NuclearCONNECT Cover Section Ed3
27/9/10
08:51
Page 1
NuclearCONNECT
Design, supply and support services for high integrity operations
NuclearCONNECT CONNECTING THE NUCLEAR INDUSTRY
WWW.NUCLEARCONNECT.CO.UK
Issue 3 October 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
For more information please go to:
www.jfnuclear.co.uk
An artist's impression of the proposed Hinkley Point C power station used during the public consultation – July to October 2010. Image courtesy of EDF Energy.
ISSUE 3 OCTOBER 2010 £9.50
NuclearCONNECT Cover Section Ed3
27/9/10
08:51
Page 2
Intro p1-32
15/10/10
09:38
Page 1
Introduction
Issue 03 1st October - 31st December 2010 EDITORIAL ACCOUNT MANAGER Liz Pallas Tel: 01937 580405 Email: liz.pallas@theconnectseries.co.uk MANAGING DIRECTOR Dan Connew Tel: 01937 580400
Welcome to the third edition of NuclearCONNECT, our aim is to become the communication tool for the whole of the nuclear industry. Don't forget you can also visit us online at www.nuclearconnect.co.uk. Feedback continues to be very positive, NuclearCONNECT is an evolving publication and in response to readers suggestions we are looking to include more in-depth articles about the industry. We welcome all constructive criticisms and in order to further improve our publication we would very much like to hear your views!
STUDIO MANAGER Andy Bickerdike Tel: 01937 580407 SALES MANAGER Julie Wilkinson Tel: 01937 580402 Email: julie.wilkinson@theconnectseries.co.uk PRODUCTION MANAGER Tracey Bramall Tel: 01937 580406
Within this edition we have received many editorial contributions from people and companies in the nuclear industry, so thank you. The magazine content is people focused and informative. It is about real people and stories in the nuclear supply chain. We want to give our readers the opportunity to learn more about you, the sellers in the industry, so we welcome your stories! For more information on supplying editorial contributions, please visit: wwwnuclearconnect.co.uk/contact-us
Published by
Group Information Services Ltd, 2 Highcliffe Court, Greenfold Lane, Wetherby, West Yorkshire LS22 6RG. 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
The back section of each magazine contains a vital directory of the suppliers in the industry. Listing is both by A-Z company name and by service/product offered. This directory is free to suppliers involved in the nuclear industry, and will act as a handy, up to date reference tool to find the different companies in the industry. This section has grown over the last few editions and we envisage it will continue to grow over future issues, if your company isn't currently listed please refer to our inclusion form on page 96. Don't forget you can also post your nuclear industry related vacancies on the recruitment pages online. With thousands of skilled professionals reading our publication online, we have the perfect forum to find your next candidate and its completely FREE! We want to fill your vacancies with the best and brightest so keep on submitting your vacancies! Don't miss out on the opportunity to win £100 of M&S vouchers with our questionnaire prize draw! The results will be published in issue 4!
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
Liz Pallas Editorial Account Manager
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 responsibility for the copy supplied by the advertisers. The publisher shall not be liable for any direct or indirect or consequential loss or damage 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 opinions of the publishers.
Visit the NuclearCONNECT Website now at www.nuclearconnect.co.uk
THE CONNECT TEAM
Andy Bickerdike Studio Manager
Liz Boyle Financial Controller
Jo Brotheridge Data Executive
Tracey Bramall Production Manager
Phil Coe Graphic Designer
Turns out fishing was not for me, sticking to dry land and photography from now on!
Polished professional who is a perfectionist with the pennies and pounds
Our Data Guru!
A Yorkshire lass without the whippet or flat cap
The proud new owner of a Samoyed dog. Not sure who’s been taking who for a walk
NuclearCONNECT
1
Intro p1-32
15/10/10
09:38
Page 2
Introduction
Prize Draw An artist's impression of the proposed Hinkley Point C power station used during the public consultation – July to October 2010. Image courtesy of EDF Energy.
to build twin EPR (European Pressurised Reactors) on the site, alongside its Hinckley Point B Advanced Gas-cooled Reactor (generating 1976- present) and the decommissioning magnox station, Hinckley Point A (generated 1965-2000).
Cover Story Developing the local supply chain to work on new build at Hinckley Point The image on the cover is courtesy of EDF Energy and is an artist's impression of the proposed Hinkley Point C power station used during the public consultation - July to October 2010. Hinckley Point in Somerset is leading the race to house the first Generation III nuclear reactor to be built in the UK. French utility company EDF is pushing ahead with plans
28 What is the best training for a nuclear Chief Executive? Chance to win ÂŁ100 M&S vouchers
Industry News 7
P&O Ferrymasters appoints DRS to operate cross country rail trials
7
Aker Solutions to develop a new type of nuclear power station
8
Measuring bolted joint integrity in nuclear power
8
Babcock awarded Label Fournisseur by Areva
To read more about this story, the full article is on page 5.
Diary of Events 16 Diary of events Essential events to attend in the forthcoming months.
19
13 THE CONNECT TEAM
2
Dan Connew Managing Director
Sue Connew Company Secretary
Julia Dingwall Account Manager
Finn Langley Database Manager
Suzanne Mclean Media Sales
We're all nice to him.... he pays the wages after all
Always busy busy busy
Queen of the cupcake expanding out waistlines since 2005
Smoother than shiraz
Our queen of multi-tasking who can fit 30 hours work into 24. And keep smiling
NuclearCONNECT
Intro p1-32
15/10/10
09:38
Page 3
Introduction
Industry News 8 9 9
Review 19 “Building a Nuclear Future�
Ted Zdanowicz 52 years service as a machinist
Conference at Oulton Hall
Frazer-Nash wins Horizon Nuclear Power contract NEBOSH award winners study
10 Sellafield awards multi million pound waste storage contract 10 Making stem more attractive
Law
33 Consulting
22 Initial regulatory issues associated with nuclear new build in the UK
65 Industry Bodies 67 Infrastructure 73 Nuclear Sites 75 Office Management
25 Career climbers
Training
24 ITS and Tessella partnership win Sellafield contract
26 Training in the nuclear industry
Feature Developing the local supply chain to work on new build at Hinckley Point
29 Accidents waiting to happen
nuclear operators.
83 Alphabetical Supplier Listings Search for companies you need by their name.
Website For all the latest vacancies Visit the NuclearCONNECT
Recruitment
Life extension and plant management of nuclear assets is a critical issue for
79 Personnel Services & Training
Health & Safety
13 Snake-arm robots to support plant life extension
32 2010 search for the nuclear stars of the next generation
20
Company DVD rental specialist. She has a collection to rival Blockbuster's
Search for companies you need by their category of services.
45 Engineering, Plant & Equipment
Careers
11 Designer pupils plant out winning butterfly garden
Liz Pallas Editorial Account Manager
33 Category Listings
20 Nuclear Law - Book Review
11 Rotork's power industry product range
5
Directory
29
Website now at
www.nuclearconnect.co.uk
32
James Parnham Media Sales
Susan Salmon Media Sales
Julie Wilkinson Sales Manager
Jane Wynn Sales Administrator
Looking forward to the new football season and Leeds heading back to the premiership
Originally from Scotland, Sue has settled into the Yorkshire way of life, but still bringing in the Scottish shortbread
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
Intro p1-32
15/10/10
09:38
Page 4
Feature
Your time starts now... Dr Andrew Munro - Programme & Capture Manager, AMEC Chairman of the UK Decommissioning & Waste Management 2010 Conference and incoming Chairman of the NIA Decommissioning & Radwaste Working Group
---What brought you into the industry/your position? - interest, need, particular mentor etc
What was your worst holiday? Any holiday is a good one.
If money was not a factor what would you buy tomorrow?
What is your dream holiday?
A house for each of my kids.
school and carried out school projects on
British & Irish Lions rugby union tour to New
the CEGB (Central Electricity Generating
Zealand (already in my diary for 2017).
What 3 words would best describe you?
Board) and Chernobyl accident. These
What is the best advice you have ever been given?
I visited Hinkley Point A whilst I was in
started my interest in the nuclear sector and
Being persuaded by my Supervisor to study
What talent would you like to have?
for a Chemistry PhD at Durham University -
A single-figure golf handicap.
where I met my Wife.
What makes you angry?
were the reasons why I joined Magnox Electric upon leaving university.
Family status? Married with three children under 5 years
What is your favourite smell?
old. Fresh coffee.
Who is your hero and why? Shane Williams, Welsh rugby player - the
Strong, driven, Welsh.
What do you do in your spare time?
best player of my generation. Originally being
Not too many things to be honest.
What law/legislation would you like to see introduced? Re-introduction of free university spaces and
from Neath in South Wales, I'm a big
The kids soon absorb any spare time.
educational grants.
Ospreys rugby fan.
What annoys you the most?
What sport do you participate in/watch the most?
What prominent person would you like to meet?
Failure to deliver as promised.
Swimming, running, golf and rugby.
Rowan Atkinson.
What was your best holiday?
What is the most bizarre question you have ever been asked …. apart from this one!?
What book are you reading at present?
Which part of Canada do I come from?
Wilson.
What is you favourite record/CD/artist/music?
What car do you drive?
Honeymoon in Australia - Sydney in particular is a fantastic place.
Favourite album - “Hot Fuss” by the Killers. Favourite single - “Acquiesce” by Oasis.
Who would you choose to spend a romantic evening with other than your current partner?
“Henry VIII - Reformer and Tyrant” by Derek
BMW 5 series.
Where would you like to be 10 years from now? On a golf course.
The “other” ladies in my life - my two daughters. We would have a dinner of fish fingers & chips, and then ice-cream, followed by an episode of “Peppa Pig”.
Dr Andrew Munro Programme & Capture Manager
4
NuclearCONNECT
Intro p1-32
15/10/10
09:38
Page 5
Feature
Developing the local supply chain to work on new build at Hinckley Point An artist's impression of the proposed Hinkley Point C power station used during the public consultation – July to October 2010. Image courtesy of EDF Energy. By Penny Hitchin
inckley Point in Somerset is leading the race to house the first Generation III nuclear reactor to be built in the UK. French utility company EDF is pushing ahead with plans to build twin EPR (European Pressurised Reactor) units on the site, alongside its Hinckley Point B Advanced Gas-cooled Reactor (generating 1976- present) and the decommissioning Magnox station, Hinckley Point A (generated 1965-2000).
and Into Somerset will manage the communication hub for
The two Areva 1650 WW reactors will cost around £10bn to build. Rupert Cox, Chief Executive of Into Somerset, the inward investment organisation for Somerset wants to see as much as possible of this being spent locally. He told NuclearCONNECT, “Forty per cent of the value of the contract could come from Somerset or South Western companies.” The Nuclear Steam Supply System, steam generator and pressurizer; reactor coolant lines and pumps and reactor pressure vessel are likely to be supplied by Areva's established contractors in France and Japan. However, Cox added, “The civils should and could be done by the local supply chain.” In addition he wants to see the Somerset economy provide all the catering, accommodation and auxiliary services that the project requires.
