Sellafield Ltd - Continual Improvement : An Unending Journey 16 th HPRCT Conference Baltimore, USA, 22 – 24 June 2010

1. Sellafield Ltd - Continual Improvement: An Unending Journey16thHPRCT ConferenceBaltimore, USA, 22 – 24 June 2010 Eileen Crayston, Site OPEX Engineer Anne L Thompson, Human Performance Practitioner

2. Introductions • Eileen Crayston – Site OPEX Engineer • Anne L Thompson – Human Performance Practitioner

3. Sellafield Background • Sellafield is based in the Lake District in the North West of England • A key part of the UK nuclear industry for more than five decades • Sellafield represents one of the most challenging nuclear site management programmes in the world • Today, under the strategic management of Nuclear Management Partners Sellafield Ltd manage and operate the site on behalf of the owners, The Nuclear Decommissioning Authority • Activities centre on remediation, decommissioning, accelerated hazard reduction and clean-up of the historic legacy • The site is also home to the Thorp and Magnox reprocessing plants, the Sellafield Mixed Oxide Fuel manufacturing plant and a wide range of waste management and effluent treatment facilities • There are 10,000 Sellafield Ltd employees and over 5000 Supply Chain personnel, employed on the sites, in over 600 facilities • Sellafield covers 4 square kilometres and is home to some of the UK’s oldest facilities including the world’s first nuclear power station Calder Hall Sellafield Site

4. Our Story Begins ……….

5. Our Story Begins ……….

6. ………. the road to Improvement Operating Experience • Central OE Team acts as the pivotal point for each of the Six Directorates. Currently there is a network of 26 OPEX Practitioners who provide support and guidance to facility management • WANO Root Cause Analysis training introduced across the Company, requiring lead investigators to be trained on analysis techniques, including the Human Performance concepts • Leading member of the UK’s Operating Experience Learning Group (OELG) to share good practices. The key interface between the OELG and the DOE Occurrence Reporting and OE Programme Manager • Operating Experience embedded within day to day operations, ensuring that personnel organising work can easily access learning – Right message, Right people , Right time • Implementation of a full LEARNING ORGANISATION tool

7. Learning Learning n g L i i n b r r a a e r L y s r e s e l m n a i e c g t i n s g E y o S l g o n e i d i f t a a f i S R L External Learning Organisation Tool Learning ATLAS H g H s n n n n S o e i o t O t i e t n i n Single Corrective Actions Programme r t r a o o e t C a c v p i Company Self Evaluation n c m t S r & e e i c e f s t R y e i t m s s n i d a p b d e t p a o l k s n O u s i p l s n u M e P s s A i I q v i R A D E E Query Builder Organisation Transfer Tool OLAP Coding Matrix

8. …….. the road to Improvement Implementation of a full LEARNING ORGANISATION tool allows us to: • Reduce the threshold of reporting within the Company resulting in near misses, hazards and improvements being captured • Record all Peer to Peer Observations, inspections and audits in one place • Trend across the Atlas system which allows us to undertake meaningful Self Evaluations • Further embed Self Evaluation processes utilising the data from Atlas, specifically events, audits and observations ensuring Improvement Programmes are based on accurate and timely information • Corrective Actions Programme visibility across the Company • Target and embed learning across the organisation

9. Decrease in High Potential Events Increase in Events raised The impact of Atlas

10. …….. the road to Improvement Human Performance • Site network of 25 Human Performance Practitioners established • A 2 day HuP training course attended by all Sellafield Ltd personnel • 2 day HuP coaching course attended by Leaders and Managers • Joint training of both Human Performance and OE Practitioners (through the University of Idaho) on the HPI Practitioners course • Initially introduced seven HuP Tools onto site but have introduced another three since implementation

11. …….. the road to improvement • Strategic decision to shape the Human Performance programme in line with the ‘Defence in Depth’ concept (James Reason variation) – looking at critical steps in processes and systems • Embedding HuP into site processes - competency training, procedures and infrastructure • One Observation Process with 3 depths • Depth 1 – Peer to Peer – 5 minute conversation launched in April 2010. 8,251Observations carried out to date. 3,529 Active Observers to date. 5,061 Unsafe Observations reported. 3,259 Safe Observations reported. £4,000 Donated to date to local charities • Depth 2 – Error Trap Analysis – 15 minutes – For launch in July 2010 • Depth 3 – Task Observation – 2 hours – For launch in October 2010

12. …….. the road to improvement • Introduced themed daily messages /communications on our standards and expectations, human performance, peer to peer observation, operating experience, training, nuclear safety and disciplined operations, used as Safety Shares at the beginning of meetings, briefs, etc • Established and Leading the UK Human Performance Forum in the development of Human Performance throughout the UK Nuclear industry • Working with Earl Carnes (and others from the USA) from DOE on developing a HuP WIKKI site

13. Summary • We have made significant progress in terms of education and awareness relating to Human Performance and Operating Experience • Continued and tangible support from Managers and Leaders • Human Performance being integrated into organisational processes and procedures • Operating Experience being integrated into our normal day to day operations • Strengthening the links we now have within the Disciplined Operations Group to ensure full integration of OE and HuP into all our work including current operations, new build and decommissioning • Fully integrate our Contract Partners into our HuP and OE programmes • Learning partnerships within Europe, the US and Canada being enhanced and where possible increased` We have only just ‘scratched the surface’ However, we now understand where we need to improve – the journey continues

14. A Personal Message from our Managing Director “There is nowhere else in the world where you can find the number or complexity of operations that all happen within a four square kilometre footprint. We are talking about fifty year old buildings needing to be decommissioned a stones throw away from a construction site and active buildings and about operations that are dependent on the performance of other facilities on the site. This is what our workforce delivers every single day and this is where we excel.” Bill Poulson, Managing Director VIDEO

15. Any Questions?