Onagawa: The Japanese nuclear power plant that didn’t melt down on 3/11

Three years ago, the biggest recorded earthquake in Japanese history hit Tohoku prefecture, leaving more than 20,000 people dead or missing. On the heels of the destructive magnitude 9.0 earthquake came a tsunami that reached a run-up height of 30 meters in some areas, sweeping entire towns away in seconds.

Within the affected area were three nuclear power plants: the Fukushima Daiichi and Daini nuclear power plants operated by the Tokyo Electric Power Company (Tepco), and the Onagawa Nuclear Power Station operated by the Tohoku Electric Power Company. While the three power stations shared similar disaster conditions, nuclear reactor types, dates of operation, and an identical regulatory regime, their fates were very different. The Fukushima Daiichi plant experienced fatal meltdowns and radiation releases. Fukushima Daini was damaged by the earthquake and tsunami, but the heroic efforts and improvisations of its operators resulted in the cold shutdown of all four operating reactors. Onagawa managed to remain generally intact, despite its proximity to the epicenter of the enormous earthquake.

“The earthquake and tsunami of March 11, 2011, were natural disasters of a magnitude that shocked the entire world. Although triggered by these cataclysmic events, the subsequent accident at the Fukushima Daiichi Nuclear Power Plant cannot be regarded as a natural disaster. It was a profoundly manmade disaster—that could and should have been foreseen and prevented.” - Kiyoshi Kurokawa, “Message from the Chairman,” The Official Report of The Fukushima Nuclear Accident Independent Investigation Commission

Everyone knows the name Fukushima, but few people, even in Japan, are familiar with the Onagawa power station. Fewer still know how Onagawa managed to avoid disaster. According to a report by the International Atomic Energy Agency mission that visited Onagawa and evaluated its performance, “the plant experienced very high levels of ground motion—the strongest shaking that any nuclear plant has ever experienced from an earthquake,” but it “shut down safely” and was “remarkably undamaged.”

Most people believe that Fukushima Daiichi’s meltdowns were predominantly due to the earthquake and tsunami. The survival of Onagawa, however, suggests otherwise. Onagawa was only 123 kilometers away from the epicenter—60 kilometers closer than Fukushima Daiichi—and the difference in seismic intensity at the two plants was negligible. Furthermore, the tsunami was bigger at Onagawa, reaching a height of 14.3 meters, compared with 13.1 meters at Fukushima Daiichi. The difference in outcomes at the two plants reveals the root cause of Fukushima Daiichi’s failures: the utility’s corporate “safety culture.”

Higher ground. While the Fukushima Daiichi and Onagawa plants are similar in many ways, the most obvious difference is that Tohoku Electric constructed Onagawa’s reactor buildings at a higher elevation than Tepco’s Fukushima reactor buildings. Before beginning construction, Tohoku Electric conducted surveys and simulations aimed at predicting tsunami levels. The initial predictions showed that tsunamis in the region historically had an average height of about 3 meters. Based on that, the company constructed its plant at 14.7 meters above sea level, almost five times that height. As more research was done, the estimated tsunami levels climbed higher, and Tohoku Electric conducted periodic checkups based on the new estimates.

Tepco, on the other hand, to make it easier to transport equipment and to save construction costs, in 1967 removed 25 meters from the 35-meter natural seawall of the Daiichi plant site and built the reactor buildings at a much lower elevation of 10 meters. According to the National Diet of Japan’s Fukushima Nuclear Accident Independent Investigation Commission (NAIIC), the initial construction was based on existing seismological information, but later research showed that tsunami levels had been underestimated. While Tohoku Electric learned from past earthquakes and tsunamis—including one in Chile on February 28, 2010—and continuously improved its countermeasures, Tepco overlooked these warnings. According to the NAIIC report, Tepco “resorted to delaying tactics, such as presenting alternative scientific studies and lobbying.”

Tepco’s tsunami risk characterization and assessment was, in the judgment of one the world’s renowned tsunami experts, Costas Synolakis, director of the Tsunami Research Center at the University of Southern California, a “cascade of stupid errors that led to the disaster.”