Key contracts available include preliminary works (earthworks and
H
EDF is using the inward investment agency to engage with the local supply chain. This procurement model has been used at Flamanville - the Normandy site where the first French EPR is under construction. In May 2010 EDF commissioned the Somerset Chamber of Commerce, which manages Into Somerset to develop the local Somerset and South West England supply chain and to identify gaps in provision of goods and services for the EPR construction. There could be as many as 150 Tier 1 national and international contractors working directly for EDF. They in turn will contract Tier 2 suppliers, who will engage Tier 3 suppliers etc. Work is underway to develop a site supply chain for contractors at Hinckley
information and contacts between EDF and the supply chain. Cox who is CEO of both Somerset Chamber of Commerce & Industry and Into Somerset explains that his company is both working with Tier 1 suppliers to make them more aware of the potential of local companies and working with local companies to increase their capacity and awareness of partnering possibilities for the EPR project. jetty); reactors and steam generators; main civils; marine works site preparation; ancillary buildings; turbine generators; mechanical, electrical and HVAC; and power transmission.
Regulatory obstacles to clear before construction can be approved Government is keen to see new nuclear power stations built but there are some regulatory and legislative hurdles to overcome before contracts can be awarded and construction can start. These include Justification: Generic Design Assessment (GDA) of the reactor; strategic siting assessment and planning permission. Justification is required under EU law to ensure that nuclear power developments are in the public interest. It is a high level generic exercise conducted by government to show that the overall benefits of the use of ionising radiation in the generation of power outweigh any health detriment. The process is underway and a government decision is expected later this year. Generic Design Assessment (GDA) is a process carried out by nuclear regulators to pre-approve reactor designs ahead of site specific applications. Two reactors - the Areva EPR and the Westinghouse AP1000 - are in Stage 4, detailed assessment, of the GDA which is expected to run until June 2011. Successful completion of this process will approve the reactor for UK construction in principle. NuclearCONNECT
5
Intro p1-32
15/10/10
09:38
Page 6
Feature No decision on potential sites for nuclear new build can be
sites at Wylfa and Oldbury, adjacent to existing nuclear power stations
taken until the National Policy Statement for nuclear is approved by
which are expected to be included in the Nuclear Policy Statement as
Parliament. A second public consultation is currently underway and
suitable for new build. Horizon is expected to choose between the
the finalised NPS is now expected to go before Parliament for
EPR and the AP1000 by the end of this year.
ratification in spring 2011.
Westinghouse has a policy of 'Buy where we build' and wants to build up a robust UK supply chain. Nuclear Power Delivery UK - consisting of Westinghouse, Shaw Group, Laing O'Rourke and Toshiba - has been set up to deliver this.
The last nuclear power station to be built was Sizewell B (started generating 1995) whose six year planning inquiry has become a by word for a tortuously slow planning system. The last government set up the Infrastructure Planning Commission (IPC) to streamline major infrastructure planning decisions. The Hinckley Point C pre-planning application is currently with the IPC and if, as EDF intends, the IPC receives the Hinckley Point C planning application this year, then the IPC will consider the full application and make a recommendation to the Secretary of State next year.
Adrian Bull of Westinghouse, speaking for Nuclear Power Delivery UK told NuclearCONNECT that the company is keen to hear from companies which supply relevant goods and services. Over 400 companies are registered on the Westinghouse web portal, and the company is prioritising expressions of interest to match the build process, and working on Quality Accreditation.
Subject to clearing all the hurdles outlined EDF hopes to begin groundworks at the 86 hectare Hinckley site before the end of 2010. Construction would start in early 2012 and the first reactor would be generating to the grid by 2018, with the second following 18 months later.
Westinghouse challenge to Areva domination of UK new build As well as the twin reactors at Hinckley Point, EDF plans to build another two EPRs at Sizewell in Suffolk. It has started negotiations with the Suffolk and Norfolk Chambers of Commerce to use a similar process to build up local supply chains there. The rival to the Areva EPR is the Westinghouse AP1000 reactor. Unlike the EPR, which is EDF's preferred design, the AP1000 has yet to be selected by a UK utility. Horizon Nuclear Power, a joint venture between E.ON UK and RWE npower wants to build around 6,000 MW of new nuclear power in the UK by 2025. Horizon has acquired
6
NuclearCONNECT
Nuclear New Build Supply Chain links Hinckley Point C www.intosomerset.co.uk http://www.hinkleysupplychain.co.uk/ Westinghouse http://www.nuclearpowerdeliveryuk.co.uk/ https://supply.westinghousenuclear.com The Nuclear Industry Association website dedicated to opportunities for the nuclear supply chain http://www.niauk.org/ http://www.nuclearsupplychain.com/
Intro p1-32
15/10/10
09:38
Page 7
Industry News
P&O Ferrymasters appoints DRS to operate cross country rail trials Direct Rail Services (DRS), the UK's leading rail freight operator started innovative trials to move freight from the East Coast to the West Coast by using a new type of wagon to enable cross country service to operate with the necessary gauge clearance. These trials are operated using DRS' Class 66 for P&O Ferrymasters. P&O Ferrymasters' Intermodal Division are continuously seeking to provide customers with sustainable solutions using intermodal products. Wim Blomme, Director Intermodal Division at P&O Ferrymasters explains, “We are continuously innovating and implementing customer designed, sustainable and green solutions for our customers. Over the last decade the development of these solutions was very much focused on the European continent and our partnership with DRS has allowed us for the first time ever to move freight in the UK offering our customers a huge carbon footprint reduction.
The trials have demonstrated the feasibility to carry high cube ISO containers on the restricted British loading gauge, and will surely lead to the launch of a regular service in 2010.” These two stage trials form part of a wider project for DRS to look at ways of accommodating the increasingly popular high-cube ISO containers within the British loading gauge. The two weeks trial started on the 19th July 2010. Initial phase was to move the freight using a traditional megafret carrying a 9'6” container. With restricted gauge clearance on some of the lines the route from Teesport to Widnes was via Edinburgh, Carlisle and Crewe. Phase 2 of this trial started on the 26th July 2010 with the introduction of an innovative IDA lowliner wagon to move the container. Lowliner wagons are particularly useful for conveying highcube containers where loading gauge may vary on the rail infrastructure between destinations. The train has successfully made the cross country move from Teesport to Widnes via Derby and Crewe. Clearly, this is demonstrating service efficiency as well as reducing journey times. Results of the trials will be analysed with a decision to commence the service in September 2010. DRS' Commercial Development Manager, Sarka Oldham commented, “As a leading rail freight operator in the UK, meeting our customers requirements is the key to business success. With ever changing demands, DRS is committed to ongoing development of innovative rail solutions which have economical and environmental benefits for our customers.” DRS, a subsidiary of the Nuclear Decommissioning Authority, is responsible for rail transport of nuclear materials including spent fuel.
Aker Solutions to develop a new type of nuclear power station Aker Solutions works with Nobel Prize winning physicist, Carlo Rubbia to develop a new type of nuclear power station. 14 June 2010 - Aker Solutions is working with Carlo Rubbia to develop a new type of nuclear power station that uses thorium as its main fuel. The name given by Aker Solutions to this thorium-fuelled nuclear power station is the Accelerator Driven Thorium Reactor (ADTR). It is targeted towards the global energy market and aligns with fourth generation reactor concepts that will come into being by 2025-2030. The reactor is designed to drive a steam turbine/generator balance of plant similar to other nuclear power stations in design, providing a sustainable form of power generation using a new and abundant nuclear fuel. The ADTR power station uses thorium as its main fuel. As a nuclear material, thorium will not naturally support nuclear fission; it is described as “fertile” which means by capturing nuclear particles or neutrons it “breeds” or converts to a type of uranium which is able to react in a fission process and produce energy. In order to provide these neutrons, initially a small amount of fissionable material is required along with the use of the accelerator which, through a process known as spallation, provides further neutrons. It is these neutrons which not only breed the reactive uranium from the thorium but also take part in the fission process.
A significant advantage of this type of process over conventional reactors is that the accelerator enhances reactor control; turn off the accelerator and the reaction reduces virtually instantaneously. • Thorium is an abundant mineral deposit; there being 3 to 5 times more thorium in the world than uranium. More importantly, virtually all of the thorium mined can be used as fuel compared to only 0.7% of the uranium recovered in its natural state. Put simply, in energy equivalent terms, 1 tonne of thorium mined is equivalent to 200 tonnes of uranium mined, which is equivalent to 3.5 million tonnes of mined coal. • It has proliferation resistance advantages compared to other reactor systems, specifically long fuel residence time mitigates material diversion and the degree of self-protection afforded by irradiated fuel. Additionally there is no requirement for enrichment technology with the thorium cycle. • Construction below ground means that the reactor is highly resistant to damage from external attack.
NuclearCONNECT
7
Intro p1-32
15/10/10
09:38
Page 8
Industry News
Measuring bolted joint integrity in nuclear power When a bolted joint fails in nuclear power, the consequences are expensive and disruptive. Potentially, they can be disastrous. It might mean a limited failure of pressure containment, but it can mean a complete plant shutdown. All of which makes understanding the “science” of bolted joint integrity important. Research into why bolted joints fail has consistently shown that over 85% of all failures can be attributed to insufficient bolt tension at installation. Given this fact, it is interesting to note that traditional tightening practices usually employed only measure the force being applied to the bolt in order to tighten it - they do not measure the tension being achieved across the joint at all. Measuring torque and measuring tension are two completely different practices. It is the design of the joint, the quality of the components being used and the tension achieved across the joint that are the three factors that make up the science. Get all three correct and you have joint integrity. The arrival of the tension control fastener in the early eighties was a major step forward in being able to turn the science into achievable practice. The new technology driven bolts were able to accurately measure and maintain the correct design tension at installation and throughout the life of the joint. The first RotaBolt® tension control fasteners to be used anywhere in nuclear power were used on turbines at two Magnox stations in the late 80s. Early success in achieving integrity saw a steady increase in usage across Advanced Gas Reactor sites as well. There were two distinct areas of usage - on covers, flanges and joints within nuclear plant, and also on valves and covers in steam generation. During the 90s another five AGR sites started to use the technology as well as a further two Magnox stations. Typical
applications included bolted joints on carbon dioxide vapourisers, primary covers, access flanges and covers, as well as a variety of steam valves and strainers. Further afield, tension control technology was also making inroads in nuclear power generation in Belgium, and the story of how the technology became established is typical of the learning curve. Engineers at Antwerp contacted James Walker locally because a 24 inch, 1500lbs steam valve had leaked on every start-up since it had been installed. The team from RotaBolt carried out a technical analysis of the valve and its joints which indicated that a complete re-design was necessary if joint integrity was to be achieved. It was recommended that a slightly more advanced fastener was used - RotaBolt 2. This provides an even greater range of tension control on installation, tightening and in-service checking. It offers two tension settings in a single sensor and features a dual load indicator cap - the outer cap for high tension setting and inner cap for low tension - giving the choice of an operational tension range for overload or maintenance control. The design of the new joint incorporated the use of a Metaflex gasket, the fitting of a silver plated C-ring and new housing dimensions of the male/female flange. Twenty, 3 inch RotaBolt 2's were used, with an operational tension range set at 125 and 150 tonnes.The new steam valve was fitted during the main summer shutdown and for the first time in seven years, there was a totally leak-free start-up! Engineers on the plant then began to explore the use of tension control across other applications and today the technology is being used in nuclear power across Belgium.
