NuclearCONNECT Edition 10 by The Connect Series Ltd

NuclearCONNECT

NuclearCONNECT FOR NUCLEAR MANAGEMENT & PROCUREMENT WWW.NUCLEARCONNECT.CO.UK

ISSUE 10 JULY 2012 £ £12.50 12.50

Issue 10 July 2012

Interserve is one of the world’s foremost support services and construction companies offering advice, investment, construction and support services for society’s infrastructure and providing a range of plant and equipment in specialist fields. Interserve has a long, successful history of delivering in a wide range of industrial markets.

CONNECTING THE NUCLEAR INDUSTRY

One partner to meet all your project and asset support needs.

NDA plans for the future PRISM: A solution for plutonium management? All change at Dounreay R&D funding drives innovation written by

We have operated within the nuclear sector for over 30 years, giving us unrivalled experience.

Penny Lees

Our vast range of self delivered services can be provided individually or integrated to deliver a multi-discipline solution designed to meet your entire project and asset support needs.

with

New generation calls for material risk management

Maximising the value of small businesses

GEOFF FAWKES

JENNY MAXIM

written by

KEITH COLLETT

info.industrial@interserve.com www.interserve.com

CEO Nuvia Ltd

INDUSTRY NEWS

•

LAW

written by

BDM Tarmac

•

H&S

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TRAINING

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Serco

RECRUITMENT

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Directory

Features

All change at Dounreay The road to PBO status for Babcock Dounreay Partnership

A match made in heaven?

Collaborative decom in action

36 40

Research & development funding drives innovation

The dos and don’ts of effective alliancing

The Celadon alliance

New generation calls for material risk management Why planning for concrete supply must start now

43 46

48 50

Key messages from the spring conferences In it to win it The principles of effective

Diary of Events

28 Law

An update from Dr John Idris Jones

Q&A Keith Collett, CEO of Nuvia Ltd

Nuclear regulation: where to start?

Health & Safety

The safety value chain: it’s not rocket science

Training

bid management

Diary from Anglesey

Essential events to attend in the forthcoming months.

Meet UK Nuclear Apprentice of the Year James Watmore

Recruitment

Hold on to your talent NuExec survey reveals the truth behind career motivation

63 Category Listings Search for companies you need by their category of services.

Consulting

Engineering, Plant & Equipment

Industry Bodies

Infrastructure

103 Nuclear Sites 103 Office Management 105 Personnel Services & Training 109 Alphabetical Supplier Listings Search for companies you need by their name.

Website Upload your latest vacancies – visit the NuclearCONNECT website now at

www.nuclearconnect.co.uk

Maintenance and outage services Civil and building works Testing commissioning and operational support Stack sampling systems Radiological protection support services

T: +44 (0)1204 366 333 www.redhallmanufacturing.co.uk

Pipework, steelwork and exotic materials fabrication Lifecycle services for high integrity fire and blast protection systems Fabrication services Bespoke equipment specialisation Qualified inspection and testing services available as standard

T: +44 (0)1189 823 790 www.redhallnuclear.co.uk

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Feature

NDA

NDA PLANS FOR THE FUTURE RSRL & Magnox sites PBO competition, plus updates to future programme planning Words: Penny Lees Image: Courtesy of Magnox

ince 2005, the Nuclear Decommissioning Authority (NDA) has run competitions for the ownership of the Low Level Waste Repository, Sellafield Ltd and, most recently, Dounreay Site Restoration Ltd. In late April it published a Prior Information Notice (PIN) in the Official Journal of the European Union (OJEU), advising of the intention to launch the next major competition for the management of the final tranche of the UK’s civil nuclear sites. A competitive procurement process will be formally launched in summer 2012 for the 10 sites operated by Magnox Ltd and the two research sites operated by Research Sites Restoration Ltd (RSRL). The PIN gives notice to the market of the forthcoming procurement process. The competition seeks to appoint a new Parent Body Organisation (PBO) to take ownership (via share transfer) of the two Site Licence Companies for the duration of the contract. Magnox Ltd, which operates the former nuclear power stations at Berkeley, Bradwell, Chapelcross, Dungeness A, Hinkley Point A, Hunterston A, Oldbury, Sizewell A and Trawsfynydd, and the generating station at Wylfa, is currently owned by Energy Solutions. RSRL Ltd, which operates the former research facilities at Harwell and Winfrith, is currently owned by Babcock UK. The NDA puts current annual expenditure at Magnox sites for 2012/2013 at around £640m, and at the RSRL sites £60m. The sites’ workforces will remain in place and the appointed PBO will bring in a new senior leadership team to provide vision, expertise and value for money. The official competition process begins with publication of the Contract Notice in July, closely followed by an Industry Day to further inform the market. To date, an

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informal market survey has provided feedback from potential bidders on a possible strategic approach to the process. This led to Formal Market Engagement (FME) during May, based on questionnaire responses and discussions with the NDA. The FME, questionnaire responses and any discussions are not part of the formal Magnox/RSRL procurement process. A detailed time-frame for the competition process is presented in draft form, with an industry event scheduled for 19th July and the contract award likely in 2014. The NDA may insert another phase into the schedule depending on the number of bidders who successfully pass the Pre-Qualification Questionnaire stage. The NDA contact relating to the competition is via ndacompetition@nda.gov.uk.

The focus of this year’s business plan remains unchanged from last year, with the emphasis on delivery of commitments

bidding. Under the current schedule, the

In April the NDA published its Business Plan for 2012 to 2015, following a period of public consultation and ministerial approval. This year’s plan, which reflects the revised Strategy published in 2011, allows for an average expenditure of almost £3bn a year over a four-year period. It is in line with the Government’s last spending review, of which £2.3bn will be funded by UK Government and £0.7bn by income from commercial operations.

NDA anticipates finalising its strategies and

The NDA’s retiring Chief Executive John

obtaining approval to proceed in June, with

Clarke explained: “The focus of this year’s

the posting of the Contract Notice planned

business plan remains unchanged from

for 16th July and a Bidders Conference in

last year, with the emphasis on delivery of

Manchester on 19th July. Prospective

commitments. We will seek to maintain

bidders can then request a PQQ as the

progress and maximise value for money by

competition progresses to its next stage.”

focusing on the highest hazards and risks,

Steve Dixon, NDA Competition Manager, gave the following update on the PBO competition to NuclearCONNECT: “The NDA is progressing the Magnox/RSRL PBO competition schedule and is currently holding discussions with prospective bidders in the Market Engagement phase of the process. This is an important step as it allows the NDA to understand the market’s expectations and appetite for

Feature

NDA

NDA PBO competition timetable Contract Notice (Bidders can request PQQ) – 16th July

Tender Return – early Sept 2013

Bidders Conference in Manchester – 19th July

Tender Evaluation & Governance – Sept to Dec 2013

PQQ Return – 31st Aug

Preferred Participant Announcement – Dec 2013

Bidders Site Access starts – mid-Nov

Contract Finalisation – complete March 2014

Dialogue Starts – mid-Jan 2013

Transition – complete July 2014

Draft ITSFT – early June 2013

Contract Award and Share Transfer – July 2014

Final ITSFT – end of July 2013

while ensuring that safe, secure and environmentally responsible site operations are maintained across our estate.” The NDA continues to deliver programme documents to help resolve remaining strategic issues within the industry. Its draft Strategy Development Programme for Site Restoration, issued in March with responses due by the end of May, will ultimately inform a set of optimised site Lifetime Plans and roadmaps for site end state delivery. The tangible benefits (i.e. restoring sites and releasing them for other uses) will then be realised through NDA client capability to select the right site contractors and manage the delivery of contracts for site restoration.

(Correct at time of going to print)

Following consultation the NDA also published in May its Strategy Development Programme for Integrated Waste Management, which will lead in due course to the estate-wide optimisation of waste management. It recognises that NDA strategies for low-level waste and for non-radioactive and hazardous waste are more mature and drive the current lifetime plans, but there is further work to be undertaken in the area of higher activity wastes (HAW) and HAW strategy development is a key focus of the published Programme. Whilst there is a focus on HAW, the programme remains an integrated waste management programme, with work in other areas, notably the need for waste management strategies to be

integrated across the estate and across nominal waste categories (high, intermediate, low and non-radioactive). The NDA has most recently published comments and responses on the options for Dounreay exotic fuels outlined in February. This study identified two credible options:

• Continue to manage the exotics at Dounreay, as per the current baseline plan. • Transport the exotic fuels to Sellafield for management, potentially saving £300m+. A decision on the preferred option is expected later in 2012. NuclearCONNECT

Introducing the

‘STEALTH’ DIAMOND WIRE CUTTING MACHINE Flat Packed skip

Full CNC Remote Control System

Drive unit & integral dry cooling system

Visit: www.bdnuclear.co.uk

There is a prevailing view that decommissioning within the nuclear industry is a fairly mature business, with little scope for significant innovation. However that view does not prevail within BD Nuclear Limited, a company which specialises in development and deployment of diamond wire cutting technology. The approach adopted by this company is to provide innovative and practical solutions to many challenging tasks hitherto considered to be too difficult to be undertaken with diamond wire cutting techniques.

The machine, labelled ‘STEALTH’, is a fully remotely operable diamond wire sawing rig capable of cutting through the hardest of metallic materials without the need for lubrication. The design features allow cutting to be undertaken within both vertical and horizontal planes with good precision and control. This in itself is a major advance and is not usually available without rotation of the object or readjustment of the cutting head. The machine comprises four major components, a sturdy bridge supported on two steel columns within which is mounted the diamond wire drives and cooling system. The diamond wire spans the space between the two vertical columns and can be raised or lowered under controlled conditions. Beneath the main structure the fourth item comprises a sturdy support bed mounted upon rails to allow any object to be moved under close control between the vertical columns when required to undertake the horizontal cutting. This carriage will be provided with bespoke clamping features to remotely secure items for cutting and attached to the carriage there is a steel beam that is used to support the sections as they are being cut away. It is envisaged that this carriage will be moved away from the main machine to enable the items to be loaded onto its base and to unload cut sections when appropriate. Hydraulically powered arms can be used for this purpose, designed as necessary for the duty required. This machine incorporates the latest

developments in wire technology such that the nature and specification of the diamond cutting beads are matched to the demands emanating from the object to be cut such that maximum cutting efficiency is delivered. The scale of the machine as currently configured - ~4.7m high, 4.5m wide and with a horizontal bed movement of up to 20m - will allow it to undertake sectioning of items of substantial size. It should also be emphasised that these main dimensions are flexible and can be adjusted to suit a client’s specific requirements. The whole ethos of this machine lies in the very high quality of the components utilised, the skill in developing diamond wires to

[

hese redundant objects tend to be heavily contaminated/ irradiated or both and require major size reduction with volumes strictly minimised to assist with their ultimate disposal. It is to this objective that BD Nuclear has already applied its innovative skills to good effect and working forwards from this platform has now developed a unique piece of equipment that the industry so urgently needs.

‘STEALTH’, is a fully remotely operable diamond wire sawing rig

suit a range of duties and the bespoke software that enables the operator to undertake specific actions under very closely controlled conditions. Throughout the cutting process the machine monitors key functions such as the wire velocity, the wire tension, the main carriage and support carriage velocities and the power amperage in the main wire drive motor. This is dry, cold cutting and one vital feature of the machine is the presence of a bespoke module in the main head to cool the wire continuously during operations. The software is also capable of undertaking repetitive operations of a batch nature with minimal supervision. This machine is an exciting prospect since it will take difficult areas of nuclear decommissioning to a new plane, where highly active and contaminated items can be remotely size reduced under closely controlled conditions. The control and ability

to cut in different planes without recourse to material realignment is a major step forward and has the potential to significantly reduce the volume of many decommissioned items ahead of their disposal. As well as investing heavily in research and development of diamond wire cutting technology, BD Nuclear also provide at their Portsmouth facilities a detailed training base for operators of their equipment. There they have the ability to mock up cutting applications and to test and commission equipment set up especially for the client. This facility provides the client with an ideal opportunity to ‘fine tune’ their requirements and at the same time train their operators in a ‘real’ situation such that their decommissioning needs are met first time. BD Nuclear will be pleased to demonstrate the capabilities of the STEALTH machine to potential clients and to discuss their practical needs which may be met by use of a bespoke machine designed around their specific requirements. For further information please contact: Dave Dougan on 0845 5210004 or visit www.bdnuclear.co.uk

Consultancy • Design and Build • Feasibility Studies • Diamond Wire Sawing • Multi Skilled Classified Labour • Health Physics • Hot Cutting • Brokk Operations • Diamond Drilling • Bespoke Lifting Solutions

Industry News

DRAFT ENERGY BILL PUBLISHED May saw Ed Davey, Secretary of State for Energy and Climate Change, publish a draft of the Energy Bill, ready for Pre-Legislative Scrutiny. The draft Bill aims to reform the electricity market and provide investors with transparency, longevity and certainty, to attract the £110bn required to build new low-carbon capacity. It will be designed to encourage a balanced portfolio of renewables, new nuclear and Carbon Capture and Storage (CCS), and to ensure that these technologies can compete fairly in the market-place. National Grid is to be appointed as the delivery body for Electricity Market Reform, to provide analytical basis for Government decisions and to administer two new market mechanisms: • Feed-in-Tariffs with Contracts for Difference (CfDs), to provide long term support, with stable and predictable incentives for companies to invest in low-carbon generation. Returns will be offered at a fixed level known as a ‘strike price’. The first strike prices will be published within the Delivery Plan in 2013. • A Capacity Market to provide security of electricity supply by ensuring sufficient reliable capacity is available. These measures will be supported by an Emissions Performance Standard (EPS), which will limit carbon dioxide emissions

from the most polluting fossil fuel power stations, and a Strategy and Policy Statement (SPS) to improve regulatory certainty by ensuring that Government and Ofgem are aligned at a strategic level. The Bill also ensures that the Office for Nuclear Regulation will be fully able to meet the future challenges of regulating the nuclear industry, as the new builds kickstart. Finally, it contains provisions that will enable the sale of the Government Pipeline and Storage System (GPSS). The Bill is expected to achieve Royal Assent in 2013, so that the first low-carbon projects can be supported in 2014. Officials from E.On UK, RWE nPower, Scottish and Southern Energy, Scottish Power, EDF Energy and Centrica came together before the House of Commons’ Energy and Climate Change Committee (ECCC) on 12th June to discuss the proposed measures. As NuclearCONNECT went to press, the ECCC hearings were due

ALL-ENERGY 2012 SUCCESS Also in May, sunny Aberdeen was host to the 12th annual All-Energy conference, attended by over 8000 people from 50 countries. Occupying an area of 7000 sqm (not including the outdoor area), the 580 exhibiting companies included our very own CONNECT series team. New features for 2012 included sector-specific visitor trails and three new sections – Offshore Maintenance, Smart Energy and a Low Carbon Vehicle Zone featuring ‘Ride & Drive’. Speaking in the plenary session were: Lord Provost George Adam; Alex Salmond, the First Minister of Scotland; Charles Hendry, Minister of State for Energy; Keith Anderson, Chief Corporate Officer at ScottishPower; and David Gartside of the Health and Safety Executive; along with three five-minute quick-fire presentations from Gamesa, the Crown Estate, and ITM Power.

to continue on 19th June.

Hendry placed energy security at the heart

Draft Bill: www.decc.gov.uk/en/ content/cms/legislation/ energybill2012/energybill2012.aspx

our power sector through electricity market

ECCC updates: www.parliament.uk/ business/committees/committees-a-z/ commons-select/energy-and-climatechange-committee/

of energy policy and spoke about rebuilding reform highlighting that the investment of £110bn over the coming decade could lead to as many as 250,000 jobs in the energy sector. On the role of nuclear, he said: “As well as oil and gas and Carbon Capture and Storage, a balanced policy for energy security also means new nuclear, which is one of the cheapest low-carbon source of electricity, and we have taken the steps to make other parts of the UK one of the most promising places in Europe for nuclear new build. “We expect that, with some life extensions of our existing nuclear fleet and the first new build plants just coming though, nuclear will still account for around 20% of our electricity generation, as it does today.” He ended by highlighting the incredible opportunity for growth and new jobs, sending out a clear message to all good engineers or scientists: “there is simply no other sector which offers the same prospects for high-quality, well-paid, long-term employment. The industry needs you and you’ll never regret a decision to work in the sector.” Thank you to all those who came to visit our resplendent CONNECT series stand, and we hope to see you all again in 2013!

www.all-energy.co.uk 8

NuclearCONNECT

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Industry News

NDA PUBLISHES PREFERRED OPTION ON OXIDE FUELS Through publication of its Preferred Option

a decision to dispose of it in a geological

paper, the Nuclear Decommissioning Authority

disposal facility.

(NDA) has now completed its strategic review

This will result in the reprocessing contracts

of the options for the management of oxide fuels.

being complete by 2018, at which time THORP would cease reprocessing activities

Oxide fuels include the remaining

and enter a post-closure and clean-out

overseas-derived spent fuels that are being

phase prior to decommissioning.

stored at Sellafield pending reprocessing in

Confirmation of the position concerning the future of THORP means that there is now no safety, operational or strategic requirement to replace the existing HASTs (Highly Active Liquor Storage Tanks) that receive this by-product of reprocessing spent nuclear fuel. Therefore, following dialogue between NDA, Sellafield Ltd and regulators, there is now no need to procure the replacement HAST project.

THORP (thermal oxide reprocessing plant) and also the spent fuels coming from the UK’s fleet of advanced cooled-gas reactor (AGR) power stations, owned and operated by EDF Energy. The strategic review confirms the NDA’s position that completing the reprocessing contracts at THORP remains a viable and cost-effective strategy. Any remaining AGR fuel, including any future arisings, will be placed into interim storage pending

www.nda.gov.uk/news/oxide-fuelspreferred-option.cfm

£15M FUNDING BOOST FOR NUCLEAR INNOVATION Sciences Research Council and the Department of Energy and Climate Change: • Up to £12m for business-led collaborative R&D projects. • Up to £2m for feasibility studies, which must be collaborative projects led by a small/medium enterprise (SME). • The remaining £1m for Knowledge Transfer Partnerships (KTPs).

Key dates are as follows:

Up to £15m of investment will support nuclear research and development (R&D) in the supply chain, following a joint initiative by Government organisations. The announcement was made at the end of May at the ‘Collaboration Nation’ showcase event held at the Nuclear Advanced Manufacturing Research Centre (Nuclear AMRC) in Rotherham. The latest investment is being made by the Technology Strategy Board, backed by the Department of Business, Innovation and Skills, the Nuclear Decommissioning Authority, the Engineering and Physical 10

NuclearCONNECT

• Feasibility studies: registration by 29th August; full applications by 5th September.

HIGH VALUE MANUFACTURING STRATEGY NOW PUBLISHED The end of May also saw the government’s Technology Strategy Board (TSB) launch their high value manufacturing (HVM) strategy. TSB Chief Executive Iain Gray announced the launch at the third National Manufacturing Debate at Cranfield University, whose theme was ‘Enhancing the Supply Chain for Growth’. HVM is the application of leading-edge technical knowledge and expertise (including R&D) to the creation of products, production processes and associated services which have strong potential to bring sustainable growth and high economic value to the UK. The strategy draws extensively on the findings of the TSB study, ‘A landscape for the future of UK manufacturing’, carried out by the Institute for Manufacturing (IfM) and published in February, and is underpinned by the TSB’s corporate strategy ‘Concept to commercialisation’. The IfM study identified 22 National Competencies for UK manufacturing, grouped around five strategic themes: resource efficiency, manufacturing processes, materials integration, manufacturing systems and business models. These strategic themes offer pivotal opportunities for businesses and will be used to inform the TSB’s investment decisions for HVM over the coming years.

www.innovateuk.org/content/ our-focus-areas/high-valuemanufacturing/high-valuemanufacturing-strategy-nowpublished.ashx

• Collaborative R&D: registration by 29th August and expressions of interest by 5th September. Stage 2 for invited applicants opens on 1st October, with a deadline of 14th November. • Knowledge Transfer Partnerships: completed applications by 4th October. Please see our full feature on innovation on page 36.

www.innovateuk.org/content/ competition/developing-the-civilnuclear-power-supply-chain1.ashx

NuclearCONNECT

Industry News

ROYAL OPENING FOR NUCLEAR ADVANCED MANUFACTURING RESEARCH CENTRE

STRESS TEST FINDINGS PUBLISHED

The Nuclear Advanced Manufacturing

The centre is part of the High Value

Research Centre (Nuclear AMRC) was

Manufacturing Catapult, a new national

officially opened at the end of May by

network of research centres supported by

the Duke of York.

the Technology Strategy Board and funded

The Office for Nuclear Regulation (ONR) recently published its assessment of ‘stress tests’ of UK non-power generating nuclear facilities.

Managed by the University of Sheffield with

by UK Government and the European

support from the University of Manchester

Regional Development Fund.

Dalton Nuclear Institute, the Nuclear AMRC

Professor Keith Ridgway CBE, programme

focuses on metals and engineering work. Its

director of the Nuclear AMRC, said: “The new

research and operations are led by its

centre has a huge role to play in assisting UK

industrial members – 34 companies are

manufacturers to enter the nuclear new build

currently full members, from reactor providers

market, both at home and globally.”

Areva and Westinghouse, and top-tier suppliers such as Rolls-Royce, Tata Steel and Sheffield Forgemasters, through to specialised SMEs.

http://namrc.co.uk/ https://catapult.innovateuk.org

The tests were requested last year by chief nuclear inspector Mike Weightman following the accident at the Fukushima Dai-ichi plant in Japan. They are in addition to stress tests of UK nuclear power plants, which were required by the European Council. For both reports, licensees of the facilities carried out the stress tests against defined assessment criteria and the Office for Nuclear Regulation has then independently reviewed the results. Mark Foy, a senior inspector at the ONR, who was involved in producing the nonpower generating nuclear facilities report, said: “This report concludes there is work to be done to make sites more resilient, but no serious safety weaknesses have emerged. There are 75 findings. The majority cover severe accident management and back-up for key systems and functions. We are requiring licensees to address the issues raised.”

www.hse.gov.uk/nuclear/fukushima/ index.htm

CONSTRUCTION STARTS ON NEW DOUNREAY LAB

Britain’s newest laboratory for the analysis of radioactive materials is under construction. The £9m facility will play a key role in completing the safe clean-up and demolition of Dounreay.

Studsvik (design of nuclear ventilation

Association held in Glasgow. Average dose

systems), JGC Engineering & Technical

levels last year were 0.1mSv, maintaining the

Services (manufacture and installation of the

downward pressure on exposure levels seen

ventilation system), mechanical and electrical

in recent years.

Samples of radioactive materials, liquors and gases will be analysed there, providing project managers with vital information about the hazards their staff may encounter as they take apart the remains of the site.

fume cupboards and laboratory equipment).

