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transcript
Paul de JongManaging Director Urenco Nederland B.V.May 30, 2006
Closing the feedback loop,Closing the feedback loop,
in the end it is a in the end it is a people thing!people thing!
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Content
• Structure operations Urenco
• Stakeholders
• Urenco management system
• Closing the feedback loop
• Cultural aspects
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The Urenco Role
“The establishment of joint industrial enterprises to build plants for the enrichment of uranium by the gas centrifuge process,
to operate such plants and exploit that process on a commercial basis”
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Company Structure
UEC ETC
Urenco Capenhurst LtdUrenco Nederland BV
Urenco Deutschland GmbH
NEF New MexicoAlmelo NLCapenhurst UK
Jülich D
Urenco’s operations is organised around two distinct business activities:
UEC: Enrichment of uraniumowns the enrichment plants and the nuclear licences to operate and provides enrichment services to its customer
ETC: Supply of technologyis the owner of the centrifuge technology and sells and constructs centrifuge enrichment plants for its customers
URENCO PROPRIETARY
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The Urenco stakeholders
It starts with stakeholders, needs and expectations!
• Urenco is in a long term nuclear business which has to be reflected in the operational performance
• We have to keep all direct and indirect Urenco stakeholders (long term) satisfied
the society
the customersthe employees
the shareholders
the regulator
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Principles Management System
PLANPLAN
ACTACT DODO
CHECKCHECK
Therefore we continuously have to improve,
we use the PLAN – DO – CHECK – ACT approach!
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Management System: Plan phase (1)
Requirements stakeholders
What do we want to achieve?
Risk management
Imp
rove
me
nts
fr
om
ch
eck
an
d a
ct
ph
ase
Do
Risk control reduction
Business planLong-term operational plans
− Technical − Personnel− Quality− Safety− Environment− Security− Safeguards
Vision, mission and valuesStrategy and policy
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Urenco’s Vision & Mission
Vision:
• We believe the Future needs nuclear power to meet the demand for sustainable global energy
Mission:
• Enriching the Future is our commitment, through the global deployment of our nuclear products, services and technology to support sustainable nuclear energy
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Urenco’s Values
Safety
- We will operate to the highest standards of safety, environmental and security requirements
Integrity
- We will conduct all our relationships with honesty, fairness and respect
Flexibility
- We will be responsive to the market to best meet our customers’ needs through the flexible deployment of our skills
Development
- We are committed to the sustainable growth of our business through the continuous development of our employees, services and products
Profitability
- We are committed to making profits to secure our future and reward our shareholders and employees
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Management System: Plan phase (2)
Requirements stakeholders
What do we want to achieve?
Risk management
Imp
rove
me
nts
fr
om
ch
eck
an
d a
ct
ph
ase
Do
Risk control mitigation
Business plan TargetsLong-term operational plans
− Technical − Personnel− Quality− Safety− Environment− Security− Safeguards
Vision, mission and valuesStrategy and policy
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Risk Assessment
Consequence
Area
Insignificant
(1)
Minor
(2)
Moderate
(3)
Major
(4)
Catastrophic
(5)
Financial impact € 0 – 10k p.a. € 10k – 500k p.a. € 500k – 10M p.a. € 10M - € 100M p.a. > € 100M p.a.
On time delivery 1 to 3 deliveries per year which require the delivery
schedule with the fabricator to be adjusted,
no impact on the customer
1 to 3 deliveries per year where product is not
available on due date, but available for transport within 3 to 5 days, no
impact on the customer
Missing 1 to 3 product deliveries to the customer per year, which can be rectified
within 2 weeks
Missing up to 5 product deliveries to the customer per
year, which can not be rectified within 2 weeks
Missing 6 or more product deliveries to the customer per
year, which can not be rectified within 4 weeks
Quality Process outage without damage
Process error corrected before delivery
Single minor delivery requirements are not met
Single major delivery requirements are not met
Repeatedly major delivery requirements are not met
Health and Safety People are frightened.