Ted Zdanowicz has hung up his overalls after 52 years service as a machinist with DavyMarkham. Ted was an apprentice trained machinist who became one of the company’s most skilled and valued employees. He even stayed on after his retirement age and helped the company implement a 5S initiative on his own machine.
Babcock awarded Label Fournisseur by Areva BABCOCK's Nuclear Division is one of the first UK companies to achieve “Areva Certified Supplier” status. Known as the Label Fournisseur, Areva's award recognises key partners on the basis of 25 criteria concerning quality, sustainable development and competitiveness. Other key factors include innovation and research, nuclear and occupational safety and the environment. Will Foord, Commercial Director of Babcock's Strategic Nuclear Development Group, explained: “This recognition by The Areva Group will enhance and strengthen our working relationship. We have worked closely together at Sizewell for the last decade. As we enter a new era of nuclear power, which could see new nuclear power stations being built around the world, Babcock is well placed to work with a company likely to be at the forefront of that new build provision.” 8
NuclearCONNECT
Sam Wragg the Chairman of the company’s Shop Stewards Committee has worked alongside Ted for 12 years said “Ted has passed on his skills to many of us and the employees are grateful to him for helping us all to further develop our skills.” Kevin Parkin the Managing Director commented “The traditional training schemes developed highly skilled engineers in techniques which are still used today. We should not assume that all modern teaching methods give lifetime skills to everyone.” Ted insisted that he used the cutting tools he had grown up with and, as a token of their thanks, Ted was presented with one of his own tools, refurbished by Tooloy Ltd and engraved with a “Father Ted” message.
Intro p1-32
15/10/10
09:38
Page 9
Industry News
Frazer-Nash wins regulatory and licensing contract with Horizon Nuclear Power Frazer-Nash, the systems and engineering technology consultancy, has been awarded a five-year framework contract and three significant work packages by Horizon Nuclear Power, the company which aims to develop and operate around 6,000 MW of new nuclear power stations in the UK by 2025. Horizon Nuclear Power, a 50:50 joint venture of RWE npower and E.ON UK, has purchased land for the development of nuclear facilities at Oldbury-upon-Severn in South Gloucestershire and at Wylfa, on the Isle of Anglesey. Both sites have been identified as suitable for development in the government's draft nuclear National Policy Statement, announced on 9 November 2009. Frazer-Nash have signed a framework agreement with Horizon Nuclear Power for the provision of regulatory and licensing services for a five-year period from 2010, representing the start of a long term strategic relationship. The framework will initially focus on supporting Horizon's submissions of Site Licence Applications for the Oldbury and Wylfa sites.
Commenting on the contract wins, Business Manager Paul Deeran said: “The award of these work packages is a testament to the quality and value of the engineering services we provide the nuclear industry. Horizon Nuclear Power, one of the major players in the nuclear new build industry, also represents an important new client for us.” “Frazer-Nash now has significant involvement in the development of the UK's next generation of nuclear power stations, and these contracts complement our ongoing work for the Health and Safety Executive on the Generic Design Assessment, which is considering the options for nuclear reactor design.” John Baker, Head of Regulatory & Licensing, Horizon Nuclear Power says: “We are pleased to be working with Frazer-Nash and welcome the company to our team. Site licensing is a pre-requisite for our ambitions to develop around 6,000 MW by 2025 and it is a key priority for our business.”
NEBOSH award winners study with local firm in Carlisle Woodward SHE Ltd, a local safety, health and environmental training company based on Harraby Green Business Park in Carlisle had two top students at the NEBOSH Graduation and Awards Ceremony. To acknowledge the achievements of successful diploma candidates NEBOSH holds an annual Graduation & Awards Ceremony incorporating our best candidates presentation. The ceremony for all successful 2008/2009 NEBOSH Diploma candidates took place at the University of Warwick on Monday 28 June 2010, and attracted over 1,200 diplomates, their guests and course providers. Judith E Hackitt CBE, the Chair of the Health and Safety Executive, was once again the guest of honour. During the ceremony all the diplomates and award winners were personally congratulated by Judith Hackitt, in recognition of their achievements. It was an especially happy day for Woodward because our students won not one, but two top student awards. Our two best candidate award winners were: - Claire Jones, who won the award for the National Certificate in Fire Safety and Risk Management
Sebastian Wilkinson works as a Senior Team Leader for Bosal Ltd. He is responsible for 8 production cells and coordinating 12 employees across all customer bases; Jaguar and Land Rover. Woodward has been delivering training for the past 19 years and has grown into one of the largest NEBOSH and IOSH centres in the UK. We do very little advertising, and have been referred to as one of Cumbria's most successful best kept secrets. The majority of our delegates either find out about us through a referral or are with us for a 2nd, 3rd or in some cases 4th training course. The results in all our courses are excellent, particularly the difficult NEBOSH courses where our pass rates are very high. This reputation and quality has resulted in many delegates completing three or four courses with us. For many, their whole health and safety career starting with IOSH Managing Safely has been completed with a successful NEBOSH National Diploma. The main reason for this continued growth is our attention to customers - we realise that they are very important people, and central to our success as a business. We do however make delegates work hard on our courses, hence the high pass rates. But we also look after you whilst you are with us. by Tom Duggan, Woodward SHE Ltd
- Sebastian Wilkinson, who won the award for the National Diploma in Environmental Management. We have had successes in the past, last year Andrew Doe was the top performing candidate for the NEBOSH Certificate in Fire Safety and Risk Management Exam during 2008/9. The year before Hayley Hebson was the top performing candidate for the NEBOSH Specialist Diploma in Environmental Management Exam 2007/8 Claire Jones works within Project Management as the Construction EHS Improvements Manager for Sellafield Ltd.
NuclearCONNECT
9
Intro p1-32
15/10/10
09:38
Page 10
Industry News
Sellafield awards multi million pound waste storage contract The contract for the first phase of a massive new multi-million pound waste storage facility at Sellafield has been won by a Babcock and Balfour Beatty Joint Venture. The contract, for the Early Contractor Engagement Phase of the Box Encapsulation Plant Product Store and Comprehensive Import Export Facility (BEPPS and CIEF) Project, will start immediately with completion of the entire project scheduled for 2019. The BEPPS and CIEF project will incorporate the completion and expansion of a purpose-built, above-ground nuclear waste store and the construction of a new import/export facility to handle radioactive waste, arising from the ongoing nuclear decommissioning and high hazard reduction operations at the Sellafield site in West Cumbria. Paul Stewart, Sellafield’s Programme Delivery Manager BEPPS – CIEF, said: “We are pleased to award this contract to the Babcock and Balfour Beatty Joint Venture and are looking forward to working in close partnership with them to deliver a safe, reliable and cost effective facility.”
“
We are pleased to award this contract to the Babcock and Balfour Beatty Joint Venture
”
Dr Ian Hudson, The Nuclear Decommissioning Authority’s Sellafield Programme Director, said: “Our priority at Sellafield is the reduction of risk and high hazard, and this project will deliver a new facility that will have an important role to play in storing the waste that arises from that work.” Sellafield Ltd is a company owned and operated by Nuclear Management Partners, a consortium comprising URS, AMEC and AREVA.
Making stem more attractive The National Skills Academy for Nuclear teamed up with Teachers from Industry to deliver a STEM (Science, Technology, Engineering & Maths) Primary School Programme which promoted and supported the teaching of STEM subjects in primary schools. The Skills Academy managed this project, on behalf of the Nuclear Decommissioning Authority as part of its Skills Strategy. The project concentrated on two Engineering themes, Electrical (electrical circuits) and Mechanical (Simple Mechanisms) aimed at Key Stage one and two. For each theme, teachers from industry provided their own 'specialist teachers' to deliver workshops to students in schools, provided teacher training INSET days and produced a teacher's resource kit. The main aim of this activity was to enable teachers to present the subjects in a creative and fun way to stimulate and encourage both the teachers and the pupils. The project has delivered 172 workshops to over 4,500 primary school pupils on each topic and provided 8 INSET training workshops to 94 teachers. The project concentrated on geographical areas close to civil nuclear activity in England, primarily in the Preston, Risley and Capenhust areas.
“Absolutely brilliant day! I had no knowledge of the areas covered in the course. I now feel that I have a firm grounding and can use this with the teacher pack and DVD for good teaching.” “This has definitely improved my subject knowledge, but more importantly it has shown me how to make teaching extremely fun, interactive and accessible to children throughout the primary years.” The National Skills Academy for Nuclear has been involved with this project following concerns from nuclear employers about the reported steady decline in students choosing to study physics, chemistry and engineering. Teachers from the Industry have been working with primary schools for 20 years and with the objective of promoting and enhancing the teaching of Science, Technology, Engineering and Maths (STEM) in primary schools through the development and delivery of fun, hands-on workshops.
Feedback from both the workshops has been extremely positive; “The thrill of completing electrical circuits and the challenge of solving problems and working as a group provides the children with lots of encouragement to develop an interest in science, technology and engineering.” “The children loved the workshop, they were enthusiastic and several said; “we love science; it's the best.”” Equally feedback from attendees of the INSET days has also been extremely positive; 10
NuclearCONNECT
Pupils attend the INSET workshop
Intro p1-32
15/10/10
09:38
Page 11
Industry News
Nuclear qualified fluid power valve actuators complete Rotork's power industry product range The acquisition of Ralph A. Hiller Company Inc. (Hiller) enables Rotork to add an established range of nuclear qualified fluid power valve actuators to its existing comprehensive electric actuation capabilities in the nuclear power industry. First established at Pittsburgh, Pennsylvania in 1950, Hiller began the production of actuators for the nuclear industry in 1968. The company can now claim a large installed product base within the USA and throughout the world. Hiller's nuclear product range encompasses rotary and linear pneumatic and hydraulic actuators, in double-acting and springreturn configurations, together with specialised linear hydropneumatic actuators designed to deliver very precise speed control. Applications include main steam isolation valves, feed water isolation valves, HVAC system dampers and balance of plant auxiliary systems. Quality assurance for these products conforms to 10 CFR
Testing being carried out on a main steam isolation valve (MSIV) fitted with a Hiller hydro-pneumatic actuator for installation on a boiling water reactor (BWR).
50 APP B, 10 CFR 21, ANSI N45.2 and has been audited by both
Hiller products will sit within the Rotork Fluid Systems Division
NUPIC and NIAC. Environmental and seismic qualifications comprise
and be sold through existing sales channels as well as Rotork's
IEEE 323,344 and 382.
worldwide network of offices and agencies.
Hiller supports its actuation products with a stock of factory original
Alex Busby, Rotork Fluid Systems Managing Director, explains:
parts to ensure a swift response to the demands of safety related
“The acquisition of Hiller will enable Rotork to establish a Centre
applications. Maintenance, field service and training are also
of Excellence for nuclear industry products. As well as being a
provided, together with a comprehensive refurbishment service for
significant addition to Rotork Fluid Systems, Hiller is also a key
complete hydraulic and pneumatic systems.
element in the completion of our portfolio of Rotork Group products.”