DSRL, the site closure contractor, awarded the design and construction contract for the 1300 sqm facility to Yorkon. The building has been fabricated off-site and delivered to Dounreay in 35 modules, with installation starting in July.

Meanwhile, Dounreay has recently reported

Sub-contractors involved in providing the

presented to the 13th Congress of the

rigorous protective environment include

International Radiation Protection

NuclearCONNECT

services) and S & B UK (suppliers of the Construction is due for completion in August 2013 and, subject to regulatory approvals, the active analysis laboratory will receive its first samples for testing in 2014. a reduction in average exposure to radiation while increasing the pace of work to dismantle high-hazard facilities. The site’s approach to the protection of workers from radiation hazards is set out in a paper

www.dounreay.com

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Industry News

NEW APPOINTMENTS IN THE NUCLEAR INDUSTRY New ONR Chief Operating Officer John Jenkins joined the Office for Nuclear Regulation (ONR) as Chief Operating Officer on 11th June. John is a chartered engineer and has held senior roles in a number of leading multi-disciplinary consultancies including Morgan Sindall Professional Services, White Young Green (WYG) Consulting and Ove Arup & Partners.

transition period working alongside former MD Alan Neal, who will now be undertaking another role within Babcock. Tony has a strong background and extensive experience in the nuclear industry. Having qualified as a chemical engineer, his first role on graduating was as a commissioning engineer with Babcock. He subsequently worked at Aldermaston in various waste

He will oversee the delivery of ONR’s programmes and will be an executive member of the ONR Board and a senior member of its executive management team. John will report to UK Chief Inspector of Nuclear Installations and Executive Head of ONR, Mike Weightman.

management related roles and also as a

New MD at RSRL

and waste management, before moving to

Babcock has appointed Tony Wratten as the new Managing Director at its subsidiary Research Sites Restoration Ltd (RSRL), the Site Licence Company (SLC) responsible for the decommissioning and closure programme at Harwell and Winfrith. Tony Wratten took up his new role fully from the end of May, following a six-week

government technical advisor. Tony joined the UKAEA (subsequently acquired by Babcock in 2009) in 1991 based at Harwell, heading a team managing research, development and strategy programmes related to decommissioning Dounreay in the late-1990s, where he held a variety of positions, including managing the fuel cycle and fast reactor decommissioning programmes, before taking up the post of Director of Assurance for five years, and most recently as Deputy Managing Director at Dounreay.

NEW GUIDANCE ON AIRFED SUITS Reducing the risks to workers using airfed suits in decommissioning UK nuclear facilities is behind new guidance published by the Office for Nuclear Regulation (ONR). ONR, the UK nuclear safety regulator, has worked with the Health and Safety Laboratory (HSL) and other stakeholders to produce guidance on the physiological and ergonomic challenges affecting the use of airfed suits. This personal protective equipment (PPE) protects a worker’s skin and the respiratory system from radioactive particulate contamination and is widely used during decommissioning of nuclear facilities. Only limited guidance on its safe use was available until now. ONR and HSL ran a research project between 2008 and 2011, involving a number of nuclear industry licensees and PPE manufacturers. This included observing workers using the suits in situ, procedure reviews, discussion groups and surveys. Laboratory trials were undertaken at HSL’s state-of-the-art thermal chamber in Buxton, Derbyshire. David Simister, a superintending inspector at ONR and one of the authors of the guidance, said: “The guidance covers all stages of airfed suit use, from planning, selection and training through to reviewing and improving. Our aim is simple, to reduce the risk to workers.”

www.hse.gov.uk/nuclear/airfed-suits.htm 14

NuclearCONNECT

New Site Director at Bradwell Bob Kury, new Site Director, is to lead the decommissioning site into its Care and Maintenance phase by 2015. Bob brings with him over 30 years’ experience in the nuclear industry covering a wide span of decommissioning projects. He has worked as Ponds Programme Director at Bradwell previously, and has been employed in key roles at other Magnox sites, including as Site Director at Sizewell A and Hinkley Point A. After a brief spell working in the USA, Bob returned to the UK last year to support the Magnox Optimised Decommissioning Programme. Bob commenced his role as Site Director on 29th May 2012, supported by John Vlietstra, who has been appointed Chief Operating Officer for Magnox’s Accelerating sites (Bradwell and Trawsfynydd). Dick Sexton, Bradwell’s previous Site Director and Chief Operating Officer, has taken up a new position within EnergySolutions, Magnox’s Parent Body Organisation (PBO) working on the Magnox/RSRL PBO competition process.

Feature

PRISM

N O I T U L O AS M U I N O T U FOR PL ? T N E M E MANAG

GE Hitachi (GEH), one of the world’s leading providers of advanced reactors and nuclear services, has voiced its support for the UK Government’s plan to develop a re-use policy for the long-term management of the country’s plutonium (Pu) stocks.

eading providers of nuclear services GEH has exciting proposals to provide an efficient, economical solution to the challenge of re-using Pu safely and securely. The company and its partners are bringing forward an approach for the re-use of Pu stocks using the GEH Power Reactor Innovative Small Module (PRISM) reactor. This solution has not only the potential to address the Pu problem but also to generate low-carbon electricity. GEH propose siting PRISM at Sellafield, where more than 87 metric tonnes is stored, thereby virtually eliminating the need for Pu transport. The PRISM is based on decades of US technology development and safe operation of the Experimental Breeder Reactor-II (EBR-II). The liquid sodium PRISM coolant allows the neutrons in the reactor to remain at a higher energy. This in turn allows for the destruction and contamination of Pu, reducing the amount of Pu and making it less accessible and more secure. The reaction produces heat energy, which is then converted into electrical energy in a conventional steam turbine.

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• Removes decay heat passively

Benefits and features of PRISM The PRISM reactor builds on sodium-cooled reactor experience and employs passive safety design features. It is a simplified reactor design, allowing factory fabrication with modular construction and ultimately lower costs. n

operating experience. Flexible enough to maximise proliferation risk reduction by providing varying amounts of proliferation resistance (radioactivity) and mixed Pu vector. n

Enables future options – complete recycling of Pu and most nuclear waste for a more compact repository with greatly reduced long-term risk.

• Design eliminates loss-of-coolant accidents. n

Simplified design: • Pumps without moving parts; valves/motors eliminated from previous nuclear island designs; air-cooled passive safety.

Could generate significant jobs, with an estimated 1400 construction jobs, 900 of these permanent.

An evolutionary design based on the EBR-II reactor with 30+ years of safe

actions.

The right technology to destruct and contaminate Pu.

with no operator or mechanical

622MW (net) electricity generation for UK grid.

NuclearCONNECT spoke to David Powell, Vice President Europe with GEH, who is excited about the prospect of using GEH technology to support the UK nuclear industry. He explained that GEH has made a considerable commitment to the project and that the whole team looks forward to developing the specific technical and commercial options that could enable the UK to realise a cost-effective outcome to managing the UK Pu stock. He is actively engaged in raising awareness of PRISM across the UK and highlighted a thirst for knowledge for details of the project.

Feature

PRISM

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Feature

PRISM This solution has not only the potential to address the Pu problem but also to generate low-carbon electricity. Supply chain event The inaugural PRISM supplier conference, hosted by GEH in early April with support from Britain’s Energy Coast Business Cluster, was held in West Cumbria, to recognise the expertise within the Sellafield and West Cumbria supply chain. The event highlighted the opportunities that the proposed PRISM project could create for the UK, the capabilities of the scheme and the opportunity for potential suppliers to get involved with its development through early engagement. GEH was joined at the event by leading engineering companies Costain, Arup and Pöyry, named as GEH ‘CAP Alliance’ partners and bringing with them to the PRISM project experience of working within Sellafield and the UK nuclear market.

It is a simplified reactor design, allowing factory fabrication with modular construction and ultimately lower costs. Working with NNL and the Dalton Nuclear Institute GEH signed a Memorandum of Understanding with the National Nuclear Laboratory (NNL) in early April to access expert technical input towards a specifically designed UK PRISM reactor. Paul Howarth, NNL Managing Director, explains: “With our recognised technical capability and long experience in fuel cycle analysis, we look forward to working with GEH to provide independent and authoritative advice in developing its approach to helping the UK address its plutonium legacy.” A second MOU with the University of Manchester will provide academic support, knowledge and experience via the Dalton 18

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Nuclear Institute, which recently won a Diamond Jubilee Queen’s Anniversary Prize for its world-leading nuclear research and skills development for the nuclear industry.

Current position The Government currently has a preferred policy option for the life-cycle management of Pu via re-use as MOX fuel. However, alternative proposals offering better value or lower risk to the taxpayer are not being ruled out. To gather more data on all options, the NDA issued a request for approaches if companies believed they could develop and deliver a credible alternative to Pu re-use as MOX fuel.

“The UK has a wealth of expertise in a wide range of disciplines ... which we need to tap into.” GEH approached the NDA to suggest that its PRISM technology was now at a more advanced stage of development. The NDA has contracted GEH to carry out feasibility work in a number of key areas, including the proposed commercial structure, the disposability of the fuel, the risk transfer model, the costs and the licencability of the PRISM offering. Through that study the NDA will consider the credibility of the proposal and make recommendations that will affect the future for PRISM in the UK.

David Powell summarises: “The PRISM project is progressing extremely well. We continue to get interest from a wide range of other stakeholders on our solution for dealing with the UK’s plutonium. Engagement with potential suppliers is particularly important to us. We have already held one supplier conference in West Cumbria, which gave very positive feedback and lots of follow-up interest. We are working our way from there and look forward to further discussions with potential suppliers later this year. The UK has a wealth of expertise in a wide range of disciplines, ranging from construction and civil engineering to some of the specialist areas of nuclear technology, which we need to tap into.”

www.ge-energy.com/products_and_ services/products/nuclear_energy/ prism_sodium_cooled_reactor.jsp Words: Penny Lees

PRISM quick facts • Would generate significant jobs and electricity. • Option to dispose of the UK plutonium stockpile within five years. • Profitable solution by creating a new supply of electricity. • Maintains options to completely recycle Pu. • Ready to begin UK licensing path now. • Modular design that improves schedule certainty. • Flexible enough to maximise proliferation risk.

Olympus Serving power generation globally with proven and innovative testing solutions Nondestructive testing plays a vital role in the power generation industry, ensuring safety and efficiency. Olympus is a proven and innovative leader in this important market, providing a wide range of instruments that are used in every phase of power generation and maintenance of infrastructures. Olympus has earned industry-wide reputations for providing cost-effective solutions and excellent support and customer service.

Solutions

Technologies

Corrosion Testing Weld Inspection Security Flaw Detection Thickness Measurements Automated Testing Image Capture

Ultrasound Eddy Current Ultrasound Phased Array Eddy Current Array High-Speed Video Remote Visual Inspection X-Ray Fluorescence

www.olympus-ims.com

NC_Corporate_201206.indd 1

NuclearCONNECT 12-06-12 09:58

Want to know more?

Aquila Nuclear Engineering

We see things differently Farsighted, visionary, call it what you will, Aquila adds a new dimension to the nuclear and nuclear medicines industries. Blending proven expertise with technical and process innovation, we design, develop and project manage mission critical engineering projects.

Managed by nuclear industry specialists with decades of experience in Europe, Aquila provides dynamic solutions to complex engineering challenges. Our clients have unparalleled access to world-class engineers, state of the art technology and senior project managers with an outstanding record of achievement. Aquila is part of the Calder Group, the ÂŁ165m pan-European engineering group with nine operating subsidiaries in five countries.

Aquila Nuclear Engineering Ltd Tel: +44 (0) 1962 717 000 Main France: +33 (0) 972290280 Email: info@aquilaeurope.eu

www.aquilaeurope.eu

We bring together engineers from across Europe with proven expertise in the delivery of major projects for companies such as NMP, BABCOCK, AWE, GEHC, IBA, JACOBS, INPP and MAGNOX.

Feature

SERCO

MORE THAN THE SUM OF ITS PARTS How Serco is using their Supplier Relationship Management strategy to become a better customer and maximise the value of small businesses

upplier Relationship Management (SRM) is a complex and often mis-defined concept but when properly understood can unlock a multitude of benefits. Often SRM has been confused with contract management, performance management, and even account management, which results in the true nature of SRM being missed. Serco has taken steps over the last 12 months to understand, define and harness the potential that SRM offers. Serco is an international service company, delivering a range of services across sectors including home affairs, transport, health, defence, science and business process outsourcing. The exciting and varied nature of the contracts we are responsible for means that our company has to be flexible and adaptable in a way that many sector-specific providers do not. As a consequence, we need to work with our supply chain to provide the sum of the knowledge, innovation and niche services our customers expect from us. It has become increasingly apparent therefore that we needed to develop a robust SRM strategy to understand, engage and respond to our suppliers.

Ă¨ NuclearCONNECT

Feature

SERCO Striving for excellence Our SRM vision is for Serco to be recognised for its excellence in the engagement and management of its suppliers and is endorsed throughout the business. We want to become an organisation which is a leader in encouraging collaboration and improving the supplier experience, developing quality relationships and actively supporting SMEs. At Serco we view SRM as a way of delivering mutual benefits out of the relationships we already have. Fundamentally, understanding our supply chain can encourage innovation, operational efficiency, and avoidance of unnecessary activity, and maximise the potential of the customer/supplier relationship. The mistake regularly made is limiting the scope of SRM. There is a temptation to focus on a certain number of strategic suppliers; however the value that can be tapped from broadening the approach is all too often missed and as such small business engagement has become a fundamental part of our approach to SRM. Small businesses are the catalyst for innovation and growth in not only the nuclear industry but throughout the UK. Serco recognises the importance of stimulating growth within small businesses – in fact around 80% of our supply chain is made up of small and medium enterprises (SMEs). In order to maximise the value from SMEs, it requires a great deal more than simply inclusion in the tender process. We need to listen to and work with our SME suppliers to allow them to maximise their potential.

Getting to know our small businesses In order to understand the needs of the small businesses within our supply chain, 18 months ago we began by conducting a survey of 60 SMEs. This survey found that suppliers were enthusiastic and eager to find out more about our business but didn’t know how, and as a customer we weren’t doing a good job of listening to them. One of the actions that we took in response was to establish the Serco

Small businesses are the catalyst for innovation and growth in not only the nuclear industry but throughout the UK. 22

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Working in partnership with suppliers is an ultimately rewarding experience – combining the power of a large business with the niche expertise of a small business... Small Business Advisory Body (SSBAB), a working group of 11 suppliers who could advise us on the issues affecting small businesses and how we can support these. The SSBAB is chaired by Harish Natali, Managing Director of consulting firm Atmaana, who says, “The Serco Small Business Advisory Body gives suppliers a real voice within Serco. It is sponsored and has active participation from Serco’s senior management team. Since its inception we have been able to instigate a number of improvements that we know have made a real difference in how suppliers work with Serco. It is great to see such a large business doing something so innovative that has and will continue to deliver a stronger relationship and mutual benefits to Serco and its supplier base.” Within the first year, through working with the SSBAB, Serco has developed internal guidance to ensure everyone within Serco understands the importance of listening to our small business suppliers. This includes ‘How We Work with Small Businesses’, which sets the expectation of treating our SME suppliers ethically, ensuring prompt payment and most importantly, ensuring open channels of communication.

In addition to the business commitments associated with running an ever-growing business, Adam has been a key contributor to the successful initiatives run by the SSBAB, most recently a Serco Regional Networking Event. Unify shared with other small businesses their methods for growing a business within Serco, giving other suppliers practical advice for success. He provides personal insight of his experiences as a supplier and helps us to improve the supplier experience. The work that Serco and Unify have done together has been instrumental in demonstrating the tangible benefit of effective SRM both within Serco and our wider community, ranging from improved revenue to implementing effective solutions through mutual understanding of strategic objectives.

Feeling the benefits Working in partnership with suppliers is an ultimately rewarding experience – combining the power of a large business with the niche expertise of a small business can deliver more than the sum of its parts. True SRM benefit can only be achieved through working with the supply chain as a whole, especially those small businesses. I am continually surprised by the time and enthusiasm suppliers have to give to help us on our supplier engagement journey and it is our responsibility as the customer to nurture and maximise the relationships we have. It is only through building trusting relationships with long-term vision that the honest two-way conversations that are essential to driving improvement can occur. Behind the process, supply chains are about people working with people – it is through the human skills of listening, understanding and trust that the business benefit can be achieved.

Words: Jenny Maxim, SRM Manager

Embedding trust and transparency One of the members of the SSBAB, Adam Esposito from Unify Solutions, demonstrates how collaboration can unlock the true value of a relationship through trust and transparency. Serco and Unify have worked collaboratively since 2004. Unify and Serco’s relationship began when they were able to offer a unique and bespoke technology solution to our prison management contract. More than delivering financial benefits to both companies, Unify has played an integral part in supporting our small business journey. Adam demonstrates the success small businesses can have within Serco and as such has been instrumental in helping other small businesses to grow.

Adam Esposito (Unify Solutions), Jenny Maxim (Serco), Harish Natali (Atmaana) – Serco Small Business Advisory Body

Feature

SMEs

MATOM: small and

MIGHTY The nuclear sector from the perspective of a successful SME

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Feature

SMEs

hether an SME is established in the nuclear sector or otherwise, performing successfully and meeting company growth and training commitments when government framework contracts are of short duration, with annual mini-competitions and the associated pressures of rebidding, poses a greater challenge than ever. So, what can SMEs do to ensure they make their mark?

the opportunity to share a training commitment with a customer may be very real, and approached with consideration could be something that not only benefits a site but the wider sector Manage performance and quality As an SME, Matom have always understood that there are elements of business operation that should be synonymous with large corporations – and reflecting this in management and quality systems gives ground when marketing, qualifying for tenders and generally negotiating with large companies. In addition, a quality focus that aligns with current standards (ISO 9001:2008) and sets performance-monitoring as a central theme of operations can be refreshingly developmental for individuals and the company. The performance of an SME can be enhanced in many ways, and consideration of suitable key performance indicators (KPIs) relative to a market will lead to enhancements that not only consolidate business operations, but also give the confidence to engage more closely with customers when there are opportunities of significant value.

Know your customer Matom have always taken the long view when building relations with potential or existing customers, and believe that truly understanding your customer, their

operations, and where your business can contribute to help them achieve their short and long-term targets, is essential in gaining their confidence and achieving consolidation as a supplier.

Commit to training An SME in the nuclear sector will be faced with an aging skill base, almost regardless of the trade. For Matom there is the added pressure that there is a limited UK resource to draw upon in operational radiological protection (health physics) – a challenge that the extended supply chain has been aware of for a number of years, and customers have more recently become aware of as it pressures their own performance. Training is always a serious proposition for an SME, and cost and time commitments are never insignificant. As a company based in North Wales, Matom have a thorough understanding of employment demographics, and also how government funding maybe a consideration for contributing to training costs. However, and this heralds back to an earlier point on engagement with the customer, the opportunity to share a training commitment with a customer may be very real, and approached with consideration could be something that not only benefits a site but the wider sector. Matom achieved this with Magnox at their Trawsfynydd site, where operatives have been trained to a level in health physics that will shortly allow them to work as suitably qualified and experienced individuals.

being able to react and respond outside of the 9 to 5 Monday to Friday envelope should be a part of the management policy Respond rapidly An SME should have many qualities that are the envy of large competitors. At the top of the list is the ability to respond rapidly in a consistent manner. Time and again this will reap rewards, and being able to react and respond outside of the 9 to 5 Monday to Friday envelope should be a part of the management policy, with simple

systems in place to achieve it. Decisionmaking should not protract; when an opportunity arises large competitors are often constrained by their commercial/ procurement/approvals procedures – this should rarely be the case for an SME, and simple procedures must be adopted to ensure this ability maximises such opportunities.

Mix it up Diversification is essential when planning your business in the nuclear sector. An SME may become successful on a range of decommissioning sites, such as Magnox, LLWR or DSRL, and feel very happy with themselves that they have done so. There is however risk associated with this, as all of these decommissioning sites are part of the NDA estate and thus subject to public spending fluctuations and the whims of central government. Matom actively operate in a number of sectors, and have diversified completely away from nuclear in order to stabilise income streams. In summary, show a long-term commitment in the nuclear sector, have performance quality in depth, understand the customers and do not be afraid to engage them. Remember, big does not necessarily mean best. Established in 1999, Matom have become established as a supplier of quality services across a range of sectors that include nuclear power and nuclear decommissioning. The founding members of Matom, Tom Robson and Matt Tuck, each had nearly 15 years’ diverse nuclear experience gained across sectors that included power, oil and gas and pharmaceuticals, before setting up Matom in 1999. Currently, there are more than 120 employees and long-term contractors forming the Matom operational and consultancy team. These are based across customer sites in the UK, a significant number of which are located on the NDA estate.

Tel: 01248 672 617 Email: enquiries@matom.com Words: Matt Tuck, Matom

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Feature

DOUNREAY

ALL CHANGE AT DOUNREAY The road to PBO status for Babcock Dounreay Partnership, and its aims to achieve decommissioning success

hen Babcock Dounreay Partnership (BDP) took over as the new Parent Body Organisation (PBO) of the Dounreay nuclear site (the first major UK closure project) in April, it signalled completion of one of the largest public procurements in the UK in recent years. BDP â&#x20AC;&#x201C; a joint venture between Babcock (50%), CH2M Hill (30%) and URS (20%) â&#x20AC;&#x201C; is now responsible for taking the decommissioning programme at Dounreay to its interim end state, while both accelerating the programme (by up to 16 years over previous estimates of two years ago) and reducing project costs by well in excess of a billion pounds. Share transfer of Site Licence Company (SLC) Dounreay Site Restoration Ltd (DSRL) marked Day One of the new contract to manage the decommissioning, demolition and clean-up of one of our most complex and hazardous nuclear sites and the conclusion of a critical and complex transition programme.

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Feature

DOUNREAY Smooth transition Between preferred bidder status last November and DSRL ownership on 1st April, a major programme of work had to be undertaken to conduct a seamless handover from one PBO to another, with minimal impact on the DSRL team and continuity of work taking place on site. BDP Transition Manager Alastair MacDonald outlined for NuclearCONNECT how it was undertaken. Cornerstones of the transition phase included the appointment and introduction of a new management team and stakeholder engagement, as well as the completion of ‘due diligence’ on the Dounreay Lifetime Plan. BDP’s approach to transition was to manage it as a project in three discrete phases. The first covered the weeks to Christmas, with the setting up of the transition process, facilities and logistics, and initial meetings with local stakeholders, regulators, the community and businesses, plus site staff. Phase 2 (the first two months of 2012) was intensive, involving numerous meetings between BDP and DSRL staff, and investigation of each element of the DSRL Lifetime Plan and BDP proposal. The final phase (March 2012) focused on verification and due diligence sign-off and completion of detailed consolidation plans. To implement the transition approach, a BDP Transition Team was drawn from those responsible for aspects of the BDP proposal who had worked together throughout the bid development, rather than staff coming together for the first time. A three-phased approach is also being taken to manage the required organisational changes to DSRL: first, the appointment of staff with any replacements on a one-for-one basis to minimise immediate organisational change; second, the introduction of a suitably qualified and experienced senior management team; and third, focusing the organisation to become more project-orientated. All the proposed organisational changes are subject to the usual internal approvals and regulatory due process. A training programme ensured that all staff were fully trained, skilled and prepared for their roles and the major challenges at Dounreay. Planned and effective communication with the incumbent workforce, stakeholders, regulators, trade unions and the NDA was

a critical aspect of successful transition, the principle being to ensure clear communication and minimise uncertainty, while listening to issues and concerns.

