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Competency Directory
3.11 Technical competencies - Public affairs
311.1 - Public affairs: Applying audience research techniques (March 2001)

Applying audience research techniques - 311.1

Public affairs

This competency concerns the knowledge and skills to use audience research as a key tool for developing public affairs strategies, and for measuring the impact and effectiveness of public affairs activities.

Why it is important

Public affairs exists to influence the company's stakeholders through various communication activities, which include briefings, publications and advertising.

The effectiveness of public affairs through these activities is often not immediately self-evident and requires the deployment of stakeholder research to provide evidence against intent. Measures derived from research campaigns also help to compare the BNFL Public Affairs function against other industry benchmarks.

Repeated research can also help to identify future trends in audience opinions.

Levels

1. Understands when, where and why audience research is appropriate and produces a scoping document for a specific need.

2. Has a broad knowledge of relevant techniques in order to commission outside agencies or internal resources to conduct research. Interprets results of research campaigns in order to provide appropriate advice.

3. Applies his/her knowledge and experience of research techniques to advise management, influence future decisions and measure/benchmark the effectiveness of a range of public affairs activities.

4. Measures/benchmarks the public affairs function overall, and advises the Executive on future strategies to increase functional effectiveness. Interprets specific data/trends in order to influence long-term strategic thinking. Uses opinion research to drive entire strategies and develops and devises new sampling and interpretative techniques for specific business needs and applies these techniques to re-formulate strategy.

5. Recognises international authority on the application and interpretation of audience research campaigns, providing advice on corporate strategy across a range of industry sectors and countries, e.g. MORI.

Core question

Does the individual have the ability to apply appropriate audience research techniques, interpret the results and advise on subsequent action?












Competency Directory
3.11 Technical competencies - Public affairs
311.2 - Public affairs: Developing public affairs strategies and action plans (March 2001)

Developing public affairs strategies and action plans - 311.2

Public affairs

This competency concerns the knowledge, skills and experience proactively to identify the key issues that could affect the company's licence to operate and the achievement of its business objectives, developing effective internal and external strategies, and manage the associated action plans.

Why it is important

The ability to understand the threats and opportunities which could have impact on the company's activities, including its licence to operate, is a crucial competency for BNFL in its complex commercial, political and regulatory environment. Applying the skills and experience to develop and manage effective stakeholder communication strategies reduces threats and maximises opportunities for BNFL.






Levels

1. Monitors and gathers information from internal and external sources to clarify an issue/extent of a problem. Understands what the agreed strategy is aiming to achieve so that he/she can undertake individual elements within the action plan, initially under guidance.

2. Monitors the channels of intelligence inside and outside the company to ensure broad scanning. Interprets information, prepares reports and recommends action. Contributes to the development of a strategy. Responsible for delivery of less sensitive parts of the strategy. Monitors the situation and updates 'issues database' or equivalent.

3. Interprets information and intelligence over a broad range of issues. Uses his/her knowledge of stakeholders to evaluate the potential impact on the company and prioritises issues and resources. Presents options and recommends the required public affairs strategy. Develops and manages implementation of action plans for specific Business Groups, sites or company-wide issues.

4. Maintains a broad overview of current and potential issues likely to appear on the company's radar screen. Briefs Business Leaders, Executive or the Board on specific issues and gives advice on 'lines to take'. Approves strategies/'lines to take' developed by others and monitors follow through and the impact of deployed strategy. Ensures Executive/issue owners proactively manage their actions. Prioritises resources across the company. Acts as corporate conscience on issues.

5. Provides advice on public affairs strategies nationally and internationally to a range of industries. Has a track record as a regular contributor to publications and conferences and is recognised as a leading authority on high impact stakeholder communication strategies.

Core question

Does the individual possess the broad knowledge of the company's activities, and the potential threats and opportunities for the business with the skills and experience to deliver effective public affairs strategies?



















Competency Directory
3.11 Technical competencies - Public affairs
311.3 - Public affairs: Internal communications (March 2001)

Internal communications - 311.3

Public affairs

This competency concerns the skills and knowledge to provide employees, at every level, with timely and relevant information, context and understanding to allow them to contribute fully to current and future business goals. It includes recognition of the importance of aligning internal and external messages.

Why it is important

The company's five strategic imperatives demand that we fundamentally change the way we go about our business. This includes improved behaviours, different cultural norms, and a step change in our flexibility to embrace change on a continuous basis. We require a world-class business with world-class performance. This cannot be achieved without employees who understand and are themselves driving for world-class performance. Each area of the business also has significant commercial and cost challenges to meet in order to sustain a full workload. Employees need fully to appreciate what is expected of them, where they can make a difference, and how they and the business is progressing. Effective internal communication is a key enabler in achieving these aims.

Levels

1. Understands the range of internal audiences and their needs. Gathers relevant information to support the development of communication plans and specific messages. Formats and disseminates information under guidance using a range of methods. Establishes a range of personal contacts.

2. Manages and measures established communication processes. Develops and implements communication plans in conjunction with stakeholders. Uses proven written skills through a variety of communication routes. Researches a wide range of issues, and prepares specific communications, gaining agreement where necessary with 'sponsors'. Proactively cultivates key relationships, across the business and company.

3. Develops and deploys best practice processes to provide relevant and accurate information to employees quickly. Maintains a broad network to identify and prioritise company, site and business issues. Develops and deploys innovative communications strategies to meet business needs. Benchmarks internal communication across the company and externally. Provides leadership on how to use communications to influence behaviour. Develops organisational targets for improving the effectiveness of internal communication.

4. Develops innovative strategies and practices which change the way the organisation thinks about and uses internal communication. Provides expertise/advice across the company to influence high impact, cost effective organisational structure and strategy in support of internal communication. Leads and co-ordinates internal communication of sensitive issues, contributing to an overall Public Affairs campaign.

5. Has a proven international track record in advising, auditing and developing effective internal communication strategies and resource structures in a wide range of major organisations.

Core question

Does the individual have the knowledge and skills to develop and implement effective internal communications?



















Competency Directory
3.11 Technical competencies - Public affairs
311.4 - Public affairs: Leading communication (March 2001)

Leading communication - 311.4

Public affairs

This competency concerns the skills and experience to create the right messages for a particular target audience, and deliver those messages to have maximum impact, whether in writing, verbally in person to camera or to a live audience.

Why it is important

The success of the most researched strategies and detailed action plans hinge on the sharp end where the message is taken to the intended audience. Establishing rapport with the audience creates trust and ensures that communication achieves its aims.

The leadership of communication centres on an individual's ability to 'read' the audience and create the climate, and the audience and create the climate, and the rapport, which will lead to the messages really being listened to and understood.




Levels

1. Researches the information required from a range of disparate sources, and helps distil out the key points. Works up main messages for intended audience into a first draft, e.g. copy/script/speech/overhead presentation, etc.

2. Edits and approves drafts from a wide range of sources. Drafts and gets higher level approval for more sensitive communications. Addresses 'safe' external audiences. Produces a range of written communications relevant to role e.g. newsletters, articles, copy for external publications, press releases, etc.

3. Rapidly assimilates new information and crafts communications of high standards and accuracy, tailored to audience and company needs. Performs competently in radio and TV interviews, delivers conference speeches, and places articles in high impact publications. Advises on the most appropriate delivery media for the message.

4. Acts as company spokesperson on radio and TV where appropriate. May coach and develop BNFL managers in presentational style and techniques (either written, TV, radio, etc. Sets internal standards for quality of messages, and methods of delivery. Advises the 'line to take' in support of public affairs strategies.

5. Internationally respected writer, speaker and communication consultant. Track record of influencing audience thinking through the creation and delivery of powerful communication.

Core question

Does the individual have the knowledge and skills to represent the company credibly to external audiences?



















Competency Directory
3.11 Technical competencies - Public affairs
311.5 - Public affairs: Local community liaison (March 2001)

Local community liaison - 311.5

Public affairs

This competency concerns the knowledge and skills to secure and maintain support from appropriate leaders and opinion formers in the local community for company/site operations within a broader company framework ensuring alignment with other public affairs strategies.

Why it is important

The continued support of local communities around BNFL sites is important for site operations if BNFL is to maintain its 'licence to operate'.






Levels

1. Understands who the local communities and key players are, their needs and key issues, and how they might impact on our business. Has a broad understanding of the most effective communication channels and understands how issues are managed. Undertakes specific tasks under guidance.

2. Has a network of personal contacts in the local community and understands how they influence each other. Manages specific issues under guidance. Gathers and disseminates intelligence. Co-ordinates established community processes, e.g. Local Liaison Committee, Community Support Fund.

