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NuclearCONNECT
NuclearCONNECT CONNECTING THE NUCLEAR INDUSTRY
FOR NUCLEAR MANAGEMENT & PROCUREMENT WWW.NUCLEARCONNECT.CO.UK
ISSUE 8 January 2012 £9.50
Issue 8 January 2012 CONNECTING THE NUCLEAR INDUSTRY
NEW BUILD ON TRACK?
SUPER LASERS
Round up of recent moves to keep new nuclear on track
To Speed Up Nuclear Decommissioning
Page 4
Page 34
DOUNREAY CHANGE AT TOP FOR 2012 The way forward for Dounreay Page 36
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BABCOCK THE UK’S LEADING NUCLEAR ENGINEERING COMPANY
You can trust the UK’s largest and most experienced team of nuclear engineers, scientists and technicians to deliver the most complex and critical nuclear projects safely, on-time and within budget. BABCOCK – THE UK’S LEADING NUCLEAR ENGINEERING COMPANY.
Contact Liz Pulford, Head of Communications – Nuclear, Tel: +44 (0) 116 201 5346 or email liz.pulford@babcock.co.uk
www.babcock.co.uk/nuclear | Airports | Communications | Defence | Education | Emergency Services | Energy | International | Nuclear | Property | Rail | Security | Training |
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Introduction
Issue 08 1st January - 31st March 2012 MANAGING DIRECTOR Dan Connew T: 01937 580400
Welcome to the first edition of 2012. We hope our readers enjoyed the festive
SALES DIRECTOR David Wightman T: 01937 580401 E: david.wightman@theconnectseries.co.uk
season and would like to wish you all a very happy new year.
EDITORIAL ACCOUNT MANAGER Julia Dingwall Tel: 01937 580418 Email: julia.dingwall@theconnectseries.co.uk
NuclearCONNECT continues to gain in popularity and we are, as ever, grateful for your support. We are now near the end of our second year and hope the success continues! For our features this edition we look at the use of lasers in decommissioning
PRODUCTION MANAGER Tracey Bramall T: 01937 580406 E: tracey.bramall@theconnectseries.co.uk
and a new generation of super laser technology. We discuss Babcock Dounreay Partnership winning the competition to become preferred bidder to take ownership
STUDIO MANAGER Andy Bickerdike T: 01937 580407 E: andy.bickerdike@theconnectseries.co.uk
of Dounreay Site Restoration Limited and we review eboc'11, plus many more. As always our handy, up to date directory can be found on page 47, covering the range of companies and breadth of products and services available to the nuclear industry. If your company isn't currently listed, please refer to our Inclusion Form on page 108.
Published by
Do continue to send in your editorial contributions, or if you have any suggestions or comments please get in touch: www.nuclearconnect.co.uk/contact-us Group Information Services Ltd,
we are always interested to hear your views.
2 Highcliffe Court, Greenfold Lane, Wetherby, West Yorkshire LS22 6RG.
Julia Dingwall Editorial Account Manager
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. Š 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.
Visit the NuclearCONNECT Website now at www.nuclearconnect.co.uk
STAND OUT FROM THE REST Contact Sales on 01937 580477 Showcase your company in front of over 3000 key
buyers and decision makers with an Enhanced Directory Listing NuclearCONNECT
1
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Introduction
Industry News 11 Teamwork not Paperwork! 11 NuExec Consulting Launched
31
13 Transports associated with the Nuclear Waste Sector
Feature
adapting to environmental considerations
15 Emergency Management
6
16 A sustainable workforce addressing the skills challenges
4
New Build on Track? A round up of recent moves by Government, Regulating Bodies, public and private sector
Industry News 6
6
7
Significant time and cost savings for decommissioning project Boulting Group announces new partnership with leading French electrical engineering Group SNEF Positioning SME's for the Nuclear Renaissance
30
18 New Nuclear Build Success is in our hands 21 Joined Up New Build and Decommissioning 22 Making sense of the IPC process
to keep new nuclear power provision on track.
24 Questions & Answers with Yves Brachet President - Europe, Middle East & Africa, Westinghouse
Diary of Events
31 Decommissioning Progress Supports Supply Chain Insight into recent contract awards and
26 Diary of events Essential events to attend
the forward programme of commercial
in the forthcoming months.
opportunities across the NDA estate.
16
THE CONNECT TEAM
Andy Bickerdike Studio Manager
2
NuclearCONNECT
Nichole Birtwhistle Sales Database Manager
Liz Boyle Financial Controller
Tracey Bramall Production Manager
Jade Byrne Account Manager
Dan Connew Managing Director
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Introduction
Directory 47 Category Listings Search for companies you need by their category of services.
48 Consulting 60 Engineering, Plant & Equipment
34
38
82 Industry Bodies 82 Infrastructure
Feature
Feature 34 Super Lasers To Speed Up Nuclear Decommissioning New generation super laser technology gives supply chain companies huge opportunities to enhance business.
40 Rail Company Builds on Nuclear Success
The way forward for Dounreay with Babcock Dounreay Partnership, preferred bidder for the PBO contract from April 2012.
36
Julia Dingwall Account Manager
Search for companies you need by their name.
Website
42 IAEA Action Plan A look at attempts to reassure a concerned general public post Fukushima.
Training 44 Responding to the skills dilemma - are we doing enough?
40
Angela Johnson Media Sales
95 Alphabetical Supplier Listings
Law
38 Conference Delivers to Energy Supply Chain Energy Business Opportunities Conference outlines industry plans to supply chain companies.
88 Office Management 90 Personnel Services & Training
Key Transport and Logistical Support to the Nuclear Industry drives Non-Nuclear Collaborations.
36 Dounreay Change at Top for 2012
88 Nuclear Sites
Finn Langley R & D Manager
For all the latest vacancies Visit the NuclearCONNECT Website now at
www.nuclearconnect.co.uk
44
Oliver Lee Media Sales
James Parnham Media Sales
David Wightman Sales Director
NuclearCONNECT
3
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Feature
T
he critical report by the Nuclear Inspector, Dr Mike Weightman, on the implications of Japan's Fukushima accident for our
nuclear programme was released in October 2011. Commissioned by the Government the independent report revealed no fundamental safety weaknesses in the UK but suggested recommendations which further underpin the industry's focus on safety as number one priority. The report points Government, industry and regulators to review 38 areas, including: reliance on off-site infrastructure such as the electrical grid supply in extreme events, emergency response arrangements, layout of plant, risks associated with flooding, planning controls around nuclear facilities and prioritising safety reviews. The Office for Nuclear Regulation (ONR), and the Environment Agency (EA) reported earlier that they needed to incorporate findings of this final report to complete initial assessment of the safety cases for
the AP1000 and UK EPR reactors designs. The Generic Design Assessment (GDA) process is still on course to deliver interim approvals by the turn of the year, with acceptance of resolution plans to the Fukushima report from Westinghouse and Areva allowing the issue of interim Design Acceptance Confirmation (DAC) and interim Statement of Design Acceptability (SoDA). For each design, an interim DAC via the ONR would reference technical assessment reports published in parallel; likewise the interim SoDA from the EA, a suite of final assessment reports. No nuclear island safety-related construction work can begin until the GDA process is completed and a final DAC and SoDA issued. The remaining GDA process will initially focus on the EPR design. Westinghouse has requested a pause after the interim DAC and SoDA phase, proceeding when AP1000 funding is
NEW BUILD ON TRACK? A round up of recent moves by Government, Regulating Bodies, public and private sector to keep new nuclear power provision on track.
secured. EDF/Areva will execute resolution plans without delay to secure full certification for the APR. The companies planning major new build schemes across the UK continue to develop their plans. Horizon Nuclear Power, the 50-50 joint venture between RWE npower and E.ON UK has now completed the purchase of 438 acres of development land adjacent to the existing Wylfa plant. Secured via an auction process in 2009, a number of conditions have been resolved for transfer
Words: Penny Lees
into Horizon's ownership from the NDA and EDF Energy.
4
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Feature Site investigation and characterisation works are expected through 2012, followed by preparation and submission of detailed plans for site development during 2013. NuGen's current time frame shows final technology and investment decisions around 2015, with commissioning of the potential 3.6GW plant around 2023. The last months have seen EDF Energy submit a Development Consent Order to the Infrastructure Planning Commission to build and operate the new plant at Hinkley Point and construct associated developments in the area. The IPC publishes the application documents once formally accepted, signalling the start of its examination process. EDF Energy plans a public information exercise, highlighting its proposals, access routes to documentation and next steps in the IPC process as we move into 2012.
Alan Raymant, Chief Operating Officer of Horizon, said: “Taking title to the land marks the achievement of a further milestone in Horizon's development of new nuclear at Wylfa, enabling us to move forward.”
In November, approval was given
The company has also signed a Planning Performance Agreement with Anglesey County Council, securing additional resources the council needs to assess the development proposal. Horizon proposes to have its Wylfa reactor commissioned by 2020. A planning application for the 3.3GW plant is on schedule for 2012, to be followed by one for a second plant at Oldbury once construction on Anglesey is underway. Ahead of formal project consultation in early 2012, Horizon continues monthly open surgeries for local community engagement, with opportunities to meet project team members.
NuGen has a £70 million option to buy
NuGeneration plans to construct a plant alongside Sellafield in Cumbria continue to move forward. Iberdrola Ingeniería y construcción and Tractebel Engineering, part of the Gdf-Suez Group, are now 5050 consortium partners, following the departure of utility Scottish and Southern Energy earlier in the Autumn. NuGen has since signed up to the Regulatory Nuclear Interface Protocol (RNIP) with ONR, the Nuclear Safety Directors' Forum and other regulators, to open up strategic dialogue on key issues.
by Copeland Borough Council for a preliminary phase of temporary site investigation and characterization works. It heralds the first activity on the land from the NDA for the proposed plant. Early stakeholder engagement is underway with an in-depth brochure available covering the scope and detail of planned site works.
“ We are ready to move on and will use these investigations to determine which part of the land is best-suited for the construction of a nuclear power station.” Alfio Vidal - Chief Nuclear Director, NuGen
Alfio Vidal, chief nuclear director of NuGen, commented: “We are ready to move on and will use these investigations to determine which part of the land is best-suited for the construction of a nuclear power station.”
Engagement with the supply chain continues with a series of events focussed on supporting businesses with capability relevant to a range of work. Contracts broadly identified as Earthworks, Jetty, Main Civils, Associated Developments, and Ancillary Buildings are to be awarded at Tier 1 level over the next 12 months. There will be far reaching but time critical opportunities for businesses to present innovative ideas and Meet the Buyer plus Making The Leap Seminars will be announced soon. For up to the minute information check www.hinkleysupplychain.co.uk Meanwhile EDF has suggested its schedule to commission the plant in 2018 may slip, without announcing a definite new date. The schedule slippage is in line with recent pull-outs by some nuclear power developers following events in Fukushima, and delays in construction of Areva's plant in Finland, the completion of which was put further back in November to 2014. This Olkiluoto plant, which is of the EPR type planned for Hinkley C is now five years behind its original schedule. In fact the latest Statutory Security of Supply Report (SSSR) published in mid November by government energy minister Charles Hendry, and produced jointly with Ofgem with input from National Grid, estimates new nuclear electricity might not come online until “around 2025” following electricity market reforms. The supply chain continues to look forward to new build developments as we begin 2012. NB: NuclearCONNECT plans a wider look at UK electricity supply plans in its next edition.
NuclearCONNECT
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Industry News
Significant time and cost savings for decommissioning project A major project to decommission
timescale for the project has been
When the system was built it was
redundant active drains on the Harwell
significantly reduced thanks to a novel
assumed that decommissioning
site has been successfully achieved
approach developed by Babcock-
would reverse the construction process,
with significant time and cost savings,
owned site licensee company RSRL.
involving access ramps being dug and
thanks to a new approach that slashed
The 4,000 metre-long drain system
the pipe brought out and cut up on the
the project duration to less than a third
extended across the site and included
surface. Instead, the solution developed
of the originally anticipated timescale,
a series of delay tanks and 55 manhole
after considerable consultation and
parent body organisation Babcock reports.
access chambers. The drain line itself
investigation, involved gaining access
Decommissioning of the redundant
consisted of a 'double' pipe - an outer
to the chambers and feeding the inner
New Main Active Drain (NMAD) system
one of bitumen-coated cast iron, with
pipe out in 0.9 metre sections (determined
- commissioned in 1987 to carry low
an inner pipe of polypropylene.
by the dimensions of the underground
level liquid effluent from the major
The inner pipe had no joints except
chamber) to be cut up underground
facilities on the site to the Liquid
within the chambers, to minimise the
using a reciprocating saw with protection
Effluent Treatment Plant (LETP) - began
chance of leakage or trapped
to catch any contamination or spillage,
on site in May 2011 and has now been
radioactivity, while the outer pipe
leaving the drain system's outer pipe
completed, just seven months later.
provided back-up containment
and access chambers in situ (having
The original estimated three-year
should a leak occur.
been proven to be uncontaminated).
Boulting Group announces new partnership
6
Boulting Group announces new
Snef and Boulting have established an
partnership with leading French
entirely new company named S&B Nuclear
electrical engineering Group SNEF to
Services Ltd. This is a joint venture
offer a joint approach for the Nuclear
that will include: ■
Project Management
between the two groups that will provide a
■
Design
New Build programme.
fully integrated solution for all Electrical
■
Supply and Installation
Boulting Group, a Warrington based
and Instrumentation services to Nuclear
■
Testing and Commissioning
engineering solutions provider, has joined
New Build clients.
