Assessment of Occupation Radiation Exposure during Maintenance in ITER Upper Ports
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Harb, Moataz [ORNL] (ORCID:0000000200379087)↗
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Opportunities and Challenges from Artificial Intelligence and Machine Learning for the Advancement of Science, Technology, and the Office of Science Missions
In February 2019, the President signed Executive Order 13859, Maintaining American Leadership in Artificial Intelligence. This order launched the American Artificial Intelligence Initiative, a concerted effort to promote and protect AI technology and innovation in the United States. The Initiative implements a government-wide strategy in collaboration and engagement with the private sector, academia, the public, and like-minded international partners. Among other actions, key directives in the Initiative called for Federal agencies to: Prioritize AI research and development investments, Enhance access to high-quality cyberinfrastructure and data, Ensure that the US maintains an international leadership role in the development of technical standards for AI, and Provide education and training opportunities to prepare the American workforce for the new era of AI. The mission of the Department of Energy (DOE) is to ensure America’s security and prosperity by addressing its energy, environmental, and nuclear challenges through transformative science and technology solutions. In terms of Science and Innovation, the DOE’s mission is to maintain a vibrant US effort in science and engineering as a cornerstone of our economic prosperity with clear leadership in strategic areas. From July to October in 2019, the Argonne, Oak Ridge, and Berkeley National Laboratories hosted a series of four AI for Science Town Hall meetings in Chicago, Oak Ridge, Berkeley, and Washington DC. The four meetings were attended by over 1300 scientists from the 17 DOE Labs, 39 companies, and over 90 universities. The goal of the Town Hall series was ‘to examine scientific opportunities in the areas of artificial intelligence, Big Data, and high-performance computing (HPC) in the next decade, and to capture the big ideas, grand challenges, and next steps to realizing these.’ The discussions at the meetings were captured in the final report of the AI for Science Town Hall meetings.
42 ENGINEERING↗
Lawrence Livermore National Laboratory (LLNL) Laboratory Directed Research and Development (LDRD) Annual Report (FY 2023)
As Lawrence Livermore National Laboratory’s most significant resource for supporting internally directed research and development, the LDRD Program provides investments in cutting-edge science and technology that allow the Laboratory to attract and retain the world’s most talented scientists and engineers and enables them to expand the frontiers of knowledge and anticipate emerging national security challenges. In this annual report, we summarize how Lawrence Livermore National Laboratory (LLNL) uses LDRD investments to advance our knowledge in strategic science and technology domains, develop our world-class workforce, and foster innovation in key programmatic areas.
37 INORGANIC, ORGANIC, PHYSICAL, AND ANALYTICAL CH↗
The TRANSCEND University Consortium: Theme 2 - Site Decommissioning, Deconstruction and Remediation - 20329
This paper will discuss the aims, objectives and progress to-date under Theme 2 of the TRANSCEND consortium project: Site decommissioning, deconstruction and remediation. Decommissioning nuclear sites involves waste retrieval, decontamination, deconstruction and, where necessary, containment and/or remediation of the remaining structure and surrounding land. Critical to management of these processes is limiting radiation exposure for the workforce, restricting the spread of radionuclides in groundwater, surface water and airborne particulates, and minimising the volume of contaminated waste for disposal. The aim of Theme 2 research is to develop new technologies for monitoring, remediation and containment that serve to minimise the volume of radioactively contaminated waste for disposal, for application prior to, during and after retrieval, deconstruction and decontamination operations. Prior research, conducted under the previous DISTINCTIVE project, demonstrated that colloidal silica grout can penetrate low permeability materials (including cement) for hydraulic barrier formation, and improved sorption capacity. The silica grout can be injected at surface using extremely small (potentially gravity-driven) fluid pressures, without the need for borehole drilling. Current work is investigating the erodibility of silica-grouted soils for inhibition of airborne and water-borne particulates as well as enhancing the grout's sorption capacity by addition of other materials to provide a chemical, as well as hydraulic, barrier to subsurface migration. EK remediation uses low voltage DC current to control migration of contaminants in porous media as well as to remove or degrade them. Researchers in the consortium have already demonstrated that low-energy ex-situ EK techniques can be used to provide remediation and volume minimisation for AWE legacy wastes in the UK. Under the current project researchers are building EK test cells containing simulated site materials at laboratory and intermediate(m)-scales to: remove, focus or degrade contaminants (remediation or waste minimisation); and direct subsurface water, chemical and colloid flow (fencing/containment or forced migration). This lab-based research is being informed by numerical models of EK processes that can subsequently be used to design full-scale on-site applications by nuclear site holders. Research under theme 2 of TRANSCEND will ultimately combine novel non-invasive detection technologies with EK techniques and colloidal silica grout barriers, to optimise the containment of radionuclide contamination in soils. Thus, allowing us to detect in-situ contamination, mobilise it to a selected location and grout it in-situ, prior to the initiation of decommissioning and deconstruction operations. (authors)
12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
Quantifying Socioeconomic Impacts of Electricity Generating Technologies
The levelized cost of energy (LCOE) and other cost metrics used in energy planning do not account for out-of-market impacts of the technology choice. While a decision-maker at the utility or asset owner level may compare multiple forms of electricity generating technology using LCOE, a decision-maker over energy policy or community stakeholders may be interested in considering impacts beyond those that LCOE measures. This report quantifies economic impacts such as jobs and wage growth across electricity generation technologies then develops an approach to systematically compare socioeconomic metrics across technology choices. To address additional workforce related impacts, this report also compares the typical workforce education requirements and annual income levels for multiple types of electricity generating facilities. The grid scale electricity generating technologies analyzed in this report produce power using conventional hydroelectric dams, coal, natural gas, nuclear reactors, solar PV, land-based wind turbines, geothermal heat, and woody biomass combustion. Although it doesn’t generate electricity itself, the economic impacts associated with battery storage equipment manufacturing and installation were also analyzed.
