issue 03
Solo
SOLUTIONS
NUCLEAR ENERGY
in this issue: New build renaissance EDF Energy managed service Maturity assessments for project controls Sparking investment in Britain’s energy coast
CONTENTS 3 EDF Energy managed service 4 Meet Kevin Luff 5 The impact of commodity prices 6 Sparking investment in Britain’s energy coast 8 Maturity assessments for project controls 10 New build renaissance 12 Earthworks solutions
Welcome I’m delighted to introduce our Nuclear Energy publication, Solo... Faithful+Gould has chosen the nuclear energy sector as a strategic growth area where we can really make a difference to the burgeoning nuclear renaissance. We view this as a long-term commitment, building on our 30-year track record in concept, construction, operation and decommissioning of nuclear facilities.
KEVIN MCNEALEY kevin.mcnealey@ fgould.com
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Our client maturity assessment service has been developed to identify the strengths and weaknesses of a project, with a view to implementing step changes that ensure successful delivery. We anticipate growing demand for this in the nuclear sector, and you can read more on page 8. As the UK works towards an improved nuclear skills base, I’ve been encouraged by the level of in-house interest in transferring across to our nuclear energy
sector team. On page 4 you can meet one member of our team who did exactly this – Kevin Luff, who finds his background in the water industry is very useful in his current role with Hinkley Point C. We are involved in a variety of projects and services, with our project controls managed service solution for EDF profiled on page 3, and our nuclear new build role highlighted on page 10. I hope you’ll read on, and find our content relevant to your business. My team and I are ready to respond to any nuclear energy sector challenge or enquiry. If we’re already working together, I look forward to continuing the relationship, and if you’re new to Faithful+Gould, I hope that you’ll get in touch with us.
EFFICIENCY AND CONSISTENCY AT
generating sites EDF’s project controls system is benefiting from our managed service, demonstrated by more robust time and schedule outputs. Following a commission in late 2010 to review and improve EDF’s project controls in line with industry best practice, we were appointed in 2012 under a three-year agreement to provide a managed service solution for the provision of project controls at existing nuclear power stations. We began with a joint management maturity model review (read more about these on page 8). This identified actions required to develop the maturity of the project controls model, giving specific cost and schedule benefits associated with the incremental steps. A diagnostics workshop then tested for the presence and implementation of project controls best practice and for organisational maturity. The aim was to identify best practice gaps and assess the extent to which best practice was ingrained in the organisation. A score was derived using set criteria that set the benchmark for future reviews. The main challenge was to identify project controls capability by function and outputs across the generating stations and administration offices at all sites. A programme was then jointly devised to transition to one unified model for team member roles and outputs, with consistent team structures across the fleet. This is being achieved by replacing the agency delivery model with a managed service, using predominantly employed staff who are selected and assessed against competency criteria per function/level, engaged by Faithful+Gould or by EDF. The diagnostic workshops were subsequently repeated, demonstrating improvements in best practice implementation and organisational maturity against the initial benchmark. In addition to technical project controls resources, we are providing the project controls leads on four of the generating sites, together
with a national head of cost engineering, all of whom are part of EDF’s project controls leadership team. In 2015, EDF elected to extend our agreement by two years, following demonstrable improvements in project controls delivery on the previous benchmarks for all resources, evidenced by more robust time and schedule outputs on programmes across the fleet. KEY SUCCESSES • Project controls handbook. •N ew project controls processes for all functions. • Training processes and materials delivered (including project managers and engineering resource). •C oherent and benchmarked people processes, aligned to effective project controls delivery. • Systems integration support. • Capital planning process improvements. • Project controls services blueprint. Team structures and leadership have been reviewed across the fleet. The aim was to provide up to 60 per cent of the programme office headcount as permanent staff, whether EDF or Faithful+Gould, rather than short-term agency staff. Three years into the process, we are providing more than 40 full-time-equivalent estimators, planners, cost engineers and
quantity surveyors, embedded in EDF’s office and site teams. We also have development plans for all project controls staff, and we provide additional technical expertise on a call-off basis, using our office-based staff. ADDED VALUE •C ost savings via rigorous project controls, as well as continuity and consistency in service delivery. • Reduced churn by replacing an agency model with managed staff service. • Introduced a value register to capture added value in addition to core project controls outputs. • Surpassed the initial efficiency cost savings set at appointment outset, on a year-on-year basis. • Implemented a 360˚ feedback process on all resource, including our own deployed staff. • Adoption of dashboard performance reporting metrics, initially developed for project controls resourcing, for other framework agreements/ services.