■
Life cycle maintenance of asset
forces with leading French electrical
Both companies have a global presence
engineering firm Groupe Snef to provide
covering Western and Eastern Europe,
At present S&B Nuclear Services is
specialist Electrical and Instrumentation
Africa, the Middle East and Latin America,
competing for the opportunity to be
services to the Nuclear New Build
providing Electrical and Instrumentation
involved with the UK New Build of EDF's
programme.
engineering services to Nuclear, Energy,
four EPR's (European Pressurized
Current and future Nuclear clients
Marine, Oil & Gas, Pharmaceutical,
Reactor) which will be located at Hinkley
will benefit from the expertise of these
Petrochemical, Chemical,
and Sizewell.
two leading engineering companies,
Telecommunication, Water & Utilities
This new Joint Venture will create exciting
both of which have extensive
Automotive and Cement sectors.
opportunities for Boulting Group, helping
experience of working within the
S&B Nuclear Services will offer a
to sustain a successful future and develop
nuclear sector.
comprehensive package of E&I services
the group further.
NuclearCONNECT
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Industry News
Positioning SME's for the Nuclear Renaissance supply chain” document is being extended and improved, with the next edition being published for the end of the year. The MAS nuclear programme aims have been to help provide guidance and support for SME's as they embark on their journey into the civil nuclear industry. By working closely with businesses and listening to their
Words: Taylor-Jayne Fox Image: The speakers from the MAS “Positioning business for Nuclear New Build” conference held in East Anglia Oct 2011
he Department of Business, Innovation and Skills (BIS) has made significant investment over the past 2 years to make provisions to support UK SME manufacturing with regards to the growth potential within the nuclear marketplace. The Manufacturing Advisory Service (MAS) has been forefront in providing this support by raising the awareness of the nuclear sector and advising businesses of their part in it.
T
Since joining the Manufacturing Advisory Service in February 2010, I have headed up the national nuclear programme from the start, and working with the regional MAS champions, the team and I have been helping SME's navigate their way around the complex nuclear industry, with the aim of helping new businesses position themselves for the nuclear renaissance.
basics that many already experienced within the industry take for granted. These include; ■
Understanding Nuclear Safety Culture
■
Quality Codes and Standards demanded
■
Operational Excellence requirements
■
The industry structure and its key players
As well as; ■
Partnering opportunities
■
Networking events
■
Key information and organisations
■
Skills gaps and where to get assistance
■
Where to register their interest?
■
Useful websites
■
Understanding the language used
“Having worked in a continuous
concerns; learning from their experiences and finding solutions to some of the barriers to entry; MAS “Best Practice” share all of their findings and information with the SME community to help them to save time and use to their best advantage. As the reputation of MAS has grown over time, many Tier 1 and 2 businesses are utilizing the MAS facility to build and improve their own supply chain as the MAS network is national and the knowledge and understanding of SME capability is extensive. Assisting in identifying new entrants on their supplier listings and finding the required skills for specific and sometimes unusual items, is just one way in which MAS have been able to help. “I have really enjoyed the past 2 years and feel that the work of MAS and the team have made a significance difference to many of the SME's that we have worked with to help understand the opportunities open to them within the nuclear industry as a whole. The level of information provided, across a wide range of subjects, is vital to the SME, and yet there are still challenges with regards to understanding the Quality Codes and Standards required at what level for which products, and the impact of these upon SME's.
improvements role at Sellafield Ltd, the
Finding comprehensive answers to all of
move to MAS has utilized and built upon
the above points has not always been
my own experiences of the nuclear
that easy as no one organization is
industry and its specific working
pulling together all the different aspects
practices. Then with the requirement to
within the industry, and at times it can
understand the intricacies of the wider
appear somewhat fractured. Even with
civil nuclear industry, this has taken me
the backing from BIS and the support
on a similar journey that is faced by many
from the NIA, it has not been without its
of the SME's new to nuclear as they try
problems. The NIA's SC@nuclear
Taylor-Jayne Fox
and understand the supply chain.”
initiative is a very useful and informative
MAS – Nuclear Practitioner
From our experience at MAS, SME's
website that provides a great foundation
Email: taylor-jayne.fox@mas-nw.co.uk
looking to diversify into nuclear require
and background to the industry. The
Mob: 07816 671410
answers to many of the fundamental
“Essential Guide to the new build nuclear
Website: www.mas.dti.gov.uk
“The change within the industry from the proposed new build is an exciting and challenging time for UK businesses and it cannot be stressed enough that the time to act is now.”
NuclearCONNECT
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Industry News
New conference examines fuel cycle issues
8
NuclearCONNECT
The prospect of new build nuclear
The event will be co-chaired by David
is stirring huge interest amongst opinion
Hebditch (Babcock) and Bill Harper
formers and policy makers world-wide.
(IChemE), ensuring a strong industry
After decades of uncertainty, it is clear
focus. Prof. Simon Pimblott (University of
that nuclear power offers an attractive
Manchester) and Robert Hayman
and cost effective electricity solution
(Nuclear Institute) will contribute the
that will provide security of supply
latest thinking from the academic sphere.
and fossil fuel independence with low
Confirmed speakers include Ron
carbon emissions.
Cameron, Head of the Nuclear
Much detailed knowledge of the
Development Division of the OECD
nuclear fuel cycle has been eroded
Nuclear Energy Agency, Harold
in recent years as a result of an ageing
McFarlane from the Idaho National
workforce and the decline in the
Laboratory and Derek Stork from the
research base. IChemE and the
Culham Centre for Fusion Energy.
Nuclear Institute are responding to
In addition to the invited keynotes, the
the challenge that this presents by
programme features 50 oral papers and
staging a special three day conference,
posters offering a stimulating range of
which will examine all aspects of the
views on fuel cycle issues. The Nuclear
fuel cycle; from uranium supply to
Fuel Cycle Conference will also feature
spent fuel storage and disposal.
an exhibition, a site visit and a full social
The Nuclear Fuel Cycle Conference
programme.
takes place in Manchester, UK,
For more information visit
from 23 - 25 April 2012.
www.icheme.org/nfcc
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people + passion
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Industry News
Teamwork not Paperwork! When people say they 'wrote the
basic understanding of the regulations
book' on a subject they're usually
and yet, if they use the principles within
using a figure of speech. But for
them, they could dramatically improve
Tony Putsman and Paul McArthur
the performance of the project team,
they really mean it!
saving time and money in the process.”
The two Directors at Leeds-based
Co-author Paul agrees: “In the last few
construction team building specialists,
years we've worked extensively with
Construction Team Technologies Ltd.,
leading-edge companies and although
are about to publish their first book -
they already perform at a high level,
all about using CDM to build better
we've helped them transform team
project teams.
performance. Now we've taken some
Entitled 'Teamwork Not Paperwork',
of the principles we use and put them
the book has been designed to be
in this book.”
concise and easy to read for the busy
With over thirty years experience in
construction professional.
construction management and team
“We work to improve team performance
development the two authors feel they
with forward-thinking organisations”,
have a unique approach, and they've
says Tony, “many of whom regularly
applied this to writing the book.
work under the CDM regulations. We
You can order a copy of the book
know that many people have only a
at www.cttechnologies.co.uk.
NUEXEC Consulting Launched to find Exceptional Individuals for Nuclear Industry Two Cumbria-based specialist recruiters
Middle Eastern oil and gas industry,
from the energy sector, have launched
previously worked as an Account
NuExec Consulting to find high quality
Manager to Capita for Sellafield, which
candidates for the nuclear industry.
has allowed her to develop a well-
Emma-Jayne Gooch and Lisa Stanger
rounded understanding of the nuclear
are specialists in the nuclear sector and
recruitment process.
know their industry inside and out,
NuExec Consulting takes a unique
having spent many years working with
approach to recruiting. It doesn't use
clients in the UK and overseas.
recruitment websites but instead uses
Managing Director Emma-Jayne, who
a much more personal approach of
has been recruiting and advising
networking and head hunting by getting
independent recruitment companies for
to know clients and candidates in
the last eight years, has previously
order to help find the perfect match.
worked with a number of nuclear
Both Emma-Jayne and Lisa are
intelligence groups at board level in West
delighted to be able to continue to
Cumbria. She is widely considered to be
build upon their impressive network
very knowledgeable within the nuclear
and with its support they have launched
industry and is a Learned Member of the
this exciting business at what has
Nuclear Institute and she has had a
been a hard economic climate
number of articles published.
throughout the UK.
Director and Co-owner, Lisa Stanger,
More information about NuExec
who has spent the last 6 years recruiting
Consulting can be found at their
for nuclear clients in the UK and the
website: www.nuexecconsulting.co.uk
NuclearCONNECT
11
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Aquila Nuclear Engineering
Your flight is now ready for boarding Welcome to Aquila, a new kind of engineering company. Aquila adds a new dimension to the nuclear and healthcare industries. Blending proven expertise with technical and process innovation, we design, develop and project manage mission critical engineering projects.
Managed by nuclear industry specialists with decades of experience in Europe, Aquila provides dynamic solutions to complex engineering challenges. Our clients have unparalleled access to world-class engineers, state of the art technology and senior project managers with an outstanding record of achievement. Aquila is part of the Calder Group, the £165m pan-European engineering group with nine operating subsidiaries in five
Aquila Nuclear Engineering Ltd Tel: +44 (0) 1962 717 000 Main France: +33 (0) 972290280 Email: info@aquilaeurope.eu
www.aquilaeurope.eu
countries. We bring together engineers from across Europe with proven expertise in the delivery of major projects for companies such as such as NMP, BABCOCK, AWE and GEHC, IBA, JACOBS, INPP and MAGNOX.
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Industry News
Transports associated with the Nuclear Waste Sector adapting to environmental considerations Words: Marc Flynn, Logistics Services Manager & RAMTUC Chairman Low Level Waste Repository Ltd
iven the significant threat posed by climate change, there are international legal obligations to reduce carbon emissions. Every year around 50 billion litres of road fuel are consumed in the UK, and carbon emissions from road transport account for around a quarter of the total UK annual emissions.
G
The UK’s haulage sector has recognised the need for change and already we are reading that major supermarket chains are announcing logistics changes for medium and long distance journeys by introducing logistics hubs to facilitate multimodal transports. Using Large Goods Vehicles [LGV] to short haul transport containers and equipment to strategically located logistics hubs for transhipping via rail, allows maximum use of the UK rail network. Resulting in more tonnage being transported per kilometre and reducing the number or LGVs on UK roads. This is the optimum transport model for medium and long journeys across the UK. Quantifiable benefits are; fuel cost savings, improved safety performance and more topically a reduction in carbon emissions. Within the UK the majority of nuclear waste is owned by the Nuclear Decommissioning Agency. Efficient delivery of the NDA's mission relies heavily on the ability to transport materials, including radioactive waste. NDA have published a set of principles under which the NDA family of
organisations aspires to. Three out of the six principles, relate directly or indirectly to increasing the use of rail transport over road. Two organisations from the NDA family have embarked on an opportunity from this NDA initiative; The LLW Repository Ltd a fully integrated waste management organisation, who provides a full service across the broad spectrum of waste management activities, has teamed up with Direct Rail Services who in their own right have built an industryleading expertise in the movement of material including radioactive material by rail. The new LLW Repository Ltd/DRS Ltd fully integrated Logistics Service will be launched on the 1st April 2012 and will provide a range of packaging and transport services to NDA and non-NDA organisations, including container supply, rail transport and road transport. It presents an innovative commercial model for the provision of these services to Customers to leverage the benefits of LLWR and DRS working together on an integrated approach. The service will be invoked through the LLW Repository's waste services contract and delivered by a collaboratively managed logistics system. Implementing this integrated transport service will provide an opportunity to coordinate movements across all users of the service. By making use of available rail capacity through DRS, it is anticipated that it will make the transports associated with lower activity wastes by rail commercially competitive against road transport, provide C02 savings over equivalent road only journies and help sustain this important activity of transporting radioactive material within the UK. For more information about this service contact Marc.p.flynn@llwrsite.com
NuclearCONNECT
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energy engineering
Prospect is an engineering solutions provider to the energy industries worldwide. Prospect’s service capabilities include: - Structural and mechanical design - Flow related and thermal engineering - Structural analysis - Marine dynamics To find out more about our engineering capabilities:
E: info@prospect-fs.com T: +44 (0)1224 651831
www.prospect-fs.com
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Industry News
Emergency Management This article aims to explain recent developments in Emergency Management and changes at the national and regulatory level to ensure a more joined up approach towards dealing with emergencies. Although industry may be considered to sit outside certain arrangements for Category 1 and 2 responders, the effective interaction during a safety and security event is essential to a successful conclusion. Words: Dave Dowling
T
he Department of Energy
services. IEM is described as an approach
and Climate Change (DECC)
to preventing and managing emergencies
announced in July 2010 at the
consisting of six key elements:
Nuclear Emergency Planning
Group (NEPLG) meeting that the Emergency
Anticipation Identify threats and hazards
Planning Team will be part of the new
Assessment Quantify and analyse threats
Security and Resilience Directorate.
and hazards into risks
This will allow emphasis to be placed on the integration of Counter Terrorism (CT) and
Prevention
risk and prevent the event
existing nuclear emergency arrangements.
from occurring
On 1 April 2011 the Office for Nuclear Regulation (ONR) was launched as an
Preparation Create a plan supported by training and exercising
agency of the Health and Safety Executive (HSE). The ONR brings together the safety
Measures to reduce the
Response
and security functions of HSE's Nuclear
Arrangements to mitigate the event if it occurs
Directorate (incorporating the Nuclear Installations Inspectorate, the Office for Civil Nuclear Security and the UK Safeguards
Recover
Plans to return to a normal state
Office) along with the Department for
transferable across industry. The standards offer a framework for personnel operating as emergency planning engineers, responders on site performing Operational, Tactical and Strategic roles along and interacting with other organisations at a multi-agency coordination centre. The principles of command and control for incidents on industrial sites involving a multiagency response continue to evolve, with emphasis on coordination and cooperation. Industry has a key role to play in a multiagency response on their own sites, and also have a legal duty to take appropriate action to protect life and the environment. The actions of the Site Operator should dovetail with the local emergency services when working to resolve an emergency situation. The various legislation and regulations governing different organisations should be considered during the preplanning phase to prepare complimentary arrangements and ensure legal duties are not compromised. Effective interoperability through IEM is crucial to preserving life, protecting the environment and seeking assistance to protect the company assets.
