[PPT] - Project Managers Assessment Overall performance for the Tank PowerPoint Presentation

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Overall performance for the Tank Operations Contract (TOC) is favorable with a cumulative-to-date cost performance index (CPI) of 1.01 and schedule performance index (SPI) of 0.99. The FY 2018 CPI is 1.04 with the FY SPI at 0.95. The Project Management Institute (PMI) named the AY-102 Recovery Project its international Project of the Year at its Global Conference in Chicago. PMI’s Project

f the Year recognizes large, complex projects that cost in excess of $100 million and demonstrate superior performance of project management practices, superior
rganizational results and positive impacts on society. The AP exhauster upgrade won the PMI Excellence Award. The project was one of only two awards for the

North American region. The PMI award recognizes, honors and publicizes project teams, and their companies, for superior performance while executing commendable project management principles. Low Activity Waste Pretreatment System General: Last period, on October 23, 2017, the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would deviate significantly from the previous LAWPS design. As a result, progress on the previous design was slowed during November, and on November 20, 2017, a Stop Work Order was issued to the Architect Engineer (A/E) directing them to cease work on all previous design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. WRPS worked with ORP and the A/E to stop the work in a prudent manner with significant design details being considered. This process required significant time to ensure it was communicated effectively, thus the associated costs continued until the official notice was delivered and will be discussed in the detailed variance analysis reports. Design: Design changes are currently being planned and a detailed plan is expected to be issued in January 2018. Permitting: The Resource Conservation and Recovery Act (RCRA) Package #1 of 3 was submitted to ORP for review and submission to the State of Washington, Department of Ecology (Ecolgy) in June, on schedule. Follow-on public review meetings have been conducted. Significant changes discussed above in the “General” section will impact future permitting efforts. Integrated Testing: Significant changes discussed above in the “General” section impact the overall testing strategy and changes are being planned. New testing requirements will be determined when the system specification/design is more mature. The last test for the Integrated Scale Test started, and WRPS is de-scoping the Cross Flow Filter (CFF) Foulant Testing. Pacific Northwest National Laboratory (PNNL) is completing the remaining carryover testing scope from FY17, which consists of writing the reports. Procurement (Long Lead Equipment): The ion exchange column design and CFF design contract was awarded to AECOM with design underway. The Bridge Crane, Process Valves and ASME tanks have started design also; however, with the change in design strategy, WRPS is working with ORP on issuing a formal change of direction to the various subcontractors. The Bridge Crane design was completed in November and the Xomox Seismic/SIL calculation milestone was earned. Construction: WRPS is working with ORP on issuing formal change of direction; the previous Site Prep request for proposal (#300951) was canceled on November 21, 2017. Key Upcoming Activities: WRPS’s main focus is working with the A/E to detail plan the design change schedule. The detail plan from the A/E will supplement the WRPS cost and schedule proposal to DOE as part of the CP-18-007 submittal in March 2018. November 2017 2

Project Manager’s Assessment

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Project Manager’s Assessment (cont.)

SST Retrieval C-105 Retrieval Operations: Tank C-105 retrieval was completed to the limits of three technologies on November 3, 2017. The engineering estimated final residual waste volume remaining is 4,800 gallons, which consists of 2,200 gallons of sludge and 2,600 gallons of residual liquid from the final triple rinse cycle. The POR107 exhauster was secured in response to Ecology concerns that evaporation of the liquid wastes in the tank may be outside permit conditions. Efforts are underway to clarify and address Ecology’s issues. Restoration of the POR107 exhauster to service is desired at least 45 days prior to performing the camera computer-aided design modeling system videos. Passive or active ventilation helps to minimize residual liquids, thus allowing WRPS to more accurately estimate the residual solid waste volume prior to retrieval completion certification, accelerate post-retrieval sampling necessary to meet the M-45-86 Tri-Party Agreement milestone for C-105, and more accurately estimate risks associated with the residual waste for closure planning. C-105 Construction and Equipment Disposal: Construction crews completed packaging of legacy Mobile Arm Retrieval System contaminated equipment. Shipment

f the remaining packages is scheduled to be completed by the end of December 2017.

C Farm Stabilization: Fieldwork to disconnect power to hydraulic power units (HPUs) within C Farm began in late November. After the HPUs have been disconnected, the units will be removed from the farm, staged in a Radioactive Material Area for crews to drain the hydraulic fluids, and prepared for disposal. Field crews also disassembled the heating tent structures at the C-Farm POR 138 exhauster valve and the POR134 exhauster diversion boxes. Hose-in-Hose Transfer Line (HIHTL) Removals: Work package development continued in preparation for installing the new self-contained breathing apparatus (SCBA) Bottle Handling Tent for AN Farm. The tent will support donning and doffing of SCBA equipment for the large crews performing HIHTL removal in AN Farm in

FY18. Crews continued removing shield plates and hose barns from the Tank AN-101 to the POR138 exhauster transfer route.

AY-102: The AY-102 Recovery Project Phase 3 and Phase 4 scope continued to be defined as strategies to complete Phase 3 scope developed. The strategies were based on changes to tank layup scope as requirements for tank closure and isolation were established. WRPS transmitted a letter to ORP documenting completion

f the inspection of the leak sites as required by Section II.B.5.c of the Settlement Agreement No. 14-041c. Based on evaluations of the inspection data, WRPS

recommended that ORP proceed with closure of Tank AY-102. The project will provide an Inspection Report to ORP for transmittal to Ecology within 60 days following completion of the tank leak site inspection. The draft inspection report was under preliminary internal review. The project was developing planning documents to support an alternative to pumping liquid waste directly to another double-shell tank (DST) through the DST-to-DST transfer system. The proposed alternative would reduce planned resources required to support modification of AY-102 pit A. The project briefed ORP management on alternatives for transfer of waste from the annulus without modification of the existing annulus pumping system. The brief included benefits of reducing impacts to other WRPS baseline field execution schedules. The project provided support to heating, ventilating, air conditioning and mechanical engineering to develop technical bases required to return the annulus exhauster preventative maintenance to active status. AX Farm Equipment Removal: Crews completed removal of the AX-102 pit A riser 5A and 5B pumps and cleanout of AX-103 pit D. Demobilization from the AX-102 pit A riser 5A pump removal continued. Crews continued preparations for removal of the AX-104 pit C riser 1A sluicer, commenced cleanout of AX-103 pit C and continued preparations for cleanout of AX-101 pit B. November 2017

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Project Manager’s Assessment (cont.)

One System, Chief Technology Office and Closure SST Closure: All of the documents required for closure of Waste Management Area C were provided to the appropriate reviewing authority. The comments provided for the DOE Order 435.1 Waste Incidental to Reprocessing Basis document were being closed with DOE-HQ personnel and will be delivered to DOE-HQ for approval by the end of December. Ecology comments received to date are being addressed, and weekly meetings are in progress to address and close their comments. Closure & Interim Measures: Four of five FY18 Waste Management Area (WMA) C Closure Projects began. The four Closure Projects are Grout Testing, 241-C-200 Series Tanks Closure Design, 241-C-301 Pre-Retrieval Sampling and Analysis, and WMA C Equipment Removal Evaluation. A fifth Closure Project, 244-CR-Vault Pre- Retrieval Sampling and Analysis, will begin later in the fiscal year. Tank Farm Projects AP-106 Pump Replacement: The AP-106 pump was shipped to the Environmental Restoration Disposal Facility, and the pump replacement crew mobilized to the next tank to begin preparations for pump replacement scheduled in Quarter 2 of FY18. Grab Sampling: The sampling team continued to support in-process sampling at C-105 for the Retrieval organization. The grab sample was completed for Tank AP- 107 and the samples were shipped for analysis. This liquid sampling is necessary to ensure Production Operations compliance with the authorization basis and environmental regulations. Following completion of the sludge weight measurements at Tanks AP-103 and AP-104, the sampling crew will set-up to sample Tank AW-102. SX Interim Barrier Construction: Construction of the evaportranspiration basin for SX Interim Surface Barriers (ISB) 1 and 2 continued. The design of the SX Expansion Barrier, designed to cover the northern portion of the 241-SX Tank Farm which will not be covered by SX South and SX North Barriers (Barriers 1 and 2),

continued. The 60% design review of the SX Expansion Barrier and SX ISB (Barrier 3) is underway. The subcontractor completed the anchor trench excavation and

soil compaction to complete the basin footprint. The access road at the north side of the basin was nearly complete; all obsolete piping was removed from the south side of the basin; and the north berm final soil lift was being applied. Liner layout, high-density polyethylene panel rollout and welding of seams commenced. Leak Detection Relay Replacement Pilot: The construction acceptance testing and operation acceptance testing were performed successfully on the newly installed leak detection relays for the pilot program in AP Farm. Design media for the assemblies of the mounting wireless transmitters in SY Farm began. DNFSB Recommendation 2012-2 SS Airflow Instrumentation: Mechanical installation of the Safety Significant airflow instrumentation at AW Farm began on tanks #1 and #2. The project team forecasted completion of the mechanical installations in AW Farm in mid-December. In AP Farm, the exhaust fan control loop tuning and checkout were performed following vent and balance. Single Shell Tank Integrity Visual Inspections: The visual inspection was completed at Tank BX-102, completing the final visual inspection rescheduled from FY17. The camera crew will start visual inspections in T Farm soon, working toward meeting FY18 commitments. November 2017

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Project Manager’s Assessment (cont.)

Comprehensive Vapors Action Plan Chemical Protection Program Office: The DOE Office of Enterprise Assessment (EA-32) Team returned to WRPS in early November for a follow-up review of Hanford Tank Farms vapor issues. The team hosted focus groups, facilitated individual interviews, and reviewed reports and meeting minutes as they documented WRPS’s tank farm vapor improvements. Overall the EA-32 Team were complementary of the progress that has been achieved since the last visit and indicated that overall evaluation scores were up in all categories from the original evaluation. The Chemical Protection Program Office continues to support EA-32’s document review requests. Strobic Air Dilution Fan: Efforts are still ongoing to award Strobic a fabrication contract. The contract will allow Strobic to perform a factory acceptance test in FY18 to evaluate the capabilities of a mobile, skid-mounted unit to support future Hanford activities. After Strobic completes their factory acceptance testing at their facilities, the unit will be shipped to Hanford for a field test toward the middle of 2018. A test plan will be needed to support the bench-scale test. A statement-of- work (SOW) was started to procure the resources needed to prepare the test plan. AX Farm: A declaration of readiness was announced as both the POR-126 and POR-127 Operational Readiness Checklists were approved and completed. C2Sense has delivered the first ammonia sensor prototype. As a first prototype, a number of improvements to the system will be made before it goes into production. Five additional prototypes were delivered to WRPS at the end of November. Designing efforts have been initiated for the AX Farm stack monitors. The SOW to obtain Cerex support for stack monitoring activities was still in draft. The Plant Forces Work Review draft, which will address the stack monitor installation, was submitted for comment. Vapor Monitoring and Detection System (VMDS): Numerous activities were performed in support of permanent installation of the VMDS equipment in AP Farm. The activities included resolving comments on the Phase 2 Pilot-Scale Report, replacement of a defective probe filter on B train and continued preparation of cabinet

drawings. Efforts were on-going to collect samples during upcoming waste transfers to support the development of the Autosampler.

Nucon Vapor Abatement Unit (VAU): WRPS issued contract revisions to PNNL and TerraGraphics for FY18 scope and funding. The PNNL and TerraGraphics contracts allow for continued support of bench-scale activities. All paperwork and approvals for the NUCON contract for support of the propane-to-diesel conversion design were completed. Work continued on the preparation of the technology maturation plan for the NUCON vapor abatement unit. Industrial Hygiene (IH) Technical Basis and IH Program: WRPS and its subcontractors completed a Chemical Vapors Requirements Flow Down and gap analysis. Based on the gap analysis, WRPS developed an IH Manual and developed or revised documents and procedures to institutionalize the chemical vapors aspects of the IH program. The IH manual was drafted with specific focus given to institutionalizing the chemical vapors elements. It contains 17 revised or new implementing documents and procedures and was being routed for approval through the work review flow and approval process. These changes will be fully implemented in FY18. Tank Farms Public Address System for Event Notification: Crews were working on excavation for conduit installation to the Public Address (PA) system speakers in AP Farm. The subcontractor will pull and terminate wire to the speakers, to be followed by PA system functional testing. This will complete the PA system installation in the 200 East Area. November 2017

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Project Manager’s Assessment (cont.)

Production Operations Production Operations continued to identify Tank AY-102 annulus exhauster prerequisites required to return the exhauster to operation. A status of actions and schedule were being created for distribution. Crews witnessed the solidification of the three-gallon Hanford low-activity waste (LAW) sample at Perma-Fix Environmental Services, Richland. The material was used in a study performed in the 222-S Laboratory 11-A hotcell to obtain performance data on an ion-exchange resin considered for use in tank waste pretreatment systems, and to generate waste characterization data that may assist in future secondary waste or LAW treatment options. Engineering The requirements elicitation for the Electronic Routing Board (ERB) was completed. ERB will be the electronic version of the existing paper Routing Board. The Routing Board tracks the current field configuration, including “red-lines”, of the waste transfer systems and associated jumpers. Crews also completed the requirements elicitation for the Shift Operations Status Board. The Shift Operations Status Board will be a kiosk-style dashboard in the Central Shift Office displaying summary system and process information for operations. P&CS engineers:

Effluent Treatment Facility (ETF) crews installed a pump and one spool piece in support of the Basin 44 pump removal and replacement. Also, crews replaced the

thin film dryer mechanical seal and replaced filters in the load in filter bank.

Completed acceptance testing of a major upgrade to the Enterprise Data Historian (OSI-PI) System, which will add a new collection of modules called the PI Web
Applications. The PI Web Application includes the PI Engineering Data Verification and Validation tool, the PI Interstitial Liquid Level Analysis tool, the PI Baseline

Management tool (for process related baselines), and the comment maintenance tool (for viewing and adding comments to process related data). The PI Web Application modules are replacements for legacy modules that are being retired from the Personal Computer Surveillance Analysis Computer System.

Supported the formal project kick off for the SST Automation Project. Being a pilot project, scope identified a provision for design to include both wireless and

fiber optic connections to TY Farm from Tank Farms Local Area Network. This will transition level and temperature instruments, including any other manually monitored field equipment, to the Tank Farms Monitoring Control System (TFMCS).

The central operations division completed the wall scrubbing of riser 89 for ultrasonic testing activities in Tank AY-101.
Provided review and comment on design submittals from design agent, ARES Corporation, for the AP Farm exhauster stack monitor piping and instrument

diagrams (P&IDs) and installation drawings. Also supported several DOE assessment activities regarding vapors projects work performance level and temperature instruments, including any other manually monitored field equipment to the TFMCS. Additional November 2017 Items of Note

Brian Vance was selected as the new ORP Manager. Vance has more than 30 years of leadership experience while serving in key roles with Westinghouse,

AREVA, and as a career submarine officer in the Department of Defense acquisition programs and the Navy nuclear propulsion program. Vance began his new role on November 6.

Amy Basche, WRPS Project Support Services Manager, accepted a new opportunity at Mission Support Alliance. Basche contributed to the tank farm project for

more than 25 years and provided excellent service and immeasurable contributions to the team. She began her new position in November. November 2017

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Safety Statistics

Through November 2017, Washington River Protection Solutions LLC (WRPS) had worked 4,097,124 hours (296 days) without a Lost Time Workday Injury and 202,693 hours (14 days) without a Recordable case. There was one Recordable case in November.

Total Recordable FY 2018 Cumulative Summary

Integrated Safety Management System The Fiscal Year (FY) 2018 cumulative performance indicators for Recordable cases (0.00) and DART cases (0.00) surpassed the U.S. Department of Energy Office of Environmental Management (DOE-EM) goals of 1.10 and 0.60, respectively. Additionally, the 12-month rolling average safety rates remained low, with a rates of 0.12 for Recordable cases and 0.04 for DART cases.

* Score Based on FY 2018 Cumulative Case Rate

* *

Days Away, Restricted Workdays or Transferred (DART) FY 2018 Cumulative Summary November 2017

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Safety Statistics (cont.)

Total Recordable 12 Month Rolling Average Summary Days Away, Restricted Workdays or Transferred (DART) 12 Month Rolling Average Summary First Aid Case Rate - 12 Month Rolling Average Summary

One Recordable case in November:

Employee was moving a table while cleaning and caught finger between the table and a

stationary cutting table causing fracture to finger tip.

Five First Aid cases in November:

While ducking under a ladder employee reported low back and leg pain.
Employee struck hand on vehicle gearshift knob causing minor laceration.
When monitoring work activity on a UVOX system, employee experienced a headache.
When descending stairs, employee tripped and fell causing abrasion to hand and knee.
Employee tripped and fell while walking on a cover block causing laceration to wrist.

November 2017

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$261.6 $430.4 $471.0 $362.0 $366.6 $409.9 $523.7 $621.6 $634.9 $97.60 $60.6 $86.7 $614.9

$17.9 $28.0 $32.9 $23.5 $19.0 $21.6 $28.3 $38.0 $48.2 $54.4

$- $100.0 $200.0 $300.0 $400.0 $500.0 $600.0 $700.0 $800.0 $900.0 $1,000.0

$ Millions

FY 2009-2017 Actuals Carryover from FY 2017 LAWPS Carryover LAWPS Capital Projected FY 2018 Expense PMB Fee

Projected Expense PMB funding for FY 2018 is $614.9M. The projected funding for LAWPS in FY 2018 is $86.7M. The fee pool for FY 2018 is $54.4M. The FY 2017 Carryover is $97.6M. There is $60.6M in LAWPS Carryover, for a total of $914.2M

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PMB Funds Analysis by Year

November 2017

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FY 2017 Performance Based Incentive Profile

November 2017

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Not-to-Exceed (NTE) Tracking Report

November 2017

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NTE Tracking Report (cont.)

November 2017

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NTE Tracking Report (cont.)

November 2017

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NTE Tracking Report (cont.)

November 2017

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NTE Tracking Report (cont.)

November 2017

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Change Proposal Summary

November 2017

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Expense SV/CV Forecast Projections

November 2017

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Capital SV/CV Forecast Projections

November 2017

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Small Business Reporting

Through November 2017, WRPS has awarded a total of $1,669M in subcontracts, of which $1,090M (65.3%) CTD is attributed to small businesses. The CTD awards to small businesses exceeds the 58.2% small business subcontracting goal. WRPS will continue to promote small business subcontracting by setting aside procurement actions for small businesses when appropriate, as well as by reaching out to new small businesses in furtherance of this objective. In November of 2017, WRPS did 92% with small business only and the total small business award was 86.6%. In November 2017, the Small Business Program Manager attended a number of outreach events in the community to continue to search and network with the small businesses in the Tri-Cities community. The SBPM attended a capability workshop along with CH to teach new businesses the importance of developing a strong capability statement and the do’s/don’ts when cold calling and seeking meeting with potential vendors. This was done as part of a PTAC workshop that the Tri-City Regional Chamber helps with. This class was very beneficial to small businesses’ and for the SBPM to see new companies that are coming to town that might benefit the Hanford Site. The SBPM also attended “Meet the Buyer” with Fairchild Air Force Base at the Tri-City Regional

Chamber. The speaker was great, and the SBPM and the speaker were able to exchange information to gather some more construction businesses’ that

WRPS has a need for. The Tri-City Regional Chamber team met with WRPS Communications and the SBPM to discuss the next year and sponsorship

pportunities available to get WRPS’ name in the community. They discussed the upcoming Women in Business Conference and decided that the SBPM will

be one of the opening speakers for the event. There is no Hanford Small Business Council meeting this month, due to the holidays, but the meetings will continue again in January. The Small Business Council is also continuing to plan Bridging Partnerships which is being held in April 2018 at the Three Rivers Convention Center in Kennewick, WA.

November 2017

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Baseline Change Requests

November 2017

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Risk Management Assessment

Management of TOC risks continued in November 2017. TOC key risks cross cutting the various programs and projects are identified below along with their associated ongoing/ planned handling actions, status of the handling actions, any emergent quality issues, staffing, alternative courses of action or other problems that may impact the baseline scope. During the month of November, WRPS maintained 33+ active risk registers.

CURRENT RISK STATUS

November 2017

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Risk Management Assessment (cont.)

Identified risks realized in November included: LAWPS

710 - “DOE scope changes occur during LAWPS design”

Handling Action:

Mitigate magnitude of external stakeholder driven change

CVAP

CVAPP-022-R “Procurements Less Than Adequate”

Handling Action:

Identify and track project designated high priority

procurements for equipment and services Tank Farms Program

TFPRO-001-R – “TFP Priorities Changes Frequently or are Not

Adequately Controlled” Handling Actions:

Work with Production Operations and Retrieval and Closure
Maintain Integrated Baseline Schedules
Manage changes through existing change control process
TFPRO-002-R – “As Found Field Conditions Differ from Expected

(Materials & Radiological)” Handling Actions:

Perform field walk downs as needed prior to design
Perform radiological surveys prior to design work or as field

conditions allow

Utilize GPR surveys in and around areas to be excavated
Investigate performance of riser/pit inspections w/o removal of

cover blocks through utilization of some advance technology

TFPRO-006-R – “New Interpretation of Existing Requirement is

Imposed” Handling Action:

Engage with support functions to outline implementation plan

for requirement changes ETF

ETFOP-037-R – “UV/OX Partial Failure”

Handling Actions:

Engage
Research Newer System
Improve Reaction Time of Repairs
BCR to Recuperate Costs
Replace Prior to WTP

SX Interim Barrier

SXIBP-003-R – “Unexpected Field Conditions Cause Delays”

Handling Actions:

Trench out the whole area of the line
Overtime for 4 weekends during October and November

Tank Farm Automation

TFAut-032-R – “Wireless Connectivity Unstable”

Handling Action:

Early Testing
Supplemental Farm Survey
CAT Communications Testing
Negotiate hardware upgrades for MSA equipment

November 2017

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Risk Management Assessment (cont.)

November 2017

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Risk Management Assessment (cont.)

November 2017

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Risk Management Assessment (cont.)

November 2017

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Risk Management Assessment (cont.)

November 2017

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Risk Management Assessment (cont.)

November 2017

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Risk Management Assessment (cont.)

November 2017

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Government Furnished Services and Information (GFS/I)

November 2017

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Tank Farm Projects November 2017

SX FARM EVAPOTRANSPIRATION BASIN

Week One Week Two Week Three

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Work Related Injuries during November No reportable cases

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Tank Farm Projects Safety

As of November 30, 2017 Tank Farm Projects has worked 1,379,893 hours or 1,345 days without a Lost Time Workday Injury And Has worked 553 days since a Recordable case. 12 Month Rolling Wave

November 2017

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Tank Farm Projects Key Deliverables Status

November 2017

FY2018 Key Deliverables

Target Forecast 242-A Integrity Assessment- Leak Test and IQRPE Assessment Report for DOE-ORP (WAC 173-303 Recommendation) SEP17 DEC17 Complete 90% design for AP-105 DFLAW upgrades DEC17 DEC17 Complete 242-A Process Condensate Station DEC17 JAN18 Continuous Air Monitor Upgrades - Issue Report FEB18 FEB18 AP801 Water Service Upgrade - Complete field installation of new equipment FEB18 FEB18 Complete twelve SST Integrity visual inspections FEB18 FEB18 Complete field work supporting ETF Integrity Assessment MAR18 MAR18 DST Improvement Plan - Procure robotic crawlers (2) FEB18 FEB18 242-A Reboiler - complete fabrication and deliver MAR18 MAR18 Complete field work supporting 219-S Integrity Assessment MAY18 MAY18 Simulant Valve Testing - completion of 1,500 cycle & Leak Testing all valves MAY18 MAY18 Complete permanent power installation to 6241-V in support of Crossite Transfer line Reactivation JUN18 JUN18 Complete nine DST Annulus visual inspections JUN18 JUN18 Perform NACE and/or encasement pressure checks at three pits. JUL18 JUL18 Leak Detector Relay Replacement Installation complete AUG18 SEP18

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Tank Farm Projects DNFSB/TPA/Consent Decree Milestones

November 2017

Tank Farm Projects DNFSB Recommendation 2012-2 Implementation Plan (IP) Deliverables Submittal Date (WRPS) Completion Date (ORP) Due Date Total Float (ORP)

Active Projects

Action 2-2 Install SS instrumentation for real-time monitoring of the ventilation exhaust flow from each DST. 21-Mar-18 25-Apr-18* 31-Mar-18

15

Action 2-3 Approve the safety basis amendment revising the flammable gas controls to use SS real-time flow monitoring instrumentation. 13-Aug-18 27-Sep-18* 30-Sep-18 Action 2-4 Implement a safety basis amendment revising the flammable gas controls to use SS real-time monitoring. 27-Sep-18 01-Nov-18* 31-Dec-18 30 Action 3-1 Provide SS annulus level detectors in each of the DST annuli where the flammable gas hazard exists 27-Jun-18 27-Jun-18* 30-Sep-18* 91* Tri-Party Agreement Milestones Submittal Date (WRPS) Completion Date (ORP) Due Date Total Float (ORP)

Active Projects

M-045-91E2 Provide SST Farms Dome Deflection Survey Report Every Two Years 8/28/2017 (completed) 9/20/2017 (completed) 9/20/2017 (completed) M-045-91I SST Integrity Assessment Completion Report 31-Aug-18 21-Sep-18 30-Sep-18 18 Consent Decree Milestones Submittal Date (WRPS) Completion Date (ORP) Due Date Total Float (ORP)

Active Projects

2:08-CV-5085-RMP 242-A Spare Reboiler Fabrication Contract Award 11/14/2016 (Completed) 11/14/2016 (Completed) 11/14/2016 (Completed) 2:08-CV-5085-RMP 242-A Spare Reboiler Receipt 26-Mar-18 26-Mar-18 31-Dec-18 131 WAC Recommendations Submittal Date (WRPS) Completion Date (ORP) Due Date Total Float

Active Projects

WAC 173-303 242-A Integrity Assessment Completion Milestone 21-Dec-17 N/A 31-Dec-17 2 ETF Integrity Assessment - Rev. 1 Review ETF Integrity Assessment Program Plan Completion 27-Sep-18 N/A 30-Sep-18

* New deliverable date and approximate float

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Tank Farm Projects FY18 PBI Milestones

November 2017

PBI #

PBI Title Terminal Dates Analyst POC % of Fee Total Available Fee Fieldwork Completion 12/18/17 TFP Field Float (to 8/31/18) Change 1 wk (FES) PBI Completion 12/18/17 Total Float per Terminal Date % Probability

f completion

by 09/30/18

PBI-37.0.2.1

Complete Grab Sample #1 in support of Tank Operations Contract (TOC) mission - AP-107 large sample 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 23-Oct-17A 213 1 31-Oct-17A 228 100%

PBI-37.0.2.2

Complete Grab Sample #2 in support of Tank Operations Contract (TOC) mission - AP-107 chemistry grab 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 13-Nov-17 A 208 30-Nov-17 A 208 100%

PBI-37.0.2.3

Complete Grab Sample #3 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 29-Nov-17A 152 21-Dec-17 193 90%

PBI-37.0.2.4

Complete Grab Sample #4 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 16-Dec-17a 178 21-Dec-17 193 90%

PBI-37.0.2.5

Complete Grab Sample #5 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 16-Mar-18 118 26-Mar-18 130 80%

PBI-37.0.2.6

Complete Grab Sample #6 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 23-Mar-18 113 2-Apr-18 125 80%

PBI-37.0.2.7

Complete Grab Sample #7 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 04-May-18 83 14-May-18 95 80%

PBI-37.0.2.8

Complete Grab Sample #8 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 18-Jun-18 53 26-Jun-18 65 80%

PBI-37.0.4

Complete robot crawler demonstration through field deployment in one DST 30-Sep-18 Earhart, Amy Castleberry, Jim 1.2% $100,000 13-Aug-18 11

4

21-Aug-18 21 80%

PBI-37.0.5.1

Perform Ultrasonic testing examination of DST AY-101 30-Sep-18 Earhart, Amy Castleberry, Jim 1.2% $100,000 05-Apr-18 82

4

16-Apr-18 92 80%

PBI-37.0.5.2

Perform Ultrasonic testing examination of DST AZ-101 30-Sep-18 Earhart, Amy Castleberry, Jim 1.2% $100,000 20-Jun-18 40

4

28-Jun-18 50 80%

PBI-37.0.5.3

Perform Ultrasonic testing examination of DST AP-107 30-Sep-18 Earhart, Amy Castleberry, Jim 1.2% $100,000 26-Jul-18 20

4

6-Aug-18 30 80%

PBI-37.0.6

Complete design, fabrication, and testing of an annulus pumping system capable of deployment in anyone of the 27 double-shell tanks 30-Sep-18 Hui, Justin May, Dustin 3.6% $300,000 31-Jul-18 18 8-Aug-18 28 80%

PBI-38.0.1.1

Complete HVAC Control room upgrade (Complete the removal and replacement of the 242‑A Evaporator Control Room HVAC system) 30-Sep-18 Wright, Bryan Stoner, Tyler 3.3% $275,000 08-Jan-18 132 15-Jan-18 143 80%

PBI-38.0.1.2

Complete 242-A Evaporator Fire alarm panel upgrade 30-Sep-18 Powers, Katie Stoner, Tyler 3.3% $275,000 12-Jun-18 56 19-Jun-18 56 80%

PBI-38.0.4.1

Complete installation of in-pit heaters in ten (10) pits 30-Sep-18 Powers, Katie Nelson, Bobby 3.5% $292,000 16-Oct-18

16

24-Oct-18

16

80%

PBI-38.0.4.2

Complete AZ-102 pump replacement 30-Sep-18 Hui, Justin May, Dustin 3.5% $292,000 03-May-18* 146 7-May-18 146 80%

PBI-38.0.4.3

Complete AW-103 pump replacement 30-Sep-18 Hui, Justin May, Dustin 3.5% $292,000 11-Sep-18*

12

15-Sep-18 15 80%

PBI-38.0.4.4

Complete wireless instrumentation installation in nine (9) pits 30-Sep-18 Powers, Katie Larsen, Doug 3.5% $292,000 10-Sep-18 3 24-Sep-18 3 80%

PBI-38.0.4.5

Complete electrical upgrades to AW-103 and AW-104 to support 242-A Evaporator campaigns and transfers from 241-AW-3 and 241-AW-4 30-Sep-18 Hui, Justin Stoner, Tyler 3.5% $292,000 14-May-18* 135 18-May-18 135 80%

PBI-38.0.4.6

Complete electrical installation to one permanent safety shower and electrical racks to three existing showers. 30-Sep-18 Hui, Justin Jansen, Jeff 3.5% $292,000 01-May-18 69 9-May-18 79 80%

PBI-38.0.5

Complete one (1) basin cover replacement at ETF 30-Sep-18 Wright, Bryan Stoner, Ryan 10.2% $850,000 25-Jun-18 38 2-Jul-18 49 80%

PBI-38.0.6.1

Complete AW Farm safety significant (SS) flow upgrades 30-Sep-18 Powers, Katie Larsen, Doug 3.9% $325,000 31-Jan-18 111 13-Feb-18* 126 80%

PBI-38.0.6.2

Complete AZ Farm safety significant (SS) flow upgrades 30-Sep-18 Powers, Katie Larsen, Doug 3.9% $325,000 8-Mar-18 79 21-Mar-18* 106 80%