03 NATURAL GAS↗
Panel Session 133: Integrating Economic Redevelopment and Workforce Transition Into DOE Site Closure Planning (R1.18)
This panel focused on post-closure impacts to the long-term site workforce and communities in DoE's approach to accelerated site cleanup and expedited reduction of long-term financial liabilities. At sites where Cold-War workers shifted from weapons production to the cleanup effort, a more holistic approach to the workforce transition Post-EM cleanup is needed. This holistic approach would include incentives for expedited closure, trade re-training, and a vision for future site commercial activities. The panel discussed the importance of the right workforce incentives that includes appropriate training for displaced workers so that they can be integrated into a next job. A key aspect of this discussion was to re-assess the current and future land use opportunities related to land re-use concepts. By re-arranging cleanup sequencing is it possible to divest land sooner than originally projected for productive commercial use hence reducing the DOE long-term liability and consequently increasing an economic soft landing for those Cold-War workers. Panelists with presentations: Integrating Economic Redevelopment and Workforce Transition Into DOE Site Closure Planning (Sean Todd); Sustaining, Growing and Re-Developing DOD/DOD Facilities and Assets (Jonathan Taylor)
12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
Progress in the development of the community Particle Accelerator Lattice Standard (PALS)
The Particle Accelerator Lattice Standard (PALS) is a community effort to create an open standard to promote lattice information exchange for particle accelerators. PALS development is a community-wide international effort involving accelerator physicists from multiple institutions. While it started as a lattice standard for beam dynamics simulations, it is now being extended to support other particle accelerator activities, in particular accelerator operation. With new accelerators that are becoming more complex, larger collaborations and the increasing imprint of artificial intelligence in all accelerator activities (from design to operation to workforce development), the imperative for a common, standardized accelerator ontology has been transitioning from “nice-to-have” to “must-have”. We will present the status of the project, its relations to other projects, including to two of the particle accelerator projects of the newly announced US DOE Genesis Mission: the Multi-Office Accelerator Team (MOAT) project and the Nuclear physics AI-Ready Accelerator Data (NARAD) project.
Brynes, A. [Science and Technology Facilities Coun↗
Navigating Integration: Key Challenges for Data Centers, Nuclear Stakeholders, and Utility Operators
he exponential growth of data centers—driven by artificial intelligence and cloud computing—is reshaping the U.S. energy landscape, presenting urgent challenges and transformative opportunities for data center developers, nuclear energy providers, and utility operators. As data centers are projected to consume up to 12% of U.S. electricity by 2028, stakeholders must address rapid deployment needs, grid congestion, and the demand for reliable, high-quality power. This presentation explores the multifaceted barriers to integrating data centers with nuclear and utility infrastructure, including land use constraints, public perception, regulatory complexity, and workforce alignment. It highlights the distinct priorities and operational cultures of each sector, and the friction that arises from misaligned planning horizons and risk tolerances. We examine collaborative strategies such as co-siting, hybrid power-purchase agreements, unified community engagement, and innovative financing models.