Civil Contingencies Act (CCA).
Emergency Management is underpinned by the principles of Command & Control which have evolved over time and is now referred to as 'C3' - command, control and coordination. The term C3 is in common use across the academic world of emergency management, and a great deal of international work is taking place on the effective management of emergencies involving a multi-agency response. The United States follow a concept of 'Unified Command' where agencies with different legal, geographic and functional authorities and responsibilities work together effectively without affecting individual agency authority, responsibility or accountability (U.S. Department for Homeland Security 2004).
The Civil Contingencies Secretariat (2009)
National Occupational Standards (NOS)
development, tactical and emergency
provides guidance in support of the CCA
have also been developed in support of
planning, enforcement of fire safety,
and explains that Integrated Emergency
the CCA for roles related to emergency
performance assessments and has planned
Management (IEM) is aimed at achieving
preparedness and management. Skills for
and delivered major exercises. Dave has
greater resilience through a coherent multi-
Justice are the Sector Skills Council and
had the opportunity to compliment his
agency effort to bring an event to a
Standards Setting Body for the Justice and
experience by dealing with a wide variety
satisfactory conclusion. IEM reinforces the
Community Safety sector and although the
of emergency situations at Bronze
benefits of a collaborative arrangement
NOS have been developed primarily for
(Operations), Silver (Tactical) and Gold
between industry and the local emergency
category 1 and 2 responders, they are
(Strategic) levels throughout his career.
Transport's Radioactive Materials Transport Division. This move recognises the need for a joined up approach, not only for complimentary regulation, but dealing with emergencies. Emergency management has always been at the forefront of the nuclear industries agenda and since Fukushima this has raised the profile further, accelerating planned projects and introducing a wide range of work streams following the Weightman report. The work includes a review of the Radiation Emergency and Public Information Regulations (REPPIR) and the NEPLG consolidated guidance to compliment the
Dave Dowling is the Emergency Planning and Fire and Rescue Service Manager for URENCO UK Ltd. Dave has operated in the emergency management and the human resource development fields for twenty eight years, working within the public, private and voluntary sectors at various levels. He has performed a variety of roles including management and command, training and
NuclearCONNECT
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A sustainable workforce addressing the skills challenges As the UK gears up for the start of the civil nuclear new build programme, attention is inevitably focusing on the supply chain and its capability. Words: Sarah Manwaring-White
eeting the skills and
example), where the government was
business schools have been developing
leadership challenges to
responsible for putting in the resource and
teaching programmes to help address the
deliver the planned UK build
taking the risk, have been replaced by a
shortfalls in the coming years. But the
programme, at a time of
competitive market which, given the
problem remains. “If the peak demand
similar nuclear new build programmes in
uncertainty of the bidding process, does
comes in five or six years time, those
many other countries around the world, to
not give individual companies the security
people who could help meet this increased
the required standards and on-time, is a
to recruit and train at sufficient levels.
resource requirement must be in the
tough demand for an industry sector that
“If even a third of the countries exploring
education system now - and we must
was only a few years ago described as a
nuclear new build programmes began
reach them,” Hardy emphasises.
'sunset industry', Babcock managing
implementation, the resource peak and skills
On the positive side, there are courses
director Nuclear, Roger Hardy, believes.
dilution worsens,” Hardy points out. “If just
being developed to address the skills needs,
A conservative estimate of the global
10% of the UK nuclear workforce were
for example by Cambridge, Manchester,
resource requirement in the supply chain
taken up on overseas nuclear projects this
and Aston, and the NIA website reveals
shows a three-fold increase in six years, not
could pose a risk to UK operations today, let
a host of colleges and universities offering
including reactor builders or operators such
alone the requirement to meet planned new
further and higher education nuclear-related
as Areva, Westinghouse or EDF, or naval
build growth, which is new territory
courses. Certainly the NDA's Nuclear
programmes. In the UK the resource
for many.”
Graduates Programme makes a valuable
requirement more than doubles in the next
Awareness of the skills gap is not new.
contribution with its comprehensive
six years, compared to today.
The required increase in people has been
education programme. While schools and
The scale of the challenge is not
predicted for some time, and the need to
colleges will educate the next generation
unprecedented, but the market conditions
address it is recognised. A number of
workforce, however, training is the remit of
are new. Former mechanisms of central
bodies such as Cogent and the NDA have
the industry itself, requiring hands-on,
control (from CEGB, BNFL, and UKAEA for
done valuable work in this area, and some
on-the-ground experience.
M
16
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Industry News This in itself presents a further challenge. “Only industry can deliver effective training, but can the supply chain take the risk?” Hardy questions. “The cost of training, say, 200 people over four years could be over £10m based on salaries and employers' costs but, in a competitive bid market, winning the work that requires these people is far from certain. Not many companies in the civil nuclear supply chain have a large enough balance sheet to take this risk individually at the scale required.” At one level, the NDA-funded Community Apprenticeship Scheme is a useful step in the right direction (providing additional funding for supply chain companies in the nuclear sector taking on apprentices), but the fundamental challenge remains.
However, no one company can do this alone. Each company may have a strong pool of highly qualified expertise delivering their own area of involvement, but there is an interdependence in delivering new stations that requires more than any one company undertaking its own contribution successfully. All parts of the supply chain must be effective. What is required, according to Hardy, is collaboration (within the bounds of competition law), with industry working together to develop the resource needed.
students coming out of the system have the skills and expertise the industry itself has identified that it needs. For the next generation of nuclear leaders, for instance, there is a need for a better balance of capabilities, from engineering and scientific expertise to finance and project management. Hardy also points to the Nuclear Skills Passport as an excellent tool - and one that industry should agree collectively to use to the full. It needs to be mandated throughout the supply chain to be truly able
The process of training and gaining experience to fully embed skills and become 'SQEP' also takes time. Moreover, very few companies cover the full spectrum of nuclear expertise to enable personnel to develop the breadth and depth of knowledge that used to be gained in the days of a centralised government-led environment by moving between sites and different aspects of the industry. According to Hardy, this leads to a further issue. An estimated 70,000-strong nuclear workforce needs some impressive leadership, and those leaders need a broad understanding of how the different areas of the industry inter-relate. The significant management challenges of any nuclear new build programme require highly competent professional expertise to handle wide ranging issues from tight regulation and financing to public attitude, along with a sound appreciation of the business case and strong risk management skills. Conventional education and training regimes develop specialists but not enough leaders. Moreover, it can be difficult to attract enough high calibre talent without good visibility of career prospects, which requires sufficient commitment to new build projects to demonstrate a sustainable market. So what can be done, and how can these challenges be addressed? “Firstly,” Hardy states, “the problem is for industry to tackle. Government can help, but can't fix it. And the current education system does not address the requirements (we need to be clearer with the education providers as to what those requirements are before they can be met). The issue must be addressed by reactor operators, builders, and the supply chain companies, as the only ones in a position to enact a solution.”
to assist in driving up training standards.
Collaboration is needed, with industry working together to develop the resource required
Perhaps leading contractors in the industry also need to be prepared to take greater risk in developing the future workforce, Hardy suggests; putting the structures in place to give people with potential the chance to manage substantial projects early in their careers, and thereby the opportunity to develop their management expertise and leadership skills. “As 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, Babcock is proud of the high standards of its personnel expertise and experience, and the training and career development structure it is able to offer. But this issue is bigger than any one company can tackle alone,” Hardy maintains. “Ultimately, the civil nuclear industry needs to accept its role in addressing the 'skills gap', and identify ways to work together to address, collaboratively, what is a significant issue for the sector as a whole.”
With collaboration, the need for leaders of the future could be addressed through an industry-wide training programme involving operators, suppliers and regulators, with secondments from one organisation to another. Babcock, for example, has a secondment programme in place with the Nuclear Installations Inspectorate (NII) and EDF Energy. The Nuclear Graduates Programme is taking a valuable role here, with a course that spreads three secondments across different organisations, helping to address the need to gain a breadth of experience that most individual organisations are not able to offer. With industry collaboration this could be perpetuated beyond a graduate programme.
For further information contact:
Industry needs to collaborate further
Roger Hardy
to identify what it requires from education
Babcock International Group
and training, and inform the educational
Tel: 01235 431999
system of its requirements, so that
Email: roger.hardy@babcock.co.uk
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New Nuclear Build Success is in our hands Words: Roy Manning, Head of Engineering (Nuclear), M+W UK - A company of the M+W Group & Peter Murray, Projects Director (Nuclear), M+W UK.
he long awaited nuclear renaissance is now with us. The tragic events at Fukushima provided a significant challenge to the forward momentum. However, the recently published Weightman report concludes that whilst there are important lessons to be learnt, the physical and regulatory arrangements in the UK are appropriate to ensure that nuclear power plant can be operated safely. Work on the Generic Design assessment has progressed and the Office of Nuclear Regulation continues to anticipate issuing interim approvals of the AP1000 and UK EPR reactors by the end of this year.
T
The challenge now facing the nuclear industry is delivery. Owner/Operators quite rightly will demand the highest level of safety, quality, and performance from their supply chain. 18
NuclearCONNECT
Throughout the long gestation period for Nuclear Power Plant (NPP) in the UK the world has of course continued to build new plant. But let's be honest, recent experience close to home hasn't inspired confidence and reported good progress in the East has been achieved against a very different socioeconomic/industrial backdrop which doesn't prevail in the UK. As the word 'radiation' still strikes fear in the general public, the word 'nuclear' is synonymous with complexity, specialism, and uniqueness. This has had the effect of discouraging best in class organisations in other sectors from joining the 'nuclear' club. If we are to guarantee the successful build of new base load electricity generation plant in the UK (using nuclear fission as the heat source) then we must remove the mystique. We shouldn't forget that the only thing that makes NPP 'nuclear' is the fuel and that
before this is added what we have are conventional mega projects. The design and build of a nuclear power station is indeed complex and massive in scale but the techniques employed to deliver an operational station are not unique. The design and build of Advanced Technology Facilities (ATF) for leading edge industries outside the nuclear industry has continued unabated during the lean nuclear construction period of the last 15 years. These facilities are built on a similarly large scale and complexity to NPP and innovative solutions have been found to drive improvements in safety, quality, time and cost. This has been achieved within challenging and politically unstable locations around the world. Experiences from ATF industries and from recent investigations into recent NPP
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Typical NPP
Activity
Typical Semiconductor Facility
700,000 m3
>
Earth Works
<
640,000 m3
400,000 m3
>
Concrete
<
310,000 m3
30,000 te
>
Reinforcement
<
30,000 te
2,500 km
>
Cables
<
9,300 km
100 km
>
Pipework
<
440 km (up-to 48'' Dia)
Image: Mega Semiconductor Facility, Dresden, Germany
construction suggest that close attention
■
should be placed in the following areas: ■ ■
Focus on front end enablers Early Planning and Regulatory
Constructors/Design Team integrated
■
Robust information systems
■
Design completion in advance of construction
Engagement ■
Use modular construction
■
Licensing in advance of construction
■
Clarity in communication
■
Improved engagement with all
facilities have to meet the same high seismic
stakeholders
and vibration standards as NPP. To achieve
■
Robust safety case strategy
these exacting standards Engineering
■
High quality suppliers and contractors
■
Unambiguous quality and safety
volumes of concrete with complex rebar
requirements
systems. They have honed and improved
■
Established supply chain network
construction techniques which are directly
■
Knowledge transfer through all stages
■
Vertically integrated project teams
culturally diverse workforces to ensure that
■
Project team located in one place
expected levels of safety and quality are met.
The processes and techniques needed to successfully build NPPs are available but there is a lack of engagement with major players in 'non-nuclear' technology industries. If this continues the benefit of best practice from these industries will not be embraced. We must seize the moment success really is in our hands.
For example, Semi-conductor production For more details please contact www.mwgroup.net
Procurement Construction (EPC) contractors have dealt with the issue of pouring huge
transferable to the design and construction of NPP. They are also adept at managing
NuclearCONNECT
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Joined Up New Build and Decommissioning Words: Dr Brian J McConnell Image: by John Abbott-Garner - Magnox Project Manager
A major collaborative project between EDF Energy and Magnox is under way at Hinkley Point, which has significant benefits for local residents and the environment. ydrock’s Remediation Division has been appointed to carry out work which involves the excavation and processing of asbestos-contaminated spoil from the Hinkley site and the placement of the processed material into the basement of the now redundant turbine hall at the Magnox Hinkley A site.