PBI-41.0.2

In support of completion of TPA M-045-92, Complete Evapotranspiration Basin at SX Farm 30-Sep-18 Hui, Justin Jansen, Jeff 6.0% $500,000 11-Apr-18* 90 18-Apr-18 90 80%

PBI-41.0.3

In support of completion of TPA M-045-92, Complete North Barrier as designed at SX Farm 30-Sep-18 Hui, Justin Jansen, Jeff 6.0% $500,000 09-May-18* 140 13-May-18 140 80%

PBI-41.0.4

In support of completion of TPA M-045-92, Complete South Barrier as designed at SX Farm 30-Sep-18 Hui, Justin Jansen, Jeff 6.0% $500,000 30-Aug-18* 27 3-Sep-18 27 80%

PBI-46.0.1

Complete design of AP-105 for Tank Farm Upgrades 30-Sep-18 Koerner, Chris Stoner, Ryan 3.0% $250,000 05-Feb-18 116 12-Feb-18 127 80%

PBI-46.0.2

Submit the 90% design submittal for AP-107 Tank Farm Upgrades 30-Sep-18 Koerner, Chris Stoner, Ryan 3.0% $250,000 15-Aug-18 9 22-Aug-18 20 80%

PBI-46.0.3

Removal and installation of AP-105 equipment to support Tank Farm Upgrades 30-Sep-18 Koerner, Chris Stoner, Ryan 10.2% $850,000 24-Aug-18 5 30-Aug-18 15 80%

PBI-46.0.4

Procure and fabricate AP-105 equipment to support Tank Farm Upgrades 30-Sep-18 Koerner, Chris Stoner, Ryan 4.2% $350,000 09-Apr-18 81 16-Apr-18 92 80% $8,302,000

SLIDE 35

35

Tank Farm Projects Performance CM and FYTD

November 2017

WBS BCWS BCWP ACWP SV CV BCWS BCWP ACWP SV CV SPI CPI BAC FCST P EAC SVFCST VAC TCPI FCST P 5.01.01.03.07 - Tank Waste Sampling Program FY17

4
4
10
10
10

10

5.01.01.03.08 - Core & Grab Sampling incl. ORSS & Equip
18

39 18

21
20

53 20

33
0.38
341

387 341

387

0.96 5.01.01.03.09 - Tank Waste Sampling Program FY18 261 261 204

57

418 418 363

55

1.00 1.15 2,725 2,725 2,715 (0) 10 0.98 5.01.01.03.10 - Grab Sampling 59 182 223 123

40

63 253 277 190

24

4.00 0.91 1,680 1,680 1,768 (0)

88

0.96 5.01.01.05.11 - 242-A Integrity Assessment 37 91 63 54 28 85 145 150 60

5

1.70 0.96 103 172 241 69

138

0.30 5.01.01.05.16 - Waste Transf Sys FFU Encasemnt Testing (FY16)

3
3
89

27 89 62

3.28
89

27 89

27
5.01.01.05.20 - DST Integrity Improvement Plan

19

19

31 3 1

27

3 0.11 4.07 1,383 2,524 2,557 1,141

1,174

0.99 5.01.01.05.23 - CHEM-D-42 Leak Assessment 24 34 30 10 4 38 76 55 38 21 1.98 1.39 238 297 328 59

90

0.81 5.01.01.05.25 - Integrity Project Mgt & Oversight FY17

9
9
12
12
12
12
5.01.01.05.26 - Tank Integrity Chemistry & Corrosion (FY17&18)

34 34

34

55 55 4

51

1.00 15.27 357 357 5 352 266.01 5.01.01.05.27 - DST Integrity Ultrasonic Testing FY17

191

395 191

203
325

453 325

128
0.72
1,689

1,398 1,689

1,398

1.44 5.01.01.05.28 - SST Integrity Visual Inspection 71 142 277 70

135

150 242 395 92

152

1.61 0.61 167 362 444 195

277

2.41 5.01.01.05.29 - Waste Transf Sys FFU Encasement Testing FY17

2

26 2

24
2

30 2

28
0.07
128

202 128

202

0.74 5.01.01.05.30 - DST Enhanced Annulus Visual Inspection FY17

21

38 21

18
21

42 21

22
0.49
26

53 26

53

0.47 5.01.01.05.31 - Tank Chemistry Control FY17

94

58 94 35

151

140 151 11

1.08
406

337 406

337

1.29 5.01.01.05.33 - FFS-Simulant Valve Testing 171 17 73

154
56

214 24 97

190
73

0.11 0.25 708 797 490 90 217 1.96 5.01.01.05.35 - SST Integrity Assessment 88 54 33

34

20 109 58 51

51

8 0.54 1.15 991 989 843 (2) 148 1.17 5.01.01.05.36 - DST Structural AOR to Support Tank Lvl Increase 197 72 60

125

12 307 132 145

175
13

0.43 0.91 411 812 942 401

531

0.85 5.01.01.05.38 - Integrity Project Mgt & Oversight FY18 253 253 126

127

406 406 185

221

1.00 2.20 2,643 2,643 1,993 651 1.24 5.01.01.05.40 - DST Integrity Ultrasonic Testing FY18 15 12 15

3
3

25 12 15

12
3

0.50 0.81 1,401 1,401 1,400 1 1.00 5.01.01.05.41 - SST Integrity Visual Inspection FY18

63

13 63 50

192

23 192 169

8.43

1,601 1,601 1,406 196 1.02 5.01.01.05.42 - Waste Transf Sys FFU Encasemnt Testing FY18

21

11 21 11

21

11 21 11

2.02

429 429 508 (0)

79

0.82 5.01.01.05.43 - DST Enhanced Annulus Visual Inspection FY18 18 18 10

7 24 19 13

5

6 0.80 1.47 809 809 663 147 1.22 5.01.01.05.44 - Tank Chemistry Control FY18 61 36 13

25

22 98 57 23

40

35 0.59 2.51 2,516 2,516 2,480 35 1.00 5.01.01.05.45 - ETF Integrity Assessment 85 103 26 18 77 225 188 62

36

126 0.84 3.02 497 732 586 235

89

1.04 5.01.01.05.47 - 219-S Integrity Assessment 82 4 14

79
10

98 7 19

92
12

0.07 0.36 1,562 1,562 1,061 501 1.49 5.01.02.06.13 - Replace ETF Basin Covers

3

19 3

17
11

62 11

51
0.17

3,591 3,605 4,799 14

1,208

0.76 5.01.04.01.16 - TF Automation Upgrades (DNFSB Action 3-1)

1

43 1

42
7

70 7

63
0.10
72

235 72

235

0.40 5.01.04.01.18 - DST In-Pit Heating

100

62 100 39 37 148 127 111 22 3.98 1.17 1,840 2,656 2,514 816

674

1.05 5.01.04.01.20 - LOW Van Software/Hardware upgrades

1

28 1

28
8

33 8

24
0.26
39

54 39

54

1.45 5.01.04.01.22 - Replacement of AW-106 Pump and Jumpers

13
13
10
2

10 12

(4.89)
10
2

10 2

5.01.04.01.30 - Cross-Site Transfer Line Activation

45 16 54

29
38

69 29 66

40
37

0.42 0.44 376 408 519 32

143

0.84 5.01.04.01.44 - AP-801 Water Service Upgrade 179 69 132

110
63

191 83 204

108
121

0.43 0.41 739 860 1,135 122

396

0.84 5.01.04.01.48 - DNFSB Recommendation 2012-2 Act 2-2 thru 2-4 549 170 322

380
152

853 261 443

592
182

0.31 0.59 4,155 4,311 4,190 156

35

1.08 5.01.04.01.50 - 242-A Process Condensate Sampling Station

9

24 9

15
16

32 16

16
0.50
384

405 384

405

0.99 5.01.04.01.51 - Tank Farm Projects Prog Oversight - Opt P2 1,349 1,349 1,304

45

2,165 2,165 2,018

147

1.00 1.07 14,103 14,103 12,650 1,453 1.12 5.01.04.01.54 - Continuous Air Monitor Upgrades Evaluation 30 46 17 16 29 102 46 18

56

28 0.45 2.51 130 233 108 103 23 2.09 5.01.04.01.60 - SY Exhauster Upgrades

140
140
145
145
8,629

9,661 14,028 1,032

5,399

0.70 5.01.04.01.64 - DST Transfer Pump Replacements (FY17&18) 77 196 167 119 30 239 325 258 86 67 1.36 1.26 6,099 7,253 7,107 1,154

1,008

1.01 5.01.04.01.69 - Leak Detector Relay Replacement 137 61 120

76
59

222 109 198

112
89

0.49 0.55 1,122 1,227 1,118 105 4 1.22 5.01.04.01.77 - TF Automation Upgrades (FY17&18) 102 136 106 34 30 158 194 130 36 64 1.23 1.49 2,773 3,077 3,297 303

524

0.91 5.01.04.01.79 - AW-103 and AW-104 Electrical Upgrades 53 9 7

43

2 86 86 12

73 1.00 7.02 516 626 554 109

37

1.00 5.01.04.01.80 - DNFSB-2012-2 Streamlined Approach to SS Vent.

667

667 674

7

0.99 5.01.04.01.81 - AP-106 Transfer Pump Replacement

48

239 48

191

79 1,023 769 944 254 13.00 1.33 79 1,076 799 998

720

1.77 5.01.04.01.84 - Long Length Equipment (LLE) Disposal Preparation

3
3
22
22
22
22
5.01.04.01.85 - 242-A Spare Reboiler
6

15 6

9
14

28 14

14
0.51
515

652 515

652

0.80 5.01.04.01.87 - DST TAPD and ISP Revision (FY17 & 18) 6

6
10
10

1 0.03 (1.17) 392 392 290 (0) 101 1.35 5.01.04.01.88 - Safety Shower Upgrades 158 18 45

141
27

187 35 57

152
22

0.19 0.62 787 759 876 (27)

89

0.88 5.01.04.01.89 - Critical Transfer System Components

2

23 2

20
2
134

2 136

(0.02)
107

632 107

632

0.14 5.01.04.01.90 - 241-BY Farm Encapsulate Asbestos Insulation

2

2 2

5.51
2

2

5.01.04.01.91 - 242-A Evaporator Fire Alarm Panel Upgrades
1

9 1

7
3

13 3

10
0.22
781

841 781

841

0.94 5.01.04.01.92 - 242-A Control Room HVAC Upgrade 53 291 205 238 86 151 349 289 198 60 2.31 1.21 214 443 369 229

155

1.19 5.01.04.01.93 - Annulus Emergency Pumping Capability 46 34 91

12
56

74 73 102

28

0.99 0.72 269 303 270 34

1.37 5.01.04.01.94 - Fire Alarm System Upgrades - 2704HV & 222-S Lab 157 14 8

143

6 253 23 11

230

12 0.09 2.09 399 427 479 28

80

0.86 5.01.05.01.13 - Construction & Commissioning Mgmt - Opt P2 296 296 222

74

475 475 429

46

1.00 1.11 3,094 3,094 2,544 (0) 550 1.24 5.02.01.04.11 - Interim SX Barrier - Construction 261 168 184

94
16

419 610 734 191

124

1.46 0.83 5,526 5,889 7,486 363

1,959

0.78 5.02.01.04.12 - Interim SX Barrier - North Construction

4
4
6
6
4,459

4,459 4,443 (0) 15 1.00 5.03.02.06.08 - Project Management Upgrades support DFLAW 133 64 1

69

64 252 278 5 27 273 1.11 54.13 1,379 1,564 1,186 185 193 1.09 5.03.02.06.09 - AP-107 Tank Farm Upgrades to Support DFLAW 352 397 490 45

93

835 985 837 150 148 1.18 1.18 3,089 3,733 3,363 644

273

1.09 5.03.02.06.10 - AP-105 Tank Farm Upgrades to Support DFLAW 15 300 610 286

310

351 456 793 105

337

1.30 0.58 7,439 7,743 7,018 304 421 1.17 Total 5,477 5,529 6,442 52

913

9,553 10,745 10,380 1,192 365 1.12 1.04 92,086 105,567 107,462 13,481

15,377

0.98 Current Month FYTD FY End

SLIDE 36

36

Tank Farm Projects Current Month Variances

November 2017

SCHEDULE ($52k) COST (-$913k) FY17 Carryover Schedule Recovery ($1,364k)  $191k 5.1.1.5.27 DST UT AY-101  $100k 5.1.4.1.18 DST In-Pit Heating design  $119k 5.1.4.1.64 DST Transfer Pumps AW-103 preparations  $238k 242-A Control Room HVAC Upgrade  $286k AP-105 Tank Farm Upgrades for DFLAW – design/fab 5.1.1.5.27 DST Integrity Ultrasonic Testing FY17 (-$203k) Cause: Used significant labor resources including large amounts of overtime to meet schedule expectations for mobilizing and initiating scanning at AY Farm. In addition ventilation outages have prolonged scanning and led to less performance than anticipated for effort expended. Impact: increased overrun of the account previously overrun due to demobilization efforts at AZ- 101 during FY2017. 5.1.1.5.33 FFS Simulant Valve Testing (-$154k) Cause: Delayed teardown, ($70.7K), and completion of the final test report, ($96.8K) as result of delays in testing the PBM metal seated valves while revisions were being made to the vendor's assembly procedure and to Flowserve Mach 1 valves due to an incorrect plug configuration received from the vendor. Impact: Impacted the completion of the contract and final closeout. In addition, the testing delays will result in additional efforts and material to conduct testing of the PBM and Flowserve valves since they are no longer being performed in parallel with the current testing of the Mcanna valves 5.1.1.5.28 SST Visual Inspections (-$135k) Cause: Increased effort associated with the A-104 and A-105 visual inspections in order to gather adequate waste depth measurements at multiple elevations as requested by the Retrieval organization. This resulted in visual inspections taking longer than anticipated which increased the number of shifts required by the crews to complete the videos. Impact: Increased costs that have contributed further to the unfavorable contract-to-date cost variance. 5.1.1.5.36 DST Structural AOR (-$125k) Cause: Unavailability of engineering resources to develop and review, the technically accurate statement of work caused a 2 month delay in PNNL starting their support and delay in award of the seismic modeling subcontract. PNNL as well experienced resource availability issues. Impact: Overall, the project is projecting to finish 9 months behind schedule. 5.1.4.1.48 DNFSB Recommendation 2012-2 (-$152k) Cause: Increase support from engineering, planning and construction subcontract resources needed to resolve as found conditions in the field to clean a small contaminated area of a pit and to resolve the valve handle interference issue in another pit. Impact: Increased EAC for additional unrecoverable costs. 5.1.4.1.44 AP-801 Water Service Upgrade (-$110k) Cause: Mobilization and installation of new equipment for the AP-801 Service Water Building have been delayed as result of multiple rounds of clarification required with the proposal and proposal schedule. Also a QA surveillance was required as this was the subcontractor’s first WRPS contract. Impact: Delayed start of field activities to December (two weeks). Completion February 2018. 5.1.4.1.60 SY Exhauster Upgrades (-$140k) Cause: Final contract closeout settlement costs. The project has been stopped due to the anticipated increased inefficiency due to the SCBA requirement for field work. The construction contractor had started to order material and mobilize in the field before the DOE-ORP decision to cancel the project. Impact: The project has an anomaly due to the contract close-out cost. There was no work completed in the current month but the project received cost settlements from the construction contractor. 5..1.4.1.48 DNFSB Recommendation 2012-2 (-$380k) Cause: Mechanical installation was delayed due to unexpected field conditions in AW Farm including a small amount of contamination in one pit and valve handle interference issue in another pit. This required two additional work packages to resolve the issue with placement of a bypass loop and valve handle. Impact: The total of float for DNSFB 2012-2 Action 2-3 decreased by 9 days making the total float 1 day. The total of float for DNSFB 2012-2 Action 2-2 decreased by 39 days making the total float -29 day. 5.5.1.4.1.81 AP-106 Transfer Pump Replacement (-$191k) Cause: Labor usage costs associated with final demobilization efforts for the AP-106 pump

replacement. Resources utilized for this effort primarily consisted of NCOs and HPTs.

Impact: Unrecoverable cost overrun. Project is complete. 5.1.4.1.88 Safety Shower Upgrades (-$141k) Cause: Conditions identified during field walk-downs for electrical rack siting and alteration of the location of power runs to simplify installation and future maintenance activities, required design changes impacting the excavation plan and work package development. As a result, award of the construction contract was delayed. Impact: Field work installation of the self- contained safety showers has been delayed; however, this should have no effect on the overall project completion forecast for Q4 FY18. 5.3.2.6.10 AP-105 Tank Farm Upgrades to Support DFLAW (-$310k) Cause: Subcontractor over accrual for pump fabrication work in support of tank AP-105 Impact: The over-accrual causing a cost overrun will be reversed during December. 5.1.4.1.94 Fire Alarm System Upgrades 2704-HV and 222-S (-$143k) Cause: Delayed contract award to allow vendors additional time to prepare proposals. Impact: No current impacts to completion within FY2018.

SLIDE 37

37

Tank Farm Projects Performance Cumulative to Date

November 2017

WBS BCWS BCWP ACWP SV CV SPI CPI BAC TCPI 5.01.01.03.07 - Tank Waste Sampling Program FY17 2,779 2,779 3,181

402

1.00 0.87 2,779

5.01.01.03.08 - Core & Grab Sampling incl. ORSS & Equip

1,866 1,545 1,683

322
138

0.83 0.92 1,866 0.96 5.01.01.03.09 - Tank Waste Sampling Program FY18 418 418 363

55

1.00 1.15 2,725 0.98 5.01.01.03.10 - Grab Sampling 63 253 277 190

24

4.00 0.91 1,680 0.96 5.01.01.05.11 - 242-A Integrity Assessment 1,748 1,738 1,796

9
57

0.99 0.97 1,765 0.30 5.01.01.05.16 - Waste Transf Sys FFU Encasemnt Testing (FY16) 1,128 1,128 720

408

1.00 1.57 1,128

5.01.01.05.20 - DST Integrity Improvement Plan

1,398 230 479

1,168
249

0.16 0.48 2,751 0.99 5.01.01.05.23 - CHEM-D-42 Leak Assessment 270 249 371

21
122

0.92 0.67 470 0.81 5.01.01.05.25 - Integrity Project Mgt & Oversight FY17 2,965 2,965 2,080

885

1.00 1.43 2,965

5.01.01.05.26 - Tank Integrity Chemistry & Corrosion (FY17&18)

277 277 91

186

1.00 3.04 578 266.01 5.01.01.05.27 - DST Integrity Ultrasonic Testing FY17 3,651 2,288 2,850

1,364
563

0.63 0.80 3,651 1.44 5.01.01.05.28 - SST Integrity Visual Inspection 1,458 1,356 1,965

103
609

0.93 0.69 1,475 2.41 5.01.01.05.29 - Waste Transf Sys FFU Encasement Testing FY17 289 162 118

126

44 0.56 1.38 289 0.74 5.01.01.05.30 - DST Enhanced Annulus Visual Inspection FY17 959 954 603

5

350 0.99 1.58 959 0.47 5.01.01.05.31 - Tank Chemistry Control FY17 2,190 1,936 2,102

255
167

0.88 0.92 2,190 1.29 5.01.01.05.33 - FFS-Simulant Valve Testing 1,007 727 959

280
232

0.72 0.76 1,500 1.96 5.01.01.05.35 - SST Integrity Assessment 159 110 216

48
106

0.70 0.51 1,041 1.17 5.01.01.05.36 - DST Structural AOR to Support Tank Lvl Increase 1,325 749 719

576

30 0.57 1.04 1,429 0.85 5.01.01.05.38 - Integrity Project Mgt & Oversight FY18 406 406 185

221

1.00 2.20 2,643 1.24 5.01.01.05.40 - DST Integrity Ultrasonic Testing FY18 25 12 15

12
3

0.50 0.81 1,401 1.00 5.01.01.05.41 - SST Integrity Visual Inspection FY18

192

23 192 169

8.43

1,601 1.02 5.01.01.05.42 - Waste Transf Sys FFU Encasemnt Testing FY18

21

11 21 11

2.02

429 0.82 5.01.01.05.43 - DST Enhanced Annulus Visual Inspection FY18 24 19 13

5

6 0.80 1.47 809 1.22 5.01.01.05.44 - Tank Chemistry Control FY18 98 57 23

40

35 0.59 2.51 2,516 1.00 5.01.01.05.45 - ETF Integrity Assessment 1,574 1,303 766

271

537 0.83 1.70 1,846 1.04 5.01.01.05.47 - 219-S Integrity Assessment 98 7 19

92
12

0.07 0.36 1,562 1.49 5.01.02.06.13 - Replace ETF Basin Covers 3,641 3,638 5,940

3
2,302

1.00 0.61 7,232 0.76 5.01.04.01.16 - TF Automation Upgrades (DNFSB Action 3-1) 8,557 8,492 9,990

65
1,498

0.99 0.85 8,557 0.40 5.01.04.01.18 - DST In-Pit Heating 3,410 2,706 4,339

705
1,634

0.79 0.62 5,213 1.05 5.01.04.01.20 - LOW Van Software/Hardware upgrades 1,327 1,297 1,677

30
380

0.98 0.77 1,327 1.45 5.01.04.01.22 - Replacement of AW-106 Pump and Jumpers 5,186 5,186 5,830

644

1.00 0.89 5,186

5.01.04.01.30 - Cross-Site Transfer Line Activation

147 75 108

72
33

0.51 0.70 454 0.84 5.01.04.01.44 - AP-801 Water Service Upgrade 652 422 483

230
62

0.65 0.87 1,199 0.84 5.01.04.01.48 - DNFSB Recommendation 2012-2 Act 2-2 thru 2-4 10,230 9,481 8,072

749

1,410 0.93 1.17 13,532 1.08 5.01.04.01.50 - 242-A Process Condensate Sampling Station 1,073 704 611

369

94 0.66 1.15 1,073 0.99 5.01.04.01.51 - Tank Farm Projects Prog Oversight - Opt P2 16,360 16,360 15,007

1,353

1.00 1.09 28,298 1.12 5.01.04.01.54 - Continuous Air Monitor Upgrades Evaluation 211 52 30

159

22 0.25 1.74 239 2.09 5.01.04.01.60 - SY Exhauster Upgrades 2,008 975 1,748

1,032
772

0.49 0.56 10,637 0.70 5.01.04.01.64 - DST Transfer Pump Replacements (FY17&18) 2,276 1,208 1,247

1,068
40

0.53 0.97 8,136 1.01 5.01.04.01.69 - Leak Detector Relay Replacement 560 343 732

217
389

0.61 0.47 1,461 1.22 5.01.04.01.77 - TF Automation Upgrades (FY17&18) 1,466 1,199 629

267

570 0.82 1.91 4,082 0.91 5.01.04.01.79 - AW-103 and AW-104 Electrical Upgrades 227 117 35

109

83 0.52 3.37 658 1.00 5.01.04.01.80 - DNFSB-2012-2 Streamlined Approach to SS Vent. 25 25 5

20

1.00 4.70 692 0.99 5.01.04.01.81 - AP-106 Transfer Pump Replacement 3,569 3,515 4,494

53
979

0.99 0.78 3,569 1.77 5.01.04.01.84 - Long Length Equipment (LLE) Disposal Preparation 1,882 1,882 2,747

865

1.00 0.69 1,882

5.01.04.01.85 - 242-A Spare Reboiler

982 480 330

501

150 0.49 1.45 982 0.80 5.01.04.01.87 - DST TAPD and ISP Revision (FY17 & 18) 397 387 272

10

115 0.98 1.42 778 1.35 5.01.04.01.88 - Safety Shower Upgrades 1,204 1,079 1,196

124
117

0.90 0.90 1,803 0.88 5.01.04.01.89 - Critical Transfer System Components 284 179 220

105
41

0.63 0.81 284 0.14 5.01.04.01.90 - 241-BY Farm Encapsulate Asbestos Insulation 383 383 260

123

1.00 1.47 383

5.01.04.01.91 - 242-A Evaporator Fire Alarm Panel Upgrades

811 33 58

778
25

0.04 0.57 811 0.94 5.01.04.01.92 - 242-A Control Room HVAC Upgrade 597 566 542

32

24 0.95 1.04 660 1.19 5.01.04.01.93 - Annulus Emergency Pumping Capability 144 109 152

35
43

0.76 0.72 339 1.37 5.01.04.01.94 - Fire Alarm System Upgrades - 2704HV & 222-S Lab 309 51 18

258

32 0.16 2.76 456 0.86 5.01.05.01.13 - Construction & Commissioning Mgmt - Opt P2 3,581 3,581 2,982

599

1.00 1.20 6,200 1.24 5.02.01.04.11 - Interim SX Barrier - Construction 1,079 907 900

172

7 0.84 1.01 6,186 0.78 5.02.01.04.12 - Interim SX Barrier - North Construction

6
6
4,459

1.00 5.03.02.06.08 - Project Management Upgrades support DFLAW 441 283 9

158

274 0.64 31.30 1,568 1.09 5.03.02.06.09 - AP-107 Tank Farm Upgrades to Support DFLAW 4,282 3,788 4,183

494
395

0.88 0.91 6,536 1.09 5.03.02.06.10 - AP-105 Tank Farm Upgrades to Support DFLAW 2,446 2,247 2,324

199
77

0.92 0.97 9,533 1.17 Total 440,019 427,731 431,832

12,289
4,101

0.97 0.99 522,552 0.98 Cumulative to Date

SLIDE 38

38

Tank Farm Projects CTD Schedule Variances

November 2017

CTD SV October 2017 (-$12,289k)

5.1.1.3.8 Core & Grab Sampling (-$322k) Cause: Delay in obtaining the AY-102 grab sample (-$147k) and a delay in the procurement of sampling equipment (-$157k).The AY-102 sample is dependent upon a determination on SCBA or APR requirements to perform the work. Also higher priority sampling in support of C-105 retrieval in September contributed to the delay. The purchase of sampling equipment in September has been delayed due to engineering evaluation of functions and requirements for the equipment, as well as, examining currently available equipment for ease in procurement. Impact: This variance does not impact any other control accounts. Sampling schedule variance will continue until higher priority sampling has been completed and a determination on SCBA or APR requirements has been made. Equipment schedule variance will continue through second quarter of FY18 due to engineering evaluation and long lead time for procurement, however the project has sufficient equipment to execute current scope of work.

.Corrective Action: The schedule variance for AY-102 sample will be recovered in the coming months once higher priority sampling has been completed and a determination on SCBA or APR

requirements has been made (Projected March). The sampling equipment variance will be recovered once equipment has been ordered and received (Projected March). 5.1.1.5.20 DST Integrity Improvement Plan (-$1,168k) Cause: Delay in design, fabrication, & delivery under both the Robotic Crawler WBS 5.1.1.5.20.1 and the Flash Thermography WBS 5.1.1.5.20.2. Two contracts have been awarded under WBS 5.1.1.5.20.1 (Robotic Crawlers). One contract was placed with Kurion and the other was placed with Adaptive Energy. Each vendor will provide a different robotic crawler capable of visually examining a Double Shell Tank bottom via the air slot in the annulus. These contracts were initially delayed as the technical evaluation and proposal ranking process took longer than anticipated. The delayed placement of the Kurion contract has caused the Final Design & Fabrication activities to push out three months, from June to September. In addition, the Adaptive Energy contract was set up with "lump sum" payment terms and their crawler isn't scheduled to arrive until December 2017. This means the performance for that scope will be taken all at once, after the crawler is received. The original plan was to take performance throughout the crawler design & build process which is how the Kurion contract was setup. The contract under WBS 5.1.1.5.20.2 (Flash Thermography) was not placed. A feasibility study was done to ensure the final product could be utilized to meet the scopes intent. It was determined that the Flash Thermography technology could not properly be deployed in the field so pursuing a contract was no longer viable. With the scopes intent not able to be met and the project on hold. The Preliminary & Final Design, as well as Fabrication, Test & Delivery activities are now behind schedule. Impact: Due to the lump sum payment terms on the Adaptive Energy contract under WBS 5.1.1.5.20.1 the CTD schedule variance was expected to grow. This variance should reduce in December as the robotic crawler under that contract is scheduled to be received and the associated performance will be taken. However, due to the delayed start in placing both contracts under WBS 5.1.1.5.20.1 & WBS 5.1.1.5.20.2. The CTD schedule variance should remain until the project is completed. Flash thermography scope will no longer be performed and has been logged to go off contract. Impact: Due to the lump sum payment terms on the Adaptive Energy contract under WBS 5.1.1.5.20.1, the CTD schedule variance was expected to grow. This variance should reduce in December as the robotic crawler under that contract is scheduled to be received and the associated performance will be taken. However, due to the delayed start in placing both contracts under WBS 5.1.1.5.20.1 & WBS 5.1.1.5.20.2. The CTD schedule variance should remain until the project is completed. Corrective Action: No corrective action, however the flash thermography scope balance has been logged as part of the scopes to go off contract. Upon receipt of formal deletion modification the baseline will be updated to reflect removal. 5.1.1.5.27 DST Ultrasonic Testing FY17 (-$1,364k) Cause: Delayed start of Ultrasonic Testing (UT) at AZ-101, AY-101, and the SY Farm floor scans. The delay was originally caused by the lack of necessary support labor resources required to perform the UT Scans at AN-106. These labor resources were performing UT scans in the 242 Evaporator Room under WBS 5.1.1.5.11. After the AN-106 UT field work kicked off in December, additional delays were incurred due to poor weather conditions. The Hanford site was closed, delayed or released early a number of times in December & January. These weather related delays caused the unfavorable schedule variance to grow and subsequently delay the start of UT scans at AZ-101. UT field work at AZ-101 was again delayed due to the PUREX tunnel collapse that occurred on May 9th, 2017. Three working days were lost as crews weren’t allowed into the farm (May 9th-11th). On May 12th, the UT crew was allowed back into the farm to retrieve the two crawlers that had been left on the Double Shell Tank (DST) annulus wall since the take cover was initiated on May 9th. The extended period of time each crawler spent on the annulus wall, caused them to receive high doses of radiation. This caused some electrical components to fail and require 2 additional working days to repair (May 15th-16th). On May 18th, UT field work at AZ-101 was shut down due to the unexpected discovery of contamination in the tank annulus. This discovery resulted in a stop work at AZ- 101 as an event investigation was implemented to review what took place and develop any necessary corrective actions. Due to the delays detailed above, UT testing at AZ-101 & AY-101 are now behind schedule.AY-101 UT scans are forecast to start early November 2017. Impact: The delayed start, inclement weather, PUREX tunnel collapse, and contamination event have impacted the schedule to perform Ultrasonic Testing (UT) on six Double Shell Tanks (DST) in

FY17. The field work for AN-106 finished in March but had already slipped 47 days. The three SY floor scans finished 34 days behind schedule and the field work at AZ-101 & AY-101 is now planned for
FY18. The final report on the last UT is scheduled to finish on 5/16/1.

Corrective Action: Continue to work with the Work Area Manager and Production Controls to ensure the necessary resources are available to complete the UT field work at AZ-101(March 2018) and AY-101 (December 2017).

