Industry Link – Winter 2019

MAGAZINE OF THE UK NUCLEAR INDUSTRY ASSOCIATION WINTER / 2019

NIAUK.ORG 4

TACKLING THE MENTAL HEALTH CRISIS 16

The Story of 2 the World’s Largest Crane UK TAKING BIG STEPS TO FUSION POWER 20

James Fisher Nuclear

Simply The Right Solution A world class project and technical integrator for the nuclear industry.

Providing engineering, manufacturing and specialist services, built on a culture of excellence, innovation and practical experience.

UK reactor segmentation

www.jfnl.co.uk

In my first appearance as Editor, I have the pleasure of working on the last issue of the year.

Instead of recapping where we’ve been, it seemed more exciting to look to where we’re going.

In this issue, we’ll find out how the UK is making strides towards fusion power; what the industry is doing to tackle the mental health crisis in the engineering sector; and breakthrough innovations that are setting new standards for the future.

Our Chief Executive, Tom Greatrex, welcomes you to be part of the success of the #RediscoverNuclear campaign—and it seems there’s no better time than the present to inform the public and decisionmakers about why we need to be investing in this low carbon source of power.

As always, we look forward to seeing our members’ friendly faces at our Nuclear 2019 conference and Annual Dinner—and for those who won’t be celebrating with us in London, you will be missed.

Have a relaxing winter break and all the best in the New Year.

Hartley Butler George, Editor

IN THIS ISSUE...

A NEW BEGINNING FOR THE UK NUCLEAR INDUSTRY PAGE 10

IN VIEW

PAGE 14

PAGE 22

NEW IMAGE PAGE 8 AND GLOBAL REACH FOR NUVIA

IN CONVERSATION...

ANDREW TITLEY

NIAUK.ORG Follow us: @NIAUK

Editor - Hartley Butler George Art Editor - Dan Powney Contributors - Tom Greatrex, Ieuan Williams, Georgina Hines, Beth Wisely, Stijn Sarens – Sarens UK, David Buchanon – James Fisher Nuclear, Chris Medlock – Nuvia, Andrew Renton – Castletown Law, Mark McBrideWright – EqualEngineers, Nick Holloway – UKAEA, Andrew Titley – Ansaldo Nuclear, Janine Worthington – Cavendish Nuclear, with additional thanks to World Nuclear News

Nuclear Industry Association is a company limited by guarantee registered in England No. 2804518 Registered Office 5th Floor Tower House 10 Southampton Street London WC2E 7HA TEL +44(0)20 7766 6640 EMAIL info@niauk.org

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Cover image: Courtesy of Sarens UK Ltd - www.sarens.com This magazine is printed on 100% post-consumer recycled paper, using vegetable based inks.

BY. STIJN SARENS / SARENS

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hen Sarens set out to build the largest crane in the world, it was a vision of enormous size and scale: to build a crane more than double the height of Big Ben and nearly the height of the Shard would take extreme precision, talent and ingenuity.

After months of hard work and engineering firsts, Sarens proudly launched the SGC-250, the largest crane in the world in both size and capacity.

Beyond Boundaries: The Story of the World’s Largest Crane

Unveiling the mightiest crane in the world

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“Big Carl”, as the SGC-250 is called, has a maximum load moment of 250.000Tm and the might to hoist 1,400 elephants in a single lift (that’s 5,000 tonnes at a time!). Reaching an incredible altitude of 250 metres, Big Carl dwarfs the tallest tower at London’s Canary Wharf, and far exceeds the heights of beloved landmarks like Big Ben. This massive crane boasts a boom that can extend up to 160 metres and a jib that can reach up to 100 metres, all counterbalanced by 52 containers weighing 100 tonnes each.

It boasts 12 engines, grouped in six power packs, and uses 6 kilometres of rail track. Even at a larger radius of 100 metres, Big Carl can still lift 2.000 tonnes—all while maintaining ground pressures below 25T/m². This is thanks to its spreader mats and the high number of wheel bogies used along its double-ring beams.

Especially noteworthy is how easily the Big Carl moves, fully-rigged, from one lift position to another. It features two sets of wheels: one set for slewing and one set for travelling.

The second set of 96 wheels retracts hydraulically and can be pushed out whenever the crane needs to move. This innovation is a breakthrough in the global crane industry, setting the standard for the future.

In November of 2018, Sarens proudly unveiled this groundbreaking new crane in the port in Ghent in Belgium, celebrating with a special inauguration event attended by media and industry professionals.

There, CEO Wim Sarens and Carl Sarens, the Director of Technical Solutions, Projects, and Engineering, presented the SGC-250’s commercial and technical capabilities, and guests were given a unique opportunity to see the crane in action.

Building on years of innovation and safety The SGC-250 is the latest in a long line of Sarens innovations, and the first of the third generation of ring-based cranes developed by the Group.

The SGC-250 also continues Sarens’ commitment to safety, achieving the highest performance level (PL E) and featuring a full redundancy system for hoisting and slewing, achieved by intelligently linking 12 engines grouped in six power packs.

As with other SGC cranes in the Sarens fleet, the SGC-250 was designed completely in-house, and construction was completed by certified manufacturers and specialists in Europe. As always, it was developed in response to changing client needs, reflecting a growing preference for preassembling large modules in a controlled environment and then lifting them at higher capacities.

Achieving new heights at Hinkley Point C In early 2019, Sarens delivered Big Carl to its first project site, the UK’s Hinkley Point C power station. Hinkley Point C is the UK’s largest and most complex civil engineering project, so it is fitting that the world’s largest crane is on site to help with construction. Once complete, Hinkley Point C will supply 7% of the UK’s low carbon energy.

Big Carl was delivered to the UK via ship and was safely rigged within ten weeks, despite heavy winds on site. At Hinkley Point C, Big Carl is currently lifting more than 600 massive pre-fabricated components, including major sections of each unit’s steel containment liner and dome. This massive crane is revolutionising how large components are built in factory conditions, promoting greater efficiencies and higherquality outcomes.

Looking to the future With the launch of the newest crane in its fleet—and the largest crane in the world—Sarens continues to set the standard in the global crane industry. As an established leader in crane rental services, heavy lifting, and engineered transport, Sarens looks forward to providing creative and intelligent solutions to its clients around the globe for many years to come. The SGC-250, or “Big Carl”, is expected to contribute to many more vital large-scale projects, like the Hinkley Point C power station project, in the future.

Sarens is proud to have designed, developed, and launched a crane that redefines what is possible in the world of heavy lifting by bringing greater heights, greater loads, and greater portability to its clients.

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BY. TOM GREATREX

In October, the NIA launched the Rediscover Nuclear campaign, because now, more than ever, we need to invest in this low carbon, dependable source of power.

We’ve created a micro-site on niauk.org and a social media campaign which focuses on three main pillars: net zero, prosperity, and nuclear’s key role as a dependable, proven source of home-grown power.

The campaign makes the point we must act now, because urgency is crucial. The clock is ticking on our net zero goals.

Nuclear energy provides the ‘firm’ power the Committee on Climate Change has called for, alongside intermittent wind and solar. It’s essential to meet the increased demand for low carbon electricity in a net zero economy, and the only sure-fire way to wean the country off burning gas for power generation.

To meet net zero we cannot rely on any single clean power source—and as all but one of the UK’s existing nuclear fleet is due to retire by 2030, there is a clear and pressing need for new nuclear capacity as part of our future clean power mix.

Nuclear is also an economic engine—bringing investment and prosperity to urban and rural regions of the UK. Ongoing

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commitment to nuclear power will allow is to build on the 60,000 jobs the sector already creates.

As a part of the industry, you’ll be witness to the benefits of nuclear power: how it is already leading the fight against climate change; creating high quality careers for future generations; revitalising regional economic regeneration; leading innovation; building UK plc’s science, engineering and infrastructure capabilities; forging strong international trade relationships beyond the EU and underpinning energy security.

While our intelligence and regular polling shows that many people support nuclear as part of the answer to how we reduce carbon emissions and power our homes, businesses and public services in a secure, reliable and affordable way— it also shows there are many who do not know very much about nuclear power. That is why we are making an active effort to drive home the message that we must secure nuclear energy’s benefits for the future, to both the public and decision-makers through this six-month campaign.

We want to ensure the case for nuclear power as part of the energy mix is heard loud and clear. We can help do that on your

MEDIA WATCH NEWS

In September, the NIA released new figures which show nearly 60,000 people are employed in the civil nuclear sector across the UK, equivalent to the aerospace manufacturing industry, based on a survey of its members. This includes nearly 2,000 apprenticeships and over 900 graduates.

