NuclearCONNECT
NuclearCONNECT CONNECTING THE NUCLEAR INDUSTRY
WWW.NUCLEARCONNECT.CO.UK
ISSUE 5 APRIL 2011 £9.50
Issue 5 April 2011 CONNECTING THE NUCLEAR INDUSTRY
Introduction
Issue 05 1st April - 30th June 2011 MANAGING DIRECTOR Dan Connew T: 01937 580400
Welcome to the spring edition of NuclearCONNECT. We have had fantastic
SALES DIRECTOR David Wightman T: 01937 580408 E: david.wightman@theconnectseries.co.uk
feedback on our first year and we hope you enjoy this issue as much. Your input is highly valued as we support the industry moving forward.
RESEARCH & DEVELOPMENT MANAGER Finn Langley T: 01937 580423 E: finn.langley@theconnectseries.co.uk
Since the last edition of the magazine, we have spent time improving our website www.nuclearconnect.co.uk. One new feature we have added is to the Recruitment & Careers section where we have now made it possible for you to upload job
PRODUCTION MANAGER Tracey Bramall T: 01937 580406 E: tracey.bramall@theconnectseries.co.uk
vacancies yourself. To submit a vacancy simply visit our website and click
STUDIO MANAGER Andy Bickerdike T: 01937 580407 E: andy.bickerdike@theconnectseries.co.uk
for a new role or seeking to employ, NuclearCONNECT may be able to assist.
‘Recruitment & Careers’ and follow the instructions. Readers wishing to apply for the vacancies are directed straight to the employers. Whether you are looking I hope you find our website useful. Please keep sending your press releases and photography through to editor@theconnectseries.co.uk. We do take time to read all of the articles you supply, placing as many of them as we can into our industry news pages.
Published by
Andy Bickerdike Editor
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 property of Group Information Services Ltd, it must not be reproduced or transmitted to a third party without prior written consent. © April 2010. All of the articles in this publication have been supplied to the publisher by external sources. The publisher can not accept responsibility for the accuracy of the content, or for any errors, omissions or mis-statements, nor can the publisher accept 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.
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Introduction
Industry News 7
7 9
Babcock to provide radiometric services to Sellafield Stauff building on approval for tube connectors Fusion forms Redhall Nuclear
Feature 4
11 Planning for a nuclear future
Cover
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Sellafield senior management undergoes strategic change Penny Lees takes a closer look
Six Universities join forces
at the changes at Sellafield and the
to forecast the life expectancy
new Executive Management Team.
of nuclear power reactors. We have chosen the cover image for this spring edition of NuclearCONNECT to reflect the changing of seasons as we move towards summer. If you have
13 Babcock forms UK’s largest nuclear force, following acquisitions
14 Nuclear research centres help bridge the gap 17 Under the skin of Simon Pimblott
images reflecting the nuclear industry
Babcock establishes itself as
which you feel would be suitable for
a major player with the acquisition
Penny Lees speaks with
of BNS, UKAEA and VT Group
Simon Pimblott and asks
the cover please send through to editor@theconnectseries.co.uk. We will also provide this space for any words you would like to accompany the photo.
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28 Quantifying the impact of nuclear decommissioning on the coastal environment
a few probing questions.
18 Successful routes for supply chain networking
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THE CONNECT TEAM
Andy Bickerdike Studio Manager
2
NuclearCONNECT
Liz Boyle Financial Controller
Jo Brotheridge Data Executive
Tracey Bramall Production Manager
Phil Coe Graphic Designer
Dan Connew Managing Director
Introduction
Feature 36 Nuclear regulation new faces & reports Penny Lees discusses the Governments plans to create a new independent statutory body to regulate nuclear power.
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Law
Directory 39 Category Listings Search for companies you need by their category of services.
39 Consulting 53 Engineering, Plant & Equipment 75 Industry Bodies 77 Infrastructure
30 Nuclear liability changes in the pipeline for UK legislation
Feature 20 Learners & achievers success celebrated NuclearCONNECT finds out who the future stars of the nuclear industry are at the UK Nuclear Skills Awards.
24 Dounreay - Future management and work programme developments
Gareth Davies discusses the changes to legislation at the Paris and Brussels conventions.
Euan Hutton explains how decommisioning can be greatly improved.
Diary of Events
Julia Dingwall Account Manager
Essential events to attend in the forthcoming months.
Training 32 Making difficult decisions
24
Finn Langley R & D Manager
91 Personnel Services & Training Search for companies you need by their name.
22 Diary of events
34 Top tips of succession planning for SMEs
20
87 Office Management
95 Alphabetical Supplier Listings
Penny Lees outlines the Dounreay site work programme and PBO competition status.
27 Waste-led decommissioning
85 Nuclear Sites
Suzanne Mclean Media Sales
New feature
Website
For all the latest vacancies Visit the NuclearCONNECT Website now at
www.nuclearconnect.co.uk
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James Parnham Media Sales
David Wightman Sales Director
Julie Wilkinson Media Sales
NuclearCONNECT
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Feature
Sellafield senior management undergoes STRATEGIC CHANGE A s we head firmly into 2011 the public face of Sellafield Ltd continues to change with strategic moves within the overarching Executive Management Team. By Penny Lees Total PR
ill Poulson stepped down as Managing Director in early February, handing the reins to Dr Todd Wright. Bill returns to the United States to take up a broader corporate role with NMP parent company URS, overseeing a wide range of major projects after two years as head of Sellafield Ltd.
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NMP Chairman Tom Zarges paid tribute to Bill for the leadership and vision he showed in two years as head of site, during which time he guided it through an unprecedented change and delivery programme. He also explained: “When NMP bid to the NDA to manage the sites, we promised to utilise our full, formidable strength of talent, skills and experience to ensure that the lead team was continually replenished to bring in new approaches, specifically aligned to moving challenges. Todd has developed an in-depth understanding of Sellafield Ltd over the past two years and brings to the MD role a wealth of experience from senior positions in the US nuclear industry.” Dr Wright, who was Deputy Managing Director, takes over in line with recognised NMP succession planning. George Beveridge remains as Deputy MD, providing the required stability at the top level of the organisation, together with an in-depth knowledge of the site's operations. George continues in his role to bring about transformation and will be joined as joint Deputy MD by Doug Cooper, coming from the US to take over operational responsibility. In late February Sellafield Ltd also announced three additional changes to the Executive Management Team. Director of Waste and Effluent Disposition Mike Johnson, Decommissioning Director Russ Mellor and Chief Engineer Tony Green are replaced by Tom Foster, Jim French and Dawn James respectively. The original Executive team guided the site through an unprecedented change programme and achieved significant successes, including MOX investment, accelerated high hazard reduction and major contributions to the Britain's Energy Coast programme, such as the Port of Workington investment. Mike and Russ, part of the original NMP bid team working in the UK for the past four years, return to America to new roles with parent company URS. Tony returns to Amec to a role in strategic programmes. A member of the NMP bid team of 2007 he became Chief Engineer in 2009. 4
NuclearCONNECT
Highlights of their achievements at the site: O
Mike successfully introduced the first site wide Disciplined Operations Manual, set up the Heads of Manufacturing Programme and oversaw the first ever return of vitrified high level waste to Japan.
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Russ led the re-organisation of the Directorate to transition Major Projects and Engineering to other Directorates and subsequent changes that focused on the Legacy Ponds and Silos (LP&S) facilities as individual high hazard and high risk programmes.
O
Tony made significant contributions to the business, broadening the scope of his function from 'design only' to best practice capability and assurance, addressing plant engineering, systems engineering, configuration management and standards & assurance. He led the foundation of the Strategic Design Services Alliance and the incorporation of the Safety Case function into Engineering.
Todd Wright explains: “These changes represent a new chapter in the Sellafield Ltd story. The incoming directors bring a wealth of experience from senior roles in the global nuclear industry and refresh the team with a new perspective to face the challenges that lie before us. My priority as MD is to continue the NMP mission at Sellafield, focusing on delivering real benefits for the site, the local community and the UK taxpayer.”
Feature
More to know about the new top team at Sellafield Left: Todd Wright, Right: Doug Cooper, George Beveridge, Tom Foster, Jim French, Dawn James
Todd Wright has 28 years of operational experience in nuclear complexes, where he has a demonstrated record of safety and performance improvement. He has been Deputy Managing Director (Operations) for Sellafield Ltd for two years. During this time, Sellafield has achieved success in delivering hazard and risk reduction and improving productivity and cost efficiency, while continuing to build and improve the safety culture. Prior to this role, Todd became the Laboratory Director at the Savannah River National Laboratory in 2003. He is credited with building the laboratory's strategic research efforts, advancing organisational capabilities and performance. Earlier Todd was the Programme Manager for the Hanford Waste Treatment Plant and Area Manager for HLW Operations at the Savannah River Site. Dr Wright has varied academic training, including a PhD in Mechanical Engineering as well as Physical Chemistry and Chemical Processing. He is married with three grown children.
Doug Cooper brings more than 30 years of commercial nuclear experience to Sellafield Ltd. He has wide experience in all aspects of management and operation of complex nuclear facilities and is recognised for his ability to improve safety, financial and operational performance at site, fleet, and major project level. He is noted for success in improving the performance of large organisations, achieving rapid yet sustained results.
Capenhurst, Reactor Sites, Aldermaston and Nirex and has a broad knowledge of the whole UK nuclear sector. He has also played a part in the socioeconomic development of the areas in which he has worked. George was a founding Director of Cumbria Inward Investment Agency and is Interim Chair of the new Cumbria Local Enterprise Partnership (LEP).
Tom Foster transfers from the post of Director for Remediation at Washington Closure Hanford, a URS-led joint project. Tom has nearly 30 years of experience leading efforts in project management, engineering and operations. His areas of responsibility have covered a spectrum of enterprises including nuclear operations, design authority engineering, environmental remediation, safety basis preparation and manufacturing.
Jim French was previously President and Project Manager, Savannah River Remediation LLC, the highest executive position within the company at the Savannah River Site (SRS) and oversaw a complex, integrated set of radioactive liquid waste facilities. His 36 years experience in the nuclear industry includes 20 on US government projects, 7 on commercial nuclear reactor projects, and 9 on US Navy nuclear submarines. A champion of working safely, Jim has been instrumental in implementing comprehensive Integrated Safety Management Systems and ESH&QA programs.
Immediately prior to this appointment Doug was President and General Manager at the Yucca Mountain repository project in Nevada.
Dawn James joins from Amec, bringing great capability and experience to the role of Chief Engineer. A mechanical engineer with 20+ years experience Dawn has a comprehensive understanding of the challenges facing the nuclear industry.