3. Maintains an extensive and established network of local contacts and understands what influences local politics. Identifies issues of concern and executives timely strategies to manage them effectively, calling on and briefing appropriate resources. Ensures BNFL is informed of potential local issues so that appropriate timely action and responses can be generated.

4. Recognised by other companies as a leading exponent of managing local community relations successfully. Has a proven track record of resolving issues between industry and local communities across a broad range of sectors and cultures.

5. Has a proven international track record of resolving issues between industry and local communities across a broad range of sectors and cultures.

Core question

Does the individual have the experience, skills and knowledge to manage relationships with the local community effectively?



















Competency Directory
3.11 Technical competencies - Public affairs
311.6 - Public affairs: Managing media relations (March 2001)

Managing media relations - 311.6

Public affairs

The competency concerns the knowledge, skills and experience to influence all forms of media in order to protect and enhance BNFL's reputation.

Why it is important

As a key player in a controversial industry, BNFL attracts constant, and often damaging, media attention. Emotive and incorrect media reporting negatively influences the perception of other key stakeholders, e.g. politicians, the public, the local communities, which can have significant and damaging effects on our business. Professional, proactive management of the media presents opportunities to mitigate negative reporting, to position company issues in a more positive, balanced way and to generate 'good news' stories about company achievements. Building relations with the network of media contacts establishes report, a degree of trust, professional respect, which supports the company's aim of moving BNFL media coverage away from the front page of the business page.

Levels

1. Understands the different media and individual journalists. Understands the main issues BNFL faces. Sources the 'BNFL line' effectively. Drafts press releases, responses and Q&A briefs. Handles uncontroversial press visits and interviews and provides assistance in emergency situations.

2. Represents BNFL on specific group or site issues. Produces releases, Q&A, responses etc. Manages all level of media visits and interviews. Has an in-depth knowledge of key individuals within specific media. Edits external and internal newsletters.

3. Defines the 'BNFL line' and co-ordinates BNFL's responses to different and seemingly contradictory media enquiries. Represents BNFL on specific issues in any situation/culture/country. Influences the media's relations with BNFL over the long term. Manages the production and editorial direction of gaps and opportunities in BNFL's Public Affairs strategies.

4. Handles the most controversial BNFL and industry issues in any part of the world largely unsupported. Provides Executive level advice on media strategies, trends and specific crisis situations based on experience and best practice. Identifies and directs media consultants as and when required.

5. Has a proven international track record in this field. Has an intimate knowledge of key media players worldwide, positively influences global media coverage about all aspects of the nuclear industry. Is regularly consulted by other international 'hazardous' industries on the development and implementation of media strategies.

Core question

Can the individual positively influence the media in its reporting of BNFL-related activities?



















Competency Directory
3.11 Technical competencies - Public affairs
311.7 - Public affairs: Managing stakeholders (March 2001)

Managing stakeholders - 311.7

Public affairs

This competency concerns the skill and knowledge to identify the interests of a range of stakeholders and the impact of actions on these stakeholders. It involves both maximising the positive influence and minimising the negative impact of stakeholders across a range of issues.

Why it is important

In our industry there is a wide range of stakeholders from our employees and customers to regulators and the community at large. Each stakeholder can have an influence (and therefore an impact) on the business.

To continue to hold our 'licence to operate' stakeholders expectations must be managed whilst continuing to operate a successful business. In many instances this requires balancing the expectations of the stakeholder against business needs and formulating strategies to bridge any gaps. It is vital that each employee recognises how their actions can influence and affect the various stakeholders.

Levels

1. Demonstrates a knowledge of all the key stakeholders in his/her working area and their main requirements and interests. Recognises the impact of his/her actions on the various key stakeholder groups.

2. Understands how his/her personal relationship and interaction with stakeholders will cause them to react. Has developed a more detailed knowledge of stakeholder requirements and pressures. Has developed appropriate contracts with stakeholders and initiates action as necessary.

3. Has a detailed knowledge of all stakeholders, their requirements, inter-relationships, interactions and standards. Understands the broader impact of business and his/her personal actions on stakeholders and can trade-off appropriately. Liaises authoritatively with and develops stakeholder strategies at site level.

4. Develops and implements stakeholder management strategies at company level to optimise the influence of stakeholders on business performance. Anticipates their concerns and shaping, strategies and policies to suit.

5. Has a proven track record in developing and implementing stakeholder strategies for national and international issues. Is active in the development of legislation, policy and opinion.

Core question

Can the individual identify the impact his/her actions may have on his/her key stakeholders?



















Competency Directory
3.11 Technical competencies - Public affairs
311.8 - Public affairs: Political and government relations (March 2001)

Political and government relations - 311.8

Public affairs

This competency concerns the liaison at a national and international level with government officials, politicians, their advisors, trade unions and political parties, on any matter relating to BNFL, and where relevant, the nuclear industry.

Why it is important

The company's relationships with governments and others involved in the political process, both nationally and internationally, are important in defining and influencing the regulatory and commercial environment in which the company operates.






Levels

1. Carries out specific tasks and monitors developments at national and international level. Drafts briefing notes and answers to parliamentary questions (PQs) for clearance by others.

2. Briefs government officials and national politicians on company or industry issues. Produces records of meetings and recommends actions and follow through. Has a network of contacts amongst politicians and officials. Develops 'lines to take' on specific issues.

3. Maintains an established network of contacts and demonstrates cross-company knowledge. Represents the company credibly and authoritatively to a broad cross section of opinion formers. Is sensitive and knowledgeable of government and related institutions. Approves PQs and 'lines to take'. Devises company strategies for managing specific issues.

4. Co-ordinates and directs contact plans across a broad range of governments and institutions, nationally and internationally. Devises cross-company and international strategies across a broad range off key issues and develops and retains accountability for a range of specific issues and instructions. Provides advice to the Business Groups, Executives, the Board and other external interested parties on political management issues. Manages key shareholder relations.

5. Maintains a network at top level of international government and international institution contacts. Has a proven international track record in using these contacts to develop and implement effective strategies for a range of industry sectors.

Core question

Does the individual have the experience, skills and knowledge to build credible relations with politicians and government representatives in order to secure and maintain their continued support for BNFL's operations and activities, both nationally and internationally?











Competency Directory
3.11 Technical competencies - Public affairs
311.9 - Public affairs: Preparation and display of marketing and publicity materials (March 2001)

Preparation and display of marketing and publicity materials - 311.9

Public affairs

This competency concerns the knowledge, skills and experience to brief and manage the production of material e.g. brochures, photographs, video, exhibition, advertising, web site, CDs etc. in order to promote BNFL and its messages effectively, and to develop, implement and monitor the corporate identity standard.

Why it is important

BNFL's image and reputation as a world-class company depends on its ability to develop and project its company-wide image and messages effectively. It is important that BNFL is able to communicate its capabilities and messages in a clear and co-ordinated way supporting business strategy and objectives.






Levels

1. Knowledge of the purpose and range of marketing/publicity materials. Awareness of corporate identity and how it should be applied to ensure consistency of BNFL image. Prepares simple/outline 'brief' or 'presentation points' with guidance.

2. Has a working knowledge of benefits, effectiveness, costs and audience of full range of publicity/marketing/advertising methods. Manages the preparation of standard materials (e.g. product brochures/exhibition posters/information briefs) with minimal guidance. Identified key messages for target audiences and ensures that they are communicated effectively using the appropriate language and visuals. Monitors the work of external creative providers to an established brief. Drafts scoping briefs.

3. Has an in-depth knowledge of a full range of marketing/publicity/advertising methods, their application and impact. Experienced in the management and specification of complex publicity/marketing material projects e.g. Annual Report, major exhibitions, TV campaigns, etc. Experienced in briefing and selecting creative suppliers. Develops the promotional policy and strategy in line with company strategy and Business Plans. Implements and interprets opinion research and refines campaign/promotional policy/strategy as required.

4. Recognised company expert in the field of marketing/
publicity/advertising methods with expert knowledge of their application. Has extensive experience in managing successful complex projects. Develops and maintains company-wide policy, standards and strategy in line with world-class practice, new developments in the field and strategies used by competitors, predicting the implications for the company.

5. Acknowledged as an international expert with a proven record in all aspects of publicity/marketing materials. Leads new developments in the field e.g. Saatchi.

Core question

Does this individual choose and manage the most appropriate method for communicating key information which can be easily understood by its target audience?



















Competency Directory
3.04 Technical competencies - Engineering
34.1 - Engineering: Cost estimating (March 2001)

Cost estimating - 34.1

Engineering

This competency concerns the knowledge, skills and experience to develop high quality full cycle cost and price estimates, minimising the likelihood of cost overruns to both BNFL and external parties.

