nuclear showcase 27th january 'making it happen
TRANSCRIPT
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014
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UKTI Nuclear Conference 27th - 29th January 2014
Keith Parker
CEO, Nuclear Industry Association
Welcome
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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
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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
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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)
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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)
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014
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UKTI Nuclear Conference 27th - 29th January 2014
Baroness Verma
Parliamentary Under Secretary of State for the Department of Energy & Climate Change
Keynote Address
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014
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UKTI Nuclear Conference 27th - 29th January 2014
Roger Robinson
Chief Executive, Laing O’Rourke (Europe)
Civil Construction for Nuclear New Build
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Hinkley Point C visualisation
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The Joint Venture
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Health & Safety
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London 2012 main stadium and Heathrow T2A
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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
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Hinkley Point C
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Hinkley Point C – 4D Project Logistics
© Laing O’Rourke 2013, all rights reserved
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Project 4 D – Building Sequence
© Laing O’Rourke 2013, all rights reserved
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3D Building Detail
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3D clash detection
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Thank you
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014
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28 Presentation title - edit in the Master slide
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
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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
Power
Transmission & Distribution
MiningEnvironment & Infrastructure
Water/Municipal
Transportation/Infrastructure
Government Services
Industrial/Commercial
Oil & GasConventional and unconventional
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AMEC Nuclear Pedigree. . . . 3000 nuclear professionals . . . .
. . . . a Nuclear New Build partner for 60yrs . . . .
1955
1990
1980
1970
1960
2000
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.
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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
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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
1
AE Level
2/3
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
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UK Context (2 of 3)EDF Genco
Part of EDF Energy
EDF DIN (France)
Major Nuclear
Euip.NSSS
Owner / Operator
AE
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
Presentation title - edit in Header and Footer
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UK Context (3 of 3)
Horizon Nuclear Power
HGNE
Owner / Operator
FEED
EPC
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
GE
80.01% 19.99%
100% Hitachi
EPC Option 1
EPC Option 2
EPC Option 3
HGNE / EPC Partner JV
HGNE
NSSSEPC
HGNE + EPCm
Partner
Presentation title - edit in Header and Footer
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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
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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
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. . . 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
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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
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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
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014
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Design & Process Improvements in Nuclear New Build
Richard Coackley
Director of Energy Development URS
Achieving Best Practice
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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
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Key Outputs• Nuclear ‘Delta’
• Quality
• Productivity
• Health and Safety compliance
• Innovation/continuous improvement (Constructability)
• Security
• Confidence
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Nuclear DeltaWhat is the “Nuclear Delta”?:•Nuclear safety culture
•Quality
•Security
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What is the “Nuclear Delta”?:Nuclear safety culture:•Understanding
•Behavioural
•Personal commitment
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What is the “Nuclear Delta”?:
Quality:•Right first time culture
•Demonstrable SQEP
•Robust design audit trail
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What is the “Nuclear Delta”?:
Security:•Awareness
•Behavioural
•Robust physical and IT systems
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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
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Quality: The Journey to Excellence• Quality = long term nuclear safety
• Quality must be demonstrable for both approvals and Confidence
• Understanding the safety case drivers
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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
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Licence Compliance: What This Means for Owners
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Nuclear Design and Approvals Process
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Nuclear Design and Approvals Process
DESIGNER
Robust Design
CONTRACTOR
Constructability
CLIENT
Operability
UK REGULATOR
Approval
CONSTRUCTION
From Design to Approvals: Removing Congestion
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Nuclear Design and Approvals Process
CONSTRUCTION
A Better Way
INTEGRATED DESIGN, CONSTRUCTION &
CLIENT TEAMRobust Design for Construction & Operation
UK REGULATOR
ApprovalSLC
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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?
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Security
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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
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Confidence
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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
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014
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UKTI Nuclear Conference 27th - 29th January 2014
David Williams
Business Development Director, Cammell Laird
Manufacturing Super Modules
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014
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UKTI Nuclear Conference 27th - 29th January 2014
Networking Lunch
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014
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UKTI Nuclear Conference 27th - 29th January 2014
Dr Adrian Simper
Head of Integrated Waste Management Nuclear Decommissioning Authority
NDA Integrated Waste Management
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NDA LegacySellafield
Magnox
Dounreay
Research Sites
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NDA Strategic Themes
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Past practices – Waste Storage
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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
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Waste types – operational & decommissioningWaste 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
List is not exhaustive & values are indicative only. Major decommissioning streams are in red.
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Stages of Waste Management
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ILW Packaging and Disposal
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Progress in waste processing and storage
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Flexible waste management
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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
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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.”
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014
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NUCLEAR OWNERSHIP AND OPERATION – UK EXPERIENCE AND
PRINCIPLES
By Mike Weightman
IAEA workshop January 2014
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CONTENTS
• History of Owner/Operator in UK• Concepts Associated with Owner/Operator • Some Related Matters• Some Principles• Summary
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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
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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
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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
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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
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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
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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
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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
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014
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UKTI Nuclear Conference 27th - 29th January 2014
Mike Wieghtman
AMEC
Session Close
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Making It Happen
UKTI Nuclear Conference 27th - 29th January 2014