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Global Management
& Operations Services
2010 Annual Review
Table of Contents
Introduction3
Waste Management & Disposition
Savannah River Site Liquid Waste
4
Hanford Tank Operations
5
Hanford Waste Treatment & Immobilization Plant
6
Waste Isolation Pilot Plant
7
Cleanup & Closure Services
Hanford River Corridor Closure Project
8
Idaho Cleanup Project
9
West Valley Demonstration Project
10
Safety, Consulting & Engineering
URS Safety Management Solutions
11
Yucca Mountain Repository
12
Laboratory Services
National Energy Technology Laboratory
13
Idaho National Laboratory
14
Lawrence Livermore National Laboratory
14
Los Alamos National Laboratory
14
United Kingdom
Sellafield
15
Low Level Waste Repository
16
Talent Development17
Community Support18
Looking Ahead to 201119
2
Introduction
U
RS Global Management & Operations Services (GMOS) continued its high level of
safety performance in 2010, with all six of its major projects placing above the U.S.
Department of Energy (DOE) Environmental Management (EM) average in safety for the
fiscal year – including the top spot in the complex and six of the top seven (see chart below). Our two United Kingdom projects also performed well, receiving accolades and racking up
record numbers of safe work hours.
Six of our sites were recognized by the DOE Voluntary Protection Program (VPP) with Star of
Excellence Awards, and two sites received the Legacy of Stars – DOE’s highest safety award. Safety goes hand in hand with disciplined work performance. Our combined workforce of
nearly 20,000 uses decades of experience in the government nuclear industry to ensure our
contract scope is accomplished safely.
Operational accomplishments in 2010 included:
► Led demolition of the graphite core of the Brookhaven National Laboratory’s (BNL) Graphite
Research Reactor, a first-of-a-kind accomplishment that is key in completion of Recovery Act
(RA) work at BNL
► Made significant upgrades to the Savannah River Site’s Defense Waste Processing Facility,
currently the nation’s largest radioactive waste glassification plant, that will result in a
substantial increase in throughput
► Made the most single-year retrieval progress in tank farm history at the Hanford tank farms
► Safely shipped and disposed a record-breaking 1,194 transuranic waste shipments at
the Waste Isolation Pilot Plant
► Operated the River Corridor Closure Project under budget and ahead of schedule, and
reinvested $202 million back into the project due to savings gained through efficiency
► Completed installation of a treatment wall at West Valley that will contain and treat a
decades-old waste plume from the Main Plant Process Building
We understand that with our work at DOE and UK Nuclear Decommissioning Authority
sites comes responsibility to our communities. Collectively, our companies have donated
hundreds of thousands of dollars and spent countless hours on community causes.
DOE-EM Prime Production Contractor Safety Ranking, FY 2010
Contractor/Contract
TRC 1
DART 2
Savannah River Remediation (Savannah River Site Liquid Waste)
0.25
0.10
Savannah River Site Management & Operations
0.27
0.05
Washington TRU Solutions (Waste Isolation Pilot Plant)
0.28
0.00
West Valley Environmental Services (West Valley Demonstration Project)
0.34
0.17
CH2M-WG Idaho (Idaho Cleanup Project)
0.41
0.12
Washington Closure Hanford (River Corridor Closure Project)
0.47
0.07
Washington River Protection Solutions (Hanford Tank Operations)
0.77
0.44 3
DOE-EM average
0.82
0.40
East Tennessee Technology Park (Oak Ridge)
0.91
0.43
Paducah Remediation
0.93
0.84
Hanford Mission Support
0.94
0.30
Hanford Plateau Remediation
1.01
0.63
LATA/Parallax/Portsmouth
1.38
0.86
Uranium Disposition Services
1.45
0.29
Moab Uranium Mill Tailings Remedial Action Project
1.51
1.21
Advanced Mixed Waste Treatment Plant
1.80
1.08
Orange shading indicates a URS team
1
TRC: Total Recordable Case
2
3
DART: Days Away, Restricted Job or on Transfer
Includes 2 reclassified DART cases
3
Savannah River Site Liquid Waste
2010 Safety Highlights
►
►
►
►
►
DOE-EM’s safest contractor in FY 2010
Nearly 3 million hours without a lost workday case in 2010
23 million safe hours and counting by construction workforce
1 million safe hours by Recovery Act employees
Integrated Safety Management verification, VPP Star of
Excellence, and third VPP Legacy of Stars Award
P
erhaps 2010 will be remembered as the year that the Defense
Waste Processing Facility (DWPF) received an extreme
makeover.
DWPF, the largest radioactive waste glassification plant in the
nation, converts liquid nuclear waste into a solid glass form suitable
for long-term storage and disposal. In October, DWPF produced its
3,000th canister of vitrified waste since operations began in 1996.
Developed for use at DWPF by the Vitreous State Laboratory of
Catholic
University
of America
and Energy
Solutions, the
four bubbler
devices in the
melter will
increase the
annual average
production
rate of waste
canisters from
Recovery Act
the current
► Installed bubblers at the Defense Waste
level of 215
Processing Facility, significantly increasing
canisters per
throughput
year to 325.
► Supported development and deployment of
When all facility
robot devices to sample tank waste
enhancements
► Upgraded aging infrastructure, which
are complete,
will avoid delays and prepare SRS liquid
the annual
waste operations for integration with the
production rate
Salt Waste Processing Facility, now under
is projected
construction
to reach 400
canisters.
The bubblers, 6-ft-long, tube-like structures, were installed in the
melter in September 2010 during a planned outage. The bubblers
inject argon gas into a molten glass and waste mixture inside the
melter and significantly increase the capability of the 15-year-old
waste processing facility to process radioactive waste.
Significant strides in salt removal
Improving and deploying a
technology developed by
EM-30 and the Savannah
River National Laboratory
to accelerate salt waste
processing was a major
highlight during 2010.
Savannah River Remediation (SRR) also processed over one million
gallons of hazardous waste, mostly from underground storage
tanks.
Since beginning operations in 1990, the Saltstone Production
Facility has processed over 7.8 million gallons and continues to
safely stabilize and dispose of low-activity salt and incidental
process waste at record numbers.
SRR engineers are
working to deploy and
apply Small Column Ion Exchange (SCIX) technology as a means
of speeding processing and expediting closure of the site’s 49
underground waste storage tanks. SCIX is a chemical process
that removes specific constituents from salt waste, allowing the
remaining waste to be processed more quickly.
The Actinide Removal Process and Modular Caustic Side Solvent
Extraction units also had an outstanding year of processing salt
waste materials.