Designer pupils plant out winning butterfly garden Youngsters from St Mary's Primary School in Workington visited the Studsvik metal recycling facility to start planting out their winning butterfly garden. Twenty-four pupils from class four entered an 'inspired design' after the Lillyhall company launched a competition amongst local schools to landscape a patch of land at their Joseph Noble Road site. Teacher Nadia Taylor said: “The children were so excited to win and be the first children to visit the site.” As well as planting special butterfly-friendly flowers and plants near the entrance, the children visited the company's educational viewing gallery to learn about metal recycling. The plant takes in contaminated
scrap metal from the nuclear industry, cleans it and then recycles it for a myriad of uses. Pupil David Curran, 10, said: “It was really interested watching everything from the room. We learned in a video how they clean metal and you can make coke cans from it.” Amanda Astrop, marketing officer for Studsvik, added: “The school's entry was really fantastic. The children had used the internet to research which flowers attract butterflies and other insects. They also created a massive picture of how the site could look which we have now hung in our entrance.” “A selection of the children's pictures are also hanging in the viewing gallery. We hope that many more schools will want to come to the butterfly garden and educational centre - which we are still developing - to learn about metal recycling in the nuclear industry.” Landscape gardeners Linda Collinson and John Shead brought along a selection of flowers which the children planted. John said: “This was just the first stage today as we need to plant a lot more over the next few weeks and months.“But once the plants establish and flower more and more insects and butterflies will visit which will be great for the children who come here.”
Pupils of St Mary's celebrate their competition win at the Studsvik metal recycling plant in Workington
Pupil Kharmen Briscoe, 9, said: “It was really good digging holes for the flowers and plants. I hope butterflies come here.” The children's winning entry also won the school hundreds of pounds worth of book vouchers. NuclearCONNECT
11
Intro p1-32
12
15/10/10
NuclearCONNECT
09:39
Page 12
Intro p1-32
15/10/10
09:39
Page 13
Feature
Snake-arm robots to support plant life extension R. O. Buckingham, A. C. Graham
L
ife extension and plant management of nuclear assets
Ringhals SCRAM pipe repair
is a critical issue for nuclear operators. There is a growing
In late 2003 a leak was found in a critical pipe at Ringhals 1 nuclear power plant, Sweden. As a short term measure the pipe was plugged and output reduced, but the inspectors required the operator to repair the pipe and demonstrate a generic capability to replace any of the 156 similar pipes if examination revealed a more widespread problem.
requirement to ascertain the state of the nuclear systems by means of direct plant measurement, with the consequential
requirement to conduct in-situ repairs. These requirements have driven the development of new remote handling techniques. This article considers the application of a new design of remote handling systems to two different tasks within different reactor types. The first task involved removal and replacement of a section of SCRAM pipe within a BWR. The second task involves the first deployment of a new inspection tool to access primary circuit feeder pipes within the Upper Feeder Cabinets of CANDU reactors. Both tasks have confined space, limited access requirements, in addition to nuclear radiation hazards. The snake-arm technology presented in this article demonstrates an increased ability to conduct remote handling operations within confined spaces; spaces that might otherwise have been considered too awkward and dangerous to access.
Snake-arm robots A snake-arm robot is a long slender, tele-operated manipulator that uses some clever software to 'nose-follow' into confined spaces and snake around obstacles. Motors and electronics are located at the base of the arm with mechanical power being delivered to the arm joints by flexible wire ropes. Services to fixed tools or insertable/replaceable tools are carried within the arm so that the external surface is smooth and continuous. The result is a lightweight arm with constant arm diameter and a smooth exterior. The arm has been designed for reliable extraction. www.ocrobotics.com/catalogue has more details of the Explorer range of snake-arms.
The challenges were two-fold. Firstly, a repair of this kind - replacing the leaking section of pipe with a new piece using a new 'parent metal' welding technique - had never been done before. Secondly, the leak was close to the control rod drive mechanism (CRDM) pipes in a section called the SCRAM nozzle. Access is limited, and the repair had to be made in an extremely confined space. CRDM and SCRAM pipes are located in the Common Insulation Room, nicknamed 'The Jungle'. The Jungle is located below the reactor and is completely occupied by 157, 205mm diameter stainless steel CRDM pipes space on a square grid with pitch 305.5mm. Access to the leaking SCRAM nozzle was either by cutting out CRDM pipes or reaching between the pipes using specially designed tools. The latter option was chosen as it presented the lowest risk to continued plant operation. Two snake-arm robots were commissioned and designed to gain access to the very restricted space. The smaller 40mm diameter, more flexible arm was design to gain access through holes in the floor and to reach up and around the CDRM pipes. This inspection arm carried cameras to provide a stand-off view of the work site. The manipulation arm was a larger 60 mm diameter arm which placed and held various components during the cutting and welding procedure. Two arms working cooperatively are often a better approach than using just one arm for the simple fact that camera views can easily become blocked by the process tools and the environment. NuclearCONNECT
13
Intro p1-32
15/10/10
09:39
Page 14
Feature The pipe repair involved replacing a section of the original pipe by making cuts on either side of the fault, removing the pipe and then welding in a new section of pipe. The cutting and final welding were both done from within the pipe providing the ability to use reliable geometric datums and build stiff mechanisms to achieve the precision required. Using both internal and external access made maximum use of the available workspace. The task of the snake-arm robots was to perform all external supporting tasks. This included securing three fixtures - which were not much smaller than the space in which they had to be manipulated - around the SCRAM pipe to immobilize it during cutting. The manipulation arm was retracted and the end effecter changed to a gripper, which grasped the pipe section during cutting and removed it once complete. The next phase involved delivering and locating a weld prep cutting tool which was used to reshape the outer surfaces of the cut pipe in preparation for the new pipe. This was one of the most demanding tasks due to the precise fit between the cutting tool and the cutting machine spindle.
Snake-arm robots CANDU
The next task involved the manipulation arm introducing the new pipe, which was held in position by an internal mandrel. The manipulation arm returned with a tack welding tool, and made four tack welds at 90 degrees on both of the welds - this secured the new pipe in position and enabled the metal welding process to begin. The manipulation arm was then used to place a gas shield around the new pipe to prevent oxidation of the weld. Having removed the gas shield the manipulation arm was then used to deliver an inspection device that took a radiographic image of the complete 360 degrees of each weld. The final task of the manipulation arm was to remove all the fixtures and exit the scene. The complete repair was conducted in less than 24 hours.
CANDU reactor feeder pipe inspections
Snake-arm robots: BWR
In a CANDU reactor, pressurised heavy water enters at the core at 250째C and exits at 290째C. The outflow feeder pipes converge on header tanks within Upper Feeder Cabinets (UFC) before rising into the steam generators. Access to the UFC is via a narrow staircase adjacent to the reactor face inside the reactor vault. Inside the UFC there are three suspended catwalks that run between the feeders. The feeder pipes themselves are densely packed. The integrity of the feeder pipes is essential to safe operation of the plant. Because the pipes are 10's of meter in length they have to be supported and in CANDU reactors the interaction between the pipe supports and the feeders is an area of concern. The potential for fretting necessitates direct examination to establish the presence and extent of any damage. Inspections are conducted during outages when the reactor operates at low power and requires people to enter the vault with measurement equipment and conduct inspections as fast as possible in order to minimize the dose received. For example, to reach the hangers an inspector must lie on the catwalk and reach down under the catwalk with a camera on a stick and take pictures. There are some areas that cannot be viewed and it is also difficult to revisit specific points of concern.
Inspection arm cameras viewing the work site
Snake-arm Feeder Inspection Robot Equipment (SAFIRE) is justified as a dose reduction tool with the potential to shorten the outage critical path. A further significant advantage is that once installed a robot can work around the clock with an availability of 100% whereas an operator may only be able to work for a few hours before their annual dose limited is reached. This time pressure affects the quality of data captured and does not allow operators to gain experience. SAFIRE is a remotely controlled machine that is equipped with a 2.2m long, 12.5mm wide, 19 degree of freedom arm that can snake under the catwalk and between the hangers to deliver cameras to take images of the pipe work. The arm is mounted on a vehicle 14
NuclearCONNECT
Upper Feeder Cabinet
Intro p1-32
15/10/10
09:39
Page 15
Feature which can be driven along the catwalks allowing SAFIRE to view the complete cabinet without manual intervention. The arm can also reach above the catwalk to inspect the header tanks and other systems within the feeder cabinet. SAFIRE is controlled from within a trailer parked near the reactor buildings. The operators are able to sit in the comfort of the trailer and drive SAFIRE remotely. This gives the right people the opportunity to collect the right information in an environment which enables thought and conversation, without incurring dose. Materials were chosen and factors of safety and failure modes were optimized in the design of the system to minimize the risk and consequences of failure. These concerns must be balanced with ease of installation and operation, both of which might be a more significant contributor to the overall safety and reliability of the system. SAFIRE uses commercial grade electronics which should have a life of around 10,000 hours in the radiation field expected. Non “rad-hard� cameras are designed to be changed more frequently. SAFIRE is not a high risk device since it does not pose a danger to the pressure boundary itself. SAFIRE, like the manipulator and inspection arms used at Ringhals, was designed so that the arm is compliant. The arm is effectively too weak to cause significant damage. The motors and actuator mechanisms were designed to enable the arm to reach into the pipe work systems but the in line and lateral force that the arm can exert on the pipe work is limited. SAFIRE was deployed for the first time at Pickering, Canada, during May 2010. Set up time was 70 minutes from the time the operators entered the vault with the equipment to the system taking live images under control of the same operators sat in the remote trailer. The inspections were conducted over a twelve hour period using two operators who received no further dose. Breakdown was completed in 30 minutes.
Two operators are used to fly the arm, with one responsible for motion and the other responsible for gathering data. SAFIRE uses proprietary nose-following software which allows the operator to control the 19 degree of freedom arm with ease. The operator uses a twin analogue joystick controller to fly the tip of the device whilst the computer ensures that the remainder of the arm follows the path of the tip. Operation is intuitive: the basics can be learnt in minutes. SAFIRE has a number of cameras and lighting systems. Two identical compact PTZ cameras with matched lights are mounted one each on the vehicle and a fixed base station. The main inspection tool is a tip mounted camera tool which contains three fixed focal length cameras - two pointing forward and one facing sideways - and high power LEDs. The tool is the size of a large matchbox and includes a motor to rotate the tool around its longitudinal axis to enable different views to be obtained from the side camera. Video from the cameras is transferred over 0.5km of fiber to the operator console, allowing the video streams to be recorded, time stamped and annotated. Further variants of SAFIRE will include different tools including UT probes. Since the arm is stable it was possible to review images and then decide to re-take pictures or change the angle of view. This resulted in inspections recording images of parts of the reactor system that have not been seen since the reactor was built.
