This document contains a portfolio of advertisements, logos, illustrations, and diagrams from CH2M HILL. The advertisements promote water reuse initiatives and recognize leaders in government relations. The logos and illustrations were designed for specific clients. One diagram shows a 3D rendering of a proposed refinery site plan. Another is an infographic of a client's needs.

1. Portfolio

2. Advertisements
Advertisements

3. 1
Have you met your
Our motive is simple:
To promote beneficial water reuse around the world today.
Join us and help make matches happen.
Because no water should be wasted.
www.ch2mhill.com/watermatch
Worldwide launch on October 18, 2011 at WEFTEC
LA Convention Center, West Hall, Room 4763, at 1:30 p.m.
© 2011 CH2M HILL WBG091911054409DEN
Congratulations Tin Cup
Award Honorees
Thank you for your commitment to the enrichment and
development of African-American government relations
professionals. You’re making a difference every day.
As a global leader in consulting, design, design-build, operations,
and program management services, we strive to promote integrity,
equality, and advancement of African-American Leadership.
Howlie R. Davis
Senior Vice President
Government Relations
www.ch2m.com
© 2015 CH2M HILL
COR062811184744MKT
Electronic advertisement and Invitation
Press ready advertisement - full color

4. 2
Employee-owned CH2M HILL provides
the full spectrum of consulting, design,
design-build, operations, and program
management services. We deliver
innovative and holistic solutions to
complex problems, helping clients
build a better and more sustainable
world in the areas of:
Energy
Environmental
Facilities
Resources
Transportation
Water
tawny.chritton@ch2m.com
ch2mhill.com
Delivering sustainable solutions
to clients worldwide.
© 2013 CH2M HILL
COR112812092953ATL
Urban Programs
Press ready advertisement - gray scale

5. Logos
Logos

6. 3
C
HBW
V
West Valley
Decommissioning
Project
Original Logo designs based on client requirements

7. Illustrations
Illustrations:
3D Renderings
Info Graphics
Charts
Exhibits
Icons

8. 4
Technical
Impracticality
Demonstration
(date TBD)
Identify and fill data gaps
– NAPL decay and transmissivity
– ECO / GW Sed/SW
Soils Management Plan
– Soil reuse criteria
– Excavation(s) soils management
– Response to “new” spills
– Site-specific TPH criteria
– Site-specific Metals criteria
– Indicator parameters
July 2014
4th Qtr
2015
2nd – 3rd Qtr
2016
3rd – 4th Qtr
2016
Date TBD
Data GIS?
P&A Unnecessary
Wells
IGPG
Report Remedial
Action
Plan
NAPL
Mgt
Plan
GW
MNA
PMZs
Report
– Feeds Soil Management Plan
– Feeds Data Gap Analysis
NAPL Recovery
Levee Stabilization Project
Soils
Mgt
Plan
GW MNA /
PMZ
Stabilized
Levee /
Riverbank
NAPL
T.I.
ECORA
and GW
Classification
Report
Levee
Land
Reuse
Refinery
Riverbank Area
Park and Trail
Clean-up
Goals
Address
Discrete
Plumes under
VCP consent
order?
3D rendering from 3Ds Max of new vision for current site
Infographic showing our understanding of the clients’ needs

