01 front cover

Hartlepool
power
station

Diary 2017

‘The people behind
the power ’

December 2016 December 2016

Dear diary We have been an
important part of
What an amazing 2016 for Hartlepool! our local
community since
 No nuclear reportable events the very
Excellent year for environmental beginning when
and radiological safety construction
Our best ever off load refuelling began in 1968 and
performance in over 10 years! continues to this
Excellent fuel route performance day! Some of our
Over £31m investment in key work was captured
projects in our 2016 end of
Site excellence programme reaping year brochure here.
huge rewards!
Year on year, our
The list goes on …….! Partnership for
Nature team do
An amazing year for our community incredible work for
commitments too with two mentees the benefit of our
awarded EDF Energy university local community, a
bursaries as a direct result of our 6th lot of which has
form mentoring programme to name just been captured here.
one of our many achievements!

2016 2016

Dear diary Support for
‘1 Hart, 1
‘The people behind the power’ Mind, 1
Future’, a
Before we move on to 2017 though, I just charity who
wanted to capture some of the amazing provide
things we did in 2016 for others over support for
and above our ‘day job’! disabled
children and
Loose their parents/carers to reduce isolation.
change
collection Welcomed over
by Site 20000 visitors to
Projects our visitor centre
raised since it opened in
£255 for 2013
Breast
Cancer Working hard to
Now encourage young
females into our
Two week industry with
Hartlepool ‘Pretty
Crucial Crew Curious’.
child safety
initiative event Our 6th form
now in it’s 22nd mentoring
year on site! programme
continued to grow!
There are real
life examples
where local children have done the right
thing in an emergency, thanks to Crucial

2016 2016

We supported numerous Careers events, Our charity fundraising came in many
flying the flag for EDF Energy, Hartlepool different forms!
power station and the nuclear industry!

We worked hard to raise money for our We honoured our commitment to
company charity, Breast Cancer Now! support the Hartlepool & District
Hospice (now known as Alice House
Whether by Hospice)
organising,
helping or & fondly welcomed
supporting our back some of our
many fundraising retired friends &
events, or …... colleagues ….

By just
being good
sports!

2017 & back to work ………! January 2017

After a well deserved Christmas break for Having listened to our Employee
many, but not all, it was back to work Engagement feedback, we introduced a
and in January we saw the launch of our new, easier way of charting and
2017 Business Plan. understanding our progress!

Similar in terms of our
three focus
numbers, pillars for
success & our delivery
team structure, but more
streamlined with our
focus areas reduced to
three—Equipment
Reliability, Outage and
Excellence in the Field.

0 - 28 - 24

Pillars for success

Equipment Outage Excellence in Transition
Reliability Improvement the Field

Fire Safety Focus Indicator
Tech Spec non-compliance
Operational Focus Indicator
Equipment Reliability Index
Fuel Route Performance Index

Operational Safety Review Committee
Key Indicators
Key Indicators

Safety Oversight
Delivery Team

Plant Health Committee
Operational
Performance

Delivery Team
Strategic Outage

Review Board
Business Delivery Team
Learning Organisation

Delivery Team
Transition Working Group

30 January 2017 10 February 2017

What a weekend…….! Hard work and dedication really paid off!

Unit 2 has just clocked up a record ‘Fail to Prepare, Prepare to Fail’ couldn’t be
breaking run and delivered a safe and said about Hartlepool as after 17 weeks of
compliant shutdown. preparation we
delivered a superb
A record breaking achievement given our Outage performance
previous best ever between off load achieving our zero harm
refuelling outages on Reactor 1 between commitments and syn-
the end of November 2014 and the end of chronising back to the
May 2015. grid after 9 days and 19
hours! It was noticeable
Another great how safe and calm the
picture for our outage was, with very
memory book ... little emergent work but
when work did emerge it
Fantastic to see was swiftly dealt with.
everything coming
together….. So what
made it so
Every single person at Hartlepool played successful?
their part with fantastic teamwork right Other than
across the company, support from our con- the obvious
tract partners, CTO & all the stations thorough
around the fleet helping us. and
excellent
In the same week we safely returned our preparation we saw great flexible working,
High Pressure Back Up Cooling Pump 1 excellent communications and a one team
and Fire Hydrant Pump 1 back to service approach across all the station and contract
and thanks to our Fuel Route team the 21 partners.
new fuel assemblies for the reactor 2 outage
were exchanged 12 hours ahead of plan, a
superb performance by everyone involved!