Fact gathering Due diligence, a fundamental transition element, was undertaken both in the areas of administration and management and in technical areas. A considerable amount was achieved in the short transition time-scale, effectively a complete review of the Dounreay programme, including every project and most parts of the organisation, over a two-month period. This was achieved with a relatively small team (13 full-time staff, supplemented by 15 from within the BDP organisations to support specialist areas). Additionally, using the bid team to lead the transition was advantageous, as it had already undertaken data-gathering, customer dialogue, bid-writing, and ultimately delivery. Advance preparation also included early-stage basic security clearances, with upgraded security applied for on a case-by-case basis later. Identifying the successful features of this transition programme, the project serves to highlight experience and ‘lessons’ that can be drawn on for future projects. Successful completion of the competition, including a smooth transition, represents a landmark occasion for the NDA and launches the opportunity to realise substantial savings on behalf of both Government and taxpayer.

“Dounreay is the leading decommissioning site in the UK. The new management team seconded from Babcock, CH2M Hill and URS has prepared well for the task ahead. We have a team of subject matter experts from across the UK and USA, who are dedicated to achieving the first major site closure in the UK, meeting the highest standards of safety and environmental management, in an accelerated time-scale whilst delivering huge savings to the NDA and UK taxpayers.” Communicating with the supply chain supporting decommissioning is a key activity. At the Supply Chain Briefing event held at Dounreay in May, Roger and his team gave representatives clear key messages on the way ahead for the site.

Goals and lifetime plan BDP’s commitment to close Dounreay by 2022 for £1.6bn through a target cost with incentive fee contract will require:

• huge savings in time to complete on target • innovative technology, including UK/Europe first application • improved efficiency across site to reduce spend • supply chain input on ways to achieve success • accelerated decommissioning project work

Deliver safely. Deliver on time or early. Deliver best value!

Leadership credentials The Dounreay Management Team is now headed by Roger Hardy, whose varied nuclear career includes MD of Babcock International Group’s Submarine Business, followed in 2010 by MD for Babcock’s Civil Nuclear Business, overseeing the integration of five civil nuclear businesses, undertaking the overall management of Dounreay, Harwell and Winfrith and major projects at Sellafield, and supporting the operational advanced gas-cooled reactors (AGRs) for EDF Energy.

The existing lifetime plan is now being consolidated with the new PBO plan, aiming at a one-year project look ahead – then a three-year outlook is to be published on the website. A second supplier meeting and briefing is scheduled for December 2012. Details of the May meeting presentations with in-depth project plans are available via

www.dounreay.com/suppliers Words: Penny Lees

Speaking to NuclearCONNECT as MD at Dounreay, Roger commented:

NuclearCONNECT

Diary of Events

DIARY OF EVENTS JULY

THE 28TH ANNUAL DECOMMISSIONING AND RADIOACTIVE WASTE MANAGEMENT RESIDENTIAL SUMMER SCHOOL – 2ND – 6TH JULY Christ’s College, Cambridge Contact: Informa Maritime & Energy Tel: 0207 017 5518 Email: energycustserv@informa.com Web: www.informaglobalevents.com/event/decommisssioningradioactive-summer-school

NETWORKING LUNCH: SELLAFIELD – 4TH JULY Hardwick Hall Hotel, North East England Contact: Kristie Leng Tel: 0191 384 6464 Email: kleng@nofenergy.co.uk Web: www.nofenergy.co.uk/n25-events/571efd7f9d374d478c9 50d0ba355fcb9.html

6TH INTERNATIONAL CONFERENCE ON WASTE MANAGEMENT AND THE ENVIRONMENT – 4TH – 6TH JULY New Forest, UK Contact: Genna West, Wessex Institute of Technology Tel: 02380 293223 Email: gwest@wessex.ac.uk Web: www.wessex.ac.uk/12-conferences/wastemanagement-2012.html

39TH IEEE INTERNATIONAL CONFERENCE ON PLASMA SCIENCE 8TH – 12TH JULY Edinburgh, Scotland Contact: Michael Kong Tel: 01509 227075 Email: m.g.kong@lboro.ac.uk Web: www.wessex.ac.uk/12-conferences/wastemanagement-2012.html

NuclearCONNECT

TECHNOLOGY STRATEGY BOARD BRIEFING DAY – 10TH JULY (registrees only) Web: www.innovateuk.org/content/competition/developingthe-civil-nuclear-power-supply-chain1.ashx

EEEGR2012 – 11TH JULY Trinity Park, Ipswich Web: www.eeegr.com/events/eeegr2012-1040.html

PLUTONIUM FUTURES 2012 15TH – 20TH JULY Cambridge Web: http://pufutures2012.com/

23RD ANNUAL RADIOLOGICAL PROTECTION RESIDENTIAL SUMMER SCHOOL 16TH – 20TH JULY Cambridge Contact: Informa Maritime & Energy Tel: 0207 0175518 E-mail: energycustserv@informa.com Web: www.ibcenergy.com/FKA2269WNAWL

CAREER IN ENERGY JOBS FAIR – 18TH JULY Market Gates, Great Yarmouth Tel: 01493 334855 Email: sales@mgmtmedia.co.uk Web: www.eeegr.com/events/career-in-energyjobs-fair-1054.html

Diary of Events

A look ahead to

SEPTEMBER

TOPFUEL 2012 2ND – 6TH SEPTEMBER Manchester Contact: Ms Kirsten Epskamp Tel: +32 (0) 2 505 30 54 Fax: +32 (0) 2 502 39 02 Email: topfuel2012@euronuclear.org Web: www.topfuel2012.org

37TH ANNUAL WORLD NUCLEAR ASSOCIATION SYMPOSIUM 12TH – 14TH SEPTEMBER

INFRASTRUCTURE ASSET MANAGEMENT: MARKETFORCE AND THE ASI’S 11TH ANNUAL CONFERENCE – 25TH SEPTEMBER The Waldorf Hilton, London Tel: 0207 760 8699 Web: conferences@marketforce.eu.com

NETWORKING LUNCH: VINCI CONSTRUCTION – 25TH SEPTEMBER Venue TBC, Aberdeen Web: www.nofenergy.co.uk/n25-events/ a32a6c32323745ff968e963ffd2e2515.html

London

Contact: WNA Tel: 0207 451 1520 Email: wna@world-nuclear.org Web: www.wna-symposium.org/ DECOMMISSIONING OF NUCLEAR FACILITIES CONFERENCE 17TH – 18TH SEPTEMBER

ENERGI COAST SUPPLIER DAY 25TH SEPTEMBER Newcastle United Football Club, North East England Full information TBC Web: www.nofenergy.co.uk/n25-events/2bdcfbb37096437b8a 3dfa387e5d5095.html

London

Contact: Informa Maritime & Energy Tel: 0207 017 5518 Email: energycustserv@informa.com Web: www.ibcenergy.com/FKA2282WNWL SCIENTIFIC FORUM FOOD FOR THE FUTURE: MEETING THE CHALLENGES WITH NUCLEAR APPLICATIONS 18TH – 19TH SEPTEMBER Vienna, Austria Web: www-pub.iaea.org/iaeameetings/41984/Scientific-ForumFood-for-the-Future-Meeting-the-Challenges-with-NuclearApplications

NOTICE:

All dates were correct at time of going to print, however, these may be subject to change. Please check first with the organiser. If you have any dates you would like to display in our next issue October 2012 – December 2012, please email bryony.stuart@theconnectseries.co.uk

NuclearCONNECT

Feature

JCP CONSULTANCY

A MATCH MADE IN

THE DOS AND DON’TS OF EFFECTIVE ALLIANCING

ollaborative working has helped the nuclear industry move from heavily bureaucratic cost-plus contracting arrangements to costeffective commercial arrangements more in keeping with the competitive market and the changing shape of its client organisations. The rewards of successful collaboration can be great, and people and organisations in the industry are keen to grasp them, but there are a number of dos and don’ts that can help when trying to make collaboration work for you.

Be 100% clear on the business benefits of collaboration People often believe that collaboration will solve all their problems. The reality is that while collaboration works, it is hard work, and needs to be underpinned by a strong focus on the bottom line of any business. There have to be clear business drivers to collaborate as well as a clear vision, developed with partners and stakeholders, of what success looks like. If you consider Sellafield’s Over Arching Acquisition Strategy, there is a very clear vision of what they consider collaboration can achieve for them: improved quality, efficiency and safety – and crucially these are all measurable aspirations. 30

NuclearCONNECT

National Grid, a long-time proponent of collaborative delivery models, established five ‘golden rules’ of alliancing to determine if collaboration was the right model for them: • Client maturity – is the client leadership, project and support staff able to operate in an integrated manner with the appropriate behaviours? • Supply chain maturity – is the supply

While collaboration works, it is hard work, and needs to be underpinned by a strong focus on the bottom line of any business.

chain developed sufficiently to operate alongside the client, understand and price the different risk profile, and have the balance sheet strength to take the good and the bad times? • Sufficiency of duration – is the contract of sufficient length to recover start-up costs and lost productivity during mobilisation and establishment? • Sufficiency of turnover – is there enough turnover through the contract to recover the overhead intensive nature of the alliance arrangement? • …. and finally, can your business objectives be achieved by any other method? If so you need to ask yourself if you should embark on the risk of putting an alliance into play.

Have a strategy for implementing collaboration Effective collaboration needs planning at a strategic level. All too often people throughout an organisation do not understand what the aims are for a particular collaborative initiative and how these aims are going to be achieved. Lack of a plan leads to a lack of engagement and hence collaboration becomes the preserve of leaders while other team members begin to view it as something that is done to them rather than something they are engaged in. Adoption of a framework such as BS11000 (the British Standard for collaborative working) can help with developing a collaborative strategy. Network Rail, for example, is going down the BS11000 route.

Feature

JCP CONSULTANCY The Standard has the advantage of making an organisation develop a document called a Relationship Strategy, which sets out exactly how they plan to collaborate. Many of their contractors are following suit. However, as with all standards there needs to be constant vigilance that they do not become mere ‘box-ticking’ exercises.

If an organisation selects partners the same way it always has it is likely to get ones with the same values, beliefs and behaviours it always has Don’t underestimate the amount of effort involved Working collaboratively is not an easy option. It requires a huge amount of hard work from all partners. Collaboration is often seen as something which is an add-on to the actual job. Actually it has to be the golden thread that runs through everything. Effective collaboration is not a no-cost solution. It will require a financial investment from partners. Contractors, understandably, are unlikely to rise to the challenge of leaving traditional approaches to contracting behind unless they can be persuaded of the opportunity to achieve

behaviours it always has. When selecting collaborative partners the process needs to be different. When the Highways Agency wanted to procure collaborative partners for the £2.4bn Managed Motorway scope of works they added a 15% behavioural weighting to their selection criteria. This weighting focused on a prospective partner’s ability to demonstrate an understanding of collaborative behaviours – and not just in written form. The selection process involved workshops where the Agency could measure if its prospective partners could walk the talk and actually collaborate in a real, high-stress environment. At National Grid the focus for partner selection was on the bidder’s ability to complement the client in delivering the end-to-end value chain in an integrated client and partner vehicle – involving HSE, technical, commercial and cultural fit.

Getting on with each other is great, but collaboration is a lot more that. It requires people to behave differently and really challenge each other. ‘affordability hurdle’ but not used to

Get your own house in order

for a 13-year cost-based relationship? This

pricing got to do with selecting a partner

If an organisation lacks an internal culture

mitigated the risk of the wrong partners

of collaboration then external collaboration

low-balling and buying the contract. That

will be severely hindered. Organisations

the OAAS would also appear to put the

need to get their own houses in order

emphasis on long-term relationships

before they try to collaborate with others.

delivering value has to be a good thing

If not then they are trying to collaborate in

– challenging the assumption that a

hostile territory from the start. Real

merry-go-round of constant procurement

collaboration requires people to take

offers better value is exactly right.

relationship risks, become vulnerable

Make sure that people understand what collaboration means

risk-averse nuclear industry can find challenging.

Select partners differently If an organisation selects partners the same way it always has it is likely to get ones with the same values, beliefs and

organisations and supply chains – particular attention needs to be given to co-opting middle management. These are the managers who have day-to-day contact with the frontline and as such are crucial – they can be the greatest help, or the biggest hindrance, in making sure everyone knows how collaboration is going to work. Behavioural training is a must have at all levels of a business which is looking to collaborate.

Concentrate on leadership Leaders are the people who others will look to as role models. If they demonstrate the wrong behaviours then others will notice and any collaborative initiative will be undermined. Collaborative leadership is not about telling people what to do or doing things for them. right incentives, carefully balancing the sharing of risk and seconding the right people who become signed onto the appropriate behaviours – to pull others along with you, get them to collaborate without forcing them, and so really access the full benefits of collaboration. Changes in leadership direction can be fatal for collaborative working. Collaboration has been popular in the past in the nuclear industry and then fallen out of favour when regimes have changed. Hopefully this won’t be the case this time.

Upfront pricing was used as an differentiate bidders – what has day-one

regulated and (quite rightly) broadly

collaborative message down through their

The trick is – and this includes offering the

enhanced financial rewards.

and trust others, things which the heavily

level, need to continuously reinforce the

Words: Paul Mellon, JCP Consultancy, with contributions from Maxine Symington and Lee Hewitt. JCP Consultancy has been helping organisations to collaborate sucessfully for 20 years. To find out more contact paul@jcpcooperation.co.uk or visit www.alliancing.co.uk

Too often people think that collaboration is about being nice, being mates or having a pint together after work. It isn’t. Getting on with each other is great, but collaboration is a lot more that. It requires people to behave differently and really challenge each other. Leaders, including at board NuclearCONNECT

Dounreay

Hunterston A

Paisley Chapelcross

Waste Recovery Park

Sellafield LLW Repository

Port Clarence Rochdale

Springfields Wylfa

Wetherby

Capenhurst

Hinckley Cannock

Trawsfynydd Sizewell A Berkeley

Thornhaugh

Worcester

ENRMF

Bradwell

Oldbury

Avonmouth Dungeness A

Hinkley Point A Harwell Winfrith

Adding LLW to our ever growing areas of expertise. With permitted strategic locations throughout the UK, Augean is one of the countryâ&#x20AC;&#x2122;s leading waste management companies and is at the forefront of developing innovative process and technological solutions. Our expertise has developed to provide a safe and cost effective solution for low level radioactive waste arising from the nuclear industry. Our East Northants Resource Management Facility (ENRMF) is permitted to dispose of solid LLW up to a maximum of 200Bq/g, including HV-VLLW, to an engineered hazardous waste landfill. To discuss your disposal requirements in more detail please contact our dedicated team on:

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a division of

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CELADON

COLLABORATIVE DECOMMISSIONING IN ACTION How the Celadon alliance was conceived, developed and implemented to service Magnox’s decommissioning requirements over the next five years

agnox operates the sites of the UK’s first generation of nuclear power stations on behalf of their owner, the NDA (Nuclear Decommissioning Authority), and wanted to establish a pioneering framework model for demolition, de-planting and bulk asbestos removal (DD&A) over the long term. A key aim was to enable more efficient commercial arrangements between Magnox and its supply chain, reducing tendering costs and providing a supply chain ‘toolbox’ to meet the needs of the various projects over the coming years.

Common values KDC – a leading decommissioning, demolition and land remediation services provider to the nuclear, oil, gas and process, and utilities markets – was aware of the new thinking at Magnox. There were

efficiently delivering a wide range of services under one contract. “We worked hard to understand Magnox’s drivers and issues, and we discussed these with various companies who we thought would be firstly aligned in their business principles and secondly interested in working with KDC and Magnox. This was a long-term project; it didn’t happen overnight, and the process of developing the collaborative alliance wasn’t straightforward.”

More than a word It is important to explain what we mean by collaboration. Definitions of collaboration, culture, alliancing, partnering and other terms vary widely. This can cause confusion and hinder the application of these principles. We believe the following definitions are clear, and they were ideal for the DD&A Framework contract:

clear collaborative business opportunities

• Culture: The way problems are solved.

and an alignment with KDC’s core values.

• Collaborative relationships: The relationships and behaviours of organisations and people in the long and short term to deliver superior project performance.

KDC Contractors Framework Director John Bloodworth explains: “We felt there was a real opportunity to break the mould and develop an alliance specifically focused on

More than a name After detailed discussions with various companies, we formed an alliance and named it Celadon. Celadon was initially created as a brand and identity, but there was a lot more to our alliance than a name. Celadon is a collaboration of KDC, NSG, and Hertel, with exclusive support from AMEC, MWH and Halcrow. These companies self-selected, forming a team to bid, win and deliver all three of the framework lots – de-planting, demolition and bulk asbestos removal. Individually, each alliance member is recognised as a leading service provider to the nuclear industry, offering specific skills that are directly applicable to the framework. We developed a clear vision and values, and Celadon’s contractual and organisational structure facilitates collaboration with the Magnox team, other framework contractors, local supply chains and other stakeholders.

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CELADON

we put a lot of focused effort into developing our team and understanding individual operational, learning and leadership styles.

Image: Courtesy of Magnox

Making it a success We believe successful collaboration requires: • Early involvement

and philosophy and were rewarded with a five-year framework contract for DD&A across the 10 Magnox generating sites, estimated to be worth £304m. Celadon is one of only two

• Equitable relationships

contractors awarded a framework for all three of the work scopes.

• Commitment by senior management

Alan Bladon, Magnox Programme Director, recently said: “This

• Commercial alignment and effective management of risk

framework gives us a great opportunity to outperform our

• Organisational and individual integration • Trust between all partners

decommissioning plans by building long-term supply chain relationships, learning from experience, and increasing our ability to deliver. This approach will optimise decommissioning which, overall,

• Innovation encouraged

is expected to save the taxpayer more than £1.3bn as sites are

• Open and honest communication

delivered into care and maintenance.”

The six alliance companies worked through a lengthy procurement process, and this naturally presented challenges for both individual companies and the collective Celadon alliance. Working through these challenges together definitely made us a stronger, more aligned team. Over time we developed an environment of mutual trust. This didn’t happen by accident; we put a lot of focused effort into developing our team and understanding individual operational, learning and leadership styles. Celadon’s collective experience shows that to deliver most value from our frameworks and projects we must foster and embed a collaborative approach. This experience matches the ECI panel findings and three key conclusions from the National Audit Office (NAO), following their research into project delivery:

Foundations for the future Over the last few months since the contract award, Celadon has commenced work and the integrated team is up and running. The key to collaborative working is to promote behaviours that engender trust and respect. This requires constant attention and is a leadership issue, with leaders acting as role models within the alliance and Magnox. Commercial value is achieved through collaboration, early involvement, innovation, supply chain engagement and adoption of the best athlete approach. We are proud of our achievements to date. Equally we know there will be challenges ahead; however with the inception of Celadon we have put in place the foundations for a successful collaborative decommissioning alliance.

• Strong collaborative relationships go hand-in-hand with good project performance.

Words: Nigel Jenkins, KDC Contractors Ltd

• Successful collaborative working tailors best practice to specific project circumstances.

For further information, contact nigel.jenkins@kdc.co.uk Tel: 0161 947 2150 www.celadon.uk.com www.kdc.co.uk

• Measuring relationships can help underpin effective collaborative working. 34

The Celadon alliance companies fully committed to this approach

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Joined up thinking

A new nuclear build project is made up of a million decisions, big and small. It’s a complex flow of people, resources, designs and schedules. Success requires collaboration, and a complete understanding of strategic activities and events. With AVEVA information integrity, all project data can be exploited and shared at every stage of the asset’s life, joining up the details to show the big picture. The result is accurate and efficient project performance and asset operations that are always under control, reducing risk, time and cost. With a global sales and service network in more than 40 countries, AVEVA is a leader in engineering design and information management solutions for the power industry.

Choosing AVEVA will be one of the best decisions you ever make.

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Sharing Best Practice – An AVEVA Point of View Paper How the Nuclear Industry can Exploit Operations Integrity Management Developments in Other Capital Engineering Industries

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INNOVATION

RESEARCH & DEVELOPMENT FUNDING DRIVES INNOVATION The Government is investing up to £15m for research, development and knowledge transfer to help stimulate innovation and support growth in the nuclear sector. New 2012 funding competitions • £12m for collaborative R&D projects

The investment programme includes up to £12m for business-led collaborative R&D projects, £2m to be invested in feasibility studies, and £1m to support Knowledge Transfer Partnerships (KTPs), focusing on the transfer of knowledge and skills into industry from academia. The funding underlines the need to develop a strong,

• £2m for SME-led feasibility studies

innovative and sustainable supply chain that can take maximum

• £1m for Knowledge Transfer Partnerships

advantage of the opportunities offered by both national and

The funding was announced by the Technology Strategy Board (TSB) during its ‘Collaboration Nation: Nuclear R&D’ event at the Nuclear AMRC earlier in 2012. The programme is co-funded by the Department of Energy and Climate Change (DECC), the Nuclear Decommissioning Authority (NDA) and the Engineering and Physical Sciences Research Council (EPSRC). The NDA contribution of up to £3m is aligned with projects related to its decommissioning mission. Dr Melanie Brownridge, NDA Head of R&D, said: “The NDA is committed to encouraging innovation as it progresses the safe decommissioning of the UK’s first generation of

nuclear facilities. We see investment in R&D as a key element in this long-term mission and are therefore delighted to be working with Technology Strategy Board, EPSRC and DECC in promoting opportunities for collaborative innovation projects across the supply chain and academia.”

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global markets. Competitions for funding will support the development of innovative technologies for use in the assessment, construction, commissioning, operation, maintenance, waste management and decommissioning of nuclear plant in a safe, economic and sustainable manner. Applicants will need to show how they could help strengthen the UK supply chain whilst contributing to the high-level, long-term challenge of developing cost-effective and safe solutions with high reliability and durability in the nuclear sector. Issues of regulation, health and safety and non-proliferation are also key considerations.

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INNOVATION Up to £2m is available for feasibility studies lasting between 6 and 12 months. Projects must be SME-led and be collaborative. Each can attract up to 75% public funding, with total grants not exceeding £75k and project size around £100–125k. Up to £12m is available for collaborative R&D projects, which must be business-led. Successful projects will generally attract up to 50% public funding and last two to three years.