The Civil Nuclear Industry Jobs Map indicates a spread of highly skilled employment across the UK in power station construction and operations, manufacturing, decommissioning, research and development, waste management and nuclear fuel.

Employment hotspots are located in South West Scotland, South West England, East Lothian and Caithness, North West Wales, the Greater Manchester area, Cumbria, Oxfordshire, Kent and Suffolk.

In October, the responses to a consultation on the ‘Regulated Asset Base’ (RAB) funding method wrapped up.

Consumers could pay significantly less for low carbon electricity from future nuclear power stations as a result of a new approach to funding being proposed by the Government. The RAB model encourages investment into major infrastructure projects by delivering reliable returns, at a reduced rate, before a plant is operational. This reduces the need for large-scale, long-term borrowing at high interest rates, which significantly increases the cost of power.

The Nuclear Sector Deal is being successfully implemented with support from Government, making headway on hitting its targets. It is nearing an agreement on a supply chain programme, to ensure the supply chain is developing in the right areas to capture UK and export opportunities.

behalf—but the campaign needs you, the people who make up our industry, to also play a part.

As ambassadors for the nuclear industry, you can amplify the message by retweeting on Twitter, as well as liking and joining in the conversation on the NIA’s LinkedIn channel, and by using the messages and information bank we are building in your conversations with stakeholders, beyond the nuclear community.

In November, a petition to include nuclear in the EU sustainable finance taxonomy reached its target of 5,000 signatures—with help from NIA’s membership.

The European Commission named a Technical Expert Group to collect a Taxonomy of sustainable investments.

The Taxonomy’s purpose is to be a go-to source for investors and funds that are looking for sustainable investments. The first version of the Taxonomy is now out—and while nuclear was considered, and its advantages for climate change mitigation were acknowledged, it was left out.

The NIA penned a manifesto for candidates at the General Election, keeping them informed on developments in nuclear and urging them to back it as part of the energy mix.

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Highlighting multiple applications of SMRs NuScale has conducted studies into the use of its SMR design for flexible power operations, hydrogen production, process heat and power for oil refineries, and water desalination. Its technology is so far the first and only SMR undergoing the US regulatory process.

As the penetration of renewable energy increases, the need for systems that can balance and stabilise the grid using carbon-fee power will become increasingly important as reflected in the Energy Imbalance Markets emerging in the USA. NuScale has invested US$9 million into the development of its SMR and completion of its design certification review is expected in September 2020.

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Nuclear remains in South Africa Operation of Koeberg nuclear plant will be extended by 20 years and a new build programme will be launched as part of South Africa’s future energy plans.

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The 2011 Integrated Resource Plan (IRP) called for construction of 9600 MWe of new nuclear capacity over the period to 2030. When launched, the IRP was called a “living plan” which would be frequently revised.

The 2019 IRP update states: “In order to avoid the demise of the nuclear power programme, South Africa has made a decision to extend its design life and expand the nuclear power programme into the future.”

The plan calls for Koeberg operation to be extended to 2044, and an immediate start of a new build programme to add 2500 MW of generating capacity.

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Asia sees benefits of nuclear, report shows Nuclear energy in Asia is meeting the growing demand for electricity, whilst helping to tackle air pollution and climate change, according to a report published in October by World Nuclear Association.

The World Nuclear Performance Report 2019 Asia Edition shows that last year nuclear generation in the region increased by 12% and avoided the emission of over 500 million tonnes of CO2 that would have otherwise been produced by coal-fired plants.

Worldwide nuclear generation in 2018 increased for the sixth successive year, reaching 2563 TWh. This is more than 10% of global electricity demand.

In Asia, nuclear generation rose by more than 10%, to reach 533 TWh, now more than one-fifth of global generation.

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Dismantling of Zorita containment dome Enresa has begun work to dismantle the dome of the containment building of the José Cabrera power plant. The plant - also known as Zorita - is the first to be decommissioned in Spain.

The first section of the dome − measuring eight metres in diameter, 16 millimetres thick and weighing 5.2 tonnes − had been cut and removed. Two large cranes were used to manoeuvre the piece from the top of the containment building to the ground.

In 2010 Westinghouse - which originally supplied the reactor - won a contract from Enresa to dismantle the reactor vessel internals. This was followed by another contract in 2013 to dismantle the reactor pressure vessel.

It is estimated that about 104,000 tonnes of materials will be managed throughout the duration of the project.

For more details on these and other stories please visit www.world-nuclear-news.org

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JFN delivers radioactive source store for Hinkley Point C BY. DAVID BUCHANON / JAMES FISHER NUCLEAR

James Fisher Nuclear (JFN) has successfully completed and handed over the new, secure on-site radioactive source store to EDF Energy at Hinkley Point C (HPC). The store will be used to safely house EDF Energy’s fleet of sealed radioactive sources, which are used for non-destructive testing, critical to the completion of construction works at HPC. The requirement for a store was realised during discussions about the provision of sealed radioactive sources with JFN sister company High Technology Source Limited (HTSL). Calling on proven experience in modular and containerised systems, JFN based the concept design on a single 40ft storage container.

This enabled the overall footprint of the store to be kept to a minimum, reducing costs and technical risk while maximising value for money.

JFN worked with strategic radiation shielding partner, Aurora Health Physics Ltd, to determine the most efficient and ergonomic method of storing the radioactive sources. The store consists of four storage units, each containing 16 individual, lead-shielded cabinets to hold 64 sources.

Each source is stored in a projector within one of the custom modular storage cabinets. JFN worked with Nuclear Shields on the design and manufacture for the bespoke radioactive source storage cabinets. The cabinets, together with a computer terminal and programmable Radio-Frequency Identification (RFID) tags provide numbered, individual, lockable, computercontrolled storage for each source.

The system enables operators to be assigned access to specific storage compartments between specified working hours, allowing full traceability of each sources’ projector at any time. The store

facilitates the safest means of centrally controlling the large number of radioactive sources, while reducing onerous permit processes, saving time and money during operations on site.

Gez Farnsworth, CRF Project Manager Civils Programme for Hinkley Point C, says, “The provision of this Radioactive Source Store presented many challenges, starting with gathering requirements from several contractors on the number and type of sources they are likely to use on site in the next 6 years.

Some of the projects needing to store sources are at a very early stage, so we needed a store that would provide flexibility whilst meeting the high level of safety and security control that is expected at this site.

Carrying out work for the first time on a Nuclear Licensed Site can be problematic for any contractor, and the James Fisher team were required to interact and meet the needs of many stakeholders here at HPC. By demonstrating a resilient approach and willingness to coordinate closely with our Engineering and Construction teams, James Fisher were able to provide us with a product that should serve the HPC project well, with the potential for re-use at other facilities”.

Following on from the success of the source store, JFN has established a working agreement with their strategic partners to offer an integrated engineering solution incorporating project management, design, manufacture, radiation protection calculation and source provision.

JFN’s agreement with HTSL, Aurora Health Physics and Nuclear Shields provides a full-solution partnership for radioactive source storage, offering increased flexibility and lower execution risk, reducing costs and maximising value for money.

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iews of the Self Climbing Platform at the First Generation Reprocessing Plant Stack (Images V courtesy of Sellafield Limited); Nuvia Canada office opening; NUVIA India bagged the significant work for ‘Balance Supply, Fabrication, Erection, Testing, Commissioning and trail run of Filtration and D.M. Water Plant of KAPP-3&4’

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NUVIA moves forward with a new image and global reach BY. CHRIS MEDLOCK / NUVIA

RADIATION PROTECTION SERVICES

L AND CHARA& WASTE CTERIS ATION S

NUVIA is recognised internationally as a provider of world class Radiation Safety Services through a highly trained, totally committed and professional workforce.

Image ©

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ver its ten-year existence, NUVIA Group has established itself as a global leader in engineering, services and products supporting nuclear power production—from initial design, through to final decommissioning.

In addition, the Group has also developed significant capabilities in other related nuclear sectors such as health care.

Its expertise and services extend to other “sensitive” industries that are subject to strong regulatory constraints and/or requirements, including the oil and gas industry and the scientific research sector.

NUVIA Group has brought innovations from other industries to the nuclear sector, and most recently, has had a critical success with Sellafield in reducing its risk profile.

The First Generation Reprocessing Plant (FGRP) Stack was constructed and commissioned in the early 1950s and was an authorised gaseous aerial discharge outlet for several operational and decommissioning buildings across the Sellafield Ltd site.

The Stack was approximately 61m high and extended some 122m above ground level, but the structural condition did not meet modern standards. It also posed a significant risk to surrounding facilities.

The project aimed to dismantle the stack from the existing building using a Self Climbing Platform (SCP). The technology was adapted from an existing commercial platform to meet nuclear safety requirements by providing a stable

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NDA

base for demolition. In addition, the only suitable method of demolition would be using traditional “by hand” techniques to remove the outer windshield and inner steel liner.