This success was down to:

February 2017 Great responses from all groups in-
volved
We love it when a plan comes together!
Maintenance engagement and
As part of the ongoing drive to improve
work week stability and work execution of involvement at E-14
our work week plans, we focused on begin-
ning our scope preparation phase much Maintenance/Engineering interac-
earlier so that all departments had a better tions and a quicker and more proac-
understanding of the right work to com- tive response from Engineering to
plete in the week and then ensure it was support Maintenance
completed.
The Operations WEC team adding
On Monday 13 February we achieved a huge amount of value
first for Hartlepool when every critical
component 1 item we planned to complete The strong working relationship
at E-6 (6 weeks prior to the start of the between the SAPs, the Maintenance
week) was completed in the week – 100% a teams and the Work Week Managers
first for Hartlepool! Critical component 1
items are those we consider to be the most The level of preparation, involvement
important equipment to maintain where and interaction between the teams,
failure in service could lead to: reducing the potential for a safety
rules event.
 a reactor trip
 power deload >100MW(e) And brought great recognition from Keith
 reactor safety circuit Jackson, Work Management Fleet Manager:
equipment failure
significant safety related “You hit 100% ….. indicator is designed to
equipment failure (requires focus on the most important work
shutdown of a reactor surviving to execution and getting done on
within 72 hours) time, so the plant is getting the full benefit
from your 100%. Well done to all the
Hartlepool teams who have engaged in the
process and delivered this fabulous result.”

10 April 2017Working with Appropriate RigourApril was a very busy
month with our
April 2017 & our Nuclear Cash Cost
Remains ahead of Plan ……. WANO Peer Review
taking place!
thanks to delivering outstanding
performance across many areas of the We welcomed 28 nuclear professionals from
business. around the world who were on site for
three weeks. It was great to see that our
Helping deliver improved business performance WANO Peer Review reflected the great pro-
gress we are making.
Page 10
For the first time in our history, WANO
Again in April, great teamwork improves officially recognised four beneficial
the reliability & availability of our practices which will be shared with the rest
nuclear significant plant! of the world and published on the WANO
website for all to see!
One example of this was the GT3 outage &
what it meant for nuclear safety; a The new Quick Hit Self-Assessment process
brilliant example developed and piloted by us and due to be
of how working rolled out across the rest of our fleet.
together to achieve
a goal can bring Near miss reporting (good catches) to improve the
huge analysis and trending for human
improvements! A performance.
great teamwork ethic with many teams
pulling together resulting in the availabil- Use of soft simulator panels by the control room
ity of nuclear safety related equipment simulator to train cross functional teams to
being significantly improved! give them control room awareness and
enhance plant knowledge.

The use of ‘SMART’ technology to
incorporate collaborative working within the
Emergency Facilities (the SMART boards
being used within the Emergency Control
Centre and supporting IT).

The new Quick Hit Self-Assessment process
developed and piloted by us and due to be
rolled out across the rest of our fleet.

Near miss reporting (good catches) to improve the
analysis and trending for human
performance.

They also left us with some fantastic  Improved the Gas Turbine House:
feedback .. lighting, sump pump, overall material
condition
‘There is a respectful work environment
and people are treated with dignity and  Invested in corrosion management
courtesy. This was witnessed during field
observations and during decision making  Developed our Emergency Preparedness
meetings. Also, open discussions have been scheme and refurbished Emergency
observed during the operational morning Control Centre
meetings.’
On top of this, we’ve also:
‘All staff observed throughout the Peer
Review demonstrated the ability to  Delivered Leadership workshops
communicate freely and without fear of
repercussion allowing free flow of  Invested in training and our
information. People can openly discuss instructors
issues and observations with their leaders
and written information or feedback is  Plant and personal ownership
encouraged.’
 Outage improvements: relocated OCC,
Well deserved when you look at just some cultural change , additional resource ,
of our achievements since the last review: delivery preparation

 Established our cross-functional Site  Fuel route intervention: improved
Excellence teams reliability, failed fuel processing, 31
plug units available , sub 10-day
 Set up our Configuration refuelling outage
Management task team
 Procedural changes
 Refurbished sub-change room and
Radioactive Effluent Treatment Plant  Zero critical component deferrals
(RAETP) – from C2 to C0
 Site security changes

May 2017 12 July 2017

We saw continued improvement in our Unit 2 returned to power after a safe
Equipment Reliability Index
and well planned outage
At the beginning of the year our
Equipment Reliability Index (ERI) stood Our record breaking performance continued
at 66 and we were seventh in the fleet and with a safely delivered 9.25 day outage!

bottom of our region. Four months of A superb team effort with many people
continuous improvement moved us to commenting about how safe and calm the
fourth in the fleet and top in Region 1, outage was, with very little emergent work
performing at excellence levels for 14 out and when work did emerge it was swiftly
of the 17 sub indicators—an absolute dealt with.

superb performance! The successful ingredients; excellent
preparation, flexible working, great
03 July 2017 communications and a one team approach
across all the station and our contract
Unit 2 generates record run! partners.
Unit 2 was shutdown safely and compli-
antly on Saturday morning at 09:00 end- This adds to the list of 3 x sub 10 day
ing a run which saw the unit operate at refuelling outages since December last year
full load since its return to service. (best for more than 15 years), following hot
on the heels of Unit 2’s record breaking
On shutdown , Unit 2 beat the station breaker to breaker run producing 2.035
previous record of generation between TWhrs!
refuelling outages by producing 2.035
T Whrs during its 144.2 day run following All this means we are currently ahead of
the safe and successful 9.5 day off load our business plan by 323GWhrs,
refueller in February this year. equivalent to around £15m extra income
for the station.