9. 5
UK Nuclear and Technology Operations
Organisational and Operational Optimisation for
Government Services
Innovative Commercial and Supply Chain Solutions
World Leader in Nuclear Fuel Management
and in Materials and Packaging
Multi-billion GBP Nuclear Projects
Safety in Nuclear Operations and Processing
Employee-Owned
World Leader in Nuclear D&D, Waste Disposition, and Environmental Remediation
Multi-billion GBP Nuclear Projects
Ranked Number 1 in Programme Management by ENR
Recognized by Ethisphere Institute as one of the World's Most Ethical Companies
Delivery Partner for ODA London 2012 Olympics and Paralympic Games
National Tier 1 Operators
International Joint
Premier Safety Culture
Long-Term Businesses
(all over 50 years)
Challenging Safety Culture – No Blame
Innovation by the Rules
Early Regulatory / Stakeholder Engagement – No Surprises
Demonstrated Technology Solutions
Learning Culture
Ventures
International and UK
Regulatory
and Stakeholder Relations
Responsible
N O M I N AT E D S TA F F
Reliable RepeatablePBO:
Predictable Delivery
Financial Stability
Proven Programme and Organisational Solutions – Earned Value
Integration – Clear Accountability
Workforce Engagement
Active Leadership Development
Management in the Workplace
P3M
P3M
P3M
2
5.1.(b)(vi)
Key Risks4
Our drivers are focused on meeting NDA strategic
objectives. They are high level, regulatory driven, and
enable our objectives for executing the client specification
while providing value for money to the Authority.
• Safety, security, and environmental compliance, as the
cornerstone of the CAS Strategy
• Cost reduction, through business optimisation of common
support functions and proven technical strategies and approaches
• Hazard reduction, by focusing on the highest risk areas first
to not only reduce risk but also reduce the associated cost
• Client (NDA) priorities and expectations, through effective
execution of LTP driven by our standardised portfolio, programme,
project management (P3M) approach
• Reduction of long-term liabilities, through successful regulatory
negotiations for optimised IES and minimal long-term C&M costs
and completing work in C&M prep that reduces the lifecycle cost
5.1.(b)(vii)
Key Assumptions
• Waste sites will be available to support
decommissioning (Authority Assumption)
• Practical interim state and interim end state criteria
can be agreed with the regulatory stakeholders
• Sellafield will receive fuel and nuclear materials on the
planned schedule (Authority Assumption for fuel)
• Changes to legislative or regulatory requirements do not
create a material impact on delivery of the interim state
• Office for Nuclear Regulation (ONR), Environment Agency
(EA), and Scottish Environmental Protection Agency
(SEPA) will have adequate resources to support Magnox
and RSRL sites.
5
5.1.(b)(iii)
CAS commits to NDA
the Best-Managed Nuclear Estate
in the World Our key objectives are aligned with the
NDA strategic objectives, are enablers
of our strategy and approach, and result
in safe efficient delivery of the
client specification.
Although we show the critical path per our P6 schedules for each site, this illustration also highlights the areas of work that demand particular attention from the PBO, the MD, and the P3O. These areas of
work are the near-term IS sites (Bradwell and Trawsfynydd), near term IES site (Winfrith), and near term critical programmes (Reactor Operation, defueling, ILW and Ponds). Our Portfolio Level Indicative
Critical Path runs concurrently through Wylfa Operations/Defueling and Berkeley Vaults, then through Winfrith IES, then through completion of Hinkley Point ILW, followed by completion of Oldbury ILW, then
through Harwell to IS, and finally through Chaplecross to IS.
Relevant Evaluation Nodes:
3
5.1.(b)(i)
Key DriversKey Objectives
5.1.(b)(v)
Interdependencies6
5.1.(b)(ii) 5.1.(b)(iv)
Critical Path and Key Milestones7
5.1.(b)(xi)
Key Differences to Current Baseline Plans8
5.1.(b)(viii)
Spend Profile
5.1.(b)(ix)
Resource Profile9
5.1.(b)(x)
Organisational
Structure
10
Ensure
an
enduring
SLC
A
chieve
IS
/IES
M
inim
ise
N
D
A
long-term
liability
Save
tax
payer£
A
chieve
social
transform
ation
and
com
m
unity
engagem
ent
R
e-skilland
develop
the
w
orkforce
Target Cost
Nominated Staff Appointment
PBO Governance
Supply Chain Management
Portfolio/Programme/Project Mgt.
Spent Fuel Mgt. & Nuclear Materials
Asset Management
Integrated Waste Management
Winfrith Interim End State
Common Support
Sample Projects
Alternative Strategies
Technical & Engineering
Risk Item
Sellafield unable to receive fuel/meet MOP-9,
receive nuclear materials and maintain flasks.
Failure to achieve reasonable completion/acceptance
criteria for Interim State/Interim End State and
regulatory resource limitations.
Unavailability of off-site transfer/disposal routes for
waste and nuclear materials due to non-compliant
sentencing or transport of radioactive material by
other SLCs. Rail problems that could impact schedule.
Material differences in field conditions, significant
contamination identified in land areas that is presently
unknown (under Pond, under building, etc.), or
identification of orphan waste/waste outside LoCs.
Approval of Transition to one SLC encounters
regulatory delays.
Project funding profile changes significantly;
lack of available funds to achieve IS.
Mitigation Activities
Establish early working relationship with regulators and develop overarching strategy
and framework for discussion with the regulators and all stakeholders to negotiate/tailor
to each facility/site and get preliminary buy-in. Develop robust case for interim state and
end state criteria. Build upon the progress already made by RSRL.
Collaborate with the NDA and consigners on best practice. Develop contingencies to
deal with short term outages. Engage with local/regional stakeholders to ensure continued
availability of disposition routes. Develop new routes as necessary.
Review historical records; perform point-of-generation characterisation/evaluation
to understand full depth and breadth of contamination and to identify problem waste streams;
dialogue with the supply chain for commercial solutions and/or develop technology(ies)
to treat for disposal.
Discussion with regulators in dialogue phase to establish concerns and ongoing dialogue;
preparation of a detailed phased transformation plan prior to transition phase; establish
objectives and metrics for change programme looking at organisational resilience and
safety performance; establish PBO governance framework and early LC36 case made
for overall transformation plan taken at end of transition.
Our robust financial and project controls systems are the tools for management of the baseline;
develop detailed contingency plans for scopes of work that could be deferred or re-prioritised,
identify resources that could be re-deployed to other priorities in the event of funding reductions;
contingent work scope is identified that could be rapidly initiated in the event that additional
funding is made available.
1. Catastrophic failure
a. Reprocess at La Hague
b. Dry Fuel Storage
2. Chronic failure 3. Manage Flasks through
other consigners (EDF)
000_MXFT_A0_Active.pdf
5.1.(a)
CAS will manage the Magnox SLC and the RSRL SLC
and deliver client specification outcomes at a lower cost by providing:
CAS will provide vision, leadership, and proactive engagement of the PBO board to consistently and reliably deliver
the world’s best managed nuclear estate in terms of safety, compliance, operational efficiency, and value for money.
Through the direct secondment of experienced nominated staff leadership we will establish standards, culture, and
expectations for safe, efficient, reliable delivery of the client specification.
1
Lowest
Credible Cost
Best-in-class Portfolio, Programme,
Project Management (P3M)
Transition
PBO One PBO Board providing strategy, governance, and assurance
Consolidation Business Transformation
Workforce Engagement
Subcontractor Change Agents from PBO
PBO / ONR/ EA Engagement
Milestones
Concurrence
Hold First Supply
Chain Conference
Share
Transfer
LTP Consolidation
IAPTO Baseline
EVMS Deployed
on All Sites
All Sites Achieve Asset Management Accreditation
Common Support Implemented on All Sites
1 SLC
Due Diligence PBO SMEs
Nominated Staff Team
Building / Integration / SQEP
Magnox / RSRL
• Transformation to 1 SLC
• 1 Board / Executive
• 2 Divisions
• 2 Management Systems
Magnox
• SLC and Board
• Management System
RSRL
• SLC and Board
• Management System
Magnox
• SLC and Board
• Management System
RSRL
• SLC and Board
• Management System
SLC
Board
Organisation
Integrated
Management
System
Magnox / RSRL
Two independent organisations preparing
for integration
• RSRL and Magnox organisations remain as-is now
under 1 PBO
• CAS leadership team and PBO subject matter
experts communicate and prepare organisation for
Transformation
Integration of SLC parallel
running of organisations and
management systems
• 2 divisions each with divisional
management system (Magnox
and RSRL)
Integration of core management
processes and central functional
and programme organisations
• New divisional structure
• Non-regulatory sensitive functions
rationalised
Continuous improvement
• Regulatory sensitive functions merged
• Transformation programme closed out
Repeatable/Predictable
Performance
Proposed Nominated Staff Transformed
CAS Organisation with 1 SLC
CAS will optimise current best practice where appropriate but will be a catalyst to change to drive
lifecycle performance efficiency. The differences within the CAS approaches from the current
