Internship report - Mayeul MOLLARET

Engineering Master Degree Final report 1
MOLLARET Mayeul Sept-2016
INTERNSHIP REPORT
Project Control Manager
ITER: Heavy Nuclear doors
Author: Mayeul MOLLLARET, Master level Engineering student,
at Graduate School of Engineering of University of Nantes,
in Thermal and Energy Sciences, Class of 2016
Cegelec referent: Alexis Tournay
School referent: Christophe Josset

OVERVIEW
1 ACKNOWLEDGEMENTS ...........................................................................................................3
2 INTRODUCTION......................................................................................................................5
3 ACRONYMS AND DEFINITIONS.................................................................................................6
4 PRESENTATION OF THE COMPANY...........................................................................................7
4.1 OVERVIEW OF THE GROUP VINCI.....................................................................................7
4.2 VINCI Energies ................................................................................................................8
4.3 PRESENTATION OFVINCI ENERGIE NUCLEAR POLE............................................................9
4.3.1 Fields of activities....................................................................................................9
4.3.2 History of CEGELEC CEM.........................................................................................10
4.3.3 Implantation of Cegelec.........................................................................................11
4.3.4 Reference projects.................................................................................................13
4.3.5 Main steps of a project...........................................................................................14
5 PRESENTATION OF ITER........................................................................................................15
5.1 PRESENTATION.............................................................................................................15
5.2 ITER’S CHALLENGES.......................................................................................................16
5.3 KEY FIGURES .................................................................................................................17
6 ITER TB03 : Heavy Nuclear Doors...........................................................................................18
6.1 ITER TB03 Scope of work ...............................................................................................18
6.1.1 Tender Batch 03 ....................................................................................................18
6.1.2 The consortium Cegelec Sommer............................................................................19
6.2 Scope of work...............................................................................................................19
6.2.1 Technical definition................................................................................................19
6.2.2 Principle requirements for Heavy Nuclear Doors......................................................20
6.2.3 Structure of an HND...............................................................................................21
7 PROJECT COMPONENT..........................................................................................................22
7.1 Project manager............................................................................................................22
7.1.1 Project reporting...................................................................................................22
7.1.2 Project management..............................................................................................23
7.1.3 Modification of scope of work................................................................................24
7.1.4 Relation with the main contractor: VFR...................................................................24
7.2 Project management tools.............................................................................................25
7.3 Project schedule ...........................................................................................................25
7.3.1 Overall Schedule....................................................................................................25
7.3.2 Installation schedule..............................................................................................26
7.4 Technical responsibilities...............................................................................................27
7.4.1 Mechanical and 3D model......................................................................................27
7.4.1 Electrical integration..............................................................................................29
8 CONCLUSION........................................................................................................................30
9 RESUME...............................................................................................................................31
10 ILLUSTRATIONSAND APPENDICES TABLE...............................................................................32

1 ACKNOWLEDGEMENTS
I am extremely grateful to Alexis TOURNAY for giving me the opportunity to carry out
my final internship working with him on the project ITER and his trust during
my six months at Cegelec, believing in my potential.
I owe many thanks to Thierry BUQUET for his guidance and all the invested time
to clarify and enlighten the meanders of the project.
I would like to thank Julien MULLER for his clear expectations and
helpful and critical comments on my written work.
I am very grateful to Johann TESTARD, for his excellent and valuable technical assistance
and all the enjoyable moments I had working with him.
Much gratitude to Charlotte FAUCOMPRÉ, not only for all the (numerous) daily phone call,
but also for her contagious enthusiasm for life and for “L’Escargot qui dit oui”.
I want to express all my gratitude to Virginie LEFEBVRE for her out of the box
way of thinking, the joy she sprinkles and her faith in future.
I would like to thank Alice MURAT for showing so much fervor in life and
for sharing her bus ride on our way to work.
I thank Thierry RAKOTOARISOA for his help with the mysterious world of computers and printers.
I am grateful to Didier ABONDANCE for sharing so much of his numerous experiences at work
and in life all around Europe from which I still have a lot to learn.
I want to thank the rest of my colleagues Leticia PUEBLA, Pascale JEANDEY, Antoine POLICE, Eric
CHAUMONTand Karim CADI-SOUSSIfortheir readinessto help and forthe nice working atmosphere.
I thank Jérôme MORIN for his expertise and the good advices he provided all along my mission.
I would like to show my gratitude to Sandrine PELISSIER and Anaïs JOACHIM for their kindness.
I want to express my gratitude to everyone in Cegelec who were always helpfulness.
I would like to thank our partners at Sommer’s factory for their reactivity and availability.
I am grateful to Christophe JOSSET and to Polytech Nantes for giving me the
opportunity to perform my internship and reach my studies goal.
I owe many thanks to Guynette for her help in the redaction of this manuscript.

I send big thanks to all my friends around the world, who always support me,
give me worthy advice and make my life colorful!
Millions of thanks to my parents and sisters for their
motivation, trust, love, and for feeling so close despite being so far!
Dad, foralways pushing meforward and thenumerousgood advices!
Mom,for constantly seeing thejarhalf-fulland being so proud of any of my little successes!
Maïlys,forthe joy you spread around you and caring so much forothers!
Camille,foracknowledging thatmy apogeewasgreaterthan yours!
Solenne,forbeing my best half twin since thevery beginning!
Last,but notleast,I thankthe Readers for
reading thesefirst pages to their end,
and the many following ones.

2 INTRODUCTION
In today’ssocietyourworldisinconstantevolution andour needs for energy keeps increase month
after month, decades after decades; we have reached the turning point where there is no more
choice not only to diversify our sources of energy but also to stop wasting and over-exploiting the
resource we still have access too. There are already a dozen of renewable energies identified and
manymore yetto come if we give ourselves the meanstodevelopthem. I intent to immerse myself
onto these improvement and grow with them.
As a fully ingenuous and young engineer straight out of university, I have the chance to seize the
workingworldwithone concludingstudent-professional experience withall the indulgencedeserved
before leavingthe relatively sheltered student life and hopping into the true reality of the working
life.
I hope to growfrom thisexperience andtogaina much deeperandmeaningful understandingof the
field of work, as well as attain new skills that will lead me into the work force. I want to be able to
tackle any problems or challenges that will lay ahead in my career with confidence and expertise.
In the followingpages,Iwill presentyouCegelecanditsplace withinVINCI,the projectITERI had the
chance to encounter and its purposes and finally our scope of work and my contributions to the
project.
Due to the confidential policy of the company a few parts of this report will be subject to a confidentiality
agreement. These data are not in the open market, nevertheless the relevancy of the documents is not impacted
as well as the global apprehension of the report.
En raison de la politique de confidentialité de l’entreprise certaine partie de ce rapport feront l’objet d’un cachet
de confidentialité. Ces données ne sont pas diffusables, cependant la pertinence des contenus ne s’en trouve pas
impacté de même que la bonne compréhension de l’ensemble.

