NuclearCONNECT Edition 11 by The Connect Series Ltd

Edge Protection

MEWPs

Mastclimbers

Scaffolding & Staircases

Site & Safety

Suspended Access

Training

Insulation & Cladding

Painting & Coating

Fireproofing

Tracing

Encapsulation & Shelters

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Access Towers

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ISSUE 11 OCTOBER 2012 £12.50

ISSUE 11 OCTOBER 2012

At Harsco Infrastructure we have comprehensive, international experience and expertise in the construction and maintenance of major nuclear facilities. Our solutions utilise the most appropriate product and labour combination based on your specific requirements, rather than our catalogue. From wall formwork or slab falsework for new builds to heavy duty system scaffolding, suspended access, grit blasting or cleaning. We also specialise in mechanical access, light access towers, rope access, specialist painting services, insulation, fireproofing, edge protection, encapsulation and shelters - all from one partner.

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Strengthening Sellafield’s supply chain Will 2012 be the year for new nuclear? Innovation: the key to success for Dounreay NNL: An experienced view on nuclear initiatives written by

Penny Lees

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INDUSTRY NEWS

•

LAW

•

New build Funded to time Decommissioning and cost Programmes written by

written by

JENN HAZLEHURST

ADRIAN J. WORKER CH2M Hill

HEALTH & SAFETY

•

TRAINING

Deloitte

•

FINANCE

•

Directory

Supply Chain Apprentices for Nuclear

Unclear about nuclear? New Open University course

EMR: An essential and Herculean task

Safety at the heart of new build The role of the ONR

Training

Going beyond the call of duty

& Equipment

113 Industry Bodies

120 Office Management 122 Personnel

Services & Training

127 Alphabetical Supplier Listings Search for companies you need by their name.

Meet Gill Marsden: a shining example of leadership in skills

Finance

Website

Upload your latest vacancies â&#x20AC;&#x201C;

Funded Decommissioning Programmes Deloitte explore the challenges for new build companies

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

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NuclearCONNECT

FEATURE: HINKLEY C

ecent announcements have been welcomed as critical steps towards a decision by NNB Generation Company, the joint

venture company of EDF Energy, Areva and Centrica, to build new nuclear reactors at Hinkley. Meanwhile, the supply chain awaits the anticipated 25,000 jobs bonanza, seeking involvement with upcoming contracts and those companies already engaged in projects; while the local economy looks to benefit from funding packages to deliver enhanced services, skills and training facilities.

“It is vital that momentum is maintained in the legislative process and vital that we maintain the momentum in the licensing process.” EDF Energy Managing Director of Nuclear New Build, Humphrey Cadoux-Hudson, commented: “We, and our partners Centrica, aim to take our final investment decision at the end of this year. Good progress had been made on reforms to the electricity market designed to encourage investment in low-carbon technologies. It is vital that momentum is maintained in the legislative

A look at legislative progress, supply chain contracts and new build company plans for moving Hinkley C projects forward

process and vital that we maintain the

Words: Penny Lees

The Office of Nuclear Regulation’s (ONR) most recent quarterly Generic Design Assessment (GDA) report showed that two outstanding issues are now closed. The regulator also reported it may resolve all issues regarding plans for the new power plant reactor by the end of 2012 if progress continues with NNB Genco on remaining outstanding GDA submissions. This enables the ONR to consider whether it should issue full

NuclearCONNECT

momentum in the licensing process – something which we and our partner AREVA are committed to do.”

Regulatory progress

WWW.THECONNECTSERIES.CO.UK

FEATURE: HINKLEY C

Design Acceptance Confirmation and Statement of Design Acceptability documents for the UK EPR within its expected time-frame. The process will lead towards the licensing of the EPR reactor design for use in the UK and open the door wider to investment decisions. Key regulatory permissions required to operate the power station encompass Water Discharge Activity, Combustion Activity Environmental and Radioactive Substances Regulation Environmental Permits. The Environment Agency is currently undertaking a public consultation on these three environmental permits, which concludes on 9th November, and on its draft decision announcement in mid-August that permits could be issued, subject to conditions, to allow the power station to: n discharge and dispose of radioactive wastes;

to £30m already pledged in relation to site preparation works, it establishes a financial blueprint to deliver sustainable educational, employment and economic opportunities for local people and businesses.

The local community and supply chain will be delighted with the signing of a ‘Section 106 agreement’, which will commit EDF to spending £64m on education, training, transport and housing.

n discharge cooling water and liquid

Transport schemes Approvals in July to build and operate the temporary 500 metre sea jetty mean a construction start at the earliest opportunity. EDF Energy will clear conditions attached to the approval order, appoint a contractor and undertake onshore and offshore investigatory work during the remainder of 2012. The jetty will take 15 months to construct but allow significant volumes of materials to be delivered by sea. Sea transport is part of a transport strategy of minimising traffic on local roads. Other elements include a new £3m automated traffic management system to control site deliveries from November 2012; construction of the Cannington bypass, now brought forward to a mid-2013 start; followed by the freight laydown facility in 2015, providing infrastructure to support the main construction phase. Prolonged site remediation work

Bridgwater College has received an

announced in June has refined the

additional £2m to further develop skills by

indicative phasing schedule with the

providing a Construction Skills Centre,

Planning Inspectorate, but the nature,

including a new civil engineering facility.

duration and sequencing of work on the

Details are available at www.environmentagency.gov.uk/hinkleypoint

Due to open later this year it will provide

main site remain essentially unchanged.

a range of state-of-the-art training in

Large-scale earth-moving activities are

The findings of the regulators come alongside the European Union European Commission approval under Article 41 of the European Atomic Energy Community (Euratom) Treaty that the proposed Hinkley investment “fulfils the objectives of the Euratom Treaty and contributes to develop a sustainable national energy mix”.

excavation, groundworks, concrete pouring

expected to commence in early 2013

and scaffolding – all in-demand skills

through the contract with the Kier BAM

for Hinkley C.

joint venture.

One development of prime interest

All were welcomed by EDF Energy as further key milestones in the journey towards delivering new, safe and clean low-carbon energy for the nation. Humphrey Cadoux-Hudson added: “This is great news and the result of a lot of hard work, as we continue to make progress towards obtaining the necessary planning and regulatory consents for this nationally important development.”

The contract, worth around £2bn, will

EDF is still clear that various precursors need to be in place before a Final Investment Decision (FID): key are agreeing the Contract for Difference, the timely passage of the Energy Bill, and good progress towards planning and regulatory consents. Main contracts can only be formalised once FID is achieved and development consent given. A more detailed construction schedule will then focus on delivering the ‘first concrete’ milestone – the start of the regulated nuclear safety phase of Hinkley C construction.

Community support

stage, we are working together to provide

The local community and supply chain will be delighted with the signing of a ‘Section 106 agreement’, which will commit EDF to spending £64m on education, training, transport and housing to mitigate the impacts of any new facility. In addition

pre-construction input into engineering

effluents into the Bristol Channel; and n operate standby power supply systems using diesel generators.

WWW.THECONNECTSERIES.CO.UK

to the wider supply chain is the selection of the Bouygues TP/Laing O’Rourke joint venture as preferred bidder for the long-awaited contract for civils work. create an estimated 4,000 jobs. The huge scope of work includes the Nuclear Island, Conventional Island, balance of plant, waste disposal, operational service centre, temporary civil structures, contractor’s site offices, roads, platforms and networks. Jeremy de Souza of Laing O’Rourke explained the contract position in August: “Within the Early Contractor Involvement

EDF Energy Chief Executive Vincent de Rivaz said:

are ready when permits and permissions

“2012 is a defining year for new nuclear. The final investment decision will be based on cost evidence which will be robust. A huge amount remains to be done but we are determined to do it.”

are granted, and the ground is prepared.”

www.hinkleysupplychain.co.uk

studies and construction site planning; and also seeking to make ready systems, processes and resources to ensure that we

NuclearCONNECT

INDUSTRY NEWS

New Minister of State for Energy

SAFETY Lessons learnt from Fukushima More than 600 members of the Convention

and response capabilities and reviewing IAEA

Conservative MP John Hayes UK has replaced Charles Hendry as Minister of State for Energy after an autumn Cabinet reshuffle. Secretary of State for Energy Ed Davey remained in his Cabinet position.

on Nuclear Safety (CNS) gathered recently to

safety standards. He also noted that the IAEA

discuss long-term nuclear safety in light of

has organised international expert meetings

the Fukushima Daiichi accident.

to analyse technical aspects of the accident

International Atomic Energy Agency (IAEA)

While the accident may have faded from the

On his first day as Minister of State for Energy, John Hayes MP said:

headquarters in Vienna, Austria, the CNS’s

international headlines, the Director General urged the Member States, the IAEA and other key stakeholders “to maintain our sense of urgency and our commitment to implementing the Action Plan in full. Much work remains to be done and we must not relax our guard”.

and ensure that the right lessons are learned.

Held from 27th to 31st August at the

Second Extraordinary Meeting and the

“I am proud to answer the Prime Minister’s call to assume the role of Energy Minister at such a crucial time both for our energy security and for tackling climate change.

Organizational Meeting for the Sixth Review

“We face a major challenge to keep the lights on in the most cost-effective way. In achieving this, we must not be over-reliant on any one technology, but build a balanced low carbon mix and make the best use of Britain’s domestic energy resources and skilled workforce.

management and recovery, reactor design,

“I am keen to get on and work with businesses to secure the investment we need over the coming decade. And I look forward to working with Parliamentary colleagues to put the Coalition’s forthcoming Energy Bill into law.”

Action Plan on Nuclear Safety was adopted,

www.decc.gov.uk

services, improving emergency preparedness

Meeting drew together participants to discuss a range of nuclear safety-related topics including: severe accident emergency preparedness, emergency as well as international cooperation.

To read the Summary Report and Press Release Statement, visit: www.iaea.org/newscenter/news/2012/

In his remarks, IAEA Director General Yukiya

cnsconcludes.html

response and post-accident management,

Amano noted that one year after the IAEA the IAEA has made significant progress in several key areas, including: the assessment of safety vulnerabilities of nuclear power plants, strengthening IAEA peer review

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NuclearCONNECT WWW.THECONNECTSERIES.CO.UK 18/09/2012 12:21

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03/09/2012 14:08 NuclearCONNECT

INDUSTRY NEWS

Magnox awards £288m construction framework contract

Continued generation for Wylfa’s Reactor 1 Wylfa Power Station has been given the go-ahead to transfer fuel between its reactors, enabling electricity generation to continue until September 2014, almost four

several independent reviews, Wylfa has been

Stuart Law, Wylfa Site Director, said: “It is a credit to the staff who have supported Wylfa throughout its 41 years of generation and I look forward to working with them through the final phase of generation at Wylfa – the IRX phase.”

permitted to continue using one reactor,

www.magnoxsites.com

years beyond its original closure date. Inter-Reactor Fuel Transfer (IRX) had already

Magnox has awarded a framework contract worth around £300m over ten years for the delivery of construction, infrastructure and maintenance projects across all ten Magnox sites.

been used at Oldbury and has now been

Costain Group and Balfour Beatty have recently been identified as the organisations who will deliver all this type of project work including: the design, construction and maintenance of permanent buildings and structures; infrastructure maintenance and extension work incorporating construction; civil engineering structures; and ground work projects. The framework will run for an initial five years with the potential to be extended up to a further five years.

(which shut down in April) to Reactor 1. The

Magnox Programme Director Alan Bladon said: “Construction, infrastructure and maintenance will form a major part of the work to deliver Magnox sites into a state of care and maintenance. Most people associate decommissioning with demolition, but there is also a requirement to build additional facilities which will help reduce the hazards associated with the legacy from nuclear generation on our sites.” Mel Jones, Magnox Commercial Manager, added: “This framework helps us ensure we have the appropriate support from the supply chain and represents value for our customer, the Nuclear Decommissioning Authority, and the UK taxpayer. This contract builds on the success of the recent £304m deplanting, demolition and asbestos removal contract.” www.magnoxsites.com

generating electricity for four years longer than originally scheduled, is so far estimated to be worth around £600m.

successfully trialled at Wylfa. Following

transferring partially used fuel from Reactor 2 move has been given approval from the Office for Nuclear Regulation and is supported by the Department for Energy and Climate Change. The additional income from Wylfa, and Oldbury, which closed in February after

REPORT ON Transport of radioactive material A report on incidents and accidents during the transport of radioactive material last year has been published.

materials are safely transported to, from, and

Produced by the Health Protection Agency (HPA) and commissioned by the Office for Nuclear Regulation (ONR), the 2011 review into ‘Radiological Consequences Resulting from Accidents and Incidents Involving the Transport of Radioactive Materials in the UK’ (HPA-CRCE-037) helps ONR to assess the radiological impact from incidents over the course of a year.

number of rare incidents that can happen.”

Nicholas Barton from the radioactive materials transport programme said of the report: “It is really helpful to have information about incidents in one place like this. Up to half a million packages containing radioactive

within the United Kingdom every year, but it is important to take account of the small “Making this report publicly available is also one of the ways in which the transport programme fulfils ONR’s aim of being an open and transparent regulator.” The incidents contained in the report will feed into a radioactive materials transport event database, which helps ONR inspectors assess the impact over time. www.hse.gov.uk/nuclear/ www.hpa.org.uk/Publications/Radiation/ CRCEScientificAndTechnical ReportSeries/HPACRCE037/

ILWS strategy for Central and Southern Scotland The NDA has recently published a Strategy Paper on Intermediate Level Waste Storage (ILWS) Solutions in Central and Southern Scotland. The publication of this paper is consistent with the NDA’s Integrated Waste Management (IWM) Strategy. A key principle of the IWM Strategy is that centralised and multi-site approaches should be considered 8

NuclearCONNECT

where it may be advantageous. Using the NDA’s Strategy Management System, a small number of credible options have been identified, which will be taken forward for further assessment. www.nda.gov.uk/strategy/ integratedwastemgmt/index.cfm WWW.THECONNECTSERIES.CO.UK

UniTech Service Group Ltd – Nuclear specialists for over 35 years monitors 10 per cent of all incoming clean garments as an additional safeguard from site cross-contamination.

Respirator decontamination and service

Contaminated laundry service UniTech operates a radiological controlled garment decontaminated laundry. All customers’ garments are cleaned, dried and monitored separately from other customers’ garments to insure expected results without cross-contamination risk to each customer’s specific fingerprint specifications.

Conventional garment laundry service Separate from the contaminated laundry, UniTech operates a conventional (radiological clean) garment laundry. This service affords the customer a single source for all launderable site items. UniTech radiological

UniTech provides a full respirator decontamination service. All cleaned respirators are monitored, function-tested, bagged, sealed and the records of service are returned to the customer with the equipment.

Garment lease programme The garment lease programme is designed to benefit the customer in two areas. The lease programme offers the customer the ability to obtain garments for everyday use without expenditure of large capital budget; allowing the customer to instead have low monthly costs. Secondly, UniTech offers short-term leases as well.

Direct PPE Sales UniTech has extensive experience in the design and development of PPE garments,

CE testing and certification. The majority of the garments used within the nuclear industry worldwide today have been designed and developed by UniTech Services Group.

Automatic Replacement Programme (ARP) As part of the UniTech quality programme, following the laundry process each item is visually inspected for damage and wear prior to being returned to the customer. During this QA process, if a defective or damaged item is identified, UniTech can immediately replace it with a new exact item at a reduced cost plus the customer saves shipping and procurement cost. Unitech Services Group Ltd Unit 5 Oakwood Close Pen-y-Fan Industrial Estate Crumlin, Gwent NP11 3HY Tel: 01495 249688 Fax: 01495 240982 Email: unitechltd@unitecheu.com Web: www.unitech.ws

Account Managers Gary Hall +44(0)7771374196 Paul Chesters +44(0)7584518558

UniTech is announcing the addition of Radiological Monitoring of Scaffold Poles, Boards and Knuckles to an ever expanding range of services to the Nuclear Industry. This service is fast, accurate and offers full analysis report to the customer. An average 1.5 tons of scaffolding can be processed per day allowing the customer to reuse, or recycle with confidence. Additional Decontamination Services are available.

UniTech Services Group LTD, Unit 5 Oakwood Close, Pen-Y-Fan Industrial Estate, Crumlin, Newport, NP11 3HY Telephone: +44 (0) 1495249688

UniTech.indd 1 WWW.THECONNECTSERIES.CO.UK

04/09/2012 11:53 NuclearCONNECT

INDUSTRY NEWS

Ceram wins waste geopolymerisation contract at Sellafield the required specification. When you’re dealing with nuclear waste and decommissioning, of course, that specification is incredibly rigorous.”

Sellafield Ltd have commissioned Ceram to evaluate alternative technologies for dealing with the decommissioning of waste stored in the First Generation of Magnox Storage Pond (FGMSP). Ceram will be carrying out

A step forward in uranium extraction from the sea

Ceram is also working with Sellafield to find how geopolymerisation can be used to immobilise zeolite which is used to absorb low-level radioactive elements in effluent. Currently, an epoxy polymer is used to immobilise the zeolite prior to disposal.

Although the oceans hold at least 4bn

progress towards extracting uranium

Regardless of application […], the

A spokesman for Sellafield Ltd said: “Being able to store more waste in a lower volume benefits the environment by bringing down the space we will need for storage. We’re really excited by the possibilities, and we’re looking forward to some excellent results.”

performance of the end product has to be to

www.ceram.com

a mother lode of uranium, with far more

research into the use of geopolymerisation as an alternative to cement for the encapsulation of low-level hazardous waste; this increases the amount of hazardous waste that can be safely stored within a given confined space. Dr Giuliano Tari, Leader of Geopolymerisation development at Ceram, said: “Geopolymerisation has a lot of potential applications across many sectors…

tonnes of uranium, technical difficulties and costs have so far thwarted tapping into this avenue for nuclear power. But a team of scientists from Oak Ridge National Laboratory have just recently reported from seawater. Dr Robin Rogers from the University of Alabama explained at a recent meeting of the American Chemical Society: “Estimates indicate that the oceans are uranium dissolved in seawater than in all the known terrestrial deposits that can be mined. “The difficulty has always been that the concentration is just very, very low, making the cost of extraction high. But we are gaining on that challenge.” Technology improvements have almost halved production costs from $560 (£355) per pound to around $300 (£190) per pound of uranium. The technique,

NNL’S Radball is ‘on the ball’ for Sellafield ®

Sellafield Ltd has been trialling a new radiation detection device developed by National Nuclear Laboratory (NNL).

store. Three sets of data were collected by the RadBall®, then analysed and results were triangulated to locate which items within the

The RadBall® is a passive device about the size of a tennis ball that can be deployed into a high-radiation area by a robot, or manually in a lower-activity area, including in areas where effective measurements have not been previously possible. It uses an innovative combination of radiation-sensitive materials and shielding design to identify radiation sources and generate an accurate 3D visualisation of high-radiation components in the subject area. From this, staff can then develop effective decommissioning/clean-up strategies away from the operating face.

store were the main sources of radiation.

plastic fibres embedded with compounds designed to capture uranium atoms. The mats are 50–100 yards long, and suspended 100–200 yards below the surface. When brought to the surface, the mats get rinsed with a mild acid solution that captures the uranium for recovery. The mats then go back down in a cycle that can be repeated several times.

Sellafield’s Decontamination Technical

Rogers said the next steps are to improve

Specialist Alex Jenkins said: “NNL’s RadBall®

the system further, and his research group

has shown itself to be able to accurately

is testing waste shrimp shells from the

detect the location of items or small

seafood industry to make a biodegradable

differences in the levels of radioactivity. Very

mat material.

importantly, the use of RadBall® results in a

With nuclear power plants built to operate

significant reduction in radiation dose to the

for 60 years or longer and involving a huge

workers involved, since the device can

investment, scientists are trying to establish

simply be placed in position and left to

uranium from the ocean as an ‘economic

measure the radiation. The information it

backstop’ to sustain the nuclear energy

provides can also help save money by

industry and alleviate uncertainty. Seawater

identifying the appropriate disposal route for

extraction could also have significant

The trial at Sellafield proved that the RadBall

nuclear waste.”

environmental advantages over traditional

can distinguish between different types of

www.nnl.co.uk/commercial-services/

mining.

radioactive materials in a nuclear waste

measurement-and-analysis/radball.aspx

www.acs.com

developed in Japan, uses mats of braided

NuclearCONNECT

WWW.THECONNECTSERIES.CO.UK

INDUSTRY NEWS

EDF opens first UK Calling all visitor centre nuclear stars of the future! Hunterston B, near West Kilbride, is to become the

first of EDF Energy’s UK nuclear power stations to open

a Visitors’ Centre to the public. The development is part

of EDF Energy’s national initiative to improve accessibility at all eight of its nuclear power stations across the UK.