With current technology, about 1 million gallons of salt waste can
be removed from tanks each year. SCIX technology can increase
that rate to 2.5 million gallons annually, The $130 million program
is projected to result in $3 billion in life cycle cost savings.
4
SRS is the only site in the DOE complex that processes and
permanently disposes of salt waste from waste tanks. Removing
salt waste, which constitutes 90 percent of the volume of waste
in SRR’s two tank farms, is a major step toward closing the site’s
waste tanks.
Was te M an age me n t & D is po s i ti o n
Hanford Tank Operations
Safety. In its first
two years as the tank
operations contractor
at Hanford, Washington
River Protection Solutions
has achieved a dramatic
reduction in the number
of worker injuries. In
2010, WRPS employees
logged more than 3
million hours worked
without a workday lost to
injury, setting a new tank
farm safety record.
W
ashington River Protection Solutions (WRPS) is eliminating the risk posed by 53 million gallons of radioactive and chemical
waste stored in 177 underground tanks at the Hanford Site. The waste is the lasting legacy of more than 45 years of plutonium
production for nuclear weapons.
A major focus is to move waste out of aging, leak-prone single-shell tanks and store
it in newer, safer double-shell tanks until it can be prepared for disposal.
The world’s largest vitrification plant is being built at Hanford, and WRPS is
preparing for its commissioning. Work is under way to upgrade and install systems
needed to feed the Waste Treatment Plant (WTP) a continual flow of waste. The
waste will be turned into a stable glass so it can be safely stored and disposed.
2010 Accomplishments
Recovery Act
Recovery Act (RA) work is more than twothirds complete, with over $200 million of
$323 million spent through December 2010
to complete 74 projects on time and under
budget.
These projects included important upgrades
to critical operating facilities, systems, and
equipment needed to successfully complete
the long-term mission of tank waste retrieval
and delivery.
► Made the most single-year retrieval progress in tank farm history. Workers
began removing waste from two aging single-shell tanks, the 12th and 13th
such tanks to undergo waste retrieval. WRPS has initiated or completed
waste retrievals to the limits of technology in nine single-shell waste tanks.
Through December, 430 full-time equivalent
► Safely cut a 55-inch diameter hole in the top of single-shell tank C-107, the
positions were created with RA funding.
largest cut ever made into an active DOE radioactive waste storage tank. The
hole was cut through 15 inches of concrete and steel rebar and creates access
for a new robotic arm developed and tested on the project to more effectively remove radioactive and chemical waste.
► Improved integration between WRPS and WTP by putting in place systems necessary to help transition WTP from design,
construction, and commissioning to operations.
Creating a barrier between the waste and the water table
In September 2010, WRPS finished placing a 4-inch-thick layer of high-density asphalt
over one of Hanford’s single-shell tank farms, marking the completion of a Recovery Actfunded interim barrier that provides additional environmental protection.
For the next three months, nearly 20 inches of snow, ice, and rain soaked the area. The
80,500-square-foot barrier kept more than 215,000 gallons of runoff from seeping into
the soil and pushing contaminants from leak-prone tanks down towards the water table.
Precipitation flows to an evaporation basin just outside the tank farm. The basin is
lined with material to prevent it from leaking and is covered with soil, native plants and
grasses to help drink up the moisture.
Was te Managemen t & Dispo s itio n
5
Hanford Waste Treatment & Immobilization Plant
H
anford’s Waste Treatment and Immobilization Plant (WTP)
project is now 58 percent complete. Led by our partner,
Bechtel, the workforce of about 3,000 includes nearly 300 highly
skilled URS professionals. This group is responsible for vitrification
research and technology, process development, startup,
commissioning, permitting, and operations planning.
By the Numbers
► $12.2 billion project
► 257,000 tons of
concrete
► 1,000,000 linear feet
of piping
► 4.28 million feet of
electrical cable
► 35,000 tons of
structural steel
WTP is the largest nuclear
construction project in the United
States today. When construction
is complete in 2016, it will be
the world’s largest radiochemical
vitrification plant. It will treat
53 million gallons of radioactive
waste now stored in Hanford’s
177 waste tanks. The waste was
created during World War II and
Cold War production of plutonium
for the nation’s nuclear weapons
program.
URS has the unique distinction of
being the sole company involved
with the United States’ only three vitrification facilities -- at West
Valley, SRS, and now at Hanford.
2010 Significant Accomplishments
► Advanced the total project to 58 percent complete with
engineering at 83 percent, procurement 57 percent, and
construction at 54 percent
► Earned high marks from large teams of outside experts who
looked at every facet of WTP during extensive Construction Project
Reviews in May and November
► Adeptly handled project commitments and technical challenges
while also responding to high-profile, often concurrent, external
reviews and technical requests from the Defense Nuclear
Facilities Safety Board, Office of Health, Safety and Security,
Environmental Management Advisory Board, and others
► Closed the last and final of 28 technical issues identified by an
external review team in 2005
► Moved forward on two major technical approaches that will
enhance WTP’s cost and schedule: sequential Operational
Readiness Reviews and integrating the missions of WTP and
Hanford’s tank operations
► Supported construction site employees as they earned VPP
Star recognition in July, the culmination of a two-year effort
Superb safety performance
The scope of WTP’s design and construction is roughly equivalent
to the building and permitting of two commercial nuclear power
plants at the same time.
The WTP campus covers about 65 acres, although the entire
construction site is much larger. It includes four major nuclear
facilities for pretreatment, low-activity and high-activity waste
vitrification, and an analytical laboratory. These buildings, plus 25
more, are under construction.
6
By the end of 2010, the 290 URS employees on the WTP
project had achieved more than 556,000 safe working
hours, bringing their total to more than 2.8 million hours
accumulated over nearly six years. The URS workforce at
WTP has not had a lost workday case since Jan. 17, 2005.
Employees have earned three President’s Awards for safety
and hope to earn another later this spring for reaching their
fourth mark of 1 million safe working hours.
Was te M an age me n t & D is po s i ti o n
Waste Isolation Pilot Plant
U
RS subsidiary Washington TRU
Solutions (WTS) manages and
operates the Waste Isolation Pilot
Plant (WIPP) in southeast New
Mexico for the U.S. Department of
Energy. WIPP is the nation’s first
deep-geologic repository for the safe
disposal of long-lived transuranic
(TRU) waste left from nuclear defense
programs.
Making room for TRU waste. URS mining crews at WIPP
carve out waste disposal rooms, 2,150 feet underground in
an ancient salt formation. WTS received the 2010 Safety
and Health Innovator of the Year Award from the New
Mexico Mining Association and Bureau of Mine Safety.