Conclusion At Ringhals the pipe replacement enabled the reactor to be brought back on line and operated at a higher power. If the replacement had been unsuccessful the future operation of Ringhals 1 would have been in doubt. It is reasonable to state that OC Robotics' technology was instrumental in keeping the plant operational, thus safeguarding this asset. SAFIRE demonstrated the expected benefits of replacing manual inspection with automated inspection including: rapid set-up and tear down and remote operation that enabled considerable operator dose reduction; high quality images acquired from new vantage points; and, video captured from a stable platform. The less tangible results include the ability of the most experienced inspectors to view and re-view plant condition in real time. Extending nuclear plant life is now a key issue for nuclear operators as it secures base load electricity production. Inspection
SAFIRE with arm stowed coiled
of plant condition will be an increasingly important element of assessing plant integrity as a part of license renewal. Snake-arm robots create the opportunity to deploy existing and new replacement and repair technologies. Nuclear power plants are substantial investments which with careful management and investment can be operated safely for decades to come. Snake-arm robot technology will enable plant life to be extended both by conducting necessary repairs and by providing high quality data about the physical condition of the plant. For further information please contact: Rob Buckingham T: +44 117 3144700 www.ocrobotics.com E: contactus@ocrobotics.com
SAFIRE with arm deployed below the walkway (in mock up) NuclearCONNECT
15
Intro p1-32
15/10/10
09:39
Page 16
Diary of Events
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
Global Energy Group Workshop - Bid Preparation & Standard Contracts - 5 October NOF Offices, Durham, North East England Jenna Gray, Events Co-ordinator NOF Energy Tel: +44 (0)191 384 6464 Email: jgray@nofenergy.co.uk
Decom 2010 at Sellafield - 6 October
Sellafield Centre, Sellafield, Cumbria Peter Baxendale, Industrial Exhibitions Ltd Email: info@indexpo.co.uk Tel/Fax: 01253 732577
O New Build
Hartlepool Power Station Organisers: Young Generation Network Tel: 07887 935129 E-mail: amanda.astrop@studsvik.co.uk
The Energy Forum - 11 - 12 October Le Meridien Picadilly Hotel, London, Marketforce Tel: +44 (0) 20 7760 8699 Email: conferences@marketforce.eu.com
Energy in Transition - 12 - 14 October London Organisers: Energy Institute Tel: 020 7467 7100 E-mail: events@energyinst.org Website: http://www.energyinst.org/events/eit
Learning to Share 14 - 15 October Hilton Hotel, Manchester Airport Organisers: NDA E-mail: john.a.day@sellafieldsites.com
Decommissioning
European Future Energy Forum - 19 - 21 October
Energy Production
Excel, London Organisers: Turret Middle East Tel: 07540 349403 E-mail: d.mcgill@turretme.com Website: http://www.europeanfutureenergy forum.com/home-1
General Science & Technology Social Environmental Training Informative
16
An Audience with Dave Webster and John Earp - 6 October
NuclearCONNECT
BECBC Awards’ 2010 Business Awards - 28 October ENERGUS, Blackwood Road, Lillyhall, Workington, Cumbria, CA14 4JW Tel: 01900 60566
Intro p1-32
15/10/10
09:39
Page 17
Diary of Events
November
National Engineering & Construction Recruitment Exhibition 26 - 27 November
Decommissioning & Waste Management 2010 (DECOM10) 2 - 3 November
NEC, Birmingham Alison Church Email: alison.church@vmgl.com Website: http://www.engineerjobs.co.uk
Rheged Centre, Cumbria Robert Hayman, Events Manager, Nuclear Institute Tel: +44 (0) 20 8695 8229 Email: R.hayman@nuclearinst.com Website: http://ukdwm10.nuclearinst.com
December
Fundamentals of Process Safety (nuclear) - Five day training course 8 - 12 November
Technology Transfer Exhibition - 1 December
Leyland Hotel, Leyland Way, Leyland, Preston, Lancashire PR5 2JX Email: courses@icheme.org
Sellafield Centre, Sellafield, Cumbria Peter Baxendale, Industrial Exhibitions Ltd Tel: 01253 732577 Email: info@indexpo.co.uk
Nuclear Technology SG - Research Meeting 17 - 18 November Magdalene College, Cambridge, UK Bob Skelton or Gemma Jones Email: gjones@icheme.org
Nuclear Energy Conference 22 November Millennium Gloucester Hotel & Conference Centre, 4 -18 Harrington Gardens, London SW7 4LH Organisers: UBM Built Environment Tel: +44 (0)20 7560 4253 Email: michael.stewart@ubm.com Website: www.building.co.uk/nuclear
Sellafield Ltd Winter Supplier Forum - 24 November Sellafield Centre, Sellafield, Cumbria Email: rachael.milligan@sellafieldsites.com
Meet The Buyer Event (Energy Opportunities Supply Chain Project) - 25 November
Sellafield Centre, Sellafield, Cumbria EOSCP - Deborah Lines: Email: deborah@wcda.co.uk
Energy Choices 2010 2 December Central Hall, Westminster, London Organisers: Nuclear Industry Association Tel: 020 7766 6640 E-mail: stephanie.mckenna@niauk.org
NIA/NI 2010 Annual Dinner 2 December The Great Room, Grosvenor House Hotel, Park Lane, London, W1K 7TN Reservations: Robert Hayman, Events Manager, Nuclear Institute, Tel: +44 (0) 20 8695 8229 Email: R.hayman@nuclearinst.com Sponsorship Opportunities: Veronica Lekavicius, Tel: +44(0)20 7766 6648, Email: Veronica.Levakicius@niauk.org Website: http://www.ad.nuclearinst.com
Decommissioning, Immobilisation and Management Of Nuclear Wastes For Disposal - 15 - 16 December
Museum of Science Organisers: DIAMOND Consortium Tel: 0113 3432375 E-mail: j.patton@leeds.ac.uk
NuclearCONNECT
17
Intro p1-32
18
15/10/10
NuclearCONNECT
09:39
Page 18
Intro p1-32
15/10/10
09:39
Page 19
Review
NuclearCONNECT visit to ‘Building a Nuclear Future’ conference at Oulton Hall, Leeds ore than 100 delegates attended the ‘Building a Nuclear Future’ conference in late June 2010 at Oulton Hall, Leeds, organised jointly by Nuclear AMRC and Namtec. I do not apologise for repeating that yet again I experienced an enthusiastic gathering with confidence in the future of the nuclear industry coming to the fore and this time in the teeth of government planned financial cuts throughout industry in general.
M
The speakers did not disappoint and were very ably chaired and managed by Martin Edwards from 39 Essex Street.
The venue
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.
Oulton Hall is well known for its golfing pedigree as well as its conference facilities but the surrounding grounds and gardens played an important part for delegates visiting on both days as the weather was particularly pleasant. Alfresco dining and networking was therefore the order of the day when breaks were taken.
Organisation The event devised and managed jointly by Nuclear AMRC and NAMTEC was extremely well organised with helpful and attentive staff ensuring the well prepared support material was freely available. On a number of occasions I have found that conferences and seminars are devised, organised and managed by 2 or more companies or organisations and this can bring its own problems. Not so in the nuclear industry where people just seem to work very well together to ensure successful outcomes - just one more positive in an overall well organised industry.
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.
Again I 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 previously mentioned personable nature of the nuclear industry. I repeat ”It is often said that you learn more by chatting to your colleagues than doing anything else”.
The format and the speakers
Overall assessment
Short 25/30 minute presentations, which ensures you hold the audience's attention and also means a lot can be fitted into both days. There was a wide range of issues covered and included very helpful information that you could take away with you.
With the increasing pressure on the time in our business life we allot to visiting events such as these I do not believe anyone left with a feeling of wasted time. That in itself confirms a worthwhile occasion and a very well organised day. NuclearCONNECT
19
Intro p1-32
15/10/10
09:39
Page 20
LAW
areth Davies is a Barrister in the specialist nuclear team at Burges Salmon and a regular contributor on legal matters to NuclearCONNECT. In this edition Gareth reviews Stephen Tromans latest Nuclear Law text book. (See page 21)
G
Lawyers from the nuclear team are actively involved in the industry's main associations and fora both in the UK and abroad, including the Nuclear Industries Association (NIA), the Nuclear Institute, the World Nuclear Association (WNA) and the International Nuclear Lawyers Association. Burges Salmon recently provided a chair to the WNA Task Force on Nuclear Liability and last month Gareth was elected Deputy Chair of the NIA Decommissioning Working Group. The firm is heavily involved in the sector both in the UK and overseas and is well known for its expertise in international nuclear law. Most recently the firm has advised the NDA on its sale of land for nuclear new build and on the recent transaction at Springfields. The firm is currently working on new build initiatives in several jurisdictions around the world. If you would like to register to receive Burges Salmon's free nuclear law e-bulletin, or would like to suggest nuclear-related subjects for future articles please contact Gareth on Direct line - 0117 307 6920 Gareth Davies - Burges Salmon
20
NuclearCONNECT
Email - gareth.davies@burges-salmon.com
Intro p1-32
15/10/10
09:39
Page 21
Law
BookReview
'Nuclear Law - The law applying to nuclear installations and radioactive substances in its historic context' Published by Hart Publishing
tephen Tromans is widely recognised as an environment law expert, particularly in the fields of energy and natural resources. His expertise has developed over a varied career including being a lecturer at Cambridge, and a Partner/ Head of Environmental Law at a London law firm. Just over a decade ago his career took an alternative path. He was called to the Bar at Inner Temple in 1999 and last year was appointed Queen's Counsel.
S
Earlier this summer, his environmental specialist Chambers, 39 Essex Street, hosted a party to celebrate the launch of the second edition of Stephen's book 'Nuclear Law - The Law Applying to Nuclear Installations and Radioactive Substances in its Historic Context'. In this second edition, the first 1997 edition has been expanded upon considerably, encompassing not only commentary on key legislation underpinning the sector, but providing greater emphasis on providing a practical guide and sector overview both nationally and internationally. The expanded text also reflects the current marked change in public attitude towards nuclear energy, in light of the debates around fossil fuels and the carbon agenda. The arrival of this second edition is timely with interest, both domestic and global, in new nuclear power generation now the centre of considerable attention and opportunity.