3 ACRONYMS AND DEFINITIONS
CS: Consortium made of Cegelec and Sommer
VFR: Consortium made of Vinci, Ferrovial and Razel
F4E: Fusion for Energy, European domestic agency
IO: ITER Organization
Engage: The Engineer
TB: Tender Batch
Tokamak: magnetic confinement toroidal chamber
HND: Heavy Nuclear Door
PCD: Port Cell Door
LLD: Lift Lobby Door
PAD: Personal Access Door
BP: Bio-shield plug
SIC: Safety Important Component
CAD: Computer Aided Design
JET: Joint European Torus

4 PRESENTATION OF THE COMPANY
4.1 OVERVIEW OF THE GROUP VINCI
The company VINCI, formerly named Société Générale d’Entreprises (SGE) was founded in 1899.
Today it is a worldwide actor in the construction, concession and energies sectors.
Here below the key dates of its foundation:
 In 2006, VINCI acquires the highways in South of France
 In 2008, VINCI initiates the “Ideas Laboratory” which tends to promote and highlight
initiatives in innovation
 In 2010, VINCI integrates Cegelec and the European aggregates businesses of Tarmac
 In 2013, VINCIwasawardeda €440 millioncontractto buildahighwayin Atlanta, Georgia.
 In 2016, VINCI won a 45 years contract to operate two international airports in Japan for
around $18 billion.
 In 2006, VINCIas part of a consortiumwon the ITER TB03 contract for nearly € 300 million.
The organization of VINCI is well defined and separated in two distinct entities:
 VINCI Concessions: formed by three units, VINCI Autoroutes, VINCI Airports, Other
concessions; designs, finances, builds and operates transport infrastructure and public
amenities under public-private partnership arrangements. The Group’s integrated
concession-construction approach enables VINCI Concessions to develop solutions that
optimize the performance of itsprojects.VINCIConcessionsisEurope’sleadingoperatorof
transport infrastructure concessions.
 VINCI Contracting: made of three divisions as well, VINCI Energies, VINCI Construction,
EUROVIA; works to help public authorities and business clients equip, operate and
optimize their energy, industrial facilities and buildings, serves local authorities by
developing mobility solutions for their transport and communication infrastructure and
urban development projects.

Figure 1 - VINCI divisions and workforce
4.2 VINCI Energies
As a majorplayerina constantlychangingworld,VINCIEnergies works at the crossroads of society's
most important issues of today and tomorrow. Such as the growing demand for energy and
transport, optimization of industrial processes,improvementof energyperformance, and changes in
demandinthe telecommunicationssector.Inall of these areas,the VINCIEnergiesGroupknowshow
to combine its different fields of expertise to provide interesting solutions.
The organizational charthere belowpresentsthe positionof VINCIEnergiesintoVINCI’snetworkand
its subsidiaries.
VINCI Energies is a worldwide major player in its four main business lines: infrastructure, industry,
service sector and telecommunications. It focuses on connections, performance, energy efficiency
and data to fast-track the rollout of new technologies and support two major changes: the digital
transformation and the energy transition.
The nuclear pole of VINCI Energies is itself divided in the six following sectors; HVAC (Heating,
Ventilation,Air-Conditioning),researchanddevelopment,electricity, fuel and mechanical activities.
This multidisciplinary within the company enables VINCI Energies to provide high added value
technical solutions to duly meet customers’ needs.
CEGELEC CEM is part of the VINCI Energies International & Systems branch and more specifically in
the Nucléaire division.
Figure 2 - VINCI organizational chart

4.3 PRESENTATION OF VINCI ENERGIE NUCLEAR POLE
4.3.1 Fields of activities
WithinVINCIEnergies,Cegelec,abrandof international dimension,covera major part of the group's
expertise,includingtechnologyservicesforbusinessesandpublicauthorities.Cegelec business units
design,install andmaintainsystemsforindustry, infrastructure and the service sector, especially in
high-demand sectors such as energy and electricity, oil and gas, building, civil engineering and
maintenance.
Cegelec business units operate in five major four of expertise:
 Electrical power
 Information and communication technologies
 Heating, ventilation and air conditioning (HVAC)
 Mechanical engineering
In eachof these fields,the specialized teamsof Cegelecbusinessunitssupportcustomersthroughout
the lifecycle of their projects, from project engineering to equipment and infrastructure execution
and maintenance.
CEGELEC CEM teams make the full range of their expertise available to their customers across all
sectorsto guarantee reliability and safety. The brand also brings together, within VINCI Energies, a
range of businessactivitiesdedicatedtocomplex projects that are widely deployed internationally.
In the organizational charthere above, CEGELECCEM Nucléaire isincludedintothe mechanical entity
under Mr. BELLIERE’s governance (See yellow square).
Figure 3 - Organizational chart of cegelec

4.3.2 History of CEGELEC CEM
In 1913, with the aim to be able supply and install the electrical lines and production central in
France, was created the CGEE (Compagnie Générale d’Entreprises Electriques).
In 1971, the companychange itsname to CGEE Alstom, openingupto new sectors of activities (Civil
work, buildings, electrical services…) and become the largest electrical company in Europe, with
13 000 employees and a sale revenue of around FRF 1 billion.
In 1989, the firm GEC (General Electric Company) enters into the capital of CGEE Alstom. This same
year, the company is renamed Cegelec.
In 2008, Cegelec is bought by Qatari Diar, international group of urban and real estate project,
subsidiary of Qatar Investment Authority’s sovereign fund.
In 2010, throughouta partnershipbetween Qatari Diar and VINCI, VINCI acquires 100% of Cegelec’s
capital and integrates Cegelec into VINCI Energies.
CEM
(2005)
2010 VINCI
acquiert Cegelec
Figure 4 - Steps of Cegelec's creation

4.3.3 Implantation of Cegelec
4.3.3.1 Cegelec CEM activities
The headquartersof CEGELEC CEMare setin MontbonnotSaint-Martin(Isère).Itisa Simplified Joint
Stock company,withasocial capital of €16.5 million. CEMstands for Conception Electro-Mécanique
(Electro Mechanical Conception).
Cegelec CEMis itself separated in two companies:
 OMEXOM CEM Services: A services provider for rotating machines (hydraulic, thermic, and
nuclear) and electro-technical equipment associated.
 CEM Nucléaire: The business unit dedicated to nuclear engineering and mechanical
equipment for nuclear project with high added value.
All along my internship, I worked for CEMNucléaire, a business unit specialized in:
 Conception and development of system and equipment, in either new project or for
rehabilitation project, intended for high constraint fields (nuclear).
 Electro-technical engineering for energies: industrial engineering, technical installation
assistance,equipmenttransferand refurbishment, electro-technical expertise and rotating
machines.
 Design and implementation of hydraulic alternator for the energy production market and
renewal of every associated electrical rotating engine.
The following chart condenses their scope of activities within the range of VINCI Energies.
Figure 5 - Scope of Cegelec within VINCI Energies
VINCI ENERGIES
Nuclear Pole

