BEP Rubix News May 2022 : simplebooklet.com

What did we do in 2021 2 We had 6 aims last year these were Improve safety performance especially human behaviour Supply Chain delivery including supporting it to deliver Focus on collaborative working within the Joint Venture Sellafield Ltd and the Supply Chain Shift the focus to the Sellafield Site and ramp up the construction personnel Progress Government and Treasury approval to gain increased funding whilst meeting all regulatory requirements BEPPS DIFF transition to an active facility bringing more focus on the delivery of BEP We have made significant progress in all of these areas some remain ongoing and others are yet to commence You can see where we up to on the Projects Timeline overleaf Last year we exceeded 2 000 000 hours without incident in April going further still with 2 500 000 being exceeded in the Autumn We celebrated this achievement by the distribution of softshell jackets to all We have gone on to rank up our 6th consecutive RoSPA Gold Award last month see page 5 for more Whilst we have moved beyond the Pandemic is effects are still with us It is barely 9 months since we were thinking about our Roadmap to the new normal ways of working and what returning to the office or not would look like We kept people as safe as we could by keeping you updated on what to do not do We changed our ways of working from remote to present to hybrid and everything in between and we are still adjusting as we move forward with our People Strategy See where we are up to on page 10 It was also a time in which we more broadly accepted that It s not OK to be OK on the Mental Health front With over 357 interactions with our Mental Health First Aiders recorded throughout the year Highlighting that this is not a one off but an eternal area of life that has rightly been brought front and centre from the shaddowy sidelines We will be continuing to support mental wellbeing on the project next month by supporting Mental Health Awarness week See page 23 for more Throughtout the last year we have seen a marked increase in collaborative working hand in hand with our Supply Chain and Client There was a pace of change in the Autumn as we moved back into our office work spaces and productivity improved as real social interaction increased and over reliance on vertual meetings decreased With Jeff Gaines Head of BEPPS DIFF BEP Projects commending the improved performance and expectations as we continued with safe and predictable delivery of BEP Whilst in the background working on the business case for re Sanction I E making the case for Government funding to keep flowing into BEP to enable us to finish the project Something many of us never think about but it has been commanding significant attention behind the scenes As we started a new calendar year we recieved the news that our sister plant BEPPS DIF will become an active plant this year This means that the there will be further changes as to the ways we work and we operate on BEP The countdown has begun keep your eyes and ears open for more information as we approch this significant event in our year ahead 3

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2021 2 Milestones All Milestones have been successfully completed as of 31st March 2022 MILESTONE APM LEAD Delivery of Air Compressors Recievers to Stores Site Delivery to Site of In Cell Stands Fabrications Waste Handling Table Supply Pkge 07 PW KS GH KS GH SB JV Design Freeze All Essential Configuration Base n a line Documents issued KS 29 07 2021 CWCM0217510c Locate System 121 Bogie onto Rails Delivered and GH 1 06 2021 moved into place SB 06 08 2021 C1311691430 131 Rails installation completed inspected ICL Signed VF SB 06 08 2021 CWCM0214600yx Waste Treatment Cell Install Maintenance Equip GH ment Grid Line11 9 520 Hatch SS Cladding local Kit 520 Hatch installed inspected ICL signed WTC works to allow LWB Handler move complete Waste Handling Robots ready to deliver Pkge GH 10 Successfully Inspected for release certified signed for A200 Robots 60Te PHC Completion of bulk installation VF SB Active Effluent Cell Temporary Construction Area Opening TACO 21 Phase 1 Closure pour complete JV Detailed Design packages configuration baseline documents complete System 133 Rails installation completed inspected and ICL signed Installation of electrical and instrumentation primary containment in the whole BEP building at 85 Approx 9 465 linear metres based on 8 2019 PDMS Model Vertical Cell Door Raise Door on Recovery System and move Long Wheel Base JD SB n a KS VF SB JD SB GH SB TARGET DATE ACTUAL DATE ACTIVITY ID 08 02 2021 PR36 1QA4 16 03 2021 PR07 30631 11 03 2021 24 5 2021 CBCM0331510xx Box Operations Cell Maintenance Install BOC 18 03 2021 Handler onto the rails 28 5 2021 MSALLDF 12 08 2021 PR10 90061 21 07 21 CZXM260 22 09 2021 CZZTCAO69370 30 09 2021 MSALLDOC 07 10 2021 C1331182720 22 11 2021 C840MS85 14 01 2022 CWCM0212341 KS SB Legend APM PW Paul Williams GH Gary Hope VF Vince Fleming JD Jeff Dutton Lead Team KS Kevin Smith SB Shaun Birkett R8 4 4 22 6