Nominations are now open for the 5th

As well as offering guided tours, mainly for schools and

Annual UK Nuclear Skills Awards.

educational groups, the new centre will provide an

The National Skills Academy for Nuclear

introduction to the nuclear industry through hands-on

(NSA Nuclear) is looking for outstanding

displays and interactive aides. The former training centre is

individuals in the categories of Apprentice of

expected to attract around 3,500 visitors each year.

the Year, Supply Chain Apprentice of the

EDF Energy Chief Executive Vincent de Rivaz said:

Year, Foundation Degree/HND Student of the

“We have said for some time now that openness and

Year and Graduate of the Year. Cogent

transparency has to be at the heart of everything we

Sector Skills Council is also launching its

do in our nuclear and our retail business.”

campaign to find a winner of their

The rest of the company’s nuclear power stations will

Outstanding Leadership in Skills Award.

follow suit with a series of Visitor Centres due to be

Finalists will be presented with their awards

opened in the coming months. Plans for a centre at

at the Nuclear Skills Awards Dinner on

Sizewell B power station were given the go-ahead in July,

14th March 2013 in Manchester, a

with the half-million-pound project scheduled to open in

collaborative event organised by the NSA

October and expected to attract between 7,500 and

Nuclear and Cogent Sector Skills Council.

10,000 visitors each year.

The deadline for applications is 5pm on

hunterstonbtours@edf-energy.com

26th October 2012.

www.edfenergy.com

www.nuclear.nsacademy.co.uk

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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.

INDUSTRY NEWS

Opportunities in fusion and ITER

Redhall GROUP appoints new CEO

The United Kingdom Atomic Energy

October 2012 at Culham Science Centre.

Authority and the Nuclear Institute are

The day will provide an ideal opportunity for

organising an event to provide insight into

UK companies seeking to enter the fusion/

the manufacturing and business

ITER programme, along with an opportunity

opportunities of the International Tokamak

for one-to-one meetings with key

Richard Shuttleworth has been appointed as the new Chief Executive Officer for engineering company Redhall Group plc.

Experimental Reactor (ITER).

commercial managers.

A Chartered Quantity Surveyor, he joins the

ITER is an innovative nuclear fusion test

Attendees can also see current fusion projects including JET (Joint European Torus, the world’s largest fusion reactor) and MAST (Mega Amp Spherical Tokamak, the UK’s own experimental fusion reactor).

business with over 33 years’ experience,

reactor, whose construction at Cadarache in France, over 10 years and at a cost of over Euro12bn, will require conventional and also specialist engineering expertise. The ‘Business Opportunities for UK plc from Fusion & ITER’ event will be held on 11th

For more information, see: www.fusioniteropportunities.org.uk

National group to support SMEs The NDA has announced the formation of a national Small and Medium-Sized Enterprise (SME) Steering Group to provide additional focus and support to current supply chain improvement measures. David Batters, NDA’s Chief Finance Officer, will chair the National SME Steering Group, which will be supported by five regional groups.

The Welsh Government has already confirmed its support by offering Wales as the first region. Meanwhile, the NDA and its Site Licence Companies (SLCs) are all set for a second supply chain event to be held in Bolton on 22 November. www.nda.gov.uk www.decommsupplyevent.co.uk/index.html

including senior roles at AMEC plc, where he spent 28 years working his way up through the ranks to Group Commercial Director, Cape plc and most recently Harsco Infrastructure, where he was MD. Richard took up his role on 1st September and is already gaining credibility among all Redhall stakeholders. He said, “I will be looking at continuing the good work being done and focusing on relationship building, rather than relationship making. “I don’t intend to spend time fixing what isn’t broken. I will be focusing in the short term on how Redhall can improve operational efficiencies and deliver more effectively which will strengthen our market position and reinforce customer and investor confidence in the Group going forward.” www.redhallgroup.co.uk

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INNOVATION AS STANDARD The innovative, disposability compliant Safstore range breaks new ground with the introduction of robust self-shielded containers made from ductile cast iron (DCI) intended for storage, transport and disposal of Intermediate Level Waste (ILW). In the past, the storage of ILW was a costly and lengthy process. ILW traditionally had to be grouted, was stored in unshielded containers, secured in purpose-built heavily shielded concrete buildings and accessed via remote handling. As the Safstores are robust containers (meeting disposal accident conditions) ILW can now be packaged safely with unprecedented speed and with the potential for minimal conditioning, saving considerable time and costs. The Safstores do not require expensive heavily shielded buildings to house them. The Safstore range is highly adaptable and available in many shapes and sizes and shield thicknesses for a variety of ILW storage requirements. Crofts’ enhanced designs can be fitted with replaceable testable seal systems. Even if seals require replacement, the exposure hazards are minimized (shielding is retained). The innovative Safstore range brings to ILW management the opportunity to accelerate decommissioning and make significant cost savings. The Safstore range was specially designed to enhance efficiency, safety and create significant cost-savings; offering transportability and disposability after extended storage periods.

• Accelerated decommissioning • Cost-saving, safe, and efficient large capacities • Long term storage, transportable and disposable • Testable, replaceable, safe to change sealing systems • Eliminates the need for heavily-shielded stores • Minimise waste conditioning • cLoCs available for some Safstores

Find us online

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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

ADVERTORIAL: BD NUCLEAR

An emerging innovative company with a sure footing

or ten years BD Nuclear has been operating in the nuclear arena and although being a relatively small company it has been involved with a number of significant decommissioning projects. The challenges it has faced and the numerous clients it has engaged with have allowed the company to develop a unique yet potentially generic approach to a number of common challenges facing the industry. BD Nuclear is a nuclear specialist company, only working within nuclear facilities, and it has invested heavily in raising diamond cutting standards and productivity for the nuclear industry. The company has also invested in reducing the conventional ‘hands-on’ approach to allow more remote applications, thus improving safety. BD Nuclear is based in Portsmouth and has recently extended its office accommodation and recruited new staff to meet the demands of business growth. The business is now moving into a new era and whilst maintaining its efficiencies is looking to extend its offerings to its nuclear clients. The company’s premises are based around an industrial unit which allows it to trial and develop its processes as well as undertake demonstrations for its clients. This is a valuable asset for the business and quite unique.

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ADVERTORIAL: BD NUCLEAR

Diamond wire sawing

Clinical access

BD Nuclear specialises in the diamond wire sawing of metal and has led the UK market in deploying this system across nuclear decommissioning projects. Diamond wire sawing can be used to cut metallic contaminated items ranging from vessels and pipework to fuel flasks and pond equipment.

BD Nuclear are currently developing diamond wire plunge cutting to allow large penetrations to be clinically cut into cells, vaults or silos to gain access for waste retrievals and clean-up works. To complement the concrete size reduction works they have also developed specialist lifting equipment to improve the safety of operations and water filtration and recycling to reduce waste arising.

The innovations have allowed improved flexibility, which in turn has enabled improved safety of operations and a reduction in secondary wastes. Sawing of metal is complemented with innovations in the diamond wire sawing of concrete process. The innovations have allowed improved flexibility, which in turn has enabled improved safety of operations and a reduction in secondary wastes. The company have invested in a number of innovative solutions to meet their clients’ challenges and continue to do so; they now have some impressive bespoke hardware available to service the decommissioning market.

The Stealth BD Nuclear has developed an automated remotely operated diamond wire saw capable of size-reducing plant items without the need for manual intervention. The system is known as ‘The Stealth’ and is arranged in the form of a gantry over a motorised work table. The saw cuts in the x and y axis and this mitigates the need to reposition the item being size reduced. The Stealth has been demonstrated at the company’s premises to many interested parties from the UK sites; these include Magnox, Sellafield Limited, RSRL, DSRL and the MoD. The demonstration included the size reduction and flat packing of a fuel pond skip and proved very successful. The Stealth is currently available for prompt deployment and a number of opportunities for its initial utilisation are being considered. WWW.THECONNECTSERIES.CO.UK

The team The company is directed by Dave Dougan who has driven and developed the company from its beginning and has a close working relationship with his clients and suppliers. Dave has invested with his suppliers to design and develop new equipment and processes and has years of experience in the field to aid this. Dave has passed on his knowledge to a number of key staff who are now delivering the efficiencies of such expertise on a number of work fronts. A recent addition to the BD Nuclear team is Keith Miller who has taken up a business development role. Keith has over 30 years’ experience in the nuclear industry to draw upon and is a seasoned senior project manager fully conversant with the requirements of working in the field. Keith has worked on projects with BD Nuclear for over eight years and is now using his expertise to help the company develop further and position itself to grow further in its field and develop its offering.

BD Nuclear has a versatile workforce and can undertake most aspects of decommissioning works. The company is currently providing operational staff on a framework agreement to RSRL, which is a diversification from their core works and area targeted for growth. The company has invested in training a new generation of nuclear workers and this has been well received by our client and seen a new enthusiasm and energy to the works being undertaken. The BD Nuclear operational resource has recently completed 100,000 man hours of diamond wire sawing operations with a perfect safety record.

Operations BD Nuclear is currently operating on a number of the UK nuclear sites and is engaged with both Tier 1 and Tier 2 organisations.

Significant projects undertaken include: • Trawsfynydd – FED cell dismantling. This is mainly concrete size reduction and currently works are at the early stages of this significant undertaking. • Sellafield – Pond skip size reduction (semi-remote operation). • Bradwell – Alpha contaminated sludge tank and pond skip size reduction (semi-remote operation). • Dounreay PFR Sodium Plant – where 1,800 tonnes of plant and equipment were size-reduced and packaged for disposal. • Harwell – Removal of concrete cells.

The operational team is mobile and fluid and this enables the company to mobilise quickly when needed. The operating team is led by a number of experienced and qualified supervisors with a diverse skillset. They are able to establish and undertake works to meet the stringent requirements of our various clients’ sites. The operational team is mobile and fluid and this enables the company to mobilise quickly when needed.

• Winfrith – SGHWR; works included the size reduction of contaminated power generating plant and the provision of operatives. BD Nuclear has teams currently working at Dounreay, Sellafeild, Trawsfynydd and Winfrith and this is a typical mix of work locations. BD Nuclear welcomes interest and is happy to facilitate meetings and demonstrations of its capabilities at its Portsmouth premises or meet clients at site. For further information please visit www.bdnuclear.co.uk

NuclearCONNECT

DIARY OF

EVENTS

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 January 2013 – March 2013, please email bryony.stuart@theconnectseries.co.uk

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NuclearCONNECT

FEATURE: SELLAFIELD

SELLAFIELD STRENGTHENS ITS SUPPLY CHAIN NuclearCONNECT examines two supply chain development activities which are key to Sellafield Ltd – the Sellafield Certification process and its Supply Chain Coalition. The two new schemes currently involve key companies, but there are opportunities for more to join the initiatives. Sellafield Ltd (SL) requires contractors and suppliers who can perform to the highest standards. SL’s competition processes are designed to ensure the selection of a highquality supply chain that can deliver to their requirements. Once SL’s supply chain has been selected, appropriate assurance and oversight arrangements are established to ensure the supply chain continues to deliver in line with specified intent. The methods that SL engage are designed to be flexible and commensurate with business risk. The assurance activities range in depth from the supplier peer review process executed through the Sellafield Supply Chain Coalition; inspection and testing related to product release; and supplier audit through to the Supplier Certification process, which has been deployed on SL’s key higher-risk suppliers to demonstrate a supplier’s capability to meet SL’s stringent technical and quality requirements. This hierarchy of assurance processes demonstrate SL’s commitment to improve performance by working closely with its key suppliers and contractors to build and maintain a capable supply chain.

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Innovation Delivered

At NNL, we deliver the right amount of innovation to meet customersâ&#x20AC;&#x2122; needs. On one level, we might simply drill a hole to analyse underground wastes with our integrated microdrilling technology. At the other extreme, we are developing state-of-the-art power systems for spacecraft based on radioactive materials. Find out more about what we can do for you at www.nnl.co.uk Contact Huw Morgan Strategic Business Development Director T: 019467 79002 M: 07740 819739 E: huw.g.morgan@nnl.co.uk

FEATURE: SELLAFIELD

The Sellafield n o Certificati process

SL has recently launched the Supplier Certification process, following its successful development in collaboration with industry contractors. Bendalls â&#x20AC;&#x201C; a well-established Cumbrian engineering firm, specialising in the design and manufacture of pressure vessels and specialist steel fabrications â&#x20AC;&#x201C; became the first SL supplier to undertake the first-of-a-kind certification in quality and fabrication standards. Words: Penny Lees Images: Courtesy of Bendalls Engineering

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Specialist safety critical weighing systems for the nuclear industry

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Procon’s ‘EMPHASIS’ approved EP52 Weight Indicator & Controller meets functional safety requirements for ‘Smart Instruments’ and is certified for use in SIL1 rated applications in accordance with BS EN 61508. The instrument features special high-integrity software for functional safety and incorporates a unique intelligent watchdog system. Multiple EP52 Controller configurations can be used to provide redundancy to increase SIL ratings. Load cells and pins Designed for use in harsh elevated temperature and radioactive environment applications. The load cell range includes annular, compression, single/double-ended shear beam and bespoke load pins together with mounting assemblies to optimise load alignment. Single, double and triple-strain gauge bridge designs are available. The quality of design and manufacture of our weighing systems is assured using special processes accredited under Procon’s ISO9001:2008 management system. www.proconeng.com; tel: 01732 781300

NuVision Engineering NuVision Engineering, an engineering and consulting company headquartered in the USA, has been a successful contractor in the clean-up programme in both the UK and the USA for nearly 20 years. We deliver cost-effective, practical, reliable solutions for mixing, retrieval, sampling, pumping and remote handling based on our proprietary Power Fluidics™ and ARTISAN™ systems. We have engineered, demonstrated and delivered solutions to a number of challenging waste management problems at all of the major clean-up sites in the US and UK and are actively involved in a number of the major projects at Sellafield such as the Sludge Processing and Packaging Plant (SPP-1). www.nuvisioneng.com info.nuvisioneng.com

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FEATURE: SELLAFIELD

endalls Engineering of Carlisle successfully underwent a rigorous examination of all aspects of its processes and received its certification in spring 2012. Bendalls Managing Director, Norman Addison, acknowledged the achievement saying, “Bendalls is very proud to be the first Sellafield supplier to have received this newly developed Certification. We have a long history of supporting the site, and the Certification confirms that Bendalls is more than capable of delivering to Sellafield’s very demanding standards.”

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He also explained to NuclearCONNECT that Bendalls, which was founded in 1894, has worked on the Cumbrian nuclear site for over 50 years. In the past months, many of the company’s 75-strong workforce have been involved in a prime project for Sellafield Evaporator D on behalf of Tier 2 partner Costain. Fabrication of two huge vessels, namely the Evaporator itself and the Feed Liquor Stock Tank, along with over 80 wall, roof and floor boxes consisting of co-axial pipework and mounted in robust steel frames, will have been completed for delivery to the site by early autumn. Bendalls hope to use the experience of working on this high-profile project and the Certification to help expand into global nuclear markets and to supply pressure vessels and specialist fabrications for the new fleet of nuclear power stations planned for the UK. NuclearCONNECT

FEATURE: SELLAFIELD

“Sellafield needs contractors and suppliers who can perform to the highest standards... Achieving this certification is a mark of Bendalls’ commitment to high-quality performance.”

Noting the significance of the certification,

The new quality assessment process has

SL Commercial Director Keith Case

also created the first SL Supply Chain

explained, “Sellafield needs contractors

Certification Lead, Mark Craghill of the

and suppliers who can perform to the

Commercial Directorate. Mark emphasised

highest standards and we have developed

that the new certification process will

the new certification standard to give

enhance the quality of materials acquired by

increased assurance to our supply chain’s

SL and will result in improved operational

capability. Achieving this certification is a

performance. Development of the new

mark of Bendalls’ commitment to high-

certification system was supported by Bo

quality performance and I would like to

Herrington, a URS staff member assigned to

thank them for their continued support

SL. His support included the enhancement

to our business.”

of the processto a higher industry standard,

NuclearCONNECT

development of appropriate training of the Certification Lead and consistency for supplier audit personnel site wide. A formal gap analysis is completed against the organisation’s Quality Management Programme and specific Sellafield Ltd Technical and Quality requirements. The analysis allows the Certification Lead to develop a detailed checklist to use at the supplier’s work place.

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Nuclear Solutions

Speciality metals and added value supply chain solutions for nuclear projects

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Experience:  Over 120 years of experience in material supply around the globe.  Proven track record in the successful material management of nuclear decommissioning projects.

Service:  Extensive stock line of grades suitable for nuclear applications in sheet, plate and bar.  Added value services, delivering semi-finished parts, on-time, every time.

Dependable Long Term Partner for Nuclear Compliant Metals Part of the worldwide A.M Castle group, Castle Metals is a speciality metals supply chain solutions provider with 120 years of experience in the market place. With an extensive stock of austenitic stainless steel, duplexes and nickel alloys in plate sheet and round bar, Castle boasts full

t. 01254 586700 nuclearsales@amcastle.com WWW.THECONNECTSERIES.CO.UK www.castlemetalsuk.com

in-house processing facilities including laser, water-jet and highdefinition plasma cutting; meaning precise requirements can be delivered as cost effectively as possible. All our material is sourced from reputable high quality mills and is used in highly corrosive and critical environments throughout the world. Currently exporting to more than 50 countries worldwide Castle’s assurance of quality is at the heart of everything we do. Committed to the future of nuclear new build and decommissioning projects, Castle position themselves to support all material requirements throughout the supply chain, from SLC’s, to Tier 2 and Tier 3 contractors and fabricators. With experience of supplying recent NDA estate projects, Castle have delivered varying grades of stainless steel plates and sheets. Castle can supply material from stock, source additional material requirements, and/or supply semi or fully machined profiles to the customer’s specifications. This reduces the need for further machining processes, decreases overall lead times and costs which eleviates outsourcing headaches for the customer. With a commitment to the Fit4Nuclear programme, Castle are registered members of the NDA supply chain charter. Coupled with the development of key personnel in areas including ANIA (Award for Nuclear Industry Awareness), Castle can be relied upon as a dependable partner for material management for all nuclear decommissioning projects.

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About NUKEM Technologies NUKEM Technologies is active worldwide in the areas of radioactive waste and spent fuel, decommissioning of nuclear facilities, engineering and consulting. For over 50 years, NUKEM Technologies has been providing clients with designs and systems that are cost-effective, innovative solutions for legacy radioactive waste and decommissioning projects. Currently in the UK, NUKEM Technologies is designing and supplying a waste grouting system in support of the decommissioning of the Dounreay site. NUKEM Technologiesâ&#x20AC;&#x2122; global experience in the design and supply of innovative solutions to legacy waste management has developed their engineersâ&#x20AC;&#x2122; approach to finding the right solution for each unique project. NUKEM is one of the few design companies who has designed and performed the decommissioning and dismantling of a commercial reactor site. Our portfolio for spent fuel management comprises a comprehensive spectrum from

NuclearCONNECT

concept studies to the delivery of turnkey projects. NUKEM Technologies in the UK is located in Bristol and is supported by more than 250 staff members operating out of the NUKEM company headquarters in Germany. We have an international staff which is experienced in delivering innovative design solutions. Globally NUKEM Technologies has offices in many locations including the UK, Russia, China, Lithuania, France, and Bulgaria. This global positioning ensures that clients and business partners can be contacted quickly and directly. NUKEM Technologies is a 100% owned subsidiary of JSC Atomstroyexport, a company of the Rosatom Group, and thus is supported by a parent company with extensive nuclear facility decommissioning, decontamination and dismantling experience and technical know-how. www.nukemtechnologies.com

WWW.THECONNECTSERIES.CO.UK

FEATURE: SELLAFIELD

During a typical certification audit, the Sellafield team reviews numerous documents, conducts physical inspections at the supplier’s works, and assesses the supplier’s manufacturing capabilities, capacities, level of automation, technical/ engineering competence and flexibility. During a typical certification audit, the

action has been taken by collecting

Sellafield team reviews numerous

objective evidence. If it is found that issues

documents, conducts physical inspections

have been insufficiently addressed, SL will

at the supplier’s works, and assesses the

work with suppliers willing to make

supplier’s manufacturing capabilities,

changes and help improve their systems.

capacities, level of automation, technical/

NuclearCONNECT understands that the site certification in quality and fabrication standards process will be used to conduct further certification assessments of key Sellafield suppliers in 2012, following ratification of the initial scheme at Bendalls Engineering. A number of individual supply chain companies are currently at various stages in the Certification process and expect to achieve certification in the coming months.

engineering competence and flexibility. Direct interviews with the senior management team cover issues such as policies and procedures, roles and responsibilities. Throughout the process the audit team collects objective evidence to support the decision-making process and to aid the preparation of the Certification report. SL tracks the progress of any ensuing action plans using the ATLAS Assurance module to enable the dissemination of learning throughout the organisation. The Lead Auditor verifies that appropriate

For further details of the Supplier Certification process contact Mark Craghill on mark.j.craghill@sellafieldsites.com

A number of individual supply chain companies are currently at various stages in the Certification process and expect to achieve certification in the coming months.

