NuclearCONNECT Edition 2

NuclearCONNECT

Design, supply and support services for high integrity operations

NuclearCONNECT CONNECTING THE NUCLEAR INDUSTRY

WWW.NUCLEARCONNECT.CO.UK

ISSUE 2 JULY 2010 ÂŁ9.50

Issue 2 July 2010

Multi-disciplinary engineering design and supply.

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Responsive nuclear engineering and support services

Remote handling systems, services and products

CONNECTING THE NUCLEAR INDUSTRY

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Introduction

Issue 02 1st July - 30th September 2010 ACCOUNT MANAGER Liz Pallas Tel: 01937 580405 Email: liz.pallas@theconnectseries.co.uk MANAGING DIRECTOR Dan Connew Tel: 01937 580400 EDITOR Duncan McGilvray Tel: 07792 227749 Email: editor@theconnectseries.co.uk SALES MANAGER Julie Wilkinson Tel: 01937 580402 Email: julie.wilkinson@theconnectseries.co.uk

Again, welcome to NuclearCONNECT, a publication both on-line (please visit our website http://www.nuclearconnect.co.uk/magazine) and in printed format, whose aim is to become the communication tool for the whole of the nuclear industry.

This is our second issue and we have received lots of very positive feedback from a wide range of individuals from within the industry. You particularly mentioned the interesting editorial which was very pleasing to me personally. Things must move on however, and with this in mind, you will see articles within this publication written by contributors from the industry.

We have also received many contributions from companies, so thank you. As a reminder, we want people to pick up and read NuclearCONNECT, so it must be interesting, and not just a book of adverts!

Our policy statement for guidance...

PRODUCTION MANAGER Tracey Bramall Tel: 01937 580406

“It is our agreed policy to produce a well balanced publication, with well written editorial, which people will want to read and not be seen as a book of adverts. In this way any editorial contribution published must be seen to be for the benefit of the industry as a whole. Long term relationships can then be built between clients/customers and the supply chain, for everyone's long term benefit.”

STUDIO MANAGER Andy Bickerdike Tel: 01937 580407

The magazine editorial content guide is 70%, to keep it interesting and is high for any

Published by

publication in any industry. Having researched the nuclear industry this is what was found to be required and judging from your feedback we believe we got it just about right.

Group Information Services Ltd, 2 Highcliffe Court, Greenfold Lane,

There is a supply chain company reference directory at the back of the publication, this directory is free to all contributors (except for those who wish their entry to be enhanced).

It is an extremely useful tool in finding the different companies involved within the industry.

Wetherby, West Yorkshire LS22 6RG.

It is also our aim for the publication to be mainly people focussed and this too was commented on positively within your feedback, particularly on our '20 Questions' format.

Without singling anyone out, comments were of the “it was good to see someone in a very responsible position open up and speak their mind - very interesting!” variety!

Tel: (01937) 580400 Fax: (01937) 580499 Email: office@gisltd.co.uk Web: www.gisltd.co.uk The design and layout of this directory remains the property of Group Information Services Ltd, it must not be reproduced or transmitted to a third party without prior written consent. © April 2010. All of the articles in this publication have been supplied to the publisher by external sources. The publisher can not accept responsibility for the accuracy of the content, or for any errors, omissions or mis-statements, nor can the publisher accept

Of the constructive criticism received, we have already taken on board what you have communicated. We will include those recommendations in forthcoming issues.

We welcomed you, but I have to say that you have been very welcoming to us too so thank you, and keep those contributions and constructive criticisms coming!

We live in interesting times and at the time of writing we have just witnessed a change of Government, which we are sure will affect the Nuclear Industry to some degree - for this reason my Editor's Viewpoint article, to be found later in this edition, is titled 'The Way Forward'.

responsibility for the copy supplied by the advertisers. The publisher shall not be liable for any direct or indirect or consequential loss or damage

Duncan McGilvray Editor

suffered by any person as a result of relying on any statement in or omission from these articles.

Opinions expressed in these articles are not the

Visit the NuclearCONNECT Website now at www.nuclearconnect.co.uk

opinions of the publishers.

THE CONNECT TEAM

Andy Bickerdike Studio Manager

Liz Boyle Financial Controller

Jo Brotheridge Data Executive

Tracey Bramall Production Manager

Phil Coe Graphic Designer

World Cup fever hits the design team. Argentina in the company sweep stake!

Polished professional who is a perfectionist with the pennies and pounds

Our Data Guru!

A Yorkshire lass without the whippet or flat cap

England in the company sweepstake, no more slip ups please Mr Green.

NuclearCONNECT

1

Introduction

Phil Greatorex, the Sustainability Manager at Sellafield Ltd explains the reasoning behind such a concept in our interview reported on pge 9 of this issue.

Socio-economics in very simple terms, as explained here, is the integration of people, the environment in which they live, and the industry which surrounds them.

In an ideal world it would also seek to be sustainable and beneficial to all of the community which it affects.

Cover Story Socio-economics and its necessity within the nuclear industry The front cover seeks to denote socioeconomics, a practice and concept which may appear to some as something to acknowledge, but which does not necessarily relate to them.

We hope to help convince the sceptics that we should not just pay lip-service to socio-economics but get involved and accept it as a necessity in growing, and sustaining, long term profitable business within the nuclear industry.

In our interview with Phil he explains how Sellafield Ltd seeks to provide an environment for the benefit of all and is not perceived as an ideal, but a reality.

Our purpose is to highlight the importance of socio-economics everywhere within our society, but particularly within the nuclear industry. The aim in welcoming socio-economics in all aspects of the industry is in continuing to gain public trust in the production of nuclear energy and all that is related to it - a clean and safe environment in which to work and live, and also for the community to enjoy its economic potential.

Editor’s View 5

Nuclear industry The way forward The editor’s view of your industry

Industry News 6

Hinkley Point B renews support contract

6

Redundant uranium plant is broken up at Dounreay

7

Twenty-five years engineering achievement at Sellafield

7

Nuclear expert joins Frazer-Nash consultancy

7

Next generation: Skills for new build nuclear

12

9 THE CONNECT TEAM

2

Dan Connew Managing Director

Julia Dingwall Account Manager

Finn Langley Database Manager

Duncan McGilvray Editor

We're all nice to him.... he pays the wages after all

Queen of the cupcake expanding out waistlines since 2005

Smooth and mellow. Our new boy likes his coffee the way he sounds on the phone

'Deadline Dunc' - always on the go - pen and tape recorder in hand

NuclearCONNECT

Rosie McGilvray Business Development Manager Always tries to 'develop' a method to make us see things her way

Introduction

Review 12 Visit to the Nuclear Decommission Supply Chain Conference in Manchester

37 Alphabetical Supplier Listings

20 Hammonds visit - Warrington ‘New to Nuclear Seminar’

49 Category Listings

Careers Diary of Events

28 Career climbers

14 Diary of events

Training

Essential events to attend in the forthcoming months.

Search for companies you need by their name.

Search for companies you need by their category of services.

49 Consulting 61 Engineering, Plant & Equipment 79 Industry Bodies 81 Infrastructure

30 Training in the nuclear industry

Feature 9

Directory

87 Nuclear Sites 89 Office Management

35 Developing teams for successful bids

Socio-economics

16 Dick Raaz

Health & Safety

Our editor meets a man larger than life.

19 Supply Chain Ombudsman The role and responsibilities

93 Personnel Services & Training

33 Training with energy a generic approach

23 Change management

Website For all the latest vacancies Visit the NuclearCONNECT

Recruitment

A daunting prospect for some. We speak to someone who embraces change.

26 The law and the nuclear industry

19

36 Nuclear bids for the next generation

23

Website now at

www.nuclearconnect.co.uk

26

Suzanne Mclean Media Sales

Liz Pallas Account Manager

James Parnham Media Sales

Julie Wilkinson Sales Manager

Jane Wynn Sales Administrator

Our queen of multi-tasking who can fit 30 hours work into 24. And keep smiling

Company DVD rental specialist. She has a collection to rival Blockbuster's

The car has arrived.

He’s only ‘curbed it’ once so far!

Charming and patient.

She has to be as James' manager!

In charge of all hassles with the printers and copiers.

Her solution? A steady supply of winegums

NuclearCONNECT

3

Foreword

Nuclear industry The way forward ur launch issue featured your editor's view on the nuclear industry which described a very friendly, closeknit professional community of people who want all the areas of the nuclear industry to work together therefore ensuring a prosperous future for all.

O

Our visits to interview ‘leading lights’ in the profession, only serve to back up our early first impressions. Without exception, people in the industry have given us their time and knowledge, so that others throughout the industry may benefit in their own particular area of professional expertise.

It is difficult to single out any one person, but we would particularly like to thank Keith Case at Sellafield for sharing with us his knowledge and foresight as well as one of the visionary tools he uses to ensure successful outcomes. You will find the article on Change Management on page 23 in this issue. If you have ever pondered change and how to move things forward, we are sure that this article will help you plan, monitor progress and achieve your goals, whatever they may be.

A new government Since our last issue we have seen some developments which will, if they have not done so already, bring interesting times and challenges. Broadly speaking the fact that two different political parties have merged to form a firm coalition government is perhaps one to applaud - time will tell, but if you are a positive person you can only admire what has happened, no matter what your political leanings may be!

Specifically speaking, and perhaps a bit closer to home, is the selection of Chris Huhne as Energy and Climate Change Secretary.

My first thought, as may have been yours, was “Oh no” (or perhaps something stronger!). His political views on the nuclear industry would indicate a definite demise of anything nuclear! But no, what has emerged through open negotiation, is the likely outcome of the plans for nuclear newbuild going ahead.

Nuclear from an informed viewpoint If you look at the situation from an informed viewpoint, decommissioning is a given. What is happening in that sector can only be applauded. Following the acceptance of the legacy, the government is duty bound to see this through and it cannot be achieved without the cooperation of the relevant sectors of the industry, in conjunction with the supply chain.

On nuclear new build in the UK, any delay would see the energy situation within the UK reach crisis point, even with the most far reaching investment plans for renewable energy. Nuclear is therefore essential in ensuring future energy needs.

Latest projected figures (May 2010) indicate that with typical generation costs in the range of £55-£86 per megawatt hour [MWh], new nuclear is well placed in helping keep low carbon energy affordable in the long term. That compares particularly favourably to other low carbon technologies. Offshore wind represents a generating cost of up to £204 per MWh and carbon capture and storage technology up to £154 per MWh.