“Innovation is key if UK businesses are to take advantage of future global market opportunities in nuclear engineering and associated technologies.” Investment per project is £250k–£1m, with total project size between £500k and £2m, although others could be considered. The targeted call for KTPs to seek part of the £1m funding will help businesses to improve their competitiveness, productivity and performance in the nuclear sector through the better use of the knowledge, technology and skills that are available within its knowledge base. It will also increase awareness of this technology and help ensure that UK industry maintains a world-class innovation capability. The feasibility and collaborative R&D competitions open on 2nd July, with a registration deadline of 29th August. The final date for submitting feasibility applications and expressions of interest in collaborative R&D is 5th September; for KTPs this deadline is extended to 4th October. An optional briefing event for interested company representatives to find out more about the range of funding for 2012 and to meet potential KTP, feasibility and CR&D partners is to be held on 10th July. Information relevant to the competition is available via the dedicated online group https://connect.innovateuk.org/web/ developing-the-civil-nuclear-powersupply-chain.

2010 projects showcase Nearly two-thirds of commercial innovation stems from small companies and is a vital

source of wealth generating new products. As part of its energy generation and supply investment programme, and in support of the national and global resurgence of civil nuclear power generation, the TSB has funded earlier collaborative feasibility projects. These covered a wide range of nuclear R&D technologies, including condition-monitoring, construction, non-destructive testing, waste-handling and decommissioning.

three organisations represents a complete

‘Collaboration Nation: Nuclear R&D’ 2012 showcased the outcome of the Nuclear R&D feasibility studies funded by the TSB in 2010, where companies were encouraged to look at how their capabilities could be applied to other industry sectors. The event highlighted the 20 innovative products in development by the winners of that competition and promoted collaboration between end-users, supply chain companies and the R&D community.

mechanical properties and ultrasonic

TSB Director David Bott explains, “Feasibility study competitions give people the ability to think outside their normal areas of working and then allow them to share their experiences. The scale of the capability and commitment to supporting the supply chain for the civil nuclear programme shown at this year’s event was huge.”

“Feasibility study competitions give people the ability to think outside their normal areas of working and then allow them to share their experiences.” Presentations from individual consortia and an exhibition of materials outlined the development and outputs of each project thus far. The TSB also published details in a Nuclear R&D feasability study directory.

The projects – a selection The consortium FORGEMAN encompasses a supplier of open-die forgings to industry Somers Forge, a research provider with experience in welding and materials technology, TWI, and SME supplier of electron beam welding systems Aquasium Technology Ltd. The combination of the

supply chain for forged and welded products. The Forgeman project examined the feasibility of fabricating large components from smaller forgings, joined by the electron beam welding process. In a nuclear pressure-vessel steel-grade they demonstrated that the use of an autogenous welding process can produce joints which are virtually indistinguishable from the base forging in terms of microstructure, chemistry, response. Caunton Engineering, partnering with the Steel Construction Institute and Amec, looked at the feasibility of developing European design rules for steel concrete composite construction techniques, fashioned on the eurocodes within the nuclear sector. Harmonised European design rules would remove the technical barriers to the use of SCS structures. It also assessed the opportunities for SME fabricators to enter the supply chain with sub-assemblies and components for SCS modules by considering fabrication requirements (complexity, quality, scale and transportation). The collaboration between SME Shadow Robot Company, RTS Life Science, R U Robotics and National Nuclear Laboratory investigated how the capabilities of advanced robotics, in particular autonomous operation, could help reduce risk and cost in the nuclear sector. They identified the need for joined-up thinking, funding of research in new technology for nuclear-specific development and the adoption of a common strategic roadmap across the industry. Iain Gray, TSB Chief Executive had this to say: “Innovation is key if UK businesses are to take advantage of future global market opportunities in nuclear engineering and associated technologies. As part of a strong, sustainable supply chain, we see innovation, combined with the development and transfer of skills, as vital ingredients to success.”

Words: Penny Lees Technology Strategy Board: www.innovateuk.org Engineering and Physical Sciences Research Council: www.epsrc.ac.uk Department of Energy and Climate Change: www.decc.gov.uk Nuclear Decommissioning Authority: www.nda.gov.uk

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NUVIA

THE INCREASING IMPORTANCE OF R&D IN THE NUCLEAR INDUSTRY

he decommissioning of our current nuclear facilities, managed by the Nuclear Decommissioning Authority (NDA), is both challenging and costly. The current expenditure is c. £3bn per year, and this level of funding has been approved by the UK Government for the next four years. During this period, we will also see development of new nuclear power stations. To ensure the future success of nuclear power it is essential that both the decommissioning of our historical nuclear plant and the design and build of new nuclear power stations are completed safely and as cost-effectively as possible. To achieve this aim we must develop new innovative technologies to accelerate and deliver the clean-up programmes, design new plant such that it is easy to decommission in the future, and ensure that we have the necessary skilled and experienced resource through appropriate training, succession planning and knowledge transfer. In 2008 the Research Councils UK (RCUK) initiated DIAMOND – Decommissioning, Immobilisation and Management of Nuclear Wastes for Disposal – involving Imperial College, the University of Leeds, Loughborough University, the University of Manchester, the University of Sheffield and UCL, and investing £4.27m over four years. DIAMOND’s aim is to carry out internationally leading science and engineering in the field of nuclear waste and decommissioning. A critical element of this work is to train the next generation of scientists and engineers with relevant skills and expertise.

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More recently the Technology Strategy Board, the NDA, the Engineering and Physical Sciences Research Council, and the Department of Energy and Climate Change announced that they are to invest up to £15m in feasibility projects, collaborative research and development and Knowledge Transfer Partnerships to stimulate innovation in the civil nuclear power sector and to strengthen its UK supply chain (see page 36).

access. As part of a contract with Sellafield Limited, Nuvia has procured and installed a full-size prototype of a tipping machine to validate the engineering process of a key element of the SDP plant process. This type of development work is essential to give confidence that the facility will operate effectively for the duration of its lifespan.

Since 2008, Nuvia has been investing each year in nuclear research and development projects. A number of these projects relate to the treatment and storage of nuclear wastes. For example, in response to the increasing need for interim storage of intermediate-level waste, Nuvia has developed ModuCube™ as an innovative, safe and cost-effective solution which can accommodate a variety of containers while being optimally designed to be rugged and lightweight. Initially ModuCube™ has been designed to accommodate the current standard Radioactive Waste Management Directorate (RWMD) containers, since these are already approved for final disposal. Essentially the ModuCube™ mini-store is composed of six panels which provide 150mm of carbon steel shielding around the RWMD containers (further details can be found in ‘Nuclear Future’, Volume 8, Issue 2).

provides a training facility for operators

At Sellafield the Silos Direct encapsulation Plant (SDP) is an example of a plant which will be constructed to treat legacy waste with high radioactivity levels and wideranging characteristics. This is a complex engineering challenge to meet the requirement for a 30-year life with no man

Nuvia has also been investing heavily in training. In the South of France the Nuvia Academy has been established, which of powered remote manipulators. Training courses in both French and English are being developed, along with courses on project management, commercial management, and supervisory management. In summary, to ensure that nuclear power plays a key role in the provision of the UK’s future energy requirements, the nuclear industry will need to continue to invest heavily in research and development. There needs to be investment in new innovative technologies for decommissioning, and in training the next generation of engineers and scientists to meet the challenges of decommissioning and new build.

For further information please contact: Jennie Osborne, Corporate Communications Manager Nuvia Limited Kelburn Court, Daten Park, Risley, Warrington, WA3 6TW Tel: 01925 858250 Mob: 07545 300912 Email: jennie.osborne@nuvia.co.uk www.nuvia.co.uk

Advertorial

Croft reports successful launch of new product range Croft Associates, the UK’s only independent designer of containers for the safe transportation and storage of radioactive waste has launched major new developments in its Safstore range. The company revealed its full range of robust shielded packages for storage, transport and final disposal of Intermediate Level Radioactive Waste at last month’s Radioactive Materials Transport and Storage Conference (RAM) in London. Croft announced that its 4m Safstore, 2m Safstore and 2m half height Safstore have received Letters of Compliance (LoC) from the Radioactive Waste Management Directorate (RWMD) of the Nuclear Decommissioning Authority (NDA), and that other packages are undergoing assessment. These robust waste packages present a new generation of designs that provide substantive benefits over previous (earlier generation) designs that relied heavily on concrete for containment and performance. Croft has designed this family of robust self-shielded waste packages for the storage, transport and disposal of operational, legacy and decommissioning Intermediate Level Waste (ILW). They are manufactured in ductile cast iron (DCI) and offer the benefits of both integral shielding and a waste container that is mechanically robust. The Croft robust self-shielded waste package family offers options for transporting ILW covering IP-2 through to Type B transport options. As such, these robust waste containers offer opportunities to accelerate decommissioning and clean-up by reducing the need for encapsulation plant (which is usually integral to waste packaging processes), and the need for heavily shielded interim stores; thus also negating the need to decommission such facilities. “Our existing range of Safstores already meets the requirements laid down by the NDA,” said Bob Vaughan, Managing Director, Croft Ltd, “but we are in discussion about all the different solutions that can be met by robust containers, covering interim storage, transport and deep level disposal. Use of these packages will reduce the requirement to construct and use shielded storage buildings and the need to build encapsulation plant, integral to waste packaging processes.” The range of Safstore packages offers waste capacities of up to 20m3; however with the new developments, capacities can be extended to about double this. “Many years of experience have demonstrated that the greater the capacity that a container can offer, the more cost effective it is for customers who need to dispose of ILW,” commented Bob Vaughan. The Croft family of Safstore containers is compatible with the RWMD NDA range of specifications for waste packages. All Croft’s processes are thoroughly audited.

Find us online

www.croftltd.com

Croft Associates Limited, F4 Culham Science Centre, Abingdon, Oxon OX14 3DB Tel: +44 (0)1865 407740 Fax: +44 (0)1865 407449 Email: info@croftltd.com

We are just completing manufacture of the first production units of a new product in this range of robust packages, which, for Croft is the culmination of many months’ development and hard work. Bob Vaughan

Managing Director, Croft Ltd

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TARMAC

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TARMAC

uilding a new generation of nuclear reactors in the UK will require a specialist approach to concrete and careful consideration of supplying material to manage project risks, says Geoff Fawkes, Business Development Manager at Tarmac.

The reactor building will clearly need a

Developers of the UK’s new generation of nuclear reactors understand that concrete supply is a major element of the construction critical path. Failure to deliver a continuous supply of high-performance, high-quality concrete in the significant volumes required will have implications for the cost and timings of new build programmes.

produced without siliceous aggregate to

The importance of managing the risks associated with concrete supply has led one client I know to request that concrete supplied to its nuclear project delivers consistent product quality with ‘relentless predictability’.

lot of material to go in via sea – time is

high-strength and dense concrete that can deliver the structural resilience required to contain and protect the reactor. This concrete will need an appropriate cement content to keep the temperature of the material low. The material will need to be prevent an alkali silica reaction, which can cause cracking and structural damage. Delivering security of supply in high volumes is a major consideration requiring long-term logistical planning across a provider’s estates, technical and operations teams. With often challenging transport access requirements – some projects will require a essential to manage quarry development plans in order to provide aggregates as close to the project as possible. This in turn will ensure that the carbon footprint of material will be as low as possible.

the construction of the raft for the nuclear reactor foundation is likely to require a concrete ‘peak pour’ on a nuclear project, which could mean a continuous supply of concrete for over 50 hours Suppliers will only realise this vision by mitigating the risks of concrete supply. In order to reduce the chances of defects in concrete, providers will potentially need to quarantine parts of a quarry to supply a specific nuclear project with a dedicated source of consistent, high-quality aggregates.

Equally, careful planning of concrete

Equally important will be the provision of product and constituent material traceability at every stage of the lifecycle – from reviewing the geological data at the quarry to blasting, crushing, screening and washing of the aggregates through to hauling the material to site and being able to trace each stage of the process. Essentially, this will mean tight auditing and stringent controls over selected raw materials and production.

site’s infrastructure.

During construction, concrete will need to possess the fluidity to be pumped over long distances and for long periods of time. For example, the construction of the raft for the nuclear reactor foundation is likely to require a concrete ‘peak pour’ on a nuclear project, which could mean a continuous supply of concrete for over 50 hours.

of specialist concrete.

plant design is also going to be essential. On a nuclear build, there will be a need to commission a concrete plant that can deal with high volumes over long periods of time, working in a nuclear environment. This will require a bespoke plant and the necessary time to integrate the plant into a nuclear In order to de-risk material supply, concrete suppliers have a major responsibility to understand the nuclear environment and its key drivers – from its high security requirements to its rigorous safety culture. Equally, clients and tier 1 contractors must engage concrete suppliers as early as possible and recognise the time that is required to plan the delivery of high volumes While nuclear developers have not yet confirmed the final timings for the main construction of nuclear sites, the planning for concrete supply must start now.

Words: Geoff Fawkes, Business Development Manager at Tarmac NuclearCONNECT

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REDHALL

IN CHALLENGING ENVIRONMENTS, REDHALL PROVIDES SOLUTIONS

edhall is a multi-disciplined engineering business that offers design, manufacturing, installation, maintenance and decommissioning services to a variety of sectors including nuclear. The Group has three distinct brands – Redhall Engineering Solutions, Redhall Nuclear and Redhall Manufacturing. This enables the expansion of its offering in current markets, as well as establishing and taking advantage of new business opportunities. It also helps drive forward efficiencies through load-sharing between sites and increased inter-company working. “We operate throughout the UK, Europe and internationally. Our multi-faceted engineering team can transfer skills and services and combine capabilities to give an unrivalled depth of knowledge and experience. So, whether the project is one-off, term maintenance, framework or turnkey, our clients can be confident that the best solution will be delivered, on time, to budget and in a safe manner,” explains Helen Simms, Managing Director of Redhall Nuclear. Redhall Nuclear offers design and engineering services across three main sectors – power generation and nuclear new build, defence, and decommissioning and waste management. Employing over 450 engineers, its capabilities include concept and detail design, construction and installation, as well as project and site management. Activities in power generation include engineering support to existing nuclear power stations, as well as nuclear new build. Defence encompasses activities on behalf of the Ministry of Defence and includes the marine outfitting operation at Barrow, West Cumbria.

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The Group has three distinct brands – Redhall Engineering Solutions, Redhall Nuclear and Redhall Manufacturing. The decommissioning and waste management operation is based at Sellafield in Cumbria and carries out work throughout the UK. Redhall Manufacturing encompasses the design, manufacture and installation of bespoke specialist plant and equipment required by the nuclear sector. The division comprises Jordan Manufacturing, Booth Industries and R Blackett Charlton, who have all individually built strong identities and reputations within their respective marketplaces. Jordan Manufacturing has the specialist knowledge and skills to manufacture and fabricate products to the exacting specifications required by the nuclear industry. Booth Industries is a global supplier of high-integrity steel doors and modular steel fire and blast wall solutions. R Blackett Charlton has developed a longstanding reputation in pipework fabrication from its workshop based in Newcastle upon Tyne.

One of the advantages of having an enviable track record and a worldwide reputation for excellence is that you inherently earn immense trust. Redhall has gained this trust from other businesses, both domestic and outside the UK. This has meant that it has been able to form partnerships and alliances to maximise its capability and ultimately, its competitive advantage. Richard Edwards, Managing Director of Redhall Manufacturing adds: “I am delighted that international businesses have made commitments via joint ventures and strategic alliances to work with us to provide comprehensive solutions to the UK’s nuclear new build programme. The combination of international experience, knowledge of the UK nuclear systems and regulations and local manufacturing capability will provide our customers with a reduced risk option which adds real value in such complex projects.”

For further information visit: redhallgroup.co.uk

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CONFERENCES

KEY MESSAGES FROM THE SPRING CONFERENCES

Spring 2012 supply chain events deliver industry updates plus details of contract awards to further progress the UK decommissioning strategy

speakers, including representatives of Magnox Ltd, Sellafield, the Nuclear Decommissioning Authority (NDA), Areva and Nuvia. Tim Bond, LLW Strategy and Delivery Manager at Magnox Ltd, gave an update on the Magnox Optimised Decommissioning Programme, designed to bring 10 sites into Care and Maintenance through a range of new and innovative approaches. The joint LLW management plan developed in collaboration with LLWR and published in the week of the event will enable the

Low Level Waste The strategic importance of the management of low level waste (LLW) was highlighted at the Nuclear Institute conference LLW2012 held in April. Organised in conjunction with the annual LLW Repository Ltd (LLWR) customer forum, presentation topics ranged from exemption orders, very low level waste (VLLW), developments in LLW management, and national and international waste disposal perspectives. A technically-focused programme was presented by a mix of industry, research-based and regulatory

development of waste reduction procedures, including a five-year forecast to save the equivalent of 1200 half-height ISO containers. Helen Cassidy of Sellafield Ltd presented alongside the NDA a progress report on the joint UK Strategy and Plan for the management of solid LLW. Development of the Combustible Waste route with regulators and stakeholders, and infrastructure changes, achieved a 33m3 reduction in this waste stream last year. Managing waste on behalf of customers is LLWR core business. With an increasing

focus on sustainability and the application of the ‘waste hierarchy’, waste services into the future are designed to assist its customers with waste minimisation. Over 300 delegates attended the LLWR Forum 2012 to understand future initiatives. The key event messages were around the launch of several new services focusing on VLLW disposal, transport and logistics, packaging and waste characterisation. VLLW disposal and the previously introduced applications around metallic and combustible treatments involve specific waste streams; the newly launched services will enable access to other available services, using better characterisation, transport and packaging options. Dennis Thompson, LLWR MD, reminded delegates that it continues to seek out and drive solutions to enable customers to identify means by which they can remedy individual waste issues, providing not only the solution but also the means to access and secure the most appropriate routes, with options that satisfy the adopted waste hierarchy model.

è NuclearCONNECT

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CONFERENCES Speakers also explained the implementation of amendments to the Waste Services Contract that came into effect on 1st April, which will see all documents revised to Version 3.0 by 30th June. Changes include:

• Revising the service pricing model, including LLW disposal pricing • Implementing a new Waste Characterisation Service • Introducing a new transport service • Implement a VLLW disposal service • Changing the waste acceptance procedure. Amendments to Waste Acceptance Criteria at LLWR are also to be introduced later in 2012, following consultation with customers held in May.

3rd Nuclear Decommissioning Conference Spring 2012 also included the 3rd Nuclear Decommissioning Conference, hosted by Nuclear Energy Insider and providing wider decommissioning updates. Alan Bladon, Programme Director at Magnox Sites Ltd spoke about upcoming Framework Contracts, the benefits of SME engagement and building long-term supply chain relationships to drive its decommissioning goals and costs. Magnox recently announced that in collaboration with other nuclear businesses, a new IT infrastructure services contract worth £140m over five years has been awarded to Atos, an international IT services company. It covers provision of IT services across Magnox sites, plus those operated by Sellafield Limited, LLWR and National Nuclear Laboratories.

NuclearCONNECT

The four collaborated under the NDA Shared Services Alliance, established in 2009 to encourage nuclear businesses to work together to identify, develop and deliver opportunities to improve performance and ensure best value for the UK taxpayer. The multi-service contract comprises 18 service towers networking desktops, applications and hosting services, as well as Service Integration and Management (SIAM). Atos aim to consolidate and modernise the existing infrastructure to further improve services for 18,000 end-users located at 30+ separate locations, delivering savings of more than 30% over five years.

Dounreay Site Restoration Ltd (DSRL) recently completed the destruction of a major chemical and radiological hazard John Dalton, Assistant Head of MRWS Engagement at the Department of Energy and Climate Change, spoke about the proposed UK Geological Disposal Facility and its benefit to the supply chain. This project was featured in NuclearCONNECT Issue 9. The West Cumbria MRWS partnership will publish a report in the summer following public consultation on the potential to search for a Cumbria GDF site. Dyan Foss, Deputy MD of Babcock Dounreay Partnership, detailed key priorities for the new PBO at the Dounreay site and introduced the new baseline and contract models to be established in coming months (see our full feature on page 28).

Dounreay Site Restoration Ltd (DSRL) recently completed the destruction of a major chemical and radiological hazard, a strategic national priority for the NDA. A purpose-built chemical plant processed 57,000 litres of liquid NaK coolant from the experimental fast breeder reactor. Attention now turns to cleansing residual traces from primary circuit pipework and destroying small pockets in other vessels. A robotic arm will then reach into the reactor vessel and begin removing the burst fuel pin and 1000 breeder elements still around the core. DRSL has awarded a £4.3m contract linked to disposal of LLW from site clean-up and demolition. GRAHAM Construction will design and build a plant to encapsulate waste in grout inside containers, before they are placed in a series of underground disposal vaults. The company is also the main contractor for the construction of the first two vaults, currently under way. GRAHAM has maximised the use of local labour, equipment and materials and will utilise the skills and experience of local companies wherever possible on the latest contract. The disposal of waste from the site’s decommissioning will begin in 2014 and continue until 2022–25. It’s estimated the site clean-up will generate up to 175,000m3 of LLW, although a vigorous waste minimisation programme plans to reduce this figure.

Decom12 Readers may have attended the Nuclear New Build 2012 conference in June; NuclearCONNECT will outline further developments to decommissioning and reactor build plans in the next edition.

Words: Penny Lees

Feature

VIRTUAL ENGINEERING

VIRTUAL ENGINEERING METHODS TO HELP COMMUNICATION Working within the exacting standards of the nuclear industry means that innovation and improvement in working practices is always welcome. But how do you improve communication between technical and non-technical project contributors on a project?

ne increasingly adopted solution is the use of visually engaging 3D animations. These can show the important steps during construction, commissioning, maintenance or decommissioning of a major project. Visualisations such as these can be used from the tendering stage onwards to demonstrate exactly how a project will be implemented, enabling informed discussion, assessment of health and safety issues and ultimately assist in site construction briefings. Although significant progress has been made recently in the use of intelligent 3D CAD, offering excellent productivity tools such as simulation, analysis, databases and reports, these tools are complex and remain largely in the hands of skilled engineers and technicians. For project members who do not always fully understand technical drawings and reports, but still need a detailed overview, a lot of explanation and supporting information is still required. This overview can now be helped using new 3D visualisation techniques such as those produced by Virtual Engineering. Everyone is familiar with the power of 3D animation for telling a story within the television, gaming and film industries – the reason being that 3D animation excels beyond all else in its ability to visually show something which otherwise does not exist. By applying the storytelling skills of the media industries to the specialist needs of the nuclear and engineering industries, it is possible to deliver a powerful and clear message about a project. Difficult information or complex processes can be demonstrated in a way which is engaging, but crucially

technically accurate and applicable to all skill levels. A recent practical example of this in use was at the planning stage on a hazardous construction site, to convince stakeholders that a crane would be used appropriately and in the safest possible manner. The previous solution would have been to present them with numerous technical drawings highlighting the crane’s operational safe areas, producing documentation detailing the crane’s model and specification, then additional written material explaining how the crane would operate on site. This information would then be analysed and interpreted to the key decision-makers, and no doubt there would be concerns and clarification needed further down the line.

