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Tracking No. 00.00.2010

Shaw’s Power Group


Tracking No. 00.00.2010

Nuclear Construction 101

Jeff Merrifield

Senior Vice President of Shaw’s Power Group

August 9, 2011

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Overview

• Who is Shaw, and what is EPC?

• How do you select the right EPC partner to ensure

project success?

• Getting started with site related activities

• Procurement and subcontracting

• Modular construction

• Lessons learned


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Who is Shaw?

What is EPC?


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Corporate Profile

The Shaw Group Inc. ® is a leading global provider of technology,

engineering, procurement, construction, maintenance, fabrication,

manufacturing, consulting, remediation, and facilities management

services to clients in the energy, chemicals, environmental, infrastructure,

and emergency response industries.

• Headquarters: Baton Rouge, LA

• Stock Ticker: NYSE: SHAW

• Number of employees: 27,000

• FY 2010 Revenues: $7 billion

• Backlog: $19.7 billion

(as of 5/31/11)

• Website: www.shawgrp.com


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Shaw’s Power Group

Groups

Power

Energy &

Chemicals

Fabrication &

Manufacturing

Environmental

& Infrastructure

Power Divisions

Fossil

Nuclear

Plant

Services


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Nuclear Power

• Full-service engineering, design, procurement and

construction

• Industry-leading AP1000 ® technology; 20% owner of

Westinghouse Electric Co. LLC

• Configuration management

• Licensing support, safety, and analysis

• Major component replacement, maintenance and

modification services

• Operating plant services

• Spent fuel dry storage

Capabilities

• Upgrades, uprates and plant restarts

• Decommissioning, dismantling

Select Clients:

• American Electric

Power

• Chinese State Nuclear

Power Companies

• Dominion

• Duke Energy

• Entergy

• Exelon

• First Energy

• Florida Power & Light

• KOPEC

• Progress Energy

• SCANA

• Southern Company

Shaw provides maintenance and outage services

at 41 of the 104 U.S. operating nuclear plants


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Company Alliances

• Shaw & Westinghouse

– Relationship started with the construction of

Shippingport in 1950s

– Shaw acquired 20 percent share of Westinghouse in

2006

– Consortium partners on expanding portfolio of new

AP1000 ® projects

• Four units in China

– Sanmen, two units

– Haiyang, two units

• Six units in U.S.

– Vogtle, two units

– V.C. Summer, two units

– Levy County, two units


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Company Alliances

• Westinghouse & Toshiba

– Largest nuclear systems supplier

group in the world, more than 50 percent

of world’s plants using its technology

– Toshiba owns 70 percent of

Westinghouse

• Shaw & Toshiba

– Shaw signed a commercial relationship

agreement (CRA) to become the exclusive

engineering, procurement and construction

(EPC) contractor for Toshiba’s Advanced

Boiling Water Reactor (ABWR) nuclear

power plants worldwide

– The agreement includes opportunities

worldwide except Japan and Vietnam


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China AP1000: Sanmen & Haiyang

• Clients: SNPTC, SMNPC & SDNPC

• Four units at two sites in China’s

Zhejiang & Shandong provinces

• Contract signed and work began in 2007

• First concrete poured at all four units

• Major construction milestones:

– CA20, CA01, CA04, CA05, 10+ other modules

– Containment Vessel (CV) Bottom Head

– CV Rings Installed

• Projected completion: 2013 – 2015

People’s Republic

of China

CVBH Placement

Photo courtesy of SMNPC

Haiyang (2 units)

Sanmen (2 units)


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U.S. AP1000: Vogtle Units 3&4

• Client: Southern Company

• Location: Waynesboro, Georgia

• EPC contract signed April 2008

• Projected commercial operation dates:

2016 (Unit 3) – 2017 (Unit 4)

• Site certification and full notice to proceed

awarded March 2009

• Early Site Permit & Limited Work

Authorization awarded August 2009

• Excavation and ground clearing work

complete for Units 3 & 4; safety-related

construction activities have begun

• Combined Construction & Operating License

(COL) approval anticipated 2011 – 2012

Photos used courtesy of Southern Company

Photos Courtesy of Southern Company


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U.S. AP1000: VC Summer Units 2 & 3

• Client: SCE&G / SCANA

• Location: Jenkinsville, South Carolina

• EPC contract signed May 2008

• Projected commercial operation dates:

2016 (Unit 2) – 2019 (Unit 3)

• Project approval awarded by public

service commission February 2009

• Excavation and ground clearing

work nearly complete

• At peak of construction, 3,000 – 3,500

employees expected to be hired

• COL approval anticipated 2011 – 2012

Photos Courtesy of SCANA


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How do you select the right EPC

partner to ensure project success?


