Zachary Spielman

The recognition of nuclear power as a cornerstone in achieving net-zero emissions by 2050 has prompted a commitment to triple nuclear-generated power and extend the operational lifetime of current plants. The 28th Conference of the Parties (Department of Energy 2023) and studies (MIT 2018) acknowledge nuclear as the most cost-effective means to these ends, maintaining high-density, dispatchable energy. This has spurred support for the legacy nuclear fleet to potentially double its operational lifespan, necessitating modernization to integrate modern technologies for sustainable and cost-effective operation. Performance indicators over the last two decades demonstrate nuclear's reliability. However, increasing complexities and rigidity in work processes signal a need for a new operating paradigm, inspired by Integrated Operations in the oil and gas industry and adapted to nuclear as Integrated Operations in Nuclear (ION). ION, within the Light Water Reactor Sustainability (LWRS) plant modernization pathway, aims to shift the nuclear fleet from a labor-centric to a data-centric business model. The focus of this report is on ION's third goal, "Worker Attraction and Retention," a pressing concern given the multi-generational workforce's varying expectations and the industry's attrition challenges. The nuclear industry is experiencing attrition at both ends of the workforce spectrum, with early-career employees leaving for better work-life balance and advancement opportunities, and a retiring workforce taking with them invaluable tacit knowledge, thus threatening operational success and safety. Modernization offers a twofold opportunity: enhancing the work environment to attract and retain next-generation workers, and leveraging technology advances in communication, data, and process automation to capture organizational knowledge. This report discusses how ION serves as a framework for incremental modernization, fostering a business model that not only adapts to market and technology fluctuations but also appeals to the next-generation workforce. It examines strategies to attract and retain talent, including transitioning to digital instrumentation and control systems, upskilling, and fostering a culture of trust and innovation. It emphasizes the importance of knowledge retention through mentorship, advanced training, and ensuring information accessibility, aligning workforce development with modernization efforts, and documenting newly required skills and knowledge in a rapidly-evolving industry.

The commercial U.S. light-water reactor fleet has been operating at historical efficiency, reliability, and safety over the last decade. Nuclear power has the highest capacity factor of any other power generation technology while also serving as the largest baseload source for carbon-free energy. Despite this remarkable achievement, continued operations for many plants are threatened due to fierce electricity market competition and rising operations and maintenance costs of which continued maintenance of obsolete analog equipment is a contributor. The digital age and associated technologies are where the future lies in process control, and nuclear has yet to take full advantage of the capabilities offered therein. The Light Water Reactor Sustainability Program (LWRS) at Idaho National Laboratory (INL), sponsored by the Department of Energy, has a mission to help the light-water reactor fleet manage its foundational capabilities to continue providing safe and reliable carbon-free power. LWRS helps support that mission by providing scientific, technology-based solutions for advanced concepts of operations with a more viable business model that will allow the fleet to continue to operate at peak levels through extended plant operation. The LWRS Digitalization Project at INL seeks to leverage digital technologies to synthesize and transform work processes. We provide a state-of-the-art analysis of digitalized work processes in nuclear power and investigate ways in which researchers at INL and the nuclear industry can work together to identify what data to access, how to access it, what to do with the data, and most importantly, how to use the insights for decision-making across all levels within the business. Borne from these considerations, we present four guiding principles for digitalization: develop a coherent digitalization plan, apply human factors engineering, establish data governance, and anticipate unintended consequences. Together, these principles form a method that plants can use to effectively to digitalize nuclear industry work processes. Our guiding principles are informed by multiple knowledge sources. First, we document activities from the Work Digitalization Initiative, which was conceived as a means for nuclear organizations to help define and standardize the industry’s approach to digitalizing work. Second, we detail primary research conducted with industry professionals regarding drivers and barriers to digitalization adoption. We present survey results that demonstrate what the industry hopes to get out of digitalization and the ways that INL can continue to support the industry’s digital transformation. Third, we present a digitalization use case with industry partners NextAxiom Technology and Xcel Energy. The project objective was to transform the current condition report work process from paper to digital, incorporating digitalized principles. We report the development of the application and lessons learned. The accomplishments achieved by this research and development serve to identify critical needs for plant guidance in support of digitalization implementation and contribute to the knowledge and strategies available for utilities considering or undertaking digitalization.

The significance of nuclear power in its role producing carbon-free electricity to the U.S. cannot be overstated. However, with changes in the energy market coupled with changes in incentives given to certain resources like solar and wind, the operating and maintenance costs for these sources have seen a significant reduction, which has consequently negatively impacted the economic viability of the existing U.S. nuclear power plant fleet. Digital instrumentation and control (I&C) and control room modernization is a major critical work domain to reduce operating and maintenance costs. Existing nuclear power plants are commonly configured with mostly legacy analog I&C as well as isolated pockets of digital I&C (a plant process computer, digital recorders, etc.). One challenge with this analog I&C is that replacement parts are becoming prohibitively more expensive and difficult to obtain. Moreover, a significant challenge with the existing analog I&C is that the way in which plants are currently operated and maintained is no longer competitive with other electricity generating sources, like natural gas, where advanced digital I&C technologies are commonplace. This gap between the waynuclear power plants are operated compared to other electricity generating sources significantly challenges the economic viability of the nuclear industry. Indeed, digital I&Cmore » systems can fundamentally change the way the plant is operated (i.e., the concept of operation). The introduction of digital I&C technologies offers a wealth of benefits to the nuclear industry. However, it is important to emphasize that, to realize these benefits, a careful understanding of how to integrate technology in a collaborative way that leverages the capabilities of people and technologies is necessary. Human-technology integration applies human factors engineering methods and tools to ensure the safe and reliable use of these technologies while ensuring that the inherent features of the technologies that provide economic value are not missed. The scope of this work documents the demonstration of the recently developed human and technology integration methodology, as applied to developing a new vision and concept of operations for a major U.S. nuclear power plant fleet. This report focuses on the methodological aspects of developing a vision and concept of operations. This report shares the tools, activities, and lessons learned during a modernization currently underway for industry as a whole to consider when planning any significant digital modification and developing a new vision and concept of operations. « less

