nuclear showcase 27th january 'making it happen

Making It Happen

UKTI Nuclear Conference 27th - 29th January 2014

Keith Parker

CEO, Nuclear Industry Association

Welcome

Agenda

09:45 – 10:15 Civil Construction For New Build Roger RobinsonCEO (European Hub)Laing O’Rourke

10:15 – 10:45 Planning For New Nuclear BuildAsh TownesHead of AMEC Nuclear New Build

10:45 – 11:15 Design Considerations

Richard Coackley Director of Energy Development, URSand Chair of The Nuclear Construction Best Practice Forum

11:15 – 12:00 Coffee Break and exhibition viewing

12:00 – 12:30 Manufacturing Super Modules David WilliamsBusiness Development Director Cammell Laird

12:30 – 14:15 Networking Lunch

Agenda (continued)

14:15 – 14:45Waste Management Decommissioning and disposal

Adrian SimperHead of Integrated Waste ManagementNuclear Decommissioning Authority

14:45 – 14:50 Session End and Wrap Up Mike WeightmanAMEC

15:00 – 15:30Waste Management Decommissioning and disposal

15:30– 18:00 Market Briefings & Seminars Galleon & Ellis Room

Agenda - Market BriefingsTime Galleon Suite Ellis Room

15:30 - 16:00Central EuropeRomaniaCzech RepublicSloveniaBulgariaSlovakiaHungaryPoland

Malaysia

India16:00 - 16:30

16:30 – 16:50 China - CNNC Russia (16.30-17.00)

16:55 – 17:15 China - CGN(continued)

Agenda - Market Briefings (continued)

Time Galleon Suite Ellis Room

17:15 - 17:45 Vietnam Jordan (17.00-1730)

17:45 - 18:15 GE Hitachi (17.30-18.00)

South Korea (Korea Hydro Nuclear Power)

Making It Happen

Baroness Verma

Parliamentary Under Secretary of State for the Department of Energy & Climate Change

Keynote Address

Making It Happen

Roger Robinson

Chief Executive, Laing O’Rourke (Europe)

Civil Construction for Nuclear New Build

Hinkley Point C visualisation

The Joint Venture

Health & Safety

London 2012 main stadium and Heathrow T2A

Safety Performance 2013 on major project

* Note AFR includes all RIDDOR accents including > 3 Days

Heathrow Terminal 2a achieved 5,432,066 man hours without a reportable accident in September 13 and by the end of 2013 reached an AFR of 0.04 and a DIFR of 0.07

Hinkley Point C

Hinkley Point C – 4D Project Logistics

Project 4 D – Building Sequence

3D Building Detail

3D clash detection

Thank you

Making It Happen

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AMEC Clean Energy;A natural partner for

your low carbon future

Planning for new nuclear build‘The first three years are critical’

Ash TownesBusiness Unit Director – New Nuclear BuildNuclear Generation and DefenceAMEC Clean Energy - Europe

AMEC at a Glance FTSE 100 company Market cap c.£3.4 billion

Revenues Some £4.2 billion

Employees ~30 000

Working in Around 40 countries

*As at 14 August 2012

AMEC is one of the world’s leading engineering, project management and consultancy companies

We design, deliver & maintain strategic assets for our customers, offering services which extend from environmental and front-end engineering design before the start of a project to decommissioning at the end of an asset’s life

Clean EnergyNuclear

Renewables/Bioprocess

Transmission & Distribution

MiningEnvironment & Infrastructure

Water/Municipal

Transportation/Infrastructure

Government Services

Industrial/Commercial

Oil & GasConventional and unconventional

AMEC Nuclear Pedigree. . . . 3000 nuclear professionals . . . .

. . . . a Nuclear New Build partner for 60yrs . . . .

2010EDF Partnership

Sizewell B

NSS/NCL Canada

AMEC Romania & Czech Republic

NCI South Africa

AMEC Slovakia

Growth in Clean-Up

NMP Sellafield

AGR Station Design & Construction

Magnox Station Design & Construction Including Tokai 1

Sizewell B PWR

Heysham 1 AGR

Dungeness A - Magnox

Sellafield

Bruce CANDA

Tokai 1

. . a strategic role on every NPS ever built in the UK . .