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Selecting the Right Company

• What steps should a utility take to create the right

framework to successfully deploy a new nuclear

power plant?

• How can a utility establish a successful partnership

with an EPC company that will last through the project

duration of 7-10 years?


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Step One: Identify Appropriate Need

for New Power Generating Unit

• What amount of power is

needed?

– What size unit(s) is (are)

needed to match your

requirements?

– What are the costs and benefits

of various reactor sizes?

– Who are the EPC contractors

who have built these size units?

• What type of nuclear technology do you seek to deploy?

– Pressurized water reactor, boiling water, or small modular?

– Does your technology selection match up with the

contractor?


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Step One: Identify Appropriate Need

for New Power Generating Unit

• What is timing for deployment?

– If you need the power in 7-10

years, have you started

soon enough?

– Are there additional

transmission requirements

for the project?

– Can the technology/EPC team

deliver your plant in time needed?


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Step Two: Identify Capabilities of Plant

Design, Procurement and Construction

• Does the utility have robust engineering capabilities? Can

utility self-manage an engineering contract?

• Does utility have experience and staffing to conduct

procurement of plant components?

• Does utility have a large organization that can manage

interface between multiple contractors?

• Interface problems can lead to

risks of delay, extra cost to owner

and less optimized performance.


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Step Two: Identify Capabilities of Plant

Design, Procurement and Construction

• How much responsibility does the owner want to overtake?


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Step Three: Identify Appropriate

Contract Methodology

• Multi-Package (Component) Approach:

– Maximum coordination effort for utility including interfaces, cost

control, site management, QA/QC verification and final plant

schedule

– Owners are exposed to higher level of risk and assumption of overall

project management over multiplicity of contractors and suppliers

– Accountability for risks is blurred

• Split-Package (Island) Approach:

– Design and construction divided among two to five EPC contractors

with portions of work—systems, buildings broken into

packages or islands

- Large owner organization needed to manage interfaces

Both these approaches involve significant risk for utility


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Step Three: Identify Appropriate

Contract Methodology

• Single EPC Contract Approach:

– Main contractor assumes

responsibility for completing all

phases of the project

– Includes design, engineering,

procurement, construction and

commissioning

– Main contractor responsible for

overall project management

– Reduces the need for a larger utility

organization

– Accountability for risks is clearer:

contractor, owner or shared


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Step Four: Establish the Qualifications

of Your EPC Contractor

• Have they built a plant of this

type and magnitude before?

• Do they have prior and current

experience as an EPC contractor

for large, complex projects?

• What relationship do they have

with the owner of the underlying technology?

• What prior and current experience do they have in working in

a highly regulated nuclear environment?

• Do they have the procedures, policies, processes and people

(―Four Ps‖) to successfully execute the completion of multibillion-dollar

projects?

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Step Five: Ensure EPC is committed

to INPO Principles of Excellence

• Do the leaders demonstrate alignment on a commitment

to excellence?

• Can the contractor provide strong first-line supervision?

• Are the personnel appropriately trained and qualified for

their jobs?

• Are schedules realistic, understood and achievable?

• Is there a recognition that nuclear construction has special

requirements?

• Does the contractor place a high priority on personnel safety?

• Will the contractor ensure that the plant will be built as designed?

• Are deviations and concerns identified, communicated and resolved

promptly?

• Does the deployment plan include a early transition to plant

operations?


