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Nuclear Showcase 27th January 'Making It Happen'
- 3. Agenda Civil Construction For New Build Roger Robinson CEO (European Hub) Laing O’Rourke Planning For New Nuclear Build Ash Townes Head of AMEC Nuclear New Build 10:45 – 11:15 Design Considerations Richard Coackley Director of Energy Development, URS and Chair of The Nuclear Construction Best Practice Forum 11:15 – 12:00 Coffee Break and exhibition viewing 09:45 – 10:15 10:15 – 10:45 12:00 – 12:30 12:30 – 14:15 3 Manufacturing Super Modules Networking Lunch David Williams Business Development Director Cammell Laird
- 4. Agenda (continued) 14:15 – 14:45 Adrian Simper Head of Integrated Waste Management Nuclear Decommissioning Authority 14:45 – 14:50 Session End and Wrap Up Mike Weightman AMEC 15:00 – 15:30 Waste Management Decommissioning and disposal 15:30– 18:00 4 Waste Management Decommissioning and disposal Market Briefings & Seminars Galleon & Ellis Room
- 13. Health & Safety
- 15. Safety Performance 2013 on major project 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 * Note AFR includes all RIDDOR accents including > 3 Days 16
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- 22. Thank you 25
- 23. UKTI Nuclear Conference 27th - 29th January 2014 Making It Happen
- 24. Planning for new nuclear build ‘The first three years are critical’ Ash Townes Business Unit Director – New Nuclear Build Nuclear Generation and Defence AMEC Clean Energy - Europe 28 Presentation title - edit in the Master slide AMEC Clean Energy; A natural partner for your low carbon future
- 25. AMEC at a Glance FTSE 100 company Revenues Employees Working in Mining Clean Energy Nuclear Renewables/Bioprocess Power Transmission & Distribution 29 Market cap c.£3.4 billion Some £4.2 billion ~30 000 AMEC is one of the world’s leading engineering, project management and consultancy companies Around 40 countries Environment & Infrastructure Water/Municipal Transportation/Infrastructure Government Services Industrial/Commercial Oil & Gas Conventional and unconventional 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 *As at 14 August 2012
- 26. AMEC Nuclear Pedigree 2010 . . . . 3000 nuclear professionals . . . . . . . . a Nuclear New Build partner for 60yrs . . . . EDF Partnership AMEC Slovakia NMP Sellafield NCI South Africa Sellafield Growth in Clean-Up NSS/NCL Canada 2000 AMEC Romania & Czech Republic Bruce CANDA Tokai 1 Dungeness A - Magnox Magnox Station Design & Construction Including Tokai 1 1960 1990 1980 Sizewell B PWR 1970 AGR Station Design & Construction 1955 Heysham 1 AGR 30 Sizewell B . . a strategic role on every NPS ever built in the UK . . . . 19 of the last 20 reactors licensed in the US.
