Nuclear power continues to be a safe, reliable, and carbon-free electricity generating source for the United States, though the cost of operating and maintaining the current United States nuclear power plant fleet has become uncompetitive with other sources. This gap is attributed to the advent of new digital instrumentation and control technologies that other electricity generating industries are currently leveraging to streamline work and greatly reduce operating, maintenance, and support costs. Digital instrumentation and control systems and control room modernization offers significant opportunities to reduce operating and maintenance costs to ensure the continued operation of the existing United States light-water reactors.These capabilities enable going beyond like-for-like replacement by offering new ways to transform current work processes through features like increased levels of automation, data analytics and visualization, and decision support. To ensure that the capabilities of the technology and people are being leveraged for safety and reliability, human and technology integration is an important consideration for any major digital main control room modification. This report presents interim findings of two key collaborations with United States utilities currently planning and executing large-scale digital instrumentation and control modifications to their main control rooms. While these collaborations are ongoing, this report presents lessons learned in the demonstration of the human and technology integration methodology.As this work continues, additional lessons learned will be developed. Collectively, this guidance provides industry with human and technology integration and human factors engineering guidance that reduces the technical, financial, and regulatory risk of upgrading the aging instrumentation and control systems to support extended plant life up to and beyond 60 years.

The significance of nuclear power in its role producing carbon-free electricity to the U.S. cannot be overstated. However, with changes in the energy market coupled with changes in incentives given to certain resources like solar and wind, the operating and maintenance costs for these sources have seen a significant reduction, which has consequently negatively impacted the economic viability of the existing U.S. nuclear power plant fleet.Digital instrumentation and control (I&C) and control room modernization is a major critical work domain to reduce operating and maintenance costs. Existing nuclear power plants are commonly configured with mostly legacy analog I&C as well as isolated pockets of digital I&C (a plant process computer, digital recorders, etc.). One challenge with this analog I&C is that replacement parts are becoming prohibitively more expensive and difficult to obtain. Moreover, a significant challenge with the existing analog I&C is that the way in which plants are currently operated and maintained is no longer competitive with other electricity generating sources, like natural gas, where advanced digital I&C technologies are commonplace. This gap between the waynuclear power plants are operated compared to other electricity generating sources significantly challenges the economic viability of the nuclear industry.Indeed, digital I&C systems can fundamentally change the way the plant is operated (i.e., the concept of operation). The introduction of digital I&C technologies offers a wealth of benefits to the nuclear industry. However, it is important to emphasize that, to realize these benefits, a careful understanding of how to integrate technology in a collaborative way that leverages the capabilities of people and technologies is necessary. Human-technology integration applies human factors engineering methods and tools to ensure the safe and reliable use of these technologies while ensuring that the inherent features of the technologies that provide economic value are not missed.The scope of this work documents the demonstration of the recently developed human and technology integration methodology, as applied to developing a new vision and concept of operations for a major U.S. nuclear power plant fleet. This report focuses on the methodological aspects of developing a vision and concept of operations. This report shares the tools, activities, and lessons learned during a modernization currently underway for industry as a whole to consider when planning any significant digital modification and developing a new vision and concept of operations.v Sargent and Lundy who were closely involved in the planning and execution of this work.