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