. . 19 of the last 20 reactors licensed in the US.

NNB organisational spectrumMulti-package

Owner-operator

Internalised D&B

Island model

Smaller number of EPC-type Contracts

Turnkey

Single EPC Contract

Turnkey +

Operate and/or own

Transfer of ‘Risk’ to EPC support orgn.

Whatever the approach, the client and the extended supply chain need to be truly intelligent customers and intelligent deliverers across critical core nuclear skill-sets

Presentation title - edit in Header and Footer

UK Context (1 of 3)UK Central Electricity

Generating Board (CEGB)

Owner’s Construction Unit(Includes Project Board)

Procurement&

ProjectManagement

Major Nuclear Euip.

NSSS &AuxiliarySystems

Owner / Operator

AE Level

AMEC*Safety & ReferenceDesign/Licenses

Civils Design Turbines Radwaste Main Civils

* By National Nuclear Corporation (NNC) subsequently acquired by AMEC

AMEC* / Westinghouse JV

SGs:BabcockVessel Head:FramatomeRCS/RCP & Reactor Systems:Westinghouse

Nuclear Design Associates McAlpine TWC

GEC Alstom Davy McKee J Laing

Sizewell B NPS (1995)Delivery organisation based on a small number of main EP / EPC Contracts

UK Context (2 of 3)EDF Genco

Part of EDF Energy

EDF DIN (France)

Major Nuclear

Euip.NSSS

Owner / Operator

Suppliers

Sofinel EDF/AMEC AREVA

Manufacture AREVA

Hinkley C NPS (Ongoing)Delivery organisation based on multiple E, P and C Contracts

EDF SA

TurbinesMain Civils

NSSS Design

Site prepn:Kier/BAMMain Civils:Bouyges TP / Laing O’RourkeMarine works:Costain

Site Licensee, project manager, Intelligent Customer, Site Prep/Off site Engineering

Responsible Designer, Level 1 Engineering

BNI Level 2 Engineering

BOP Level 2 Engineering

Manufacture Alstom

Technical surveillance

Commercial

UK Context (3 of 3)

Horizon Nuclear Power

Owner / Operator

Established Design s/c

UK Context Support

Wylfa and Oldbury NPS (Ongoing)Delivery organisation based on Turnkey EPC

Site Licensee, project manager, Intelligent Customer, Site Prep/Off site Engineering

Responsible Designer, Level 1/2 EngineeringGDA Requesting PartyLevel 1/2

EngineeringLevel 1/2 Engineering

Technical surveillance

Commercial

80.01% 19.99%

100% Hitachi

EPC Option 1

EPC Option 2

EPC Option 3

HGNE / EPC Partner JV

NSSSEPC

HGNE + EPCm

Partner

Open Questions. . . . in determining operating model and support requirements:

•How much knowledge must the owner have and how much can the plant designer be relied on?

•What information does the public need and when?

•How much work can be done locally?

•What is the best contracting and finance model?

Does “best” mean most certain...

...or lowest construction cost...

...or lowest through-life cost...

...or minimum ‘initial’ client equity?Presentation title - edit in Header and Footer

Supporting the NNB project through 3 core skill-sets

Engineering & Safety Case

Nuclear and non-nuclear engineering, technical

and subject matter experts

Programme Management

OfficeProject / Procurement/

Construction Management & Controls

Licensing & Regulatory

SupportProject feasibility, risk reduction, integrated support: pre-licence, licensing, permits &, Regulatory

relationships

IAEA Status Assessment • Nuclear Safety• Management• Human Resource Development• Stakeholder involvement• Site & supporting facilities• Security & physical protection• Safeguards

• Environmental protection• Nuclear fuel cycle• Radioactive waste

• Electrical grid• Emergency planning• Industrial involvement• Procurement

• National position• Funding and financing• Legislative framework• Regulatory framework• Radiation protection