Why it is important

BNFL has and continues to support a major capital investment programme. The ability accurately to forecast the cost of future capital investment or assess the cost of external bid work is essential for the long term viability and success of BNFL.

Accurate cost estimating is essential if projects are to be delivered to time and cost and customer and stakeholder expectations are to be met. Effectiveness in this competency area requires a working knowledge of engineering and construction disciplines.









Levels

1. Applies his/her basic understanding of estimating, escalation and cash flow principles to assist in the preparation of accurate estimates.

2. Compiles multi-discipline estimates from conceptual to fully detailed with only minimal supervision. Collates the complete package for the customer within cost and time parameters. Has specialist estimating skills in at least one discipline.

3. Compiles a multi-discipline estimates from conceptual to fully detailed and/or works with external estimating groups as part of an alliance partnership. Effectively challenges other groups as part of an alliance partnership. Effectively challenges other groups' inputs based on experience and BNFL historical norms. Has BNFL responsibility for at least one aspect of the estimating process.

4. Is recognised as the BNFL expert on estimating processes and practices. Leads the development and improvement of BNFL's processes in this area, benchmarking against international best practice and setting continually improving standards in this area.

5. Has a proven track record in the development and successful application of world-class cost estimating processes and practices in a wide range of companies and cultures. Is recognised widely in industry as operating at the forefront of cost estimating best practice.

Core question

Does the individual have the skills and knowledge effectively to compile or review a multi-disciplined cost estimate and take effective action as a result?



















Competency Directory
3.04 Technical competencies - Engineering
34.2 - Engineering: Delivering engineering solutions (March 2001)

Delivering engineering solutions - 34.2

Engineering

This competency is concerned with the knowledge, skills and experience required to be able to apply engineering processes, technical products and services to achieve world-class engineering solutions for the nuclear industry. It involves the knowledge and experience of BNFL's engineering processes and product portfolio to achieve innovative, re-usable and cost effective engineering solutions. The development of these solutions requires the knowledge, skills and experience of safety issues, legislation and best practice safety standards applied to all aspects of the project life cycle, encompassing nuclear and conventional safety, and the protection of the environment.

Why it is important

Much of BNFL's success and ability to win future work depends on its ability to provide cost effective engineering solutions for the nuclear industry. This is an area in which BNFL has some unique competencies but there is also a great deal of competition from other organisations. In order to compete effectively BNFL must be able to demonstrate that it can understand and meet the needs of its customers by providing "fit for purpose" engineering solutions at minimum cost, both for its internal and external clients.







Levels

1. Has a sound technical understanding of his/her own discipline and basic knowledge of BNFL's engineering processes and procedures. Works in compliance with the design process and company safety standards in his/her own discipline. Delivers specific tasks under supervision.

2. Applies his/her knowledge and skills to deliver complex technical solutions within his/her own discipline under supervision, and simple solutions without supervision. Provides 'fit for purpose' design solutions to appropriate safety standards (including consideration of hazards, risks and environment). Undertakes appropriate supervision of others within his/her own discipline, interacts with other disciplines and has an understanding of their contribution. Demonstrates an awareness of the total design process and related tools.

3. Analyses cross-discipline problems and provides best practice solutions, applying innovation where appropriate has extensive experience and understanding of company safety policy and design safety principles and can interpret, apply and provide guidance on relevant issues e.g. potential commissioning /
construction issues. Consistently delivers good technical solutions within his/her own discipline without supervision. Challenges technical solutions and takes responsibility for normal levels of risk. Makes technical decisions within a total lifetime cost/project/business context. Monitors and develops others in his/her own discipline. Drives improvements to design process, tools and techniques in his/her own field. Operates at a level equivalent to Chartered status. Contributes to the development of policy and maintenance of standards in his/her own area and negotiates with regulators and standards authorities within a structured framework.

4. Is responsible for the design process in his/her own area and benchmarking against international engineering best practice and safety standards. Is recognised as the company expert on design/engineering safety matters. Has delivered complex and innovative technical solutions on significant projects and has a track record of delivering safety solutions on major engineering projects with national impact. Sets and reviews company technical policies and standards. Operates at a level equivalent to Fellow status of a professional engineering institution and acts as advisor in national "best practice" forums.

5. Internationally recognised as expert in a technical field and leads the development of national and international engineering safety legislation, standards and techniques. May be a member of an international engineering safety advisory body. Has delivered significant complex and innovative technical solutions within a total business context and has a track record of delivering safety solutions on major engineering projects with international impact.

Core question

Does the individual have the up-to-date skills and knowledge to deliver the most appropriate and cost effective engineering solutions for the nuclear industry, which meet customer, safety and other requirements?




















Competency Directory
3.04 Technical competencies - Engineering
34.3 - Engineering: Managing engineering processes and assets (March 2001)

Managing engineering processes and assets - 34.3

Engineering

This competency concerns the knowledge, skills and experience necessary to provide engineering solutions, technical guidance and advice to improve engineering processes and assets in order to achieve world-class engineering performance for BNFL.

Why it is important

It is vital to BNFL's long term success that we provide world-class engineering solutions and technical advice in order to improve the engineering processes and assets we operate. We must ensure that asset availability and longevity meet current and future business/production demands.







Levels

1. Has a sound technical knowledge of his/her own functional discipline. Demonstrates an understanding of local plant operations, assets and principal safety case requirements. Applies tools/techniques associated with Value Engineering and optioneering studies to evaluate asset improvement proposals and the engineering constraints imposed when working in challenging radiological or chemotoxic environments in order to deliver tasks under supervision. Operates at equivalent to appropriate degree level.

2. Has an in-depth knowledge of his/her own discipline and interfaces effectively with other disciplines at a working level. Demonstrates an understanding of Site regulatory requirements and company standards/procedures. Largely works on his/her own but may refer key decisions to others. Interfaces effectively with regulators at working level.

3. Has a wide ranging knowledge and experience of engineering practices used on active/inactive facilities - from front-end conceptual design, through commissioning, to plant operations and maintenance. Ensures that asset availability and longevity meets current and future business and production demands. Interprets maintenance and production data to identify bottlenecks and identifies safe, innovative, cost effective improvements, Advises on best practice strategies for maintenance and spares management activities. Sets and continually seeks to raise company engineering and maintenance standards. Develops and leads implementation of processes and procedures, where none exist, ensuring that a consistent approach is taken company-wide. Leads discussions and negotiations with the Regulators.

4. Recognised company expert with a track record in delivering innovative solutions, improvements to complex and challenging engineering problems. Regarded as an effective trouble-shooter and called upon to resolve high priority and high risk issues. Sets and reviews company technical/safety policies based on best practice and external benchmarks.

5. Internationally recognised as an expert in engineering/safety disciplines, with a proven track record of resolving challenging nuclear/chemical problems on an international scale. Represents the nuclear industry at national/international conferences and regularly publishes and presents authoritative and highly regarded papers and articles. Seen an industry-wide consultant and recognised as such by national and international regulatory bodies.

Core question

Does the individual possess the knowledge, skills and experience to improve engineering processes and assets to achieve world-class engineering performance?




















Competency Directory
3.04 Technical competencies - Engineering
34.4 - Engineering: Managing projects (March 2001)

Managing projects - 34.4

Engineering

This competency concerns the knowledge and skills to deliver a project to time, cost, quality and safety requirements which fully satisfy customers.

Why it is important

Much of BNFL's business can be managed as projects, i.e. there is a definite timescale and deliverable, and can range from soft (such as culture change) and ill-defined to hard and well defined (such as a new building). Many of these projects are delivered through matrix management.

To enable these projects to be delivered successfully, to time, cost, quality/ performance and safety requirements, they need to be subjected to project management and control processes, tools and techniques and managed by highly competent people. BNFL's successful performance on both internal and external projects is essential if the business is to prosper and achieve world-class in its operations and delivery.

Levels

1. Has a basic understanding and ability to apply project management and control skills and tools, e.g. project phases, risk management, cost control and monitoring, to small, simple internal projects to meet milestones with allocated resources.

2. Applies project management and control skills to plan, manage and implement a closed project of low risk and complexity or a similar part of a larger project to time, cost, safety and quality requirements. Where appropriate, recognises the key intellectual property issues involved in the project and ensures actions are taken to secure the rights needed for commercial success.

3. Understands and applies project management, control and delivery processes, tools and techniques to deliver either an open, multi-disciplinary project of medium risk and complexity or a programme of closed projects of low complexity and low risk. Demonstrates an ability to apply, extract and disseminate learning from his/her experience to influence BNFL practice.

4. Applies project management and control skills to deliver either an open project of high complexity and risk or a programme of projects of medium risk and complexity. May set or contribute BNFL policy on project strategies, organisation, processes and tools. Actively contributes to the development of national and international project management best practice.