So how did a short 3D animation assist in this process? Firstly, it visually highlighted how a selection of different sized cranes (modelled to the exact specifications) would be operating on site in the context of surrounding hazards. Visualising this was an effective way to communicate how the designers had understood the requirement to use the smallest machinery possible to complete the construction. Additionally, the 3D animation went on to show how two cranes would work together on different parts of the construction, and how the proposed method required them to overlap and work in tandem. Crucially though, the 3D animation was produced in such an engaging and non-technical manner that, in just a few minutes of viewing, whoever watched it could understand what was being proposed – providing an unparalleled platform for discussing the project.

This is just a brief example of the many varied applications of this type of presentation. 3D animations are now being used to bring to life written method statements, visualise engineering processes, demonstrate construction sequences, create visual impact studies, make site and staff inductions, illustrate hazard awareness and promote health and safety in the workplace. As with any innovation in its infancy, so far there are only a few companies able to offer this kind of specialist service, as it requires both the technical know-how and the creative skills to realise and bring these processes to life. Virtual Engineering is already well established in improving the communication of technical tasks to all those involved on a project. For further information, please contact:

Matthew Sugden, Virtual Engineering Division, Virtual Living Ltd The Grove, Serpentine Walk, Lytham, Lancashire, FY8 5PB

Tel: 01253 739737 / 07968 353989 matt@virtual-living.co.uk www.virtual-engineering.co.uk NuclearCONNECT

Feature

PROVELIO

IN IT TO WIN IT THE PRINCIPLES OF EFFECTIVE BID MANAGEMENT

he costs of taking part and bidding in large nuclear procurement processes can be quite eye-watering, involvement in a typical NDA PBO competition process running into millions of pounds. Seen as a means of demonstrating value for money and potentially driving policy, the tender process has become more important and more competitive, particularly in the nuclear sector, which has of late attracted interest from organisations seeking to secure nuclear work. Equally important, the process can be used by big organisations like the NDA to drive strategic agenda, for example involving SMEs in the supply chain, and to bring about socio-economic change. It is important when bidding to demonstrate understanding of these drivers.

sector than elsewhere, especially on larger contracts, there is a greater emphasis on security, health and safety, quality assurance, environmental impacts and programme and stakeholder management. Clients undertaking the process of issuing tenders are seeking organisations that can help them achieve their goals. They want to work with teams that are proactive, enthusiastic and have a desire to add value, and share risk. The client must feel that the

contractors and subcontractors and require

bidder is going to enhance the performance of

extra attention in temporary organisations such

the team and deliver strategic obligations, and

as joint ventures and consortia, as ownership

that working with each other, whilst being

can often become blurred.

collaborative and enjoyable, will also be capable of withstanding audit scrutiny. It typically takes two years to develop a relationship with a potential client to the point

They [clients] want to work with teams that are proactive, enthusiastic and have a desire to add value, and share risk. Organisations that understand sector procurement strategies as well as making the effort to treat bids, tenders and proposals as properly planned and resourced activities inevitably have a higher success rate. The NDA’s procurement strategy objective, particularly in contracting, is relatively simple – “to secure and manage effective and efficient procurement contracts which are affordable, provide value for money and deliver the NDA’s mission through appropriate incentivisation”. As bidders win work and deliver successful and profitable results, this builds firm

of receiving the first opportunity to bid. In the current economic climate there is significant competition to supply to all clients, even ones that you have a current relationship with. The

a greater likelihood of winning further work. Procurement rules aside, particularly public sector, the process for bidding is universal and all that varies is the size and complexity of the opportunity. Perhaps more so in the nuclear 46

NuclearCONNECT

Principles of effective bid management Positive mindset: Clients like to work with enthusiastic suppliers who are committed to the success of the project. If you start the process with a negative outlook, every phase of the process will leak value. Are you positive or negative towards bidding? (see table below)

return on the investment of that marketing

Perform at every phase of the process

effort, which can be hugely expensive, is only

There are seven distinct phases and each one has significant influence as it exposes the organisation to the potential client. Ensure that every interaction with the client gives them a positive impression of your organisation (see wheel opposite).

realised once the bid has been accepted. It therefore makes good sense to take a few minutes to consider the guiding principles of effective bid management. These guiding principles apply equally for consultants,

NEGATIVE MINDSET

POSITIVE MINDSET

Bidding is a waste of time as the client has already made their mind up who they want for the job.

Bidding is a necessary process for the client to select the most qualified and suitable supplier whilst providing best value for money.

The client knows we are the best so why don't they just appoint us?

Pitching for work against the opposition allows us to showcase why we are the best and we enjoy doing so.

Clients always take lowest price despite the quality score.

The client may inadvertently accept a bid that lets them down but they may well come to us to help put things right or for future opportunities.

We don't have time for this as we have actual work to do.

We recognise and accept the true cost and value of bidding.

It is all the same answers as before. Just cut and paste our last bid.

We analyse our results from every bid, learn from the experience and constantly refresh and tailor our answers for every new client.

foundations of experience, capability and commercial understanding, from which there is

Organisations that manage the bid process as a project always fair better at every phase of the process.

Feature

PROVELIO

Manage the process like a project Organisations that manage the bid process as a project always fair better at every phase of the process. They demonstrate to the client that they are effective, focused, prepared and professional, and this reinforces their quality hallmark every time they meet or deal with a potential client. Simple but clear tasks need to be carried out: • Establish the objectives of the bid team: Are all your efforts contributing towards winning the bid or are you getting distracted from the goal? • Appoint a bid owner/manager: Which individual is taking proper and full ownership of achieving the objective? • Plan: Have you explicitly identified the key milestones to be achieved so that you know if you are ahead or behind the game? • Formally report and monitor progress: Do you formally report to to the management team the progress of your bid? • Commit adequate resource: Have you truly allocated adequate resource to work on the bid?

Learn from the process At every phase of the process and every interaction with the client there is an opportunity to reflect and identify areas for improvement. It is not the client’s fault if your organisation is unsuccessful. Be brutally honest and identify any shortcomings with what you did and commit to putting them right. Learn from your competitors and aspire to be better.

Don’t waste face-to-face opportunities Every time your organisation gets to meet the client body in person is a huge opportunity, so make sure you prepare for it properly. Have you got something useful to say and have you thought about ways to reinforce and build a good and lasting relationship?

Never stop innovating You are only as good as your last result, so never stop thinking of ways to add value or innovate. If you run out of ideas, draft in new people and get them to review how things are done. The insight of a new graduate with no inhibitions can be refreshingly inspiring and it motivates them to contribute throughout their career.

Every time your organisation gets to meet the client body in person is a huge opportunity, so make sure you prepare for it properly.

Price it for the client to say yes All the effort spent on the quality aspects of a bid still need to be supported with the right price. By the time you are shortlisted you are with other organisations that are trying just as hard as you to secure the work. Before signing off on the bid, ask yourself how you will feel if your price is unsuccessful and whether you really have made it easy for the client to say yes. Successful organisations actively manage their work-winning processes and leave nothing to chance. Provelio have reviewed shortlisted, marked, interviewed and selected for thousands of bids for a diverse range of clients.

Words: Paul Wilson

Paul Wilson Managing Director of Provelio. Tel: 0117 302 0001 Email: paul.wilson@provelio.com

NuclearCONNECT

Feature

DIARY FROM ANGLESEY

DIARY FROM ANGLESEY: MAY 2012 Entering accelerated Care and Maintenance will be a landmark event in the UK for either Trawsfynydd or Bradwell, the first sites in the country to achieve this point. 48

NuclearCONNECT

Feature

DIARY FROM ANGLESEY

n this edition’s Diary from Anglesey, Dr John Idris Jones gives an overview of the latest position for both existing and planned nuclear facilities in Anglesey and North West Wales. With recent headlines focusing on Horizon Nuclear Power, and its shareholders’ decision to exit UK nuclear new build, one would be forgiven for assuming that marked the end of nuclear for Anglesey – this is most definitely not the case. The planned new build development is in reality only a continuation of Anglesey’s 40-year history of safe operation at Wylfa. Works there, as well as at neighbouring Trawsfynydd, across generation and decommissioning, are set to continue for decades to come, making Anglesey and North Wales rich in opportunities.

New build In terms of new build, the RWE npower/ E.ON decision in March introduced an uncertainty, at a time when the sector was expecting an announcement on the choice of technology vendor, and not a pre-final investment decision withdrawal. This decision was undoubtedly a blow; the £8bn Horizon project at Wylfa envisaged a peak of some 5,000 jobs during construction and 800 permanent positions during operation. However, optimism remains high that new owners will be found – after all Wylfa is arguably the best site in the UK for new nuclear build, with an excellent workforce and a community that supports new build – and that Horizon will take the project forward. Senior E.ON and RWE npower representatives – as well as Horizon CEO Alan Raymant – have visited Anglesey regularly since the announcement, sharing progress of the sale process. Meanwhile, both the Isle of Anglesey County Council and

Welsh and UK governments remain fully committed to new build, highlighting the importance of nuclear power in providing secure, sustainable and affordable energy as well as quality jobs. Economically the area needs the project.

both Reactors 1 and 2. A decision by the ONR on transferring partially used fuel from Reactor 2 to Reactor 1 is expected over the coming months. Efforts are now focusing on optimising generation on Reactor 1, which is likely to remain in operation until 2014.

The value of Anglesey’s role in new build is also clear; Energy Minister Charles Hendry has stressed the strengths of the Wylfa site, and the importance of swift resolution. Horizon’s pre-existing site studies and surveys are continuing, and the former Magnox Learning and Development Centre has become the new Horizon Wylfa site office. Whilst times may be uncertain, new build and the economic and social benefits it brings is still a very real opportunity for Anglesey.

Meanwhile, in the Snowdonia National Park some 40 miles from Anglesey, the Trawsfynydd site is coming close to the Care and Maintenance phase in its lifetime plan. Its 390MW twin reactors first started commercial electricity generation in 1965 and were finally taken offline some 26 years later in 1991.

Power generation and decommissioning Since the closure of Oldbury in February this year, Wylfa is the only Magnox site still generating electricity. Sitting on a 20-hectare site on Anglesey’s picturesque north coast, there are two Magnox design reactors and four turbine generators, which on a ‘typical’ day supply 11 million kWh of electricity – enough to meet the needs of cities like Liverpool or Manchester. First commissioned in 1971, Wylfa’s Reactor 2 finished generating electricity at the end of April. Since that first grid-synching in 1971, Wylfa has produced over 224TWh (terawatt hours) of electricity – equivalent to two-thirds of the UK’s total annual electricity demand. Magnox, the site licence company, is preparing for the transition to the de-fuelling phase and the start of decommissioning.

Trawsfynydd has been selected for accelerated decommissioning as part of the Magnox Optimised Decommissioning Programme. Decommissioning work is now

well advanced, with an opportunity to speed up existing projects to achieve an earlier endpoint. Entering accelerated Care and Maintenance will be a landmark event in the UK for either Trawsfynydd or Bradwell, the first sites in the country to achieve this point. Safety and compliance are overarching themes in the planned transition towards the accelerated 2016 Care and Maintenance date.

Words: Dr John Idris Jones Head of Socio-Economic Development at Magnox Limited and Lead on Skills for Energy Island

Images: Energy Island If you are interested in the opportunities that Anglesey and North Wales has to offer, then please contact the Energy Island Programme Office on 01248 752462.

The decision to close Reactor 2 was in part taken due to the limited Magnox fuel stocks not allowing for the continued operation of NuclearCONNECT

Feature

KEITH COLLETT

What developments do you expect to see in the next five years at Nuvia? Keith has been an Executive

The next five years will be critical to the success of a number

Director at Nuvia since 1995,

of key legacy projects across the UK. Nuvia has an ongoing

becoming CEO in July 2008.

involvement in a number of these challenging projects and we

He has managed a wide

expect to see this work increasingly transition from the engineering

spread of activities across

design process into site implementation works. Also in the UK over

the company including

the next five years the potential new build opportunities are clearly

direct responsibility for the

significant. Nuvia has been developing strong relationships with

Dounreay, Consulting and

manufacturers and suppliers to enable us to utilise our experience

Health Physics Divisions, Human Resources, Marketing

Keith Collett CEO of Nuvia Limited

and Commercial Services. Keith’s previous experience includes site, design and project work with BNFL at Sellafield and Risley, and Divisional Management with NNC. Keith is a Chartered Engineer and a

of nuclear projects in support of this Engineering Procurement Construction (EPC) work.

For any engineer, the diversity of the nuclear industry – whether in legacy decommissioning, ongoing operations or new build – is vast in terms of the technical challenges which it offers.

Fellow of the Institution of Chemical Engineers.

Nuvia is a growing international brand; not only do we operate in the UK and France but we have operations across Europe, India, Scandinavia, China and Canada. We are well placed to offer nuclear services to a global market in support of decommissioning and new build programmes; hence we expect this growth to continue.

NuclearCONNECT

Feature

KEITH COLLETT Clearly as part of the VINCI Group we

enhanced the way in which we deliver

opportunities to learn lessons from the

are fortunate to have access to a very

projects within the nuclear industry.

past. My advice: get to know the industry

broad range of skills sets and capabilities

Also as part of this integration we have

and its members; use your talent to make

from across all areas of the international

developed strong synergy with the

a real difference; stick to what you believe;

construction industry. Our approach as

VINCI Group. Bringing this to the market

and of course “always sit around the

VINCI’s nuclear arm is to harness this

offers our customers a new and massive

other side of the desk”.

expertise to bring best practice and

capability from specialist techniques

innovation into the projects we deliver.

to large project and programme

What inspires you?

These synergies, in addition to our own

management.

internal R&D programme, mean that over

I am continually impressed and inspired by the ability of our people, particularly our

widening range of capabilities in support

If you could change anything about the nuclear industry, what would it be and why?

of project delivery, including innovation in

Over the last 10–20 years as a country we

now being employed in support of projects

areas such as programme management,

have not invested in the nuclear skills we

and management have revolutionised the

IT and specialist technologies.

require for the future. This leaves us with

way in which we execute business. This is

What is your greatest career achievement to date?

an aging demographic and a supply chain

driven by the enthusiasm of the industry’s

which in some areas is not currently able

staff, often in difficult technical and

to respond to the future opportunities.

business environments.

Becoming CEO of Nuvia Limited and

To help address this, a longer-term view

having the honour and privilege of helping

of funding and contract partnership is

to develop and grow the staff and

needed to enable investment in people

What law/legislation would you like to see introduced?

company via addressing the major

and facilities, in what has become a

Rather than more law perhaps a focus on

opportunities of legacy and new build.

largely contractorised industry. This would

reforming existing legislation to be more

provide the environment to put in place

effective should be the focus.

the next five years we expect to be able to continue to offer our customers an ever-

What do you enjoy most about your job?

the programmes to address our resource

younger ones, to embrace new methods and technologies and develop solutions. The programmes and systems which are

For any engineer, the diversity of the

and within companies – through the

Where do you see the UK nuclear industry in 10 years?

nuclear industry – whether in legacy

development of apprentice and graduate

I would like to believe that in 10 years’

decommissioning, ongoing operations

schemes and the provision of training.

time the key high-hazard projects are

What is the best advice you’ve been given?

nearing completion and the legacy issues

us to engage with all these sectors and

Perhaps: “Always sit around the other

the new Hinckley and Sizewell, Oldbury

transfer our expertise from one project

side of the desk”; something I try to follow

and Wylfa nuclear power plants.

to the next.

whoever and whatever the subject and

or new build – is vast in terms of the technical challenges which it offers. Nuvia’s breadth of capabilities enables

From my position I can take an overview across all this work and support our teams of engineers and operatives in delivering the best possible solution for our customers.

issues at all levels – schools, university

situation might be – client, boss, team, stakeholder, etc.

What advice would you give to someone starting out in the industry?

In recent years the process which

It is a great time to be starting out in the

Nuvia has gone through to become fully

industry; nuclear power is the low-carbon

integrated with the specialist technologies

solution of the future, and the legacy

division of VINCI, Soletanche Freyssinet,

waste issues offer unique and complex

has been an exciting challenge which

problem-solving opportunities. If you are

has provided the chance to gain a deep

passionate about your work, there are

understanding of the approaches and

endless opportunities both internationally

techniques which are used to support

and in the UK and no limit to your

delivery in other industries. This cross-

career path. The industry is steeped in

transfer of knowledge has greatly

history and has countless experts and

are largely behind us. With this backdrop we should have added and be adding to

In conjunction with the above I believe, with the right level of investment, the UK can again become a world leader in nuclear science and technology.

Nuvia is the nuclear arm of VINCI, the world’s largest civil construction and concessions organisation. The Nuvia Group, which encompasses Nuvia Limited in the UK and six complementary businesses in France, offers a range of products and services to customers across all sectors of the nuclear industry including the provision of multidiscipline design, project and programme management and operational services. NuclearCONNECT

World Class Valve Training Courses

Introduction to Valves Monday, 8th October 2012 Banbury, £350+vat Introduction to Valve Actuators Tuesday, 9th October 2012 Banbury, £350+vat Control Valves Wednesday, 10th October 2012 Banbury, £350+vat Safety Valves Thursday, 11th October 2012 Banbury, £350+vat Safety Integrity Levels (SILs) Friday, 12th October 2012 Banbury, £350+vat

Managing Commercial Risk Monday, 15th October 2012 Banbury, £450+vat PED & ATEX Directives Tuesday, 16th October 2012 Banbury, £350+vat Basic Seals Wednesday, 17th October 2012 Banbury, £350+vat Intermediate Seals Thursday, 18th October 2012 Banbury, £350+vat

Monday, 15th October 2012 £395 +VAT for members, £450 + VAT for non-members

For full details on each course, visit www.bvaa.org.uk/training_courses.asp

Law

BURGES SALMON

NUCLEAR REGULATION: WHERE TO START?

Words: Gareth Davies and Michael Freeman, Burges Salmon

Safety

Security Liability

Safeguards

ntil the Chernobyl accident in 1986, although important conventions did exist, nuclear legal matters were perhaps

incorrectly regarded as predominantly matters for the jurisdiction of individual

Site licensing and liability Probably the most important piece of this legislation, which regulates UK nuclear installations, is the Nuclear Installations Act 1965 (NIA).

states. That changed as a result of the significant trans-boundary consequences of Chernobyl. Conventions were introduced or strengthened in a number of areas, including emergency preparedness and response, safety of nuclear power plants, radioactive waste management, and nuclear liability. These areas fit in with a

all nuclear installations in the UK are required to hold, and adhere to the conditions of, a nuclear site licence

‘3SL’ regulatory approach, which the UK has adopted in its legislation governing the regulation of civil nuclear programmes. The synergies and overlaps between the constituent parts of 3SL are best illustrated above. In the UK, there is myriad of national legislation which has been adopted to both reflect and enhance the international regimes in our own domestic regulatory system. This brief article does not attempt to address all the applicable legislation and regulation, but instead aims to give a broad overview of some of the key legislation applying to UK civil nuclear sites. Much of the recent regulatory reorganisation in the UK has reflected the 3SL approach to nuclear law.

NIA. Nuclear site licences are obtained from the Health and Safety Executive (HSE), although in practice the licensing function of the HSE is performed by the Office for Nuclear Regulation (ONR). The NIA requires the HSE/ONR to attach conditions to nuclear site licences. There are currently 36 standard licence conditions; some impose specific duties on the licensee, whereas others more broadly require certain arrangements to be put in place, but all conditions highlight particular areas that the licensee must address in order to ensure the safe operation and maintenance of the site.

Health and safety The NIA implements the nuclear liability regimes that are established by the Paris Convention on Third Party Liability in the Field of Nuclear Energy 1960 and the Brussels Supplementary Convention on Nuclear Third Party Liability 1963, and therefore governs the liability of UK nuclear site operators to third parties for damage caused by a nuclear occurrence or during the transport of radioactive material. The principal way in which the international liability regime is implemented is through the system of licensing. In order to operate lawfully, all nuclear installations in the UK are required to hold, and adhere to the conditions of, a nuclear site licence. Failure to do so is a criminal offence under the

The Health and Safety at Work Act 1974 (HSWA) places all employers in the UK (including those in the nuclear sector) under a general legal duty to ensure, so far as is reasonably practicable, that employees are not exposed to health and safety risks as a result of activities undertaken in the course of employment. Various sets of regulations have been enacted under the HSWA, including the Management of Health and Safety at Work Regulations 1999, which include an obligation on employers to carry out suitable and sufficient risk assessments for workplace activities.

è NuclearCONNECT

Law

BURGES SALMON The HSE is the regulatory body responsible for enforcing the HSWA, although in the context of nuclear sites this function is performed by the ONR.

A licensee’s keeping and use of radioactive substances on site will be governed by the site’s licence conditions.

Separate legislation has been adopted by the European Community, mostly under the umbrella of the EURATOM Treaty, to address some of the risks which are specific to the nuclear industry. In particular Directive 96/29/EURATOM lays down basic safety standards for the protection of workers and places limits on the amount of ionising radiation which workers can be exposed to. The Directive’s requirements are implemented in the UK by the Ionising Radiation Regulations 1999.

Security The Office for Civil Nuclear Security (OCNS), essentially a division within the ONR, has overall regulatory responsibility for ensuring that nuclear licensed sites establish and maintain effective and appropriate security arrangements. The OCNS carries out this regulatory function through the Nuclear Industries Security Regulations 2003 (NISR). The NISR were introduced under the HSWA and the Anti-Terrorism, Crime and Security Act 2001 and require the “responsible person” (usually the site licensee) to demonstrate that sufficient security measures are in place to protect the installation. Such measures include, for example, the preparation of a detailed Site Security Plan, appropriate security screening of site personnel, and obtaining OCNS authorisation for all proposed structural works on the site. Nuclear site operators are also required by the Radiation (Emergency Preparedness and Public Information) Regulations 2001 to produce an Emergency Plan detailing the steps which are to be taken in the event of a radiological emergency.

Environmental controls Historically, the most important piece of UK legislation which governed the use and storage of radioactive substances was the Radioactive Substances Act 1993 (RSA). Operators of premises which stored radioactive substances were required to register with the Environment Agency (EA) and obtain a specific authorisation before managing radioactive material. These RSA provisions still apply in Scotland and Northern Ireland, although have been replaced in England and Wales by the Environmental Permitting (England 54

NuclearCONNECT

and Wales) Regulations 2010, which now require that: • Site operators holding a nuclear site licence under the NIA must obtain an Environmental Permit from the EA to cover the receipt and disposal of radioactive waste and the use of mobile radioactive apparatus offsite. A licensee’s keeping and use of radioactive substances on site will be governed by the site’s licence conditions. • Tenants of nuclear sites (i.e. not the entity holding the site licence) must also obtain an Environmental Permit from the EA to cover the receipt and disposal of radioactive waste, and the use of mobile radioactive apparatus offsite. Tenants’ Environmental Permits will also cover the keeping and use of radioactive substances on the site because they will not hold a nuclear site licence. The radioactive contaminated land regime, contained in Part 2A of the Environmental Protection Act 1990 (EPA), regulates the remediation of land which has been contaminated with radioactive substances. The EPA is often an important piece of legislation during the decommissioning of a nuclear installation, as are the Nuclear Reactors (Environmental Impact Assessment for Decommissioning) Regulations 1999, which require an environmental impact assessment to be carried out when nuclear power stations are decommissioned.