4.3.3.2 Cegelec CEM Organizational chart
Hereafter is presented the organization of Cegelec CEM Montbonnot related to the project ITER
TB03.
Figure 6 - ITER TB03 HND organizational chart

4.3.4 Reference projects
4.3.4.1 Laser Mega Joule (LMJ)
Cegelec designed and conceived the
experimental chamber Laser Mega
Joule. LMJ is a 10 meters diameter
sphere weighing around 140 tons. It is
made of a 10 centimeter thick foil
panel recovered with 40 centimeter of
concrete to ensure biological
protection of the personal and of the
equipmentduringthe fusionreactions.
It was erected to study at very short
scales the behavior of materials in
extreme conditions similar to the one
reached in nuclear weapons.
4.3.4.2 CHEOPS
The CEA (Commissariatàl’Energie Atomique et aux
énergiesalternatives) iscurrentlydeveloping a new
type of nuclear reactor. This reactor of generation
four is named ASTRID (Advanced Sodium
Technological ReactorforIndustrial Demonstration)
and one of its sub-systems; CHEOPS (Circuit et Hall
d’EssaisdesgrOs comPosants Sodium), is designed
and provided by Cegelec.
This prototype of Fast Neutrons Reactors (RNR:
Réacteurà Neutronsrapides) will use liquid sodium
as heat transfer fluid.
This specific type of reactor is able to produce its own fuel while it operates, improves safety and
diminishdrasticallywaste quantity.A type 4generationreactoriscapable toefficientlyuse the fissile
isotope of uranium (uranium 235 represents 0.7% of the resource) like any other reactors but also
the fertile partof uranium(uranium238; 99.3% of natural uranium) andthe plutonium derived from
actual nuclear waste.
Figure 8 - CHEOPS
Figure 7 - Laser Mega Joule

4.3.5 Main stepsof a project
Everyprojectstarts witha businessdevelopmentinwhich the client before sending an invitation to
tender defines his needs for the project and redacts a technical specification. It is based on that
technical specification that the tendering companies will build their budget.
Most of the time calls for tender or invitation to tender are preceded by a pre-qualification phase.
The pre-qualificationis made of the headings of the complete project and the major subjects. With
that firstinformationthe companieshave todemonstrate theyhave the manpowerandexpertise to
answer this project. If you are chosen after the pre-qualification, you get a complete technical
specificationwithall itsappendix andyouthen have to submit your bid. In many case the tendering
will be splitindifferentitems,(for instance civil work, control command, handling…). In order to be
able to answer completely or to cover more items in your offer it is very common to form a
consortium with other companies which need your competencies as well to answer. If you are
awarded the contract it may follow a series of negotiation with the client before accepting the
contract. A Kick-Off Meeting is then organized to launch the project. The project manager has to
establish a management baseline, the baseline scope, the deliverables and defines the risks and
opportunitiesas well as the budget of the project. At that point the project is implemented, with a
mobilizedteam,projectreview andreporting.The laststage of a project is commonly made of three
parts, a technical closure (testing and commissioning) a commercial closure and very importantly a
review of lessons learned during the project.
During my very first month of internship we received an invitation letter for a pre-qualification to
whichmytutor and I were askedto answer within the deadline. The Swedish company SKB is going
to build anencapsulationplantfornuclearfuel. Inthatencapsulation plant, the fuel will be placed in
an insertof nodularcast iron and encapsulatedincoppercanisters.The canisterswillbe sealedusing
a special friction stir welding technique and carefully inspected using non-destructive testing
methods.
In their invitation letter SKB gave us the headlines of the project and the different items they had
defined. They asked us provide them with:
 Cover letter to show our interest
 Executive summary presenting administrative, organizational and technical data
 Certification of the company
 Resume of people foreseen to work on the project
 Project references to prove our expertise
 Mechanical handling system detailed know-how
 Design management integration and system engineering process
Cegelec does not have the man power nor competencies to answer to all the items on the list
therefore we decidedto form a consortium with other companies to expand our potential scope of
work. Among other companies of VINCI’s network, our strategy was to have a local partner, Nuvia
Nordic, in order to earn the confidence with the final client and to ease the process. After three
months SKB gave us their answer and we are now in the tendering phase.

5 PRESENTATION OF ITER
5.1 PRESENTATION
The International ThermonuclearExperimentalReactor (ITER, "The Way" in Latin) is one of the most
ambitious energy projects in the world today.
In SaintPaul-lez-Durance, southern France, 35 nations are collaborating to build the world's largest
tokamak, a magnetic fusion device that has been designed to prove the feasibility of fusion as a
large-scale and carbon-free source of energy based on the same principle that powers our Sun.
The experimental campaignthatwill be carriedout at ITER is crucial to advancing fusion science and
preparing the way for the fusion power plants of tomorrow. ITER will be the first fusion device to
produce net energy. ITER will be the first fusion device to maintain fusion for long periods of time.
And ITER will be the first fusion device to test the integrated technologies, materials, and physics
regimes necessary for the commercial production of fusion-based electricity.
Thousands of engineers and scientists have contributed to the design of ITER since the idea for an
international joint experiment in fusion was first launched in 1985. The ITER Members—China, the
European Union, India, Japan, Korea, Russia and the United States—are now engaged in a 35-years
collaboration to build and operate the ITER experimental device, and together bring fusion to the
point where a demonstration fusion reactor can be designed.
The following picture displays the source of each components of the tokamak:
Figure 9 - ITER : A worldwide venture

5.2 ITER’S CHALLENGES
The amount of fusion energy a tokamak is capable of producing is a direct result of the number of
fusion reactions taking place in its core. The larger the vessel, the larger the volume of the plasma
and therefore the greater the potential for fusion energy.
Apart from the technical and scientific uncertainties and complexities of the project, a lot of other
aspectsjeopardize the whole project.Notonlythe 35 nationsinvolvedorthe 50 years of the project,
but alsothe quantityof interfacesandtheirsubtlety,the differenthierarchy,the level of interlinking
and the structure of the data makesittremendouslychallenging to work as efficiently as on a minor
project. Justbecause itrespectthe chainof commandanddiffusionnew informationcantake several
weeks or months before reaching every parties concerned.
Sevendomesticagencies,one foreachcountryinvolved (China,India,Japan,SouthKorea,Russiaand
the United States of America) and one for Europe, are working on the multiple elements in their
scope of work. Some modules are provided by only one domestic agency but most of the time,
several countries work on the same elements of the tokamak. An organizational chart of ITER
organization is displayed in Appendix 1.
One of the primary goals of ITER operation is to demonstrate the control of the plasma and the
fusion reactions with negligible consequences to the environment. With ten times the plasma
volume of the largestmachine operatingtoday,the ITERTokamak will be aunique experimental tool,
capable of longerplasmas and better confinement. The machine has been designed specifically to:
1. Produce 500 MW of fusion power
In 1997, JET produced 16 MW of fusion power from a total input power of 24 MW (Q=0.67). ITER is
designedtoproduce aten-fold return on energy (Q=10), or 500 MW of fusion power from 50 MW of
input power. ITER will not capture the energy it produces as electricity, but—as first of all fusion
experimentsinhistorytoproduce netenergygain—itwill prepare the way for the machine that can.
2. Demonstrate the integrated operation of technologies for a fusion power plant
ITER will bridge the gap between today's smaller-scale experimental fusion devices and the
demonstration fusion power plants of the future. Scientists will be able to study plasmas under
conditionssimilar to those expected in a future power plant and test technologies such as heating,
control, diagnostics, cryogenics and remote maintenance.
3. Achieve a deuterium-tritium plasma in which the reaction is internally sustained
Fusion research today is at the threshold of exploring a "burning plasma"—one in which the heat
from the fusion reaction is confined within the plasma efficiently enough for the reaction to be
sustainedfora longduration.Scientistsare confident that the plasmas in ITER will not only produce
much more fusion energy, but will remain stable for longer periods of time.

