1 Managing Safety from an Operational Perspective. 1 January 2014 EDF Energy plc. All rights Reserved

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2 Managing Safety from an Operational Perspective Graham Finn Head of Health, Safety, Sustainability and Environment EDF Energy Generation Ltd 2

3 Introduction About EDF Process (nuclear) safety within EDF Energy - Nuclear site licence & interface with regulator - Process based management system - Process owners and fleet managers - Continuous improvement - Independent oversight People - Organisational learning - Nuclear professionalism Plant - Asset lifecycle management Safety performance - Key nuclear safety indicators - Key environmental safety indicators - Key people safety indicators 3

4 About EDF 4

5 About EDF EDF SA Has electricity generation interests in 23 countries Parent company is the major generator in France 58 nuclear reactors across 19 locations providing 80% of electricity in France Annual R&D budget of over 500m Benefit to EDF Energy: synergies EDF Energy UK subsidiary of EDF Generation: 8 nuclear stations, 2 coal stations and 1 CCGT Nuclear New Build: 2 nuclear stations planned Customers: residential & business customers (B2C, B2B) 5

6 About EDF Energy Generation We also have offices in Barnwood and East Kilbride, London and other locations around the UK 6

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9 Fleet 9

10 Process based management system processes Customer Business Business Planning Financial Direct the the business of of Governance Change Performance Asset Risk Risk Compliance and and oversight Regulatory Independent Adherence Assessment Customer Business Control Improvement Core processes Production Production of of Nuclear Fuel of of Operations Work of of Maintenance Outage Requirements Engineering management Procurement Electricity Satisfaction Technical Governance Maintain Design Integrity Design Control Fleet Engineering Project Acquire Goods and Services Support processes Health and safety Industrial Environmental Safety Information control Information Org learning CAP and Self Assessment Emergency Preparedness Fire Fire Safety Radiation Protection Security Document Control Records Operational Experience People management Decommissioning Human Resources Training && Qualification Nuclear Professionalism Communications Decommissioning 10

11 Process owners / fleet managers Designated owners appointed for all processes within management system In key operational & support areas, process owners are also fleet managers The fleet manager remit is to provide: - Governance - Define & set standards & expectations for fleet - Establish consistent fleet-wide arrangements & performance - Establish & lead an effective fleet peer group within own process - Oversight - Monitor & analyse performance - Undertake reviews & assurance checks - Proactively initiate interventions to address emerging performance gaps - Support - Provide direct / indirect support, advice & assistance to the fleet - Performance - Establish continuous improvement plans to drive progressive improvements in performance & arrangements - All fleet managers apply the GOSP model to ensure consistency and facilitate effective cross functional integration 11

12 Delivery Activity Lead KPI Results Lead KPI Results Set the fleet standard Agree the delivery strategy Develop action plans Develop metrics Analysis Inputs: World best practice; Station Performance; WANO AFI; INA reports; TSAB; NSRB; etc. Fleet Manager s rating of enablers Fleet Manager Role Fleet Manager Role Operationalising the Behaviours for Success Strategy Results Station Targets Station Results Station Planning - Governance Monitoring - Oversight Peer Group - Governance Station Heat Map Reporting / Accountability- Oversight Station A : insights Station B : insights + Station C : insights Station H : insights Outcome performance Written specific insights 12

13 Target Actual Best Preventio n Detection Correction Fleet process model Standards Metrics Delivery and improvement plans Performance Risk Log Performance GAPS and Risks Actions Programme Health Fleet-wide learning: analysis of self assessments, surveillances, reviews, oversight, investigations & opex Analysis of metrics 13

14 Continuous improvement Requirement is for fleet managers & associated peer groups to deliver continuous improvement within their designated process area Improvement opportunities typically identified through: - Performance & trend analysis - Assurance checks, auditing, self assessment - Benchmarking exercises Improvement interventions detailed in an annual plan supporting longer term strategic improvement plan Plans reviewed and approved by sponsoring directors Progress reported & reviewed during monthly governance meetings with NGL fleet delivery teams 14

15 ENV2 Risk ENV1 Training Best EDF practices replicated across fleet 5 year transition plan - Environment EN.02 Deliver Fleet Environment Awareness Training Develop & Deploy Authorisation Process for Qualified Experts Stabilise fleet AETP enhancement project Establish ODS inventories at all locations Review existing accredited initial training programmes and identify environmental training needs Upgrade gaseous effluent monitoring at HPB and DNB Revise existing accredited initial training programmes to incorporate environmental training Conduct internal controls risk assessment Environmental risk: re-score aspects and incorporate top risks in BERL Develop commercial disposal solutions for priority waste streams Review existing accredited continuing training programmes and identify environmental training needs Replace all R22 refrigerant with specified alternatives Vertical alignment of EDF Group, EDF Energy and EN environmental risks Identify scope of non-rad plant to incorporate into ESPEC s/emits Revise existing accredited continuing training programmes to incorporate environmental training Implement commercial disposal solutions for priority waste streams Improve lower tier event trend analysis Monitor and support delivery of first phase of fleet AETP enhancement Monitor and support delivery of second phase of fleet AETP enhancement Develop and implement non-rad ESPEC s & EMITS Align with EDF Energy reporting processes Withdraw all local documents that duplicate company specifications Develop and deliver Climate Change Adaptation Report SAT training in place for all Environment. functionaries Establish Fleet Environment Training Advisory Council Develop and implement non-rad ESPEC s & EMITS Deliver actions identified form climate change adaptation Deliver RSA Permit Improvement Conditions Review Actions Target leadership coaching on environmental issues Monitor and support delivery of third phase of fleet AETP enhancement Align with EDF Energy processes Implement Systematic Approach to Waste Strengthen arrangements under LC s 32,33 & 34 by developing Systematic Approach to Waste Implement Systematic Approach to Waste Deliver year 2 fleet self assessment programme Sustainable Environmental Establish Environment Performance Benchmark data with EDF Nuclear fleet Deliver year 3 fleet self assessment programme Select best EDF environment performers and conduct benchmarking visits Deliver local compliance evaluation programmes Deliver local compliance evaluation programmes Deliver year 1 fleet self assessment programme Deliver local compliance evaluation programmes ENV3 Processes ENV4 Fleet

16 Independent oversight the onion model External Oversight (Regulator) Accountability Good Training Good Processes In Process Oversight Functional Oversight Independent Oversight 16 External Oversight (WANO)

17 People processes 17

18 Organisational learning Organisational learning processes are delivered through continuous improvement / operational support functions Key elements of organisational learning: 1. Self assessment and benchmarking Identify gaps between and excellence so corrective action can be taken to close the gap 2. Operating experience Learn from and operating experience, to identify fundamental weaknesses and determine appropriate corrective actions that will minimise the likelihood of similar events 3. The corrective action programme (CAP) Identification and resolution of. conditions adverse to quality Encompasses: Condition identification, condition documentation in a condition report (CR), investigation, corrective action determination, investigation report review and approval, action tracking, effectiveness review and trend analysis 18

19 Impact on safety performance 19

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