WWW.THECONNECTSERIES.CO.UK

NuclearCONNECT

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FEATURE: SELLAFIELD

Sellafield ain h C Supply n o aliti o C Success

The Sellafield Supply Chain Coalition (SSCC), developed with support from Sellafield Ltd to drive performance, is recognised as reaching new heights in cross-pollinated best practice, group validation and shared achievement. Words: Penny Lees

WWW.THECONNECTSERIES.CO.UK

NuclearCONNECT

FEATURE: SELLAFIELD

Image: Courtesy of Britain’s Energy Coast Business Cluster

he supply chain collaboration group started life in March 2008, following a request by SL to the supply chain for assistance in implementing WANO (World Association of Nuclear Operators) Standards in the supply chain – as it was recognised that a large percentage of work on and supporting the Sellafield site is undertaken by the wider supply chain. The WANO Coalition (as it was then known) immediately set to work to review the extensive relevant standards and identify a method of translating these into meaningful and measurable standards for use by the supply chain. A key success criterion for the Coalition was that the output must have relevance to all parts of the supply chain – from the largest Tier 2 companies down to the Tier 3/4 local suppliers. In early 2010, the focus on the Sellafield site shifted to that of Disciplined Operations and the Coalition followed suit. The group used the opportunity to reinvigorate the Coalition – changing the name to the SSCC, developing a logo and redefining its key mission statement: “To operate more effectively by working together in order to improve performance

NuclearCONNECT

“To have eight major contractors working so closely with each other to mutually benefit from learning and sharing best practice is a significant achievement that the SSCC is extremely proud of.” through mutual support, exchange of information and emulation of best practices.” Since 2010, they have developed the SSCC Improvement Tool – a simple continuous improvement workbook that requires facilitated self-assessment against a number of standards across 17 modules. A ‘core’ of eight organisations developed and piloted this tool within their businesses through a series of workshops facilitated by Alan Stables, Quality Assurance Manager at Sellafield. The output from these workshops gave each organisation an insight into their areas of good practice, but more importantly areas for continuous improvement where there are gaps in performance. Individual Improvement Tool workbooks record a traffic light system via ratings between 1 and 8 for each objective. The workshops also allowed members to refine and polish the Improvement Tool to a point where it was ready for wider implementation. Quarterly meetings of the SSCC enable informationsharing and benchmarking activities and celebrate best practice.

By April 2012, all the ‘core’ members had completed their Improvement Tools and were ready to start Phase 2, ‘Verification and Validation’. Now another valuable asset of the SSCC shines through – members have paired up and are actively verifying and validating each other’s scores, while learning how to further improve together. Paul Unsworth, Senior HS&E Manager at Babcock International Group, explained to NuclearCONNECT: “From a Chairman’s perspective, I have been active with the Coalition since February 2009 and Chair since February 2010 and am delighted with the progress over the last four years. We now have an excellent product that is delivering real benefits to all members who use it. To have eight major contractors working so closely with each other to mutually benefit from learning and sharing best practice is a significant achievement that the SSCC is extremely proud of.

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FEATURE: SELLAFIELD

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“The SSCC has also achieved a high degree of credibility as a result of its development success and this reflected in Sellafield Ltd inviting me to their recent Commercial Directorate Conference on behalf of the SSCC to present the ‘Voice of the Supply Chain’, providing Sellafield with feedback based on outputs of the Phase 1 workshops.” Paul also highlighted the benefits to Tier 2 supplier Babcock International: “We identified areas of good practice, plus areas for improvement, which evolved into a specific Improvement Plan: • We learn and share from other supply chain companies. • We have a clear mechanism for continual improvement going forward. • We now have a formalised route for sharing ‘SL Areas for Improvement’ with senior management.” Following presentations to networks such as Britain’s Energy Coast Business Cluster, the Coalition has attracted additional members. Fourteen new entrants have become the ‘Class of 2012’. These companies are now actively undertaking the Phase 1 workshops to complete their Improvement Tool and enter Phase 2 in March 2013.

For full details ring Linda on 01992 500900 or email training@forgetrack.co.uk

SSCC Membership – Core companies Amec Nuclear Projects Babcock Nuclear Services

Untitled-1 1

14/08/2012 11:27

Jacobs Engineering UK Morson Projects NIS Shepley Engineers Vinci Construction UK

Design and manufacture of pressure vessels, tanks, pipework and specialist fabrications Serving the global nuclear, oil, gas, petrochem and renewable energy industries

Class of 2012 Amec Westlakes Balfour Beatty Civil Engineering Boulting Capula Carillion Doosan Babcock Hertel Kier Nuvia Portsmouth Aviation Redhall Nuclear Senior Hargreaves Sir Robert McAlpine

01228 815350 • info@bendalls.co.uk • www.bendalls.co.uk

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Studsvik NuclearCONNECT

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FEATURE: SELLAFIELD The SSCC Business Improvement Tool – Performance assessed within 17 categories: Leadership and management All personnel effectively lead and manage Organisation

Individuals at all levels understand the structure, interfaces, roles and responsibilities

Quality and verification

All work appropriately verified and checked to ensure that required standards are met first time

Expectations and standards

Everyone understands the standards and expectations placed on them

Safety case

All consider nuclear safety the overriding priority and understand the safety case

Management systems

All activities undertaken in accordance with robust management systems

Audit, inspection and review All activities subject to appropriate degree of governance and oversight Learning from experience

Learn from abnormal events and good practices

Competency

Only competent persons deployed

Communication

Clear, concise communication arrangements in place

Work planning

All work appropriately planned and resourced

Work planning

All work appropriately planned and resourced

Radiological protection

Emergency arrangements for every credible scenario and all personnel know the actions to take

Waste management

All radiological doses ALARP

Plant and equipment

All correctly identified, labelled, managed and maintained

Safe systems of work

All personnel, including contractors, demonstrate safe working practices

Culture

Everyone understands how their activities could impact on nuclear safety

“In 30 years of nuclear experience this is the best example of cross-fertilisation of excellence in the supply chain I have come across.”

The SSCC has the vision of ‘One Site, One Way, One Goal’ – we are now well on the way to achieving this.” Stuart Allen, Head of Supply Chain Development at Sellafield Ltd, sums up: “SL has enhanced its supply chain management arrangements, both preand post-contract award, to ensure that we work with suppliers that can deliver to our requirements safely, reliably and predictably.”

Alan Stables, Quality Assurance Manager at Sellafield, highlights the scheme’s success: “In 30 years of nuclear experience this is the best example of cross-fertilisation of excellence in the supply chain I have come across. The work undertaken by the Supply Chain Coalition is ground-breaking in terms of multi-organisations opening their doors to allow a review of their standards to take place, combining independent facilitation and capturing the views of the workforce at all levels. The learning is then shared across the whole supply chain community, in an attempt to raise the standards of the whole site. WWW.THECONNECTSERIES.CO.UK

“The Supplier Certification process and the Sellafield Supply Chain Coalition represent two of the more significant activities designed to provide assurance of delivery to SL’s required standards. Both activities have proved challenging for the supply chain and have resulted in improvement plans, owned by the supplier, that drive enhanced supply chain performance.” Members of all tiers of the Sellafield supply chain who are interested in becoming part of the SSCC ‘Class of 2013’ should contact Alan Stables on alan.x.stables@sellafieldsites.com.

DATE FOR THE DIARY , To celebrate World Quality Day 2012 the Sellafield Ltd, in partnership with ing a host is , Chartered Quality Institute ‘Business Excellence Day’ on 31st t

October at the Energus Centre, Wes Cumbria. The theme ‘Quality – Delivering competitive advantage’

ening includes a presentation ‘Strength SL’s Supply Chain Oversight – around Approaches and lessons learnt’ le. A the initiatives outlined in this artic t even ‘Safety Excellence Day’ partner with the title ‘Working together on

ws on improving health and safety’ follo 1st November. Details of the ents programme and booking arrangem are available via: http://bookwhen.com/ businessexcellence2012 and http://bookwhen.com/ safetyexcellence2012

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FEATURE: NEW BUILD

NEW BUILD to time and cost what it will take? Adrian Worker of CH2M Hill examines the routes to demonstrating predictable delivery Words: Adrian J Worker, CH2M Hill, Vice President European Commercial Nuclear Programmes, and Chairman of Constructing Excellence Nuclear Task Force

he construction of new nuclear

Government) have a number of significant

power plants (NPPs) has paused

hurdles to overcome. Common to all is

over the past year post-

financing where £4–5bn per unit at today’s

Fukushima, with the focus

economics is typically required. This is

being on stress testing and safety

being competed for in an international

improvements. However, other than

market against generation technologies

positions taken by Germany, Switzerland

that require less capital, have shorter

and Italy, nothing much has changed, with

construction periods and in the case of

Russia, China and India continuing to

renewables, subsidies. So to enable

plough ahead, with some 45 reactors well

positive decisions, investment cases

into construction. The UAE have started

need to be attractive, economically viable

the construction of their first NPP, with

and robust; and while there are many

other emerging countries such as Poland

factors involved in this, capital costs and

continuing its planning and the UK

construction periods are critical. The case

pressing ahead, with final investment

for investment has raised serious

decisions for EDF/Centrica’s Hinkley

scepticism based on past delivery

Point C project expected shortly.

performance and recent patchy evidence,

Current indications are that in Europe

where it can be observed that Japan is

alone there are 142 reactors in

pushing times down for construction to

construction, planning or being considered

37 months and the UAE are meeting

in 23 countries.

aggressive milestones, contrasting with

So the nuclear renaissance may still get

announcements from Flamanville and

underway but NPP developers (private or

Oklututo indicating construction times

WWW.THECONNECTSERIES.CO.UK

The quantities involved in NPP construction are staggering and likened to three times what it takes to construct an Olympic Park, plus a step up to nuclear quality control. have increased towards 100 months with substantial funding increases required. Therefore, it is fundamental that developers gain confidence in capital costs and construction periods, which is a shared responsibility of the whole industry. Technically this should no longer be overly challenging and therefore the real challenge is developing, organising and mobilising the resources and materials in an effective and efficient manner to ensure delivery to quality, time and cost. The quantities involved in NPP construction are staggering and likened to three times what it takes to construct an Olympic Park, plus a step up to nuclear quality control. The application of programme management to successfully deliver the recent Olympics venues and infrastructure demonstrates an approach that met all six key objectives (see left), and this should be possible for new NPPs.

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FEATURE: NEW BUILD

Typical quantities in a single reactor unit n 40,000m3 of high-quality concrete n 50,000 tonnes of steel n 2,500km of wiring n 100km of piping n 5,000 workers on site n 10m+ worked hours

Creating a unified culture is challenging,

Any programme needs a fundamental premise that can be found in Highly Reliable Organisations (HROs) that offer a notion of ‘mindfulness’.

particularly when an ethnically diverse workforce is involved. It needs to be actively addressed with behaviours that promote shared values such as trust, fairness, openness, no-blame, honesty and transparency, reflecting teamwork, joint

Any programme needs a fundamental premise that can be found in Highly Reliable Organisations (HROs) that offer a notion of ‘mindfulness’ that includes concepts such as: a preoccupation with failure; a reluctance to simplify; a commitment to resilience; and deference to expertise. Any programme should seek to exhibit such qualities, suggesting the need for:

maintain this through the programmes’ durations. Collaborative working encourages

• cultures and behaviours

innovation and includes early contractor

• processes and tools.

involvement, selection by value, common

Project

Cost of impact Ability to influence

• control of the programme to ensure corrective actions are taken and risk proactively managed.

and leadership is essential to establish and

• visions and leadership

• collaborative working allowing expertise to be deployed; • integrated baseline development and management where complexity is addressed against delivery objectives; and

problem-solving and no surprises. Training

development is inevitable but relies on the following three key principles to be established:

Project Programme Project

Programme

Project

Collaborative working Constructing Excellence (CE) offers evidence that collaborative and integrated working environments encourage safe and predictable delivery. CE defines this as “working together in a seamless integrated team to common objectives delivering benefit for all”. Collaboration in any NPP 40

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Requirements

Concept design

Detail design

Make/ Construct

Commission/ Set to work

Operate

80% of the opportunity to realise wealth comes through these early phases WWW.THECONNECTSERIES.CO.UK

FEATURE: NEW BUILD

processes and tools, measurement of performance, long-term supply chain relationships, and modern commercial arrangements aligning reward to achievement. Some observed benefits of these concepts were seen in Japan that included crossdiscipline design providing simplification, approaches that removed temporary structures and introduced novel construction approaches, and techniques such as in-depth simulation and inside-out building.

Baselining Early programme activities are where significant value can be earned and costly mistakes avoided. This starts by developing objectives, policies and delivery strategies leading to: • establishing governance, reporting and review processes; • establishing key performance indicators; • providing defined requirements and boundaries with understood assumptions and risks; • optimising and aligning structures including organisational structures, work packages, activities, interfaces, procurement, etc., leading to deliverable projects; • defining the schedule, linking activities and incorporating well-founded resource and cost estimates; and • defining shared ways of working, processes and systems to be used. Baselining offers opportunities for optimisation and cost reduction: reflecting on lessons learnt; considering benefits in providing common services, common design environment (including BIM), equipment standardisation, and an appropriate lifecycle framework; identifying areas for improvement using such techniques like lean, modular construction; and use of simulation techniques – among other benefits. Investment in baselining will avoid abortive work and help secure programme delivery through optimised schedule performance, which is one of, if not the largest, risk to the project. Typical costs for this activity run from five to ten per cent of the budget. It is likely that there will be some hard choices to be taken, but through a robust challenge, baselining provides confidence that the programme can be delivered, enabling the focus to turn to improvement rather than just delivery. WWW.THECONNECTSERIES.CO.UK

Images: Provided courtesy of EDF Energy – New build in progress at Flamanville

Controlling and managing the programme A robust baseline with rigorous and meaningful measurement can identify concerns quickly through KPI indicators, forecasting and earned value. This will require: • accurate, consistent performance data and information; • regular reporting and reviews in a shared calendar;

Baselining provides confidence that the programme can be delivered, enabling the focus to turn to improvement rather than just delivery.

• risk and opportunity management; • accurate and regular forecasting; • effective and timely corrective action; • management of change and configuration. It is important to establish a single integrated information system that gathers and presents real-time information. Dash-boards provide powerful, highly visible and meaningful information, and support proactive decision-making and identification of corrective action. Controlling change and active risk management are also key features. While successful delivery can never be guaranteed, these aspects provide some of the means to support predictable delivery. Typically 15 to 20 per cent of the programme budget across the various

levels will be required to do this well. It will also require access to highly experienced and knowledgeable personnel. NPP developers must ensure they have access to personnel either directly or through engagement of capable organisations that can provide a wealth of diverse talent and experience, including the ability to reach back into their organisations. This was a key benefit observed by the recent Olympic Delivery Organisation success in London. With demonstrated delivery of NPP construction programmes, investment cases can be robust and confidence gained by developers and investors alike. Thereafter, the nuclear renaissance is more likely to go ahead benefiting the nuclear industry and, more importantly, reliably meeting urgent national energy needs. NuclearCONNECT

FEATURE: NEW BUILD

a Can nuclear a renaissance gise on? ener generati ects

osp ry pr

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oup tt Gr

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ow that the dust has begun to settle after the tremendous success delivered through the London Olympics, the longer-term benefits that are hoped for and embodied in the phrase ‘Inspire a generation’ will command massive interest. Major investments of such scale can indeed have substantial economic effects, often extending well beyond the original programme as business multiplier and accelerator factors unfold. In a similar way, the substantial investment in energy has the same potential both globally and domestically – although to avoid any copyright violation maybe the phrase ‘Energise a generation’ would be more appropriate for the UK initiatives. The nuclear sector features very strongly in this UK investment and covers the full extent of the generating plant asset lifecycle and from both public and privately funded sources – new nuclear generating capacity as privately funded opportunities through EDF NNB GenCo, NuGEN and the successors to Horizon; and the continued public commitment to clean-up through the £3bn+ per annum budget administered by the NDA. Individually these investment programmes are significant, and collectively they are huge.

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FEATURE: NEW BUILD

Some of the questions raised then are now being considered again, such as where will the experienced resources be found; and has the supply chain the required level of expertise, etc?

I still recall the pride that attached to working on the project [Sizewell B] – the scale and quality of engineering was breathtaking. Having been privileged to be involved in the previous nuclear new build programme on Sizewell B during the mid-1980s, I still recall the pride that attached to working on the project – the scale and quality of engineering was breathtaking. Even then expenditure was running at over £1m a day, and with my role being based offsite, weekly visits meant that there were noticeable changes to the landscape on every occasion. There are not too many of my colleagues from those days still involved in the sector – almost three decades have passed after all – but those of us that are often share the memories that did indeed energise our careers.

Clearly, experience counts for a lot, but equally standards advance, and the nuclear new build programme will benefit from all these improvements in quality, safety and commercial management arrangements. WWW.THECONNECTSERIES.CO.UK

Valid questions of course, but these challenges can all be met, and particularly if the investment programme captures the imagination of the talented individuals to fulfil the roles. These younger people can work alongside other more experienced personnel and develop a new generation of skilled resource. Sweett Group is embarked on this very process, having worked over the past few years to muster a service sector delivery team with the critical mass and enthusiasm to expand into the energy and infrastructure market. We have actively encouraged internal transfers of personnel from other sectors and provided training and mentoring to facilitate the process – but what is essential is for the individuals to have the desire and enthusiasm to make the crossover. In my role on Sizewell B I was always acutely aware of the history-making potential that the project presented and so when more recently I came upon video records of the construction programme, I couldn’t resist the somewhat nerdy interest in watching these through from start to finish. Construction activities at the site were path leaders in quality and safety management processes and procedures. But compared to now, there is much that has since been improved – some of the videos depicted site personnel with site clothing that would not meet current standards. Even smoking at the workface was permitted then!

ABOUT SWEETT GROUP Sweett Group is a global business with expertise in property and infrastructure professional services. Our services include cost management, programme and project management, strategic advisory and PPP/PFI investment and consultancy services. The Group has recently secured three significant appointments in the UK nuclear energy infrastructure market: with Babcock International Group, Dounreay Site Restoration Limited and NNB Generation Company (part of EDF Energy). The Group’s appointment with Babcock International group is to provide quantity surveying and commercial services on the engineering firm’s UK nuclear decommissioning projects, including major works at Sellafield and Berkeley as part of a three-year framework.

Working with Dounreay Site Restoration Limited over a four-year period, Sweett Group will provide cost estimating services on the decommissioning of the site which formerly housed the UK’s centre of fast reactor research and development.

Sweett Group is delighted to be appointed on a wide range of nuclear projects, including nuclear new build, decommissioning and restoration projects, and our people have undoubtedly been energised and enthused by the sector.

The Group will provide commercial support services to EDF Energy as part of a two-and-a-half-year framework for the construction of the proposed new nuclear power station at Hinkley Point C.

Words: Nigel Adcock BSc FRICS Sweett Group Global Head of Energy nigel.adcock@sweettgroup.com NuclearCONNECT

FEATURE: DOUNREAY

Innovation the key to success This is the message being delivered to the Dounreay workforce, supply chain, customer – just about anyone involved with the site who will listen! Words: Penny Lees

ounreay Managing Director Roger Hardy acknowledges his obsession with innovation:

“It’s a team effort – the mix of experience and ideas arriving from other sites with the knowledge, skills and creative abilities

“Innovation is a word you’ll hear me talking about wherever I go. It’s how we’ll deliver what we’ve promised the customer, the Nuclear Decommissioning Authority (NDA). I’ve signed a contract that says we’ll close down the Dounreay site by a target date of 14th September 2023 and for a target cost of £1.6bn. People are sceptical. How can you do it by then and for that, I’m asked. Innovation, I reply.”

of the people already part of the team.

