Modules

Tracking No. 00.00.2010 

Shaw’s Power Group


Nuclear Construction 101 

Jeff Merrifield 

Senior Vice President of Shaw’s Power Group 

August 9, 2011 

2


3 

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


4 

Who is Shaw? 

What is EPC?


5 

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


6 

Shaw’s Power Group 

Groups 

Power 

Energy & 

Chemicals 

Fabrication & 

Manufacturing 

Environmental 

& Infrastructure 

Power Divisions 

Fossil 

Nuclear 

Plant 

Services


7 

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


8 

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


9 

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


10 

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)


11 

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


12 

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


13 

How do you select the right EPC 

partner to ensure project success?


14 

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?


15 

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?


16 

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?


17 

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.


18 

Step Two: Identify Capabilities of Plant 

Design, Procurement and Construction 

• How much responsibility does the owner want to overtake?


19 

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


20 

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


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? 

21


22 

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?


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 

23


24 

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


25 

Getting started on 

site-related activities


26 

Site Development and Site-Specific 

Scope 

The site development schedule is one of the most 

important aspects of the new generation nuclear plant 

schedules.


27 


Scope 

Early investment in infrastructure gains extraordinary 

valuable time for the execution of the power island work.



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 

28



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 

29


30 

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


31 


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


32 


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


33 


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



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 

34



Scope 

• Site-Specific Electrical Systems 

– Plant Grounding System - EGS 

– Retail Power Site Distribution System -ZRS 

– Security System – SES 

– Cathodic Protection System - EQS 

35


36 

Vogtle Units 3 & 4 

Photo Courtesy of Southern Company



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 

37



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

Photo Courtesy of Southern Company 

38



March 2010: Backfill begins at 

Vogtle Unit 3 


39



April 2010: Excavation and ground clearing work complete 

Safety-related construction activities underway 

Module assembly building construction 


40


41 


Site Aerial


42 

Vogtle Site Rendering


43 

V.C. Summer Units 2 & 3 

November 2008: Site aerial view


44 


January 2010: Site aerial view


45 


January 2010: 

Mayo Creek Bridge 

construction


46 


January 2011: Units 2 & 3 Tabletop


47 


May 2010: Excavation of Unit 2 

May 2010: CWS pipe installation 

May 2010: Module Assembly Building


48 


Unit 2 Power Block


49 


January 2011: Unit 2 Power Block


50 


Unit 3 Excavation at 25 Feet


51 


January 2011: Batch Plants


52 


March 2010: Warehouse 20A 

March 2010: Batch plant area/equipment


53 

BIGGE Heavy Lift Derrick (HLD)


54 

BIGGE HLD Trucks


55 


Currently 16 buildings are occupied by 832 on-site 

consortium personnel: 

- 716 Shaw personnel; 65 subcontractors; 22 Westinghouse 

personnel; 29 CB&I personnel


56 

V.C. Summer Site Rendering


57 

Procurement and Subcontracting


58 

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


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 

59 

– Specialty coatings 

– Structural security 

systems 

– Traffic control 

– Trailers 

– Transportation 

– Waste removal 

– Vacuum excavation 

services


60 

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


61 

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


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 

62


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 

63


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 

64


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 

65


Typical Subcontract Services 

• Steelwork 

• Scaffolding 

• Insulation 

• Painting 

• Craneage 

• Electrical and Instrumentation 

• Non Destructive Testing 

• Excavation 

66


67 

Modular Construction: 

How can modular construction be incorporated 

in new plant construction


68 

Why Use Modular Construction? 

• Predictability 

• Labor 

• Quality control 

• Schedule risk 

February 2011: CA03 module over 

containment at Sanmen Unit 1


69 

Module Program Division of 

Responsibility 

Design 

Procurement 

Fabrication 

WEC 

Shaw Nuclear 

Modules 

SMS 

Transportation 

Assembly & 

Outfitting 

Erection 

Shaw Constr. 

At Site 

Concrete


70 

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


71 

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


72 

Examples of Modular Construction for 

Westinghouse AP1000 ® 

Auxiliary Building (NI) Turbine Building 

Containment (NI) 

Refuel Building 

Annex


73 

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]


74 

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


75 

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


76 

Sub-Module CA20_011 

8’-6‖ 

8’-3‖ 

68’-0‖ 

68’-0‖ 

CA20-01 

30 Tons


77 

CA20 Sub-Module Configurations


78 

Lifting of CA20 Submodules


79 

Vertical Assembly CA20 

• Assembled in the 

Vertical Position 

• Automated Welding 

• NDE - Visual & UT


CA20 First Subassembly 

8 

80


81 

CA20 Subassembly


82 

CA20 Heavy Haul


83 

CA20 Lift


84 

CA20 Installation


85 

CA20 Module Installation


86 

Sanmen Unit 1 Containment Vessel 

March 2010: Containment Vessel 1 st 

Ring positioned over Containment 

Vessel Bottom Head and set into place


87 

CA01 — Steam Generator 

& Refueling Canal Module 



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]


88 

CA01 Assembly


89 

CA01 in CA Assembly Area


90 

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


91 

CA02 – IRWST / Pressurizer Wall 

Module 



Size (N x E x Height): 24’ x 6’ x 37’ 

[7mx2mx13m] 

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


92 

CA03 – IRWST Southwest Walls 



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

[35mx14mx13m] 

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


93 

CA04 – Reactor Vessel Cavity/RCDT 

CA04 



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]


94 

CA01 — CA05 Installation Sequence 

CA20 – CA04,05 

CA01 set on top


95 

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‖ 


Room (Area): 11104 

(1112) 


Classification: Non-safety 

Commodity 

Module R151 

Size (N x E x Height): 54’-6‖ 

x 5’-3‖ x 7’-4‖ 


Room (Area): 12151 (1215) 


Classification: Non-safety


96 

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


97 

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%


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 

98


99 


January 2010


100 


March 2010


101 


March 2010


102 

Production – Shaw Modular Solutions 

September 2010


103 

Production – Shaw Modular Solutions


104 


September 2010



September 2010 

105


106 


October 2010


107 


October 2010


108 

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.


109 

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


110 

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


111 

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.


112 

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.


113


114 

Lessons Learned


115 

Shaw’s High-Level Lessons Learned 

• Fully integrated schedule 

• Subcontractor qualification 

• Quality assurance 

• Workforce planning 

• Problem identification and resolution 

• Regulatory interface


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


CA20 Module Operating 



– 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 

117


118 

CA20 Module 

August 2009: CA20 Module Installation at Sanmen


119 

Module Assembly Building Operating 



– 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


CA01 Module Operating 



– 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 


– 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 

120


CVBH Operating Experience/Lessons 

Learned 


– Sufficient qualified welders 

– Pre-heat treatment method 

– Improvements in design 

and fabrication of spider 

block and the lifting beam 


– 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 

121


122 

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.


123 

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


124 

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


125 

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?


126 

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?


Shaw’s Power Group

Modules

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