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Project Manifesto BEP is one of Sellafield s most important projects put simply without it we can t deliver our purpose It s essential to empty MSSS support the site s retrievals and transfer these into a safe storage state A project will only be as successful as the people who are working on it and on BEP I know we have an excellent dedicated team Jeff Karl and Mike often keep me updated with your progress I m incredibly proud of your work and the successes linked to delivering all of your milestones this year I also understand that Adam Amor one of your joiners has recently completed mental health training so he can now train his colleagues I m proud to hear that this project is prioritising people s mental health and wellbeing I d like to say a big thank you to you all everyone working here from the mechanical teams ensuring safe work in confined spaces to project support teams working in remote supply chain offices to commissioning technicians testing and demonstrating nearly completed systems you are making a difference Your hard work and efforts are key to the success of this project and they are not going unnoticed Keep up your hard work and I look forward to visiting the project again soon Andy Sharples Project Director

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I ve lost count of the number of times I ve heard the phrase People are our greatest asset over the years But it s true and the BEP Project is no exception You are the greatest asset this project has and we need to ensure we retain you in order to deliver our commitments In 2021 over 100 people left the project some planned others not and whilst new people have joined our peak vacancies remains far higher than we would like The high number of leavers has many reasons the wider market has changed other projects are starting and our attitudes to work has changed as we have come out of the critical stages of the COVID pandemic It isn t just us this is an industry issue a national issue a global issue and with a few years still to run on BEP we need to ensure we have the capability to deliver the project The easiest way to resolve our challenge on resourcing is to stop people leaving in the first place which where our People Strategy comes in helping us to apply some collective focus to our people We ve stated previously the seven key streams within the people strategy but as a reminder here they are again Financial Communication Flexible Working Team Dynamics Workload Working Environment Longevity Career Path 10 We re progressing with these with the overall aim that that resources or lack of is not inhibiting delivery This means we ve got the people we need to deliver the project that you want to be here and you want to be here because you know they are valued that you know what your next move is and when that career development plans meet your needs and that the linkage back into the parent company is in line with individual needs Our approach is led by the project Steering Group of which I am a member and I m sponsoring this We have a key appointment currently being recruited of a Human Resources Business Partner that will report into me This will be someone full time on the project to support the project but also link back into the parent companies and help ensure alignment We re not looking to recreate or develop a project specific approach that doesn t align with parent company approaches but we need to clearly define the interactions with our corporate entities to ensure mutual success What have we focussed on so far Approach to flexible working and the working environment Parent Company engagement People development

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We ve developed our approach to flexible working with revised guidance given to line managers and in use We ll continue to review the effectiveness of this and it will continue to evolve but we are working differently to how we were 2 years ago Linkage back into parent companies That isn t about me speaking to Balfour Beatty Jacobs or Sellafield senior management It is about engaging with them to look at their needs and also for them to hear our needs It s looking at development future roles progression workload organisation awareness communication It s strengthening that link for us all as yes we are fully committed to BEP but there is a world outside of BEP We re looking at the working environment We ve launched our right to respect campaign with the management team currently going through awareness training prior to it being rolled out across the project We re also looking at our approach to health and wellbeing as part of our Safety Improvement Plan which you ll hear a bit about later on Reviewing how we are operating is key as well Not what we are doing but how we are doing it Now We ve commenced looking at succession planning this is quite wide ranging but covers things like and how we future proof key roles in the project flexible working meetings communication reward But this also helps to look at the development and recognition the working environment How we needs of individuals and how we ready people for are doing things and how that makes us all feel Are their next role This has strong links back into the we all at 100 of the job satisfaction scale parent organisations recognising that some of this may involve work outside of BEP but we need to Probably not but the higher up that scale we are the plan for and manage this than react when it occurs better we perform the better the project performs and importantly the happier we all are We also launched our in project development planning looking at how we expand the use of our top Thank you for reading we will continue to provide project talent to support wider delivery regular updates but please feel free to ask questions of your line management lead team representative or even me What are the priorities Workload Terry Meighan BEP JV Deputy Delivery Director and BEP People Strategy Sponsor Links to parent companies How we are operating Alongside getting the dedicated HRBP resource in to drive this initiative full time the strategic areas we want to focus on are Workload the link to parent companies and how we are operating What do I mean by workload Well it is looking at those of you who are overloaded at the moment and how we can alleviate it It isn t just about getting more people in It s about stopping things that don t add value Image source x plane com 11