But what does innovation actually mean? In Roger’s view, innovation isn’t about working harder: “It’s about working smarter. It’s about quality. Quality happens when three things come together – safety, efficiency and delivery. Sometimes we get one or two of those in the mix that makes up our daily work. We need all three working together if we are to hit our targets.”

and the site into a condition that is safe for

Put those things together and we have the makings of something really special. Innovation is what will make Dounreay the leader in nuclear clean-up, in Britain and in Europe.” The Dounreay contract is to clear away all the redundant plant, get the resultant radioactive waste into a condition that is safe for long-term storage or disposal, future generations. The work required to complete this site closure is mapped out in the Lifetime Plan. This document contains some 14,000 pieces of work and forms the basis for funding from the NDA. The date for completion of the work has reduced progressively in recent years through changes in waste management strategy and innovation in decommissioning

“The introduction of global expertise from the private sector, as a means of driving forward innovation and performance, is a core strategic element in our mission.” He explains further: “That requires creative thinking – the ability to take a task and think through how we can get there sooner, for less money and still not cause harm to anyone or anything in the process. Creative thinking yields innovation – new and smarter ways to do things. It’s how we improve on everything we do – at home, at work, at play. And it’s how we’ll hit our goal of closing down the site by 2023 for £1.6bn. 44

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techniques. Following its takeover of the SLC on 1st April, the Babcock Dounreay Partnership – consisting of Babcock International Group, CH2M Hill and URS – is now in a period of ‘consolidation’; integrating its programme into the work of the SLC and seeking the necessary regulatory consents governing safety, security and environmental protection for its implementation. The new Lifetime Plan, to be launched before the end of 2012, will reflect the further acceleration of the programme to site closure by ‘2022–25’.

NDA welcomes new approach The NDA says significant acceleration in the clean-up and shut-down of Dounreay will bring real value to the taxpayer, who funds the work. Chief Executive John Clarke, writing in the organisation’s annual report published in July, described the award of the site closure contract in April as a milestone in the NDA’s mission to clean up the UK’s nuclear legacy. WWW.THECONNECTSERIES.CO.UK

FEATURE: DOUNREAY

“The site is now scheduled to reach its interim state milestone in 2023 and bring down the cost by well over £1bn. These reduced costs and dates exceed the criteria set for the PBO competition by a significant degree and demonstrate the very real value secured from the procurement exercise. We are delighted to be embarking on a partnership with the Babcock Dounreay Partnership, who will use their worldwide experience to enhance innovation, improve clean-up and provide value for money to the taxpayer. The introduction of global expertise from the private sector, as a means of driving forward innovation and performance, is a core strategic element in our mission.”

“It’s a big ask. The site cleared away in a little over 11 years. My team is delighted with how the site has responded to the challenge.” Innovation was the key theme of Roger Hardy’s welcome speech when he addressed more than 300 company representatives at the opening of the annual technology exhibition at Dounreay in June. He urged the 50-plus suppliers to think about how their goods and services could help clean-up teams reduce the cost and time-scale for closing down the site. Dounreay, he said, was an opportunity for suppliers to become part of the most successful site closure project in Europe – if they could deliver smarter ways of working that would help his teams.

Stepping up to the plate Roger spoke further on the Babcock Dounreay Partnership’s ambitious 2023 time-line: “It’s a big ask. The site cleared away in a little over 11 years. My team is delighted with how the site has responded to the challenge. No one seems hugely surprised by what we think is achievable and I detect genuine enthusiasm for some of the approaches we’re proposing to adopt. “We’re now in a period called ‘consolidation’, which will take a few months to complete. Meanwhile we carry on working to the plan, eating up more of the site every day and bringing it nearer its closure. The destruction of the bulk liquid metal at DFR was a great start to the new era. I sensed real pride among the team there – and rightly so. They destroyed one of the country’s biggest hazards in Britain and did so with an excellent safety record. It’s that sort of

performance – driving relentlessly towards a goal but never losing sight of the need to do it safely – that gives me confidence we can hit 2023.”

“So, no let-up in the work programme, no slowing of resolve to achieve – and no slackening of our commitment to do it safely... And INNOVATION is our opportunity to become the very best.” He continues, “There are more big milestones coming up – the offshore clean-up will complete its coverage of the seabed plume, fuel removal from the site is to be stepped up and plans to empty the shaft and silo brought forward. The low-level waste vaults are under construction and contracts for many projects will be forthcoming in the future. “So, no let-up in the work programme, no slowing of resolve to achieve – and no slackening of our commitment to do it safely... And INNOVATION is our opportunity to become the very best.” For further information please visit www.dounreay.com

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FEATURE: MODULAR CONSTRUCTION

Going modular at Dounreay

ritain’s newest laboratory for the analysis of radioactive materials is under construction – a circa £9m facility that will play a key role in completing the safe clean-up and demolition of the redundant nuclear site at Dounreay. It is also the first such nuclear facility to be built using modular construction. Samples of radioactive materials, liquors and gases will be sent to the new laboratory to be analysed, providing project managers with vital information about the hazards their staff may encounter as they take apart the remains of the site. The laboratory will also analyse radioactive particles recovered from the marine environment and nose-blow samples from staff working in high-hazard areas of the site. The 1300m2 facility will consist of six

individual laboratories, where a 45-strong

How an offsite modular approach to lab construction is bringing efficiency, flexibility and sustainability benefits for Dounreay Words: Colin Punler

workforce will work, examining samples in 36 fume cupboards and a glove-box, helping to ensure compliance with statutory and environmental monitoring requirements until the Dounreay site is closed. To protect the workforce handling the materials, the building will accommodate specialist ventilation systems providing a 100 per cent fresh air ‘once through’ system with no air recirculation, and incorporating acid and non-acid fume extraction, High Efficiency Particulate Air (HEPA) filtration, and a discharge stack.

Design and construction The design and construction contract for the new laboratory was awarded to Yorkon, with subcontractors including Studsvik (designing the nuclear ventilation systems), JGC Engineering & Technical Services (manufacturing and installing the ventilation system, and undertaking mechanical and electrical services), and S&B UK (suppliers of the fume cupboards and laboratory equipment). Facilities in the building will include the laboratories, offices, drench showers, and boot barrier in the active area, with ancillary accommodation in the clean area, which includes offices, locker rooms and tea bar. The scheme is designed in full compliance with stringent nuclear industry requirements and regulations for ionising radiation. Due to its remote coastal location, the building and its externally located ventilation plant will have to withstand the rigours of a highly exposed marine WWW.THECONNECTSERIES.CO.UK

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FEATURE: MODULAR CONSTRUCTION environment. Additionally, each laboratory will have one-hour fire containment to the entire building fabric, achieved for the active areas with fire lining board and other specified materials, and will include all exits, floor, roof and walls. Innovation has been incorporated into the design, undertaken with a high degree of collaboration between the Dounreay team and the project partners. For example, three of the major extract systems will remain as separate systems within the facility, complete with dedicated HEPA filtration and individual monitoring, but will be combined externally to reduce the number of fans required from six to two. This substantially reduces the space requirement, and will minimise capital and maintenance costs with no compromise on safety. Further examples of innovation in design include the supply air ductwork, which is upgraded where appropriate to reduce the number of fire dampers, and the optimising of fume cupboard face velocities to provide containment while improving energy efficiency.

As well as benefits in construction, the modular approach will also bring benefits when the decommissioning programme is complete and the site closed. Modular approach Construction of the laboratory facility is being undertaken using a modular approach, which sees the building fabricated offsite and delivered to Dounreay in 35 modules. The approach is in line with Babcock Dounreay Partnership (BDP)â&#x20AC;&#x2122;s decommissioning programme policy for the site, which includes use of limited life construction in preference to heavily engineered long-term structures, and modularised plant and equipment, to minimise cost and help accelerate the programme to interim end state. 48

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The modular approach will significantly reduce the duration of the construction of the facility. This is because the modules were manufactured offsite in a factory while the foundations (pad foundations and a ring-beam base on which the building will be assembled) were progressed on site. The offsite construction is particularly beneficial for a site which often faces poor weather conditions that would be likely to delay building works carried out using traditional methods, particularly in winter months. The foundations and groundwork required are also simpler than for traditional site-based construction. On this project, the building has been raised off the ground in order to accommodate, access and maintain both the low active drainage and electrical supply systems. In addition to savings in construction time, the minimised time on site will also reduce the costs associated with the security and supervision requirements for work on site. The use of volumetric construction has also meant that a watertight envelope could be created in a matter of days, ready for the final stages of fitting out. This ensures earlier completion and handover, and less risk of time and budget overruns. The single-storey building comprises 35 steel-framed modules, each up to 12m long, designed to interconnect horizontally. Partitions, doors, fume cupboards and office areas have been pre-installed offsite as the modules were manufactured. Mechanical and electrical fitting out has been carried out locally at JGCâ&#x20AC;&#x2122;s production facility in Thurso to reduce construction time onsite. The completed modules were then security checked in batches before being escorted and brought onto the Dounreay site for the module craneage. This simplified logistics as well as being faster, more efficient and requiring fewer personnel on the Dounreay site. As well as benefits in construction, the modular approach will also bring benefits when the decommissioning programme is complete and the site closed. The building can be easily disassembled and broken down into its modular components, for recycling (minimising waste sent to landfill) or re-use elsewhere, making this a highly sustainable approach.

with a change of internal layout (the walls are not load-bearing so the layout can be easily reconfigured) or extension, if required at a later date.

Timely progress In order to facilitate the installation sequencing, many of the modules were delivered to the site in June, with the balance delivered in early August. All 35 modules are now in situ on their foundations and work is currently being completed to permanently bolt down and weatherseal the units.

Innovation has been incorporated into the design, undertaken with a high degree of collaboration between the Dounreay team and the project partners.

Milestones/key points over the next 12 months will include internal fit-out of partition walls, suspended ceilings and flooring; installation of the specialist ventilation systems including ductwork, fans, air handling units and ventilation stack; and installation of glovebox and fume cupboards; as well as installation of filterbanks and electrical systems including mains power supply, tie-in to the site low active drainage system, and inactive commissioning, prior to active commissioning. Construction is due to complete in late summer 2013 and, subject to regulatory approvals, the active analysis laboratory will receive its first samples for testing in 2014. For further information contact: Colin Punler, Dounreay Site Restoration Ltd Zone 9, D2003, Dounreay KW14 7TZ Tel: 01847 802121 Email: colin.punler@dounreay.com www.dounreay.com

Moreover, the modular construction also incorporates inherent flexibility, as the laboratory building can be readily adapted WWW.THEONNECTSERIES.CO.UK

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FEATURE: CONSORT REACTOR

End of an era Words: Dr Heather Phillips

A look back over the 47 years of history of the CONSORT reactor and forward to plans for decommissioning

he Imperial College CONSORT Reactor, located at the College’s Silwood Park Campus, which first went critical in 1965, is now in its last year of operation. The CONSORT reactor is the last remaining civil research reactor in the UK. CONSORT is scheduled for final shutdown in December 2012, leaving the UK without an operational civil research reactor and with no real plans for a future research reactor facility.

From concept to criticality The decision to build the CONSORT reactor (named after the College’s connection with Prince Albert, the Prince Consort) was based on the requirement to provide academic training in the field of nuclear power at a time when the government was embarking on a large construction programme of nuclear power stations. CONSORT is a unique reactor. It was designed in the early 1960s as a collaborative venture between the Nuclear Power Section of the Mechanical Engineering Department of Imperial College and the General Electric Company (GEC). It was designed to a specification drawn up by the Nuclear Power Section staff to meet the perceived educational and research requirements at that time. Broadly speaking, the staff of the Nuclear Power Section were

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responsible for the core physics and shielding design and for the specification of the experimental facilities. GEC was responsible for the engineering design, construction and commissioning of the reactor. W. S. Atkins and Partners were responsible for the civil engineering aspects and the building work was executed by W. E. Chivers Limited. The control, interlock and safety systems were supplied by Elliott Nucleonics Limited.

CONSORT is scheduled for final shutdown in December 2012, leaving the UK without an operational civil research reactor and with no real plans for a future research reactor facility. Construction work at Silwood Park commenced in early 1963, with commissioning taking place in the latter half of 1964 and the early part of 1965. The nuclear commissioning consisted of the controlled loading of reactor fuel and the

‘approach to critical’ procedure. The reactor first went critical on 9th April 1965. The facility was later expanded with an extension to the Reactor Hall and the addition of a laboratory building with radiochemistry facilities, to meet the demands of the reactor’s many users. The building of CONSORT was funded by the then Department of Scientific and Industrial Research (DSIR) as one of four university reactors funded by DSIR at that time to provide support to the UK nuclear power programme. The University of London was the formal owner. The reactor was operated on behalf of the University by Imperial College, which was the listed licensee, and was available for use by members of all the colleges and schools of the University.

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FEATURE: CONSORT REACTOR

post-experience courses have been organised in cooperation with industry and government departments.

Changing environment

The CONSORT design and facilities

Research and teaching

CONSORT operates at a maximum thermal power of 100kW. The reactor is based on the well-known swimming pool type and is moderated, cooled, reflected and partially shielded by light water.

Initially (1965–1975), research activities centred around nuclear engineering and neutron physics topics, with the experimental work making use of the neutron beams provided on the reactor.

It consists of an open-topped cylindrical aluminium vessel mounted centrally in an octagonal concrete shield. Instrument tubes, beam tubes, thermal columns and large area irradiation facilities penetrate the shield. The core is an assembly of up to 24 fuel elements. The elements are of a standard MTR type, each element containing up to 16 fuel plates each consisting of enriched uranium-aluminium alloy clad in pure aluminium.

As research programmes developed (1976–1990), activities centred on the development and application of neutron and gamma ray dosimetry, together with nuclear physics studies. This included the rapid development of neutron activation analysis and its applications in environment, geology and medicine.

Control of the reactor is achieved by four control rods (three of cadmium clad in stainless steel and one of stainless steel),

Later (1991 – present), the use of the reactor facilities for research in the general field of nuclear technology decreased and research became centred in the areas of analytical and environmental research and radionuclide metrology.

which move vertically in spaces between the fuel elements. Five channels of nucleonics (safety/control circuits) ensure that the reactor cannot be operated unless all nuclear instrumentation is functioning correctly and safe physical conditions exist. Heat from the reactor core is removed by natural circulation of the water within the reactor tank. To maintain a steady temperature, water from the reactor tank is circulated through an external cooling water circuit which also maintains water purity. The reactor facilities for research and teaching have included: • thermal columns providing a neutron flux over a large area, for experimental assemblies and standard spectrum facilities; • beam tubes providing external, collimated neutron beams for such projects as neutron spectrometry, neutron time of flight and neutron radiography; and • sample irradiation facilities for the production of radioisotopes and the technique of neutron activation analysis.

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The Reactor Centre has provided facilities for undergraduate and postgraduate students to carry out a variety of demonstration experiments illustrating various aspects of neutron physics and reactor engineering.

After a number of years the need for nuclear engineering-related research and training decreased. As funding from this area reduced, the decision was made to transfer the responsibility for managing and funding the reactor from the University of London to Imperial College, as it was considered that a single organisation was better positioned to build up a range of commercial work (isotope production, neutron activation analysis and detector calibrations) to supplement income from research grants and the College.

Final shutdown and decommissioning Over recent years, there have been changes to income streams, new legislation, requirements for remedial works, funding frameworks and UK nuclear industry infrastructure, which have all had the overall effect of increasing the cost to the College of running the reactor, while the usage of the reactor has decreased. As a consequence, in May 2011 the College Council took the decision to decommission the reactor. At this time, work was already taking place to complete a detailed lifetime plan for the remaining operations, defuelling and decommissioning the facility. Equipment to defuel the reactor has been designed and is currently being built, which will be installed in the Reactor Hall following shut-down. Decommissioning (including delicensing), back to a brown field site, is expected to take a further 10 years. Dr Heather Phillips is Reactor Manager at the Imperial College Reactor Centre Email: h.phillips@imperial.ac.uk Web: www.imperial.ac.uk/reactorcentre

Over the years, the Reactor Centre has provided facilities for undergraduate and postgraduate students to carry out a variety of demonstration experiments illustrating various aspects of neutron physics and reactor engineering, and to carry out project work as part of their courses. A number of specialised

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FEATURE: DIARY FROM ANGLESEY

Diary from Anglesey: Autumn 2012 Words: John Idris Jones Image: Energy Island

largest further education college in Britain). It is part-funded by the local authorities in North West Wales, partly by the Welsh Government and partly by Horizon. It

n spite of uncertainty concerning the

supports local companies by allowing them

completion of the sale of Horizon,

to take on apprentices in construction and

the Energy Island Programme

engineering in anticipation of enhanced

continues in its work facilitating

labour demand in the area in some three

the new developments in Anglesey.

years’ time.

The Programme has key workstreams interfacing with developers on matters associated with skills and education, the supply chain and planning and consenting matters. Horizon also continues to develop its plans for the new nuclear build and is capturing environmental information for its environmental impact assessment. The last two months have seen a notable landmark with the opening of the new Horizon office at Wylfa site. This was

The last two months have seen a notable landmark with the opening of the new Horizon office at Wylfa site.

marked by a visit by Charles Hendry MP – the then Minister of State for Energy – and David Jones MP to Anglesey. They met with local stakeholders and Mr Hendry spoke with the current Wylfa workforce about the UK Government’s wholehearted commitment to supporting the successful sale of Horizon and the building of a new nuclear power station at Wylfa. During that visit Mr Hendry visited Coleg Menai in Llangefni in the middle of Anglesey and met with some of the apprentices that have enrolled on the Cwmni Prentis Menai scheme. Cwmni Prentis Menai is an arms-length organisation of Coleg Menai (part of the Grwp Llandrillo Menai Group – the fourth 52

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able to attend, along with 90 or so NIA member companies. It is not just nuclear developments that are important for the Energy Island. The joint venture Centrica and DONG have submitted their scoping application to build up to 440 turbines in the sea nine miles off the north coast of Anglesey. The Rhiannon Wind Farm, located in the Round 3 Irish Sea Zone, with associated offshore electrical infrastructure, has the potential to generate a total capacity of up to 2GW and create local work opportunities. Finally, this last month has seen the departure of Sasha Davies from the Energy Island Programme Director role. She is taking on a new role with Conwy Council and I am now taking on the Energy Island role. Sasha has done a great job leading the Programme since 2010 and we wish her well in her new role as strategic

At the beginning of September, the NIA Decommissioning Working Group held its quarterly meeting at the Energy Centre in Llangefni. With speakers there from organisations involved in the supply chain in the nuclear industry in England and Wales – including the NDA, NIA, Welsh Government, Isle of Anglesey County Council, Magnox, Sellafield, RSRL, EnergySolutions, EDF and Horizon – it was a great opportunity for companies to hear about recent developments and future opportunities in the nuclear sector. Also for the first time the NIA opened this meeting to non-members, so over 30 local supply chain companies were

director for Conwy Council. I am looking forward to working with partners – not just in Anglesey and North West Wales but across the world – to help de-risk new developments and to maximise local employment opportunities as well as support the development of Anglesey and North West Wales as a centre of excellence for low carbon energy production and research. If you would like to find out about opportunities and support for your business in Anglesey/North West Wales please do not hesitate to contact me: email JohnIJones@ynysmon.gov.uk or call 01248 752431. WWW.THECONNECTSERIES.CO.UK

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FEATURE: INTERMEDIATE LEVEL WASTE

New generation packages will lower costs and speed up decommissioning Words: Bob Vaughan

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FEATURE: INTERMEDIATE LEVEL WASTE

ecommissioning is currently the key challenge for the nuclear industry, not least the issues of Intermediate Level Waste (ILW) involving the high cost of retrieving, processing and packaging the wastes. There has been much debate about the long-term storage and transport of radioactive waste. Traditionally, nuclear sites have utilised unshielded containers for ILW with grouting of contents in complex encapsulation plants and storage in heavily shielded buildings. However at the end of 2011 a significant change occurred with the issuing of the Nuclear Decommissioning Authorityâ&#x20AC;&#x2122;s (NDA) draft Integrated Waste Management Strategy Development Programme. This articulated the work required to develop an appropriate strategy, and for the first time it condoned the use of disposable robust self-shielding containers for the transport and final disposal of ILW.

