Source · Select Committees · Public Accounts Committee
Recommendation 8
8
Accepted
Sellafield Ltd consistently misses waste retrieval and vitrification targets since 2020 due to various issues.
Recommendation
Since 2020, Sellafield Ltd has missed most of its operational targets for retrieving waste, and turning liquid waste into a glass–like substance (both of which reduce the hazard the waste poses).12 It told us that the COVID–19 pandemic had had a big impact – particularly on the facility which turns highly active waste into glass. This facility stopped processing waste for a period of time and maintenance tasks were not carried out, leading to a number of issues with the equipment, some of which have still not been resolved. Some experienced operators decided to retire, and Sellafield Ltd found it difficult to train their replacements as it could not provide ‘on the job’ training in periods when the facility was not operating.13 Sellafield Ltd also told us that it had made less progress with retrieving waste from the ‘Magnox Swarf Storage Silo’ because of problems with getting newly–installed equipment to work effectively in an older building – including issues with how cranes were powered.14 We were, however, pleased to hear that it achieved its 2024–25 target for removing waste from its other silo, the ‘Pile Fuel Cladding Silo’.15
Government Response Summary
The government accepted the recommendation, stating the NDA will develop a consistent strategic planning approach by March 2027, unifying plans across the estate and delivering revised whole-life, corporate, and operating plans with clear milestones. Additionally, DESNZ will commission an independent review of the NDA Group by end-2025.
Government Response
Accepted
HM Government
Accepted
The government agrees with the Committee’s recommendation. Target implementation date: March 2027 Currently there are mission-length plans spanning 100+ years for each Operating Company (OpCo) within the NDA group. These reflect the best estimate of key activities that need to be completed and/or new capabilities that need to be constructed to deliver the mission. The costs of delivering the plans are used to construct the nuclear provision. The approach to the construction of the plans varies significantly as they were initially developed by the previous Parent Body Organisations operating the sites. NDA will develop, under its annual target on Group Strategic Planning, a consistent planning approach for short, medium and long-term planning horizons, to unify the plans across the estate, enabling stronger integration between the OpCos and strengthening the Group planning capability. It will deliver revised whole-life plans, 20-year corporate plans, and 5-year operating plans for each OpCo. The NDA will define the outcomes to be delivered and the associated medium-term milestones/targets to enable continual monitoring of delivery performance at OpCo and group levels and inform management actions to maintain plan delivery within strategic tolerances. In addition, the NDA will set out what actions will be needed, including clear milestones, to achieve a completely decommissioned site. Once the medium-term targets and long-term actions have been determined and agreed they will be reported on annually through the Sellafield Ltd Executive and Board and the NDA. Work is required to establish how and then when this information would be made public, considering existing NDA public reporting mechanisms, such as the NDA Annual Report and Accounts, Strategy and Business Plan. In addition, DESNZ will commission by end-2025 an independent and externally led review of the NDA Group. This review will consider strategic planning and management to optimise Value for Money, project and programme delivery, financial management and and the potential value of providing the NDA with longer-term financing and freedoms.