ADAM BROOKS
adam.brooks@ fgould.com
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MEET THE TEAM...
Kevin Luff Kevin Luff, associate director, shares his transition to the nuclear energy sector.
WHAT’S YOUR CAREER BACKGROUND? I joined Faithful+Gould as a chartered quantity surveyor in 1992 and I’ve worked in a variety of sectors including water, aviation, defence, health and local authorities. I’ve been mostly UK based, with some time in the US. HOW DID YOU FIRST GET INVOLVED WITH THE NUCLEAR ENERGY SECTOR? I was aware of the opportunities in nuclear, as this is a key sector for Faithful+Gould. I had good experience to offer, as the knowledge and skills I developed in the water sector were easily transferable. So when my work with Thames Water ended and Kevin McNealey, Faithful+Gould’s head of nuclear, invited me to join the Nuclear New Build (NNB) team, I was delighted – I transferred across in 2014. WHAT ATTRACTED YOU TO THE SECTOR? This is such an exciting time for nuclear. New nuclear power is essential to our secure, sustainable and low-carbon energy future, so huge opportunities lie ahead. I wanted to get involved and be part of it. It was also an opportunity to work on a really interesting project at a critical point in the UK’s nuclear journey. And the predicted longevity of the sector increases my employment opportunities. DID YOU KNOW MUCH ABOUT NUCLEAR ENERGY ALREADY? Only from A level physics, which is by no means a requirement! I had no background in the nuclear industry, but I’ve found it fascinating to learn. My Faithful+Gould colleagues were very supportive during my transition period and I had an in-house mentor to help me adapt. Faithful+Gould was keen to invest in my training and I attended courses facilitated by our parent company Atkins. The client organisation also provided training, and all the training counts towards my CPD.
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WHAT ARE YOU WORKING ON AT PRESENT? The nuclear new build Hinkley Point C. Faithful+Gould is engaged in the commercial management function and is solely responsible for delivery of the estimating function within project controls. I’m currently leading the data gathering and quality control of the Integrated Baseline Review for the project. We provide a team that varies in number according to the stage of the project – currently ramping up in preparation for the project delivery phase. WHAT’S DIFFERENT ABOUT THIS PROJECT? The size and type of project requires you to adapt your skills and way of working. After 24 years’ experience of quantity surveying, I’m still learning every day on this project and that gives me a real buzz. I was apprehensive at first, because of the project size, complexity and value, but, two years later, I feel totally comfortable. WHAT’S YOUR WORK ENVIRONMENT LIKE? In nuclear, high standards, safety and security are vital, so for the first three months, I had to be escorted around the building and stay within earshot of my escort. There’s also an induction course before you get security clearance and software access. This can all seem overwhelming at first, but it’s absolutely necessary. Overall, it’s a positive and supportive environment.
WHAT ABOUT THE MUCH-DISCUSSED SECTOR SKILL SHORTAGES? The scale of the sector’s ambitions, coupled with the length of time since the last UK new-build project, means that current and future skills gaps must be identified and addressed. The current nuclear workforce is ageing, with up to 70 per cent of its highly skilled workers forecast to retire by 2025. Transferable skills can help solve the skills shortage – I’m using my key estimating, data collection and audit skills, honed in other sectors, and developing estimating on a much larger scale. Exposure to a new sector and project type is an extra challenge but works well for me. WHAT’S YOUR NEXT CHALLENGE? To support the development of the next baseline for the project. I’m also currently researching the forecasting of inflationary effects for the project – quite a task. I’m particularly interested in the effect of the movement of the commodities market and the impact on the project outturn cost. WOULD YOU ENCOURAGE COLLEAGUES TO GO INTO NUCLEAR ENERGY? Definitely. If you want a new challenge, you’ll find it here. Experience of very large projects is helpful but not essential, as is familiarity with any of the key sectors of civil engineering, mechanical & electrical, instrumentation or process plants. Skills from other sectors are easily transferable. This feels like a sound career move, as clearly the nuclear energy sector will be around for some time and Faithful+Gould has committed its support.
