This pragmatism was also equipment suppliers

It was the time of the first oil shock. And the means designed to respond... A month before the death of President Georges Pompidou, Prime Minister Pierre Messmer, announced, on 6 March 1974, the decision to build in two years 13 new nuclear power plants, to reduce the needs of the France fossil energy. EDF got the green light to engage in all-nuclear, and Governments that followed never returned on this strategic choice. Thirty-six years later, the French electrician operates 58 nuclear reactors that provide 85 of its electricity production, a world record. A fleet of production based on the same technology, the pressurized water (PWR) reactor, developed by the American Westinghouse, and little by little "francisée" in a licence acquired by ex-Framatome. And plants actually output the string: between the coupling to the network of the first tranche of Fessenheim (Haut-Rhin), in April 1977, and that of the second reactor of Civaux (Vienne) in December 1999, the last of the series, on recensa UI ' was in 1981 - up to 8 updates in service in the same year! The equivalent, in terms of electricity, more 4 EPR, these new generation reactors intended to relay the PWR series tomorrow.

At a time where the Areva-Siemens tandem accumulated delays on the construction of the first EPR in the world, the Olkiluoto in Finland, and that EDF seems little better get out on the site of the second copy, at Flamanville (handle), the ease with which plants went to Earth there are three decades is itself astounding.

Strong know-how

This "golden age" of the Habs nuclear, Michel Hug remember as if it were yesterday. Today aged eighty, this X-bridges, former Director of EDF equipment, was the great pattern of the French électro-nucléaire die between 1972 and 1982. A sector which employed more than 200,000 people, in some enterprises 3,000 from horizons very various: engineering, public works, manufacturers of boilers, turbines or suppliers of the control system which allows to pilot plant.

From the beginning of the adventure, Michel Hug may rely on a solid know-how: with among others the CEA, EDF and Framatome, the France control for a few years already, the atom civil and military. And to abandon an obsolete technology. Thus in the civil, the previous French die graphite-gas was derelict for the benefit of the water pressurized, more economic and to make more powerful reactors. With a capacity of 900 megawatts (MW), the first copy licensed Westinghouse is under construction at Fessenheim. Remains to control this prototype, and to the head of a series of standardized reactors, which will gradually reduce costs and delays in construction. Especially thanks to the manufacture of plant components, and the feedback of the teams on the ground.

To do this, Michel Hug has a non-negligible advantage: EDF is "architect-contractor". Equipped with specific competencies in engineering, business control the design of its plants, but also their construction, and of course their future operations. Therefore, the electrician can learn the lessons of the site and the operation of a power, and then generalize the improvements to the whole of the Park. EDF is also able to get in range its Park, with a policy of "levels": after the level of 900 MW of electrical power, come and 1,300 MW power plants then those of 1,450 MW, the last of the generation PWR to have been built.

Another master asset: EDF is a public company director of equipment gets does not depend on the Code of public procurement for the choice of different suppliers and subcontractors. "Everything going on by the contract, he recalled, the markets clearly studied and approved by the Board of Directors.

Well organized competition

Equipped with full powers, Michel Hug view able to orchestrate program Messmer, leaving the various companies involved developing their first site learning curve, which allowed them later to follow the construction of power plants at an impressive rate. For example civil engineering, key element since it is he who starts the work of a plant, "my theorem was the name of the successful company was less than the quality of the site manager", recalls Michel Hug. Which did not prohibit tighten costs: "I propose the competition between the groups A (large public works companies) and the (small) B". Then he married the A and B, "or small could never have won markets." And if pépin, once the market attributed, it agreed to discuss. Committed to the Bugey in a site very difficult UI ' was his first adventure in nuclear-, Bouygues was thus substantial compensation, because EDF wished to rely on engineering group for the remainder of the program. And the electrician had also the opportunity to support the risk of cost overruns, because he could hope to catch up on the amortization of the plant.

This pragmatism was also equipment suppliers. A valve was missing on a construction site "Thanks to the establishment of a national file, the site could be serviced by another shipyard stock, least advanced." Good welders were rare "We had organized a welders on black, i.e. classical sheet, and then we formed the best on white, on stainless steel welding", recalls the former leader.

The PRT, Monster of complexity

Other times, other mores... Would such an organization be possible today Difficult, believe several players in the sector agreeing to testify, provided they remain anonymous. For one, "the nuclear safety authority was enough little present at the time." "This is no longer the case and it is a major change. For another, "we were in an adventure French to build in a Pocket handkerchief many reactors are similar, whereas now it is to sell a few reactors in a large number of countries, some customers wanting a PRT turnkey, operation of the understood, other buying only pieces, others seeking a less complicated than the EPR. object". It is much more difficult in these conditions, to capitalize on the learning curve. "Especially as compared to the older generation, the EPR is a monster of complexity in the part of civil engineering, with its outer Chamber to resist the fall of an airliner, and its extreme compactness forcing businesses to work in a very cramped space.

Connoisseur of the sector, a third - which works in either EDF or Areva - opinion, however, possible to rebuild the partnership model that had been proven in a new form. Driven by EDF, a company, to create, "would the EPR shredded to find more economical procedures."

Then she would listen to the client, and decide to blow by blow to respond or not to its needs. This company, imagine this person, should be "independent on its choice, from any control on the part of its shareholders, and capable as well sell a PRT as a Russian reactor if the client requests. Would what role then see for Areva "Of course, Areva can rise in the value chain, take the nuclear island or even turnkey central in all.". But it is better to rely on EDF which has control of the more complex cases. AREVA, on the other hand, could fly a second company, to export a very nice nugget of the French nuclear industry: its skills in the reprocessing of waste.