SLIDE 39

39

Tank Farm Projects CTD Schedule Variances

November 2017

CTD SV October 2017 (-$12,289k)

5.1.1.5.36 DST Structural AOR to Support Tank Level Rise (-$576k) Cause: 1) Delayed contract award and start, 2) resource availability issues, and 3) additional seismic modeling requirements being identified. 1) This scope is primarily based on a large contract with Pacific Northwest National Laboratories (PNNL). The placing of this contract was delayed as engineering resources weren't available to develop and review a technically accurate statement of work. This resulted in a two month delay in PNNL starting their support. 2) PNNL experienced resource availability issues related to a delay in placing their subcontract with Becht Nuclear Services to support performance of the Seismic modeling. The contract was delayed as Becht was no longer on PNNL's Evaluated Suppliers List (ESL) and needed to have their Quality Assurance (QA) program re-reviewed. WRPS also experienced delays in having the Evaluation Criteria Document reviewed. The contracted expert reviewer was out of the country and unavailable. These resource related delay's resulted in an additional two month slip. 3) Recommendations from the expert reviewer led to an additional seismic modeling approach being implemented into the overall Analysis of Record. This has delayed the completion of a final seismic modeling approach and resulted in an additional four month schedule slip Impact: Overall, the project is projecting to finish 9 months behind schedule (September 2018). Corrective Action: No corrective actions have been identified at this time. The project is planning to finish nine months behind schedule (September 2018). 5.1.4.1.18 DST In-Pit Heating (-$705k) Cause: Procurement of heaters needed for FY18 field installation have been delayed by 5 months due to the procurement resources working on higher company priority procurements. Originally the materials were planned to be delivered in August, the current delivery date is beginning of the second quarter FY18. Impact: Projects affected if DST In-Pit Heating is not completed are as follows: TF Automation Part 2 due to the need for the project to install the AN01A and AN06A temperature monitoring trees and update associated design media to account for the utilization of the upgrades trees from both projects and vapor controls by limiting the use of operators and redeploying these resources to

ther projects would not occur (projects such as DST transfers).

Corrective Action: Project has worked with procurement to insure the material request is awarded and heater delivery is scheduled the second quarter of FY2018. 5.1.4.1.48 DNFSB Recommendation 2012 2-2 thru 2-4 (-$749k) Cause: Delays in completion of AW Farm installation engineering change notice (ECN). During the review of the AW Farm ECN, an interference was observed with the planned position of the by-pass spools and contamination higher than planned was noted. The resolution of these issues delayed the completion of the design by two weeks which in turn belayed the completion of the work package planning which delayed the field work start. AW field work was originally planned to start first week of October but is now planned for December 2017. Impact: The total of float for DNSFB 2012-2 Action 2-3 decreased by 9 days making the total float 1 day. The total of float for DNSFB 2012-2 Action 2-2 decreased by 39 days making the total float -29 day. Corrective Action: Project is working mechanical installation at all tanks in parallel vs. sequential as planned. 5.1.4.1.50 242-A Process Condensate Sampling Station (-$369k) Cause: Delay in the planning and installation of Condensate Sampling Stations in the 242-A facility. This work is considered secondary to the facility completing evaporator campaigns and the subsequent outage at 242-A. The project will coordinate with the facility management to complete this install in FY18 (currently forecasted to finish in March FY18). Impact: No significant impact, this schedule variance was expected following delays at 242-A (The Evaporator 5.1.2.3.3) which has affected all downstream activities. Corrective Action: None. Project priority was determined to be secondary and is currently forecast for completion in March FY18. 5.1.4.1.60 SY Exhauster Upgrades (-$1,032k) Cause: Delays to fabrication and installation as result of suspension of fabrication and construction contracts. The company is determining whether or not to continue with SY Exhauster project into the fabrication and construction phases because the estimated cost for the installation has significantly increased. Inefficiencies are anticipated as result of changing requirements to perform installation on SCBA. Direction has been received from DOE-ORP and the project has been cancelled. Impact: There is currently no impact to any major milestone. The current project completion is the end of the TOC contract period. Project total float is currently 1 day to the end of TOC contract period. Corrective Action: Letter of direction received for WRPS to return scope of SY Exhauster Upgrade to UB and log to go off contract. . Baseline change request is in process to remove scope from the PMB and stage in UB to go off contract.. 5.1.4.1.64 DST Transfer Pump Replacements (-$1,068k) Cause: Result of WRPS reprioritization of the pump replacement projects. The AZ-102 pump replacement mobilization for pump removal is now the successor to the AW-103 pump flush field work. In November 2017, the AW-103 project realized a risk AW103-008-R, pump plugged during flushing. This realized risk prioritized and accelerated the schedule for AW-103 to mobilize and perform pump flush activities. In addition, as a result of this realignment, mobilization and field work activities associated with the AZ-102 pump replacement project have been further delayed and will not be performed until Q2 of FY 2018. Impact: Due to the acceleration of AW-103 pump replacement, AZ-102 field mobilization has been delayed until after pump flush activities have completed for AW-103. The AZ-102 project is anticipated to ramp back up with mobilization in Q2. Corrective Action: Full schedule recovery for fabrication and procurement activities are planned upon the receipt of the AZ-102 Actuator in January 2018. Full schedule recovery for the design activities is planned upon the release of the AZ-102 As-Built ECN in March 2018.

SLIDE 40

40

Tank Farm Projects CTD Schedule Variances

November 2017 CTD SV October 2017 (-$12,289k)

5.1.4.1.85 242-A Spare Re-boiler (-$501k) Cause: Delayed receipt of the spare 242-A re-boiler currently undergoing fabrication. The re-boiler was originally anticipated to be received in September FY17; however, during the design review it was determined that an additional Finite Element Analysis (FEA) was needed to address nozzle loads of the vessel. Impact: The additional analysis has delayed the receipt of the spare re-boiler until March FY18 and will incur a negative schedule variance that will persist until receipt. Corrective Action: The additional analysis is complete and has been approved to allow the vendor to proceed with fabrication. 5.1.4.1.91 242-A Evaporator Fire Alarm Panel Upgrades (-$778k) Cause: Delay of installation as a result of an issue with original engineering change notice (ECN) needed for the installation. Engineering determined the original design did not have enough information to upgrade the fire alarm system in 242-A Evaporator. A reference engineering change notice (ECN) was developed and will be released which will allow for new design to be completed. The project is awaiting contract award. The field work is scheduled to start third quarter of FY18 and complete ahead of an evaporator campaign. Impact: Currently no impact to any evaporator campaign and field work will be executed within available facility windows. Corrective Action: Project will evaluate a recovery plan with the subcontractor once the contract is awarded. 5.3.2.6.9 AP-107 Tank Farm Upgrades to Support DFLAW (-$494k) Cause: Onsite field delays in the installation of a new gravel parking lot in the AP farm that has pushed the work completion into FY18. The overall layout including additional speed bumps and further considerations of crosswalks that increased overall duration. Project expects to complete this work by November FY18. Impact: No significant impact. Corrective Action: No corrective action required, this work is of secondary priority and will not affect any successor activities.

SLIDE 41

41

Tank Farm Projects Schedule Recovery

November 2017

2017 Carryover Recovery (November)  $ 286k AP-105 Upgrades to Support DFLAW  $ 238k 242-A Control Room HVAC Upgrade  $ 191k DST UT AY-101  $ 119k DST Transfer Pump – AW-103  $ 101k DST In-Pit Heating December Recovery  $ 666k DFLAW upgrades AP-105 / AP-107  $ 407k DST UT AY-101  $ 202k DST UT planning AZ-101  $ 185k DST Transfer Pumps – AW-103  $ 169k AP801 Water Service upgrade installation  $ 167k SST Integrity visual inspections  $ 149k DNFSB – SS Flow  $ 135k 242-A Process Condensate Sampling station installation  $ 131k DST Improvement Plan (Robotics)  $ 122k Tank Chemistry Testing Labs - DNV  $1,032k SY Exhauster – ORP directed deferral January Recovery  $ 602k DFLAW upgrades AP-105  $ 382k DST Transfer Pumps AW-103  $ 282k DNFSB – SS Flow  $ 216k DST UT AY-101 and AZ-101 Planning  $ 225k DST Improvement Plan – robotics delivery  $ 176k Grab sampling  $ 174k DST In-Pit Heating  $ 137k ETF Integrity Assessment  $ 123k TF Automation Part II February Recovery  $ 267k 219S Integrity Assessment  $ 148k Grab Sampling  $ 124k DST In-Pit Heating  $ 111k DST UT AY-101  $ 109k SX Barrier Transpiration Basin November Forecast Deltas  $ 291k AP-105 Upgrades to Support DFLAW  $ 270k DNFSB 2012 SS Flow install in AW Farm  $ 234k SX Barrier Evapotranspiration liner install  $ 212k DST Transfer Pump replacement – strategy change  $ 146k DST In-Pit Heating design ECN changes 

SLIDE 42

42

Tank Farm Projects Schedule Recovery

November 2017

SLIDE 43

43

Tank Farm Projects Performance - FY17 Carryover Forecast Recovery

November 2017

$31K acceleration = SV $13,481k

Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 5.1.1.3.8 - Core & Grab Sampling incl. ORSS & Equip 1,653 18,184 18,184 147,295 156,091 5.1.1.5.11 - 242-A Integrity Assessment 28,139 40,767 5.1.1.5.16 - Waste Transf Sys FFU Encasemnt Testing (FY16) 89,031 5.1.1.5.20 - DST Integrity Improvement Plan 239,006 317,978 218,576 6,965 17,482 125,607 146,330 69,250 5.1.1.5.23 - CHEM-D-42 Leak Assessment 41,988 11,793 4,198 549 384 5.1.1.5.27 - DST Integrity Ultrasonic Testing FY17 133,727 191,475 406,973 215,556 111,026 218,869 245,803 131,569 28,279 5,790 5.1.1.5.28 - SST Integrity Visual Inspection 21,217 70,475 71,393 15,486 13,550 2,252 5.1.1.5.29 - Waste Transf Sys FFU Encasement Testing FY17 411 1,568 72,625 47,256 6,602 5.1.1.5.30 - DST Enhanced Annulus Visual Inspection FY17 20,554 5,203 5.1.1.5.31 - Tank Chemistry Control FY17 57,135 93,854 122,583 50,993 60,737 20,645 5.1.1.5.33 - FFS-Simulant Valve Testing

35,968

13,436 11,192 9,325 20,639 28,486 30,099 12,325 5.1.1.5.36 - DST Structural AOR to Support Tank Lvl Increase

6,111

35,619 43,035 42,800 44,112 49,925 40,085 57,211 45,769 16,572 16,335 15,402 5.1.1.5.45 - ETF Integrity Assessment 46,579 65,634 34,237 57,635 18,787

14,619
10,956
2,631

8,368 9,997 11,684 10,348 5.1.2.6.13 - Replace ETF Basin Covers 7,910 2,821 3,183 5.1.4.1.16 - TF Automation Upgrades (DNFSB Action 3-1) 5,979 813 9,327 3,270 175 596 15,836 36,286 5.1.4.1.18 - DST In-Pit Heating 48,121 99,955 65,719 324,052 196,306 12,968 10,375 12,968 10,375 10,375 12,968 11,857 5.1.4.1.20 - LOW Van Software/Hardware upgrades 7,758 660 8,233 8,366 13,475 5.1.4.1.22 - Replacement of AW-106 Pump and Jumpers 10,337 5.1.4.1.30 - Cross-Site Transfer Line Activation 10,182 3,394 18,103 5.1.4.1.44 - AP-801 Water Service Upgrade 1,652 20,386 55,442 53,991 7,306

17,245

5.1.4.1.48 - DNFSB Recommendation 2012-2 Act 2-2 thru 2-4 38,765 3,241 103,181 11,168 5.1.4.1.50 - 242-A Process Condensate Sampling Station 6,856 8,752 135,451 73,851 83,532 75,842 5.1.4.1.54 - Continuous Air Monitor Upgrades Evaluation

71,757

36,478 83,876 54,113 5.1.4.1.60 - SY Exhauster Upgrades 16,346 10,059 218,179 134,264 385,893 122,021 145,409 5.1.4.1.64 - DST Transfer Pump Replacements (FY17&18) 13,857 136,427 201,735 232,604 45,369 47,836 84,865 269,904 99,404 1,799 7,571 12,741 5.1.4.1.69 - Leak Detector Relay Replacement 48,249 49,401 7,137 5.1.4.1.77 - TF Automation Upgrades (FY17&18) 73 48,990 56,575 94,773 145,896

20,605
22,359

5.1.4.1.79 - AW-103 and AW-104 Electrical Upgrades 56,407

26,283

12,046 18,499 15,250 33,289 5.1.4.1.81 - AP-106 Transfer Pump Replacement 924,531 19,948 53,162 5.1.4.1.85 - 242-A Spare Reboiler 8,195 5,962 367 7,344 487,876 5,708 5.1.4.1.89 - Critical Transfer System Components 2,364 105,107 5.1.4.1.90 - 241-BY Farm Encapsulate Asbestos Insulation 2,072 5.1.4.1.91 - 242-A Evaporator Fire Alarm Panel Upgrades 1,485 1,485 12,146 21,097 21,097 30,273 155,385 536,338 1,774 5.1.4.1.92 - 242-A Control Room HVAC Upgrade

31,386

262,000 1,250

2,383

5.1.4.1.93 - Annulus Emergency Pumping Capability 12,751 3,416 17,990 3,416 5.1.4.1.94 - Fire Alarm System Upgrades - 2704HV & 222-S Lab 14,082 14,082 5.2.1.4.11 - Interim SX Barrier - Construction 284,541

122,332

176,885 5,977 17,931 5.3.2.6.10 - AP-105 Tank Farm Upgrades to Support DFLAW

84,734

277,869 460,318 601,586 450,654 333,720 143,023

1,092,967
785,543

5.3.2.6.8 - Project Management Upgrades support DFLAW 97,973 13,294 73,361 5.3.2.6.9 - AP-107 Tank Farm Upgrades to Support DFLAW 285,307 83,252 236,059 4,673 4,673 5,841 4,673 5,841 4,673 4,673 4,005 MONTHLY 2,062,926 1,509,735 2,955,709 2,284,034 1,861,552 1,593,269 720,020 92,450

54,678

240,476 197,973 50,348 CUMULATIVE 2,062,926 3,572,662 6,528,371 8,812,405 10,673,958 12,267,226 12,987,247 13,079,697 13,025,019 13,265,495 13,463,468 13,511,485 PREVIOUS FORECASTS MONTHLY- OCT17 1,839,032 2,245,766 2,366,061 3,149,368 1,005,413 1,052,245 240,062 993,185 299,497 138,575 159,148 23,132 CUMULATIVE-OCT17 1,839,032 4,084,798 6,450,859 9,600,227 10,605,640 11,657,885 11,897,947 12,891,132 13,190,629 13,329,205 13,488,353 13,511,485

SLIDE 44

44

Tank Farm Projects FY18 Spend Plan

November 2017 November delta: (-$1,547k), (-19.4 %)

(-$543k) - SX Farm Evapotranspiration Basin – as found field conditions delayed liner start
(-$357k) – TF Automation Phase II- fabrication delay
(-$207k) – DST Integrity Improvement Plan – Robotics delivery moved to December
(-$176k) – Safety Showers - delay start fabrication/install delay due to design issues
(-$109k) – AP-107 DFLAW Upgrades - potholing

OFFSET BY:

$225k – completion FY17 SST videos

FY Spend Forecast Delta (-$2,947k), (-2.7%)

(-$1,137k) – TF Management & Oversight – scrub labor resources, allocate new HPT to projects
(-$576k) –TF upgrades to support DFLAW FTE labor reduced in forecast
(-$500k) – DST In-Pit heating – projected design & fieldwork savings based on placed contracts
(-$410k) – Integrity Project Management & Oversight – forecast scrubbed
(-$350k) – Construction – Commissioning contract limited – funding challenge scrub
(-$357k) – TF Automation Upgrades Phase II
(-$334k) – Tank Chemistry & Corrosion reduction scope
(-$309k) – SX Barrier Construction - liner subcontractor performance

OFFSET BY:

$450k – DST Transfer pumps – increase forecast to determine state of AW-103 pump
$239K – AP-801 Water Service Upgrade increase forecast
$142k – Replace ETF Basin Cover #2 – training costs for new subcontract personnel

PDN Delta $2,460k

$1,184k SX Barrier North construction forecast scrubbed
$1,001k DST Transfer pumps – labor spend forecast scrubbed

ACWP/ETC Oct-17 (4W) Nov-17 (5W) Dec-17 (4W) Jan-18 (4W) Feb-18 (4W) Mar-18 (5W) Apr-18 (4W) May-18 (5W) Jun-18 (4W) Jul-18 (4W) Aug-18 (5W) Sep-18 (5W) FY Spend Forecast PDN Target Delta Sep-17 5,866 11,258 9,073 8,197 7,513 8,980 8,700 9,930 9,432 9,984 13,001 8,550 110,485 Oct-17 3,939 7,989 10,481 10,212 8,214 8,668 7,917 10,039 11,837 10,364 12,655 8,063 110,378 Nov-17 3,939 6,442 7,442 7,050 7,807 9,799 11,526 10,295 10,662 8,678 9,467 14,325 107,431 109,890 2,460 Delta

1,927
1,547
2,947

Percentage

32.9%
19.4%
2.7%

SLIDE 45

45

Tank Farm Projects Risks, Opportunities and Emergent Scope

November 2017

Risk

Schedule coordination of infrastructure projects with the 242-A Evaporator campaigns.

Emergent Work Scope Realization Date Forecast Finish Funding Source 222-S Potable Water Air Gap Nov-16 TBD

Prod. Ops.

2704HV & 222S Fire System Panel Replacement - design only Dec-16 FY18 TFP ETF Lead-lag compressor design/install - BBL (Project Manager) Mar-17 TBD

Prod. Ops.

SX Barrier Construction (Third section) Apr-17 TBD TFP Emergency Annulus Pumping Design/Fabrication (not on contract) May-17 FY18 TFP Cross Site Transfer Lines Qualification & Monitoring (not on contract) May-17 TBD TFP AP Farm Change Trailer and Parking Lot May-17 TBD TFP ETF Facility Stairs/Platforms Jun-17 FY18

Prod. Ops

RCE Equipment (e.g. Core Sample Truck disposal) Jun-17 TBD

Prod. Ops.

219S Integrity Assessment - Field work Jul-17 FY18 TFP ETF 310/311 Integrity Assessment Jul-17 FY18 TFP Predictive Maintenance Pilot Oct-17 TBD

Prod. Ops.

AY-102 Sample to support Retrieval Closure Oct-17 FY18 Retrieval U-107 LOW Replacement (sleeve?) TBD TBD TFP TSCR Infrastructure Upgrades ( ORP Letter of Direction) TBD TBD TFP C-301 Visual Inspection and Direct Push Characterization Nov-17 FY18 Closure

Tank Farm Projects FY17 Emergent Scope Tracker

SLIDE 46

46

Tank Farm Projects Accomplishments and Look Ahead

November 2017

Accomplishments: November:

Initiate AW Farm SS Flow instrumentation installation
Perform AP-107 grab sample
Initiate AY-101 UT scans of secondary liner floor and wall
Perform two FY17 SST visual inspections (carryover)
Remove/install 242-A Control Room HVAC
Ship old AP-106 pump to ERDF for disposal
Leak detector relay equipment CAT/OAT AP Farm

Look Ahead: December:

Perform AW-102 grab sample(CPL)
Perform AP-106 grab sample (CPL)
Perform AP-103-D NACE pit inspection (CPL)
Commence AP-801 upgrades by removing existing water flow controller equipment (CPL)
Install liner SX Farm Evapotranspiration Basin (CPL)
Continue AW Farm SS flow instrumentation installation

January:

Install AP-801 new water flow controller equipment
Continue AW Farm SS flow instrumentation installation
TF automation wireless equipment installation AP Farm
AW-103/AW-104 electrical upgrade site preparation & trenching
Safety Shower upgrades – install hardwire existing SY Farm shower
Fabricate/ Factory Acceptance Testing AN and AP Farm Wireless Infrastructure Equipment
Receive in-pit heaters for remaining pits installations
Safety Shower upgrades installation AW Farm
Issue subcontract release for placement of SX asphalt barrier

February:

Complete Ultrasonic Testing DST AY-101.
Complete AW Farm safety significant instrumentation installation
Complete site preparation and trenching for AW-103/AW-104 electrical upgrades
SX Barrier Monitoring System installation Phase I
SX Farm Evapotranspiration Basin – Hydro-seed and Install fencing

SLIDE 47

47

Tank Farm Projects Approved Baseline Change Requests Log

November 2017

BCR Number BCR Title Reporting Month FY18 (MR / XFER) FY18 (NEW) FY18 Total FY17 Baseline Running Total NA FY18 Baseline - Start of Fiscal Year (As of 10/01/17) September $0 $0 $0 $91,523,246 $91,523,246 $453,170 $0 $453,170 $91,976,416 RPP-18-032 Move Remaining SY Exhauster Scope to UB for Removal from Contract December

$9,662,000

$0

$9,662,000

$82,314,416 RPP-18-033 Tank-Side Cesium Removal Balance of Plant December $0 $4,024,492 $4,024,492 $86,338,908 RPP-18-034 TFP Internal Re-planning December $0 $0 $0 $86,338,908 RPP-18-040 U-107 Liquid Observation Well (LOW) Replacement December $553 $0 $553 $86,339,461

$9,661,447

$4,024,492

$5,636,955

$86,339,461 RPP-18-XXX CP-17-004 Fire Alarm Panel Replacements (222-S Design Scope Addition & N January $0 $86,339,461 RPP-18-XXX CP-17-017 Annulus Emergency Pumping Capability Scope Addition & NTE Increase January $0 $86,339,461 RPP-18-XXX CP-17-018 Cross Site Transfer Lines Scope Addition & NTE Increase January $0 $86,339,461 RPP-18-035 TFP PMR Scope Adjustments January $0 $86,339,461 January 2017 $0 $0 $0 $86,339,461 RPP-18-XXX Resolution of Prosoft radio and Meru access point Communication Issue- Automation Part 1- DNFSB Recom 2012-2 Action 3-1 TBD $86,339,461 RPP-18-XXX Remove Flash Thermography Scope to UB for Removal from Contract TBD $86,339,461 RPP-18-XXX MUST Assessment Report from BBL TBD $86,339,461 TBD $0 $0 $0 $86,339,461

$9,208,277

$4,024,492

$5,183,785

$86,339,461 November 2017 Cumulative Fiscal Year to Date October 2017 December 2017

November BCR was for Re plan of AW-103 and AZ-102 DST Transfer Pump Replacements

SLIDE 48

48

Tank Farm Projects Contract Changes

November 2017

SLIDE 49

49

Tank Farm Projects Risk Status

November 2017

SLIDE 50

Comprehensive Vapor Action Plan November 2017

AP & C Farm PA System Installation

SLIDE 51

51

Comprehensive Vapor Action Plan Project Key Deliverables

November 2017 FY2018 Key Deliverables Target Forecast PBI-44.0.1: Complete Installation of Stack Monitoring in AW, AX (2), AN, and 702-AZ SEP 2018 SEP 2018 PBI-44.0.2: Compete Field Installation and Functional Testing of PA System in B, BX, BY, S, SX, SY, T, TX, TY, and U farms. SEP 2018 AUG 2018 PBI-44.0.3: Complete SST Automation Upgrades at TY Farm SEP 2018 JUL 2018 PBI-44.0.4: Complete NUCON Bench Scale Test and Summary Report SEP 2018 SEP 2018 PBI-44.0.5.1: Complete Initial Factory Acceptance Testing of Strobic Unit MAR 2018 MAR 2018 PBI-44.0.5.2: Complete Second Phase of Off-site Strobic Demonstration and Prepare Results Summary SEP 2018 SEP 2018 PBI-44.0.6: Complete Field Installation and Turnover AW Stack Extension to Operation SEP 2018 SEP 2018 PBI-44.0.7: Complete Six (6) Cartridge Testing Iterations SEP 2018 JUN 2018 Issue Quantitative Risk Analyses (QRA) for six (6) tank farms SEP 2018 SEP 2018

SLIDE 52

52

Comprehensive Vapor Action Plan Project Performance Current Month/Fiscal Year

November 2017 FYTD SV Forecast $4,636K :

FY17 Carryover Recovery
PA System: AP & C farm installation and testing
VMDS: AP farm equipment turnover
Head space: BY farm jig comparison testing
C2Sense Prototype development and enhanced auto-sampler

development

SST Stewardship: TY Automation design
CVAP Studies: Health Process Plan report production and APGEMS

dispersion modeling update FYTD CV Forecast -$1,360K :

CVAP studies: Health Process Plan national lab support reduction to meet current

fiscal year scope needs ($1,158k)

VMDS: AP Turnover team smaller than planned as resources are shared between

several different scopes of work ($190k) Offset by:

Chemical Cartridge: National Lab increased support to aid in cartridge testing

reports and development of future sampling strategy document (-$247k)

New Vapor Technologies: Increased vendor support to complete development of

enhanced auto-sampler. (-$244k)

FY17 Carryover
Head Space Sampling (-$364k)
C2Sense development (-$280k)
PA System AP & C Farm (-$396k)
SST Farm Upgrades Design (-$301k)

WBS BCWS BCWP ACWP SV CV BCWS BCWP ACWP SV CV SPI CPI BAC FCST P EAC SVFCST VAC TCPI FCST P 5.01.05.11.01 - 1-SC1 - Plan for Tank Head Space Sample

6
6

6

6
6

6

9

5 9

5

0.58 5.01.05.11.09 - 9-DR1 - Head Space & Stack Sampling

2
2
504

364 504

364

1.39 5.01.05.11.33 - 33-RM6 - New Vapor Detection Technology

219

33 35 252

2
219

49 61 268

12

(0.22) 0.80

219

92 61 311

280
5.01.05.11.38 - 38-RM10 - Management Commitment
2
2
2
2
2
2
5.01.05.11.43 - 43-RC5 - IH Professional Development Training
170

170 170 (0) 1.00 5.01.05.11.48 - CVAP Management Commitment 390 390 457

68

625 625 708

83

1.00 0.88 4,061 4,061 4,168 (0)

107

0.99 5.01.05.11.49 - New Vapor Detection Technologies 299 307 871 8

564

969 576 1,217

392
641

0.59 0.47 3,640 4,180 3,884 540

244

1.35 5.01.05.11.50 - CVAP Studies 387 287 179

101

108 619 509 262

109

247 0.82 1.94 4,463 4,786 3,305 323 1,158 1.41 5.01.05.11.51 - Head Space & Stack Sampling

2

2 2

2

2 2

0.97

214 395 317 181

103

1.25 5.01.05.11.52 - Chemical Cartridge Evaluations 209 243 162 34 80 335 243 338

92
95

0.73 0.72 3,165 3,165 3,412 (0)

247

0.95 5.01.05.11.53 - Tank Farms PA Systems for Event Notification 271 107 264

164
157

319 241 294

78
52

0.76 0.82 3,295 4,015 3,691 720

396

1.11 5.01.05.11.54 - Chemical Vapor Engineered Control Upgrades 121 184 144 62 40 150 262 227 112 35 1.75 1.16 883 1,050 847 167 36 1.27 5.01.05.11.55 - AW Strobic Air Upgrade 79 21 4

58

18 127 42 7

85

35 0.33 6.25 2,576 2,866 2,821 290

245

1.00 5.01.05.11.56 - Vapor Monitoring & Detection System Upgrades 389 489 585 100

96

2,250 1,092 1,188

1,158
96

0.49 0.92 8,353 9,060 8,163 707 190 1.14 5.01.05.11.57 - Industrial Hygiene Trailer 141 34 46

107
12

149 40 55

109
15

0.27 0.73 1,871 2,130 2,093 258

222

1.03 5.01.05.11.58 - SST Stewardship Program 121 35 73

86
38

194 52 95

143
43

0.27 0.54 2,089 2,476 2,390 387

301

1.06 5.01.05.11.59 - NUCON Vapor Abatement 310 101 121

209
20

497 101 188

397
87

0.20 0.54 2,032 2,109 2,232 77

200

0.98 5.01.05.11.60 - CVAP 222-S Laboratory Upgrades 68 34 6

34

28 501 54 9

447

45 0.11 6.09 546 707 576 162

31

1.15 Total 2,566 2,271 2,950

295
679

6,516 3,893 4,651

2,623
758

0.60 0.84 37,139 41,774 38,499 4,636

1,360

1.12 Current Month FYTD FY End

SLIDE 53

53

Comprehensive Vapor Action Plan Current Month Predominant Cost and Schedule Variances

November 2017

Current Month Schedule (-$295K) Current Month Cost (-$679K) 5.1.5.11.59 – NUCON Vapor Abatement ($209k) Cause: The unfavorable current month schedule variance is the result of project delays directly related to the decision to move to directly to Phase 2 Diesel Testing. The delay was anticipated and addressed in BCR-18- 015 with the elimination of the 2nd NUCON bench scale test and the repurposing of the propane test to diesel

testing. As a result, diesel testing has been accelerated in the field execution schedule by two months from

the initially planned date of July 2018 to May 2018. Corrective Action: No corrective action required. Current-month variance. 5.1.5.11.49 – New Vapor Detection Technologies(-$564k) Cause: The current-month unfavorable cost variance is predominantly driven by greater than anticipated duration and associated cost for technical subcontract support for vapor monitoring and detection system support at AP pilot operations and over-arching technical support during design development of placement of VMDS equipment. Technical support contracts have been extended through December of FY18. The usage variance is a result

f three additional months of support than originally planned. Project team is working to complete necessary

turnover and procedural update tasks. Corrective Action: No corrective action required for current-month variance. 5.1.5.11.53 – Tank Farms PA System for Event Notification (-$164k) Cause: The current-month unfavorable schedule variance is due to delay in the expected arrival of the PA system west area materials. Reader-boards for the project have been ordered and are expected to arrive after a 12 week lead time on 3/5/18. Corrective Action: No corrective action required. Current-month variance. 5.1.5.11.53 – Tank Farms PA System for Event Notification (-$157k) Cause: The unfavorable current month cost variance is predominantly due to requiring additional subcontract time to complete the 90% design packages for the west area packages. 90% design is currently in progress and is expected to be completed in December FY18. Corrective Action: No corrective action required for current-month variance. 5.1.5.11.57 – Industrial Hygiene Trailer (-$107k) Cause: The current month unfavorable schedule variance results from delays completing 90% design of the IHT trailer. The project team has spent greater than anticipated time developing trailer sketches, layouts, and site evaluations to meet the needs of the Industrial Hygiene group. IH needs have been established and the project will drive finalization of sketches to provide for 90% design of trailer. Corrective Action: No corrective action required. Current-month variance.