KEVIN LUFF kevin.luff@fgould.com
THE IMPACT OF
Commodity Prices
Falling commodity prices may feel like good news, but construction cost savings don’t automatically follow. The nuclear energy industry is heavily exposed to commodity price swings, due to the long-term nature of its projects, and the large volumes of commodities used. Overseas manufacturing, with oil-related transport costs and associated currency exchange rates, also have an impact, and the effect of price fluctuations is felt right through the supply chain. Currently the commodity market is falling. In the short term, suppliers may not lower their prices when markets fall, but rather manage commodity risk by restructuring their manufacturing programmes, possibly restricting supply until prices recover. Nuclear energy clients may only see the benefit in the medium to long term. Formulating strategies that protect against volatile commodities markets is therefore a key priority in the commercial management of nuclear energy projects. In our experience, it’s beneficial to consider the following: • Understand which costs can be controlled and which can’t. •E nsure that there’s an appreciation of fixed element within all costs. •S ource materials much earlier than in most construction projects. •N egotiate with the supply chain based on real cost data rather than generic published data. •E nsure sufficient market intelligence to make informed decisions when commodity prices change. • I f prices drop, be ready to respond, advancing purchases and/or advancing the works. • Consider hedging strategies. With the nuclear energy sector’s most likely
route to market now largely rooted in a private sector commercial model, it’s important to establish sector-wide interested groups to tackle these issues. The strategies listed above must be based on a real understanding of the movements in commodity prices, specific to the nuclear energy sector. Collaboration is required among clients, consultants and the supply chain partners to face these issues. If the nuclear renaissance is to continue, investors need to be confident that project costs are under control. This is difficult to achieve in respect of future cost levels on a single project, but more achievable across the sector as a whole. There are commercial sensitivities associated with cost data across the sector, and these need to be addressed, as they were previously in the OECD-led review1 of the drive for reduction in costs for the sector. Focusing on the impact of commodity prices, rather than the quantity required or the productivity factors in the use of the commodity in construction, could be a way forward. There are inherent difficulties in mitigating all risks associated with commodity prices. However, if the aforementioned strategies were implemented, there would be a greater understanding and an ability to demonstrate control to those investing in the programmes of work. Faithful+Gould has a detailed understanding of the commercial pressures facing the nuclear energy construction and generation markets, and is equipped to help organisations effectively
assess and respond to critical investment/ procurement risks. We have successfully supported clients with project management and commercial services leadership on challenging projects in Europe, the Americas, and the Middle East. Our client portfolio has included British Nuclear Fuels, British Nuclear Group, United Kingdom Atomic Energy Authority (UKAEA), British Energy, NNB GenCo, Horizon Nuclear Power, EDF Energy, Centrica, Bruce Power, Exelon, K.A. CARE, ENEC and Ontario Power Generation. 2000, Organisation for Economic Co-operation & Development (OECD), Reduction of Capital Costs of Nuclear Power Plants.
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KEVIN MCNEALEY kevin.mcnealey@ fgould.com
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SPARKING INVESTMENT IN BRITAIN’S
Energy Coast Sellafield’s power as a local economic catalyst is illustrated by the investment plans for West Cumbria.
The nuclear energy industry dominates the West Cumbrian economy, with Sellafield’s global leadership in nuclear decommissioning and recognised waste management capability providing local strength for some time to come. The estimated £70bn decommissioning programme around the Sellafield site has already supported substantial job, business and GVA growth, and this will be augmented by a range of new projects associated with the facility’s lifetime plan. Neighbouring businesses, many of which are engineering SMEs selling intelligent products and services into the Sellafield decommissioning process, can potentially benefit from new contractual opportunities. An initial increase in employment opportunities, associated with decommissioning activity, is anticipated. However, the local economy is strongly aligned to the operation of Sellafield and its supply chain, and the decommissioning activity will in the long term lead to a rationalisation of employment. Replacement jobs will be needed, against a background of ongoing economic reinvigoration.