- 27. NNB organisational spectrum Multi-package Island model Turnkey Turnkey + Owner-operator Internalised D&B Smaller number of EPC-type Contracts Single EPC Contract 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 31 Presentation title - edit in Header and Footer
- 28. UK Context (1 of 3) UK Central Electricity Generating Board (CEGB) Owner / Operator AMEC* AE Level 1 AE Level 2/3 Safety & Reference Design/Licenses NSSS & Auxiliary Systems AMEC* / Westinghouse JV Major Nuclear Euip. SGs: Babcock Vessel Head: Framatome RCS/RCP & Reactor Systems: Westinghouse Owner’s Construction Unit (Includes Project Board) Civils Design Nuclear Design Associates McAlpine TWC * By National Nuclear Corporation (NNC) subsequently acquired by AMEC 32 Procurement & Project Management Turbines Radwaste GEC Alstom Davy McKee Main Civils J Laing Sizewell B NPS (1995) Delivery organisation based on a small number of main EP / EPC Contracts
- 29. UK Context (2 of 3) EDF SA EDF Genco Part of EDF Energy Owner / Operator Site Licensee, project manager, Intelligent Customer, Site Prep/Off site Engineering EDF DIN (France) AE Sofinel Commercial BNI Level 2 Engineering EDF/AMEC BOP Level 2 Engineering Technical surveillance Suppliers 33 Main Civils Turbines Major Nuclear Euip. NSSS Manufacture Manufacture Site prepn: AREVA Kier/BAM Alstom Main Civils: Hinkley C NPS (Ongoing) Bouyges TP / Laing Delivery organisation based on O’Rourke multiple E, P and C Contracts Marine works: Presentation title - edit in Header and Footer Costain Responsible Designer, Level 1 Engineering AREVA NSSS Design
- 30. UK Context (3 of 3) Site Licensee, project manager, Intelligent Customer, Site Prep/Off Horizon site Engineering Owner / Operator 100% Nuclear Power Hitachi GE 80.01% 19.99% HGNE Established Design s/c FEED Commercial Level 1/2 Engineering UK Context Support Level 1/2 Engineering Technical surveillance EPC EPC Option 2 HGNE / EPC Partner JV EPC Option 3 HGNE EPC Option 1 HGNE + EPCm Partner NSSS EPC Wylfa and Oldbury NPS (Ongoing) Presentation title 34 Delivery organisation edit in Header and Footer based on Turnkey EPC Responsible Designer, Level 1/2 Engineering GDA Requesting Party
- 31. 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? 35 Presentation title - edit in Header and Footer
- 32. Supporting the NNB project through 3 core skill-sets IAEA Status Assessment • • • • • National position Funding and financing Legislative framework Regulatory framework Radiation protection Licensing & Regulatory Support Project feasibility, risk reduction, integrated support: pre-licence, licensing, permits &, Regulatory relationships • Electrical grid • Emergency planning • Industrial involvement • Procurement Programme Management Office Project / Procurement/ Construction Management & Controls 36 • Nuclear Safety • Management • Human Resource Development • Stakeholder involvement • Site & supporting facilities • Security & physical protection • Safeguards Engineering & Safety Case Nuclear and non-nuclear engineering, technical and subject matter experts • Environmental protectio • Nuclear fuel cycle • Radioactive waste
- 33. . . . through the whole project lifecycle Flexibility to service each step of the project lifecycle 1 IAEA Milestone 1: 2 Ready to make a knowledgeable commitment to a nuclear programme IAEA Milestone 2: Ready to invite bids for the first nuclear power plant 3 Licensing & Regulatory Support Project feasibility, risk reduction, integrated support: pre-licence, licensing, permits &, Regulatory relationships Programme Management Office Project / Procurement/ Construction Management & Controls 37 IAEA Milestone 3: Ready to commission and operate the first nuclear power plant IAEA NG-T-3.10 Intelligent Customer Engineering & Safety Case Nuclear and nonnuclear engineering, technical and subject matter experts 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
- 34. 3 core skill-sets through lifecycle Flexibility to service each step of the project lifecycle EPC / implementation resources Thick IC NNB support resources Thin IC 38
- 35. 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 39
- 36. UKTI Nuclear Conference 27th - 29th January 2014 Making It Happen
- 37. Design & Process Improvements in Nuclear New Build Achieving Best Practice Richard Coackley Director of Energy Development URS
- 38. Nuclear Construction Best Practice Forum: Part of UK Government’s Nuclear Supply Chain Action Plan (led by) Members include: •EDF •Horizon •NuGen •Nuclear Decommissioning Authority •AWE •National Skills Academy Nuclear •ACE •CECA •Balfour Beatty •Laing O’Rourke 42 • • • • • • • • • • Costain Sir Robert McAlpine Kier/BAM URS Mott McDonald Atkins CH2MHill Doosan Babcock AMEC Jacobs