H
The spoil is being screened to extract asbestos, the primary contaminant, plus any other building materials which will then be removed from site in accordance with the site Waste Management Plan. The remaining inert material is being moved back to the Hinkley A site where, under the management of decommissioning operator Magnox, it will be used to fill in the 9 metre deep turbine hall basement. The total excavated material volume is expected to exceed 90,000 cubic metres. Work on decommissioning the turbine hall began in 2003 with bulk asbestos removal. In 2006 the mammoth task began of clearing the building of all conventional plant from what was Europe’s largest turbine hall. Large items of plant were size reduced and sent from the site for recycling. Over 11,000 tonnes of scrap metal were removed
from the turbine hall during the deplant, the equivalent of 40 Airbus aircraft. One of the turbine alternators was purchased by Alstom, a company that manufactures and maintains a large amount of generating plant in this country, for use at their training facility in Leicestershire.
movements, reduce the carbon footprint and minimise the impact on local infrastructure and communities, in line with the sustainability strategy of EDF Energy and Magnox. Brian Hughes, Magnox Hinkley Site Director, said: “A lot of work has taken place to ensure we were able to take this
“This is a great example of the constructive way that EDF Energy and Magnox work together.”
step. Both Magnox and EDF Energy have worked together for the benefit of the community and the environment.” Dr Brian McConnell, Hydrock’s Managing Director commented on the works at the Hinkley site, “This is a great example of the
Dr Brian McConnell,
constructive way that EDF Energy and
Managing Director - Hydrock
Magnox work together. Magnox has a huge void that needs to be filled and EDF Energy has the material to fill it. This is a
Since then, extensive work has been carried
sustainable solution which minimises the
out in the turbine hall to prepare for the
impact on local communities.
thousands of cubic metres of spoil that will
“We are pleased to work in support of the
be transferred from the proposed Hinkley C
rigorous health and safety cultures that
site to fill the basement at Hinkley A.
exist within both EDF Energy and Magnox
Originally planned for 2019, this work to re-
and are delighted to be involved at Hinkley
use on-site material will avoid disposal of
on what is our third contract with EDF
the spoil to landfill and the need to import
Energy and our fourth in nuclear new build.”
material to fill the turbine hall in the future.
The work should be complete by
This will ultimately save over 12,000 lorry
February 2012. NuclearCONNECT
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Industry News
Making sense of the IPC process Words: Leander Clarke
PS Group is involved with pre-application consultation on a range of IPC projects including nuclear new build, gas-fired power stations and overhead power lines. Leander Clarke, Head of Energy for PPS Group shares some of the lessons learnt for those currently trying to make sense of the IPC process.
P
The IPC was established, under the Planning Act 2008, to streamline the planning system for Nationally Significant Infrastructure Projects (NSIPs) such as the UK's programme for nuclear new build. The new planning system provides for; National Policy Statements (NPSs), the nuclear NSP was approved in July 2011; a single consents regime, allowing developers to submit a single application instead of several different applications to a number of consenting bodies, a new duty placed on developers to ensure that they achieve stronger community engagement ahead of submitting an application and an independent body, the Infrastructure Planning Commission to make decisions (or recommendations to the relevant Secretary of State) on NSIPs through a streamlined process. The Localism Act, which recently received Royal ascent, formally abolishes the IPC but retains the main elements of the process described above. A Major Infrastructure Unit (MIU) is to be established within the Planning Inspectorate to oversee the planning process but final decisions on applications will be made by the Secretary of State rather than unelected IPC commissioners. This new process demands two distinct periods of communications and consultation activity for the developer; undertaking the pre-application consultation process to the satisfaction of the IPC/MIU and marshalling the supporting case for the project postapplication for the public hearings to help ensure a positive outcome.
22
NuclearCONNECT
With the ultimate decision having now been removed from a council chamber or a public inquiry, the consultation process itself is becoming the focus for opposition by disgruntled neighbours, protestors and reluctant local authorities. Simply put, you have to get the pre-application consultation process right. Developers must not only comply fully with the legislative framework, but be seen to be doing so. This is not as simple as it sounds and requires a well thought-out strategy that is open, transparent and most importantly well-evidenced.
Discussing the draft SoCC early
There are several distinct phases to IPC/MIU planning process: informal consultation, pre-application (formal) consultation, DCO submission, and public hearings prior to the final decision by the Secretary of State. The lengths of these are dependent on the design of your consultation programme, including the number of stages of consultation and any material changes.
flexible as possible and to avoid specific
and informally with the local authorities should help to make the formal SoCC consultation process easier and quicker. Issues such as the geographic scope of the consultation, the variety of consultation techniques to be used and timescales for the process can be ironed out more quickly if discussions have already been held before the local authorities are formally consulted about the plan. PPS Group's experience of producing consultation plans for several IPC projects is that it is important to keep the SoCC as commitments that may not be possible to deliver if circumstances change. We therefore recommend that the SoCC is a high level document that sets out the broad principles about how consultation will be undertaken and allows the plan to adapt to external developments. If necessary, a more detailed supporting document outlining the consultation
Informal consultation
strategy and programme can be produced
It is good practice, and should help to smooth the path of formal pre-application consultation, for the developer to engage informally first with key statutory consultees with an interest in the project, relevant community stakeholders and the local authorities directly affected.
and made publicly available, potentially at
While it is for the developer to decide upon the extent of this early engagement, PPS Group believes it offers an opportunity to familiarise key stakeholders with the project, identify likely points of contention and develop a coherent strategy for subsequent stages of the planning process. One of the key requirements is to prepare a consultation plan, known as a Statement of Community Consultation (SoCC), which sets out how the developer will consult local communities affected by the project. Formal consultation with the local authorities within whose boundaries development is proposed is required.
each stage of the consultation process.
Formal pre-application consultation In our view the strategy for pre-application public consultation should be based on three elements; working with the local authority to obtain agreement on the consultation programme, reflecting formal guidance on Pre-application Consultation published by the Department of Communities and Local Government (DCLG) in September 2009 and IPC Guidance published in August 2011; and finally maintaining close relationships with key decision making bodies, particularly those that inform policy changes. PPS Group has developed a set of principles for community consultation that have been recognised as an example of best practice and which, if followed, should help to ensure compliance with government and IPC guidance.
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Consultation programmes should: 1. Notify and identify the stakeholders and local communities that are to be consulted
will therefore be about 'how and when' rather than 'whether and where' such development should take place. The next step is to agree how the consultation will be undertaken. Guidance
online and via the local media and through established consultation communications tools. It is important that the developer is seen to continue to communicate with local stakeholders and the community to ensure a continuation of trust and support - construction is a long process, made longer if mired in controversy.
2. Inform those being consulted about the proposals, what they are being consulted on, the parameters of the consultation and any constraints (financial, technical, political, geographical, etc.)
suggests that developers should consult using a range of different methods and refers specifically to: local exhibitions; 'drop in' sessions; workshops; telephone advice line; citizen panels; parish councils; the internet; and the media.
3. Consult the relevant stakeholders and the general public to obtain their views using a mix of techniques
Regardless of the tools used, any consultation undertaken will need to be
likely public hearings, a formal
recorded alongside any responses from the developer. This will form the evidence base of the consultation report required for DCO submission.
and the final DCO decision.
Consultation report
in the face of intense public and
and DCO submission
stakeholder scrutiny and, ultimately,
When the pre-application consultation programme has been completed a Consultation Report must be compiled that evidences all the activity undertaken, the comments received and how the client has responded to these in terms of its final proposals. If a multi-stage approach is adopted, PPS Group recommends that an interim consultation report should be published.
present the case for a favourable decision
4. Measure and then analyse and document their responses 5. Report back to stakeholders and the local community about the views that were expressed and outline the promoter's response to these views 6. Respond to the consultation by amending proposals and/or explaining why changes cannot be made 7. Publish a detailed consultation report and outline the revised scheme with an explanation of how the consultation has influenced it Using these principles, a good starting point for community consultation is to consider the areas likely to be affected by the proposals and the nature of the issues that communities will face. For larger development proposals it might be necessary and appropriate to specify zones for different levels of consultation activity. Defining the parameters of the consultation from the outset is vitally important. In the case of new nuclear build, for example, Parliament has already made major decisions about the need for new nuclear power stations and the locations in England and Wales that are suitable for such facilities. Consultation
The Consultation Report is a key document to be submitted to the IPC with the application for a DCO. The project team, including its legal advisers, will be required to scrutinise the Consultation Report to confirm that it covers all aspects of the consultation process, that appropriate responses have been provided to all the issues raised during the consultation process and that it is fit for submission to the IPC.
Public hearings and DCO decision This brings us to the IPC/MIU's consideration of the DCO application, recommendation to the Secretary of State This is when the developer has to marshall arguments in favour of the development, justify the DCO application
to the Secretary of State. If you have followed IPC guidance and have evidenced a thorough and transparent consultation programme, pre-application consultation should have made a favourable outcome more rather than less likely. As yet only one scheme has gained approval via the IPC process. PPS Group is confident that the extensive consultation processes we have designed and managed for our clients over the last two years will withstand the scrutiny of the IPC, the public and statutory agencies during the planning process and thereby contribute to the ultimate success of the projects. PPS Group has concluded three yearâ&#x20AC;&#x2122;s work managing the consultation
DCO submission
process for EDF Energy on Hinkley Point
The applicant is required to inform the local community, key stakeholders and statutory consultees about the submission of the DCO, once the IPC/MIU has validated it. This might include advertising, meetings with key stakeholders, publicising submission
C, the first new nuclear power station planned in the UK for more than 20 years. The process incorporated 34 public exhibitions, 67 local meetings and more than 100,000 visitors to a dedicated website. The Infrastructure Planning Commission has now accepted EDFâ&#x20AC;&#x2122;s submission.
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Feature
Questions & Answers with Yves Brachet President - Europe, Middle East & Africa, Westinghouse
What brought you into the industry/your position? I joined the nuclear industry at the
What developments do you expect to see in the next five years at Westinghouse?
beginning of the 1980s, and at that time
I believe that the global nature of
the nuclear industry - which was
the business we work in will shift
some of the political decision making to be more fact-based with a long-term view, rather than being driven by shortterm party politics.
developing fast breeder reactor
Westinghouse from being a US-based
technology - and the aircraft industry
company to a truly global one, which
were both excellent “high technology”
just happens to have its headquarters
industries for someone who had just
in Pittsburgh. Already the EMEA
graduated from a PhD.
region accounts for around 30% of
I started my nuclear career with a
Westinghouse business, and we have
company called Novatome, which
30% of our employees based here.
developed Superphenix, the French
I would hope that both of those numbers
fast breeder reactor. Then I moved to
can grow in future as we take advantage
Transnucléaire, which is a subsidiary of
of the many opportunities ahead of us.
AREVA, starting as a design engineer
Having a great shareholder in Toshiba,
and then holding roles across all parts of
with their breadth of business activities
the nuclear fuel cycle. I moved from there
and long-term strategic vision, is also
to join Endel (a subsidiary of Suez) as
a huge opportunity for us. Together we
What advice would you give to someone starting out in the industry?
their Nuclear Director, and in 2004 I came
can contemplate the development of
Firstly - well done for choosing such an
to Westinghouse as Regional Vice
large, ambitious projects covering the
exciting industry and for being born at
President for France.
full scope of electricity production.
the right time to join us at such a good
What challenges do you think your new position will present?
What is your greatest career achievement to date?
Huge challenge. There is a lot of interest
I am tempted to say the appointment
base of experience is invaluable later in
in new nuclear build, of course, and we
to my new role. I cannot think of a better
your career. So when an opportunity
expect to be actively chasing
job, nor a more exciting time to be doing
comes along which at first you may think
opportunities in the UK and other places
it. If you will not allow that answer,
is not for you - take a moment to think
such as Czech Republic, Poland, South
I would perhaps say that my work as
how it could boost the experience you
Africa, Central Europe, the Middle East,
Chief Operating Officer of ENDEL was
already have.
and more. But we must not forget the
a great time when I learned a lot about
operating fleet and the business which
industry in general and service to
What inspires you?
is available in the fuel, automation and
industry in particular.
There is nothing in my work which
services sectors. We are already proud
What is the best advice you've been given? One of my bosses commented to me once that “equilibrium is just the stepping stone between one unstable situation and another unstable situation - so you must always be ready to adapt to this.” Taking into account the way our world is moving now, I think that remains the best piece of advice I could get.
moment! Also - take the opportunity early in your career to work in more than just one or two areas of the industry. A wide
inspires me more than people. Firstly
more we can do here, as current plants
If you could change anything about the industry, what would it be and why?
get towards the end of their design
I would love things to move more quickly
chance to make a difference to the
lifetimes, and as Europe implements the
sometimes, but of course I recognise that
younger generation in our industry and
conclusions of the recent EU Stress Test
nobody can ever afford to cut corners in
help to create great opportunities for
programme, following Fukushima.
this industry, and that sometimes means
them and their future.
to say that EDF is Westinghouse's biggest single customer, but there is
24
things take time. I would also change
NuclearCONNECT
the amazing talents, experiences and insights of many of the people I have the pleasure to work with. But also the
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Feature
Image: Brussels HQ
WESTINGHOUSE APPOINTS What law/legislation would you like to see introduced? In countries which are committed to cutting carbon emissions, there is often a marketplace which gives big advantages to renewable technologies, with nothing to encourage nuclear. Yet nuclear is just as “low carbon” and is likely to be more reliable and bring greater economic benefit through opportunities in the supply chain, and high-quality long-term jobs. I would like to see a proper “level playing field” in such countries - the UK being one prime example.