George Beveridge has 25 years
At Amec she had responsibility for over
experience in a variety of roles in the UK nuclear industry, including two previous spells at Sellafield. His experience includes plant and project management, R&D and business management, as well as general management of several businesses. George has been involved at Sellafield,
500 engineers, scientists, consultants, safety case specialists and project managers supporting the UK's civil nuclear power industry. She successfully defined and implemented major change programmes that resulted in a customer focused, high performing business. NuclearCONNECT
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Design, supply and support services for high integrity operations
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
For more information please go to:
www.jfnuclear.co.uk
Industry News
Babcock to provide radiometric services to Sellafield Babcock has won four multi-million pound contracts to supply radiometric services support at Sellafield, following success in all four bids submitted by the company. The total value of the contracts over their lifetime is estimated at £86million. Under the four contracts, Babcock will be providing nuclear material assay (NMA) maintenance delivery and support; maintenance delivery and workshop repairs for installed and portable radiological protection instrumentation (IRPI and PRPI); calibration and repair of maintenance and test equipment
(MTE); and specialist technical and consultancy support to Sellafield for ad-hoc specialist measurements. In delivering these services, Babcock will be supplying critical skills and expertise required, both to ensure safety compliance to maintain on-going operations across the site, and to provide a maintenance and obsolescence management programme for a number of critical assets. Babcock managing director Nuclear, Roger Hardy, said: “We are delighted to have secured these contracts, which allow Babcock to contribute to Sellafield Ltd's
overall strategy objectives to attract the most capable suppliers at the best value to deliver efficient solutions, as well as driving innovation and improved performance.” The NMA, RPI and MTE contracts are awarded for a duration up to 12 years (a significant increase on the current three year contracts for these services, which are held by Babcock and expire in March this year). The specialist measurements contract (also currently held by Babcock until March 2011) is awarded as a four year framework agreement.
Stauff building on approval for tube connectors With dedication to research and development Stauff have used its global resources to establish and maintain its proposition of “Local solutions for individual customers Worldwide” and ensure the most appropriate products are brought to their customers providing efficient, cost effective solutions in the most rigorous circumstances, compliant with internationally recognised standards. Stauff focus on the benefits of “technology transfer” across cutting edge industry through a dedicated projects team: The Special Project Office enjoy the opportunities to view global developments in hydraulic technologies and advise customers of “what is really happening” in worldwide industry. Andrew Shaw, Special Project Manger, EU explained: “The potential of technology transfer is phenomenal, why re-invent the wheel when some of the world’s leading industries have worked with Stauff and the solution already exists.”
Clamping Solutions “Stauff have invested in the development of clamping solutions for many years - from the original 'green clamp' and the variety of configurations available, we recognised the need for a total solution, to this end we have also adapted our clamping solutions to be directly assembled on fixings such as Hilti channel rail.” The Olkiluoto OL3 Nuclear Power Plant, Finland (AREVA) used more than 40,000 Stauff clamps applying a combination of aluminium and stainless steel bodies which have attained KTA approval (R-CCM pending). A 3.1 certificate is required for each clamp, making each individual component traceable, this is also noted with the AREVA specific designation. To fulfill this requirement, all primary materials were ordered specifically and stored separately. The PPDA (Polypropylene Defence Approved) M.o.D. approved clamp was developed for Defence applications and has been adopted by the Astute Class submarines built in Barrow in Furness.
The zero halogen, low toxicity, non-conductive compound (as well as certified shock tested) makes PPDA the ideal solution for off-island applications in nuclear plant as a low cost but effective clamping solution. The PP6853 (BS 653 approved) Preventative Fire Protection clamp fulfils the basic requirements of tube, cable and hose installation supports. Sizes 6mm to 88.9mm O.D. are available, however, we can also guarantee our clamps conform to one of the most stringent British standard of fire safety. When highlighted to London Underground this ensured its specification on the Victoria London Underground upgrade project as part of the tube assemblies and will be adopted by future projects.
Tube Connectors In January 2010 Sellafield Ltd recognised the Stauff Superlok twin ferrule tube connectors as a quality product and advised engineers to cease the use of lesser quality 'clone' options. Their objectives: to minimise risk of leaks within installations at the Sellafield facility, whilst offering a potential 20% cost saving. Pyplok® Fittings developed by Tube-Mac Industries is the latest innovation adopted by Stauff UK for the nuclear market. This system is ideal for use on-island or off-island for construction and maintenance programmes suitable for stainless steel and carbon steel pipework. Imagine the possibilities of forming a leak proof joint with no requirement for x-rays, gas freeing, system flushing or purging, no contaminants remain present to contaminate the system, all of which currently has to be undertaken. “The massive benefit of Pyplok is the ability to re-use existing pipework,” explained Andrew. “This innovation alone could save our customers many man hours helping to ensure the project is on time and on budget.” Andrew Shaw - Special Projects Manager, EU. Stauff UK Ltd ashaw@stauff.co.uk NuclearCONNECT
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Industry News
Fusion forms Redhall Nuclear T he challenges of the current financial downturn have encouraged many industries to look at their business in a more imaginative way and those that operate in the nuclear industry are no exception.
Despite the economic challenges, the engineering support services plc Redhall Group, has successfully managed to increase its revenue by more than 12%. Building on this success, on 4 April 2011, Redhall will consolidate its nuclear operations; Steels Engineering, Jordan Nuclear and Chieftain Insulation (Barrow), to form one business which will be known as Redhall Nuclear. This formidable combination will create a business with approximately £40million turnover and 400 staff based across the UK, working from offices in Sellafield, Aldermaston, Barrow in Furness, Teesside and Team Valley in Gateshead. Managing Director of the newly formed Redhall Nuclear, Helen Simms, commented on the merger of the three companies: “The bringing together of these businesses allows us to build on our enviable track record of successfully and safely delivering a diverse range of engineering disciplines within the challenging environments of the nuclear industry. This strategic step in our growth
will enable us to provide a greater depth and breadth to our existing customers,
whilst ensuring we develop best practice across the business. It also provides us
with the financial strength and capability to take on larger projects.”
Helen, who joined the group in November 2010, brings a wealth of technical and management experience to Redhall Nuclear from her 16 years with AMEC Nuclear. She will work alongside Tony Goodenough, Business Operations Director of the new entity and former MD of Steels Engineering. Together, with the senior management team, they aim to take the business forward, while maintaining and strengthening existing local client relationships that have been established over the last half century. By fusing the capabilities of the three businesses, Redhall Nuclear will be able to provide complete turn-key project solutions, from in-house design, through engineering and manufacturing expertise, to project and site management. The new company will also be able to build on its long term presences at key UK nuclear sites, capitalising on its proven track record of successfully delivering projects in construction and decommissioning, asset care and new nuclear power generation.
Defence, Waste Management and Decommissioning. This will enable a greater focus on individual client requirements. The Defence Division will effectively encompass the existing Steels Engineering Services and the Barrow based Chieftain Insulation businesses. The Waste Management and Decommissioning Division will encompass the existing Jordan Nuclear business situated at Sellafield. The Power Generation Division will encompass the existing Jordan Nuclear and Steels Engineering Services work undertaken for EDF Energy and our UK new nuclear build work. David Jackson, Redhall Group Chairman commented: “Redhall Nuclear will be one of the leading organisations in its field, with the financial and engineering resources to compete on a national basis. The complementary skills of these operations provide a genuine alternative to traditional competition. It will significantly enhance the Group's ability to compete for larger contracts in both the nuclear civil and defence sectors.”
For further information contact Helen Simms on 01924 385386 or Tony Goodenough 01642 563700
The new organisation will be split into four divisions: Nuclear Growth Areas (including fuels), Power Generation,
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IndustryNews
Planning for a nuclear future aterials scientists and engineers from six UK universities are joining forces to forecast the life expectancy of nuclear power reactors.
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Researchers from the University of Leeds have teamed up with colleagues from the Universities of Manchester, Nottingham, Salford, Sussex and Huddersfield to examine how daily radiation exposure gradually damages the graphite blocks that sustain nuclear chain reactions. Their findings should allow the nuclear utility companies that run the UK’s existing fleet of nuclear reactors to plan for the future. The work should also show whether the next generation of very high temperature reactors, which are expected to become an important source of clean hydrogen-based power, will last as long as expected. Graphite is a key component of most working nuclear reactors in the UK and for the most exciting designs of new high temperature reactors. The graphite blocks act as a brake for high-speed neutrons, slowing them down to speeds that are most effective for nuclear fission. Not surprisingly, the daily neutron bombardment takes its toll on these graphite ‘moderators’. The clusters of linked carbon atoms - or crystallites – that make up the graphite change their shape and the blocks become more porous. Knowing exactly how the material changes
and over what timescale will help engineers predict how long the moderators can do their job properly, how manufacturing processes could be improved and how some of the damage to the graphite blocks might be reversed. “We know so much more now about the layered structure of graphite than we did in the 1960s and 1970s when researchers started to study its material properties. Radiation damage may cause these hexagonal carbon nets to buckle or fold and this is something that we will have to take into account,” said materials scientist Dr Aidan Westwood who, together with Dr Andrew Scott, is leading the work at the University of Leeds. Researchers at each of the partner universities will be using a variety of experimental and simulation techniques to study irradiated graphite at a number of different length scales. These will include transmission electron microscopy, Raman and electron spectroscopy and X-ray tomography. The results will be pooled and used to develop computer models that can predict the behaviour of entire components under likely operating conditions.
a complete picture, starting from what the neutrons do to individual atoms, to the layers of linked atoms, to the crystallites of interlocked layers, and finally to the component as a whole.” “The equipment we now have at our disposal is far more powerful than the microscopes that researchers have previously used to study these materials,” said Professor Rik Brydson, a co-investigator on the project. “We will be using state-of-the-art techniques to image the layers of graphite in atomic detail.” The project, which will run for three years, is being funded by a £1.3 million grant from the Engineering and Physical Sciences Research Council (EPSRC). It will involve around 25 academics, postdoctoral researchers and postgraduate students across the six universities and key industrial partners from the nuclear industry. “There has been very little focus on this type of nuclear research in the UK for 40 to 50 years,” Dr Scott commented. “It is vital that we start training-up a new generation
“A multiscale approach is essential,” said
of nuclear engineers. This project will go
Dr Andrew Scott. “The distance between
some way towards doing that.”
two carbon atoms in a graphite layer is about one seventh of a nanometer, whereas the length of a typical graphite block is one metre. We need to build up
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NuclearCONNECT
IndustryNews
Babcock forms UK’s
largest nuclear force, following acquisitions abcock is establishing itself as a major player in the civil nuclear sector, following a series of acquisitions and the integration of Babcock Nuclear Services (BNS), UKAEA Ltd and, most recently, VT Group nuclear capabilities and expertise. The company is now the UK’s largest nuclear site management, engineering and support services organisation, with a workforce of some 3,500 skilled employees in the civil nuclear sector.