The SCP had a steel and aluminium frame construction and was clamped to the stack windshield using a set of circumferential bands which pass around the windshield. These are pre-tensioned to induce a contact bearing pressure on the stack windshield, effectively holding the SCP by friction. Demonstrating its safe and effective operation was essential to the deployment of the technology and dismantling methods.

A full-size replica of the top 10m of the external concrete windshield was constructed at Delta International. The movement of the platform and demolition techniques were trialled on the mock stack allowing NUVIA to provide assurance to Sellafield and the regulator of the safety of the system.

The demolition of Sellafield’s tallest stack is now complete, some eight months ahead of schedule. Its demolition has retired a Category A risk on the Sellafield site. The project demonstrated success of the close collaboration between Sellafield Ltd, NUVIA, Delta International and Alimak.

In the future, this self-climbing platform design could be adjusted to suit other chimneys within nuclear sites in the UK and around the world.

The success of this project has been officially recognised: it received the Nuclear

Decommissioning Innovation Design and Collaboration award in November 2017, the Sellafield Business award in 2018 and the ICiPS Step Change award in 2019.

While NUVIA has its current largest markets in the UK and France, it has experienced exciting expansion in its developing markets including Canada, Sweden, India and perhaps most notably Czech Republic, where its growth has been spectacular.

The long-term investment in developing NUVIA’s business in Canada and Sweden has paid off with the award of a significant contract to supply HP support to the Bruce Power Major Component Replacement programme, while in Sweden NUVIA recently completed the acquisition of ELAJO’s Engineering company, the ELAJO branch specialising in Health Physics.

India is one of NUVIA’s emerging markets, particularly targeted for developing a local resource to support the large nuclear power programme there.

As a testament to NUVIA’s capability, a significant contract was awarded for the installation of a demineralised water plant at the Kakrapar Atomic Power Station (KAPS) which is just coming to completion.

As NUVIA moves into its second decade of existence, it is working hard to retain the vast experience of its predecessor companies. It is developing new skills and products to meet the challenges of supporting the new generation of nuclear power plants and facilities, while safety and efficiently dealing with nuclear legacies around the world.

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ithout wishing to be too critical of the state of the direction of Nuclear New Build (NNB) in the UK, it does seem opportune to consider the need for change. The reasons are complex and multiple but at the core is the fundamental issue of the government trying to manage an industry that it does not fully understand and which it has no determination to see succeed.

Industry also must take some responsibility for a failure to identify the shortcomings of approaches being taken and the absence of a voice which is effective in presenting an alternative to what government was doing. In my view this stems from a misconception in government at the outset that NNB could be delivered through private finance and without being underwritten

by Government. This set the industry on the wrong course and it has been trying to find its way back to the right course ever since.

Evidence of the lack of understanding is the multiple and often misguided consultations, delays in publishing green and white papers and the absence of attention to some of the great work done in the parliamentary committees from 2007 up until now. If more evidence is needed just look at the papers that people of eminent standing in the industry have written about the topic over the past few years.

What does a new beginning mean for the UK? From a legal point of view the advent of leaving the EU may well make the UK a more attractive place for inward investment, it may also allow government to support major initiatives and the constraints of some of the less beneficial regulation imposed by the EU may be removed. The UK as part of treaties with other countries may well benefit from the ability to export its immense repository of nuclear knowledge.

In the UK we consider our approach to regulation of nuclear installations to be the gold standard. Experience from outside the UK suggests the regulatory structure in the UK is seen as an unnecessarily pedantic and costly process, which acts as a major disincentive to participation. As other nuclear states emerge, the industry internationally is more interested in those where the cost of delivery is more manageable and the outcomes no less safe than in the UK. The Office for Nuclear Regulation (ONR) functions as a statutory body under the direction of ministers (government).

It may be that ministers should listen more widely to industry to understand what ministers should be directing the ONR to do in terms of regulating the nuclear industry in the UK. It is suggested that the environment created by the regulator should be one which is designed to enable success.

OPINION

BY. ANDREW RENTON / CASTLETOWN LAW

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What is it that needs to be regulated?

At the time when the ONR and the Office for Nuclear Development were established, the concept was to have a single technology solution onto which the ONR could throw all their resources and achieve a robust solution for the UK nuclear sector. That approach changed very quickly as the financial interests of overseas developers were brought to bear. The ONR became overstretched and the process became more tortuous than was intended.

That single technology concept was in consideration of large (1000MW+) single technology delivery. Times have changed and the needs of the industry have changed. To meet the needs of the industry, a revisit of the ONR structure function and delegated role should be looked at.

We should now be considering regulation and licencing for large technologies (of which there may be several), modular technologies, fusion technologies, floating facilities, offshore facilities, smaller sites, combined sites and international application of the solutions under consideration by the some of the more advanced developers in the UK on the basis of international deployment of UK nuclear technology and skills.

It may also be that the view that the ONR is designed to regulate a new industry which has limited capability in the nuclear sector, needs to be revisited when the UK has some of the most capable nuclear engineering professionals in any industry in the world. That is not to say the ONR doesn’t respect the industry view. In fact the opposite is probably the case but the directions given to the ONR shackle its ability to be permissive of proposed approaches to regulatory compliance.

Although in the UK we are adopting nuclear technologies which are already regulated and approved in advanced nuclear countries, we are requiring the developers to have their technologies approved as if they were entrepreneur developers of technology which has no track record. This is counterproductive and inordinately time consuming. The considerations are many and complex but the industry is full of exceptionally talented people and their ability to deliver a safe and secure outcome to the challenges should never be doubted.

The reflected thoughts of the industry were summed up in the 3rd Report of the House of Lords Select Committee on Science and Technology in 2016-17.

“In light of the strongly critical evidence we have received, the Government needs to review and refresh the 2013 strategy for nuclear energy, in conjunction with the NIC and take swift action and concrete steps towards its further implementation.

Furthermore, this strategy must be widely publicised and provide both a clear vision and consistency for the long term in conjunction with other existing or planned technologies.”

Although the government has had other distractions, it did announce several deals including the nuclear sector deal.

Although welcome, the announcement of a package within a structure that is not delivering key objectives, is unlikely to be fully successful.

What should we do?

The question which Lord Hutton asked at the time of the Select Committee investigation was: “Do we want to be a top-table nuclear nation, which is the role we have always occupied and done so brilliantly for the last 60 years, or are we going to settle for some other role which might not be the full-spectrum range of capabilities that we have got used to?”

Rolls Royce in their proposals for Small Modular Reactor (SMR) nuclear power stations referred to the need for a “National Endeavour” which has all the connotations of working together towards a single objective.

The single national purpose may be broader than the ideal of leading the world in SMR technology and it may require the different elements and interest groups to recognise a joint benefit in a different approach. This different approach was also touched on in the 2016-17 report, but little has been heard of it since.

The idea of merging the National Nuclear Laboratory (NNL) and the UK Atomic Energy Authority (UKAEA) and perhaps the Nuclear Advanced Manufacturing Research Centre (Nuclear AMRC) into a single body covering all technologies (fission and fusion) was identified and supported in the report. Although some of the evidence taken suggested a degree of self interest in maintaining autonomy of some agencies and although the 2016-17 report found it did not see any great advantage in merging the two at that time, the clear finding that the NNL had a confused public and commercial role, meant change had to be considered.

The inputs of the Nuclear Innovation and Research Office, NNL and the Nuclear Decommissioning Authority (NDA) to government are opaque and seen by industry as often self-serving rather than progressive and so the finding seems to ignore the cellular approach of agencies in speaking to government and the benefit a single body focused on the success of industry might achieve.

The nuclear industry requires a long-term strategy and stability in policy. The approach of government to decision making is redolent of lack of sufficient knowledge of the subject matter, which is entirely understandable given the complexity in the nuclear industry. However, decisions and lack of decisions by

successive government ministers and changes of direction on policy and approach, has been less than helpful to the successful outcomes we all want for the nuclear sector in the UK. Addressing the needs of regulating advanced nuclear technologies, the completion of deliberations on Regulated Asset Based Model for funding (www.niauk.org/media-centre/ blog/recent-developments-in-the-uks-nuclear-programme) and a structure which is more suited to delivering national objectives, are three imperatives which the government can address by taking a strong policy decision to recognise its own inability and to direct through appropriate structures, the delivery of the industry the country needs.

In conclusion If there is any doubt about the need for decision making, a nongovernmental industry leader and a statement of clear objectives, then read the most recent ministerial statement which the office of circumlocution would be proud of: BEIS Advanced Nuclear Technologies 2019 (www.cleanenergyministerial. org/sites/default/files/2019-06/BEIS_Advanced_Nuclear_ Technologies_2019.pdf).