5. Leads and delivers programmes of unique, complex, high risk projects, e.g. a major culture change programme or capital project with international impact and significant, e.g. THORP, Channel Tunnel. Contributes to the development of best practice in the international arena.


Closed is defined as having well-defined, hard, measurable objectives.

Open means more ambiguous, intangible and changing objectives.

Complexity is defined in terms of a combination of scope, impact, range of skills required, impact on the organisation, interfaces with other parts of the business, interdependency with other projects, range of internal and external stakeholders involved/impacted and strategy required.

Risk is defined in terms of combination of: (i) timescales (ii) costs and profits (iii) quality/
performance/safety.

Core question

To what extend does the individual have the experience and skills to deliver a project o a number of projects of varying levels of complexity and risk?



















Competency Directory
3.04 Technical competencies - Engineering
34.5 - Engineering: Managing suppliers and contractors (March 2001)

Managing suppliers and contractors - 34.5

Engineering

This competency concerns the knowledge, skills and experience to manage suppliers of professional services, equipment and site work to ensure BNFL's requirements are met whilst protecting BNFL's interests.

Why it is important

BNFL buys in many services and supplies from external sources, covering professional services, (design, training, etc.), plant and equipment and construction. BNFL's success is heavily dependent on an effective and successful supply chain management to achieve the required service or supply whilst protecting BNFL's interests both legally and commercially. This is in addition to administering the contract against specified conditions.







Levels

1. Understands and applies management controls to well defined pre-established supply arrangements of low risk and complexity. Has a sound understanding of relevant tools and techniques for the management of suppliers/contractors and a basic knowledge of appropriate BNFL processes and procedures, e.g. Code of Practice for Management of Contractors.

2. Establishes and applies supplier management, liaison and controls to arrangements which are of medium risk and complexity. Ensures that intellectual property issues are adequately addressed. Acts as a qualified superintending officer on small maintenance contracts with individual contractors.

3. Proven track record in the application of supplier arrangements to establish and manage the deliver of multi-discipline supplier arrangements with medium risk and complexity, or a programme of suppliers with low risk and complexity implications. Manages several types of supplier arrangements (alliances, sub-contract etc.) across a range of suppliers. Contributes to supplier strategies and supports commercial contract management in disputes, where appropriate.

4. Has a consistent track record of establishing and applying supplier arrangements for a wide programme of deliverables with medium risk and complexity, or a supplier involving high risk and complexity and with a major potential impact on BNFL. Actively contributes to development of supplier arrangements and supply chain best practice. Recognised company expert representing the company on national professional bodies and contributing to the development of best practice nationally.

5. Manages a major supply chain which has international effect. Contributes to development of best practice on an international scale and is a member of an appropriate international forum.

Core question

Does the individual have the skills and experience to manage suppliers and contractors to ensure BNFL's requirements are met and interests are protected?




















Competency Directory
3.04 Technical competencies - Engineering
34.6 - Engineering: Engineering planning (March 2001)

Engineering planning - 34.6

Engineering

This competency concerns the knowledge skills and experience to develop high quality full life cycle project programmes, minimising the likelihood of time overruns to both BNFL and external parties.

Why it is important

BNFL has and continues to support a major capital investment programme. The ability to accurately identify/control and forecast the timescales of future capital investments or external bid work is essential for the long term viability and success of BNFL. Accurate planning is essential if projects are to be delivered to time and cost and customer and stakeholder expectations are to be met. Effectiveness in this company area requires a working knowledge of design and engineering and construction disciplines.

Levels

1. Understands basic planning principles. Applies these in risk assessment and management, critical path analysis and work breakdown structures to assist with resource allocation, monitoring and progress reporting against programmes.

2. Compiles multi-discipline programmes at all levels (for all stages) with only minimal supervision, using his/her knowledge to support risk assessment and management techniques. Progresses the programme and reports deviation for early warning with recovery proposals. Maintains close links with Cost Engineers to produce earned value and other performance indicators. Has specialist planning skills in at least one discipline e.g. mechanical, electrical.

3. Compiles a multi-discipline programme at all levels (for all stages) and/or works with external planning groups as part of an alliance partnership. Effectively challenges other groups as part of an alliance partnership. Effectively challenges other groups' inputs based on knowledge and experience against BNFL historical norms. Supports the risk assessment and management process. Is recognised as the BNFL SQEP'd person for cost engineering processes and practices.

4. Conducts Project Peer Reviews (Anticipated Final Cost's/
Programmes). Leads the development and improvement of
BNFL's processes in this area, benchmarking against best practice and setting and continually improving standards and raising performance in this area. Is recognised as the BNFL expert in this area.

5. Has a proven track record in the development of world class planning processes and techniques in a wide range of organisational set-ups and companies. Is recognised widely in industry as operating at the forefront of planning best practice.

Core question

Does the individual have the skills and knowledge effectively to compile or review a multi-disciplined programme and take effective action as a result?


















Competency Directory
3.04 Technical competencies - Engineering
34.7 - Engineering: Cost engineering (March 2001)

Cost engineering - 34.6

Engineering

This competency concerns the knowledge skills and experience to develop high quality full life cycle cost reports and forecasts, minimising the likelihood of cost overruns to both BNFL and external parties.

Why it is important

BNFL has and continues to support a major capital investment programme. The ability to accurately identify/control and forecast the cost of future capital investments or external bid work is essential for the long term viability and success of BNFL. Accurate cost reporting and forecasting is essential if projects are to be delivered to time and cost and customer and stakeholder expectations are to be met. Effectiveness in this company area requires a working knowledge of design and engineering and construction disciplines.

Levels

1. Applies his/her basic understanding of cost control principles, awareness and input into risk assessment and management, escalation, cash flow and change management principles to assist in the preparation of accurate reports and forecasts.

2. Compiles multi-discipline cost reports and forecasts at all levels (for all stages) with only minimal supervision, and supports the risk assessment and management techniques. Controls changes within approved budget. Monitors budgets over time and proposes corrective actions where variances occur. Maintains close links with planners to produce earned value and performance indicators.

3. Compiles multi-discipline cost reports and forecasts at all levels (for all stages) and/or works with external cost engineering groups as part of an alliance partnership. Effectively challenges other groups as part of an alliance partnership. Effectively challenges other groups' inputs based on knowledge and experience against BNFL historical norms. Supports the risk assessment and management process. Has BNFL responsibility for a major project or several minor projects in the project services process. Is recognised as a BNFL SQEP'd person for cost engineering processes and practices.

4. Conducts Project Peer Reviews. Leads the development and improvement of BNFL's processes in this area, benchmarking against best International practice, setting and continually Improving standards and performance in this area. Is recognised
as the BNFL expert in this area.

5. Has a proven track record in the development of world class cost engineering processes and techniques in a wide range of organisational set-ups and companies. Is recognised widely in industry as operating at the forefront of cost engineering best practice.

Core question

Does the individual have the skills and knowledge effectively to compile or review reports and forecasts and advise effective actions to correct variances?


















Competency Directory
3.04 Technical competencies - Engineering
34.8 - Engineering: Total risk management (March 2001)

Total risk management - 34.8

Engineering

This competency concerns the knowledge, skills and experience to define and focus, identify, assess, plan and manage project risks in accordance with the Total Risk Management (TRM), principles on internal and external projects to both minimise exposure to risk and maximise benefits to BNFL.

Why it is important

BNFL has and continues to support a major capital investment programme. The ability to accurately define and focus, identify, assess, plan, manage and feedback uncertainty against projects in terms of risks and benefits is essential for the long term viability and success of BNFL.

Accurate application of the Total Risk Management process is essential if projects are to be delivered to time and cost with effective, auditable change control and stakeholder expectations are to be met.

Effectiveness in this competency area requires knowledge of engineering and construction principles, a background in project management and/or project estimating and project control disciplines and specific training in TRM programme and software applications.

Levels

1. Applies his/her understanding of Total Risk Management (TRM) processes and principles in the application of risk management against project and business objectives. Applies his/her broad awareness of project estimating, planning and cost control principles.

2. Compiles risk complexity score-sheets, facilitates risk review workshops to identify and assess risk and benefits, compiles and simulates a risk analysis out-turn model and the Project TRM10 report and utilises the Total Risk Management database with only minimal supervision across all levels and phases of a project or business initiative. Applies these to engineering projects throughout the BNFL Group.

3. Compiles risk complexity score-sheets, facilitates risk review workshops to identify and assess risk and benefits and compiles and simulates a risk analysis out-turn model and the Project TRM10 report. Utilises the Total Risk Management database with only minimal supervision across all levels and phases of a project or business initiative in conjunction with external Project Services Risk Analyst personnel as part of an alliance partnership. Applies the above to engineering projects throughout the BNFL Group. Effectively challenges external assumptions and working practices as part of an alliance partnership. Effectively challenges other groups' inputs based on his/her prior experience and historical feedback data.