The DECC government department It was interesting for us to meet Matt Cullen, our career climber, when we visited him at the DECC in London, where Matt is a key member of the Nuclear Team (interview on page 28 in this issue). This meeting took place immediately following the installation of the new Energy and Climate Change Secretary within the offices of the DECC. You would think that there would have been an atmosphere of doom and gloom, but certainly not: quite the reverse in fact. It was very apparent that the knowledgeable, professional people who work within the department know how vital nuclear energy is to the future needs of the country, and one of their key aims is in changing the public's sometimes misplaced negative perceptions of the nuclear industry.

Skilled international workers One concern which has already been aired, is the possible cap on immigration. As you are probably aware, for the new build programme to be successful, we will need professional expertise from around the world, and not just within the UK and Europe. Even though we can hold our heads up as being the early leaders in the industry we have rather 'dragged our heels' somewhat, until fairly recently.

We are sure common sense will prevail and the decision, which is currently under review, will allow for key worker immigration to ensure a successful outcome. Too much work and effort has been put in already for the proposed new build programme in the nuclear industry not to materialise.

Investments and budgets In short we cannot afford to delay this any longer. The private sector has already indicated their long term investment and support because it makes good, sound, long term, business sense.

Summary Taking all these factors into account, there remains a very powerful common sense argument for the future of nuclear energy.

The industry accepts the legacy of the past and is winning hearts and minds with the help of government, to convince the public that nuclear energy is a clean and safe power source and will cost effectively serve our future energy needs well in (and well into) the future.

NuclearCONNECT

5

Industry News

Hinkley Point B renews support contract Hinkley Point B is an Advanced Gas-Cooled Reactor (AGR) nuclear power station, located on the Severn estuary in Somerset.

It is capable of supplying electricity to over a million homes.

Capula was contracted to design, install and support a replacement I/O suit in support of the main Data Process System (DPS) replacement, with delivery completed in 1998. The DPS monitors the status of the reactor, analysing various plant parameters, pressures, temperatures, flows and other important data, providing operators with displays, alarms and reports that are key to the continued safe running of the reactor.

The station, now owned by EDF Energy, have used Capula for the support of the I/O equipment since its delivery in 1998, whereby Capula provide repair, fault investigation and technical support to Hinkley Point B's engineers both via telephone and by call-out response to site. Recently, Hinkley Point B signed a further renewal contract with Capula to extend our support services until the end of 2012.

"We enjoy an excellent relationship with EDF Energy, working on a number of their power stations," said Capula Chief Executive Roger Turner, "The renewal of this contract takes our support of the system beyond ten years, and we are rightly proud that our technical support services continue to be held in such high regard."

Courtesy of British Energy - part of EDF Energy.

Redundant uranium plant is broken up at Dounreay A chemical plant built 20 years ago to process fuel from Germany's high temperature reactor programme is the latest piece of Dounreay to be scrapped and turned into radioactive waste. A special housing was built around the process line to contain any radioactive contamination released during its dismantling.

Workers entered the area wearing airline suits to protect them from any residual radioactivity. They are now carrying out a radiation survey of the empty floorspace and walls where the process line once stood - the final step before its decommissioning can be declared complete.

The process line was installed inside Dounreay's uranium recovery plant in 1990 when the site won a contract to recycle 70 tonnes of unirradiated fuel designed for the Thorium High Temperature Reactor, or THTR, at Julich, Germany. The fuel was in the form of more than 360,000 graphite balls, each of which contained micro-spheres made from enriched uranium, thorium, silicon carbide and graphite.

Each sphere was mechanically broken down to allow the micro-spheres to be separated from the bulk graphite, before the micro-spheres were crushed and dissolved so the heavy metal could be chemically separated and recovered for re-use.

Its successful removal means approximately one-third of the whole uranium plant has been safely dismantled so far and consigned as radioactive waste. Dismantling the thorium line generated almost nine tonnes of low-level waste and 315kg of intermediate-level waste.

The entire building is on course for demolition in 2019.

David Manson, senior project manager at Dounreay Site Restoration Ltd, described removal of the thorium evaporator as a milestone in the decommissioning of the uranium recovery works. “For six weeks, the team entered the containment built around the redundant equipment in airline suits and used a variety of standard size-reduction techniques, such as metal saws and the like, to clear out the plant,” he said.“We are now surveying the inside of the empty containment area to make to make sure radiation levels are low and contamination has been removed before we open up this area of the building again.”

“When that's done, we'll dismantle the containment, move it into position around the next part of the plant scheduled for decommissioning and begin the process again.”

The uranium recovery works is one of the oldest industrial facilities at Dounreay. Construction started in 1956 and the first nuclear material entered its system in October 1957. Its prime purpose was to provide uranium metal billets for use in the fabrication of fuel elements for fast reactors and material test reactors. The plant took the uranyl nitrate product from two nearby irradiated fuel reprocessing plants, as well as being capable of recovering uranium from fuel fabrication scraps.

6

NuclearCONNECT

Industry News

Twenty-five years engineering achievement at Sellafield One of Sellafield's effluent treatment plants celebrated 25 years of operation on 28th May 2010 during which time over 20 million cubic metres of contaminated water has been treated.

The Site Ion Exchange Effluent Plant (SIXEP) has been integral in reducing discharges from the site. The plant filters contaminated water using a special sand called clinoptilolite to remove radioactivity from the effluent.

The amount of radioactivity in the water discharged from Sellafield to the Irish Sea now contains less than 1% of the radioactivity than in the mid 1970s and SIXEP's operation has had a substantial effect on this reduction.

Ian Strafford, Head of Manufacturing, said: “In the 25 years the plant has operated, SIXEP has treated liquid effluents associated with spent fuel storage, waste management and decommissioning operations.”

“The plant has been phenomenally successful. It was really well designed and very much does what it says on the tin. It has never had a major breakdown and has always been available to support the site's operations.”

“SIXEP really has led the way in reducing our discharges in order to protect the environment and reduce doses to the local population.

The SIXEP process captures more than 99% of the main radioactive feed in a solid form and discharges cleaned water to the sea.”

SIXEP is often been described as the 'kidneys for the site' reflecting its important role in cleaning contaminated water for discharge to the Irish Sea.

The engineering success of the plant can also be attributed to the 50 strong workforce who operate and support the plant, eight of who have worked there since the plant started operation 25 years ago.

Colin Douglas, one of the original SIXEP team members, said: “It's just such a well designed plant and has always worked so well.

It's like a large ship that has been out at sea for 25 years without docking and any maintenance has been done at sea. We've never had to do much more than change the odd pump, certainly nothing major.”

Nuclear expert joins Frazer-Nash consultancy

Next generation: Skills for new build nuclear

Frazer-Nash, the engineering consultancy, has announced a significant new appointment to its nuclear industry team.

Cogent is pleased to launch 'Next Generation: Skills for New Build Nuclear', the second of the four planned, peer-reviewed reports in our Renaissance series.

Neil Proud has become the Business Manager for Nuclear Decommissioning in its Warrington office, bringing over 25 years nuclear engineering experience to the role.

Neil's role will be to lead the development of the company's rapidly growing nuclear decommissioning arm. Frazer-Nash has particularly strong experience in this field, including work on decommissioning projects at Sellafield Ltd. Neil started his career working at Sellafield with British Nuclear Fuels Limited (BNFL) before moving on to become Managing Director of Deva Manufacturing. Neil joins Frazer-Nash from his most recent role as Chief Executive of Brewery company Briggs of Burton plc.

Nial Greeves, Frazer-Nash Senior Business Executive, said: “We are delighted to gain Neil's experience. His knowledge of decommissioning work in particular will help the business build upon its current contracts with Sellafield, the NDA and our work across the Magnox sites. We are focused on developing our nuclear portfolio, particularly in the field of decommissioning, and believe Neil's drive and enthusiasm will be a great asset in supporting this growth.”

Next Generation follows hard on the heels of the first in the series 'Power People' which we launched last September.

Together the two reports lay out the skills futures for the sector out to 2025.

With an emphasis on high quality skills for a strategic sector - one that already contributes the majority of our low carbon electricity - Next Generation identifies the critical skills for tomorrow's UK nuclear renaissance today. It is the best intelligence of the skills bodies who have formed the Nuclear Energy Skills Alliance to take cross-sector ownership of skills for new build.

Job creation on the scale of three London Olympics would be generated by a significant nuclear new build programme such as the 16 GWe scenario envisaged by the report. Thousands of training opportunities, new apprenticeships and 140,000 person years of high-tech skilled activity could arise. The new jobs will be created in manufacturing, construction, operation and maintenance for the anticipated stations over the next 15 years.

Cogent, the National Skills Academy for Nuclear and the Nuclear Energy Skills Alliance is committed to maintaining the momentum on skills. If the collaboration of the employers through this work is a measure of the will for nuclear to succeed, then the future is an optimistic one.

NuclearCONNECT

7

Feature

Modern business speak? or a concept to be seriously considered?

W

e visited Sellafield and spoke to their Sustainability Manager, Phil Greatorex, responsible for making sure it works for Sellafield Ltd.

Moreover, it is their aim to galvanise the support and involvement of their respective supply chains in order that the benefits of wealth creation are shared more widely with West Cumbrian communities.

We make no excuses for yet again visiting Sellafield Ltd. Time and time again we have noted the enthusiasm from the management team charged with the future of the site.

Sellafield Ltd will also establish a transparent decision making

Elsewhere in this issue we have reported on the Change Management Programme at Sellafield Ltd and in many ways there are similarities within this subject area. The need to embrace something which some people may see as unnecessary, or at the very least something which is time consuming and therefore costly, can be difficult. Phil demonstrated throughout our interview, an extraordinary enthusiasm for sustainability and the socio-economic programme at Sellafield Ltd, the absolute necessity for it to be the cornerstone for the company's future, and how Sellafield impacts on the people in the area.

away from its dependency on the specific Sellafield Ltd site.

Phil's title, you will note, is that of ‘Sustainability Manager’ and best describes his remit within the company as “directly coordinating various community and company activities, ensuring community and company involvement, as well as ensuring the company's sustainability performance.” He continued “We work closely with George Beverage the Managing Director of Sellafield Ltd to integrate socio-economics into a wider sustainability programme within the company.”

An insight can be found on Sellafield Ltd’s socio-economic development plan 2010/11 introduction. “Along with its parent company, Nuclear Management Partners (NMP), Sellafield Ltd and the NDA (collectively referred to as the “Nuclear Partners”) are committed to using their unique capacities, which include budget provisions for grant funding of projects, to contribute to the delivery of the sub-regional development imperatives in a collaborative and partnering manner.

framework.”

Phil explained that this will help transform the local economy He further stated “we recognise that by bringing the Nuclear Management Partners contribution together with the NDA and our own and also involving our supply chain, and bringing their contribution forward, we can make a much more significant contribution than we could if we were working alone.”

“In short we have 3 organisations (the Nuclear Partners) each of whom bring something quite unique to the table, not just funding, but the ability to align our professional programmes to deliver benefits for the area.”

