Projectizing an Operating Nuclear Facility

November 11, 2009

Kim HauerDirector of Strategic ProgramsSavannah River Remediation LLCURS Washington Division

SRR-LWP-2009-00015

2

Savannah River Site, located in South Carolina, was constructed in the early 1950s

• Built to provide strategic materials for U.S. Department of Defense• 310 square miles of federally protected land• Produced nuclear material for national defense, research, medical and

space programs• Dispositioning legacy waste generated from nuclear operations

Savannah River Remediation, a subsidiary of the URS Corporation, has managed liquid waste operations at the Savannah River Site since July 1, 2009

Savannah River Site

3

SRR program FY09 operating budget is $552 million

Liquid Waste program completion cost is $20.4 billion

Technical and Programmatic Risk Assessment contingency of $6.0 billion

SRR program completion date of 2032 1,786 employees 5 major operating facilities More than 15 active projects Sole customer: U.S. Department of

Energy Multiple stakeholders

Radioactive waste stored in SRS tanks poses the single greatest environmental risk in the State of South Carolina

Savannah River Remediation

4

Establish a “zero injury” expectation Implement safety programs

• Behavior-Based Safety (BBS)• Voluntary Protection Program (VPP)• Human Performance Improvement (HPI)• Time Out• Take 5 for Safety

Monitor employee performance Reward safety excellence

A Safe Project Culture

5

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

Total Recordable Case Rate Days Away, Restricted or Transferred Case Rate

BBS Implemented

Achieved "VPP STAR" Status

Cas

es P

er 2

00,0

00 H

ou

rs

Two Legacy of Stars Awards

Eight VPP “Star of Excellence” Awards

One Superior Star Award

2,500 times each year employees are exposed to electrical hazards

250,000 times each year employees are exposed to radiological hazards

200 million gallons of liquid radioactive waste is transferred annually by employees

SRR begins 7/1/09

Working Safely

6

SRR Commitments

HLW TankCleaning

LLW(Salt Stone)

Salt Separation(ARP/MCU)

HLW Sludge Waste Removal

DWPFCanister

Production

HLW Sludge feed preparation

HLW TankClosure

Salt Removaland Separation

(ARP/MCU)

22 Waste Tanks Closed in 8 Years !!!

Triple quantity of HLW removed

Double Sludgepreparation rate and Sludge Feed quantity

HLW Evaporators

Double canistersproducedper year

Double Salt preparation and Salt processing rates

7

Pendulum-like budget swings• $30-50 million annual budget swings

Multiple regulators• Five regulators, all with differing expectations

Environmental risk• Single largest environmental risk in the

southeastern United States Degrading equipment and infrastructure

• Over 50-year-old equipment and plant infrastructure

Competitive market• Ultra-competitive business market with an

aging workforce Highly political environment

• Highly intense political environment subject to stakeholder and media scrutiny

Program Challenges

8

Lon

g

Ran

ge

Mid

Ran

ge

Sh

ort

R

an

ge

EmergentRisks

Facility Execution

Tank Closure

Sequencing

Plan

Salt Sequencin

g Plan

Life-Cycle Liquid Waste

Disposition System

Plan (LLWD)

(End-of-Program)

• DOE & Site Strategic Plans

• Project Execution Plan

Risk Management

Plan (RMP)

Disposition

Processing

Plan(DPP)

(5-7 years)

Project Risk

Assessments

EmergentOpportuniti

es

LW Strategy

EmergentRisks

EmergentOpportuniti

es

FacilityP3

Schedules

FacilityP3

Schedules

FacilityP6™

Schedules

WeeklyEvaporat

orOperatin

gPlans

Key Assumptio

ns

Sludge Batch Plan

DWPF Recycle

Management PlanEffluent

Treatment

Project PlanTechnology

Development

Documents joint objectives of DOE, SCDHEC, GNAC1. Continue to store waste safely2. Meet FFA commitments for Tank Closures3. Support SWPF startup at rated capacity4. Sustain Vitrification at DWPF5. Treat organics and return Tank 48 to service6. Minimize curies disposed at Saltstone

