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, the inventory of materials initiated by an individual, a in order to gather information at least one relevant principal that would be disposed of landowner, local authority, about the community and local authority in the Search business or a community provide information to the Area and RWM, which there, and the measures to group with an interest in community about geological will provide a vehicle for be taken to ensure that it is the siting process and who disposal before a Community sharing information with the wish to propose an area for Partnership is formed. It community and for finding safe and secure.” consideration. Interested comprises the Interested answers to the questions the Parties will contact us for initial Party, RWM, an independent community may have about discussions. facilitator, independent chair geological disposal, the siting and any relevant principal local process and how they, as a authorities that wish to join. community, could benefit.

The GDF Development Phase We estimate Site Characterisation will The process of informing and engaging with start around 2025. In the areas that are communities will run in parallel with the taken forward to this phase, we will carry underground and environmental investigations out investigations to help us build an necessary to identify a suitable site for a GDF. understanding of the sub-surface. These We will work with the community as we build investigations will consist of non-intrusive a geological assessment of the site’s suitability, investigations, such as geophysical surveys discuss the inventory of materials that would and environmental monitoring, as well as be disposed of there, and the measures to be deep borehole investigations. The data we taken to ensure that it is safe and secure. collect from these investigations will provide us with the information we need to make a In sites that are selected to be taken forward, recommendation on whether a site is suitable. we will need to increase our technical We will eventually submit details to the understanding of the characteristics of regulators and planning authorities to obtain the surface environment and sub-surface the relevant consents to begin construction, geological environment. Known as Site should the community support this. Characterisation, this will take a huge collaborative effort, with RWM leading the way. We will bring together remarkable expertise and experience, insight and cutting- edge research, both from within our own organisation, and from stakeholders across a range of sectors.

8 www.gov.uk/rwm 9 Business Plan 2020-23 Deliver waste management solutions Key Priority 2: Deliver waste management solutions to The importance support the UK nuclear estate of waste package records

Alongside our pivotal role to deliver a GDF for How are we going to deliver? preservation the nation, we are also responsible for providing We are spearheading this change with our The management of Higher Activity guidance and radioactive waste management work on the IWM programme across the NDA Waste (HAW) being generated today, solutions across the UK. This work is carried group. Our organisation is well supported by through to disposal, is a long-term out with and for the waste producers, including the NDA, which provides access to a wider undertaking. It is vitally important that Sellafield and Magnox, other NDA locations, and pool of leadership, expertise, and capabilities. the right information about the waste is the UK nuclear estate more generally. It forms We are leading the delivery of industry-wide captured and retained, and that it will part of an Integrated Waste Management package processes for producers across the accessible to future users to support (IWM) programme to support higher-activity UK, helping them retrieve and package wastes disposal of the waste to a GDF. Our waste (HAW) inventory management. in ways that make them suitable for safe, organisation works with waste producers permanent disposal. to determine the information that needs Our work ensures that safe, proportionate to be retained and supports the NDA and cost-effective solutions are applied to By the end of the financial year 2020-21, we estate through independently assessing store and dispose of existing HAW, which are will have completed our work to establish waste package records generated by Site compatible with final disposal in a GDF. the IWM programme, which we will then License Companies. have a key role in delivering. Our work with waste producers across the NDA estate will Inventory for geological disposal – total packaged volume: around 750,000 m3 be completed by 2023, when we will have developed and delivered a programme of waste package records preservation. This will involve us carrying out a suite of technical and 750,000 disposal concept studies, including studying the work of our international partners and emergent technologies. 400,000 We will continue to drive change by working 220,000 closely with waste producers across the industry, with a particular focus on supporting 80,000 Sellafield in its high hazard and risk reduction missions and in managing wastes resulting from the end of fuel reprocessing activities. 39,000 We will also be supporting Magnox in its ongoing programme of site closure

Total packaged volume includes: activities and developing integrated waste Legacy waste to be packaged management planning with the Ministry Nuclear materials New Build wastes of Defence. Legacy packaged waste

10 www.gov.uk/rwm 11 Business Plan 2020-23 Transform our organisation Key Priority 3: Transform our organisation for safe and effective delivery