22 - GENERAL STUDIES OF NUCLEAR REACTORS↗
Plutonium workers get a new level of education in the actinide mission
The Associate Laboratory Directorate for Weapons Production (ALDWP) and the National Security Education Center (NSEC) have teamed to develop a new Nuclear Enterprise Science and Technology (NEST) Academic Certificate program offered through the University of New Mexico – Los Alamos (UNM-LA). The pilot program, which virtually kicked off on January 19 even amidst snow closures, received accreditation by the State Higher Education Department (HED) in FY20 and is designed for LANL’s existing fissile material handler technician and technologist employee workforce. It will provide essential science, operations, and business education on all aspects of working in modern nuclear materials handling and processing facilities. The first course for the certificate program is called “Nuclear Facility Fundamentals.” A call for nominations went out to the directorate and a cohort of 15 individuals has been established to start the program.
61 RADIATION PROTECTION AND DOSIMETRY↗
Infrastructure and resource development needs to support a significant expansion of US nuclear capacity
In December 2023, the United States pledged at a United Nations conference to triple nuclear energy by 2050. In May of 2025 a new administration announced plans to quadruple nuclear energy by 2025, setting a new target that requires understanding the key infrastructure and resources needed to achieve large-scale deployment. This study attempts to quantify “what it takes” to deploy an additional 200 GWe of nuclear capacity. It projects demand levels for workforce, fuel, uranium mining and enrichment, waste management, supply chain, land, licensing, and water. Demand growth is also contextualized. For example, the peak number of construction workers required is approximately 215,000, a 37 % increase in the current US utility construction workforce. Up to 80,000 MT/year of mined uranium will be needed, necessitating a 60-fold increase in US mining production or a doubling of global mining if sourced externally. Advanced reactor fuels, uranium mining, and nuclear-grade equipment production would need substantial expansion. Operational workforce, enrichment needs, and licensing submissions also face significant increases. Although water consumption may see relatively lower increases, securing water rights poses unique challenges. This study consolidates various demand metrics in a broad context, highlighting the necessity of early preparations, such as workforce training, to support a tripling of nuclear energy. While it outlines the demand-side requirements, it does not assess the difficulties of ramping up or other supply-side issues. The findings also shed light on the impact of reactor size and reactor technology on various demand metrics.
29 ENERGY PLANNING, POLICY, AND ECONOMY↗
Tonopah Test Range Air Monitoring: Meteorological, Radiological, and Wind Transported Particulate Observations (CY 2019)
In 1963, the U.S. Department of Energy (DOE) (formerly the Atomic Energy Commission [AEC]), implemented Operation Roller Coaster on the Tonopah Test Range (TTR) and an adjacent area of the Nevada Test and Training Range (NTTR) (formerly the Nellis Air Force Range). This operation resulted in radionuclide-contaminated soils at the Double Tracks site and Clean Slate I, II, and III sites. This report documents observations made during ongoing monitoring of radiological, meteorological, and dust conditions at stations installed adjacent to the Clean Slate sites and at the TTR Sandia National Laboratories (SNL) Range Operations Center (ROC). The main objectives of the monitoring effort are to support the DOE Environmental Management Nevada Program (EM NV) in the safe remediation of the environmental legacy of nuclear device development and testing by determining if wind blowing across the Clean Slate sites is transporting particles of radionuclide-contaminated soil beyond the physical and administrative boundaries of the sites, and providing information for designing long-term monitoring of the sites. The monitoring program in 2019 included five stations. Station 400, located within TTR Area 3 and near the ROC, monitors conditions near the local workforce center. Stations 401 and 403 are located on the northern and southeastern perimeter fence lines, respectively, of the Clean Slate III site. Stations 404 and 405 are along the northern and eastern boundary fence, respectively, at Clean Slate II. The stations are generally downwind of the contaminated areas during either northwesterly or southerly winds, which are the predominant wind directions.
54 ENVIRONMENTAL SCIENCES↗
Cognitive Aging as a Human Factor: Effects of Age on Human Performance
Nuclear power plant (NPP) control room operators must make ongoing computations and decisions that maximize production and ensure safety, which places a high cognitive burden on the operators. How cognitions such as attention, visuospatial ability, and working memory interact with socio-technical systems to achieve optimal operations is well studied. However, there is an absence of research that examines how cognitive functioning within the NPP control room environment is moderated by developmental aging processes. This is of critical importance because different types of cognitive actions are known to develop and peak at different times across the adult life span, and it is becoming increasingly clear that there is no age at which all cognitive faculties operate at maximum capacity. Thus, given that NPPs are experiencing an aging workforce, it is vital to identify how mission critical cognitions change with age. This paper reviews implications of aging on reactor operators in the current and new fleet. We highlight lessons that can be learned from state-of-the-art human factors research that considers aging, lessons from the large cognitive aging literature, and lessons from aging workers in other industries that use sophisticated socio-technical systems, such as aviation. We also consider the important subject of aging effects versus expertise and present preliminary data that support the premise that age of operator is linked to effective and efficient operations but that this relationship may be moderated by level of operations expertise. In conclusion, we apply these lessons to future considerations for aging research in current nuclear operations and with the advent of advanced modernized control rooms.