We are currently forecasting generation at
9.191TWhrs against our business plan of
8.869TWhrs!

24 July 2017 To safely carryout the exchange, people in
the fuel route teams of TAG, maintenance,
Fuelling Machine outage delivered planning, operations and engineering
safely, compliantly and ahead of plan! worked together to prepare a detailed 14
day, 24 x 7 work programme.
Throughout 2016 the performance of our
“raise lower mechanism (RLM)” on the The fuelling machine returned to
fuelling machine was closely monitored operational service after 10 days and 11
using the installed condition monitoring. hours, a superb team effort.

When the condition monitoring suggested A clear demonstration that the 3 P’s
it, we carried out routine maintenance (Preparation, Preparation and Preparation)
(greasing of the RLM). This close lead to delivery of a safe, quality job
monitoring of the RLM health increased its completed in a timely manner.
life longer than normally expected,
however late in 2016 the monitoring told
the fuel route team that a RLM exchange
was needed.

A fantastic achievement by all involved in
this key fuel route outage!

! The fuel preparation room where new fuel
elements are inspected and pressure tested
Our Site Excellence teams have been before being built into a new fuel assembly.
doing a fantastic job on our behalf!! Among the many improvements it now has
We are seeing some fantastic improvements LED lighting, the walls and floors have
across the site, the BA workshop for exam- been painted and the floor demarcation
ple, has been transformed into a fantastic lines remade .
facility, thanks to a great team!

The Gas Turbine (GT) House now has a The GIPFA Workshop has also been
couple of purpose built storage cabinets to refurbished with a deep clean of the area,
contain equipment that used to “reside” LED lighting installed , walls and floors
in there. These cabinets will make sure painted , laydown areas demarcated and
that the equipment remains in top welding booths overhauled .
condition ready to be used. Thanks go to
Jack Coombs, Ross Nuttall and the SRSG
team for the ongoing improvements to the
GT House.

Site Excellence Redundant equipment was removed , walls
and floors were painted , new plant
Our outside areas haven’t been forgotten labelling was fitted and the lighting
either as you can see from our ‘before and repaired
after’ pictures!!

On Pilecap, our emergency (bottled) Work in the Reactor Basement to 32’ Level
breathing air system hasn’t been in service continues and to date we have deep cleaned
for over 20 years & is no longer required the area and removed all unwanted items,
so have been removed to free up valuable
space . Work is ongoing in the active laundry
facility to provide a better working envi-
ronment, reduce fire loading and provide
better storage arrangements for safety
related equipment. So far the area has
been deep cleaned , the ceiling has been re-
placed with new LED lighting, the walls
and floors have been painted , new storage
and cleaning facilities have been installed .

The next step is to improve the R6 tower
ground floor, controlled equipment storage
area, including labelling.

Site Excellence It ’s not all about the plant!

Buffer Store ECW System There have been several improvements
made to offices and administration
Defects on the system have been resolved buildings like the improvements below to
with the help of Fuel Route , WPS and the QMG kitchen!.
Cavendish , with painting completed by
Maintenance . Following completion of
pump 1, the bund area will be deep
cleaned and painted .

The Day locker rooms and showers are looking great!

All amazing improvements which will make so
much difference not only to the safety and efficien-
cy of the plant, but to the working conditions for
everyone. So, what’s next?

Reactor Basement—gas circ lub oil plant upgrades
will include improvements to lighting, cleanliness,
painting and drainage.

Site Excellence Improvements have been made to the
Breathing Apparatus Workshop, where the
Through the Site Excellence Team 7 and BA sets are serviced , including the fitting of
with fantastic support from WPS, new lighting, new worktops and cupboards,
significant improvements have been made new desk and new flooring.
to the Raw Water Pumphouse condition

Not forgetting our contract partner
colleagues, improvements have been made
to the CAPE facilities ……

!

April 2017The World Association of Nu-
clear Oper-
ators
(WANO) set
standards
and pro-

mote excellence in the operation,
maintenance, support and governance
of commercial nuclear power plants.

All WANO member sites host a peer re-
view every four years, with a
follow-up in between.