Go to the last page which cites only 17 of the forest of papers that have been produced on the subject in the past five years. If we want to achieve the position posited in the question of Lord Hutton, then there must be swift and concrete decisions made.

More consultations and deliberation may impact adversely on the industry in the UK; the industry knows what is needed.

Government has for too long not been willing to listen and industry too limited in vocalising its concerns over the deadlock caused by the indecision of those tasked to deliver the outcomes needed. Our standing internationally has been diminished and we need to regain our position.

A single body created out of NNL, UKAEA and Nuclear AMRC could be tasked by government to deliver specific objectives and could be funded jointly from government and commercially. The ONR can be re-tasked with proper funding and resources. Those two fundamental roles can be the backbone of a revitalised industry in the UK. Such a body could address the difficulties which beset the NDA and its role in the industry.

The demand for energy globally is undoubtedly going to create opportunities for leaders in low carbon generation. If the UK wants to be a leader in the global nuclear industry, it has to move now and make the decisions which will secure our indigenous nuclear capability and allow our industry to be a force in the world energy sector.

And Finally For all those who don’t know how to respond to the spurious risks raised about the safety of nuclear, please read these two papers: What is the Safest Form of Energy (https://ourworldindata. org/what-is-the-safest-form-of-energy) Deaths per TWH by Energy Source (www.nextbigfuture. com/2011/03/deaths-per-twh-by-energy-source.html) Both of these support the position in a paper by Visual Capitalist called The Safest Source of Energy Will Surprise You (www.visualcapitalist.com/worlds-safest-source-energy).

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Despite falling prices for renewables, the Committee on Climate Change predicts the UK will need around 40% of low carbon electricity to be reliable (or “firm”), available on demand, even when the wind is still or in the dark of winter.

In a world with no more polluting coal and gas, the only proven “firm” and large scale low carbon technology available is nuclear and it remains the UK’s largest source of low carbon electricity today.

Countries that use renewables and nuclear together have already successfully cut their emissions, whilst those that have turned away from nuclear have needed to continue to burn fossil fuels. Understanding this explains why life-extension of existing nuclear plants around the world is increasingly understood as being vital for success in fighting climate change.

But if the need for nuclear as a reliable source of low carbon electricity is clear, the falling price for renewable projects provides nuclear with a challenge to cut costs. The Government’s consultation on the Regulated Asset Base model for new nuclear recognises that financing costs are the key to making nuclear and big infrastructure cheaper for consumers.

Lower cost financing has been a major component of the offshore wind success story, where cheaper lending has cut costs to consumers on top of the benefits of falling construction costs, which have been driven down by experience and repetition of successive projects. The same principles need to be applied to new nuclear.

In the UK, copying as faithfully as possible a design that has already been approved and is under construction can reduce risk and bring in cheaper finance.

Builders know exactly what needs to be done, how to do it and have a much clearer idea of the cost. Restarting an industry and building the first of a UK-adapted design is challenging. At Hinkley Point C, the second of the two reactors under construction proves the point. Teams that worked on the first reactor find their experience makes the second easier to build.

Replication of the Hinkley Point C design at Sizewell C will be a first for the UK nuclear industry. The reduced risk of replication means Sizewell C could benefit from the Regulated Asset Base funding model on which the Government has consulted. When applied to the Thames Tideway super sewer in London it dramatically cut the cost to consumers for a project which will transform the capital’s environment.

Investors are ready to play their part. Pension funds want to invest in technologies that fight climate change and create jobs. This is the “Just Transition”, where investment in a low carbon economy brings social as well as environmental benefits.

Nuclear does both. These investors will be able to lend their money more cheaply if they know there is less risk.

We also need to show that nuclear has the potential to adapt to the changing electricity system – whether producing low carbon clean hydrogen for transport, flexing to meet varying demand or using waste heat for local industry, as already happens in France. EDF Energy has already carried out hydrogen feasibility studies at Heysham in Lancashire.

We firmly believe that it is possible to make nuclear more adaptable and cheaper to construct and finance. Meeting this challenge will allow nuclear power to continue to serve Britain for many decades as the cornerstone of our energy security and a key building block in the fight against climate change.

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IN VIEW

High Value Catapult Centres Working Together To Save Tax Payers Money

T

Image courtesy of Manufacturing Technology Centre — www.the-mtc.org

he Manufacturing Technology Centre and the Nuclear AMRC are using their shared knowledge and expertise to develop collaborative techniques in decommissioning and operational activities with the ultimate aim of saving tax payers’ money.

The type of projects that have been delivered involve design for manufacturing, process improvement and the use of innovative laser welding techniques.

Other joint activities planned include looking at the whole product lifecycle to find cost reduction opportunities and to develop the high value civil nuclear UK supply base’s knowledge and capability.

2019 | WINTER — 15

Tackling the Mental Health Crisis in the Engineering Sector BY. DR MARK MCBRIDE-WRIGHT CENG MICHEME / EQUALENGINEERS

How creating an inclusive environment can lead to better outcomes for those suffering from poor mental health in the workforce.

The engineering industry is suffering a mental health crisis. A study conducted by EqualEngineers titled, ‘Masculinity in Engineering’ uncovered that, out of 875 engineers who took part, more than a fifth had taken time off work due to mental health issues, while over a third described their mental health as fair or poor. Not only that, but almost one in five of those surveyed revealed how they had lost a colleague to suicide.

These staggering statistics reveal how the engineering field is struggling to address the health challenges facing its workforce. It is easy to draw a conclusion that the line of work is the cause; however, the report further revealed that, despite working in a male dominant industry, fewer women engineers suffered from poor mental health and suicide ideation—which suggests the harmful macho culture that values suffering in silence over healthy forms of expression is a contributing factor.

“The statistics revealed in the Masculinity in Engineering report are truly shocking,” says Simon Blake OBE, Chief Executive, Mental Health First Aid England, “…it is clear that much more needs to be done to prevent these tragic deaths. A cultural shift is required in the industry so that engineers feel they are able to bring their whole selves to work and seek support if their mental health is suffering. It is also vital that everyone is better equipped to spot when someone might need help and have the skills and confidence to intervene.”

Diversity in the workplace brings several benefits, such as making a company more likely to outperform their competitors by up to 35%. Inclusive teams outperform their peers by 80% because there are various perspectives being heard and shared, creating a trusting space where innovation and creativity can f lourish.

The report found that only 31% of engineers feel included in the environment they work in. Some even felt discriminated against by the equality, diversity and inclusion (ED&I) initiatives that were intended to do good.

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It’s clear more needs to be done in terms of fostering safe and inclusive workplaces for everyone. Now the industry needs to figure out how exactly to go about doing that.

The Masculinity in Engineering Report suggest various ways to begin this journey: 1. Treat physical safety and mental health the same way Most companies employ a health and safety department, which works closely with leaders to improve the environment of their employees. However, H&S is often tailored towards physical safety rather than the psychological and emotional safety of a workplace environment.

Appropriate resources should be made available to ensure both are treated equally, while H&S departments need to work closely with leaders, and cross-sectionally through their companies, to embed positive mental wellbeing programmes, setting them against key metrics to track their progress. This empowers an entire workforce, leading to a more inclusive culture around mental wellbeing.

2. Focus on inclusion Diversity and inclusion are symbiotic; however, a significant amount of men feel excluded from most D&I programmes, which defeats the object of inclusivity.

Tackling the reasons for this needs to be the focus of most D&I programmes to ensure the majority are engaged and feel supported alongside their peers.

Enabling the male majority to understand what makes them different, highlighting and encouraging discussion around the negative impact of gender stereotypes, and learning how these unconscious biases inf luence their workplace culture will help foster empathy, leading to higher engagement and understanding around other people’s experiences.

“The statistics revealed in the Masculinity in Engineering report are truly shocking. With nearly one in five engineers reporting the loss of a colleague to suicide it is clear that much more needs to be done to prevent these tragic deaths.

A cultural shift is required in the industry so that engineers feel able to bring their whole selves to work and seek support if their mental health is suffering. It is also vital that everyone is better equipped to spot when someone might need help and have the skills and confidence to intervene.”

Simon Blake OBE, Chief Executive, MHFA England

3. Offer flexible working opportunities A healthy work-life balance has many benefits, for both an individual and the company they work for. Offering f lexible working to engineers of all backgrounds by diversifying its available forms means everyone can benefit from increased productivity, lower levels of stress, and overall job satisfaction.

4. Allow men to define their own masculinity The Masculinity in Engineering report revealed how both genders agreed that men are pressured to behave in certain ways, and that society’s expectations of men can be unrealistic.