Sustainability On his role as Sustainability Manager, Phil enthused “It is a wonderful time to have a significant role in sustainability management in any business, because society is demanding that business align their purposes to deliver social good and operate in a way that delivers social, economic and environmental benefit.”

He went on to say “Sellafield Ltd, being a remediation company, and one which is helping communities in West Cumbria is wonderful, but it is much more than that. A sustainable community is one which has sustainable goods, products and services and sustainable markets and relationships. The job entails ensuring that business operates in a way that not only delivers sustainable purpose but also aligns its activities and conducts itself in a way which is accepted and welcomed by society and communities.”

NuclearCONNECT

9

Feature Phil's remit?

Socio-economics specifically

It is important in any management position to have a clear remit so it was particularly pleasing to hear, without hesitation, Phil's reply to our question by stating “Initially the role was in co-coordinating the company's activities to deliver social and economic wellbeing to local communities, where we have a significant economic and social footprint/presence as we have in West Cumbria.”

Phil explained the reasoning behind the concept “The reason that the

Phil went on to say “It has now become a much more strategic role, in that it tries to bring together various elements of the company's activities in such a way that they deliver real benefits to everyone in the community.”

with it. If good socio-economic policy is in place this would not happen.”

Phil's CV

Local authorities and the NHS, which shows just how vulnerable the

Phil has worked in the nuclear industry for more than 20 years with a background of graduating in bio-chemistry, studying and achieving his PhD. He then went on to the Medical Research Council at Glasgow University working in clinical virology, handling radioactive isotopes, and there lies the link to the nuclear industry.

He then spent 6 years at Hunterston Power Station with British Energy, trained as a health physicist and then worked at Dounreay for 3 years overseeing the commercialisation of their radiological protection services.

Phil then joined BNFL's Research & Technology Directorate in a radiological protection role which included some time in the Corporate Assurance Group, then moved to the more commercial sector at Sellafield Ltd.

role exists is because this site has dominated the regional economy for 60 years. West Cumbria has always been manufacturing and heavy industry based and currently has a huge dependency on Sellafield. In the past, the region has had huge dependencies on iron, coal and steel and, as we know, if these industries die, the community dies Phil further explained “In West Cumbria there appears to be a 2 tier economy. 1. The nuclear economy and the supply chain, and 2. area is economically, and just how important Sellafield is to the area.”

He continued “Sellafield is very important in the giant scheme of things too - we must deliver a safe, clean and cost effective cleanup which the government depends on to instil trust and confidence in the general public, so that nuclear becomes an accepted norm for future energy needs.”

“The socio-economic factor is also very important for the future new build programme. The work which is successful in the cleanup programme allows continuous communication with the general public in any given area. There will always be a virtual open door to communicate what you are doing and dispel any concerns which are largely unfounded, and usually stem from scare-mongers who sensationalise for their own ends.” Phil added.

“As a business, Sellafield Ltd takes its duty of care very seriously and work with the supply chain to leverage their support for the area, which makes it all so worthwhile.”

“Businesses don't survive without the support of their communities and vice versa, so socio-economics has a vital role to play in the giant scheme of things - it is a symbiotic existence.” Phil concluded.

Your time starts now...

Keith Case - Commercial Director - Sellafield Ltd

Who would you not like to be?

David Cameron (answered the day he was forming the

Who are you?

government coalition with Nick Clegg!).

Keith Case, Commercial Director, Sellafield Ltd

What is the best advice you have ever been given?

What brought you into the industry/your position?

10

Whatever you are doing, no matter how you feel at the time,

Interesting long term future with opportunities.

enjoy it (take time to smell the roses) - time goes by so quickly,

Family status?

you are not here for very long!

Married with 4 children, aged 18 to 24.

What is your favourite smell?

What annoys you the most?

Bacon cooking.

Needless waste.

What do you do in your spare time?

What was your best holiday?

Fell walking, spending time with the family and cycling

Touring the south of France in an MGB with my now wife,

(when it's not too windy!).

before we were married.

What was your worst holiday?

What sport do you participate in/watch the most?

Same as my best, but when the money ran out!

Armchair rugby.

NuclearCONNECT

Feature What attracted you to the nuclear industry?

What is your view of the industry?

“I was born and brought up on the east coast near Louth in Lincolnshire and was attracted to heavy industry generally.

While at college, I met a college lecturer who saw something in me and encouraged me to study. After 6 years, I graduated and took myself off to the Medical Research Council at Glasgow University where it really all began. I kind of fell into it, rather than seeking it, but have no regrets. I very much enjoy what I do.”

Phil added with a smile.

Phil seriously considered this and said “At first I was quite worried because of the rather lumbering nature experienced within the public sector, but now it has moved on considerably.

“The industry had to change, and it has. Here at Sellafield particularly, we recognize that need for change and we will actively help any part of the industry that wants to embrace change.”

“The ethos of the industry is that we are all inter-dependent on each other - the Chernobyl incident affected all of the nuclear industry no matter where they were - it is a truly global industry and we need to continue to help everyone within it for the benefit of all” Phil concluded.

Summary As in the Health & Safety area, socio-economics can be viewed as an extra to the work which is carried out rather than something which must be embraced as part of the whole. It must be recognised as an important aspect of the commercial business of the company.

There exists companies and organisations who pay lip-service to sustainability, or the corporate responsibility/socio-economics role for reasons best known to themselves. Maybe it is to win contracts? or maybe even just to make their company look good in the eyes of the public. We found, through Phil, that there is a genuine passion for the subject within Sellafield Ltd because it makes sense and it works for the benefit of all.

As Phil concluded “what I aim to do is to invest in functions within the strategic decision making processes and governance arrangements to deliver results.”

What is the most bizarre question you have ever been asked …. apart from this one!?

It was really my wife, but I was in the car at the time: A traffic warden asked us to park the car on a double yellow line (the reasoning is too long and boring to explain why!).

What is your favourite record/ CD/artist/music?

Too broad a range to say anything specific, but recently have got very interested in Jazz, like 1960s saxophonist and composer John Coltrane.

If money was not a factor, what would you buy tomorrow?

Something worthy, but too embarrassed for it to go public!

Which prominent person would you like to meet?

The historical figure of Isambard Kingdom Brunel because of his vision and engineering design skills.

What book are you reading at present?

'No Country For Old Men' by Cormac McCarthy.

What car do you drive?

My wife's Saab convertible!

NuclearCONNECT

11

Review

Visit to the Nuclear Decommission Supply Chain Conference in Manchester

T

he conference visit and report in our launch issue

The conference

featured the Nuclear New Build Conference in London,

There were four sessions, covering a wide range of topics over the

held in early March 2010, and was organised by the NIA,

two days of the conference, which were most ably and professionally

NI and IME. In this issue we report on the Nuclear

Decommission Supply Chain Conference held in Manchester which was run by Nuclear Energy Insider.

Our comments in the last issue were very much towards supporting

chaired by Sue Quint, Partner in the Energy Practice within Morgan Lewis & Bockius - Sue's cheerful disposition was infectious and spilled over to all the speakers who were, without exception, professional, forthright and enlightening.

the events run by the associations and institutes within the industry, but not necessarily any other organisations.

We found, not only a very well managed event in Manchester, but also an organisation with genuine support for the industry, We believe there is room for all those who have a genuine interest

Day 1 section 1 - Market Overview and the Decommissioning Supply Chain O

in the long term future of the nuclear industry. We will do our best to keep people informed of all events in the interests of the whole

Fit for the future?

O

Contractor Management.

O

Case Study: The Optimisation of Decommissioning

of the industry.

The venue The Crown Plaza Hotel in the heart of Manchester was the place.

Cutting Techniques.

O

These types of venues can often feel very soulless, but the staff and

directed through the registration process.

12

NuclearCONNECT

Our Contingency Liabilities: Your Contingent Asset Managing Decommissioning Finances.

the welcome from both Dean Murphy and Everad MacIndoe from Nuclear Energy Insider, ensured everyone was well taken care of and

Regulation, Decommissioning and the Supply Chain -

O

Nuclear Decommissioning and Oil & Gas - Parallel Learning.

Review Day 1 section 2 - On-Site Safety and Cleanup O

Opportunities to Optimise Decommissioning Cleanup.

O

Reducing Waste Disposal Costs at a Stroke.

O

Allocation and Handling of Key Risks.

O

Tier 1 Contractor and Supply Chain Teaming Approach for Enhanced Safety Performance.

Research shows that companies who do this are far more successful in the long term; it therefore makes sound economic sense.

Day 2 section 3 - Nuclear Decommissioning

The Panel (chaired by Steve McClure) consisted of:

Advancements and Technology Approach to Nuclear Decommissioning Contracts.

O

Steve McClure, Director, West Cumbria Business Cluster.

O

Decommissioning - What's in it for me?

O

Andy Beeforth, Director, Cumbria Community Foundation.

O

Nuclear Decommissioning Advancements.

O

Dick Raaz, Managing Director, LLWR (Low Level Waste Repository).

Using Technology to Provide Cost-Effective Solutions to Cleanup and Decommissioning.

O

Gary McKeating, Head of Socio Economics, Nuclear Management Partners (PBO for Sellafield Ltd).

O

Paul Scott, Managing Director, Shepley Engineering Ltd.

O

O

Day 2 section 4 - Socio-Economics and the Next Generation O

Socio Economics in Nuclear Decommissioning.

Networking opportunities

O

Socio Economics Panel session: Receiving an Industry Insight into Improving Socio Economics - which deserves an extra mention below.

O

Supplying the Next Generation for the Nuclear Industry.

O

Providing SQEP (Suitably Qualified & Experienced People) resource to the Nuclear Industry.

Generous tea and lunch breaks ensured ample time for networking which is to be applauded - so often there is insufficient time to be able to just have a chat so the organisers are to be complimented on the balance to allow such time. It is often said that you learn more by chatting to your colleagues than anything else - so true!

The socio-economic panel session was particularly relevant, not only

There was also a networking drinks party in the evening of Day 1 always a popular event at any conference.

for the subject's importance to the industry, but also because of the

Overall assessment

lively session delivered by the array of passionate speakers on the panel.

All in all we experienced a very varied, informative and professionally

It was stated by all the panelists as being an important factor in

organised and managed event which bodes very well for the future

winning bids because of the necessity for companies to engage with

of the nuclear industry.

Downloads of presentations from the conference, including slides, are available at www.decomworld.com/nuclear-conference

the local community when tendering for work, and maintaining that link throughout the length of any contract.

Marine solutions for the nuclear industry The nuclear industry demands the highest standards of safety, quality, reliability and innova on from its supply chain. These are the same quali es that Team Humber Marine Alliance members already supply to the marine industry.