Defines curie limits for waste to Saltstone from DDA, ARP/MCU, and SWPF

9

Lon

g

Ran

ge

Mid

Ran

ge

Sh

ort

R

an

ge

EmergentRisks

Facility Execution

Tank Closure

Sequencing

Plan

Salt Sequencin

g Plan

Life-Cycle Liquid Waste

Disposition System

Plan (LLWD)

(End-of-Program)

• DOE & Site Strategic Plans

• Project Execution Plan

Risk Management

Plan (RMP)

Disposition

Processing

Plan(DPP)

(5-7 years)

Project Risk

Assessments

EmergentOpportuniti

es

LW Strategy

EmergentRisks

EmergentOpportuniti

es

FacilityP3

Schedules

FacilityP3

Schedules

FacilityP6™

Schedules

WeeklyEvaporat

orOperatin

gPlans

Key Assumptio

ns

Sludge Batch Plan

DWPF Recycle

Management PlanEffluent

Treatment

Project PlanTechnology

Development

Documents jointly developedkey inputs and assumptionsfor plan development suchas:1. SWPF Startup date2. SWPF processing rate3. Federal Repository startup date

and shipping rates4. Canister fissile loading limitations5. H-Canyon processing plan6. Frequency of melter replacement7. Schedule duration for Tank

Closure documentation8. DWPF canister waste loading and

production rate9. ARP/MCU processing rate10. Tank 48 return to general service

date

10

Lon

g

Ran

ge

Mid

Ran

ge

Sh

ort

R

an

ge

EmergentRisks

Facility Execution

Tank Closure

Sequencing

Plan

Salt Sequencin

g Plan

Life-Cycle Liquid Waste

Disposition System

Plan (LLWD)

(End-of-Program)

• DOE & Site Strategic Plans

• Project Execution Plan

Risk Management

Plan (RMP)

Disposition

Processing

Plan(DPP)

(5-7 years)

Project Risk

Assessments

EmergentOpportuniti

es

LW Strategy

EmergentRisks

EmergentOpportuniti

es

FacilityP3

Schedules

FacilityP3

Schedules

FacilityP6™

Schedules

WeeklyEvaporat

orOperatin

gPlans

Key Assumptio

ns

Sludge Batch Plan

DWPF Recycle

Management PlanEffluent

Treatment

Project PlanTechnology

Development

11

Lon

g

Ran

ge

Mid

Ran

ge

Sh

ort

R

an

ge

EmergentRisks

Facility Execution

Tank Closure

Sequencing

Plan

Salt Sequencin

g Plan

Life-Cycle Liquid Waste

Disposition System

Plan (LLWD)

(End-of-Program)

• DOE & Site Strategic Plans

• Project Execution Plan

Risk Management

Plan (RMP)

Disposition

Processing

Plan(DPP)

(5-7 years)

Project Risk

Assessments

EmergentOpportuniti

es

LW Strategy

EmergentRisks

EmergentOpportuniti

es

FacilityP3

Schedules

FacilityP3

Schedules

FacilityP6™

Schedules

WeeklyEvaporat

orOperatin

gPlans

Key Assumptio

ns

Sludge Batch Plan

DWPF Recycle

Management PlanEffluent

Treatment

Project PlanTechnology

Development

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Legend: SWPF: Salt Waste Processing Facility; DWPF: Defense Waste Processing Facility

FederalRepository

TankClosure

Hig

h-C

ap

aci

ty S

alt

Pro

cess

ing

Slu

dg

eP

roce

ssin

g

Waste Processing: FutureWaste Processing: Future

SaltstoneSWPF

DWPF

Tank Farms

High VolumeLow ActivityStream

Low Volume High Activity

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The first salt waste processing facility within the Department of Energy began operations at SRS in April 2008

- Use existing facilities to demonstrate the salt flowsheet

- Enable vitrification and tank closure while SWPF is build and commissioned

- Reduce SWPF risk through application of ISDP operating experience

Interim Solution

Interim Salt Disposition Project (ISDP):

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Legend: MCU: Modular Cesium Removal Unit; ARP: Actinide Removal Process; DWPF: Defense Waste Processing Facility