By encouraging men to proudly define their own masculinity and focussing purely on the ‘toxic’ in toxic masculinity, the conversation can shift to the specific traits and behaviours associated with the macho culture that need addressing. This allows room for a healthy, diverse and inclusive work environment that benefits everyone.

Ultimately, a lack of inclusivity in the workplace is a health and safety issue. Engineers are twice as likely to feel comfortable sharing what is happening with their physical health, rather than mental health problems—meaning what’s reported doesn’t even begin to cover the extent of the problem. Tackling the mental health crisis in the engineering sector starts with engaging everyone in ED&I programmes, allowing them to understand their own story, and creating an environment of safety and wellbeing for everyone to benefit from.

Content of this will form part of a national training tour EqualEngineers will deliver in partnership with Diversity & Inclusion in UK Nuclear in 2020. To pre-register and find out more information, email events@equalengineers.com. You can also access the full Masculinity in Engineering report at: http://bit.ly/EqEngMasculinityReport2019.

2019 | WINTER — 17

Providing smart solutions for a more sustainable future...

We are the UK’s leading Independent Systems Integrator and IT solution provider and we maintain our success by concentrating on markets in which we have specialist knowledge and expertise, those sectors being nuclear, power generation, utilities, oil and gas. As a leading Systems Integrator, we provide complex control systems that solve an array of issues for our clients.

We have built relationships with the leading players in each of our markets. Our clients include EDF Energy, NNB GenCo, Nuclear Decommissioning Agency, Sellafield Ltd, Magnox and Urenco. We pride ourselves on the relationships we build, not only with our end clients, but also with our main contract partners and subcontractors, who all contribute to the success of the projects we undertake.

We have over 250 experienced engineers in a variety of disciplines including PLC, SCADA, Software, Hardware, IT, Quality Assurance and Project Engineers. Our team are trusted on every nuclear licensed site in the UK. Established in 1969, we have been working in the nuclear industry for decades and have unparalleled domain experience and an enviable track record for providing innovative solutions for the UK’s most complex and critical infrastructure.

While we work with all the major technology vendors, Capula independent status means we can choose the best unbiased combination of hardware and software for your project, whether that’s for quality improvement, greater productivity, health and safety compliance, cyber security or a truly connected enterprise.

Systems - SCADA and telemetry - Substation automation - Remote monitoring - Boiler Control - Materials tracking - PLC and RTU control - Safety critical - Distributed control

Software - Network visability - Situational waareness - Predictive analysis - Configuration management - Real time data visualisation - Operational data integration - Data historians - System modelling

Service - Support contracts - Upgrades and migration - Technical audits - Cyber security - Panel build - Product repair - Consultancy - Health assessment - Training

Whilst our clients are all unique, with specific strategic and operational objectives, we understand the common characteristics and regulatory constraints because of our deep domain knowledge of the energy, utility and other highly regulated markets. As such we can provide confidence in the data integrity of our solutions and offer the reassurance that projects will be implemented safely and securely.

Our portfolio includes work on some of the most complex critical infrastructure projects, in fact we have supplied 80% of the control systems installed at Sellafield site in the last decade and have provided a wide range of mission critical programmes to major utilities outside of nuclear. We provide support and services across:

• Nuclear new build • Operations and maintenance • Plant upgrades • Obsolescence • Plant Life Extension (PLEX) • Fuel manufacturing • Fuel tracking and transport • Waste management, decommissioning and storage • New technology and research programmes • Transmission and distribution Capula’s decommissioning and waste management systems safely control the processing and storage of our nuclear legacy. Our operational solutions are used to modernise and optimise the UKs fleet of nuclear power generators. We provide control systems for first of a kind advanced and complex production facilities including fuel manufacturing, effluent management and waste processing.

Our depth of applications knowledge, embodied in our highly skilled, experienced and committed team, truly sets us apart. Our continuous investment in apprenticeships and training means we’re developing the next generation of engineers, with the hardware and software skills to secure a level of capability for future generations. We encourage our staff to take advantage of our Corporate Partnership status with the Institution for Engineering and Technology and the British Computer Society by studying for professional qualifications and participating in other training programmes to help them progress and reach their full potential.

Corporate Social Responsibility is an important part of how we operate; we understand how our company interacts with our customers, partners, society and the environment enables us to develop a sustainable business with potential for creating a positive impact.

With offices located nationwide, we’re able to offer local and efficient support to your business.

Capula joined the EDF Energy family in July 2017, when it was acquired along with its parent company Imtech. Together, we share a passion for safety, innovation, digital solutions and quality of service and are totally committed to developing and delivering the next generation of energy efficient and low carbon solutions.

For further enquiries please contact: Peter Handley, Business Development – Nuclear peter.handley@capula.co.uk | +44 (0)17825 827000 | +44 (0)7827 826265

linkedin.com/company/capula

@CapulaLtd

CGN is the world’s biggest developer of new nuclear power stations, and the third-biggest nuclear enterprise globally.

Successfully completed EPR reactors at Taishan, China

We are proud to bring our learning and experience from China to the UK in support of the Hinkley Point C project, and also of our plan (subject to regulatory approval) to develop our HPR1000 reactor at Bradwell B.

Windfarm (In operation)

Windfarm CGN Office (In operation)

Investments in nuclear Investments in nuclear CGN Office (Under construction / planned) (Under construction / planned)

info@cgnuk.co.uk @cgn_uk

2019 | WINTER — 19

eft to right: Culham Science Centre; former Secretary of State Andrea Leadsom at the MAST Upgrade fusion experiment; MAST Upgrade spherical tokamak L experiment; Fusion test in MAST experiment; STEP powerplant illustration and detail.

UK taking big steps to fusion power BY. NICK HOLLOWAY / UK ATOMIC ENERGY AUTHORITY

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In October the UK government launched ambitious plans to design what could be the world’s first nuclear fusion powerplant, with an initial £220 million for the UK Atomic Energy Authority (UKAEA) STEP programme.

STEP (Spherical Tokamak for Energy Production) aims to translate the compact fusion design UKAEA has been trialling at its Culham Science Centre base into an integrated plan for a power-generating reactor. The key aim is to deliver a prototype machine with net electricity output by 2040—an achievement that would put the UK among the leading nations in the race to commercialise fusion.

For now, the funding from the Department of Business, Energy & Industrial Strategy (BEIS) will cover a five-year conceptual design phase. Developing the STEP blueprint will involve a series of projects to find solutions to the demanding engineering problems posed by fusion: such as prototyping and qualification of materials and components, remote and automated maintenance techniques and tritium breeding systems.

As well as reducing technical risk, the work will include market analysis and site selection studies to make STEP not just a proof of concept but the forerunner of an economically viable commercial fusion plant.

Making the STEP announcement on a visit to Culham, Andrea Leadsom, then Secretary of State for BEIS, said: “This is a bold and ambitious investment in the energy technology of the future. Nuclear fusion has the potential to be an unlimited clean, safe and carbon-free energy source and we want the first commercially viable machine to be in the UK. “This long-term investment will build on the UK’s scientific leadership, driving advancements in materials science, plasma physics and robotics to support new high-tech jobs and exports.”

STEP and the UK fusion programme will be boosted by new testing sites now under construction both at Culham and at Rotherham’s Advanced Manufacturing Park. The Fusion Technology Facilities are being set up by UKAEA to develop joining technologies for fusion materials and components.

These will then be tested and evaluated under conditions simulating the inside of a reactor (including high heat flux, in-vacuum, and strong magnetic fields).

By opening the Rotherham site, fusion researchers plan to tap into the manufacturing and engineering expertise in the region as they look to make the transition from laboratory research to industrial deployment. In turn, the Fusion Technology Facilities should give UK companies a head start in winning contracts on ITER—the key international fusion project being built in the south of France—and in the commercialisation of fusion power.

Alongside the Government-funded research effort, a growing number of private firms are springing up with innovative ideas for bringing down the time and cost of fusion reactors. First Light Fusion and Tokamak Energy, both based not far from UKAEA in Oxfordshire, are two examples.

Many of the fundamental challenges of fusion will inevitably need be solved through collaboration. The expertise amassed at Culham—the UK’s national fusion lab since 1962, and host to the world’s largest fusion experiment, the European JET device—can be a major asset to this growing fusion community.

With this in mind, Culham will undergo an £184 million transformation to upgrade its infrastructure and provide shared facilities for UKAEA, fusion companies and university researchers to work together. This will help foster a ‘fusion cluster,’ underlining the UK’s determination to get ahead as fusion enters the delivery era.