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the local authority-led Cumbria Deal which proposes collaboration with government to kick-start growth and increase economic potential. Transformational activities are identified in both initiatives, which would create a more economically diverse and resilient West Cumbria. These would enable a positive environment for investment in nuclear new build and decommissioning, as well as support for growth-oriented businesses to diversify into new markets. BEC’s focus includes a targeted investment in the coastal plain area of West Cumbria, producing more than 3,000 jobs in the next 15 years, as well as increasing contribution to UK GVA levels. To mitigate the diminishing returns from the nuclear energy sector beyond 2022/2023, businesses will be encouraged to participate in the UK’s emerging clean tech industries and advanced manufacturing sectors. Given that between 40 and 60 nuclear reactors worldwide will need to be decommissioned over the coming years, there is significant potential to export Sellafield’s dismantling and decommissioning skills to other global nuclear and high hazard reduction projects.
West Cumbria is well-positioned to support the UK’s priorities around energy security and carbon reduction. Two initiatives, Britain’s Energy Coast (BEC) blueprint and the Cumbria Deal proposition, have set out their visions for major energy and infrastructure investments, together with plans for business enterprise, research and development, sustainable communities, health, education and skills, and destination management.
There is also an opportunity for West Cumbria to attract businesses that will benefit from being part of the local decommissioning knowledge cluster. Business innovation in related fields such as materials recycling and security, alongside the development of new fuels, would build on the local community’s scientific and technical expertise.
BEC outlines a plan of £90bn overall spend in 25 years, with the aim of delivering 10GW of installed low carbon electricity generation capacity. This is complemented by
Nuclear new build investment in West Cumbria is a possibility, with the area strongly placed to host one of the UK’s eight planned new plants. NuGen’s
Walney Wind Farms
Moorside Nuclear Power Station
£1.3bn
£16bn
National Grid investments in North West Coast connections
£1.3bn BAE Systems new activity
Tidal Power Lagoons
£250m
£5bn
£25.1bn
GSK
United Utilities pipeline
new investments over the next decade
£350m
Cumbria Deal: a high-level proposition.
£250m
PROPOSED INVESTMENTS CUMBRIA DEAL Additional economic yearly output of
New full-time jobs
31,460
£1.3bn 20,000 new homes
Moorside proposal to build three AP1000 nuclear plants near Sellafield by 2024 would clearly have an enormous economic impact, bringing around £10bn in private investment. New build benefits include attracting skilled individuals and their families into the area, creating 14,000 new jobs, new homes, infrastructure and services as well as revitalising visitor accommodation, retail, educational facilities and business and industry locations.
opportunities for local talent and support for the local community. Together with our parent company Atkins, we were delighted to recently open our new offices at the Westlakes Science & Technology Park near Whitehaven, the prime location for those involved in West Cumbria’s nuclear supply chain and other related energy sectors.
As a result of BEC and the Cumbria Deal, projects include Energy Coast University Technical College, Construction Skills Centre, Energus Campus, Albion Square and the £150m regeneration of Whitehaven town centre.
The office provides a hub for our group staff in the north-west to continue to support Sellafield Ltd in its decommissioning activities, through the site security enhancement programme, main site control facility, and our recently secured positions on the decommissioning delivery partner 10-year framework.
Faithful+Gould is committed to playing a long-term role in regional industry growth, and we are keen members of BEC Business Cluster (BECBC). We are building on our 20-year reputation as a key part of the West Cumbrian consulting and engineering community, providing
With the potential expansion of both decommissioning and new build activities in the region, we anticipate a growing need for our expertise, from the energy sector, associated local businesses/infrastructure and inward investors.
KIERAN MCMANAMON kieran.mcmanamon @fgould.com
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MATURITY ASSESSMENTS FOR
project controls
For the UK to achieve ambitions of becoming a leading nuclear energy nation, construction project efficiency is vital.
The stakes are high for both government and nuclear energy industry participants, if nuclear power is to successfully play a larger role in the UK low-carbon energy mix. Capital projects, whether new build, enhancements or decommissioning, present an opportunity to maximise investment, maintain and raise performance, and benefit from lessons learned.
• Change management • Risk management • Cost management • Planning and scheduling • Compliance • Resource planning • Skills availability.
Faithful+Gould’s unique assessment tool efficiently assesses the maturity of an organisation’s project controls and project management capability, recommending best practice improvements.
The evaluation stage begins with a diagnostics workshop, testing for the presence and implementation of best practice and for organisational maturity. This assesses the extent to which excellence is ingrained across the organisation, and identifies best practice gaps.