DCI robust containers represent a new generation of designs that provide substantive technical benefits over earlier-generation solutions that were heavily reliant on concrete for containment and shielding of radioactive waste. This has been a cautious, but important step forward. The industry has increasingly accepted that the use of robust selfshielded containers manufactured in ductile cast iron (DCI) will help to

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accelerate site decommissioning and, importantly, it will reduce the costs involved by billions of pounds. Why? Because the cost of construction of shielded storage buildings and waste conditioning and grouting plant integral to waste packaging is, by comparison with use of DCIs, very high, and the approval process for such plant also very time-consuming. The mechanical robustness offered by DCI obviates the potential need for waste conditioning and grouting. DCI robust containers represent a new generation of designs that provide substantive technical benefits over earlier-generation solutions that were heavily reliant on concrete for containment and shielding of radioactive waste. Package manufacturers have to consider that ILW containers may have to be stored for up to 150 years, and must be proven safe for handling and transport at the end of this period. Designs that have been developed ensure that these requirements are met. Elastomeric-based sealing systems and DCI seal faces will degrade over time. Seal systems have been developed that are testable, and if required can be replaced and re-tested without presenting the operators with a significant radiation hazard (the shielding is maintained in this operation) after extended storage. The size of the container is also an important factor. ILW can be stored in any size container as long as it meets safety and, if relevant, transport requirements, and, if disposability is the end objective, the NDA RWMD disposability requirements. However, the greater the capacity a container can provide, the more cost effective it is for the large quantities of waste that have to be managed. It is simple economies of scale, and as a result package manufacturers are now planning to increase the range and capacity of their containers to help customers; not only do these large-capacity containers offer a

lower cost per cubic metre of waste per container, but they also present opportunities to save costs and operator dose through reduced waste conditioning â&#x20AC;&#x201C; also reducing the effort in fitting large items into small-volume containers and leading to fewer handling and transport operations.

The use of the newgeneration DCI robust packages will ensure that the stringent safety requirements can be adhered to, not just now, but for centuries to come. In our industry, where safety is paramount, change takes time. However, with this new generation of packages the process of decommissioning will not only be quicker, allowing for more rapid progress in hazard reduction, but it will also be considerably more economical â&#x20AC;&#x201C; and the use of the new-generation DCI robust packages will ensure that the stringent safety requirements can be adhered to, not just now, but for centuries to come. Bob Vaughan is Managing Director of Croft Associates Ltd Tel: 01865 407740 Email: info@croftltd.com Web: www.croftltd.com

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FEATURE: NNL

An experienced view on nuclear initiatives NuclearCONNECT interviews Adrian Bull, Director of External Relations at the National Nuclear Laboratory (NNL), to distil his views on the UK nuclear industry today, its future issues and the role of NNL to help deliver projects to provide viable solutions. Words: Penny Lees

How did you first come into your current role? I joined BNFL in 1983 after a sponsored university course, working in fuel performance, long-term R&D opportunities and a spell in the forerunner of what is now NNL. Later I moved to the Energy Unit, working on policy aspects of potential UK nuclear new build. When BNFL sold Westinghouse in 2006, I became Westinghouse Head of Stakeholder Relations, firstly for the UK and then Europe, Middle East and Africa. After five years with Westinghouse, I joined NNL as External Relations Director in March 2012.

Adrian Bull External Relations Director, National Nuclear Laboratory

What is your view on the future of the industry in the UK? I can’t imagine a better time to be working in the nuclear industry. We currently have three types of reactors operating in Britain, a substantial decommissioning and clean-up programme, and new build on the horizon driving great work on innovation, skills and development which has the rest of the world watching the UK with interest. We’re also one of the few countries with almost the whole nuclear fuel cycle from enrichment and fuel manufacture through to reprocessing and plutonium disposition challenges. The future is bright and varied! Prospects for new nuclear have sometimes appeared to falter in the UK. One specific

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point would be the decision of RWE and E.On in March 2012 to sell off their Horizon project. I have sympathy for friends in both Westinghouse and Horizon that this brings more delay and uncertainty to their work in the UK, but I certainly hope and believe that there will be a positive outcome to the process before too long.

What is the role of the NNL in the industry? NNL is a unique organisation, in my opinion one of the industry’s best kept secrets! Born out of the R&D division of BNFL, it is now a Government-owned company, managed by a commercial consortium of Serco, Battelle and the University of Manchester. They may seem odd bed-fellows, but each brings unique experience and insight to the challenge of running a major nuclear R&D organisation. NNL receives no direct grant funding from the state; income comes from commercial projects for nuclear industry customers. A very different operating model from, for instance, the US National Laboratories, which receive substantial government funding to underpin a strategic mission to retain capability and deliver long-term technology opportunities. NNL operates a number of impressive facilities, the flagship being the Central Laboratory, located at Sellafield. This state-of-the-art £250m investment in nuclear R&D facilities, WWW.THECONNECTSERIES.CO.UK

FEATURE: NNL

including areas still to be fully commissioned, has a suite of plutonium labs and five hot-cells suitable for handling very highly radioactive materials. We provide science and technology solutions to customers in the form of R&D, test work or analysis in our facilities, which would be impossible for customers to do for themselves. A lot of work is for Sellafield Limited, but another major customer is EDF Energy, carrying out testing on graphite samples from the UK’s AGR fleet. These test results are key to helping EDF Energy put forward safety cases for continued operation of the reactors. So we play our part in helping to keep the nation’s lights on today, as well as developing novel technology to make the industry safer, cleaner and more efficient for generations to come.

How does NNL’s R&D fit into the bigger picture? We provide valuable services to customers, as described above, but we are also conscious of both the conclusions of the House of Lords Select Committee review last year into the role of nuclear R&D and of the Government’s response. There was a clear view that a more joined-up approach to R&D was needed, with Government establishing national nuclear R&D programmes to ensure that technologies and capabilities are in place to meet the long-term needs of future nuclear programmes, in addition to mediumterm new build and decommissioning challenges. One impressive NNL fact is that over 60 per cent of the 800-strong workforce hold science or engineering degrees or postgraduate qualifications and the NNL workforce brings more than 10,000 years of collective experience from across the whole fuel cycle. That wealth of experience gives NNL the capability and credibility to carry out a vast range of projects, some closely linked to the traditional nuclear fuel cycle, and some more unusual.

We’re also one of the few countries with almost the whole nuclear fuel cycle from enrichment and fuel manufacture through to reprocessing and plutonium disposition challenges. The future is bright and varied! WWW.THECONNECTSERIES.CO.UK

Recent project examples include: n NNL’s

facilities received the first delivery of fuel for retrieval and re-packaging from Sellafield’s Pile Fuel Storage Pond, one of the site’s most challenging facilities from a clean-up and decommissioning perspective where some fuel dates back to the 1960s.

n Research

into the extraction of americium from plutonium which has been stored for many years, so that the americium can be formed into heat-producing pellets to generate electricity for space craft out in deep space, where solar panels and other techniques cannot be used.

n NNL

has an agreement with the European Union and Iraq to help scientists dismantle, decommission and decontaminate nuclear facilities built during the Saddam Hussein regime. This work will see NNL involved in training Iraqi scientists and providing equipment to speed up the clean-up operation.

You were awarded the Young Generation Network Outstanding Contribution Award for 2011. What do you say to young people wanting to develop a career in the nuclear industry? I’ve always been firmly committed to ensuring that the next generation of nuclear professionals are given all the encouragement, development and insight possible. After all, few of us will pass through our careers without working, at some point, for someone younger than ourselves! The advice I would give to people starting out is to keep your eyes open for career opportunities and consider each one seriously when it crosses your path. Stop and think what extra experience you could get by a change in direction and doors that might open via a secondment or new role within a company. Picking up new insight and experience is a valuable attribute towards the next step in your career. For further details contact adrian.j.bull@nnl.co.uk www.nnl.co.uk

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Wo rds :

NuclearCONNECT

Ala

ply

Value for money

chain

FEATURE: VALUE FOR MONEY

e n r a ucle

sta ir

Lair d

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FEATURE: VALUE FOR MONEY

ir Peter Gershon undertook an independent review in 2003 for the UK government to assess how the public sector could generate efficiency savings and optimise delivery services. The term ‘value for money’ (VfM) is synonymous with his review findings, and since then VfM has become a key feature of governmentfunded work programmes.

The target is the budgeted cost (BCWS),

For activities which have been scoped,

outcome, the dispute process needs to

scheduled and costed in complex

be rapid and avoid formal arbitration.

programmes, such as nuclear

In nuclear decommissioning, this is a key

decommissioning, the use of Earned Value

part of the NDA assurance regime.

Metrics (EVM) for cost and schedule

Project Time & Cost International (PT&C)

performance is the only real way to

has provided an independent verification

measure VfM in the work performed. These

service for many of these efficiency claims.

metrics show where work is being

This requires an assessment of individual

completed ahead of schedule and where

VfM fee claims sumbitted to the NDA with

more work for less cost is being

assessment of the contractor management

performed. This has formed the backbone

actions. It provides a measured, but

of the Nuclear Decommissioning Authority

independent, verification of the contractor

(NDA) project controls approach and in

metrics and claimed cost savings or

turn has spawned efficiency-based

benefits. The purpose of PT&C carrying

contract fee incentive schemes as the

out the VfM reviews was to provide

NDA strives to meet its goverment

independent assurance to the NDA that

department strategic objectives, VfM

a selected sample of fee payments

and cost efficiency targets.

generated as a result of the contracted

the endeavour is the actual cost (ACWP) and the outcome is a cost variance. But what if the BCWS is ‘mistakenly’ set too high, or the actual costs are unaccountably low – maybe as a result of a windfall. When scientific theory and artistic license meet contract space one can consider this as standard contractual claim. But where a quick settlement is the desired collective

scheme were merited. The utilisaton of

The use of Earned Value Metrics (EVM) for cost and schedule performance is the only real way to measure VfM in the work performed. The deal struck between the NDA and its delivery contractors was a simple one... establish the performance target, measure the contactor endeavour, measure the outcome, tie these things together and share any measured cashable benefits through fee mechanisms. The good news for the British tax payer is that the contractor retained element (efficiency fee) is typically only 15–30 per cent of the overall calculated efficiency saving. The NDA, and hence the taxpayer, retains the rest. As the benefit is measured as an EVM cost variance, things appear to be very simple.

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PT&C aligns well to its core expertise in EVM and its role as an independent cost management consultant to the NDA. The three NDA assurance steps are: 1. Positive Management Action (PMA) 2. Basis of Estimate (BoE) Integrity/ Underpinning 3. Claim Quantum Evaluation. Once PMA and BoE have both been demonstrated then the claim is valid. The final step is to assure the quantum of the final claim and check that a golden thread from PMA through to EVM is demonstrated. Simples! As for any scientific approach involving the art of validation, there is however an immediate clash of personalities. The input data is subjectively moulded to meet the scheme criteria yet the final outcome must be a binary decision – a yes or no. The need to demonstrate PMA drives everything towards minutiae and disaggregation of work and in itself can generate a cottage industry of VfM experts. The other forces at work often try to minimise bureaucracy and drive the

re-aggregation of the claim quantum in a clumbsy and inappropriate way. The shared passion (almost a mandated requirement in the current public fiscal climate) is for demonstrating efficiencies from contractor to owner to government. This of course has the potential to diminish the collective appetite for external challenge. So the role of the final arbiter (or independent checker) used by the NDA makes sense, particularly if it is measured, its assurance is consistent and efficiencies generated get adopted into the forward performance plans of the contractors. This is taxpayers’ money after all.

The key question for the layman (or indeed the contractor) is what is a reasonable level of year-on-year efficiency that can be generated. The key question for the layman (or indeed the contractor) is what is a reasonable level of year-on-year efficiency that can be generated. This is perhaps best illustrated by the fabled politician who once stated, “We have been making three per cent year-on-year efficiencies in the public sector services every year since the beginning of time”... So has the NDA got it right? And if so, why would this model not be a more efficient way of doing business lower down the supply chain? As for the NDA, time will of course tell as the undiscounted UK Nuclear Liability lifecycle estimate reduces year on year, driven by the work being done and the efficiencies being banked on our (British taxpayers’) behalf. Alastair Laird is Vice President at Project, Time and Cost International Ltd, who provide cost engineering, project management, and forensic engineering services to industry. Tel: 01946 693144 Email: alastair.laird@ptcinc.com Web: www.ptcinc.com

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FEATURE: DECOM NORTH SEA

EXPLORING the synergies

in nuclear and oil and gas decommissioning

Words:

Brian Nixon Chief Executive, Decom North Sea

Eur. Ing. Brian Nixon BSc, CEng, FIMechE, FEI

uring the second half of the 20th century the UK witnessed significant building of energy infrastructure – nuclear and gas

fired power stations, peak shaving plants, storage schemes, and a significant and sustained growth in offshore oil and gasproducing facilities. It is probably no surprise therefore that after many decades of continuous operation, the energy industries now face a substantial programme of decommissioning. In the oil and gas sector the industry has proven its ability to extend the life of production facilities and also to develop smaller and more technically challenging new discoveries using innovative technologies and techniques. Despite this, there is growing awareness and evidence that many assets in the North Sea are now approaching the end of their economic lives.

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Decom North Sea was established in early 2010 to: • stimulate a vibrant, efficient and costeffective industry across the North Sea; • promote collaboration and the sharing of knowledge and learning; • develop models, standards and guidelines for the decommissioning sector; and • research other industry sectors for synergies and experience (notably nuclear, salvage and offshore renewables). As the oil and gas industry prepares for this major ramp-up in decommissioning activity, several similarities with the nuclear decommissioning sector have become apparent. In both sectors, costs are high and continuing to rise, there has been limited experience, projects are unique and stand WWW.THECONNECTSERIES.CO.UK

FEATURE: DECOM NORTH SEA

alone, there are multiple drivers to defer, innovative contracting and teaming arrangements are called for, contractors need to be engaged early in the process, and facilities are suffering from old age. Decom North Sea therefore organised a workshop jointly with the Nuclear Industries Association in late 2011 to explore the synergies between the two sectors, and to identify techniques, technologies and challenges that are common to both sectors.

maintenance will be essential and supporting documentation retained.

remote inspection, monitoring and

In some early offshore decommissioning

expertise. A lot of work is underway

projects, there have been gaps of time

researching new technologies and

between the cessation of production and the

techniques that could benefit both industries.

start of the decommissioning process –

As the decommissioning process becomes

another similarity with the nuclear sector.

effectively built into the asset lifecycle then,

Apart from the obvious deterioration in the

through time, the topic will hopefully become

condition of plant and equipment under such

a recognised part of career development

circumstances (particularly in harsh offshore

programmes. Over recent years the higher

An important recommendation and recurring theme identified at this workshop was the need for future decommissioning programmes to be fully integrated into the overall lifecycle of the asset, and not treated as a separate project bolted on at the end. It will be interesting to see how the proposed new nuclear developers in the UK address this in their funded decommissioning plans – a pre-requisite for schemes to progress. Delegates from both sectors were unanimous that decommissioning should be seriously considered during the design phase so that appropriate measures can be incorporated to facilitate safe and costeffective removal, waste treatment and disposal at the end of life. Experience from the construction and installation phases should also be captured and retained to inform the thinking and options appraisals when preparing detailed plans for decommissioning.

conditions), the lack of continuity makes it

education sector has developed a raft of

extremely difficult to retain the knowledge

courses at undergraduate, postgraduate

and experience of the operations and

and professional qualification level to meet

Similarly, nuclear has interests in the oil and gas industry’s remote inspection, monitoring and intervention capability as well as robotic expertise.

intervention capability as well as robotic

There have been gaps of time between the cessation of production and the start of the decommissioning process ... the lack of continuity makes it extremely difficult to retain the knowledge and experience of the operations and maintenance staff. maintenance staff – arguably some of the

the growing demand of people wishing to

best people to advise on how best to

enter the nuclear sector. Similarly, higher

engineer down and prepare for final

education institutions should be encouraged

decommissioning. This loss of plant

to create courses or modules in the many

knowledge and experience could result in

and varied disciplines needed for

higher costs and longer durations for what

decommissioning programmes relating to

are already expensive and time-consuming

other energy generation – project

projects.

management, planning, engineering, safety,

On a more technical level, some areas of

environmental, commercial, legal, insurance

shared and noted interest have also been

and many others. We could also witness the

identified at joint nuclear/oil and gas

development of training courses and

workshops facilitated by Decom North Sea.

competency standards for a new breed

These include remote intervention in

of ‘decommissioning technicians’.

restricted or remote areas; monitoring of movement, stress and longevity; structural health monitoring; corrosion under insulation and monitoring of corrosion over prolonged periods; underwater handling technologies; novel technologies able to reduce operator radiation dosages; and techniques to

If you’d like to find out more about joint industry projects, please contact Brian Nixon via email: bnixon@decomnorthsea.com www.decomnorthsea.com

minimise waste operations. Similarly, nuclear Decommissioning is also an important consideration when developing maintenance and inspection strategies and routines for each asset. Examples were noted from nuclear and oil and gas of planned maintenance having been reduced or even stopped in the period leading up to end of operations, only to result in major refurbishments or even upgrades once decommissioning has actually started. Similarly, if owners/operators hope to reduce negative Net Present Value (NPV) by refurbishing and re-selling items of plant or equipment, then appropriate and sustained WWW.THECONNECTSERIES.CO.UK

has interests in the oil and gas industry’s

NuclearCONNECT

Q&A: CONNOR DEEHAN

Connor is a chartered Mechanical Engineer who started his career in Canada in the oil and gas industry. He moved into the UK nuclear industry in 2004. Having spent a significant amount of time supporting the operational fleet of reactors, particularly on graphite-related projects, his focus shifted to the new build sector, supporting clients through their organisation development and regulatory and licensing process. During his time in the industry, Connor has been a member of the Institution of Mechanical Engineersâ&#x20AC;&#x2122; Nuclear Power

Connor Deehan NUKEMâ&#x20AC;&#x2122;s UK Director

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Committee, is on the Board of Trustees, and a chartered member of the Nuclear Institute, as well as Chair of their YGN. Connor joined NUKEM Technologies in Autumn 2011 as their Director of UK Business and continues to grow and manage their business.

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Q&A: CONNOR DEEHAN

What brought you into the industry/your position? This is an interesting question, because the shift in the nature of the responses from across the industry is very encouraging. I would say I am one of the majority among my peers – I didn’t choose to enter the nuclear industry, but more happened to enter by chance. As a mechanical engineer, I was casting my net across many industries when I was looking for a move from the Canadian oil and gas industry. The opportunities and challenges in the nuclear industry appealed to me when it was described in one of my interviews. When I entered the industry, which was before the Energy White Paper put nuclear back in the energy mix, it was viewed by outsiders as a sunset industry, an industry relatively closed to outsiders, and not something I really considered. However, with a closer look at what needed to be accomplished, the technical challenges to do it, and the role which was offered to me, it actually seemed very exciting.

I would say I am one of the majority among my peers – I didn’t choose to enter the nuclear industry, but more happened to enter by chance.

indicators along the way which remind me that I’m probably doing the right things. I was Chair of the Young Generation Network (YGN) and set the strategy and direction of an organisation that helps develop and support the youth and future leaders of our industry. I was elected to the Board of Trustees for the Nuclear Institute to set strategy and ensure governance of the UK’s professional and learned nuclear organisation. More recently, I was recruited to take responsibility to develop, grow and manage NUKEM’s UK business. For me, it is important to celebrate and appreciate the small wins along the way as well. It keeps me positive.

What factors have prompted NUKEM’s return to the UK; and what projects have you been involved in so far?

want to isolate one specific event or accolade from my past. I get up every day

In five years, I would like to see NUKEM as a dominant player in the industry, providing high-quality engineering

global reputation, 50 years of nuclear

solutions and nuclear consultancy, and

experience and new parent, Rosatom

a significant contributor to managing our

(currently responsible for multiple

nuclear legacy.

international turnkey nuclear power

What do you enjoy most about your job?

station projects), mean that we can call on immense experience to augment our expertise in delivering design, consultancy

The success of NUKEM Technologies in

or turnkey plant supply – in radwaste

the UK lies with me and the decisions I

management, spent fuel management,

make and the direction we go. There are

decommissioning and engineering

so many different varying challenges to

and consultancy.

developing a business in a new country.

After very successfully bringing our expertise to the UK three decades ago, NUKEM have embraced the challenge to context and what is now a very different

In short, my career. I don’t think I would

What developments do you expect to see in the next five years at NUKEM?

It is a very exciting time for NUKEM. Our

do it again – this time, in a very different

What is your greatest career achievement to date?

