Training
A training program should be developed and implemented for all personnel with functions in the SAMG. It should include both initial and refresher training. Refresher training should be at appropriate intervals to keep staff informed, experienced and motivated. For example, the refresher training should be each two years.
In addition to the technical content and format, numerous other aspects must be considered when developing a suitable training programme for SAMG users onsite. These include the level of detail required, who should be trained, the required training and retraining schedule, etc. The following can be used as an aid to identify the level of training needed for the individuals and groups requiring training:
Control Room Staff and Supervisors: During the pre-core damage phase of an accident, the operators have sole control of the actions performed and will take these actions according to the Emergency Operating Procedures (EOPs). However, once core damage has occurred, the EOPs may no longer be appropriate and separate guidance is provided in SAMGs. The Control Room Staff and Supervisors should be well trained in the transition from the EOPs to the SAMG, where separate guidance is provided for the transition period. Some approaches use specific control room guidance which cover the time before the TSC is functional as well as facilitate the communication with the TSC once it is functional (i.e. the TSC is ready to provide instructions or recommendations to the operating crew). It is extremely important that the operators have confidence in the SAMGs and the TSC (or equivalent expert group), and that they understand the SAMG basis sufficiently to realize that they may be required to perform actions that may appear to be in conflict with their established EOP training.
Technical Support Centre (TSC) members using SAMG: The members of the TSC (or equivalent supporting group of experts), who are tasked with using the SAMGs, performing the plant status evaluation, and recommending the appropriate recovery strategy, must be the most thoroughly trained persons of all plant emergency team members. As discussed, this team is sometimes referred to as the Accident Analysis Team. The individuals on this team should have proficient knowledge about severe accident phenomena and their consequences. They should be well aware of the limitations of the predictive analytical tools and be capable and prepared to use their own engineering judgement rather than computed results. The evaluators should also have detailed knowledge of the capabilities and limitations of the plant systems.
Emergency Director / Controller (decision authority): The Emergency Director leads the plant's Emergency Response Team (ERT). He/she is usually a member of plant management (typically the plant manager or the manager of operations). He/she is likely to be the decision authority during the application of the SAMGs and have the final say regarding whether the TSC's recommendations are implemented by the control room. In a number of NPPs matters of purely an operational nature, such as the decision on which severe accident guideline(s) to implement, is the responsibility of the plant operations manager (or his deputy, if he/she is also the Emergency Director). Decisions on activities that stem from outside the plant, such as requesting repairs, maintenance, logistics (e.g. flying in off-site equipment) and activities that will lead to releases (e.g. containment venting) are made by the Emergency Director / plant manager. This split of responsibilities greatly reduces the burden on the Emergency Director and increases efficiency in execution of SAMG.
The Emergency Director / Controller must be familiar with the SAMGs basis and the nature of the decision he/she is expected to make. He/she should be well aware of the impact from the deliberations and decision-making associated with SAMG impact on the overall functioning of the ERO. Note: the SAMG-D Tool does not discuss the overall functioning and responsibility of the ERO and the Emergency Director. Annex I gives an overview of a training schedule at a particular plant (PWR) and describes the various training needs.
Training records should be maintained for all staff training.
Regulators, where they participate in utility decisions, should be trained so that they fully understand the basis of proposed utility decisions.
Training should be both class room training and realistic drills/exercises. Such drills may include the sudden loss of plant instrumentation, or distribution of questionable or inaccurate information, to test the response of the trainees to unexpected complications.
Special drills/exercises should be developed to practice operating shifts and TSC staff changeover and information transfer between different teams.
Since the range of response to severe accidents and extreme events is wide, a combination of SAMG specific drills and exercises together with emergency planning exercises is usually an effective means of meeting objectives for development of proficiency and conducting evaluations.
Training material should be developed by subject matter experts and qualified trainers. Experts could assist in the development of, and should be called on for:
  - Reviewing;
  - Training material;
  - Answering questions that are beyond the capability of professional trainers.
Field/local equipment operation, operation under adverse condition (e.g. high radiation, temperature, humidity, on-site damage), including operation of portable equipment should be integrated into training program.
A drill may be considered a success when the ERO functions generally have been fulfilled, i.e. persons performed according their roles, there was adequate teamwork, working procedures were followed, there was adequate plant condition diagnosis capability, staff showed a questioning attitude and the proper level of communication, evaluation and decision making was established.
|