THMA represents over 90 engineering and related businesses that have a vast experience of developing and supplying equipment to operate within harsh mari me and industrial environments. The beneďŹ ts of this experience are now available to the nuclear industry.

Our members can supply a comprehensive range of services to meet your needs, including:

Fabrication and machining Hydraulic systems and components Lifting and winching equipment Mechanical and fluid control equipment Electrical and control equipment For further informa on, please contact us: Team Humber Marine Alliance World Trade Centre Hull & Humber One Humber Quays, Wellington Street West, Hull HU1 2BN Tel: +44(0)1482 485 271 Fax: +44(0)1482 485 201 Email: admin@thma.co.uk Web: www.thma.co.uk NuclearCONNECT

13

Diary of Events

July Nuclear Decommissioning & Legacy Waste - 30 June - 1 July

Crown Plaza, Manchester City Centre, Manchester Organisers: C5 Tel: +44 (0) 20 7878 6888 E-mail: a.morgan@c5-online.com Website: http://www.c5nuclear.com

C5's 2nd Annual Nuclear Decommissioning & Legacy Waste 30 June - 1 July

Manchester, UK Organisers: C5 Tel: +44 (0) 20 7878 6888 Website: http://c5nuclear.com/index.html

O New Build

Decommissioning Energy Production General Science & Technology Social Environmental Training Informative

14

NuclearCONNECT

Nuclear Networking Lunch with Rolls-Royce - 1 July Beamish Hall Hotel, North East England Organisers: NOF Energy Tel: 0191 384 6464 E-mail: jgray@nofenergy.co.uk

NIA Decommissioning Working Group - 1 July

National Physical Laboratory Offices, Teddington, Middlesex Organisers: NIA Tel: 020 7766 6642 E-mail: stephanie.mckenna@niauk.org

EDF Energy UK Suppliers Forum Local Business Opportunities - 6 July Exchange Conference Centre, Bridgwater, Somerset Organisers: EDF Energy E-mail: edfenergysupplierday@ppsgroup.co.uk Website: http://newnuclearopportunities.edfenergy.com

Engineering Nuclear New Build - 6 - 7 July O Birmingham Organisers: New Civil Engineer Conferences Tel: 08450 568 069 E-mail: constructionconferences@emap.com Website: http://www.nce.co.uk

EDF Energy UK Suppliers Forum Local Business Opportunities - 8 July Ufford Park Hotel, Melton Park House, Woodbridge, Suffolk Organisers: EDF Energy E-mail: edfenergysupplierday@ppsgroup.co.uk Website: http://newnuclearopportunities.edfenergy.com

Diary of Events

EEEGR Summer Conference 14 July

Nuclear Power Middle East & North Africa 28 - 29 September O

Great Yarmouth Race Course Organisers: East of England Enenergy Group Tel: 01493 446535 E-mail: office@eeegr.com Website: http://www.eeegr.com/events

Cairo, Egypt Organisers: Synergy Events Tel: +65 6407 1498 E-mail: zaf@synergy-events.com

September DIAMOND Consortium Conference Annual Conference - 8 - 9 September

Museum of Science and Industry Manchester, UK Tel: 0113 343 2349 Website: http://www.diamondconsortium.org/ conference.htm

Technology & Innovation Exhibition - 9 September Sellafield Ltd, Hinton House, Risley Organisers: Nu -Tech Associates Tel: 01946 695554/65400 E-mail: info@nu-techassociates.co.uk Website: http://www.exhibitions4industry.com

35th World Nuclear Association Annual Symposium - 15 - 17 September O Central Hall, Westminster, LONDON Organisers: World Nuclear Association Tel: +44 20 7451 1537 E-mail: stafford@world-nuclear.org

Nuclear Waste: The Challenge of Interim Storage and Long Term Disposal 2010 27 - 28 September

London Organisers: Arena International Tel: 020 7936 6677 E-mail: melissafuentes@arena-international.com Website: http://www.arena-international.com/ power/nuclearwaste/index.html

Low Level Waste 2010 (LLW10) 29 - 30 September

Life Centre, Newcastle-Upon-Tyne, Tyne & Wear, England Organisers: The Nuclear Institute Tel: 020 8695 8223 Fax: 020 8695 8229 Contact: Robert Hayman Email: R.hayman@nuclearinst.com Web: http://llw10.nuclearinst.com

October PATRAM 2010 3 - 8 October International maritime Organisation 4 Albert Embankment, London SE1 7SR E-mail: info@PATRAM2010.org Website: http://www.PATRAM2010.org

Learning to Share 14 - 15 October Hilton Hotel, Manchester Airport Organisers: NDA E-mail: john.a.day@sellafieldsites.com

European Future Energy Forum - 19 - 21 October Excel, London Organisers: Turret Middle East Tel: 07540 349403 E-mail: d.mcgill@turretme.com Website: http://www.europeanfutureenergy forum.com/home-1

NuclearCONNECT

15

Feature

Dick Raaz

W

e first met Dick Raaz at the Nuclear Decommission Supply Chain Conference in Manchester, held in mid April 2010. Dick was

one of the panel in the socio-economic debate held on the second day, which is covered in more detail on page 12 in this issue.

As well as ourselves, the attendees at the conference were impressed by the enthusiasm of all the members of the panel to the subject under discussion, but Dick was by far the most energetic and passionate of all. He therefore deserves a wider audience, so we just had to sit down with him and ask for his opinions on the industry, and also about life in general.

We intend to approach Dick for a more in-depth article to appear in a future issue because of his vast knowledge and, more importantly, his willingness to pass this on to help others in the industry as a whole.

For the time being, Dick has agreed to feature in our ‘20 Questions section’ and, as expected, he is

both interesting and forthright in his views.

16

NuclearCONNECT

Feature

Your time starts Now...

Dick Raaz - Director of Low Level Waste Ltd & Executive of URS Corporation

Who are you?

Dick Raaz, Managing Director of Low Level Waste Repository

What is the best advice you have ever been given?

Ltd and also an Executive of the URS Corporation.

In the aftermath of the events in Cumbria recently (killings in

What brought you into the industry/your position?

early June 2010) “don't try to make sense out of the irrational -

Early days (1960s) in the US Nuclear propulsion programme

to understand why it happened.”

(full US Navy career - submarines), then attracted to

What is your favourite smell?

Westinghouse and the US Department of Energy and their

Bacon cooking.

needs. Decommissioning work throughout the US and then involved in the design of a nuclear reprocessing plant. Headed up the US deep geologic national facility in New Mexico, exactly the model for LLW here in the UK so I was “just the man for the job!”

Family status?

Wife and 4 children ranging from ages 30 to 40

deal with the facts and impact, but don't try

What sport do you participate in/watch the most?

Passionate Rugby League fan and currently Chairman of Whitehaven Rugby League Club - absolutely love the game.

What is your favourite record/CD/artist/music?

Rock and roll, Bob Seger particularly.

Chester Nimitz (Commander in Chief US Pacific Fleet during

If money was not a factor what would you buy tomorrow?

WW2), also great respect for Admiral Hyman Rickover who set up

A home on the cliffs of the Pacific Ocean in California.

and defined the US Nuclear propulsion programme), big fan of

What 3 words would best describe you?

staunch leaders.

Calm, reasoned and intense.

What annoys you the most?

What talent would you like to have?

People who manipulate facts out of context to

To be a great piano player.

Who is your hero and why?

create dis-information.

What was your best holiday?

Not much of a holiday person, but would not describe myself as a workaholic. Like to be around and to be kept informed on

What law/legislation would you like to see introduced?

Something to force individuals to make decisions rather than committees prevaricating and delaying the making of decisions.

business activities and want to be there if required. I enjoy short breaks, love reading, doing puzzles (particularly Sudoku), and helping out in the garden.

What is your dream holiday?

Nile cruise and Egypt to experience it’s history.

Who would you not like to be?

Anyone in government at this time (they had just announced future swingeing budget cuts).

What prominent person would you like to meet?

Already met Lord O'Neill (Martin) who is a very interesting character. The late Abraham Lincoln and Franklin D. Roosevelt - love meeting influential leaders who always offer you something.

What book are you reading at present?

The 21 Irrefutable Laws of Leadership by John C. Maxwell.

What car do you drive?

VW - not fond of up-market vehicles.

Where would you like to be 10 years from now?

Happily retired, travelling but could never retire totally, just maybe change where I work!

NuclearCONNECT

17

PRECISION WHERE IT COUNTS

“ We are proud of our record of completing even the most complex diamond drilling operations on-time and on-budget.”

With over 30 years experience in the construction industry, Core Cut’s specialist concrete drilling and cutting expertise has helped it become one of Britain’s leading specialists in diamond drilling, sawing, and controlled demolition work.

Over recent years, it has expanded its area of operations to include nuclear decommissioning and single projects on nuclear sites.

Family owned and run, the business head office is in Broxburn, West Lothian, Scotland with a regional office in Sheffield, South Yorkshire, England. Core Cut is proud of its reputation within the UK construction industry, and like most family run enterprises, takes pride in offering a personal service that competitors strive to match.

Core Cut is a member of the DSA (Drilling & Sawing Association, UK), the CSDA (Concrete Sawing & Drilling Association, USA) and has ISO 9001 Quality Assurance accreditation. A natural extension of our continued growth and development is Core Cut Nuclear.

G G G G G G G

Wet/Dry Diamond Drilling Wet/Dry Diamond Wire Sawing of Concrete & Steel Wet/Dry Diamond Wall Sawing Remote Controlled Demolition by Robolition Concrete Shaving and Planing Project Consultancy Provision of Skilled Classified Personnel

Head Office:

Regional Office:

Core Cut Ltd, Bankhead, Broxburn, West Lothian EH52 6PP

Core Cut Ltd, Unit 3, Valley Trade Park, Greenland Road, Sheffield S9 5EX

Tel: 01506 854 710 Fax: 01506 853 068

Tel: 0114 243 5533 Fax: 0114 244 7394

Email:office@corecut.co.uk

www.corecut.co.uk

Feature

Sellafield Ltd

W

hen you say the word ombudsman the perception is of an overseer or referee, so we visited Sellafield to find out the responsibilities within the role from Zoe Whittle, their Supply Chain Ombudsman.

You will probably have guessed that Zoe is not a man's name, so yes she is a woman with a title that has 'man' in it! It is refreshing to hear that Zoe (pronounced as in 'toe') has no problem with this - the title of 'ombudswoman' or worse still 'ombudsperson' does not sit well, we agreed.