4. Test tritium breeding
One of the missions for the later stages of ITER operation is to demonstrate the feasibility of
producingtritiumwithin the vacuumvessel.The world supplyof tritium(usedwithdeuteriumtofuel
the fusion reaction) is not sufficient to cover the needs of future power plants. ITER will provide a
unique opportunitytotestmockupin-vessel tritiumbreedingblankets in a real fusion environment.
The next step after the demonstration by ITER of the technical feasibility of such reactor will be to
builda 2 GWt DemonstrationPowerPlant,knownasDemo. Itisexpectedtodemonstrate large-scale
productionof electrical powerona continual basis.The conceptual designof Demoisexpectedto be
completed by 2017, with construction beginning in around 2024 and the first phase of operation
commencing from 2033.
5.3 KEY FIGURES
A lot of impressive figures can be given when it comes to ITER:
 The idea of ITER was first initiated in 1985
 A 104 kilometers long road specially modified known as the ITER Itinerary
 Temperatures inside the tokamak will reach150 million°C the temperature at our Sun's core
is 15 million°C
 ITER will weigh 23,000 tons in comparison, the Eiffel Tower weights 7,300 tons
 The vacuum vessel will be 19 m across and 11 m high, and weigh more than 5000 tons.
 The ITER Tokamak will be the largest ever built, with a plasma volume of 840 cubic meters
 Around $16 billion invested over more than 30 years
One thinksthatITER isa financial abyssandthat thismoney wouldbe betterinvestedin solar panels
or wind turbines development, but ITER is creating jobs, and not only locally.
Considerthe R&Dand fabricationactivities that are going on for ITER around the world. In 2014, the
ITER DomesticAgenciesestimated the numberof contractsawardedrelatedtothe developmentand
procurement of ITER systems, components and infrastructure at over 1,800, direct beneficiaries of
these contracts are the laboratories, universities and industries in ITER Member countries. An
estimated €3 billion are engaged in ITER manufacturing around the world. It is estimated that over
three-fourthsof the total European construction contribution to ITER will be directed to industry, a
proportion that is similar in other Members.
Since 2007, 1,200 people have worked on the preparation of the ITER site, the construction of the
Provence-Alpes-Côted'AzurInternational School,andthe ITER Itinerary. Today, approximately 1,400
people workforthe ITER Organization in Saint Paul-lez-Durance; these employees contribute, with
theirfamilies,tothe economiclifeof the region. Contractstotaling€4.44 billionhave beenattributed
since 2007 by the ITER Organization and the European Domestic Agency for ITER. Within this total,
French companies have been awarded €2.26 billion worth of contracts.

6 ITER TB03 : Heavy Nuclear Doors
During my internship, I worked on a very specific and unique part of the project ITER. Cegelec CEM
Nucléaire isincharge of designing,manufacturingand installs 54HeavyNuclearDoors (HND) intothe
International Thermonuclear Experimental Reactor.
6.1 ITER TB03 Scope of work
6.1.1 Tender Batch 03
The ITER project from its size, multitude of needs in terms of civil engineering, ventilation, and
control command and project management could not be erected by one company. Therefore IO
decided to split the global project in different Tender Batch (TB).
The TenderBatch 03 (TB03) wasgrantedto the consortiumformedby Vinci,FerrovialandRazel (VFR)
specialized in civil work. Regarding TB03, VFR is the main contractor. In its scope of work VFR is in
charge of the civil workand the furniture of 54 HND. VFRdecidedtocontract-outthe HND due to the
complexity of the technical specification and the need for expertise in this domain. Therefore the
HND part of the TB03 contract was awarded to the consortium formed by Cegelec CEM Nucléaire
and Sommer.
The hierarchy of the project is defined as follow:
Figure 10 - Organization of parties involved in TB03 scope of work

6.1.2 The consortium Cegelec Sommer
Our consortiumis formedof two companies; Cegelec CEM, leader of the consortium and Sommer a
German company specialized in HND. Essentially, Sommer is in charge of designing and
manufacturingthe HNDwhereasCegelecCEMisresponsible of the control command, the transport,
the installation and the testing and commissioning of the doors.
Our consortium is a sub-contractor of level 1. Both companies have a project manager, a technical
leader and different team members. A full organizational chart for the consortium is presented in
Appendix 2.
6.2 Scope of work
6.2.1 Technical definition
The two mostimportantpointsina project as massive asITER, isto clearlyunderstandwhere youare
inthe chainof decisionwiththe powerof yourpositionandyourtechnical scope of work. The better
you master those two points, the more efficient and performant you become.
Our Consortiumisincharge of delivering54HND
inthe Tokamak.It exists two types of doors, the
Port Cell Doors (hereafterPCD) andthe LiftLibby
Doors (hereafter LLD). We provide doors at 6
levels in the tokamak; at the basement B2 and
B1 and at level L1, L2, L3 and L4.
The LLD connectthe lift(orshaft) tothe galleriesand the PCDconnectthe galleries to the Port Cells.
The Port Cellsare the rooms between the galleries and the vacuum vessel; those Port Cells are the
core of the confinement system in case of accident.
Level Quantity of PCD Quantity of LLD
B2 0 1
B1 18 1
L1 14 1
L2 14 1
L3 0 2
L4 0 2
Total 46 8
Vacuumvessel
Port Cell
Figure 11 - Section of the tokamak