baseline plans are evidenced by repeatable, successful project delivery resulting in reduced
project lifecycles and maximised value for money.
(As percentage of Phase 1 and Phase 2 cost) (As percentage of Phase 1 and Phase 2 cost)
The CAS transformed organisation structure
balances project accountability with
programmatic efficiencies.
Proven results on past projects
CURRENT BASELINE
Performance Life Time Plan
Standardise safety case
appropriate to site phase
Proven FED Encapsulation method for historic ILW arisings at
Hinkley Point and Oldbury, with best practice across portfolio
Establish precedent for risk based end state at Winfrith and
ponds for implementation across the portfolio
Introduce a portfolio-wide shared service organisation to
optimise business services and supply chain
Transformation to D&D culture to efficiently manage
assets and resources
Direct Rail Service
• Ship fuel and waste packages
E X T E R N A L
Sellafield
• Receive fuel according to MOP-9
• Receive nuclear materials from Harwell
• Maintain fuel flasks
IWM
• Understand project waste needs to ensure necessary
resources are available (e.g. disposal sites, containers,
waste management representatives, etc)
• Manage waste in accordance with regulatory and programmatic requirements
• Conduct project activities consistently with integrated waste strategy
Common Support
• Provide the required resources to the sites/projects
• Provide value for money from the Shared Service Office
Supply Chain
• Coordinate projects’ supply chain needs to maximise value for money
• Understand project needs to ensure necessary resources are available
• Ensure supply chain delivers in accordance with contractual requirements
Safety Case and Standards
• Develop fit-for-purpose safety case requirements and standards
• Coordinate between projects and engineering to ensure that safety cases
are consistent with the hazard level
HSSSE
• Conduct project activities in accordance with HSSSE,
regulatory and programmatic requirements
• Coordinate sharing of lessons learned throughout the portfolio
• Cultivate a culture that encourages productivity
through working safely
I N T E R N A L
Local Stakeholder Groups
• Consult on-site decommissioning plans
• Provide information conduit to communities
Local Authorities and County Councils
• Approve planning submisssions
• Consult on-site decommissioning plans
LLWR
• Dispose radioactive waste
• Process radioactive waste for volume reduction
ONR / EA / SEPA
• Inspect licence and permit activities
• Review and accept regulatory submissions
• Agree interim state and interim end state conditions
RWMD
• Review and issue letters of compliance for GDF
Portfolio/
Programme/
Project/
2 3 4 1 2 3 4 1 2 31
JAS OND JFM AMJ JAS OND JFM AMJ JAS ONDAMJ
2014 / 2015 2015 / 2016 2016 / 2017
P3M
TRANSFORMATION
East Tennessee Technology Park
(D&D techniques)
Before After
Annecy
(Facility Re-Use)
Before After
AWE
(D&D techniques)
Miamisburgh Closure Project
(Risk-based closure)
ICP Reactor Lift
(D&D techniques)
Before After
OBJECTIVES
Delay in approval of business case that supports the
CAS strategy of encapsulation and graded approach
to packaging of ILW threatens to halt ILW projects
at HPA (and Oldbury eventually).
CAS will submit a business case to NDA as soon after contract award as is practical. CAS will seek
to suspend all contracts relating to nitric acid dissolution technology and DCICs. CAS will work closely
with the SLC to endorse and steer the retrieval programmes at both sites in support of our strategy.
In particular all retrieval of ILW into DCICs will be modified to use 3m3
boxes and drums. DCICs
already purchased will be used for higher activity waste such as Nimonic Springs. Waste already
transferred into DCICs will be repackaged into 3m3
drums for encapsulation.
ENABLING PROGRAMMES
– Strategic
Planning
and SaV
– Bradwell*
C&M Hub /
Asset
Management
Director
N
Winfrith
Site Closure
Director
Accelerated
Sites
Delivery
Programme
Manager
Decommissioning
Sites Delivery
Programme
Manager
Fuelled
Sites
Delivery
Programme
Manager (CNO)
– Site Director,
Berkeley
– Site Director,
Hunterston A
– Site Director,
Hinkley Point A
– Site Director,
Dungeness A
– Site Director,
Sizewell A
– Site Director,
Chapelcross
– Closure Director,
Harwell
– Site Director,
Trawsfynydd
– Site Director,
Wylfa
– Site Director,
Oldbury
P3 Office
Director
HSSSEQ
Director
Commercial
Director
Engineering /
Technical
Services
Director
External Affairs
and
Communications
Director
Business
Services
Director/CFO
Strategic
Programmes
Director
– Customer
Contracts
N N N N N N
NN – Finance
Director
N
S
Managing Director
Deputy Managing Director
Transition and Business
Transformation Director
– Employee Relations Manager
– Workforce Transition Manager
N
N
N
Human Resources
Director
N
N
N
Integrated
Waste
Management
Director
(FED, ILW)
N N N
N N
N
N
N
N N
– FED
Programme
Director
– ILW Programme Director
– ILW Programme Delivery Manger
– Project Manager Waste Programme
– Project Engineer Waste Programme
– Ponds
Programme
Director
– D&D /
Asbestos
Programme
Director (Plants
& Structures)
N
N N
N
N
N
S
S
S
S
S
S
311_MXFT_20_DEN
LEGEND:
Proposed Nominated StaffN Portfolio Delivery
Programmes
Enabling
Programmes
Site
Directors
SLC Staff PositionS
*As sites move to C&M Hub, the site director position ends.
Proposed Nominated Staff Transformed
CAS Organisation with 1 SLC
(Following Completion of the LC36 MoC)
(New Nominated
Staff Position)
Proactive risk and opportunity management is part of the
CAS culture and underpins sound decision making.
a. Optimisation of the MOP-9 to ensure
that Magnox never holds up Sellafield
b. Combination of 1 a. and b. and 2 a
LEGEND:
Contingency Care and
Maintenance
BoSS and Land
Quality Mgmt
ILW Retrieval /
Packaging / Storage
Ponds
Reactor
Removal / Safestore
Waste
Management
Pensions and
Redundancies
Support
Services
Programme
Management
LEGEND:
SLC ASW / CSW Supply Chain
PercentageofAnnualSpend
TotalStaff(Full-TimeEquivalent)
Magnox / RSRL
Competition 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM AMJ JAS OND JFM
2014 / 2015 2015 / 2016 2016 / 2017 2017 / 2018 2018 / 2019 2019 / 2020 2020 / 2021 2021 / 2022 2022 / 2023 2023 / 2024 2024 / 2025 2025 / 2026 2026 / 2027 2027 / 2028 2028 / 2029
Sites
Harwell
Winfrith
Berkeley
Bradwell
Dungeness A
Hinkley Point A
Wylfa
Trawsfynydd
Sizewell A
Hunterston A
Oldbury
Chapelcross
M19. Complete retrieval & treatment operations for vault Waste
AETP Ops. & POCO Complete Skid Mounted Unit Off line
M51. Non Essential Peripheral Buildings Deplanted & Demolished
M53. Interim State Achieved
M70. Ponds drains & surfaces treated to stabilise contamination
M81. All FED processing complete
M87. Interim State Achieved
M103. Desiccant retrieval & storage complete
M94. Reactor Building Safestore Height Reduction
(Demolition) & Cladding (HRP) complete
M66. All fuel off site
M76. Interim State Achieved
M107. Interim State Achieved
NEAR-TERMIS/
ACCELERATED
CRITICAL
PROGRAMMES
NEAR-TERM
IES
M93. Interim State Achieved (except height reduction & cladding) Height reduction safety case
M4. B462 (tube stores) decontamination complete
M12. Interim State Achieved
M15. Dragon project complete
Complete ILW shipments to HAR
M6. All Nuclear Materials removed from the Harwell Site
M116. Complete Strategy Development Support study SR 1 - Winfrith Dedesignation
M18. Interim End State Achieved
M16. SGHWR project complete
M23. Interim State Achieved
30. Interim State Substantially Complete
31. Interim State Achieved
M39. All ILW retreived, treated & passively stored
M37. Complete bulk asbestos removal
M44. Interim State Achieved
M40. Reactor deplanting complete
M64. ILW retrieved, treated, & passively stored
M65. Interim State Achieved
M111. (First) Interim State Achieved
M115. Interim State
Achieved
Winfrith Interim End State Evaluation Node
SP6 B462 HEC Ops. & Decommissioning of Complex
Spent Fuels & Nuclear Materials
Spent Fuels & Nuclear Materials
SP4 Historic ILW Arisings Retrieved & Stored
SP4 Historic ILW Arisings Retrieved & Stored
Spent Fuels & Nuclear Materials
SP1 CXPP / B141 Ops.
Spent Fuels & Nuclear Materials
SP2: Dungeness A Reactor Safestore
SP3: Sizewell A Ponds Programme Decommissioning
SP5 Management of Effluent
SP1 CXPP / B141 Decommissioning
M52. All ILW retrieved, treated, & passively stored
Historic ILW retrieved, processed, & stored
Historic ILW retrieved, processed, & stored
M72. All ILW retreived, treated, & passively stored
M5. B462 RHILW encapsulation & interim
storage completed
M98. All fuel off site
M7. B459 Decommissioning complete
M80. Ponds drained & surfaces treated to stabilise contamination
M83. Ponds Complex suitable for Interim State entry
M112. CXPP Decommissioning complete
M77. All Fuel off site
Achieve fuel free verification certification
LEGEND Authority / Fee Payment
Milestone
Site Critical Path BOSS PondsKey Milestone (Eval. Node, Sample Project, or
Critical Path Only)
Waste Operations
(includes new build)
Dashed Line Indicates
Evaluation Node / Sample Project
Interim Care &
Maintenance Period
Care & Maintenance
Period
Reactors
6001_MXFT_6_DEN
P3M
Overall Summary
Eliminate Capital Spend not appropriate to D&D
Optimise decommissioning techniques
Fit for purpose Regulator Accepted ILW Packaging
and Integrated Waste Management
Cost
Savings
EfficienciesGainedbyCASApproachChanges
C O M M E R C I A L P R O T E C T
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27
Infographic showing our understanding of the clients’ needs, including schedules and proposed staffing

