WORKING IN PARTNERSHIP

Transcription

1 UNRESTRICTED WORKING IN PARTNERSHIP A REVIEW OF

2 OUR VISION PURPOSE Advancing nuclear science and technology for a clean and secure world. MISSION We will restore and protect Canada s environment by reducing and effectively managing nuclear liabilities. We will provide the world with sustainable energy solutions including the extension of reactor operating lifetimes, hydrogen energy technologies, and fuel development for the reactor designs of tomorrow. Together, with partners, we will demonstrate the commercial viability of advanced reactor designs including Small Modular Reactor (SMR). We will work collaboratively with medical/educational institutions and pharmaceutical companies to pioneer new alpha therapies for cancer treatments that save countless lives. We will leverage all of our capabilities for commercial success in Canadian and international markets. VIVID DESCRIPTION We stand proud as a global leader advancing nuclear science and technology. The world comes to us to solve the toughest technological challenges. We have the most effective industrial partnerships of any national laboratory. Our campuses are home to a vibrant community of the world s brightest innovators. Our people know they are making a difference in the lives of people around the world. Our customers in industry and the Canadian government value us. CORE VALUES Safety Respect Teamwork Accountability Integrity Excellence

3 WORKING IN PARTNERSHIP has been a year of transformation for CNL, we have made great strides in our journey to become a world-class and sustainable national nuclear laboratory. New processes and procedures have been established, and momentum has built across multiple areas, helping to drive excellent progress with the delivery of our milestones. Legacy liabilities and environmental challenges are being addressed and new facilities are being commissioned to deliver our vision. We have highlighted just some of the most significant accomplishments this year; that selection was not an easy task. Important to our future success, word of our performance is spreading. I have had the pleasure of representing CNL on the world stage, and it is a constant source of great pride that I am routinely stopped and engaged in conversation by people who have heard of the great work being done at CNL, the bright future, the exciting science, and the brilliant new campus under development. These are exciting times, and I am proud to be a part of the team that is working in partnership with AECL to advance nuclear science and technology for a clean and secure world. Mark Lesinski, President & CEO, CNL As we pursue our journey on the Government- Owned, Contractor-Operated model, we continue to see benefits on multiple fronts. Based on the priorities set out by AECL, CNL responded with an ambitious vision that is already starting to take shape. This includes the transformation of the Chalk River site into a world-class, nuclear science and technology campus and the clean-up of legacy radioactive waste. Implementation is well underway and AECL is pleased with the results to date. CNL s 10-year plan, which was approved by AECL, is setting the path towards this transformation. Some changes are visible - redundant buildings are being removed and contaminated sites are being remediated, and others are happening behind the scenes like process transformation and culture change. Importantly, all of these changes are supporting the safe and efficient delivery of CNL s work and are contributing to bringing significant benefits to the environment, the workforce, the community and Canada more broadly. Richard Sexton, President & CEO, AECL

4 KEY ACHIEVEMENTS A REVIEW OF THE FUTURE OF CNL CNL applied for and was granted a 10-year operating licence for the Chalk River site to enable CNL to realize its long-term strategy of modernizing and consolidating CRL site operations. Revitalization of essential infrastructure, decommissioning of aging buildings and investment in new, world-class science facilities will transform the site and ensure CNL s continued leadership position in the development of peaceful and innovative applications of nuclear science and technology. On March 31, the NRU reactor shutdown for the final time, marking the closure of one of the world s most versatile research reactors. NRU continued to deliver for its customers until closure, exceeding its delivery targets in its final year, even after over 60 years of safe operation. MANAGING LEGACY WASTES Significant skyline changes are noticeable. Over 19,000 m 2 of buildings in the controlled and supervised areas were decommissioned and demolished. This year, 26 buildings and structures were demolished at the Chalk River site; paving the way for the new science and technology campus. Management of legacy wastes is an integral part of decommissioning. We have accelerated the repatriation of highly enriched uranium to the United States.

5 ENABLING EFFECTIVE DELIVERY We published our HR Strategy and Plan; our comprehensive, long-term resource management strategy. The plan details how our people our workforce fit into CNL s vision for the future. Our organization is evolving, transforming, revitalizing, changing to align our capabilities and our work with the needs of our customers, federal and commercial. This will have an impact on our people and the plan provides a means to facilitate this transition. Working in partnership with our Supply Chain is vital to the successful delivery of our plan. CNL has launched a Vendor Portal which makes published procurement opportunities visible to the supply chain. CAPITAL INVESTMENT Working in partnership with our Supply Chain is vital to the successful delivery of our plan. CNL has launched a Vendor Portal which makes published procurement opportunities visible to the supply chain. The Harriet Brooks Building (Building 350) will be the cornerstone of the new science and technology campus in Chalk River. The transfer of this building from its construction phase to operations marks a significant step towards establishing CNL s future.