SLIDE 54

54

Comprehensive Vapor Action Plan Project Performance Cumulative to Date

November 2017

WBS BCWS BCWP ACWP SV CV SPI CPI BAC TCPI 5.01.05.11.01 - 1-SC1 - Plan for Tank Head Space Sample 225 222 285

3
62

0.99 0.78 225 0.58 5.01.05.11.09 - 9-DR1 - Head Space & Stack Sampling 4,110 3,607 2,443

504

1,163 0.88 1.48 4,110 1.39 5.01.05.11.33 - 33-RM6 - New Vapor Detection Technology 17,613 17,570 16,764

44

806 1.00 1.05 17,613

5.01.05.11.38 - 38-RM10 - Management Commitment

6,426 6,426 5,513

913

1.00 1.17 6,426

5.01.05.11.43 - 43-RC5 - IH Professional Development Training
170

1.00 5.01.05.11.48 - CVAP Management Commitment 5,335 5,335 5,729

394

1.00 0.93 8,771 0.99 5.01.05.11.49 - New Vapor Detection Technologies 8,467 7,535 9,333

932
1,798

0.89 0.81 11,139 1.35 5.01.05.11.50 - CVAP Studies 4,218 3,785 3,737

432

48 0.90 1.01 8,062 1.41 5.01.05.11.51 - Head Space & Stack Sampling 190 11 14

179
3

0.06 0.79 404 1.25 5.01.05.11.52 - Chemical Cartridge Evaluations 5,460 5,368 4,942

92

426 0.98 1.09 8,290 0.95 5.01.05.11.53 - Tank Farms PA Systems for Event Notification 3,664 2,866 2,678

798

188 0.78 1.07 6,640 1.11 5.01.05.11.54 - Chemical Vapor Engineered Control Upgrades 1,257 1,202 1,809

55
607

0.96 0.66 1,991 1.27 5.01.05.11.55 - AW Strobic Air Upgrade 523 148 63

375

86 0.28 2.37 2,972 1.00 5.01.05.11.56 - Vapor Monitoring & Detection System Upgrades 3,999 2,134 3,177

1,865
1,044

0.53 0.67 10,102 1.14 5.01.05.11.57 - Industrial Hygiene Trailer 461 94 121

367
28

0.20 0.77 2,183 1.03 5.01.05.11.58 - SST Stewardship Program 655 126 131

529
5

0.19 0.96 2,550 1.06 5.01.05.11.59 - NUCON Vapor Abatement 1,013 540 612

474
72

0.53 0.88 2,548 0.98 5.01.05.11.60 - CVAP 222-S Laboratory Upgrades 686 76 19

609

57 0.11 4.02 730 1.15 Total 85,372 78,113 78,681

7,259
568

0.91 0.99 115,995 1.12 Cumulative to Date

SLIDE 55

55

Comprehensive Vapor Action Plan Cumulative to Date Predominant Cost and Schedule Variances

November 2017

CTD Schedule (-$7,259K) CTD Cost (-$568K) 5.1.5.11.53 – Tank Farms PA System for Event Notification (-$798k) Cause: The contract-to-date unfavorable schedule variance is predominately driven by; 1) Delayed initial PA system procurements ($297k) 2) The delayed start of construction for the permanent public address system around the east area tank farms ($314k) The variance is caused by upfront design delays following a late contract award as upfront scoping agreements took longer than anticipated for east area farms. 90% design was required before the project team could move forward contracting a construction subcontractor to perform east area field work and finalizing complete Bill of Material. 90% design is completed for necessary field packages and the construction contract has been awarded. Major purchase orders have been received with the exception of the reader boards, which will arrive in March of FY18 due to a 12 week lead time. Work package planning was delayed as a result of late construction contract award following 90% design. AP & C work packages have been completed and field work is on going with expected completion in December FY18. Field excavation is complete and initial speaker poles have been mounted in 6 out of the 8 east area farms. Corrective Action: AP Farm ECN revision underway in order to continue field work. Installation forecasted to complete in December. Functional testing and turnover of East area farms will follow. 5.1.5.11.49 – New Vapor Detection Technologies (-$1,798k) Cause: The contract to date unfavorable cost variance is predominantly driven by greater than anticipated duration and associated cost for technical subcontract support for vapor monitoring and detection system support at AP pilot operations and over-arching technical support during design development of placement of VMDS equipment. . Corrective Action: The project manager will continue to monitor need for technical subcontracts and work to scale back support as farms get closer to turnover to operations. 5.1.5.11.60 – CVAP 222-S Laboratory Upgrades (-$609k) Cause: The cumulative to date schedule variance is primarily due to the delayed procurement of the GC mass spectrometer. Subcontracting issues related to the procurement of the equipment have been resolved and the procurement contract has been issued with an anticipated receipt date of mid January. Installation and renovation activities will follow and are expected to begin in February. Corrective Action: No corrective actions planned. Installation & Renovation activities are expected to conclude in August 5.1.5.11.9 – Head Space & Stack Sampling ($1,163k) Cause: The favorable contract-to-date variance is due to usage efficiencies attributed to field labor support usage and diminished Crane & Rigging support to Head Space & Exhaust Stack Sampling in FY16. After carrying out initial samples, it was determined that 1) Less than anticipated NCO's, IHT's, HPT's, and plant engineers are required to complete samples, 2) samples can be completed with less than originally planned Crane & Rigging support because the riser caps being accessed to perform sampling can be removed manually rather than requiring Crane & Rigging support as was initially planned, and 3) exhaust stack samples are able to be completed in tandem with head space samples utilizing the same crew. Corrective Action: No corrective action required. Cost variance is favorable and project anticipates continued efficiencies carrying out future samples. Anticipated savings are reflected in the EAC.

SLIDE 56

56

Comprehensive Vapor Action Plan Cumulative to Date Predominant Cost and Schedule Variances

November 2017

CTD Schedule (-$7,259K) CTD Cost (-$568K) 5.1.5.11.49 – New Vapor Detection Technologies (-$932k) Cause: The contract-to-date unfavorable variance is driven by: 1)Delays in technical subcontract support for vapor monitoring and detection system over arching technical support during design development of placement of VMDS equipment. The activity delays were a result from multiple revisions of design development due to unforeseen complications and issues regarding placement

f VMDS equipment.

2)Delays in developing the enhanced auto sampler unit. Final design and procurement of necessary materials to develop the auto sampler required UV-DOAS equipment specifications which were unavailable until early October FY18 after stack monitor designs for AN, AW, and AZ were completed. Corrective Action: 1) Final work packages are being executed and closed out to finalize VMDS pilot testing technical subcontract support. Completion of these activities is anticipated in January FY17. 2) UV-DOAS equipment specifications have been received by vendor and being incorporated into the design

f the enhanced auto sampler unit. WRPS engineering are working closely with vendor to ensure proper

design inputs and materials are ordered. Procurements will be done in parallel and several sub-components

f the enhanced auto sampler will be FAT tested on an interim basis prior to a final integrated FAT in hopes

to resolve any potential issues early on in the process. 5.1.5.11.56 – Vapor Monitoring Detection System Upgrades (-$1,044k) Cause: The cumulative to date unfavorable cost variance is predominately driven by a labor usage variance resulting from more than anticipated design labor support due to a change in project strategy in order to meet the project milestone to complete three farms' design packages by the end of September FY17, specifically for AW, AN, and AZ stacks. Corrective Action: There are no corrective actions planned at the current time. The unfavorable variance is not anticipated to be fully recovered for design effort. 5.1.5.11.56 – Vapor Monitoring & Detection System Upgrades (-$1,865k) Cause: The cumulative to date unfavorable variance is driven by 1)Delayed receipt of fence-line monitoring equipment. Upfront procurement process and contract award to vendor was delayed to allow further time to finalize specifications for the equipment. Progress payments are being throughout procurement process. ($524k) 2)Delays in turnover procedural development and final OAT & Test Report development for AP Farm

readiness. ($889k)

3)AW farm stack monitor work package planning & field installation delayed awaiting final equipment specifications, functional requirements, and vendor QA resolution. ($234k) Corrective Action: 1) Identify and revise necessary procedures to integrate VMDR system into farm operations. Project manager is currently coordinating this effort with procedures organization. 2) Work package closeout for Pilot Scale Testing required prior to turnover of equipment. Engineering staff has been assigned to monitor and status closeout of each ECN and work package. 3) WRPS engineering representatives are being sent to the vendor’s facility to aid and monitor in the development of a quality assurance program to meet the needs of tank farms. This approach will expedite the review and approval process of their QA program. 5.1.5.11.33 – 33-RM6 New Vapor Detection Technology ($806k) Cause: The cumulative to date favorable cost variance is attributed to the following: 1) result of conversion of planned field installation and testing resources from plant forces direct labor to construction forces subcontract and 2) the utilization of less than anticipated support for the amount of work accomplished in September and October 2016 as testing normalized and focus shifted to report production. The cumulative to date favorable cost variance was partially offset by greater than anticipated subcontractor usage cost from the following: 1) the construction subcontractor support due to initial training requirements and greater than anticipated material needed for installation, 2) unanticipated usage cost from the construction subcontractor and the national laboratory for additional support needed to troubleshoot, calibrate, and integrate the software of new detection technology equipment, 3) ongoing greater than anticipated national laboratory usage cost in delivery of bench scale test report. Extended duration as a result

f delays in original equipment receipt led to increased cost and prolonged installation timeline and 4) Final

construction contractor CAL settlement and invoicing. Corrective Action: No corrective action required as this is a favorable cumulative to date cost variance.

SLIDE 57

57

Comprehensive Vapor Action Plan Project Schedule Recovery

November 2017

Recovery Discussion

PA System ($798k):
Completion of AP & C farms
Reader Board receipt and Install
Phase 2C/2D design reviews and release
New Vapor Technology: Enhanced Auto-sampler

development ($478k)

VMDS Farm Testing, Readiness, and Turnover

($889k)

VMDS fence-line monitors equipment receipt

($524k)

SST Automation ($529k): TY Farm Design
Head Space Sampling ($683k): Cartridge jig

validation testing & associated procurements.

Strobic Air ($375k): Strobic test plan and Strobic Air

support.

10-wide Trailer ($367k): 10-wide trailer

procurement and site design.

CVAP 222-S Lab Upgrades ($609k): Room 4S

equipment upgrade planning, design, and equipment receipt. CM Schedule Variance

PA System AP farm Installation: ECN

revision required prior to finalizing field work (-$422k)

New Vapor Detection Technology:

Enhanced auto-sampler procurements and manifold enclosure design ($-183k)

NUCON Vapor Abatement: Re-phasing
f scope execution following removal
f second test ($-128k)

SLIDE 58

58

Comprehensive Vapor Action Plan Project Schedule Recovery

November 2017

Recovery Discussion

Q1 Recovery SV: Progress on

AP farm equipment turnover

February Negative SV: Delayed

receipt of Cerex stack

monitors. Arrival in June/July

instead of February as planned due to QA program requirements. Recovery Discussion

Receipt of equipment in

January FY18. Field work to initiate in Q2 of FY17. Recovery Discussion

November Recovery SV:

AP completion in December

December negative SV:

Reader-board and additional procurements receipt into Q2 of FY18

SLIDE 59

59

Comprehensive Vapor Action Plan Project Spend Plan

November 2017 November Delta: $143K, 4.6%

VMDS Upgrades (-$352k): Fence-line monitor procurement progress payment.
Tank Farms PA System ($172k): Less than forecasted construction support while awaiting ECN revision for AP farm work.
Other minor changes to CVAP control accounts.

Spend Forecast: $482K, 1.2%

PTR-MS Study (736k): Terragraphics mobile lab lease contract. Scope to procure mobile lab put on hold. Scope includes lab lease again.
VMDS Upgrades (-180k): Reduction in IHT/HPT support during turnover process. Trending to actuals and overall company resource availability.
NUCON Abatement (-191k): Reduced PNNL contract to awarded value.

PDN Delta: $32k

Various CVAP changes amounting to minor delta from PDN.

ACWP/ETC Oct-17 (4W) Nov-17 (5W) Dec-17 (4W) Jan-18 (4W) Feb-18 (4W) Mar-18 (5W) Apr-18 (4W) May-18 (5W) Jun-18 (4W) Jul-18 (4W) Aug-18 (5W) Sep-18 (5W) FY Spend Forecast PDN Target Delta Sep-17 3,167 4,526 5,398 3,391 4,131 4,635 3,647 3,193 2,632 2,081 2,249 1,776 40,828 Oct-17 1,701 3,093 3,640 4,083 4,288 6,494 3,891 3,444 2,828 2,804 2,317 2,203 40,785 Nov-17 1,701 2,950 2,768 3,611 4,095 5,093 3,851 4,338 4,426 3,251 2,755 2,430 41,267 41,300 32 Delta

1,927

143 482 Percentage

32.9%

4.6% 1.2%

SLIDE 60

60

Comprehensive Vapor Action Plan Project Accomplishments & Look Ahead

November 2017 Accomplishments November:

Completed off-site field testing of C2Sense prototype devices
Completed Draft AW Stack 60% Design
Completed draft NUCON Bench Scale Test Plan
Completed IH 10-wide trailer DOE Real Property review
Initiated TY Farm Automation Design
SST Stewardship Execution Strategy Document contract awarded
Completed laser scans in support of FY18 QRA’s

Look Ahead December:

Delivery of C2Sense prototype devices
Complete Ammonia Analyzer Phase II Tie-in
Submit Final UV-DOAS Cerex Stack Monitor Design AN & AZ farms
Finalize Health Process Plan FY17 Evaluation
Install PA system in C farm
Award Strobic Air equipment contract
222S 4S Renovation Draft Design
Evaporator QRA/Basis of Design Approval
Draft AN Farm Basis of Design

January:

Jig validation comparison head space sampling in BY farm
PA System turnover to Operations in A-complex
10-wide IH Trailer 90% site design
Receipt of CVAP 222-S Lab Upgrade equipment
AW Stack Extension final design
Final AN farm Basis of Design
Complete NUCON Vapor Abatement Unit Final Test Plan
Install PA system in AP farm

February:

Complete draft SST Stewardship Execution Strategy Document
Continued PAPR cartridge testing
CVAP 222-S Lab Upgrades field work kickoff
Award Contract - AW Stack Extension Fabrication
Draft AN farm QRA
Draft AX and AY/AZ Basis of Designs
Complete AX farm stack monitor 60% design
BY-108 Cartridge Testing

SLIDE 61

61

Comprehensive Vapor Action Plan Project Baseline Change Log

November 2017

BCR Number BCR Title Reporting Month BCR Level FY18 Total FY18 Baseline Running Total RPP-17-134 Fiscal Year 2018 Planning September FY17 2 46,068 $ 46,068 $ RPP-18-016 Move Phase I Autosampler Scope to UB October FY18 2 (219) $ 45,849 $ RPP-18-015 NUCON Vapor Abatement Propane Test and PTR-MS Re- plan October FY18 3 352 $ 46,201 $ RPP-18-XXX AW Stack Extension Field Work January FY18 3

$

46,201 $ 46,201 $ 46,201 $ 46,201 $ FY18 Total

SLIDE 62

62

Comprehensive Vapor Action Plan Project Contract Change Log

November 2017

Title Project Manager BCR Level Status Total Impact ($K) Contract Change 99,565 FY17/18 99,565 CP-17-009 Comprehensive Vapor Action Plan Gagnon, Paul

NTE increase to $47.3M received 10/31/17.
Proposal audit complete.
Proposal negotiations anticipated in Q2 of FY17.

99,565

SLIDE 63

63

Comprehensive Vapor Action Plan Top Risk Items

November 2017

Risk Id Title Org. Risk Owner Handling Actions Current Risk level Trend CVAPP-001-R

Testing Results Differ From Expected or Do Not Meet Performance Criteria.

DOE- ORP/T OC

Gagnon, Paul A (1) Include key stakeholders in updates on testing progress

Low

CVAPP-007-R

Excessive Work Stoppages

DOE- ORP/T OC

Gagnon, Paul A (1) Pre-plan for work stoppages based on historical data. (2) Additional Communication to workforce (3) POD vapors updates (4) Actively publishing/sharing of IH measurement data to reassure workforce (5) Move work offshift to minimize impacts from recovery actions (septic pumping, purex collapse). (6) Modify shift schedules to lower risk of AOP15s.

Medium

CVAPP-008-R

Funding/Budget Not Available When Required

DOE ORP

Gagnon, Paul A (1) Identify funding and budget needs up front and communicate to ORP. (2) Establish NTE tracking early.

Low

CVAPP-009-R

Resources Not Available When Required

TOC

Gagnon, Paul A (1) Identify key technical resources up front and secure availability. (2) Utilize resource loaded schedules where appropriate. (3) Coordinate work planning to streamline resource utilization. (4) IH hiring requisition (5) Special training for IH techs to speed

nboarding.

(6) IH resource usage evaluations.

Medium

CVAPP-023-R

Internal Reviews Take Longer Than Anticipated

TOC

Gagnon, Paul A (1) assign expediter to projec to speed process

Medium

3rd Party

DOE-

Gagnon, (1) Engage 3rd party and/or subcontractor Risk lowered to medium due to internal reviews complete (1-30- 17) New sets of internal reviews have been delayed or late, increasing risk level to high. Some internal reviews are delayed due to technical resource limitations (7- 6-17) Additional delays to 3rd party

Current Risk Level Description

Lowered residual risk consequences to marginal, SME

judgement. (8-17-17)

Lifecycle of risk is coming to an end, when VMDS equipment down select is complete risk can

close. 7-6-17

HAMTC Stop work for all activities which cause or may potentially cause emission of chemical vapors including instrusive sluicing, retrieval, trasnfers, pumping, sampling, mixing, breaching, venting, vessel dump, air abatement, leaks, spills, airlift circulation, caustic additions, invasive, disturbing, etc. All work Cartridge testing has only one testing apparatus due to funding. (2-16-17) Current NTE for proposed workscope is due to deplete 07/15/17. (5-18-17) Predicted to be funding challenged in FY18, risk will change in March of CY18. (7-6- 17) Construction subcontractor resource availability is

problematic. 6-8-16

Unplanned training requirements for all staff that will be in the field including engineers, procedures, planners, etc. to use SCBA equipment will result in bottlenecks and schedule delays. (7-13-16)

SLIDE 64

64

Comprehensive Vapor Action Plan Top Risk Items

November 2017

CVAPP-026-R

3rd Party Evaluation and/or Subcontractor Testing Cause Delays

DOE- ORP/T OC

Gagnon, Paul A (1) Engage 3rd party and/or subcontractor leadership in communicating status. (2) Develop formal communication plan between senior leadership and 3rd party reviewers. (3) Scheduled site visit to finalize 3rd party report.

Medium

CVAPP-028-R

Failure of critical equipment and lack of spares

r

replacements.

DOE ORP

Gagnon, Paul A (1) Create and track list of critical spares for each project and obtain necessary funding to support critical spares inventory.

Low

CVAPP-030-R

Infrastructure (hardware) to handle data processing, storage, interrogation, and reporting is found to be insufficient for the quantity of collected data.

DOE- ORP/T OC

Gagnon, Paul A (1) Engage with CTO Technology Management and Field Solutions to develop data handling and interrogation infrastructure. (2) Lessen the data storage requirements. (determination of required data to be stored and the length of time it needs to be stored) Understand data quality and storage requirements, storage durations as directed by DOE. Push stakeholders to elimate zero detectable data points. (3)

Medium

6-17) Additional delays to 3rd party reviews have resulted in prolonged use of SCBA, increasing the duration of inefficiency in field work. 7-6-17 Hazard assessments must go back through 3rd party reviews, risk impacted by CVAP-32, litigation pushing 3rd party into more conservative stance. Spare parts and equipment have been procured, eliminating single point failures. Risk lowered to 'low' (8-17-17) Early integration with CTO will help mitigate rework and allow for improved view of

requirements. (4-13-17)

Updated with data from Phoenix database risk register (8-9-17) Changed ownership of risk to 'joint' (8-17-17) Data requirements, handling, and storage decisions are being made by customer and

stakeholders. 11/13/17

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LAWPS November 2017

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66

LAWPS Overview

November 2017

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67

LAWPS Schedule and Cost Forecast

November 2017

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November 2017 68

LAWPS Current Month Variances

Schedule

5.5.4.2.1 P - LAWPS - Design - Project Support (PS) -$109k Cause: The CM SV is primarily due the stop work placed on the Grayloc and PUREX Seismic Testing of the LAWPS jumper connectors. On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and WRPS took prudent procurement actions with vendors to limit further progress on the existing design. Due to this change of direction several of the connectors that were going to be tested will not be required in the new facility design. The negative schedule variance will continue to increase until this work is removed from the baseline as part of the LAWPS replan, -$89k. Impact: There is no impact to any activities outside of this account. It is anticipated that this work will be returned to Undistributed Budget on a BCR in January 2018. 5.5.8.2.1 P - LAWPS - Design System Integration -$469k Cause: The CM SV is primarily due to slowed progress of the current LAWPS design. On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS

design. As a result, progress on the current design was slowed and on November 20, 2017 a Stop Work Order was issued to the Architect Engineer directing them to

cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. Impact: The project team is in the early planning stages of the optimized LAWPS design. It is anticipated that the current remaining baseline activities will be replaced by a revised plan in support of the optimized LAWPS. In the interim, schedule variances will continue to be realized as the Stop Work remains in effect.

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Schedule

5.5.8.2.3 P - LAWPS - Design Primary Pretreat System -$213k Cause: The CM SV is primarily due to slowed progress of the current LAWPS design. On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS

design. As a result, progress on the current design was slowed and on November 20, 2017 a Stop Work Order was issued to the Architect Engineer directing them to

cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. Impact: The project team is in the early planning stages of the optimized LAWPS design. It is anticipated that the current remaining baseline activities will be replaced by a revised plan in support of the optimized LAWPS. In the interim, schedule variances will continue to be realized as the Stop Work remains in effect. 5.5.8.2.6 P - LAWPS - Design Balance of Plant System -$325k Cause: The CM SV is primarily due to slowed progress of the current LAWPS design. On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS

design. As a result, progress on the current design was slowed and on November 20, 2017 a Stop Work Order was issued to the Architect Engineer directing them to

cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. Impact: The project team is in the early planning stages of the optimized LAWPS design. It is anticipated that the current remaining baseline activities will be replaced by a revised plan in support of the optimized LAWPS. In the interim, schedule variances will continue to be realized as the Stop Work remains in effect. 5.5.11.2.1 P - LAWPS - Long Lead Procurements Design $397k Cause: The CM SV is primarily due to delays associated with the ASME Tanks Design package. The preliminary design package was planned to be delivered to WRPS during November 2017 but the activity completed 11/29/17 and fell into December reporting. The BCWP driving the CM SV will be earned during December and will result in a positive SV next month, -$572k. The negative CM SV is partially offset by completing the Bridge Crane design package ahead schedule in November. The remaining performance for the final design package has been earned and the Bridge Crane design is complete, $271k. Impact: The project team is in the early planning stages of the optimized LAWPS design. It is anticipated that the current remaining baseline activities will be replaced by a revised plan in support of the optimized LAWPS. In the interim, schedule variances will continue to be realized as the Stop Work remains in effect.

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Cost

5.5.7.1.2 P - LAWPS - Tech Mature. Integrated Scale Test -$157k Cause: The negative CM CV is primarily due to understating October 2017 ACWP. At the end of October a CTD accrual estimate was provided from AECOM and accrued by WRPS finance. The period closed and AECOM subcontractor realized they had inadvertently left 100k of ACWP out of the CTD accrual estimate AECOM provided to WRPS. This error was corrected for this period and the missed actuals were captured in the current month causing the November CM CV but correcting the cumulative ACWP, -$113k. Impact: November ACWP will include the 113k left out of the October accrual. This has been accounted for in the ETC. 5.5.8.2.1 P - LAWPS - Design System Integration -$202k Cause: On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an

ptimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20,

2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. The majority of the inefficiencies were due to the slowdown of design activity, and the A/E not being able to ramp down staff as quickly as the work slowed. This was due to both WRPS and the A/E knowing the stop work was forthcoming, but officially not received until later in the month. WRPS worked with ORP and the A/E to stop the work as quickly as possible, it was a detailed process and significant considerations needed to be worked through. This took some time to ensure it was communicated appropriately, thus the costs continued until the official notice was delivered. Impact: The CM CV contributes to the overall unfavorable CTD CV for this control account. No further impact is expected since the stop work order has been issued. 5.5.8.2.3 P - LAWPS - Design Primary Pretreat System -$245k Cause: On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an

ptimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20,

2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. The majority of the inefficiencies were due to the slowdown of design activity, and the A/E not being able to ramp down staff as quickly as the work slowed. This was due to both WRPS and the A/E knowing the stop work was forthcoming, but officially not received until later in the month. WRPS worked with ORP and the A/E to stop the work as quickly as possible, it was a detailed process and significant considerations needed to be worked through. This took some time to ensure it was communicated appropriately, thus the costs continued until the official notice was delivered. Impact: The CM CV contributes to the overall unfavorable CTD CV for this control account. No further impact is expected since the stop work order has been issued.

November 2017 70

LAWPS Current Month Variances

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November 2017 71

LAWPS Current Month Variances

Cost

5.5.8.2.6 P - LAWPS - Design Balance of Plant System -$232k Cause: On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an

ptimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20,

2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. The majority of the inefficiencies were due to the slowdown of design activity, and the A/E not being able to ramp down staff as quickly as the work slowed. This was due to both WRPS and the A/E knowing the stop work was forthcoming, but officially not received until later in the month. WRPS worked with ORP and the A/E to stop the work as quickly as possible, it was a detailed process and significant considerations needed to be worked through. This took some time to ensure it was communicated appropriately, thus the costs continued until the official notice was delivered. Impact: The CM CV contributes to the overall unfavorable CTD CV for this control account. No further impact is expected since the stop work order has been issued. 5.5.8.2.7 P - LAWPS - Design Facilities System -$430k Cause: On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an

ptimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20,

2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. The majority of the inefficiencies were due to the slowdown of design activity, and the A/E not being able to ramp down staff as quickly as the work slowed. This was due to both WRPS and the A/E knowing the stop work was forthcoming, but officially not received until later in the month. WRPS worked with ORP and the A/E to stop the work as quickly as possible, it was a detailed process and significant considerations needed to be worked through. This took some time to ensure it was communicated appropriately, thus the costs continued until the official notice was delivered. Impact: The CM CV contributes to the overall unfavorable CTD CV for this control account. No further impact is expected since the stop work order has been issued.

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Schedule

5.5.6.2.1 P - LAWPS - Design Safety Analysis -$318k Cause: The CTD SV is due to Flammable Gas Hazard Analysis of LAWPS Piping and Vessels. The Procurement process experienced a delay in the award of the subcontract due to clarifying scope with the subcontractor prior to award. In addition, the initial analysis was performed with assumed gas volumes and max postulated pressures which provided overly conservative results. WRPS then calculated actual pressures and gas volumes and requested a re-run of the analysis, -$287k. Impact: There is no impact to any activities outside of this account. It is anticipated that this work will be returned to Undistributed Budget on a BCR in January 2018. Corrective Action: No corrective actions planned. 5.5.7.1.2 P - LAWPS - Tech Mature. Integrated Scale Test -$387k Cause: The CM CV is primarily due to the following: The CTD SV is due to delays in Cross-Flow Filter Testing, Gas Generation Testing, Gas Retention and Release Testing, and AECOM 1/9 Scale Testing, -$358k.

The start of the Cross-Flow Filter Fouling Tests was initially delayed due to late completion of the preceding 4M and 6M tests. This testing has now completed, while

the unfavorable SV associated with de-mobilization and the completion of test reports does not have any impacts to the remaining testing schedule, -$30k.

The start of Gas Generation Testing was initially delayed due to the unplanned diversion of PNNL resources from this task to other PNNL work in early FY 2017. In

addition, process relief valves needed for the test set-up took longer than planned to be received from the supplier to enable completion of test set-up. This work started later than originally planned causing delays to the subsequent test reports. These delays will not have an impact on the overall testing program and test data needed for design, -$10k.

Commencement of the revised Gas Retention and Release Testing was initially delayed due to availability of vendor (PNNL) resources. Although testing has now

started, the vendor is experiencing longer than anticipated durations due to the late start and continuing resource limitations, -$126k.

AECOM CFF foulant testing activities have been placed on hold pending formal direction from DOE regarding the LAWPS re-scoping effort. This activity will

contribute to the negative SV in this account until guidance from DOE is received and this work scope is removed from the baseline, -$173k. Impact: The PNNL and AECOM testing schedules do not currently have any CTD schedule impacts as the LAWPS design is progressing with preliminary data received from test results. Corrective Action: WRPS management will meet with the A/E responsible for the Preliminary Design to assess testing impacts from the GRS/Vented IX Column and

ther design changes. Once the impacts are determined, the project team will determine whether it is necessary to accelerate / recover schedule for the testing.

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73

LAWPS CTD Variances

November 2017

Schedule

5.5.8.2.1 P - LAWPS - Design System Integration -$1,239k Cause: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. The current delay being experienced in this account is a direct result of the stop work; however, the cumulative schedule variance is the result of historical drivers, which are described below:

Delayed Process Engineering's progress of the Failure Mode and Effects Analysis (FMEA), Control and Alarm Set Point List, Design Basis Document, and two over
ne evaluations. Completion of the FMEA and the Control & Alarm Set Point lists have been re-sequenced in the current schedule to allow for the completion of

supporting documents which include the early publish of revision 2 P&IDs and HAZOP completion. Additionally, delayed progress of the development of the two over

ne evaluations are a result of additional time required to resolve issues with the seismic criteria of the facility and equipment.
Update to the current execution strategy by Instrumentation and Controls Engineering re-sequences the development and completion of the input/output (I/O) Lists,

Instrument Lists, Set Point Calculations, Instrument Uncertainty Analysis, and Control Logic Narratives to occur subsequent to the final publish of the revision 2 P&IDs, which is currently scheduled for early fiscal December. While the re-sequencing contributes to the overall CTD SV, the revised logic avoids the potential for future rework caused by differences between the P&IDs and design documents.

The extended effort around the Pipe Engineering's development of the Hydraulic Transient Analysis, which is due to unforeseen additional effort related to scope

growth and coordination meetings. Preparation of the associated calculations was planned for completion in latter part of fiscal August, per the current schedule, these tasks will now complete in fiscal November. The additional effort has slowed the progress of the calculations and contributes to the CTD SV.

Delayed progress of the A/E review of the P&IDs and PFDs. This delay is a result of the A/E's upfront extended effort to perform a more rigorous than planned review of the P&IDs,

in order to optimize the approach to the upcoming Inter-Disciplinary Review (IDR) of the process calculations and P&IDs. Impact: There is no impact to the optimized LAWPS design as a result of delays to the current design, which makes up the historical schedule variances described above. Corrective Action: The project team is developing a revised plan in support of the optimized LAWPS design. As the delays associated with the current LAWPS design do not impact the execution of the optimized LAWPS, the project intends to re-baseline the LAWPS schedule, which will include setting all cumulative BCWS equal to cumulative BCWP and holistically re-planning the remaining activities. The target date for implementation of the revised plan is January 19, 2018, which will allow for the plan to be developed in fiscal December and subsequently reviewed, approved, and implemented in fiscal January via a baseline change request (BCR).

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LAWPS CTD Variances

November 2017

Schedule

5.5.8.2.6 P - LAWPS - Design Balance of Plant System -$325k Cause: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. The current delay being experienced in this account is a direct result of the stop work; however, the cumulative schedule variance is the result of historical drivers, which are described below:

In June of fiscal year 2017, an imminent change to the current design was recognized based on results of the project's integrated testing. The Integrated Project

Team made the decision that the current design related to the Gas Removal System (GRS) would be replaced with Vented Ion Exchange Columns (VIXC) and additionally incorporate other essential changes required for 90% design completion. Following this decision, the project team identified urgent tasks to be performed in support of the design changes and implemented the associated scope, schedule, and budget into the PMB via BCR RPP-17-159 - LAWPS Implementation of Stage 1 GRS to Vented IX Design. Amongst these urgent tasks was the effort to revise the Balance of Plant (BOP) 3D model, which allowed the A/E to commence work while the balance of the revised execution strategy was developed. As the execution strategy matured it was evident that revisions to the BOP 3D model would require additional effort. This revised strategy has now been fully implemented via BCR RPP-17-171 - LAWPS GRS to VIXC and Essential Changes for 90% (Phase 2) and the current schedule now reflects the appropriate durations and inputs required to complete the extended effort to revise the BOP 3D Model.