Emergency response. Tohoku Electric also took a different approach to emergency response—one that was more organized, collaborative, and controlled than Tepco’s. Tohoku Electric established an emergency response center at the Onagawa plant, as well as at company headquarters, immediately after the earthquake. Throughout the disaster, headquarters supported the plant operators minute by minute. Supervisors and chief engineers were dispatched to the main control rooms of the damaged reactors to make decisions, and information was sent in a timely manner to all levels of the response team.

Why did the Tohoku Electric team remain more poised and unified than their counterparts at Tepco? According to the Nippon Telegraph and Telephone Facilities Research Institute, Yanosuke Hirai, vice president of Tohoku Electric from 1960 to 1975—a time period that preceded the 1980 groundbreaking at Onagawa—was adamant about safety protocols and became a member of the Coastal Institution Research Association in 1963 because of his concern about the importance of protecting against natural disasters. With a senior employee in upper management advocating forcefully for safety, a strong safety culture formed within the company. Representatives of Tohoku Electric participated in seminars and panel discussions about earthquake and tsunami disaster prevention held by the Japan Nuclear Energy Safety Organization. The company implemented strict protocols for disaster response, and all workers were familiar with the steps to be taken when a tsunami was approaching.

These initiatives were not part of Tepco’s culture. The company had a mindset that its domination in the electricity industry was an indication of flawlessness. After the disaster, Hasuike Tooru, the former president of Tepco, described how management decided to lengthen the expected lifetime of power plants, even if there were severe safety consequences.

Safety culture. Government investigations of the Fukushima accident, as well as a statement by US Nuclear Regulatory Commission (NRC) chairwoman Allison MacFarlane, have explicitly acknowledged the vital role of safety culture, which the NRC has defined as “the core values and behaviors resulting from a collective commitment by leaders and individuals to emphasize safety over competing goals to ensure protection of people and the environment.”

The NAIIC report described the Fukushima accident as “made in Japan,” because Japan’s nuclear industry failed to absorb the lessons learned from Three Mile Island and Chernobyl. In the words of NAIIC chairman Kiyoshi Kurokawa, “It was this mindset that led to the disaster.” Safety culture has also been implicated as a primary root cause of the Chernobyl accident.

The Fukushima Daiichi Nuclear Power Station’s meltdowns were not due to the natural disaster, but rather to a series of decisions by Tepco not to be proactive with safety, dating back to when the reactors were being constructed. With most other factors being similar, it was Tokohu Electric’s overall organizational practices and safety culture that saved the day for Onagawa. If safety and disaster response had been properly recognized, addressed, and implemented at Fukushima Daiichi—as they were within Tohoku Electric’s corporate safety culture—perhaps the disastrous meltdowns would have been prevented.

Editor's note: This article is adapted from a research paper based on material available in the public domain in Japan and the United States; the full version of the paper can be found here.

 

© 2014

Agreement Could Catapult New Nuclear Reactor Technology Forward

On Feb. 17, Babcock & Wilcox Co. (B&W) and TerraPower announced the signing of a Memorandum of Understanding (MOU) to support the development of the traveling wave reactor (TWR).

The TWR is a Generation IV commercial reactor design that uses depleted uranium as fuel. The 1,150-MW liquid sodium-cooled fast reactor is different from typical light water reactors because it is able to operate for an extended period using only uranium 238 (U-238) rather than uranium 235 (U-235).

In the past, U-238—a by-product of the enrichment process—had been set aside as waste. The new design could enable a TWR to get up to 50 times more energy out of every pound of mined uranium than could otherwise have been utilized with conventional light water reactor technology.

B&W expects to provide TerraPower with support in many areas, including design and fabrication, fuel services, engineering, operations support, licensing, and testing. It appears that B&W will also continue working on its other nuclear development project, mPower, which is a Generation III++ small, modular reactor (SMR) based on pressurized water reactor technology and standard fuel enriched to 5% U-235.

The TWR and SMR are not the only new nuclear design technologies under development. Prior to the Fukushima disaster, the nuclear industry was flush with new ideas. Now Generation IV designs seem to be picking up steam again.

