The challenge

1. The newSellafield Ltd Management System (SLMS)Facilitating a safer, more effective means of conducting business through collaborative teamworkHoward Cooper Head of Quality, Sellafield Ltd Karine Rackham Management System Manager, Sellafield Ltd Dan Plung Programme Manager, URS

2. The challenge • Replace a management system that had become difficult to use, contained ineffective arrangements, and had limited credibility among the user base • Establish a system that would facilitate and support the new management team’s commitment to “effective working” “making changes to our systems and processes and, by removing some of the barriers to effective working, making it easier to get work done and also to stop work that doesn't add value” • Establish reasoned consistency across Sellafield Ltd • Support paced and sustained change • Align programme structure to business strategies • Ensure compliance with ISO-9001 and ISO-14001 • Provide for improved interaction with regulators

3. The approach: return to fundamental principles Reorient system to focus on users Collectively engage users and process owners in enhancing processes to improve safety and efficiency in assessing and addressing implementation strategies Align ownership, accountability and responsibility for arrangements, compliance and site licence conditions Create an enhanced document architecture and delivery platform Promote development of user-orientated arrangements Design structure to provide long-term system sustainability Provide traceability to obligations

4. Phase 1: Build an infrastructure to enhance safety and effectiveness through improved quality, use and access to arrangements

5. Essential components of the new management system A single integrated management system An intuitive configuration based on business processes (topic areas) • “Topic” Manuals • and a collection of end-user oriented “How Do I?” • Designed for usability • Exclusive focus on task/activity • A simplified hierarchy • Simple and clear relationships among document types • Discrete document purposes

6. Develop high quality and proportionality of arrangements through collaborative process • Single point of accountability for processes (topic areas) • Disciplined process of appointments (Process Owners/Reviewers) • Implementation strategy agreed during development of arrangements • Enhanced visibility of interactions among processes • Engaged personnel reflecting corporate perspective / Management commitment: • Process Owners: have exclusive accountability for their topic • Designated Reviewers: represent the Directorate perspectives (users) • Subject Matter Experts: assist with development and implementation • Heads of Manufacturing: provide enhanced user (OU) perspective • Process Sponsors: establish expectations, resolve outstanding issues

7. Policies & Charters Compliance required of all personnel Manuals and Plans Sellafield Ltd Practices (“How Do I?”s) (SLPs) Sellafield Ltd Supporting Practices Local Working Documents Establish a document structure that clearly communicates (and delineates among) the ‘how’, ‘what’, and ‘why’ Policies state executive level expectations. Charters provide executive endorsement for execution of a plan, task, or activity (e.g. Terms of Reference for a governance committee). Manuals/Plans describe and state the rules and strategy for a planned process or programme of work. • SLPs inform individuals how to: • request delivery of a service • complete a specific task or activity. SL Supporting Practices give detailed instruction or guidance on a process, programme, task or activity. Local Working Documents (e.g. Operating Instructions, Maintenance Instructions,).

8. Provide user-oriented arrangements: the new Sellafield Ltd Practices (SLPs) • “How Do I?” oriented • Prescribe how to complete a single, discrete activity • Provide only the detail needed to successfully complete the task (majority <10 pages) • Facilitate more effective, less time-consuming reviews (including emphasising focus on process) • Contributes to reduced publication cycle time (4-6 weeks from draft to publication) Sample first page

9. Provide a basic organisational logic based on contract scope of work Project execution and managing, operating and maintaining Operating Units Key support functions General Sellafield Ltd infrastructure * Programmes that ensures accountability, fairness and transparency

10. Left hand zone: • Information and user guidance (including “Frequently Asked Questions”) • Compliance information • Transition index …that provides ready access and navigation to all arrangements and supporting information Topics (i.e. process areas) organised in 4 broad categories Access to Local Link Maps, with all local documents (e.g. OIs, MIs). “New & Info” and “Recent Changes” Users can provide feedback or get help on SLMS

