Qinshan CANDU Project Construction Experiences and Lessons

2003 February
1.3 Project Organization
The Project organization is shown in Figures 1-2 to 1-5.
1.4 Contract Implementation
A key part of the success of the implementation of the Project was how the parties adapted to the
Contract and their working experiences. TQNPC has the position that essentially all concerns
were to be managed by AECL, as it was a “turnkey” type contract. AECL was new to China and
while it managed NSP construction and entered into subcontracts with Chinese construction
contractors, TQNPC paid the contractors. This was not a simple process to implement. TQNPC
also managed BOP construction, with AECL having overall “project” Quality Assurance
responsibility, as well as interfacing and coordination responsibilities on the Site work. In
addition, commissioning was done under a joint team executed by TQNPC, with AECL
providing guidance and direction. The parties learned to work in this dual reporting relationship
and the roles of TQNPC and AECL evolved into an effective partnership, with respective
responsibilities defined under the Contract.
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