“We have a long tradition of providing industry leading engineering, manufacturing and services and look forward to supporting TerraPower and to participating in the development of the next generation technology,” said Joe Zwetolitz, president of B&W Nuclear Energy Inc.

“This MOU with B&W makes it possible for us to tap the nuclear industry’s excellence and keep American companies active in the international supply chain for advanced nuclear energy technologies,” Doug Adkisson, senior vice president for TerraPower added.

If all goes as planned, the partners will utilize fast reactor technology, high-performance computing simulations, and real testing in current fast reactor test facilities to make the TWR concept a reality. More

 

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AREVA, EDF sign accords for Saudi nuclear program

RIYADH - EDF and AREVA signed two sets of agreements aimed at supporting the Saudi nuclear energy program on Monday, coinciding with the visit of French President François Hollande's to Riyadh. The two companies have signed Memorandums of Understanding (MoUs) with 5 Saudi industrial partners - Zamil Steel, Bahra Cables, Riyadh Cables, Saudi Pumps, Descon Olayan.

The agreements aim to develop the industrial and technical skills of local companies. They reflect AREVA and EDF's desire to build an extended network of Saudi suppliers for future nuclear projects in the country.

A second series of agreements signed with 4 Saudi universities - King Saud University in Riyadh, Dar Al Hekma College and Effat University in Jeddah and finally Prince Mohammed bin Fahd University in Al-Khobar - are intended to contribute to the development of nuclear expertise in the Kingdom.

These agreements follow on from the previous operations organized by EDF and AREVA, through their joint office in Riyadh. These include the "Suppliers' Days" in March and October 2013, the visit to France by Saudi industrial companies in November, the agreement signed with the local professional training institute (NIT) in July 2013, the visits to French nuclear facilities organized for Saudi university faculty members in June 2013 and internship offers made to Saudi students since the summer.

EDF CEO Henri Proglio said: "These new agreements underline EDF and AREVA's commitment alongside the Kingdom of Saudi Arabia to enable it to successfully implement its national energy strategy and in particular to develop its future nuclear program by contributing to the development of a local network of manufacturers and by training qualified engineers."

Luc Oursel, President and CEO of AREVA, added: "These agreements demonstrate the common will of EDF and AREVA to establish a true long-term partnership with the Kingdom of Saudi Arabia. They will enable the country to build a strong industrial base and a robust skills management program."

The EDF group, one of the leaders in the European energy market, is an integrated energy company active in all areas of the business: generation, transmission, distribution, energy supply and trading. The Group is the leading electricity producer in Europe. In France, it has mainly nuclear and hydropower generation facilities where 95.9 percent of the electricity output is CO2-free.

AREVA supplies advanced technology solutions for power generation with less carbon. Its expertise and unwavering insistence on safety, security, transparency and ethics are setting the standard, and its responsible development is anchored in a process of continuous improvement. Ranked first in the global nuclear power industry, AREVA's unique integrated offering to utilities covers every stage of the fuel cycle, nuclear reactor design and construction, and operating services. The group is actively developing its activities in renewable energies - wind, bioenergy, solar and energy storage - to become a European leader in this sector. More

 

 

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Big nuke company decides renewables are a better bet in the U.S.

The world’s largest operator of nuclear power plants is dumping its stake in American reactors, turning its focus instead to wind and solar power.

EDF is selling its stake in Calvert
Cliffs Nuclear Power Plant in Maryland.

French utility company EDF announced this week that it will sell its stake in Constellation Energy Nuclear Group (CENG), which operates five nuclear reactors in New York and Maryland.

EDF cited cheap power produced by fracked natural gas as the big reason why it’s abandoning its American nuclear facilities. But the company said it will now focus its American business strategy not on fossil fuels but on renewable energy. From Reuters:

“Circumstances for the development of nuclear in the U.S. are not favorable at the moment,” [EDF Chief Executive Henri] Proglio said.

International Energy Agency analyst Dennis Volk said CENG’s eastern U.S. power plants were located in some of the most competitive power markets in the country, with high price competition, growing wind capacity and cheap gas.