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Babcock’s nuclear business offers unsurpassed depth of experience and technical expertise in the nuclear sector, and an unparalleled legacy knowledge, operating at all levels (tiers 1, 2 and 3). Its capabilities cover management of complex nuclear facilities spanning the full lifecycle, from design and build,
Babcock has some 3,500 skilled employees in the civil nuclear sector.
on quality and safety, reinforced through excellent safety management skills. Babcock manages a number of NDA sites as the parent body organisation for site licence companies Dounreay Site Restoration Ltd and Research Sites Restoration Ltd (covering the Harwell and Winfrith sites).
This is a pivotal time in the UK civil nuclear sector, with a new era underway
through operation and maintenance, to decommissioning and remediation. Specialist services and capabilities include nuclear site management (the company runs five UK nuclear licensed sites); decommissioning; waste management and nuclear materials handling, processing and storage; new build services (systems, equipment and civil construction); design services (it has one of the UK’s largest nuclear design houses); operational management and support (including complex programme and project management, and asset management, maintenance and refurbishment); environmental surveys, monitoring and site remediation; radiological and nuclear security; laboratory services, and more. These are delivered with a strong emphasis
Additionally, Babcock’s range of technical services are applied in support of its customers, including: the NDA sites, EDF Energy, new build programmes, the Ministry of Defence, and AWE. Roger Hardy, managing director of Babcock’s nuclear business, comments: “In bringing together the skills and knowledge of a number of leading players in the civil nuclear sector we have created an operation able to deliver proven world class technical excellence and an unsurpassed capability to the UK and international nuclear industry.”
knowledge of all the nuclear sites throughout the UK, and much of the equipment as the original equipment designer and supplier. We have successfully tackled many of the industry’s toughest challenges, with a strong delivery focus, total commitment to safety, and demonstrable track record. Our unrivalled pool of SQEP [suitably qualified and experienced personnel] resource covers a diverse range of science, management and engineering disciplines. We understand our customers’ needs, and can provide services and solutions to meet those needs, and we have a proven track record of successfully implementing collaborative working and partnering arrangements, and establishing long term relationships.” Babcock’s civil nuclear business is also able to draw on additional specialist expertise within other Babcock companies and divisions, including the Marine and Technology Division which, as strategic support partner to the Royal Navy, is the sole provider of in-service support and maintenance for the UK’s entire nuclear submarine flotilla, and has demonstrated Babcock’s strengths in working in long term, performance-based partnering arrangements with its customer.
He explains: “With a 50 year nuclear
Hardy states: “This is a pivotal time in the UK civil nuclear sector, with a new era underway and both decommissioning and new build expertise, as well as on-going operation, very much in demand. With the capability and expertise we are able to offer, as a leader in the field, we are in a prime position to help owners, operators and other stakeholders with the knowledge, skills
heritage, we have real, in-depth and detailed
and safety assurance they need.” NuclearCONNECT
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Feature
Nuclear Research Centres
help bridge the gap By Penny Lees Total PR
he race is on to develop the skills and knowledge base for the potentially huge future workforce demanded by the nuclear industry renaissance, both in the UK and beyond. Challenges in the decommissioning programme and future new build schemes are helping to drive a series of initiatives seeking solutions to any skills gap.
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Development of a new ÂŁ20m nuclear research centre now under construction in West Cumbria is scheduled to open in September this year. The Dalton Cumbrian Facility (DCF) at the Westlakes Science & Technology Park, Whitehaven is to be a new research base for The University of Manchester's Dalton Nuclear Institute and is the result of joint investment by the University and the Nuclear Decommissioning Authority (NDA). Designed to complement and significantly expand the nuclear research and education capability of the UK's university sector it has the overall aim of delivering world-class nuclear research and transferring knowledge to industry. Research at DCF will focus primarily in the fields of radiation science, nuclear engineering decommissioning and the management of radioactive waste. 14
NuclearCONNECT
The facility will incorporate detailed computer modelling capability and largescale experimental laboratories, including extensive irradiation facilities and associated analytical and inspection equipment, to provide a comprehensive research environment incorporating modelling and experimentation. The Dalton Cumbria Facility will be unique within the EU, housing state of the art irradiation capabilities, including a 5MV tandem accelerator and self contained Cobolt-60 gamma irradiator; dedicated analytical chemistry and environmental and material science laboratories; plus a computer modelling suite.
Unique academic access to the National Nuclear Laboratory's extensive facilities at the Central Laboratory, situated on the
Sellafield site and at Workington, will be facilitated by DCF to support the further development and deployment of innovative new technologies and opportunities for academics to work with active materials in a shielded environment undertaking activities such as post irradiation inspection. DCF adds to the growing research, education and skills infrastructure within West Cumbria which are integral elements in the Britain's Energy Coast programme designed to build on West Cumbria's world-leading capability in the nuclear industry. Dr Ian Hudson, NDA Programme Director for Sellafield explains: “The establishment of new research and development facilities is an important part of the NDA's skills initiative and supports our broader socio-economic responsibilities.
Feature The partnership with Manchester will deliver a world class operation of high quality research providing excellence in education and skills for the decommissioning and clean up mission. Alongside other related developments such as the National Nuclear Laboratory and the National Nuclear Skills Academy these new facilities play an integral part in aspirations to see the UK and West Cumbria as an internationally recognised centre of excellence for the nuclear industry.” Supply chain involvement with the scheme currently includes principal contractor Morgan Sindall, construction phase project managers Drivers Jonas Deloitte and designers Wilson Mason Architects. It is evident that the continued development of the facility will bring opportunities to companies and local business in the future. Once fully operational it will house around 40 post-doctoral and PhD researchers, lecturers and operating personnel and will aim to attract leading UK and overseas academics to carry out research and deliver lectures in West Cumbria. One of the team is Professor Simon Pimblott, who was appointed from the United States to become DCF Research Director. He explains that the centre will be a magnet for investment and skills. “DCF is a major opportunity to build truly world-leading research capabilities in the fields of radiation chemistry and radiation damage on materials and establish one of the world's leading research groups in the field. It is leading edge for the industry in this country with economic and industrial applications and as well as developing additional nuclear expertise, the facility's provision for postgraduate education could encourage and nurture home-grown talent.” and adds, “This is what personally attracted me to the UK from the United States, together with the bigger vision for building nuclear research and education at the Dalton Nuclear Institute.”
Institute he is currently Professor of Radiation Chemistry & EPSRC Energy Research Chair, School of Chemistry; Radiation Science Research Lead and for the last 4 years Research Director of the Dalton Cumbrian Facility. Professor Andrew Sherry, Director of the Dalton Nuclear Institute, explains the role of the facility:
of Sheffield AMRC, the nuclear and materials technology capacity of the University of Manchester Dalton Nuclear Institute, the backing of Government plus the experience and resources of industry leaders and companies involved in building the new generation of civil nuclear power stations. The Nuclear AMRC building will sit alongside the established AMRC Factory of the Future, on the Advanced
DCF is a major
Manufacturing Park in South Yorkshire. A former colliery site, the Advanced Manufacturing Park is now a national hub
opportunity to build truly worldleading research
for high-technology manufacturing businesses. Over the past decade, the AMRC with Boeing has supported hundreds of manufacturing businesses and helped make sure that British engineering knowhow can compete with the world's
capabilities
best. The Nuclear AMRC will take this technological excellence into new markets, and help British companies become global leaders in the production of components
“The University of Manchester's Dalton Cumbrian Facility will integrate with other facilities in the North of England to establish a truly unique and world-leading capability. Working closely with the NNL and other nuclear stakeholders, the DCF creates a seamless team of academic researchers and industrial experts to ensure that transformational research, and the development and deployment of technologies, addresses the most challenging nuclear issues.”
and systems for the new generation of
Complementing the DCF scheme is the development of the Nuclear Advanced Manufacturing Research Centre (Nuclear AMRC) in South Yorkshire, launched in November 2010. The Nuclear AMRC is a new collaboration of academic and industrial partners from across the nuclear manufacturing supply chain. It brings together the manufacturing and engineering expertise of the University
state-of-the-art machining centre which
nuclear power stations worldwide. The Nuclear AMRC which will incorporate 8000 sq m of factory-scale research facilities, laboratories, plus office and meeting space, is scheduled for completion in Autumn 2011. As building work continues the supply chain is set to benefit from demand for goods and services. An order has recently been placed for a will be the first of its kind in commercial operation. The StarragHeckert HEC 1800 will be the first machine outside Starrag's own facilities to be equipped with the new planetary turning and milling (PTM) technology. Nuclear AMRC members will have an exclusive opportunity to work with this new technology in the future.
Professor Pimblott was educated at Oxford University and has 25 years experience in the field of radiation effects research, working closely with the the US Department of Energy and UK Nuclear Decommissioning Authority . Aged 49, he is a recognised leader in the field of decommissioning skills and returned to the UK in 2007 after many years in the US where he was physics academic at the University of Notre Dame. Accepting the appointment at the University of Manchester Dalton Nuclear
Nuclear AMRC due for completion Autumn 2011 NuclearCONNECT
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Feature
UNDER THE SKIN OF SIMON PIMBLOTT 1. WHAT BROUGHT YOU INTO THE INDUSTRY & YOUR POSITION? What brought me back to the UK and the University of Manchester? I left the UK after my D.Phil. in Oxford and honestly never thought that I would return to live here. I am married to an American and have two daughters, two
environment in the UK is much more restrictive and rule driven, which stifles productivity.
3. WHAT ASPECT OF YOUR WORK DO YOU FIND MOST ENJOYABLE? I enjoy the interaction with young knowing and learning new things,
4. WHAT IS THE BEST ADVICE YOU HAVE EVER BEEN GIVEN?
What brought me into the nuclear business?
tutors, Richard Popplewell, that an
You can blame two people. David Bradbury of Bradtec and Prof. Mike Pilling of Oxford, then Leeds. I worked with Dave for two summers at the CEGB's Berkeley facility while on vacation from university, and he got me interested in nuclear research, then Mike turned this interest into fascination
think (and not simply learning a topic,
and I find young minds unfettered by preconceived ideas and paradigms.