After very successfully bringing our expertise to the UK three decades ago, NUKEM have embraced the challenge to do it again – this time, in a very different context and what is now a very different industry.

industry. The technical challenges remain, however the requirement for efficiency and shorter programmes drive the need for more innovative, clever and yet still reliable solutions, and new ways of working.

This both motivates me, but truthfully also scares me. It does make every day different, which I enjoy. One day will be meeting new people, often from a different country in a different country, the next day will be discussing a new opportunity or developing the business strategy, and after that it may be recruiting someone new to the business. However different each day is, the end goal of success keeps every day focused.

and look forward to going to work. I feel

We are currently working at Dounreay

like I’ve never plateaued on the learning

and will be designing in our technology

curve, and have progressively taken on

to help the site to achieve their ambitious

more responsibility and more challenges.

programme. We want to expand to share

Always push yourself out of your comfort

I’m proud of that, and I feel that is really

our expertise and technology to the rest

bubble while knowing when to ask for

my greatest achievement. There are

of the industry.

help. The advice really stuck with me, as

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What is the best advice you’ve been given?

NuclearCONNECT

Q&A: CONNOR DEEHAN

looking back, it is when I have been

in my career over the years and I look

other countries who find themselves in a

‘dumped in the deep end’ that I really

forward to remaining in contact wherever

very different situation. We are heading in

learned, was challenged, and (hopefully)

our careers take us.

the right direction, the public is broadly

excelled. I find it is very easy to become

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

supportive of us, the government is

haven’t developed. I guess this holds

Take the wheel. Drive your own career.

people who can make it happen. We

true for me personally as much as it

Look for your own opportunities and elicit

should all be very proud and pleased of

does professionally.

support along the way. If you wait to be

our success and our future.

complacent with one’s career. My biggest fear is to look back after a few years and realise that I haven’t progressed or

supportive, we have exciting challenges across all sectors in the industry and we have some amazingly clever, talented

spoon-fed, then all you get is what is

My biggest fear is to look back after a few years and realise that I haven’t progressed or haven’t developed.

on offer, and I have just never accepted that what is on offer is all that is available to me. This mentality requires bringing as many people along with you on your career journey as you can – as support, advice, mentoring, and to challenge you. Your network can follow you for your entire career regardless of where you end up, and it can help you personally

What does your Young Generation Network role entail; and what recent initiatives have you been involved in with them? The YGN of over 1,500 people works hard to “develop a community for the

and professionally if you work at it. It will open doors for you and the responsibility is on you to realise it and walk through. The great part of this industry is that it’s a relatively small industry with some really great people in it. This makes for a strong network, and in recent years, there are a lot of doors to be opened.

future of nuclear in the UK” – supporting individuals who are new entrants to the industry and developing new skills as well as new career starters by providing training, networking events and personal development activities. I had the honour and pleasure of being the YGN Chair last year, and thus stepped down in December, handing over the reins to Alan Ruiz. I am now the Immediate Past Chair and as such ensure a smooth handover to Alan and consistency in the leadership of the YGN. I am trying

Your network can follow you for your entire career regardless of where you end up, and it can help you personally and professionally if you work at it.

Congress (IYNC), who had their very successful conference in Charlotte, N.C.,

Nothing. We can’t change the past or even

this summer. It is very motivating and

the present, so I am a believer in looking

encouraging to engage with the YGN. It

forward, granted to take cognisance of the

is a group of such enthusiastic and driven

past as we go. I think we have a positive

individuals. They have been a big influence

nuclear future. We could be like many

Representative for the International Youth

NuclearCONNECT

The UK nuclear industry has a lot of potential, nationally and internationally. decommissioning. In ten years, we will see sites achieving their interim closure state and major milestones being met across the NDA estate. The credibility, track record and capability will be exported around the world. I’m an optimist, so at the beginning of the next decade, I would expect we will have new nuclear on the bars, and in the early stages of a second fleet. Nuclear will be key in electrifying UK’s transportation. The industry will be vibrant and growing and we will have a flourishing academia and international

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

years. I also still maintain my role as UK

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

The industry is a world leader in

to encourage continuity in the initiatives the YGN has endeavoured in over the

I’m an optimist, so at the beginning of the next decade, I would expect we will have new nuclear on the bars, and in the early stages of a second fleet.

interest in our universities. Research and development will have made a significant comeback. I am very excited to be part of the UK nuclear renaissance.

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LAW: EMR

n A : R M E and k essential tas Herculean rket?

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are w Where

formi with re

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facilitate the huge investment needed in generating capacity. The Committee and

Working Group used their reports to highlight his edition we look at the proposed Electricity Market Reform (EMR), the Energy and Climate Change Committee Report on the draft

energy Bill pre-legislative scrutiny, and the

concerns that the Bill, in its current form, is unworkable, but stressed that by diligent revision a more practicable model could be achieved. Some of the key criticisms and suggested revisions are explained below.

Lords Informal Working Group Report on the Draft Energy Bill. The EMR is seen as playing a crucial role in ensuring that future electricity supply is clean, secure and affordable, with competition on a ‘level playing field’ between the different means of generation. The pre-legislative scrutiny has, however, thrown up some serious concerns, while acknowledging the “essential and Herculean task” that the Government is undertaking in reforming the electricity market. The Government has been pursuing a strategy of comprehensive EMR since late 2010. Initial proposals were consolidated in the Electricity Reform White Paper (2011) and then in the draft Energy Bill (2012). On

The Committee acknowledged a “great deal of merit” in CFDs but voiced concerns over ‘bankability’ and the complexity of the current planned implementation arrangements.

17th July, the House of Commons Energy and Climate Change Committee (‘Committee’) published its full report on the draft Bill, in advance of the likely presentation of the Bill to Parliament this autumn. On 16th August, the Lords Informal Working Group (‘Working Group’) published its report on the Draft Energy Bill. The Government’s three stated objectives for EMR are to decarbonise the electricity sector, to safeguard security of supply and to provide affordable energy for consumers. But perhaps, above all, the Government’s objective for EMR is to encourage and 66

NuclearCONNECT

Contracts for Difference (CFDs) CFDs are long-term instruments designed to provide stable and predictable incentives for investment in low carbon generation. CFDs are one of the original proposals from 2010 which have been carried through into the Bill. Under a CFD, a generator will enter a long-term contract based on a predetermined ‘strike price’ and will receive variable payments to ensure it receives the agreed tariff. Unlike a premium feed-in tariff, used for small-scale generation, generators must return payments if the market price

becomes higher than the strike price. The Committee sees CFDs as being “at the heart of the reforms”. The Committee acknowledged a “great deal of merit” in CFDs but voiced concerns over ‘bankability’ and the complexity of the current planned implementation arrangements. Three key issues were identified which could limit the effectiveness of EMR. Firstly, the multiparty counterparty model – where the counterparty to the CFD is a collective of energy suppliers – might be legally unenforceable, might not be creditworthy and might have a negative impact on suppliers’ balance sheets. Secondly, the financial cap on the capacity of the National System Operator to issue CFDs would create a new risk for developers, who could not be certain of their ability to secure a CFD for an otherwise approved project. Thirdly, the removal of the Renewables Obligation (RO) eliminates the incentive for larger suppliers to enter reasonable Power Purchase Agreements. The RO, the Government’s existing subsidy for largescale renewable energy infrastructure projects, places an obligation on suppliers to source the right kind of energy and, without it, independent generators could struggle to finance projects. The Committee recommended that the complex multiparty concept be replaced by a single counterparty model, underwritten by the Government. This, the Committee believed, would reduce the cost of capital for investors and instil confidence. If the Government were to go ahead without underwriting the model, then the Committee recommended a new impact assessment be carried out analysing the effect on suppliers’ balance sheets, the cost of capital and ultimately viability. The Working Group voiced WWW.THECONNECTSERIES.CO.UK

LAW: EMR

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particular concern over the likely “ministerial discretion” in coming years to award electricity supply contracts (and consequently raise potential judicial review/ state aid issues), and for the duration of those contracts (maybe 15 to 20 years) having to estimate strike prices for the electricity generated. This would place forward pricing risk squarely with the consumer. The Working Group concluded with proposing consideration of an alternative approach – use of an auction method for the long-term contracts.

Small-scale Feed-In Tariffs (FITs) The Committee noted the Government’s statement that community-owned renewable energy schemes where local people benefit from the power produced will be supported. Recognising that CFDs will be unlikely to work for small community schemes, the Committee recommended that the eligibility threshold for small-scale FITs be extended to at least 10MW and possibly as high as 50MW.

Capacity Mechanism (CM)

by the planned replacement of the UK’s present generating capacity with low carbon generation. The draft Bill provides statutory power for the Secretary of State to introduce a CM when ministers decide one is needed. Although the Bill provides for the creation of such a mechanism, it does not set out the detail of how the capacity auctions will work, which generators can take part and the content of the capacity agreements that capacity providers will enter. Aware of this uncertainty and the risks to investment, the Committee recommends that the finalised Bill lays out a clear framework within which the National System Operator will work when the CM is running. Before drafting any secondary legislation, the Committee feels it essential that Government questions its current assumptions and undertakes an analysis of the problem the CM is designed to solve and whether the costs of a capacity market are not significantly higher than the alternatives, such as a strategic reserve of generating plants. Additionally, the Government should clarify how it will ensure the CM remains compatible with a more integrated European electricity market.

Nuclear policy

At present generators are paid for the electricity they produce. The purpose of the CM would be to provide extra production capacity within the system as an insurance against power blackouts and to ensure a reliable consumer supply. According to the updated policy documents which accompanied the Bill, the CM will take the form of a capacity market through which the total amount of capacity needed to ensure security of supply will be bought through a central competitive auction conducted by the National System Operator a number of years in advance. ‘Capacity providers’ will enter ‘capacity agreements’ and will receive a steady payment in exchange for a promise to provide electricity when needed.

The draft Bill’s approach to nuclear energy production was the cause of a number of concerns which centred on the lack of process transparency by which the nuclear strike price would be set. Prior to the report, expert opinion had been that the Government would move to a market-based competitive price-setting model after the first phase of price setting ended, but the Committee appears unconvinced and has called for greater clarity about the nuclear strike price level beyond 2017. Without clear information as to the process of strike price negotiations it was felt that uncertainty would arise in the market for alternative forms of generation, hampering investment in projects such as wind and tidal.

The Committee recognised that there was no immediate threat to the security of electricity supply but that there could be future supply risk issues caused, for example,

The Committee suggests that independent industry experts should oversee the negotiation process and, in any event, that the strike price for nuclear energy should not

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exceed that for offshore wind. The Committee expressed its intentions to reconsider the expansion of the UK’s nuclear plant portfolio later this year.

Conclusions The concerns of the Committee centre on the proposed model for CFDs, the lack of clarity in the CM, and the lack of transparency of the proposed price-setting process for nuclear energy. There is concern that the CFD proposal for nuclear, and the proposed method for agreeing the strike price, lacks transparency and could be perceived as being made ‘behind closed doors’. To counter and increase confidence the Committee recommends that independent experts oversee the process. There is an apparent lack of confidence in the ability of this legislation to deliver the levels of decarbonisation needed for the UK to meet its commitments and its 2020 energy security aspirations. The Committee raises major concerns about the practicability of some aspects of EMR, and the implication is that there is still some way to go in the future revisions of the draft Energy Bill. Beyond revising the wording of the Bill itself, the Bill contains 50 provisions for delegated powers. Through these delegated powers, the Government will set out much of the detail for CFDs and the CM within secondary legislation, not all of which will come under parliamentary scrutiny. Something that the Committee and Working Party both agreed on was that delivering the EMR is vital, as is the Government fulfilling its commitment to deliver against its timetable. If this article raises any issues you would like to discuss or you would like to suggest subjects for future articles, please contact Gareth Davies on: 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-z-glossary Research: Andrew Walls – reading for a bachelor’s degree in law at the University of Cambridge.

NuclearCONNECT

HEALTH & SAFETY: ONR

Words: Colin Patchett

PAGE HEADER

Safety at the heart of new builD The role of the Office for Nuclear Regulation in assessing site licences and reactor designs

A Colin Patchett Deputy Chief Inspector, ONR

In July 2011, for the first time in 20 years in this country, an application was submitted to the UK nuclear safety and security regulator for a licence to construct and operate a new nuclear power station. Colin Patchett, deputy chief inspector at the Office for Nuclear Regulation, who leads its team assessing the site licence application for Hinkley Point C, provides an update on how work is progressing.

t the heart of everything we do at the Office for Nuclear Regulation (ONR) is our mission: to secure the protection of people and society from the hazards of the nuclear industry. As a regulator independent of government policy and of industry, we take an entirely neutral view on whether nuclear has a place in the future UK energy mix. Our job is to make sure that any organisation applying to build and operate a new station can do so safely and securely.

that are attached to the licence and their compliance is enforced by ONR.

So when NNB Generation Company, a subsidiary of EDF Energy, applied to ONR for a nuclear site licence for a proposed new site at Hinkley Point, Somerset, my team of expert, experienced nuclear safety inspectors began assessing the company’s suitability, capability and competence to install, operate and decommission a nuclear facility. This work involves assessing information submitted by NNB GenCo and interacting with its staff to confirm how the requirements of a nuclear site licence will be met.

context of the particular site. We also

An organisation wishing to carry out prescribed nuclear activities in the UK must apply for, and be granted, a nuclear site licence before it can start construction of nuclear safety-related plant. A site licence puts the licence holder under strict legal obligations and, importantly, gives wider and deeper regulatory powers to ONR to ensure the safe construction, commissioning and operation of a nuclear site. In particular, the licence holder must comply with conditions

In order to grant a licence for Hinkley Point C, my team of ONR inspectors will need to be satisfied that the applicant’s choice of site is suitable and that it understands the hazards and risks – particular to that chosen site and in general – of the activities that it proposes to carry out. The applicant must also demonstrate that it has a sufficient outline site safety case to manage these risks and protect people and society in the emphasise the need to gain confidence in the adequacy of the applicant’s governance arrangements, resources, competencies and management processes before we will consider granting a licence. Granting a nuclear site licence would be a significant step, but not in itself permission to start nuclear-related construction. This would require additional regulatory permission from ONR inspectors, under a licence condition. An important part of ONR’s assessment during the permissioning process will be securing confidence in the capability of the supply chain to deliver quality products ‘right first time’. Our assessment since the summer of 2011 has considered the adequacy of NNB GenCo’s organisation, its arrangements for complying with conditions attached to the licence and its ability to prepare a safety report for the proposed installation. This work has been progressing well and, so far,

Image: EDF Energy

NuclearCONNECT

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HEALTH & SAFETY: ONR

RENEWA-

we have found no substantive issues that are likely to deter us from granting a nuclear site licence. But our work has not finished yet and we will only issue a licence if we are satisfied at the end of our assessment that the company is capable of operating safely and securely. The onus throughout is on NNB GenCo to demonstrate that it is fit and able to discharge the obligations associated with holding a nuclear site licence.

An important part of ONR’s assessment during the permissioning process will be securing confidence in the capability of the supply chain to deliver quality products ‘right first time’. At the same time as ONR is assessing the organisational capability of NNB GenCo, the reactor that they wish to construct and operate at Hinkley Point C is going through a technical design assessment process. The UK EPR reactor design, from EDF Energy and Areva, is being scrutinised by ONR and the Environment Agency as part of the ‘Generic Design Assessment’, or GDA. The regulators have already granted the design an ‘interim’ acceptance, but in reaching this view we also identified a number of issues that the designers need to address before ONR and the Environment Agency could consider giving their final approval (our website has much more information about the Generic Design Assessment process at www.hse.gov.uk/ newreactors). Outside of ONR, other organisations and regulators have also been assessing the proposed Hinkley Point C site from a planning and environmental perspective. NNB GenCo will need a development consent order from the Planning Inspectorate before it can begin construction and environmental permits

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operation and decommissioning. We

ONR’s regulatory oversight continues throughout the lifetime of any installation.

challenge licensees to maintain a culture of continuous improvement and sustained excellence. ONR is determined to lead by example in relation to ensuring greater openness and transparency in the nuclear industry. We have acknowledged that we need to better explain to the public and stakeholders how we have reached our

from the Environment Agency prior to the start of operations.

decisions. This is why you will now find

Hinkley Point C is the first of a planned

website (www.hse.gov.uk/nuclear) on

new generation of nuclear power stations

regulatory matters relating to all parts of

proposed for construction in the UK.

the nuclear industry, civil and defence.

ONR’s role in assessing a site licence and

When we make our decision on NNB

reactor design is just one part of wider

GenCo’s site licence application, we will

plans for nuclear new build in the UK. The

publish a project assessment report online.

Department of Energy and Climate Change

This will set out what we have done and

is responsible for decisions on new nuclear

the basis for our decisions.

hundreds of reports and updates on our

policy for the UK and its current policy is available on its website (www.decc.gov.uk).

You can find out more about site

ONR’s regulatory oversight continues

licensing online at: www.hse.gov.uk/nuclear/licensing.htm

throughout the lifetime of any installation. As happens for all existing licensed nuclear

You can also keep up to date with the

sites in England, Wales and Scotland, our

latest news from ONR by signing up to

inspectors ensure licensees maintain high

our email news bulletins at www.hse.gov.

standards of safety and security

uk/nuclear, or follow us on Twitter:

throughout construction, and through

@ONRpressoffice

NuclearCONNECT

TRAINING: LEADERSHIP

Going beyond the call of duty Meet Gill Marsden: a shining example of leadership in skills Words: Bryony Stuart

ince joining NIS in 2008, Gill

successful we needed to make sure that

has been the propelling force in

we had the next generation of NIS talent

developing and implementing the

coming through.”

company’s skills strategy, which

Continuing development of skills and

has seen a whole host of key outcomes

succession planning are all the more

including the signing of the Skills Pledge,

vital in a company the size of NIS.

investing in apprentices, improving leadership and management skills, and creating a 32-strong team of STEM (Science, Technology, Engineering and Mathematics) ambassadors. What kickstarted the drive to develop skills in the business?

Gill Marsden NIS Business Development Director Gill Marsden of NIS has made skills a priority both within her own organisation and across the wider sector, and her unwavering commitment was heartfeltedly celebrated by her peers earlier this year when she was awarded the fourth Cogent SSC Award for Outstanding Leadership in Nuclear Skills. NuclearCONNECT caught up with Gill to talk to her about her passion for developing people and hear how, with vision and commitment, large and small companies alike can excel in developing skills. 70

NuclearCONNECT

“It’s not just about being able to grow, it’s also about being able to sustain the size of the business we’ve got.” Business growth and sustainability Directly responsible for business development at NIS, Gill is acutely aware of the importance of skills in meeting business needs. She explains, “Essentially, the first thing that hit me was that NIS had a fantastically knowledgeable and experienced workforce, but it was obvious that there weren’t a lot of employees at the other end of the spectrum. To move forward as a business and continue to be

“It’s incredibly important,” says Gill. “It’s not just about being able to grow, it’s also about being able to sustain the size of the business we’ve got.”

Social responsibility In harmony with meeting business objectives, Gill sees developing people as part and parcel of meeting the company’s responsibilities towards the wider community. In early 2009 she introduced a formal Corporate Social Responsibility programme: “Corporate social responsibility and our whole approach is fundamental to the success of the company, and I think for the industry as well. The way that we behave, the importance that we place on our people, recognising that they’re people who are living in a community and have families – they all need sustaining as well – it’s kind of a quid pro quo.” On a personal level, Gill is keen to see the next generation afforded the same opportunities that she had in her career path. “I was incredibly fortunate myself that I started on a junior process scheme at Sellafield when I was 16. It’s obvious that there aren’t as many of those sorts of schemes around as there used to be; and whilst there’s no way that a company of our size could do something on that scale, we need to grow our own talent.” WWW.THECONNECTSERIES.CO.UK

TRAINING: LEADERSHIP

“It used to be that the smaller organisations were seen as ‘plan B’ if they didn’t get into the larger organisations, but we’ve seen a real turn-around now and we are genuinely first choice for some of the youngsters in the area.”

Nurturing new talent NIS had not taken on apprentices for a number of years, so one of the first things Gill did was to re-introduce the programme. She explains, “We did that more or less at the same time as signing the National Skills Pledge and joining the National Skills Academy. Those three things gave the visibility to our employees that we are a company that’s committed to the development of our people.” There have been eight apprentices over the last three years, and another four are in the pipeline. Gill is quick to point out that while that doesn’t sound a lot, for a company of their size it is quite large in terms of percentage. “It’s brilliant that we get so many applicants now,” she enthuses. “We have people writing 12 months in advance, wanting to know when we’ll be recruiting and what people can possibly do to get on the shortlist.” Gill puts this success down to all the work that NIS has been doing with schools in the local area. “It used to be that the smaller organisations were seen as ‘plan B’ if they didn’t get into the larger organisations, but we’ve seen a real turn-around now and we are genuinely first choice for some of the youngsters in the area.”