Tim Bestwick, Director of Business & Innovation at UKAEA, welcomes the news: “This is an extraordinary opportunity to build on all the talent and capability we already have to deliver a global fusion energy cluster here in the UK,” he said. “It adds to the growing sense of excitement and momentum in the field of fusion energy.”

A leader in the UK civil nuclear industry Our clear strategic direction, strong leadership and the skills and expertise of our workforce make us well positioned to support existing nuclear power plants and new build programmes.

We can offer a supply of enrichment services and nuclear fuel cycle products that is: Competitive • 100% delivery record

Reliable • Four enrichment facilities worldwide, enabling security of supply

Responsive • Long term relationships with flexible contracts

Sustainable • Responsible management of nuclear materials and expertise in decommissioning

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HO10585 Nuclear 2019 Advert 041119.indd 1

04/11/2019 15:45 2019 | WINTER — 21

M

eet Andy Titley, the new Managing Director at Ansaldo Nuclear. As part of the Ansaldo Energia group, Ansaldo Nuclear Ltd specialises in design, manufacture, assembly, test, installation and commissioning of customised solutions for the nuclear decommissioning and new build markets.

Andy brings over 30 years of Engineering and Project Delivery experience to Ansaldo Nuclear. He started his career in the Royal Air Force, moving on to working for Britain’s National Rail network and most recently led a project for Hinkley Point C as part of Jacobs team.

Andy sat down with us to talk about the nuclear supply chain, the future of nuclear in the UK and what sets Ansaldo Nuclear apart.

IN CONVERSATION ...

ANDY TITLEY

WHAT MOTIVATES YOU TO GET OUT OF BED IN THE MORNING?

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Life is all about experiences and the fulfilment that comes with a job well-done. Taking over the Managing Director role for Ansaldo Nuclear UK affords me some wonderful opportunities.

I love being able to facilitate the professional development of our workforce—particularly the graduates and apprentices and I’m passionate about delivering excellence in safety. Reinvigorating our culture and seeing our staff feel empowered to speak up about mental wellness, health and safety motivates me, and I hope, my colleagues as well.

The potential for Ansaldo is massive and pulling the UK and Italian companies capabilities into projects presents an even wider set of skills and capacity. It’s the opportunities to leverage those skills into partnerships and broaden our supply chain that is really exciting.

SO, ANSALDO IS AN ITALIAN COMPANY, WHERE DID THE UK ENTITY COME FROM? Ansaldo bought NES Ltd about five years ago and have been integrating the services and skills ever since. Ansaldo Nuclear UK will always remain a UK registered company but for certain sectors, this integration is highly beneficial: the Italian company Ansaldo Nucleare has highly complementary skills that give us great additional capacity and vice versa.

WHERE DOES ANSALDO FIT INTO THE NUCLEAR SUPPLY CHAIN AND WHAT ARE THE KEY SERVICES? Ansaldo Nuclear within the UK tends to fit either as a partner in consortia or joint ventures, where our skills, together with the parent company, Ansaldo Energia, make us a good partner both in terms of reputation and skill but also financial scale and stability.

The ‘Dynamic’ consortium on the ITER projects is a good example of strong collaboration where we are a partner in the delivery of TAC2. We also have direct contracts with Tier 1 clients in the UK such as EDF Energy and Sellafield, but are also successfully providing services to the sub-contract space working for Tier 2 suppliers.

WHAT IS ANSALDO’S KEY SKILL WITHIN THE INDUSTRY? Ansaldo specialises in integrated complex Mechanical, Electrical,C&I solutions. We tend to fit well where these are bought together to solve a problem and/or build complex

machines such as fuel handling, remote handling, doors and vessels/heat exchangers etc—integration if you like.

We have a large factory facility in the West Midlands with a significant fabrication capability and large cranes with height, which help us with trials and development of our solutions.

Most of what we do requires significant design effort and a large degree of control and instrumentation, so our in- house capability is quite significant for a company of our size.

We do a fair amount of build to print for many clients, dealing with the fabrication and management of largescale qualified metal work, such as supports and transfer systems.

Ansaldo also offers some unique products in the waste management, decommissioning and plant life extension (PLEX) sectors.

WHAT PROJECTS IS ANSALDO NUCLEAR WORKING ON AROUND THE WORLD? Ansaldo is working on many projects across the UK Nuclear sector, with Dounreay, Sellafield, and the UK Atomic Energy Authority. We also have projects overseas, in locations such as Embalse in Argentina, France, European Spallation Source in Sweden, Krsko in Slovenia and more recently, Romania.

HOW DOES ANSALDO SEE THE FUTURE OF NUCLEAR WITHIN THE UK? Obviously, we know the government’s energy white paper and the SMR proposals will have a big impact.

It is critical that the UK boost its energy generation capacity now. The future of energy security cannot simply be massive power stations—it needs to be distributed more widely and offer a balanced approach. With our colleagues in Ansaldo Energia we are also looking at hydrogen co-generation for the nuclear sector.

The holy grail of our future power generation is the possibility of fusion. Ansaldo are now involved in a number of fusion projects: for example, we are part of the ITER trapezoidal reactor design team now involved in the production of the first reactor of scale, and we are also now delivering the TAC2 erection contract at ITER, having mobilised in May this year as part of the ‘Dynamic’ consortium. Fusion’s potential is fantastic, and my hope is that the UK can continue to be part of the narrative post-Brexit.

At Ansaldo, we plan to continue to bring great expertise to risk reduction for colleagues across the industry who are working in the decommissioning sector. Removing person-hours from hazardous areas will continue to be an area of growth and we have some great examples of our capabilities.

HOW DOES NIA MEMBERSHIP BENEFIT ANSALDO NUCLEAR UK? Ansaldo have been members of the NIA for many years. More recently, our engagement with NIA is focussed on knowledge sharing and innovation. We have a huge international reputation in nuclear new build, waste management and decommissioning with experience that can be leveraged to the advantage of the industry. Some of our lesser known products are examples of great innovation, and we can add value to the sector in sharing some of this applied experience.

I think it’s critical to show our commitment to nuclear energy and help maintain the enthusiasm for our low carbon sector.

The Twittersphere BY. GEORGINA HINES

When a news story breaks, who do you trust to tell you the facts? Many favour a particular news outlet to know the who, what, where, why and how of the news story that day.

But when several of these sources produce over 200 stories a day, you still have to put in some effort to find what you are looking for. However, the creation of social media, particularly Twitter, has changed the game and we can now get information straight from the source (in 140 characters or less).

When Boris reluctantly submitted a letter to the European Council to request an extension for the withdrawal of the UK from the EU, you’d be forgiven for not knowing who to turn to given the current chaotic state of UK politics and the charades in the House of Commons at the moment.

Our updates on the request – from phone calls to promised recommendations – didn’t come from formal announcements made from the EC, but from Donald Tusk, the outgoing EC President, on his Twitter account.

Now, I am very aware that Donald Tusk only tweets what he wants us to know. So, for all the gossip that politicians and civil servants only want us to know on the down low, well-connected journalists are the first point of call.

Who to follow?

Take Laura Kuenssberg, Want information on nuclear Political Editor at BBC News, and other relevant topics?

Beth Rigby, Political Editor This issue we recommend at Sky News, or Owen Jones, you follow: a Guardian columnist. They are journalists that live and @eucopresident breath Westminster politics, @BBCPolitics and whatever your political @BethRigby preference, are known for @OwenJones84 having their fingers on the pulse. By scrolling through any of their Twitter feeds, you can find out something you wouldn’t necessarily find in any formal announcement.

We consume information at such an incredible rate in this digital age that it can be overwhelming and distracting at the best of times, which is why it’s so important to do your research and find sources you trust so you can cancel out the noise.

Twitter Count Followers: 7,427 Tweets: 10,594

@eucopresident The EU27 has agreed that it will accept the UK’s request for a #Brexit f lextension until 31 January 2020. The decision is expected to be formalised through a written procedure.

2019 | WINTER — 23

NEWS IN BRIEF

DRS wins at Women of the Year Awards Direct Rail Services’ (DRS) Managing Director has won the ‘Woman with Edge’ award at this year’s prestigious Women of the Year Awards.

Debbie Francis won the award for ‘demonstrating the courage to challenge and make a real difference in a maledominated industry’.

Attended by over 500 people from across the country the Women of the Year awards aim to promote positive female role models who provide inspiration across all areas of society and the business community.

The ‘Woman with Edge’ award recognises business women who challenge the status quo and understand the road to success is not always straight.

On receiving her award Debbie said: “I am absolutely thrilled to win this award.

It’s a great honour to even be nominated but to win when against such inspiring and amazing women is truly an honour.

“I’m hoping my work can inspire other women to break into industries which are traditionally male dominated and be catalysts for change.