In 2010, URS employees handled a
record-breaking 1,194 TRU waste
shipments, which included direct
shipments to WIPP and intersite
shipments. WIPP received 36
shipments in a single week, the
highest number of shipments in the
facility’s 11- year operating history.
Environment
Significant WTS permitting efforts paid
off in 2010. The WIPP received full
authorization to continue operations
from its two prime regulators.
The U.S. Environmental Protection
Agency recertified that WIPP’s
underground repository would
continue to safely contain TRU
waste for the project’s 10,000-year
regulatory period.
WTS permit experts worked tirelessly
to renew WIPP’s 10-year Hazardous
Waste Facility Permit, based on the
facility’s 11-year record of safe,
compliant operations.
WTS received DOE’s “Best in Class”
award for fuel conservation efforts in
support of a construction project at
the WIPP site in 2010.
Banner year in safety
► WTS ranked as the third safest contractor in
the DOE-EM complex in FY 2010.
► Washington TRU Solutions was presented the
2010 Safety and Health Innovator of the Year
award from the New Mexico Mining Association
and New Mexico Bureau of Mine Safety.
► URS mine rescue teams finished 5th and
6th in the nation in First Aid competition and
2nd in the field competition from a field of
38 teams at the 2010 National Mine Rescue
Competition in Reno, Nev. URS’ Joe Baca was
inducted into the National Mine Rescue Hall of Fame.
► WTS received DOE Voluntary Protection Program “Star” Status for the 16th
consecutive year. WTS employees accrued 1.4 million safe work hours while safely
disposing of 13,718 containers of radioactive waste.
2010
1999-2010
7,919
72,422
Cubic meters of TRU waste disposed
At year end 2010, approximately 64 percent of WIPP’s
allotted $150 million had been spent and 591 jobs
had been created or retained. Waste cleanup activities
at three small sites were completed, bringing the total
number of sites cleaned up to 17.
13,718
139,545
TRU waste containers disposed
1,194
9,207
Total TRU waste shipments, including 66
intersite shipments
985
8,761
Contact-handled TRU waste shipments
received
A $4.4 million reconstruction project for the South
Access Road and a $2.2 million storm water
evaporation pond construction project were completed.
143
446
Remote-handled TRU waste shipments
received
1.4M
11M
Loaded miles traveled
5%
65%
Lifecycle TRU waste inventory disposed
Recovery Act
Was te Managemen t & Dispo s itio n
WIPP Key Metrics
7
Hanford River Corridor Closure Project
Safety. In August 2010,
Washington Closure
Hanford was awarded the
DOE Voluntary Protection
Program (VPP) Star of
Excellence, DOE’s highest
safety award. The award
recognizes outstanding
mentoring, innovation, and
continuous improvement in
the field of safety with rates
at least 75 percent below
the industry average.
S
ince 2005, Washington Closure Hanford has managed
the River Corridor Closure Project at the U.S. Department
of Energy’s (DOE) Hanford Site in Washington state. The
$2.4 billion, 10-year project is responsible for protecting the
Columbia River by cleaning up defense wastes from nuclear
reactors and support facilities from World War II and the
Cold War, dating back to the early l940s. The mission is
challenging and hazardous and involves cleaning up some
of the nation’s most contaminated and radioactive defense
legacy waste.
The project, currently DOE’s largest environmental cleanup
closure project, is 60 percent complete. When finished, the
River Corridor Closure Project will have successfully reduced
the Hanford site active footprint by 220 square miles, a
major cornerstone of DOE’s 2015 Vision. 2010 Accomplishments
Significant accomplishments in 2010 included:
► Remediated 149 hazardous waste sites and
burial grounds from a projected total of 386;
decontaminated and removed 142 facilities out of
a projected total of 490; and transported 5 million
tons of contaminated debris away from the Columbia
River for disposal at the Environmental Restoration
Disposal Facility, the largest in the DOE complex
► Operated under budget, ahead or on schedule, and
reinvested $202 million back into the project due to
savings gained through efficiency
► Met all regulatory milestones (28) on or ahead of
schedule
► Maintained an excellent safety record
Recovery Act
WCH has spent $133.5 million of its $233.6 million in
allocated Recovery Act funds, creating or retaining 106 jobs.
Recovery Act scope at the Hanford River Corridor includes:
► Characterization of the 618-10 burial ground, one of
Hanford’s most complex waste sites, to determine
cleanup methods and protective measures
An explosive accomplishment
After months of preparation, WCH workers used explosive demolition
to destroy three structures in the 300 Area, known as the center for
Hanford’s radiological research and nuclear fuel fabrication.
These facilities were located along the Columbia River Corridor just a
mile north of Richland, Wash.
Safety in demolishing the concrete facilities was the deciding factor in
selecting explosives over conventional demolition. The tallest structure
was the three-story 337 building.
8
► Expansion and operational enhancements at the
Environmental Restoration Disposal Facility by
constructing two new super cells, which will increase
the disposal facility’s capacity by 50 percent and help
accelerate Hanford cleanup
► Cleanup of 19 buried waste sites in the 100-F Area,
one of Hanford’s nine production reactor sites, and
determine if an additional 67 sites discovered along the
Columbia River require cleanup
► Cleanup of six waste sites discovered in a 28-mile
section in the northwestern part of the Hanford Site
C le an up & C lo s ure S e r v i c e s
Idaho Cleanup Project
Safety. CWI reduced recordable
injuries by 20 percent at the end of
calendar year 2010 and achieved
one million hours worked without a
recordable injury on Aug. 12, 2010.
CWI received the “Voluntary
Protection Program STAR of
Excellence” and the VPP Legacy of
Stars -- the highest safety award
the DOE presents to a VPP site.
T
he Idaho Cleanup Project (ICP), operated by the integrated CH2M
HILL/URS team of CH2M-WG Idaho (CWI), conducts environmental
cleanup work at the Idaho National Laboratory site. The seven-year, $2.9
billion project focuses on reducing risks to workers, the public, and the
environment, and protecting the Snake River Plain Aquifer.