Think! I have a big poster with the word on my office wall. I remember arriving
There are many differences between working in the UK and the US. I find working in the UK much more collegial and collaborative than in the US. People are happier to work in a team and for the benefit of the team. In the US, there is a more “can do” attitude than in the UK. The structure of the work
8. WHAT ARE YOUR AMBITIONS FOR THE FUTURE? To be honest, most important, I want to be happy in what I am doing. I want to wake up each morning and look forward to going to work. I guess that is keeping the status quo. I have a few ambitions for my children and grandchildren, but they are personal.
in Oxford and being told by one of my Oxford degree was about learning to in my case, chemistry).
5. WHAT DO YOU DO IN YOUR SPARE TIME? If my wife is listening I would say I don't have spare time, but actually we spend most of my spare time together out
9. WHAT DO YOU HOPE TO ACHIEVE WITH DCF? I want to do good science and feel that we, the DCF, are making a contribution to the challenges of UK Nuclear plc. Essentially, I want the DCF to be a success scientifically, technologically and financially. If we achieve this we will be having impact in Cumbria, in Manchester, and worldwide.
walking with our three dogs. We brought them over with us from the US.
2. HAVING SPENT TIME WORKING IN THE US WHAT IS THE MAIN CONTRAST TO THE UK?
I don't really think about money providing I can pay the bills. My father would not be very happy with me saying that.
researchers. I have always enjoyed
sons-in-law and three grandchildren who are American. My return to the UK was as a result of a combination of circumstances. Foremost was the opportunity to establish the DCF and solve some of the challenges facing the nuclear industry. In addition, my wife had just retired after many years working in stressful roles in the marketing and advertising industry and my daughters had both graduated from university and started lives on their own.
during my Part II research project and subsequently my D.Phil. in Oxford.
7. IF MONEY WAS NO OBJECT WHAT WOULD YOU BUY /UNDERTAKE TOMORROW?
They have pet passports!
6. WHAT SPORT DO YOU PARTICIPATE IN / WATCH THE MOST? When I was in the US, my wife and
10. WHERE WOULD YOULIKE TO BE 10 YEARS FROM NOW? See questions 5 and 9 above. I am quite content with my lifestyle and my objective is always to do the best I can at whatever I do. I hope that never changes.
I had season tickets for the (American) football games of the University of Notre Dame team. Now I tend to watch rugby, an obsession I picked up at Uppingham from my housemaster Jeff Abbott.
NuclearCONNECT
17
Feature
Successful Routes for Supply Chain Networking By Penny Lees Total PR
In NuclearCONNECT January 2011 the article entitled 'What are the prospects for new entrants to the nuclear industry' highlighted 'A 5 point strategy to improve your chances of winning work'. Number 4 of these, 'Raise profile in the industry, with clients and build relationships' included a number of actions for members of the nuclear supply chain. ow we seek to develop these themes with examples of the how, what, when and where. Talking to a number of companies and public bodies NuclearCONNECT found examples of success via networking initiatives and future opportunities for companies to seek the benefits of NETWORKING.
N
Build strategic partnerships with other companies and organisations: Industry networks help build relationships between companies, potentially leading to successful strategic partnerships capable of bidding for contracts more strongly in today's competitive markets. Below is one example of such a network developing a partnership that proved successful over time.
Case study The networking road to new markets: Bendalls Engineering, a division of Carr's Engineering Ltd is currently delivering a multi million dollar US contact, won as a result 18
NuclearCONNECT
of networking and building strategic partnerships with UK and US supply chain companies. Back in 2003, Bendalls became part of a UK supplier interest group facilitated by BNFL Risley, to bid for the supply of equipment to the Nuclear Waste Treatment (Columbia River Protection) Plant in Hanford USA, through BNFLInc and Bechtel. The links with this networking group resulted in the company winning an order to design and manufacture Plant Wash and Acidic Waste Pressure Vessels for the project.
Make use of social networking sites: SOCIAL networking websites such as Twitter and LinkedIn, are now often used as a business networking tool. Many companies recognise the ability of this route to quickly access large groups of potential clients and undoubtedly social media is a great way to market your business. Many members of the supply chain join ebased networks, the following illustrates real business bonus. Recruitment agency McKenzie Douglas experience the benefit of LinkedIn in creating
The company won the contract against global competition and following years of delay are reaping the benefit alongside current partners Lab Impex Systems. The first of the vessels is now in production at Bendalls factory in Carlisle, with delivery expected to the US company in late 2011.
opportunities to compete for world wide
Added benefit from the initiative, the upgrading of Bendalls QA systems to comply with US Nuclear Energy Industry standard ASME NQA-1, paves the way for future contract opportunities.
how her reputation has built on networking
contracts to provide nuclear personnel. Emma-Jayne Gooch, Energy Division Manager, suggests joining appropriate groups to acquire news and market intelligence, plus developing an international, worldwide contact network . She explains and recommendation, with an online network of 700+ people. Recommendations come from people who have never worked with her, purely through activity on LinkedIn.
Feature One is with Hong Kongs largest power producer, currently involved in building the Yangjiang Nuclear Power Plant. They need to recruit senior staff and wanted to use a niche nuclear company that understands the market. McKenzie Douglas, recommended by one of Emma-Jayne's LinkedIn contacts who followed her activity then passed on the company information, is now one of 3 worldwide agencies in dialogue to provide retained services to recruit key personnel.
Use networks and memberships of organisations to increase awareness of your products or services: Readers are often members of local and national network organisations, which provide a wide range of network opportunities. Examples include: EEEGR www.eeegr.com NOF Energy www.nofenergy.co.uk BECBC www.westcumbriabusiness cluster.org.uk Creating networking opportunities with like minded companies the Energy Opportunities Supply Chain Project [EOSCP], led by West Cumbria Development Agency and a joint project with Britain's Energy Coast West Cumbria is designed to support West Cumbrian business, but open to registered companies across the northwest. It helps members gain advice, insight and guidance
on winning business and guarantees access to regular information on all relevant current tenders.
future investment. Keith Parker, NIA
Meet The Buyer and Business Support events are well known but the enetwork enables it to stand out. The Energy Opportunities Portal www.eoscp.co.uk was relaunched last month after a complete makeover, now easier to use and more universal in scope, including opportunities in nuclear decomissioning, emerging renewable sectors plus nuclear new build into the future. Many of the largest tenders featured are broken down into specifics so participating SMEs, barred by size qualifications could supply through sub contracts to larger companies.
anticipated by 2030”.
Exhibition & Conference Networking:
end-users in the workplace. Exhibitors
Last month, NOF Energy industry event
and delegates both benefit, site operators
'Energy: A Balanced Future' delivered
identify existing, new to nuclear or potential
updates on energy opportunities. Sue
development technologies; exhibitors,
Hearn, NOF Nuclear Consultant commented
supplier collaboration and spin-off.
on the networking benefit and the news feed
Networking opportunities abound
to suppliers, who stand to win work in the
locally, nationally and internationally.
UK and overseas. Secretary of State for
Events organised by not for profit groups,
DECC, Charles Hendry headlined:
commercial companies, government
Government anticipating investment
organisations and nuclear sites themselves,
of £200billion over the next 10-15 years,
take the form of workshops, forums,
rebuilding UK's energy infrastructure; a 50%
exhibitions, conferences etc. Highlighted
electricity demand increase by 2050;
below are a selection that active
Electricity Market Reform imperative for
networkers should be aware of.
Chief Executive added, “the nuclear industry expansion is global, with 10% growth Many suppliers are keen to invest time and money into marketing products through the exhibition route, seeing it as an essential part of successful business networking. Companies look to expand their customer base by promoting products,technology transfer; new & innovative ideas; or seek to solidify existing customer loyalty. Lisa Jones-Taylor,Nu-Tech Associates explained to NuclearCONNECT that companies demonstrating capabilities via on-site technology exhibitions also access the opportunity to network directly with
On Site Technology Exhibitions via Nu-Tech Associates: Rutherford Appleton Laboratory, Chilton 5 May. Culham Centre for Fusion Energy 10 May. Dounreay 19 May. Westlakes Science & Technology Park 9 June. Hinton House, Risley 23 June. ROBOT-EX Sellafield Centre 21 June.
All Energy 2011 The All-Energy Exhibition & Conference is UK's largest event devoted to all forms of clean and renewable energy. First run in 2001, the show has grown steadily ever since. Aberdeen 18 & 19 May
'NNB2011: On the road to nuclear new build' A nuclear conference by NI/NIA/IMechE promising an insight into the UK's nuclear future, the integrated story of where we've come from and where we're heading. Queen Elizabeth II Conference Centre, London 5 & 6 July
EBOC'11 by Britain's Energy Coast Business Cluster, sequel to the 2009 Energy Business Opportunities Conference. West Cumbria 18 & 19 October
NuclearCONNECT
19
Feature
UK Nuclear Skills Award Winners.
Learners & Achievers SUCCESS CELEBRATED By Penny Lees Total PR
uclear Stars of the future
with Springfields Apprentice Centre
technical tasks has exceeded all
were announced during
and Blackpool and The Flyde College. His
prior expectations of Foundation degree
employer says that he plays an important
students. Glen worked to help raise the
role in the area of injection testing, for
profile of Foundation Degrees within the
which he is the lead. Sam also trains new
local community, which has resulted in 200
National Skills Academy for Nuclear
members of the team in this area.
applicants for the 15 places on the
and Cogent Sector Skills Council.
Jean Llewellyn, Chief Executive
Last month's third annual event, attended
of the NSAN explained:
The presentations also included Scottish
by over 300 Nuclear employers, training
“All the categories were heavily
HND Student of the Year to Gary Weir
providers and key stakeholders, celebrated
contested and judges had a very hard
who works for Dounreay Site Restoration
the success of workforce development
task. Every one of the award winners
Limited as an Electrical Craftsman. Gary
initiatives and the achievement of those
and finalists demonstrated that they bring
has worked in a variety of locations and
nominated for awards.
that little bit extra to their work, and
off site placements where his work has
The UK Nuclear Skills Awards highlights
are examples of excellence in skills
always been to a very high standard.
development. It is extremely important
The Bursary Award Student of the Year,
N
the UK Nuclear Skills
Awards Evening organised by the
the exceptional quality of vocational
to highlight the real and tangible
selected from successful students
contributions which these students make
provided with NSAN Nuclear Bursaries,
to their organisations on a daily basis.”
went to Paul Hughes. In addition to
avenues for replenishing and building
The National Nuclear Foundation
working full time for Sellafield Paul has
skills for the nuclear sector.