Delays to Electrical Engineering drawings as a result of the incorporation of changes from the revision 2a P&IDs. The P&IDs drive the Input/output (I/O) lists, which

are required to complete the wiring diagrams and schematics.

The preparation of the Safety Integrity Level (SIL) Calculations, and Failure Mode and Effects Analysis (FMEA) were re-sequenced in the current schedule to

incorporate impacts for revision 8 of specification 58553 and to include updates associated with the afore mention revised execution strategy. Impact: There is no impact to the optimized LAWPS design as a result of delays to the current design, which makes up the historical schedule variances described above. Corrective Action: The project team is developing a revised plan in support of the optimized LAWPS design. As the delays associated with the current LAWPS design do not impact the execution of the optimized LAWPS, the project intends to re-baseline the LAWPS schedule, which will include setting all cumulative BCWS equal to cumulative BCWP and holistically re-planning the remaining activities. The target date for implementation of the revised plan is January 19, 2018, which will allow for the plan to be developed in fiscal December and subsequently reviewed, approved, and implemented in fiscal January via a baseline change request (BCR).

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Schedule

5.5.8.2.7 P - LAWPS - Design Facilities System -$1,429k Cause: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. The current delay being experienced in this account is a direct result of the stop work; however, the cumulative schedule variance is the result of historical drivers, which are described below:

Activities supporting the Earth Retaining System (ERS) have been placed on hold as intermediate design changes are vetted to avoid unnecessary rework around

the ERS. In the interim, the associated delay contributes to the CTD SV.

Structural Engineering's effort to prepare calculations for Ventilation Stack, Backup Exhauster, De-ionized Water Foundations, and Reagent Tank Access Platform

has been extended. The extended duration of these tasks is attributed to waiting for building layout to be finalized, resource availability, and necessary design inputs. The extended duration has delayed the start of downstream checking and review activities as well as related drawings, which all contribute to the CTD SV.

In June of fiscal year 2017, an imminent change to the current design was recognized based on results of the project's integrated testing. The Integrated Project

Team made the decision that the current design related to the Gas Removal System (GRS) would be replaced with Vented Ion Exchange Columns (VIXC) and additionally incorporate other essential changes required for 90% design completion. Following this decision, the project team identified urgent tasks to be performed in support of the design changes and implemented the associated scope, schedule, and budget into the PMB via BCR RPP-17-159 - LAWPS Implementation of Stage 1 GRS to Vented IX Design. Amongst these urgent tasks was the effort to prepare the Facilities Balance of Plant (BOP) and Primary Pretreatment System (PPS) 3D model, which allowed the A/E to commence work while the balance of the revised execution strategy was developed. As the execution strategy matured it was evident that the effort to revise the BOP and PPS 3D model would require additional time. This revised strategy has now been fully implemented via BCR RPP- 17-171 - LAWPS GRS to VIXC and Essential Changes for 90% (Phase 2) and the current schedule now reflects the appropriate durations and inputs required to complete the extended effort to revise the BOP and PPS 3D Model.

Changes to the execution strategy of the weather enclosure, design vault, and miscellaneous steel activities are a result of the incorporation of the A/E's structural

subcontractor scope responsible for the Soil-Structure Interaction (SSI) initial model run and corresponding data extract. The receipt of the data was worked into the current schedule, which resulted in delays to downstream activities related to Weather Enclosure Calculations, Lag Storage Calculations/Drawings, and Design Vault Calculations. Impact: There is no impact to the optimized LAWPS design as a result of delays to the current design, which makes up the historical schedule variances described above. Corrective Action: The project team is developing a revised plan in support of the optimized LAWPS design. As the delays associated with the current LAWPS design do not impact the execution of the optimized LAWPS, the project intends to re-baseline the LAWPS schedule, which will include setting all cumulative BCWS equal to cumulative BCWP and holistically re-planning the remaining activities. The target date for implementation of the revised plan is January 19, 2018, which will allow for the plan to be developed in fiscal December and subsequently reviewed, approved, and implemented in fiscal January via a baseline change request (BCR).

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LAWPS CTD Variances

November 2017

Schedule

5.5.8.2.9 P - LAWPS - Build to Print -$590k Cause: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. The current delay being experienced in this account is a direct result of the stop work; however, the cumulative schedule variance is the result of the previous driver described below:

The majority of Build to Print (BTP) work scope was put on hold while the re-plan associated with the change from the Gas Removal System (GRS) to the Vented Ion Exchange

(VIXC) was planned and implemented. The current BTP plan needed to be re-worked to allow for incorporation of the associated changes and other imminent design changes. As a result, progress was limited on the activities identified as being affected by the changes. Impact: There is no impact to the optimized LAWPS design as a result of delays to the current design, which makes up the historical schedule variances described above. Corrective Action: The project team is developing a revised plan in support of the optimized LAWPS design. As the delays associated with the current LAWPS design do not impact the execution of the optimized LAWPS, the project intends to re-baseline the LAWPS schedule, which will include setting all cumulative BCWS equal to cumulative BCWP and holistically re-planning the remaining activities. The target date for implementation of the revised plan is January 19, 2018, which will allow for the plan to be developed in fiscal December and subsequently reviewed, approved, and implemented in fiscal January via a baseline change request (BCR). 5.5.11.2.1 P - LAWPS - Long Lead Procurements Design -$598k Cause: The CTD SV is primarily due to delays associated with the ASME Tanks Design package. The preliminary design package was planned to be delivered to WRPS during November 2017 but the activity completed 11/29/17 and fell into December reporting. The BCWP driving the CM SV will be earned during December and will result in a positive SV next month, -$572k. Impact: There is no impact to any activities outside of this account. Corrective Action: No corrective actions planned.

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Cost

5.5.3.2.1 P - LAWPS - Design Project Management (PM) -$611k Cause: The CTD CV is primarily due to:

Labor rates. The actual average hourly rates experienced for all labor resources exceeds the hourly rate used for planning/estimating the work scope by

approximately $10/hr, -$444k.

Labor usage. The actual hours experienced to date are greater than the realized calendar hours used to plan/estimate the work. These resources have not taken

paid time off consistent with the planned allocation allowance used to calculate the annual realized hours (actual hours experienced are 1,371 hours greater than planned), -$129k. Impact: There is no impact to any other activities or accounts outside of this account. Corrective Action: No corrective actions planned. 5.5.4.2.1 P - LAWPS - Design - Project Support (PS) -$2,800k Cause: The CTD CV is primarily due to:

Labor usage. Additional resources have been retained to increase the quality and completeness of the preliminary design as the project progresses towards
construction. In addition, the personnel performing the work are senior level individuals and were assigned to the project based on their experience and knowledge.

These resources have not taken paid time off consistent with the planned allowance used to calculate the annual realized hours. The number of actual hours experienced is greater than the hours utilized for planning the work scope by approximately 15,777 hours, -$1,720k.

Labor rates. The actual average hourly rates experienced for all labor resources exceeds the hourly rate used for planning/estimating the work scope by

approximately $6/hr, -$594k. Impact: There is no impact to any other activities outside of this account. Corrective Action: No corrective action is planned at this time. 5.5.5.1.1 E - LAWPS - Permitting Dev., Prep & Reviews $381k Cause: The CTD CV is primarily due to: 1) Utilizing fewer labor resources than planned. To date 11,938 hours have been earned in support of permitting activities and 6,778 actual hours have been charged, resulting in a positive CV of 5,159 hours. Preparation of draft permitting documentation has gone smoother than originally anticipated, and existing permitting staff have been able to perform the work scope in an efficient manner and avoiding the need to retain additional staffing resources

riginally projected to be needed, $327k.

Impact: There is no impact to any other activities or accounts outside of this account. Corrective Action: No corrective actions planned. The variance is favorable and does not require any corrective actions at this time.

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Cost

5.5.7.1.1 P - LAWPS - Tech Maturation Program & Misc Tests $323k Cause: The CTD CV is primarily due to the following:

To date, the engineering support required to oversee performance of subcontracted national laboratory support has been less than planned. The national

laboratories (SRNL and PNNL) have extensive historical knowledge and experience with the subcontracted work scope and the WRPS Technology Maturation

personnel. Thus, they are able to perform the work scope with reduced oversight, $142k.
During the time between the baseline of the sRF-3 testing and the subcontract award, the engineering design was further developed and refined. This resulted in

some experienced efficiencies during the testing phase, $183k. There is no change to the variance drivers from the prior reporting period. Impact: There is no impact to any other activities outside of this account. Corrective Action: No corrective actions planned. The variance is favorable and does not require any corrective actions at this time. 5.5.7.1.2 P - LAWPS - Tech Mature. Integrated Scale Test $281k Cause: The CTD CV is primarily due to the following:

The account is experiencing labor price/usage efficiencies. Originally, staffing levels were assumed and planned at a higher level to provide oversight and support to

the Integrated Engineering-Scale test. Project Manager and Project Controls support were planned under this account. However, this support has been provided by resources already assigned to the project under the Project Management account. Also, the actual hourly rate experienced in this account for engineering support/oversight is less than the planning rate by approximately $16/Hr, $738k.

The actual cost for resin procurements was significantly less than planned. Originally, resin was planned to be procured in two batches. The quantity of required

resin was reduced to 500 gallons based on the refined needs of the project, $490k.

National Laboratory Technology Maturation program testing and oversight has experienced a negative cost variance that was driven by revisions to the test plan.

The biggest impact was caused by a change in the design to eliminate the Hydrogen Diffusion Design Feature (HDDF) and provide a standby, on demand, vessel ventilation for flammable gas mitigation, -$762k.

Additional labor and material costs incurred at both the Full-Scale and the Integrated Test Facility during checkout and commissioning were driven by unplanned

modifications to the column designs, re-assembly, and leak-testing before the initial tests could be re-started. The costs also include tank nozzle modifications and hotel costs for the PM and Operators at the Integrated Test Facility. In addition, the cost for the 1/9 Scale Integrated test planned equipment is greater than

estimated. Procurement of unplanned equipment was required to support the test program and associated unplanned fabrication/installation labor costs have been
experienced. The variance is further impacted by implementing the simulant development and procurement risk mitigation strategy earlier in the year. The Integrated

Scaled Testing negative CV is partially off-set by savings achieved to date in Project Management and QA/Safety oversight. The combination of the variances experienced during Integrated Scaled Testing described in number 4 results in a negative CTD CV, -$185k. Impact: The cumulative CV is unrecoverable and has been factored into the EAC. Corrective Action: No corrective actions planned.

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LAWPS CTD Variances

November 2017

Cost

5.5.8.2.3 P - LAWPS - Design Primary Pretreat System -$1,297k Cause: The CTD CV is due to:

To date the modeling effort required more resources than planned. This is attributed to the extensive comment incorporation from the 30% design reviews as well as

the preparation of story boards and a model fly through, which was unplanned. The model was matured to higher level of detail than planned and prepared to be free from clashes, in support of the accelerated 60% design requirements. Additionally, options for above grade maintenance access for the lag storage tanks and pipe routing changes around the Lag Storage area were required to satisfy facility construction requirements.

Studies/Calculations variance is due to pipe stress and process engineering requiring more effort because of the inefficiencies associated with concurrent

development of P&IDs, mechanical design, and piping design. Further variance in pipe stress was caused by the effort required to develop pipe stress design basis criteria for safety related systems (including seismic requirements and PUREX nozzle qualifications including TFC-ENG-DESIGN-C-60 requirements). Additional hours were spent developing a rationale presentation to WRPS for design justification for backpressure requirements for the filtration calculations, which was not included in the original estimate. The lag storage calcs required additional effort beyond what was estimated due to specification changes that were made after completion of advanced conceptual design. Process equipment calculations for mechanical design and piping were inefficient due to multiple iterations required to complete the 30% Delta Design Review package.

The Ion Exchange (IX) and Cross-Flow Filter (CFF) packages required additional hours to advance beyond what was planned. Drawing activities were performed to

support the 30% delta review packages and the completion of the long lead procurement packages that are required to meet the September 2016 PBI milestone. Additional unplanned hours to perform these activities were incurred to ensure the milestone date would be met. In addition, a greater than planned effort was required to provide the drawings necessary to present the high level of detail that is going to be included in the 60% package (300+ mechanical drawings). Additional resources were required to ensure the 60% part A completion date was achieved and IDR comments had to be addressed as they were received rather than on complete closure of the IDR cycle. Impact: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, on November 20, 2017, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. This account will not be impacted by further charges. Corrective Action: The variance is not recoverable and is reflected in the EAC.

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LAWPS CTD Variances

November 2017

Cost

5.5.8.2.6 P - LAWPS - Design Balance of Plant System -$232k Cause: The CTD CV is due to:

Electrical specification, drawing, and modeling efforts have been accelerated to support the project schedule. The effort for specification development has been

impacted by the iterative process required on the procurement and quality sections of the specifications. Additional unplanned effort to complete electrical drawings has been realized as a result of new design requirements and the need for more design drawings. Additionally, the Electrical Engineering effort for the Hazardous Area Classification required more effort than planned to address review comments and different base assumptions.

On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an
ptimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20,

2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. The majority of the inefficiencies in the current period were due to the slowdown of design activity, and the A/E not being able to ramp down staff as quickly as the work slowed. This was due to both WRPS and the A/E knowing the stop work was forthcoming, but officially not received until later in the month. WRPS worked with ORP and the A/E to stop the work as quickly as possible, it was a detailed process and significant considerations needed to be worked through. This took some time to ensure it was communicated appropriately, thus the costs continued until the official notice was delivered.

The BOP Controls Specs, Control System Spec, Safety System Spec, and developing the CSI spec format and requirements have been impacted by the redefinition
f the quality requirements. This change in formatting has caused unplanned specification rework to meet the new format requirements.
Development of the SIL/FMEA calculations contributes to the unfavorable cost variance. Several activities have required effort beyond what was initially planned

because more complex analysis has been required. In addition, higher costs have been realized due to additional resource ramping up and increased effort to perform the work. The original estimate was for 6 Safety Integration Functions (SIFs), and through the development of the design, there are now 19 SIFs that are factored into the calculations requiring more time and effort to complete.

Control drawings have been revised multiple times and continue to be updated. Control cabinet and room layouts have been revised to address additional space

requirements for elevated I/O counts. Impact: No further impact is expected since the stop work order has been issued. Corrective Action: As mentioned above, a Stop Work Order was issued to the A/E on November 20, 2017, stopping all further charges to this control account. The project team is now developing a revised plan in support of the optimized LAWPS design, which is targeted for implementation by the end of fiscal January 2018.

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LAWPS CTD Variances

November 2017

Cost

5.5.8.2.7 P - LAWPS - Design Facilities System -$3,248k Cause: The CTD CV is due to:

Weather Enclosure Structural calculations and seismic analysis (SSI) activities performed by subcontractor SGH, Vault Concrete calculations, Vault Steel

calculations, and Cell Cover calculations started late due to contract negotiations that resulted in cost and schedule impacts caused by the tightly compressed

schedule. The subcontract award to SGH was significantly higher than the A/E baseline estimate for the work scope. Additionally, vault steel, vault cover, and vault

concrete calculations all went through multiple iterations as equipment arrangements matured and ensure alignment with the concrete substructure.

Additional effort for Architectural drawings has been required due the significant coordination required with the other engineering disciplines and with SGH, as their

designs have matured and changes are needed to the architectural model and drawings.

Architectural specifications for the Weather Enclosure involved a larger number of specs than originally anticipated and the Change Facility experienced significant

changes due to requests made during the WRPS design reviews to accommodate operational and radiation protection needs.

3D modeling activities went through a number of iterations in order to synchronize the SGH model with the A/E structural vault model and the integrated A/E Smart

Plant model.

Additional effort for Structural drawings has been required due to the need to align the initial vault designs with the SGH design of the upper weather enclosure

structures and to perform the weather enclosure structure drawings. Impact: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, on November 20, 2017, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. This account will not be impacted by further charges. Corrective Action: The variance is not recoverable and is reflected in the EAC.

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LAWPS Challenges/Issues/Opportunities

November 2017

Challenges

Integration of LAWPS with TSCR and AP Farm Upgrades work scope.

Issues

WDOE continues to desire that the HVAC system be included in the RCRA Permit and

tank vapor abatement be deployed which could lead to significant design changes. Opportunities

Inclusion of concrete work in the CD-3A Package.

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LAWPS Contract Changes / BCR Log

November 2017

Contract Changes / NTE Status BCR Status

Contract Changes Assigned Date Tech Lead Target Completion Estimated Impact ($M) Current Status

DOE-EM Review CP-17-033 18-Sep-17

C. Burke

TBD $0.2M

RPP-17-171 implemented the scope of the proposal into the

baseline in September 2017.

NTE increased from 200k to 270k via e-mail from Contracting

Officer dated 10/05/17. LAWPS RFP CP-18-007 11-Nov-17

C. Burke

TBD $19.0M

Actual costs and NTE value from CP-17-008 and CP-17-031

have been moved to this proposal per ORP.

RPP-18-030 implemented one month of budget to cover A/E

efforts for planning & project setup.

RPP-18-045 will add another month of budget to cover A/E

efforts for planning & project setup.

BCR#/Description Level CAM Target Completion Estimated Impact Current Status

RPP-18-030: Optimized LAWPS Project Planning and Concept Development (Phase 1) 3 Tom Sackett October 2017 $303k BCR processed and implemented for October reporting. RPP-18-045: Optimized LAWPS Project Re-planning (Phase 2) 3 Jeff Filip Tom Sackett November 2017 $303k BCR to be processed and implemented for December reporting.

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Chief Technology Office & Closure November 2017

Alternate Retrieval End Effector Fabrication Testing DFLAW Radioactive Waste Test Platform LAWPS Engineering-Scale Integrated Test Platform ILAW Glass Samples

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Chief Technology Office & Closure Overview

November 2017

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Chief Technology Office & Closure Schedule Recovery

November 2017

Cumulative to Date SV Forecast

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Chief Technology Office & Closure Major Current Month Variances

November 2017

Cost

5.3.12.2.2 Technology Maturation & Analysis $216k

Cause: The CM CV is primarily due to resource usage efficiencies in the Technology Maturation and Analysis level of effort (LOE) account, as there has been less

management oversight/support required than what was originally planned. The efficiency is a result of the following: 1) The senior project management position has been recently filled by a staff member already on-board, while the other project manager position has been supported in the interim by another staff member also already on-board. 2) The SRNL technical support resource is currently supporting the work scope under and Inter Entity Work Order (IEWO). Under an IEWO, no cost is incurred. However, the associated performance is reported, resulting in a favorable cost variance.

Impact: No impact to the project. Estimates to complete represent projected spend forecast.

5.2.4.2.8 Waste Mgt Area A/AX Perf Assessment $151k

Cause: The CM CV is primarily due to subcontractor costs. Performance was taken in OCT, for work scope performed by the subcontractor in OCT, but ACWP was not

reported until NOV.

Impact: There is no impact as a result of the CM CV.

5.2.4.2.6 Integrated Disposal Facility Perf Assessment $106k

Cause: The CM CV is primarily due to subcontract costs. A major subcontractor submitted their year-end accrual, which was in line with their historical spending
trend. However, actual costs were less than the accrual value, resulting in a negative $58k cost adjustment in the CM. In addition, the subcontractor is using senior staff who

are familiar with the work being reviewed, which requires less labor resources.

Impact: The favorable CV is expected to continue for the duration of the subcontractors' support of the current DOE review, which is scheduled to end in JAN 18.

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Chief Technology Office & Closure Major Current Month Variances

November 2017

Schedule

5.3.12.2.3 Liquid Secondary Waste Stream Tech Mat (DFLAW) -$188k

Cause: The CM SV is primarily due to the EMF Bottoms leachate testing was originally planned to perform to EPA standard 1313 (28 day duration). It was subsequently

determined that additional testing needed to be performed to EPA standard 1315 (63 day duration) to obtain adequate, meaningful data. The testing to EPA standard 1315 will require additional analysis. Additionally, agreement as to the contracting method/procurement process for Los Alamos National Lab (LANL) (EMF glass and simulant testing work scope) and Savannah River National Lab (SRNL) (EMF Concentrate IX testing) has not been reached resulting in delays to the award of these subcontracts.

Impact: No impact to critical path or other control accounts.

5.3.1.7.5 WFD System Performance -$180k

Cause: The CM SV is primarily due to completion of DFLAW Feed Qualification Maturation - sampling of AP-107 and shipping the samples to Pacific Northwest National Lab

(PNNL). The work scope was performed ahead of schedule and the associated performance reported in previous periods when the work was accomplished. The current period unfavorable performance offsets the favorable variance reported in prior periods.

Impact: No impact to the project, or any other accounts outside of this account.

5.2.1.4.1 Vadose Zone Mgmt & Regulatory Docs -$122k

Cause: The CM SV is due to delays in receiving comments from Ecology on the WMA C RFI and CMS reports, which has resulted in delays to the comment response

activities for the RFI and CMS reports.

Impact: Comment response activities will continue to be delayed until Ecology comments are received on the RFI and CMS reports.

5.2.1.4.10 Interim Barriers (TBD FARMS) $116k

Cause: The CM favorable SV is due to being able to start the design of the TX Interim Surface Barriers earlier than planned. The opportunity to begin this work early arose

and the project team was able to take advantage of it.

Impact: The impact of starting the design early is allowing the project team to provide support to the DOE customer in making design decisions in a timely fashion.

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Chief Technology Office & Closure Major Contract to Date Variances

November 2017

Cost

5.3.12.2.1 Technology Development $3,177k

Cause: The CTD CV is due to the following: 1) Labor usage efficiencies in FY 14. At the beginning of FY 14, a significant portion of scope was not authorized. As a result,

labor resources were redirected to other project accounts. In Jun 14, the afore-mentioned scope was authorized and implemented into the baseline. However, the reinstatement of staff to the project was slower than expected due to completion of reassigned work. 2) SRNL actual costs under Inter Entity Work Order (IEWO) contracts were not processed through TOC financial systems, which resulted in a favorable cost variance. 3) Labor usage efficiencies experienced in FY 15 in the LOE account for Technology Development and Program Management. 4) PNNL subcontract labor usage and price efficiencies under the Low Temperature Waste Form account were realized in FY 15. This is a result of their historic knowledge and expertise of the work scope.

Impact: No impact to the project. The SRNL IEWO contracts (IEWO = BCWS, BCWP without ACWP) will cause a final positive CTD variance.
Corrective Action: No corrective actions planned. This is a favorable variance.

5.2.4.2.3 - RCRA Closure Plan Updates $2,1914k

Cause: The CTD CV is due to labor & subcontractor resource efficiencies. Internal subject matter experts were used, instead of additional subcontractor support, to develop

the TPA Closure Plans (Tier 1, 2, & 3), WIR, and DOE 435.1 Closure Plan. Realignment of internal resources supporting multiple activities within the organization resulted in labor utilization efficiencies. Also, comments received from ORP required fewer document revisions than planned.

Impact: Using internal subject matter expert support has resulted in an overall cost savings for the TPA Tier 1, 2, and 3 Closure Plans, WIR development, and DOE 435.1

Closure Plan development. Cost efficiencies have been accounted for in the EAC.

Corrective Action: No corrective actions planned. This is a favorable variance.

5.3.6.1.4 IDF Glass Testing $1,860k

Cause: The CTD CV is primarily due to the following 1) Subcontract resources provided by Pacific Northwest National Lab (PNNL) experienced usage efficiencies due to their

historical knowledge and expertise of the IDF Glass Testing Program, FYs 14 - 16, and FY 17. 2) WRPS labor resource usage in FY 14 was less than the planned baseline for oversight/management of the IDF Glass Testing Program. This efficiency is attributed to the labor resources and confidence in subcontractor's historical knowledge and expertise of the work scope, which required less oversight/management.

Impact: There is no impact to any other activities outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance.

5.3.1.7.3 Waste Feed Delivery Technology $1,857k

Cause: The CTD CV is primarily due to the following: 1) FY 17 cost efficiencies realized in the preparation for Hanford Waste End Effector (HWEE) Testing, and Under Double-

Shell Tank (DST) Non-Visual Inspection Effectiveness Testing. The definition phase of both projects was performed with significantly less resources than originally planned as the project team has been able to leverage existing data to its advantage for the Simulant and End Effector design. Additionally, PNNL and WRPS were able to effectively engage their team and contributing counterparts in preparing for both tests. 2) Subcontract technical support of emerging engineering studies, under WFD Technology

Solutions. This is a level of effort activity and required less support than planned in FY 14 and FY 15. 3) The subcontract work performed by EnergySolutions for the Small-

Scale Solids Delivery Testing, which started in FY 2014 and completed in the 4th quarter of FY 15, experienced cost efficiencies due to its labor pricing and usage being less than planned, FY 14 and FY 15. 4) Subcontract resource usage efficiencies realized in FY 16 in the WFD Technology Solutions account, which is attributed to less than planned external reviews and technical support.

Impact: There is no impact to any other activities outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance.

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Chief Technology Office & Closure Major Contract to Date Variances

November 2017

Cost (cont.)

5.3.12.2.2 Technology Maturation & Analysis $1,846k

Cause: The CTD CV is primarily due the following: 1) Labor usage efficiencies have been realized in the Technology Maturation & Analysis LOE account, as there has been

less management oversight/support required than what was originally planned. This is primarily due to a senior project manager being moved to another project in mid-Fiscal Year (FY) 16, the attrition of project manager in mid-FY 17, and the attrition of a senior engineer mid-year FY 16. The responsibilities for the senior project manager and the senior engineer have been filled by existing resources. The other project manager position has been supported in the interim by another staff member also already on-

board. 2) Resource usage efficiencies related to the subcontract support for external reviews and technical support in the Technology Maturation & Analysis LOE account. To

date, there has been less subcontract support required than originally planned.

Impact: There is no impact to any other activities outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance.

5.3.1.7.5 WFD System Performance $1,411k

Cause: The CTD CV is primarily due to labor usage and price efficiencies in subcontract resources and labor. 1) The subcontract work for the Isolok Reference Sampler

Testing, which began in FY 14 and completed in the third quarter of FY 15, experienced efficiencies due to subcontractor labor rates and actual usage being less than

riginally assumed in the baseline. Also, less subcontract oversight was required due to the experience of the subcontracted resources. 2) Fewer labor resources were used

than what was planned in support of the Feed Delivery Technical Issue Resolution in FY 2014.

Impact: There is no impact to any other activities outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance.

5.3.10.3.2 Secondary Waste Form Development $1,263k

Cause: The CTD CV is primarily due to resource usage and price efficiencies realized by the National Laboratories subcontracted to perform this scope. 1)The work being

performed by SRNL in support of the Waste Form Development of Fresh Properties has experienced resource usage efficiencies in the work performed to date and the project expects that this trend will continue with their remaining work. The contract was awarded to SRNL for significantly less than what was originally estimated and to date, they have been able to execute the scope within the funds awarded and they do not expect to exceed this. 2) PNNL experienced resource usage and price efficiencies in FY

14. This is attributed to the fact that PNNL has worked extensively in the past on similar work scope and was able to engage efficiently to support this effort. 3) The National

Labs (PNNL & SRNL) contracted to support Secondary Waste Form Development in FY 15 also experienced resource usage and price efficiencies, again due to the fact that the national labs have worked extensively in the past on similar work scope and were able to engage efficiently to support this effort.

Impact: No impact to the project.
Corrective Action: No corrective actions planned. This is a favorable variance.

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Chief Technology Office & Closure Major Contract to Date Variances

November 2017

Schedule

5.2.1.4.1 Vadose Zone Mgmt & Regulatory Docs -$1,032k

Cause: The CTD SV is primarily due to delays in receiving Ecology's comments on the RFI and CMS documents. The RFI and CMS documents were submitted to Ecology in

Dec 16, and comments were expected the week of Feb 15, 17. However, Ecology has not returned comments on these two documents. Ecology submitted a letter (17- NWP-058) to ORP on May 22, 17 requesting an extension for completing its review and final comments on WMA C documents (RCRA Closure Analysis of WMA C, PA of WMA C, Analysis of Past Tank Waste Leaks and Losses, and BRA for WMA C) by Jul 16, 17. Ecology has requested several extensions (via letter transmittals) to complete its review. The latest letter received in Dec 17 anticipates a completed review by Jan 16, 18. Until Ecology completes its review and comments of these documents, it can't start its review and comments of the RFI/CMS. Ecology will address the RFI/CMS documents after completion of WMA C document reviews.

Impact: The SV is expected to continue until comments are received from Ecology on the RFI and CMS documents. Despite the delays, WRPS will still be able to respond to

the comments and update the reports in order to meet the TPA milestone (M-045-62: Submit Phase 2 Corrective Measures Implementation Work Plan for WMA C) by its due

date. However, work on the CMIP cannot proceed as planned and was re-planned. A modification to the baseline activities was implemented under BCR RPP-17-134, which

better aligned the CMIP activities with the official proposed Milestone finish date of Aug 31, 2028 (17-TF-0046).

Corrective Action: No corrective actions planned.

5.2.4.2.7 Waste Mgt Area C Performance Assessment -$911k

Cause: The CTD SV is primarily due to (1) a delay in receiving comments from Ecology on WMA C documents - Past Leaks Analysis, Baseline Risk Assessment, RCRA

Closure Analysis, and (2) a delay in initiating NRC review of the WMA C PA as planned/scheduled. This NRC review of the WMA C PA is linked to the NRC review of the WMA C WIR being done under WBS 5.2.4.2.3.2 (DOE 435.1 Closure Plans). The WIR was transmitted to DOE-HQ for review by the Office of General Council in JUL

17. The time required for review and approval by the Office of General Council at DOE-HQ to submit the WIR to NRC for review is expected to delay the start of the

concurrent NRC review of the WMA C PA and WIR until the JAN 18 timeframe.

Impact: The delay in receiving comments back from Ecology on the following WMA C documents, Past Leaks Analysis, Baseline Risk Assessment, RCRA Closure Analysis,

will delay completion of updates to these documents until sometime in FY18. The delay in the start of NRC review will push out completion of the concurrent PA review by the NRC into FY18 and will impact completion of updates to the WMA C PA in response to NRC review comments until, at the earliest time, the end of the last quarter of

FY18. The delay in the start of the NRC review of the WMA C PA will have a similar impact in the NRC review for the WMA C WIR and updates planned in response to NRC

review comments on the WIR (See 5.2.4.2.3.2 DOE 435.1 Closure Plans).

Corrective Action: No corrective actions planned. The variance is expected to continue into the first quarter of FY 2018.

5.2.4.2.3 RCRA Closure Plan Updates -$552k

Cause: The CTD SV has improved from Sep 17 to Nov 17; however, the CTD SV is still primarily due to delayed receipt of comments from ORP and Ecology on the TPA

Closure Plans, and from ORP and DOE-EM on the WIR evaluation that took place during FY17.

