phil reeve decommissioning head of strategy and technical sellafield ltd – key to britain’s...
TRANSCRIPT
Phil Reeve
Decommissioning Head of Strategy and Technical
Sellafield Ltd – Key to Britain’s Energy Future
9 April 2014
3
Sellafield Ltd strategy – Mission and Vision
Mission: to deliver safe, secure site stewardship whilst delivering value for money and urgency in the reduction of risks and high hazards posed by Sellafield’s historic facilities and wastes.
Vision: through the safe and expert delivery of our mission, we will be recognised as an efficient, honest and hardworking organisation that will play a significant role in Britain’s energy future.
4
Sellafield Ltd strategic objectives
Sellafield Ltd strategy - underpinned
Sellafield Ltd strategy – potential new missions
•Support additional Nuclear Decommissioning Authority missions e.g. Plutonium
recycling/management•Lead the UK capability in decommissioning and waste e.g. capitalise on Sellafield Ltd knowledge and technology•Create a long term structure for growth e.g.
develop strategic partners in different industries
Rev CRev B
Rev A
Strategic ContextUK Policies & Regulations
Sellafield Strategy
Decommissioning Strategy
Decommissioning Integrated Strategic Plan
Decommissioning Arrangements
“How do I Build and Maintain a SiteDecommissioning Plan”
future
futu
re
Strategy Development
REV 1
Business Cases
Programme Business Cases
Programme Business Cases
Programme Business Cases
Programme Business Cases
Decommissioning LTPSubmission
DecomDivision
POCO
Retrievals Calder Hall
Sellafield decommissioning strategy
Decommissioning integrated strategic plan – context and rationale
Rev CRev B
Rev A
Strategic ContextUK Policies & Regulations
Sellafield Strategy
Decommissioning Strategy
Decommissioning Integrated Strategic Plan
Context & Rationale
APPROVED 26/02/2014
Decommissioning Arrangements
“How do I Build and Maintain a SiteDecommissioning Plan”
future
futu
re
Strategy Development
Business Cases
PFSP Programme Business Case
FGMSP Programme Business Case
MSSS Programme Business Case
PFCS Programme Business Case
SR&DP Programme Business Case
Decom Portfolio Overview Paper
REV 1
Strategy “Configuration Control” via the following: Logic Aligned Master Programme Waste Routing Diagrams Decision Calendars Integrated Risks Milestones
Decommissioning LTP Submission
PFSP
FGMSP
MSSS
PFCS
SR&DP
PA02
PA09
PA14
PA17
Visual representation of approach to prioritising work
PRIORITY 1 RISK GROUP 1 RISK GROUP 2 RISK GROUP 3
Volume of Work Available
PRIORITY 1 RISK GROUP 1 RISK GROUP 2 RISK GROUP 3
Previous approach - Only work in Group 1 is undertakenTasks from risk groups 2 & 3 had to be justified for inclusion into Group 1 to ensure they were
undertaken
Work undertaken in these groups
PRIORITY 1 RISK GROUP 1 RISK GROUP 2 RISK GROUP 3
NowBalanced view of aggregated risk reduction means work undertaken across the three groups (light
colours)
Work undertaken in these groups (shown by light colours)
21 April 2023
Decommissioning strategy overview
Sco
peTime
Ris
k
Risk Group 1
Bulk retrievals from intolerable facilities.
Risk Group 2
High probability lower consequence facilities.
Risk Group 3
Enablers and opportunities for accelerated risk
reduction
Priority ‘1 ’ – Safe & Secure storage of the nuclear inventory and compliance with the site licence
Principles Rules Instructions
Sustained Risk Reduction
Risk Group 1
Bulk retrievals from intolerable facilities.
Risk Group 2
High probability lower consequence facilities.
Risk Group 3
Enablers and opportunities for accelerated risk
reduction
Priority ‘1 ’ – Safe & Secure storage of the nuclear inventory and compliance with the site licence
Principles Rules Instructions
Sustained Risk Reduction
Risk Group 1
Bulk retrievals from intolerable facilities.
Risk Group 2
High probability lower consequence facilities.
Risk Group 3
Enablers and opportunities for accelerated risk
reduction
Priority ‘1 ’ – Safe & Secure storage of the nuclear inventory and compliance with the site licence
Principles Rules Instructions
Sustained Risk Reduction
Risk Group 1
Bulk retrievals from intolerable facilities.
Risk Group 2
High probability lower consequence facilities.