Degree Student of the Year award was
studied for two MSc degrees. He is a great
won by Glen Caldock who completed the
advocate for the Bursary Award scheme
learners, who are committed to careers in the nuclear sector. Apprenticeships and Foundation Degrees/HNDs are key
The major award of the evening was the heavily contested UK Nuclear Apprentice of the Year which was won by Sam Park,
Foundation Degree in Nuclear Related
and actively promotes it. Paul says that
Technology with GEN II and works as a
the bursary has been critical, “without it
Technical Specialist with Sellafield Ltd.
I would not have been able to undertake
His employer commented that Glen's
the course and in addition to financial aid,
academic work was of a consistently high
the emotional support of having the
Apprentice of the Year award.
standard and he has taken on and
backing of the Skills Academy gives me
Sam recently completed his apprentice-
progressed challenging technical tasks.
confidence in my own abilities and
ship in Electrical Engineering Maintenance
His ability to plan and execute complex
ambitions plus the content of my studies.”
who works with EDF Energy, Heysham and also won the NW/NE Regional Nuclear
20
course each year
NuclearCONNECT
Feature
The national award is decided from the Regional Nuclear Apprentice of the Year winners. Other Regional Apprentices of the Year were… Southeast/East - Victoria Mitchell who works for EDF Energy at Dungeness B. Victoria completed her apprenticeship in Control and Instrumen-tation and was the first female apprentice taken on at the Dungeness B site. Southwest - Kirk Back working at Hinkley Point B site for EDF Energy. Kirk completed his apprenticeship in Control and Instrumentation and has supported the stations training needs by volunteering as a member of the Curriculum Review Committee. Scotland - Callum Johnstone who works for EDF Energy at Torness. Callum completed his apprenticeship in Control and Instrumentation, impressing his employer from day 1. Throughout his apprenticeship Callum has given every task 100% effort. Wales - Peter Tiesteel completed his apprenticeship with Doosan Babcock in pipe fitting. His employer said that Peter is an advocate of training with the company and a natural mentor for new apprentices.
Sam Park UK Nuclear Apprentice of the Year
Roland Fletcher, Apprenticeship
seeking someone going beyond their job
would be significantly fewer
Manager for the NSAN explained to
description. Pat's passionate promotion
STEM Ambassadors in Caithness.
Nuclear Connect that apprenticeships
of the Science Technology Engineering
Pat, who also received an MBE for
are a key avenue for growing future skills
and Maths (STEM) agenda in the local
Services to Science in the 2010 New
requirements and the bursary scheme
community, saw him shine through.
Years' Honours is delighted with the
Cogent SSC Chief Executive, Joanna
accolade, “I am extremely grateful for
has supported almost 120 apprentices across the UK to date. “With UK new nuclear build on the agenda
Woolf added “Cogent received many deserving nominations and the judges
this latest award, coming from my peers in the nuclear industry. It really means a lot to me.”
we need to develop a local workforce with
were challenged to find just one winner.
the skills required now and for the future of
Pat demonstrates an outstanding
Joanna Woolf summed up,
the industry. If UK PLC wants to continue
commitment to ensure the nuclear
“Our annual awards, which attract
to compete, win new business and keep
industry has the skills it needs to continue
the most outstanding applications
it on our shores, Apprenticeships need to
to be a world class industry by stimulating
grow and flourish”
young peoples' interest in STEM, the
The awards event not only highlighted
foundation of nuclear skills.”
the achievement of the Nuclear Stars of
Pat's commitment to STEM began
the future, but also recognised the hard
skills for the future and the people
with a series of Science Engagement
work undertaken by existing people to
undertaking them are making an
activities, which started in 1990 with a
help to raise skills levels within their own
invaluable contribution in the workplace
Young Engineers' Club at Thurso College.
and importantly learning from the
organisations and nuclear sector.
Since 2002, support from DSRL helped
experienced people around them.”
The Cogent Outstanding Leadership
him build a network of around 120
in Nuclear Skills Award was made to
registered STEM ambassadors in the local
Pat Kieran, Senior Control & Instrument
area from DSRL and other science and
Engineer at DSRL. The judges were
engineering firms. Without his drive there
from apprentices across the nuclear supply chain, allow us to highlight the talent and commitment that exists in this industry. Apprenticeships are delivering
For information see www.nuclear.nsacademy.co.uk; www.apprenticeship.org.uk NuclearCONNECT
21
Diary of Events
DIARY of
EVENTS 2011 O New Build
Decommissioning Energy Production General Science & Technology Social Environmental Training Informative
April 2nd Annual Nuclear Decommissioning Supply Chain Conference - 5th -6th April
Manchester, UK Organiser: Nuclear Energy Insider Tel: +44 (0) 207 375 7500 Website: http://www.nuclearenergyinsider.com
Proven Engineering Simulation Solutions for the Nuclear Industry - 6th April DeVere Milton Hill House, Oxford Organisers: ANSYS UK Ltd Tel: 0870 010 4456 Email: selcen.korkmaz@ansys.com
22
NuclearCONNECT
April Hazards XXII Process Safety and Environmental Protection, UK 11th - 14th April Britannia Adelphi Hotel, Liverpool, UK Organiser: IChemE Contact: Rosemary Cragg Tel: +44 (0) 1788 534476 Email: rcragg@icheme.org Website: http://conferences.icheme.org/hazardsxxii
Nuclear New Build: A Supply Chain Approach - 12th April O NOF Energy Offices, Durham, North East Organisers: NOF Energy Tel: 0191 384 6464 Email: rharrison@nofenergy.co.uk
Plasma Treatment of Radioactive Waste - 12th April
Birchwood Centre, Risley Organisers: The Nuclear Institute, North-West Branch Tel: 01565 684902 E-mail: ian.currie@nuclearinstnw.com
The Future of the Energy and Utilities Sector: The challenges that lie ahead - 14th April Westminster, London Organisers: Inside Government Tel: 0845 666 0664 E-mail: enquiries@insidegovernment.co.uk Website: http://www.insidegovernment.co.uk
Diary of Events
May
June
NORM & Natural Radiation Management 9th - 10th May
Nuclear Institute NW Branch Annual Dinner 2nd June
Radisson Edwardian Bloomsbury Street Hotel Organisers: IBC Energy Tel: 020 7017 5518 E-mail: energycustserv@informa.com Website: http://www.informaglobalevents.com/ event/NORM
The Point, Lancaster County Cricket Club, Manchester Organisers: NW Nuclear Institute Tel: 01565 684902 E-mail: ian.currie@nuclearinstnw.com
Nuclear Services & Supply Chain 11th - 12th May Copthorne Tara Hotel, London Organisers: SMi Group Ltd Tel: +44 (0) 20 7827 6000 E-mail: client_services@smi-online.co.uk Website: http://www.smi-online.co.uk/events/ overview.asp?is=5&ref=3525
Magnox Supplier Forum - 17th May North Wales (venue TBC) Organisers: Magnox Limited Tel: 07738 137454 Email: john.vieth@magnoxsouthsites.com
WiN- 19th Global Conference 6th - 10th June Riviera Holiday Club, Varna, Bulgaria. Organisers: WiN Tel: +359 2 93 98 150 E-mail: info@bulatom-bg.org
IBC Energy's 12th Global Conference on Decommissioning of Nuclear Facilities & Radioactive Waste Management 29th - 30th June
Hilton Paddington, London Organisers: IBC Energy Tel: 020 7017 5518 Website: http://www.ibcenergy.com/decomnuclear
All Energy 2011 18th - 19th May AECC, Aberdeen Organisers: Media Generation Events Limited Tel: 01746 764100 E-mail: info@maelstromeventsolutions.co.uk Website: http://www.all-energy.co.uk/Home.html
All dates were correct at time of going to print, however these may be subject to change. Please check first with the organiser. If you have any dates you would like to display in our next issue July - September 2011, please email editor@theconnectseries.co.uk
NuclearCONNECT
23
Feature
DOUNREAY FUTURE MANAGEMENT AND WORK PROGRAMME DEVELOPMENTS By Penny Lees Total PR
In 1962, the Dounreay nuclear facility became the first fast reactor in the world to supply electricity to the grid and the home of UK's only experimental fast breeder reactors using liquid metal as coolant. Now it is Scotland's largest nuclear clean-up project, a site of construction, demolition and waste management, all designed to return the site to almost its original condition.
View of Dounreay 2025 complete with new LLW disposal site
24
NuclearCONNECT
Feature
The Dounreay Facility- Once a World First he race to become the Parent Body Organisation for the Dounreay Site Restoration Ltd (DSRL) Site Licence Company (SLC) is gathering pace as the competition moves towards the finishing line.
T
Bid team members of the two pre-qualified
together proposals. The dialogue phase
DSRL spent much of 2010 making
has a significant impact on making sure we
adjustments to the long-range forward plan
achieve the best possible outcome for the
with this new spending limit of £150 million a
Dounreay site.”
year. It has been presented to the NDA and
Babcock, the incumbent Tier 1 site
becomes the basis upon which the two
contractor by virtue of its purchase of
consortia compete to become the new
UKAEA in September 2009, continues to
parent body of DSRL.
develop and deliver work at the nuclear site.
The revised programme will evolve
consortia, Babcock Dounreay Partnership
again in 2012 when the successful bidder
and Caithness Solutions have since mid December been engaged in the 'formal dialogue period' with the NDA, which ended on April 1. Following this phase bidders will be 'invited to submit final tenders' by mid August. The preferred bidder will be announced by NDA on November 29 and this consortium is expected to become the new PBO with an official 'share transfer and contract award' on March 30 2012. Babcock Dounreay Partnership, is made up of Babcock Nuclear Services Ltd, CH2M Hill International Nuclear Services Ltd and
acquires DSRL and begins to integrate
“
the proposals in its winning tender.
The dialogue phase has a significant impact on making sure we achieve the best possible outcome for the Dounreay site
”
URS International Holdings (UK) Ltd. while Caithness Solutions comprises Energy Solutions EU Ltd and Amec Nuclear Holdings Ltd.
DSRL outlined the shape of this revised programme at an important meeting with companies in the local supply chain. The presentations set out the contracting opportunities available in the next few years, with updates covering details of current and future spend, procurements in the LTP for the coming periods and addressed supply chain contribution to efficiencies and cost reduction. High Hazard Risk Reduction work is set to continue alongside projects in the design of various modifications to support decommissioning and fuels removal. These will include the development of new
Graeme Rankin, NDA competition project
The site closure programme has changed
facilities such as an unirradiated fuels
manager, said
shape as it has fallen into line with the cap
characterisation facility, a process line for
“We are pleased to undertake this crucial
on funding announcement on revised annual
fast reactor fuel waste, construction of a
stage of the competition, the crux of the
funding levels from 2011 by the NDA made
low-level waste repository and dismantling
process and vital in helping participants put
in February 2010.
facilities for the fast reactors.