4. Is recognised as the BNFL expert on the Total Risk Management processes and application of its practices, tools and techniques. Leads the development and improvement of BNFL's processes in this area, benchmarking against international best practice, setting and continually improving standards in this area.

5. Has a proven track record in the development and successful application of world-class Total Risk Management processes and practices in a wide range of companies and cultures. Is recognised widely in industry as operating at the forefront of Total Risk Management best practice.

Core question

Does the individual have the skills and knowledge to effectively manage the risk process to ensure BNFL's exposure to project risk is minimised?


















Competency Directory
02.2 Behavioural Competencies - Team leaders & specialist employees
All Team leaders and specialist employees competencies (March 2001)

Drive & energy - 22.1

Team leaders and specialist employees

Drive and energy is the personal motivation and enthusiasm to get the job done more safely, quicker, better, more efficiently, and as cost effectively as possible. It involves bringing energy to the workplace and the team and being highly focused on targets and getting the work done. It ranges from working well and measuring performance to significantly improving team performance in line with BNFL goals.

Why it is important

BNFL's goal is to achieve business excellence across the company. Team leaders and specialist employees have a key role to play in achieving this objective by setting and consistently striving to meet and surpass stretching objectives and targets for themselves and others. They must also identify and work to drive out waste, inefficiency and unnecessary bureaucracy at all levels and to change systems and their own ways of working to improve overall effectiveness.
















Cluster: Drive to improve performance

Levels

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Works to high standards
Demonstrates a clear commitment to achieving results. Wants to do the job well and identifies and measures performance of him/herself and team against goals or targets. Protects company resources and assets.

*3.Improves performance
Demonstrates a clear commitment to achieving results, not just activities. Sees how performance can be improved and takes action to get the job done more efficiently and effectively. Ensures that his/her personal standards for the achievement of excellent results are visible and, where appropriate, are transferred to others. Strives for efficiency and improvements in his/her working area.

4. Sets and achieves challenging goals
Sets and achieves challenging goals for him / herself and his / her team, where appropriate, which meet expectations. ('Challenging' means goals, which are clearly ambitious, but not unrealistic or impossible for the job holder). Identifies and drives towards clear and focused priorities both in the short and longer term. Ensures that he / she sets and meets specific and measurable results for him /herself and, where appropriate, for his / her team.

5. Strives for excellence
Identifies and strives to implement projects or changes that will significantly improve team performance and raise the overall performance of the company. Is recognised as a role model in the pursuit of business improvement.

*External performance benchmark: Level 3 Improves performance

Core question

Does the individual think about meeting and beating goals and act energetically to achieve this?



















Delivering for customers - 22.2


Team leaders and specialist employees

Delivering for customers is driven by a desire to focus on identifying and working to meet or exceed customers' expectations. Customers may be external, internal or other key stakeholders such as regulators. The competency ranges from seeing things from a customer perspective to thinking things through improvements or ways of solving problems even before the customer has recognised a need.

Why it is important

If BNFL is to maintain and increase its business, it is essential that customers are satisfied with the products and services we provide. External customers depend on high quality, high safety awareness, and value for money so that their business can prosper. Internal customers rely on their colleagues to deliver what they need so that they can in turn do their jobs effectively.











Cluster: Drive to improve performance

Levels

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Puts self in customer's shoes
Thinks about the impact of what they are doing for those who depend on their work. Encourages others to act with the customers in mind.

3.Measures customer satisfaction
Talks to customers to understand their expectations and agree outcomes/deliverables. Monitors progress and ensures problems are dealt with promptly. Measures and responds to customer feedback.

*4.Takes personal responsibility
Takes personal responsibility for meeting commitments and solving problems for customers or other stakeholders. Actively sets out to correct problems. Is not defensive when problems arise. Understands and delivers customer value.

5.Anticipates and meets customer needs
Thinks ahead about what the customer may need or want and suggest ways to deliver this before being asked. Ensures the highest level of quality and cost effectiveness when delivering products or services.


*External performance benchmark: Level 4 Takes personal responsibility

Core question

Does this individual focus and take action in order to deliver exceptional service to customers?


















Self-confidence - 22.3


Team leaders and specialist employees

Self-confidence is the ability to take decisions independently. It includes a belief in your ability to solve challenging problems and to choose the most appropriate approach to resolving issues. At the highest levels this involves actively seeking new challenges and responsibilities and challenging upwards in appropriate situations.

Why it is important

As our industry and business changes, team leaders & specialist employees will increasingly find themselves in new and uncertain situations where past experience, expertise, formal instructions, procedures and hierarchies are not available to guide decision making. Self confidence is therefore important to enable team leaders and specialist employees to operate effectively and independently and to grasp opportunities in ambiguous situations outside their comfort zone.






Cluster: Drive to improve performance

Levels


1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Manages confidently
Operates well without needing management supervision where normal operational circumstances apply. Shows confidence in his/her own decision making by working without reference upwards in appropriate situations.

3.Acts decisively
Takes independent initiatives and makes things happen. Takes responsibility for hard management decisions based on his/her judgement.

*4.Seeks challenges
Looks for and is given new and challenging assignments. Speaks up and states views clearly, confidently and constructively when disagreeing with senior managers or other powerful individuals or groups.

5.Takes personal risk
Seeks and takes on extremely challenging assignments outside his/her previous experience. Is enthusiastic about and confidently embraces change when the personal outcome is unclear.


*External performance benchmark: Level 4 Seeks challenges

Core question


Does the individual consistently take on challenges in new areas and take actions and decisions independently?



















Seeking information - 22.4


Team leaders and specialist employees

Seeking information is a keen desire to gain a clear picture of what has happened or is happening in the workplace. It ranges from asking searching questions to having a systematic approach to 'keeping a finger in the pulse' inside the organisation, and tapping into external sources.

Why it is important


In an industry where safety is paramount and there are significant challenges to be faced, it is important that team leaders and specialist employees take well informed actions to improve performance and implement changes.





















Cluster: Deciding what to do

Level

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Personally investigates
When a problem occurs, personally goes out to discover what happened, getting the full story from those involved.

3.Gets to the root of a situation
Is not content with superficial responses or just technical data. Digs deeper to get at the underlying issues and root causes. Contacts others not directly involved, but with relevant experience, to gain their views on the situation.

*4.Thoroughly investigates
Sets up consultations with team members and other colleagues to establish what to do and how to do it, considering 'hard' and 'soft' data. Commissions research or analysis using information from a range of sources to gain a clearer picture.

5.Habitiually gathers information
Personally establishes on going methods for gathering information and knowing what is going on in the workplace. This may include formal but purposeful contacts with those both inside and outside the team, intentionally keeping an ear to the ground in order to anticipate professional or personal problems. It may also include regular reviews of external or unusual sources (e.g. publications or other companies using new ideas and techniques).


*External performance benchmark: Level 4 Thoroughly investigates

Core question

Does the individual go beyond the obvious and seek out information?























Seeing patterns - 22.5


Team leaders and specialist employees

Seeking information is the ability to apply ideas, learning and techniques to different situations. It ranges from 'common sense', through applying experience and models to work situations, to translating complicated ideas into simple messages.

Why it is important


To improve the performance of our business, team leaders and specialist employees need to address opportunities and problems creatively, seeking innovative solutions and applying learning from past experience to issues as they arise. It is important that team leaders and specialist employees should apply knowledge and skills from outside and inside the company to avoid 're-inventing the wheel' and to ensure that best practice is applied consistently throughout the company.













Cluster: Deciding what to do

Levels

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Uses common sense and experience
Uses simple 'rules of thumb', common sense and past experience to identify problems. Recognises when a current situation is exactly the same as another situation.

3.Sees patterns and makes comparisons
When looking at current situations, he/she sees patterns, trends or missing pieces. Thinks beyond the boundaries of his/her work area. Compares current situations with past experiences or with situations elsewhere (both inside and outside BNFL) and identifies similarities or differences. Uses comparisons to understand current business situations or issues.

*4.Applies best practice and learning
Uses learned tools and techniques, internal and external 'best practice' models and other learning to resolve issues and improve performance. Thinks laterally and creatively to solve problems or do things more effectively. Learns from the best and seeks implementation opportunities.

5.Clarifies complex data or situations.
Translates complicated ideas and information into simple models, messages and pictures. Uses his/her working knowledge and experience to make sense of work situations outside his/her own area of expertise and experience.


*External performance benchmark: Level 4 Applies learned models and techniques

Core question

Does the individual see patterns and identify core issues in a mass of data?






