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Establishing a Productive Partnership

• Utility’s Goal

with an EPC Contractor

– High level of reasonable certainty in pricing, schedule and

performance for reduced risk

• EPC Contractor’s Goal

– Owner/contractor structure focused on successful project with

acceptable profit and incentives for reduced risk

• Challenge

– Creating cooperative owner-contractor team with shared focus

on project success and mutual risks

• Ultimate Joint Goal

– Establish relationship of mutual trust and respect to achieve

timely and cost-effective completion of project with shared

balance of risks and incentives that can survive project duration

of 7-10 years

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Establishing a Productive Partnership

with an EPC Contractor

• Achieving Ultimate Joint Goal

– EPC must understand safety

culture and have prior experience

– Contractor must accept

responsibility for managing

overall project

– Utility must have appropriate

quantity of personnel to oversee project without inefficiency

– Project success can be achieved

through balanced relationship with appropriate incentives

and milestones

– Utility team focus should be on helping contractor succeed

while fulfilling contractual obligations and interests


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Getting started on

site-related activities


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Site Development and Site-Specific

Scope

The site development schedule is one of the most

important aspects of the new generation nuclear plant

schedules.


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Site Development and Site-Specific

Scope

Early investment in infrastructure gains extraordinary

valuable time for the execution of the power island work.


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Site Development and Site-Specific

Scope

• Schedule

– The site development schedule

is tied to first nuclear concrete,

usually the placement of the

Nuclear Island Basement

– The duration of site development is

dependent upon specific site conditions, but can be anticipated to

be approximately 24 months

• Major earthwork

– Development of excavation plan

– Site clearing and grubbing

– Site leveling and drainage

– Development of access roads

– Dewatering

– Nuclear Island excavation and backfill

– Foundation preparation for remaining power island block at-grade

structures

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Site Development and Site-Specific

Scope

• Transportation facilities

– Temporary site roads

– Railroad from on site to major off-site rail line

– Barge slip and water access to navigable waterway

– Heavy haul road on site

– Alternate truck access roads

– Development and paving of permanent roads

• Utilities

– Electrical power for permanent and temporary power

– Potable water

– Sanitary drainage

– Voice / data / cell / radio

– Construction bulk welding gas system

– Construction bulk compressed air system

– Construction fuel facility

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Site Development and Site-Specific Scope

• Temporary Buildings and Structures

– Craft Change Buildings

– Batch plant and aggregate storage

– Parking lots

– Laydown areas

– Craft training facilities

– In-processing and time office facilities

• Construction buildings and structures

– Mechanical/Structural Fabrication Shop

– On-site Concrete and Rebar Testing Facility

– NDE Building

– Paint Shop

– Blast Shop

– Paint Storage Building

– Heavy Equipment Mechanics Shop

– Construction Administration Building


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Site Development and Site-Specific

Scope

• Site development includes preparation of on-site facilities

for modularization:

– On-site receipt of modular assemblies

– Off-loading from barge, rail or truck

– Storage and laydown

– On-site assembly pads and areas

– Utility support for assembly

– On-site heavy transport

– Heavy lifting and rigging


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Site Development and Site-Specific

Scope

• Site development includes setup of on-site cranes for site

development and standard plant construction and module

assembly

– Installation of Ultra Heavy Lift Crane deep foundation and

support pad

– Crane mat installation for crawler cranes

– Assembly and load test of Ultra Heavy Lifting Crane

– Crane assembly and support for power island construction

– Crane support for module assembly and component prefab

– Crane support for general site and Warehouse support


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Site Development and Site-Specific

Scope

• Site-specific Buildings and Structures

– Mechanical Draft Cooling Towers w/ basins (6 ea) or

– Natural Draft Cooling Towers w/ basins (2 ea)

– Cooling Tower discharge Flume/mixing structures (2 ea)

– Circ Water Pumphouse (2 ea)

– Load Center Buildings (6 ea)

– River Water Intake Structure

– Waste Water Treatment Basins (2 ea)

– Clarifier – Mech/Elec Bldg and 2 tanks

– Hydrogen Storage Tanks (2 ea)

– Switchyard Control Building

– Waste Water Blowdown Sump


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Site Development and Site-Specific

