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How an Integrated Change Programme Has Accelerated the Reduction in High Hazard Nuclear Facilities at Sellafield

[+] Author Affiliations
Angela Mackintosh

Sellafield Ltd, Seascale, Cumbria, UK

Paper No. ICEM2013-96168, pp. V002T03A026; 4 pages
doi:10.1115/ICEM2013-96168
From:
  • ASME 2013 15th International Conference on Environmental Remediation and Radioactive Waste Management
  • Volume 2: Facility Decontamination and Decommissioning; Environmental Remediation; Environmental Management/Public Involvement/Crosscutting Issues/Global Partnering
  • Brussels, Belgium, September 8–12, 2013
  • Conference Sponsors: Nuclear Engineering Division, Environmental Engineering Division
  • ISBN: 978-0-7918-5602-4
  • Copyright © 2013 by ASME

abstract

For over five decades the Sellafield Site has been central to the UK’s nuclear programme. Now operated by Sellafield Ltd, under the management of Parent Body Organisation Nuclear Management Partners (NMP), a consortium of URS Washington Division, AMEC and AREVA is focussed on the decommissioning of historical facilities.

When Decommissioning commenced in the late 1980’s the site focus at that time was on commercial reprocessing and waste management. Now through the implementation of a company change programme, emphasis has shifted towards accelerated risk and hazard reduction of degraded legacy plants with nuclear inventory whilst ensuring value for money for the customer, the Nuclear Decommissioning Authority.

This paper will describe the management success by the Site owners in delivering a successful change programme.

The paper will explain how the site has transitioned to the INPO Standard Nuclear Performance Model (SNPM) and how through the use of a change maturity matrix has contributed to the accelerated reduction in high risk high hazard nuclear facilities.

The paper will explain in detail how the Decommissioning Programme Office has facilitated and coordinated the Governance and assured delivery of the change plan and how successful application of visual management has aided the communication of its progress.

Finally, the paper will discuss how the Delivery Schedules have proved critical for presenting the change plan to Key Stakeholders, Government Owners and Powerful Regulators. Overall, this paper provides an insight into how a massive change programme is being managed within one of the world’s highest regulated industries.

Copyright © 2013 by ASME

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