Delta Mobrey have made a number of key senior appointments supporting its long-term commitment to growing the newly acquired Mobrey brand and the recently formed Delta Mobrey business.

Since Delta Controls recently announced it would now be trading as Delta Mobrey Ltd, following an agreement with Emerson to purchase the Mobrey line of measurement products and business, it has been expanding its management team.

These new appointments are across the global business, with Dave King appointed as Regional Director for Asia Pacific & Australasia, Claudio Borges as Regional Director for the Americas, and Paul Chaplain as Sales Manager for UK & Ireland.

In the UK offices at Farnham and Slough, William Stirman has been appointed HR Manager, Matt King as Technical Manager, Julie Bullock as UK Operations Manager, Beverley Watson as Finance Director, and Alastair Smith as Supply Chain Manager.

Chris Webborn, Director at Delta Mobrey, confirmed that the appointments are part of the company’s long-term commitment to growing the newly combined business even further. ‘We have substantially grown the business over the previous quarter, and we are keen to build on our success further, and we see these new appointments as key to this’.

For further information about the new appointments and the Delta Mobrey range visit delta-mobrey.com or call +44(0) 1252 729140.

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“We’re committed to promoting equality across DRS, and across the whole of the Nuclear Decommissioning Authority group.

Debbie left school at the age of 16 with very few qualifications, but went on to graduate from Liverpool Polytechnic before gaining a masters from the Manchester Business School.

She has more than 30 years’ of experience across a range of industries, including IT, infrastructure maintenance and railways—Debbie is now studying for a PHD.

Strengthening the Team

NEW NIA MEMBERS

Consortium awarded key engineering contract in Romania Candu Energy Inc., a member of the SNC-Lavalin Group, and its consortium partner Ansaldo Nucleare S.p.A, an Ansaldo Energia Group company, were awarded a $13.9 million (CDN) contract by Societatea Nationala Nuclearelectrica S.A. (SNN).

The contract involves engineering services for performing condition assessments of systems, structures and components for the Cernavoda Unit 1 CANDU® nuclear reactor in Romania. Completion of this work will form the basis of the scope of refurbishment for the station.

This project is a key step for SNN in preparation for the life extension of Cernavoda Unit 1, which will extend its life for another 30 years of efficient operation to produce clean, reliable electricity.

Cernavoda Unit 1 is a CANDU 6-type reactor and the first CANDU in Europe. Producing 705.6 MW of electricity, this reactor provides about 10 per cent of Romania’s electricity demands. It was commissioned and began commercial full power operation in December 1996. Unit 1 has avoided the release of more than four million tonnes per year of CO2.

Element Materials Technology element.com Element is a global provider of Testing, Inspection and Certification services for a diverse range of materials and products in sectors where failure in service is not an option.

Its team of over 6,700 Engaged Experts operate from over 188 locations in more than 30 countries on 5 continents, and deliver an extensive range of materials testing, product qualification testing, inspection, certification and advisory services across a variety of sectors.

Website correction In our previous issue we printed an incorrect website adress for new NIA member Castletown Law. Please visit castletownlaw.com to find out more and read Andrew Renton’s article on page 10.

Hinkley Point C announce Technical Support Alliance

The Hinkley Point C Project has announced the launch of a new multi-million pound technical and engineering services agreement (The HTSA) which comprises existing Tier 1 services suppliers Atkins, Frazer-Nash Consultancy and Wood plc.

It will harness the technical expertise offered by three of the leading professional services providers in the nuclear sector. They will work collaboratively as a single Alliance to ensure the availability of a robust pipeline of skilled resources, whilst leveraging further value and efficiency.

Based upon the long established EDF Energy Nuclear Generation Technical Support Alliance, in operation for more than ten years, all alliance members will provide the Hinkley Point C Project with full life cycle services across all disciplines. The companies will work collaboratively with the HPC project in order to provide the most appropriate expertise to specific tasks.

The agreement will last for five years with an optional five-year extension and seeks to draw upon the vast array of skillsets, experiences and operational experience gained from key suppliers in their work across both nuclear new build and the existing f leet of nuclear power plants in the UK.

WESTINGHOUSE IS COMMITTED TO DELIVER THE AMBITIOUS PROPOSALS SET OUT IN THE NUCLEAR SECTOR DEAL TO DELIVER LOW CARBON, AFFORDABLE ENERGY TO THE U.K.

www.westinghousenuclear.com

2019 | WINTER — 25

SNAPSHOT

Cavendish Nuclear supports Primary Engineer Programme BY. JANINE WORTHINGTON / CAVENDISH NUCLEAR LIMITED

Cavendish Nuclear is excited to announce that it is taking a lead role in working with Primary Engineer and Warrington Borough Council to deliver the ‘Primary Engineer Programme’ to 30 primary schools in the Warrington area over the next two years.

The Primary Engineer programme provides an engineering curriculum that spans Early Years, Primary, Secondary, through to Further Education. It aims to introduce engineering into the classroom and inspire children from an early age to enable them to consider STEM in future study and as a potential career.

The programme delivers teacher training to facilitate classroom practical learning at a grass roots level with the aim of inspiring the next generation of engineers as well as addressing the current diversity imbalance in science and engineering as a whole.

By investing significantly in this programme, Cavendish Nuclear is enabling the roll out of a STEM-based activity over the next two years to 30 primary schools and approximately 1500 children in the Warrington area with the support of Warrington Borough Council.

This will include providing the resources and training required allowing teachers to deliver the activity in their schools. This investment reflects

26 — WINTER | 2019

Cavendish Nuclear’s commitment to raising the profile of STEM careers and to developing the next generation of nuclear engineers.

The official launch event took place on Thursday 7 November in Warrington where representatives from the first 17 of the 30 local schools selected came together to kick off the programme.

Engineers from Cavendish Nuclear and Primary Engineer led the day providing an overview of the programme.

The main aim was to drive home the message that this programme is to develop a consistent future talent pipeline to provide the skilled workforce of the future that will meet the recruitment needs of industry working in Science, Technology, Engineering and Maths.

Once trained, the hope is that the teachers will continue the learning in the classroom year on year as STEM becomes a part of the national curriculum of the future.

Fran Worthington, Cavendish Nuclear’s Sellafield Business Director said; “I consider myself very lucky to have had the opportunity to work in the nuclear industry for the past 30 years.

Our industry is heavily reliant on the quality and diligence of its personnel.

“I am therefore very proud to support the Primary Engineer Programme, using the enthusiasm and passion that we have

in Cavendish Nuclear to help inspire challenging and rewarding future careers in STEM based industries.”

Following the success of the launch, the next steps are to hold practical training days where teachers and engineers will be taken through the “Structures and Mechanisms with Basic Electrics” course, which affords teachers the knowledge and resources to deliver the programme in their classroom supported by a visiting engineer.

During the summer term, a celebration event will take place whereby children from key stage 1 and 2 teams from all 17 participating schools will present their project journey to invited judges and will compete against the other schools in their key stage for a range of prizes across a number of themes.

Liam Weatherill, Regional Director at Primary Engineer (North) said; “We are delighted to be working with Cavendish Nuclear and Warrington Council to engage Primary schools in Warrington to engineering and the wider STEM subjects through the Primary Engineer teacher training programme.

“We believe that it is vitally important for teachers to have a further understanding of the industry around them and for children in Warrington Primary schools to think like an engineer.”

BY. BETH WISELY / NUCLEARGRADUATES

“A WHOLE GENERATION ARE STARTING TO RECOGNISE THE NEED FOR CLEAN AND SUSTAINABLE ENERGY SOURCES TO REACH NET ZERO – YET SO OFTEN NUCLEAR IS MISSED OUT OF THIS DISCUSSION DUE TO A SIMPLE LACK OF UNDERSTANDING”

The comparison between the nuclear and oil & gas sectors is an interesting one. As energy sources their method of electricity production work on similar principles—they both generate heat from a fuel source while producing wastes which can be harmful if not dealt with correctly.

As a result, there is a lot of cross-over in the technology and processes can be used in both industries with challenges to be overcome—opening a range of very exciting career possibilities in both sectors for STEM graduates.

However, I have found that their acceptance is quite different.

A question I’m often asked is why I chose to enter the nuclear industry after graduation—usually with a hint of concern implying I’m crazy to have done so.

Growing up and studying in Aberdeen meant the obvious career path would have been oil & gas, especially for a graduate process engineer whose degree was heavily biased towards that industry.

Since joining nucleargraduates, I often find myself having to defend my choice to enter the nuclear sector.

This is something I never found myself having to do when talking about my heavily oil & gas-based MEng degree program or during my summer work placements—despite the fact oil & gas is a well-known contributor to the climate crisis we now face.