Dounreay LTP 2011/12 to 2014/15 O
High Hazard Risk Reduction projects:
Reactors LLW Size Reduction Facility
Complete Removal of Bulk NaK from DFR
New Active Analytical Laboratory
Complete MTR Raffinate Immobilisation
O
Initiate Passivation of alkali metals in PFR Secondary Systems
Material Test Reactor Fuel Processing Plant
Asbestos Management and Abatement will be continuous
Instrument Workshop/Active Laundry LLW Treatment & Packaging Facility
Complete Tank draining and sludge removal O
Design of modifications to support decommissioning and fuels removal leading to equipment procurement and installation work in the following areas:
Decommissioning of Active Facilities through Demolition:
Post Irradiation Examination Facility Dounreay Material Test Reactor Ancillary Building O
Landfill 42 Closure Cap Construction
O
Decommissioning of PFR Reprocessing Plant
O
LLW Repository -Cells 1&2 Constructed
O
Miscellaneous Reactors Stripout and Decommissioning activities
Breeder Fuel Removal Plant Unirradiated Fuels Characterisation Facility Processing line for PFR and DFR Raffinates LLW Repository (D3100)
NuclearCONNECT
25
Feature
Dounreay Craig More House demolition
Work Programme News
cost in the region of £100m.
DSRL project supervisor Alistair Simpson,
Audrey Cooper, project manager at DSRL, explains “Contract award is planned for April 1, with work on the first two vaults to be completed by mid-2013, which is two years earlier than previously indicated in the Dounreay work programme.”
co-ordinates operations at the facility with
The DSRL strategy to recycle demolition rubble as part of a commitment to the environment is reaping benefits. A project reusing clean waste concrete from Dounreay's decommissioning work by turning it into hardcore and aggregate has to date produced 38,000 tonnes of recycled material, saving £76,000 in landfill costs alone.
new LLW repository project to provide
The site's recent demolition of Craig More House for example, produced 1,000 tonnes of rubble that is to be re-used, saving the site money. The rubble is taken to the aggregate production and recycling facility
are numbered. DSRL expects to take until
during the construction phase, with
Construction was announced by DRSL as
a quarter of the work expected to be
preferred bidder for the design and build
sub-contracted to local companies.
of the proposed LLWDF Low Level
Subject to necessary consents, construction
Waste Disposal Facility.
is scheduled to begin in the autumn and
Leo Martin, director at Graham Construction, commented “We are delighted to be announced as preferred bidder on this contract and look forward to delivering the scheme. This is a very important project for us, in a market sector which we are looking to expand into further.” The development is an essential part of the infrastructure needed to complete the decommissioning and closure of the site. Planning consent is in place for six vaults adjacent to the site but DRSL hopes to reduce this number, through waste minimisation practices in decommissioning. The contract is for the design and construction of two sub-surface vaults for the disposal of solid low-level radioactive waste from the site clean-up. It will be based on target cost design and build contract under the NEC conditions. Up to 100 jobs will be created 26
take two years to complete, with a lifetime
where the concrete is crushed, any metal reinforcing bars removed by magnets before screening into size categories. This produces aggregate, drainage material and topsoil, which is re-used in projects at Dounreay.
Early in 2011 Irish company Graham
NuclearCONNECT
sub-contractor Johnson Controls and local company A&W Sinclair. He explained how the company has re-used a significant amount of aggregate both on and off-site. Several thousand tonnes were used in the temporary roads and hardstanding, so that the enabling works could go ahead. The area around Craig More House was closed off as bulldozers from local contractor Gunns moved in at the end of January and razed the building to the ground. The new gaping hole in the skyline is a stark reminder that Dounreay's days 2025 to complete the clean-out and demolition of the remaining facilities, with work continuing to bring forward this date.
Feature
Waste-Led DECOMMISSIONING Euan Hutton, a decommissioning expert at Serco's Westlakes Office, explains how decommissioning projects are greatly improved when they are designed with the waste as a primary consideration.
s the nuclear industry in the UK moves into the third generation of power plant, a key element is decommissioning of the historical legacy created during the previous phases. It is fundamental that lessons learned from decommissioning to date are exploited during the design of these new reactors and fuel facilities; it is equally important that these lessons are incorporated into the decommissioning projects currently being planned.
A
Taking each issue in turn, it is clear
and complexity. Consideration should
that poor definition may not only create
be given to defining waste containers for
an orphan waste form, but also potentially
decommissioning waste, for example
increase cost, schedule, technology
the 3m box or 'Yellow Box' concepts.
demands and impact on operability
Weight Limits
and safety:
Chemical and radiological
Each waste container has specified weight limits; once reached this can create
characterisation
voidage in the container and increase the
Characterisation is a key requirement
number of containers required.
to demonstrate compliance with the
Criticality Limits
Waste Acceptance Criteria (WAC). This information will also determine
There are two outputs from any decommissioning project: a decommissioned facility which has met its end state criteria and waste. Some historic decommissioning activities created waste products that do not meet acceptance criteria for long term storage or disposal, thus creating a future problem. To avoid this, the concept of 'Waste-led
whether the task can be undertaken manually, remotely and what sort of
Some projects create waste contaminated with fissile material and limits are applied on the amount of such material placed in the container. This may create drums that
protection and safety systems are required
are not full but are constrained by the
to protect the workforce. Additionally
fissile limit. Combining weight and fissile
a comparison of the characterisation and
material limits to the waste generated has
the WAC will determine what
a compounding effect on the number of
decontamination is required. A key step
waste containers required. In an extreme
in this process is to understand the cost
example one decommissioning project,
benefit of additional decontamination to
Decommissioning' should be applied during the initial planning phase.
removing waste from old and degraded
produce a waste in lower category, e.g.
PCM drums into new drums, created
wheelabrate steel to move it from LLW
more than 10 new drums from one old
Since the form of the waste has a direct impact on the decommissioning technique selected, defining the waste form early is key to successful decommissioning. To comply with UK legislation and guidance, consideration of the waste form addresses a broad range of issues including; chemical and isotopic characterisation, physical size, weight and criticality limits, etc.
to VLLW or free release.
drum due to criticality issues being
Physical size of waste container
poorly addressed.
This key parameter dictates the
In summary, Waste-led decommissioning
degree of size reduction required and
is a simple concept where the first
has constrained decommissioning
consideration is the clear and concise
projects where waste forms identified
consideration of the waste, what final form
for operational wastes have been used
it will take and what characterisation is
for decommissioning. An example is the
required. The cheapest and safest time
All these issues inform the required decommissioning technique. If they are not considered from the earliest stage, it is more likely that orphan waste forms will be produced.
standard 200l PCM drum, used for wastes
to answer these questions is before
created from alpha plant decommissioning.
the waste has been created.
The need to size-reduce waste to fit into this drum influences the decommissioning technologies applied, increasing time
Contact details: Tel: 01946 518711 or 0773 889 7199, Email: euan.hutton@sercoassurance.com NuclearCONNECT
27
IndustryNews
Quantifying the impact of
he majority of the early UK nuclear sites built for power production and nuclear research are now undergoing decommissioning with envisaged programmes than run into tens of years. These sites are also in the majority of cases built on the coast and have structures and discharges which impact on the coastal environment. As the decommissioning of these sites progresses the way these facilities interact with this environment will change; with the intention of reducing environmental impact under national and international legal obligations e.g. OSPAR convention. However, the quantification and demonstration that the changes in the way these sites impact on the receiving environment is acceptable through this process to final site clearance is important and HR Wallingford has been involved in some key issues at several of these sites.
T
Today, HR Wallingford has a 60 year track record of achievement in applied research and specialist consultancy. We have a unique mix of know-how, assets and facilities including state of the art physical modelling laboratories, a full range of computational modelling tools and, above all expert staff with world-renowned skills and experience.
Our specialist services for the nuclear industry: HR Wallingford has worked on virtually every UK nuclear site during construction, operations and now the decommissioning phase; supporting the significant engineering challenges associated with these sites. Developers and designers require this specialist support due to the industry's exceptionally high standards of safety and risk management, including:
Introduction to HR Wallingford Ltd HR Wallingford is a UK based leading independent applied research organisation and consultancy in the fields of civil engineering and environmental hydraulics. We undertake long-term programmes of advanced research to ensure that we remain at the forefront of technology and can advise our clients from a basis of up-to-date knowledge. Created as the Hydraulics Research Station of the UK Government in 1947, we became a private entity in 1982, and have since operated as an independent, non profit distributing organisation committed to building knowledge and solving problems, expertly and appropriately.
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NuclearCONNECT
O
Reliability and fail-safe behaviour of critical cooling water systems
O
Site integrity and protection of high value assets
O
Design for extremely unlikely or long return-period events
O
Response to long-term climate and sea level change
O
Coastal structure decommissioning issues.
IndustryNews
Hunterston A image courtesy of Magnox Electric Ltd
Nuclear Decommissioning on the coastal environment HR Wallingford has been helping clients address these challenges for over 50 years - since the beginning of the nuclear power era. Having advised the UK nuclear industry during the site development and construction we can now offer a range of services to support the safe decommissioning of these sites and in many cases the potential for redevelopment as new nuclear build gains acceptance.
have been recovered as part of a comprehensive monitoring
Decommissioning support in the UK
programme from local beaches. As part of a Best Practicable
HR Wallingford has provided a range of support to the Magnox fleet as the sites have changed from operating power stations through de-fuelling and the start of decommissioning. At Bradwell we have built a detailed numerical model of the Blackwater Estuary which is a highly sensitive environmental receptor. HR Wallingford has investigated the environmental impact of changes to the liquid effluent discharges from the site as cooling water declines and the Fuel Element Dissolution (FED) programme has commenced. HR Wallingford has also provided expert support for assessing the removal of a coastal structure in terms of sediment plume generation and dispersal within the local environment. At all coastal nuclear power plants the removal of structures related to water intake and discharge will have an impact on the coastal environment and morphological changes may result. The understanding of these environments and the permitting framework has evolved considerably since the sites were built and understanding these changes is key to planning the demolition of all coastal structures.
HR Wallingford has also provided specialist support to the Dounreay site in the investigation of the environmental fate & behaviour of fragments of irradiated nuclear fuel released historically into the local marine environment through old (now modernised and replaced) liquid effluent treatment facilities. These fragments are found on the seabed and a number
Environmental Option (BPEO) study and in support of a research programme commissioned by the Scottish Environment Protection Agency (SEPA); HR Wallingford constructed a numerical model to predict the behaviour of a plume of the fragments on the seabed from a range of release scenarios. This model was used to predict the current location of the plume in order to target areas for investigation using either divers or a Remote Operated Vehicle (ROV). The ROV investigations showed fragments in the areas predicted and confirmed behaviour of the fragments related to travel distance, mass and size related to the sand grains.