Scope

• Site-Specific Mechanical Systems

– Circulating Water System - CWS

– Sanitary Drain System - SDS

– Yard Fire Protection System - YFS

– Potable Water System - PWS

– Raw Water System - RWS

– Storm Drain System - SDS

– Waste Water System – WWS

– Liquid Radwaste System - WLS

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Site Development and Site-Specific

Scope

• Site-Specific Electrical Systems

– Plant Grounding System - EGS

– Retail Power Site Distribution System -ZRS

– Security System – SES

– Cathodic Protection System - EQS

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Vogtle Units 3 & 4

Photo Courtesy of Southern Company


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Vogtle Units 3 & 4

January 2010: Unit 3 final excavation with redressed haul roads

February 2010: Excavated area

February 2010: Unit 3 nearly completed excavation, just

before final cleanup

February 2010: Unit 3 blue bluff marl after cleanup

Photos Courtesy of Southern Company

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Vogtle Units 3 & 4

February 2010: Unit 3 blue bluff marl after cleanup, prepared for backfill

Photo Courtesy of Southern Company

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Vogtle Units 3 & 4

March 2010: Backfill begins at

Vogtle Unit 3

Photo Courtesy of Southern Company

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Vogtle Units 3 & 4

April 2010: Excavation and ground clearing work complete

Safety-related construction activities underway

Module assembly building construction

Photo Courtesy of Southern Company

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Vogtle Units 3 & 4

Site Aerial


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Vogtle Site Rendering


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V.C. Summer Units 2 & 3

November 2008: Site aerial view


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V.C. Summer Units 2 & 3

January 2010: Site aerial view


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V.C. Summer Units 2 & 3

January 2010:

Mayo Creek Bridge

construction


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V.C. Summer Units 2 & 3

January 2011: Units 2 & 3 Tabletop


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V.C. Summer Units 2 & 3

May 2010: Excavation of Unit 2

May 2010: CWS pipe installation

May 2010: Module Assembly Building


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V.C. Summer Units 2 & 3

Unit 2 Power Block


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V.C. Summer Units 2 & 3

January 2011: Unit 2 Power Block


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V.C. Summer Units 2 & 3

Unit 3 Excavation at 25 Feet


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V.C. Summer Units 2 & 3

January 2011: Batch Plants


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V.C. Summer Units 2 & 3

March 2010: Warehouse 20A

March 2010: Batch plant area/equipment


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BIGGE Heavy Lift Derrick (HLD)


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BIGGE HLD Trucks


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V.C. Summer Units 2 & 3

Currently 16 buildings are occupied by 832 on-site

consortium personnel:

- 716 Shaw personnel; 65 subcontractors; 22 Westinghouse

personnel; 29 CB&I personnel


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V.C. Summer Site Rendering


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Procurement and Subcontracting


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Efficient Procurement of Commodities

& Components

• Techniques and strategies to procure commodities and

components in more efficient ways

– Development of leveraged (multi-plant) agreements for

repeat purchases of standardized items

– Purchasing from standard product line versus ―one-of-akind‖

design

– Negotiation of options for up-front or early payment to lock

in open manufacturing slots

– Consideration of potential for equity investment in key

suppliers

– Early purchasing of raw materials and hold for later

fabrication

– Hedging to reduce or eliminate financial risk

– Executive management sponsorship on all key agreements


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Importance of Efficient Procurement

• Supplies procured by a nuclear project include, but are not

limited to:

– Blasting services – Portable toilets

– Building supplies – Pre-engineered buildings

– Bulk materials – Rental equipment

– Cathodic protection – Reprographic services

– Consumables – Safety supplies

– Fire control systems – Signage

– Field erected tanks – Small tools

– Food services – Soil stabilization services

– Janitorial services

– Landscaping

– Metal roofing/siding

– Office furniture/supplies

– Painting services

– Pipe insulation services

– Potable/raw water

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– Specialty coatings

– Structural security

systems

– Traffic control

– Trailers

– Transportation

– Waste removal

– Vacuum excavation

services


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Evaluation Criteria

• Previous safety history and importance within company’s

culture

• Company’s previous experience and past performance with

similar goods/services

• Company’s current delivery performance based on 100

percent on-time expectation and tools to manage same

• Relative level of sophistication of the quality system,

including meeting regulatory requirements or mandated

quality system registration

• Investment required to develop facility to required standard

• Availability of capital to provide the goods or services

• Backlog/other work to provide continuity of throughput


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Evaluation Criteria - Procurement