Our next Peer Review is

19 April to 5 May

January 2017From 16 January 2017 the First ever business apprenticeship for Hartlepool!
make of over-
alls issued to Applications are now open
EDF Energy for the Supply Chain ap-
staff prenticeship at Hartlepool,
will be chang- for an August/September
ing.
Anyone order- start.
ing new over-
alls will receive If you are interested or
know someone who would
a pair of be interested and would
Redwing Fire like more information,
please contact Anita
Resistant (FR)/anti static standard overall. Wright, Supply Chain Man-
ager, or click on the follow-
The overalls will come embroidered with ing link.
the EDF Energy logo, Hartlepool power

station and personalised with your
name.

Prior to ordering a new pair of overalls
please try on a sample pair to
ensure you order the right size.

Note: the previous Portwest overalls

can still be worn - they should only

First ever business apprenticeship for Hartlepool! Hartlepool Fuel route
celebrate
Applications are now open
for the Supply Chain ap- 31 plug units availa-
prenticeship at Hartlepool, ble!
for an August/September
Having 31 plug units available gives us
start. greater flexibility around the building
and disposing of fuel, and management
If you are interested or
know someone who of failed fuel.
would be interested and A significant improvement on 2013
would like more infor- when we only had 18 available which
mation, please contact impacted on generation output and our
Anita Wright, Supply
Chain Manager, or click on ability to refuel the reactor
the following link. at the required levels.

A fantastic achievement by everyone
involved!

Q1 2017 Q2 2017

As the saying goes, a picture speaks a Our excellent progress continues in Q2 with
thousand words …. an equally positive picture!

With safety once again at the very top of
our agenda, we saw fantastic safety
performance for both EDF Energy staff and
our contract partner colleagues.

A successful WANO Peer Review in April
reflected our great progress. For the first
time in our history we were officially
recognised for four beneficial practices!

& yet again, our outage performance made
headline news with the safe delivery of
three offload refuellers in less than 10 days!

& our Q1 picture speaks volumes.

With safety in all areas at the very top of
our list of achievements we also excelled
in our generation with Unit 2
generating at 600MW, our best for a
number of years helping achieve higher
than plan output.

Coupled with our superb outage
performance, Hartlepool is at the very top
of its game!



Fuel optimisation And, why is ‘breaker to breaker’ so
good? Safety first of course, then cost.
August 2017 The more continuous and steady the
run, the more efficient we become!
Dear diary Like driving a car steady on a
motorway at 70 mph (as opposed to
Mid-way through the year and we have sitting for hours in a traffic jam). So,
had two record generation runs so far at you could say, in terms of our fuel
Hartlepool. In fact, we are getting costs on site, the more efficient we
somewhere near to perfect ‘breaker to are, the more miles to the gallon we
breaker’ operating conditions! How’s this get!
happened?!!
In financial terms, what does this
We talk a lot about equipment mean for Hartlepool in 2017 and for
reliability but what does that mean in our lifetime ambition?
this instance? It really comes down to
Fuel Route and having the fuel built Well, in January 2017 our original
ready for when we need it so we’re not budget for our 2017 generation
having to shuffle it about in the forecast of 8.69 TWhs was £101.3m
reactor—perfect operating conditions! (that would buy a lot of petrol!).
Because of our improved efficiency
and steady runs, we are now looking
at a new generation forecast of 9.321
TWh and our fuel costs have reduced
to £94.9m! This ticks so many boxes
for our future lifetime aspirations—
Zero Harm, Value & Efficiency and
£28/MWh Nuclear Cash Cost to name
just a few!

Efficient fuel route = efficient core =
maximum generation @ minimum
cost!

Q2 2017

Our success …

So, what’s the secret to our success?
Firstly, and without doubt, our people.

If we take our safety rules working group
as an example and look at their ‘recipe
for success’, we’ll see a trend that runs
right throughout the station ….
& the proof, as they say, is in the
pudding …...

Throughout 2016 the Investment Delivery department (Site Projects)
collected contributions into a “penny jar”. Contributions were made
ad-hoc as and when loose change was available and as celebratory

events occurred.



Approx 4 months ago the site Excellence Tour
recognised a long standing issue with the motor-
ised concertina door on the Cape lagger’s work-
shop: the door was damaged such that the mo-
tor could no longer power the door and it had
become a two man effort to move the door. The
Site Excellence Team marked it down for atten-
tion and committed to seeking a positive out-
come. After seeking support from Bill Barlow in
Finance who committed funds, Scott Hanlon &
Miles Cave in WPS were consulted as to a possi-
ble solution and initial quote, Emma Howard
from Investment Delivery raised the Req for in-
spection and refurb, Joanne Addison from Supply
Chain placed the order allowing WPS to then
organise the inspection and the subsequent work
with Marian Doors.

Meanwhile the area 12 team kept oversight to
ensure timely completion of the work.