2010 Accomplishments
Recovery Act
ICP is making significant progress on Recovery Act
scope. Thus far, $268.3 million of $422.8 million
dollars have been spent, and 692 positions have been
created or retained. Work progress includes:
► Retrieval of 0.97 acres of buried waste completed
► 464,652 of 812,815 square feet of footprint reduced
► 69 of 89 facilities demolished
► 149 of 160 remote-handled TRU containers received
► 105 of 150 remote-handled TRU containers processed
► Disposition of 47.41 cubic meters of low-level waste
and mixed low-level waste from the Advanced Mixed
Waste Treatment Plant completed
► C
ompleted wet to dry transfer of 3,186 fuel units ahead of
schedule, shipped three of 15 Navy large cell cask shipments, and
prepped 144 of 714 Navy Fuel Handling Units for shipment
► 92 percent complete with physical construction, 60 of 73 systems
complete at the Integrated Waste Treatment Unit facility, which will
treat 900,000 gallons of sodium bearing liquid waste stored in three
underground storage tanks
► Completed over 200 remote-handled transuranic (TRU) waste
shipments and shipped 3,637 of 5,108 cubic meters of contact-handled TRU to WIPP on schedule
► Completed waste exhumation of 2.0 of 2.55 acres ahead of schedule and on budget, exhumed 45,800 cubic yards of waste zone
materials, packaged 21,027 drums of targeted waste
► Demolished 200 of 220 facilities and structures. The 20 remaining structures are expected to be demolished by March 2012.
Key milestone met
In 2010, CWI reached a key cleanup milestone three weeks ahead of schedule
by completing the transfer of nearly 6.6 metric tons of spent nuclear fuel from
wet to dry storage.
While pools serve as an effective shield for radiation, dry storage prevents the
fuel from degrading as quickly and is recognized as the preferred method of
safely storing spent nuclear fuel long term.
The fuel transfer is a key milestone in the 1995 Settlement Agreement
between the Navy, the DOE, and the State of Idaho.
C leanup & Closur e Ser vice s
9
West Valley Demonstration Project
2
010 was a year of significant accomplishments at the West Valley Demonstration Project (WVDP). Tremendous progress was made at
the radioactive waste management and environmental cleanup project, both in terms of physical deactivation and decontamination
as well as programmatic decisions that will define cleanup at the site for the next 7-10 years. Funding provided under the American
Recovery and Reinvestment Act (ARRA) was put to good use in furthering these cleanup goals.
Facility Deactivation and
Decontamination
In the Main Plant Process Building
(MPPB), West Valley Environmental
Services (WVES) deployed a
technology called Nitrocision® using
this new remote application to
decontaminate 3,200 square feet
in two of WVDP’s most radiologically
contaminated rooms.
WVES also remotely removed 3,000
feet of piping and all three large tanks
from another extremely contaminated
cell and removed 2,893 linear feet of
asbestos-containing materials from
the MPPB.
Waste Processing
2010 Safety Highlights
► Achieved 3.5 million consecutive hours (3.8
years) without a lost-time work injury
► Named URS Safe Project of the Year for 2009
► Received the URS President’s Award for Safety
in recognition of achieving 1 million hours and
1 year without a lost-time work injury -- the third
time WVES received the President’s Award
► Received DOE-VPP Star recertification
Significant efforts to improve
radioactive waste processing
productivity rates were successful.
Existing facilities were upgraded and new equipment such as plasma-cutting technology
was procured and placed in service. ISOCS™ (In Situ Object Counting Scan) technology
was used to isolate and remove transuranic (TRU) components within a waste box,
which has led to a reduction in the volume of TRU waste by 85 percent. By the end
of 2010, WVES had processed 83 percent of legacy low-level waste, 83 percent of
contact-handled TRU waste, and 70 percent of remote-handled TRU waste.
Underground High-Level Waste Tank Management
This project was initiated with base funds and completed with ARRA funds. By the
end of December, WVES replaced the aging underground ventilation piping with new
stainless steel piping and installed a system to dry the underground waste tanks and
the vaults in which they are contained.
Recovery Act
WVES has spent approximately 78
percent of its nearly $63 million in
Recovery Act funds.
Thus far, 102 jobs have been created
or retained due to Recovery Act work at
West Valley.
As of Dec. 31, 2010, WVES employees
and subcontractors have worked 355,099
safe hours on ARRA-related projects.
Mitigating contaminated groundwater
During fuel reprocessing operations in the 70s, a leak occurred at the Main
Plant, creating a plume of contaminated groundwater that has slowly been
migrating. The primary constituent of the plume is radioactive strontium-90.
Using base funds, WVES analyzed and characterized the plume and provided
DOE with a recommendation. With funding made available under ARRA,
WVES installed a permeable treatment wall (PTW) to capture the Sr-90.
The PTW is approximately 860 feet long, three feet wide, and up to 30 feet
deep. A piece of equipment called a one-pass trencher simultaneously
excavated the soil from the trench and placed more than 2,000 tons of
sorbent material, called Zeolite, into the trench. Installation of the trench and
60 monitoring wells was completed by the end of 2010.
10
C le an up & C lo s ure S e r v i c e s
URS Safety Management Solutions
I
n 2010, URS Safety Management Solutions (SMS) continued its drive to provide technical support for GMOS’ overall success. Our
complement of over 800 professionals applied their talent and energy to exceed our customers’ requirements. In 2010, we performed
more high-hazard work than ever before.
SMS continued to deliver value to our
customers at a reasonable cost, utilize core
capabiliti es to assist GMOS M&Os, and assist
URS efforts in adjacent markets to leverage
SMS capabilities and tools.
The Waste Transportation Project received
the President’s Award for Safety in 2010
for reaching six years without a Days Away,
Restricted, or Transferred injury and almost six
million miles driven without a DOT violation.
And the Consulting Services organization hit a
significant milestone by reaching eight million
hours since its last lost workday case.
Safety. SMS’s Waste Transportation
Project received the President’s
Award for Safety in 2010 for reaching
six years without a lost time injury and
almost six million miles driven without
a Department of Transportation
violation. Consulting Services
employees reached eight million
hours without a lost workday case.
The Potable Water Upgrade Project at
Oak Ridge’s Y-12 was completed this year,
exceeding customer expectations by meeting
very aggressive milestones and significantly
improving the Y-12 infrastructure.
The Pit Disassembly and Conversion (PDC)
engineering team achieved an outstanding
performance rating from DOE-NNSA while
completing an accelerated Conceptual Design
that combines two previous projects in the
Savannah River Site’s K Reactor building.
SMS is involved in all Uranium Processing
Facility (UPF) engineering projects and in 2010
completed the UPF preliminary design, while
receiving good to outstanding performance
ratings.
URS SMS provided on-going support to all
four National Energy Technology Laboratory
contracts, assisting in the development of nonnuclear capabilities while exceeding our client’s
expectations.
At Fermilab, our engineers developed the
first full quality assurance program for the
lab, receiving endorsement from the DOE site
director.
Recovery Act
In 2010 SMS obtained a key role in two new Recovery Act projects, both at the
Oak Ridge National Laboratory.