• Company’s financial strength/stability

• Company’s support of ―state of the art‖ equipment

• Company’s depth (technical and management bench

strength)

• History of competitiveness

• Total cost of dealing with the company (including material

cost, expediting, inspection, documentation verification,

receipt verification)

• Manufacturing processes that are adequately

automated/error proofed

• Companies support during bidding process


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Identification of Appropriate

Subcontractors

• Factors to be considered when determining strategy:

– Regulatory and quality track record

– Owner/Consortium preferences

– Local labor conditions and availability

– Site conditions and limitations

– Schedule requirements

– Availability of qualified subcontractors

– Size of potential subcontracts relative to available

subcontractors

– Financial and resource capability of subcontractors

– Comparative suitability of single or multi-disciplined

subcontractors with regard to project interfaces

– Preferred pricing structures

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Prospective Subcontractors – Criteria

• Depending on the scope assigned, the role of the

subcontractor can be critical to the success of a project.

Subcontractors must therefore prove themselves to be:

• Safe

• Capable

• Reliable

• Quality orientated

• Technically competent

• Financially sound

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Prospective Subcontractors –

Identification

• Potential subcontractors can be identified by:

– Local Market Surveys: Closely examining incumbent

subcontractors active in the local area

– Past Experience: Subcontractor performance

evaluation reports collected from all completed projects

– Owner/Consortium: Input is solicited to take advantage

of prior knowledge and experience of project partners

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Subcontractors Prequalification–

Knowledge and Relations

• Factors to be considered in the assessment of potential

subcontractors:

– Background and reference checks

– Safety record

– Quantity program and certifications

– Financial capabilities and status

– Construction capabilities and experience

– Client feedback

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Typical Subcontract Services

• Steelwork

• Scaffolding

• Insulation

• Painting

• Craneage

• Electrical and Instrumentation

• Non Destructive Testing

• Excavation

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Modular Construction:

How can modular construction be incorporated

in new plant construction


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Why Use Modular Construction?

• Predictability

• Labor

• Quality control

• Schedule risk

February 2011: CA03 module over

containment at Sanmen Unit 1


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Module Program Division of

Responsibility

Design

Procurement

Fabrication

WEC

Shaw Nuclear

Modules

SMS

Transportation

Assembly &

Outfitting

Erection

Shaw Constr.

At Site

Concrete


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AP1000 ® Module Types

• Structural: Form structural elements of buildings

– Steel formwork modules with concrete filled in place

– Remain-in-place steel formwork modules with concrete

poured around

Modules that are set into place to form part of a

building structure

• Mechanical: Formed out of

grouped system elements

– Equipment Modules

– Piping and Valve Modules

– Commodity Modules

– Standard Service Modules

CA20-18 ―L‖ Module Mockup


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AP1000 ® Structural Modules

• CA Type: Steel formwork modules with concrete filled in

place; consists of walls (CA01, CA20) and floors (CA34)

• CB Type: Remain-in-place steel formwork modules with

concrete poured around

• CG Type: Modules that are set into place to form part of a

building structure and are not outfitted with mechanical

commodities, such as platforms and grating

• CH Type: Modules that are set into place to form part of a

building structure and are outfitted with commodities

• CS Type: Modules that comprise steel stairways

Approximately 138 total structural modules

- 65 in Containment (16 CA. 36 CB, CH 9, CS 4)

- 32 in Auxiliary Building (8 CA, 1 CB, CH 12, CS 11)

- 10 in Annex Building (all CS)

- 31 in Turbine Building (16 CS, 14 CG and CH, 1 CA)

subject to change


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Examples of Modular Construction for

Westinghouse AP1000 ®

Auxiliary Building (NI) Turbine Building

Containment (NI)

Refuel Building

Annex


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CA20 – Auxiliary Building Areas 5 & 6