These opportunities coupled with the pace of change in the renaissant nuclear market have meant that a growing number of professionals across numerous disciplines are entering the sector for the first time. To a large extent Stephen's book, provides an ideal starting place to learn not only about the historic, political and legal contexts of the nuclear industry in the UK and its evolution to the current day, but also provides considerable insight into the sector's governance, and the entwined and ostensibly impenetrable laws and layers of regulation that are in place but understood by few. With some 13 years passing since the last edition the new book covers important new developments in nuclear law including: O The establishment or the NDA, the Energy Act 2004 and associated legal development around the new nuclear decommissioning market O Nuclear new build (political and legal) O Security post 9/11 O Important developments in other nuclear law areas including, liability, safeguards and safety The book will appeal to a wider group than just lawyers. Like the sector it describes, it is multi-faceted with multiple layers of appeal to numerous professional and nuclear-interest groups. It sets the scene for the key issues throughout the nuclear life cycle (through inception, operation, decommissioning and beyond), and delves where needs be into the level of detail needed by practitioners. Where it does not provide the answer it guides the reader towards understanding the issues relevant to determining the answer. Whilst the launch was timely, it was also written during a time of considerable change with much of how the sector and its political and regulatory frameworks would evolve and develop still in question, particularly in the new build arena. As such, the book is prefaced with an Addendum highlighting to the reader important issues unresolved at the time of going to press. Timing, the author acknowledges, was always going to be a compromise. The book is logically structured and provides an extensive overview of the subject, with its intersecting themes carefully illustrated. Given the complexity of the subject, the book is easily navigable, the text clear and accessible. The chapters are clearly defined around broad key themes and then broken down into manageable sections, giving the reader the ability to dip in and out with ease. This however may give the reader the misleading impression of simplicity of the sectors the regulation. In reality it is author's thorough understanding of the sector and skill at turning complex material into easily digestible chunks of information which creates this impression of order and simplicity. For those with an interest in nuclear, this book provides an excellent source of information, and is highly recommended. NuclearCONNECT
21
Intro p1-32
15/10/10
09:39
Page 22
Law
Initial regulatory issues associated with nuclear new build in the UK by Susan Quint, Partner, Morgan Lewis & Bockius, LLP
uclear energy is currently experiencing a revival.
are all multi nationals, with business interests both inside and outside
Nuclear power is considered a proven, available
of the UK. One of the important challenges for these organisations
technology that can be expanded successfully to
will be to align business arrangements with regulatory expectations,
meet growing energy demands, while at the same time
to ensure compliance with the UK's regulatory regime. This will
N
reducing future greenhouse gas emissions and providing a secured
involve clear corporate governance processes to show the NII that
source of energy. For the first wave of new build applicants in the UK,
the JV companies created by the consortium (newcos) are poised
there are significant regulatory issues that need to be addressed
to develop into independent organisations with 'a controlling mind'
when applying to the Nuclear Installation Inspectorate (NII) for a
capable of being granted a nuclear site licence.
Nuclear Site Licence (NSL).
22
There are a number of corporate governance issues impacting any
One of the most important challenges for those organisations now
applicant applying to the NII for a NSL. The newcos will, like all other
considering the construction of new nuclear power plants in the UK,
subsidiaries, require the relationship with their parent to be clearly
is to ensure that the business arrangements of the organisation take
defined, with clear powers of delegation that do not infringe on the
into consideration necessary regulatory issues, particularly those of
regulatory independence of the newco. Memorandum and Articles of
the Nuclear Installations Inspectorate (NII).
Association will need to be drafted together with a Company Manual;
The consortia that have indicated their interest in applying for a
the appointment of Directors and Executives and the corresponding
Nuclear Site Licence (NSL) to construct new nuclear plants in the UK,
terms of reference for Boards and Board sub committees will need to
NuclearCONNECT
Intro p1-32
15/10/10
09:39
Page 23
Law be put in place. While these are normal governance arrangements for
secure the project in a timely manner but most importantly in
any newco, two documents that play a unique regulatory role are the
accordance with the requirements of the regulator and the NSL.
Management Prospectus (MP) and the Nuclear Baseline (NB). The
There is currently a debate on the form of these contracts, will a
MP demonstrates that the newco is taking the necessary steps to
traditional standard form of construction contract, that the UK
become a compliant owner and operator of nuclear power plants.
construction industry is comfortable with, for example NEC, be used
It provides an overarching demonstration of how nuclear and
or will a newly created breed of contract be developed?
environmental safety and security will be managed within the
The debate is timely, as parties seek to balance the interest of the
organisation and explains the management controls that will be
newco, its parent company and the vendors and constructors.
developed. The NB sets out the organisational framework and
Finally, training of employees and contractors will be especially
organisational structure that conforms to licensed activity, showing
important for any organisation interested in nuclear new build.
the regulator the key roles that will be in place within the newco,
NSL Condition 10 specifically deals with training and so any applicant
at the time the NSL is granted.
should ensure that all employees, secondees and contractors,
Clearly the key regulatory focus for any newco is preparation of the
who carry out activities which may affect safety during design,
application to the NII for a NSL, the application to the Environment
construction and manufacture, commissioning, operation or
Agency and the application to the IPC. Focusing on the NSL
decommissioning of a nuclear installation, are adequately trained
application, this will have many component parts and it is vital that
for the purpose. The licensee is expected to ensure that the
the newco integrates each part to show that there is an effective and
necessary training requirements are identified for each activity and
integrated system of management and control within the
individuals, who carry out these activities, can demonstrate that they
organisation. The application needs to be developed to meet the
have received such training and records are kept to demonstrate that
project needs, as they develop over time in a controlled manner,
they have been trained. Even at the early stages in the development
following a procedure, to assure not only compliance with Licence
of the newco, it is prudent to ensure that training plans are put in
Conditions but transparency, appropriate management review and
place so that all personnel, who maybe involved in the design and
verification.
construction of the nuclear installation, are properly trained for the
A vital part of the nuclear new build project, will be the engineering,
purpose and an auditable record is kept of such training.
procurement and construction contracts, to ensure that the project is
This requirement includes appropriate training of senior management
delivered on time and on budget. Although the consortium players
who will be responsible for overseeing the overall project.
have internal capabilities, that will no doubt be used by the newco, from a regulatory perspective, it will be very important to maintain the independence of the newco and demonstrate to the regulator that it is an intelligent customer, with contracts that will be robust enough to
DO YOU NEED A DOCTOR? DOES YOUR TEAM NEED A DOCTOR? If you were unwell and parts of your body were underperforming you might go and see your doctor. If your work team was underperforming would you ignore the problem and hope it went away?
Apparently 50% of work teams in the UK would do nothing! Which 50% are you and your work team in? If all this sounds familiar? It does not have to be this way.
You can call the team doctor and get things fixed! Attend one of Team Doctor 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: Apple, BT and Motorola .
ì
Frank has helped us to create 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. NuclearCONNECT
23
Intro p1-32
15/10/10
09:39
Page 24
Industry News
S
ellafield Ltd awards framework agreement for replacement and upgrades of existing control and IT systems to ITS and Tessella
Middlesbrough and Oxford, UK | 23 April 2010. Industrial Technology Systems Ltd (ITS), the real-time IT, database and process control systems integrator with extensive experience in the nuclear sector and Tessella, the information technology and consulting services company selected by R&D, science and engineering leaders for business-critical assignments, have been selected for a major framework agreement with Sellafield Ltd, for the provision of replacements of and upgrades to existing control and IT systems at their Cumbria site.
understanding already existing for the main functionality of projects to be completed under the framework agreement. With a track record of over 95 projects delivered in the nuclear sector, ITS offers a wealth of industry experience to complement the skill set. The companies' vendor independence allows the consortium to offer the most cost effective solutions that are best for each client, whether a commercial off the shelf product or a bespoke solution. More than 80% of ITS and Tessella order book is repeat business from satisfied clients who have experienced their ability to consistently deliver.
Sellafield Ltd introduced the framework agreement to reduce the project and procurement time it takes to award control system contracts. The aim of Sellafield Ltd is to standardise the pricing, documentation, execution and ongoing support approach for the diverse range of projects through this collaborative working agreement between Sellafield Ltd and its suppliers.
The ITS and Tessella consortium has partnered with Thales Information Systems to offer extensive innovative experience in obsolescence strategies to Sellafield. Thales has developed its own methodology for addressing systems obsolescence within large and complex regulated industries. Tessella and Thales have worked closely together on previous projects and continue to do so in various sectors. This existing working relationship is an important factor in the overall ITS, Tessella and Thales team.
To successfully qualify for the framework agreement, ITS and Tessella completed a significant invitation to tender process. Part of the submission was a proposal for the upgrade of the first control system planned for replacement. This aspect had a major part in determining which companies would become part of the framework agreement,
Commenting on the framework Malcolm Knott, Managing Director of ITS, explains, “We see the opportunity to work on projects in this manner with Sellafield Ltd as a massive opportunity to develop and widen our relationship with people onsite. We have agreements like this with a number of other customers and each brings with it fresh
ITS and Tessella partnership wins Sellafield contract with the technical and commercial aspects of this being reviewed and taken into account in the overall decision making process. ITS and Tessella also had to supply comprehensive supportive literature, to demonstrate strengths in the following key areas: O Evidence of a proven track record of delivering control systems in regulated environments O Management and provision of suitably qualified experienced personnel O Evidence of innovative solutions and working relationships with other customers O Capability to undertake the first control system upgrade project O Evidence of systematic and transparent cost charging processes O QA processes O Environmental, health and safety management record O Socio economics O Compliance with Sellafield Ltd code of ethics
Both ITS and Tessella specialise in the design and integration of real-time IT, database and control systems and a range of services including maintenance and 24-7 call out support, for highly demanding, regulated sectors including, pharmaceutical, medical device, nuclear and chemical. ITS also supplies robust non-contact vision inspection systems, fuel tracking solutions and legacy system support services to these industries. ITS' agreement with Tessella brings together the strengths of the two teams to form a large and varied skill base. The consortium, as well as having complementary skill sets, also has an overlap in control systems expertise which adds value as there is a common 24
NuclearCONNECT
challenges, but ultimately make us as a better company. We learn as a supplier and as a partner. Frameworks like this do work and we've been keen to strike up this type of relationship since we started, and that's why we really wanted to be selected by Sellafield Ltd. The buzz it gave everyone when we announced to the staff that we'd been successful was amazing; colleagues have been making all sorts of suggestions to get more involved with Sellafield, knowing that there is a very good reason to go the extra mile.” Peter Roberts, Business Development Manager at Tessella added, “Securing this Framework is another milestone in Tessella's continued growth within the civil nuclear sector. Sellafield Ltd is an important client for the company and one with which we aim to develop a longterm relationship in several areas related to software and information technology. It is also a significant project for Tessella as we develop our successful collaboration with ITS in the field of control systems”. ITS and Tessella believe that the consortium will provide the strength in depth required for any control and IT system project to be completed successfully under the framework agreement. Both companies have endeavoured to build teams that have all the capability and experience Sellafield Ltd needs and their combined strength is formidable. Through its experience across many sectors the consortium can provide the innovation required to address the obsolescence challenges, and each partner brings a unique, complementary and significant value to the team. And this framework is proving to be the beginning of a fruitful relationship, with all the companies involved already identifying other customers where this consortia approach will add value. Further information available at www.its-ltd.co.uk / www.tessella.com Media Contact Industrial Technology Systems Ltd Trina Ives: Marketing Executive Tel: +44 (0) 1642 222232 Email: t-ives@its-ltd.co.uk
Intro p1-32
15/10/10
09:39
Page 25
Careers
Career ince the last issue of NuclearConnect I have completed my nucleargraduates
S
secondment with the Department of Energy and Climate Change and moved on to an international secondment at the American equivalent - the Department of Energy in Washington DC. It's amazing that we have the
opportunity to spend three months working abroad as part of nucleargraduates. In fact it was one of the key attractions for me when I applied to the scheme, and it hasn't disappointed. The experience is a different one to that which I had at DECC. Here I'm a lone soldier, with few real responsibilities and the freedom to get involved with whatever work interests me within the Department. And so I've embarked on a broad learning journey through contract management, nuclear waste policy, stakeholder relations and interstate politics, to finally reach a point where I know the ins and outs of the US nuclear industry pretty well. It's been really interesting to compare the industry in the US with our industry in the UK. Much is similar of course: the emphasis on safety and security and a lot of quite similar technical and environmental challenges. But the differences are startling. Take the sheer scale of the nuclear industry. They have 104 operating nuclear reactors in the US, and you could fit almost a hundred Sellafields onto the Hanford Site in Washington State. As for nuclear regulatory systems I always thought it was quite complicated in the UK with a variety of different parties involved. It doesn't seem so complex when compared to the vast array of regulatory bodies and Acts of legislation in the US. Living in America has been a brilliant experience. I've fallen in love with ice tea and frozen yoghurt, taken my life in to my own hands by driving on the right (wrong!) side of the road, and charmed people every time I open my mouth and let an English accent come out. Having said this, the public transport and the bread are two lowlights, and overall I think the UK is a more pleasant place to live. I'm back to the UK in October and preparing for life post-nucleargraduate. The American placement has taught me a surprising amount about the nuclear industry in the UK, and it would be great to be able to remain in the industry and put some of my knowledge and experience into practice. Whether this will come to pass or not, who knows! NuclearCONNECT
25
Intro p1-32
15/10/10
09:39
Page 26
Training
Why won't you be open with me? Part 2: Options and Opportunities
T
here was a time, within the lifespan of people now reading this article, when we would all bite our lips and accept that some things were not up for discussion in the workplace.