Miscellaneous Facilities D&D
► Demolition of 34 facilities covering 115,902 facilities at the ORNL Central
Campus
► Removing material and miscellaneous legacy materials from six facilities
and six Radiological Test Generators in the ORNL Central Campus
Hot Cells D&D
► Complete deactivation, demolition, and disposition of one building’s hot
cells, once used to handle highly radioactive materials
► Remove and disposition legacy material from two other buildings
New work
SMS won several major contracts in 2010, including:
► Engineering, Procurement and Construction Management for the Spent Fuel
URS SMS delivered its nuclear safety and risk
Handling Facility in Idaho
management technical support to all GMOS
► National Institute of Occupational Safety and Health technical support
affiliates in 2010. At Sellafield, LANL, SRR,
► Sandia National Laboratory Safety Basis integration
LLNL, TOC, WIPP, WCH, West Valley, SPRU, WTP,
► Nuclear Regulatory Commission Research Test Reactor license application
and CWI, SMS experts helped affiliates meet
reviews
commitments and customer expectations.
Additionally, SMS consultants satisfied clients
such as Sandia, ETTP, SRNS, USEC, Chalk River, NTS, Y-12, and ORNL, while gaining intelligence to support future GMOS business
prospects.
And, a team of URS SMS personnel led a successful, first-of-a-king effort to decommission the Brookhaven National Laboratory’s
Graphite Research Reactor and place the High Flux Beam Reactor in long-term layup.
S afe ty, C onsultin g & Engin e e rin g
11
Yucca Mountain Repository
T
he URS-led USA Repository Services
(USA RS) continued as the management
and operating contractor for the Yucca
Mountain Repository, supporting the
Department of Energy’s (DOE) Office of
Civilian Radioactive Waste Management
(OCRWM) on the deep geologic repository
program and most recently supporting its
shutdown as directed by DOE. USA RS
supported License Application (LA) review
by the U.S. Nuclear Regulatory Commission
(NRC) staff. The last eight responses to
NRC Requests for Additional Information
(RAIs) were submitted to the NRC in
January 2010, supporting completion of
NRC’s Safety Evaluation Report (SER). In
all, 303 RAIs required USA RS response.
USA RS worked with DOE, legal counsel,
and national laboratory scientists to
prepare 13 integrated plans for defending
the LA and SER in public hearings.
Hearings were slated to begin in late 2010
but are on hold, pending the outcome of
decisions by the NRC Commissioners and
the US Court of Appeals, D.C. Circuit.
As the RAI effort ramped down at the
end of 2010, engineering documents
and drawings were updated in a new
“Reachback Center” at URS’ Nuclear
Center in Fort Mill, SC. The Reachback
Center featured direct computer ties
to the Las Vegas computer network. In
addition, the project began transition of
engineering automation to the SmartPlant®
suite -- increasingly the industry standard
for design and construction of complex
industrial facilities.
Project Shutdown
Safety and quality. USA RS had zero recordable injuries, first
aid cases, or security infractions in 2010, which brought the
record to 350,000 safe hours before the end of the Project.
During the last four months of Project efforts, USA RS earned a
Quality Performance Index of 100%, successfully completing the
climb to the highest level of quality performance just 10 months
after start of the contract.
Key events in 2010
► February: DOE announces that “Yucca Mountain is no longer an option,” and
the License Application will be withdrawn. President’s Budget zeros the OCRWM
budget.
► Spring: Four varied parties petition the US Court of Appeals to reverse DOE’s
decision to terminate the project.
► July: NRC’s Atomic Safety and Licensing Board finds that withdrawing the License
Application would violate the Nuclear Waste Policy Act. NRC Commissioners move
toward undertaking a review of the Board’s order.
► Fall: Congress maintains funding for OCRWM through continuing resolutions.
► December: Court of Appeals established expedited schedule to reach a decision
on petitions to reverse DOE’s decision to end OCRWM’s Project. Oral arguments
are to be held in March 2011.
At the end of May 2010, DOE directed USA RS to shut down the project and close offices in Las Vegas. USA RS created electronic
archives; shut down computer systems; and transferred all records, data, and property to other parties. All but essential USA RS
employees were terminated from USA RS employment, subcontracts were closed out, and offices were vacated. The entire shutdown
effort was completed ahead of schedule and under budget.
URS corporate staffing personnel and project management teams across the U.S. recognized the high level of expertise of USA RS
personnel and worked in a deliberate and timely manner to extend offers of alternate employment to a large majority of USA RS
employees. USA RS “alumni” are now working at other URS projects stretching from England to the Pacific Coast of the US.
At the end of 2010, USA RS had just 10 employees, most working in Aiken, SC, closing out subcontracts and administering benefits to
retirees and displaced project workers.
Ready for Future Decisions
USA RS recognizes that national disposal policies for spent nuclear fuel and high-level waste are being reviewed in several federal
government venues. With decisions anticipated in 2011, URS, through its subsidiary USA Repository Services, is prepared to be the
implementer of choice in the chosen path forward for the nation’s high-level waste program.
12
S afe ty, C o n s ultin g & E n gi n e e r i n g
National Energy Technology Laboratory
T
he National Energy Technology Laboratory
(NETL) is the lead research and development
laboratory under the DOE Office of Fossil Energy
(FE). Research and Engineering Services (RES), a
team led by URS, provides technical, operational,
and administrative support to NETL’s Office of
Research and Development. Activities are focused
on accelerating the development of energy-related
technologies to meet the nation’s needs for reliable,
clean, and efficient energy systems with a minimal
environmental footprint.
Safety. URS-RES had zero recordable
injuries and zero days away or restricted.
URS also implemented and funded a
“Partner-Assess-Improve-Sustain” process for
evaluating and making recommendations for
improving SARS and engineering processes
at all of the NETL sites.
URS also provides primary support in the following
areas:
► P
roject execution and integration. URS
provides scientific and engineering, project
management, and information/data
management expertise appropriate for the
range of projects in each of NETL’s program
areas.
► S
ite operations services. URS provides
comprehensive life-cycle asset, engineering and
technical management, property management,
ES&H maintenance and infrastructure
services, and consultation services for NETL.
Recent highlights include the startup of the
new Compressed Air System, which is vital to
achieve NETL’s mission.
► E
nergy Sector planning and analysis. The
objective of this contract is to provide Energy
Sector planning and analysis services for NETL,
including expert services that will complement
and support the efforts of federal staff in
strategic energy sector analysis and planning,
engineering analysis using state of the art
simulation and modeling tools, R&D benefit
analyses, life-cycle analysis, natural resource
development impact assessment (e.g., water
resources, and energy infrastructure analyses).