CA20 comprised of 72 Sub-

Modules:

Size (N x E x Height): 44’-0‖ x 68’-9‖ x

68’-0‖ [13m x 21m x 20.7m]

Dry Weight: 1,712,000 lbs. [777 Mg]


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CA20 — Structural Sub-Modules

Vertical Walls

Estimated Weights of

Structural Walls

CA20_01 64,621 lbs CA20_18 79,369 lbs

CA20_02 41,124 lbs CA20_19 43,804 lbs

CA20_03 69,518 lbs CA20_20 62,494 lbs

CA20_04 41,519 lbs CA20_21 46,171 lbs

CA20_05 58,587 lbs CA20_22 36,703 lbs

CA20_06 32,766 lbs CA20_23 46,416 lbs

CA20_07 25,263 lbs CA20_24 14,327 lbs

CA20_08 27,992 lbs CA20_25 20,074 lbs

CA20_09 Not Used CA20_26 81,833 lbs

CA20_10 70,244 lbs CA20_27 45,171 lbs

CA20_11 42,853 lbs CA20_28 48,953 lbs

CA20_12 73,086 lbs CA20_29 43,440 lbs

CA20_13 43,514 lbs CA20_30 44,975 lbs

CA20_14 72,118 lbs CA20_71 20,525 lbs

CA20_15 45,131 lbs CA20_72 20,478 lbs

CA20_16 43,701 lbs CA 20_73 20,291 lbs

CA20_17 43,248 lbs


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CA20 Sub-Module Configurations

All modules designed to be within

shipping envelope 12ft x 12ft x 80

ft. (3.65m x 3.65m x 24.36m)

CA20 Sub-module being shipped from module fabrication facility


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Sub-Module CA20_011

8’-6‖

8’-3‖

68’-0‖

68’-0‖

CA20-01

30 Tons


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CA20 Sub-Module Configurations


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Lifting of CA20 Submodules


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Vertical Assembly CA20

• Assembled in the

Vertical Position

• Automated Welding

• NDE - Visual & UT


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CA20 First Subassembly

8

80


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CA20 Subassembly


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CA20 Heavy Haul


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CA20 Lift


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CA20 Installation


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CA20 Module Installation


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Sanmen Unit 1 Containment Vessel

March 2010: Containment Vessel 1 st

Ring positioned over Containment

Vessel Bottom Head and set into place


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CA01 — Steam Generator

& Refueling Canal Module

CA01 comprised of 47 Sub-

Modules:

Size (N x E x Height): 92’-0‖ x 96’-0‖

x76’-0‖ [28m x 29m x 23m]

Dry Weight: 1,600,000 lbs. [725 Mg]


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CA01 Assembly


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CA01 in CA Assembly Area


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Sanmen Unit 1 CA01 Module

Two 24-axle transporters are prepared to move CA01

March 27, 2010: The 1,030-ton CA01

module is lifted over the CV ring and

set in the reactor building


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CA02 – IRWST / Pressurizer Wall

Module

CA02 comprised of 5 Sub-

Modules:

Size (N x E x Height): 24’ x 6’ x 37’

[7mx2mx13m]

Dry Weight: 61,500 lbs. [ 28.3Mg]


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CA03 – IRWST Southwest Walls

CA03 comprised of 17 Sub-

Modules:

Size (N x E x Height): 116’ x 46’ x 42’

[35mx14mx13m]

Dry Weight: 420,000 lbs. [ 191Mg]


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CA04 – Reactor Vessel Cavity/RCDT

CA04

CA04 comprised of 16 Sub-

Modules:

Size (N x E x Height): 21’ Octagon

across flats x 27’ [6.39m x 8.22m]

CB66

CB65

Dry Weight: 90865 lbs. [ 41.3 Mg]


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CA01 — CA05 Installation Sequence

CA20 – CA04,05

CA01 set on top


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Equipment & Piping Modules

Piping Module Q240

(ASME Section III)

Size (N x E x Height): 27’-3‖

x 12’-9‖ x 11’

Dry Weight: 25,000 lbs.

