Human and organisational factors as key levers of performance in D and D project management - 59323

Document available in abstract form only. Full text of publication follows: In a number pf D and D projects, the type of installations to be dismantled and the variety of their equipments (glove-boxes, tanks..) and the products present on site (plutonium, uranium) in the form of powder are making many operations manual ones. Key phases in HR and organisation management: - The first D and D experience, the learning curve ramp-up - To begin any project, you usually try to benefit from benchmark of similar projects to be able to build up the first scenario, by using the best practices. The first experimental team consisted of operators who already had experienced dismantling at least once in the course of their career. This first dismantling operation is preferably to be conducted on an installation relatively poorly contaminated. This was to implement the correct techniques thus reducing the consequences of a possible unforeseen event. The capitalisation on the return on experience The success of this first dismantling site operation allowed us to implement a process of experience feedback to build the scenarios and the operating procedures of the following sites. In particular, targeted safety-security stop points are positioned for validation on the operations by people responsible for safety and security