Recovery Act
URS supported NETL in
obtaining $60 million
in ARRA funding for the
research and development
focused on carbon capture
and storage technologies,
including new facilities. The
money is planned for the
installation of the SimulationBased Engineering
User Center, the Carbon
Capture Storage Initiative,
the Integrated Carbon
Management Simulation
and Testing Facility, and the
National Risk Assessment
Partnership.
NETL Regional University Alliance
URS played a strategic role in the formation and implementation of the NETL Regional
University Alliance (NETL RUA) and strongly supports its mission of collaborating fossil
energy expertise and research efforts between NETL and five nationally recognized
regional universities: Carnegie Mellon University, Penn State, the University of Pittsburgh, Virginia Tech, and West Virginia University.
In support of NETL, URS is contractually managing and overseeing a large body of research work performed by these five major
universities for NETL. The collaborative efforts of the Alliance produce greater results than what could be achieved by any of the
individual organizations acting alone.
Extreme Drilling Laboratory
URS also played a key role in the startup of the Extreme Drilling Laboratory, Ultradeep Drilling Simulator (UDS) in Morgantown, WV. The
Extreme Drilling Laboratory is an international signature research facility for NETL. There are at least two other high-pressure drilling
simulators in the United States, but neither are designed for the range of pressures and temperatures of the NETL UDS. None in the
world are designed with the ability for visible light and X-ray videography in both clear and opaque drilling fluids.
Laborator y Ser vices
13
DOE’s Nuclear Laboratories
A
s a member of the operational teams at the Idaho, Lawrence Livermore, and Los Alamos national laboratories, URS has a strong
foundation in laboratory services. All three labs had strong performances in 2010, helping position URS for an increased presence in
laboratory operations.
Idaho National Laboratory
The Idaho National Laboratory, where URS is a principal teaming
subcontractor, achieved significant success during 2010 in carrying
out its DOE-assigned mission to “ensure the nation’s energy security
with safe, competitive, and sustainable energy systems.” Significant
accomplishments include:
► In partnership with the leading Washington, D.C. think tank Third
Way, the lab staged the New Millennium Nuclear Energy Summit,
a bipartisan forum on the future of nuclear energy.
► One of INL’s newest assets for advancing nuclear and other
energy systems research was fully brought on line in 2010. The
new 3-D computer-assisted virtual environment — or CAVE —
allows researchers to literally walk into their data and examine it.
Lawrence Livermore National Laboratory
URS is a key member of Lawrence Livermore National Security,
LLC, which operates the Lawrence Livermore National Laboratory
(LLNL) to meet its mission to “ensure the safety and security of the
nation through applied science and technology in the key areas of
nuclear security, international and domestic security, and energy and
environmental security.” Significant URS accomplishments in 2010
included:
► The 15 Megawatt Terascale Simulation Facility Project Power
Supply project was completed on schedule and under budget.
This project helps extend LLNL’s leadership in high-performance
computing and scientific simulation by allowing co-location of
multiple, world-class computers.
► The B419 building, initially built in the 1940s for airplane
maintenance and later used as a hazardous waste treatment
facility, was demolished under the Recovery Act. The demolition
was completed on schedule and under budget with no injuries or
contamination issues.
Los Alamos National Laboratory
URS is a member of Los Alamos National Security, LLC, a team led
by the University of California and Bechtel. It was formed in 2005
to manage the NNSA management and operations contract for Los
Alamos National Laboratory (LANL).
In 2010, significant success was achieved in implementation of
Conduct of Operations, Conduct of Maintenance, and Conduct of
Engineering with customer acceptance of formal declarations of
implementation. Specific accomplishments include:
►
►
►
►
►
Documented Safety Analyses were completed to close out legacy deficiencies. The plutonium facility safely containerized and disposed of significant quantities of legacy weapons grade plutonium materials. The Radiological Liquid Waste facility was restarted after an extended shutdown and disposition of legacy inventories.
Various facilities resumed operations and conducted critical tests for national security missions. Transuranic waste remediation and disposition to WIPP were the highest ever, due to improved operations, and new glovebox
operations, which were initiated and expanded.
► The excavation of the World War II disposal area is more than 50 percent complete, and most of the buildings in the original
plutonium area have been removed.
14
L abo rato r y S e r v i c e s
Sellafield
S
ellafield Ltd, under the management
of URS-led Nuclear Management
Partners (NMP), has made real progress
in 2010 toward its mission of high hazard
risk reduction and safe commercial
operations, on behalf of the UK Nuclear
Decommissioning Authority (NDA).
Safety. Sellafield workers
reached 6 million safe
hours and also launched
a Peer to Peer safety
observation program,
providing each other with
feedback on how we
work. More than 10,600
observations have been
conducted by almost 4,000
observers in the first four
months of its launch. There
have been more one-toone discussions on safety
and standards since the
launch of Peer to Peer than
in any 12 months over the
previous five years.
Together, Sellafield Ltd, NMP, and the NDA
are using their combined global excellence
to help tackle some of the UK’s most
important decommissioning challenges.
2010 Accomplishments
► Work to decommission Sellafield’s
Primary Separation Plant took a major
step forward with the removal of the
entire redundant inventory in the top
section of one of its process cells.
► Sellafield Ltd safely completed one of
the largest asbestos removal projects
in Europe in 2010. In all, 2,300 tons
of asbestos cladding were removed
from the station’s heat exchangers,
turbine halls, and associated plant at
a cost of £26 million.
► High hazard risk reduction of the
historic Pile Fuel Storage Pond
reached two significant milestones
in 2010. Six of the facility’s 12
decanning bays were desludged and
16 fuel skips were retrieved from
the pond, creating additional room
on the pond floor to enable further
desludging operations to take place.
► The decommissioning of another
of Sellafield’s Legacy Pond and Silo
facilities took a step forward, with the
successful transfer of 14,800 liters of
historic radioactive liquid waste from
the 50-year-old Magnox Swarf Storage
Silo for safe treatment.
► The first major project to be completed
by Sellafield Ltd under NMP, the
Sellafield Product and Residue Store,
was delivered ahead of schedule and
under budget. The store incorporates
some of the most advanced nuclear
security features ever used in a
building of its type and will provide
safe and secure storage of nuclear
materials on the Sellafield site.
NMP -- making Sellafield safer, cleaner,
more productive, more cost effective, and
a better neighbor each and every day.