10. 6
Key exhibits telling the story in new, meaningful ways
215_RWWTP_1_DEN
Employee
Corpo
rate
Subco
ntractor
Project
• Safety vision and planning
• Project risk solutions
• Communication with
subcontractors and partners
• Role-specific
accountability
and training
• Safety
performance
evaluations during
preconstruction
• Investment in safety, vision,
and commitment
• Multilevel system of safety
observations
• Project-specific
Safety Plan
• Best practices
approach with
continual improvement
• Multilevel system of safety
observations
• Crew-level, task-specific safety
planning
• Safety vision and commitment for
every employee
• Extensive, role-specific safety
training
• Best practices approach
and planning
• Employee
participation
Zin safety
413D_AECLP_10_DEN
CNEA Site
• Receive requests via
Customer Service Desk
• Long & short range planning
• Weekly planning
• Ensure compatibility of all
work activities / resources
• Prepare master work
schedule
• Coordinate / prioritize
all work activities
• Track work progression
through completion
Work
Order
Tracking
Go To
Current
Query
Help
Sign
Out
maximo
Search
Linked
Documents
Failure
Reporting
Safety
Plan
Activities
Work
OrderWork
Order:
Location:
Equipment:
Reported
by:
Status:
Parent
with:
Job Plan:
Safety
Plan:
Job Details
Scheduling
Information
Responsibility
Reported
Time:
Status
Time:
In Work
Flow?
WO
Priority:
Loc / Ed Priority:
Equipment
Up?Change
to Stores?
Change
Status
on Work
Orders?
Work
Types:
Go Around:
Warranty
Work
Phone
Supervisor:
Labor
Group:
Target:
Scheduled:
Start
Finish
FM:Service
Contract:
Failure
Class:
Problem
Code:
Page 1 of 1
Report Date: 12/30/2013 12:43:31
08/01/2013
01/31/2014
Selected Start Date:
PMRS
EVMSSum-Q3
ProductionDatabase:
Start Site Aug ‘13 Sept’14 Oct ‘14 Nov ’T3 Dec ‘13 Jan ’14
Integrated Schedule- S&T
- DWM
- SO&I
- Other site services
Feedback /
Improvement
Define
Scope of
Work
Perform
Work
Safely
Develop /
Implement
Controls
Analyze
Hazards
Avantis PMB
S&T
DWM
Other Site
Projects
Customer Interface
- Job planning
- Mitigate hazards
- Graded approach
- ID materials
- Job walk-down
- Estimating
- Authorization
- Routine service calls
- Operations activities
- Maintenance
- Utility services
- S&T renewal projects
- DWM
Work Planning
Work Execution
- Rad Con
- IH& S
- Nuclear safety
- Engineering
- QA
- Environmental
HSSE & QA
- Post-job briefing
- Track performance
metrics
- Provide feedback
to the Work Control
Integration Centre
Lessons Learned
Quality
Control
Check
Integrated Work Control Centre
405_Chart_Graph_1_DEN
Bulletins
Hotline
Open
Houses
Website
Daily News
Career
Assistance
Transition Activities
Transition Agreements
Service Agreements
360-Degree Communication
Executive Meetings
Workshops
Conference Calls
White Papers
Guest Speaker
Venues
Congressional
Sessions/
Open House
Media
Status Meetings
Transition Deliverable Reviews
In-Progress Verification
Contractors
StakeholdersWorkforce
Regulators Customer
SuperTigerTM
SuperTigerTM
LWBR
Bundle
Shielded
Payload
Container
LWBR
Bundle
Shielded
Payload
Container
Hazards Identified:
• Radiation Exposure
• Potential Contamination
• Rigging and Hoisting
Our Approach:
• Avoids Repackaging
• Minimizes Waste
Generation and Material
Handling
• Reduces Worker Risk 101_3D_1_DEN

