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Nuclear Theft: Risks and Safeguards







Chapter Nine Cost of Safeguards

COSTS OF EFFECTIVE SAFEGUARDS

It may appear to some readers that the development and application of a system of safeguards that will keep the risks of nuclear theft very low indeed will result in enormous costs for the nuclear power industry. This, however, is not the case, even for a safeguards system which employs the best available technology and institutional mechanisms, as we believe it should.

To place the cost of safeguards in perspective, the cumulative capital investment in nuclear power by 1980 is projected to be more than $75 billion, and the cost of the electricity generated with nuclear fuel will be more than $8 billion per year. These estimates are highly uncertain, however. Costs of nuclear electric power may differ considerably from our projections, especially on the high side, and still be considered acceptable. Indeed, there is a variation of more than 10 percent in the estimates of future nuclear power costs made by various individuals and organizations. A 10 percent difference in the estimated $8 billion annual nuclear power costs for 1980 would amount to $800 million in that year. Therefore, even if the costs of safeguards were as high as $800 million per year in 1980, this would hardly be sufficient, by itself, to affect substantially the overall economics of nuclear power. We hasten to add, furthermore, that we see no basis for expecting the costs of highly effective safeguards to be this high.

We can make, for example, some very crude estimates of possible costs of a special nuclear security force organized and operated by the federal government for comparison with the projected overall costs of nuclear electric power. Consider the use of rather large numbers of specially trained security personnel to provide protective services at fixed nuclear facilities other than power plants. We have projected a total of nineteen such facilities in the U.S. in 1980. Suppose an average of twenty security personnel are on duty at each site at all times. Allowing for three shifts, vacations, sickness, and some reserves, a