The Ombudsman and what the position entails Zoe answered easily “The ombudsman is a confidential and unbiased link within the supply chain, so that anyone may raise any issue or concern about Sellafield. The ombudsman is also involved in procurement regarding Sellafield's commercial activities, as well as supply chain engagement and management.” Zoe was also eager to point out that she gets involved as early as possible with any issue

Zoe also worked at Risley, in business relationship management, before coming to Sellafield, so has a very good experienced and knowledge based past. She is therefore more able to understand the industry and can relate to the various individuals she meets, and helps, on a daily basis. Zoe has also been involved with business development and the management of change at Sellafield, and moved into the commercial arena, as ombudsman, in April 2009.

Not everyone enjoys their job but it became very evident, during the interview, that Zoe loves what she does and looks forward to each day's challenges with relish.

When discussing Zoe's HR experience we took the opportunity of asking her her views on the subject, as HR departments are often viewed in a very negative way. She stated that “HR departments should be an enabler for the business but they so often get tied up in policies and regulations. This can often be overlooked and they therefore do not do what they were created to do.” Wise words indeed, so all HR departments please take note!

raised, to try as much as possible tp prevent any escalation which may result in a formal complaint. “Pretty much down to

Why the nuclear industry?

communication in getting people to resolve issues which is

Zoe, born in Lancashire, moved with her parents to Cumbria when she was very young , so has not travelled far from her roots.

The nuclear industry, being the largest employer in Cumbria, attracted her and so did the security and opportunities which presented themselves.

successful 99% of the time” she stated proudly. A throw-away line from Zoe, but as anyone involved in this type of work will testify it is not easy!

2 way street Zoe also went on to emphasise that it is very much a 2 way communication exercise with no bias on either side, and that this is extremely important “You must be seen to be fair and impartial.”

Mediation could easily be the one word description for the majority of Zoe's work.

Zoe's relevant experience and professional career 5 years in the Inland Revenue gave Zoe a taste of the political nature of work, and first-hand experience in dealing directly with the public.

This was customer service at the sharp end - no one enjoys paying taxes! Like many within the industry she worked for British Nuclear Fuels for a considerable time, specifically within the Human Resources Department, and spent a fair amount of her time in change management and placement support.

When working in the Inland Revenue she had progressed as far as she could see for her age and it would have taken her many years to be able to advance her career. Zoe, not only being ambitious, also saw the promise of a challenge. “The nuclear industry and the prospects, as well as the perceived diversity, looked very promising in the long term.”

The perception of the nuclear industry from the outside can be very negative but it is usually born out of a lack of knowledge.

Zoe's family background (her father was a health physics manager who worked on projects at Seascale) meant that she was adequately equipped with the knowledge of how safe the nuclear industry now is.

We think the supply chain at Sellafield is very fortunate to have the help of Zoe in the role of ombudsman. Her experience, knowledge and professional approach stands the industry in very good stead for the challenges which lie ahead.

NuclearCONNECT

19

Review

Visit to the Hammonds ‘New to Nuclear Seminar’ in Warrington

S

ome 150 delegates attended Hammonds ‘New to Nuclear Seminar’ in early June 2010. Yet again we experienced an enthusiastic gathering with confidence in the future of the nuclear industry coming to the fore.

Organisation Well organised, with an easy to find location, very helpful staff and superb comprehensive support material, supplied by Hammonds, ensured a very worthwhile day. So often when deciding to attend these types of days you come away with the feeling of wasting your valuable time - but not so here.

The format and the speakers It was good to see short 15/20 minute presentations, which ensured the audience's attention. It also means a lot can be fitted into the day. There was a wide range of issues covered and included very helpful information that you could take away with you.

Your time starts now...

Zoe Whittle - Supply Chain Ombudsman - Sellafield Ltd

Who would you not like to be?

Gordon Brown (answered the day he resigned!).

What is the best advice you have Who are you?

Zoe Whittle, Supply Chain Ombudsman, Sellafield Ltd.

What brought you into the industry/your position?

20

ever been given?

'Feel the fear but do it anyway!' ...and 'the time is always right to do what's right!' (we included both Zoe's responses as they are such positive statements).

The challenge and opportunities.

What is your favourite smell?

Family status?

Freshly mown grass.

Single but live with my partner.

What do you do in your spare time?

What annoys you the most?

Walking, decorating the house, chilling out

People who do not choose to help themselves.

and visiting village pubs!

What was your best holiday?

What sport do you participate

Prague, in the snow! - magical.

in/watch the most?

What was your worst holiday?

Watching motor rallying and getting involved as a marshal

Cheap package tours in an earlier life.

(partner has a rally car and competes).

NuclearCONNECT

Review The speakers did not disappoint and were very ably chaired and managed by Martin Edwards from 39 Essex Street.

It is always difficult to select particular speakers to highlight but Dick Raaz (Managing Director, LLWR) was particularly good in the way he emphasised the very personable nature of the nuclear industry and the vital need for supply chain companies to build business relationships and partnerships.

He also encouraged companies to consult with, and seek advice from, companies such as Areva, on what is required to be successful. He added that without fail, larger companies would welcome the approach because it ensured successful conclusions and outcomes for all.

Again we found a company with genuine support for the industry.

Hammonds works within the industry with mutual business benefits in mind and this was borne out by the involvement of both the NIA (Keith Parker) and the NI (Claire Gallery-Strong) who both gave presentations on the day.

Networking opportunities Generous tea and lunch breaks ensured ample time for networking that should always be applauded because of the personable nature of the nuclear industry. We repeat: ”It is often said that you learn more by chatting to your colleagues than doing anything else.”

Overall assessment With the increasing pressure on the time in our business lives we allot to visiting events such as these, we do not believe anyone left with a feeling of having wasted time. That in itself confirms a worthwhile occasion and a very well organised day. www.hammonds.com

What is the most bizarre question you have ever been asked …apart from this one!?

Have you ever sniffed a guinea pig? (It was a chat-up, and yes I have!).

What is your favourite record/CD/artist/music?

Blues generally, but Tom Waits in particular.

If money was not a factor what would you buy tomorrow?

The Isle of Mull.

What law/legislation would you like to see introduced?

Highly regulated legalisation of assisted suicide.

What prominent person would you like to meet?

Ayaan Hirsi Ali who is the founding member of the AHA Foundation formed in response to the ongoing abuses of women's rights, in the name of fundamentalist Islam.

What book are you reading at present?

Wuthering Heights by Emily Bronte.

What car do you drive?

Mazda MX5.

NuclearCONNECT

21

SOLUTIONS ARE NOT THE ANSWER! Most people when faced with a problem start searching for a readymade solution to match the new problem.

Most people will even go into great detail when describing their problem in the hope that the solution will be the right fit!

Sounds familiar? It doesn’t have to be this way.

Learn how to craft real answers to difficult problems.

Attend one of Frank Newberry’s ‘Excellence at Work’ Seminars.Give your team an excellent training experience.

Just contact Frank at 01908 520202 or visit

franknewberry.com Clients include: British Gas, Calor Gas and the HSE Nuclear Directorate. has helped us to create “ Frank an excellent team foundation.

With his guidance we have developed a solid, motivated staff of professionals

”

Gordon Irvine, Deal, Kent Newberry is a fantastic “ Frank speaker and advisor who delivers with such personal friendliness, flair and charisma … I learned things I will never forget

”

Stephen McGuigan, Beverley, North Yorkshire.

22

NuclearCONNECT

Feature

Change It may not be as frightening as you may think

We visited Keith Case, Commercial Director

Keith’s relevant career

at Sellafield Ltd who is charged with managing

Like so many in the industry Keith’s early career was as a professional engineer but he was soon attracted to the commercial world and the management of people. As Keith pointed out “I realised I liked people and negotiating solutions more than designing things.” Keith worked in British Nuclear Fuels as it was called in those days, and also spent some time with AMEC. While there the opportunity came to be part of the bid team for the Sellafield contract and he has not looked back since.

this daunting responsibility.

W

e first met Keith when attending the Meet the Buyer and Supplier Days at Sellafield Ltd earlier this year. We were impressed with the way the days were organised but particularly impressed with Keith’s keynote presentations on each of

the 2 days, so we wanted to find out a bit more.

An aid to understanding and monitoring change – the 1, 3 to 5 year Sellafield Ltd vision flow chart Accompanying this article is Sellafield’s change management guideline document and action plan which clearly sets out the goals that will ensure success. This, we believe will help anyone who is involved with managing change. The principals are the same no matter what project is involved, you just change the items and the time scale to suit. It gives clear alignment on what can be

Keith is yet another person we have interviewed who enjoys what he does in his professional position, where he welcomes the variety and the workload – “I have to admit that I find it difficult to find enough time to do everything I would like to do, but I relish the challenge which that kind of pressure brings.”

Keith continued this positive theme in stating that he takes great pleasure in finding solutions to problems and steering a path to a successful conclusion. As previously stated he likes working with people and encouraging creative thinking both within himself as well as the teams he works with.

delivered, in what way, and how long the process will take.

Why the nuclear industry?

Change management reasoning

Keith has always been interested in the nuclear industry from as early as his college days where he understood the base technology, so going into the industry seemed a very natural thing to do. The late 1970s conservative government’s plans to build several reactors over 10 years attracted him, which was also a factor in ensuring long term employment coupled to what appeared to be a very promising career.

Keith explained, in short and simple terms, that the job is about making business better by focusing on the customer and developing relationships. It is also about removing waste from the process and finding better ways for the supply chain to work, so that they can create value.

The fact that Keith hails from Lancashire was also an attraction, as he could remain in the North West.

NuclearCONNECT

23

Feature Safety

Keith also stated that it is important that we accept

On safety Keith has always been very aware of its importance

responsibility for the legacy of the old nuclear sites and deal

and enthused “The nuclear industry was probably the earliest

with the situation quickly and safely to ensure that the general

industry to recognises this factor because of the risks involved

public will be comfortable in the production of nuclear energy.

if you get things wrong.”

As far as new build is concerned Keith recognises the

The future?

cooperation of the controlling bodies to streamline the design and

At the time of writing the government was just being formed (Conservative/Liberal Democrat Coalition) with Chris Huhne named as the energy secretary (Lib Dem with a policy of anti nuclear)

planning processes, in the form of the IPC (Infrastructure Planning Commission). He sees this as a very positive step towards getting things moving more quickly than has been experienced in the past.

however early signs were that there would still be a positive future

We learned much in our interview with Keith – his enthusiasm

for the industry. Keith was confident in his belief that there would

is infectious and we know his team will be of the same mind.

still be a very promising future because of the need for energy

The challenges ahead are daunting, but we feel the right person

generally. “Future energy needs cannot be fulfilled realistically

is in place to ensure success within the timescale set because

without the use of nuclear.” This bears out the informed and

of Keith’s experience, knowledge, professional approach.

positive belief not only in this country but all round the world.

And of course that infectious enthusiasm.