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In January this year the Project had completed over 2 9m hours without a RIDDOR Reportable Injury In March we recieved notification of out 6th consecutive RoSPA Gold Award However inbetween late January and early February we had injuries to 4 team members with 3 in a 3 day period 25 01 22 Ankle Injury Resulted in a 7 day RIDDOR Report An Operative stepped off an encast item in the Gamma Gate Area 07 02 22 Cut Thumb Medical Treatment required An Apprentice prepping pipe with flappy wheel 07 02 22 Scalded Hand Resulted in a 3day Lost Time Incident A Kitchen Assistant in the Canteen poured soup over their hand 09 02 22 Ankle Injury Resulted in a 7 day RIDDOR Report A second ankle injury where a Worker stepped on a pebble dislodged from hard landscaping In addition we were seeing a significant decline in the numbers of Safety Observations opposite being made across the project team Sellafield Ltd and the BEP Project Team are committed to improving safety standards reducing accidents and avoiding injuries We had a real concern that members of our team were coming to work and getting injured plus our stakeholders were losing confidence We knew we needed to do something to improve standards identify and address hazards 12

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Therefore we held Raising the Bar a Site Project Stand Down on the 22nd and 23rd of February The stand down involved Leadership Supervision Operatives Working as One Team a Manifesto Value to reduce and prevent incidents and events The Stand down was held across 2 days with the site divided into seven key areas with a Senior Manager identified to lead a group assigned to each area The Project has an Observation Process SL Works Instruction 358 this provides all personnel the opportunity to contribute by capturing recording and sharing improvements interventions and good practices The Stand Down used this process to capture all areas for improvement along with areas of good practice DAY 1 Within each area Groups went out in morning afternoon night shift and inspected the entire allocated area and recorded all findings as observations DAY 2 The observations identified were then addressed by the Groups Recognising some repetition across groups over 700 observations were identified these were consolidated into 47 themes and full closure progressed with feedback to the team In my area with the groups we had some really good discussions around risk perception why we sometimes tolerate lower standards and the use of the observation process What next We need to focus on Risk and Workforce Engagement with further stand downs include office going forward To conclude on a positive note it is great that all team members who were injured are now back at work Karl Mason SL Deputy Project Manager Construction Commissioning Safety Observation is a perennial concern so here is a reminder of what the SOR cards look like You can find these spread around the offices oftn next to a white Posting box Or just hand your completed card into any member of the HSE Team You can also record an Observations digitally on Sharepoint 13

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Why do we need this campaign To build an inclusive culture where everyone feels valued To ensure everyone is treated fairly and with respect To make the BEP Project a great place to work 14 We value everyone for the contribution they make everyone who works with and for us has the right to respect We support and empower our people to recognise the impacts of their behaviours both positive and negative and to take action if they feel uncomfortable By understanding and celebrating what makes each of us unique we create a workplace where everyone is respected and valued regardless of their gender sexuality race ethnicity ability social background or religion We ve communicated previously about the launch of our Right to Respect campaign as part of our commitment to creating a working environment that s built on respect With training of our initial cohort of managers completed we decided to extend this to a further group and as a result have rescheduled our launch date for the end of April You will all be involved in this campaign in due course as we look to roll out across the full project so watch this space Campaign Sponsors Terry Meighan JV Deputy Project Delivery Director Karl Mason SL Deputy Project Manager Shaun Birkett Site Delivery Manager 14