But that was then and this is now. People are much more socially confident these days and more people are better educated than ever before. Nowadays people are more open and expect others to be open with them. So when people (especially colleagues and bosses) are not open and honest with us it can lead to a lot of frustration and anxiety. We may even feel that 'they should know better than to treat me this way'.
Avoiding by promising to speak but then never actually getting around to it An increased awareness of how others can and will react has caused many people, who fear the consequences of openness, to devise and deploy ever more sophisticated ways of avoiding being open with others. Here's ten to start you off. Please add any others, which you have experienced yourself that are not listed here. 1. Telling lies, that have some plausibility, to fob people off 2. Telling half-truths, that sound convincing, so that people will go away 3. Distracting people with (say) humour or other side issues to get them off track 4. Changing the subject or re-prioritising other issues so that they talk about something else - at least for the time being 5. Delaying the discussion, as in 'I can't talk right now I'll get back to you' 6. Claiming that they 'do not know the full picture' so cannot really comment 7. Quoting precedent e.g. 'That's not the way we do things around here' 8. Avoiding by promising to speak but then never actually getting round to it 9. Feigning sensitivity - 'I can't say anything, I do not want to risk hurt anyone's feelings - at this stage' 10. Claiming ignorance of a situation but all the time avoiding finding out, as in 'Don't say anything to me then I will not have to lie to keep people happy' 26
NuclearCONNECT
There is evidence that overwhelmingly supports the view that people want others to be open with them. Openness is seen as being far preferable to being 'kept in the dark' about something important.
Betrayal can live in the memory for a lifetime People, on key matters such as bad news, can get very angry if information is known by others but withheld or not shared immediately. Not sharing difficult information can sometimes be seen as a betrayal and betrayal can live in the memory for a lifetime. We need some strategies that will somehow get the person - who is not being open with us - to feel more confident and to believe that being more open is the best option for all concerned. If we ourselves are not being open when appropriate then we need to understand that we may not just be part of the problem - we may actually BE the problem! First of all, those of us in management positions need to set a good example of openness and honesty in the workplace. If you have ever been guilty of the sins listed 1-10 above - the chances are people have already found out that you can't deal with the truth and morale and performance have already started to decline.
Five key strategies or options Strategies 1, 2 and 3 are mainly preventative and 4 and 5 are principally remedial in nature. All of these strategies can become a great opportunity for you but I would suggest that they may need to be done in private, and in the strictest confidence.
1. Set up feedback contracts This is a good way to start being more open at work. It is usually done on a one-to-one basis where two people agree how and when feedback at work will be given and received. People decide what news or information should be included and the process can be undertaken regularly and then reviewed at agreed intervals. In practice this has really helped me to 'open up' my relationship with my boss.
2. Have a team discussion This is very similar to number 1 above and again it is a good starting point for more openness. On this occasion the whole team agree how and when feedback at work will be given and received. People decide what news or information should be included, what should be shared with the team and what should be done one-to-one. Again the process can be undertaken regularly and then reviewed at agreed intervals. This has helped me in my relationship with my boss and with the members of my team. In practice I have witnessed this transform teams and relationships across whole divisions/departments.
Intro p1-32
15/10/10
09:39
Page 27
Training
outcome) and act accordingly when the deadline passes'. In practice I have seen this transform a manager-subordinate relationship where the manager's job required him to spend a lot of time away from the subordinate's workplace.
5. Have an 'Off the Record with Clarity' Session This is probably best done one-to-one and is very useful when number 3 above has failed or has been avoided and people are getting very angry or upset. The process involves one person requesting an 'off the record' session with another person. 'Off the Record' simply means that people can say whatever is on their mind, how they feel etc. without it ever being held against them. Indeed if reference is ever made to the discussion both sides are free to say
3. Exchange perceptions and expectations
'You are a liar!' or 'that discussion never took place'.
This is probably best done one-to-one and is very useful when people are not as aware as they should be of the impact that their behaviour has on others. It is very important that this process is not one-sided or dominated by one person. It is important that both or all sides give their perceptions and expectations of each other at work. The process can be undertaken regularly and then reviewed at agreed intervals. In practice this has really helped me to resolve relationship difficulties with key colleagues and managers of other units.
It can really help because people can say, for example, 'Would you
4. Set a deadline for disclosure, data or decision
first yourself, that way you can set the level of disclosure you need
This is probably best done one-to-one and is very useful when
from the other person.
damage has been done by people not being open, frustration has set
Frank Newberry has been helping people to get better results in the
in and performance is suffering. People meet privately and one or
public and private sectors of UK industry for over 20 years. If you are
more of them imposes a deadline on the provision of the required
facing a situation that would benefit from more openness, and if you
disclosure, data or decision. One person says 'if I have not heard
think it might help to speak to someone, you can contact Frank by
anything more from you by this date (person gives deadline date) I
e-mail or by telephone via the contact tab of his personal website
will assume (person gives his/her preferred version or a realistic
which is www.franknewberry.com
like to know how your decision made me feel?' or 'Would you like to know what I thought of you at the time?' In my personal experience it can really 'clear the air' and is then over and done with. In practice this has really helped me to resolve a serious problem with my boss. Good luck with getting the important people in your life to open up, and good luck with being more open yourself. You may find that you are in a 'who goes first' situation. In my experience it is better to go
NuclearCONNECT
27
Intro p1-32
15/10/10
09:39
Page 28
What is the best training for a nuclear Chief Executive? PRIZE DRAW In response to reader feedback, the next issue of NuclearCONNECT will be taking a look at some of the new graduate and postgraduate courses suitable for entrants to the nuclear industry.
We are canvassing readers to find out what you think is the best training for a potential entrant to the industry.
To win
ÂŁ100 M&S vouchers please enter in our prize draw by faxing a copy of this page to Liz Pallas on F: 01937 580499 or by post to 2 Highcliffe Court, Greenfold Lane, Wetherby, LS22 6RG
Which entry level provides the best combination of practical and theoretical knowledge for working up to become a leader in the nuclear industry?
v Craft apprenticeship v Apprenticeship leading via day and block release to graduate level qualifications v First degree followed by graduate training scheme v Masters degree followed by graduate training scheme v Study to PhD level followed by entry into the industry v Other (please specify)
v Accountancy v Business studies v Chemistry v Civil engineering v Chemical engineering Which subject(s) provide the best training for becoming a leader in the nuclear industry?
v Electrical engineering v Environmental science v Geology v Law v Maths v Mechanical engineering v Politics v Physics v Other (please specify)
v Craft apprenticeship v Apprenticeship leading via day and block release to graduate level qualifications Which entry method did you take?
v First degree followed by graduate training scheme v Masters degree followed by graduate training scheme v Study to PhD level followed by entry into the industry v Other (please specify) v Accountancy v Business studies v Chemistry v Civil engineering v Chemical engineering
What subject did you study?
v Electrical engineering v Environmental science v Geology v Law v Maths v Mechanical engineering v Politics v Physics v Other (please specify)
Name: ...................................................... Company :............................................................ Contact Tel: ............................................ Email ........................................................................................................................................................................................................ General terms and conditions: 1. Entry closing date is the 12/11/10. 2. No purchase necessary. 3. To enter the draw, simply fax this completed page to 01937 580499 or return by post to Group Information Services Ltd, 2 Highcliffe Court, Greenfold Lane, Wetherby, West Yorkshire, LS22 6RG. 4. Only one entry per person permitted. 5. Incomplete entries or those not in accordance with the entry instructions are invalid. 6. One winner will be drawn at random at the close of the promotion period and the winner will win ÂŁ100 M&S vouchers. The winner only will be notified by email or phone with the information provided on the completed form. The winner will be prompted to respond with their full name and address (including post code) within 2 weeks of receiving the Promoter's email/call. If no response is received within this time frame, the prize entitlement will be withdrawn and the Promoter reserves the right to award the prize to a reserve draw drawn at the same time as the original. 7. No cash or other alternatives are available except that the Promoter reserves the right in the event of circumstances outside of its control to substitute alternatives of equal or greater value. 8. The winner may be required to participate in publicity connected with the promotion without further notice. 9. Responsibility cannot be accepted for lost or mislaid entries or prizes. 10. The winner will be announced in issue 4. 11. The information gathered will be used by Group Information Services Ltd only and will not be passed on to any third party. Promoter: Group Information Services Ltd, 2 Highcliffe Court, Greenfold Lane, Wetherby, West Yorkshire, LS22 6RG
28
NuclearCONNECT
Intro p1-32
15/10/10
09:39
Page 29
Health & Safety
Accidents waiting to happen The five crucial conversations that drive workplace safety By Joseph Grenny, David Maxfield, and Richard Pound
or many, most of the obvious workplace safety threats have been reduced or eliminated, making our organisations far safer. Time lost due to workplace injuries dropped more than 50 percent between 1991 and 2008. These improvements were seen across all industries, geographic regions, and companies of various sizes. However, despite this positive trend, there is evidence that these improvements are beginning to stall. In 2007, more than 5,600 people were killed at work and more than 4 million were injured. What's more, these injuries cost firms more than $48.6 billion.
F
The vast majority of the gains in workplace safety can be attributed to improvements in equipment, policies, systems, and training. However, these formal tools often fail to address informal, cultural challenges. We recently tried to identify workplace threats that could be easily solved and yet persist due to these cultural norms and social taboos. We conducted interviews and surveys among more than 1,500 employees from more than 20 firms. The research revealed that the ugly secret behind most workplace injuries is that someone is aware of the threat well in advance, but is either unwilling or unable to speak up. Specifically, we uncovered five 'crucial conversations' that exist in most organisations that are either politically incorrect or uncomfortable to surface. Ninety-three percent of employees say their team is currently at risk from one or more of these five “accidents waiting to happen.” In fact, nearly half are aware of an injury or death caused by these workplace dangers.
