a major financial�
investment. The risk in that was that the project�
team themselves convinced themselves as to the�
adequacy of their plan. The important thing our�
shareholders wanted to do was to bring in
technical experts with no specific involvement in�
the project itself to conduct a cold body review��
of the project plan.��
We have done that on two or three��
cases and, frankly, whenever there has been an��
area that we have considered to be judgmental and��
material we have tended to call an independent��
panel. We have used it for two or three cases,��
the disposition of pressure tube and steam��
generator and inspections being one.�
The initial project itself, the�
project plan before it went to the board, the��
board of British Energy had put in place��
arrangements to ensure that when the Board��
deliberated on a submission from the project team��
that they would receive a separate and independent��
���������
��
report from the independent panel.�
As such, specifically we have used�
British Energy's Director of Engineering to come�
across. He has no involvement at all in this plan�
or this design but many years of operational�
experience.�
We have brought some people from�
the U.S., a chap called Daryl Einsenhutt was part�
of the team. He is someone who is an ex-NRC
inspector. One of the gentlemen sitting behind�
me, Glenn Archinoff was part of that independent��
panel also.��
So we have had a number of people��
who are very well versed in CANDU technology,��
specifically looking at safety analysis, material��
findings that might require disposition.��
But the panel, as I say, was quite��
a challenging group, none of whom had any direct��
loss or gain, if you like, as a result of any of�
the decisions taken.�
MEMBER DOSMAN: Thank you.��
THE CHAIRPERSON: Mr. Graham.��
MEMBER GRAHAM: The advantage of��
being last, you get most of your questions��
answered. They were around training and��
���������
��
evaluation, also the feeder pipe. But I do have�
just two questions.�
The first question is to Bruce�
Power regarding employment.�
You talked in your presentation�
this morning about 400 new staff. Sometime ago --�
and I maybe stand to be corrected -- I understood�
or saw in a press release that there would be�
downsizing of staff at Bruce.
Could you clarify that? It wasn't�
in a presentation here. It was something I had��
seen or read in the past that there would be��
downsizing and now you are saying 400 new. Could��
you clarify that?��
MR. Hawthorne: Yes. I think the��
subject does warrant a bit of a discussion.��
When we can here initially and��
talked about relicensing of this site we��
identified a significant demographic challenge on�
the site. We inherited a workforce with an�
average age of 49. The previous arrangements on��
the site I would sort of characterize as a famine��
and feast recruitment policy and there hadn't been��
any real recruitment for eight or 10 years. So��
not only did we have an average age of 49, but��
���������
��
amongst 3,200 employees we only had 35 people�
under the age of 35. So it was a very aging�
workforce.�
We said initially that our�
intention was to recruit 50 young people per year.�
Partly I came to lower the average age in case�
anyone was worrying about it.�
--- Laughter�
MR. Hawthorne: Only by a
fraction.�
But the reality was that we��
conducted a five-year capability view of the site��
in total. We understood that if we didn't��
aggressively deal with demographics then it wasn't��
really an issue about downsizing, it was a loss of��
skill, it was a loss of qualification. So we��
chose to hire aggressively and critically.��
For example, this year we will��
hire a further 130 operators. The reason for�
doing that, even though we are only 20 below our�
full complement, is that we understand it is a��
long training pipe to fill so we want to make sure��
we have a significant body of staff well in��
advance of any retires.��
Notwithstanding that, again we��
���������
��
have done the same in physicists and control�
technicians, whatever we felt is a critical skill�
that we need to bring in in advance of the loss of�
staff we have tended to do that.�
So our average age today is 46 and�
there are something like 270 people under the age�
of 35. So we have tried to bring the demographic�
down. Equally we have tried to recruit�
experienced staff that can quickly come and
contribute.�
Nonetheless, we have continued to��
express the view that -- I don't like to use best��
in class because that is not really particularly��
relevant, but observation on site has been and��
continues to be that productivity improvements��
could be made. We think we have made some.��
Nonetheless, if you were to look��
at the site you generally have a belief that it is��
capable to run the site with fewer staff. We have�
said our view would be that a section at site�
would be more like 2,700 or 2,800 as opposed to��
the current 3,200.��
I expect, frankly, that two years��
from now we will a section at site with maybe��
2,800 staff, but something like 900 of those will��
���������
��
be new people who we have brought in to manage the�
demographic.�
MEMBER GRAHAM: In other words,�
then, the 400 are not additional, they are new to�
replace the demographics. I appreciate your�
answer.�
The only other question I have,�
and it is to CNSC staff, at page 46, Appendix C of�
your presentation I think is an excellent listing.