46 INSTRUMENTATION RELATED TO NUCLEAR SCIENCE AND ↗
Fostering Nuclear Security Culture through Effective Leadership: An Operational Perspective
Security culture plays a critical role in determining the effectiveness of an organization's security performance, making its significance impossible to overemphasize. It encompasses the collective values, shared perceptions, and habitual actions embraced by all individuals within a nuclear organization—from leadership to frontline staff. When the entire workforce recognizes the reality of potential threats, accepts that security is a shared duty, and integrates security-minded behavior into everyday routines, it fosters an environment where strong security practices are the norm. In such a setting, everyone can take pride and feel reassured in being part of an organization where a strong security culture is deeply embedded. Security culture is based on the broader concept of organizational culture. All organizations—whether families, social clubs, religious institutions, businesses, non-governmental organizations, or governments—possess an underlying culture shaped by core values and beliefs. These values and beliefs influence attitudes and drive behavior throughout the organization. While multiple factors contribute to the development of a strong security culture, leadership plays a particularly pivotal role. In organizations where security culture is well-established, leaders go beyond rhetoric; they demonstrate a genuine commitment to security through their actions. They implement policies and procedures that actively engage all employees, foster open dialogue around security concerns, and encourage teamwork in resolving issues. Furthermore, they reward proactive behavior and ensure that corrective actions are taken promptly. Regular assessments of the organization's security culture allow such leaders to gauge its effectiveness and take strategic steps to strengthen it when necessary. This paper leverages practical, real-world experience to guide leadership and senior management within nuclear organizations through the foundational steps of cultivating a robust, organization-wide culture of nuclear security. It emphasizes the critical importance of early leadership engagement in shaping this culture and outlines a comprehensive approach that includes strategic, tactical, and operational measures. Additionally, it explores methods for fostering a unified vision across all levels of the organization to ensure alignment, commitment, and continuous improvement in nuclear security practices.
Zineddin, Dr. Z. [ORNL] (ORCID:0009000848740725)↗
LDRD FY25 Program Overview
As Lawrence Livermore National Laboratory’s (LLNL’s) Laboratory Directed Research and Development (LDRD) program enters its fifth decade of leading-edge research and development, its impact and importance have never been stronger. The program continues to advance strategic investments in pioneering science, technology, and engineering, ensuring LLNL will be ready to deliver on our mission as it evolves over the coming decades. Investing in LDRD research, and the people who perform this critical work, gives LLNL the ability to sustain our role as a leader in the Department of Energy and National Nuclear Security Administration enterprise. The LDRD program enables high-risk, high-payoff research that anticipates emerging threats and future mission needs. By nurturing the ingenuity of the Lab’s greatest asset, its people, LDRD funding advances not only our research but also grows and nurtures our workforce: engaging future innovators with student mentoring, challenging postdoctoral researchers to apply their skills to support national security, and strengthening the leadership skills of early career staff. This annual report documents how LDRD investments advance LLNL’s science, technology, and engineering across our mission space. To assess LDRD’s impact we track both short and long-term metrics such as peer-reviewed publications, number of students, or professional fellows. In addition to reviewing these metrics, I encourage you to delve deeper into the breadth of science and technology that illustrate the strategic value of this research portfolio. For instance, a recent exploratory research project used advanced manufacturing to construct miniaturized three-dimensional ion traps for a quantum computer with reduced quantum error rates to enable applications that address national security missions and support basic science. Another project has delved into studying detonation by examining deflagration to enhance the safety and security of the nuclear weapons stockpile. LDRD researchers are also deploying AI agents on two of the world’s most powerful supercomputers to automate and accelerate inertial confinement fusion experiments. Other teams are delivering more accurate optical constants to enable improved validation for aluminum to advance atomic and molecular physics models. LDRD-driven discoveries of how metals deform under extreme conditions strengthen our ability to model and design materials for demanding national security environments. National security challenges are increasingly complex and continuously evolving. LDRD focuses our most innovative science and technology on these challenges, ensuring the Laboratory is developing creative, forward-leaning solutions for our nation and the world. The following pages feature highlights of published scientific advances, patents, and honors that stem from LDRD investments. As you read this report, I hope you will understand how these investments position the Laboratory, and our partners, to meet the demands of the decades ahead.