. . . through the whole project lifecycle

Engineering & Safety Case

Nuclear and non-nuclear engineering,

technical and subject matter

experts

Programme Management

Office

Project / Procurement/ Construction

Management & Controls

Licensing & Regulatory Support

Project feasibility, risk reduction, integrated support: pre-licence, licensing, permits &,

Regulatory relationships

Flexibility to service each step of the project lifecycle

1 2 3IAEA Milestone 1:Ready to make a knowledgeable commitment to a nuclear programme

IAEA Milestone 2:Ready to invite bids for the first nuclear power plant

IAEA Milestone 3:Ready to commission and operate the first nuclear power plant

IAEA NG-T-3.10 Intelligent Customer

Specify the scope and standard of a product / service Assess whether the supplied product / service meets

the requirements. The product / service includes

Nuclear Power Plant Fuel and fuel cycle Waste management Decommissioning provisions Independent technical support and services Through-life support from the original supply chain Operation and Maintenance arrangements Grid Connection Associated Development Security arrangements Environmental studies and analysis

3 core skill-sets through lifecycle Flexibility to service each step of the project lifecycle

EPC / implementation resources

NNB support resources

Thin IC

Thick IC

Summary• NNB projects internationally have many different configurations of client, suppliers and

(therefore) differing support requirements

• All NNB stakeholders must have a basic capability and capacity across the three critical core skill-sets

• NNB Support service organisations must be adaptable; to project procurement strategy, phases of the project, client thick/thin ‘IC’ role

• IC role needs support to varying degrees during the transients in the project lifecycle; interface management is a critical focus area

• Flexibility is needed within the NNB support service provider and the commercial arrangements to optimise delivery of the service

• Its important that local suppliers are embedded into the NNB support infrastructure;lasting legacy in operations

Making It Happen

Design & Process Improvements in Nuclear New Build

Richard Coackley

Director of Energy Development URS

Achieving Best Practice

Nuclear Construction Best Practice Forum:Part of UK Government’s Nuclear Supply Chain Action Plan (led by)

• Costain• Sir Robert McAlpine• Kier/BAM• URS• Mott McDonald• Atkins• CH2MHill• Doosan Babcock • AMEC• Jacobs

Members include:•EDF•Horizon •NuGen•Nuclear Decommissioning Authority•AWE•National Skills Academy Nuclear•ACE•CECA•Balfour Beatty•Laing O’Rourke

Key Outputs• Nuclear ‘Delta’

• Quality

• Productivity

• Health and Safety compliance

• Innovation/continuous improvement (Constructability)

• Security

• Confidence

Nuclear DeltaWhat is the “Nuclear Delta”?:•Nuclear safety culture

•Quality

•Security

What is the “Nuclear Delta”?:Nuclear safety culture:•Understanding

•Behavioural

•Personal commitment

What is the “Nuclear Delta”?:

Quality:•Right first time culture

•Demonstrable SQEP

•Robust design audit trail

What is the “Nuclear Delta”?:

Security:•Awareness

•Behavioural

•Robust physical and IT systems

SQEP Assessment & Team TrainingSQEP Matrix

•Academic and professional qualifications

•Years experience

•Skills assessment

•Maintained by Technical Manager

• Developed in consultation with client

• Specific SQEP register

• Nuclear and project specific training

Quality: The Journey to Excellence• Quality = long term nuclear safety

• Quality must be demonstrable for both approvals and Confidence

• Understanding the safety case drivers

Productivity: Nuclear Lessons Learned

Engineering the Future

•Based on recent major nuclear new build projects

•Identified five areas for analysis

Principal Recommendations

•Focus on pre-placement QA

•Integrated design & construction programme

•Focus on training throughout team

Licence Compliance: What This Means for Owners

Nuclear Design and Approvals Process

DESIGNER

Robust Design

CONTRACTOR

Constructability

CLIENT

Operability

UK REGULATOR

Approval

CONSTRUCTION

From Design to Approvals: Removing Congestion

Nuclear Design and Approvals Process

CONSTRUCTION

A Better Way

INTEGRATED DESIGN, CONSTRUCTION &

CLIENT TEAMRobust Design for Construction & Operation

UK REGULATOR

ApprovalSLC

Safety is Paramount• The health, safety and welfare of employees,

clients and third parties are of prime importance

• Health and safety systems accredited to OHSAS 18001:1999 Occupational Health and Safety Management Systems

• Systems have to be mature - focus on behavioural safety

• What am I about to do?

