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Engineering the change Frank Winter / Clive White, AMEC plc

Engineering the change Frank Winter / Clive White, AMEC plc. Sellafield site investor trip: 21 / 22 June 2010. Agenda. Sellafield history and background Organisational structure NDA, NMP, Sellafield Ltd Budget NMP’s challenges Current operations - different demands

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Engineering the change Frank Winter / Clive White, AMEC plc

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  1. Engineering the changeFrank Winter / Clive White, AMEC plc Sellafield site investor trip: 21 / 22 June 2010

  2. Agenda • Sellafield history and background • Organisational structure • NDA, NMP, Sellafield Ltd • Budget • NMP’s challenges • Current operations - different demands • Commercial operations • Waste management • Decommissioning • NMP’s strategy for delivery • NMP’s performance • Future opportunities in Cumbria • Summary Sellafield panorama

  3. Sellafield history and background 1980’s 1960-80 1940- 60 1990’s 2000’s • PSBR, cash • Privatisation • Military and energy independence • Cold war, industrial and energy policies • Plutonium economy • Public dissent • Clean up, shut down • NDA, contractorisation POLITICS • Decommissioning gathers pace • Sellafield landscape changing forever • MOX as use for plutonium • True commercialisation of reprocessing • THORP commissioning • Waste treated in ‘real time’ for disposal concepts • Nuclear build begins • Military programme initially • Later civil programme • Waste stored - pending treatment • Storage capacity extended incrementally • Coarse segregation of waste • Main expansion of site, start of commercial focus • Major waste treatment programme • Decommissioning of early plants OPERATIONS

  4. Organisation structure • Client • Owns the site • Competes the contract • Provides strategic direction • Parent body organisation (PBO) • Holds SLC shares • Management expertise and governance • Provides reachback • Site licensing company (SLC) • Holds and is responsible for site licences (Sellafield and Capenhurst) • Tactical delivery

  5. Organisation structure - operation • The Parent Body Organisation (PBO) operates as a board with a committee structure • The Site Licensing Company (SLC) is organised operationally Chair Tom Zarges URS AMEC AREVA Non-Execs David Pethick Bob Pedde Bill Poulson Mike Saunders Gerry McGill Denis Hugelmann Jurgen Krellman Richard Caborn David Gee MD Office of the Managing Director Bill Poulson Deputy MD Operations Deputy MD Transformation Support functions Todd Wright George Beverage Various directors

  6. Organisational structure - budget NDA 2010/11 budget NDA structure and funding • Sellafield (4 sites) £1,500m • Magnox (10 sites) £620m • Dounreay (3 sites) £233m • Springfields (1 site) £54m • Drigg (1 site) £34m • Electricity Trading £64m • Nuclear Transport £129m • NDA direct costs £206m • Formed under the Energy Act of 2004 as a precursor to dismantling BNFL • NDPB reporting through DECC • “Owns” all UK legacy nuclear sites (will take AGR reactors too) • 2010/11 Budget £2,840m of which £1,150m is income from commercial operations • Balance of £1,690m is funded by DECC and accounts for ~60% of DECC budget • Staff approx 400 NDA 2010/11 budget approx £2.8bn across 19 sites

  7. NMP’s challenges • Change the safety culture – address ‘habitualisation’ • Ensure operations fit for purpose • Bring about consistency in leadership • Re-engineer/change the whole business • Drive value for money performance and fee generation

  8. Current operations - different demands Commercial operations Waste management Decommissioning Spent fuel reprocessing - THORP, MAGNOX & associated plant Waste and effluent treatment plants Decommissioning and environmental remediation Mixed uranium & plutonium oxide fuel production - MOX plant Legacy fuel pond and silo mgt and clean-up

  9. NMP’s strategy for delivery Building a commercial culture for operations • Building a commercial culture for operations Future Potential 9

  10. NMP’s performance – every measure improved in first 18 months Bid themes Progress PEOPLE • Working towards Conduct of Operations implementation and integration of people performance culture, terms, processes and systems • Leadership team growth • ‘Projectisation’ – greater use of project structures • Utilisation of reachback and parent company impact PARTNERING • Signing of the Union Partnering Charter • Developing strong relationships with regulatory bodies (High Hazard Steering Group) and stakeholders • Alignment of vision between NDA, NMP and SLC • Formulation of strong relationships with the supply chain and success on projects PERFORMANCE • 50 year old sludge recovered from aging tanks to safe passive form (this has finally dealt with of one of the most significant and long-standing site risks) • Product Residue Store construction safety -1.7 million man hours without lost time accident (an exceptional achievement and a role model for the site) • 6000 tonnes of spent fuel sheared in THORP, 5000 containers of waste vitrified, 8 fuel assemblies produced in the Sellafield MOX Plant (best ever performance and the basis for a new willingness of Japanese customers to invest in the MOX services)