6 SCIENCE & TECHNOLOGY THE FUTURE OF CNL CNL is positioned at the forefront of material characterization technology - the Focused Ion Beam Spectrometer has been commissioned and is in high demand for a CANDU Owners Group (COG) Joint Project on spacer integrity, and the Focused Ion Beam facility has been newly acquired. We have established an Alpha Research Institute (Avenir) Avenir, a virtual institute for alpha particle research and innovation, will facilitate worldwide research and collaboration, expand scientific understanding of alpha emitting isotopes and alpha particles, and serve as an incubator for the development of commercial products and services.

7 We made important and impressive progress on our S&T strategic initiatives, and in particular, on the SMR and hydrogen initiatives. CNL led a series of SMR events, and attended nearly a dozen SMR collaborative events, leading to the release of the invitation for siting an SMR demonstration project. As a low-carbon source of energy, these reactors are well-aligned with global desire to reduce our carbon footprint. To maximize the value of our patent portfolio, we have focused on refining the Intellectual Property portfolio to those assets which are of value. This will reduce the costs associated with the activity and portfolio and allow for filing of new patents in the future. CNL assisted in a hydrogen feasibility study performed by Metrolinx for the Toronto light rail project. The study provided a preliminary hydrogen safety review for the project, in which hydrogen is proposed as an energy source to power the Toronto GO train system.

8 NATIONAL RESEARCH UNIVERSAL NRU AND THE TEAM WITHIN IT HAVE MADE THE WORLD A BETTER PLACE

9 Historically high reliability of NRU reactor operation has been achieved in the final year of operation. NRU exceeded the planned operation of 235 high power days, made possible by improved equipment reliability and human performance. A 300% improvement in mean time between equipment failures was realized. Reliable reactor operation enabled U-2 Loop fuel experiments to be maximized, important material irradiations to be performed, and numerous specialty irradiations were completed for internal and external customers. Neutron beam experiments exceeded targets for work performed and publications issued. Isotope deliveries were achieved due to the excellent final year performance of NRU, meeting customer demands and revenue, and exceeding the annual target by approximately $4M. The Retain, Retrain, Redeploy program for NRU and connected staff has been a resounding success, achieving its first target seven months ahead of schedule, and helping to provide certainty for our workforce. Nuclear Fuel Fabrication Facility surpassed nine years with no recordable or lost time injuries in the facility, demonstrating the team s successful safety practices, while completing the NRU fuel fabrication mission.

10 SITE OPERATIONS & INFRASTRUCTURE CLEAN EFFICIENT EFFECTIVE Work in the shielded facilities led to development of a new technique for hydriding pressure tubes at low pressure to improve burst testing. This is an industry first and enables future reactor life extension. An integrated approach for the management of infrastructure and assets at the Chalk River site was developed, based on building assessments and incorporating equipment reliability plans to better inform maintenance activities. This work provides the basis for investment decisions to sustain the essential site infrastructure.

11 Site maintenance has focused on flexibility, accountability and customer service to reduce maintenance work backlogs and deliver work more efficiently. Multi-skilling of some trades has ensured continued delivery of quality customer service with a versatile workforce and provided us with the opportunity to redeploy employees into nontraditional roles. We have achieved double this year s target for completion of multi-skilling trades training qualification cards. $2M of energy savings was achieved, and our carbon footprint has been substantially reduced, through the conversion to natural gas of several buildings including the Powerhouse.

12 CAPITAL PROJECTS CAPITAL INVESTMENT FOR A SUCCESSFUL FUTURE Development of the Advanced Nuclear Materials Research Centre (ANMRC) is significantly ahead of schedule. This centrepiece facility will be a flexible, modern facility and the largest single capital investment currently planned to support CNL S&T.

13 We installed 6.7 km of water main from Deep River including a 2,000 m 3 reservoir. This infrastructure will enable the supply of potable water to the CRL site. 61 key equipment purchases were made which will directly contribute to maintaining and enhancing CNL s S&T capabilities. Building 320/330 exterior renovation was substantially completed. These buildings house the core of CNL s chemistry and radiochemistry laboratories and required investment to ensure their future availability. The new Tritium Facility was completed including the inactive commissioning of its specialty equipment. The capabilities gained from this facility will enable ongoing commercial projects for tritium dispensing and He-3 production as well as support to Federal S&T projects including tritium batteries and tritium removal.

14 DECOMMISSIONING & WASTE MANAGEMENT SAFELY CLEARING THE WAY FOR CNL S BRIGHT FUTURE The safe and efficient management of AECL s environmental responsibilities is a priority for CNL. This year has seen the development of an integrated 10-year plan, approved by AECL, which outlines CNL s plans for protecting the environment by managing radioactive waste, undertaking decommissioning activities and remediating contaminated land. The Stored Liquid Waste project emptied tank 40D and developed a new process which significantly reduces the overall cost of the project by utilizing the Waste Treatment Centre for dealing with the residual liquids.