The assessment exercise is often undertaken to support investment in the business case, checking whether the practices in place are sufficiently robust to deliver with excellence. Alternatively, the assessment is carried out when a major project commences, as this will provide a firm foundation for going forward. However, it’s never too late to check the health of a project and to see improvements: we have successfully carried out useful reviews mid-project.
CHRIS TAYLOR chris.taylor@ fgould.com
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The aim is to measure an organisation’s current performance against that of a well-performing mature organisation, using universal maturity assessment scale levels. About 30 key best practices are reviewed – organisations that deliver projects well are usually doing most of these. Organisations that are struggling are typically not achieving many of these. The key best practices are organised around a range of project controls and project management domains, including:
The assessment findings are used to devise very specific, focused actions that develop the maturity of the project controls model, identifying specific cost and schedule benefits associated with the incremental steps. We then help our client develop a plan for implementing improvement. Solutions range from quick fixes to changes that may take several years to implement. Most benefits are obtained in the first six months, however. Our team will help the client put the plan into action, performing periodic progress analyses at agreed intervals. The aim is to embed the new best practices in to the business culture, while ensuring alignment with strategic planning and operational excellence. Finally, we repeat the maturity assessment to review its success and measure the improvements. Benefits include: • Quick and relatively inexpensive process.
• Demonstrates, measures and improves best practice. • Identifies opportunities that may have been overlooked. • Results in an improvement plan with structured schedule. • Supports delivery where the team is less experienced. As the sector transitions from operation, reactor life extension, decommissioning and clean-up towards significant new generation, we anticipate that maturity assessments will play an important role in optimal new build delivery. The UK’s lack of recent major nuclear energy project experience leaves its project management and project controls processes vulnerable. A maturity assessment establishes a baseline and maps the onward journey. We have successfully supported clients with project management and commercial services leadership on challenging projects in Europe, the Americas, and the Middle East, some of which have included a maturity assessment. On page 3, you can read about the managed service we provide for EDF, which began with a maturity assessment.
WBS/OBS/CBS Alignment Interface Management
Planning and Scheduling
100%
80%
60%
People Training and SQEP
Cost Management
40% 0%
Reporting and Document Control
Change Control
Risk and Value Management
Estimating and Benchmarking
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New Build renaissance There are now 13 reactors at six UK sites, in various stages of planning and development. These are being delivered through private investment, backed by a strong financial framework and with cross-party support. Each developer has embarked on initiatives around research & development, skills creation and enhancement, manufacturing capability and industrywide liaison. However, there remains much to be achieved in the areas of policy and capacity to ensure the programme’s success. POLICY The new build strategy has seen the selection of four reactor technologies from a variety of global vendors. At first sight, this contradicts the objective of a framework for future UK capability. But a privately funded, economically viable programme built around new UK reactor technology was simply not an option and the chosen strategy provides significant opportunity. With government backing and by forging partnerships and alliances, UK industry can position itself as a prominent supplier to four of the seven leading vendors. The choice of vendors also gives access to the Chinese and Japanese markets, although this will need strong diplomatic support. The UK has excellent engineering and professional service capabilities across the nuclear life-cycle, but has not built a nuclear power station for a generation. Currently, we cover the full supply chain only in the fields of operation, waste management and decommissioning. Harnessing the new build programme to drive employment, skills and capability growth is important to enable the post-2030 nuclear build. This is demonstrated by the UK supply chain’s significant share in the first project at Hinkley – largely limited to civil engineering, consultancy and lower tier elements. The strategy is working, but there is some way to go. Rolls-Royce’s partnership with Hitachi is a step forward for subsequent projects, but increased government
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lobbying on local supply in target areas is needed to secure supply chain growth. The Chinese Hualong One reactor’s first deployment in a western market is of particular interest, with potential for UK involvement in third markets. The UK’s R&D and new technology nuclear industry is ripe for reinvigoration, with NIRAB identifying the potential of Small Modular Reactors (SMR). The recent budget announcement of £250m investment over five years is a positive step, but will not fully fund development of a robust UK technology for export. The government needs to work with industry experts to develop a technology strategy, weighing up cost, financing and potential market.