This report describes the foundational human factors principles needed to design user interfaces for accelerator control rooms. These principles are presented as recommendations for accelerator control system interface design and are illustrated with examples drawn from accelerator operations at Fermi National Accelerator Laboratory (Fermilab). These high-level principles are intended to serve as design objectives that apply generally across all control system interfaces developed for the accelerator complex. This design philosophy document is a high-level roadmap to approach the general interface design for the accelerator complex. This philosophy applies state-of-the-art human factors principles and evidence-based design standards to an accelerator environment, which will transform the next era of accelerator interfaces as outlined by the Accelerator Controls Operations Research Network (ACORN) Project. Further work will include mapping the general design principles included in this report to more specific guidance in the form of a user interface style guide.

Unlike renewables such as wind and photovoltaics, nuclear power is a carbon-free source of energy that offers reliable, dispatchable baseload energy. This unique characteristic makes nuclear energy an important component of the U.S. mix of carbon-free energy, and thus, a major contributor to achieving the goals laid out in the Paris Agreement. However, the current fleet of nuclear power plants are being outpriced by other energy sources, such as natural gas. One contributor to the high cost of nuclear is the outdated concept of operations. The current fleet of nuclear reactors employs the same concept of operations they started with over half a century ago. Idaho National Laboratory’s (INL’s) Human Factors Engineering (HFE) team under the U.S. Department of Energy’s Light Water Reactor Sustainability Program is engaged in helping the nuclear fleet modernize their control rooms. The goal is to transform nuclear power plant operators’ perceptions to improve efficient and safe plant operation. A major component to successfully transforming an aged control room with advanced technology is to use a design philosophy that guides the modernization effort. This paper discusses design philosophy and the role it plays. Also discussed is the initial approach to design philosophy and adherence to safety and regulatory requirements. Last, a brief discussion of how INL’s HFE team plans to implement a design philosophy that can be used industry wide.

Nuclear power has a crucial role in providing safe, reliable, and economical carbon-free electricity for today and the future. For continued operation, many of the existing United States nuclear power plants will begin the subsequent license renewal process for extending their operating license periods. As plants extend their expected operating lifetimes, there is a significant opportunity to modernize. These plants have a much stronger business case with these extended mission periods to modernize and significantly enhance their economic viability in current and future energy markets by implementing digital technologies that support innovation, efficiency gains, and business-model transformation. Ensuring continued safety and reliability is crucial. Transformative digital technologies—including automation—that fundamentally change the concept of operation for the nuclear power plant operating model requires a critical focus on the human and technology integration element. Further, the nuclear industry has historically been reluctant to modernize due to having a risk adverse culture and lack of clarity for a transformative new state vision (Joe & Remer, 2019; Thomas et al., 2020). Common barriers include (1) the perceived value and return on investment (ROI) of digital technology, (2) the perceived risk associated with licensing, regulatory, and cybersecurity, and (3) insufficient guidance for performing digital modificationsmore » to power generation systems. This work presents a methodology to address these barriers and support the industry in adopting advanced automation and digital technology through developing a transformative vision and implementation strategy that will address the human and technology integration element. This research leverages previous LWRS Program and industry results. It draws specifically on previous LWRS Program research in the areas of advanced alarm systems, computer-based procedures, model informed decision support, and advanced human-system interface displays (e.g., overviews and task-based). The modernization methodology can be used to guide transformative thinking when integrating a set of vendor-specific capabilities to support a new concept of operations and a utility’s end-state vision. The results of this research are organized into six major sections: - Section 1 introduces the need for supporting large-scale digital modifications that will renew the technology base for extended operating life beyond 60 years - Section 2 describes the challenges that the nuclear industry is enduring with modernizing. - Section 3 summarizes the primary standards and guidance. - Section 4 presents earlier work from the LWRS Program regarding the development of a transformative conceptual design for an advanced control room of a hybrid plants. - Section 5 presents a methodology that is designed at addressing the challenges in the industry today in achieving a transformative new state vision and concept of operations. - Conclusions and next steps of this research are provided in Section 6. « less

The U.S. nuclear industry has an urgent need to reduce operations and maintenance costs to remain economically competitive in today’s energy market. Measures to improve efficiency in operations will need to leverage technology in a way that safely transforms how plants are operated. This work describes the Evaluation of an integrated operations concept that draws together data from existing Instrumentation and Control (I&C) infrastructure, upgraded I&C systems, new sensors, and field technologies such as computer-based procedures to provide operators with centralized, streamlined instructions. The concept was developed to allow for an operator to remotely supervise many plant activities and to dramatically streamline plant operations and maintenance. This describes the methods, results, and design recommendations for the concept based on an operator workshop to evaluate the concept.

The U.S. Nuclear Industry has an urgent need to reduce the operations and maintenance costs to remain economically competitive in today’s energy market. Measures to improve efficiency in operations will need to leverage technology in a way that safely transforms how plants are operated. This work describes the development of an integrated operations concept that integrates data from existing Instrumentation and Control (I&C) infrastructure, upgraded I&C systems, new sensors, and field technologies such as computer-based procedures to provide operators with centralized, streamlined instructions. The concept was developed to allow for an operator to remotely supervise many plant activities and to dramatically streamline plant operations and maintenance. This report describes the design philosophy, the analysis used to inform design, the implementation in the Human Systems Simulation Laboratory, and illustrates the design concept.