Sellafield Ltd change management plan he diagram (on the next page) is more than just your average flow chart. The diagram detail clearly shows the Sellafield Ltd Change Management Plan which ensures that all those involved know the reasoning behind the project, what the goals are, and more importantly, how to get there.

T

What appeals to us is the fact that it can be adapted to suit any industry and any change management project.

The time line, content and detail can be different, but the principal remains the same - that of carefully devised, planned, monitored, and managed change ensuring a successful outcome.

If you are contemplating, or in the process of change, we hope this will help your own change management project.

The principal can also be used to help those in more general business management areas and not just within the nuclear industry.

24

NuclearCONNECT

EHSS&Q

Hazard & Risk Reduction

Efficiencies

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”

e base then th

“D riv e

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Funds Scope

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Establish the base

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Production optimisation

Resource mobility

Support service efficiency

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Project delivery improvements

BCWP

BCWP

Feature

Management Plan

NuclearCONNECT

25

Feature

The law and the nuclear industry Gareth has been active in the nuclear sector for 10 years. He joined Burges Salmon's Nuclear team in 2008, having spent the previous 11 years working 'in house' at Imperial College, London. The last three years at Imperial were spent working with nuclear physicist Simon Franklin, as Legal and Commercial Project Manager for Imperial's nuclear reactor decommissioning planning project.

Responsibilities spanned co-authoring the initial options study, strategic and operational project planning and delivery, risk management, and governance. Also legal/commercial negotiations with government and industry nationally and internationally.

Gareth has been company secretary to Radsafe CLG since its incorporation and is a member of its risk management group. He is a member of the International Nuclear Lawyers Association, serves on the Nuclear Institute (Western Branch) Committee, and has been an active participant in the NIA Decommissioning Working Group for several years. Gareth's role at Burges Salmon incorporates strategic nuclear/energy business development and client relationship management.

W

hile researching the nuclear industry in all its

sources of energy and security of that supply. With the significant

many facets, health & safety has been mentioned

levels of investment this build programme will entail, interest in the

on many occasions and with it the law, and

sector is being re-newed with unprecedented vigour.

how it affects the people who work within it.

Established sector participants and new entrants alike are competing

In the first of series of articles Gareth Davies from Burges

not only for work but also the scarce resources - particularly skilled

Salmon sheds some light on what can often be a very thorny

and experienced staff - to deliver that work to the exacting standards

and complicated subject.

the sector requires.

Overview of the nuclear sector - a Lawyer's perspective

This is just as true of law firms. Due to the decade or so in the

The nuclear sector is not new, but established. Measured against other industry sectors, is currently buoyant with the added draw of exciting commercial opportunities anticipated over the next half century - at least. For those new comers to the sector, this article

26

doldrums, very few firms saw the need for a specialist nuclear practice.

This meant the bulk of that work was undertaken by a handful of firms and consequently, now much of that specialist legal experience is focussed in a few firms and the sector's own in-house lawyers.

aims to provide a useful overview and draw attention to the unique

The nuclear sector itself is large and diverse, spanning as it

legal regime in place across the sector.

does areas such as education and research, medicine, power

After the war, the UK saw its first research reactor at Harwell,

production and military applications. Research and military sites

during the mid 1950s the Government identified nuclear as the

aside, at this point it may be worth distinguishing two areas in

'energy of the future' and by the late 50’s the first reactors with

the sector the market views as ripe with opportunity -

electricity production capability were opened at Calderhall and

decommissioning and new build.

Chapelcross. The momentum was gathering along with rapid

The opportunities do not extend simply to tapping the current

advances in power station technology and by 1964 Sir William

rich UK work seams, but to export the experience gained to the

Penney reportedly said 'if it worked it was obsolete'. The UK's last

growing international marketplace for both the decommissioning of

'new build' nuclear power station was at Sizewell (B), with electricity

legacy plant and facilities (there are over 420 operational reactor units

generation commencing in the mid 90's. In recent months Sizewell

worldwide, with 120 closed for decommissioning), and the global

has been identified along with Hinkley as likely sites for the first new

renaissance in building new nuclear power plants.

build projects for a generation. Electricity from these plants is

In broad terms the UK decommissioning market comprises the

planned to meet domestic consumption needs by 2017/18.

publicly funded clean up of the 20 sites designated under the Energy

Following the uncertainties for nuclear power post privatisation of

Act 2004 as the responsibility of the Nuclear Decommissioning

the electricity industry, there was a prolonged lull in the new build

Authority (NDA). Whilst there are a number of reactors (and nuclear

market. Various economic, social and political factors have, however,

licensed sites) which fall outside the NDA's responsibility, clean up

come together and nuclear is now firmly back on the agenda, driven

is largely publicly funded, therefore a body of public law applies, for

by the low carbon commitment, the simple need for cost-effective

example procurement regulations and state aid. Demonstrating value

NuclearCONNECT

Feature for money is a priority, and work programmes, anticipated to run to

understanding of nuclear safety and liability principles before

many tens of billions of pounds, can change according to Government

entering contracts and undertaking work.

policy and priorities, for example the Public Value Programme.

There is a raft of legislation governing nuclear operations in the UK,

Nuclear power plant new build on the other hand is being progressed by the private sector, most particularly by European electricity producing utilities, with a view to new energy being available to consumers at a competitive price through an open, non-subsidised market.

along with its own distinct regulatory regime policed by the Nuclear

As with any large, highly regulated industry, there is a significant body of applicable laws and regulation across the many areas of its operation, whether planning, health and safety, construction (or deconstruction), employment, commercial, property - the list goes on. However, for this sector there are the additional international and national nuclear laws to consider, comprising a vast collection of legally binding and non-binding instruments governing the key pervasive themes of nuclear safety, security, safeguards (nonproliferation) and liability.

disposal of nuclear materials. Nuclear law will usually impact most

Nuclear law - a definition

and ionizing radiation in a manner which adequately protects

“Nuclear law is the body of special legal norms created to regulate the conduct of legal or natural persons engaged in activities related to fissionable materials, ionizing radiation and exposure to natural sources of radiation.”

It's objective is to “to provide a legal framework for conducting activities related to nuclear energy and ionizing radiation, in a manner which adequately protects individuals, property and the environment.”

Nuclear law is not only relevant to those companies that own or manage nuclear installations but also to companies operating within a nuclear licensed site and persons affected by nuclear activities.

Therefore, all companies who operate within the nuclear industry, be they at the management or subcontractor level, should have an

Installations Inspectorate (NII). Nuclear sites have their own special licences, with 36 standard licence conditions which must be adhered to (breach is an offence under the Nuclear Installations Act 1965) in the interests of safety and with respect to the handling, treatment or areas where lawyers are asked to advise, Licence Condition (LC) 36 for instance addresses Control of Change, so it could be that a simple matter of employment law, could on a licensed site, trigger LC 36 notification requirements.

Given the catastrophic potential inherent throughout the nuclear energy production lifecycle, the fundamental objectives behind these layers of law and regulation are simple and united. That is, to provide a legal framework for conducting activities related to nuclear energy individuals, property and the environment. These activities include material use and transport (whether domestic or international, by road, sea, rail or air), waste storage and management, emergency arrangements and health and safety to name but a few. To those organisations with a track record in the nuclear sector this will be familiar territory, for those new comers these will be important.

Albeit often non-intuitive issues to consider and address, particularly the nuclear liability regime which can take on a surprisingly different mantle.

In later articles we will look at nuclear law in more detail and nuclearrelated topical legal issues.

To register for the free Burges Salmon Nuclear Law e-briefing please email gareth.davies@burges-salmon.com or call 0117 307 6920

NuclearCONNECT

27

Careers

Career

Climbers Matt Cullen, our featured career climber, won a place in the Nuclear Graduate Scheme. We follow his career.

T

here has been some interest on how Matt is

Nuclear and public consultation

progressing so we visited the Office for Nuclear

Matt went on to explain the team's role in consultation with the

Development (OND) under the auspices of the

public, which involves various exhibitions round the country. Matt, in

Department of Energy and Climate Change (DECC),

spite of his very open personality, described how he found this the

where Matt presently works, to have a chat and find

most difficult part of the team's role - that of listening to the public's

out a bit more about this remarkable young man.

concerns and not telling them they were wrong (how many of us can

Professional position

relate to that!). The team takes on board and analyses what they say,

Matt is Senior Policy Advisor for the nuclear strategy team in the Office for Nuclear Development. The Nuclear Team, was set up

avoiding unnecessary arguments which benefit no-one.

to be responsible for the promotion of new build, dealing with the

The safety standards and responsibilities experienced in the 1950's

nuclear legacy, as well as non-proliferation issues. The Nuclear

through to the 1980’s in the nuclear industry were non-existent in

Team is also tasked with facilitating new build in the UK and

relation to what is in place today and this is relayed in a way which

attempting to remove any perceived barriers.

should build confidence in the public regarding nuclear energy

Specific remit Matt's particular remit within this framework is to ensure the skills are there and is therefore involved with the Skills Academy for Nuclear and the Cogent Sector Skills Council. One of the highlights of the last few months has been the release, in conjunction with Cogent, of the second report on the skills requirement for nuclear new build. Matt played a significant part in representing the

28

then feeds that back, by way of a measured response, therefore

development.

Matt commented “The public's perception is more likely to be based on the legacy from the past and this is very difficult to break down. However, it is not impossible and we as a government department want to continue to do what we can to move things forward.” Latest thinking would suggest that progress is being made and positive momentum is increasing.

government by writing the foreword, and assisting in what is

The nuclear industry and the recently formed

contained in the policy, to ensure it works.

coalition government

Matt has found the position very challenging and understands

At the time of our meeting the new coalition government had

why people, even within the industry, can be confused regarding

just been formed and the DECC offices were buzzing with

which organisation to seek advice. Matt explained “You have the

excitement, much more than concern. There are differences

Skills Academy, the Skills Council, and non nuclear specific bodies

between the Conservatives and the Liberal Democrats but with

e.g. within the construction industry. It's a pretty complex situation,

implied and concerted cooperation they will work together. Nuclear

and what we are doing is bringing clarity to help the supply chain

energy is seen as an extremely important part of the future energy

companies get the right people with the right skills.”

needs in this country - so no sullen faces here, just confidence!

NuclearCONNECT

Careers Matt's relevant career to date

Then Matt moved to Cumbria where he was very fortunate to work

Unlike most of our interviewees Matt fell into the nuclear industry

as assistant to one of the Directors of the NDA (Jim Morse, now NDA

rather than following a route through engineering and/or science.

