1. Resources and Infrastructure Babcock Marine Clyde

2. Introduction to Babcock Marine (Clyde)

3. Introduction to Clyde 1963 – 3 rd Submarine Squadron - Dreadnought arrival 1967 – 10 th Submarine Squadron – Resolution Class 1986 – New nuclear facilities construction 1992 – 1 st 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

4. HMNB Clyde - Faslane

5. HMNB Clyde - Coulport

6. HMS Vanguard – 4 in class

7. HMS Astute – 7 in class

8. HMS Trafalgar – up to 4 (interim)

9. Successor – up to 2067

10. MoD Police Northern Diving Group & Bomb Disposal Flag Officer Sea Training (FOST) Faslane Flotilla Fleet Protection Group Royal Marines Fleet Protection Group Royal Marines Lodger Units

11. What is it Babcock do at HMNB Clyde? Submarines Waterfront Support Nuclear Operations SWS Business Mgt Estates Logistics Hotel Ships Design and Safety

12. Resources and Infrastructure

13. 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’

14. 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

15. 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

16. 28/08/201516 Human Resources provided by suppliers & partners

17. 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

18. Human Resources

19. 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.’

20. Human Resources SQEP, SqEP, SQeP, SqeP OR EVEN JUST sqeP! Maintaining & developing a competent workforce in a changing environment

21. 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

22. Human Resources – How Many?

23. Job Families and Norms

24. Past Performance – sick, leave, training

25. Master Schedule

26. Forward Plan Aggregate

27. Forward Plan by Section

28. Human Resources - Plugging Skill Gaps at Clyde How the capability Clyde project drives upskilling

29. 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

30. 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

31. 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

32. 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

33. 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

34. ©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 3 rd year of evolution –2 years of new training planning process completed

35. 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

36. 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

37. Integrated competence delivery model JOB EVALUATION PDR TRAINING PLANNING CAPABILITY CLYDE CLYDE ACADEMY COMPETENCE DELIVERY MECHANISM

38. 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?

39. Infrastructure and the Working Environment

40. 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’

41. 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)

42. 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

43. 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

44. 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.

45. Safety/Security of assets

47. 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

48. Questions/debate