Introduction to Clyde
1963 – 3rd Submarine Squadron - Dreadnought arrival
1967 – 10th Submarine Squadron – Resolution Class
1986 – New nuclear facilities construction
1992 – 1st Submarine Squadron – Vanguard & Swiftsure
1995 – Surface Ships Arrival
1999 – Nuclear Authorisation
2009 – Valiant Jetty Arrival, Astute Arrival
2009 – Explosives Handling Jetty mid-life update
2009 – Clyde confirmed as future Base Port for all submarines
2067 – Projected life of “Successor” submarine
MoD PoliceMoD Police
Northern Diving Group & Bomb Disposal
Northern Diving Group & Bomb Disposal
Flag Officer Sea
Training (FOST)
Flag Officer Sea
Training (FOST)
Faslane FlotillaFaslane Flotilla
Fleet Protection Group
Royal Marines
Fleet Protection Group
Royal Marines
Lodger Units
What is it Babcock do at HMNB Clyde?
Submarines
WaterfrontSupport
NuclearOperations
SWS
BusinessMgt
Estates
Logistics
Hotel
ShipsDesign and
Safety
Management System for Nuclear Installations IAEA GS-G.3.5
• Section 4.1
‘Senior management shall determine the amount of resources necessary and shall provide the resources to carry out the activities of the organisation and to establish, assess and continually improve the management system’
Management System for Nuclear Installations IAEA GS-G.3.5
• Section 4.1
‘Senior management shall determine the amount of resources necessary and shall provide the resources to carry out the activities of the organisation and to establish, assess and continually improve the management system’
• Human resources• Infrastructure and the working environment
HMNB Clyde Site Safety Case
The maintenance of nuclear and radiation safety standards requires that there shall be:
•A structured and adequately manned organisation with clearly defined responsibilities for nuclear safety •Suitably trained and qualified personnel to carry out tasks having nuclear safety implications•Services and facilities essential to nuclear safety, properly designed, constructed, maintained and available when required
Reflects principles of IAEA GS-G3.5
19/04/23 1616
Human Resources provided by suppliers & partnersHuman Resources provided by suppliers & partners
Partnering at Clyde
MoD Intelligent Customer• Babcock commercial partner• Principles include the maintenance of a sound safety culture • Babcock responsible to NBC(C) for service delivery to the required standards of
safety, performance quality and cost • Service provision reflects competency• Shared management & information systems• Joint management boards
Anomalies • Budget is set by customer• Budget is controlled by customer• Significant Capital projects are out-with the contract including setting of initial
requirements• Investment is constantly pressurised• Budgets are on an annualised footing• Little opportunity/scope for company investment/return
Management System for Nuclear Installations IAEA GS-G.3.5
• Section 4.15
‘Senior management shall determine the competence requirements for individuals at all levels and shall provide training…’
‘….shall ensure individuals are competent to perform their assigned work and that they understand the consequences for safety of their activities….’
‘Individuals shall have received appropriate education and training…..to ensure their competence.’
Human Resources
SQEP, SqEP, SQeP, SqeP
OR EVEN JUST sqeP!
Maintaining & developing a competent workforce in a changing environment
Human Resources
1980s – mid 1990s • Nuclear SQEP prescribed • General SQEP requirements less formal
Late 1990s – mid 2000s• Nuclear SQEP guidance (minimum requirements)• NSQEP Allowances• Line Managers’ influence prevalent • Inconsistent definition of SQEP, over focus on Nuclear
2008 – • Capability Clyde – qualifications based approach• Succession Planning – addressing the “E” in SQEP
Master Schedule
Fleet Maintenance
B5
B6
B7
B8
A9
A10
A16
A20
A21
A22
A23
A24
A25
A26
Surface Ships
Bangor
Ramsey - Aintree
Blyth - Aintree
Walney
Penzance
Pembroke
Grimsby
Shoreham
Fleet MaintenanceB5 BMP 08 B5 BMP 14 B5 BMP 15 B5 BMP 16B6 BMP 07 B6 BMP 08 B6 BMP 09B7 Pre LOP[R] B7 LOP[R] B7 BMP 01 B7 BMP 02DRP B8 BMP 26 (ext) B8 LOP(R)A20 RAMP 1 A20 AMP 2 A20 AMP 3CST/DRP A21 BMP 1B6 BMP 01
B5B5 BMP 08 B5 BMP 14 B5 BMP 15 B5 BMP 16
B6 B6 BMP 07 B6 BMP 08 B6 BMP 09B6 BMP 01
B7B7 Pre LOP[R] B7 LOP[R] B7 BMP 01 B7 BMP 02
B8DRP B8 BMP 26 (ext) B8 LOP(R)
A20 A20 RAMP 1 A20 AMP 2 A20 AMP 3
A21 CST/DRP A21 BMP 1
Forward Plan Aggregate
Production Aggregate - By Month