Thinking things through - 22.6


Team leaders and specialist employees

Thinking things through is
the ability to think things through in order to make plans for work activities. This competency includes thinking logically and setting priorities. It ranges from establishing the relative importance of tasks to doing complex analyses using a variety of tools and techniques.

Why it is important


Only by a thorough and logical approach can team leaders & specialist employees ensure that the most important things are done first. Thorough analysis is also very important in ensuring the safe operation of plant or delivery of services.













Cluster: Deciding what to do

Levels

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Is able to prioritise
Can put tasks and problems in order of importance and priority. Manages his/her own time efficiency.

3.Breaks down problems
Is able to break down problems into constituent parts. Establishes pros and cons of different options.

*4.Sees casual links
Is able to sort out possible causes and chains of events when faced with multiple relationships. Analyses inter-relationships and can think ahead to potential problems and solutions.

5.Makes complex plans or analyses
Breaks apart complex problems into component parts using several analytical techniques. Uses these techniques to identify potential solutions and assesses the value of each.


*External performance benchmark: Level 4 Sees casual links

Core question

Does the individual understand cause and effect chains?















Understanding people - 22.7


Team leaders and specialist employees

Understanding people is an awareness of what other peoples concerns are, what they are thinking and feeling. It ranges from being a good listener and understanding people as individuals to understanding what makes people tick and being aware of their concerns, as well as being able to assess strengths and weaknesses.

Why it is important


It is important for team leaders and specialist employees to understand the concerns, needs and motives of others, both individually and in groups, to motivate them to perform well and ensure that their skills and capabilities are used and developed effectively. A real understanding of people also helps team leaders and specialist employees to persuade and convince people to change their ways of working and to communicate effectively.








Cluster: Deciding how to do it

Levels

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Understands emotions and/or explicit meanings
Understands the meanings of what people say. Recognises how other people are feeling.

3.Understands hidden meanings
Understands hidden or poorly expressed messages, unspoken thoughts, concerns and feelings. Identifies and correctly interprets verbal and non-verbal signals (e.g. body language, tone of voice)

*4.Assesses strengths and weaknesses
Identifies and asses an individual's or team's specific strengths and weaknesses, presenting a balanced picture.

5.Understands underlying issues
Understands other people's underlying problems or the reasons for someone's continuing or long-term feelings, behaviour or concerns. Traces behaviour back to its root causes. Understands how groups operate and processes which help or impede team effectiveness.

*External performance benchmark: Level 4 Assesses strengths and weaknesses

Core question

Is the individual able to 'read' other people's thoughts and feelings accurately?













Resilience - 22.8


Team leaders and specialist employees

Resilience is about keeping going when the going gets tough. It involves being determined to overcome obstacles, bouncing back after setbacks and managing stress effectively. It ranges from expressing optimism to showing stamina under long-term pressure.

Why it is important

Resilience is important when trying to change what is done and the way things are done in a business with many historical attitudes and practices which may no longer be appropriate. Team leaders and specialist employees may find themselves facing considerable resistance and barriers to change from others and need to maintain their own and others focus, enthusiasm and commitment to achieve required results.











Cluster: Deciding how to do it

Levels

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Expresses optimism
Sees positive possibilities in situations even in the face of difficulties or negative behaviour in others. Keeps his/her emotions under control in stressful situations in order to maintain focus.

3.Overcomes obstacles
Takes action to overcome immediate obstacles. Manages his/her feelings and emotions effectively whilst continuing to act calmly to get the job done.

*4.Maintains an optimistic outlook
Remains upbeat and focused even after several setbacks or disappointments. Persists with solving problems in the face of active resistance.

5.Manages pressure effectively
Demonstrates stamina when working under pressure over long periods of time. Keeps functioning effectively or responds constructively despite ongoing pressure or resistance. Seeks to protect others from high levels of stress.

*External performance benchmark: Level 4 Maintains an optimistic outlook

Core question

Does the individual stay focused and optimistic in the face of obstacles and opposition?














Integrity - 22.9


Team leaders and specialist employees

Integrity is being straight and open with people and standing up for what you believe in. It also concerns treating people as you would like to be treated. It involves generating commitment and trust by acting consistently both within and outside the workplace. It ranges from communicating openly to challenging others when significant personal risk is involved.

Why it is important

Team leaders and specialist employees need to have credibility with and respect from their work colleagues to operate effectively. They therefore need to be open and honest with others, to deal directly with issues and concerns and to 'walk the talk'. They also need to learn from mistakes and to welcome constructive feedback from others as a means of improving their own performance.















Cluster: Deciding how to do it

Levels

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Is open with others
Ensures that safety is the first priority at all times. Communicates openly and honestly even in difficult situations. Listens to and seeks feedback from others.

3.Acts on beliefs
Openly challenges unsafe practices and behaviours. Treats people fairly and with care. Is honest in relationships with others, including peers, team members, colleagues, customers, suppliers. 'Walks the talk'.

*4.Acts on beliefs when it is difficult to do so
Puts his/her head above the parapet. Welcomes feedback from others. Is prepared publicly to admit mistakes. Takes personal risks to ensure the right thing is done.

5.Takes action based on beliefs and values when significant personal risk is involved.
Challenges more senior people to act in line with values. Expresses feelings and views directly and honestly and listens to other views and opinions. In difficult situations, remains objective and fair even when his/her personal feelings are affected. Promotes and models the highest standards of professional conduct, ethics and integrity.

*External performance benchmark: Level 4 Acts on beliefs when it is difficult to do so.

Core question

Does the individual act in line with beliefs and values and gain the respect of team members and others?


















Organisational awareness - 22.10

Team leaders and specialist employees

Organisational awareness is the ability to understand how things get done in the organisation and to use this for positive business outcomes. It ranges from understanding the formal structure and procedures to knowing who are the key influencers and who can get things done.

Why it is important

In a flatter organisation, team leaders and specialist employees need a greater understanding of who can help them get things done than previously. Fluid working, where they network and access the expertise of others across the organisation and identify and use people who can influence outcomes, means that the delays associated with unnecessary bureaucracy and red tape are avoided, ensuring more efficient working.








Cluster: Deciding how to do it

Levels

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Understands formal structure
Understands formal structure, procedures, rules and regulations, and acts in accordance with these where appropriate.

3.Understands informal structure
Understands informal structures and the way things get done, including identifying and using key people, networks and influences to get things done to benefit the business.

*4.Understands the culture
Understands the culture of the organisation and what can and cannot be done at particular times. Using this understanding to prioritise and pace change to benefit the business and to overcome resistance to required business changes.

5.Understands the policies
Understands individual and group sensitivities in the organisation and uses his/her own appreciation of the politics to approach and deal successfully with issues to achieve business benefits.

*External performance benchmark: Level 4 Understands the culture

Core question

Does the individual understand how things get done in the organisation?

















Team leadership - 22.11


Team leaders and specialist employees

Team leadership is the ability to lead and motivate people to work together towards common goals. It ranges from keeping people in the picture to acting as a role model for other team members.

Why it is important

The effective working of teams at all levels is vital for BNFL's business success. Team leaders and specialist employees play a key role in leading teams, whether permanent, project or temporary, to achieve business results. It is important that these teams are motivated, clearly understand their objectives, and have the information and resources required to complete their tasks effectively.
















Cluster: Delivering results

Levels

1. Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2. Keeps people informed
Lets people know what is happening and keeps them informed about changes and how these may affect them. Explains the reason for decisions and changes to plan.

3. Promotes team effectiveness
Takes action to improve the overall effectiveness of the team and individuals within it. Implements effective processes for successful team working and is able to demonstrate flexibility in leadership style. Ensures group tasks are completed to achieve agreed business results. Involves others in decision making where appropriate. Uses appropriate reward and recognition strategies, where appropriate.

*4. Generates commitment
Creates enthusiasm and commitment to team goals. Supports and builds the team's confidence and reputation. Uses appropriate reward and recognition strategies, where appropriate. Is perceptive to team dynamics and is able to use a wide range of leadership styles to suit differing situations.

5. Acts as a role model
Consistently and visibly leads by example and sets the standards for teams and colleagues. Fully empowers all team members while retaining accountability for results. Acts as a role model for effective teamworking.

*External performance benchmark: Level 4 Generates commitment

Core question

Does the individual lead individuals and groups to work
effectively together?




















Developing people - 22.12


Team leaders and specialist employees

Developing people arises from a concern to help individuals grow and maximise their potential. It involves recognising the importance of training and development in improving performance and actively working to improve the skills and capability of team members and other colleagues, identifying and fostering development of transferable skills.