A little afterthe beginningof the studies, F4E instructed the Cegelec/Sommer to add one option on
the PCD. Indeedduringthe call fortenderF4Ehad mentioned different options that could be raised
afterthe Kick-Off Meetingof the studies. The integration of Personal Access Door (PAD) was one of
them and is now included in our design.
Figure 12 - Port Cell Door with the Personal Access Door
Similarly, in response to the call for tender, CS proposed two different solutions in order to design
the doors andrespectthe 350mm steel equivalentrequired by the client for each PCD. The first one
was to provide doorsonlymade of steel, 350mm thick. The second one was to provide some sort of
“casing” made of steel inwhichheavyconcrete will be poured to reach the 350mm steel equivalent
around 700mm thick. The client chose the second solution most likely because both solutions
answered the technical specification and the second one was cheaper.
6.2.2 Principle requirements for Heavy Nuclear Doors
The technical specification of the doors was defined by IO and summarizes the functions expected
from the doors, the conditions and functions and the requirements in case of accident.
Here below are some of those requirements:
 Maintain a fire resistance between 120 minutes between the reactor and the galleries
 Ensure the radioprotection from the reactor’s core to the galleries
 Allow a difference of pressure of 140Pa in normal conditions and 5kPa in accidental
conditions between the reactor and the galleries
 Guarantees operations for 10 000 seconds in case of a LOCA event (Loss Of Coolant
Accidental), which brings the galleries to the following conditions:
o Temperature: 150°C
o Hygrometry rate: 100%
o Absolute pressure: 1.6 kPa

6.2.3 Structure of an HND
Withno surprise the doorswe manufacture possessthe same maincomponentsof our everyday life
doors. Indeed each door is made of a thresholds, a frame, a leaf and hinges. The PAD is integrated
inside the doorleaf and is also made of the same components. In order to respect the 350mm steel
equivalent with the PAD a Bio-Shield Plug was added in front of it. The hinges used were designed
and developed by our partner Sommer and are under a patent.
PCD are around four(4) metershighand four (4) meters large with a thickness of 700 millimeters. It
weighsmore than fifty (50) tons. Doors are electronically equipped with a driving mechanism and a
lockingmechanismbothpowered withamotor;bothcan be manuallyoperatedbyone humanbeing
if needed.There are electroniccaptorsinorderto provide the statusof the door to the main system:
open, closed, locked… In order to respect the drastic leak rate imposed by the client, the
confinementof the doorsisprovidedbytwo inflatable seals integrated between the frame and the
leaf of the door. Bothsealingsystemandelectrical systemare fullyredundant in case of dysfunction
or accident.
Concrete
Personal AccessDoor
Figure 13 - Drawing of a Port Cell Door

7 PROJECT COMPONENT
The missions of the project manager are wide and very diverse. From my point of view they are
roughly divided in two parts the purely project part in terms of management and relation with the
partners and the client and the reporting part to the project director and the hierarchy inside of
CEGELEC CEM. I started my internship with various missions alternatively of management or more
technical. Mid-way through my internship we oriented my involvement towards a role of Project
Control Manager.
7.1 Project manager
7.1.1 Project reporting
The policy of Cegelec CEM is to report the status of the project (progress, finance, claims…) to the
hierarchymonthlythroughaprojectreview.The aimof the projectreview istopresentthe different
aspectof the projectbutbefore hand,we need toprocessthe data of the month.The project review
presents the cash expenses of the month and from the beginning of the project, the different
invoices,the foreseenexpensesandworkload.The aimof thisexercise is to give our top manager all
the informationneededtounderstandthe status of the project, its strength and weaknesses if any.
We approach every aspect of the project and discuss its risks and opportunity. For instance one of
our riskis the weldingonsite,duringthe tenderphase iswas budgetedanamount3 to 4 timeslower
to the price our welding sub-contractors proposed us during the consultation phase, on the same
page we had an offerforthe transport2 timeslowerthanwhatwasforeseen. One of the role of the
projectmanageristo registerthose discrepanciesinordertoavoidthemforanotherprojectandalso
to re-dispatch the budget in that kind of situation.
To perform our analysis we work with a tool called “Suivi Mensuel d’Affaire” (Project Monthly
Follow-up), we produce a poster (Appendix 3) and present the following points to the hierarchy:
 Monthly synthesis: summary of the main events or modifications of the past month
 Security and safety: mostly for intervention on site if any accident occurs
 Client satisfaction and quality: in case of non-conformity with presentation of corrective
actions and preventive actions
 Progressof studies:displayof the initial forecastedprogress,new progressafteramendment
to the contract and real progress
 Spending and suppliers: status of negotiation with suppliers and sub-contractors,
provisionary budget versus real cost
 Workload and resources: past and provisionary work force needed
 Schedule main milestones: committed date and real progress
 Finances and cash flows: encashment, outflow, financial expenses, cash
 Earned value: BCWP (Budget Cost for Work Performed)
 Sells price: baseline and additional instructed work sells price
 Provisionary results: margin and margin at completion
 Risksand opportunities:estimated amount for risks and opportunities, monthly fluctuation
 Important point: main issues or actions to take and action plan

7.1.2 Project management
The project manager is in charge of leading the project to an end with a project team (purchasers,
qualityofficers…) anengineeringteam(mechanical, electrical…) an intervention team (inspections,
worksite manager…). One of the challenges of the project manager is to deal with all the actors of
the projectand to leadthemtowork togetherinanefficientway.A performant management of the
interfaces between all parties is a good way to save time and energy for everybody.
As part of a consortiumitisthe dutyof the consortiumleadertoexchange with all parties and reach
an agreementwithourpartnerbefore makinganypropositiontothe client.He isthe responsible and
the maininterlocutorfor the client. A good partnership and a trustful relation with every partner is
the keyto a well-organizedandproficientteam.Inordertoavoidany future issues,it is important to
clearly define the positions with all parties and for example declare a Steering Committee of top
management in charge of reaching an agreement if needed.
With the purpose of keeping track of the actions taken by everyone and to stay updated with the
urgentpointandupcomingdeadline we have aweeklymeetingwiththe mainmemberof the project
and at least one member of each team. The project manager is responsible to either accept the
proposition of the team member or define or precise the actions to be taken and the suitable
deadline.Dependingof the actualityof the project, we have several meetings every week. As much
as possible, the project manager try to be present at each meeting it is good way for the team
memberstodisplaytheirworkandshowtheirprogress onthe subjectas well astheirissue if anyand
for the project manager to give his point of view on what is expected.
An important topic is the installation of the HND on site, and we decide to have a weekly meeting
dedicatedtoit.Thisenable toshare our idea and point of view as well as what was expected by the
top manager. In this meeting we defined the different phase of installation and the resources
needed.Itwasa jobperformedwiththe peopleincharge of the schedule of installation on site. We
alsohave meetingsonthe qualifications,animportant part of the studies, or on the 3D model. With
no exception, we provide minutes of meeting within a couple of days after the meeting.
One of the trap every project manager has to be cautious about is the definition of the scope of
work. It is very important to clearly understand where the project starts and where it ends. Quite
often, the client adds new requirements or instructs us with new data. Even though we are
contractuallyforcedtoaccept and workwiththose new datait isvital to the projectto identifyevery
variationsoradditionstothe scope of work and to notify the client that it will incurs extra cost. This
processisverywell definedinthe contract which gives us little to no control over it. This procedure
takes a lot of time to the project manager but it is the only way to claim our rights. Each step of the
processisdescribedhere belowandfromthe notification of claim to the acceptance of all or part of
it there could be between 3 months to 3 years. In the meantime we have to organize our job to
analyze andintegrate the variationinourstudies.A precise knowledgeof the scope of work helps to
quicklyunderstandthe variation’simpacton the project and to decide whether it worth it to raise a
claim or if it is easier in case of small variations to simply integrate it. The process of claims is
presented in Appendix 4.