If this article raises any issues you would like to discuss further, or you’d like to suggest subjects for future articles or to register to receive Burges Salmon’s free nuclear e-bulletin, please contact Gareth Davies: Direct line: 0117 307 6920 Email: gareth.davies@burges-salmon.com The latest version of the Burges Salmon nuclear glossary of key terms and acronyms is now available to be downloaded at www.niauk.org/a-to-zglossary

INTERNATIONAL NUCLEAR LAWYERS ASSOCIATION

INTERNATIONAL NUCLEAR LAW CONFERENCE MANCHESTER, UK 8 – 11 OCTOBER 2012

Speakers include: Lord Hutton, Former Secretary of State for Business; Dr Mike Weightman, Chief Inspector Office of Nuclear Regulation; Professor Richard Wakeford, Dalton Institute Manchester and speakers from major international nuclear organisations

REGISTER NOW: http://www.meetingregistration.info/forms/view.php?id=4 This leading international law conference takes place every two years at different locations around the world. Last held in the UK in 1991, the Conference theme is the evolution of nuclear law and regulation following the Fukushima accident and the challenges and developments the nuclear industry consequently now faces.

Sessions in the conference cover : Safety and Regulation; Security and Safeguards; New Build; Nuclear Liability and Insurance; Small Modular Reactors; Waste Management and Transport.

This is an excellent opportunity to attend the international nuclear law conference in the UK and not only learn of the latest legal and regulatory developments, but also meet and discuss the key issues with specialist lawyers and other professionals working in the nuclear sector. This conference is open to both INLA members and non-members.

FOR FURTHER INFORMATION CONTACT:Alvin J Shuttleworth - President INLA (bodieco@bethere.co.uk) Ian Salter - Technical Programme INLA 2012 (ian.salter@burges-salmon.com) Rory Connor - Secretary INLA (Manchester) Limited (rory.connor@dlapiper.com)

Health & Safety

BLUE STREAM CONSULTING

THE SAFETY VALUE CHAIN: IT’S NOT ROCKET SCIENCE Interview with Tom Anderson (Director, Blue Stream Consulting) Words: Dr Rachel Parratt

e are all aware that the supply chain contributes to the successful operation and management of the UK’s nuclear industry, from small companies that supply mechanical valves to large-scale engineering, procurement and construction (EPC) contractors who provide turnkey solutions. But how do we describe the safety value chain? ‘Safety’ in the supply chain may be too simplistic a view – we need to know who makes up the safety value chain, and how they interact to ensure a safe working environment. Suppliers contributing to the safety value chain include groups of individuals and alliances, from system designers and operators to safety inspectors and regulators.1 The idea of a safety value

Space Shuttle Discovery: complex technologies require close working relationships between all individuals and alliances (Courtesy of Wikimedia Commons, source: http://spaceflight.nasa.gov/gallery/ images/shuttle/sts-121/html/iss013e48788.html) 56

NuclearCONNECT

chain highlights the actions that members of the supply chain take to influence and contribute to accident prevention. Safety resides with every individual/alliance, and not just the end-user i.e. everyone at the different time-points along the chain has responsibility for safety. The importance of these relationships is well recognised by our client, Jacobs Engineering Group Inc. Group Vice President Bob Irvin says, “At Jacobs we work hard to engage with our contractors/suppliers/partners to ensure our philosophy and approach to safety is well understood and adhered to, and that our total commitment and discipline is shared. Working together with our supply chain partners, we integrate learnings into safety efforts to positively influence safety competency across all phases of work. Safety is at the core of everything we do, and it influences our behaviour and attitudes, both in and out of the workplace.”

Health & Safety

BLUE STREAM CONSULTING What can happen if safety concerns in the supply chain are ignored? Unfortunately, there are a number of examples of operations going wrong, either where industry has not listened to the supply chain, or where the supply chain has not listened to industry. The US Challenger space shuttle disaster in 1986 is a good example of where NASA did not heed safety concerns from the solid rocket booster manufacturer, Morton Thiokol. Warnings that the O-rings on the shuttle’s boosters would stiffen in below freezing temperatures and lose their ability to act as a seal were overruled by NASA managers, who were under pressure to launch the shuttle on schedule. Morton Thiokol, aware that the O-rings had never been tested at such low temperatures, signed a waiver stating that the solid rocket boosters were safe for launch at the colder temperatures.2

Safety resides with every individual/alliance, and not just the end-user. An example closer to home where the safety value chain could have prevented a major accident was the December 2005 explosion at the Buncefield oil storage depot in Hemel Hempstead. The Control of Major Accident Hazards (COMAH) report3 into the immediate cause of the explosion found that the way in which safety-critical instrumentation for a storage tank was designed, installed and maintained gave a false sense of security to end-users. The impact of the defects could have been reduced by those further down the supply chain; but as the COMAH report noted, the ordering process “fell short of what would be expected for safety critical equipment”. These omissions contributed to Britain’s most costly industrial disaster.3

How does the nuclear industry manage risk in the safety value chain? The nuclear industry recognises that accidents typically result from the absence or breach of defences, or from violations of safety constraints.4 Much risk is managed using Probabilistic and Deterministic Risk Assessment techniques, and the principles of ‘defence-indepth’. With defence-in-depth, there are multiple lines of defence or protection that would have to

A supply chain that works collaboratively benefits all in the safety value chain.

Everyone in the supply chain has responsibility for, and contributes to, nuclear safety. fail before harmful effects are caused to people, or to the environment. A supply chain that works collaboratively, proactively sharing information and learning, adds to defence-in-depth and benefits all in the safety value chain.

How is the safety value chain important to you as a contractor? Everyone in the supply chain has responsibility for, and contributes to, nuclear safety. Companies like to talk about “safety as their number one priority”; however, in reality, when faced with direct pressures to deliver to predetermined cost and time schedules, this can lead to conflicts in the ‘production–protection space’,5 directly impacting on safety cultures in organisations. A positive safety culture, where there is a shared commitment to safety across all levels, from senior management to front-line workers, and between all alliances and collaborations, is key to successful, safe operations. The UK Health and Safety Executive defines safety culture as “the product of the individual and group values, attitudes, competencies and patterns of behavior that determine the commitment to, and the style and proficiency of, an organisation’s health and safety management”.6

References 1. Saleh, J.H., Marais, K.B., Bakolas, E. & Cowlagi, R.V. (2010). Highlights from the literature on accident causation and system safety: Review of major ideas, recent contributions, and challenges. Reliability Engineering and System Safety, 95, pp1105–16. 2. Vaughan D. (1996). The Challenger launch decision: Risky technology, culture, and deviance at NASA. Chicago: University of Chicago Press. 3. Prosecution resulting from Buncefield explosion. Available at: www.hse.gov. uk/news/ buncefield/index.htm 4. Levenson N. (2004). A new accident model for engineering safer systems. Safety Science, 42(4), pp237–70. 5. Reason J.T. (1997). Managing the Risks of Organizational Accidents. Ashgate Publishing: Burlington, Vermont. 6. UK Health and Safety Executive (2002). Safety Culture: A Review of the Literature, HSL/2002/25. Available at: www.hse.gov.uk/research/hsl_ pdf/2002/hsl02-25.pdf

A strong belief in, and proactive approach to, safety culture is adopted by Balfour Beatty, one of our current clients. “A positive and proactive safety culture, at all levels and stages of a project, is key to achieving the high safety standards which we demand. It is essential that this culture, together with robust safety processes, is integrated throughout the supply chain, so that together we can achieve the continual improvement in safety standards which we all want. Only by setting the highest standards for ourselves and our supply chain partners will we be able to maintain the standards of quality, reliability and safety expected by our nuclear clients,” explains Phil Wright, Project Director at Balfour Beatty. With more alliances and collaborations working together in the nuclear industry, and the increasing potential for failure paths, a positive safety culture with communications founded on mutual trust, shared perceptions of the importance of safety and preventive measures is more important than ever in the safety value chain.

For more information about developing positive safety cultures in the nuclear industry, contact Tom Anderson at Blue Stream Consulting:

Mob: 07880 556999 Tel: 01768 878107 www.bluestreamconsulting.co.uk NuclearCONNECT

Training

APPRENTICE

MEET THE UK NUCLEAR APPRENTICE OF THE YEAR: APPRENTICESHIPS AMBASSADOR JAMES WATMORE What made you choose engineering, and how did this opportunity come about with Darchem?

for Darchem. Yes, straight in at the deep

James Watmore of Darchem was

I finished school and went straight to

winner of two awards at the fourth annual

college, thinking the normal progression –

UK Nuclear Skills Awards held in March –

college then university – but it wasn’t until

How have your attitude and skills developed?

Supply Chain Apprentice and the hotly

college that I realised that sort of learning

Going straight from college where it’s quite

contested UK Apprentice of the Year.

wasn’t for me and I wanted something

a relaxed atmosphere to an apprenticeship

James started working at Darchem in

more hands-on. The college careers

where you’ve got to be at work at 7.30

2008 and completed his apprenticeship

guidance team suggested the apprentice-

and finish at 4.15, it’s quite difficult to get

in Engineering, Fabrication and Welding

ship route. I got a position at South West

used to – but once you’re into the routine

in September 2011. Apprentices spend a

Durham Training and applied for welding

it’s brilliant. Skills-wise, you’re always

year at college and then three years

and fabrication – something I thought I

learning in this job. Being on my college

doing on-site training with day release.

would enjoy and had prospects for the

course, there’s the potential to go onto an

He now works as a manufacturing

future. When Darchem came in to interview

engineer in the Nuclear Systems

HND and degree. And there’s not a day

apprentices, I put my name down as I’d

that goes by that’s the same as the next

heard a lot about them and knew I’d like to

one. I personally think that my skills are

NuclearCONNECT caught up with James

work for them. The interview went

changing with each job that comes in

to find out how all this came about and

successfully and I got the job at the

what his plans are for the future,

and each role that I take on.

beginning of 2008.

including being an ambassador for

It’s an exciting time at Darchem, with their re-expansion into nuclear. What activities were you involved in during your time as an apprentice?

Business Unit.

’Foundation for Jobs’.

NuclearCONNECT

end! Part of my progression in a different business unit meant that I had worked in that sort of role before, but nothing quite as demanding; it’s such a new market.

What elements did you enjoy most? I’ve thoroughly enjoyed the learning side in industry. Having new things to do everyday, it stops the boredom setting in. The way these nuclear contracts are

I was asked by my current boss if I’d like

run, so much effort needs to go in, it’s

to join the nuclear bid team, so I was

so enjoyable. The days go unbelievably

one of the five or six costing engineers

quickly because they’re always full of new

who were actively bidding for new work

things, new people and new opportunities.

Training

APPRENTICE there’s not a day that goes by that’s the same as the next one. I personally think that my skills are changing with each job that comes in and each role that I take on. Darchem currently has 49

The first I heard of it was through my HR

So as Lord Sugar would say, “James, you’re hired.” How did the apprenticeship prepare you for your current role?

department. My MD Graham Payne, who

It was the best way to go; it’s given me all

Systems, Specialist

deals very closely with the National Skills

the hands-on experience that a lot of other

Academy for Nuclear – we have a lot of

people from universities don’t get. Being a

courses based with them – had put my

manufacturing engineer, I can work out

name forward for it due to the work that

how long a job will take. It’s given me a lot

I’d done on potential orders on the ACKtiv

more confidence in the numbers I produce

Sellafield contract. I then had to attend

and the work I do. A lot of it is about

some meetings and complete a

efficiency and how people can work, and

presentation to secure it.

the way to communicate effectively with

What do you think made you stand out from the other nominees?

the shopfloor and between management.

Personally, I think the style of work

I’d like to be still learning and maybe go

that I’d done; I was doing a manufacturing

on to do an HND and degree. With the

engineer’s job while I was still in my

people skills I’ve learned from being an

apprenticeship. It’s the effort I’ve put in,

apprentice, going from shopfloor to office

How did the National Skills Academy for Nuclear nominations come about?

but I think the NSA were also quite impressed that I want to put everything back into the apprenticeship route: I want to deal closely with the current apprentices we’ve got on site and pass on my knowledge to them as much as possible and show what can be done.

What have you experienced since winning these accolades? My MD Graham Payne has become an ambassador for apprenticeships in the North East. He’s been asked by the ‘Northern Echo’ to go into schools,

What would you like to be doing in five years’ time?

and dealing with the people inbetween, a

apprentices working across its five business units in Stillington, Stockton on Tees, covering Aerostructres, Insulation Fabrications, Thermal Protection and Nuclear Systems: www.darchem.co.uk The UK Nuclear Skills Awards are organised by Cogent Sector Skills Council and the National Skills Academy for Nuclear: www.nuclear.nsacademy.co.uk/ and www.cogent-ssc.com/. The ‘Foundation for Jobs’ campaign is a joint initiative involving The Northern Echo and the Darlington Partnership: www.thenorthernecho.co.uk/ news/campaigns/ foundationforjobs/ news/9696343.Darchem_backs_ jobs_campaign/

management role would be a fabulous opportunity, hopefully still within Darchem.

Finally, what would you say to young people thinking about an apprenticeship in nuclear engineering? It’s the best decision I’ve ever made. It’s such a fun and active learning pattern, rather than in and out of a book – it’s so hands-on. A lot of people overlook that now, but it’s the best way to go, especially

colleges and potentially training providers

with university fees going up and the

around the North East and spread the

potential for unemployment getting worse.

word on apprenticeships and how they

I would encourage youngsters to go

might be the way forward for a lot of

towards the apprenticeship route, be it

people. He’s asked me to go with

electrical or be it welding and fabrication

him to be an ambassador as well

like myself. There’s no limit – if you show

and show what can be done with a bit

potential then your company will support

of effort. Apprenticeships aren’t old hat;

you. And nuclear technology is so

they can still produce people in the

advanced and efficient; it can power cities

jobs and give them the qualifications

and a whole country from very small

they need. Hopefully it will be a boost

amounts of energy. In my opinion it is the

for the local area.

way forward. NuclearCONNECT

Recruitment

NUEXEC

HOLD ON TO YOUR TALENT NuExec survey reveals the truth behind career motivation

when we speak about skills shortages we should also be speaking about employee attrition to retain the talented team you already have

have attended many nuclear conferences recently and everyone talks about skill shortages and increases in rates and salaries, but no one ever really speaks about employee attrition. Having completed a nuclear salary survey at the beginning of the year, I wanted to ascertain if salary really is a key motivator for people’s decision to seek a new role. Realistically we can’t get away from the fact that we are soon going to have a skills gap. Already, as per Cogent’s document ‘Next Generation for New Build Nuclear’, the ‘at risk’ skills sets within nuclear include: project management; geotechnical engineering; safety case authoring; non-destructive engineering; high-integrity welding; manufacturing engineering; control and instrumentation; design engineering; planners and estimators; and regulators.

NuclearCONNECT

The industry statistics paint a grim picture: • Only 40,000 engineers enter the workforce each year. • Just 13% of graduates leave university with a Science, Technology, Engineering or Maths degree. • Between 2015 and 2025 the UK nuclear industry could face a crucial skills shortage. • By 2025 almost half the nuclear workforce in Cumbria will have retired. Companies are finally taking action by launching apprentice schemes, and employing graduates and progressing them through the business. However, to get them up to the required skills level takes a considerable investment of time, so attracting and keeping those senior/key recruits has never been so important.

Take Senior/Principal Design Engineers: they know how valuable they are to a company, and we have seen salaries rise by up to 20% over the last couple of years. So really when we speak about skills shortages we should also be speaking about employee attrition to retain the talented team you already have. With this in mind I decided to run a survey, and as usual my wonderful and ever loyal network obliged by completing the questions – giving me a valuable insight into what makes people leave a company. By understanding what pushes people to look for new opportunities it allows a company to retain their staff by addressing the key issues. Obviously as a recruiter of Senior Managers and Directors purely into the nuclear industry, sharing this information could put me out of business, but it’s a risk I am willing to take!

Recruitment

NUEXEC Salary survey results (extract) Minimum South Maximum South Benefits / bonus including Midlands including Midlands South

Minimum North

Maximum North

Benefits / bonus North

£38,000

£55,000

£35,000

£50,000

Bonus, pension, health, car

Business Development Director

£75,000

£115,000

30–50% bonus, £75,000 car, health, pension

£100,000

30–50% bonus, car, health, pension

Business Manager

£50,000

£79,200

Bonus, pension, health, car

£50,000

£85,000

Bonus, pension, health, car

Commercial Director

£80,000

£95,000

Bonus, pension, health, car

£75,000

£90,000

Bonus, pension, health, car

Commercial Manager

£60,000

£89,950

Bonus, pension, health, car

£58,000

£75,000

Bonus, pension

Job title Bid Manager

Bonus, pension, health, car

Source: NuExec Consulting

My first question was: What is your key motivator when making a career move? Whilst 29% of those surveyed said that salary was their key motivator, that left 71% who thought otherwise. Of those, 26% stated career progression and 22% chose ‘Better Company / Company Reputation’. Interesting findings! So does this prove my theory that salary isn’t the key motivator, and that by valuing the staff you already have, it will lead to a lower attrition rate?

I wanted to dig further, so my next question was: What factors would prompt you to look for a new job?

people are a company’s biggest asset and without them you would not be able to win and deliver your projects It was all well and good me giving answers to the questions for people to vote on but I wanted to hear what factors were particularly key to them. Following are some of the comments received:

By now, I’d already established that money was not necessarily the motivator in career progression, so what would it be? It turned out that 95.4% of people surveyed within the UK nuclear industry would look for a new job if they felt undervalued. A worrying 95.3% would look elsewhere for career progression and 87.9% would want to move on if they felt under-challenged.

• Location

The survey delivered some powerful figures, all of which clarified what I’ve heard time and time again – that many people in our industry feel undervalued, and that is a key reason why people choose to move on.

• Able to service clients with minimum red tape

So how much does it cost to show a member of your team that they are valued? How much does it cost to make sure they don’t feel under-challenged? And how much does it cost to ensure they have a clear career path for progression? I can guarantee it costs a lot less than recruiting a new person into your organisation.

• Management support • Integrity of company • Development, growth, training and progression • Project, people and culture • Challenge and job satisfaction • Autonomy

• Fun and enjoyment at work • How persuasive the head hunter/ consultant is (that has to be my favourite) • Salary and work/life balance. Interestingly, only one person said salary! However thinking salary is completely irrelevant is very naive. Although this survey revealed that it isn’t a key factor/reason why people look for a new career, when an offer

comes in the money has to be right. This brings me cutely onto my last question:

What percentage salary increase would you look for when changing roles? Although not a key factor, 80% of people within the industry said that they would expect a salary rise of between 6 and 20%.

The final part of the puzzle is: What should you be paying your employees? As mentioned at the start of this article, at the beginning of the year I completed a nuclear salary survey, which is an excellent tool for benchmarking. The survey is split into North and South, although interestingly there isn’t a huge amount of variation in the amount paid between those areas. The table above shows a small excerpt from the survey results. On a final note, it is so important to remember that people are a company’s biggest asset and without them you would not be able to win and deliver your projects. It can cost a company millions of pounds to have the wrong person in a key role, so look after your employees! If you’d like to receive a copy of the full survey results, or would like to find out how NuExec Consulting can provide you with the best candidates in the nuclear industry, contact me at: emmajayne.gooch@nuexecconsulting.co.uk

Words: Emma-Jayne Gooch, NuExec Consulting

NuclearCONNECT

FORTHCOMING FEATURES DOUNREAY ACCELERATED DECOMMISSIONING PROGRAMME The key to future work contracts for UK companies? AN EXPERIENCED VIEW ON NUCLEAR INITIATIVES An in-depth interview with Adrian Bull, Director of External Relations, National Nuclear Laboratory. SUPPLY CHAIN STRENGTH RECOGNISED Sellafield launches a supplier quality audit scheme and develops its supply chain collaboration group to drive performance. UK NEW BUILD PROGRESS AND THE SUPPLY CHAIN A look at the Hinkley site contracts – who, when and what? – and NuGen’s plans.

Features subject to change

Half page no bleed req.

In challenging environments, we provide solutions Whether the project is one-off, framework or turnkey, our clients can rest assured that we will deliver the best solution, on time, to budget and in a safe manner. Recognised for the highest commitments to health & safety performance. Accredited to ISO 9001 and 14001, with a proven track record of working to the rigorous quality standards of the oil, gas and nuclear industries.

T: +44 (0)1189 823 790 www.redhallnuclear.co.uk

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T: +44 (0)1204 366 333 www.redhallmanufacturing.co.uk

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Category Listings Consulting Accountants ................................................64 Analytical Services .......................................... Architects ........................................................ Bid & Tender Proposals .................................. Building .......................................................... Building Information Modelling (BIM) ........65 Business Performance.................................... Business Support Services ............................ Cable / Wiremarking Identification..............66 Construction .................................................. Cost Management .......................................... Electrical Engineering ................................67 Engineering .................................................... Environmental ............................................69 Geotechnical Services ................................70 Health & Safety Consultants .......................... Knowledge Management ................................ Law Firms........................................................ Management Support .................................... Mapping and Geographic Information Systems (GIS) ..........................71 Mechanical...................................................... Planning & Communications ......................72 Presentation & Communication Skills Training .................................................. Project Management ...................................... Quantity Surveyors ....................................73 R & D Services ................................................ Radiological ................................................74 Research ........................................................ Risk Assessment ............................................ Seismological..............................................75 Site Investigation ............................................ Surveys & Tests .............................................. Technical Documentation/ Asset Care Services....................................76 Engineering, Plant and Equipment Air Filters ....................................................76 Buildings ........................................................ Casting Suppliers............................................ Chemical Testing ............................................ Civil Engineering ............................................ Crane Rail Systems ....................................77 Cryogenics ...................................................... Diamond Wire Sawing ................................78 Electrical Engineering .................................... Engineering Software..................................79 Engineering Solutions .................................... Fasteners ....................................................82 Fire Services & Equipment.............................. Forging Suppliers........................................83 Gears & Transmissions .................................. Health & Safety Equipment ............................ Helium Leak Detection.................................... Hire.................................................................. Imaging Systems (CCTV) ............................84 Induction Melting Equipment.......................... Inspection Equipment .................................... Instrument Development/Validation................ Label Printers and Accessories ...................... Lifecycle Solutions .......................................... Machinery, Plant & Tools ............................85 Maintenance, Repair & Operating Products ....................................86 Maintenance Services ................................88 Mechanical Engineering..................................