U n ited K i ngdom
Europe’s largest nuclear project
Construction
of Evaporator
D is the largest
nuclear project in
Europe and will
provide additional
capacity to support
the Sellafield
site’s existing
evaporators, which
play a pivotal role
in the delivery
of reprocessing,
historic clean up
and high hazard
reduction.
Large scale modules are being fabricated off site and transported to Sellafield by sea,
to be installed into the building’s concrete shell using a gantry system. This is the first
time in the history of the Sellafield site that large scale modular construction will be
used.
The project’s main construction phase continued in 2010, with civil construction and
mechanical, electrical, and instrumentation work. Modules are being constructed off
site, and delivery logistics and infrastructure are being planned, implemented, and
installed.
In 2011:
► The main Evaporator D building will reach the necessary height to install the gantry
system.
► The gantry, which will be used to lift the completed modules into the facility, will be
installed.
► The first modules will be delivered to Sellafield via barge and will be installed,
followed by other modules throughout the year.
15
Low Level Waste Repository
The new Vault 9 will serve LLWR’s
needs for the next 10-15 years.
Vault 8 at capacity
L
ess than halfway through its first five-year contract
with the Nuclear Decommissioning Authority (NDA),
LLW Repository Ltd (LLWR) has made good progress
toward its mission to integrate the Low Level Waste
(LLW) program throughout the United Kingdom (UK).
2010 accomplishments
► Integrating LLW solutions in waste treatment,
packaging and disposal. LLWR is a leader on the
delivery of the UK Nuclear Industry LLW Strategy.
Contracts are being executed to provide waste
services for nuclear and non-nuclear industries
throughout the UK.
► Delivery of Vault 9. On July 29, LLWR marked the
opening of Vault 9, a new vault that has a capacity
of 110,000 cubic meters and will serve LLWR’s
needs for 10-15 years.
► Delivery of the Environmental Safety Case
(ESC). The ESC is on course for delivery to the UK
Environment Agency by May 1, 2011. The past two
years has witnessed the submission of high quality interim deliverables on time to the UK Environment Agency.
► Right-sizing the organization for implementation of UK LLW Strategy. Strengthening the organizational structure of the LLW
Repository Ltd was vital to successful implementation of our Life Time Plan.
NDA Launches Final UK LLW Strategy
The NDA issued the UK Strategy for the Management of Solid Low Level Radioactive
Waste from the Nuclear Industry in August 2010. In partnership with the NDA, the
LLWR National Strategy Team developed numerous strategic technical documents,
option studies and reviews, and plans to inform the emerging LLW strategy and
underpin the potential benefits of waste management options to the NDA for strategy
development and implementation.
LLW Repository Ltd is in an excellent position to address challenges and determine
appropriate and cost-effective solutions. Legacy projects, such as decommissioning
storage magazines containing plutonium-contaminated materials and remediating
past waste disposal trench covers, will require substantial project planning and
implementation during the next phases of our contract.
Elite in safety
LLW Repository
Ltd was proud to
receive the RoSPA
Award in 2010,
which reflects five
consecutive years
of Gold Awards for
safety excellence.
Our mission for integrating the LLW Program throughout the NDA estate will also require unprecedented teamwork with other Site
License Companies.
16
U n ite d K i n g do m
The Talent Pipeline
Hanford Tank
Hanford River Operations
Corridor  Hanford Waste Treatment &
 Immobilization Plant
National Energy
 Technology Laboratory
Idaho Cleanup
West Valley
Demonstration
Project

 Project
Separations Process
Research Unit

National Energy
Idaho National
Laboratory
 Technology Laboratory

Livermore
 Lawrence
National Laboratory
National Energy
Technology Laboratory



Yucca Mountain
Repository
Oak Ridge


Los Alamos
National Laboratory
Savannah River Site
Liquid Waste

 URS Safety Management
Solutions

Waste Isolation
Pilot Plant
► Sellafield Sites
► Low-Level Waste Repository
A
s our company continues to grow – through new work and
added scope of current projects – URS is ensuring that we
have the right resources to execute our work with seamless
performance excellence. The Talent Solution program was created
to identify, evaluate, and track the development of the URS talent
pool to put the right people in the right jobs at the right time, to do
the best job possible for our customers.
Participants in the Talent Solution are individuals who are either
currently in key/essential positions or who have the potential to
move into key/essential positions across URS or into positions of
higher responsibility within their current project.
We also continually recruit the best and brightest young talent
from top college and universities across the nation, to ensure our
pipeline remains filled.
Program Elements
Our program is driven by succession planning and placement
process. Early identification of individuals who could, with some
development, move into various key/essential positions is critical
to sustaining our critical mass of talent.
All participants complete a skills and career interest survey to
identify technical skills, competencies, and career interest and
readiness. The data is used for development discussions, career
placement and business development endeavors.
Development Courses
We offer various development courses to Talent Solution
participants. Many of these have senior management
engagement and in some cases are taught by senior staff.
Talent D eve lop ment
Communication
We use a seamless knowledge management system designed to
ensure all our employees are linked. A common web site centralizes
and synergizes information to enhance collaboration. We are thus
able to place the best talent in the company where it will be most
effective and efficient.
Cascade
URS is made up of various diverse projects and sites. Talent
management works with each project to develop and establish
customized talent programs that meet the needs of the project and
will serve as a feeder into the Talent Solution pool.
17
Giving Back to Our Communities
U
RS companies and employees responded to continued economic
difficulties with their usual community spirit in 2010, donating
millions of dollars and giving of their personal time, talent, and
energy to benefit their communities.
The URS GMOS corporate office set
the pace by participating in such
events as Dollars for Scholars and the
Children’s Place annual Christmas
shopping spree. GMOS also placed
13 summer interns at URS sites
across the complex, provided
$25,000 to the City of Aiken Festival
Center, and presided at the National
Environmental Justice Conference in
Washington, D.C.
The Morgantown URS site was
selected as one of the elite pacesetter
organizations to set the tone for
this year’s United Way campaign. Between the Morgantown and
Pittsburgh sites, URS raised $16,100, an office record, helping the
United Way of Monongalia and Preston Counties exceed their goal of
$1,444,000. One agency supported through the United Way is the
Shack Neighborhood House, which offers before and after school
care, Happy School, and Teen Time for children; skating, basketball,
swimming, and literacy classes; and summer programs for all ages.
URS Safety Management
Solutions (SMS) employees
participated in the 2010
United Way Campaign.
Donations were raised
through employee pledges as
well as fundraising activities.
SMS raised $66,261 in
employee pledges alone.