11. 7
Icons to highlight specific, or important passages
G
eothermal
G
eothermal
SolarSolar
Ener
gy Conser
vation
Ener
gy Conser
vation
WindWind
BiomassBiomass

R
elationship
s & Stakeh
olders
Panama Canal
Lo
gistics
Supp
ly Chain
Sta
ffing
Del
iverables
Risks&
Mitigation
ksRisks
Lesso
ns Learned
Del
iverables
Behavi
ours & Val
ues
Incentives
& Succes
sion
O
perations
&
Maintena
nce
In
ternational
Capacity
Budget
&
Schedul
e

12. Brochures/Presentations
Brochures
Factsheets
Executive Summaries
Presentations

13. 8
www.ch2m.com
Follow us @ch2mhill
© 2015 CH2M HILL
EN0729151024DEN
About ch2m
In 2014, we worked with over 5,000 clients
from more than 50 countries to positively
impact more than 10,000 communities and
produced USD$5.5 billion in revenue.
But at CH2M, it’s the impact we can achieve
that we’re most proud of:
25,000: The number of employee livelihoods
we impacted
53% better: Our global safety performance
compared to the U.S. industry average
7: The number of years in a row we have been
recognized as one of the Ethisphere Institute’s
World’s Most Ethical Companies
$440 million: The amount of revenue we
redistributed to local minority, women and
veteran-owned small businesses
$1 million: the amount of money CH2M
Foundation gives annually to STEM education
and helping build sustainable communities
Contact:
Jack Whittier
Phone: +1 720.286.0184
jack.whittier@ch2m.com
We add value to your projects
through a combination of
experience, integration of
capabilities and demonstrated
commitment to sustainability
CH2M is a full-service provider, bringing a
broad range of resources and technical
innovations to a variety of projects. You will
benefit from our capabilities and experience,
combined with our fierce commitment to
client service. We offer:
• A team with experience working on over
25,000 MW of power plants with various
technologies
• Access to vast human resources in CH2M for
permitting and licensing, power plant
design, procurement, construction and O&M
• Demonstrated commitment to sustainable
solutions and experience with renewable
energy projects
Access to the Entire CH2M Network
Our highly experienced solar team has access
to the full complement of CH2M expertise and
can offer site evaluation, permitting,
engineering, procurement, construction,
startup and commissioning services. CH2M’s
unique industrial engineering capabilities
allow us to model and optimize solar assembly
and installation processes. This helps our
clients enhance installation by setting up
manufacturing facilities in the field,
achieving the lowest cost and highest
quality project approach.
Demonstrated Commitment to
Sustainable Solutions
A sustainable approach to problem-solving is
proactive, addresses the root causes of
problems, considers consequences and the
long term and avoids exacerbating global and
local issues such as climate change, pollution
and poverty. This approach invariably leads to
more durable, efficient and effective
solutions. The results can generate the
following benefits:
• Reduce life cycle costs
• Increase competitiveness
• Raise production efficiency
• Inspire innovative solutions
• Comply with federal and state executive
orders
At CH2M, we are dedicated to tackling our
clients’ toughest infrastructure and natural
resource challenges with optimism and
imagination. Our solar team has access to the
full complement of CH2M’s corporate
expertise offering site evaluation, permitting,
engineering, program management,
construction management and
commissioning services.
We draw on the exceptional skills and
creativity of 25,000 teammates with an
outstanding track record of expertly
executing projects both big and small.
Whether utility-scale PV projects; PV-
covered parking; energy storage; incentive-
maximizing, time sensitive projects; or a
holistic, sustainable energy approach, CH2M
has the expertise and dedicated staff to
provide solutions to realize corporate
objectives
The following document highlights our
capabilities and provides an array of project
examples in a variety of industries for
diverse clients.
Environmental & Nuclear
Solar Power Services, Photovoltaic Systems
Our solar engineering capabilities allow us to
deliver solutions that are customized to our
clients’ goals, preferences and location resulting
in the highest quality approach while staying
within budgetary and schedule boundaries.
Page 1 of 11
About CH2M HILL
Focused on serving clients and helping them build a better and more sustainable world has been
CH2M HILL’s mission since its founding in 1944. CH2M HILL serves clients in the Chemicals and
Pharmaceuticals industry by thoroughly understanding our clients business needs in order to
deliver scalable, solution oriented technical results, Our services encompass all phases of project
development and delivery, from concept, strategic planning, and financing, through siting, design,
permitting, construction, operations, and maintenance, and long-term, sustainable implementation.
The CH2M HILL enterprise is build on honesty, integrity, and sound business practices; a global
presence of more than 30,000 employees working in 140 countries; and financial stability, with
revenues of $6.4 billion in 2011.
CH2M HILL has been ranked by Engineering News Record as the top environmental firm for the
past 7 years.
Financial Strength and Stability
CH2M HILL has maintained continued financial strength in
a privately-held employee-owned corporation. Our financial
strength is substantial as shown by:
• Effective risk management that maximizes insurance/
bonding capacity and reduces cost
• Employee ownership which leads to project success and
continuity of staff
Our financial resources help us ensure work performance in cost-effective and performed with
continuity and consistency.
Statement of Qualifications
ENR Ranks
in Environmental Firms
Page 11 of 11
Lucila Telles
Client Services Manager
Rua do Rócio, 351, 5º Andar
São Paulo - SP - CEP 04552-000
Lucila.Telles@CH2M.com
Mobile - +(55) 11 3040-0800 x0628
Jiao Marcellino
Client Services Manager
Rua do Rócio, 351, 5º Andar
São Paulo - SP - CEP 04552-000
Joao.Marcellino@CH2M.com
Mobile - +(55-11) 3040-0800
EC071014222801SAO
About CH2M HILL
Headquartered near Denver, Colorado, USA, employee-owned CH2M HILL is a global leader in
consulting, design, design-build, operations, and program management for government, civil,
industrial and energy clients. The firm’s work is concentrated in the areas of water, transportation,
environmental, energy, facilities and resources. With US$6.3 billion in revenue and 23,000 employees,
CH2M HILL is an industry-leading program management, construction management and design firm,
as ranked by Engineering News-Record and named a leader in sustainable engineering by Verdantix.
The firm has been named a FORTUNE 100 Best Companies to Work For five times.
Visit us at www.ch2mhill.com, twitter.com/ch2mhill and facebook.com/ch2mhill.
Brochures and Factsheets, print and or electronic, to market key points to key clients