Contact details: Mark Liddiard Tel: 01491 822 433 Email: m.liddiard@hrwallingford.co.uk NuclearCONNECT
29
Law
NUCLEAR LIABILITY CHANGES IN THE PIPELINE FOR UK LEGISLATION
Nuclear Liability - broadening the scope, the Government Consultation on the implementation of changes to the Paris and Brussels Conventions on third party nuclear liability
“
N
uclear liability” - providing third party compensation following a nuclear incident is foremost in the UK nuclear
sector's consideration with the release in January of the Government's consultation on the implementation of changes to the international Paris Convention and Brussels Convention on nuclear third party liability (“the Consultation”). The proposed amendments are significant and impact all aspects of the nuclear sector, whether decommissioning, transport or new build. UK nuclear liability legislation implementing the Paris and Brussels Conventions is contained in the Nuclear Installations Act 1965 (the “NIA 1965”). The Consultation
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NuclearCONNECT
proposes that changes to these Conventions will be implemented by secondary legislation amending the NIA 1965, a draft Order (Draft Nuclear Installations (Liability for Damage) Order 2011) with the proposed amendments is therefore included within the Consultation.
International law In brief, the Paris Convention provides a framework, through a number of core principles, to ensure the public is compensated for harm resulting from a nuclear incident. These principles ensure liability is channelled to the operator of the nuclear installation regardless of fault or negligence; provide a limitation period for claims; require mandatory financial security (e.g., insurance) to meet operator liability;
and channel claims' jurisdiction to the same court. The Brussels Convention, supplementary to the Paris Convention, provides additional funds to those made available under the Paris Convention where the maximum operator liability amount has been exceeded. The same core principles apply to both Conventions.
Proposed amendments Substantial amendments are being proposed to the NIA 1965 to implement the amended Paris and Brussels Conventions, with the Government's general approach being to adopt the wording/definitions of the Conventions as far as possible to ensure consistency between Convention countries.
Law
The main changes are as follows: O
The amendments propose increasing operator liability to a minimum of €700 million; Government liability to €500
(iii) Loss of income deriving from a direct economic interest in any use or enjoyment of the environment, incurred as a result of significant impairment of that environment;
O
The Consultation proposes to realign the NIA 1965 more closely to the amended Paris Convention by setting a general limitation period for claims for all damages except for personal injury of 10 years from the date of the incident. For personal injury claims, the limitation period will be extended to 30 years.
O
The site operator will still be required to hold and maintain compulsory insurance or other financial security to cover payment up to the prescribed limit of liability. Whilst insurance can continue to cover most of the new categories of damage, the operator will be expected to identify alternative financial security for any gaps the Government acknowledges will exist. This has been and will continue to be a topic for much discussion in the nuclear sector.
O
With respect to nuclear liability in transport, currently Paris Convention operators can agree at which point of the transport liability transfers from one operator to another. The amendment will only enable the transfer of liability from one operator to another where the receiving operator has a direct economic interest in the material transported.
million; and the liability of the pool of funds contributed to by contracting parties to the Brussels Supplementary Convention to €300 million (total of €1500). O
(iv) The costs of preventive measures, and further loss or damage caused by such measures. O
The Consultation proposes increasing operator liability over the coming years from the current £140 million per incident to €1200 million for standard installations, with lower levels set for low-risk installations and transport of low risk material.
O
By amending operator liability to €1200 million (from €700m specified by the amended Paris Convention) UK operators will become liable for the first 2 tiers of compensation.
O
The more significant changes relate to the new types of damage for which site operators can be liable. In addition to the existing heads of damage (a) Loss of life or personal injury; and (b) Loss of or damage to property; the changes will include:
(i) Economic loss arising from loss or damage referred to in a) and b) above; (ii) The costs of measures of reinstatement of impaired environment, unless such impairment is insignificant, if such measures are actually taken or to be taken;
O
The definition of 'nuclear installation' will be widened to include those of being decommissioned and to all installations used for the disposal of nuclear substances, although installations post-closure which pose no significant risk can be excluded. The Consultation suggests the Government will seek to exempt low level waste repositories. Currently, only claimants in a Paris Convention state can claim for damage arising from a nuclear incident. However, operator liability will now extend to claimants in a state which is not party to the Paris Convention, if that state:
(i) is party to the Vienna Convention and the 1988 Joint Protocol; or (ii) has no nuclear installations in its territory at the time of the nuclear incident (e.g. Ireland); or (iii) has, in force at the time of the nuclear incident, national nuclear liability legislation which affords equivalent reciprocal benefits and which is based on principles identical to those contained in the Paris Convention.
Conclusions The proposed amendments are relevant in respect of non-UK
claims brought outside the NIA 1965 and further improve
contractors entering the UK for both decommissioning and new
the UK's access to the international skills base.
build, particularly as recent years have witnessed the request for
The Consultation will end on 28 April 2011 with the aim
nuclear indemnities from foreign contractors entering the UK
of placing the Order before Parliament in the summer 2011.
nuclear market. There has been concern that the strict and
The new legislation could then come into force by Spring 2012
exclusive operator liability principle only currently applies to
although this is dependent upon the other EU Convention states
limited damage suffered (personal injury and property damage),
being ready to ratify.
potentially leading to the risk of further unlimited civil claims against the operator outside the remit of the NIA 1965. Such claims would be unlimited and not necessarily protected by insurance as under the NIA 1965. Furthermore, the current arrangements do not compensate victims from non-Paris Convention states, such as the US. The risk of such victims
If you would like to register to receive Burges Salmon's free nuclear law e-bulletin, or would like to suggest nuclear-related subjects
issuing claims in their home state against the entities with the
for future articles please contact
“deepest pockets” is perceived as high enough by some
Gareth on
businesses to warrant requesting indemnities to protect against
Direct line - 0117 307 6920
such risk. The proposed amendments will increase the claims
Email - gareth.davies
channelled to the site operators and, in turn, go some way to
@burges-salmon.com
reduce the risk of
NuclearCONNECT
31
Training
MAKING DIFFICULT DECISIONS Management Trainer and Conference Speaker Frank Newberry suggests that difficult decisions can sometimes be double trouble. Making the decision can be very hard and then communicating the decision can be harder still. Here Frank offers some tips on how we can improve our decision making and then in the next edition he takes a look at ‘Communicating Difficult Decisions’
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NuclearCONNECT
Training
D
ecision making has always fascinated me. No more so than when I was doing some research into how really good Boards and Committees make their decisions, for example by getting a majority vote or reaching a consensus and so on.
We can decide not to decide
earthly use if someone in our decision making body is holding up a decision we need. Often this approach permits people to say ‘no’ without actually having to justify their refusal. They can get by with statements like ‘I’m not sure’, ‘I need more time’ or ‘I need more data’. This reluctance is understandable given there is some research
My research uncovered something unexpected. I learned that not making a decision was also a decision i.e. the decision not to decide. We can, for example, decide not to decide right now, or not to decide for the time being. Now in the past I would have judged people who do not decide as being ‘indecisive’ people. I now understand that we can decide to be indecisive!
that says most people make decisions based on a ‘gut feel’ with less than 10% of them basing their decisions on objective, quantifiable data. Perhaps if people used a better decision making process they might decide more quickly and still have the courage of their convictions. Let us look at a straightforward but effective process. Before we start I should disclose that my view on processes and
On a more serious note we could be at the mercy of a board or
formulas has not altered over the years. I am not always very
committee where one or more members are very happy not to
logical so I need a process that does two things: 1). it must help
decide on an issue that is important to us. Having a strong case
me to be logical and 2). it must be easy for me to use! One such
or merit in our argument for something we need at work is of no
process follows:
Step 1
Step 3
Step 5
Make a Decision Statement
Evaluate Alternatives against Criteria
Make the Decision
O
State the purpose of the decision
O
State what action is required and what results are desired
O
O
Word it carefully and specifically O
For example: I want to get a new vehicle that meets my needs and is within my budget. I need the vehicle by the end of May this year.
Step 2 Set Decision Objectives (Essentials and Desirables) O
Develop a list of criteria (this list could be long - the longer the list the better the decision)
O
Review the criteria and make them as specific as possible
O
Divide them into ‘essentials’ and ‘desirables’ i.e. I must have the ‘essentials’ but any ‘desirables’ would be nice to have if I can get the right price.
For example: Essentials would include a certain minimum payload, a certain maximum size and proven reliability. Desirables would include greater comforts and an extended warranty thrown in.
O
Make a list of the alternatives available e.g. a new vehicle, a used one, or perhaps refurbish the existing vehicle Check each alternative against the ‘essentials’ Eliminate any alternatives that do not satisfy the ‘essentials’
O
Check each alternative against the ‘desirables’
O
Make a record of the evaluations
For example: Buying ‘new’ would meet all my ‘essentials’ but could break my budget. Buying ‘used’ would meet all my ‘essentials’ but the warranty is only three months compared to two years on a new vehicle. Refurbishing existing would be cheapest but may only be postponing the day when I have to replace the vehicle. Reliability might also become an issue as time and engine parts wear on.
O
Make the best balanced choice
O
Communicate your selection and the reasons for it to all who will be affected
O
Take responsibility for the decision and offer support, clarification and guidance
O
Monitor implementation and make any needed changes and improvements
For example: Show the balance in your decision by providing an analysis of your options i.e. which options meet which criteria. These are often best described in terms that the decision makers’ value e.g. cost, quality of results, and visibility of those results. Finally you could cost out the ‘no change’ option in terms of cost, quality etc. In closing let me say that making your assumptions known to others will show some confidence and should help the right decision to be made. Good luck with your difficult decisions. In the next edition we will look at ‘Communicating Difficult Decisions’.
Step 4
For example: In the current recession
Assess the Risks
we could have a nice new vehicle for a
O
O
Consider the likely consequences
great price but we might not be able
of executing each of the
to afford to pay the driver for very long.
alternatives
A used vehicle may only have a three
Think about what might go wrong (for each of them)
O
O
month warranty but we could be out of business by then. Refurbishing may be our only option. We may only be able
Consider the likely affect of setting
to afford to bring an existing vehicle up
precedents etc. on other people,
to standard and then take things steady
policies and practices
until the upturn in the economy. You
Check that your assumptions are
might also assess the risk of doing
fair and that your facts are straight
nothing at all for the next three months. NuclearCONNECT
33
Training
Succession planning is never easy - no matter how large or small the organisation. Large organisations have the resources to handle succession in a wellmanaged way, drawing on talent pools, development centres, planned mentoring, job rotations schemes, secondments and a team of professionals to organise and monitor the process. Even then they don't always get it right. SMEs face different challenges. Resources are often constrained and operations tend to be leaner. Senior professionals engaged doing the job day-to-day means there is little opportunity for secondments. Senior directors or managing partners are invariably too busy fee earning or leading on key client accounts to supervise talent pools. Acorn Coaching and Development has for many years worked on succession planning with SMEs across a broad spectrum of businesses including specialised engineering consultancies in the nuclear and energy markets, and has assisted major construction and infrastructure clients in assembling and developing talent for bids and projects. This article details some of the lessons learned, and the strategies employed to ensure continuity and high performance within a company.