Room (Area): 11208 (1120)

Plant Elevation: 96’-0‖

Classification: Safety

Equipment Module

KQ10

Size (N x E x Height): 7’-

2‖ x 5’-9‖ x 8’-10‖

Dry Weight: 10,000 lbs.

Room (Area): 11104

(1112)

Plant Elevation: 71’-6‖

Classification: Non-safety

Commodity

Module R151

Size (N x E x Height): 54’-6‖

x 5’-3‖ x 7’-4‖

Dry Weight: 10,227 lbs.

Room (Area): 12151 (1215)

Plant Elevation: 74’-10‖

Classification: Non-safety


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Q6-01, RCS Stages 1, 2, 3 ADS Module

Size (N x E x Height): 12’ x 12’ x 15’-

9‖ [3.6mx3.6mx4.8m]

Dry Weight: 110,000 lbs. [50 Mg]

Classification: ASME Section III,

Class 1


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Components on Modules

(Modules/Total Plant Quantities)

• Valves: 1059/3672 (29%)

• Piping: 8%

• Tanks: 10/73 (14%)

• Vessels: 22/26 (85%) (not including CRDM,CV, RV or Pressurizer)

• Heat Exchangers: 7/39 (18%)

• Pumps: 41/74 (55%) (RCP not included)

• Dampers: 9/750 (1%)

• Structural Steel: 21%

• Instruments: 15%


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Shaw Modular Solutions

• Location: Lake Charles, Louisiana

• Size: 410,000 square feet, 120 acres with option for 180 more acres

• Production Space: 7 Bays - 500’ long

• Width: Ranges from 70’ to 110’

• Indoor Height: Ranges from 40’ to 70’ tall, with the ability to assemble

structures up to 50’ high indoors

• Weight: Capacity in excess of 100 tons

• Barge Access: 37’ deep

• Administrative Building: 8,200 square feet

• Training Facility: 10,000 square feet

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Shaw Modular Solutions

January 2010


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Shaw Modular Solutions

March 2010


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Shaw Modular Solutions

March 2010


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Production – Shaw Modular Solutions

September 2010


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Production – Shaw Modular Solutions


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Production – Shaw Modular Solutions

September 2010


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Production – Shaw Modular Solutions

September 2010

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Production – Shaw Modular Solutions

October 2010


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Production – Shaw Modular Solutions

October 2010


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Module Assembly Building

December 2010 : Vogtle, Module Assembly Building

January 2011 : V.C. Summer, Large Module Assembly Building

• Module subsections from SMS are stored at the sites until they

are scheduled to be erected in the module assembly building -

a specially designed building where welding operations can

occur in an environment unaffected by rain and wind.

• This building, constructed at each of the project sites, contains

the cranes and platens necessary to erect the modules.


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Assembly Methodology

• 120’ X 300’ concrete assembly area for CA01 and CA20

• Submodules joined in final position

• Conducive to a controlled environment

300 ft

120 ft


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Building Layout

• Building height 120 ft

• 104 ft under hook

• Four 50-ton cranes

• Provides 22 ft clearance over modules

300 ft

120 ft

Platen

Area CA20

Platen Area

CA01

Truck Access


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Module Assembly - Upender

• When a subsection is scheduled

for installation in the module, a

specially designed truck called

an upender is sent to the

storage site where a crane

loads the subsection onto

the truck.

• The upender backs into the

assembly building, where

hydraulic cylinders rotate the

truck bed 90 , raising the

subsection from horizontal

to vertical.


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Module Assembly - Upender

• An overhead crane in the assembly building will remove

the subsection from the upender and place it on an

elevated steel platen.

• The upender returns to the storage site to retrieve the

next subsection.