The five conversations that drive workplace safety are: 1. Get it done. Unsafe practices that are justified by tight timelines 2. Undiscussable incompetence. Unsafe practices that stem from skill deficits that can't be discussed 3. Just this once. Unsafe practices that are justified as exceptions to the rule 4. This is overboard. Unsafe practices that bypass precautions considered excessive 5. Are you a team player? Unsafe practices that are justified for the good of the team, company, or customer
1. Get it done. According to the study, 78 percent of respondents see their colleagues take unsafe shortcuts and 19 percent can cite an injury or death caused by one of these unsafe shortcuts. One respondent to the survey illustrates what can happen when jobs are rushed and rules avoided: “When a welder tripped on a bleach hose, broke the nozzle, and was burned, the Emergency Response Team quickly shut off the valve to the hose. Since they were in a rush, the leader of the team stood on a milk crate because he didn't feel he had time to get the appropriate equipment to reach the valve. The crate tipped over and the supervisor came down hard, ripping his protective suit and getting an even bigger burn than the welder had received.” Despite grave consequences, when it comes to speaking up, 75 percent of the workforce believes these common and risky shortcuts are undiscussable. 2. Undiscussable incompetence. Sixty-five percent of respondents see their colleagues create unsafe conditions due to incompetence and 18 percent can cite an injury or death caused by this problem. One respondent describes the risks of incompetence: “Some people just don't get it. For example, when blocking a line, they'll just kink it rather than putting on a squeeze. The problem is that kinking the line could cause a static ignition. It caused a fire out on the coast. One guy told me he thought static electricity works different here because we're inland. One of these days, someone is going to get themselves burned.” When it comes to incompetence, only 26 percent say they can speak up and share their concerns with the person who is putting the team at risk. 3. Just this once. More than half of our survey respondents (55 percent) see their colleagues make unsafe exceptions in an attempt to correct mistakes or salvage opportunities. For example: “We had to change out one of the catalysts. When we swapped it out, we put the wrong catalyst in and had to redo the job. This required moving a 150-pound cover. This is a job for a crane, but since we were trying to correct our mistake, we decided to remove the cover with a forklift. This was obviously against safety protocol. We ended up dropping the cover, damn near crushing our maintenance guy.” When it comes to making exceptions to rules and policies, only one in four people are willing to speak up and share their real concerns with the person who is putting the team at risk. NuclearCONNECT
29
Intro p1-32
15/10/10
09:39
Health & Safety
30
NuclearCONNECT
Page 30
Intro p1-32
15/10/10
09:39
Page 31
Health & Safety 4. This is overboard. Old habits are difficult to break, often at the expense of new or changing safety rules. According to the study, 66 percent of respondents see their colleagues violating safety precautions they've discounted. Twenty-two percent can cite an injury or death caused by these violations. For example: “One guy fell off his ladder and now we have a new ladder policy. You are always supposed to have someone hold the ladder and once you reach the top, you're supposed to always tie the ladder off. Well, even though policy has changed, not many of us follow it. I'd say 75 percent of us still do it the old way. There's just not much danger in it. We're trained professionals. We know what we're doing.” When people dismiss new rules and procedures, close to three out of four either say nothing or fall short of speaking up candidly to share their real concerns. 5. Are you a team player? According to the survey, 63 percent of respondents see their colleagues violating safety precautions “for the good of the team, company, or customer.” And as a result, 17 percent can cite an injury or death caused by these violations. One respondent shares his experience: “Sometimes we're expected to go into manholes with energised cable. This is not a safe practice and it's not in line with our policy, but our only alternative is to turn the power off, which would make our customers angry and wouldn't fly with management. So I go in and do the work anyway. It's my job to get the power on and that's what I'll do. I'm not gonna wimp out.” In order to save face, keep customers happy, or meet expectations, only 28 percent say they speak up and share their concerns with the person who is putting the team at risk. These five undiscussables account for a vast number of accidents waiting to happen. And it's not that the people who remain silent don't care. The research confirms that while employees saw and
What can you do? So what will it take to move an entire organisation from risky silence to a culture of candour and accountability? Below are best practices safety directors and managers can follow to both address these crucial conversations when they face them, as well as build system-wide organisational competence at resolving them. 1. Bang the drum. These crucial issues are so common that most safety managers have stopped seeing them. Managers should not expect to improve their organisation's competence at these five crucial conversations without first making them visible. Sharing the data in this article is a great way to draw attention to the crucial nature of these issues and start a dialogue around how to build a culture of accountability. 2. Baseline and measure regularly. Organisations who are serious about building accountability regularly survey how well people are doing at addressing these kinds of crucial issues. A survey is available at www.vitalsmarts.com/ safety for this purpose.
recognised threats, when it came to preventing injury or death, cultural norms prevailed. In fact, when employees saw one of these five threats, only one in four spoke up and said or did anything to prevent the accident from occurring. And yet, what was observed wasn't bystander apathy; it was more like bystander agony. Employees describe themselves as “holding their breath,” “feeling tortured as they watched,” and “not able to watch” as their colleagues put themselves and others in danger. Notice however, that none of these conversations are actually undiscussable. There is always a minority, ranging from 25 to 28 percent, who speak up effectively and address the unsafe situation. These few individuals have an amazing impact: 63 percent of the time they create a safer situation. This correlation makes sense. People who feel able to confront and resolve potential problems they see, take action and make the environment safer for everyone. Consider one example of a peer addressing the incompetence of another frontline worker in a way that is both candid and respectful. “I'd like to talk to you about an important concern. You may not realise it, but I think the way you do certain procedures puts yourself and the rest of the crew at risk. I really value our relationship and respect your experience and so I'd like to explore this issue with you. Can I explain what I'm seeing and get your point of view?” What is most important about an interaction like this is that it gets to the heart of the accident waiting to happen. An individual with the skills to speak up like this in crucial moments is essentially motivating the other person to behave differently based on the natural consequences of his or her behaviour - in this case putting others at risk. Those who use this tentative approach, and other 'crucial conversations' skills, find that their coworkers are more willing to listen and solve the problem. So the problem is not that speaking up doesn't work, it's that speaking up doesn't happen.
These surveys draw attention to a) the existence of the crucial issues in your organisation; and b) whether they are being adequately discussed and addressed. 3. Invest in skills. Most safety managers and front-line employees lack the confidence to address these politically sensitive issues because they don't know how to lead or hold such risky discussions. The research shows that organisations with strong cultural norms of candour invest substantial resources in training their employees to speak up skillfully during these crucial moments. Real progress in creating a culture of accountability begins by addressing this ability gap. Individuals need to be trained in how to speak up about these emotionally and politically risky issues in a way that will work. The research shows that there are a handful of people in your organisation who are already speaking up and preventing accidents from occurring around them. Training the silent majority in this same skill set is a powerful way to ensure the culture changes to one where everyone speaks up.
4. Hold senior management accountable. Investing in employee competence is necessary but insufficient. Holding sponsors, managers and directors accountable for responding to and welcoming these crucial conversations is the other half of the formula. 5. Reward. Finally, directors should highlight and reward people who take a risk and raise these crucial conversations in their role. The key to getting 100 people to speak up is to publicly reward the first one who does. Nobel laureate Elie Wiesel once said, “All that is needed for evil to triumph is for good people to say nothing.” It turns out that a culture of silence has created an unintentional collusion that contributes to four million injuries every year. The future of safety - not to mention the futures of four million workers who will otherwise be injured in the coming year cannot be secured without a deep change in people's ability to step up to and hold the necessary crucial conversations. It is a change in behaviour we are confident will leave organisations twice blessed with a safer and more productive workplace.
NuclearCONNECT
31
Intro p1-32
15/10/10
09:39
Page 32
Recruitment
The 2010 search for the nuclear stars of the next generation
T
he National Skills Academy for Nuclear has launched for the third year, a search to find the nuclear industry stars of the future. The Skills Academy is looking for nominations in the categories of Apprentice of the Year, Advanced Apprentice of the
Year, Foundation Degree Student of the Year and HND Student of the year (Scotland). The selected finalists will be invited to attend the high profile UK Nuclear Skills Awards Dinner which will be held on the 10th March 2011. The Skills Awards Dinner is a collaborative event organised by Cogent Sector Skills Council and the National Skills Academy for Nuclear, which will feature both the Regional and National award presentations. This year will see the Apprentice of the Year award split into two categories, Advanced Apprentice of the Year and Apprentice of the year (level two). Roland Fletcher, Apprenticeship Manager for the National Skills Academy for Nuclear, “By expanding the Apprenticeship Awards to two nomination categories we will be able to showcase the range of apprenticeships used throughout our industry. Many of these apprentices are working above and beyond their employers expectations in both nuclear related, (i.e. nuclear worker, radiation protection) and none nuclear related job roles, (i.e. IT and Business Administration) so it is very important for us to recognise and encourage apprenticeship skills required at all qualification levels, for the sector to flourish and for candidates from these roles to be able to be nominated for the awards.�
32
NuclearCONNECT
All of the Awards seek to acknowledge and celebrate learners' exceptional contributions to their workplace. In the Apprenticeship category (Level 2) there will be four Regional Apprentice Awards covering the following areas, Northwest/Northeast, Southeast/East, Southwest and Wales. The Advanced Apprentice of the Year has five categories, Northwest/Northeast, Southeast/East, Southwest, Scotland and Wales. For both categories an overall UK Apprentice of the year will be selected from the Regional winners of the award categories. The HND student of the Year is a specific award for Scotland. Applications are welcome for all of these awards from Skills Academy Member Employers on behalf of students who have completed or will complete their framework in 2010. Applications for the Foundation Degree Student of the Year award are welcome from employers with Foundation Degree students who are completing, or have completed at least the first two years of their qualification. In all categories the Skills Academy are looking for individuals who have gone beyond everyone's expectations, or have demonstrated huge improvement throughout their studies. Demonstrate the excellence of your company's workforce and your company's commitment to skills development by nominating individuals for these high profile industry awards today. Award application forms and further information on the awards are available for download from the National Skills Academy for Nuclear's website www.nuclear.nsacademy.co.uk. All forms are to be received by the Skills Academy no later than 5pm on the 29th October 2010.
NuclearCONNECT Cover Section Ed3
27/9/10
08:51
Page 2
NuclearCONNECT Cover Section Ed3
27/9/10
08:51
Page 1
NuclearCONNECT
Design, supply and support services for high integrity operations
NuclearCONNECT CONNECTING THE NUCLEAR INDUSTRY
WWW.NUCLEARCONNECT.CO.UK
Issue 3 October 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
For more information please go to:
www.jfnuclear.co.uk
An artist's impression of the proposed Hinkley Point C power station used during the public consultation – July to October 2010. Image courtesy of EDF Energy.
ISSUE 3 OCTOBER 2010 £9.50