14. 9
Executive Summary
15 Solicitation Number: 23240-120758/H
Use or disclosure of data contained on the designated pages is considered proprietary and confidential to CNEA
CNEA – UNmAtChEd by ANy
othEr QUAlifiEd rEspoNdENt
CNEA
appreciates the openness
and
thoroughness of the procurement process. As
we progressed through this process, we refined
our understanding of the kind of partner and
contractor Canada wants and needs. The result
– We created a team fully focused on the needs
of Canada, which comprises the strongest group
of companies to share Canada’s risk and deliver
in each major statement of work area.
• We are #1 Program Management, #1 Nuclear
D&D, #1 Nuclear Waste and LLW Disposal
Facility PPP Developer and #1 Canadian
EPC Firm blended into a single organization
• No other CEO brings more relevant
commercial and government experience
than Mark Lesinski given his leadership
roles for CH2M HILL at Rocky Flats;
EnergySolutions at Magnox; UK NDA COO;
and Rolls Royce Nuclear President in North
America
• No other qualified respondent has
transformed an AECL work force (SNC)
• No other nuclear national laboratory is better
aligned to CRL missions and challenges than
SRNL – the safest laboratory in the DOE
complex (Fluor)
• No other qualified respondent has closed a
government nuclear site – Canada requires
two closures. Combined, CH2M HILL, Fluor
and EnergySolutions have closed three.
Our track record is unmatched – Rocky Flats,
Fernald, and Mound: the only large DOE sites
to be closed, and Magnox: the most successful
GoGo to GoCo transformation for UK NDA –
all saving billions for taxpayers.
We will partner with Canada to energize the
workforce, transform the laboratory, and
substantially reduce legacy liabilities while
containing and reducing costs. Our offering is
unequaled by any other Qualified Respondent,
and we respectfully ask Canada to select CNEA
to be your GoCo contractor.
Our Commitment to the Government of Canada
Organization and Key Personnel
• Improve safety by reducing recordable incidents by
60% in 3 years and 75% by the end of the contract
through implementation of our Target Zero approach
to work, integrated management control system, and
human performance improvement
• Deliver the best Key and Essential Personnel from our
companies armed with the lessons learned from our
relevant experience
• Deliver our capabilities and resources through active
member company executive engagement
• Engage♦Enable♦Excel – Our approach to transform
and align the workforce to our vision and approach
• Share our incentive fees with the CNL workforce,
rewarding success and labour tranquility
Decommissioning and Waste Management
• Design, license, and construct a LLW Disposal
Facility through a CNEA PPP, saving billions in legacy
liabilities; becomes operational in 2019
• Reduce current liabilities by $3.4B (net present value)
• Accelerate the cleanup and disposition 30 years ahead
of the current DWM plan
• Complete D&D of all redundant structures at CRL
(except NRU) by 2025
Science & Technology
• Establish reconfigured campus to improve cost
effectiveness by applying a new business operating
model and P3M to earn your confidence and attract
new customers
• Increase third-party commercial S&T revenue to
$79M annually through PPP with organizations such
as ANSTO for LEU targets and Marubeni for a multi-
purpose research reactor
• Implement Rolls Royce global university R&D
approach to improve the cost effective delivery of S&T
and provide a conduit of new ideas from academia
Site Infrastructure
• Implement improved work control and Lean Six Sigma
to reduce costs by 32% annually by year 10
• Re-prioritize the capital program to enable S&T
expansion through investment
• Reconfigure CNL facilities and utilities to support the
long term S&T campus vision
Whiteshell and NPD Target Cost Sites
• Complete closure of WL in 9 years at 50% the cost of
the current plan, capitalizing on the early and cost-
effective disposal capacity provided by our PPP at CNL
• Complete closure of NPD in 4 years at less than 50%
the cost of the current plan
• Reduce ILW volumes and costs by 60% through
proven UK and US sorting and processing techniques
• Obtain regulatory approval of in situ remediation at
NPD and WL, drawing on our successes at Hanford,
SRS, NNSS, and ICP
CNL 2026: Our End State Vision
• Safety improved by 75% below 2013 levels from Target
Zero safety culture, Human Performance Improvement,
and Simpler is Safer approaches to work
• CNEA PPP LLW disposal facility licenced, built,
and operational beginning in 2019, enabling site
closures and accelerated DWM
• NPD closed in 2020; Whiteshell closed in 2024
• D&D of 122 redundant structures completed, leaving the
NRU as the only remaining D&D project at CRL
• Overall environmental liabilities reduced by $3.4B
(Total CNL), with D&D performed, sites closed, and
waste disposal costs reduced by $2.2B at CRL.
• Total S&T revenues recover and grow to $163M
annually through public-private partnerships, including
a new multi-purpose research reactor with Marubeni
and LEU targets with ANSTO
• Site operating costs for reconfigured laboratory reduced
by 32% annually by 2026 through improved work control,
site consolidation, and accelerated building D&D
• CNL configuration provides Canada flexibility to create
separate S&T and DWM contracts beyond 2026
Multi-Purpose
Research Reactor
The NRU will be
replaced with a
privately-funded
reactor
Maintenance and
Logistics Building
Consolidate
maintenance shops
and support
functions to gain
efficiency and
support the S&T
vision
Advanced Fuels Manufacturing
Technology Centre
An industrial collaboration led by key
subcontractor Rolls-Royce to
investigate new advanced manufacture
techniques for fuel and fuel assemblies
Accelerated DWM
Completed D&D of
122 redundant
structures (152,510 m2),
30 years ahead of
current life-cycle plan
New and Revitalized Facilities
Completed 34,646 m2 in new
construction and refurbished
35,090 m2 of existing structures
A Transformed Site:
CNL 2026
Operations &
Engineering
Building
New facility to
bring engineers
from Deep River
back to Chalk
River to enable
field walkdowns
and facilitiate
work performance
Innovation Centre
Provides a large and small
auditorium, adaptable spaces
for customer meetings and
demonstrations, simulation
wall capabilities, and office
space for start-up business
ventures
Building 350
Consolidation of
the capabilities of
Building 250 by
2018
Nuclear Fuels Research
Centre
A modern shielded facility
for the analysis and
handling of radiological
materials
Low-Level Waste (LLW)
Disposal Facility
A CNEA public-private partnership
(PPP) will enable the opening of the
LLW disposal facility 16 years ahead
of current plans, accelerating cleanup
and WL closure and reducing
Canada's DWM liabilities by $2.4B.
Located to the southwest
Rendering extracted from conceptual design
1/2
Solicitation Number: 23240-120758/H
Use or disclosure of data contained on the designated pages
is considered proprietary and confidential to CNEA
bUildiNg CNl’s
fUtUrE, togEthEr
The Canadian National Energy Alliance
(CNEA) offers Canada a positive vision for
CNL. By 2025, we will transform the enterprise
through the cost effective use of the capital and
operating funds provided in the solicitation,
reducing
Decommissioning
& Waste
Management (DWM) liabilities by $3.4B and
growing Science & Technology (S&T) third-
party commercial revenues to $79M annually,
and total revenues to $163M. To support the
S&T and DWM missions, these funds are
augmented by our parent company investments
and key public private partnerships (PPP).
We have developed an integrated plan to achieve
our overall vision. The staffing to support this
plan exceeds supply at CRL as a result of DWM
acceleration, increased capital programs, and
S&T growth. Our positive plan for the future
makes us optimistic that any reduction in
force at CRL will be mitigated by retraining
and voluntary attrition.
TRANSITIONTRANSITIONTRANSITION
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
Continue Constructing
B350 Lab Complex
Transfer functions
B250 to B350
Consolidate Tritium Labs to B215
Excel - Continuous Improvement
Transition
Management
Transformation
Design/Construct Innovation Centre
Design/Construct Nuclear Fuels Research Centre
Transition Universal
Cell Functions
Design/Construct Advanced
Fuels Manufacturing Centre
Refurbish Environmental Technologies in B513Upgrade Material & Reactor Physics Building B145
WL WR-1 Reactor & B100 Decommissioning
WL CCSF Retrieval
Decommissioning
WL LLW Storage Bunkers Retrieval & Shipping
Decommissioning
WL WR-1 Decommissioning Complete
WL Standpipes Waste Retrieval, Treatment, Packaging, & Shipping
WL B100 Decommissioning Complete
WL Shielded Facilities
Decommissioning
WL Complete
NPD Complete
NPD Reactor & Buildings
Decommissioning
Install Natural
Gas to Powerhouse
Construct Water & Sewer Treatment Facilities
Limited Powerhouse, Switchyard, and Distribution Network Upgrades
Design & Construct Nuclear Material Storage Building
Relocate Fire & Process Water / Decentralize Steam and Plant Air Systems
Design/Construct Maintenance & Logistics Building
Design/Construct Operations & Engineering Building
Limited Refurbishment of Shielded Facilities
Construct New Switchyard and Electrical Service
SO&I
WL/NPD
S&T
NRU Hot StandbyRoutine NRU
Operations
Transfer fuel
to dry storage
NRU reactor Storage with Surveillance (SWS)
Group 2 - NRX Facilities D&D
Group 1 - Pu Recovery Lab & Associated Facilities D&D
Group 14 - Universal Hot Cell Safe Shutdown State (SSS) and D&D
Group 8 - Mo-99 Facilities SSS and D&D
Construct & Implement LLW Disposal Facility at CRL
Group 18 - SLWC SSS & Vault Closure
Stored Liquid Waste Cementation Project
Group 17 - B375 & 380 SSS and D&DGroup 15 - Powerhouse SSS and D&D
Cease Mo-99 Production
DWM
Defuel
NRU
• As part of PPP contribution, initiate LLW
Disposal Facility design during Preferred
Bidder period to achieve a licensed,
operating cell in 2019
• Employ Simpler is Safer approach by
maximizing use of heavy equipment for
site D&D to protect workers by decreasing
employee radiological exposures
• Receive excess facilities from SO&I and
complete D&D of all excess building at CRL
by 2025
• At CRL, accept LLW from Whiteshell and
spent fuel for dry storage beginning in 2019
Decommissioning &
Waste Management
• Communicate vision of transformed CNL with world-class
applied science capabilities that inspire the workforce and
deliver Canada’s federal priorities
• Implement commercial business operating model that
cost-effectively delivers science and brings in third-party
revenues
• Transform the site operating model, including business
practices and operating procedures, to deliver S&T along
well-planned, client-driven science & technology
• Define modern, right-sized, sustainable set of facilities
and capabilities, freed of legacy liabilities
Science and Technology Transformation
• Day 1 engage CNL work force in our vision,