FederalRepository

TankClosure

MCU In

terim

Sa

ltP

roce

ssin

gS

lud

ge

Pro

cess

ing

Waste Processing: Waste Processing: NowNow

Tank Farms

Saltstone

ARP

DWPF

High VolumeLow ActivityStream

Low Volume High Activity

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Jan2005

2005Nov / Dec

2004 2006Aug2004

Site SelectedStart D&R

Mission Timeline

Foundation

Site Excavation

Jan2004

DOE Directs New

Technology

Shielding Structure Setting KeyEquipment

EquipmentFabrication / Testing

Saltstone Mods Complete

Transfer Lines96H Cell D&R

Tank 50 Mods

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Management Self Assessment

Ready For Hot Operations

Mission Timeline

Dec2007

Apr2008

Initiate Hot Operations

Jul2007

Cold Runs Complete

Sep2007

Radiological Ops Initiated

16054/SDP1

48 49

5150

TOSPF

RECYCLETANK

96H, MCU & 512-S OPS

512-S FEED (MST TREATED SALT SOLUTION & SLUDGE)

96H

TO/FROMHDB-7

1152

1151

3056

656A

1663/RCZ38

SSP2-3-4 (1905A)

SS

P2-

3-4

(190

5A)

PC

P34

1 (1

253

A)

1660

1252A705

1105

CSSX FEED(FILTRATE)

STRIP EFFLUENT

SDP1

RCZ37

PCP341 (1253A)

SD

P1

DWPF FEED(MST/SLUDGE)

304 (8)

SDP25

PCP4

PC

P4

PCP9

DECONTAMINATEDSALT SOLUTION (DSS)

SLUDGETANK

LPPP

SDP1

301 (14)

5

6

5

5

5

4

PRECIPTANK

SRAT

4

30 56

30

2

FT24

FT27

BACKPULSETANK

32

26

27

LWPT

LWHT

29

PC

P54

PC

P57

PCP57

RC

Z37

PC

P34

1 (1

253

A)

STRIKETANK 2

STRIKETANK 1

512-S

SS

P2-

3-4

(190

5A)

FILT

ER

DSS STRIP FEED

M ODULARCSSX UNIT

PRFT

SEFT

221-S

EFFL.

Feb /Mar2007

Start Up Complete

Mar2008

Jan / Mar 2008

Operational Readiness

ReviewsCRC / SimulatorComplete

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Interim Salt Disposition

$150 million nuclear facility operations project Prodigious scope (three separate subprojects

integrated into one operating project) Implemented first-of-a-kind in the world

technology Strong relationship with regulators Stellar safety performance of 3 consecutive

years and 1.1 million manhours with only one minor first aid case

Project completed under budget and 12 months ahead of schedule (Cost Performance Index of 1.10)

Construction Team of the Year Award earned for successful completion of MCU; several WSRC President’s Awards earned by employees for their contribution to integrated project’s design, construction and testing activities

Safely operated the process though hundreds of hours of operations with real waste

Providing valuable lessons learned information for SWPF

Two of the subprojects, the Modular Caustic Side Solvent Extraction Unit [MCU] (above) and the Actinide Removal Process [ARP] (left), enable salt waste to be processed to support tank closure commitments

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Maintain safety priority and focus throughout all phases of a project.

“Design to Build, Build to Test, Test to Assess, Assess to Operate” Include early involvement / integration of critical groups

and SME’s in projects and at subcontractors facility: Safety, RCO, IH, Ops, Maintenance, Engineering, Procedures,

Training, Testing…. Provides early identification of issues Constructability reviews Bi-weekly DA/Engineering and Construction Interface meetings

Extensive use of 3D model and IPIC’s Technology (design phase through operational phase) significantly improves safety/ALARA and reduces risk

Closely monitor flow-down of quality requirements to sub-tier suppliers.

Lessons Learned

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Lessons Learned

Use of a process simulator provides increased proficiency, testing and safety benefits

Use of a “War Room” concept to manage start-up through hot operations activities enables prompt response and priority to safety

Use of a “Management Control Plan” defines the management oversight expectations and controls to be used to ensure safe and effective start-up and operations emphasis on five strategic areas: Equipment operability, Operator knowledge

and performance, Procedure viability, Management oversight, Final management review and authorization.

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Take-Aways

• Achieve organizational alignment through project management discipline

• Set, communicate, and consistently reinforce common core behavioral expectations

• Identify and exploit opportunities to achieve early programme progress