Savannah River Remediation (SRR) employees continued to respond
to opportunities to reach out in 2010 through our Habitat House work
and the United Way days
set aside to perform jobs
at area agencies. SRR
has given away hundreds
of thousands of dollars
for education, health
and welfare, civic and
social work, and cultural
performances and
programs. The company
also funded flu shots
for low income senior citizens in Allendale and Barnwell counties;
rang Red Kettle bells for the Salvation Army; and provided economic
development incentive and seed money to area groups whose
mission is to bring more jobs to our area.
CH2M-WG Idaho and its employees sponsored or supported
82 events/organizations and supported another 15-20 events/
organizations with time or supplies; raised nearly $176,000 for
the United Ways of Bonneville County and Southeastern Idaho with
employee support and corporate funds; was a major sponsor of the
Diamonds in the Rough Charity Golf Tournament, helping to raise
18
over $16,000 for the organization that pairs “Big Brothers” and “Big
Sisters” with disadvantaged children; and donated more than $4,500
in corporate funds along with employee contributions – both time and
money -- to Christmas for Families, which helps families with food,
household items and gifts during the holiday season.
Washington Closure Hanford (WCH) is a sponsor for the Tri-Cities
Second Harvest food drive. For the 2010 drive, WCH employees
raised over $12,000 along with 700 pounds of food donations.
Washington River Protection
Solutions (WRPS) provided
a jump start for a local
educational organization in
2010 by donating $50,000
to the Dream Builder’s
Educational Foundation, a
nonprofit group encompassing
23 Washington school districts.
The donation is one of several
handed out by WRPS in 2010.
In August, the company pledged
$450,000 to Washington State
University’s Tri-Cities campus to
help build and maintain science
and engineering programs.
URS employees on Hanford’s Waste Treatment Plant project (WTP)
rallied with others in support of the annual Family Food Drive held in
April. The equivalent of more than 107 tons of food was collected for
some 27 food banks and missions. Also joining in this community
effort were employees of other URS affiliates at Hanford, as well as
Bechtel National employees on the WTP project.
Washington TRU Solutions (WTS) received the Carlsbad Chamber
of Commerce Business of the Year award for 2010. WTS also
celebrated
eight years of
Blanket Brigade
sponsorship,
in which WTS
employees hand
out blankets to
Carlsbad visitors
for a nighttime
river boat ride
down the Pecos
River. Proceeds
benefit the
Carlsbad Chamber of Commerce. The company and its employees
were also generous contributors to the local United Way Campaign,
and 140 WTS employees participated in the annual local “Relay for
Life” event to fight cancer.
West Valley Environmental Services (WVES) actively participated
in the West Valley and Springville Chambers of Commerce, with a
WVES employee serving as the Springville Chamber vice president
and working on development of Chamber’s four-year strategic plan. United Way support remained strong, with more than $55,000 in
donations. Employees collected 77,000 pounds of food for eight area
food pantries and URS made a $10,000 corporate donation to a local
food bank.
C o mmun ity S upp o r t
Supporting Our Customers in 2011
S
uccess in 2011 means continuing to deliver for our customers while reducing risk to our employees, our communities, and the
environment. Although our 2010 safety records were outstanding, we must continue our improvement towards a goal of zero days away
and recordable injuries. Among our anticipated accomplishments in 2011 are:
Reducing Lifecycle Costs
At Savannah River, significant progress will be made toward tank
closure and achieving $3 billion in lifecycle cost savings. The
following will be completed in 2011:
►
►
►
►
►
►
Bulk waste in three high level waste tanks
Final residual waste sampling in two tanks
Heel removal in one tank
Annulus waste sampling and cleaning in one tank
Grout addition preparations for two tanks
Incorporate scope changes to maintain Fluidized Bed Steam
Reformer fabrication and module delivery schedule in Tank 48
► Finalize detailed Small Column Ion Exchange equipment and
installation design and initiate procurements of all major
equipment
At Hanford, we will make
major strides toward
achieving the Department’s
goal of $16 billion in lifecycle
cost savings, including:
► Deploy the revolutionary
new technology known
as Mobile Arm Retrieval,
which will speed the
removal of waste from
underground tanks and
reduce lifecycle costs
► All tank waste treatment
systems constructed and
operating by 2019
► Advance the Waste
Treatment Plant project
to more than 60 percent
completion, including another successful Construction Project
Review
► Increase the disposal rates at the Environmental Restoration
Disposal Facility (ERDF) by 500,000 tons to a record 2.3 million
tons of waste
► Complete construction of super cells 9 and 10 at ERDF as a part
of the $100 million facility expansion funded by the Recovery Act
Innovation
Our position as
a member of the
operating teams
at three national
laboratories and
lead at the National
Energy Technology
Laboratory (NETL)
puts us into an
excellent position
to drive and lead
innovative change for
the Department. Among our anticipated 2011 accomplishments:
Looki ng A head to 201 1
► Start up a chemical loop reactor for the Recovery Act-funded
Industrial Carbon Management Initiative and formalization of the
NETL Regional Commercialization Initiative
TRU Waste Disposition
At the Waste Isolation Pilot Plant, we will:
► Target cleanup
of five smallquantity TRU
waste sites to
reduce the DOE
Environmental
Management
(EM) footprint
► Through use
of Recovery
Act funds,
accelerate waste characterization at all DOE sites to reduce TRU
waste inventories, to meet the EM goal of cleanup of 90 percent
of legacy TRU waste by 2015
► Fabricate the first of six TRUPACT III packages to accommodate
large boxed waste
United Kingdom
For the UK Nuclear Decommissioning Authority, we will accomplish
the following at Sellafield:
► Process 400
metric tons of
fuel at the Thorp
facility
► Process 800
metric tons
of fuel at the
Magnox facility
► First removal of
spent fuel from
the Pile Fuel
Storage Pond
At the Low Level Waste Repository, LLWR will continue our role as
the UK integrator in LLW management, through partnership with
the NDA by leveraging our knowledge and technical reachback
capabilities within URS and consortium companies. In 2011, we will
complete the following key activities:
► Submit a robust Environmental Safety Case and application for
planning approval in Site Optimization and Closure
► Continue plutonium contaminated materials decommissioning
► Deploy new reusable waste packages and expand our waste
service contracts for metallic and combustible waste treatment
Summary
To be successful in 2011, URS will continue to lead the way with
partnering with our customers. To win the future, we must leverage
our knowledge, communicate our lessons learned, and reach out to
all within the industry for mutual success.
19
Corporate Headquarters
600 Montgomery Street, 26th floor
San Francisco, California 94111
Global Management & Operations Services Group
106 Newberry Street Southwest
Aiken, South Carolina 29801
www.urscorp.com