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RWM Business Plan 2020-23

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RWM Business Plan 2020-23 Annex to RWM Annual Review Working together to protect the future Business Plan Doing 2020-23 The Right Thing 1 Annual Report and Accounts 2018-19 Contents Contents Cia denimin ihiliae praes nonsequatus reptatibus, natur, aliquis quate peribus The Plan .................................................................................................................5 aperrup tatioreribus dolorum dem fugitates dendele ssimus. Key Priority 1: Deliver Community Partnerships Ci to ipsam, sequunt vid ea eum rerum for a GDF and prepare for site selection ............................................6 voluptate quis assum, cum is niatiatur restinitecus dolor magnatenimi, explab ipis The GDF Development Phase ...........................................................................8 aborum a que net ex experciae peliquas et accum quo eum fugiatis arum, asperuptati Key Priority 2: Deliver waste management solutions nimusda num, aperiat. to support the UK nuclear estate ...........................................................10 At aut esequi quam quiatiam venis ut etur si blamusa perfernatur archiliquide alique Key Priority 3: Transform our organisation for optaturitiae quunt vidipsant. safe and effective delivery .........................................................................13 Hendaeperis alitas simus eariberum de dest estiusam ipsaperuptat dolorep eroreptae How are we going to deliver? ............................................................................13 ne nullabo. Itassit volorest re porerehenis et alique re, te sequis cum re velibus, omni net Annex One: Summary of corporate targets .....................................14 es acearum abor res sa quam, si offici reped mi, simagniate dolorem ipsam fugia sitiorum Annex Two: Managing risk .........................................................................16 quia dercia vidus arum qui offic tes sus et maximil il magnis reror as dipsam, quam et Risks to GDF delivery: ........................................................................................16 veratur aut ut odis nonsere cusam, sim que Risks relating to waste management which impact elsewhere venecturibus non pore voles et ommodit in the NDA and non-NDA estates: ..................................................................... ratur, nis qui res quassit qui asperuption 17 reium volo expliti ommolup tiatem imusdam, Annex Three: Summary Organisation Chart ..................................18 veliquae. Nam exerum ipiet a de et abo. Nam, tentem nusto verem quia qui id maximpo reicidusa etur? Sunt labor andus volorrum asit omnitistrum estiunt facepudit pellabo rerchit iorecto blamus est aut quaecae sedigen dipidel ligenti im reria simus explitiis eosapistecat vent eatia di offic tem resti oditati ut etusam que dest, conecto quiae et a vel modit laborro voloribus, nem volupta is aut everum accusciure odiscitibus doluptios nus, ide lit prepreped eos as alia dolupta 2 www.gov.uk/rwm 3 Business Plan 2020-23 The Plan Delivering a safer future The Plan Introduction Driving our mission forward: our key priorities for 2020-23 We have set out three key priorities that will shape and guide our work throughout the next This document summarises Radioactive Waste three years. Our priorities are in line with the Nuclear Decommissioning Authority (NDA)’s key activities for us and more detail can be found in Annex One at the end of this document. Management (RWM)’s Business Plan for 2020 –2023. It should be read alongside our Annual Review that sets out the priorities, governance and vision of our organisation. In brief, this plan highlights three key priorities which will frame and guide our work: Deliver Community Deliver waste Transform our 1. Deliver Community Partnerships for a GDF and Partnerships for a GDF management solutions organisation for safe prepare for site selection and prepare for site to support the UK and effective delivery selection nuclear estate Our third priority is to look at 2. Deliver waste management solutions to support Our first area of priority is to We are responsible for the way we work and build on work with potential interested delivering waste management our existing strong culture so the UK nuclear estate parties and develop the solutions for the UK and we that we are driving delivery conversation with them about will continue to play a key with pace, and with a strong 3. Transform our organisation for safe whether their area might be role, working alongside NDA, culture of safety, security and suitable location1 for a GDF, with2 a particular focus on how quality3 in all we do. This work and effective delivery with the aim of progressing we can best support its teams is underway, and everyone them to Working Groups and with guidance for problematic at RWM has a role in taking eventually to Community waste and management of it forward, so we collectively Partnerships. We’ll also be waste packaging. become a strong and safe driving our preparatory work for delivery organisation. site evaluation to ensure we are ready for the next stage in our mission. 4 www.gov.uk/rwm 5 Business Plan 2020-23 Deliver Community Partnerships Key Priority 1: Our timeline for delivering a GDF Deliver Community Partnerships for a Party Group GDF and prepare for site selection It is vital for our mission that over the next We will also be building on our work with three years we identify potential GDF sites communities, stakeholders and individuals with at least one supportive community, but interested in learning more. That is because ideally more. the community consent principle is now the cornerstone of the search for a permanent First, we need to make progress towards home for our higher-activity radioactive the formation of at least one Working Group waste. The local community will now have by the end of the financial year 2020-21. the final say on whether to host a facility in The main task of the Working Group will their area; we will not be able to seek the be to identify the area to be considered necessary permission to build or operate for a potential facility and to establish a without this explicit consent. People must While we plan to have formed at least one Community Partnership by 2022. This will feel they can ask as many questions as they Working Group by the end of 2020, we will still “We will work in partnership pave the way for site selection. like, and we must be able to provide answers. be working with other Interested Parties who We will be using information generated from are focused on forming Working Groups. We with communities to help the National Geological Screening exercise to will support each Working Group, helping them them make the best use of support our engagement with communities to identify the area for a potential GDF and to About National Geological and help focus that engagement. ultimately transition to a formal Community the Community Investment Screening Partnership, which will need to include at least We will also be looking at potential one relevant principle local authority and Funding, including working To support the siting process for a locations where land is held by NDA, MOD reflect the views of the local community. on a vision of the future for GDF, we have carried out a National and Crown estate, and working with the Geological Screening (NGS) exercise. communities in those locations that may The establishment of Community Partnerships their area.” The outputs of this exercise will provide have potential to host a GDF. While we will will signify the start of Community Investment a definitive source of information need to explore how we might acquire such Funding of £1 million per year. The money can that will allow us to engage openly on land, the government has stated clearly be used by each Community Partnership for questions on geology, which are likely that no site should or will be imposed on a every year it continues its discussions with us, to be raised during the siting process. community. Rather, it must give its explicit to fund projects, schemes and initiatives that The screening has been applied across consent. We will spend time working with will drive the economic development of the England, Wales and Northern Ireland to these communities and authorities and local area, or improve the local environment, A timeline for the siting process is shown provide a high-level summary of existing considering with them if and how to progress or the community’s wellbeing. We will work above. We anticipate that it could take up to geological information, relevant to the the sites with the highest potential. in partnership with communities to help five years to get from the launch of the siting safety of geological disposal. Further them make the best use of the Community process to a position where we can make a information on geological screening can Investment Funding, including working on recommendation on sites to take forward into be found HERE. a vision of the future for their area, setting characterisation. out points to consider including the many potential benefits in terms of highly skilled jobs, improved infrastructure and public facilities. 6 www.gov.uk/rwm 7 Business Plan 2020-23 Deliver Community Partnerships “We will work with the community as we build a geological assessment of Interested Parties: Working Group: Community Partnership: the site’s suitability, discuss Discussions on a proposed The Working Group is formed The partnership between the location for a GDF can be in the early part of the process members of the community,
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