• What could go wrong?

• What could be done to make it safer?

• What have I done to communicate the hazards?

Security

Security Training, Awareness and Staff CulturePrimary means of preventing breaches of security:• Training, awareness, vigilance and culture

• ‘Need to know’ principle

Nuclear staff need security clearance and security induction training which provides:• A detailed understanding of the security measures in place

• A detailed understanding of the individuals own responsibility

• An overview of the UK’s:

• Official Secrets Act

• Anti-Terrorism Act

• Crime and Securities Act

• Nuclear security industry regulations

Confidence

Confidence: Comprehensive Quality Systems

Quality at the design and detailing stage has a major impact on overall project delivery quality, having a critical influence in the following areas:

• Ease, speed and cost of construction

• Third party and Regulator approvals

• Regulator confidence

Accreditation should include:

• ISO 9001: Quality standard appropriate to services

• ISO 14001: Environmental management

• ISO 18001: Occupational health and safety

60 Presentation title - edit in the Master slide

Questions

Richard.Coackley@urs.com

Making It Happen

David Williams

Business Development Director, Cammell Laird

Manufacturing Super Modules

Making It Happen

Networking Lunch

Making It Happen

Dr Adrian Simper

Head of Integrated Waste Management Nuclear Decommissioning Authority

NDA Integrated Waste Management

NDA LegacySellafield

Magnox

Dounreay

Research Sites

NDA Strategic Themes

Past practices – Waste Storage

Solid Waste in the NDA Estate - Volumes

Wastes at 1 April 2010 and estimated for future arisings up to 2120

For comparison – England and Wales in one year (2008):

- 335,000,000 Te household and industrial waste

- 6,600,000 Te hazardous waste

HLW ILW LLW VLLW Total

Volume (m3) 1,020 287,000 1,370,000 3,060,000 4,720,000

Mass (Te) 2,700 300,000 1,620,000 3,080,000 5,000,000

Waste types – operational & decommissioningWaste Type DSRL/ Sellafield Magnox RSRL

Aqueous Liquids

Oils & Solvents

Sludges & Slurries

Ion Exchange Media

Wood, Paper & Cardboard

Plastic & Rubber

Irradiated Fuel Debris

Graphite

Concrete

List is not exhaustive & values are indicative only. Major decommissioning streams are in red.

Stages of Waste Management

ILW Packaging and Disposal

Progress in waste processing and storage

Flexible waste management

NDA Integrated Waste Management

• Objective: Ensure that wastes are managed in a manner that protects people and the environment, now and in the future, and in ways that comply with Government policies and provide value for money:

• Address the whole waste lifecycle

• Risk reduction as a priority

• Centralised and multi-site approaches

• Application of Waste Hierarchy

• Diverse solutions

• Waste management should be integrated

• Seek opportunities to do things better

• Opportunities at classification boundaries

NDA Mission

“Deliver safe, sustainable and publicly acceptable solutions to the challenge of nuclear clean up and waste management

This means never compromising on safety or security, taking full account of our social and environmental responsibilities, always seeking value for money for the taxpayer and actively engaging with stakeholders.”