36 MATERIALS SCIENCE↗
Nuclear Direct Air Capture with Carbon Storage (NuDACCS) (Final Technical Report)
This final report, which is for DOE Award Number DE-FE0032160 (Direct Air Capture Combined with dedicated Long-Term Carbon Storage, Coupled to Existing Low-Carbon Energy), covers the Nuclear Direct Air Capture with Carbon Storage (NuDACCS) project period of performance from 03/31/2022 to 12/27/2024. Battelle Memorial Institute (Battelle) partnered with Aircapture LLC (Aircapture), Southern Company (Southern), Carbonvert, the University of Alabama, and Sargent & Lundy (S&L) to develop a front end engineering design (FEED) study for a direct air capture (DAC) system co-located with Southern Company's Joseph M. Farley Nuclear Plant (Plant Farley) in Columbia, Alabama. The DAC system was designed to capture at least 5,000 net tonnes of carbon dioxide (CO2) per year from ambient air in a form suitable for long duration carbon storage (e.g., geologic storage). To complement and support the FEED study, additional analyses were completed, including a Technology Maturation Plan (TMP); Workforce Readiness Plan; Project Cost Estimate; Business Case Analysis (BCA); Life Cycle Analysis (LCA); Environmental Health and Safety (EH&S) Assessment; and Environmental Justice (EJ) Analysis and Economic Revitalization and Job Creation Outcomes Analysis.
21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
Quantum Computing Strategy 2026
Quantum computing (QC) is a rapidly maturing technology with the potential for revolutionary impacts on stockpile stewardship science and national security. Recent developments in fault-tolerant architectures have compressed vendor roadmaps, and predictions of a production-ready quantum computer by the mid-2030s are becoming increasingly credible. This strategy provides a roadmap for integrating QC into the Advanced Simulation and Computing (ASC) program by investing in four strategic focus areas: 1. Develop Capabilities in Mission-Relevant Quantum Applications: ASC will prioritize developing quantum-ready applications in mission areas that have shown significant promise for quantum advantage, including simulations of materials in extreme environments, nuclear dynamics, solving linear and nonlinear partial differential equations, and uncertainty quantification. These applications directly support stockpile stewardship science and modernization objectives. 2. Conduct R&D in Algorithms, Software, and Hardware: Sustained research into quantum algorithms, robust software tools, and quantum hardware is essential. ASC will develop efficient quantum algorithms; invest in quantum compilers, debuggers, and performance tools; and explore specialized quantum hardware tailored to NNSA’s unique requirements. 3. Engage with Vendors and Partners: Early and active collaboration with commercial quantum hardware vendors and academic partners is critical. Through testbeds, co-design agreements, and quantum demonstration facilities, ASC will influence hardware design, gain early access to emerging technologies, and ensure that quantum platforms evolve to meet mission needs. 4. Build Knowledge, Experience, and Workforce: Expanding and upskilling the quantum-trained workforce is essential to long-term success. This includes hiring, internal training, university outreach, and postdoctoral support to ensure ASC maintains the expertise required to operate, program, and integrate quantum systems as they become available. While quantum computing will never replace classical computing, it has the potential to solve certain problems with speed and accuracy that would be unachievable using any conceivable classical high-performance computing (HPC) system. By investing strategically in QC, ASC will help propel the emergent QC industry, maintain U.S. technological leadership, ensure mission readiness, and position itself to rapidly adopt quantum technologies as they mature.
97 MATHEMATICS AND COMPUTING↗
Integrated Initiative for Plutonium and Actinide Missions
Recognizing the dynamic environment and challenges facing the plutonium and actinide missions at Los Alamos National Laboratory over the next decade, Laboratory leadership established Fiscal Year (FY) 2020 Laboratory Agenda Item 2.6. This agenda item calls for the development and implementation of an integrated initiative for plutonium and actinide missions at Los Alamos. Over the next decade, Los Alamos has been asked to significantly ramp up pit production to help address nuclear stockpile and nuclear deterrence needs, heat source production to support expansion in space exploration, evaluation of stockpile returns, processing operations in support of nonproliferation, and the actinide science to support all of these efforts. All of this must be accomplished while significantly increasing the size of our plutonium and actinide missions workforce and modernizing and updating critical infrastructure. Only through enhanced integration of science, technology, and engineering (ST&E), manufacturing, and mission operations will we enable achievement of these critical missions. An overall summary of the plutonium and actinide missions is included in Figure 1 on Page 3 and Figure 2 on Page 4 summarizes our goals, objectives, FY 2021 recommended actions and internal strategic priorities that are key elements of our integrated initiative.
45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