A GDF is a multi-billion pound, 100-year How are we going to deliver? project of national importance, and we are We will be implementing a transformation building the skills and capabilities we need in programme to examine the operating model, order to plan, manage, and deliver this major organisational design and capability we programme. require, so we can build the capabilities we need to drive our work with pace and It is critical to our mission that we are seen as increased delivery focus, and by the end of a credible high delivery organisation, both by the financial year 2020-21 we will have made key stakeholders and by the communities we a step change in our delivery capability. work with. Managing radioactive waste is a complex subject, so we employ true leaders in Our progress and success will be measured this field. and tracked through performance reporting and we are held to account by the NDA Our people are central to our strategy and through a quarterly performance review. we need to attract and retain the best if we are to meet our objectives. As we progress To ensure we have an increased focus over the next 10-20 years we will of course on delivery across our organisation we need to develop and adapt to meet our have created two new roles. In 2019 a GDF changing roles. We will need to progress Programme Director role was created, with into an organisation that is delivery-focused, accountability to the Chief Executive Officer which can effectively manage a wide scope for all aspects of the GDF Programme delivery, of stakeholder and community engagement, and a Transformation Director was appointed large complex permissions and consents, in January 2020. major project development and delivery and ultimately becoming a licensed nuclear facility Our operating model will continue to evolve designer, owner and potential operator, to as our programme progresses and the scope start GDF operations. of work changes. We have a strong work culture and we aim to build on this through analysis that was completed in 2019-20 on our culture and organisation.

We are ready to work with a wide range of stakeholders and communities as we lead the way for change, and we will ensure we are fully staffed, equipped and prepared to deliver.

12 www.gov.uk/rwm 13 Business Plan 2020-23 Summary of corporate targets

Annex One: RWM Summary of corporate targets Summary of corporate targets to be Priorities Target Deliver Community By end Q4, more than one Working Group has been formed achieved in 2020-2023 Partnerships for a in accordance with the HMG Implementing Geological GDF and prepare for Disposal - Working With Communities Policy and RWM is site selection maintaining ‘active engagement’ with at least 3 further Covid 19 and corporate targets impact statement Interested Parties and relevant Principal Local Authorities who are demonstrably focused on Working Group These targets were set prior to the onset of the Covid 19 pandemic and therefore they may formation. be impacted as we move through the period of this Business Plan. Develop the Working Group (or Groups) to enable progression to achieve at least one Community Partnership NDA Summary of RWM Key Activities Timescale early in FY 2021-2022.

Integrated Waste Management - Intermediate and High Level Waste Deliver the capability to manage up to five Community Partnerships in FY 2021-2022. Implement government policy on geological disposal of higher 2020-2023 activity waste Develop and assure the full capability to execute site evaluations during the Community Partnership phase of the Work proactively with waste producers, planning for and delivering 2020-2023 GDF Siting Process. waste management solutions Deliver Waste Working with NDA, establish and deliver RWM’s role in the Deliver a robust technical programme, support the GDF programme 2020-2023 Management developing UK Integrated Waste Management Programme. and waste management Solutions to support the UK Nuclear Estate Deliver Disposability Assessments and Records assurance in Critical Enablers accordance with the prioritised NDA programme.

Develop RWM into a high performing delivery organisation 2020-2023 Working with NDA, deliver RWM’s contribution to the Spent Fuels and Nuclear Materials Management Programme. Continue to work with each community to provide information and 2020-2023 help develop a detailed community vision Transform RWM for Identify and implement any immediate changes to the RWM safe and Operating Model to support the three key programmes effective delivery (GDF, Waste Services and Transformation) by end of Q1. Work in partnership with communities to evaluate potential sites for 2020-2023 a GDF Implement the transformation programme activity to enable RWM to become a safe, effective and optimised Design studies for specific sites, initial safety analyses, and 2020-2023 delivery organisation. environmental and economic assessments to help establish whether sites could be suitable