Why it is important


Team leaders and specialist employees have an integral role to play in developing and nurturing the skills and abilities of team members. For world-class performance, all BNFL employees need to improve performance. As their careers progress, they need to take on bigger roles and wider responsibilities with confidence. Developing employees to be able to do this is an integral part of the role of all team leaders and specialist employees in BNFL.










Cluster: Delivering results

Levels

1. Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2. Gives constructive feedback
Gives specific positive and challenging feedback, and identifies relevant areas for individuals to improve performance. Is personally involved in demonstrating how to do things or making suggestions on how to improve performance.

3. Provides development opportunities
Identifies the skills and development needs of individuals and teams, and takes the time to transfer knowledge and give on-the-job coaching to improve contribution in short and long term.

*4. Spots latent ability
Recognises individuals who have considerable growth potential and works to develop them them beyond the current job requirements.

5. Fosters a learning culture
Proactively encourages individuals to reflect and learn from experience and suggest specific ways of improving through individual coaching. Supports and maintains a learning culture for individuals and teams, in his/her working area.

*External performance benchmark: Level 4 Spots latent talent

Core question

Does the individual work to develop the skills and abilities of others for the benefit of the company?














Persuading people - 22.13


Team leaders and specialist employees

Persuading people is about winning the hearts and minds of team members and other colleagues to deliver improved performance, change things or resolve problems. Persuading people includes knowing who to persuade and how to persuade them, and then using the language and arguments that will be understood and accepted. This ranges from the simple use of logical arguments to convincing others through building support or alliances and focusing on what will interest others to sell his/her ideas.

Why it is important


Team leaders and specialist employees have a key role to play in translating BNFL's strategy and objectives into practical actions and changed ways of working. It is important that they use their knowledge of people and local issues to persuade and convince team members and other colleagues to become actively involved in improving the performance of the company in all areas.










Cluster: Delivering results

Levels

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Takes action to persuade.
Uses direct persuasion in a discussion or presentation. This includes the use of logical argument, appealing to reason or outlining the benefits of following a particular path. Persists in attempts to influence in pursuit of a single goal. Questions and listens actively.

*3.Adapts a presentation
Tailors a presentation or discussion to appeal to the interest and experience of others. Anticipates and prepares for other's reaction. Is aware of his/her personal impact.

4.Uses lively persuasion
Deliberately uses vivid, high-impact ways to persuade other to catch and fire their imagination and to make them stop and think.

5.Uses indirect persuasion
Uses others to help convince. Uses chains of influence ('get A to tell B, who will tell C') based on an understanding of the likely response of the person he/she is trying to persuade.

*External performance benchmark: Level 4 Adapts a presentation

Core question

Does the individual deliberately try to persuade and influence others?

















Holding people accountable - 22.14


Team leaders and specialist employees

Holding people accountable is taking action to ensure that others fully contribute to the team and the business. It includes telling people clearly what is expected of them, setting and monitoring performance standards and taking clear appropriate action when those standards are not met.

Why it is important


A world-class organisation needs world-class people. Team leaders and specialist employees have a key role to play in setting and communicating clear and stretching standards of performance and behaviour. They must ensure that these are reached and improves through clear accountabilities. This competency is vital in an industry where safety and other aspects of quality are of paramount importance within an empowered environment. As such it is a critical element of all team leaders' and specialist employees' roles in BNFL.










Cluster: Delivering results

Levels

1. Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2. Sets clear, consistent expectations and goals
Within the context of his/her own work area describes standards, expectations and goals in ways which make it clear how performance will be measured for delivered work, customers, projects etc. Sets, monitors and reviews performance against clear standards including safety, business and housekeeping standards. Takes timely action when performance standards are not being achieved.

3. Sets limits and boundaries
Firmly says "no" to unreasonable requests. Sets clear limits for others' behaviour and performance. Allows employees and contractors to make their own mistakes within clear boundaries and uses formal or informal reviews to learn from experience. Deals effectively with poor performance.

*4. Demands high performance
Insists on high levels of performance all round. Uses formal and informal reviews to stretch and challenge performance. Ensures that standards and agreed objectives are met. Creates a safe, constructive and challenging work environment.

5. Demands standards of excellence
Establishes uncompromising standards of excellence. Encourages personal responsibility and discipline throughout the teams for which he/she is responsible and takes timely and appropriate action to address performance problems.

*External performance benchmark: Level 4 Demands high performance

Core question

Does the individual take action to establish clear goals and standards, review performance, stretch individuals and groups and hold them accountable for their performance?













Taking action - 22.15


Team leaders and specialist employees

Taking action is the urge to deal with problems and opportunities, rather than just thinking about them or waiting for others to act. It ranges from 'fire-fighting' to taking proactive action now to minimise future problems or maximise future opportunities.

Why it is important


A key element of a team leader and specialist employees role is to take personal action to deal with current opportunities and problems and also to anticipate and address proactively problems and opportunities which may occur in the future. This is important so that team leaders and specialist employees can step outside immediate 'fire-fighting' activities to take action to improve future performance and effectiveness.









Cluster: Delivering results

Levels

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Address current problems, barriers and opportunities
Recognise and acts promptly to address current problems, barriers and opportunities.

3.Acts decisively in a crisis
Takes the initiative and does more than is required or expected in the job. Responds quickly and decisively in a crisis. Is not daunted and does not panic. Thinks through options and takes necessary action to address crises. Ensures plans are implemented with a sense of urgency.

*4.Thinks ahead and takes action
Thinks ahead about obvious commercial or operational problems, barriers or opportunities, thinking weeks ahead.

5.Acts on future problems, barriers or opportunities which are not obvious to others.
Anticipates and acts on commercial or operational problems, barriers, opportunities or changes, which may lie some months ahead and are not obvious to others.

*External performance benchmark: Level 4 Thinks ahead and takes action

Core question

Does the individual think ahead of the present to act on future problems, needs or opportunities?















Working in Teams - 22.16


Team leaders and specialist employees

Working in teams is the drive and the ability to work co-operatively with others to achieve a shared goal, rather than independently. The team may be the immediate team, or a project team, or the wider Group/Functions of BNFL.

Why it is important


In fluid, cross functional team working every member of the team needs to pull their weight. This is not only in their areas of expertise, but also in taking responsibility for making sure the whole team is being effective and reaches its goals.




















Cluster: Delivering results

Levels

1.Little evidence of demonstrated competency
An area which requires significant and urgent improvement.

2.Shares own expertise
Makes his/her own experience accessible to the rest of the team, and takes responsibility for ensuring it adds value to what the team is there to do. Understands his/her role as a team member and participates effectively to meet team objectives.

3.Focuses the team
Takes responsibility for ensuring the team is correctly focused on the real issues and is not diverted from its purpose. Effectively uses team building processes to improve performance. Ensures that members have clear roles and accountabilities. Keeps stakeholder interests firmly in mind. Keeps the team on course to meet its objectives.

4.Challenges others
Challenges other members of the team and is prepared to ask 'basic' or 'awkward' questions, and test others thinking. Actively encourages team members to use their skills and strengths to meet team goals.

5.Leverages the value of the team
Surfaces and resolves issues that may be blocking the progress of the team, and ensures that the contribution of all members is fully utilised.


External performance benchmark: None

Core question

Is the individual doing all they can to make the team successful?

























Broad Roles
4.
Band 4 Broad Roles - Team Leaders and Specialist Employees
BR4/006 Zone B - Engineering Project Advisor (November 2000)

Role Purpose: Is competent to detailed design schemes and drawings and supporting calculations. May supervise a small number of draughtsmen.

Deliverables


Indicators of performance

Technical Competencies

Behavioural Competencies
Team leaders and specialist employees

MANDATORY

Level

 

Managers/team leaders

Level

31.1

Knowledge of BNFL

1

22.1

Drive and energy

3

31.2

Management of safety

1

22.2

Delivering for customers

3

31.3

Using IT at work

1

22.3

Self Confidence

3

COMMON

 

22.6

Thinking things through

3

34.2

Delivering engineering solutions

1

22.7

Understanding people

3

34.5

Managing suppliers and contractors

1

22.8

Resilience

3

36.5

Managing financial performance

1

22.9

Integrity

3

39.9

Scheduling and planning work

1

22.11

Team leadership

3

 

 

 

22.12

Developing people

3

JOB SPECIFIC
Select up to 7 job specific technical competencies and levels.

 

22.14

Holding people accountable

3

 

 

Individual contributors

 

 

22.1

Drive and Energy

3

 

 

 

 

 

22.1

Delivering for customers

3

 

 

 

22.4

Seeking information

3

 

 

 

22.5

Seeing patterns

3

 

 

 

22.6

Thinking things through

3

 

 

 

22.9

Integrity

3

 

 

 

22.12

Developing people

2

 

 

 

22.13

Persuading people

2

 

 

 

22.16

Working in teams

2


Qualifications and Experience

Degree (minimum 2:2) in relevant engineering discipline or equivalent with typically at least 2 years design office experience.

