Skip to main content

Fukushima Five Years Later: Focused on Operational Excellence

Bill Webster
This week is the fifth anniversary of the accident at Fukushima Daiichi nuclear power plant. To mark the event, we'll be sharing observations from leaders around the nuclear energy industry all week long on how the U.S. has absorbed lessons learned from the accident to make safe nuclear plants even safer. Today's contribution comes from Bill Webster, Executive Vice President, Industry Strategy for the Institute of Nuclear Power Operations.

U.S. nuclear stations continue to perform at high levels of safety and reliability, as measured by internationally accepted measures of performance. Most notably, as we approached the end of 2015, industry median values for capability factor, forced loss rate, reactor scrams, collective radiation exposure and industrial safety reflect the best-ever performance of America’s nuclear energy industry and exceed the challenging five-year goals set for these indicators in 2010.

Early in the response to the accident at Fukushima Daiichi in Japan, industry leadership recognized that significant attention and resources were required to fully learn and act upon the lessons from the accident. Industry leaders also recognized this could dilute attention from the operational needs of the stations and committed to prevent operator distraction.

To facilitate this operational focus, the industry continued an on-going initiative to increase the engagement of workers at all levels and to expand their understanding of operational risk and the use of operating experience. This initiative was further expanded to include a focus on reactor operating fundamentals, particularly by the control room crews when responding to complex transient scenarios. Improvements in control room crew teamwork, training, and the timely resolution of equipment issues have contributed to a steady reduction in the number and severity of operational disruptions.

Several new initiatives were undertaken to continuously improve industry performance. Most important was an effort to enhance station and corporate leadership and teamwork through the application of proven leadership and team attributes. Additionally, based on operating experience, the industry began to apply an expanded understanding of integrated risk, including the consideration and interactions between operational, project and enterprise risk. These actions have increased industry self-awareness, as well as the capacity for continuous improvement and organizational learning.

America’s nuclear energy industry has applied the attention and required resources to deeply learn from the accident at Fukushima. Concurrently, industry leaders increased their attention to the operation of the nuclear stations with a resultant steady improvement in plant safety and reliability.

Comments

Popular posts from this blog

An Ohio School Board Is Working to Save Nuclear Plants

Ohio faces a decision soon about its two nuclear reactors, Davis-Besse and Perry, and on Wednesday, neighbors of one of those plants issued a cry for help. The reactors’ problem is that the price of electricity they sell on the high-voltage grid is depressed, mostly because of a surplus of natural gas. And the reactors do not get any revenue for the other benefits they provide. Some of those benefits are regional – emissions-free electricity, reliability with months of fuel on-site, and diversity in case of problems or price spikes with gas or coal, state and federal payroll taxes, and national economic stimulus as the plants buy fuel, supplies and services. Some of the benefits are highly localized, including employment and property taxes. One locality is already feeling the pinch: Oak Harbor on Lake Erie, home to Davis-Besse. The town has a middle school in a building that is 106 years old, and an elementary school from the 1950s, and on May 2 was scheduled to have a referendu

Why Ex-Im Bank Board Nominations Will Turn the Page on a Dysfunctional Chapter in Washington

In our present era of political discord, could Washington agree to support an agency that creates thousands of American jobs by enabling U.S. companies of all sizes to compete in foreign markets? What if that agency generated nearly billions of dollars more in revenue than the cost of its operations and returned that money – $7 billion over the past two decades – to U.S. taxpayers? In fact, that agency, the Export-Import Bank of the United States (Ex-Im Bank), was reauthorized by a large majority of Congress in 2015. To be sure, the matter was not without controversy. A bipartisan House coalition resorted to a rarely-used parliamentary maneuver in order to force a vote. But when Congress voted, Ex-Im Bank won a supermajority in the House and a large majority in the Senate. For almost two years, however, Ex-Im Bank has been unable to function fully because a single Senate committee chairman prevented the confirmation of nominees to its Board of Directors. Without a quorum

NEI Praises Connecticut Action in Support of Nuclear Energy

Earlier this week, Connecticut Gov. Dannel P. Malloy signed SB-1501 into law, legislation that puts nuclear energy on an equal footing with other non-emitting sources of energy in the state’s electricity marketplace. “Gov. Malloy and the state legislature deserve praise for their decision to support Dominion’s Millstone Power Station and the 1,500 Connecticut residents who work there," said NEI President and CEO Maria Korsnick. "By opening the door to Millstone having equal access to auctions open to other non-emitting sources of electricity, the state will help preserve $1.5 billion in economic activity, grid resiliency and reliability, and clean air that all residents of the state can enjoy," Korsnick said. Millstone Power Station Korsnick continued, "Connecticut is the third state to re-balance its electricity marketplace, joining New York and Illinois, which took their own legislative paths to preserving nuclear power plants in 2016. Now attention should