|ITEM NO.||POWER PLANT NAME||BALANCE TARGET, MLN KWH||ACTUAL POWER OUTPUT, MLN KWH||DEVIATION, %*|
|1||Kalinin NPP||32 890,0||33 441,9||101,7|
|2||Kursk NPP||26 202,0||29 709,8||113,4|
|3||Novovoronezh NPP||12 998,0||12 837,4||98,8|
|4||Smolensk NPP||23 232,0||24 182,2||104,1|
|5||Kola NPP||10 556,0||9 501,6||90,0|
|6||Leningrad NPP||26 600,0||27 489,8||103,3|
including power unit No. 3
|18 069,8||20 509,4||113,5|
|4 099,8||5 570,2||135,9|
|8||Balakovo NPP||30 758,0||32 748,0||106,5|
including power unit No. 4
|7 622,0||4 577,8||60,1|
|TOTAL for Rosenergoatom Concern JSC||189 150,9||195 213,6||103,2|
|NEW POWER UNITS COMMISSIONING||EXPANSION OF POWER PRODUCTION CAPABILITIES AT OPERATING NPPS|
|Power units service life extension||Heat capacity increase at VVER power units||Repair campaigns optimization|
|5,62 bln kWh||97,50 bln kWh||3,12 bln kWh||5,75 bln kWh|
|Rostov NPP power unit No. 3 (VVER-1000) commissioning, Beloyarsk NPP power unit No. 4 (BN-800) power start-up||24 power units operating with an extended service life (by the end of 2015)||10 VVER-1000 power units operating with Nheat = 104%||Additional power generation above the balance target (without account for Kursk NPP power unit No. 1 and Leningrad NPP power unit No. 1 undergoing resource characteristics recovery)|
According to the Detailed Road Map for Construction and Decommissioning of NPP Power Units in the Russian Federation, between 2017 and 2028 (in addition to the Novovoronezh NPP power units No. 1 and No. 2 being decommissioned, and the Beloyarsk NPP power units No. 1 and No. 2 shut down for decommissioning) it is planned to shut down and stop power generatio at 13 power units.
With a view to prevent a considerable drop in power generation, pursuant to the Russian Energy Strategy until 2030, and the General Allocation Pattern for Energy Facilities of Russia until 2020 Taking into Account Long-Term Development until 2030, it is planned to construct and commission replacement capacities.
Boosting the share of nuclear power in the national energy balance while maintaining the required safety level, including by means of new nuclear power plant units construction, is the Concern’s strategic goal that is fully compatible with the Russian Energy Strategy until 2030, and the General Allocation Pattern for Energy Facilities of Russia until 2020, Taking into Account Long-Term Development until 2030.
|NPP||POWER UNIT||POWER UNIT TYPE||MAIN RESULTS|
|Beloyarsk NPP||No. 4||BN-800||
|Novovoronezh NPP-2 (NPP-2006 project)||No. 1||VVER-1200||Certificate of systems and equipment readiness for physical start-up of the reactor was submitted to Rostekhnadzor.|
|Leningrad NPP-2 (NPP-2006 project)||No. 1||VVER-1200||
|Rostov NPP||No. 3||VVER-1000||Commissioning was completed.|
|Baltic NPP (NPP-2006 project)||No. 1||VVER-1200||
|Kursk NPP-2 (VVER-TOI project)||No. 1||VVER-1200||Preparatory operations were performed.|
|WORK TYPES||UOM||COMPETED IN 2015|
|Process pipelines||t||5 417|
|Metal structures||t||10 865|
|Equipment assembly||t||20 379|
|INDICATOR||UOM||PLAN||ACTUAL||COMPLIANCE WITH ANNUAL PLAN, %|
|Increments of non-financial assets||bln rubles||120,6||157,4||101|
|Assimilation of capital expenses||bln rubles||109,9||151,6||109|
|NUMBER OF MAIN ORGANIZATIONS INVOLVED||TOTAL EMPLOYEES ENGAGED||INCLUDING:|
|engineers and technical employees||blue collar workers|
|Requirements for 2016|
|19 936||2 580||17 356|
|In 2015 (for reference)|
|176||18 874||2 642||16 232|
|In 2014 (for reference)|
|156||24 176||3 282||20 894|
At the present moment, there is an urgent need for qualified personnel at the power plant construction sites. With a view to replenish the human resources lost during the forced idle period in construction of NPPs, a training school started operation in the town of Novovoronezh in 2015 for scheduled training of blue collar workers, engineers, and technical employees for mid-level construction and assembly jobs. Close contacts were established with industry-specific educational institutions preparing construction and operation personnel.