Mechanical Handling, Control & Instrumentation ..........................90 Mechanical Testing ........................................ Metals & Polishing .......................................... Precision Engineering ................................91 Precision Instruments & Components ........92 Project Developments ................................93 Quick Release Connectors & Systems ......94 Radiation Protection Instrumentation ............ Radiography, Real-time Radiography & Radioscopy .................................................... RAM Transport Packaging .............................. Remote Handling and Robotics...................... Safety Interlocks ............................................ Seals and Gaskets .......................................... Shielding & Gamma Gates ........................95 SIL Rated Instrumentation .............................. Specialist Vehicles .......................................... Steam Equipment and Services .................... Storage Equipment ........................................ Structural Engineering .................................... Swivel Joints ..............................................96 Vacuum Pump Systems.................................. Valves .............................................................. Weighing Systems - Hazardous Areas .......... Weighing Systems - Safety Critical ................ Weighing Transducers & Load Cells .............. Welding Equipment ........................................ Welding Services (Hardfacing/Cladding & Joining) .................... Wire and Cable Products................................ Industry Bodies Charities ......................................................96 Government Departments .............................. Industry Forums ..........................................97 Official Bodies ................................................ Trade Associations..........................................

Nuclear Site Decommissioning ....................................103 Energy Production .......................................... Fuel Manufacture ............................................ Reprocessing .................................................. Office Management Audio Visual Equipment............................103 Conference & Presentation Services .............. Cost and Contract Management ..............104 Furniture .......................................................... Interactive & Collaboration Software .............. IT Products & Services .................................. Management Support Services ................105 Office Equipment & Support .......................... Scanning, Printing & Photography.................. Software .......................................................... Technical Documentation .............................. Telecommunications ...................................... Travel .............................................................. Video Conferencing ........................................ Personnel Services & Training Clothing ....................................................105 eLearning Courseware Development ......106 Health & Safety Services ................................ Multimedia Content Production...................... Open & Distance Learning.............................. Project Management Accreditation ................ Quality Assurance .......................................... Recruitment & Contract Staffing .................... Training & Development Services ............107 Training Films ............................................108

Infrastructure Accelerators ................................................97 Access ............................................................ Air Conditioning & Ventilation ........................ Air Products & Services .................................. Anti-Vibration Materials .................................. Asbestos Removal .......................................... Asset Care ..................................................98 Buildings ........................................................ Calibration Products ...................................... Cathodic Protection ........................................ CCTV .............................................................. Chemicals & Coatings .................................... Condition Monitoring ...................................... Corrosion Control........................................99 Dismantling & Scrap ...................................... Energy Products & Services .......................... Hydraulic Controls ....................................100 Modular Buildings & Storage.......................... Oil Analysis & Thermography.......................... Plc/Scada Control Systems............................ Project Controls .............................................. Remediation Services ..............................101 Security Services ............................................ Thermal Insulation/Fire Protection .................. Transport & Vehicles ...................................... Waste Management ..................................102 Water Services ................................................

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Category Listings Arup ..........................................................................................................................0121 213 3000

CONSULTING

ASTEC Services Ltd ................................................................................01625 590008

Accountants Dodd & Co Chartered Accountants ................................................01228 530913 Redfox Contracting Ltd ..............................................................................01946 820002 Simply Contracting Ltd ............................................................................0871 703 3384

BD Nuclear Ltd..................................................................................................02392 370777 Beyond Interactive Communications Ltd ..................................0844 335 0390 Bluepole Ltd ........................................................................................................01229 877779

ABS Consulting Ltd ......................................................................................01925 287300

Burnetts Solicitors ..........................................................................................01946 550250

Amec Nuclear UK Ltd (Cumbria) ........................................................01946 598003

Calabor Ltd ..........................................................................................................01228 599899

AMT-Sybex............................................................................................................01462 476400

Chandler KBS ....................................................................................................02920 352300

0116 201 5346

Collinson Grant Ltd ......................................................................................0161 703 5600

Bradley Engineering Consultants Ltd............................................0121 550 0224

Corderoy Energy Ltd ....................................................................................01946 595830

British Geological Survey ........................................................................0115 936 3545

CSC Ltd ..................................................................................................................01925 832663

Collinson Grant Ltd ......................................................................................0161 703 5600

CSE Controls Ltd ............................................................................................01246 437400

Currie & Brown ................................................................................................0161 924 2620

CTS Instrumentation ....................................................................................01229 588088

Desktop Engineering Ltd ..........................................................................01993 883555

Currie & Brown ................................................................................................0161 924 2620

EA Technology Ltd

................

0800 028 7243

......................................................................................

Davis Langdon LLP

0207 061 7000

....................................................................................

EMS Services Ltd (member of the Consortia Group) ..........0800 840 0564

DGA (UK) Ltd ....................................................................................................0161 932 1222

Escubed Ltd ......................................................................................................0113 343 2378

Fairfield Control Systems Ltd ................................................................01623 835350

Eversheds LLP ................................................................................................0845 497 9797

Godwin Symons Ltd ........................................................................................01900 85722

FMC ............................................................................................................................01275 372230

Hambleton Risk Management Ltd ....................................................01904 728995

JCP Consultancy Ltd

HG Systems Ltd ..............................................................................................01246 260270

Korecentric Ltd ..................................................................................................01732 840999

0844 212 5900

Lanner Group Ltd ............................................................................................01564 333300

Ilmor Engineering Ltd ..................................................................................01604 799100

Mayflower Engineering ..............................................................................0114 244 1353

Inutec Ltd ..............................................................................................................01305 202587

Morgan Lewis & Bockius LLP ..................................0203 201 5000 / 5644

IDAC Ltd

..............................................................................................................

LabWare LIMS Solutions ........................................................................0161 927 5600 National Nuclear Laboratory ..................................................................01925 289800 Nuclear Support Services Ltd ..............................................................01477 534580 OEE Consulting Ltd ......................................................................................01608 811900 Optima Diagnostics Ltd............................................................................0207 917 6840 Paragon Simulation Services Ltd

0121 550 0044

....................................................

Process Analyser Systems Ltd ............................................................01235 769841 Ramboll ..................................................................................................................0131 550 4070 Saker Solutions Ltd ......................................................................................01789 762255

CONSULTING ACCOUNTANTS

Balfour Beatty Major Civil Engineering Ltd ................................01737 785000

Analytical Services

Babcock International Group - Nuclear Division

Baker Mallett LLP ..............................................................................................01946 66377

ScanTech International Ltd ......................................................................01625 260446 Servomex Group Ltd ....................................................................................01892 652181 Sir Robert McAlpine Ltd ............................................................................01442 233444 SITEC ........................................................................................................................01225 428221 Statistics For Industry ..................................................................................01423 865955 University of Leeds Consulting Ltd ................................................0113 343 0909 Wilde Analysis Ltd ........................................................................................0161 474 7479

0114 230 8479

................................................................................

National Tube Stockholders Ltd ..........................................................01845 577440 New Energy Ventures Ltd ........................................................................07775 895818 Nuclear Institute (North East) ..............................................................0191 276 2070 Nuclear Project Associates Ltd..........................................................0844 357 9604 Outperform UK Ltd ......................................................................................0845 130 4861 P2 International Ltd

01242 672852

......................................................................................

Quantum Connections Ltd ......................................................................01925 765253 Ramboll ..................................................................................................................0131 550 4070 Remmers UK Ltd ..........................................................................................0845 373 0103 Rider Levett Bucknall UK Ltd............0121 503 1530 / 07771 986099 SEB Management Services Ltd ..........................................................01946 725935 Tannahill Reay Visual Communications Ltd ..............................01942 262424 Techsafe Consultants ..................................................................................01477 537458 TERBERG DTS UK Ltd ..........................................................................01422 257100 TerraConsult Ltd ..............................................................................................01925 291111 ThruPoint Ltd ......................................................................................................01895 456330

Architects

Walker Ellis Photography & Design ..................................................01768 779962

Evaluation International ............................................................................0845 644 4602

West Cumbria Consulting Ltd ..............................................................01900 810559

MAS ..........................................................................................................................0800 093 9077 Tessella Plc

01925 286800

..........................................................................................................

Building AECOM ..................................................................................................................0161 601 1700

Bid & Tender Proposals

AECOM (Liverpool) ......................................................................................0151 331 8900

Acorn Coaching and Development ..................................................01539 741511

Arup ..........................................................................................................................0121 213 3000

Advanced Robotic Technology Ltd ................................................0161 211 1523

Baker Mallett LLP ..............................................................................................01946 66377

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Category Listings Balfour Beatty Major Civil Engineering Ltd ................................01737 785000

CSC Ltd ..................................................................................................................01925 832663

Carillion Plc ..........................................................................................................01925 858000

Currie & Brown ................................................................................................0161 924 2620

0151 726 8334

Det Norske Veritas (DNV) ........................................................................0207 357 6080

Cundall....................................................................................................................0191 213 1515

EBM Strategic Consulting Ltd ............................................................0208 878 4226

Currie & Brown ................................................................................................0161 924 2620

EC Harris LLP ....................................................................................................01642 345608

0207 061 7000

Eversheds LLP ................................................................................................0845 497 9797

EC Harris LLP ....................................................................................................01642 345608

FMC ............................................................................................................................01275 372230

Evaluation International ............................................................................0845 644 4602

Forgetrack Ltd

Health and Safety Laboratory ..............................................................01298 218732

Industrial Technology Systems Ltd ..................................................01642 222232

Hewden Stuart Plc......................................................................................0845 60 70 111

Iron Mountain (UK) Ltd ..............................................................................0161 688 1312

Hydrock ..................................................................................................................01454 619533

JCP Consultancy Ltd

Jones Bros Civil Engineering UK ........................................................01824 703661

Lanner Group Ltd ............................................................................................01564 333300

01325 311526

LRQA – Lloyd’s Register Quality Assurance Ltd ........0800 783 2179

Paragon Surveys Ltd ....................................................................................01257 453200

MAC Solutions ..................................................................................................01527 592999

QualSurv Environmental Solutions Ltd ........................................0113 251 5200

Managing for Quality Ltd ..........................................................................01257 471345

Ramboll ..................................................................................................................0131 550 4070

Manufacturing Advisory Service (MAS) North West

RDT Chamber Solutions............................................................................01782 375470

MAS ..........................................................................................................................0800 093 9077

Remmers UK Ltd ..........................................................................................0845 373 0103

MWH UK Ltd ......................................................................................................01925 845000

Sanderson Watts Associates Ltd ......................................................01942 491777

NAMTEC ................................................................................................................01709 724990

ScanTech International Ltd ......................................................................01625 260446

New Energy Ventures Ltd ........................................................................07775 895818

UKdima Engineering Ltd ..........................................................................0844 879 4421

OEE Consulting Ltd ......................................................................................01608 811900

URS Scott Wilson Ltd................................................................................0207 798 5000

Optima Diagnostics Ltd............................................................................0207 917 6840

WYG Engineering Ltd (Cumbria) ........................................................01900 898600

Outperform UK Ltd ......................................................................................0845 130 4861

City Surveys

......................................................................................................

Davis Langdon LLP

Linde Castle Ltd

....................................................................................

..............................................................................................

Zyda Law Solicitors

01789 294305

......................................................................................

01992 500900

..................................................................................................

0114 230 8479

................................................................................

Paragon Simulation Services Ltd

0161 875 2510

........

0121 550 0044

....................................................

Quantum Connections Ltd ......................................................................01925 765253

Building Information Modelling (BIM)

Ramboll ..................................................................................................................0131 550 4070 Renault-Nissan Consulting ......................................................................01923 697269

DEVELOPMENT DESIGN DETAILING SERVICES LTD

E: T: F: W:

Rider Levett Bucknall UK Ltd............0121 503 1530 / 07771 986099

stuart.wardle@3dsltd.co.uk 01204 396606 01204 374334 www.3dsltd.co.uk

Risktec Solutions Ltd

01925 611200

..................................................................................

Saker Solutions Ltd ......................................................................................01789 762255 SEB Management Services Ltd ..........................................................01946 725935 Soma Consultants Ltd ................................................................................01684 541191 Spatial Consultants Ltd ............................................................................0845 680 9845

Business Performance ....................................................................................................

07990 790554

ThruPoint Ltd ......................................................................................................01895 456330

Acclaim Training Ltd ......................................................................................01946 832587

WorleyParsons ................................................................................................0208 326 5000

Acorn Coaching and Development ..................................................01539 741511

Zense LLP

Accenture UK

AFA Project Management Ltd ..................0845 838 9918 / 01362 692973 AJM Consulting Services Ltd ................................................................01752 764232 Amec Nuclear (Cheshire) ..........................................................................01565 652100 AMT-Sybex............................................................................................................01462 476400 Arup ..........................................................................................................................0121 213 3000 ASTEC Services Ltd ................................................................................01625 590008 BOC Ltd ................................................................................................................0161 930 6061 C-Tech Innovation

0151 347 2978

........................................................................................

Calabor Ltd ..........................................................................................................01228 599899

01454 325352

............................................................................................................

Business Support Services Accenture UK

07990 790554

....................................................................................................

Bell Amethyst ......................................................................................................01844 238844 CMCA (UK) ..........................................................................................................01905 458307 Cogent SSC Ltd ..............................................................................................01925 515200 Colmena Associates Ltd

01900 810559

..........................................................................

DGA (UK) Ltd ....................................................................................................0161 932 1222 Into Somerset

0845 122 2066

..................................................................................................

01925 256650

MBI Office Furniture ......................................................................................01539 720100

CMCA (UK) ..........................................................................................................01905 458307

NAMTEC ................................................................................................................01709 724990

Cogentus ..............................................................................................................0118 925 4936

PPS Group ..........................................................................................................01454 275630

Collinson Grant Ltd ......................................................................................0161 703 5600

Scruffy Dog Media Ltd ................................................................................01946 517246

Centre for Assessment Ltd

....................................................................

If your entry is incorrect or you would like to subscribe please complete and return the amendment form on page 123

NuclearCONNECT

CONSULTING BUSINESS SUPPORT SERVICES

Rhythm Group Ltd..........................................................................................01228 515141

Unit 49 Tonge Bridge Industrial Estate, Tonge Bridge Way, Bolton, Lancashire, BL2 6BD

Category Listing 63-108

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11:52

Page 66

Category Listings Speedy Asset Services Ltd ..................................................................0845 601 5129

Fugro Seacore Ltd..........................................................................................01326 254500

Tannahill Reay Visual Communications Ltd ..............................01942 262424

Golder Associates (UK) Ltd ..................................................................0115 937 1111

Tees Valley Unlimited (the Inward Investment Organisation for Tees Valley) ..................................................................01642 632004

Hambleton Risk Management Ltd ....................................................01904 728995

Trebuchet

01473 213000

..............................................................................................................

Hanson UK

01628 774100

..........................................................................................................

Harsco Infrastructure ..................................................................................0844 335 8860 Hewden Stuart Plc......................................................................................0845 60 70 111

Cable / Wiremarking Identification

Hydrock ..................................................................................................................01454 619533

KROY EUROPE LTD Unit 2, 14 Commercial Road, Reading, Berkshire, RG2 0QJ UK Contact: Barrie Hamilton E: info@kroyeurope.com or hamilton@kroyeurope.com T: 0118 986 5200 F: 0118 986 5205 W: www.kroyeurope.com

Paragon Surveys Ltd ....................................................................................01257 453200 QualSurv Environmental Solutions Ltd ........................................0113 251 5200 Radius Systems Ltd ......................................................................................01773 582312 Ramboll ..................................................................................................................0131 550 4070 RDT Chamber Solutions............................................................................01782 375470

Construction

Remmers UK Ltd ..........................................................................................0845 373 0103

AECOM ..................................................................................................................0161 601 1700

Rider Levett Bucknall UK Ltd............0121 503 1530 / 07771 986099

AECOM (Liverpool) ......................................................................................0151 331 8900

ScanTech International Ltd ......................................................................01625 260446

ANNA Solutions Ltd ......................................................................................01256 882217 Arup ..........................................................................................................................0121 213 3000 Babcock International Group - Nuclear Division

0116 201 5346

................

Baker Mallett LLP ..............................................................................................01946 66377 Balfour Beatty Major Civil Engineering Ltd ................................01737 785000 Burnetts Solicitors ..........................................................................................01946 550250

CONSULTING CABLE / WIREMARKING IDENTIFICATION

Matchtech Group plc ..................................................................................01489 898989 On-Site Supplies & Highline UK ..........................................................01293 744447

Regal Tags ............................................................................................................01992 537788

Marsh Construction Ltd ............................................................................01274 873016

Cadinox, S.A. ................................................................................................+34 943 697033 Carillion Plc ..........................................................................................................01925 858000 Chandler KBS ....................................................................................................02920 352300 City Surveys

0151 726 8334

......................................................................................................

SGS Industrial Services ..............................................................+49 40 570 1974 20 Shaw Power ........................................................................................................01908 668844 Spraylat International Ltd ..........................................................................01536 408409 TERBERG DTS UK Ltd ..........................................................................01422 257100 TerraConsult Ltd ..............................................................................................01925 291111 UKdima Engineering Ltd ..........................................................................0844 879 4421 URS Scott Wilson Ltd................................................................................0207 798 5000 Vinci Construction UK Ltd ................................................................01923 233433 Walker Ellis Photography & Design ..................................................01768 779962 Westlakes Engineering Ltd ......................................................................01946 595554

CORECUT NUCLEAR

WYG Engineering Ltd (Cumbria) ........................................................01900 898600

Bankhead, Broxburn, West Lothian, EH52 6PP Contact: E: T: F: W:

SEB Management Services Ltd ..........................................................01946 725935

Finlay Crocker finlay@corecut.co.uk 0800 028 7501 01506 853068 www.corecut.co.uk

Zyda Law Solicitors

01789 294305

......................................................................................

Cost Management CMCA (UK) ..........................................................................................................01905 458307 Davis Langdon LLP

0207 061 7000

....................................................................................

0161 910 3444

DGA (UK) Ltd ....................................................................................................0161 932 1222

Cumbria Nuclear Solutions Ltd............................................................01946 590511

Franklin & Andrews Ltd ..............................................................................01244 346261

Cundall....................................................................................................................0191 213 1515

Gardiner & Theobald Ltd ........................................................................0207 209 1901

Costain

..................................................................................................................

Currie & Brown ................................................................................................0161 924 2620

Hambleton Risk Management Ltd ....................................................01904 728995

0845 450 1701

Johnstons, Chartered Quantity Surveyors

0207 061 7000

Korecentric Ltd ..................................................................................................01732 840999

Development Design Detailing Services Ltd ................01204 396606

Project Time & Cost ..............................................................................+1 540 687 4137

CVD Fire Protection Ltd Davis Langdon LLP

..........................................................................

....................................................................................

01946 694970

................................

DGA (UK) Ltd ....................................................................................................0161 932 1222 EC Harris LLP ....................................................................................................01642 345608 Eden Brown........................................................................................................0161 233 1600 EMS Services Ltd (member of the Consortia Group) ..........0800 840 0564 Fluor Ltd ..................................................................................................................01252 291000 Focus Scaffolding Ltd ..................................................................................01946 729711

RIDER LEVETT BUCKNALL UK LTD Millennium Point, Curzon Street, Birmingham B4 7XG Contact: E: T: F: W:

Deryck Barton, Managing Partner deryck.barton@uk.rlb.com 0121 503 1530 / 07771 986099 0121 503 1501 www.rlb.com

Freedom G-Map Professional Services ......................................0870 755 0775 Freyssinet Ltd

01952 201901

....................................................................................................

NuclearCONNECT

Solomons Europe Ltd..................................................................................01925 273330

If your entry is incorrect or you would like to subscribe please complete and return the amendment form on page 123

Category Listing 63-108

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11:52

Page 67

Category Listings Electrical Engineering

Rittal Ltd ..................................................................................................................01709 704000

AECOM ..................................................................................................................0161 601 1700

SCX Special Projects..................................................................................0114 243 1142

AECOM (Liverpool) ......................................................................................0151 331 8900

Simon Carves Ltd..........................................................................................0161 486 4000

Allenwest Brighton Ltd ................................................................................01273 625147

SPIE Matthew Hall Ltd ..............................................................................0207 089 7350

Amec Nuclear UK Ltd (Cumbria) ........................................................01946 598003

TAS Engineering Consultancy ..............................................................01642 613622

Aquila Nuclear Engineering Ltd ..................................................01962 717007

Teesside University ........................................................................................01642 342497

Arup ..........................................................................................................................0121 213 3000

Tenet Consultants Ltd

ASTEC Services Ltd ................................................................................01625 590008

Ultra Electronics CCS ..................................................................................01628 538382

ATG

University of Leeds Consulting Ltd ................................................0113 343 0909

01942 868900

............................................................................................................................

AVEVA Solutions Ltd

01246 572300

..............................................................................

Babcock International Group – Nuclear Division ................0116 201 5346 BIS ATG ..................................................................................................................01942 868900 Blue Cooling ........................................................................................................01539 724741 Boulting Group ..................................................................................................01925 446000 Brammer UK Ltd ............................................................................................0161 953 8604 Business Explained Ltd ..............................................................................01928 500278 Cal Enterprises Ltd ........................................................................................01229 826692 Cloudis Ltd ..........................................................................................................0161 435 6080 CMCA (UK) ..........................................................................................................01905 458307 Cordell Group Ltd Costain

01642 662400

..........................................................................................

0161 910 3444

..................................................................................................................

Crane Services Ltd ........................................................................................01384 370318

01925 230700

................................................................................

Engineering ABS Consulting Ltd ......................................................................................01925 287300 Adelaide Engineering Co. Ltd

01706 365604

..............................................................

Adelard LLP........................................................................................................0207 490 9450 Advanced Robotic Technology Ltd ................................................0161 211 1523 AECOM ..................................................................................................................0161 601 1700 AECOM (Liverpool) ......................................................................................0151 331 8900 Ainscough Vanguard Ltd ..........................................................................01257 441111 Allenwest Brighton Ltd ................................................................................01273 625147 Almond & Mellor Services Ltd ..............................................................01254 705498 Amec Nuclear UK Ltd (Cumbria) ........................................................01946 598003 AMP Consultants ............................................................................................01325 481941 Ansys UK Ltd ......................................................................................................01344 767550

CSE Controls Ltd ............................................................................................01246 437400 CTS Instrumentation ....................................................................................01229 588088

AQUILA NUCLEAR ENGINEERING LTD

Cundall....................................................................................................................0191 213 1515

Aquila House, Hazeley Enterprise Park, Hazeley Road, Twyford, Hampshire, SO21 1QA

Currie & Brown ................................................................................................0161 924 2620 Drallim Industries Ltd ....................................................................................01424 205140 EADS Test and Services (UK) Ltd......................................................01202 872800 Edmundson Electrical Ltd ........................................................................01228 526231

Contact: E: T: F: W:

Dave Barker DBarker@aquilaeurope.eu 01962 717007 01962 717017 www.aquilaeurope.eu

Fairburn Engineering Ltd ..........................................................................01482 323352 HBM United Kingdom Ltd......................................................................0208 515 6100

Arup ..........................................................................................................................0121 213 3000

Hima-Sella Ltd..................................................................................................0161 429 4508

Assystem UK Ltd ............................................................................................01772 645000

Hydrock ..................................................................................................................01454 619533 0844 212 5900

..............................................................................................................