- 39. Key Outputs • Nuclear ‘Delta’ • Quality • Productivity • Health and Safety compliance • Innovation/continuous improvement (Constructability) • Security • Confidence 43
- 40. Nuclear Delta What is the “Nuclear Delta”?: •Nuclear safety culture •Quality •Security 44
- 41. What is the “Nuclear Delta”?: Nuclear safety culture: •Understanding •Behavioural •Personal commitment 45
- 42. What is the “Nuclear Delta”?: Quality: •Right first time culture •Demonstrable SQEP •Robust design audit trail 46
- 43. What is the “Nuclear Delta”?: Security: •Awareness •Behavioural •Robust physical and IT systems 47
- 44. SQEP Assessment & Team Training SQEP 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 48
- 45. Quality: The Journey to Excellence • Quality = long term nuclear safety • Quality must be demonstrable for both approvals and Confidence • Understanding the safety case drivers 49
- 46. 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 50
- 47. Licence Compliance: What This Means for Owners 51
- 48. Nuclear Design and Approvals Process 52
- 49. Nuclear Design and Approvals Process From Design to Approvals: Removing Congestion DESIGNER CONTRACTOR CLIENT UK REGULATOR Robust Design Constructability Operability Approval CONSTRUCTION 53
- 50. Nuclear Design and Approvals Process A Better Way INTEGRATED DESIGN, CONSTRUCTION & CLIENT TEAM Robust Design for Construction & Operation CONSTRUCTION 54 UK REGULATOR SLC Approval
- 51. 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? 55
- 52. Security 56
- 53. Security Training, Awareness and Staff Culture Primary 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 57
- 54. Confidence 58
- 55. 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 59
- 56. Questions Richard.Coackley@urs.com 60 Presentation title - edit in the Master slide
- 57. UKTI Nuclear Conference 27th - 29th January 2014 Making It Happen
- 58. UKTI Nuclear Conference 27th - 29th January 2014 Manufacturing Super Modules David Williams Business Development Director, Cammell Laird
- 59. UKTI Nuclear Conference 27th - 29th January 2014 Making It Happen
- 60. UKTI Nuclear Conference 27th - 29th January 2014 Networking Lunch
- 61. UKTI Nuclear Conference 27th - 29th January 2014 Making It Happen
- 62. UKTI Nuclear Conference 27th - 29th January 2014 NDA Integrated Waste Management Dr Adrian Simper Head of Integrated Waste Management Nuclear Decommissioning Authority
- 65. Past practices – Waste Storage 70
- 66. Solid Waste in the NDA Estate - Volumes 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 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 71
- 67. Waste types – operational & decommissioning Waste Type DSRL/ Sellafield Magnox RSRL Aqueous Liquids Oils & Solvents Sludges & Slurries PCM - Ion Exchange Media Wood, Paper & Cardboard Plastic & Rubber Irradiated Fuel Debris Graphite Steel Concrete 72 List is not exhaustive & values are indicative only. Major decommissioning streams are in red.
- 68. Stages of Waste Management 73
- 69. ILW Packaging and Disposal 74
- 70. Progress in waste processing and storage 75
- 72. 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 77
- 73. 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.” 78
- 74. UKTI Nuclear Conference 27th - 29th January 2014 Making It Happen
- 75. UKTI Nuclear Conference 27th - 29th January 2014 Making It Happen
- 76. NUCLEAR OWNERSHIP AND OPERATION – UK EXPERIENCE AND PRINCIPLES By Mike Weightman IAEA workshop January 2014
- 77. CONTENTS • • • • • History of Owner/Operator in UK Concepts Associated with Owner/Operator Some Related Matters Some Principles Summary 82
- 78. 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 83
- 79. 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 84
- 80. 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 85
- 81. 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 86
- 82. 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 87
- 83. 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 88
- 84. 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 89
- 85. UKTI Nuclear Conference 27th - 29th January 2014 Making It Happen
- 86. UKTI Nuclear Conference 27th - 29th January 2014 Session Close Mike Wieghtman AMEC
- 87. UKTI Nuclear Conference 27th - 29th January 2014 Making It Happen
Notes de l'éditeur
- This slide takes 1m 15 sec.
- This slide takes 4mins 15 secs