Making It Happen

NUCLEAR OWNERSHIP AND OPERATION – UK EXPERIENCE AND

PRINCIPLES

By Mike Weightman

IAEA workshop January 2014

CONTENTS

• History of Owner/Operator in UK• Concepts Associated with Owner/Operator • Some Related Matters• Some Principles• Summary

History in UK

• Nuclear sites originated in the 1940/50s• Originally all nuclear sites were GOGOs – under UKAEA and CEGB• Several structural changes especially with BNFL created in 1971 but

still GOGOs• 1982 – Radiochemical Centre Ltd (Amersham) privatised later several

changes of ownership including foreign companies: POPO • 1995/96 – British Energy created to own operate AGRs & PWR and

privatised: POPO• 1995/6 – Magnox Electric Ltd created to operate Magnox stations:

GOGO • 2005 – NDA created and owned (on behalf of Government);

Springfields operated by Westinghouse Ltd• 2007 – Magnox Stations operation contracted out: GOCO• 2009 – EDF buys British Energy: POPO

Some Concepts

• Owner• Operator• Corporate Body• Nuclear Site Licensee/duty holder• Contractor• Parent Company• Subsidiary Company• Site Licensee Company• Management and Operation Contracts• Parent Company Agreement• Controlling Mind• Intelligent Customer• Intelligent Owner• Memorandum and Articles of Association• Employee

Related Matters - Corporate Relationships

• Corporate structures can be very complex, e.g.:– Licensee is a subsidiary of a group parent (EDF)– Licensee is a subsidiary of a joint venture company (Sellafield Ltd)

• Parent Company/Joint Venture Company will expect to to adopt strategic oversight and role of licensee company; e.g. business planning, monitoring of performance and may take profits or provide funding

• Licensee has to demonstrate that these are not detrimental to safety or licensees legal duties,e.g.:

– Day-to-day operations– Ability to shut down plant, stop operations, undertake other essential actions for safety,

without recourse to the parent company– Having adequate funding and other resources for safe operation, maintenance,

decommissioning, etc• Memorandum and Articles of Association can define these relationships and licence

application needs to reflect them in the Safety Management Prospectus which defines company structure, management system, staffing etc

• Control of change through Licence Conditions

Related Matters – Core Capability, Intelligent Customer & Design Authority

• Core Capability – knowledge, functional specialism and resources within licensee to maintain control & oversight of safety

• Core Capability:– Includes technical, operational and managerial aspects– Covers ‘Intelligent Customer’ & ‘Design Authority’

• Intelligent Customer – knows what is required, able to specify it to contractor, can intelligently supervise the work, and can technically review the work at all stages

• Licensee as Intelligent Customer retains overall responsibility for, control and oversight of the nuclear safety, radiological safety and security of all of its business including work done on its behalf by contractors

• Design Authority – function responsible for, and requisite knowledge to maintain the design integrity and overall basis for safety (safety case) throughout the plant life cycle

• Licensee Design Authority may assign detailed specialist knowledge to ‘Responsible Designers’ but must have sufficient Intelligent Customer capability to undertake its role

Some Principles (1)

IAEA Fundamental Principle 1; The prime responsibility for safety must rest with the person or organisation

responsible for facilities and activities that give rise to radiation risks.•To install or operate a specified nuclear facility in a defined location you must have a nuclear site licence (NSL)•A NSL is only granted to a Corporate Body based on the regulator’s assessment of:

– The capability, organisation and resources of the applicant corporate body– The nature of the prescribed activities and the relevant safety case– The nature and location of the site

•NSL is not transferable•Licensee and user of the site are the same corporate body

Some Principles (2)

• Licensee has absolute responsibility for compliance with NSL (even if breach results from contractor or tenant on the site) and for no-fault financial liability – includes failings related to the design and hence needs to take ownership of the design

• Need clarity on legal responsibility for safe operation, criminal and financial responsibilities – avoid dual licensing and joint licensing

• Licensee has to have effective day-to-day control over all activities on the site

• Licensee has to have effective control of safety related resources• Owners cannot interfere with the Operators/Licensee responsibilities but

should support them

Summary

• UK has a history of changing Owner/Operator relationships from GOGO to FPOPO• With no UK reactor design and a market led nuclear policy we have complex

ownership/operator models• The UK Nuclear Site Licensing approach provides a means of ensuring prime

responsibilities and addressing changing corporate models and financing including foreign designs and ownership

• There is a need to address related matters such as Core Capabilities, Intelligent Customer, Design Authority, etc and other issues such as security responsibilities

Making It Happen

Mike Wieghtman

Session Close

Making It Happen

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