“So far,” says Gill, “it’s still very much a work

look forward to them doing that; it’s

in progress, as it is for the industry at large.

something that’s unique to the nuclear

We felt that to be involved at the outset,

industry and to the UK, and we need to all

it again shows people that we have

make sure that we use it and get the benefit.”

commitment and a clear strategy and we’re

As well as actively encouraging existing

not just thinking about what we’re doing

nuclear companies to adopt the scheme,

now – we’re thinking about the work that

Gill has been working with the Nuclear

we’re going to be doing in the future, like in

Advanced Manufacturing Research Centre

the nuclear new build market.”

to run workshops aimed at engaging companies thinking about entering the

“Magnox have done a brilliant job of piloting it [the Nuclear Skills Passport] from an SLC perspective,” she says, “and we need to see the other Tier 1s getting on board now and doing the same thing.”

nuclear sector. “We’ve very much had an open-door policy and said, ‘Come and have a look and see what it means to work in the nuclear sector’ so that they understand the resource commitments and the benefits – which has been really well received.”

Promoting STEM Among the several credits that Gill and NIS have notched for their skills commitment was the award for ‘Most Dedicated Employer’ at the STEMNET Awards in December 2011, for their proactive approach in promoting STEM activities in the local school community. This involved a lot of hard work in the beginning: “It’s a two-way education thing,” explains

Gill is encouraged by evidence of the

Gill. “We’ve been working with STEM to

scheme working effectively across industry

make sure the teachers and all the

already, but she believes the key now is

educational establishments understand

getting everyone in the whole supply chain

first what we can do and what we can

behind it and playing their part – including

help them with. And it’s always really

the Site License Companies.

inspiring for 15–16-year-olds when they

first SMEs to implement the Nuclear Skills

“Magnox have done a brilliant job of piloting

can actually talk to people and understand

Passport – a web-based system to help with

it from an SLC perspective,” she says, “and

what it is that we actually do here. Since

assessing and planning training, skills and

we need to see the other Tier 1s getting on

then we’ve been absolutely inundated

people requirements.

board now and doing the same thing. I really

with requests!”

Championing the Nuclear Skills Passport Gill also ensured that NIS was one of the

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NuclearCONNECT

TRAINING: LEADERSHIP

NIS made it to the final four from 150

skills and then complete their apprenticeship

Says Gill, “When we did win, I think it was

ensure that all managers are managing in a consistent style. They are also introducing the Institute of Leadership and Management skills programme.

because we give our people the time to get

For Gill, leadership is something that has to

involved in STEM activities – and it’s amazing

be visible that people can believe in. “It’s

Foundations for the future

how much we’ve got out of doing it in terms

about doing what you say. It’s important to

of team-building. We get guys going out that

say, this is what we’re going to do and this is

would never normally get the chance to work

how we’re going to do it – and then to be

together. And particularly the graduates,

seen to be actually delivering on it – to

they’ve really developed their networking and

ensure that you maintain your credibility and

public speaking, and skills that they just

that you build up trust and then the whole

wouldn’t have the chance to develop in their

programme starts to build up momentum.”

department. So it is really now about just

day-to-day job, by going out and speaking

Showing what can be done

put in place.”

companies and went on to beat three major corporates – BT, AstraZeneca and BAE.

to a classroom full of children or a variety of teachers.” NIS now have 32 ambassadors – which is more than a third of the eligible workforce! And hot off the back of the success of a workshop they co-hosted with STEMFirst in May, they are now in the process of developing a whole programme of workshops with one of their local schools to support design and technology curriculum activities.

“It is about knowing how much difference it can make – particularly when people are trying to make career choices – to have somebody that they can look to, to help them form their career path.”

they just wouldn’t have been able to do anywhere else.”

The work doesn’t stop here for NIS in growing their talent. “I still think we’ve got a long way to go in terms of introducing more apprenticeships,” says Gill. “And we need to continue to bring in more and more graduates, particularly in the engineering building on all the foundations that we’ve

Gill’s boundless enthusiasm, commitment and natural coaching and mentoring ability won her the recognition of her peers earlier this year when she bagged the Cogent award for Outstanding Leadership in Skills at the annual Nuclear Skills Awards.

Gill would like to see all nuclear companies

“Maybe it was something that had only so far been visible in larger organisations. So for an organisation of our size to show such visible commitment to skills development and leadership was hopefully something slightly different,” she said.

supply chain companies to work together,

For Gill, there is no reason though why this should be the case. “I’d like to think that people can now see that is it possible to introduce effective skills programmes without having a huge corporate budget. We don’t have a budget for any of these activities; it’s the case that what you can give in time is often far more valuable than what you can give in money.” And in a small company, this may mean management stepping out of their core role to promote skills development. As Gill puts it, “We can’t afford to be too precious about who does what.”

Reaping the rewards Gill believes that NIS is seeing business

Leading the way

benefits and quality improvements as a

Gill’s experience at Sellafield clearly planted

direct result of their approach. “We are

getting involved to collectively raise the skills profile of the industry, and NIS have been helping other organisations to put skills initiatives in place. “The National Skills Academy acts as the core for all of the and I think it’s through our support of those sorts of organisations that it’ll make a difference if we all continue to collaborate. It’s just about ensuring that companies realise the responsibility they have for the next generation.”

Further information Gill joined NIS in late 2008 and was appointed as Business Development Director in 2011. NIS are a specialist integrated engineering company, providing bespoke design and manufacture of plant and equipment by the transfer of technology across a broad and diverse range of markets. If you would like NIS’s help with any of the initiatives described, please contact jhardman@nisltd.com; tel 01257 265656. www.nisltd.com

starting to get a reputation as a company

• STEMNET: www.stemnet.org.uk

others. “I’ve had the opportunity to work for

that is an employer of choice.

some fantastic leaders who have been really

“I think once you get the quality right in one

• Nuclear Skills Passport: www.nuclearskillspassport.co.uk

inspirational and motivational. And it is about

area of the business, it automatically

knowing how much difference it can make

happens that people’s approach – the way

– particularly when people are trying to make

they behave, the way they lead, the way they

career choices – to have somebody that

manage, it all has an impact on the quality of

they can look to, to help them form their

what we do.”

career path.”

What has been particularly rewarding for Gill

NIS have adopted the National Occupational Standards for all managers, and from the senior team down they are employing a coaching and mentoring approach to

is the feedback from employees, young

the seed for wanting to develop potential in

or move into a full-time role – something

NuclearCONNECT

people and teachers. “It’s when people say that it’s made a difference, or when we

• National Skills Academy for Nuclear: www.nuclear.nsacademy.co.uk • Cogent Sector Skills Council – Nuclear: www.cogent-ssc.com/ industry/nuclear/index.php • UK Nuclear Skills Awards 2013: email: kate.hutchins@cogent-ssc.com or m.kinsella@nuclear.nsacademy.co.uk

see young people come to us without any WWW.THECONNECTSERIES.CO.UK

FEATURE: NSA NUCLEAR

The SCAN scheme Supply Chain Apprentices for Nuclear A

pprenticeships are one of the key routes the nuclear industry utilises to help grow new talent, and they are a vital component to offset an aging workforce profile and to be able to pass on skills, knowledge and experience for the future UK nuclear programme.

Initially launched at the end of July 2012, the scheme has attracted a great deal of interest, and is currently processing its first applicants – one of which is from CSE Controls Limited, who will be using the grant to employ an apprentice.

There is a strong demand for apprentices in the future; estimates suggest that between 2012 and 2016, as many as 4,000 apprentices may be required. Recent research into apprenticeships undertaken by the National Skills Academy for Nuclear (NSA Nuclear) with its member companies revealed a shortfall in planned apprentice recruitment to meet this target.

“Supply chain companies need more support to encourage and enable them to employ apprentices.”

To help employers increase the number of apprentices in the nuclear supply chain, the NSA Nuclear has launched the Supply Chain Apprentices for Nuclear (SCAN) scheme.

Jean Llewellyn OBE

CSE’s Managing Director, Kevan Jones,

SCAN uses investment provided by larger employers in the nuclear industry to provide grants direct to their medium and SME supply chain companies. These grants can provide supply chain companies with a contribution of up to £10k over the apprenticeship framework duration, to help towards the cost of employing apprentices for the first time or employing apprentices above the normal intake quota.

explains, “SCAN funding will provide us with

Through the SCAN scheme apprentices can also apply for educational bursary funding to help with their CPD requirements.

to our company, gaining individuals with

the opportunity to introduce an apprentice scheme to the company for the first time this year, and the timing couldn’t be better with the launch of our new base in Warrington at the centre of the nuclear industry. “We are keen to encourage and develop new talent in the industry, helping to bridge the skills gap for the future. We regard the apprentice programme as a valuable asset genuine enthusiasm and work skills tailored for our business needs.”

Jean Llewellyn OBE, Chief Executive of the NSA Nuclear, comments, “We are delighted that we can provide support for the supply chain working in nuclear to grow their resource capability via apprenticeships. “Supply chain companies need more support to encourage and enable them to employ apprentices. This can only be sustained with investment from our larger employers and it is really encouraging to see that the Nuclear Decommissioning Authority (NDA), Sellafield Ltd and the Low Level Waste Repository Ltd are leading the way. “Such investment by employers demonstrates a clear message that larger employers are starting to take an active leadership role for the skills requirements for their supply chains.” SCAN builds on the very successful Community Apprenticeship Scheme (CAS), which was funded by the NDA and managed by the Skills Academy. Over the past four years of operation CAS has provided real added value by enabling an additional 128 apprentices to be employed by supply chain companies working in nuclear.

Eligibility To be eligible for the SCAN grant, supply chain companies must be a member of the NSA Nuclear, have a turnover in nuclear under £15m per annum and less than 500 employees. SCAN-funded apprentices will complete their framework via a Skills Academy Quality Assured provider. If you are interested in SCAN, further information, including a full listing of QA providers, can be found on the NSA Nuclear’s website: www.nuclear.nsacademy.co.uk

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NuclearCONNECT

FEATURE: THE OPEN UNIVERSITY

Unclear about nuclear? How a new free Open University course and App can provide a valuable learning experience for those new to the industry Words: Elizabeth Whitelegg, The Open University

NuclearCONNECT

he Open University (OU) has just launched a free online course for young people who would like a non-mathematical introduction to

the science behind nuclear energy. Although aimed at 18-25-year-olds, with a view to motivating them to seek out further learning in preparation for a career in the nuclear industry, the course doesnâ&#x20AC;&#x2122;t require a science or maths background and is suitable for anyone with an interest in the topic. The course consists of 20 hoursâ&#x20AC;&#x2122; worth of study materials, including videos, interactive exercises, animations and a final quiz that tests overall understanding of the course and offers feedback on incorrect responses. The online course will also be available as an e-Book from the OU platform on iTunesU. Alongside the course an interactive game has been designed as an App for Android phones and tablets. The game asks the player to choose which electrical devices they want to have switched on in their home (e.g. TV, lights, computer, heating, washing machine, etc.) and challenges them to see how many they can have on at once before they reach the limit of the percentage installed capacity for their

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FEATURE: THE OPEN UNIVERSITY

The purpose of the game is to make young people aware that energy is a valuable and limited resource. household. The game has three levels through which the player can progress by giving the correct answers to questions about energy supply and use. Players are guided by a futuristic robot N.E.I.L. (Nuclear Empowered Intelligent Lifeform) and Professor Princess Aya, a V.I.P. (Very Intelligent Professor). The purpose of the game is to make young people aware that energy is a valuable and limited resource and, in particular, that nuclear power needs to be part of the energy supply mix in order to meet the UK’s future energy needs. The final screen of the App encourages players to try the online course via a link to the course website. Eighty per cent of the young people who tested the online course said that it had made them more interested in nuclear energy and inspired them to consider working in the nuclear industry. Half said they would like to learn more about nuclear energy. All the volunteers tried the quiz at the end of the course

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to test their learning. They were also encouraged by the course’s approach and the combination of science with legislative information and nuclear technologies. They said:

eBook are especially attractive and make the subject come alive. We look forward to a great uptake by all!”

“[Nuclear] has always been a major interest for me, but I felt I lacked the mathematical ability. This [course] made me realise that high-level mathematical ability is not a prerequisite for either an interest or a career in the field.”

in nuclear, such as that provided by the

“[working in the nuclear industry] …sounds very interesting work – a combination of science with government policy. It seems like a very good way of producing energy in the future.”

supports the exploration

Jenny Richards of Nuclear Management Consultancy said of the course: “This is a great idea from the OU, appealing to the age group which will be the future of nuclear engineering in the UK. The imaginative use of an App and an

The course points learners towards qualification-bearing learning opportunities National Skills Academy for Nuclear and the OU. Production of the course and the App is a National HE STEM Programme funded activity. The National HE STEM Programme of new approaches to recruiting students and delivering programmes of study within Science, Technology, Engineering and Mathematics (STEM) disciplines. The course can be found at: http://openlearn.open.ac.uk/course/view. php?id=4563 The e-Book is available from the OU page of iTunesU.

NuclearCONNECT

FINANCE: DELOITTE

Funded Decommissioning Programmes As progress is made on UK policy, Deloitte explore the remaining challenges for nuclear build operators Words: Jenn Hazlehurst and Denis Sorkin

Funded Decommissioning Programme (FDP) must be developed by all nuclear build operators in the UK in order to demonstrate to stakeholders, including the UK Government, that sufficient monies will be set aside in a ring-fenced fund to decommission and clean up their operations.

Figure 1. Illustrative FDP structure

Shareholders

Government

Balancing prudence with affordability is likely to be a cornerstone of the debate, as operators of new nuclear plants seek to recover the cost of the FDP through the future electricity price. The final guidance, issued in December 2011, set out a number of Guiding Factors (principles) that need to be satisfied before the FDP can be approved by the Secretary of State. These are: • clear structure; • realistic, clearly defined and achievable plans for

Nuclear Generating Company

Decommissioning Fund

decommissioning, waste management and waste disposal; • robust cost estimates; • transparency; • clear terms and clear divisions of roles and responsibilities; and

The UK Government first issued guidance on developing an FDP for new nuclear installations in February 2008 following a policy decision that nuclear power should be a part of Britain’s future energy mix. The Energy Act 2008 followed, setting out a legal framework and high-level objectives for the FDP. Since then, much progress has been made through public consultation and meetings with stakeholders. Yet a number of challenges remain. In particular, balancing prudence with affordability is likely to be a cornerstone of the debate, as operators of new nuclear plants seek to recover the cost of the FDP through the future electricity price.

NuclearCONNECT

• durability. In addition, the Fund structure should demonstrate independence, including measures to ensure sufficiency of future funds, put restrictions on the use of assets, and be insolvency remote. Ensuring fund sufficiency is arguably the requirement most difficult to interpret and measure against. In theory, calculating a target fund value at the end of a plant’s operating life by reference to the present value of decommissioning, waste management and waste disposal expenditure does not cause significant problems. It becomes complicated, however, when one starts asking, WWW.THECONNECTSERIES.CO.UK

FINANCE: DELOITTE

Figure 2. Policy timeline

Policy timeline 2003

White paper – Keep the Nuclear Option Open (KNOO)

2007

Energy White Paper: Meeting the Energy Challenge

2007

‘The Future of Nuclear Power’consultation

February 2008

Consultation on Funded Decommissioning Programme guidance

November 2008

Energy Act

December 2011

Funded Decommissioning Programme Guidance

2012

Draft Energy Bill setting out EMR proposals

“What if?” What if a reactor is only operational for a short period of time? What if there is a prolonged outage? What if a nuclear plant becomes much more expensive to decommission? What if there is a stock market crash that wipes out the value of the fund? At least some of these concerns are to be addressed through a process of annual and quinquennial reviews – a detailed and comprehensive mechanism that should ensure that the assumptions within FDP are up to date and independently verified. Following the restructure of British Energy in 2005, the Government assumed the role of making good any deficit in funds available to cover its nuclear liabilities. It has since asked future nuclear operators to make prudent provisions for the full cost of decommissioning and their share of waste management and disposal costs. In this context, the appropriate level of prudence is a difficult concept to agree on. It is perhaps possible to predict, with a reasonable degree of accuracy, what it will cost to decommission a nuclear site today, but this is not without issues. (Although dealing with much more complex

of decommissioning today’s reactors, together with any process innovation and automation, will hopefully offset any real cost escalation. Another area where the definition of prudence within the FDP is important will be around projected future rate of return on the fund’s assets. Over several decades small changes in investment returns can have a material impact on the cost of the FDP, and it will be important to balance short-term volatility with longer-term expectations.

provisions increased from £24.1bn at inception in 2005 to £49.2bn in 2011, largely due to changes in estimates.) It is much more challenging trying to forecast 100 years ahead. It is not all doom and gloom however. Globally, over 400 reactors are in operation today (source: World Nuclear Association) and most of these are likely to be decommissioned by the time a new generation of UK nuclear power stations cease operations. The combined experience WWW.THECONNECTSERIES.CO.UK

In considering ways to minimise the risk of recourse to public funds in the event of insufficient funds and operator insolvency, one needs to consider a whole suite of measures including, but not limited to: • timing of fund contributions; • periodic reforecasting; • modelling risk and contingency; • security arrangements; and • parent company guarantees.

The combined experience of decommissioning today’s reactors, together with any process innovation and automation, will hopefully offset any real cost escalation.

sites and challenges, the Nuclear Decommissioning Authority’s nuclear

consultants to provide unqualified opinions that the FDP assumptions are suitably prudent.

Individually, none of these measures can provide acceptable protection against insufficient funds and at the same time keep the FDP affordable. However, taken together, these elements may provide a prudent and affordable FDP that meets the objectives set out in the Energy Act of prudent provision for the likely costs to be incurred in decommissioning and waste management. With many pieces of the jigsaw puzzle still a ‘work in progress’, the first deadline is fast approaching, with FDP negotiations a key part of any Final Investment Decisions due this year. To add to the complexity, how all of this fits within EMR and transitional arrangements will also need to be resolved in

Developing and updating FDP projections will involve a significant degree of judgement on behalf of the operator. Consequently, the guidance includes a requirement for independent verifiers to be appointed to carry out periodic assessments of the cost estimates and any security provided to meet such costs. The nature and format of verifiers’ reports is unclear at the moment, given the broad scope of verification and lack of precise assessment criteria. However, it is not inconceivable that there will be little appetite among financial and technical

the remaining months before any investment decisions are taken.

Jenn Hazlehurst and Denis Sorkin are members of Deloitte’s nuclear team, which is led by Daniel Grosvenor. If you have anything you would like to discuss, please contact: Jennifer Hazlehurst Tel: 0161 455 6206 Email: jhazlehurst@deloitte.co.uk Web: www.deloitte.co.uk NuclearCONNECT

FORTHCOMING FEATURES

EDITION 12 DEADLINES

DOUNREAY ACCELERATED DECOMMISSIONING PROGRAMME

EDITORIAL DEADLINE

BDP discuss the newly developed forward programme of decommissioning projects.

13TH NOVEMBER 2012

MAGNOX SITES Forthcoming supply chain opportunities around the framework initiative plus a PBO competition update.

SELLAFIELD ‘VOICE OF SUPPLY CHAIN’ 2012 A review of the survey conclusions and actions for 2013 – an improving picture for the supply chain alongside upcoming framework projects?

ADVERTISNG DEADLINE 23RD NOVEMBER 2012

IS CUMBRIA TO BENEFIT FROM FUTURE NUCLEAR PROJECTS? A look at vital local decisions on an underground waste repository, new nuclear generation via NUGEN, and National Grid power line routes. Features subject to change

Please get in touch for more information

T: +44 (0)1937 580422 E: bryony.stuart@theconnectseries.co.uk

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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01789 762255

Risktec Solutions Ltd

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

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

Business Performance Accenture UK

........