0
50
100
150
200
250
300
350
400
200807
200808
200809
200810
200811
200812
200901
200902
200903
200904
200905
200906
200907
200908
200909
200910
200911
200912
201001
201002
201003
Head
co
un
t
NPF
S,L,T
Load
Capacity
Forward Plan by Section
Fleet Maintenance Support - Metallurgist
0
1
1
2
2
3
3
4
4
5
2008
08
2008
09
2008
10
2008
11
2008
12
2009
01
2009
02
2009
03
2009
04
2009
05
2009
06
2009
07
2009
08
2009
09
2009
10
2009
11
2009
12
2010
01
2010
02
2010
03
Hea
dcou
nt
NPF
S,L,T
Load
Capacity
Fleet Maintenance Support - NDE Officer
0
5
10
15
20
25
2008
08
2008
09
2008
10
2008
11
2008
12
2009
01
2009
02
2009
03
2009
04
2009
05
2009
06
2009
07
2009
08
2009
09
2009
10
2009
11
2009
12
2010
01
2010
02
2010
03
Hea
dcou
nt
NPF
S,L,T
Load
Capacity
Fleet Maintenance Support - Surveyor
0
1
2
3
4
5
6
7
8
9
10
2008
08
2008
09
2008
10
2008
11
2008
12
2009
01
2009
02
2009
03
2009
04
2009
05
2009
06
2009
07
2009
08
2009
09
2009
10
2009
11
2009
12
2010
01
2010
02
2010
03
Hea
dcou
nt
NPF
S,L,T
Load
Capacity
Fleet Maintenance Support - Chemist
0
1
2
3
4
5
6
2008
08
2008
09
2008
10
2008
11
2008
12
2009
01
2009
02
2009
03
2009
04
2009
05
2009
06
2009
07
2009
08
2009
09
2009
10
2009
11
2009
12
2010
01
2010
02
2010
03
Hea
dcou
nt
NPF
S,L,T
Load
Capacity
Human Resources - Plugging Skill Gaps at ClydeHuman Resources - Plugging Skill Gaps at Clyde
How the capability Clyde project drives upskilling
Introduction
1. Identifying required competence by role
2. Identifying competence of current role holder
3. Identifying competence gap
4. Prioritising competence gap
5. Filling competence gap
6. Evolving competence database
Capability Clyde Project
PDR/Training Planning
Clyde Academy
Job Evaluation
Capability Clyde
• Skills mapping project kicked around in various iterations for 2 years prior to January 2009
• Major NC resulting from LRQA surveillance audit April 2008– NC downgraded IN October 2008 on basis of initial
work done to identify– Scope of issue– Plan to address
• Project passed to HR in January 2009 to inject ‘second wind’ ahead of April 2009 audit
Why was this project important?
• Fundamental to maintaining right to operate
– Non-compliant with AC10 (training)
– Risk of Regulator suspending operations
– ‘Failure to address and resolve these issues will result in LRQA implementing its approval suspension procedures’
– LRQA approve ISO9001 certification
– ISO9001 = essential for operating WSMi contract
– Threat to SWS Alliance bid
– Certainly not helpful in 2013
• Fundamental building block for future capability
NB Not just about
compliance
Scope
• To ensure compliance with AC/regulatory requirements
• To address and resolve the outstanding issues from the 2008 LRQA surveillance visits such that;
– Minor NC remains a minor or is closed at April ’09 visit– Work completed by end June to close NC at next visit (October ’09)
• To build a skill/competency map for BM (C) (roles not people/not just nuclear) that will support Resource Based Management
• Areas to address;– Datum Organisation– NTRP– BMC-wide capability– Induction– PDR/Training Planning
Deliverables
• Datum Organisation– Clarify what’s in and what’s not– Bring current DO up-to-date– Accurately reflect actual and remit– Process that guarantees integrity and
compliance with AC36
• NTRP– Clarify what’s in and what’s not– Bring current up-to-date accordingly– Clarify relationship with DO– Create BMC equivalent in IFS – Process that guarantees integrity and
compliance including capture of new starts
• BMC-wide Capability– As NTRP but for whole organisation– Create ‘footprint’ for the skills, competency,
qualifications and experience of BMC– Construct to facilitate RBM– Devise common language capability v planning
to enable ‘automated’ RBM
• Assessment methodology– Standardised assessment/verification
methodology– Training for on-site assessors
• Induction– Develop and implement ‘gateway’ induction
programme– Include; site/department roles and
responsibilities, policy, objectives, CMS, management systems, safety, site tour
– Identify responsibility for maintaining ‘proof’/records of inductions
• PDR– Re-engineered process that delivers high
quality cascaded objectives that can be measured and monitored
– Identification of NTRP requirements by role to facilitate focused discussion
– Collation of training needs into consolidated training plan
– Booking methodology
©2007 Babcock International Group PLC Slide 34
How?