Where do you see the UK nuclear industry in 10 years? Thriving! We will still have some of the existing stations generating, decommissioning of the Magnox units and cleanup of sites such as Sellafield will be bringing a lot of work to the industry and I believe there will be a number of new stations operating by that time too. Including - I believe - at least one Westinghouse AP1000 reactor. But I hope that all of the new build projects can be brought in on time and on budget - starting with EDF Energy's plan, with their partner Centrica - to build new reactors at Hinkley Point. The whole industry benefits from seeing such projects delivered on time!
YVES BRACHET AS PRESIDENT, EMEA REGION Westinghouse Electric Company has announced the appointment of Yves Brachet to the position of president, Europe, Middle East and Africa (EMEA) Region, effective November 1, 2011. In his new position, Mr. Brachet will be responsible for building customer relationships, developing business plans, capturing new markets, and successfully executing existing and new projects in the EMEA Region. He comes to the EMEA president position from his most recent role as vice president and managing director - France, Benelux, Republic of South Africa. “Yves' customer focus and knowledge of the European nuclear market and the global Westinghouse product lines, together with his connections in Africa, will be valuable assets to Westinghouse as we continue to pursue new business in the EMEA Region,” said Aris Candris, president and CEO of Westinghouse. “Only last month, Yves was instrumental in successfully negotiating an important order from EDF for 12 replacement steam generators for the French nuclear fleet, and I look to him to utilize his insightful knowledge of the nuclear market in Europe, Middle East and Africa to gain additional market share across the region.” Mr. Brachet is a well-regarded business leader in Europe. Prior to his vice president and managing director role, he led the development of the Westinghouse business in France as regional vice president, France, where he and his team significantly grew the volume of our fuel, services and components business. Mr. Brachet will be located at the EMEA regional headquarters in Brussels, Belgium, and will work with outgoing EMEA President Anders Jackson over the coming weeks to transition into his new role. Westinghouse Electric Company, a group company of Toshiba Corporation (TKY:6502), is the world's pioneering nuclear energy company and is a leading supplier of nuclear plant products and technologies to utilities throughout the world. Westinghouse supplied the world's first pressurized water reactor in 1957 in Shippingport, Pa. Today, Westinghouse technology is the basis for approximately one-half of the world's operating nuclear plants.
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Diary of Events
DIARY of
EVENTS 2012 January BECBC Nuclear Decommissioning and Waste (including Storage) Sector Group 11th January ●
Global Nuclear Supply Chain and Enhancement Forum 21st - 22nd February ◆
tbc Contact: Liz Bowe Email: lizbowe@pactecinc.com Website: www.becbusinesscluster.co.uk/becbc-nucleardecommissioning-and-waste-including-storage-sectorgroup-january-2012
Radisson Bloomsbury Hotel, London Contact: Martin Simpkins Tel: +34 635 721 108 Email: martin@forwardnetworking.com Website: http://gnsce2012london.forwardnet working.com/site/
Background to Radiological Protection Seminar - 25th-26th January ◆
Waste Management Conference (WM2012) - 26th Feb - 1st March ●
Prospero House, London Contact: IBC Energy Tel: +44 (0)20 7017 5518 Email: energycustserv@informa.com Website: www.informaglobalevents.com/ event/background-radiological-protection
Phoenix Convention Center in Phoenix, AZ Contact: Jenny Seffrood Tel: +1 480 557 0263 Email: onlinereg@wmarizona.org Website: http://www.wmsym.org/#
■ New Build ● Decommissioning ▲ Energy Production ◆ General Science & Technology Social Environmental Training Informative
26
February
NuclearCONNECT
Enhanced Project Risk Management in Engineering Contracts - 28th Feb ◆ Eversheds, Bridgewater Place, Water Lane, Leeds, LS11 5DR Contact: Robyn Hoedemaker Email: training@the-eic.com Website: http://www.theeic.com/EICEvents/TrainingCourse/671
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Diary of Events
March Energy: A Balanced Future Conference - 6th-7th March ◆ Hilton Hotel, Newcastle Contact: Kristie Lead, Lead Events Coordinator Tel: +44 (0)191 384 6464 Email: kleng@nofenergy.co.uk Website: http://nofenergy.symonline.com/energyabalancedfuture/default.htm
Clean Energy Development Conference - 12th - 14th March ▲ Hilton London Tower Bridge Hotel Contact: IEE Customer Services Tel: +44 (0)20 7017 6333 Email: IEE@informa.com Website: www.informaglobalevents.com/ event/cleanenergy
Overview of Codes & Standards for Nuclear Power Plant Construction 19th-21st March ◆ Glasgow Tel: + 32 2 743 1543 Email: EuropeTraining@asme.org Website: http://www.asme.org/kb/courses/asmetraining—-development/asme-europe-training—development/overview-of-codes—-standards-fornuclear-power-pl
Advanced Nuclear Design and Construction and Introduction to Nuclear Power Operations Combination course 19th-22nd March ◆ Glasgow Tel: + 32 2 743 1543 Email: EuropeTraining@asme.org Website: http://www.asme.org/kb/courses/asmetraining—-development/asme-europe-training—development/advanced-nuclear-design-andconstruction-and-intro
International Conference on Progress in Nuclear Energy and Education 20th-22nd March ◆ Church House Conference Centre, Westminster, London Contact: Tom Faulkner (Global Commercial Manager) Tel: +31 (0)20 485 2175 Email: t.faulkner@elsevier.com Website: www.progressnuclearenergy.com/index.html
UK Nuclear Skills Awards 22nd March ◆ Palace Hotel, Manchester Contact: Kate Hutchins Email: kate.hutchins@cogent-ssc.com Website: www.cogent-ssc.com/Nuclear_Dinner/
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 April - June 2012, please email - julia.dingwall@theconnectseries.co.uk
NuclearCONNECT
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PRECISION WHERE IT COUNTS
Wet/Dry Diamond Drilling Wet/Dry Diamond Wire Sawing of Concrete & Steel Wet/Dry Diamond Wall Sawing Remote Controlled Demolition by Robolition Concrete Shaving and Planing Project Consultancy Provision of Skilled Classified Personnel
“We are proud of our record of completing even the most complex diamond drilling operations on-time and on-budget.” With over 30 years experience in the construction industry, Core Cut’s specialist concrete drilling and cutting expertise has helped it become one of Britain’s leading specialists in diamond drilling, sawing, and controlled demolition work.
a regional office in Sheffield, South Yorkshire, England. Core Cut is proud of its reputation within the UK construction industry, and like most family run enterprises, takes pride in offering a personal service that competitors strive to match.
Over recent years, it has expanded its area of operations to include nuclear decommissioning and single projects on nuclear sites.
Core Cut is a member of the DSA (Drilling & Sawing Association, UK), the CSDA (Concrete Sawing & Drilling Association, USA) and has ISO 9001 Quality Assurance accreditation. A natural extension of our continued growth and development is Core Cut Nuclear.
Family owned and run, the business head office is in Broxburn, West Lothian, Scotland with
Head Office: Core Cut Ltd, Bankhead, Broxburn, West Lothian EH52 6PP Tel: 01506 854 710 Fax: 01506 853 068
Regional Office: Unit 3, Valley Trade Park, Greenland Rd, Sheffield S9 5EX Tel: 0114 243 5533 Fax: 0114 244 7394
www.corecut.co.uk
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Boldman Extends Wire Cutting Capabilities Boldman has extended the
At the heart of the control system
capabilities of its diamond wire cutting
there is a high performance 32 bit
machine used in the decommissioning
motion control system capable of
of highly radioactive equipment.
controlling up to 24 axes. The system
The latest cutting machine is fully
features pre-emptive multi-tasking and
portable and has been designed to
simultaneous processes that control axis
allow the size reduction of glove boxes,
movements, rope tensioning during
storage vessels and other types of waste
cutting, rope drive and other bespoke
to take place remotely. The machine
movements that may be required for
reduces the time at risk by removing
cameras and microphones.
the man from the workspace, with
The control system features an
operators only being required to enter
integrated HMI colour touch screen
a Modular Containment System when
monitor and principle operator controls
repositioning the cutting equipment
are mounted on the control system
or recovering waste items.
enclosure for ergonomic ease of use,
The machine is designed to move
with space for CCTV and other
position and drive a continuous
monitoring equipment if required.
diamond wire rope loop. The wire is
The Boldman Diamond Wire Rope
capable of cutting in both the X-Y
Cutting machine represents a radical
and Y-Z planes. The wire does
improvement in dry cutting of highly
not require cooling whilst cutting
contaminated waste and the Boldman
and the cutting process is
system allows adaptation to suit many
completely dry.
different types of application.
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PacTec EPS Ltd, borne of PacTec Inc.
requirements of the IAEA safety
waste skips for the disposal of legacy
USA, has over 20 years of experience in
standards regulations for the safe
asbestos waste and wrapping material
providing innovative design and
transport of radioactive material. The
for SCO items. PacTec has provided
manufacturing of safe and cost effective
emphasis is on working closely and
significant support to LLWR Ltd in the
certified IP1 and IP2 packaging for the
interactively with clients to develop and
development of waste management
transportation, storage and disposal of
provide fit for purpose engineered and
and transport solutions for VLLW
nuclear and other hazardous wastes,
workable solutions and not just
and LLW, and therefore has experience
supporting companies such as URS,
providing a product.
and a track record of working closely
CH2, Energy Solutions etc. in their
PacTec also provides bespoke solutions
with the LLWR team.
decommissioning and remediation of
to fit specific requirements that require
IP1 LiftPac bags have been
legacy sites and facilities. All products
certified IP1 flexible containment
successfully trialled for the landfill
are designed and manufactured under
packaging instead of using drums or
disposal of LLW by RSRL at the
ISO 9001:2008.
ISO containers, which in almost all
Augean land fill site in the South of
In the UK the firm is working with and
cases provides a much more flexible
England. Successful trials have also
supporting MAGNOX, Sellafield Ltd,
and cost effective solution. For
been carried out at Dounreay and may
DSRL, LLWR, RSRL, Augean, Babcock
Chaplecross the company has already
provide a more cost effective and
Nuclear Services, AWE etc., providing
supplied a number of LiftPac IP1
flexible solution to steel ISO containers
IP1 soft sided containers that are
certified bags and is currently designing
for the disposal of VLLW and LLW at
certified and compliant with the
bespoke IP1 closed liners for different
Dounreay in future disposals.
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Feature
Decommissioning Progress Supports Supply Chain Words: Penny Lees
ecommissioning contracts and improved engagement processes at Sellafield and other UK Magnox sites will provide opportunities for all tiers of the nuclear supply chain into 2012.
D
A series of contracts, recently awarded across the NDA estate, move forward important clean up projects and create valuable work for members of the supply chain. An increasing number are via Framework Contracts, a model developed involving collaboration with supply companies which allows more efficient commercial arrangements, reducing tendering costs and providing a supply chain 'toolbox' to meet the needs of projects over the coming years. Key contracts include: ■
■
Magnox Demolition, De-planting and Bulk Asbestos Removal Framework worth £304million, won by Doosan, Keltbray Consortium, Celadon, Erith, Squibb/LVI Group, Nuvia and EDS/Kitsons. This vital decommissioning project, across 10 first generation stations, begins early in 2012 with the de-planting of boiler houses at Bradwell and demolition of admin and ancillary buildings at Dungeness A. Magnox Maintenance, Repair and Operations (MRO) Consumables Framework agreement awarded to Thomas Graham & Sons [engineering
■
consumables] , ERIKS [valves, pumps, bearings, seals, gaskets], Park Gate [motors], Speedy [lifting gear], and WF Senate [electrical, instrumentation, janitorial]. The total contract value is £96million, with Sellafield accounting for £59m, over a four year period from January 1.
with real announcements by senior leaders
LLWR Ltd on behalf of NDA awarded
initiatives across the NDA estate, aimed at
to Studsvik for the transport and
increasing support for SME's included:
treatment of 5 redundant heat
covered details of the National Programme, which aims to deliver national solutions to national problems, and the Collaborative Procurement Programme, which currently covers 60 different activities totalling £2.2 billion. The announcement of a range of new
■
A single estate-wide portal, which
exchangers from Berkeley. The
Tier 2 contractors will be encouraged
£8million 2012 project is to transport
to use to advertise their work alongside
each 300 tonne unit by road and sea
that of the SLC's.
to the Studsvik processing facility in
■
from across the industry. Presentations
■
A simplified generic Pre-Qualification
Sweden for volume reduction,
Questionnaire capable of being
decontamination and recycling.
maintained by the Supply Chain, to
International Nuclear Services (INS)
avoid the costly activity of responding
awarded a four year contract to Serco
to numerous requests for similar
Marine Services to become the ship
information.
manager for its fleet of specialist
■
Simplification and standardisation
nuclear cargo vessels. The contract
of NDA contract flow-down conditions,
from April 1, includes the operation and
planned for formal release January 2012.
management of five ships on behalf of the NDA and Pacific Nuclear Transport Ltd (PNTL).
At the event Tier 2 companies offered Meet the Buyer appointments, while individual SLC's took supply chain delegates
An NDA Supply Chain Conference
through the systems used to advertise
presented key messages and clean-up
and award contracts, plus upcoming
opportunities from across the NDA estate,
decommissioning plans.
signalling improving conditions for the supply
John Vieth explained that future supply
chain as we move into 2012.
chain spend was linked to the Magnox
This first estate-wide national event, held in
Optimised Decommissioning Plan operating
November, was the direct result of supply
across the 10 sites. It aims to extend the life
chain feedback for an authoritative event
of Wylfa and Oldbury; deliver spent fuel to
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Feature
Deplanting, Demolition & Asbestos
over a maximum 15year time frame. It breaks down into 4 System Lots, covering Mechanical Handling Systems; Process Plant Systems; Control, Electrical and Instrumentation (CE&I) Systems; and Civil, Structural and Architectural (CS&A) Systems. The DSA structure consists of 2 to 8 supply chain members, 2 to deliver each Lot.