plans and our Engage♦Enable♦Excel
transformation approach
• Communicate our Target Zero and Simpler is
Safer approach to work
• Allocate six months for Transition-In to ensure a smooth transition that is
safe, documented, auditable, and does not disrupt ongoing operations
• Apply industry best practices based on CNEA lessons learned on 20
similar transitions
Transition-In and
Management Transformation
Site Operations and
Infrastructure
• Implement capital program that matches
S&T requirements creating $378M of
cost avoidance from the existing capital
plan that is redeployed for laboratory
modernization
• Transfer 102 structures to DWM over
10 years for disposition, reducing SO&I
ongoing operations by 123,500 m2
• Optimize utilities to match the new CNL
S&T configuration
• Reduce facility operations and
infrastructure costs by 32% (savings of
$218M) over a 10-year period from
improved work control, optimized
maintenance practices, and reduced
site footprint
Whiteshell & NPD Closure
• Engage regulators early to obtain
approval for in situ disposition of WR-1
reactor at WL and NPD reactor
• Engage Aboriginals regarding NPD
end state
• Retrieve spent fuel from the
standpipes and concrete canisters and
engage regulators and communities
regarding spent fuel transport to CRL
• Perform NPD final status surveys in 2019
and obtain approval and close NPD in
2020
• Perform WL final status surveys and
obtain approval and close WL in 2024
• Transfer NPD and WL to DWM for long
term care in 2020 and 2024, respectively
3 Solicitation Number: 23240-120758/H
Use or disclosure of data contained on the designated pages is considered proprietary and confidential to CNEA
4Solicitation Number: 23240-120758/H
Use or disclosure of data contained on the designated pages is considered proprietary and confidential to CNEA
AChiEviNg thE visioN
Engage♦Enable♦Excel, our transformation
approach, is derived from the common elements
underpinning our successes at Rocky Flats,
Savannah River Site (SRS), Magnox, and the Candu
Energy acquisition. We will engage the workforce
and stakeholders in our positive vision and plans
for the future. We will enable work by improving
industrial safety, reducing recordable incidents
by more than 60 percent within three years, and
providing CNL new tools and resources to improve
cost effectiveness. As we continuously improve and
excel, the CNL workforce will share in our earned
fee through a targeted payout in contract years
four through six linked to our performance based
incentives (PBI) and labor tranquility within CNL.
To achieve our integrated plan, we will focus on an
early and dramatic reduction in liabilities to build
the confidence of our customer, appropriators,
and stakeholders. Our $3.4 billion reduction of
liabilities will enable growth as we build credibility
and the enterprise becomes more attractive to
prospective end users. A key enabling action is our
PPP for a low level waste (LLW) disposal facility
at CNL. By using a PPP with CNEA as the private
partner, we bring the LLW disposal facility online
in the shortest period of time and accomplish three
objectives: (1) provides near term disposition
for stored legacy waste by 2019, (2) enables the
accelerated closure of WL by providing an early
disposition path for WL waste, and (3) achieves
the immediate reduction of the estimated cleanup
liability. We estimate that LLW disposition costs
will be decreased by 90 percent using our PPP
approach, underpinned by our experience in
financing, licensing, designing, and constructing
three LLW complexes in North America. No
other Qualified Respondent has done one.
We represent the best of Canada, US DOE, and
UK NDA cleanup programs and are presently part
of the prime contractor entity for every ongoing
major DOE and NDA cleanup except WTP, WIPP,
and Sellafield. No other Qualified Respondent
has closed a DOE or NDA site. Our team has
closed three: Rocky Flats, Fernald, and Mound.
$100M
AnnualCommercialS&TRevenues
$75M
$50M
$25M
$0M
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
2
1
3
4
5
6
7
8
9
10
Mission Area Framework. CNEA will align the S&T mission into
four mission areas as a simplified framework for planning and
transforming S&T to provide cost-effective delivery of Canada’s
S&T requirements as described in the SOW.
Organizational Transformation Complete. A matrix organization
will introduce flexibility and adaptability to CNL’s S&T organization
and enhance development of S&T personnel.
Full Schedule Integration. All projects will be managed to Project
Execution Plans and incorporated into site-wide PMB.
University Technology Centres. CNL will establish 15 university
alliances by the end of year two focused on specific technology
areas to improve return on investment, access new funding, and
recruit personnel.
Industry Collaboration Program. Industry-driven program
funded by New Technologies Initiative Fund will perform
cutting-edge research that generates commercially relevant IP.
B350 Operational. Operations moved to the new Building 350,
completing the exit from B250.
Innovation Centre Operational. A new centre for knowledge
exchange, customer interface, small business incubation, and
community outreach.
Nuclear Fuels Research Centre Operational. New facility for
radiological materials handling and analysis. Replaces NRU
cooling bays, universal cells, and fuels and materials cells.
Research Reactor Operational. Privately funded and operated
reactor on the site of the current CR-110, CR-111, and CR-260
comes online, providing onsite irradiation capability.
Advanced Fuels Manufacturing Centre Operational. Part of
industry collaboration, led by Rolls Royce, to work with S&T
professionals.
Our S&T Vision
Secures Canada’s Role
in the Nuclear Community
Our S&T Vision
Secures Canada’s Role
in the Nuclear Community
Mission Area
Framework
Organizational
Transformation
Complete
Full Schedule
Integration
University
Technology
Centres
Industry
Collaboration
Program
Nuclear Fuels
Research Centre
Operational
B350
Operational
Research
Reactor
Operational
Advanced Fuels
Manufacturing
Centre
Operational
Innovation Centre
Operational
21 3 4 5 6
7
8
9
10
$7B
$6B
$5B
$4B
$3B
$2B
$1B
$0B
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25
CNEA Begins LLW Design and Licence Application. As
part of the PPP, LLW cell design will begin at our cost to enable
early submittal of the site licence modification.
DWM of Priority CA-2 Facilities. CNL promptly begins or
continues DWM of Goup 1 (B220 Pu Recovery Lab) and
Group 2 (NRX facilities).
NRU Shutdown. CNL ceases Mo-99 production and begins
de-fueling NRU.
Cemented Mo-99 Waste Operations Commence. CNL
completes Mo-99 waste treatment facility and commences
operations in March 2018.
Early CA-1 Consolidation and DWM. CNL completes CA-1
consolidation, places temporary office trailers, and demolishes
five facilities.
LLW Disposal Facility Operational. The PPP LLW disposal
facility will be ready to receive LLW and very low-level waste
(VLLW), enabling WL Closure to begin.
NRU Fuel Moved to Dry Storage. CNL completes safe transfer
of NRU fuel to dry storage by March 2020.
NPD Closure. Following transformation of the NPD Waste
Management Facility Licence to a Decommissioning Licence,
CNL will entomb the NPD reactor and return the site for final
land use as a wildlife refuge by April 2020.
NRU placed in SWS. CNL safely places the NRU reactor in
storage with surveillance (SWS) by October 2020.
CA-2 Security Fence Relocation Complete. The CA-2 Security
Fence footprint will be reduced by September 2022.
Group 2 - NRX and Associated Facilities DWM Complete. CNL
completes NRX reactor DWM in October 2022.
Waste Management Area A. CNL completes remediation of
WMA A in March 2023.
Whiteshell Closure. After updating the existing decommissioning
license, CNL will entomb WR-1 reactor and close WL by 2024.
CA-2 DWM Complete. CNL safely completes DWM of
122 structures (152,509m2
) by March 2025.
5
7
3
8
CNEA Begins LLW Disposal Facility Design
and Licence Application
DWM of Priority CA-2 Facilities
NRU Fuel Moved to Dry Storage
NPD Closure
CA-2 Security Fence Relocation Complete
Group 2 - NRX DWM Complete
LLW Disposal Facility Operational
Waste Management Area A
Whiteshell Closure
NRU placed in SWS
CA-2 DWM Complete
1
2
4
6
NRU Shutdown
Cemented Mo-99 Waste Operations Commence
Early CA-1 Consolidation and DWM
5
98
7
9
Decreased
by $3.4B
Delivering
Extraordinary
DWM Performance
Delivering
Extraordinary
DWM Performance
CNLLiabilities
2
3
6
4
1
CNL LiabilitiesCNL
7 Solicitation Number: 23240-120758/H
Use or disclosure of data contained on the designated pages is considered proprietary and confidential to CNEA 8Solicitation Number: 23240-120758/H
Use or disclosure of data contained on the designated pages is considered proprietary and confidential to CNEA
dWm missioN ApproACh [A.2]
Our systematic DWM approach reduces CNL
liabilities by $3.4 billion (net present value).
Based on available documents, we estimate this to
be a reduction of 45-50%. We prioritize footprint
reduction to enable a clean and revitalized S&T
campus that will attract new customers and
energize the workforce. All D&D at CRL (except
NRU) will be complete in 10 years – 122 structures
encompassing 152,509 m2
of footprint reduction.
Our approach accelerates the overall elimination
of the liability by 30 years ahead of the current life
cycle plan.
In our proven waste generator services model,
waste is handled once, improving safety, cost
effectiveness, and the speed of DWM. With
AECL’s approval, we will engage the Canadian
nuclear power industry to develop an integrated
LLW and ILW waste strategy for Canada, where
power plants can immediately benefit from our
LLW disposal facility PPP. The timeline below
highlights key actions to achieve these savings.
s&t missioN ApproACh [A.3]
By 2025, CNEA will grow CNL annual third-party
commercial revenues to $79M and total laboratory
revenues to $163M in the absence of the NRU,
securing CNL’s role in the nuclear community. We
will achieve our vision through the effective use
of the $800M of capital that Canada has provided.
As part of our integrated master plan, CNEA
will invest a portion of our fee to develop PPPs
with international partners such as Marubeni and
ANSTO.
Our plan aligns CNL capabilities in a defined,
modern, and cost effective campus. We are adding
six modern facilities totaling 34,646 m2
of new
space. We are revitalizing and refurbishing our
critical facilities, adding an additional 35,090 m2
of upgraded capability. The most significant
upgrade is a PPP with Marubeni for a multi
purpose research reactor located at buildings 110,
111, and 260. This new reactor will provide CNL
a source of neutrons to fulfill Canada’s mission
requirements and attract additional commercial
customers. Our S&T approach is summarized in
the ten actions highlighted in the timeline above.
Executive Summaries to highlight the benefits you will bring to your client