“It is simply not easy to invest in nuclear and recover your money there,” Volk said.

Proglio said EDF would now focus on renewable energy in the United States. EDF employs 860 people in U.S. solar and wind, and since 2010 its generating capacity has doubled to 2.3 gigawatts. It manages another 7 gigawatts for other companies.

The French utility’s pullout comes as nuclear power plants shutter in California, Florida, and Wisconsin. The price of operating nuclear power plants has risen as the plants have grown older. Hopes of nuclear power being “too cheap to meter” were long ago dashed.

Mark Cooper, a senior fellow at the Vermont Law School’s Institute for Energy and the Environment, recently published a 40-page obituary [PDF] for the nuclear industry. From an article published a couple of weeks ago in The Plain Dealer:

Cooper, who thinks nuclear energy’s cost overruns and frequent shutdowns have always made it more expensive than it appears, recommends that the industry develop an orderly closing plan over the next few years, avoiding the rate chaos that unplanned closings might create.

“In 2013, more (nuclear) capacity retired early than in any year of the U.S. commercial nuclear sector,” he said in a press briefing. “In recent months, four reactors have been closed in early retirement, five major up-rates (increases in generating capacity) were cancelled.

“The bottom line is that the tough times the nuclear power industry faces today are only going to get tougher. Over three dozen reactors in almost two dozen states are at risk of early retirement. And a dozen face the greatest risk of being shut down,” he said.

Still, we won’t be rid of nuclear energy any time soon. About 100 reactors are still operating around the country, and two more are being built at an existing plant is in Georgia.

And even closing down retired nuclear power plants is a long and costly affair. The shutdown and cleanup at the Kewaunee plant in Wisconsin could cost $1 billion and take more than 50 years. More

 

Ex-Regulator Says Reactors Are Flawed

WASHINGTON — All 104 nuclear power reactors now in operation in the United States have a safety problem that cannot be fixed and they should be replaced with newer technology, the former chairman of the Nuclear Regulatory Commission said on Monday. Shutting them all down at once is not practical, he said, but he supports phasing them out rather than trying to extend their lives.

Nine Mile Point Unit 1, New York, November 1969

The position of the former chairman, Gregory B. Jaczko, is not unusual in that various anti-nuclear groups take the same stance. But it is highly unusual for a former head of the nuclear commission to so bluntly criticize an industry whose safety he was previously in charge of ensuring.

Asked why he did not make these points when he was chairman, Dr. Jaczko said in an interview after his remarks, “I didn’t really come to it until recently.”

“I was just thinking about the issues more, and watching as the industry and the regulators and the whole nuclear safety community continues to try to figure out how to address these very, very difficult problems,” which were made more evident by the 2011 Fukushima nuclear accident in Japan, he said. “Continuing to put Band-Aid on Band-Aid is not going to fix the problem.”

Dr. Jaczko made his remarks at the Carnegie International Nuclear Policy Conference in Washington in a session about the Fukushima accident. Dr. Jaczko said that many American reactors that had received permission from the nuclear commission to operate for 20 years beyond their initial 40-year licenses probably would not last that long. He also rejected as unfeasible changes proposed by the commission that would allow reactor owners to apply for a second 20-year extension, meaning that some reactors would run for a total of 80 years.

Dr. Jaczko cited a well-known characteristic of nuclear reactor fuel to continue to generate copious amounts of heat after a chain reaction is shut down. That “decay heat” is what led to the Fukushima meltdowns. The solution, he said, was probably smaller reactors in which the heat could not push the temperature to the fuel’s melting point.

The nuclear industry disagreed with Dr. Jaczko’s assessment. “U.S. nuclear energy facilities are operating safely,” said Marvin S. Fertel, the president and chief executive of the Nuclear Energy Institute, the industry’s trade association. “That was the case prior to Greg Jaczko’s tenure as Nuclear Regulatory Commission chairman. It was the case during his tenure as N.R.C. chairman, as acknowledged by the N.R.C.’s special Fukushima response task force and evidenced by a multitude of safety and performance indicators. It is still the case today.”