Divisional Director Assurance). It is very unusual for a graduate to

Matt's passion was, and still is, Geography although he, like so many

hold such a position and he is extremely grateful for that opportunity.

young people who attend schools and colleges, never really knew

Matt saw that he was trusted to be a party to some high level

what he wanted to do! Matt explained “I selected a very broad range

information and decision making processes within this position and

of subjects at A level ranging from Ancient Greek to Chemistry, quite

learned a lot from this experience, although he admitted it was quite

literally, but Geography has always been my favourite subject.”

nerve wracking!

So Matt studied Geography and gained his degree at Cambridge

Matt recognises this to be an important and valuable period in his

and, even after 3 years, still did not know what to do! So he

early career, experiencing mutual respect at such a high level and

continued further education with a post graduate diploma in

allowing Matt certain autonomy within an agreed policy. “This set

management studies. There was no real link with nuclear other than

me up for the future and really convinced me that I wanted to stay

part study within the Geography degree.

within the industry if at all possible” he enthused.

Matt then applied for the nuclear graduate scheme of which he is

The future?

now a prominent part - it looked a good and interesting scheme and the locality was a draw too as his parents lived near Harwell which offered one of the first placement areas.

It would be remiss of us not to ask what Matt's aspirations are for the future. He answered without hesitation “In short I would like to make a difference using the skills that I have learned - not necessarily

The nuclear graduate scheme ethos

in nuclear, but that would be my wish.”

Part of the ethos of selection for the nuclear graduate scheme is

By the time this issue lands on your desks Matt will be in Washington

to increase the breadth of knowledge within the scheme. Matt felt

DC for 6 months to do pretty much the same thing as he is doing

in that sense that he had some advantage in succeeding in his

here at the DECC only within a different culture. He added “I would

application. Matt has had a very varied educational background.

hope to return to London and the DECC, if there happened to be a

The NDA in the south and north

suitable position - for all sorts of reasons I love what I am involved

Matt went on to explain his placement experiences “I spent 6

with here and that would be my dream.”

months at Harwell in Oxfordshire with the NDA which was a very

“I love to play a part in policy setting, rather than just carrying it out”

good introduction to the industry. It is at the heart of the waste

Matt concluded.

management directorate, which is responsible for its disposal.

With enthusiastic, interesting, and intelligent young people like Matt

This introduced me to real management - the real workings of

in the nuclear industry we are certain someone will ensure a suitable

a business, a real job!”

position will be found.

NuclearCONNECT

29

Training

Why won’t you be open with me?

I can’t tell you! part 1

L

Why? Research suggests it is because of fear. Fear of setting a precedent, fear of being seen as soft, fear of failure, fear of rejection, fear of being found out... please add to this list any other fears or issues that you think might apply.

When morale suffers – performance can suffer.

Fears lead to conspiracies, rumours and gossip. Managers refuse to discuss certain things and staff keep quiet about other

et us pause for a moment and make a list of some

things. Rumours and gossip can cause fear and anxiety. Fear and

of the things we might like to discuss more openly in

anxiety can damage morale. When morale suffers – performance

the workplace: 1. Wages and salaries 2. Terms and

can suffer. And this is all because we are afraid of discussing

conditions 3. Job security 4. Promotion prospects

certain topics openly at work?

5. Why we need to do some tasks in a certain way 6. How key

I can vividly recall the remarks of a fellow consultant (named Nick)

decisions are made 7. Why some decisions are delayed 8. How we

who had been called into a big UK airline company to help them with

are getting on as an enterprise in the recession 9. What about those

what he had been told was a ‘communication’ problem. Apparently,

people who are not pulling their weight in the team 10. Favouritism

some serious and embarrassing breakdowns in communication had

I have noticed, to name but ten.

been identified and there were now real concerns about the way

Why don’t we always talk about these topics openly at work?

Why do things have to reach a crisis point before anything is said?

Why do some supervisors keep so many things to themselves?

Why do team members gossip about a colleague but will not tell the person to his/her face? Why does everyone in the team

information was being shared in the company.

Nick began his work with some diagnostic questions like ‘How long had communication been seen as a problem?’ (Ever since anyone could remember). ‘What had been tried already?’ (Nothing much) and ‘What sort of information was not being communicated effectively?’

discuss the boss’s performance but never include the boss in

On this last point Nick gained some real insights. The company

these discussions?

had been formed after World War II and most of the managers had previously been in the RAF where, during the war, because of the very high security levels, people were only told things on a ‘need to know’ basis. The person who had information to share would decide who needed to know the information and would then tell only them.

If they were in any doubt about whether a particular person should be told; the rule was - don’t tell them.

Your time starts now...

Matt Cullen - Policy Advisor - Skills and Integrated Waste OND What was your best holiday?

Peru with my Dad to do the 4 day Inca trail culminating in the magical Machu Pichu.

Who are you?

Matt Cullen.

What brought you into the industry/your position?

Attractive interesting future, challenge, opportunities available.

Family status Single.

Who is your hero and why?

There are two - my parents! Because I get on really well with

Not had one!

What is your dream holiday?

Scandinavia - half skiing in Sweden, then up through Swedish/Finnish Lapland, back through the lakes and finish in Helsinki.

What is the best advice you have ever been given?

“Always realise that when you are speaking to people, if you are nervous they are probably too!”

them and they have supported me throughout - also (probably

What is your favourite smell?

not heroes) Jim Morse (NDA Divisional Director Assurance), Ian

Fried onions.

Laidlaw (NDA Programme Manager) and Jon Phillips (NDA

What do you do in your spare time?

Director of Communications and Stakeholder Relations) all of whom I have a great deal of respect for and who have helped me progress...and many more, too many to mention - celebrity

30

What was your worst holiday?

Keep fit, semi professional pool player, time with family, peace and quiet when I get the chance, and juggling!

hero Roger Federer, I just loved his quote “it's nice to be

What sport do you participate in/watch the most?

important but it's more important to be nice.”

Tennis or running.

What annoys you the most?

What is your favourite record/CD/artist/music?

I'm a very impatient person so I guess someone who cannot

Very narrow likes, strange metal, Sonata Arctica (Ed note:

grasp something quickly.

google it - we had to!).

NuclearCONNECT

Training This led to a culture of secrecy as the company grew after the war which lasted until the present day or certainly until the day Nick arrived. Nick pretty soon began to go through something like our list of topics above to check precisely what was ‘discussable’ by people at all levels in the company.

Some things are so undiscussable that their very ‘discussability’ is not discussable He got as far as ‘wages and salaries’ and was interrupted by a person who said ‘You can stop right there Nick. You need to know that there are some things in this organisation that are so un-discussable that their very ‘discussability’ is not discussable’. Not much openness there then.

There is also research that tends to suggest that we fear the reaction our openness might get ‘in the moment’ and then afterwards i.e. the negative consequences that might follow on from being more open about things. Like me, you may have personal experience of your openness being punished.

Wouldn’t it be great if we could feel confident enough to say whatever we like to anyone without fear or worry that it will be taken the wrong way or used against us!

Of course we sometimes come across people who are very blunt and like to ‘call a spade a spade’. However, this ‘spade calling’ is often done in a crude ‘there you are I’ve said it now’ kind of way which can cause people to take offence at what is said.

Worse still people can then harbour a grudge ‘forever’, or never take that person into their confidence again. Why? Because just blurting something out only eases the frustrations of the ‘blurting’ person, it rarely helps the other person or the situation they are in.

Sometimes things have to be said clearly and openly It is great to be polite and considerate as most people try to be, but sometimes things have to be said clearly and openly so that we can have the kind of effective communication that will lead to improved morale and a better performance from the work team.

In the next edition I will look at the sophisticated ways that people AVOID being open and honest and what we can do to improve our own openness and the openness of others at work.

Frank Newberry has been helping people in UK industry to get better results for over 25 years.

His clients include Apple, BT and Motorola. If you are facing a situation that needs more openness and honesty and you think it might help to speak to someone you can contact Frank by email or by telephone via the contact tab of his personal website www. franknewberry.com

Who would you choose to spend a romantic evening with other than your current partner?

Cheryl Cole would do!

If money was not a factor what would you buy tomorrow?

That dream holiday.

What 3 words would best describe you?

Competitive, keen, relaxed.

What talent would you like to have?

Formula 1 driver, with all the ancillary benefits!

What makes you angry?

Anti- nuclear arguments based on ignorance, and people who don't realise how lucky they are.

What prominent person would you like to meet?

Derren Brown.

What book are you reading at present?

Stieg Larsson Trilogy and “How to speak Finnish.”

What car do you drive?

VW Polo.

Where would you like to be 10 years from now?

In the UK in a professional position at the sharp end of policy development, nice house and nice wife!

NuclearCONNECT

31

Training

32

NuclearCONNECT

Health & Safety

Health & safety training with energy - a generic approach

T

here has always been a desire in industry to provide a degree of consistency and uniformity across sector specific training. The energy sector is no exception in wanting to achieve this.

However, in nuclear, the challenge for training across the processing, generation and reprocessing fleet is by the nature of purpose, design and operational functionality, significantly different.

For instance a comprehensive induction to one site does not provide a sufficient degree of knowledge to work safely on another, because, while the hazards may be the same, the point of work risks can be very different. Various initiatives have tried and failed to provide standardisation of the safety training required to gain access to, and work safely on nuclear sites.

One proven and successful approach has been to identify the generic aspects within the training and produce general induction modules supported by site-specific modules. This has proved effective in covering the basic knowledge to gain safe, unescorted access to site and is widely used. However, whilst technically correct and fit for purpose, such training is not designed to address the cultural, behavioural and professional requirements that are key to safe working within all nuclear installations and it is here that a generic approach may provide the answer.

Training focussed on human performance Human performance is widely recognised as the key to safe and efficient operation and it begins with simple common sense if something seems wrong then it probably is wrong. As individuals we are encouraged to take full responsibility for our actions all of the time.

Many companies regard what used to be called “safety training” as an integral part of their company “safety culture.” When we talk about a safety culture we need to consider the very broad range of work force involved and the high degree of engagement required. It is vital that any training initiative is positively, objectively and effectively communicated to the target audience in such a way that it is remembered and transferred into the workplace.

Regulation alone cannot control individual behaviour on a day to day basis. We can attempt to affect individual behaviour, by setting out standards and expectations demanding the highest degree of professionalism within the industry. Individuals are accountable for their actions and, more importantly, any consequences. How individuals respond to this is dependent on the organisational culture and the quality of training objectives and outcomes.

Safety culture training success through the impact of engaging multimedia The modern work force is sophisticated and has the ability to decipher meaning within visual media. It is able detect manipulation and is very suspicious of media based content, almost to the point of paranoia. For this reason, when developing e-learning and communication materials to support a cultural initiative, a scenario based approach that usually involves a degree of video based drama as the vehicle to deliver the learning or communication objectives has been very successful in achieving learning objectives. In reality there is nothing new about this and it's true that organisations have been using training films for many years - from Video Arts for example.