7.1.3 Modificationofscope of work
During a project we sometimes realize that the scope of work was not very well decided. For
instance, before I arrived on the project, the penetrations design were in our scope, but with such
stronginteractionwith the civil work, it was agreed by all parties that it would be more efficient to
letVFRin charge of thistopic.We therefore proceedtoa reduction of scope based on the budget to
compensate VFR for their work.
Lately VFR installed the first embedded plates in the building and in our scope of work we are in
charge of the topographic survey to check their position. It appeared to be very difficult for VFR to
give usa date of interventionandtheypostponeditmany times, we even went on site once only to
performthe surveyandwhenwe arrivedthe embeddedplateswere not positioned yet. VFR agreed
to indemnify us the amount we claimed and we agreed that it would be more proficient if the
topographicsurveywasperformedbyVFRandsentto us for analysisbefore concrete.Consequently
we work on the budget to reduce it of the amount corresponding to the topographic work. We did
the exercise andreachedavalue of $7 000, whereasVFRdiditas well and found $190 000. This huge
25 factors between the two amounts mainly comes for two things. Most of all we based our
computation on the budget for the topographic work whereas VFR based their proposition on the
real cost one operation aswe presenteditinourpreviousclaim.The difference also comes from the
number of survey considered, we consider that VFR will take 54 of the 540 surveys in our scope
howeverVFR assume they will perform 100 surveys out of the 200 plans. We are currently trying to
reach an agreement on that point, nonetheless this reduction of scope is just to ease the worksite
schedule and we are not willing to jeopardize our complete budget for that.
7.1.4 Relationwith the main contractor: VFR
In charge of the complete civil work of the tokamak, VFR established its offices on the construction
site right next to the future tokamak. Contractually we are supposed to meet with them once a
month but usually go there every Thursday or twice a month depending on the actuality. These
meetings are useful in order to get things to move slightly faster.
Sometimeswe simplyhave aphone call conference if itisnotnecessarytodisplayanything or if only
one or two interlocutors are participating, other than that, we meet in VFR’s offices in Cadarache,
southern France. Subject of the meeting can be varied and usually we tackle different subject in a
day.
During those meetings, we always work with VFR but we often meet with other parties involved
higher in the hierarchy, most of the time the Engineers and eventually representatives of other
entitieslike F4E,IO or BIPS. It is when we are on site in those meetings that things start to move on
and that we sometimes learn interesting things regarding the project in itself. It is also during that
kind of meeting that we can coordinate our actions with the client’s and define deadlines, emails
exchangesare a goodway to workbut whendo not succeed in reaching an agreement, it is during a
meeting that you can sustain you arguments, make compromise with the clients and reach an
agreement.Itisoftendifficult to discuss with them as they almost all the time bring up the nuclear
safety argument and all the assertions or expertise in the world cannot defeat it.

7.2 Project management tools
In orderto nicelyexecutehismissions,the project manager has access to different tools, or need to
create his own tool specific to his project. Cegelec uses one famous ERPs (Enterprise Resource
Planning) called SAP (Systems, Applications and Products) used to process different data like the
orders launch since the beginning of the project, all the spending their amount and for what.
One of the deliverables our client ask us to provide is the Monthly Report, it summarizes the
progress over the month, the order launch, the document we worked on, the delay and its source,
the billable invoicing and so on. In order to provide a consistent and reliable progress both for the
clientandfor uswe had to create tool able to compute the progressof the projectand to be updated
monthly with the work done. The progress is mainly computed on two types of duties. First the
monthlytasks,like the monthlyreportorthe listof applicable documents,increasingevery month of
the same percentage overthe course of the project. The progress mainly increases with the second
type of progresscomputedonthe advancementof our documents. The scale of progress is defined
at the earlybeginningof the projectandshouldbe modifiedaslittle as possible in order to keep the
same referential all along the project lifetime. As for today, we have a very detailed and precise
progress(surelywithacouple of remainingmistakes) butitisnot entirely automatic and sometimes
it can be very time consuming to update it. We are currently developing to get an even more
automatictool to compute the progress keepinginmindthatthere mustbe a human intervention at
some point.
The computation of the progress is important as it is the base we use for the billable invoicing.
Therefore the progress is often subject of discussion with the client who asks us to prove our
advancement and to sustain the requested invoice.
7.3 Project schedule
7.3.1 Overall Schedule
In project which expands over a long span of year, it is mandatory to keep track of important
milestones. The ITERprojectisdividedinthree mainparts,andbetweeneachareview step, the FDR
isthe Final DesignReviewandthe MRR isthe ManufacturingReadiness Review, necessary to launch
manufacturing, as shown below.
Figure 14 - Projet main phases

In orderto manage the schedule we use the software MSProject. Itwas decidedtohave to different
planning,anoverall one withall the stepsof the project and one specific for the installation on site.
The overall program summarizes all the inputs data from the client and every steps of the project,
from the studies to the installation and the testing and commissioning on site. It evolves with the
projectand the different modifications of input data. It enables us to define the critical path of the
project and identify the schedule impact of any modifications and follow the source of the delays.
The management of the planning is vital in every project and especially where a lot of different
actors are involvedasashort delayfromthe first supplier on site can generates a much larger delay
at the end of the project.
The installationonsite schedule wasnotreallydeveloped and efficient and I was in charge with the
worksite engineer to fully develop and improve it.
7.3.2 Installationschedule
Firstof all we had to include the inputdatafrom the client like the date of access to a specific level,
the installationtemporaryopeningdates…Thenwe definedthe series of steps, their length and the
requirements for one steps to be properly executed.
It ismandatoryto have a clearvision of all the steps and the interactions between each party. Here
below is a rough description of the mechanical installation process for one door:
1. Embedded plates: even though we are in charge of manufacturing and delivering the four
embeddedplates,VFRisthe one in charge on installing them at the same time as they pour
the first phase concrete. We still have to control their position before concrete and after
concrete. For that we need a topographer who provides us a topographic survey so we can
check the embedded plates are installed within the tolerances on positioning.
2. Wall connection plates: the WCPs are first welded on the embedded plates. Because the
embedded plates cannot be perfectly installed, we machine the four WCPs to create one
perfectly vertical plane on which we can weld the frame. They are the pieces that connect
the door frame to the embedded plates.
3. Thresholds: as the thresholds are made of studs and shear boxes underneath them to take
the workload applied, we install them over a recess in the first phase concrete. Here again
we need a topographic survey to make sure the thresholds are perfectly horizontal and
perpendicular to the vertical plane made by the four WCP. Once in place VFR is charge of
pouring the second phase concrete under the thresholds.
4. Frames: 28 days after the concrete pouring, we are allowed to install the frame on the
thresholds. The frame is made of three part, two columns and one lintel. We first position
the two columns with a topographer to be exactly vertical before welding them on the
thresholdsandthe WCP.We thenscrew andweldthe lintel onthe columns.VFRcomesonce
again to pour the third phase concrete, behind the frame and around the WCP up to the
lintel.