Framework ; ILW Retrieval & Processing;
Infrastructure Services Alliance (ISA):
and Interim Storage Building.
framework with potentially 3 Delivery
Eight companies have been invited to
Partners across the major disciplines of Civil,
Announcements on major projects upcoming at Dounreay included: Reactors
tender, with returns due early January. A
Mechanical & Electrical works, with all packs
Source Evaluation Board (SEB) evaluation of
released for mini-competition between
Size Reduction Facility (bid list selected); PFR Thermal Syphons removal (bid list selected); Unirradiated Fuel Characterisation Facility (approx £10m, expected June 12); Cementation Plant modifications (Extensive MEC&I mods, late 2012). Details and time scale of the latter will be subject to the new PBO strategy.
tenders will lead to contract award
framework members in the future.
Sellafield; move Bradwell and Trawsfynydd into Care & Maintenance; and implement programmes around emptying ponds, ILW retrieval, FED dissolution, deplanting & demolition. Magnox wide supply chain opportunities for Tier 2 or 3 companies for 2012 will be around the Construction, Infrastructure & Enablers Framework;
32
September 2012. Partners will deliver increased site output by reducing infrastructure downtime; reduce the time (target 40%) taken to deliver new
follows: Major Projects Delivery Partner, value £4bn ITT January 2012. Operating Plants Technical Programme Partner, value £990,000,000 ITT Spring 2012. Decommissioning Technical Programme Partner, value £1bn timescale to be confirmed. Multi Discipline Site Works: The PQQ has been underway for a multi-party
Civil Inspections/Site Wide Asset Care Contract: ITT issued with responses by mid December and January 2012.
infrastructure assets; make at least 25% net
Scrap Metal Contract: Details and
cost savings on the current project portfolio
competition timescale due for release
over the first contract period.
by early 2012.
Stuart Wilson presented updates on
Technical Programme Partnership:
3m3 Box Manufacture: The specification
Sellafield future contracts, currently at various stages of delivery.
To enable the acceleration of the risk and
for full spectrum delivery of 7,500 units will
hazard reduction programme the proposal
be announced during 2012, with an
Design Services Alliance (DSA): Winners announcement was due as NuclearCONNECT went to print. The DSA replaces the current MDDH / TDH frameworks and is worth up to £1.5billion
is to have one tender action to approach the
anticipated early 2013 award.
market but the ability to place one or more
Company representatives welcomed
Partners at Programme level. Opportunities
the NDA event, the contract process
are across 3 main directorates for a
and project plan updates assisting future
maximum 15year (5+5+5) contract as
supply chain involvement.
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Supplying Experienced Systems Controls to the Worldâ&#x20AC;&#x2122;s Major Industries Newfield Automation Ltd was established in 1989 and offers a single source for the Clients Control System engineering requirements. This can include initial Consultancy and Project Management duties, the production of User Requirement and Functional Design Specifications, complete Turnkey Solutions involving Hardware Design (panels and site cabling), Software Design (PLC, SCADA, PC) Control Panel and MCC manufacture, Testing, Installation and Commissioning Activities.
Newfield Automation Ltd, Newfield House, Brook Lane, Astbury, Congleton, Cheshire, CW12 4TJ Tel: 01260 282200
Fax: 01260 282201
Web: www.newfieldautomation.com
Email: sales@newfieldautomation.com
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Feature
Words: Penny Lees
Super Lasers To Speed Up Nuclear Decommissioning he University of Manchester recently installed one of the most powerful, commercially available fibre lasers in the UK- with the aim of speeding up nuclear decommissioning.
T
Lasers save time, increase productivity and introduce new technology, with resultant major impact on company bottom line and long term market position. However, it is Fibre lasers that are leading the revolution in laser applications, as costs fall but versatility and capability rises. The potential for many aspects of decommissioning work includes the power capability of super lasers to make 'light work' of thick gauge steel and concrete cutting operations. It is not just in metal cutting that these new 'Light Tools' are making their mark. High Brightness Fibre Lasers as well as Ultra-short Pulsed Lasers offer advanced surface texturing and molecular restructuring, alongside capabilities around metal oxide removal, concrete decontamination and even underwater operations. These enable the development of rapid manufacturing systems and the creation of new products and materials.
34
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Historically, lasers have been used in industry as 'fixed' machines with limiting mirror or prismatic deployment systems. Fibre Lasers along with Fibre Optic Technology, allow the main laser system (or rack mounted laser and electronics coupled to a mobile or static robotic system) to be remote from the cutting or process head within a hot cell environment. The fibre optic cable can be several hundred metres long, giving the ability to work flexibly within a confined or hazardous area. Safety is of prime importance to the industry with strict guidelines already in place. Secondary cut safety issues within hot cells can be managed using, for example, graphite absorption matting and hi-tech lens focussing techniques. The Nuclear Decommissioning Authority recently commissioned a Feasibility and Research Study into the utilisation of high power fibre lasers, which showed promising results. The University of Manchester Laser Processing Research Centre (LPRC) is a leading UK institution of manufacturing laser technology. A world leader in laser research, numerous papers published by Professor Lin Li, Director of the LPRC and his colleagues, highlight work in laser based nuclear
decommissioning technology. There are strong links to the university's Dalton Nuclear Institute, which recently opened its Cumbria Facility for future research into all aspects of nuclear engineering. The LPRC portfolio of lasers range from traditional to long pulse; a range of fibre lasers including new high powered industrial systems below: â&#x2013;
Three robotic systems attached to a 16 KW fibre laser - currently amongst the highest powered laser available. The increased power and enhanced control support improvements to automated systems for cutting welding and deposition.
â&#x2013;
A 400W pico-second laser micro-machining system with a 7 axis motion system. Allows rapid machining of metals, ceramics and composites with minimum heat affected zones.
â&#x2013;
A 300W micro second pulsed TEA CO2 laser.
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Feature their business or make better use of the lasers already in-house. At one of a series of recent industry briefings Roger Hardacre, KE-LAS Business Development Manager said that limited places are still available through KE-LAS until April 2012. Highlighting the benefits to companies he said: “SME's wondering if new laser technologies would benefit their business can use the programme for a free feasibility study, including pilot tests. Then, to further implement new laser capacity, we can steer them towards a bespoke project that could be part funded from the national Knowledge Transfer Partnership programme. It's a low risk way towards new competitive technology that will enhance a company's manufacturing process.” KE-LAS offers: 1. An information service and free business consultation. 2. Fully funded feasibility studies to assess how new laser technology could improve competitiveness. 3. Individual support programme to devise, test, install and integrate a laser system. This project may form a Knowledge Transfer Partnership supported by the EPSRC up to 65% project cost for the SME's. 4.Long term relationship to update companies with new technologies and applications in laser engineering. For information about KE-LAS contact roger.hardacre@manchester.ac.uk The nuclear supply chain, already interested in the capability of super lasers for the future, can learn more. Technical The powerful 16 KW fibre laser newly operational at the LPRC and Dalton Nuclear Institute has been supplied by IPG Photonics, the leading world-wide developer and manufacturer of highperformance fibre lasers and applications. Stan Wilford, IPG's UK based Sales Engineer, explains how fibre lasers outshine traditional laser capability, using words like compact, reliable, efficient, versatile, cost effective and maintenance free. Key features around power capability, dexterity and accuracy will enable fibre laser systems to greatly benefit industry in the years to come. For further information contact swilford@ipgphotonics.com LPRC works with large British manufacturers researching the use of lasers in specific systems in their manufacturing processes. The facilities include mock up nuclear cells for research
into leading edge applications for the industry, using the latest breed of super lasers. Key capabilities for speeding up decommissioning projects include: welding of pump components and pipes; under-water cutting and welding for plant maintenance; cutting thick section concrete; scabling of concrete for decommissioning; remote cutting of pipes; decontaminated surface removal and paint stripping.
consultancy RJ Barr Associates Ltd is
The LPRC is currently engaged on a programme to demonstrate laser technology. The Knowledge Exchange in Laser Engineering (KE-LAS) project aims to enable companies to benefit from the potential advantages that laser technology offers across a broad range of sectors including Energy. The ERDF £1.2m funded programme supports North West SME's in projects to introduce laser technology into
Business Development Manager,
working closely with the University of Manchester and the LPRC to publicise the potential use of fibre laser technology for nuclear applications. MD Bob Barr explained the intention to establish a nuclear laser special interest group, which would enable discussion around technology innovation through group meetings and online updates. Interested individuals should contact KE-LAS heather.daluzvieira@manchester.ac.uk. Early in 2012 a nuclear open day at LPRC will provide an opportunity to observe the new laser in use, with the potential to bring along materials to test its capability and discuss in-depth research. The university has extensive experience of working closely with large engineering companies to develop innovative projects.
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Feature
DOUNREAY CHANGE AT TOP FOR Words: Penny Lees
2012
abcock Dounreay Partnership
During the three-month transition
and the NDA will deliver this increased
has won the competition to
phase the contract between the NDA
performance and value for money for
become the 'preferred bidder'
and BDP will be finalised with a proposed
the taxpayer. The £5m tender exercise
to take ownership of Dounreay
completion date of April 2. The expected
will more than pay for itself in terms of
Site Restoration Limited (DSRL) and
20-year contract, the first to take an NDA
savings, with reductions to the £2.6bn
complete the decommissioning of the
site to an Interim End State (IES) is
cost of the clean-up and the time
former nuclear plant.
worth up to £3bn.
needed to reach IES.
Babcock Dounreay Partnership (BDP), a
From 1955 to1994, Dounreay was the
Outgoing NDA Chief Executive,
specially created private sector consortium
UK centre for fast reactor R&D, and is now
Tony Fountain, commented in November:
encompasses Babcock Nuclear Services
Scotland's largest nuclear clean-up and
“The selection of Babcock Dounreay
Ltd, CH2M Hill and URS Holdings (UK)
demolition project. Research at the site,
Partnership as the preferred bidder is
Ltd, with Babcock holding a 50% share
carried out by some of the nation's leading
a significant step in our drive to attract
of the joint venture.
scientists and engineers, gave the UK the
world-class management and innovation
DSRL is the Site Licence Company (SLC)
knowledge to generate electricity using
to our sites. We have undergone a
responsible for decommissioning the
a more advanced type of fast breeder
comprehensive and rigorous process
Dounreay facility. The incumbent Parent
reactor. The experimental nature of these
aimed at securing the best possible parent
Body Organisation (PBO), Babcock-owned
now-redundant facilities poses a number
body for this challenging site. BDP brings
UKAEA, will hand over to the new PBO at
of complex decommissioning challenges,
a successful track record and extensive
the beginning of April. The shares transfer
requiring real technological innovation in
nuclear experience that will add enormous
will mark completion of one of the most
order to complete safe decommissioning.
benefit to the decommissioning and clean-
significant public sector contracts to
In the past five years UKAEA Ltd,
up programme. We had a number of
be awarded in 2012.
supported by CH2M HILL, made
threshold criteria and these were all met
significant progress, including enhanced
and, in some instances, well exceeded
safety performance, accelerated facilities
the minimum requirements.”
decommissioning and cost savings
Babcock's site management and licensee
through innovation.
experience in the UK civil and military
Decommissioning Authority (NDA) which
Key criterian for the competition included
nuclear markets, combined with CH2M
began in October 2009. The non-preferred
further accelerating the current 2038
HILL's nuclear decommissioning
bid from Caithness Solutions, a jv between
closure date by a minimum six years, while
programme and project skills, plus URS's
UK based Amec and US Energy Solutions,
reducing predicted costs by at least £500
market leading expertise in nuclear
is in reserve until actual share transfer.
million. The partnership between BDP
operations at Sellafield, waste
B
The major milestone in the competitive process to secure a world-class parent body for DSRL comes at the end of a public procurement by the Nuclear
36
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Feature
over by the new PBO. The proposed team has also started to outline their plans for the site, although the current DSRL management team remain in sole charge to the date of share transfer.
management at the LLWR in West Cumbria and overseas markets, means that BDP is extremely well placed to safely and cost effectively deliver the IES at Dounreay. A multi-functional team from across the jv partner companies worked to win the Dounreay contract and become the new PBO, under the leadership of Malcolm Smith, Nuclear Infrastructure Director at Babcock International. Babcock brings extensive experience from its UK operations, managing complex sites such as Devonport, Rosyth and Faslane, plus numerous civil nuclear contracts. BDP can also draw upon the experience of a number of nuclear clean-up and closure contracts in the USA, including work at Rocky Flats, Mound, Hanford River Corridor, Plateau Remediation and the Idaho Clean-up Project. Many of the technical challenges at these sites are relevant to the Dounreay site, including alkali metal removal,
fuel treatment, waste retrieval and packaging and ground remediation. Roger Hardy, Babcock's Managing Director Nuclear, expressed his delight at BDP's success, commenting: “Selection as preferred bidder is a fantastic achievement. BDP brings together outstanding international decommissioning and site management expertise and we look forward to working with DSRL to complete the closure programme safely and cost effectively.” The current transition period provides time for members of the new executive team to introduce themselves to the in-house workforce, and undertake a handover period from existing management. In mid December representatives of BDP began work in Caithness, carrying out a due diligence process to verify their understandings and information given to them during dialogue and visits to the site. Presentations to the 850 plus DSRL workforce will outline the way ahead for personnel, whose contracts will be taken
The Contract for the PBO and SLC Agreement will be for the period until the site has reached its IES. Then all major decommissioning work will be complete, including the retrieval and disposal or storage of wastes and fuel, as well as the demolition of the majority of buildings. At this point Dounreay will become a landscaped low-level waste store, a number of large heavily-shielded sheds protecting around 20,000 tonnes of radioactive waste. In the region of 100 tonnes of breeder reactor fuel at the site, material that could be used in future electricity production via reprocessing, is to be dispersed to other sites. The NDA has sought permission to start the transport of 44 tonnes of fuel to Sellafield from Summer 2012, with a decision about the remaining material be made later. Funding for the site was set at £150 million a year in the Government Spending Review of 2010, so expectation is high that decommissioning projects given the go ahead by BDP will provide new supply chain contracts as 2012 moves forward. Further details: www.bdpdounreay.co.uk
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Feature
Words: Penny Lees Images: APS Events and Media Ltd (www.thinkaps.com)
Conference Delivers to Energy Supply Chain he major energy business opportunities conference, eboc'11, held in West Cumbria in October, delivered a well received programme of presentations from nuclear experts and other senior energy sector representatives.