However, as media types continue to converge, the distinction between what is perceived as e-learning and older style training video packages is more about the delivery mechanism rather than the content. The reality today is that 'content is king' and almost any type of content can be developed to fit within an e-delivery strategy.

Developing content As one client said "if I'm going to build a wall I hire a builder."

This is a simple analogy that explains a lot. Many potential clients have ideas about how something should look, feel and operate (in other words, all the creative elements that are strongly connected to engagement) that, they become detached from their primary commissioning objective, the content and its accuracy. The most important point is as a commissioner you will want to ensure your training is developed into an effective piece of learning content with the right partner.

NuclearCONNECT

33

Health & Safety The use of audio, video, graphics and interactions engage with the

the viewer, rather than boring them to death with screen after

audience, when done well, has lasting effects. Sometimes multimedia

screen of dull content that, whilst it may be accurate and detailed,

learning material can be confused with cheap alternatives and

misses the target by some distance.

wrongly compared to classroom based training courses even though

Budgeting

it is more flexible, accessible and capable of volume deployment when required. In fact both should work in harmony with a blended approach.

Delivering content Sometimes it isn't cost effective, or even practical, for senior

A project may be competitively estimated to cost £30k but you have only got £20k in your budget, you have three options: O

Wait until you have the budget and do it then properly.

O

Reduce the scope or limit the media for a cheaper and probably less effective solution.

O

Don't do anything at all (not really an option if you have identified the need).

managers to lecture inductees on either a group or individual basis.

The sheer volume of numbers and frequency of movement between locations demands a more flexible approach to training delivery. An alternative and one of the most effective ways to deliver this kind of message is through the use of well designed and executed multimedia training via DVD or the web.

Commissioning content

The second option may cost you more in the long run. Reduced impact and effect on the audience, less effective transfer and application of the learning into the work place, lower than required reduction of errors/accidents and the increased cost of “re-training.”

largely ineffective and in the long term potentially ends up being very

So to come full circle, e-learning that is designed to address human performance issues and contribute positively to the cultural, behavioural and professional requirements that are key to safe working within all nuclear installations, is achievable with a generic approach.

costly solution. Ultimately the cost to businesses can be significant

Mike Mulvihill

Sadly the commissioning process is all too often flawed because standards and expectations are compromised by cost or resource.

Somewhat ironically, this is a human performance failure in that the consequence of poorly specified “cheap” e-learning content is a

if human performance standards and expectations presented in a training environment are ineffective and the audience is not engaged with the subject matter.

Treating the development of “content” with a great deal of care and attention and actively making an effort to engage the viewer is critical to an effective and positive learner experience and the successful achievement of the desired learning outcome. It also says that your organisation cares enough to make the overall experience better for

34

NuclearCONNECT

eOrigen.com winners of an IVCA Award for best multimedia and e-learning for British Energy. www.eorigen.com mike@eorigen.com

Training ew procedures in procurement at Sellafield have highlighted the need for companies to work together on bids, right through the supply chain. Often the defining success factor is not the technical solution or the price, but it is emphasizing to the client how the partnership will work together to deliver the result.

N

Keith Longney, a Director at Acorn, explains “A bid team performing at anything less than its best can put the entire bid at risk, lower your hit-rate, multiply costs and erode your capability to compete for future work.”

“In our experience, to be successful, all alliance members need to understand the underpinnings of collaborative working. Teams can often fall down after the first hurdle because the partners have not looked deeply enough into what it takes to realise the true capability of the bid teams.”

Acorn understand what it takes to bid successfully, with a proven track record of working with partnerships and multi-agency teams that has resulted in significant bid wins in the Nuclear sector.

Don't just focus on presenting a technical solution. All organisations, but particularly partnerships, also need to convincingly portray how they will operate as a cohesive and effective entity. The client needs to feel confident about how the bid winner will interact with them.

In our experience, bids are not lost in the latter stages due to questions of technical competence.

10 top tips 1. Establish a clear profile of what you will bid for - and stick to it. Know the financial and technical thresholds a tender must pass to be economically viable, technically appropriate and reputation-enhancing in the event that you win it.

2. Review against these thresholds at key points in the process. Be prepared to pull out - or stick your neck out and put more in. Make sure the decision is made against your original objective criteria, don't just get sucked along.

3. Define the added value or uniqueness resulting from the make up of your partnership. This is not just the sum of the parts - what is created by putting these parts together? What is the bid winning strategy of the partnership?

4. Consider how you will communicate, demonstrate and live up to this value proposition.

5. Know the bid process - the rules of the game.

Make sure you are playing by the real rules and avoid constraining yourselves unnecessarily by operating in fear of breaking them. Continually review the process against your winning strategy.

6. Understand the culture of the client. What facets of your partnership will interact most effectively with them? Consider how to manage your own culture and approach to be aligned with the client.

Developing teams for successful bids

7. Listen to the client, get inside their heads, see what they really want and even what they fear. Seems obvious, but how do you know how good you are at this? Don't be afraid to play back to the client what you think you've understood of what they want. If you have made a 'mistake' it's better to find out sooner rather than later.

8. Define clear expectations of leadership, roles and communication processes in your bid team. Don't muddle through as a committee. Roles should match the strengths and experience of the players - they should not be determined simply by the largest member. Who is best

To help you improve your bid hit rate Acorn has developed a bid team support programme. After an

suited to manage the bid?

9. Invest time in getting to know the other members of

honest and impartial assessment of your team's performance we

the bid team and in building strong working relationships.

help develop a cohesive team with a clear bid strategy based on the

Until this is done, you are just a paper partnership with

collective strength of the alliance.

little capacity to be truly innovative and responsive

Keith continues “The programme we have devised specifically for companies in the Nuclear sector helps bid teams consider cultural

to the client.

10. Create a culture of robust honesty and challenge

and strategic compatibility, clarity of vision, realism of partner

within the partnership. When necessary, be prepared

expectations, quality of communication and interaction, and their

to take the fight back into the partnering organisations

capability to innovate.”

to ensure the commitment of time and expertise to

For more information visit www.acorncoaching.com or contact:

the bid is sustained throughout the process.

Keith Longney on +44 (0)1539 741511 or email: keith@acorncoaching.com NuclearCONNECT

35

Recruitment

Case study Jonathan Lee Recruitment, Specialists in the Nuclear Sector The Client A leading provider of special purpose equipment for the nuclear industry, whose core products and services include design, manufacture, assembly, project management, installation and test/commissioning of mechanical and electro-mechanical handling systems for nuclear power and process plants. The company has supplied equipment to all UK nuclear power stations in both active and decommissioning phases.

The Requirement

Nuclear bids for the next generation

A

recent article in the Sunday Times ('Nuclear bids for the next generation') tells us that nuclear companies are already staffing for the new build programme and that women are rising to the challenge.

Confidence is still high following a change of government and this is borne out by this recent article. It tells us that the government is pushing ahead with a low-carbon energy strategy that places nuclear power alongside renewable sources, such as wind and solar.

10 sites have already been suggested for the new generation of power stations.

EDF aims to have the first of 4 new reactors operational in 2018. “Nuclear power is the most affordable low-carbon option.” says Vincent de Rivaz, EDF's chief executive.

“We have completed consultations on our proposals to build two reactors at Hinkley Point and two at Sizewell.”

At Oldbury and Wylfa, two plants are being planned by Horizon Nuclear Power (HNP).

The investment will cost an estimated £15 billion and will create 800 permanent jobs at each site, plus thousands more during construction. “Nuclear is a way to reach our low-carbon targets.” insists Horizon's chief executive officer, Richard Tuffill. Each reactor will generate enough electricity to run about 3 million homes.

The design of a new reactor will have to satisfy stringent standards set by the Health & Safety Executive. “This is the most regulated industry there is, with intense scrutiny of everything to do with nuclear facilities, including the construction phase.” says Adrian Bull, head of stakeholder relations at Westinghouse.

With such high standards in force, and with more than 70% of today's employees due to retire by 2025, there is a pressing need with young recruits with science, technology, engineering and mathematical skills. The industry estimates that it will need about 1000 additional extra graduates and about 1000 apprentices every year until 2025. There is also a demand for project and general managers.

Annette Cox, associate director at the Institute of Employment Studies, says there are some big skill shortages in the nuclear energy industry for geotechnical engineering, reactor design, environmental engineering and operational roles.

The industry-led National Skills Academy for Nuclear (NSAN) offers professional training courses and many energy companies have their own graduate schemes.

More than 80% of workers in the industry are men, according to NSAN, but this is changing. In September, Abby Greenall will complete a 2 year stint on RWE npower's graduate scheme and become an engineer with HNP. “In my intake of 40 people, 25% were women.” says Abby, 25, a physics graduate from Leeds University.

Abby has worked on site development and visited power stations across Europe.

“The nuclear sector offers some great opportunities for women” she concluded.

36

NuclearCONNECT

Since formation of the business the company has continued to grow year on year and performed beyond expectations. This continued growth has resulted in the decision to rationalise the recruitment supplier base, with the aim of reducing supplier numbers and improve the level of service provided, by building better understanding of their business and recruitment needs. Based upon our extensive technical expertise, we were required to identify high calibre individuals for senior technical roles, who possessed transferable skills and disciplines from other industry sectors, such as aerospace, in order to fill placements where candidates with nuclear experience were not readily available.

The Solution The Human Resources Manager engaged the services of Jonathan Lee Recruitment (JLR) to build on the existing working relationship, but with the aim of formalising the candidate database and implementing regular driven reviews to reduce our client's administrative time and associated costs.

This initiative resulted in a preferred supplier status being awarded to JLR.

The Results The changes made over the last 18 months resulted in a number of significant placements being made with 100% retention since the inception of more formalised, visible and structured recruitment processes within the following areas:O

Tendering/Commercial.

O

Safety Case.

O

Computer Aided Design.

O

Programme/Project Management.

O

Health & Safety.

O

Manufacturing.

O

Stress Analysis.

O

Software.

O

Control & Instrumentation.

O

Project Planning.

Chester Boothe - Business Director Jonathan Lee Recruitment

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are already at the heart of plants in France, UK, USA, China and

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help you succeed. The future of nuclear is exciting. Together

control systems and high-integrity monitoring equipment.

we can make it happen.

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NuclearCONNECT

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NuclearCONNECT CONNECTING THE NUCLEAR INDUSTRY

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ISSUE 2 JULY 2010 ÂŁ9.50

Issue 2 July 2010

Multi-disciplinary engineering design and supply.

Radiation Protection Instrumentation and Non-destructive Testing

Responsive nuclear engineering and support services

Remote handling systems, services and products

CONNECTING THE NUCLEAR INDUSTRY

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