Impact: The delay will impact the completion of final drafts of the TPA Closure Plans and DOE 435.1 documents (WIR Evaluation and Closure Plans), which have been

carried over from FY17 into FY18.

Corrective Action: A strategy is being developed to accelerate the final approval of the DOE O 435.1 documents (WIR Evaluation and Closure Plans). Discussions are on-

going with Ecology on the path forward for the TPA Closure Plans. The CAM and project leads are aware of the delays and discussing this topic weekly.

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Chief Technology Office & Closure Major Contract to Date Variances

November 2017

Schedule (cont.)

5.3.6.1.4 IDF Glass Testing -$491k

Cause: The CTD SV is primarily due to the Lysimeter facility upgrades. Transfer of the Field Lysimeter Test Facility (FLTF) and needed upgrades has delayed procuring

equipment, preparing test materials and preparing the Lysimeter samples for insertion into the facility. It is anticipated that these activities will not start until the second quarter of FY 18. Upon completion of the upgrades to the facility, PNNL can perform the detailed test configuration definition and pretest modeling for the Lysimeter testing.

Impact: The transfer of the Field Lysimeter Test Facility (FLTF) from CHPRC to WRPS, and upgrading the facility is largely driving out the preparation of the Lysimeter for

Waste Form Insertion and is expected to move out to the second quarter of FY 18. This will delay the start of testing to be done in FY 18; however, there is no current impact to critical downstream tasks as a result of this schedule variance.

Corrective Action: No corrective actions planned. The variance is expected to continue into the first quarter of FY 2018.

5.3.12.2.4 Solid Secondary Waste Stream Tech Mat (DFLAW) -$406k

Cause: The CTD SV is primarily due to the Solid Secondary Waste (SSW) - phase 2 preparation and curing of the samples, and conducting the waste form tests 1 & 2, starting

later than expected. Delays are due to limitations of subcontracted resources, and additional preparation of samples and cure times. Phase 2 testing and final results memo is expected to complete February 2018.

Impact: No impact to critical path or other control accounts.
Corrective Action: No corrective actions planned. The variance is expected to continue into the first quarter of FY 2018.

5.2.4.2.8 Waste Mgt Area A/AX Perf Assessment -$335k

Cause: The CTD SV is primarily due to (1) activities X242-82WA1-11 and X242-82WA1-12 (Review by Ecology and update Residual Inventory & Soil Inventory Rev. 0

documents). These activities cannot proceed due to Ecology's priorities. Ecology was unable to review the data packages describing WMA A-AX Tank Residual Inventories and WMA A-AX Soil Inventory in FY17, so this scope carried over to FY18. The (FES) schedule was modified to shift the Ecology review into the early part of FY18, when Ecology’s schedule will allow for this review; and, (2) delays in completing the conceptual model report by the subcontractor. Also, adjustments to the site conceptual models being documented in the Geologic Framework Conceptual model package report have delayed the completion of this report, and has led to some delays in the final selection and testing of model parameters being used in the numerical model development work. The subcontractor spent some time with technical staff at CH-PRC to come up with models at A-AX that were consistent with those that PRC staff were developing for use in a Hanford site-wide Composite Analysis that they are undertaking in the upcoming two years. This took longer than originally planned.

Impact: The review, dispositioning and incorporation of Ecology comments into the Residual Inventory and Soil Inventory documents cannot be completed until after the

Ecology review and receipt of their comments. The scheduled activities of resolving comments and updating the documents carried over into FY18.

Corrective Action: There is no corrective action planned, since the SV will be made up once Ecology is able to review the Residual Inventory & Soil Inventory Rev 0

documents, which is planned for completion in FY 18.

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Chief Technology Office FY 2018 Key Deliverables

November 2017

FY 2018 Key Deliverables Target Forecast

Complete design of a new sampling technique for the Tank Farms – PBI-42.0.5 Q3 APR-18 Complete selection of non-destructive examination (NDE) technology based on FY 2017 Effectiveness Testing and complete integration testing with a delivery system for under double shell tank developed by the Tank and Pipeline Integrity (TAPI) group – PBI-42.0.2 Q4 SEP-18 Modify and issue revision to the RPP Technology Roadmap – PBI-42.0.4 Q4 AUG-18 Complete requirement and specification definition, detailed design, and fabrication and factory acceptance testing of a mechanical waste gathering system technology and submit an effectiveness test report – PBI-42.0.9 Q4 SEP-18 Operate the current first feed AP-107 through the DFLAW Radioactive Waste Test Platform to support Waste Feed Qualifications PBI-42.0.8 Q4 SEP-18 Complete testing and laboratory studies to support disposal related waste form performance necessary for advanced glasses, secondary liquid waste streams, and secondary solid waste forms – PBI-42.0.1 Q4 SEP-18 Complete detailed test configuration definition and pretest modeling for lysimeter testing – PBI-42.0.6 Q3 MAY-18 Complete waste form development and performance testing for EMF bottoms disposition onsite – PBI-42.0.3 Q4 SEP-18 Complete AP-105 Radioactive Waste Platform Operations, including grouting evaporator bottoms – PBI-42.0.7 Q3 MAY-18

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Closure & Corrective Measures FY 2018 Key Deliverables

November 2017

FY 2018 Key Deliverables Target Forecast

In support of completion of TPA M-045-92, prepare Barrier 3 Design/Monitoring Plan – PBI-41.0.1 Q3 MAY 2018 Provide to ORP and DOE LFRG responses to DOE LFRG review comments on Rev. B of the Integrated Disposal Facility Performance Assessment (IDF PA) along with an updated PA document that incorporates the proposed revisions to address the comments – PBI-41.0.5 Q3 JUN 2018

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Chief Technology Office & Closure Contract Changes

November 2017

Contract Changes Assigned Date Tech Lead Target Completion Estimated Impact ($M) Current Status NTE - Initial SX Barrier Conceptual Expansion 5-Jul-17

D. Parker

Jul-17 $100k ORP direction to proceed received from Contracting Officer via email July 5, 2017. BCR for NTE scope implemented in July 2017. Proposal (CP-17-019) submitted to DOE November 2017. Contract Mod 459 - NTE Increase SX Barrier Expansion Design 20-Nov-17

D. Parker

Jan-18 $100k NTE increase from $100k to $200k. Refer to Current Status for Initial NTE for proposal status (CP-17-019). BCR RPP-18-025 processed and implemented in November for additional scope.

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Chief Technology Office & Closure BCR Status

November 2017

BCR#/Description Level Assigned Date CAM Target Completion Estimated Impact Current Status RPP-18-019 - Tank-side Cesium Removal 3 24-Oct-17

D. Swanberg

Nov-17

$257k

BCR processed and implemented in November 2017 RPP-18-022 - Removal of 3 Gallon Test Bed Initiative Scope 3 1-Nov-17

K. Colosi

Nov-17 $1.4M BCR processed and implemented in November 2017 RPP-18-025 - SX Barrient Expansion Design Additional (CP_17-019) 3 6-Nov-17

D. Parker

Nov-17 $97k BCR processed and implemented in November 2017

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One System November 2017

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98

One System Ov Over erview view

November 2017

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99

One System Sc Sche hedu dule le Rec ecover ery

November 2017

Cumulative to Date SV Forecast

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One System Major Major Cur Curren ent t Mont Month V h Var arianc iances es

November 2017

Cost

5.03.01.02.07 Software Maintenance and Support $138k Cause: The favorable CM cost variance in this control account is primarily due to: Labor: Software Maintenance and Support have currently been able to perform their work scope with junior level engineering staff at a significantly lower actual rate than the planning rate, as well as not hiring two (2) additional E010's that were planned for in FY18 Q1. These additional resources will be hired in FY18 Q2 as needed. COCS Planning Rate Actual Rate Rate Delta E010-REG $81.98 $69.11 $12.87 E130-REG $96.82 $58.97 $37.85 Impact: There is no impact to any other baseline activities outside of this account. 5.03.06.01.03 ILAW Transporters $166k Cause: The CM CV is due to: The early phase PSSD and ILAW Transporter Prototype Fabrication work scope accomplished during the current reporting period required fewer resources than planned in the baseline. However, it is expected that as the projects progress, and increased resource ramp up occurs, costs will increase. These expected cost increases will offset the experienced early phase efficiencies. Impact: There is no impact to any other activities outside of this account.

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One System Major Major Cur Curren ent t Mont Month V h Var arianc iances es

November 2017

Schedule

Nothing to report.

SLIDE 102

102

One System Major Major Con Contr trac act to t to Da Date te V Var arianc iances es

November 2017

Cost

5.1.5.4.4 One System Nuclear Safety & Engineering $2,974k

Cause: The CTD CV is primarily due to efficiencies realized as a result of changes in the processes used for the development of Project Implementation Plans

(PIPs). Specifically, a standardized PIP process was developed and implemented for the development and completion of multiple PIPs under the Engineering Program Integration account, which eliminated a significant duplication of effort. Additional efficiencies were realized in FY 2014, when PIP templates were

development. Implementation of the standardized process and templates required less labor, staff augmentation, and subcontracted resources to perform the PIP work
scope. The implementation of a process assigning PIPs with similar objectives/scope to subcontracted resources resulted in the realization of additional labor and

subcontract efficiencies in the Nuclear Safety DSA Program Development work package. This is a level-of-effort account that has planned labor resources that are vacant,

ne Manager and one Engineer. Due to changes in the nature and volume of scope under this account, there are not any plans to retain resources for these vacancies. This

has resulted in more efficient performance of the work scope with the existing resources.

Impact: There is no impact to any other activities/accounts outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance.

5.3.12.3.1 Alternative Engineering & Development $2,595k

Cause: The CTD CV is primarily due to labor and subcontract efficiencies for:
The LERF/ETF Phased Engineering Study and Strategic Initiatives Analysis Plan (SIAP) is being performed by internal labor resource. This scope was originally planned to

be accomplished via subcontracted resources.

New data was obtained from the CH-TRU project, which resulted in a more efficient analysis of the RH-TRU project risks and issues.
The RH-TRU project risks and issues analysis provided sufficient technical data to eliminate the necessity of conducting the planned RH-TRU engineering study, and was

utilized to prepare a white paper in support of the SIAP.

The effort required for the development, scenario selection, and analysis/organization activities was less than planned due to the experience and historical knowledge of the

internal labor and subcontracted resources that performed the work scope.

Impact: There is no impact to any other baseline activities outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance.

5.3.7.5.1 WTP Interface Management $2,430k

Cause: The CTD CV is primarily due to experienced labor and subcontract efficiencies in the Secondary Solid Waste Mgmt and Interface Control Program work packages

during FY14 and FY15. Secondary Solid Waste Mgmt:

Fewer resources were required to accomplish the work scope due to the utilization of experienced personnel with extensive historical knowledge. Specifically, the

subcontracted WIR author had an excellent background in producing WIRs for other DOE sites, and was able to draft document sections in less time than estimated. At the same time produced draft WIR section, with the WRPS WIR technical lead, at a quality level that resulted in minimal comments and re-work.

The initial IDF PA subcontractor completed its independent analyses and reviews ahead of schedule, allowing for early closeout of the subcontract. A subsequent

subcontract was awarded to a less costly independent resource where support consisted of simple phone calls for expert analysis.

More efficient completion of inventory data package scope was experienced, allowing internal resources flexibility to support the WRPS IDF PA organization in its level-of-

effort activities, which are outside the scope of this WBS.

SLIDE 103

Cost (cont.)

5.3.7.5.1 WTP Interface Management $2,430k (cont.)

Cause (cont.): Interface Control Program:
The accomplishment of work scope under this work package required fewer labor resources than planned as a result of technical lead reviews from Operations/Engineering

personnel, and minimal technical manager oversight of subcontracted resources.

Impact: There are no impacts to any other activities or accounts outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance.

5.3.7.8.1 WTP Integrated Readiness Preparation $2,382k

Cause: The CTD CV is primarily due to labor efficiencies being realized in the Integrated Readiness Preparation and the Integrated Readiness Program Management work
packages. The work scope performed to date has been accomplished by fewer resources than planned due to their experience and historical knowledge of the work
scope. The CTD CV in the Integrated Readiness Preparation work package consists of historical labor under-runs in FY14-FY16 as well as additional labor under-runs in the

current fiscal year. Additionally, the CTD CV in the Integrated Readiness Program Management work package consists of historical labor under-runs in FY14-FY16, as well as additional labor under-runs in the current fiscal year.

Impact: There are no impacts to any other activities or accounts outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance.

5.3.1.7.1 Project Flowsheets $2,011k

Cause: The CTD CV is due to experienced efficiencies for labor and subcontract resources.
Labor: Fewer Chemical Engineer resources have been required by utilizing personnel with extensive experience and historical knowledge with the work scope. The Project

Flowsheet Manager position was vacant for 5 months (between Jul 16 and Dec 16). The resource retained to fill this position has an effective actual hourly rate that is less than the Manager hourly rate used for planning. This is offset by the Staff Aug modeling support, which is significantly greater than planned, due to both the number of planned resources (1 planned, 2 actual) and the level of support required.

Subcontracts: Due to a realignment of work scope priorities, the planned level of subcontract support has not been required. Internal labor resources were utilized to

perform the work scope. Six (6) GProms licenses were procured, received, and performance was taken in Oct FY18. Cost was expected in Nov FY18 but was not received due to a delay in the warehouse receiving process. We expect to receive the cost in Dec FY18.

Impact: There is no impact to any other activities outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance.

5.3.1.1.8 One System Support Program $1,950k

Cause: The CTD CV for this level-of-effort account is primarily due to:
Labor & Staff Aug: Under the One System Project Controls Management work package, a scheduler is planned to maintain the DFLAW Integration schedule. The

maintenance/update of this schedule has been performed by an existing One System Project Controls resource, and has not required retention of an additional

scheduler. Also, BTR support was planned at 0.8 FTE, with actual support experienced at 0.5 FTE. The number and size of the subcontract support realized to date is less

than planned. As a result, a decreased level of BTR support has been required. Additionally, a senior-level communication specialist was planned. An existing staff aug resource was utilized to perform the planned communication specialist work scope through Jan 17. However, this was a shared resource and the actual level of support was less than originally planned. As of Feb 17, a subcontracted resource was retained to perform the communication specialist scope. The subcontracted resource is less experienced than originally planned, and the actual effective hourly rate is less than the planned hourly rate for this position. The level of ESH&Q support planned for level of effort Integrated Permitting Strategies and ESH&Q Program Support work packages has not been experienced. The level of support provided to other organizations/projects has been higher than anticipated, which has resulted in a lower level of support to the Integrated Permitting Strategies and Program Support scope.

103

One System Major Major Con Contr trac act to t to Da Date te V Var arianc iances es

November 2017

SLIDE 104

104

One System Major Major Con Contr trac act to t to Da Date te V Var arianc iances es

November 2017

Cost (cont.)

5.3.1.1.8 One System Support Program $1,950k (cont.)

Cause: The CTD CV for this level-of-effort account is primarily due to:
Subcontracts: The planned subcontract support for FY 16 and 17 was based on the actual experience for FY 15. One System was re-organized during FY 15 and

conducted independent/external assessments to determine/validate the effectiveness of the One System organizational changes. Several technical specialists were also retained via subcontract to independent technical and integration support. However, as One System has evolved and established a foundation since the FY 15 re-

rganization, it has not required the same level of independent/external subcontracted support and as that experienced in FY 15. Therefore, the actual number and value of

subcontract support is less than originally planned.

Impact: There is no impact to any other activities outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance.

5.3.12.1.1 Strategic Initiatives Program $1,751k

Cause: The CTD CV is primarily due to planning tasks and analyses requested by the WRPS Project Manager during FY 14, including:
The development of better planning and assessment of future project capabilities and direction ($475k)
Management of the improvements identified in the FY 13 Tank Farm External Project Review (ERT) ($546k)
Retention of additional subcontracted support to perform Continuous Improvement planning, Risk Management planning and analysis, Stakeholder Interface/Relations

planning, Technology Development management, Waste Treatment and Disposition strategy reviews, R2A2 analysis and strategies, ERT Corrective Action Plan reviews, and Edventures implementation planning. The addition of one unplanned WRPS management resource to oversee many of these requested tasks ($824k) Also:

At the start of FY 15, the scope under this account was transitioned from an update to the Strategic Initiatives Analysis Plan (SIAP), to the development of a broader, more

complex 10-Year Strategic Plan. The duration to complete the 10-Year Strategic Plan was significantly shorter than originally planned for the SIAP update (mid-Jul 15 vs end

f Sep 15). To accomplish the work scope within the required time frame, additional staff aug and subcontracted resources were retained.
Impact: There is no impact to any other activities outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance.

5.3.1.2.6 Mission Analysis $1,684k

Cause: The CTD CV is due to experienced efficiencies for labor, material, and staff aug resources.

Mission Analysis:

Labor: Work scope requested by the Department of Energy, Office of River Protection, did not require planned chemist support. During mid-Jul 15, the planned Mission

Analysis group manager, transitioned to an acting Level 2 manager position. A more junior resource was assigned as the Mission Analysis group manager. The actual hourly rate for the junior resource is less than the manager hourly rate utilized for planning.

Material: Due to the advanced capabilities and performance of site standard computer, the organization was able to utilize site standard computers, instead of the planned

higher cost non-standard high-end computers. Also, software maintenance agreements were not renewed due to lack of quality and service provided by the vendor.

SLIDE 105

105

One System Major Major Con Contr trac act to t to Da Date te V Var arianc iances es

November 2017

Cost (cont.)

5.3.1.2.6 Mission Analysis $1,684k (cont.)

Cause: The CTD CV is due to experienced efficiencies for labor, material, and staff aug resources.

Operations & WFD Planning:

Labor: Junior Chemical Engineers were utilized to accomplish the planned work scope, with an actual hourly rate that is less than the Chemical Engineer hourly rate utilized for

planning ($72/hr actual effective rate vs $77/hour planning rate). Also, historical costs were utilized to plan this work, however the effort required was not as substantial as planned. System Plan Rev. 8:

Subcontracts: Based on previous System Plan experience .5 FTE was budgeted to help recover system plan overruns if needed. This support was not required.
Impact: There are no impacts to any baseline activities outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance and the work scope is complete.

5.3.1.1.3 WTP Support Program Development $1,352k

Cause: The CTD CV is primarily due to labor usage efficiencies in OS Support Program Dev., Project Controls Prog. Mgmt., OS ESH&Q Technical support and OS Front-end

Design & Def. Program Mgmt Level of Effort work packages. In FY 2014, delays in company staffing approvals were experienced in Project Controls Prog. Mgmt $521k, OS Front-end Design & Def Program Mgmt $154k, and OS ESH&Q Technical support $470k. In addition, OS Support Program Dev. utilized less subcontract support than planned $290. In FY 2015, labor usage efficiencies were experienced in One System ESH&Q Technical Support $334k and Project Controls Program Mgmt. $287k due to delays in company staffing approvals and vacant positions not being filled. This was partially offset by inefficiencies resulting from the high labor rate for senior-level managers and the unplanned deputy in OS Support Program Dev. -$322k.

Impact: There is no impact to any other activities outside of this account.
Corrective Action: No corrective actions planned. This is a favorable variance and the work scope is complete.

5.3.7.1.1 WTP Operational Readiness Program Mgt $1,143k

Cause: Scope is complete on all of the work packages.

FY15 The CTD cost variance is due to re-prioritizing the WTP Design review team to support the Design review of LAW and Pretreat facilities. This resulted in fewer actual costs for the HLW Design Review and WTP LAW Commissioning Strategy Review, $661.8K. Variance is also due to completing the Design and Operability Review with fewer FTEs than planned, ~2 FTEs, for engineering support, $247.5K. The remaining variance is due to early completion of the work scope associated with CP-15-010 which resulted in fewer actuals for the work performed, $204.4K. The team that previously provided support for CP-15-010 was transferred to new subcontract outside of the WRPS

rganization therefore incurring fewer actual costs.

FY14 The FY14 CTD CV value of $640k is primarily due to the LAW Design and Operability Review. The resources were planned for full-time support for the duration of the review activities beginning in March 2014, however, the recruitment and ramp up of personnel was slower than originally planned. The project was not fully staffed until April 2014 ($120.9k). The HLW Design Review scope was completed with less labor and staff aug support than had been planned ($419.5). The reduction in labor was offset by the use of unplanned contract support to complete the scope (-$71). Additionally, the LAW Commissioning Strategy Review was completed underspent in labor ($61.4k) and subcontract support ($231.2k).

Impact: No impact to any other activities outside of this account.
Corrective Action: No corrective actions planned. The work scope is complete.

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One System Major Major Con Contr trac act to t to Da Date te V Var arianc iances es

November 2017

Schedule

Nothing to report.

SLIDE 107

107

One System FY FY 2018 2018 Key ey Deliv Deliver erables bles

November 2017

FY 2018 Key Deliverables

Target Forecast Process Control Plan Q4 SEP 2018 Issue Multi-year Operating Plan Revision 6 Q2 JAN 2018 Submit the Early DFLAW Flowsheet Revision 0 Q2 FEB 2018 Submit the RPP Integrated Flowsheet Maturation Plan Revision 3 Q4 SEP 2018 Submit the River Protection Project (RPP) System Plan 8 Addendum (Strategic Plan) – PBI-39.0.1 Q4 SEP 2018 Release Near-Term Operations Tool (NTO) to operational Status – PBI-39.0.7 Q2 APR 2018

Integration of Near-Term Operations Tool (NTO) with TOPSim – PBI-39.0.8 Q4 SEP 2018 Develop the Long-Term Operations (LTO) Tool prototype – PBI-39.0.9 Q4 SEP 2018 Accept delivery of the fabricated prototype Immobilized Low Activity Waste (ILAW) Transporter System – PBI-39.0.2 Q3 JUL 2018 Complete the Draft ILAW container Packaging Specific Safety Document (PSSD) and submit to ORP for comment – PBI- 39.0.4 Q4 SEP 2018 Submit Final Phase 2 ILAW Waste Incidental to Reprocessing (WIR) Technical Basis document to ORP – PBI-39.0.3 Q2 MAR 2018 Implement Tank Waste Treatment Secondary Solid Waste Matrix Q3 JUN 2018 Submit the revised Operational Readiness Support Plan (Revision 4) to ORP – PBI-39.0.5 Q4 SEP 2018 Issue the Direct Feed Low Activity Waste (DFLAW) Integrated Operational Research (OR) Model Results Report – PBI- 39.0.6 Q4 AUG 2018 Issue the CCW Liquid Effluent Disposition Evaluation Report Q3 MAY 2018 Submit the WTP transition support strategy to ORP Q1 NOV 2017

SLIDE 108

108

One System Con Contr trac act Chan t Change ges s

November 2017

Contract Changes Assigned Date Tech Lead Target Completion Estimated Impact ($M) Current Status Contract Mod 424 - NTE for PSSD 23-Feb-17

R. Tedeschi

$200k Contract Change Proposal (CP) -17-006 submitted to DOE March 6, 2017. Revised ERRATA submitted to ORP November 1, 2017. ORP evaluation of proposal in progress. Contract Mod 450 - NTE for WTP Transition Support 12-Sep-17

A. Exley

$200k Contract Change Proposal (CP-17-023) submitted to ORP in November 2017. BCR 17-172 implemented in September 2017. Contract Mod 460 - NTE Increase for PSSD 16-Nov-17

R. Tedeschi

Mar-17 $150k Increase PSSD NTE from $200k to $350k. Refer to Current Status for Mod 424 for proposal status (CP-17- 006).

SLIDE 109

109

One System BCR BCR Sta Statu tus s

November 2017

BCR#/Description Level Assigned Date CAM Target Completion Estimated Impact Current Status RPP-18-021 One System Planning Package to Work Package Conversion of Multiple WBS's 3 1-Nov-17

S. Reaksecker/J.

Belsher/A. Exley Nov-17 $0k BCR developed and implemented in November 2017.

SLIDE 110

Production Operations November 2017

Mӧbius-B Units Installed in Rooms B1A/B1F at the 222-S Laboratory Pull, Repair, and Reinstallation of the #22 Manipulator in Room 11A at the 222-S Laboratory

SLIDE 111

111

Production Operations Safety Performance Summary

November 2017

As of November 30, 2017 Production Operations has worked 666,972 hours or 296 days without a Lost Time Workday Injury, and has worked 79 days since a Recordable case.

First Aid Case:

12 Month Rolling Average: 7.25

Two Cases in November

 When monitoring work activity on a UVOX system, employee experienced a headache.  Employee tripped and fell while walking on a cover block causing laceration to wrist.

Total Recordable Case:

12 Month Rolling Average: 0.48

No Cases in November

Days Away, Restricted or Transferred Case (DART):

12 Month Rolling Average: 0.24

No Cases in November

2 4 6 8 10 12

No. of Cases

Production Operations

Case Summary

First Aid Total Recordables Lost Workday Restricted

SLIDE 112

112

Production Operations CM Schedule Performance Overview

November 2017

WBS BCWS BCWP ACWP SV CV BCWS BCWP ACWP SV CV SPI CPI BCWS BCWP ACWP SV CV SPI CPI TCPI CP VAC CP BAC 5.01.01.01 - Base Operations Project Mgmt 932 846 859

86
13

1,443 1,380 1,345

63

35 0.96 1.03 52,138 52,075 50,703

63

1,372 1.00 1.03 0.98 1,170 60,106 5.01.01.02 - TSR Surveillance & Maintenance

153,460

153,460 153,457

3

1.00 1.00

3

153,460 5.01.01.06 - Solid Waste Management 1,074 1,074 1,182

108

1,723 1,723 1,911

188

1.00 0.90 80,613 80,613 73,412

7,201

1.00 1.10 0.98 7,048 90,263 5.01.01.11 - Base Operations East Area Farms 2,851 2,851 2,822

29

4,574 4,574 4,655

82

1.00 0.98 184,996 184,996 175,589

9,407

1.00 1.05 1.03 10,028 210,220 5.01.01.12 - Base Operations West Area Farms 1,122 1,101 1,229

21
129

1,799 1,766 2,024

34
259

0.98 0.87 70,220 70,187 65,952

34

4,235 1.00 1.06 0.94 3,623 80,105 5.01.01.13 - Base Operations Support/Special Projects 2,467 2,467 2,407

60

3,958 3,958 4,166

208

1.00 0.95 122,661 122,661 142,112

19,451

1.00 0.86 0.94

20,824

145,056 5.01.02.02 - Tank Waste Volume Management 598 848 466 249 381 927 1,161 739 234 422 1.25 1.57 27,848 28,029 23,591 181 4,438 1.01 1.19 1.08 4,752 32,300 5.01.02.03 - 242-A Evaporator 930 1,030 1,085 100

55

1,492 1,592 1,780 100

188

1.07 0.89 76,261 76,361 79,069 100

2,708

1.00 0.97 1.00

2,671

85,763 5.01.02.06 - Effluent Treatment Facility 1,457 1,457 1,883

426

2,338 2,338 3,225

887

1.00 0.72 52,973 52,973 52,933

41

1.00 1.00 0.98

292

69,921 5.01.03.01 - 222-S Laboratory Facility

377

252 377 125

429

481 429

51
0.89

233,563 233,450 227,149

113

6,301 1.00 1.03 0.82 6,277 233,563 5.01.03.03 - 222-S Laboratory Facility Option Period 2 4,251 4,302 3,600 51 702 7,158 6,950 6,106

207

845 0.97 1.14 51,243 50,756 47,166

487

3,590 0.99 1.08 0.97 2,266 89,951 5.01.03.04 - 222-SA Facility Replacement 7 13 4 5 9 13 14 7 1 7 1.11 1.99 1,242 1,239 1,092

3

147 1.00 1.14 0.32 141 1,242 Total 15,689 16,364 15,789 676 575 25,425 25,885 26,439 460

554

1.02 0.98 1,107,219 1,106,800 1,092,225

419

14,575 1.00 1.01 0.98 11,520 1,251,949 Current Month FYTD Cumulative to Date

CM Schedule Variance $676k

5.1.3.1 – 222-S Laboratory Facility $377k Cause: Partial schedule recovery for the FY 2016 carryover scope 219-S P-1 Pump Replacement. Full schedule recovery was not achieved in November as planned due to the P-9 pump failure and troubleshooting activities that were required. The troubleshooting activities revealed the pump needed to be replaced. Planning package preparations are in the process to replace the pump with one that is currently in convenient storage and is planned to be completed in early-January 2018. Once the pump is replace, leak detection/testing activities will resume on the P-1, P-2, and P-9 pumps and turnover to Operations. Impact: No impact to critical path. An additional two month schedule delay was realized in November 2017. Impacts to control account 5.1.2.2.16 “External Transfers FY16” successor activity “219-S Transfer” are being realized with the two month delay. Full schedule recovery planned in January 2018. Corrective Action: No corrective actions required. 5.1.2.2 – Tank Waste Volume Management $249k Cause: (1) DST Recirculation, $178k – early performance of the AP-106 DST Recirculation ($154k) tied to the early completion of the AP-106 Level Rise and schedule recovery of the AP-107 DST Recirculation close-out activities ($23k). (2) Level Rise/Surveillance, $41k – early performance of the AP-106 Level Rise/Leak Check by one month. (3) DST to DST Transfers, $31k – schedule recovery for the DST to DST waste transfer from Tank AP-106 to Tank AW-102. Impact: (1) No impact to critical path or other control accounts. Schedule acceleration of one month, scope originally planned to be completed in December 2017; schedule recovery of the one month delayed close-out activities originally planned to be completed in October 2017. (2) No impact to critical path or other control accounts. Schedule acceleration of one month, scope originally planned to be completed in December 2017. (3) No impact to critical path or other control accounts. Schedule recovery for the one month delayed DST to DST Transfer activities originally planned to be completed in October 2017. Corrective Action: No corrective actions required 5.1.2.3 – 242-A Evaporator $100k Cause: Early performance of the 242-A Evaporator MCS Software License Agreement by one month. Impact: No impact to critical path or other control accounts. Schedule acceleration of one month, scope originally planned to be completed in December 2017. Corrective Action: No corrective actions required.