T
Heralded a huge success by organisers, delegates and exhibitors alike, a major energy company was quick to congratulate the events speaker programme, exhibition and networking opportunity, describing eboc'11 as 'The best conference of the year'! The event was organised with a 'by the supply chain- for the supply chain' ethos under the umbrella of Britain's Energy Coast Business Cluster, the key private sector led network organisation in the area which boasts more than 160 member companies doing business in West Cumbria. eboc'11 set out to promote future business opportunities across the nuclear and renewable energy sectors, building on the success of its first conference, eboc'09. 38
NuclearCONNECT
become a hub for energy opportunities.
“ if the UK wants a reliable base load of electricity, we need to deliver nuclear
Two years ago I was here for eboc'09 and found the networking opportunities and event excellent, so came back this time.” A full programme of high-profile speakers
new build.”
was led by Lord Marland, Parliamentary
Steve Robertson - Douglas Westwood
of Energy and Climate Change speaking
Under Secretary of State for the Department by video link.
It attracted delegates from large and small
“Energy is on the agenda with a
energy businesses to fill the 200 seat main
vengeance. Cumbria is the cornerstone in
auditorium at Energus in West Cumbria.
nuclear activity so we must continue to have
They included leaders from the energy industry both nationally and internationally, making it amongst the biggest conference of its kind in Cumbria. One international
new nuclear here because of the expertise and knowledge in the area. Government is working very hard to ensure that starts as soon as possible.”
delegate was Mike Wade of US firm Merrick
Steve Robertson of Douglas Westwood
& Company, who travelled over from South
stated that overall the energy industry is
Carolina to attend the event. He found the
buoyant, but despite huge rises in offshore
event excellent in updating him on
projects “if the UK wants a reliable base
opportunities in the UK energy markets and
load of electricity, we need to deliver
had this to say: “The nuclear industry has
nuclear new build.”
had a strong presence in West Cumbria for
Keith Parker, NIA Chief Executive was
decades so it is only natural that it has
clear that the UK is the world leader in
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Feature decommissioning and waste management technology and could also deliver over 70% of new nuclear plant, providing major boosts for UK manufacturing in the years to come. John Vieth of Magnox Ltd, said that as we move into 2012 there was a great deal of money to spend in the supply chain and advised companies to register with Achilles and monitor OJEU notices closely. World renowned energy expert Malcolm Grimston, associate fellow for the Energy, Environment and Development Programme at Chatham House delivered an inspiring presentation entitled The UK Energy Picture - Challenges and Opportunities, opening debate on the effects of the Electricity Market Reform White Paper.
“ Our conference demonstrates the enthusiasm and commitment of the private sector to help drive forward investment and development of energy business. ” Jonathan Marshall Chairman of Britain's Energy Coast Business Cluster Management Board rise and we need to respond by producing Alongside the speaker programme a B2B exhibition with more than 40 stands was a hub of activity, with opportunities for delegates to network and discuss company capabilities across the two days. In bringing together world-class suppliers and businesses to provide market intelligence on local, national and international opportunities, eboc'11 achieved its aim to encourage the exchange of ideas and provided advice to supply chain companies wishing to diversify beyond nuclear and into other energy sectors. Jonathan Marshall Partner at Burnett's Solicitors and Chairman of Britain's Energy Coast Business Cluster Management Board commented on the level of support for the event from delegates, speakers and exhibitors. “Following the success of our first eboc event in 2009 I am delighted in the overwhelming support and interest this year. Our conference demonstrates the enthusiasm and commitment of the private sector to help drive forward investment and development of energy business. Demand for energy from all sources is continuing to
more. eboc'11 has identified national and international support for energy production on the west coast of Cumbria. The amount of investment involved promises to be massive and Tier 3 and 4 companies need to engage with the major Tier 2 developers to make sure they take advantage of opportunities. We have the skills and capabilities within the Energy Coast supply chain for a major share of the work.” The conference attracted support from organisations including Nuclear Management Partners, Britain's Energy Coast, West Cumbria Development Agency and Invest in Cumbria. A host of companies sponsored the event, many of which are amongst the 160 plus members of Britain's Energy Coast Business Cluster. Amec, Doosan Babcock, URS, University of Manchester Dalton Nuclear Institute, Nugeneration, alongside Pactec, Direct Rail Services, Tata Steel, Balfour Beatty, and James Fisher Nuclear helped cover the costs of hosting the conference and enabled it to carry forward working capital towards eboc'13 and other events to benefit the energy supply chain in Cumbria.
Gary McKeating of Nuclear Management Partners and Chairman of the eboc'11 organising committee was upbeat in his summing up: “West Cumbria, through the Britain's Energy Coast initiative, can help the UK meet its tough climate change targets and secure future energy supplies. It also gives us the opportunity to play a leading role in responding to the challenges presented to us in today's energy market. We have world class training provisions and a highly skilled workforce. Our expertise in nuclear and the commitment to new build means the supply chain is well placed to prosper in this sector and also capitalise on opportunities in wind, biomass, tidal and solar. We are at the forefront of the energy and nuclear industry and have the capabilities to compete for local and national contracts. Here we can provide a true energy mix and our conference helped drive this vision forward and build prosperous opportunities for the North West.” Further details of eboc'11 and Britain's Energy Coast Business Cluster are available via www.becbusinesscluster.co.uk NuclearCONNECT
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Feature
RAIL COMPANY BUILDS ON NUCLEAR SUCCESS Key Transport and Logistical Support to the Nuclear Industry drives Non-Nuclear Collaborations. Words: Penny Lees Main image: by Richard Fleckney
ail transport plays an integral part in the nuclear fuel cycle. Every day thousands of shipments of radioactive materials are transported worldwide. It is vital to ensure that this transportation process is safe, secure and reliable. In the UK, nuclear materials have been transported by rail since 1962, travelling over 10 million miles without any incident involving the release of radioactivity.
R
DIRECT RAIL SERVICES [DRS] was established in 1995 as a lynch pin supplier of transport and associated services to the nuclear industry. A wholly owned subsidiary of the Nuclear Decommissioning Authority [NDA], the company is the only UK operator with approval to carry nuclear material by rail and the country's only remaining publicly owned rail freight company.
40
NuclearCONNECT
Sixteen years of unrivalled reputation and outstanding safety records as the sole conveyor of spent nuclear fuels nationwide provide a key focus for DRS to adapt these highly acquired skills and expertise to facilitate new business opportunities arising out of the challenges of both the decommissioning and nuclear new build programmes. In July 2010 the industry celebrated the successful completion of the Vault 9 state of the art facility for the storage of the nation's low level nuclear waste at the LLWR in West Cumbria. With a capacity of 110,000 cubic metres, the project specification required the vast majority of construction materials be delivered to the site by rail rather than road. DRS' involvement ensured that over 98% of all these materials arrived by rail, reducing the number of potential road deliveries by 27,500.
DRS continues to work with LLWR to help provide a new range of packaging and transport services to NDA and non-NDA customers through an Integrated Logistics Service, anticipated to be available via LLWR by April 2012. The partnering approach business model could be expanded to cover other nuclear logistics challenges such as intermediate level waste, special nuclear material and construction materials. Decommissioning work at Bradwell includes routine shipments of LLW to the Cumbria Repository. Previously, waste stored in half height ISO containers moved via road. In October 2011, a feasibility study by Magnox Ltd on the benefits of rail transportation over road saw 10 containers travel by rail courtesy of DRS. The company accessed the rail head in Southminster, previously used to ship irradiated fuel to Sellafield when the site was generating electricity. An obvious benefit is the reduction in lorry journeys through rural communities on already
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Feature
congested roads and findings will aid further transport solutions.
Neil McNicholas, Managing Director for DRS, comments:
Traditionally nuclear work dominated the DRS work programme, but this % has declined in recent years as a result of decommissioning. Nuclear makes up 50% of current business, the remainder from general freight, including domestic & port inter-modal traffic, aggregate moves, infrastructure support work, third party maintenance and latterly passenger train operations. The company has expanded
“DRS has responded very well to recent challenging trading conditions within the rail industry and after a year of consolidation is expanding its portfolio of service into exciting new areas. The Company has achieved a great deal in this economic climate and is again in a steady growth phase with a strong focus on performance across all areas.”
rapidly into the commercial sector in response to declining nuclear work.
“
As part of this development process, DRS has drawn from its experience of working with blue chip retail companies to provide ground breaking integrated transport solutions for fast moving consumer goods, high value products and time sensitive cargoes. With growing pressure from the government to reduce carbon emissions and recognition of rail transport as up to 5 times more efficient than road, DRS leads the way in providing award winning solutions to the rail industry.
The 2011 Golden Whistle UK industry awards recognised DRS as the 'Best Performing Rail Freight Operator' and 'Most improved rail operator on whole year performance'. Backed by validated industry statistics, these officially confirm DRS as the UK leading rail freight operator.
DRS has responded very well to recent challenging trading
conditions within the rail industry and after a year of consolidation is expanding its portfolio of service into exciting new areas.
”
Neil McNicholas - DRS, Managing Director
Throughout 2011 business growth continued with success in a range of non nuclear schemes. In January, DRS won a luxury boat train contract with First Class passenger services to Southampton in partnership with Cruise Saver Travel. In the 2011/12 programme trains depart from Glasgow and Edinburgh stations to meet luxury cruise liners. In April DRS was awarded a five year contract to haul the 'Orient Express of the North' - Northern Belle, sister train to the legendary Venice Simplon-Orient-Express. DRS will haul over 90 yearly departures from regional stations to destinations country-wide, travelling to events such as Ascot Ladies' Day and Chelsea Flower Show. In June a new logistics gateway to Europe from The Port of Workington was launched in partnership
with DRS and Norbet Dentressangle, which opens up an important new containerized end-to-end option at the North West Port. Earlier in the year DRS announced a solution to long term gauge constraint issues, acquiring a fleet of new IDA SuperLow 45 Low-liner vehicles. The state of the art rolling stock unlocks new routes for customers; has optimised platform length with 20% more volume transported within existing train lengths; and opens up large parts of the rail network to increased capacity container traffic. In October, a new DRS service from PD Ports' Teesport featured the unique wagon transporting 9'6” high-cube boxes, to areas of the UK previously inaccessible by rail because of low bridges, tunnels and railway stations. DRS also ran a special trial rail service from the Port of Felixstowe to the new Stobart Rail facility at Daventry International Rail Freight Terminal. In collaboration with Stobart Rail, Network Rail and the Port of Felixstowe, a train made the journey carrying 24 Stobart Rail Curtain Sided containers distinctively liveried with 'Less CO2 Rail'. More services are expected to follow in the near future. Most recently DRS won an important contract, in conjunction with Stobart Group, for all new domestic inter-modal services with Tesco Plc in an open tender exercise for all UK freight operators. These projects serve to lead the company into 2012 at full throttle! For further details visit www.directrailservices.com
NuclearCONNECT
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Law
IAEA Action Plan The natural disaster in Japan in March and subsequent incident at the Fukushima-Daichii nuclear power plant triggered calls for the worldwide review of safety at nuclear power plants. As reported in June, Dr Weightman, UK Chief Nuclear Inspector and Head of the Office of Nuclear Regulation (ONR) was asked to prepare a report of the lessons to be learned for the UK from Fukushima. This was presented to Parliament in October. Words: Gareth Davies Research: Richard Cardy
n parallel with that report, Dr Weightman was also asked to lead an International Atomic Energy Agency (IAEA) convened investigation into safety issues linked to Fukushima. His team submitted it's final report to the Ministerial Conference on Nuclear Safety, 20-24 June at the IAEA in Vienna. An Action Plan was subsequently drafted and unanimously approved in September by the IAEA General Conference.
I
The Action Plan is divided into 12 key actions with a number of sub-actions. This article briefly examines the key actions.