11. Document hierarchy Policies & Charters Manuals and Plans Sellafield Ltd Practices (SLPs) (“How Do I’s”) Sellafield Ltd Supporting Practices . . . and ensures users find and have what they need Users can set up alerts to receive automatic notification of changes to topics of interest. All active transitional procedural arrangements (and associated documents e.g. templates) mapped to the topic

12. Phase 2: Manage the Transition

13. Supporting timely issuance of arrangements • Process Owners set schedules • Priorities aligned with the ICP, Nuclear Safety programme and Strategic Business Imperatives • Reduced requirement for lower-tier implementing documents • Business Change Managers engaged • Legacy arrangements withdrawn when safe/appropriate 76% of documents published to schedule (app. 60% of total forecast)

14. Actively engaging and supporting users to ensure an effective transition... • Process Owners and Designated Reviewers • Key stakeholders (Executive, Regulators, NDA) • Intranet / Energize • Demo facility • Team 4 action • Human Performance • Face to face briefings • Animated demo tool • Left hand zone and FAQs • Supportive feedback • >90% queries answered within 2 working days • Awareness and navigation briefings for over 2200 key users

15. Implementing arrangements collaboratively and proportionally • Implementation is agreed during development of arrangements • Implementation effectiveness is a collaborative activity • OUs implement • Process Owners provide needed support / oversight • Proportional implementation strategy • Isolations – formal training • DSEAR Process – testing • Administrative SLPs – notices/ communications

16. …and identifying metrics to validate effective SLMS performance and identify improvements Metrics identified to provide a clear measure of SLMS performance and sufficient trending information to allow timely adjustments, as warranted Metrics derived through careful consideration of a number of factors: principles embedded in ISO-9001, Quality Management System Requirements and GS-R-3, The Management System for Facilities and Activities; principles that served as the foundation for the system’s development; and the risks explored in the Management of Change (MoC) assessment completed in the months before the system went live Metrics have evolved over the first year of the system’s operation Metrics are reported to Process Owners and Process Sponsors (Executive) monthly, further amplified by an annual self assessment report

17. Phase 3: Realising the potential

18. The Sellafield Ltd Management System continues to mature

19. What we have gained: a system capable of delivering on the commitments of the management team • Stronger executive and senior management engagement / support • Clearer accountability and ownership for SLMS arrangements • Enhanced collaboration between Process Owners and users • Better integration of processes - clearer picture of interdependencies • More opportunity to identify and address gaps and opportunities • Enhanced visibility of our obligations and how we meet them • Enhanced responsiveness to regulator and key stakeholder expectations • Stronger interface with our key stakeholders (e.g. NII, EA, Dft) • Enhanced confidence in our Management System as “the springboard for continuous improvement across the full scope of [Sellafield Ltd’s] core and support process.” (LRQA)

20. More effective focus on our work and increasing ownership by key communities

21. Enhanced compliance • Content owned by Process Owners • Ready access provided to detail regarding obligations & documents providing compliance • Clear traceability of compliance with obligations, license conditions, lessons learnt, ISO standards, commitments • Approach effectively supporting programmes where delivery is distributed (e.g., environmental, leak protection)

22. More robust administration of arrangements Greater alignment with key initiatives (e,g, Nuclear Safety) Guidance / communications issued promoting enhanced quality of arrangements Performance closely monitored / widely reported Improved ownership / accountability Streamlined publication processes Free release of forms and templates No signatures required Process Owners authorised to approve / issue arrangements Single, controlled document system

23. ... and improved system performance • >50% reduction in the quantity of documents/quantity of pages • 86% of SLPs ≤10 pages in length • 83% reduction in cycle time (from draft to publication) • >90% feedback/queries resolved within 2 days • Focus of feedback increasingly on content • > 8.5 million hits to date on the SLMS home page • >2,200 users have received face-to-face briefings on SLMS

24. Phase 4: Staying the Course

25. As two LRQA and two independent Assurance Department reviews suggest, we are well on our way to achieving the results we envisioned in Oct 2009 Sellafield Ltd: Working together to promote and deliver safer, more efficient means of conducting business (Bringing full expertise to bear) (Promoting Awareness) (Creating Change)