The development of the infrastructure for a nuclear power programme includes the establishment of policies and strategies in areas such as human resource development, nuclear fuel cycle and waste management, industrial involvement and nuclear safety. It also requires the establishment of a legal and regulatory framework that creates an environment enabling the project to be implemented in a transparent and effective manner. These elements of this infrastructure will have an impact on the project and will guide the discussions of the future owner/operator with potential vendors. In this regard, it is important that the owner/operator, if already identified, participates in this process from the beginning. This publication provides information on the establishment and development of the owner/operator so that it can discharge its responsibilities throughout the phases of the programme. It also discusses the management of the interfaces between the owner/operator and other stakeholders.

• 1. INTRODUCTION
  • 1.1. Background
  • 1.2. Objective
  • 1.3. Scope
  • 1.4. Structure
  • 1.5. Users
• 2. DESIRED ATTRIBUTES OF AN OWNER/OPERATOR
  • 2.1. Strong leadership that leads to an appropriate organizational culture
  • 2.2. Ability to manage growth and change
  • 2.3. Effective internal and external communication
  • 2.4. Technical and commercial competence
• 3. OWNER/OPERATOR ORGANIZATIONAL STRUCTURES
  • 3.1. Governmental strategy
  • 3.2. Impact of the contracting approach on the organizational structure
    • 3.2.1. Typical structure of the owner/operator in the turnkey approach
    • 3.2.2. Typical structure of the owner/operator in the split package approach
    • 3.2.3. Build–own–operate approach
  • 3.3. Separate owner and operating organization
• 4. ROLE OF THE OWNER/OPERATOR IN THE NUCLEAR POWER PROGRAMME
  • 4.1. Role of the owner/operator in Phase 2
  • 4.2. Role of the owner/operator in Phase 3
• 5. MANAGING GROWTH AND CHANGE
  • 5.1. Establishing the owner/operator organization
  • 5.2. Evolution of the organization
  • 5.3. Acquiring and developing the required competencies
    • 5.3.1. Recruitment
    • 5.3.2. Training
• 6. INTERFACE WITH STAKEHOLDERS
  • 6.1. Interface with the government and the NEPIO
  • 6.2. Interface with the regulatory body
  • 6.3. Interface with the grid operator
  • 6.4. Interface with the vendor, main contractor and subcontractors
  • 6.5. Interface with the waste management organization
  • 6.6. Interface with the emergency planning and response organizations
  • 6.7. Interface with the public and neighbouring countries
  • 6.8. Interface with international organizations
• REFERENCES
• ABBREVIATIONS
• CONTRIBUTORS TO DRAFTING AND REVIEW