Asset management plays an important role in maintaining the competitiveness of nuclear power plants in a challenging and changing electricity market. The value of effective asset management is in providing support to those making decisions seeking the optimum level of financial performance, operational performance and risk exposure. This publication provides information on various methodologies, good practices and approaches to manage assets in nuclear power plants currently in operation or in other operational nuclear facilities. Information relevant to new build and decommissioning environments is also provided.

• 1. INTRODUCTION
  • 1.1. Background
  • 1.2. Objective
  • 1.3. Scope
  • 1.4. Structure
• 2. ASSET MANAGEMENT
  • 2.1. Asset management and value
  • 2.2. Definitions
  • 2.3. Benefits of asset management to an organization
  • 2.4. Asset management and United Nations Sustainable Development Goals
• 3. ASSET MANAGEMENT FOR THE NUCLEAR POWER PLANT OWNER/OPERATOR
  • 3.1. Key terminology
    • 3.1.1. Asset management and business risk
    • 3.1.2. Asset tangible versus intangible
  • 3.2. Benefits of asset management for the nuclear power plant owner/operator
  • 3.3. Challenges for the nuclear power plant owner/operator
    • 3.3.1. Responsibility for safety
    • 3.3.2. Long term liabilities
    • 3.3.3. Evolution of electricity demand and the challenging electricity market
    • 3.3.4. New regulatory requirements and improvements required for renewal of licences
  • 3.4. Stakeholder impact on asset management
    • 3.4.1. Owner/operator, vendors and the supply chain
    • 3.4.2. Investors
    • 3.4.3. Regulatory body
    • 3.4.4. Governments and local authorities
    • 3.4.5. Customers
    • 3.4.6. Public
  • 3.5. Limitations of asset management for the nuclear power plant owner/operator
• 4. ASSET MANAGEMENT FRAMEWORK FOR the NUCLEAR POWER PLANT OWNER/operator
  • 4.1. Nuclear asset management
  • 4.2. Asset management policy and strategy
  • 4.3. Nuclear power plant asset management objectives
  • 4.4. Asset management plans
  • 4.5. Assessments
• 5. ASSET MANAGEMENT ENABLERS
  • 5.1. Strategic planning
  • 5.2. Leadership
  • 5.3. Structure, authority and responsibilities
  • 5.4. Training, awareness and competence
  • 5.5. Asset risk management
  • 5.6. Decision analysis
• 6. SUPPORTING METHODS and processes FOR ASSET MANAGEMENT
  • 6.1. Financial optimization principles
  • 6.2. Life cycle costs
  • 6.3. Capital investment
  • 6.4. Replacement cost
  • 6.5. Operation and maintenance costs
  • 6.6. Ageing management
  • 6.7. Maintenance and inspection
    • 6.7.1. Developing a maintenance strategy
    • 6.7.2. Computerized maintenance management systems
    • 6.7.3. Equipment reliability
    • 6.7.4. Reliability assessment tools
    • 6.7.5. Risk based inspection and maintenance
  • 6.8. Planning and scheduling
  • 6.9. Fuel management
  • 6.10. Compliance management
  • 6.11. Management for safety
    • 6.11.1. Safety strategy
    • 6.11.2. Probabilistic safety assessment
    • 6.11.3. Safety culture
    • 6.11.4. Knowledge management
  • 6.12. Supply chain management
  • 6.13. Changes and improvements for long term operation
    • 6.13.1. Meeting new requirements
    • 6.13.2. Addressing safety cases
    • 6.13.3. Plant modifications
    • 6.13.4. Maintaining the design integrity of nuclear installations
  • 6.14. Stakeholder involvement
• 7. ASSESSMENT OF ASSET MANAGEMENT PROGRAMMES
  • 7.1. Purpose and objective
  • 7.2. Self-assessment
  • 7.3. Benchmarking
  • 7.4. External assessment
• 8. SUMMARY AND CONCLUSIONS
• REFERENCES
• Annex I CZECH REPUBLIC: ČEZ CASE STUDY
• Annex II FRANCE: ÉLECTRICITÉ DE FRANCE CASE STUDY
• Annex III SWEDEN: VATTENFALL CASE STUDY
• Annex IV UNITED STATES OF AMERICA: CASE STUDY
• Annex V ASSET MANAGEMENT BENEFITS FOR THE UN SUSTAINABLE DEVELOPMENT GOALS
• Annex VI ASSET MANAGEMENT FOR NUCLEAR NEW BUILD PROJECTS
• Annex VII ASSET MANAGEMENT FOR DECOMMISSIONING
• DEFINITIONS
• ABBREVIATIONS
• CONTRIBUTORS TO DRAFTING AND REVIEW