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113

Production Operations CTD Schedule Performance Overview

November 2017

CTD Schedule Variance

$419k

5.1.3.3 – 222-S Laboratory Facility Option Period 2 -$487k Cause: (1) 222-S HVAC-Vent Supply & Exhaust Fan Replacement, -$276k – schedule delay associated with the Management Oversight of the project. Due to the four month delayed completion of the design, construction award was re-aligned to the new execution strategy to start in October 2017. Because the Management Oversight activity is a single activity that supports the design and construction, this activity was not re- aligned and will reflect an unfavorable schedule variance through the 2nd quarter FY 2018 as the construction activity progresses through completion. (2) 222-S Room Renovation – 4N, -$163k – schedule delayed by two months due to the late award of the Construction contract. (3) Restroom Shower Trailer Installation, -$50k – schedule delayed by one month due to a change in execution strategy for the electrical tie-in, this delayed getting the RFP on the streets and awarding the construction subcontract. Impact: (1) No impact to critical path or other control accounts. Schedule has been delayed by four months. Schedule recovery planned by FY 2018 year-end with project completion. (2) No impact to critical path or other control accounts. Schedule has been delayed by two months. Contract is planned to be awarded on November 14, 2017. Schedule recovery planned in July 2018. (3) No impact to critical path or other control accounts. Schedule has been delayed by one month. Contract was awarded on October 4, 2017. Schedule recovery planned in December 2017. Corrective Action: No corrective actions required. 5.1.3.1 – 222-S Laboratory Facility -$113k Cause: 219-S P-1 Pump Replacement – initial delays in planning the 219-S Pit Entry Investigative Survey Report (ISR) due to unsuccessfully receiving Joint Review Group (JRG) approvals. The ISR work package was required for completing the Radiological Work Permits (RWP) for inclusion into subsequent work packages. Additional delays realized in September 2016, as the investigative entry was placed on hold until higher priority FY 2016 PBI field work and work that was required to be completed to meet a Department of Ecology terminal date were complete. In October, during the initial entry to perform the ISR, it was identified that the P-2 pump is suspected to be leaking. In November, it was determined that the P-2 pump will be replaced at the same time as the P-1 pump. Therefore, the planning package is being re-planned as “High Risk” which includes the P-2 pump replacement. During December through February further delays were experienced due to the Facility Closure days. Additional two month delay in March due to a review meeting held on the Lockout/Tagout Authorization Form and the discovery of additional criterion required through the work control process. In August, an additional 2 month delay was realized as critical resources were reassigned to Tank Farm Projects and Retrieval to support higher priority scope. In November 2017, partial schedule recovery for the FY 2016 carryover scope 219-S P-1 Pump Replacement was realized, however, full schedule recovery was not achieved as planned due to the P-9 pump failure and troubleshooting activities that were required. The troubleshooting activities revealed the pump needed to be replaced. Planning package preparations are in the process to replace the pump with one that is currently in convenient storage and is planned to be completed in early-January 2018. Once the pump is replace, leak detection/testing activities will resume on the P-1, P-2, and P-9 pumps and turnover to Operations Impact: No impact to critical path. An additional two month schedule delay was realized in November 2017. Impacts to control account 5.1.2.2.16 “External Transfers FY16” successor activity “219-S Transfer” are being realized with the two month delay. Full schedule recovery planned in January 2018. Corrective Action: The planning package was re-planned as “High Risk” which includes the P-2 pump replacement and the detailed schedule with logic ties had been placed into the Field Execution Schedule (FES) in December 2016. In March, a revised JRG process was implemented and was submitted to the JRG for approval in June. In late-July, a follow-up JRG was held and approval to execute this scope was received. In August, due to the availability of critical resources, this scope was delayed an additional 2 months. In November 2017, with the failure of the P-9 pump, planning package preparation was initiated to include the replacement of the pump. 5.1.2.2 – Tank Waste Volume Management $181k Cause: (1) DST Recirculation, $154k – early performance of the AP-106 DST Recirculation tied to the early completion of the AP-106 Level Rise. (2) Level Rise/Surveillance, $41k – early performance of the AP-106 Level Rise/Leak Check by one month. (3) External Transfer, -$15k – schedule delay of the 219-S Transfer tied to the predecessor activity under control account 5.1.3.1.31 “222-S Laboratory 219-S P-1 Pump Replacement”. Impact: (1) No impact to critical path or other control accounts. Schedule acceleration of one month, scope originally planned to be completed in December 2017. (2) No impact to critical path or other control accounts. Schedule acceleration of one month, scope originally planned to be completed in December 2017. (3) No impact to critical path or other control accounts. Schedule delays of 22 months, scope originally planned to be completed in March 2016. Schedule recovery planned in January 2018. Corrective Action: No corrective actions required

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114

Production Operations CTD Schedule Projection

November 2017

CTD SV Primary Contributors: -$419k

FY 2016 Carryover: 219-S P-1 Pump Replacement -$113k; Schedule recovery in January 2018
FY 2016 Carryover: 219-S External Transfer -$15k; Schedule recovery in January 2018
FY 2018 222-S HVAC Upgrades -$276k; Schedule recovery in September 2018
FY 2018 222-S Room Renovation – 4N -$163k; Schedule recovery in July 2018
FY 2018 Production Control OATS Upgrade, -$63k; Schedule recovery in January 2018
FY 2018 Field Lysimeter Test Facility, -$34k, Schedule recovery in April 2018
FY 2018 222-S Restroom Shower Trailer -$50k; Schedule recovery in December 2017

SLIDE 115

CM Cost Variance $575k

5.1.2.6 – Effluent Treatment Facility -$426k Cause: Labor usage inefficiencies due to an increase in labor/overtime to support completion to support corrective maintenance activities and maintaining minimum safe activities/staffing requirements during absences of regular staff. Impact: No impact to other control accounts. Unfavorable impact to the EAC was realized. Corrective Action: No corrective actions required. 5.1.1.12 – Base Operations West Area Farms -$129k Cause: Labor usage inefficiencies due to an increase in labor/overtime to support maintenance activities during the month. Impact: No impact to other control accounts. Unfavorable impact to the EAC was realized. Corrective Action: No corrective actions required. 5.1.1.6 – Solid Waste Management -$108k Cause: Subcontractor variance during the month with the increased amount of shipments being sent to off-site treatment and disposal facilities. Levels of waste is dependent upon waste received from Operations, Projects, and Retrieval activities that are shipped to off-site treatment and disposal facilities. This will cause fluctuates from month-to-month on actual shipment, but will be within, reporting levels at the end of the fiscal year. Impact: No impact to other control accounts. Unfavorable impact to the EAC was realized. Corrective Action: No corrective actions required. 5.1.2.2 – Tank Waste Volume Management $381k Cause: Labor usage efficiencies due to the ability to perform pre-requisites for the AP-106 to AW-102 Transfer, AP-106 Recirculation, and AP-106 Level Rise simultaneously versus performing them as three separate discrete activities with gaps in performance. Impact: No impact to other control accounts. Favorable impact to the EAC was realized. Corrective Action: No corrective actions required. 5.1.3.1 – 222-S Laboratory Facility $125k Cause: Labor usage efficiencies due to the replacement of the P-1 and P-2 pumps in the facility taking one day versus the 5 days planned and is attributed to the up-front reviews and walk downs prior to performing the scope. Impact: No impact to other control accounts. Favorable impact to the EAC was realized. Corrective Action: No corrective actions required.

115

Production Operations CM Cost Performance Overview

November 2017

WBS BCWS BCWP ACWP SV CV BCWS BCWP ACWP SV CV SPI CPI BCWS BCWP ACWP SV CV SPI CPI TCPI CP VAC CP BAC 5.01.01.01 - Base Operations Project Mgmt 932 846 859

86
13

1,443 1,380 1,345

63

35 0.96 1.03 52,138 52,075 50,703

63

1,372 1.00 1.03 0.98 1,170 60,106 5.01.01.02 - TSR Surveillance & Maintenance

153,460

153,460 153,457

3

1.00 1.00

3

153,460 5.01.01.06 - Solid Waste Management 1,074 1,074 1,182

108

1,723 1,723 1,911

188

1.00 0.90 80,613 80,613 73,412

7,201

1.00 1.10 0.98 7,048 90,263 5.01.01.11 - Base Operations East Area Farms 2,851 2,851 2,822

29

4,574 4,574 4,655

82

1.00 0.98 184,996 184,996 175,589

9,407

1.00 1.05 1.03 10,028 210,220 5.01.01.12 - Base Operations West Area Farms 1,122 1,101 1,229

21
129

1,799 1,766 2,024

34
259

0.98 0.87 70,220 70,187 65,952

34

4,235 1.00 1.06 0.94 3,623 80,105 5.01.01.13 - Base Operations Support/Special Projects 2,467 2,467 2,407

60

3,958 3,958 4,166

208

1.00 0.95 122,661 122,661 142,112

19,451

1.00 0.86 0.94

20,824

145,056 5.01.02.02 - Tank Waste Volume Management 598 848 466 249 381 927 1,161 739 234 422 1.25 1.57 27,848 28,029 23,591 181 4,438 1.01 1.19 1.08 4,752 32,300 5.01.02.03 - 242-A Evaporator 930 1,030 1,085 100

55

1,492 1,592 1,780 100

188

1.07 0.89 76,261 76,361 79,069 100

2,708

1.00 0.97 1.00

2,671

85,763 5.01.02.06 - Effluent Treatment Facility 1,457 1,457 1,883

426

2,338 2,338 3,225

887

1.00 0.72 52,973 52,973 52,933

41

1.00 1.00 0.98

292

69,921 5.01.03.01 - 222-S Laboratory Facility

377

252 377 125

429

481 429

51
0.89

233,563 233,450 227,149

113

6,301 1.00 1.03 0.82 6,277 233,563 5.01.03.03 - 222-S Laboratory Facility Option Period 2 4,251 4,302 3,600 51 702 7,158 6,950 6,106

207

845 0.97 1.14 51,243 50,756 47,166

487

3,590 0.99 1.08 0.97 2,266 89,951 5.01.03.04 - 222-SA Facility Replacement 7 13 4 5 9 13 14 7 1 7 1.11 1.99 1,242 1,239 1,092

3

147 1.00 1.14 0.32 141 1,242 Total 15,689 16,364 15,789 676 575 25,425 25,885 26,439 460

554

1.02 0.98 1,107,219 1,106,800 1,092,225

419

14,575 1.00 1.01 0.98 11,520 1,251,949 Current Month FYTD Cumulative to Date

SLIDE 116

116

Production Operations CM Cost Performance Overview

November 2017

CM Cost Variance $575k (cont’d)

5.1.3.3 – 222-S Laboratory Facility Option Period 2 $702k Cause: (1) 222-S General Support, $162k – Labor usage efficiencies due to the vacant Other Professional and high volume of PTB within the LOE control account. (2) 222-S Process Chemistry, $106k – Labor usage efficiencies due to the high volume of PTB within the LOE control account and staff being reassigned to support discrete activities being performed at the 222-S Laboratory. (3) 222-S Ancillary Equipment Addition, $138k – Subcontractor usage efficiencies realized through the 30% design phase due to effectively capturing configuration requirements early on in the programming effort. (4) 222-SA Secondary Transformer Replacement, $121k – Subcontractor variance due to the missed re-accrual of the vendors final invoice that was submitted in October. The invoice had not been paid in November and the accrual was over looked. Impact: (1–2) No impact to other control accounts. Favorable impact to the EAC was realized. (3) No impact to other control accounts. Favorable impact to the EAC was realized. (4) No impact to other control accounts. An inaccurate favorable impact to the EAC was realized in the current month and will be corrected in December 2017. Corrective Action: (1–3) No corrective actions required. (4) The final invoice should be paid in December, if not the PCE will ensure the re-accrual will be submitted to accurately reflect the actual costs of the project.

SLIDE 117

117

Production Operations CTD Cost Performance Overview

November 2017

CTD Cost Variance $14,575k

5.1.1.11 – Base Operations East Area Farms $9,407k (LOE Control Accounts) 5.1.3.1 – 222-S Laboratory Facility $6,301k (LOE Control Accounts) 5.1.1.12 – Base Operations West Area Farms $4,235k (LOE Control Accounts) 5.1.3.3 – 222-S Laboratory Facility Option Period 2 $3,590k (LOE Control Accounts) Cause: (1) FY 2014 $6,839k, Labor usage efficiencies in the various LOE control account impacted by Continuing Resolution and unfilled vacant positions (2) FY 2015 $1,507k, Year-End Labor and Overhead Allocations pass back. (3) FY 2016 $571k, Year-End Labor and Overhead Allocations pass back and efficiencies experienced in prior years were minimal in FY 2016 and did not continue. (4) FY 2017 $5,035k, primarily due to Labor usage efficiencies realized due to Facility Closure days “R” time in December (3-days), January (10-days), and February (5-days) for a total of 18 days, with the additional 2 days of “R” Time in May associated with the PUREX incident, vacancies and an increase in taking vacation during July. Additionally, labor rate variances are being realized within multiple disciplines within the LOE control accounts. This was partially off-set by an unfavorable fiscal year-end variance distribution of -$796k in September 2017. (5) FY 2018 $453k, due to an increase in labor and overtime to support field activities in October -$274k and offsetting efficiencies in November within the 222-S Laboratory $727k. Impact: (1 – 3) No impact to other control accounts. The EACs were favorably impacted by Continuing Resolutions and vacancies in prior years. (4) No impact to other control accounts. The EAC was favorably impacted by the 20 days of “R” time realized and is not anticipated to continue. (5) No impact to other control accounts. The EAC was unfavorably impacted in October to support field activities and favorably impacted in November. Monthly fluctuations will occur within these LOE accounts. Corrective Action: (1 – 3) Several vacant positions were filled in FY 2015 and FY 2016. The FY 2017 Budget was modified to reflect the anticipated support required for the year. (4) No corrective action required. The G&A under allocation due to the 18 days of “R” time was implemented in April via BCR RPP-17-102. (5) No corrective action required. The majority of this scope is LOE and will realize monthly fluctuations. 5.1.1.6 – Solid Waste Management $7,201k (LOE Control Accounts) Cause: (1) FY 2014 thru FY 2016, $6,246k – Prior year efficiencies due to this account being dependent upon the levels of waste generated and received from Operations, Projects, and Retrieval field activities. When waste is received by the treatment facilities, they have up-to 12 months to process, which causes monthly fluctuations in invoices received. Additionally, the full implementation of the Reusable Contaminated Equipment (RCE) Program was impacted due to CR in FY 2014. Further impacted in FY 2015 with the vacant planner, and re-assignment of 2 HPTs and 3 NCOs to support the Farm during the first half of the

year. The BAC was modified for FY 2017 to reflect the planned field execution strategy.

(2) FY 2017, $1,143k – Labor, Material, and Subcontractor usage efficiencies due to this account being dependent upon the levels of waste generated and received from Operations, Projects, and Retrieval field

activities. Field work in the first four months of FY 2017 has been impacted by Continuing Resolution and Facility Closure days “R” time in December (3-days), January (10-days), and February (5-days) for a

total of 18 days, with the additional 2 days of “R” Time in May associated with the PUREX incident. (3) FY 2018, -$188k – Labor usage inefficiencies in October -$80k to support RCE field activities and an increase in shipments to offsite treatment and disposal facilities in November -$108k Impact: (1) No impact to other control accounts. The EAC was favorably impacted in prior years and has been updated to reflect the expected waste shipments from the field, treatment and disposal schedules from the treatment facilities, and staffing needs for FY 2017. (2) No impact to other control accounts. The EAC was favorably impacted by the 20 days of “R” time realized and is not anticipated to continue. (3) No impact to other control accounts. The EAC was unfavorably impacted in October and November and is not anticipated to continue. Corrective Action: (1) No corrective action required. The FY 2016 Budget was modified to reflect the reduced RCE Program and planned waste shipments from the field and treatment and disposal costs. The FY 2017 BAC was also modified to reflect the planned field execution strategy. This will mitigate further growth to the CTD variance. (2) No corrective action required. The G&A under allocation due to the 18 days of “R” time was implemented in April via BCR RPP-17-102. (3) No corrective action required. This LOE control account will realize monthly fluctuations.

SLIDE 118

118

Production Operations CTD Cost Performance Overview

November 2017

CTD Cost Variance $14,575k (cont’d)

5.1.1.13 – Base Operations Support/Special Projects -$19,451k (LOE Control Accounts) Cause: (1) Production Operations Support Services, -$14,104k – labor and subcontractor usage inefficiencies due to:

a. TF-AOP-015 Response to Reported Odors or Unexpected Changes to Vapor Conditions in FY 2014. As a result, this control account has realized an increase in respiratory equipment procurements;

consumables; deployment of heat stress modules, Hanford Fire Department SCBA support, Crane and Rigging readiness-to-serve, NCO and IHT resources to man the Mask Issue Stations, and MSA Teamster support for transportation of the SCBA bottle to and from the Hanford Fire Department.

b. The HAMTC Stop Work and Court Order Injunction within the DST Farms in FY 2016, requiring additional staff for the use of SCBA when performing min-safe activities and an increase in SCBA bottle cleaning,

building SCBA bottle boxes and drying racks, and procurement of 100-30 minute SCBA bottles and 900 SCOTT AV3000 SCBA Masks. (2) Production Operations Central Shift Office, -$5,605k – labor usage inefficiencies due to:

a. Increased costs associated with round-the-clock valve pit temperature monitoring effective October 1, 2014 through March 31, 2015 set forth in procedure TO-040-790 Revision 8, Tank Farm Plant Operating

Procedure & Operations and training during Red Arrow in FY 2015 Q1.

b. Labor usage inefficiencies, NCOs within the Shift Operations Office due to delays associated with equipment failures and ability to perform Evaporator Campaigns and associated transfers. When NCOs are not

assigned to support discrete scope, they are assigned to support the manning and training for the Shift Relief Team and obtain their multi-certification requirements. Additionally, 12 NCOs were brought on board in January 2016 and charged their first three weeks of training to this account prior to being reassigned to the Farm Teams in February 2016. In addition, two IHTs are required per shift to support enhanced IH Monitoring as a result of the HAMTC Stop Work Order within the DST Farms.

c. HAMTC Stop Work Impacts within the DST Farms due to additional staff required for the use of SCBA when performing min-safe activities.

(3) HAMTC Standing Stop Work Impacts, -$417k – labor usage inefficiencies due to the HAMTC Stop Work Order and Court Order Injunctions impacting waste disturbing activities. Impact: No impact to other control accounts. The EAC has been unfavorably impacted with the increase in costs and has been updated to reflect the anticipated costs through FY 2018. Corrective Action: (1) a. Total FY 2015 Vapor cost impacts are unrecoverable as they were not adequately accounted for in Contract Modification 373 which definitized Vapor Impacts for FY 2015, as the FY 2015 Request for Equitable Adjustment (REA) negotiated FY 2015 Q3/Q4 costs using the Chemical Vapors impacts for FY 2015 Q1/Q2 proposal (CP-15-032) as a basis; vapor impacts were underrepresented during FY 2015 Q1/Q2 for this

account. FY 2016 cost impacts due to vapor issues addressed via Baseline Change Request RPP-16-179 which implemented Contract Modification 386 for FY 2016 Chemical Vapor Impacts.
b. A REA was submitted in September 2017 to ORP, addressing the HAMTC Stop Work and Court Order impacts. (CP-16-023)

(2) a. The FY 2016 and FY 2017 Budgets were modified to include the costs for the round-the-clock valve pit temperature monitoring from October – March.

b. No corrective action required. When discrete scope is performed, this account will realize a reduced utilization and will fluctuate monthly mitigating the cost variance.
c. A REA was submitted in September 2017 to ORP, addressing the HAMTC Stop Work and Court Order impacts. (CP-16-023)

(3) A REA was submitted in September 2017 to ORP, addressing the HAMTC Stop Work and Court Order impacts. (CP-16-023) This work package has been closed, no further actuals will be realized. 5.1.2.3 – 242-A Evaporator -$2,708k Cause: (1) FY 2014 -$2,105k – Labor and non-labor usage inefficiencies required to support emergent facility maintenance and enhancements. (2) FY 2015 $259k – Year-End Overhead Allocations pass back of $219k. (3) FY 2016 -$1,936k – Labor and non-labor usage inefficiencies required to support emergent facility maintenance and enhancements. (4) FY 2017 $1,262k – Labor usage efficiencies realized due to resources reassigned to Tank Farm Projects to support the 242-A Evaporator Integrity Assessment and Facility Closure days “R” time in December (3- days), January (10-days), and February (5-days) for a total of 18 days and with the additional 2 days of “R” Time in May associated with the PUREX incident. (5) FY 2018 -$188k – Labor usage inefficiencies due to an increase in labor/overtime to support completion of the Electrical Outage and maintenance activities prior to extreme winter conditions occurring. Impact: (1 – 3) No impact to other control accounts. The EAC was unfavorable impacted in prior years but did not continue in FY 2017. (4) No impact to other control accounts. The EAC was favorably impacted by the 20 days of “R” time realized and is not anticipated to continue. (5) No impact to other control accounts. The EAC was unfavorably impacted in October and is not planned to continue. Corrective Action: (1 – 3) No corrective action required. The unfavorable cost variance is unrecoverable. (4) No corrective action required. The G&A under allocation due to the 18 days of “R” time was implemented in April via BCR RPP-17-102. (5) No corrective action required. This is primarily an LOE control account and will realize monthly fluctuations.

SLIDE 119

119

Production Operations FY 2018 Spend Forecast

November 2017

CM Delta: 2.4%, actuals came in higher than anticipated for the current month. Labor $330k, Material $56k; Subcontracts -$174k; OCC $39k; Overhead Allocations $136k; and G&A Allocations $2k. Increase in

vertime to support completion of field activities.

FY Spend Forecast Delta: -$266k, increase in spend forecast PDN Target Delta: -2,979k, over Target

PRODUCTION OPERATIONS FY 2018 WBS Level 4 OCT NOV DEC ETC JAN ETC FEB ETC MAR ETC APR ETC MAY ETC JUN ETC JUL ETC AUG ETC SEP ETC Total 5.01.01.01 - Base Operations Project Mgmt 485,922 859,199 739,615 702,632 818,056 934,817 817,633 976,075 746,434 717,675 913,093 866,303 9,577,452 5.01.01.06 - Solid Waste Management 728,634 1,182,290 971,931 764,336 924,341 1,043,475 917,534 1,105,728 913,240 912,786 1,193,092 1,056,280 11,713,667 5.01.01.11 - Base Operations East Area Farms 1,833,656 2,821,724 2,295,306 1,865,794 2,362,111 2,754,902 2,347,001 2,885,211 2,251,486 2,216,128 2,890,226 2,734,452 29,257,998 5.01.01.12 - Base Operations West Area Farms 794,957 1,229,306 988,834 866,814 1,011,864 1,204,863 1,008,992 1,216,752 944,993 946,128 1,211,213 1,129,525 12,554,241 5.01.01.13 - Base Operations Support/Special Projects 1,759,059 2,406,725 2,254,994 1,876,404 2,189,037 2,479,066 2,187,774 3,112,170 2,313,791 2,266,416 2,725,332 2,363,950 27,934,718 5.01.02.02 - Tank Waste Volume Management 272,781 466,181 161,901 166,683 408,583 571,779 370,174 819,338 256,317 161,901 379,229 660,663 4,695,529 5.01.02.03 - 242-A Evaporator 694,927 1,085,124 821,991 690,576 865,107 1,054,196 1,096,666 1,001,756 807,422 1,040,883 1,001,725 985,034 11,145,405 5.01.02.06 - Effluent Treatment Facility 1,342,208 1,882,796 1,527,588 1,284,969 1,640,164 2,012,747 1,808,850 2,113,001 1,561,816 1,584,417 1,934,721 1,811,479 20,504,757 5.01.03.01 - 222-S Laboratory Facility 228,495 252,019 85,379 51,618

617,511

5.01.03.03 - 222-S Laboratory Facility Option Period 2 2,506,112 3,599,708 3,585,768 3,505,972 4,007,697 5,266,252 4,445,081 4,911,908 3,523,752 3,602,169 4,012,342 3,658,198 46,624,958 5.01.03.04 - 222-SA Facility Replacement 3,030 4,233 5,240 4,105

16,608

FY Spend Forecast 10,649,781 15,789,305 13,438,547 11,779,901 14,226,961 17,322,096 14,999,703 18,141,939 13,319,253 13,448,503 16,260,974 15,265,882 174,642,845

FY2018 Monthly Spend Forecast

500 1,000 1,500 2,000 2,500 3,000 3,500 Oct (4W) Nov (4W) Dec (4W) Jan (5W) Feb (4W) Mar (5W) Apr (4W) May (4W) Jun (4W) Jul (5W) Aug (4W) Sep (5W) Thousands

Materials, Sub-Contracts, ODC - Dollars by Month

ACWP ETC 934 858 891 908 906 913 938 916 920 925 889 887

100

200 300 400 500 600 700 800 900 1,000 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

FTEs by Month

ACWP ETC

FY FTE Average = 890

ACWP/ETC Oct-16 (3W) Nov-16 (4W) Dec-16 (5W) Jan-17 (4W) Feb-17 (4W) Mar-17 (5W) Apr-17 (4W) May-17 (4W) Jun-17 (5W) Jul-17 (4W) Aug-17 (4W) Sep-17 (6W) FY Spend Forecast PDN Target Delta Oct-17 10,650 16,176 13,525 11,401 14,415 16,668 15,041 18,235 13,336 13,368 16,259 15,305 174,377 Nov-17 10,650 15,789 13,439 11,780 14,227 17,322 15,000 18,142 13,319 13,449 16,261 15,266 174,643 171,398

2,979

Delta

103

386

266

Percentage

1.0%

2.4%

0.2%

SLIDE 120

120

Production Operations Key Deliverables

November 2017

FY 2018 Key Deliverables Baseline Forecast Improved Tank Farm Infrastructure

PBI-38.0.2.1 – Procure and Install the Analytical Instrument Thermal Desorption Unit (TDU) SEP 2018 JUL 2018 PBI-38.0.2.2 – Procure and Install the Analytical Instrument Gamma Energy Analyzer (GEA) SEP 2018 JUL 2018 PBI-38.0.2.3 – Procure and Install the Analytical Instrument Gas Chromatograph/Mass Spectrometer (GC/MS) SEP 2018 JUL 2018 PBI-38.0.3.1 – Complete the 222-S Laboratory Facility Upgrade – HVAC SEP 2018 AUG 2018 PBI-38.0.3.2 – Complete the 222-S Laboratory Facility Upgrade – Site Preparation and Slab Foundation for the Non-Rad Laboratory SEP 2018 AUG 2018 PBI-38.0.3.3 – Complete the 222-S Laboratory Facility Upgrade – Room 4N SEP 2018 JUL 2018 PBI-38.0.7.1 – Complete the 222-S Laboratory Facility Upgrade Design for Ancillary Facility Addition SEP 2018 MAY 2018 PBI-38.0.7.2 – Complete the 222-S Laboratory Facility Upgrade Design for Ancillary Equipment Room Remodel SEP 2018 SEP 2018

Manage DST Space

PBI 37.0.1.1 – 242-A Evaporator Campaign 130,000 WVR (EC-08) SEP 2018 APR 2018 PBI 37.0.1.2 – 242-A Evaporator Campaign 130,000 WVR (EC-09) SEP 2018 JUL 2018 PBI 37.0.3.1 – Reduce LERF Inventory by 1,000,000 Gallons SEP 2018 JAN 2018 PBI 37.0.3.2 – Reduce LERF Inventory by 1,000,000 Gallons SEP 2018 MAR 2018 PBI 37.0.3.3 – Reduce LERF Inventory by 1,000,000 Gallons SEP 2018 MAY 2018 PBI 37.0.3.4 – Reduce LERF Inventory by 1,000,000 Gallons SEP 2018 JUL 2018 Perform Eleven (11) DST to DST Transfers SEP 2018 SEP 2018 Perform Four (4) DST Recirculation MAY 2018 JUN 2018 Perform the AP Farm In-Process Leak Check/Level Rise of Tank AP-106 DEC 2017 NOV 2017

Maintenance

PBI 40.0.3 – Reusable Contaminated Equipment (RCE) – Disposition of Ten (10) items SEP 2018 AUG 2018

SLIDE 121

121

Production Operations Accomplishments

November 2017

Accomplishments:

Production Operations completed 591 preventive maintenance and 234 corrective maintenance activities, held 19 Emergency Preparedness Operations Drills, and

performed 1,430 hours of housekeeping around the Tank Farms.

The Waste Operations group shipped 31 containers of mixed waste and 21 containers of low level waste to PermaFix Northwest; 20 containers of low level waste,

and 59 containers of mixed waste to the Environmental Restoration Disposal Facility (ERDF), 10 containers of samples to off-site laboratories, 23 containers of recyclable material to the Centralized Consolidation/Recycling and 32 containers of hazardous waste to Stericycle, for a total of 196 containers to be recycled, samples, treated, and/or disposed.

The 222-S Laboratories brokered 1,592 samples to off-site commercial laboratories.
Completed installation of the Ion Chromatograph at the 222-S Laboratory. (FY 2017 Carryover)
Completed the AP-106 Level Rise. (FY 2017 Carryover)
Completed the AP-106 Recirculation.
Completed the DST to DST Transfer of waste from Tank AP-106 to Tank AW-102.
Completed the 219-S P-1 Pump Replacement at the 222-S Laboratory. (FY 2016 Carryover)
Completed disposition of two (2) Reusable Contaminated Equipment (RCE), Caissons RCE-155 and Caissons RCE-156, supporting PBI-40.0.3 “Complete field work for

disposition of Ten (10) items requiring extensive planning”.