15. 10
Stylish Presentations in Power Point or Keynote

16. Posters
Banners
Exhibition Booths
Posters

17. 11
Posters to highlight wins, promote safety, bring attention to upcoming events – electronic and print
TBG033111012505DEN
John Halikowski—Director, Arizona Department of Transportation
Cindy McKim—Director, California Department of Transportation
Susan Martinovich—Director, Nevada Department of Transportation
John Njord—Director, Utah Department of Transportation
HSSE
Health, Safety, Security, and Environment
Injured on the job—who
do you call?
The Injury Management/Return to Work program
has a different hotline number—and some
improvements:
Direct access is available with a nurse•
and physician—24/7
The physician coordinates the employee’s visit•
to the clinic for treatment and follow-up
Look for your Injury Management/Return to Work
card at your office or project site—keep yours with
you wherever you go.
Remember—if you get injured or sick on the job,
report to your supervisor and call the number!
For more information
please visit us on the
VO at:
Company Resources |
Corporate Groups | Health,
Safety, Security, and
Environment
HS-08-01298-MKT
24/7 physician access
COR100711233711MKT
United Way
Lunch ‘n Learn
Tuesday, October 18
Noon to 1 p.m.
West 1-B
Bring your own lunch.
United Way:
Give. Advocate. Volunteer.
Meet two young people whose lives have been changed by Mile High
United Way—including one engineer. Learn how participation in the
Bridge Project and Bridging the Gap, which helps young people aging
out of the foster care system, are making a difference in the Denver
community. United Way representatives will also be in attendance to
discuss this year’s employee giving campaign, volunteer opportunities,
and specific United Way programs.
United Way

18. 12
Civil Nuclear Liabilities Bringing lessons learned
from the successful delivery
of major nuclear programs
around the world.
CH2M HILL
Canada Limited
Providing energy, nuclear, water and
wastewater, transportation, power,
manufacturing, and communications
services in Canada for more than
100 years.
Recognitions:
• Financial Post Ten Best Companies
to Work For, 2009
• Canada’s Top 100 Employers,
2009, 2010
• Globe Advisor’s Top Employer
for Canadians Over 40, 2010
• FORTUNE Magazine’s 100
“Best Companies to Work For”
(2013, 2011, 2009, 2008, 2006, 2003)
ch2mhill.com
Global Leaders in Project Delivery
Safe, Effective, Proven
International Nuclear Program Management and Operations
Defense Nuclear Liabilities
Nuclear Utility Engineering and Technical Services
Design, Build, Operate
Exhibition Booths and banners for conferences and conventions

19. Document Covers
Dividers
DocumentCovers

20. 13
Submitted to:
Volume I - offer and other documents
December 2010
DUNS NUmber 965525418
COPY NO. 1
SolicitatioN NUmber De-Sol-0002084
West Valley demonstratIon Project (WVdP)
Phase 1 decommIssIonIng – facIlIty dIsPosItIon Procurement
CHBWVOperatingAgreement
CHBWV Operating agreement
StandardForm30
Standard Form 30
TableofContents
Table of ConTenTs
Customized covers and divider tabs bring attention to your document and keep it clearly organized
for your client

21. 14
Customized divider tabs highlight special and relevant projects

22. Lorna Garrison
lornalc@comcast.net
Thank you for viewing
my online portfolio.
Additional designs are
available upon request.
The designs in this portfolio were created
using Adobe InDesign, Illustrator, PhotoShop,
3Ds Max, PowerPoint, and Keynote.
My additional skills include, PC and Mac,
Adobe CS6 Suite, Sketch 3, the Microsoft
Office Suite, WordPress, and basic HTML.