The goal of the maintenance operations strategy adopted by Rosenergoatom Concern JSC is to support the working capacity of NPP systems and equipment in order to ensure safe, reliable and cost-efficient operation of nuclear power plants according to the standards and rules applicable to the nuclear power industry.
Pursuant to the concept endorsed by the operator and the IAEA technical documents, NPP equipment maintenance is based on scheduled (preventive) maintenance and on-condition maintenance.
In order to supply the maintenance operations with material (spare parts, tools, and accessories), labor (qualified personnel), and financial resources, the Concern uses a system of long-term and annual planning.
As part of the said system implementation, an annual schedule of Russian NPPs maintenance for 2016, and a long-term schedule of Russian NPP power units maintenance for 2017-2020 were developed, and approved by the CEO of Rosenergoatom Concern JSC in 2015.
MAINTENANCE CAMPAIGN RESULTS
In terms of power generation and maintenance costs reduction, the maintenance campaign of 2015 w
In 2015, 33 NPP power units underwent 41 maintenance operations with the actual duration of 1,599.5 days. Meanwhile, the total scheduled duration was equal to 1,832 days according to the approved annual schedule of Russian NPP power units maintenance in 2015.
Optimization of maintenance duration by 232.5 days in total became possible due to the following: targeted search for and elimination of downtime during scheduled maintenance periods as part of the Rosatom production system; conservative approach to compilation of power units maintenance schedules providing for slack time to eliminate potential defects; absence of the defects influencing the duration of the critical maintenance path; substantiation of routine maintenance cancelation at power units transferred to 18-month fuel cycle.
With a view to enhance long-term planning of maintenance and repair operations at NPPs, Rosenergoatom Concern JSC made changes in the Rules for Organization of Maintenance and Repair of Nuclear Power Plant Systems and Equipment (STO 1.1.1.01.0069-2013 standard) related to transition to 10 year long-term planning from 2016.
During the maintenance campaign of 2015, the following projects were implemented: an industry - level RPS project for optimization of process operations during major overhauls with recovery of resource characteristics of the reactor assembly at the Leningrad NPP power unit No. 1; four division-level RPS projects and 16 stationary RPS projects for maintenance of NPP power units allowing to optimize the duration of NPP power units and turbine generators maintenance by 164 days.
ENERGY SAVING PROGRAM IMPLEMENTATION
The target indicator of cost saving due to reduction of energy consumption in the similar conditions versus 2009 set forth for 2015 by the Order of Rosatom State Corporation was complied with basically owing to increased energy production. The target indicator amounted to 26.28% 1 . In 2015, the savings of heat in comparable conditions and allocated amount of power totaled 33.93% (5,384,000 GJ) and 21.87% (624,881.88 GJ), accordingly.
Auxiliary power consumption in 2015 totaled 6.22% (6.52% in 2009). Production grew due to commissioning of new power units at the Kalinin, Rostov, and Beloyarsk NPPs, as well as implementation of the programs for capacity increase at VVER power units, recovery of resource characteristics at RBMK power units, upgrade of turbines, generators, and other equipment. Owing to the said programs, the actual capacity of power units increased by more than 1,000 MW.
The consolidated energy saving program was implemented in the scope scheduled for 2015 — 4.394 bln rubles. NPPs continued implementation of energy resource accounting systems and modernization of lighting systems using LED lights. Also, we pursue reduction of heat loss in heat supply systems and replace obsolete thermal insulation.