Industrial Automation and Control Ltd ..........................................01633 293000 JF Faber Ltd ........................................................................................................01772 622200 Leoni Tailor - Made Cable UK ..............................................................01246 558618 Lloyd’s Register EMEA ................................................................................01980 671596

ASTEC SERVICES LTD PO Box 14, Alderley Edge, Cheshire, SK9 7JL Contact: E: T: F: W:

John Redhead j.redhead@astecservices.co.uk 01625 590008 01625 590808 www.astecservices.co.uk

Matchtech Group plc ..................................................................................01489 898989 Morson Projects Ltd ..............................................................................0161 707 1516 Mowat Technical & Design Services Ltd ......................................01847 808440 NCE Switchgear Ltd (New Circuit Engineering)

0141 952 1166

..................

ATG

01942 868900

............................................................................................................................

Axiom Consulting Engineers Ltd ........................................................01786 831800 Axis Ltd ....................................................................................................................01224 284310 Babcock International Group - Nuclear Division

0116 201 5346

................

Balfour Beatty Major Civil Engineering Ltd ................................01737 785000 Baskerville (Reactors & Autoclaves) Ltd

0161 848 5960

....................................

Beaverway Engineering Services Ltd ............................................0151 526 1046 BHR Group ..........................................................................................................07785 621669

Quantum Controls Ltd ................................................................................01661 835566

BIS ATG ..................................................................................................................01942 868900

Ramboll ..................................................................................................................0131 550 4070

Blue Cooling ........................................................................................................01539 724741

Rhopoint Components ..............................................................................0870 608 1188

BOC Ltd ................................................................................................................0161 930 6061

If your entry is incorrect or you would like to subscribe please complete and return the amendment form on page 123

NuclearCONNECT

CONSULTING ENGINEERING

IDAC Ltd

Category Listing 63-108

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Page 68

Category Listings Boldman Ltd ........................................................................................................01204 522123

Hydrock ..................................................................................................................01454 619533

Boulting Group ..................................................................................................01925 446000

I.C.E. Service Group, Inc. ..................................................................+1 724 266 7580

Bradshaw Industrial & Welding Services Ltd............................01706 823269

Ilmor Engineering Ltd ..................................................................................01604 799100

BridgeZone Ltd

Industrial Technology Systems Ltd ..................................................01642 222232

01884 842942

................................................................................................

Cal Enterprises Ltd ........................................................................................01229 826692

Inspectahire Instrument Co. Ltd

Capula Ltd ............................................................................................................01785 827000

James Fisher Nuclear Ltd

Carillion Plc ..........................................................................................................01925 858000

JF Faber Ltd ........................................................................................................01772 622200

Cee Vee Engineering Ltd ....................................................................01323 504010

Korecentric Ltd ..................................................................................................01732 840999

Centronic Ltd ......................................................................................................01689 808000

Kroy Europe Ltd

CH2M Hill (UK) ................................................................................................0203 479 8000

Lanner Group Ltd ............................................................................................01564 333300

Chesterfield Special Cylinders Ltd. ................................................0114 242 7510

Linde Castle Ltd

City Surveys

0151 726 8334

......................................................................................................

Claxton International ....................................................................................01244 661000 Cloudis Ltd ..........................................................................................................0161 435 6080 Cordell Group Ltd

01642 662400

..........................................................................................

Maintenance and Projects (South) ....................................................02920 814110 Matchtech Group plc ..................................................................................01489 898989

Morson Projects Ltd ..............................................................................0161 707 1516 0161 910 3444

CSE Controls Ltd ............................................................................................01246 437400 Cumbria Nuclear Solutions Ltd............................................................01946 590511 Cundall....................................................................................................................0191 213 1515 Currie & Brown ................................................................................................0161 924 2620 Deepwater EU Ltd ..........................................................................................01483 600482 Development Design Detailing Services Ltd ................01204 396606 Doosan Power Systems Ltd ................................................................0191 478 1789 Drallim Industries Ltd ....................................................................................01424 205140 Eden Brown........................................................................................................0161 233 1600 Environmental Scientifics Group ........................................................01302 723456 Fluor Ltd ..................................................................................................................01252 291000 Fortis Remote Technology ......................................................................01229 716689

CONSULTING ENGINEERING

Maintenance and Projects (North) ....................................................01709 838711

Morgan Est Plc ................................................................................................0161 873 2500

Crane Services Ltd ........................................................................................01384 370318

Lloyd’s Register EMEA ................................................................................01980 671596

Micromech Ltd ..................................................................................................01376 333333

..................................................................................................................

Frazer Nash Consultancy Ltd ..............................................................0117 922 6242 Freedom G-Map Professional Services ......................................0870 755 0775 01952 201901

....................................................................................................

01325 311526

..............................................................................................

Mega-Tech Services, LLC ................................................................+1 804 789 1577

Finlay Crocker finlay@corecut.co.uk 0800 028 7501 01506 853068 www.corecut.co.uk

Freyssinet Ltd

0118 986 5200

........................................................................................

McKenzie Douglas ............................................................................................01900 66051

Bankhead, Broxburn, West Lothian, EH52 6PP

Costain

01772 622200

................................................................

Mayflower Engineering ..............................................................................0114 244 1353

CORECUT NUCLEAR Contact: E: T: F: W:

01224 789692

........................................................

0845 601 5771

................................................................

Geotechnics Ltd ..............................................................................................01244 671117 GNS Gesellschaft für Nuklear-Service mbH ................+49 201 109-0 Golder Associates (UK) Ltd ..................................................................0115 937 1111

Mowat Technical & Design Services Ltd ......................................01847 808440 MWH UK Ltd ......................................................................................................01925 845000 NAMTEC ................................................................................................................01709 724990 NDSL

01847 808127

........................................................................................................................

Newfield Automation Ltd ..........................................................................01260 282200 North West Projects Ltd ............................................................................01257 231604 NSG Environmental Ltd..............................................................................01772 458818 Nuclear Support Services Ltd ..............................................................01477 534580 Nuclear Technologies (Caithness) ......................................................01847 805070 Nuclear Technologies (Cumbria) ............................................................01946 66378 Nuclear Technologies (Dorset) ..............................................................01847 805070 Nuclear Technologies (Gloucester)....................................................01425 720760 Nuclear Technologies (Harwell) ............................................................01235 838527 Nuclear Technologies (Warrington)

01925 826996

..................................................

Nuvia Ltd ......................................................................01925 858200 / 01235 514820 OCCMS (Orion Completions and Commissioning Management Services)..............................................................................0191 261 9577 Orion Group ........................................................................................................01463 230860 P2 International Ltd

01242 672852

......................................................................................

Paragon Surveys Ltd ....................................................................................01257 453200 Pegasus Hydraulics Ltd

0844 800 8316

..........................................................................

Goodwin International..................................................................................01782 654000

Procon Engineering (A Division of National Oilwell Varco Uk Ltd) ..............................................................................01732 781300

Graham Engineering Ltd

01282 695121

Quinshield Ltd ................................................................................................01269 832220

Group Cytek Ltd ..............................................................................................01252 715171

Radius Systems Ltd ......................................................................................01773 582312

Hayward Tyler ....................................................................................................01582 731144

Ramboll ..................................................................................................................0131 550 4070

Hydro-Lek Ltd ..................................................................................................0118 973 6903

Rapid Rail GB Ltd ..........................................................................................01452 383001

NuclearCONNECT

..........................................................................

If your entry is incorrect or you would like to subscribe please complete and return the amendment form on page 123

Category Listing 63-108

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Page 69

Category Listings RDT Chamber Solutions............................................................................01782 375470

Areva Risk Management Consulting Ltd (Warrington) ..........01925 816851

React Engineering ..........................................................................................01946 813778

Arup ..........................................................................................................................0121 213 3000

01286 685471

ASTEC Services Ltd ................................................................................01625 590008

Renault-Nissan Consulting ......................................................................01923 697269

Avian Bird Control ..........................................................................................01790 763414

Rhopoint Components ..............................................................................0870 608 1188

Axiom Consulting Engineers Ltd ........................................................01786 831800

Rodgers Leask Ltd ........................................................................................01332 285000

Bagnall & Morris Waste Services Ltd ............................................0151 346 2900

Rolls Royce Plc ................................................................................................01332 661461

Bradley Engineering Consultants Ltd............................................0121 550 0224

Rullion Engineering Personnel Ltd ..................................................0161 926 1717

British Geological Survey ........................................................................0115 936 3545

Sanderson Watts Associates Ltd ......................................................01942 491777

Broadband Visual Communications ..............................................0117 373 5302

ScanTech International Ltd ......................................................................01625 260446

C-Tech Innovation

SEB Management Services Ltd ..........................................................01946 725935

Cundall....................................................................................................................0191 213 1515

Servomex Group Ltd ....................................................................................01892 652181

DEC ............................................................................................................................01342 323000

Shaw Power ........................................................................................................01908 668844

Det Norske Veritas (DNV) ........................................................................0207 357 6080

Sir Robert McAlpine Ltd ............................................................................01442 233444

Eden Nuclear & Environment Ltd ......................................................01768 362009

SITEC ........................................................................................................................01225 428221

EMS Services Ltd (member of the Consortia Group) ..........0800 840 0564

Soil Machine Dynamics Ltd ..................................................................0191 234 2222

EnergySolutions EU Services Ltd ....................................................0800 328 3790

SP Illustrations

..................................................................................................

07715 343950

Environmental Evaluation ..........................................................................01457 873266

Speedy Asset Services Ltd ..................................................................0845 601 5129

Environmental Scientifics Group ........................................................01302 723456

Spirax Sarco Ltd ..............................................................................................01242 521361

Fluor Ltd ..................................................................................................................01252 291000

Staubli Connectors ........................................................................................01952 671918

Fugro Seacore Ltd..........................................................................................01326 254500

Stauff UK Ltd ....................................................................................................0114 251 8518

HPA (Health Protection Agency)

Tannahill Reay Visual Communications Ltd ..............................01942 262424

Hydrock ..................................................................................................................01454 619533

Tenet Consultants Ltd

01925 230700

I.C.E. Service Group, Inc. ..................................................................+1 724 266 7580

TerraConsult Ltd ..............................................................................................01925 291111

KDC Contractors Ltd..................................................................................0161 947 2150

Tinsley Bridge Services Ltd ..................................................................0114 221 1111

LabWare LIMS Solutions ........................................................................0161 927 5600

TRL Ltd ....................................................................................................................01344 773131

LRQA – Lloyd’s Register Quality Assurance Ltd ........0800 783 2179

TUV Rheinland UK Ltd ..............................................................................0121 767 1399

MWH UK Ltd ......................................................................................................01925 845000

TWI Ltd ....................................................................................................................01223 899000

National Nuclear Laboratory ..................................................................01925 289800

UKdima Engineering Ltd ..........................................................................0844 879 4421

NSG Environmental Ltd..............................................................................01772 458818

University of Leeds Consulting Ltd ................................................0113 343 0909

Nuclear Institute (North East) ..............................................................0191 276 2070

URS Scott Wilson Ltd................................................................................0207 798 5000

Nuvia Ltd ......................................................................01925 858200 / 01235 514820

..............................................

................................................................................

0151 347 2978

........................................................................................

01235 831600

........................................................

Vacuum Engineering Services Ltd ..................................................0161 866 8860

Paragon Simulation Services Ltd

Venn Engineering Services ......................................................................01453 820170

PiedPiper Northern Ltd ..............................................................................01229 480463

Vinci Construction UK Ltd ................................................................01923 233433

Pirtek (Cumbria) ................................................................................................01768 210055

W Christie (Industrial) Ltd ..........................................................................01709 550088

Process Analyser Systems Ltd ............................................................01235 769841

Wellman Booth ................................................................................................0113 387 9730

Project Installation Management Commissioning Ltd (PIMCOM) ............................................................07816 753556

Wheelabrator Group Ltd ..........................................................................0161 928 6388 Wilde Analysis Ltd ........................................................................................0161 474 7479 WorleyParsons ................................................................................................0208 326 5000 WYG Engineering Ltd (Cumbria) ........................................................01900 898600 WYG Engineering Ltd (London) ........................................................0113 278 7111

0121 550 0044

....................................................

QualSurv Environmental Solutions Ltd ........................................0113 251 5200 React Engineering ..........................................................................................01946 813778 Risktec Solutions Ltd

01925 611200

..................................................................................

Rolls Royce Plc ................................................................................................01332 661461 RSK Radiological ............................................................................................01928 728166

Environmental

Ryder Landscape Consultants ............................................................01244 304191

AECOM ..................................................................................................................0161 601 1700

Samsys Ltd ..........................................................................................................01204 393634

AECOM (Liverpool) ......................................................................................0151 331 8900

Sir Robert McAlpine Ltd ............................................................................01442 233444

Amec Nuclear UK Ltd (Cumbria) ........................................................01946 598003

Spatial Consultants Ltd ............................................................................0845 680 9845

Arcadis Vectra ....................................................................................................01925 444648

Techsafe Consultants ..................................................................................01477 537458

Areva Risk Management Consulting Ltd (Abingdon) ........01235 555755

TerraConsult Ltd ..............................................................................................01925 291111

Areva Risk Management Consulting Ltd (Kendal)................01539 722311

Tradebe Fawley ................................................................................................02380 883018

Areva Risk Management Consulting Ltd (Thurso)................01847 890345

TRL Ltd ....................................................................................................................01344 773131

If your entry is incorrect or you would like to subscribe please complete and return the amendment form on page 123

NuclearCONNECT

CONSULTING ENVIRONMENTAL

Remote Access Technology UK Ltd

Category Listing 63-108

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Page 70

Category Listings TUV Rheinland UK Ltd ..............................................................................0121 767 1399

Lloyd’s Register EMEA ................................................................................01980 671596

Unblock Cumbria Ltd ..................................................................................01900 870140

LRQA – Lloyd’s Register Quality Assurance Ltd ........0800 783 2179

University of Leeds Consulting Ltd ................................................0113 343 0909

Nuclear Institute (North East) ..............................................................0191 276 2070

Van Walt Ltd ........................................................................................................01428 661660

QualSurv Environmental Solutions Ltd ........................................0113 251 5200

Wheelabrator Group Ltd ..........................................................................0161 928 6388

Rapid Rail GB Ltd ..........................................................................................01452 383001

Woodward Management Training ......................................................01228 592614

Risktec Solutions Ltd

WorleyParsons ................................................................................................0208 326 5000

SGS Industrial Services ..............................................................+49 40 570 1974 20

WSP Group ........................................................................................................0161 886 2497

Shires Safety Consultants Ltd ..............................................................01630 658929

WYG Engineering Ltd (Cumbria) ........................................................01900 898600

Speedy Asset Services Ltd ..................................................................0845 601 5129

WYG Engineering Ltd (London) ........................................................0113 278 7111

Techsafe Consultants ..................................................................................01477 537458

01789 294305

Total Access (UK) Ltd ..................................................................................01785 850333

Zyda Law Solicitors

......................................................................................

TUV Rheinland UK Ltd ..............................................................................0121 767 1399

Geotechnical Services Geotechnics Ltd ..............................................................................................01244 671117

Health & Safety Consultants Abbott Risk Consulting Ltd ..................................................................0131 220 0164 Acclaim Training Ltd ......................................................................................01946 832587 AECOM ..................................................................................................................0161 601 1700 AECOM (Liverpool) ......................................................................................0151 331 8900

Zyda Law Solicitors

01789 294305

......................................................................................

Knowledge Management Construction Team Technologies Ltd............................................0113 397 0410 Corporate Risk Associates Ltd ............................................................01925 471889 EBM Strategic Consulting Ltd ............................................................0208 878 4226

Law Firms

Amec Nuclear UK Ltd (Cumbria) ........................................................01946 598003

Burges-Salmon LLP ....................................................................................0117 939 2000

Areva Risk Management Consulting Ltd (Abingdon) ........01235 555755

Endeavour Partnership, The ..................................................................01642 610347

Areva Risk Management Consulting Ltd (Kendal)................01539 722311

Eversheds LLP ................................................................................................0845 497 9797

Areva Risk Management Consulting Ltd (Warrington) ..........01925 816851 Arup ..........................................................................................................................0121 213 3000 Assure Safety Solutions ............................................................................01900 819271

ASTEC SERVICES LTD Contact: E: T: F: W:

Harrison Goddard Foote..........................................................................0113 233 0100 McGrigors LLP ................................................................................................0161 662 8000

MORGAN LEWIS & BOCKIUS LLP Condor House, 5-10 St Paul’s Churchyard, London, EC4M 8AL Contact: E: T: W:

PO Box 14, Alderley Edge, Cheshire, SK9 7JL

CONSULTING GEOTECHNICAL SERVICES

Woodward Management Training ......................................................01228 592614

Altran Praxis Ltd ..............................................................................................01225 466991

Areva Risk Management Consulting Ltd (Thurso)................01847 890345

01925 611200

..................................................................................

John Redhead j.redhead@astecservices.co.uk 01625 590008 01625 590808 www.astecservices.co.uk

Susan Quint susan.quint@morganlewis.com 0203 201 5000 / 5644 www.morganlewis.com

Morgan Marine Ltd ........................................................................................01269 850437 Pinsent Masons LLP ..................................................................................0207 490 6282

Axiom Consulting Engineers Ltd ........................................................01786 831800

Zyda Law Solicitors

01789 294305

......................................................................................

Baker Mallett LLP ..............................................................................................01946 66377

Management Support

BOC Ltd ................................................................................................................0161 930 6061

Abbott Risk Consulting Ltd ..................................................................0131 220 0164

Bradley Engineering Consultants Ltd............................................0121 550 0224

Accenture UK

Cape Industrial Services Ltd ..................................................................01925 865900

Acorn Coaching and Development ..................................................01539 741511

Complete Construction Facilities Ltd ..............................................01282 680067

Advanced Robotic Technology Ltd ................................................0161 211 1523

Davis Langdon LLP

0207 061 7000

AFA Project Management Ltd ..................0845 838 9918 / 01362 692973

Det Norske Veritas (DNV) ........................................................................0207 357 6080

AJM Consulting Services Ltd ................................................................01752 764232

EMS Services Ltd (member of the Consortia Group) ..........0800 840 0564

Allenwest Brighton Ltd ................................................................................01273 625147

EnergySolutions EU Services Ltd ....................................................0800 328 3790

AMT-Sybex............................................................................................................01462 476400

Environmental Evaluation ..........................................................................01457 873266

Arup ..........................................................................................................................0121 213 3000

ESS Safeforce

0800 000346

ASTEC Services Ltd ................................................................................01625 590008

....................................................................................

......................................................................................................

07990 790554

....................................................................................................

HDS Services & Equipment ..................................................................0208 690 1999

Axiom Consulting Engineers Ltd ........................................................01786 831800

Health and Safety Laboratory ..............................................................01298 218732

Baker Mallett LLP ..............................................................................................01946 66377

Human Applications Ltd ............................................................................01509 211866

Bell Amethyst ......................................................................................................01844 238844

Industrial Consultancy Ltd

Burnetts Solicitors ..........................................................................................01946 550250

NuclearCONNECT

01539 448107

......................................................................

If your entry is incorrect or you would like to subscribe please complete and return the amendment form on page 123

Category Listing 63-108

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Page 71

Category Listings 0151 347 2978

Solomons Europe Ltd..................................................................................01925 273330

01925 256650

Soma Consultants Ltd ................................................................................01684 541191

Chandler KBS ....................................................................................................02920 352300

Spatial Consultants Ltd ............................................................................0845 680 9845

Cogent SSC Ltd ..............................................................................................01925 515200

Speedy Asset Services Ltd ..................................................................0845 601 5129

Cogentus ..............................................................................................................0118 925 4936

Tenet Consultants Ltd

C-Tech Innovation

........................................................................................

Centre for Assessment Ltd

....................................................................

Collinson Grant Ltd ......................................................................................0161 703 5600 Colmena Associates Ltd

01900 810559

..........................................................................

Complete Construction Facilities Ltd ..............................................01282 680067 Construction Team Technologies Ltd............................................0113 397 0410 Corderoy Energy Ltd ....................................................................................01946 595830 CSC Ltd ..................................................................................................................01925 832663 Currie & Brown ................................................................................................0161 924 2620 Designing Futures Executive Coaching ........................................01900 821456 Det Norske Veritas (DNV) ........................................................................0207 357 6080 DGA (UK) Ltd ....................................................................................................0161 932 1222 EC Harris LLP ....................................................................................................01642 345608

Trebuchet

01925 230700

................................................................................

01473 213000

..............................................................................................................

Ultra Electronics CCS ..................................................................................01628 538382 Walker Ellis Photography & Design ..................................................01768 779962 West Cumbria Consulting Ltd ..............................................................01900 810559

WHITTLE JONES Whittle Jones North West, Lynton House, Ackhurst Business Park, Chorley, Lancashire, PR7 1NY Contact: E: T: F: W:

Emma Cheetham ECheetham@lyntonhouse.com 01257 238666 01257 238667 www.whittlejones.com

Zense LLP

............................................................................................................

Eversheds LLP ................................................................................................0845 497 9797 Facilitating Change (UK) Ltd ..................................................................01786 820111 FMC ............................................................................................................................01275 372230

01454 325352

Forepoint Ltd ......................................................................................................01772 511001

Mapping and Geographic Information Systems (GIS)

Franklin & Andrews Ltd ..............................................................................01244 346261

Southern Scientific

Godwin Symons Ltd ........................................................................................01900 85722

Spatial Consultants Ltd ............................................................................0845 680 9845

Hambleton Risk Management Ltd ....................................................01904 728995

WSP Group ........................................................................................................0161 886 2497

I.C.E. Service Group, Inc. ..................................................................+1 724 266 7580

WYG Engineering Ltd (Cumbria) ........................................................01900 898600

01273 497600

........................................................................................

Industrial Technology Systems Ltd ..................................................01642 222232 0114 230 8479

Mechanical

................................................................................

Louisville Consultancy Ltd, The ..........................................................07740 844847 Managing for Quality Ltd ..........................................................................01257 471345 Manufacturing Advisory Service (MAS) North West

0161 875 2510

........

MAS ..........................................................................................................................0800 093 9077

Abbott Risk Consulting Ltd ..................................................................0131 220 0164 ABS Consulting Ltd ......................................................................................01925 287300 Adelaide Engineering Co. Ltd