  11. Future opportunities in Cumbria West Cumbria’s ‘Energy Coast’ • Nuclear market potentially £90bn* • NDA decommissioning programme £40bn • Nuclear new build £20bn • Geological waste repository £20bn • New reprocessing and other fuel facilities £5bn • Nuclear business park £5bn • Potential non-nuclear investment of £16bn* • Transmission & distribution upgrades £1bn • Renewable projects (e.g. offshore wind) £5bn • Gas terminal, gas re-injection, CO2 storage £5bn • West Cumbria infrastructure (roads & rail) £5bn • West Cumbria • Population of 180,000 • £2.8bn economy • Sellafield accounts for 40 per cent of gross added value Workington Whitehaven Sellafield Lake District National Park Barrow SOURCE: FT May 2010 * Over next 30 years

  12. Summary – engineering the change • Sellafield at the centre of nuclear renaissance • Future renaissance depends on how we deal with past issues • Sellafield complex site with significant challenges • NMP uniquely positioned to drive performance improvement • AMEC engineering the change 12

  13. Sellafield site investor trip: 21 / 22 June 2010 Questions

  14. 2010 AllDeco Slovakia AMEC Nuclear Projects UK AMEC NNC Romania 2005 Koeberg PWR NCI South Africa AMEC sro (InvestProjekt) Czech Republic NSS Monserco NCL Canada 2000 HEYSHAM 2/TORNESS Torness AGR 1990 SIZEWELL B PPP Heysham 2 AGR 1980 Heysham 1 AGR NNC HEYSHAM 1 HARTLEPOOL BNDC HINKLEY POINT B HUNTERSTON B DUNGENESS A Dungeness A Magnox Reactors 1970 DUNGENESS B OLDBURY NDC HINKLEY A SIZEWELL A WYLFA 1960 TNPG APC TRAWSFYNYDD HUNTERSTON A BRADWELL TOKAI MURA BERKELEY LATINA Berkeley Magnox Reactors EE/BW/TW GEC/SC AEI/JT 1955 APC AMEC nuclear - 1955 to present day Bruce CANDU Sizewell B PWR NPPC

  15. AMEC’s nuclear team Mike Saunders is President of AMEC Power & Process Europe. Prior to joining AMEC, Mike was Senior Vice President of Strategy and Integration at Westinghouse following the acquisition by Toshiba. Immediately before this he was Senior Vice President for the Global Nuclear Fuel Business and has extensive experience of the nuclear industry having managed nuclear licensed sites in the UK, Europe and the USA Clive White is Vice President of Power & Process Europe, responsible for consulting and engineering. He holds a physics degree and has 25 years experience in the defence and nuclear industries. He has held a variety of management posts in AMEC and has a successful track record of growing, positioning and managing both consultancy and project delivery businesses

  16. AMEC’s nuclear team Frank Winter is Customer Relations & Strategy Vice President of AMEC’s Power and Process Europe business, responsible for leading the development of strategies to support the new energy challenge including nuclear new build. Frank has extensive experience in the international nuclear sector and a proven track record of delivering results at both strategic and operational levels Iain Clarkson is Vice President of finance for Power & Process Europe. Iain is a Chartered Accountant with executive level experience across a number of senior finance roles in the nuclear industry. Prior to joining AMEC, Iain was Vice President of finance for Westinghouse’s Global Nuclear Fuel business based out of the USA. Iain has extensive experience of managing UK nuclear sites including time as Finance Director at the Springfields Nuclear Fuel Facility at Preston

  17. AMEC’s nuclear team Keith Case is a member of Sellafield Executive team, responsible for commercial and contract management at Sellafield Ltd. Keith previously worked in senior commercial roles in utilities and the nuclear industry for companies including British Nuclear Fuels, National Grid and Southern Water. He has worked in various supply chain management and customer facing roles George Beveridge is Deputy Managing Director - Transformation at Sellafield Ltd. He has spent 22 years in a variety of roles in the UK nuclear industry, including two previous spells at Sellafield. His experience includes plant and project management, R&D, and business management as well as general management of several businesses. George has been involved at Sellafield, Capenhurst, Reactor Sites, Aldermaston and Nirex during his career and has a broad knowledge of the whole UK nuclear sector

  18. Terms

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