Risk Group 3
Enablers and opportunities for accelerated risk
reduction
Priority ‘1 ’ – Safe & Secure storage of the nuclear inventory and compliance with the site licence
Principles Rules Instructions
Sustained Risk Reduction
Rev CRev B
Rev A
Strategic ContextUK Policies & Regulations
Sellafield Strategy
Decommissioning Strategy
Decommissioning Integrated Strategic Plan
Decommissioning Arrangements
“How do I Build and Maintain a SiteDecommissioning Plan”
future
futu
re
Strategy Development
REV 1
Se
lla
fie
ld L
td
ND
AR
eg
ula
to
rs &
Sta
ke
hold
ers
No
v 2
01
3 - S
DS
R
ev 0
issue
d
De
c 2
01
3 - G
ate
0
pa
pe
r issue
d
Ja
n 2
01
3 - S
DS
R
ev 1
fo
rm
ally
issu
ed
Aug
20
14
- G
ate
A
p
ap
er
pu
blis
he
d
April 1
5 - G
ate
B
p
ap
er issu
ed
De
c 2
01
5 - G
ate
C
p
ap
er is
su
ed
Dec 2013 (est)-NDA Pace and
Priority ofDecommissioning -
Outline Position(Factors and
Principles Review)published
August 2014 (est) -Review of strategic
tolerancespublished
Apri l 2016 -Strategy 3published
October 2015 - Regulatorrequirement for a Draft integratedand optimised strategy and plan
for decommissioning
October 2016 -Regulator requi rementfor a Final in tegrated
and optimised strategyand plan for
decommissioning
Engagement on Gate0 paper
Stakeholderengagement on Stage
A assessment(engagement route
TBD)
Stakeholderengagement onGate C paper(engagementroute TBD)
Stakeholder engagement during options assessment and identi ficationof lead strategic option
Apri l 2015 (est) -End State review
published
Task C1
Review of del iverabil ity oflead strategic option.
Strategic position finalised
Completed: Dec 2015
Oct/ Nov 2014 -Comprehensive Spending
Review
NDA review ofimpact on paceand priority of
decommissioningacross estatefrom proposed
al ternativestrategic option
Time
Task A3
Confirm key question set and assessmentprocess. Refine to generate critical questions
Duration: Mar - Apri l 2014
Task A2
Confirmation of al ternative strategic optionsfor consideration in the assessment stage
Duration: Jan - Feb 2014
Task A1
Collaborative agreement with NDA onrelevant factors and methodology for use in
further process steps
Duration: Jan -Feb 2014
Task A4
Defined to lerances for strategic options
Duration: Mar - April 2014
Task A6
Post assessment review
Duration: August 2014
Sta ge A Overview
The overarching Stage A assessment process will identi fy credible a lternative strategic options for future process steps
This wi ll be delivered by appraisal of critica l questions and drivers against all the identified alternative strategic options.Credib le options identified and impl ications for each option assessed
Completed: August 2014
DRAFT: To be developedin January 2014 in
conjunction with the NDA
Assessment Stage A
Task B3Lead strategic option identified
Completed: March 2015
Task B2Implications of each alternative strategic option
assessed including review of benefi ts anddetriments
Completed: Feb 2015
Stage B
Task B1Shortl ist credible strategic alternative options as
previously assessed for Stage ACompleted: September 2014
Sta ge B Overview
The overarching Stage B output wil l identify thelead strategic option and contingency
Completed: Apri l 2015
Stage C
Sta ge C Overview
The Stage C output wi llreview the del iverabil ity of the
lead option, finalising thestrategic position.
Completed: Apri l 2015
Stakeholder engagementduring options assessment
and identification through SRTOG
Task A5
Undertake assessment process andproduce assessment report
Duration: Apri l - Aug 2014
Feb
20
14
- T
ask A
1C
om
plete
Feb
20
14
- T
ask A
2C
om
plete
April 2
014
- T
ask A
3C
om
plete
April 2
014
- T
ask A
4C
om
plete
Aug
ust 20
14
- T
ask A
5C
om
plete
Aug
20
14
- T
ask A
6C
om
plete
Sep
20
14
- T
ask B
1C
om
plete
Feb
20
15
- T
ask B
2C
om
plete
Ma
rch
2
01
5 - T
ask B
3C
om
plete
De
c 2
01
5 - T
ask C
1C
om
plete
Apri l 2015 -Draft
Strategy 3production
commences
Business Cases
Programme Business Cases
Programme Business Cases
Programme Business Cases
Programme Business Cases
Decommissioning LTPSubmission
DecomDivision
POCO
Retrievals Calder Hall
Sellafield decommissioning strategy
Potential for further development beyond the High Hazard Phase (Gate 0)
Workstream composition over time
2013
2020
2030
2040
Calder
Lead time for waste route developmentLead time for POCO planning
Others
SR&DP
PFSP
FGMSP
MSSS
PFCS
THORP
MAGNOX
High hazard & risk
reduction
Operations
Broadfront decommissioning
Dec
om
mis
sio
nin
gO
per
ati
on
s
Broadfront decommissioning
Broadfront decommissioning
N.B. timeline is illustrative only
Summary
• Sellafield integrated strategy is a public high level strategy
• Decommissioning have developed their strategy to align from a division level
• Work ongoing to continue improvements• Striving to accelerate risk and hazard reduction