The AP1000 was touted as the flagship reactor designed by Westinghouse, intended to spearhead the U.S. nuclear renaissance. It featured a simplified design and utilized off-site modularity. The design received certification, and there was a substantial order book. Westinghouse has a wealth of experience as a reactor vendor. So, what went wrong?  

Dr. Sola Talabi served as the risk manager for the AP1000, tasked with overseeing the various issues that led to cost and schedule delays on the four AP1000 projects, which included Sanmen and Haiyang in China, as well as V.C. Summer and Vogtle in the U.S. Dr. Talabi will discuss the unique risks that Westinghouse faces as well as the various strategies implemented to manage those risks. His presentation will highlight both successes and failures, which have offered valuable lessons to the Westinghouse organization. In his current position as President of Pittsburgh Technical, a nuclear engineering consulting firm, Dr. Talabi shares these insights to improve risk management practices across the nuclear industry. 

Specifically, Dr. Talabi will discuss best practices related to Project Risk-Informed Management and Engineering (PRIME), which integrates cost, schedule, and risk analysis to support informed decision-making aimed at reducing project delivery risks. Additionally, she will provide information on the development of the Standard Risk Register concept—an extensive compilation of all known risks that have occurred within the organization. This register can be utilized to estimate risks for future projects and serves as a helpful starting point for risk awareness and mitigation strategies in upcoming initiatives.