Inspection audit confirmed the compliance of the Concern’s energy management system with the requirements of the international standard ISO 50001:2011. Automated Energy Performance Management System was put into operation. The system permits collecting, generalizing, and analyzing information about changes in energy resource consumption and provides access to information on all levels of management in the Concern and Rosatom State Corporation.
We are planning to conduct the next energy survey in 2016. The results of the survey will lay the basis for adjustment of energy consumption structure, and the energy passport of the Concern will be compiled. The program for energy saving and energy efficiency enhancement in the coming five years will be updated according to the results of efficiency evaluation of the measures taken.
IMPLEMENTATION OF GENERAL PRIMARY REGULATION OF FREQUENCY (GPRF) IN ENERGY SYSTEM
In 2015, the GPRF implementation was carried out at the following power units: the Balakovo NPP power units No. 1–4, the Kalinin NPP power units No. 1–4, the Kola NPP power units No. 1–4, the Novovoronezh NPP power units No. 4 and No. 5, the Rostov NPP power units No. 1–3.
Since January 1, 2016, the GPRF mode was actuated at the said NPP power units 2 . According to the Rules of Power and Capacity Spot Market 3 , in case the generating equipment of VVER-type power units at NPPs fail to operate in the GPRF mode on January 1, 2016, Unified Energy System Operator JSC would be fined for short capacity supply in the amount of 0.04 of the installed capacity of generating equipment.
|in kind||thousand rubles||in kind||thousand rubles||in kind||thousand rubles|
|Nuclear power (used as a fuel)||Fuel assemblies, pcs||3 557||*||4 683||*||5 348||*|
|Automotive gasoline||t||201||8 075||429||16 229||458||21 844|
|Diesel fuel||t||4 436||162 793||2 848||94 574||7 201||263 357|
|Fuel oil||t||16 790||186 955||13 096||141 083||18 408||161 583|
|Gas (natural)||m3||No purchase||24 125 000||98 021||38 055 000||220 527|
|Oil, carbon, shale oil, and peat||-||No purchase|
Savings: financial expenses for the GPRF mode implementation at all VVER-type power units of NPPs totaled 1.53 bln rubles, meanwhile starting from 2016 the annual financial losses of the Concern due to failure of NPP power units to implement the GPRF mode in the amount of 2.37 bln rubles (in prices of 2016) are excluded.
According to 2015 results, the project for implementation of the GPRF mode won the Concern’s industry-level contest for the Man of the Year in the Effectiveness nomination.
One of the main areas of the Concern’s activity is upgrade of operating NPP power units which permits maintaining power capacity of NPPs, as well as increasing their safety level and improving operating characteristics of power units.
The Concern’s NPPs upgrade is managed on the basis of industry-level regulatory documents, and implementation of long-term, medium-term, and annual (current) operations planning procedures.
|INDICATOR||ASPECT||RESULTS OF 2015|
|Increase of power units heat capacity (in the reporting period and total)||Power units capacity increase||During 2015 the Kola NPP power unit No. 3 was put into pilot operation at increased capacity of 107% of the nominal.
The Kalinin NPP power unit No. 4 was put into pilot operation. Capacity was increased by 40 MW.
During the program implementation, due to higher heat capacity the Concern's NPP power unit output increased by 461.6 MW.
|Number of upgraded power units (in the reporting period and total)||Power units capacity increase||The number of upgraded power units in the reporting period was as follows: 33 power units underwent the upgrade related to ensuring safe and sustained operation of power units at the designed and increased capacity levels.|
Service life extension for existing NPP power units once they exhaust the determined service life is one of the vital tasks at the current development stage of the Russian nuclear industry, and an efficient financial investment allowing to maintain generating capacities and increase NPP safety.
Economically feasible duration of extended service life for NPP power units is 15 to 30 years, depending on both technical and economic factors on a case by case basis.
We have been working on service life extension for operating power units of Russian NPPs since 1998. Additional information on service life extension may be found in the Concern’s 2013 Annual Report (pages 87-88) and 2014 Annual Report (pages 58-59).
By the end of 2015, the operations on extending service life of 24 NPP power units with an aggregate installed capacity of 16,242 MW were completed. The licenses permitting operation of these power units outside the determined service life were issued by Rostekhnadzor.