No casualties
Accidents without permanent injury
Accident with lasting effects Death whilst company business
Multiple deaths whilst company business
Environment Contamination immediately contained
On-site environmental contamination contained after prolonged effort
On-site environmental contamination contained with outside assistants
Off-site environmental contamination contained with outside assistants
Off-site environmental contamination with detrimental effects
Security and
Safeguards
Minor infringement of arrangements
Correctable errors Unreliable systems Legal or regulatory non compliance
Major breach of safeguards and security treaty
Reputation Letters to local/industry press
Series of articles in local/industry press
Extended negative local/industry media coverage
Short term (inter)national negative media coverage
Extensive negative (inter)national media coverage
Effort An event, the impact of which can be absorbed through normal activity
An event, the consequences of which can be absorbed but management effort is required to minimize the impact
A significant event which can be managed under normal circumstances
A critical event which with proper management can be endured
A disaster with potential to lead to collapse of the business
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•Likelihood
•Likely • Almost certain
Consolidation net risk matrixes
•Likelihood
•Likely•Possible•Unlikely•Rare
• In
sig
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ica n
t• M
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• Almost certain
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KeyCritical
Important
Moderate
Low
xx
xx
Gross risk
Net risk
1515
• Im
pact
UD UCL UNL
•Likelihood
•Likely•Possible•Unlikely•Rare
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KeyCritical
Important
Moderate
Low
xx
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Gross risk
Net risk
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KeyCritical
Important
Moderate
Low
xx
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Gross risk
Net risk
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pact
•Possible•Unlikely•Rare
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KeyCritical
Important
Moderate
Low
xx
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Gross risk
Net risk
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• Im
pact
Marlow
•Likelihood
•Likely•Possible•Unlikely•Rare
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KeyCritical
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Gross risk
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• Im
pact
•Likelihood
•Likely•Possible•Unlikely •Almost certain
Logistics
•Likelihood
•Likely•Possible•Unlikely •Almost certain
Material Handling
•Rare
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1515
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•Rare
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1515
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•Likelihood
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Enrichment
Consolidated risk matrix
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Management System: Do phase
From plan phase
Check
Execute according to plans
How are we going to achieve that? Deliver within specification according to planningSecure (nuclear) licence & law
Annual (short term) plans− Agreed delivery planning− Budget − Quality− Safety− Environment
Imp
rove
me
nts
fro
m c
hec
k a
nd
act
ph
ase
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Management System: Check phase (1)
Measure and Monitor
Analyse data and correctnon-conformances
Risks determination & evaluation
Execute audits & inspections
Management Review
Act
Imp
rove
me
nts
fro
m c
hec
k a
nd
act
ph
aseMonitor by plant-walk around
Internal ReportsManagement reportsContinual improvement planQuality reportSafety reportEnvironmental reportReview report law & regulations
External ReportsVROM/KFD operational reportVROM discharge air/waterSafeguards Euratom/IAEA
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Management System: Check phase (2)
Measure and Monitor
Analyse data and correctnon conformances
Risks determination & evaluation
Execute audits & inspections
Management Review
Act
Imp
rove
me
nts
fro
m c
hec
k a
nd
act
ph
ase
Stakeholder satisfaction Mission, vision and values Strategy and policy Audits and inspections Licences, law and regulations Continual improvement Effectiveness of Management System
Risk areas: Operational Safety & Environment Security
Customers Internal audits and KEMA audits KFD, Safeguards and local inspections Accountants and tax authorities
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Management System: Act phase
Take and follow up corrective and preventive measures
Improve continuously
Registers Unwanted events Audits, inspections & exercises Safety
Continual improvement plan
From check phase
Imp
rove
me
nts
fr
om
ch
eck
an
d a
ct
ph
ase
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Closing the feedback loop
Functional specification
Plant Operations
Plantdesign
Plantconstruction
Plantcommissioning
Maintenancemaster plan
Maintain and modify
PLANPLAN
ACTACT DODO
CHECKCHECK
Long-termtechnical
plan
Analyse plant behaviour
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Satisfy stakeholders: What does it really mean?
• Short and long term security of supply
• We always need to deliver the customer the agreed product within specification according to planning
• Against competitive production costs
• Under the highest possible security and safety standards with respect to people (neighbours and employees) and environment
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Cultural aspects
• Of course we need to have quality manuals, continuous improvement plans, ISO-certificates, etc.
• But for reaching the highest possible standards it is my conviction that it is necessary to set the right culture and to have a high level of employee training & motivation
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Setting the right culture: HR-policy
• We are continuously increasing the training level of our employees
• Example shift personnel: we hire up to BSc-level, we continuously train them in-house and we certify them
• We do our bests to continuously keep them fit for their jobs- understanding - awareness - ownership - enthusiasm
• With our remuneration policy we reward our employess for their performance
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Housekeeping:the first step to safety and quality!
• Have a vision how to organise the site infrastructure• Keep the site infrastructure and buildings clean • Encourage the employees to organise their workplace
- what do you really need at your workplace?- give equipment, tools and materials a place of their own- keep workplaces clean- standardise for the site- maintain the standard reached
• Show your people the benefits this takes time• Be around by management walk around!