OR lower professional qualification e.g. BTEC (typically gained through apprenticeship) with typically 5-8 years of design office experience.

A working knowledge of national and international codes, specifications and standards.

For internal candidates suitable relevant work experience may be considered in lieu of formal qualifications where appropriate.


Broad Roles
4.
Band 4 Broad Roles - Team Leaders and Specialist Employees
BR4/007 Zone C - Engineering Project Assistant (November 2000)

Role Purpose: Is competent to provide detailed working drawings and basic supporting calculations and assist the design engineer with contractors.

Deliverables


Indicators of performance

Technical Competencies

Behavioural Competencies
Team leaders and specialist employees

MANDATORY

Level

 

Managers/team leaders

Level

31.1

Knowledge of BNFL

1

22.1

Drive and energy

3

31.2

Management of safety

1

22.2

Delivering for customers

3

31.3

Using IT at work

1

22.3

Self Confidence

3

COMMON

 

22.6

Thinking things through

3

34.2

Delivering engineering solutions

1

22.7

Understanding people

3

34.5

Managing suppliers and contractors

1

22.8

Resilience

3

36.5

Managing financial performance

1

22.9

Integrity

3

 

 

 

22.11

Team leadership

3

JOB SPECIFIC

 

22.12

Developing people

3

 

Select up to 8 job specific technical competencies and levels

 

22.14

Holding people accountable

3

 

 

 

 

Individual contributors

 

 

 

 

22.1

Drive and Energy

3

 

 

 

22.1

Delivering for customers

3

 

 

 

22.4

Seeking information

3

 

 

 

22.5

Seeing patterns

3

 

 

 

22.6

Thinking things through

3

 

 

 

22.9

Integrity

3

 

 

 

22.12

Developing people

2

 

 

 

22.13

Persuading people

2

 

 

 

22.16

Working in teams

2


Qualifications and Experience

Recognised apprenticeship or BTEC in engineering discipline with typically 2-5 years relevant experience.

A basic knowledge of company codes, specification and standards.

For internal candidates suitable relevant work experience may be considered in lieu of formal qualifications where appropriate.


Broad Roles
4.
Band 4 Broad Roles - Team Leaders and Specialist Employees
BR4/008 Zone A - Senior Operational Engineering Adviser. (November 2000)

Role Purpose: Is competent to provide professional and technical expertise in support of operational plants, and/or provide a maintenance service to plants. The job holder will, where appropriate, manage a team of staff.

Deliverables


Indicators of performance

Technical Competencies

Behavioural Competencies
Team leaders and specialist employees

MANDATORY

Level

 

Managers/team leaders

Level

31.1

Knowledge of BNFL

2

22.1

Drive and energy

3

31.2

management of safety

2

22.2

Delivering for customers

3

31.3

Using IT at work

1

22.3

Self Confidence

3

COMMON

 

22.6

Thinking things through

3

34.3

Managing engineering processes and assets

1

22.7

Understanding people

3

34.4

Managing projects

2

22.8

Resilience

3

34.5

Managing suppliers and contractors

2

22.9

Integrity

3

36.5

Managing financial performance

1

22.11

Team leadership

3

39.4

Managing materials

1

22.12

Developing people

3

39.9

Scheduling and planning work

2

22.14

Holding people accountable

3

312.3

Knowledge of management systems

1

 

Individual contributors

 

JOB SPECIFIC

 

22.1

Drive and Energy

3

 

All job holders select up to 4 job specific technical competencies and levels except Engineer, Engineer Services and Site Engineer where up to 3 job specific technical competencies and levels should be identified.

 

22.1

Delivering for customers

3

 

 

22.4

Seeking information

3

 

 

22.5

Seeing patterns

3

 

Engineer, Engineer Services, Site Engineer

 

22.6

Thinking things through

3

39.2

Improving plant performance

2

22.9

Integrity

3

 

 

 

22.12

Developing people

2

 

 

 

22.13

Persuading people

2

 

 

 

22.16

Working in teams

2


Qualifications and Experience

Degree (minimum 2:2) or equivalent in relevant engineering discipline with typically more than 2 years relevant experience.

OR lower professional qualification with typically 8-10 years relevant experience, together with 2-3 years experience at an operating site.

Ideally chartered status.

For internal candidates suitable relevant work experience may be considered in lieu of formal qualifications where appropriate.


Broad Roles
4.
Band 4 Broad Roles - Team Leaders and Specialist employees
BR4/009 Zone B - Operational Engineering Adviser (November 2000)

Role Purpose: Is competent to provide a specialist engineering service in support of the business.

Deliverables


Indicators of performance

Technical Competencies

Behavioural Competencies
Team leaders and specialist employees

MANDATORY

Level

 

Managers/team leaders

Level

31.1

Knowledge of BNFL

2

22.1

Drive and energy

3

31.2

Management of safety

2

22.2

Delivering for customers

3

31.3

Using IT at work

1

22.3

Self Confidence

3

COMMON

 

22.6

Thinking things through

3

34.3

Managing engineering processes and assets

1

22.7

Understanding people

3

34.5

Managing suppliers and contractors

2

22.8

Resilience

3

36.5

Managing financial performance

1

22.9

Integrity

3

39.9

Scheduling and planning work

1

22.11

Team leadership

3

312.3

Knowledge of management systems

1

22.12

Developing people

3

315.9

Knowledge & Interpretation of regulatory requirements

2

22.14

Holding people accountable

3

JOB SPECIFIC

 

 

Individual contributors

 

All job holders select up to 5 job specific technical competencies and levels except Engineer, Engineering Services where up to 2 job specific technical competence and level should be identified.

22.1

Drive and Energy

3

22.1

Delivering for customers

3

22.4

Seeking information

3

22.5

Seeing patterns

3

 

Engineer, Engineering Services -

 

22.6

Thinking things through

3

34.1

Cost estimating

1

22.9

Integrity

3

312.1

Auditing & assessing

1

22.12

Developing people

2

312.4

QA & Control

2

22.13

Persuading people

2

 

 

 

22.16

Working in teams

2


Qualifications and Experience

Degree (minimum 2:2) or equivalent in relevant engineering discipline with typically at least 2 years relevant experience.

OR lower professional qualification with typically 5-8 years relevant experience, together with 2-3 years experience at an operating site.

Ideally chartered status or working towards chartered status.

For internal candidates suitable relevant work experience may be considered in lieu of formal qualifications where appropriate.


Broad Roles
4.
Band 4 Broad Roles - Team Leaders and Specialist Employees
BR4/014 Zone A - Senior Technical/Functional Adviser (November 2000)

Role Purpose: Is competent to provide support services of a technical & non-technical nature, with a level of professional input in the execution of these roles and activities. May manage a group of staff.

Deliverables


Indicators of performance

Technical Competencies

Behavioural Competencies
Team leaders and specialist employees

MANDATORY

Level

 

Managers/team leaders

Level

31.1

Knowledge of BNFL

2

22.1

Drive and energy

3

31.2

Management of safety

1

22.2

Delivering for customers

3

31.3

Using IT at work

2

22.3

Self Confidence

3

COMMON

 

22.6

Thinking things through

3

36.5

Managing financial performance

1

22.7

Understanding people

3

37.6

Driving and facilitating change

1

22.8

Resilience

3

312.3

Knowledge of management systems

2

22.9

Integrity

3

316.2

Managing and retrieving information

2

22.11

Team leadership

3

316.3

Planning and controlling work

2

22.12

Developing people

3

JOB SPECIFIC

 

22.14

Holding people accountable

3

All job holders select up to 6 job specific technical competencies and levels except Office Manager & Officer roles where up to 4 job specific technical competencies and levels should be identified.

 

Individual contributors

 

22.1

Drive and Energy

3

22.2

Delivering for customers

3

22.4

Seeking information

3

Office Manager & Officer roles

 

22.5

Seeing patterns

3

316.1

Applying company policies and procedures

3

22.6

Thinking things through

3

316.4

Producing and presenting information to high standards

3

22.9

Integrity

3

 

 

 

22.12

Developing people

2

 

 

 

22.13

Persuading people

2

 

 

 

22.16

Working in teams

2


Qualifications and Experience

Graduate (minimum 2:2) or equivalent in relevant discipline with typically more than 2 years experience.

OR, where appropriate, part professional qualification with typically 5-10 years relevant experience.

Where appropriate, ideally accredited to an appropriate professional body.

For internal candidates suitable relevant work experience may be considered in lieu of formal qualifications where appropriate.