15 Management of radioactive waste and remediation of contaminated lands is vital for the responsible stewardship of the environment. Significant progress has been made in the repatriation of Highly Enriched Uranium to the United States has been made. We have exceeded the annual target of Target Residue Material shipments by greater than 25 per cent and met the annual shipment requirements of Highly Enriched Uranium. 45 fuel packages have been recovered from tile holes and package drying commenced, exceeding the annual target by 25 per cent and shortening of the project schedule by two years. The draft Environmental Impact Statement was submitted for the Near Surface Disposal Facility. This is a significant milestone towards achieving our overall decommissioning vision and our Integrated Waste Management strategy. 26 buildings have been demolished at the Chalk River site including the High Head Water Tank which was a noticeable skyline change and the first time explosives were used for demolition at CNL.

16 NUCLEAR POWER DEMONSTRATION Asbestos abatement of the vast boiler room has been completed. The accomplishment reduces worker exposure to hazards while conducting routine surveillance activities. The draft Environmental Impact Statement for in-situ decommissioning was submitted to CNSC. Extensive stakeholder engagement campaigns were conducted including hosting two open houses in the NPD reactor hall. NPD determined that the legacy landfills do not require remediation. The concrete cap and engineered barrier detailed design have been completed. Development of three grout formulae has been completed and testing is underway.

17 PORT HOPE Contracts for both the Temporary Storage Sites and the Industrial Sites remediation projects have been awarded. Low-level radioactive waste transfers into the new Port Hope Project Long Term Waste Management Facility have started. Approximately 90 per cent of originally planned 550,000 metric tonnes of legacy waste in Port Granby has been excavated and moved into the Long-Term Waste Management Facility. The Small-Scale Sites Property Radiological Survey of 4,800 properties continued with the final of five campaigns launched. Proactive development of positive and effective community relations and competence in public communications, has maintained stakeholder confidence.

18 WHITESHELL PROGRESS IS BEING MADE IN MANITOBA The Waste Management Area has been expanded and a trailer complex has been installed to support safe and efficient remediation efforts. The Standpipes and Intermediate Level Waste (ILW) Bunkers Waste Retrieval System achieved the 60 per cent design phase.

19 Over 100 radioactive waste shipments have been safely completed to-date and the on-site recycling program ensures that we minimize, reuse and reduce as much as possible. The draft WR-1 Environmental Impact Statement for the in-situ decommissioning of the reactor was submitted to the CNSC. Numerous indigenous, public and municipal information and engagement sessions were conducted. We have accomplished the demolition of six non- nuclear facilities, buildings 409, 416, 428, 418, 408 and 415, totalling 4,369 m 2.

20 CORPORATE SERVICES We developed the first multiyear Performance Measurement Baseline. The baseline contains major inter-project logic ties and drives a critical path through sites and missions. The establishment of the 10-year PMB will allow performance monitoring and future further optimization of CNL s planned work activities. CNL management has driven through an effective reduction in indirect costs through innovation, cost savings, cost avoidances, and efficient delivery to make CNL more cost competitive in the global market. CNL s leadership team and workforce inspired over 150 documented initiatives which led to $17.7M in cost savings and avoidance, without compromising safety, security and the protection of the environment. We achieved a Maturity Level III Certificate of Compliance for our Earned Value Management System (EVMS). Having a robust EVMS in place is key to successful project delivery. Building on the previous year s employee survey, we focused efforts on improving communication to our workforce such as the launch of mycnl TV. Initiatives like this have resulted in an approximate 10% increase in employee participation for the survey. We have leveraged the expertise of our parent companies to establish a comprehensive, multiyear program to improve finance capability, processes and systems. Our company financial decisions are improving by refining our overall governance framework for decision-making. We are making strides towards organizational transformation. 1,159 employees have completed Vision Plus and 342 managers have completed Leading from Vision sessions. These sessions are a valuable tool to explain the CNL values and support the development of a new organizational culture within CNL.

21 Stakeholder engagement is vital to the success of the CNL program. This year, we held the first open house in five years. Over 2,000 visitors turned out to celebrate the scientific accomplishments being made by CNL employees past and present and to learn about our cuttingedge work. CNL s new Vendor Portal went live on CNL.ca. The portal makes procurement visible to the supply chain and communicates how we do business. An historic interim fire service agreement has been signed with the town of Deep River where CNL will provide a Fire Chief and Deputy Chief to manage and provide training to Deep River s Fire Service, while a permanent solution is determined. ENABLING EFFECTIVE DELIVERY

22 UNRESTRICTED