Safety assessments
Gareth Davies is a Barrister in the specialist nuclear team at Burges Salmon and regular contributor to NuclearCONNECT. In this edition Gareth looks at the IAEA action plan which attempts to reassure a
IAEA peer reviews
subjects for future articles
The Secretariat will strengthen the existing IAEA peer review system by incorporating the lessons learned from Fukushima and ensuring that reviews properly address regulatory effectiveness, operational and design safety and emergency preparedness and response. Information as to when and where the peer reviews take place will be provided and their results made public with the relevant Stateâ&#x20AC;&#x2122;s consent.
please contact Gareth on
Emergency preparedness
concerned general public post Fukushima. If you would like to register to receive Burges Salmonâ&#x20AC;&#x2122;s free nuclear law e-bulletin, or would like to suggest nuclear-related
Direct line - 0117 307 6920 Email - gareth.davies@burgessalmon.com
42
Member States are called on to undertake a national assessment of the design of nuclear power plants against site specific extreme natural hazards and to implement any necessary corrective actions in a timely manner. The IAEA Secretariat will develop a methodology for doing so and will provide assistance and support throughout the assessment process.
NuclearCONNECT
made available promptly, utilising the IAEA Response and Assistance Network (RANET), expanding its rapid response capabilities. Interestingly, the Action Plan suggests Member States consider, on a voluntary basis, establishing national rapid response teams that could also be deployed internationally through RANET.
National regulatory bodies and operating organisations The Action Plan requests that Member States conduct prompt, regular national reviews of their regulatory bodies including assessing their independence, adequacy of resources and technical and scientific support. Similarly, operating organisations should be reviewed to ensure they have the management systems, safety culture and resources required. Each Member State with nuclear power plants is asked to regularly volunteer to host an IAEA IRRS mission to assess its national regulatory framework and an IAEA Operational Safety Review Team (OSART) to examine its nuclear power plants.
IAEA Safety Standards The Commission on Safety Standards and the IAEA Secretariat are to review, and revise as necessary, the relevant IAEA Safety Standards in a prioritised sequence.
International legal framework Member States are encouraged to join and effectively implement, relevant international conventions listed in the Action Plan. The conventions and treaties
and response
are a mixture of binding and non-binding
The Secretariat will work with Member States and international organisations to review and strengthen international frameworks for emergency preparedness and response. Necessary assistance will be
legal instruments with political pressure as the motivation for their implementation. The plan appears to indicate 'harder' legal measures although what is anticipated is unclear.
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Law
It is also proposed to amend the Convention on Nuclear Safety and the Convention on the Early Notification of a Nuclear Accident.
education and training to ensure safe, responsible use of nuclear technologies.
One legal issue brought into focus by events in Japan is nuclear liability. It has long been
safety information and its
a concern that there are no truly global rules concerning this - instead there is a rather fragmented picture around the world. The IAEA has put in place a framework for a global regime (the CSC) but this is not yet in force. It is interesting therefore that they state in their Plan that they will formally encourage work towards establishing a global nuclear liability regime that addresses the concerns of all States potentially affected by a nuclear accident with a view to providing appropriate compensation for nuclear damage. The IAEA International Expert Group on Nuclear Liability (INLEX) is to recommend actions to facilitate achievement of such a regime, including a potential international instrument.
More than 250,000 Germans marched in anti nuclear rallies after Fukushima New nuclear states and states expanding capacity Member States looking to commission their first nuclear power plant should adhere closely to IAEA Safety Standards and other guidance as well as host Integrated Nuclear Infrastructure (INIR) peer review missions for site and design safety whilst creating the appropriate infrastructure. Member States planning to expand their current nuclear capacity are to strengthen, develop, maintain and implement their capacity building programs through
Action Points regarding effective dissemination The Secretariat, Member States and stakeholders will use all available information, expertise and techniques for monitoring, for decontamination and for remediation both on and off nuclear sites. There will be greater emphasis on communicating more effectively, with the IAEA to provide timely, clear information (including potential consequences) during a nuclear emergency. Relevant stakeholders are urged to conduct research and development in nuclear safety and use this information for the benefit of all Member States. Reaction to the Action Plan has shown diverging viewpoints. Reuters reported that: “One group of nations, including Germany, France, Switzerland, Singapore, Canada and Denmark, voiced disappointment about the final version of the IAEA's safety action plan for not going far enough.” However, the United States, India, China and Pakistan were among countries resisting any moves towards mandatory outside inspections of their atomic energy facilities. The Action Plan's focus on review and development continues to ensure that the industry constantly seeks to improve safety for all eventualities. Some might question whether the Plan will be enough to reassure the citizens of some states however. More than 250,000 Germans marched in anti nuclear rallies after Fukushima and despite Germany's reliance on nuclear for 20% of its energy, Chancellor Merkel responded by reversing earlier measures and putting in place plans to shut all the
nation's reactors by 2022. Similarly, in June this year, Italy's referendum on nuclear power came out 94% in favour of ending the nation's nuclear power program. In fact, almost all countries bordering France, a major provider of nuclear energy, have stated their intention to move away from nuclear. In the UK however, public support for nuclear would appear relatively unaffected. A survey in August, commissioned by the British Science Association, found that 41% of respondents agreed the benefits of nuclear power outweighed the risks, up from 38% in 2010 and 32% in 2005. Simlarly in the US a September survey for the Nuclear Energy Institute found 62% in favour of nuclear energy, noting that this was a slight drop compared with one month before Fukushima. In Japan, the newly elected Prime Minister Noda has affirmed his predecessor's statements on ending nuclear reliance, saying: “To build new reactors is unrealistic, and we will decommission reactors at the end of their life spans.” However, he urged the public to be pragmatic noting that it was “impossible to immediately reduce our dependence to zero.” Meanwhile his government on 4 November authorised provision of ¥900 billion (£7.4 billion) to Tokyo Electric Power Co. so the utility has sufficient funds until next March to pay compensation following the Fukushima crisis. Some estimates put Tepco's redress costs in excess of ¥4 trillion (£32.7 billion) by March 2013. In summary, the nuclear renaissance may have been shaken but the IAEA will hope it's Action Plan provides reassurance to a concerned general public that has begun to express doubts. Speaking of the endorsement of the Plan IAEA Director General Yukiya Amano stated: “This is an Action Plan. It is time for action.” NuclearCONNECT
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Training
Responding to the skills dilemma are we doing enough? Words: Corhyn Parr
T
he nuclear skills shortage is well documented, but how has the industry addressed the shortage and what is
Let's start by looking at 3 national programmes designed to be the first step on a long career path in the nuclear industry.
fundamental areas such as nuclear physics,
Award for industry Awareness
a detailed overview of the industry including
being done to ensure we
can meet the future skills requirement for safe delivery of nuclear operations, decommissioning and new build? After the last nuclear reactor was
The National Skills Academy for Nuclear (NSAN) has re-established and regenerated
radiation hazards, radiological safety, etc. All of these areas are put into context with electricity generation, defence, fuel cycle, decommissioning, and waste management.
a successful national skills programme
The Award, which is a level 2 qualification,
providing quality assured, nuclear specific
also benefits those in the industry who wish
training aligned with the needs of industry.
to have a broader awareness and to gain
commissioned at Sizewell in 1995, the
recognition of their knowledge of the
industry faced an uncertain future, leading
nuclear sector.
to a slow decline in investment and
This was highlighted by Taylor-Jane Fox
recruitment over the next 2 decades.
from the Manufacturing Advisory Service
This resulted in the reduction and in some
who recently completed the course online
cases complete removal of nuclear specific
“Even after working on site at Sellafield
educational courses and training being
for several years I learned an awful lot
available to those with aspirations to
about the industry and found the course
work in the nuclear field.
a great refresher to help me expand my
Things started to change when the
nuclear knowledge.”
government committed to a long term funded decommissioning programme
Community Apprentice Programme
with the formation of the Nuclear
Training is needed at all levels of the
Decommissioning Authority (NDA) required
workforce and this includes a strong
by the energy act of 2004. This was
school leavers apprenticeship programme
accelerated when the option for new nuclear
which is being expanded by a Community
reactors was put firmly back on the agenda
Apprenticeship Scheme currently funded by
with the energy white paper of 2007 and
the NDA. This scheme has been introduced
since this date there has been a growing
to enable supply chain companies working
need for an increasing range of skills
within the nuclear sector to take advantage
across the industry.
of additional funding to take on apprentices for the first time or grow additional
In response to this renaissance, nuclear
44
training for new starters to the UK nuclear
To provide essential knowledge and
apprentice skills for their business.
industry has been revolutionised over the
awareness of the nuclear industry for new
Andrew Samuel, Managing Director
last 5 years and the UK is now considered
entrants, including graduates or those
of Mon Maintenance said: “This is a
to be leading the way in developing a
transferring from other industries, NSAN
proud moment for Mon Maintenance
nuclear workforce who are competent
have developed with industry involvement
Services (MMS) as we are a new company
and promote excellence in their fields. So
the Award for Nuclear Industry Awareness.
having only been trading two years.
what are we doing as an industry to attract
The course which can be studied online or
The funding provided will assist with one
and train the next generation of nuclear
in the classroom, includes subject areas
of our goals of training local young people,
operators to ensure we fill the gap posed
such as: history of the industry, site
passing on our knowledge and introducing
by a 20 year lack of investment and the
licence conditions, security, behavioural
new Tradesmen into the Nuclear Sector
baby boomers retiring?
expectations as well as the more
through MMS which will therefore help
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Training
Facts Fewer than 6% of the people who work in the industry are under 24, while 31% are aged 45 and over. The forecast new entrants required to the nuclear industry are between 3,400 and 11,500 by 2015, with early retirements, this could rise as high as 16,500. Facts Ref. Cogent, Renaissance nuclear skills series 2, Next generation, skills for new build nuclear, March 2010.
fill the imminent trade gap when the time comes for nuclear new build.”
to be employed in the nuclear supply chain across the UK.”
The aim of the Community Apprenticeship Scheme is to provide an injection of additional apprentices into the nuclear sector to enable supply chain organisations to provide a continued and better resource capability to support the Nuclear Site Licence companies. The scheme was designed for apprenticeship frameworks that deliver the skills required for working in the nuclear sector which includes Design, IT and Administration as well as the more traditional Engineering, Laboratory Technician and new emerging frameworks such as Decommissioning and Radiation Protection.
Nuclear Graduates Programme
The original target to start and fund 75 apprenticeships has already been achieved resulting in 21 Employers benefiting from funding to increase their apprenticeship workforce. The success of the scheme has been reflected by currently supporting a 3rd cohort of an additional 38 supply chain apprentices which brings the total funded to 113 apprentices. Roland Fletcher, Apprenticeship Manager at NSAN comments: “The Community Apprenticeship Scheme (CAS) has been a fantastic vehicle for growing apprenticeship intake for the nuclear sector. The scheme has enabled an additional 125 Apprentices
Over the next 10 years up to 1000 graduates a year are needed to fill the resource requirements of the industry. With this in mind the NDA established the Nuclear Graduates Programme which is a revolutionary scheme developed with the involvement of twenty of the country's leading companies and offers the most comprehensive graduate programme that the energy industry has ever seen. Graduates no longer work for one company but spread their 3 secondments over 2 years across different organisations providing the broadest training possible. This not only provides graduates with breadth of experience but also ensures they make the right decisions about their future career paths. In addition to on the job training each graduate receives 300 hours dedicated external training and provides 10% of their time voluntarily supporting the community on outreach programmes. All these areas of personal development lead to high quality graduates, focused and ready to start ground breaking careers in the nuclear industry. The scheme has grown over the last 3 years from a small pilot to be an
internationally recognised best practice training programme to attract, train and provide an extensive employment search for a wide range of graduates - including some surprise candidates such as English literature students. When asked why he applied for the scheme Nuclear Graduate Mikey Kelk said: “Truth is, the scheme offered something a little more than the others I had applied to. One of its best selling points was that it gives you a chance to travel both around the UK and abroad, so that's why I applied for it. It looked like it offered lots of opportunities and challenges.” The question is how these and other programmes have changed the shape of the nuclear employment market and how these different routes and training opportunities ensure the widest range of opportunities by creating an extensive pool of resource. Over this 5 year period we have seen an increase in graduates and apprentices entering the market and professionals being attracted from other industries. All these and other programmes provide a strong and exciting future for the nuclear industry in the UK and both the NDA and NSAN are collaborating internationally to share this training and development best practice for the benefit of all. NuclearCONNECT
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NuclearCONNECT Cover Section Ed8
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BABCOCK THE UK’S LEADING NUCLEAR ENGINEERING COMPANY
You can trust the UK’s largest and most experienced team of nuclear engineers, scientists and technicians to deliver the most complex and critical nuclear projects safely, on-time and within budget. BABCOCK – THE UK’S LEADING NUCLEAR ENGINEERING COMPANY.
Contact Liz Pulford, Head of Communications – Nuclear, Tel: +44 (0) 116 201 5346 or email liz.pulford@babcock.co.uk
www.babcock.co.uk/nuclear | Airports | Communications | Defence | Education | Emergency Services | Energy | International | Nuclear | Property | Rail | Security | Training |
NuclearCONNECT Cover Section Ed8
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NuclearCONNECT
NuclearCONNECT CONNECTING THE NUCLEAR INDUSTRY
FOR NUCLEAR MANAGEMENT & PROCUREMENT WWW.NUCLEARCONNECT.CO.UK
ISSUE 8 January 2012 £9.50
Issue 8 January 2012 CONNECTING THE NUCLEAR INDUSTRY
NEW BUILD ON TRACK?
SUPER LASERS
Round up of recent moves to keep new nuclear on track
To Speed Up Nuclear Decommissioning
Page 4
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DOUNREAY CHANGE AT TOP FOR 2012 The way forward for Dounreay Page 36