14 www.gov.uk/rwm 15 Business Plan 2020-23 Managing risk

Annex Two: Managing risk

Risk management is an integral part of all our organisational activities which support our result in lack of support at a national level Risks relating to waste management mission and the corporate targets set out for the year ahead. Our Board sets the tone for risk for a GDF and / or may discourage interested which impact elsewhere in the NDA management and holds the senior leadership team to account for managing risks. The following communities coming forward. and non-NDA estates: key risks will be actively managed and reviewed by our Executive Team and our Board when we deliver our corporate priorities for the financial year 2020-21. 6. Risk: we are unable to meet industries’ Mitigation: proactive programmes requirements on provision of disposability Risks to GDF delivery: 3. Risk: we do not successfully transition of stakeholder engagement with key advice, which might result in reputational 1. Risk: we fail to attract and retain into a suitable delivery body for siting and stakeholders; Implementation of a damage to our organisation with waste communities during the siting process, engagement, supply chain management, targeted social media strategy, with producers and downstream issues for a which may result in a failure of the current and GDF programme delivery milestones, comprehensive third-party advocacy; GDF inventory. siting process. which may result in a potential delivery develop a rebuttal strategy. RWM is delay, and/or failure to achieve regulatory exploring options to strengthen its media permissions. and social media capability to effectively Mitigation: proactive programmes of Mitigation: our GDF 2020 campaign respond and engage on social channels. engagement with waste producers; active reorganises and builds all teams to engagement in NDA-led improvement deliver a pipeline and resources capable Mitigation: the Transformation Director initiatives on improved ways of working; of securing and supporting at least is working with the Executive Team and 5. Risk: Health, Safety, Security and active engagement with waste producers one Working Group and a pipeline of our organisation to determine all the Environment (HSSE) issues may affect on post assessment learning from Interested Parties. capabilities required to improve GDF delivery, for example a virus, potential experience exercises. delivery, supply chain management, and injury or loss of life, damage to the siting and engagement. This will inform environment, loss or compromise to 2. Risk: we not have access to a suitable, an organisation structure for 2020-21 and Information and/or assets, adverse media 7. Risk: we are unable to satisfy its scalable supply chain to deliver site an indicative capability plan to deliver the reaction and coverage, and delay to the contribution to the NDA target on the evaluation activities which may delay the new capability. programme. identification and preservation of key siting process. information associated with waste package In parallel, a culture change programme records. will develop and improve our ways of Mitigation: maintain and embed safety, Mitigation: identify dynamic purchasing working, and upskill the organisation in security and environmental culture system which can provide relatively change skills and leadership. processes; continue implementation of Mitigation: proactive programmes of quick access to some of the necessary Health, Safety, Security, Environment engagement with waste producers and resources as and when required; scope and Quality (HSSEQ) improvements and NDA; Support and leadership to an NDA and award bridging contract to cover 4. Risk: we are unable to lead a balanced development of arrangements for new level programme board and associated anticipated FY 2020-2021 demands; national public debate, as result of activities. A targeted plan for impacts of technical delivery board; clear scope and scope, award and mobilise larger more a) successful campaigning by opposition Covid-19 is being implemented. prioritisation for records delivery through comprehensive contract(s) to cover group b) a negative event on an overseas GDF the new IWM programme. remainder of Tranche 2 activities. programme or c) national media engagement constraints placed upon us, which may

16 www.gov.uk/rwm 17 Business Plan 2020-23

Annex Three: Summary organisation chart

CEO Karen Wheeler

Interim Acting GDF Technical HSSEQ Waste GDF Business Communications Transformation Siting & Director Director Management Programme Services & Stakeholder Director Engagement Mohammed Peter Lock Director Director Director Engagement Andy Wong to Director Sammur Shaun Roberts John Corderoy Peter Welch Director 02.01.21 Steve Reece Guy Esnouf

Head of Chief Policy Head of Head of Head of Head of Head of Interim Organisational Adviser Research & HSSEQ Disposability Strategic Finance & Head of CRM Learning and Environment Systems Assessments Business Services Delivery Improvement Planning Delivery (seconded)

Head of Head of Head of Head of Head of Head of Acting Head of Community Nuclear Safety Independent Assessments - Programme Human Stakeholder Engagement Oversight & Sellafield and Management Resources Engagement Regulatory SF&NM Office Scrutiny

Head of site Head of Chief Scientific Acting Head Head of Head of Head of evaluation Requirements Advisor of Higher Programme Commercial & Communications & Programme Activity Waste Integration Procurement Programme

Head of Head of Head of Head Head of Permitting Engineering Organisational of Legal Campaigns Learning and Improvement

Chief Chief Head of ICT Geologist Information Security Officer

Head of Research Support Office

Head of Technical Temporary Strategy Role

Vacancy Head of Site Characterisation

18 www.gov.uk/rwm 19 Getting in touch To learn more about the UK's mission to deal with higher-activity radioactive waste

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Working together to protect the future