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Lessons Learned


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Shaw’s High-Level Lessons Learned

• Fully integrated schedule

• Subcontractor qualification

• Quality assurance

• Workforce planning

• Problem identification and resolution

• Regulatory interface


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Concrete Placement and Quality Operating

Experience/Lessons Learned

116

• Lessons Learned:

– The concrete mix must be

right. It is 50 percent of

the success ratio

– Environmental factors,

including temperature,

humidity and wind

– Travel time from the

batch plant to placement

• Best Practices:

– Have on-site batch plants

to ensure the right

concrete mix and to

reduce travel time

March 2009: First Nuclear Concrete at Sanmen

March 2011: Two concrete batch plants for use during construction at Vogtle


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CA20 Module Operating

Experience/Lessons Learned

• Lessons Learned:

– Maximize effort in fabrication shop vs. field

– Rigging techniques and load leveling

• Best Practice:

– Readiness reviews

conducted with entire team

– Detailed as-built surveys

of CA20 and the base mat

dowels, minimized the

interferences on the base mat during setting

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CA20 Module

August 2009: CA20 Module Installation at Sanmen


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Module Assembly Building Operating

Experience/Lessons Learned

• Lessons Learned:

– Weather can have a major impact on modular assembly

– Welding practices have the potential to deform long, thin plates

• Best Practices:

– On-site modular assembly buildings provide better protection of modules

assemblies

– Vertical welding reduces stress on modules

Construction of Module Assembly Building at Vogtle

Inside Module Assembly Building at V.C. Summer


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CA01 Module Operating

Experience/Lessons Learned

• Lessons Learned:

– Interferences of CA01 SG wall bottom channel steel with dowels

– Transport plan: deflection with the support frame

beams identified from the transporter load test

stiffener plates were added. Three transporters

are recommended for the future AP1000 CA01

transportation

• Best Practice:

– Planning and implementation of the leveling

during lifting, using counterweight basket

(lesson learned from CA20)

– Measurement and survey: CA01 layout survey,

embedment, potential conflicting dowels to

provide preset info – minimized setting and

fit-up problems

– Readiness review package

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CVBH Operating Experience/Lessons

Learned

• Lessons Learned:

– Sufficient qualified welders

– Pre-heat treatment method

– Improvements in design

and fabrication of spider

block and the lifting beam

• Best Practice:

– Set within 10 mm (.34 inch)

of location

Spider block and lifting beam

– Readiness Review Package and punch list

– Preparation and implementation for the safe

and smooth transport and setting

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Strategy for Successful Project

Deployment

• Select partners to optimize execution, risk profile, EPC

price, etc.

• Identify potential local partners and determine capability,

experience, financial standing, etc.

• Reach agreements on primary division of responsibility

(DOR).

• Maintain management commitment to excellence.

• Learn from the past–examine lessons learned and

implement best practices.


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Challenges Unique to Nuclear

Environment

• Timing

– New nuclear unit delivery schedule approximately

nine years (vs. seven for coal), with threeto

four-year fabrication times for steam

generators and vessels

– Early decision-making is necessary

• Public Scrutiny

– Because nuclear power is such a high-profile technology, potential

problems at any site become widely known

• Uniqueness of Nuclear

– Nuclear power is among the most highly regulated activities in the

world,

so regulations are robust and closely followed

• Collaboration between Regulators

– Nuclear regulators make up a very small community and are far more

connected than in any other arena


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Challenges Unique to Nuclear

Environment

• Robust QA/QC is Vital

– Components emplaced in nuclear units require

much higher pedigree than those in fossil units

• Safety Culture

– Companies involved in nuclear unit construction must

not only foster safe working environments for

employees, but must also create a culture at the

worksite that prioritizes safety above scheduling and

cost concerns

• Specialization of Contractors & Subcontractors (C&S)

– Not all C&Ss have the the programs, processes,

procedures and people (―Four Ps‖) needed to

successfully build nuclear operating units


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Conclusion

• Beyond cost, what are the key factors that should be

considered in the selection of the right EPC contractor and

to what extent can the contracting methodology affect this

selection process?

• Nuclear power plants are complex and large projects. In

what ways can the early investment in infrastructure and

the development of a comprehensive schedule play in the

success of the project?

• What are the key factors that should be considered in the

selection of subcontractors and what steps can be taken to

ensure the efficient procurement of commodities and

components?


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Conclusion

• How can modular construction techniques affect the

competitiveness and deployment of nuclear power plants in

the future?

• What are some of the key lessons learned from previous

construction activities and what steps can be taken to avoid

their repeat in the future?


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Shaw’s Power Group

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