Investment projects on service life extension are currently implemented at five power units: the Balakovo NPP power units No. 2, No. 3., and No. 4, the Kalinin NPP power unit No. 2, the Smolensk NPP power unit No. 3, as well as three power units subject to implementation of investment projects for repeated service life extension — the Novovoronezh NPP power unit No. 4, and the Kola NPP power units No. 1 and No. 2.
Decommissioning of NPP power units after the end of the operation period is a final stage of their service life. This work was performed in 2015 in accordance with the Activity Programs for NPP Decommissioning approved by Rosatom State Corporation, as well as within the Federal Special Purpose Program for Ensuring Nuclear and Radiation Safety in 2008 and Until 2015.
|Program for Preparation of Balakovo NPP Power Unit No. 1 for Extended Service Life (No.||Resolution by Rosatom State Corporation on Further Operation of Balakovo NPP Power Unit No. 1 for 30 years dated December 2, 2015 (No. BALAES1R-793K(04-08)2015)||Rostekhnadzor license dated December 18, 2015 No. GN-03-101-3116 for the period until December 18, 2045|
|Program for Preparation of Kursk NPP Power Unit No. 4 for Extended Service Life dated March 23, 2009 (No. KUAES4 PRG-92K(1.34)2009)||Resolution by Rosatom State Corporation on Further Operation of Kursk NPP Power Unit No. 4 for 15 Years dated November 17, 2015 (No. KURAES4R-744R(04-08)2015)||Rostekhnadzor license dated December 21, 2015 No. GN-03-101-3122 for the period until December 21, 2030|
|Program for Smolensk NPP Power Unit No. 2 Preparation for Extended Service Life (No. SoAES2PRG-105K(1.8)2009)||Resolution by Rosatom State Corporation on Further Operation of Smolensk NPP Power Unit No. 2 for 15 Years dated May 18, 2015 (No. SMOAES2R-260R(04-08)2015)||Rostekhnadzor license dated May 29, 2015 No. GN-03-101-3031 for the period until May 29, 2025|
|Number of power units with operation period extended for over 15 years||Power units operation periods||Number of power units with operation period additionally extended for over 15 years in 2015:
|Number of NPP power units subject to development of engineering documentation for life cycle extension, upgrade, and reconstruction||Power units operation periods||In 2015, engineering documentation was developed for extension of life cycles at eight power units: Balakovo NPP power units No. 2 — 4; Kalinin NPP power unit No. 2; Novovoronezh NPP power unit No. 4; Smolensk NPP power unit No. 3; Kola NPP power units No. 1, and No. 2.
In 2015, engineering documentation was developed for upgrade of all operating power units (33).
|PREPARATION FOR NPP POWER UNITS DECOMMISSIONING||NPP POWER UNITS DECOMMISSIONING|
|Beloyarsk NPP (power units No. 1 and No. 2)
According to formalized changes in Rostekhnadzor license application conditions for power units operation, the following actions were taken:
Leningrad NPP power unit No. 1
Novovoronezh NPP (power units No. 1 and No. 2)
Pursuant to the existing Rostekhnadzor license applicability condition and according to the project for decommissioning in 2015, operations were performed to prepare the infrastructure for decommissioning of the Novovoronezh NPP power units No. 1 and No. 2.
The Rosatom Production System (hereinafter — RPS) is a strategic driver for enhancing the Concern's operations efficiency. The Concern started active implementation of the RPS in 2009.
This is one of efficient ways of tackling the challenges faced by the Concern, allowing to meet the strategic objectives by means of deploying a combination of production, management, and auxiliary business processes.
The main goals of the RPS are identification and reduction of all kinds of losses in production and business processes.
Over 300 RPS projects were accomplished in 2015. That is a six times growth due to replication of the 'best practices', earlier (in 2014) successful implementation of typical projects (15 typical RPS projects at each NPP), and accomplishment of the industry-level program for involvement of managers into the RPS. According to the program, each manager had to implement one personal RPS project in 2015.
The Balakovo and Smolensk NPPs became RPS Leaders according to the results of system-wide deployment of the RPS.