• Identify all roles (prioritise Datum/nuclear/other); bundle where possible
• Define Capability Framework; skill, competency, experience, qualification
• Determine what we want to assess– Capture role profiles– Capture ‘capability profile’ - SCEQ required per role (review existing info)– Create a behavioural competency framework
• How do we assess capability? – Migrate non-industrial records from legacy systems + test results against ‘known’ capability of individuals– Improve PDR process for non-industrials – Create a standardised skills assessment process for industrials prior to PDR roll out in 2011
• Develop robust process to maintain integrity of capability & supporting data
• So far– 1396 people evaluated vs 925 positions under Capability Clyde Project– Job Evaluation completed for non-industrials (500 people), in train for remaining population– Revised PDR process entering 3rd year of evolution– 2 years of new training planning process completed
Plugging competence gaps
• NB not all gaps plugged by training
• Graduate scheme covers 2 year programme of learning to grow future talent
• Apprentice scheme recruits annually for 4-year programme; numbers based on attrition + workload
• RN secondments provide – Competence ‘on tap’ for Company– Competence/experience development for RN
IDENTIFY SKILL NEED
SET SKILL DELIVERY
AS PRIORITY
CONDUCT PDRs
SEARCH DATABASE FOR
GAPS
AGREE TRAINING
PLAN
DESIGN TRAINING
INTERVENTION
DELIVER TRAINING
INTERVENTION
Training planning/prioritisation
Competence requirement
Current Competence
Competence gap
Competence surplus
Babcock (Clyde) has visibility of the whole competence picture and can set priorities accordingly
Integrated competence delivery model
JOB EVALUATION PDR
TRAINING PLANNING
CAPABILITY CLYDE
CLYDE ACADEMY
COMPETENCE DELIVERY MECHANISM
Human Resources
Scenario for CQI NucSIG consideration:
• Marine & Nuclear Engineering Company • 2 most senior Quality posts vacant at 2 locations
– A – Chartered Engineer, no quality background– B – ACQI minimum, no engineering background
Which one, if any, is correct?
Management System for Nuclear Installations IAEA GS-G.3.5
• Section 4.18 ‘Senior management shall determine, provide, maintain and
re-evaluate the infrastructure and the working environment necessary for work to be carried out in a safe manner and for requirements to be met’
Management System for Nuclear Installations IAEA GS-G.3.5
• Section 4.18 ‘Senior management shall determine, provide, maintain and
re-evaluate the infrastructure and the working environment necessary for work to be carried out in a safe manner and for requirements to be met’
• Registers of significant material assets• Appropriate inventories of consumables and spares• Consideration of damage or theft• Specific threats from certain assets (chemicals/gases etc)
Register of Material Assets
Company ERP System now hosts the Asset Register• Asset Register central to Asset Management
– Asset Management Plan
– EMIT Programme
– EMIT & Trend Information
• Nuclear Safety Implicated, non Nuclear Safety Implicated assets• Safety Case derived nuclear asset management plans• Facility Life Plans (nuclear only)• Periodic Review of Safety also used to inform plans
Asset Management
Facilities, Systems and Equipment• Old (pre-date safety cases)
– operating restrictions
– obsolete spares
• Extended Life • Mid Life Upgrades & Stage Improvement Programmes • New & Commissioning
Unregistered assets
• Several “light touch” procurement routes• Significant inventory built up over time• Action taken to contain and recover situation
Inventory Management
• Currently historical spares levels have set themselves– High profile spares and consumables are managed according to
lead times, historical data in terms of useage and failure rates (e.g Shiplift wire ropes).
• Obsolescence issues are captured and understood but lack rigour and timely investment/action.
• Generally spares kitting process for maintenance activities have improved under the maintenance management system - further advances in stock management can be made in terms of auto replenishment.
• Cost savings versus material spend – good in parts but isolated Management naivety exists – HPAC Event.
Specific Materials Management
Significant risk elements• Radioactive materials – controlled areas, operations etc.• Industrial gases – controlled storage & distribution• Bulk fuel oils – COMAH (MACR) site
• Explosives (conventional) – controlled areas & quantities
Risk management• Risk Assessment primary mechanism used• HAZOP/HAZID Analysis and FMEA reflected in Safety Cases• Environmental Aspects & Impacts Assessment• Authorised Persons in place for each significant entity