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The 5 pillars of our Safety Improvement Plan At the end of the Financial Year 21 22 we reflected on our Environmental Safety and Security performance We looked back at some of the things we ve done the things we ve planned to do and also what we haven t done We have used the framework of a Project Environmental Safety and Security Improvement plan to help us define what we are going to focus on in this next year We re currently in the process of detailing out the project wide plan for the year and we are focusing on the outcomes we want to achieve before defining actions to achieve those outcomes We have built our plan around 5 key pillars Our carbon footprint We will reduce the projects overall carbon footprint by effectively managing energy waste water paper usage and raising awareness of the environmental impact of our daily decisions We want to measured improvements on the projects carbon footprint by increased ownership and awareness of environmental management protection across the site and offices Health and wellbeing We will raise individual awareness knowledge and understanding of all aspects of Health Wellbeing Its impact value and benefits We want an improved and informed workforce with knowledge of subjects such as mental health and stress the importance of sleep fitness and illness as well as financial well being and general job satisfaction Safe Delivery Through engagement and involvement we want all of us individually to have a clear sense of ownership and accountability for the safe delivery of works at all levels which contributes to our collective success We want an increased knowledgeable and skill based workforce who are engaged and involved in the safe delivery of project activities which are founded on a sense of ownership for self and others Positive environment We want to ensure a positive work environment which influences behaviour at work and contributes to error reduction within the workplace Security We will raise awareness of security arrangements throughout the project to ensure compliance is continuously maintained Image source atouchofrome com 15

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Support for Blackdog Outdoors Caroline Waters Cath Melvin Scafell Pike Summit Social Impact A look back over the year Despite activities still being impacted by covid BEP really showed what we can do in 2021 22 with a refreshed Social Impact Strategy and Action Plan but more importantly you as a staff group really engaged with good causes We increased our Community Pot funding more than doubling it with even more money invested from the JV s In total we have spent or committed funding to a total of 53 055 to good causes this year alone including 44 262 from the Community Pot and 5 500 through the Safety Draw which was match funded by a further 5 500 from Sellafield not included in our BEP total Whilst we gave out 3 293 in match funding staff raised a whopping 11 043 which means 14 336 has been given to deserving causes this year by our staff from across our locations The 44 262 awarded in 20 21 supported 30 separate groups and charities ranging from school healthy eating projects and first aid in primary schools to supporting a programme of confidence and aspiration raising amongst some of our most disadvantaged young people We also supported adult returners to work who had lost confidence and needed an extra bit of help to get back into the job market Our 27 volunteers have supported 477 young people school aged with 435 of those being STEM related activities Staff have also volunteered to support Mental Wellbeing activities environmental projects school governors and good causes such as the Samaritans The value given to STEM activity by the NDA means BEP staff have supported over 37 000 worth of volunteering to promote Science Technology Engineering and Maths BEP has supported 24 apprentices 9 graduates and 8 trainees this year totalling 41 on the project this year Cath Howard JV Social Impact Manager 16

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2022 3 will be our year to date We start our first Commissioning Our numbers will continue to grow towards our peak in terms of people on the job We will complete Her Majesty s Government re Sanction with a new timeline and expectations for continued delivery performance Our working arrangements will evolve to successfully deliver our commitments and meet the individual needs of the Project Team We will prepare ourselves for a change in BEPPS DIF as it approaches the start of Active Commissioning with changes to our escape routes ways of working and new restrictions on our access to ensure safety and security Meanwhile we will continue to demonstrate our Social Values through charitable giving and promoting skills development and employment opportunities in our communities Whislst at the same time improving our Environmental impact and Carbon Footprint All this whilst attracting and retaining new talent to sustain our good performance and deliver our commitments whilst attending to the mental health and wellbeing of our entire workforce 18