Top Tips of Succession Planning for SMEs 34
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Training
3. Be aware of the unconscious desire to recruit or promote a “Mini Me”
1. Start with the end in mind Project management and organisational leadership are both prey to the temptation to think what is needed “now”; what inputs are required to achieve this 'now' objective and what sort of person is best placed to deliver against this 'now' scenario. Acorn begins with a different set of questions; what will the end point be like, in what sort of market, and what will be the desired outcomes for the key stakeholders - the company, its employees, its partners, its customers? This takes the process to a different place. Is a company looking for talent to develop a growing business, talent to stabilise and maintain, or someone to fix something that is broken or deteriorating performance? The nature of the market is also a consideration. How many players in the market and how many buyers? So, do our future leaders need to take the organisation forward in a very competitive environment or are there other avenues through which sustainable competitive advantage can be achieved?
2. What competencies are needed to achieve the objective within the desired timescale? Is it enough for the company leader to have exceptional knowledge of the business, or extraordinary innovation skills within his chosen sector? If stability and maintenance is required, the individual needs to be motivated by a drive for consistency, compliance and continuous improvement. If rapid growth and diversity is required, the leader needs to be a managed risk taker, quick learner and support staff through the discomfort of changing practices and behaviours. In Acorn's experience, particularly with engineering-based SMEs with a history of risk minimisation and regulatory compliance, succession from within is a real challenge because the attributes listed above are unlikely to have been a part of job descriptions or rewarded practice.
Unlike the world of physics where opposites attract, in human systems, like tends to attract like. When it comes to judging other people, first impressions become “hardened” into firm attitudes within minutes. People displaying values, attitudes and behaviours similar to those of the recruiter are more likely to be chosen in selection and promotion activities. The founding partners of a successful SME may think that to carry on being successful more of the same is needed. That is often not the right solution.
4. Being objective is critical Without significant HR or L&D resource to provide a degree of dispassionate advice and a rigorous process of recruitment, selection and promotion, directors tend to place themselves at the vanguard of selection decisions. Perfectly understandable, but an unwillingness to get professional help can be disastrous The founding directors of one SME with which Acorn is engaged accept that poor succession decisions cost the business three years of growth and created interpersonal conflict that took away much of the satisfaction of creating and running a business. A contracting firm with which Acorn works now recognise that poor leadership selection decisions on major PFI bid teams has resulted not just in lost bids but wasted resources over many months.
5. 'Sink or Swim' succession is a high risk option Once a senior appointment has been made within an SME, there is often an expectation to 'just get on with it', with the expectation of high performance. But it is not realistic to assume that a new appointee - especially an outsider - will just pick up the reins and carry on as if nothing has happened. Time must be dedicated to supporting the new appointee - itself a high level skill. Over supporting will be experienced by the new leader as interference and lack of trust. Under supporting creates that “sink or swim” message. The first 90 days in new business leadership is crucial. Building in the right level of support over this period for the new appointment is a worthwhile investment for discussion between that individual and the Senior Partner/founding Directors.
6. Recognise the difference between entrepreneurial, leadership and management skills. SMEs are often born out of entrepreneurial spirit, the founding Directors' ability to cope on the run and learn quickly. When the organisation becomes established, management skills are more important. If the organisation needs to evolve with the market or develop other opportunities, leadership skills come to the fore. If an organisation seeks to grow and differentiate itself through niche knowledge, domain expertise or “thought leadership” will be critical. Recognising the correct requirement at the right time for your business is vital
7. Agree performance-based criteria and the appropriate review mechanism at the outset. These will be based on the dimensions discussed above; i.e degree of change/ stability required or the extent to which domain expertise, entrepreneurial skills, management skills or leadership skills are required to be demonstrated, OR how the balance of all four might look.
8. Be prepared to recognise a poor decision and act on it quickly If a poor appointment decision is made, personal egos are at risk on the part of those making the decision and appointee. It is tempting to grind on hoping the problem will go away, or confront the issue in a negative and blaming way which becomes destructive. Where things are not working out, agreed performance and review become critically important. Not dealing quickly with a poor succession decision can erode the confidence of the whole team in the Directors and the new appointments, or threaten key business relationships. Dealing with the issue quickly, transparently, effectively and fairly turns a 'mistake' into a plus point for the business.
NuclearCONNECT
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Feature
NUCLEAR REGULATION NEW FACES & REPORTS By Penny Lees Total PR
New nuclear regulator on the block:
says will strengthen, focus and improve
The Government announced in February
the organisational framework of nuclear
that it planned to create a new independent
regulation in the UK, and ensure greater
statutory body to regulate nuclear power in
accountability, transparency and efficiency
the UK, taking over nuclear regulatory
of regulatory processes. When fully
was the establishment of a new, sectorspecific regulator for the nuclear industry, and draft legislation setting out proposals for the creation of the ONR was published in March 2010.
functions currently under the auspices of
operational, the proposed ONR will be
One union representing white-collar
a number of well known names.
legally separated from, but still supported
nuclear workers at NDA nuclear sites
by the HSE.
welcomed the Government plan to create
becomes the new independent regulator,
With the prospect of a programme
a new watchdog for the industry.
formally responsible in law for delivering
of new nuclear construction as well
Prospect Union negotiator Mike Macdonald
regulatory functions and consolidating civil
as existing nuclear power plants,
makes the comment: “Our members are
The Office for Nuclear Regulation (ONR)
nuclear and radioactive transport safety
decommissioning projects and legacy
experts in their field and they believe the
and security regulation in one place.
plants, the need for nuclear regulation
creation of this independent body will give
in the UK to be streamlined has been
a better focus for nuclear safety regulation
Pending legislation, the Health and Safety Executive (HSE) will establish the ONR as a non-statutory body from 1 April. According to the statement by Minister for Employment Chris Grayling, the ONR will absorb all the elements of the HSE's current Nuclear Directorate - the Nuclear Installations Inspectorate (NII), the Office for Civil Nuclear Security (OCNS) and the UK Safeguards Office (UKSO). It will also
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and a step forward for public safety,
recognised for some time.
“
especially in the light of new nuclear build.” Mike Macdonald
better focus for nuclear safety regulation
”
include the Department for Transport's
A review of the country's nuclear
Radioactive Materials Transport Team,
regulatory regime, exploring ways of
which deals with regulating the
enhancing its transparency and efficiency
transportation of radioactive material.
whilst maintaining effectiveness was carried
The ONR is planned to be an autonomous
out by Dr Tim Stone, a senior adviser on
organisation supported by the HSE, with its
nuclear new build, in 2008. One of the
own board and legal identity, which the HSE
recommendations of the Stone Report
NuclearCONNECT
“This change will allow inspectors to focus on the real health and safety issues in the industry. We want freedom for regulators to make the best professional decisions in each case, free from political or commercial pressure, and in the public interest.” Legislation to establish the ONR must now pass through the parliamentary process, but by setting up the office as a non-statutory body in the meantime, government is according to the ministerial statement “signalling our commitment to securing an appropriately resourced and responsive regulator for the future challenges of the nuclear sector”.
Feature
The role of Nuclear Regulators to secure the protection of people and society from the hazards of the nuclear industry has a long shelf life. It continues throughout the lifetime of a nuclear power station, from design through to decommissioning, when power stations are taken permanently out of service.
The government will also review the functions and processes of the interim body “in order to inform its planned legislation.” The ONR proposal does not affect the current regulatory requirements or standards with which industry must comply, and the vast majority of the costs of the regulator would continue to be recovered in charges from operators in the nuclear industry, rather than funded by the public purse. The Environment Agency will, however, remain outside the new ONR and continue to have monitoring responsibility for waste & discharges at UK Nuclear sites.
A spokesman explains the EA role: “We oversee how 34 sites dispose of their radioactive waste by granting site permits to the operators who run them. Operators of these sites must have a permit from us to dispose of their waste. These permits set out limits and conditions on the amount and way they dispose of their waste and cover all radioactive waste disposals, including discharges to air and water, and transfers of wastes for incineration or disposal to land. It is also our responsibility to check up on sites to ensure they're not exceeding set limits and releasing as little radioactive waste as possible into the environment.”
Regulating the new nuclear power stations - GDA update: The current key Regulators, the Health & Safety Executive [HSE] and the Environment Agency [EA] are working together to ensure that new nuclear power stations meet high standards of safety, security, environmental protection and waste management. Their assessment of two reactor designs, the Generic Design Assessment [GDA] process reaches a critical point in June with publication of 'Step 4 Reports' setting out findings and final conclusions on whether the proposed designs are acceptable for build in the UK. The two bodies published the GDA fourth Quarterly Report for 2010 (October December). This final report before publication of the regulators' conclusions on 30 June this year, provides an update on the work to assess the safety cases for the new nuclear power station designs and looks at the key challenges ahead. It highlights HSE's main focus to December 2010 on progressing the Step 4 assessments for both the Westinghouse AP1000 and the EDF/AREVA EPR. Meetings took place to agree with the reactor vendors what further information they will provide during the remaining months, and which areas are likely to require additional work
beyond June. It also reports that last October the EA reached a major milestone with the completion of its consultation on GDA findings to date. Responses received have been published and are currently under consideration. The report confirms that the regulatory bodies have not identified any major difficulties thus far and subject to further progress on key areas would expect to issue an Interim Design Acceptance Confirmation (DAC) and Interim Statement of Design Acceptability (SoDA) for each reactor design in line with the expected timeline, in June this year. Prior to new reactors being built and operated, a site licence must also be granted. Regulators ensure the site is safe and secure, suitable for the particular design, and that potential operators can adequately control construction, operation and maintenance. GDA and site-specific approvals are important elements but only a part of the wider Government approvals process as the UK nuclear industry embarks on its newest journey. NuclearCONNECT
37
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.
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NuclearCONNECT CONNECTING THE NUCLEAR INDUSTRY
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Issue 5 April 2011 CONNECTING THE NUCLEAR INDUSTRY