Nuclear power is a key part of the UK government’s energy policy for a sustainable, low carbon future. The planned renaissance in nuclear engineering will therefore have far-reaching impacts on skills development, and domestic and European industry, as well as energy security.
compete in its own right. This would not only support the aim to join the nuclear energy nations, but also provide greater certainty of project cost and schedule. Knowing the baseline position and measuring project performance against it is, of course, critical. Greater cost certainty will provide confidence in the sector, as well as in individual projects. Confidence is extremely important and the programme’s challenges and lack of momentum are increasingly a concern to investors. However, final investment decision for the first plant at Hinkley Point C will clear the way for the whole programme to progress. The benefits of developing a series of plants must be realised, enabling more confidence in future business cases. This applies across the various technologies currently proposed for the UK. The sector urgently needs a way of sharing lessons learned, providing a robust platform for inward investors and skills exporters alike.
CAPACITY UK supply chain capacity requires long-term investment in people, skills and equipment. In a maturing market, this would be a natural progression, but the timescales for nuclear energy projects mean that a catalyst is needed. The government’s aim of becoming a nuclear energy nation cannot be delivered by the private sector alone. A joint approach is needed, with direct or indirect government backing, and greater co-operation between developers and vendors. Immediate new build needs are met by the UK supply chain and experienced overseas companies forming joint ventures to bid for work. However, serious investment in manufacturing capacity is needed to enable the UK to
THE INDUSTRIAL ADVENTURE BEGINS The first project in this new build programme has been challenging and has called upon skills from around the world. Faithful+Gould has been involved at Hinkley Point C since the earliest stages, utilising our long history in the sector. Initially, we supported the development of the procurement strategy, working closely with EDF in the UK and France. Our industry costing and benchmarking enables development of cost models and scenarios as the design and contract strategy matures. We provide support to the investment case, regulatory and shareholder audits and we lead key supply contracts negotiations. We remain an integral part of the project as it moves from development into delivery. Our investment and shareholder support continues, on a reporting rather than development basis, and our team is expanding to support programme areas such as the Conventional Island and Balance of Plant. We feel proud to be a key part of this first project, and we passionately support the positioning of the UK as a world leader in nuclear energy.
SEAN LYNCH sean.lynch@ fgould.com
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EARTHWORKS
solutions
FAITHFUL+GOULD NUCLEAR ENERGY TEAM
Finding ways to visualise and quantify earthworks has always been challenging, but BIM brings transformational change. The civil engineering field has been slow to embrace BIM, but all aspects of civils projects, including earthworks materials movement, measurement and management, can benefit from the BIM approach. A viable, successful project often starts with managing the earthworks accurately and efficiently. If the project solution requires the current topography to be changed at some stage, it’s necessary to measure and interpret the extent of that change. Traditionally this has been difficult, but BIM tools can model and analyse earthwork changes accurately, producing estimates of excavation and fill volumes. This ensures that the earthworks are properly understood – no under or overestimating – and their design is optimised. In commercial terms, this means optimising the site in order to achieve a cut/fill balance, reducing expensive off-site disposal, handling material once only, minimising waste, re-using materials where possible, dealing with contaminated soils, and ensuring environmental compliance. The BIM model can enable the earthworks volumes to be balanced, but detailed planning, estimation, programming and careful
management of site-won materials are also needed. The right material must be available at the right time, to meet required fill specifications and to enable efficient and cost-effective works. Continual development of BIM tools is leading to a more efficient and holistic site appraisal and planning process, through enhanced geological modelling techniques and optimised site configurations with detailed quantification analysis. Understandably there are challenges in adopting technology that requires a common data environment, as well as decisions to be made in respect of where data should be hosted, who has ownership and access. These issues are being resolved as BIM is being introduced into nuclear new build and decommissioning. We expect to see increasing use of BIM in this sector.
KEVIN MCNEALEY
kevin.mcnealey@fgould.com
ADAM BROOKS
adam.brooks@fgould.com
KEVIN LUFF
kevin.luff@fgould.com
KIERAN MCMANAMON
kieran.mcmanamon@fgould.com
SEAN LYNCH
sean.lynch@fgould.com
IAIN STEWART iain.stewart@ fgould.com
CHRIS TAYLOR
chris.taylor@fgould.com
HEAD OFFICE 020 7121 2121 12
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