5. Leaf:sevendaysbefore the installationof the leaf,we pourthe concrete inside of itandlet it
dry for 7 days. Then we finally install the leaf on the frame once the concrete behind the
frame isdry. Thismightthe technicallymostdifficultstep.We have to mount a fifty tons and
fourmetersheightdoorleaf onitshingesina gallery 4.3 meters high. The design of the tool
for this step, the Leaf Mounting Tool, is about to be established, and the technical team is
confident that it answer all our requirements.
6. Electrical parts:afterthe mechanical installation,we mustinstall the electrical equipment, as
thiscomesat a laterstage and ismainlyperformedinhiddentime,the detailedhasnotbeen
developed yet.
The stepsare presentedinorderof installationandeach of them needs the previous one to be duly
completed, includingthe concrete drying. All steps involving concrete also involves VFR except the
concrete we pour inside the door leaf. Due to the strong interface with VFR throughout the
installation, we had several meetings with VFR on site to get all the data needed and to reach an
agreement on their interventions during our installation.
All alongthe installation we resorttoa lotof topographicwork, this is vital if we want to respect the
leak rate imposed by the client and to be sure we will be able to operate the doors. Indeed if the
frame isevenremotelytiltedwe couldbe in complete technical incapacity to move the fifty tons of
the door.
A fully detailed sequence of the mechanical installation of one PCD is presented in Appendix 5.
7.4 Technical responsibilities
Cegelec’s scope of work is roughly made of four main parts, the mechanical, the electrical and
control commandstudies, the managementof the 3D model andthe installationonsite.All alongmy
internship, I had the opportunity to have missions in all of this area.
7.4.1 Mechanical and 3D model
I had differentassignments concerningthe mechanical partof the project and mostof theminvolved
the 3D model that is why I decided to present you here below my main contribution on the
management of the 3D model.
The complete tokamakis represented in3Dusingthe modelization softwareCATIA.Itwasdecidedby
the Engineer that the modelization would be purely volumic and therefore does not take into
consideration any functional purposes which today appears to be an issue for some components.
The management of the overall model must very demanding and is performed by a special team
withinEngage,we hadsome difficultiestofullyandcorrectlyunderstandthe process and I will try to
explain the most important of it as easy as possible hereafter.

Everysub-contractorsworkon theirscope anduploadtheir3D productionin Enovia.Enovia is the 3D
model data base, everyone upload its 3D model in Enovia and we all have a visual access to the
modelizationof all contractorsinorderto be able to workefficientlyonthe integration of our model
eventhoughithas notbeenvalidatedbythe Engineeryet.Engage isthenin charge of producing and
updating one global model after validating the work of every sub-contractors and we also have
access to thismodel in Enovia. This process is quite long and demanding and we have identified an
important number of clashes and notified them to the Engineer as well as discrepancies between
what we submitted and what they integrated in the global model.
We are in charge of adding into the global 3D model anything that is part of our scope and that we
planto install inthe tokamakat some pointandof checkingthe consistencyof our3D representation
with our 2D drawings. Because it is a volumic representation, the strategy within Cegelec was for
everythingmodelledin3D to use “envelop”dimensions, it is nothing more than our equipment but
larger than needed in order to make sure that we actually do not exceed the space we “reserved”
into the tokamak.
This3D/2D checkingwasonlypartiallyandpunctuallyperformedonthe lastmodifieditems.In order
to have a betterideaof the big picture of the model and to be sure we respected all requirements,
one of my missions was to design a tool we could easily update and which gives us all the
information needed to understand the status of our model and each components a door. We first
defined a dozen of the most important dimension to respect, first to be envelop and second to be
sure of the positionof the doorsitwas alsodecidedtocheckthe consistency between our 3D model
and Engage’s 3D model. I then produced a draft of that tool and went to try it on level B1.
It consistedinacouple of steps,firstrecuperate the dimensiononthe 2Ddrawings,then recover the
dimensioninthe 3Dmodel andfinallygatherthe same datafromEngage’svalidatedmodel. The tool
wouldgive usanymajor differencesordiscrepancies.Howeveritwasslightlytooprecise forwhatwe
needed, there were no reason to go to such a detailed level whereas we had envelop dimensions,
and really time consuming.
As fortoday we decidedto “only”verifythatourmodel is envelop,
that everypiece of the doorsare well positioned and that Engage’s
model is in accordance with our model.
For instance, every door has an electrical cabinet on both sides
which we call junction boxes. On the picture on the right, you can
see in green the junction boxes in our model and in red the
junction boxes in Engage’s model. Here you can see very well the
discrepancy of positioning between the two models. There are a
fewdiscrepancies like that in the models and we need to identify
theirsource as well asfinda solutionwhetheritisEngage’s actions
or ours.
Today there is a new engineer working under my supervision on the 3D model and in charge of
updating that tool after any modifications of the 3D model. I was also in charge of managing the
integration of all the cables and cables tray in our scope into the 3D model.
Figure 15- Junction boxes overlap

7.4.1 Electrical integration
One of the main modifications of the 3D model duringmyinternshipwasthe electrical integration of
the door. Each door haselectrical devicesorsensorsthathave to be monitored,todoso we installed
one junction box on each side of the doors; those junction boxes are then connected to electrical
cabinetstotransferthe data to the control system. One of the requirements we have to respect is a
full redundancyof ournuclearsafetyequipment,thisiswhyeachdooris equipped withtwojunction
boxes, train A and train B. For integration purpose and cost reduction, we decided to have one
common junction box for two doors as explain on the sketch here below. A detailed sketch of the
cabling is presented in Appendix 6.
Dependingonthe sense of openingof the doors(hinges on the left or on the right) and the position
of the trains A and B (on the left or right) we identified four different possible configurations. For
each of themwe had to describe the connection points and the list of electrical cables. With that in
mindwe were able todefine the crosssectionneededforeachcable tray.Indeedthe final clientasks
us firstto have a differentcable tray for each train (one for SIC A, one for SIC B and one for the non-
SIC) and have a space reservation of at least 30% in the cable.
The SIC-A is made of three cables, we computed
the cross section and applied a 1,3 coefficient for
space reservation. We get a final cross section of
530 mm², the smallest standard cable tray which
allows that cross section is a cable tray of
25mm*50mm. On top of that even though our
cables are certified CR1 according to NF C 32070
and provide a 90 minutes functional integrity, the
client asks us an additional two hours fire
protection.Thisfire protection is made of a 50mm
thick panel. The total cross section of a SIC cable
tray is displayed on the picture here presented.
We then performed the integration with the CAD Engineer of all the cable trays into the 3D model
taking into account the environment provided by Engage. As for today we work on solving the
clashes with Engage and the other contractors involved.
Figure 16 - Sketch of the cabling of one PCD
Figure 17 - Cable tray cross section

