For licensees who face the decommissioning project for the first time, even if they can utilize their experience in operation, they should be well prepared and assessed for the risks of dismantling activities reflecting the characteristics of decommissioning. This can be included in the risk management of the decommissioning project, but what we want to discuss in this study is the evaluation of the industrial risk of the actual work before the dismantling work is carried out. We would like to focus more on the review of dismantling activities subject to industrial risk assessment and a series of processes for risk assessment. The dismantling work plan will need to obtain approval from the supervisory department before work on the Systems, Structures, and Components (SSCs) can be carried out. At this time, risk assessment may be included among many safety-related required documents, which are divided into radiological and non-radiological risks. The target activities at Level 1 level can include preparation for dismantling and maintenance of facilities, dismantling big components, removing the contamination of concrete structures, managing radioactive waste, etc. In addition, it can be composed of preparation work, removal of connections, lifting/installation, cutting, radiation/radioactivity measurement, and withdrawal as detailed work stages of each item’s activities. For domestic nuclear decommissioning projects, two major performance organizations, licensees and contractors, must be considered. Regarding risk assessment, the licensee will have a supervisory department controlling decommissioning activities and an HSE department at the site, and a process will need to be established in consideration of the contractor’s work organization. Therefore, activities in the risk assessment process may be established. In this study, risk assessment was reviewed as safety-related matters to be considered when carrying out the dismantling work. Safety-related risk assessment is a necessary procedure for performing practical dismantling activities, and this should be considered well in advance. Therefore, work activities and criteria were established for risk assessment, and the performance process was assumed to apply them. In terms of the performance organization and the responsibilities and roles of the processes to be performed by each organization were constructed, and this can be referred to in the process of preparing for the decommissioning project.

In the case of decommissioning nuclear facilities in Korea, the dismantling activities will be initiated after obtaining approval from the regulatory agency for the Final Decommissioning Plan (FDP). The contents to be described in the FDP are presented in the notice of the Nuclear Safety and Security Commission, and among them, it is suggested to estimate and provide the basis for the decommissioning cost. The Work Breakdown Structure (WBS) is used for schedule management for the project, and the performance activities can be used as a cost management structure as well as schedule management. In order to easily manage the process and cost, the WBS structure can be normally used, and at this time, there might be a connection with ISDC if necessary. Therefore, this study aims to examine the link between activities from the WBS structure to ISDC in the decommissioning project. In general, the activities assumed as a WBS structure in this study in carrying out the decommissioning project were derived at the Level 1 and Level 2. Activities at Level 1 can be classified into project management costs, controlled area dismantling, conventional area dismantling, site remediation, waste treatment facility, construction/service, R&D, waste treatment and disposal, and characterization. For Level 2 activities, a cost activities embodied in Level 1 was derived. ISDC was developed by the OECD Nuclear Energy Agency (NEA) decommissioning cost estimation group, which improves ambiguous cost systems and presents common cost items for direct comparison between international decommissioning projects. The ISDC consists of Level 1, Level 2, and Level 3, where Level 1 represents the principal activity, Level 2 represents the activity group, and Level 3 represents the typical activity. The cost categories for typical activity at Level 3 consist of labour, investment, expenses, and contingency. In this study, the connection between WBS and ISDC was shown, and a comparison was made at Level 2. Directly, one-on-one matches have difficulties, and as much as possible, they were organized into similar items. We arranged the Level 2 linked to ISDC based on WBS. If there is a difficulty in one-on-one matches, it seems that the accurate cost calculation of ISDC items should consider the impact of additional cost distribution. Therefore, in order to calculate ISDC costs, it seems necessary to organize cost items of WBS in consideration of the ISDC.