In Day 2 the Appendix C, will you leave 1 to 55�
there but give status reports on each one as you��
go along?��
I think it is a good way of��
following through, but on Day 2 can we have a��
status report on each of the issues as they are��
listed so we don't have to go finding them on a��
certain page and then say "No. 6 be on page 20 and��
then No. 8 be on page 16". Can they be itemized��
exactly the way Appendix C is indicated?�
MR. DOUGLAS: Jim Douglas.�
Yes, we will do them that way. It��
will make it easy for us as well. Thank you.��
MEMBER GRAHAM: Thank you. That's��
all I have, Madam Chair.��
THE CHAIRPERSON: I think it is an��
���������
��
important issue that we have looked at with other�
CMDs. Because this really is a work-in-progress�
it is important for us to have a sense that this�
is moving forward at an appropriate rate that we�
feel comfortable in looking at this project.�
Questions for round two. Dr.�
Barnes.�
MEMBER BARNES: Just one. It is a�
continuance of the Appendix C issue to Bruce
Power.�
This is obviously one of the most��
important parts of the staff document listing the��
55 items that are prerequisites to the restart of��
Bruce A Units 3 and 4. Some of them are perhaps��
relatively small and straightforward, others seem��
to me to require quite a lot of work.��
To Bruce Power, when you survey��
this list of 55, are you confident at this point��
that you will be able to complete these within, at�
the present time, your anticipated schedule for�
startup?��
MR. HAWTHORNE: Duncan Hawthorne.��
Yes. Actually, we do have Table��
55 in order, if that helps staff.��
I guess the reality of it is that��
���������
��
even as we sit here today there aren't 55�
outstanding items we did see it as a dynamic�
process and we will clearly be working closely�
with staff to work off this list.�
But frankly, we understand all of�
these issues and we would be confident on our�
ability to disposition them on time, yes.�
MEMBER BARNES: Thank you.�
THE CHAIRPERSON: I think, Dr.
Barnes, actually that is an important refinement,�
because I think that it will be important to have��
the update for Day 2 -- knowing that we have a��
fairly aggressive schedule for Day 2, I think that��
has to be acknowledged -- and then a sense of the��
answer to the question that Dr. Barnes has put��
forward really for the items. I think we would��
like a view from the staff and from Bruce about��
the achievability of this, knowing that the��
facility will not go, not matter what the schedule�
is, without the completion of this.�
I think it is very important for��
Day 2 that we reassure the public of the controls��
that will be in place from both Bruce Power's��
point of view and from the CNSC staff point of��
view, assuming that the staff remains with its��
���������
��
recommendation of a designated officer.�
So I really think this is a�
confidence issue of, frankly, a very large list of�
areas. Restarts are not happening every day here,�
so it is important for us to be as clear as�
possible.�
Dr. Barnes.�
MEMBER BARNES: I just want to ask�
one other question of staff.
Is this list of 55 complete? At�
this stage or in the next month or beyond that do��
you anticipate adding others or is this it?��
MR. DOUGLAS: Jim Douglas.��
It is complete. These are the��
major safety issues that we are going to see��
completed to our satisfaction before we will allow��
the unit to go out of the guaranteed shutdown��
state.��
MEMBER BARNES: Okay.�
�
Closing��
MR. LEBLANC: This hearing is to��
be continued on the 26th day of February 2003 here��
in the CNSC offices.��
The public is invited to��
���������
�
participate, either by oral presentation or�
written submission on hearing Day 2. Persons who�
wish to intervene on that day must file�
submissions by February 17, 2003.�
The hearing is now adjourned to�
February 26, 2003.�
Merci.