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Delivery Enabling Milestones The Delivery Milestones are the culmination of planned in year activities on or near the Critical Path of the Project schedule They are key lagging indicators of schedule adherence and progress toward completion The Enabling Milestones generally build toward completion but may have a longer time horizon such as preparation for handover to Operations or managing a change in working conditions like the BEPPS DIF transition from a project to an operational facility Each of these will be measures of progress and help to maintain stakeholder confidence in our ability to deliver the project within agreed cost schedule and quality tolerances Jeff Gaines SL Head of BEP BEPPS DIF Bill Holmes JV Project Delivery Director 2022 3 Enabling Milestones 8 Joint and single objectives TARGET DATE MILESTONE LEAD SPONSOR 31 5 22 Risk Management Integration of SL and BEPDT processes dashboard Opportunity development CM CI PS JB 30 6 22 Commercial Call Off 4 Implementation completion SM JBr 1 7 22 BEPPS DIF BEP Interface Management Inductions PMP Strategy Definitions IW JD KM SB 26 8 22 Project Management B148 Robot Test Rig delivery to Operations Engineering Design and Safety Case Engineering Schedule Rev D production DJR 7ea and RSA 12ea production Process Basis of Safety Hydrogen Hazard Management Strategy Effluent and Aerial Flowsheets KR KM RT NG MC RH 31 8 22 20 12 22 20 12 22 31 10 22 Quality LTR strategy and production 72 Vendor 21 Construction DT SL KM PS 20 12 22 Inactive Commissioning Inactive Safety Commissioning Schedule production GE CW KM SB 31 3 23 Pre Operations Document production 290ea PR CW KM SB Legend Leads IW Innis Wilkinson JD Jeff Dutton RT Rob Tunnicliffe Nicola Gol GE Geoff Eilbeck CW Chris Wood PR Paul Rooney DT Dave Tracey SL Shaun Lees CM Craig Miles CI Chris Isherwood KR Kevin Rogan Sponsors KM Karl Mason SB Shaun Birkett MC Mike Critchley RH Roger Hyde PS Paul Soden JB Jason Brookes JBr John Bremner 19

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2022 3 Delivery Milestones The 15 to meet or beat in the next financial year TARGET DATE ACTIVITY ID MILESTONE APM LEAD 3 5 2022 C840MSPPCP Power Cable Installation 185mm Complete JD SB 20 5 2022 2000011000 A200 Cable installation Engineering Orders EO s Complete GH KS 1 6 2022 11610050 340 VF KS 19 7 2022 CGPM2260 Package 287 Clean Box Import Project Managers Acceptance of Contractors Design PMACD Commercial milestone Installation of Grout Plant Silos ASt SB 2 9 2022 4050110230 ASt KS 13 9 2022 CWCM0215000mx Grout Plant approval of process deign to release control system design Commercial milestone Waste Treatment Cell WTC Robots installed GH SB Final building cladding complete excluding Grout Plant Bower Station and Temporary Access Construction Openings TACO Horizontal Shield Door H13104 Install completion ASt SB VF SB 14 11 2022 CZXM650 60Te Package Handling Crane Site Acceptance Test SAT VF KS 9 12 2022 PRO4 90875 H1312 Bogie delivery VF KS 9 1 2023 C820STC JD SB 11 1 2023 MSCO 00200 CW SB 12 1 2023 MSC 00200 400v Safety Transfer Certificate STC to Commissioning Commercial milestone Commissioning Documentation Approval Group CDAG acceptance for the Waste Treatment Cell Area 200 Commissioning Test Documentation Complete mechanical and electrical construction installation including for cable terminations for System 221 Complete gland and termination of remaining WTC Systems except System 250 GH SB 30 1 2023 MSPH 00038 Key Vendor design complete excluding Grout Plant and Grout Plant Impact on package 71 Integrated Control System ASh KS 20 2 2023 CWCM0199500x Completion of trial fit platforms on Long Wheel Base and Short Wheel Base Handlers in WTC and Box Operations Cell Commercial milestone GH SB 26 10 2022 CBBC10080 31 10 2022 C131621970 R1 FINAL APPROVED 10 3 22 Legend Green Milestone complete on time Lead KS Kevin Smith SB Shaun Birkett APM GH Gary Hope VF Vince Fleming JD Jeff Dutton ASh Andrew Sharman ASt Andy Stephenson CW Chris Wood 20

BEP Rubix News May 2022

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