8 CONCLUSION
It was a complete useful experience working at CEGELEC CEM, giving me with full opportunities to
learnand grow myself asan employeeaswell as a person. This experience brought out my strength
and also the areas I needed to make up. With my position, it was the first time I was directly in
contact withthe clientsorotherinterlocutorsinthe projectandfullyaccountable inmyrelationwith
them. It added more confidence to my professional approach built a stronger positive attitude and
taught me how to work in team as a player.
I worked onall the aspect of a project andthoroughlyenjoyedthe challenges that came along every
single day. Duringmytraining, Igot to drasticallyincrease myknowledge whichwill be helpful in my
future career as well as in my life. I also learned the values and the culture of this industry and
experienced the need for perfection in an industry where any deficiency could have extreme
consequences.
This working experience was for an incredible opportunity to learn and expand my knowle dge
towards a field that I barely knew. It gave me the occasion to decipher the meander of the nuclear
sector from the inside, from its challenges to its actors, from its reputation to its values and to the
reality of the industrial world within today’s environment.
Aftermore than6 monthsat CEGELEC CEM, I wishtofollow mypassionandpursue a careerin a field
that drives my goals and sparks interest and curiosity within me. I would like my future career to
reflect my personal motivations and goals, which are working to change life. The recent rise of
environmental and energy issues have increased the demand for new technologies to counter the
problemsbeingfaced.Iwanttogrow and be part of thatinnovative future,andtobe in the forefront
of energytechnologies.Itisan exciting time to be young and to feel as though the world is yours to
change, and that somehow what drives my passion will someday make an impact.

9 RESUME
Travailler à CEGELEC CEM Nucléaire fut pour moi une expérience complète et enrichissante, me
donnant l’occasion d’apprendre et de développer mes connaissances. Cette expérience à mis en
avant mescompétencesainsique lesdomainesdanslesquels j’ai encore beaucoup à apprendre. De
par ma position, ce fut la première fois que j’étais en contact direct avec le client et d’autres
interlocuteurs du projet et pleinement responsable de ma relation avec eux. Cela m’a permis de
consolider mon approche de monde du travail et m’a appris à travailler en équipe.
J’ai pu travailler sur tous les aspects du projet et chaque jour pleinement apprécier de nouveaux
challenges. Pendant mon stage, j’ai grandement développé mes connaissances techniques ainsi
qu’en gestion de projet, qui me seront utiles dans ma future carrière ainsi que dans ma vie
personnelle. J'ai aussi apprislesvaleursetlaculture de cette industrie et ressenti la recherche de la
perfection dans une industrie où tout manquement pourrait avoir des conséquences extrêmes.
Cette expérience professionnelle était une opportunité incroyable de me cultiver et d’élargir mes
connaissancesdansundomaine que je connaistrèspeu. Cela m'a donné l'occasion de déchiffrer les
méandres du secteur nucléaire depuis l’intérieur, de ses défis à ses acteurs, de sa réputation à ses
valeurs et à la réalité du monde industriel au sein de l'environnement d'aujourd'hui.
Après plus de six mois de stage au sein de Cegelec, je souhaite poursuivre ma carrière dans un
domaine qui me passionne et m’intéresse et me pousse à chercher plus loin. Je voudrais que ma
future carrière reflète mesmotivationsetobjectifspersonnels,travailler pour améliorer notre façon
de vivre. La récente multiplication des enjeux environnementaux et énergétiques a augmenté la
demande pourlesnouvellestechnologiesdansle butde faire face àces problématiques. Je souhaite
m’améliorer, faire partie de cet avenir innovant et être à la pointe des technologies de l’énergie.
C’est motivant d'être jeune et de sentir comme si le monde est à vous de changer, et que d’une
certaine façon ma motivation et ma passion auront un jour un impact.

10 ILLUSTRATIONS AND APPENDICES TABLE
Figure 1 - VINCI divisions and workforce......................................................................................... 8
Figure 2 - VINCI organizational chart............................................................................................... 8
Figure 3 - Organizational chart of cegelec....................................................................................... 9
Figure 4 - Steps of Cegelec's creation.............................................................................................10
Figure 5 - Scope of Cegelec withinVINCI Energies ..........................................................................11
Figure 6 - ITER TB03 HND organizational chart ...............................................................................12
Figure 7 - Laser Mega Joule...........................................................................................................13
Figure 8 - CHEOPS........................................................................................................................13
Figure 9 - ITER : A worldwide venture............................................................................................15
Figure 10 - Organization of parties involvedin TB03 scope of work .................................................18
Figure 11 - Section of the tokamak................................................................................................19
Figure 12 - Port Cell Door with the Personal Access Door................................................................20
Figure 13 - Drawing of a Port Cell Door..........................................................................................21
Figure 14 - Projet main phases......................................................................................................25
Figure 15- Junction boxes overlap.................................................................................................28
Figure 16 - Sketch of the cabling of one PCD..................................................................................29
Figure 17 - Cable tray cross section ...............................................................................................29
Appendix 1 - ITER Organizational chart..........................................................................................33
Appendix 2 - Organizational chart consortium Cegelec - Sommer....................................................34
Appendix 3 - Monthly follow up poster..........................................................................................35
Appendix 4 - ClaimProcess...........................................................................................................36
Appendix 5 - Installation schedule.................................................................................................37
Appendix 6 - Cabling sketch of one PCD.........................................................................................38

Appendix 1 - ITER Organizational chart

Appendix 2 - Organizational chartconsortium Cegelec - Sommer

Appendix 3 - Monthly follow up poster
CONFIDENTIALCONFIDENTIAL
CONFIDENTIALCONFIDENTIAL
CONFIDENTIAL
CONFIDENTIAL
CONFIDENTIAL
CONFIDENTIAL
CONFIDENTIAL

Appendix 4 - Claim Process
Notices
Clause 20.1
SUBCONTRACTOR
T0+21 days
after the event
DECISION
Clause 20.2
CONTRACTOR
7 days
UNRELATED CLAIM
Clause 20.4
SUBCONTRACTOR
Agreed?
7 days
RELATED CLAIM
Clause 20.3
SUBCONTRACTOR
Agreed?
7 days
PROCEED
Clause 20.4
SUBCONTRACTOR
NOT AGREED with
the classification
SUBCONTRACTOR
Sub-clause 20.6
PROCEED
Clause 20.3
SUBCONTRACTOR
No
No
Yes
Yes
PROVIDE DETAILED
CLAIM
Clause 20.3
SUBCONTRACTOR
T0+42 days
PROVIDE DETAILED
CLAIM
Sub-clause 20.4
SUBCONTRACTOR
T0+35 days
PROVIDE DETAILED
CLAIM
Clause 20.1
CONTRACTOR
T0+35 days

Appendix 5 - Installation schedule

Appendix 6 - Cabling sketch of one PCD
Configuration1 : Right hand
View from the gallery
Crosssection:
125*150
Crosssection:
125*150
Crosssection:
Crosssection:
25*50
739
1482
2811
3845
2885
1087

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