0114 230 8479

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

Saker Solutions Ltd

Building Information Modelling (BIM)

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

Soma Consultants Ltd ................................................................................01684 541191 Spatial Consultants Ltd ............................................................................0845 680 9845

07990 790554

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

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

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

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

Zense LLP

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

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

01454 325352

AFA Project Management Ltd ..................0845 838 9918 / 01362 692973 AJM Consulting Services Ltd ................................................................01752 764232 Amec Nuclear (Cheshire) ..........................................................................01565 652100 Arup ..........................................................................................................................0121 213 3000

Business Support Services Accenture UK

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

07990 790554

Bell Amethyst ......................................................................................................01844 238844 01905 458307

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

CMCA (UK)

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

Cogent SSC Ltd ..............................................................................................01925 515200

C-Tech Innovation

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

0151 347 2978

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

Colmena Associates Ltd

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

01900 810559

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

Curtin&Co ............................................................................................................0207 399 2280

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

01925 256650

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

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

01905 458307

enzen Global Ltd ............................................................................................01925 748 627

Centre for Assessment Ltd CMCA (UK)

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

Into Somerset

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

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

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

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

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

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

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

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

EBM Strategic Consulting Ltd ............................................................0208 878 4226 EC Harris LLP ....................................................................................................01642 345608 Eversheds LLP ................................................................................................0845 497 9797 FMC ............................................................................................................................01275 372230 Forgetrack Ltd NuclearCONNECT

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

01992 500900

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

0845 1222 066

Speedy Asset Services Ltd ..................................................................0845 601 5129 Tannahill Reay Visual Communications Ltd ..............................01942 262424 Tees Valley Unlimited (the Inward Investment Organisation for Tees Valley) ..................................................................01642 632004 Trebuchet

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

If your entry is incorrect or you would like to subscribe please complete and return the amendment form on page 141

01473 213000

Category Listings Paragon Surveys Ltd ....................................................................................01257 453200

Cable / Wiremarking Identification

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

KROY EUROPE LTD

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

Unit 2, 14 Commercial Road, Reading, Berkshire, RG2 0QJ UK

Ramboll ..................................................................................................................0131 550 4070 RDT Chamber Solutions............................................................................01782 375470

Contact: Barrie Hamilton E: info@kroyeurope.com or hamilton@kroyeurope.com T: 0118 986 5200 F: 0118 986 5205 W: www.kroyeurope.com

Remmers UK Ltd ..........................................................................................0845 373 0103 Rider Levett Bucknall UK Ltd............0121 503 1530 / 07771 986099 ScanTech International Ltd ......................................................................01625 260446 SEB Management Services Ltd ..........................................................01946 725935

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

SGS Industrial Services ..............................................................+49 40 570 1974-20 Shaw Power ........................................................................................................01908 668844

AECOM ..................................................................................................................0161 601 1700 AECOM (Liverpool) ......................................................................................0151 331 8900 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 Cadinox, S.A. ................................................................................................+34 943 697033 Carillion Plc ..........................................................................................................01925 858000 Chandler KBS ....................................................................................................02920 352300

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 WYG Engineering Ltd (Cumbria) ........................................................01900 898600 Zyda Law Solicitors

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

01789 294305

Cost Management

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

0151 726 8334

CMCA (UK)

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

0161 910 3444

Davis Langdon LLP

City Surveys Costain

Spraylat International Ltd ..........................................................................01536 408409

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

01905 458307

0207 061 7000

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

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

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

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

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

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

Curtin&Co ............................................................................................................0207 399 2280

Hambleton Risk Management Ltd ....................................................01904 728995 01946 694970

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

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

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

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

Fugro Seacore Ltd..........................................................................................01326 254500 Golder Associates (UK) Ltd ..................................................................0115 937 1111 Hambleton Risk Management Ltd ....................................................01904 728995 Hanson UK

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

01628 774100

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

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

SWEETT GROUP Bass Warehouse, 4 Castle Street, Castlefield, Manchester, M3 4LZ Contact: E: T: W:

Nigel Adcock nigel.adcock@sweettgroup.com 0161 832 9497 www.sweettgroup.com

Hydrock ..................................................................................................................01454 619533 Marsh Construction Ltd ............................................................................01274 873016

Electrical Engineering

Matchtech Group plc ..................................................................................01489 898989

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

On-Site Supplies & Highline UK ..........................................................01293 744447

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

If your entry is incorrect or you would like to subscribe please complete and return the amendment form on page 141

NuclearCONNECT

CONSULTING ELECTRICAL ENGINEERING

Construction

Category Listings Allenwest Brighton Ltd ................................................................................01273 625147

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

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

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

Aquila Nuclear Engineering Ltd ..................................................01962 717000

Tenet Consultants Ltd

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

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

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

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

ATG

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

AVEVA Solutions Ltd

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

Babcock International Group - Nuclear Division

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

01942 868900

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

01925 230700

Engineering

01246 572300

0116 201 5346

BIS ATG ..................................................................................................................01942 868900 Blue Cooling ........................................................................................................01539 724741 Boulting Group ..................................................................................................01925 446000 Business Explained Ltd ..............................................................................01928 500278 Cal Enterprises Ltd ........................................................................................01229 826692

ABS CONSULTING EQE House, The Beacons, Warrington Road, Birchwood, Warrington WA3 6WJ Contact: E: T: F: W:

Ian Sharrock EnquiriesUK@absconsulting.com 01925 287300 01925 287301 www.absconsulting.com/europe/

Cloudis Ltd ..........................................................................................................0161 820 4291 01905 458307

Adelaide Engineering Co. Ltd

01642 662400

Adelard LLP........................................................................................................0207 490 9450

0161 910 3444

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

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

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

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

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

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

Ainscough Vanguard Ltd ..........................................................................01257 441111

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

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

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

Almond & Mellor Services Ltd ..............................................................01254 705498

Drallim Industries Ltd ....................................................................................01424 205140

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

EADS Test and Services (UK) Ltd ......................................................01202 872800

AMP Consultants ............................................................................................01325 481941

Edmundson Electrical Ltd ........................................................................01228 526231

Ansys UK Ltd ....................................................................................................0114 281 8888

CMCA (UK)

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

Cordell Group Ltd Costain

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

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

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

01706 365604

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

AQUILA NUCLEAR ENGINEERING LTD

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

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

Hydrock ..................................................................................................................01454 619533 IDAC Ltd

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

0844 212 5900

Industrial Automation and Control Ltd ..........................................01633 293000 JF Faber Ltd ........................................................................................................01772 622200

Contact: E: T: F: W:

Dave Barker DBarker@aquilaeurope.eu 01962 717000 01962 717017 www.aquilaeurope.eu

Leoni Tailor - Made Cable UK ..............................................................01246 558618 Lloydâ&#x20AC;&#x2122;s Register EMEA ................................................................................01980 671596 Matchtech Group plc ..................................................................................01489 898989

CONSULTING ENGINEERING

Morson Projects Ltd ..............................................................................0161 707 1516

Mowat Technical & Design Services Ltd ......................................01847 808440 NCE Switchgear Ltd (New Circuit Engineering)

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

0141 952 1166

Arup ..........................................................................................................................0121 213 3000 Assystem UK Ltd ............................................................................................01772 645000

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

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

ATG

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

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

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

Axis Ltd ....................................................................................................................01224 284310

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

Babcock International Group - Nuclear Division

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

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

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

Baskerville (Reactors & Autoclaves) Ltd

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

Beaverway Engineering Services Ltd ............................................0151 526 1046

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

BHR Group ..........................................................................................................07785 621669

NuclearCONNECT

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

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

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

If your entry is incorrect or you would like to subscribe please complete and return the amendment form on page 141

01942 868900

0116 201 5346

0161 848 5960

Category Listings BIS ATG ..................................................................................................................01942 868900

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

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

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

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

Inspectahire Instrument Co. Ltd

Boldman Ltd ........................................................................................................01204 522123

James Fisher Nuclear Ltd

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

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

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

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

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

01884 842942

Kroy Europe Ltd

01224 789692

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

01772 622200

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

0118 986 5200

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

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

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

Linde Castle Ltd

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

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

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

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

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

Maintenance and Projects (South) ....................................................02920 814110

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

Matchtech Group plc ..................................................................................01489 898989

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

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

City Surveys

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

0151 726 8334

Claxton International ....................................................................................01244 661000 Cloudis Ltd ..........................................................................................................0161 820 4291 Cordell Group Ltd Costain

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

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

01642 662400

0161 910 3444

Crane Services Ltd ........................................................................................01384 370318 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 ..........................................................................0191 478 1789 Drallim Industries Ltd ....................................................................................01424 205140

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

01325 311526

McKenzie Douglas ............................................................................................01900 66051 Mega-Tech Services, LLC ................................................................+1 804 789 1577 Micromech Ltd ..................................................................................................01376 333333 Morgan Est Plc ................................................................................................0161 873 2500 Morson Projects Ltd ..............................................................................0161 707 1516 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

Eden Brown........................................................................................................0161 233 1600

Nuclear Technologies (Dorset) ..............................................................01847 805070

Environmental Scientifics Group ........................................................01283 554400

Nuclear Technologies (Gloucester)....................................................01425 720760

enzen Global Ltd ............................................................................................01925 748 627

Nuclear Technologies (Harwell) ............................................................01235 838527

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

Nuclear Technologies (Warrington)

Fortis Remote Technology

01229 716689

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

Frazer Nash Consultancy Ltd ..............................................................0117 922 6242

OCCMS (Orion Completions and Commissioning Management Services)..............................................................................0191 261 9577

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

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

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

01952 201901

Fugro Seacore Ltd..........................................................................................01326 254500 Gantry Railing Ltd ................................................01452 300688 / 01452 397426 GE Inspection Technologies

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

0845 601 5771

Geotechnics Ltd ..............................................................................................01244 671117

P2 International Ltd

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

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

01925 826996

01242 672852

P.P. Plasma ......................................................................................................0161 736 9299 Paragon Surveys Ltd ....................................................................................01257 453200 Pegasus Hydraulics Ltd

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

0844 800 8316

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

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

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

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

01282 695121

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

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

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

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

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

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

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

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

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

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

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

Graham Engineering Ltd

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

If your entry is incorrect or you would like to subscribe please complete and return the amendment form on page 141

NuclearCONNECT

CONSULTING ENGINEERING

BridgeZone Ltd

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

Category Listings Rhopoint Components ..............................................................................0870 608 1188

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

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

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

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

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

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

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

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

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

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

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

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

C-Tech Innovation

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

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

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

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

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

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

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

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

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

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

07715 343950

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

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

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

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

Environmental Scientifics Group ........................................................01283 554400

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

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

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

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

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

HPA (Health Protection Agency)

SP Illustrations

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

CONSULTING ENVIRONMENTAL

0151 347 2978

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

01235 831600

01925 230700

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

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

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

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

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

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

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

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

LRQA - Lloydâ&#x20AC;&#x2122;s Register Quality Assurance Ltd ..........0800 783 2179

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

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

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

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

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

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

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

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

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

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

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

PacTec EPS Ltd ............................................................................................01946 695005

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

Paragon Simulation Services Ltd

Virtual Engineering................................................07968 353989 / 01253 739737

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

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

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

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

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

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

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

Tenet Consultants Ltd

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

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

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

Environmental

RSK Radiological ............................................................................................01928 728166

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

NuclearCONNECT

If your entry is incorrect or you would like to subscribe please complete and return the amendment form on page 141

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

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

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

HDS Services & Equipment ..................................................................0208 690 1999

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

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

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

Human Applications Ltd ............................................................................01509 211866

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

Industrial Consultancy Ltd

WSP Group ........................................................................................................0161 886 2497

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

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

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

WYG Engineering Ltd (London) ........................................................0113 278 7111 Zyda Law Solicitors

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

01789 294305

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

MC2 Contracting Services Group

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

01539 448107

01642 660600

Nuclear Institute (North East) ..............................................................0191 276 2070 QualSurv Environmental Solutions Ltd ........................................0113 251 5200

Geotechnical Services

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

Geotechnics Ltd ..............................................................................................01244 671117

Risktec Solutions Ltd

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

01925 611200

SGS Industrial Services ..............................................................+49 40 570 1974-20

Health & Safety Consultants Abbott Risk Consulting Ltd ..................................................................0131 220 0164 Acclaim Training Ltd ......................................................................................01946 832587

Shires Safety Consultants Ltd ..............................................................01630 658929 Speedy Asset Services Ltd ..................................................................0845 601 5129 Techsafe Consultants ..................................................................................01477 537458

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

Total Access (UK) Ltd ..................................................................................01785 850333

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

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

Altran Praxis Ltd ..............................................................................................01225 466991

Virtual Engineering................................................07968 353989 / 01253 739737

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

Woodward Management Training ......................................................01228 592614 Zyda Law Solicitors

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

01789 294305

ARCO LIMITED Knowledge Management

Arco Limited, Head Office PO Box 21, Waverley Street, Hull HU1 2SJ E: T: F: W:

Construction Team Technologies Ltd............................................0113 397 0410

sales@arco.co.uk 01482 222522 01482 218536 www.arco.co.uk

Corporate Risk Associates Ltd ............................................................01925 471889 EBM Strategic Consulting Ltd ............................................................0208 878 4226

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

Burges-Salmon LLP ....................................................................................0117 939 2000

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

Endeavour Partnership, The ..................................................................01642 610347

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

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

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

Harrison Goddard Foote..........................................................................0113 233 0100

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

McGrigors LLP ................................................................................................0161 662 8000

Assure Safety Solutions ............................................................................01900 819271

MORGAN LEWIS & BOCKIUS LLP Condor House, 5–10 St Paul’s Churchyard, London, EC4M 8AL

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

Contact: E: T: W:

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 Axiom Consulting Engineers Ltd ........................................................01786 831800 Baker Mallett LLP ..............................................................................................01946 66377

Pinsent Masons LLP ..................................................................................0207 490 6282 Zyda Law Solicitors

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

01789 294305

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

Management Support

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

Abbott Risk Consulting Ltd ..................................................................0131 220 0164

Cape Industrial Services Ltd ..................................................................01925 865900

Accenture UK

Complete Construction Facilities Ltd ..............................................01282 680067

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

0207 061 7000

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

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

AFA Project Management Ltd ..................0845 838 9918 / 01362 692973

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

AJM Consulting Services Ltd ................................................................01752 764232

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

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

Davis Langdon LLP

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

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

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07990 790554

NuclearCONNECT

CONSULTING MANAGEMENT SUPPORT

Law Firms

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

Risktec Solutions Ltd

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

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

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

Saker Solutions Ltd

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

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

Bell Amethyst ......................................................................................................01844 238844

Simply Contracting Ltd ............................................................................0871 703 3384

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

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

0151 347 2978

Soma Consultants Ltd ................................................................................01684 541191

01925 256650

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

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

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

Cogent SSC Ltd ..............................................................................................01925 515200

Tenet Consultants Ltd

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

Trebuchet

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

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

01900 810559

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

Complete Construction Facilities Ltd ..............................................01282 680067

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

C-Tech Innovation

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

Centre for Assessment Ltd

Colmena Associates Ltd

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

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

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

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

01925 611200

01789 762255

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

01925 230700

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

01473 213000

CONSULTING MAPPING AND GEOGRAPHIC INFORMATION SYSTEMS (GIS)

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 Eversheds LLP ................................................................................................0845 497 9797 FMC ............................................................................................................................01275 372230 Forepoint Ltd ......................................................................................................01772 511001 Franklin & Andrews Ltd ..............................................................................01244 346261 Godwin Symons Ltd ........................................................................................01900 85722 Hambleton Risk Management Ltd ....................................................01904 728995 I.C.E. Service Group, Inc. ..................................................................+1 724 266 7580 Industrial Technology Systems Ltd ..................................................01642 222232 JCP Consultancy Ltd

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

0114 230 8479

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

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

01454 325352

Mapping and Geographic Information Systems (GIS) Southern Scientific

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

01273 497600

Spatial Consultants Ltd ............................................................................0845 680 9845 WSP Group ........................................................................................................0161 886 2497 WYG Engineering Ltd (Cumbria) ........................................................01900 898600

Mechanical Abbott Risk Consulting Ltd ..................................................................0131 220 0164 01706 365604

Louisville Consultancy Ltd, The ..........................................................07740 844847

Adelaide Engineering Co. Ltd

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

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

0161 875 2510

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

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

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

01642 660600

Aquila Nuclear Engineering Ltd ..................................................01962 717000

Manufacturing Advisory Service (MAS) North West

MC2 Contracting Services Group

........

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

Morgan Lewis & Bockius LLP ..................................0203 201 5000 / 5644 MWH UK Ltd ......................................................................................................01925 845000 New Energy Ventures Ltd ........................................................................07775 895818 Nuclear Institute (North East) ..............................................................0191 276 2070 Nuclear Project Associates Ltd ..........................................................0844 357 9604 OCCMS (Orion Completions and Commissioning Management Services)..............................................................................0191 261 9577

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

Arup ..........................................................................................................................0121 213 3000 ASTEC Services Ltd ................................................................................01625 590008 Babcock International Group - Nuclear Division

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

0116 201 5346

BD Nuclear Ltd ..............................................................................................02392 370777 Blue Cooling ........................................................................................................01539 724741 Boldman Ltd ........................................................................................................01204 522123 Crane Services Ltd ........................................................................................01384 370318

01242 672852

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

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

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

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

Drallim Industries Ltd ....................................................................................01424 205140

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

Drive & Coupling Solutions ......................................................................01539 442252

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

Fortis Remote Technology

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

GE Inspection Technologies

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

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

P2 International Ltd

NuclearCONNECT

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

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

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01229 716689

0845 601 5771

Category Listings Hayward Tyler ....................................................................................................01582 731144

Project Management

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

20/20 Business Insight Ltd

Imass Ltd ..............................................................................................................0191 213 5555

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

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

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

John Crane (UK) Ltd ..................................................................................0161 872 2484

AFA Project Management Ltd ..................0845 838 9918 / 01362 692973

01325 311526

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

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

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

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

Maintenance and Projects (South) ....................................................02920 814110 Matchtech Group plc ..................................................................................01489 898989 Mayflower Engineering ..............................................................................0114 244 1353 Morson Projects Ltd ..............................................................................0161 707 1516 Mowat Technical & Design Services Ltd ......................................01847 808440 North West Projects Ltd ............................................................................01257 231604 Nuclear Support Services Ltd ..............................................................01477 534580 Operational Command Training ..........................................................01244 405270 Penny Hydraulics Ltd ..................................................................................01246 811475

01382 730880

ANNA Solutions Ltd ......................................................................................01256 882217 Aquila Nuclear Engineering Ltd ..................................................01962 717000 Arup ..........................................................................................................................0121 213 3000 ASTEC Services Ltd ................................................................................01625 590008 Axis Ltd ....................................................................................................................01224 284310 Babcock International Group - Nuclear Division

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

0116 201 5346

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

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

01229 870168

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

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

Business Explained Ltd ..............................................................................01928 500278

PKA Company Ltd

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

Project Installation Management Commissioning Ltd (PIMCOM) ............................................................07816 753556 Radius Systems Ltd ......................................................................................01773 582312 Ramboll ..................................................................................................................0131 550 4070 React Engineering ..........................................................................................01946 813778 Renault-Nissan Consulting ......................................................................01923 697269 Risktec Solutions Ltd

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

01925 611200

SCX Special Projects..................................................................................0114 243 1142 SEB Management Services Ltd ..........................................................01946 725935 Simon Carves Ltd..........................................................................................0161 486 4000

C-Tech Innovation

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

0151 347 2978

Carillion Plc ..........................................................................................................01925 858000 CH2M Hill (UK) ................................................................................................0203 479 8000 Chandler KBS ....................................................................................................02920 352300 CMCA (UK)

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

01905 458307

Collinson Grant Ltd ......................................................................................0161 703 5600 Complete Construction Facilities Ltd ..............................................01282 680067 Construction Team Technologies Ltd............................................0113 397 0410 Corderoy Energy Ltd ....................................................................................01946 595830 Costain

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

0161 910 3444

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

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

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

Star Refrigeration Ltd ................................................................................0191 415 7755

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

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

Davis Langdon LLP

Tharsus Engineering Ltd ..........................................................................0191 483 2816

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

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

DMS Nuclear....................................................................................................01489 576600

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

Doosan Power Systems ..........................................................................0191 478 1789

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

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

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

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

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

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

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

Forepoint Ltd ......................................................................................................01772 511001

Wilde Analysis Ltd ........................................................................................0161 474 7479

Forgetrack Ltd

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

0207 061 7000

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

01992 500900

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

Planning & Communications Virtual Engineering................................................07968 353989 / 01253 739737

Gardiner & Theobald Ltd ........................................................................0207 209 1901 Godwin Symons Ltd ........................................................................................01900 85722

Presentation & Communication Skills Training

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