Look Ahead:

Complete the installation of the 222-S Restroom Shower Trailer. December
Complete the testing and turnover of the 219-S P-1 Pump Replacement at the 222-S Laboratory to Operations. (FY 2016 Carryover) January
Complete the External Transfer from the 219-S to the SY-102 DST. (FY 2016 Carryover) January
Award the construction contract for the 222-SL Cold Laboratory. January
Receive the Inductively Coupled Plasma/Mass Spectrometer (ICP/MS) analytical equipment. January

SLIDE 122

November 2017 122

Production Operations Proposed Baseline Change Requests

BCR # WBS L5 FY18 PMB $ Impact ($k) Type Month BCR RPP-18-004 ETF Stairs and Ladder Replacements (MR)  PFWR – Construction 5.1.2.6.16 $442k Level 3 IMPLEMENTED BCR RPP-18-011 222-S Laboratory Analytical Equipment Change  FTIR/TGA and Viscometer (MR)  Analytical Equipment Procurement/Install Add Milestone Payments 5.1.3.3.16.1 & .8 5.1.3.3.16.2, .5, .6, .7

$14k

Level 3 IMPLEMENTED BCR RPP-18-018 Administrative Changes for – November FY18  CAM Changes – Various historical updates; Triner to Swenson  WBS Dictionary Sheet Updates – Completion Criteria Various $0k Admin IMPLEMENTED BCR RPP-18-036 222-S Ancillary Equipment Facility Remodel – Conversion PP to WP (MR) 5.1.3.3.33 $642k Level 3 December BCR RPP-18-037 Redeploy C-105 NCOs and OEs (MR)  ST Team; Balance of Plant; ETF 5.1.1.12.2 5.1.1.13.13 5.1.2.6.8 $112.6k $143.7k $667.5k $923.8k Level 3 December BCR RPP-18-038 222-S Purge and Trap Replacement (MR) 5.1.3.3.16 $74k Level 3 December BCR RPP-18-043 ETF HVAC Chiller Procurement Scope Removal (MR) 5.1.2.6.8

$387k

Level 3 December BCR RPP-18-TBD ETF Air Compressor Installation (New Scope) – NTE Required  NTE Requested on 10/19/17 5.1.2.6.15 $700k Level 3 January BCR RPP-18-TBD ETF Air Relief Valves and SALDS Caissons (New Scope) – NTE Required  NTE for $150k to support Design was requested on 10/19/17 5.1.2.6.X $150k TBD TBD BCR RPP-18-TBD ETF HVAC Chiller Upgrade (New Scope) – NTE Required  NTE for $200k to support Design was requested on 10/19/17 5.1.2.6.X $200k TBD TBD BCR RPP-18-TBD ETF Reverse Osmosis Valve Replacements (New Scope) – NTE Required  NTE for $150k to support Design was requested on 10/19/17 5.1.2.6.X $150k TBD TBD BCR RPP-18-TBD ETF Dilute Caustic Tank Replacement (New Scope) – NTE Required  NTE for $210k to support Design was requested on 10/19/17 5.1.2.6.X $210k TBD TBD BCR RPP-18-TBD ETF Major Component Life Extension Replacement Evaluation (New Scope) – NTE Required  NTE for $200k to support Evaluation was requested on 10/19/17 5.1.2.6.X $200k TBD TBD

SLIDE 123

Improving Stable Worsening

123

Production Operations Key Realized Risks

November 2017

ID Title Description Org. Responsible Ownership Handling Actions Current Risk Level & Trend Current Status Status (since last update)

242AE- 0001-R 242-A Aging Facility and Equipment Requires Unplanned Repair or Unanticipated Upgrades The 242-A Evaporator is an aging facility. Various upgrades have been carried out to the facility, ancillary systems, buildings, and its associated equipment; needed to support DST waste volume reduction goals and sampling and analysis to support the regulatory process. A Risk exists that has been realized and is on-going, that due to the aging of the 242-A Facility and associated Equipment, replacements and upgrades may need to be performed outside the planned scopes of work, impacting the schedule and increasing costs. WRPS/ ORP

K. Smith
1. Maintain rigorous Preventative

Maintenance on facility and

equipment. (ongoing)
2. Ensure that sufficient spares are

retained on site. (ongoing)

3. Identify the most significant risk

equipment (ongoing)

4. BCRs to replace equipment.

(ongoing) Medium 3/23/17 - Air conditioner will be replaced. Examples include: RC-1, RC-2, RC-3; Rad Monitoring System; Vessel Ventilation Rad Monitoring, Ammonia Monitoring; Control Valve Upgrade; Underground Ventilation Ductwork; Lead Glass Shielding; Control room air conditioning, and fire alarm control panel. (mainly schedule impact) 7/18/17 – Ownership changed to joint owned after meeting with ORP (21 risks changed to joint and 2 risks changed to ORP owned). 11/1/17 – Replacement of control room air conditioning units are approximately 50%

complete. Replacement of RC1, RC2 and RC3

Radiation monitors is complete and efforts to plan installation of the RC1, RC2 and RC3 sample sink is initiated. Planning to complete phase II of the vessel vent IH stack monitoring system is initiated. Planning to complete replacement of the vessel vent Radiation monitoring system is initiated. Stable 242AE- 0012-R MCS Computer System Partial Failure Project B-534 purchased the monitoring and control system (MCS) in 1988, and installed it in the early 1990s, during the five-year environmental shutdown. The MCS is a distributed control system used to monitor and control equipment in the 242-A Evaporator along with related portions of the DST farm facilities, including LERF. Two partial upgrades of the MCS were performed before 1999, but the bulk of the multiplexer (MUX) input and output hardware remained unchanged from 1988. WRPS/ ORP

K. Smith
1. Continue to maintain suppliers list
2. Upgrade MSC

High 3/23/17 - Minimal increase due to AC system failure. 10/10/17- A partial failure occurred resulting in a 1.5 day delay. This was a minor occurrence but the root cause remains unknown. Stable WASTE- 0009-R Not Having the Ability to Pump Annulus per Pumping Guide Regulations Pumping the annulus per regulations of ecology, the pumping guide says you can complete annulus pumping in 10 days. Right now engineering has realistically proposed pumping the annulus to take 27 days. Plans start to finish would be over a

year. The approximate estimate is $5 million

ORP

G. Trenchard
1. Spare parts
2. Lessons learned from AY-102

(ongoing)

3. Execute BCR to begin design

(complete) High 08/14/17 – A register has been built for the Annulus Pump Proof of Concept Project. Stable ETFOP- 0037-R UV/OX Partial Failure The UV/OX system has a history of unexpected breakdowns. A risk exists that problems arise leading to minor repairs and minor delays. WRPS

K. Smith

1. Research Newer System 2. Improve Reaction Time of Repairs 3. BCR to Recuperate Costs 4. Replace Prior to WTP Medium 11/30/17 – This risk was added due to multiple delays in processing. New

SLIDE 124

124

Production Operations NTE Tracking Report and Contract Change Proposal Log

November 2017

SLIDE 125

125

Production Operations Proposed Issues/Challenges/Opportunities

November 2017

ISSUES:

Vapors Lawsuit/HAMTC Memorandum of Agreement (MOA)

Increased costs and schedule impacts.
FY 2016 Scope Deferrals have been identified. BCR RPP-16-192 “FY 2016 & FY 2017 Q1 Work Scope Deferrals - HAMTC Stop Work” was submitted to ORP.
A copy of the draft BCR was provided during the ORP Performance Review. BCR was implemented in September 2016.
May, agreement was made with HAMTC and WRPS regarding the IH Control and Monitoring Plan for the upcoming 242-A Evaporator Campaigns EC-06 and EC-07. Efforts are under way to

implement the agreed upon actions and brief employees.

June, a corridor was installed for Enhanced IH Controls and Monitoring during EC-06 to support HAMTC concerns. Zero budget CACNs were opened to capture the costs for future REA
consideration. The corridor was removed after completion of EC-06.
July, due to the change in execution strategy for EC-06 and EC-07, back-to-back campaigns will no longer be achievable. BCR RPP-17-150 was implemented drawing down MR for the Pre-

Requisit activities required for EC-07. This activity was initially returned to MR in BCR RPP-17-026 when the execution strategy change to support back-to-back campaigns.

September, an REA was submitted to ORP addressing the HAMTC Stop Work and Court Order impacts. (CP-16-023)

CHPRC Declaration of Excess

Bump and roll will impact WRPS NCOs and HPTs. WRPS hired 29 NCO Trainees in November and 35 HPT Trainees in December. If there is a large excess from CHPRC planned this summer,

there will be schedule and cost impacts to WRPS.

Notification came out from CHPRC that Phase 2 of the Workforce Restructuring Program in July was no longer required. Additional details on Phase 3 planned in September will be identified

at a later date.

The NCOs and HPTs excess identified in November will be absorbed within WRPS. Additional excess may be coming in January 2018.

222-SL Non-Rad Facility Construction – ORP Direction Pending

October Status:

2 - Construction Bids were received
11/7/17 – Sent an e-mail to WRPS Contracts to set up a meeting with ORP to discuss path forward
11/13/17 – A meeting was held with ORP, Contracts, and Project Controls to discuss the following items:

 Receive ORP agreement on the path forward  Discuss ORPs requirements as the Project value exceeds $10M (GPP)  Receive an NTE to award the Construction Contract and initiate site mobilization and construction activities for FY18  Submit the Final Proposal Package for the full scope (FY18 – FY19) to ORP.  Negotiate Proposal and implement into the baseline

The meeting adjourned with two actions:

 ORP Contracts was going to discuss the $10M issue with ORP Project Controls and get back to WRPS Contracts as to the correct path forward.  WRPS Contracts is going to move forward on submitting the Proposal, which will be based on the average of the two Construction Bids received. November Status:

Letter of Direction from ORP along with an NTE is Pending.
Received action from ORP to scale down the Facility to keep it within $10M. Review of options are underway.
Updated Proposal planned to be submitted to ORP in December 2017.

Note: Narrative in Blue denotes change from Prior Month.

SLIDE 126

Maintenance November 2017

PBI-40.0.01 – Completed 2750E Switchgear Replacement Field Finish

SLIDE 127

127

Maintenance Lots Happening

November 2017

M0-280 Upgrades:

Kitchen Upgrade
New carpet
New HVAC System
New sub-floor
*New furniture
New exterior

stairs/doors

(*existing furniture to be utilized in other facilities)

SLIDE 128

128

Maintenance Services

November 2017

Maintenance Program Scope

Craft Support to Production Operations, Tank

Farm Projects, and Retrieval Closure

Preventive Maintenance
Corrective Maintenance
Work Planning and Control
Work Package Planning
EAM System & Processes
Facilities and Property Management
Facility Services ie: Electrical/Roofs
PMs, Repairs & Upgrades
Rental Equipment Management
Material Asset Management
Spare Parts –Receipt & Disbursements
Tool Cribs Inventory & Issuance
Warehousing & Tracking
Maintenance Programs
Maintenance Performance Indicators
Procedures, Training Support, etc.
Crane and Rigging
Corrective Actions / PERs

Maintenance Current Month FTEs (October) – 362

Performing Organization Responsible Program Reg OT Reg OT Reg OT Reg OT Reg OT Reg OT DIRECT 2B - ESH&Q

0.6
0.6
2C - Project Integration
0.0
0.0
2F - SST Retrievals
11.8
23.6

1.1

0.3
35.6

1.1 2K - Engineering

0.3
0.3
2L - Production Operations
31.8

0.1 105.3 11.2 0.0 0.6 0.7 0.1 137.8 11.9 2M - Tank Farm Projects

6.2

0.1 20.5 3.2

0.0
26.7

3.3 2P - One System

0.0
0.0
2Q - Organization Perf Improvement
0.0
0.0
2R - LAWPS
2T - Chief Technology Office/Closure
2U - Maintenance

1.8

5.3
29.4

2.7 13.5 0.3 5.2 0.2 55.3 3.2 NOT ASSIGNED 2.5 0.2 0.6

3.0

0.2 INDIRECT XA - Workforce Resources

XB - ESH&Q
XC - Project Integration
3.4
3.4
XD - Business Operations
XH - External Affairs
0.0
0.0
XJ - General Counsel
XO - Project Manager Office
(0.0)

0.0

(0.0)

0.0 XU - Maintenance

3.3
27.4

3.8 27.5 0.5 0.7

58.9

4.3 XY - Labor Relations

1.9
1.9
NOT ASSIGNED
0.5
0.5
Grand Total FTEs

1.8

58.4

0.1 214.9 22.1 42.1 1.5 6.9 0.2 324.2 24.0 NOTE: OT is 7% 2U000 - Maintenance 2UA00 - Work Control 2UB00 - WRPS Craft Suppt 2UC00 - Maint Programs Total Maint FTEs 2UD00 - Maint Cont Assur

SLIDE 129

129

Maintenance Performance Overview – CM & FYTD

November 2017

CM Cost Variance: $363

$211K TOC Direct Facilities Support- The favorable current period CV is primarily due to subcontract effort required to complete trailer
upgrades. The project reported performance for procurement of furniture, that is scheduled for delivery in January 2018. The

performance will be re-aligned in the forthcoming period, and correct the appearance of a favorable cost variance.

$92K Work Planning & Control- Work Planning & Control Management, WBS 5.1.1.1.3.1. The favorable cost variance is primarily due lower

labor hours than planned for Work Package scope. In addition the project planned for higher subcontract effort in the final months of the year to support software system (TFMSS to EAM) upgrades, resulting in a under run for this level of effort account. CM Schedule Variance: $1,149K

$1,216K TOC Direct Facilities Support- Procurement of Mobile Leased Trailers. Procurement of the trailers (budget) was planned to occur in

September of FY17 but was delayed while the procurement was evaluated. Approval to procure the trailers was received with performance taken this period, leading to the favorable schedule variance.

Values WBSL5 Title CM BCWS CM BCWP CM ACWP CM SV CM CV FYTD BCWS FYTD BCWP FYTD ACWP FYTD SV FYTD CV FYTD SPI FYTD CPI 5.01.01.01.03 - Work Planning & Control 344 276 184

68

92 767 446 288

322

158 0.58 1.55 5.01.01.13.02 - Tank Farms Spare Parts Program 183 183 105

78

293 293 417

124

1.00 0.70 5.01.01.10.01 - TOC Direct Facilities Support 570 1,786 1,575 1,216 211 1,177 2,154 1,846 977 309 1.83 1.17 5.01.05.06.04 - Facility and Property Management

5.01.02.06.06 - ETF/LERF/TEDF Spare Parts Program
5.01.01.16.01 - Maintenance Program Management & Oversight FY15
5.01.01.13.12 - TOC Tool Crib Support Services

167 167 92

75

268 268 194

73

1.00 1.38 5.01.02.03.02 - 242-A Evaporator Spare Parts 18 18 7

11

29 29 24

5

1.00 1.21 5.01.03.01.02 - 222-S Laboratory Spare Parts 18 18 17

28

28 33

5

1.00 0.86 5.01.01.17.01 - MSA J.3 UBS Services Crane and Rigging 446 446 636

191

715 715 1,035

320

1.00 0.69 5.01.01.16.02 - Maintenance Program Management & Oversight 312 312 287

26

501 501 499

2

1.00 1.00 5.01.01.10.06 - Fall Protection Program

1

1 1

1

1 1

1.12

5.01.01.10.05 - Maintenance Support to Production Operations 376 376 317

59

603 603 471

132

1.00 1.28 5.01.01.17.02 - MSA J.3 UBS Services, Fleet 213 213 136

77

341 341 233

108

1.00 1.46 5.01.02.06.09 - ETF/LERF/TEDF Spare Parts Program 16 16 158

142

26 26 159

133

1.00 0.17 5.01.02.06.11 - ETF/LERF/TEDF Spare Parts Program - DO NOT USE

5.01.01.10.07 - TOC Equip. Rental & Property Excess & Disposal

219 219 152

67

352 352 287

65

1.00 1.23 Total 2,882 4,031 3,668 1,149 363 5,102 5,758 5,487 656 271 1.13 1.05

SLIDE 130

130

Maintenance Performance Overview – CTD and Spend Forecast

November 2017

CTD Cost Variance: $3,506K

$945K TOC Direct Facilities Support, labor resource utilization, delays in hiring in FY15 and results from FY17 CR.
$727K Crane & Rigging, reduced usage of subcontracted MSA services crane and rigging services in TOC base program support. Crane & Rigging services have increased in support
f Capital and Authorized Un-priced Work (AUW) scope, reducing base service costs.
$705K Tank Farm Spare Parts Program, impacted w/ reduced spending effecting essential restocking which results in a program credit. Min to Max levels evaluated for changes and

restocking needs.

$648K The favorable CTD cost variance is primarily due lower labor hours than planned for Work Package scope. In addition the project planned for higher subcontract effort in the

final months of the year to support software system (TFMSS to EAM) upgrades, resulting in a under run for this level of effort account.

Current Month Forecast Delta, $-358, -1.1%

Reduced labor support to trend
Decreased M0-280 Furniture Procurement

PDN Target Delta, -$132K, -0.9%

Increased Material dollars to support TOC Spares

WBSL5 Title CTD BCWS CTD BCWP CTD ACWP CTD SV CTD CV CTD SPI CTD CPI BAC TCPI CTD 5.01.01.01.03 - Work Planning & Control 14,232 14,126 13,478

106

648 0.99 1.05 16,547 1.00 5.01.01.13.02 - Tank Farms Spare Parts Program 6,170 6,170 5,464

705

1.00 1.13 7,788 1.00 5.01.01.10.01 - TOC Direct Facilities Support 26,283 26,364 25,419 81 945 1.00 1.04 32,718 0.92 5.01.05.06.04 - Facility and Property Management 35,244 35,244 35,232

12

1.00 1.00 35,244

5.01.02.06.06 - ETF/LERF/TEDF Spare Parts Program

1,517 1,517 885

633

1.00 1.71 1,517

5.01.01.16.01 - Maintenance Program Management & Oversight FY15

520 520 498

22

1.00 1.04 520

5.01.01.13.12 - TOC Tool Crib Support Services

3,913 3,913 3,422

491

1.00 1.14 5,389 0.99 5.01.02.03.02 - 242-A Evaporator Spare Parts 161 161 188

27

1.00 0.86 323 1.20 5.01.03.01.02 - 222-S Laboratory Spare Parts 610 610 277

333

1.00 2.20 766 0.93 5.01.01.17.01 - MSA J.3 UBS Services Crane and Rigging 13,280 13,280 12,553

727

1.00 1.06 17,223 1.12 5.01.01.16.02 - Maintenance Program Management & Oversight 4,898 4,898 5,612

714

1.00 0.87 7,662 1.02 5.01.01.10.06 - Fall Protection Program

1

1 1

1.12

273 1.02 5.01.01.10.05 - Maintenance Support to Production Operations 5,013 5,013 4,659

354

1.00 1.08 8,340 0.97 5.01.01.17.02 - MSA J.3 UBS Services, Fleet 2,304 2,304 2,517

213

1.00 0.92 4,186 0.97 5.01.02.06.09 - ETF/LERF/TEDF Spare Parts Program 300 300 182

119

1.00 1.65 445 7.34 5.01.02.06.11 - ETF/LERF/TEDF Spare Parts Program - DO NOT USE

5.01.01.10.07 - TOC Equip. Rental & Property Excess & Disposal

1,436 1,436 1,965

530

1.00 0.73 3,375 0.96 Total 115,881 115,857 112,351

24

3,506 1.00 1.03 142,316 0.99

Values in $K ACWP/ETC Oct-17 (4W) Nov-17 (5W) Dec-17 (4W) Jan-18 (4W) Feb-18 (4W) Mar-18 (5W) Apr-18 (4W) May-18 (5W) Jun-18 (4W) Jul-18 (4W) Aug-18 (5W) Sep-18 (5W) FY Spend Forecast PDN Target Delta Jul-17 2,284 3,478 2,261 1,899 2,323 2,735 2,323 3,138 2,244 2,210 2,820 2,611 30,326 Aug-17 2,284 3,478 2,261 1,899 2,323 2,735 2,323 3,138 2,244 2,210 2,820 2,611 30,326 Sep-17 1,658 3,183 2,460 3,363 2,202 2,697 2,594 3,016 2,573 2,473 2,892 2,583 31,696 Oct-17 1,819 4,376 2,921 2,136 2,007 2,647 2,642 3,098 2,367 2,398 2,687 3,051 32,148 Nov-17 1,819 3,668 2,751 2,153 2,537 2,667 2,640 3,181 2,710 2,377 2,654 2,633 31,790 31,658

132

Delta

708
170

17 530 20

2

83 343

21
33
418
358

Percentage

16.2%
5.8%

0.8% 26.4% 0.8%

0.1%

2.7% 14.5%

0.9%
1.2%
13.7%
1.1%

SLIDE 131

131

Maintenance Estimate-at-Completion

November 2017 Purchase of 9 leased Trailers

Level 5 WBS Oct-17 Nov-17 Dec-17 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 ETC Total FY Spend Forecast BAC FY18 PDN ETC/PDN Delta 5.1.1.1.3 - Work Planning & Control 104 184 211 201 254 254 185 234 269 242 273 265 2,571 2,675 3,082 2,810 135 5.1.1.10.1 - TOC Direct Facilities Support 270 1575 679 705 798 570 709 753 704 685 676 383 8,239 8,510 7,613 8,336 (174) 5.1.1.10.5 - Maintenance Support to Production Operations 154 317 279 251 309 371 336 407 319 319 407 389 3,705 3,859 3,931 3,857 (3) 5.1.1.10.6 - Fall Protection Program 1 2 1 18 24 41 41 41 35 35 31 268 268 273 268 (0) 5.1.1.10.7 - TOC Equip. Rental & Property Excess & Disposal 135 152 244 194 180 235 180 211 174 195 196 207 2,167 2,302 2,291 2,249 (53) 5.1.1.13.12 - TOC Tool Crib Support Services 312 105 130 102 79 135 113 159 410 155 142 150 1,680 1,992 1,744 1,880 (112) 5.1.1.13.2 - Tank Farms Spare Parts Program 102 92 146 130 139 150 151 155 145 146 155 171 1,581 1,683 1,912 1,708 25 5.1.1.16.2 - Maintenance Program Management & Oversight 212 287 226 199 276 324 273 329 259 238 306 293 3,009 3,222 3,265 3,275 53 5.1.1.17.1 - MSA J.3 UBS Services Crane and Rigging 399 636 561 186 306 393 471 614 108 194 205 490 4,165 4,564 4,657 4,564 1 5.1.1.17.2 - MSA J.3 UBS Services, Fleet 98 136 181 181 181 181 181 226 181 181 226 226 2,081 2,178 2,223 2,179 1 5.1.2.3.2 - 242-A Evaporator Spare Parts 17 7 14 13

16

15 13 23 32 12 16 14 142 159 191 187 28 5.1.2.6.9 - ETF/LERF/TEDF Spare Parts Program 1 158 68

35

9 2

20

4 14

37

2 13 178 179 171 168 (11) 5.1.3.1.2 - 222-S Laboratory Spare Parts 16 17 10 25 6 13 8 26 54 11 14 1 184 200 184 180 (20) Total Spend Forecast 1,819 3,668 2,751 2,153 2,537 2,667 2,640 3,181 2,710 2,377 2,654 2,633 29,971 31,790 31,538 31,658 (132) ACWP ETC

SLIDE 132

132

Maintenance Portfolio Management

November 2017

Implemented BCRs for November FY18 None

Column 2 Column 3 Column 4 Column 5 Column 6 Column 7 Column 8 Column 9

FY18 BUDGET

With C/O

(BAC) FY18 EAC (Act + Fcst)

Updated 10/16/17

BCRs PROCESSE D or PENDING (BAC) FY18 ADJ BUDGET with c/o (BAC) FY18 EAC (Act + Fcst) FY18 PDN, R1 (Funds) PDN - FY EAC Delta EAC CHANGE FROM PRIOR MO

2U Maintenance

268

5.1.1.1.3 - Work Planning & Control c/o 2,867 2,739 2,867 2,675 2,810 135 (64)

269

5.1.1.10.1 - TOC Direct Facilities Support c/o 8,509 8,780 8,509 8,510 8,336 (174) (270)

270

5.1.1.10.5 - Maintenance Support to Production Operations 3,931 3,780 3,931 3,860 3,857 (3) 79

271

5.1.1.10.6 - Fall Protection Program 273 268 273 268 268 (0)

272

5.1.1.10.7 - TOC Direct Equipment Rentals 2,291 2,242 2,291 2,302 2,249 (53) 60

273

5.1.1.13.2 - Tank Farms Spare Parts Program 1,912 2,053 1,912 1,992 1,880 (112) (61)

274

5.1.1.13.12 - TOC Tool Crib Support Services 1,744 1,718 1,744 1,683 1,708 25 (34)

275

5.1.1.16.2 - Maintenance Program Management & Oversight 3,265 3,274 3,265 3,222 3,275 53 (52)

276

5.1.1.17.1 - MSA J.3 UBS Services Crane and Rigging 4,657 4,566 4,657 4,564 4,564 1 (3)

277

5.1.1.17.2 - MSA J.3 UBS Services, Fleet 2,223 2,178 2,223 2,178 2,179 1

278

5.1.2.3.2 - 242-A Evaporator Spare Parts 191 189 191 159 187 28 (30)

279

5.1.2.6.9 - ETF/LERF/TEDF Spare Parts Program 171 178 171 179 168 (11) 1

280

5.1.3.1.2 - 222-S Laboratory Spare Parts 184 184 184 200 180 (20) 16

281

Total Maintenance 32,218 32,148 32,218 31,790 31,658 (132) (358)

Line No.

EXPENSE

Fiscal Year 2018 Cost Estimate

As of Oct 2017 Month-end

Column 1

CONTROL ACCT SUMMARY (WBS LEVEL 5) by Responsible Org Group

c/o - carryover

As of November 2017 Month-end

November - Prelim

12/11/2017

SLIDE 133

133

Maintenance Monthly Tracking – Delinquent PMs & CMs

November 2017

PM Goal: 50% reduction from FY17 (Sept) of 22 PM’s Goal of 11 or less by end of FY18 CM Goal: Maintenance to establish technical basis for CM steady state - TBD

Team Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept

AN 2 AZ 8 5 FACILITIES 4 7 ETF 9 23 EV 26 23 LABS 10 2 Projects WS R&C 1 ST 2 3

Totals 59 66 Team Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept

AN 6 4 AZ 7 8 FACILITIES 4 5 ETF 20 21 EV 7 5 LABS 19 19 Projects 2 2 WS R&C 3 3 ST 5 5 Transfer

Totals 73 72

Delinquent PMs - FY2018 CM Backlog - FY2018

SLIDE 134

134

Maintenance Monthly Tracking – Completed PMs & CMs

November 2017

Total FY CMs: 83 Total FY PMs: 1217

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Field Work Complete - CMs 40 43 Field Work Complete - PMs 589 628

SLIDE 135

135

Maintenance Monthly Performance

November 2017

Material Transactions Cost Performance

WRPS Spares – November Performance

Total spare material issued $309,143.64 (highlighted yellow) Total spare material received $517,793.57 Spare material issued over $1,000.00 Cartridge, quantum tex polishing, quantity 2 Pump, SS wetted parts, 1 inch, quantity 1 Indicator, green display, quantity 2 Displacer, Assembly, ENRAF, quantity 1 Heater, cabinet, 800W 115V, quantity 4 Spare material received over $1,000.00 Filter, bag, 2U high efficiency, quantity 48 Kit, backflow preventer, quantity 4 Kit, Nikkiso, quantity 1 Rack, 19 in, 5 slot terminal block, quantity 1 Filter, air compressed, quantity 6 Cell, load, miniature, quantity 1 Spare material issued over $2,000.00 Light, UV, 185 nm, quantity 4 Cable, cable, 200 ft, quantity 1 Pump, vacuum, 2567 series, quantity 2 Cable, camera, 50 ft, main, quantity 2 Motor, electric 20 hp, quantity 1 Cartridge, water filter, beta-pure, quantity 30 Spare material received over $2,000.00 Bearing, roller position 224, quantity 2 Transmitter, record sampler, quantity 1 Cartridge, water, filter 5 micron, quantity 30 Spare material issued over $3,000.00 Filter, helium specific, quantity 15 Contactor, electrical, heat, quantity 20 HEPA Filter, radial, quantity 13 Spare material received over $3,000.00 Power supply, module 12 VDC, quantity 4 Flow meter, sponsler, 2 in, quantity 2 Flow meter, sponsler, 1 ½ in, quantity 2 Flow meter, sponsler, ¾ in, quantity 2 Spare material issued over $4,000.00 Pump, centrifugal, close coupled, quantity 1 Drum, w/27 meters Platinum-iridium measuring wire, quantity 1 Spare material received over $4,000.00 Valve, waste water, combination, quantity 3 Filter, water filter cartridge, quantity, 9 Spare material issued over $5,000.00 Cartridge, water filter, element, 5 micron, quantity 60 Cater, GE CA-Zoom PTZ6.2, pendant, quantity 1 Spare material received over $5,000.00 Bearing, expansion quantity 2 Spare material issued over $6,000.00 Cartridge, Water 1 micron, quantity 60 Controller, mass flow, quantity 2 Spare material received over $6,000.00 Pump, 2 in SS, wetted parts, quantity 1 Boot, polyurethane/hyalon, quantity 2 Spare material received over $7,000.00 Damper, 4 in dia butterfly, quantity 4 Spare material received over $8,000.00 Breaker, circuit, DS-416 (manually operated), quantity 2 Lamp, 30 KW, UV/OX Unit, quantity 11 Spare material issued over $9,000.00 Detector, pancake 1 in dia sealed gas, quantity 1 Spare material issued over $11,000.00 Camera, GE, CA-Zoom, PTZ6.2 Control unit, quantity, 1 Spare material issued over $13,000.00 Boot, polyurethane/hypalon, molded tongue, quantity 3 Spare material received over $13,000.00 Board, primary circuit XPU w/firmware for RS-232, quantity 3

Month Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep FYTD Total Matl Issued $250,376 $309,144 $559,520 Matl Receipt $536,900 $517,794 $1,054,694 Difference ($286,524) ($208,650) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($495,174) Fiscal Year 2018 Month Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep FYTD Total Issued 88 129 217 Receipt 98 69 167 TOTAL 186 198 384 Fiscal Year 2018

SLIDE 136

136

Maintenance GSA & Commercial Leased Vehicles

November 2017

Note: No change from FY17

FY17 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Commercial Leases 141 141 141 GSA Leases 306 306 306

SLIDE 137

137

Maintenance FY18 Facility Upgrades – Schedule Summary

November 2017

SLIDE 138

138

Maintenance Accomplishments / Look Ahead

November 2017

Accomplishments FYTD

M0-280 Fire Riser Leak Repair
2101HV HVAC Ducting and Replacement
Began M0-280 Facility Upgrades
2713S Fire alarm battery box upgrade
Received approval to purchase 9 leased trailers
2750E D Wing Switchgear Replacement Field Finish (PBI-

40.0.01) Look Ahead

2750E D Wing Switchgear Replacement PBI 40.0.01

Completion

2750E Elevator Repair
M0-280 Facility Upgrades
2704HV Roof Repair SOW
2750E Tree Trimming/Rain Gutter installation
2750E B103 Conference Room upgrade
M0-173 Facility Reconfiguration
2750E Rain Gutter and Heat Trace Installation
Complete Tool Crib & Fleet EAM Module Implementation

SLIDE 139

139

Maintenance Challenges/Issues/Opportunities

November 2017

Challenges Reductions in Delinquent Preventive Maintenance & Corrective Maintenance Backlog

Emphasis and teamwork approach will be the focus for the PM backlog, continued farm team attention and

priority.

New and/or upgraded facilities are needed.
Additional hiring will need infrastructure support (i.e. Facilities, vehicles, maintenance).
Aging Facilities, attain a proactive risk approach to facility maintenance.

1. 2704HV Roof Replacement Issues

None at this time

Opportunities Equipment and Vehicle Tracking

GPS tracking of WRPS rental equipment.
Vehicle utilization improvements related to vehicle usage, types, and routes continues to be worked.
Material excessing continues.
Additional WRPS staging center for controlled material issuance.

Spares Control Account Consolidation (EVMS Improvement)

Consolidating the Spares Control Account for improvements in tracking and funds management may be for

implementation in FY19. Charging Station

Installing electric vehicle charging stations at 2750E and 2704HV should be evaluated in FY18.

SLIDE 140

140

Maintenance FY18 Planning – FY18 PEMP

November 2017

PBI-40.0 CLIN 2 East Area Facility Maintenance Performance Fee value is established at $500,000 the FY 2018 fee pool

1. Complete replacement of the 2750E Switchgear by June 30, 2018. The Contractor shall earn $250,000 upon completion.

Work scope/completion criteria: This is an electrical upgrade to replace the aging infrastructure at 2750E located in the 200 East

Area. The switchgear is original to the building and beyond its service life, replacement parts are no longer available, the installation

does not meet the requirements of the National Electrical Code and the arc flash incident energy exceeds the amount allowable for maintenance to perform preventative maintenance (PM) on the equipment. The main 13.8 kV service and switchgear equipment needs to be removed and a new larger transformer (500k VA and 225kVA) and new switchgear installed. The new larger capacity equipment will allow maintenance to perform PMs and support future expansion of the building and increased occupancy. B-wing switchgear is currently scheduled to be complete in FY 2017 with the replacement to D-wing switchgear to be completed in FY 2018. Installation of a new service entrance rated enclosed circuit breaker in B-wing will serve the new power panel in D-Wing. Completion document: Letter transmitting the performance expectation completion notice and copy of the work order signature page(s) approved through Field Work Supervisor.

2. Complete repair of the 2704-HV roof by September 30, 2018. The Contractor shall earn $250,000 upon completion.

Work scope/completion criteria: This is a roof repair to the aging infrastructure at 2704-HV. The building is 24 years old and part of

ur aging infrastructure. 2704-HV is the largest administrative building for WRPS, housing many different groups. Maintaining this

building is vital for WRPS moving forward. The roof is the original to the building and beyond its service life. The roofing material is ethylene propylene diene monomer (EPDM) and will be replaced with a similar product. Completion document: Letter transmitting the performance expectation completion notice and copy of the work order signature page approved through Field Work Supervisor