With big fancy offices, extravagant showcase events and a general willingness to make themselves known, the oil & gas industry have always done well at attracting young people into the sector —with their move to renewables now aiding in their appeal.

Through STEM engagements I found Aberdeenshire school pupils are very knowledgeable about oil & gas, both the energy source itself and of its economic benefit within the area—most likely as a result of strong industry links with schools in the local areas.

In comparison, when speaking at a careers fair in the South West—a nuclear hub—about nucleargraduates, I found

very few pupils knew about nuclear energy or the industry on their doorstep other than the usual misconceptions.

However, after explaining how nuclear works and the benefits it can have in a community—along with the reassurance that you do not have to be a nuclear scientist to work in nuclear— almost every child left intrigued and with genuine excitement to learn more about the energy source. It was incredibly inspiring to see this change in attitude happen right there in front of me.

A whole generation are starting to recognise the need for clean and sustainable energy sources to reach net zero—yet so often nuclear is missed out of this discussion due to a simple lack of understanding.

It’s time for nuclear to adopt the same willingness as oil & gas to make ourselves known. In doing so we may have the chance to engage with some of the future leaders in nuclear who are ready to recognise the importance of the energy source.

2019 | WINTER — 27

Business group round up BY. BETH WISELY / NUCLEARGRADUATES

Since joining the NIA in September, I have been lucky enough to attend three out of the four Business Group Meetings held this quarter. These events provide a great opportunity for members to share knowledge, gain up-to-date industry insights and offers a space to network with others in the sector.

On 26 September we welcomed members to the Decommissioning & Existing Generation Group meeting in Warrington where we were kindly hosted by Mirion Technologies. The agenda for the day saw a variety of topics covered such as an introduction to the PPP journey delivered by Sellafield and KBR, an update on the GDF siting process from RWM as well as key decommissioning updates from Cavendish Nuclear, Nuvia, DBD and the NDA. The meeting followed on from the Nu-Tech Engineering & Technology Solutions exhibition which was held the day before at the Birchwood Nuclear Hub, Warrington.

The International Group meeting was held on 10 October in Oxford where members gathered at the Four Pillars Hotel for a day of sharing exciting international opportunities within the nuclear sector. DIT started the day with an update, followed by companies such as Nuvia, Cavendish Nuclear, Abbott Risk Consulting and Costain sharing their successes in international collaboration. ‘New 2 Nuclear’ also introduced how they aim to provide a commercial and business platform for professionals new to the civil nuclear industry. For more information on this please check the presentations from the day. The day was followed by The Nuclear Institute Central branch dinner.

Of course, we cannot forget the New Build Group meeting held on 5 November at Urenco’s facility in Capenhurst. On the day attendees heard about the NIA’s newly launched Rediscover Nuclear initiative along with key updates from Urenco, Horizon,

CGN and EDF Energy. The meeting also included the usual taster session which features in all business group meetings allowing members the opportunity to introduce their company to the attendees, enabling meaningful discussions throughout networking breaks. BECBC Global Reach 2019 followed the meeting in Manchester on 6 November.

The final members group meeting of the quarter was the Legal and Financial Affairs Group meeting held on 13 November at Norton Rose Fulbright’s offices in London. On the day members heard more about the Regulated Asset Base model for nuclear, managing major decommissioning projects as well as an introduction on plans to bring new technologies to market. The Legal and Financial Affairs meeting brings together a smaller audience allowing the opportunity for in-depth conversations throughout the day.

Being so early in my career, I recognise the importance of knowledge sharing and I am always looking for opportunities to broaden my exposure to the nuclear industry. These meetings were great at facilitating this, giving me the chance to hear key updates from various areas of nuclear and network with extremely knowledgeable people in the industry. It was also great to see the ‘New 2 Nuclear’ initiative launch at these events and I am hopeful this will encourage a greater number of employees from member companies to attend meetings in the future.

If you missed any of these meetings, presentations are available to view within the membership area of our website.

Planning of our future Business Group meetings is well underway, keep up to date with information in the Business Groups area of the NIA website. The NIA welcomes the opportunity for collaboration with other organisation’s events.

2020 meeting dates for your diary →→ Decommissioning & Existing Generation Group 13 February - Cumbria 24 September - Warrington →→ New Build Group 26 February - Wolverhampton 21 May - Liverpool →→ International Group 2 March - London

28 — WINTER | 2019

Ieuan Williams Public Affairs Manager ieuan.williams@niauk.org

“POLITICS NEVER CEASES TO SURPRISE ME; I REGULARLY MARVEL AT HOW PERCEPTIONS CAN CHANGE INSTANTANEOUSLY, AND HOW SLATES CAN BE SO EASILY WIPED CLEAN IN THE EYES OF THE BEHOLDER”

Sunglasses, seagulls, light sea breeze on a pier, mild sunburn, clutching an ice cream and a few dozen leaflets.

This was me in May 2017 during the last General Election campaign trail on Anglesey in a previous life.

While predicting political events isn’t easy at the best of times, one thing’s for sure right now: candidates, campaigners and activists aren’t benefiting from 14 hours of daylight, any form of warmth, but are saving loads of money on sun cream.

I should, at this point in my first hack at writing this column, pay tribute to Peter Haslam.

As I said the week he retired, it’s almost impossible to put his contribution to this industry into any perspective that does it justice, so I shan’t even try. Readers will be familiar with how well he curated this page over the years, no matter how turbulent the times. No pressure then…

So here I am, doing everything I can to digest and contextualise developments in the world of politics, but I’m pretty sure it’s not going well.

Between the time of writing this, and you reading it now, pretty much anything could have happened.

We live in an era where ‘a week is a long time in politics’ is almost a farce of a statement. These days, entire campaigns can turn on their head in the blink of an eye.

Take 2017 for example, Theresa May went into the election genuinely thinking she could get one of the biggest Conservative majorities in history. Instead, on one day in Wrexham, she went from strong and stable to weak and wobbly—credit to Laura Kuenssberg—while trying to defend

what became known as the ‘dementia tax’, at almost the exact same time Jeremy Corbyn’s campaign began to gain traction.

For a lot of people, myself included, this was one of the major turning points in the election. There was a palpable shift in people’s attitudes on the doorstep, and the public realised it was probably a good idea to pay more attention to the policies their local candidates were pedalling.

Politics never ceases to surprise me; I regularly marvel at how perceptions can change instantaneously, and how slates can be so easily wiped clean in the eyes of the beholder.

We already know there will be up to 100 new MPs in the next Parliament, including in some of our key nuclear seats of Anglesey and Barrow and Furness, and it’s worth noting the considerable service Albert Owen and John Woodcock have made to the our industry over the years.

Looking aside from the election, it’s been a mixed year for the nuclear industry, right from the get-go. The suspension of Horizon’s activities in January was a bitter pill to swallow, not just because we saw too many superb people having to find new jobs, but because Wylfa Newydd was going to be the catalyst for major change in my homeland.

Without it, there will be yet another generation of exported youth leaving their homes to get a decent job, with no opportunity to get the best of both worlds; a great career in one of the most beautiful places in the country.

The message from this event couldn’t have been clearer: building nuclear power plants cannot just be left to market forces.

There are clear limits when it comes to

financing mega-projects, especially where much of the value is in their nationally strategic importance.

Out of this disappointment, however, came a glimmer of hope. In the dying hours of Theresa May’s Government, the now-former Energy Secretary, Greg Clark, published the long-awaited consultation on adopting a Regulated Asset Base model for new nuclear.

While this fell short of the full belt and braces Energy White Paper which was initially mooted, it was nonetheless an important step in getting the right financing framework in place if we are to build anything after Hinkley Point C. In amongst this arrived ‘Net Zero’. Originally a term reserved by energy wonks, this now prevalent phrase became mainstream, arising from a fascinating blend of activity from the Committee on Climate Change (CCC), David Attenborough, Extinction Rebellion and Greta Thunberg.

The consensus soon emerged that we must reach this level of emissions, with the UK Government putting into law that we do so by 2050.

It’s difficult to overstate how important this shift towards Net Zero has been for nuclear, because we know we can’t get there without it.

Indeed, the International Energy Agency, Massachusetts Institute of Technology, IPCC, OECD and National Grid agree, with the CCC themselves stating we need a considerable amount of clean, firm power at the bedrock of our energy mix. As far as that goes, we know there’s only one proven technology which fits the bill…

Now we just have to make sure the next government does too.

2019 | WINTER — 29

Supported by the Nuclear Decommissioning Authority (NDA), DECOM2020 will attract delegates from across the sector and will look at reducing nuclear liabilities, from operational to decommissioning and waste management in the UK and abroad.

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