Source · Select Committees · Public Accounts Committee
Recommendation 12
12
Accepted
Efficient waste retrieval demands constant iteration, strong performance culture, and sophisticated, transparent target setting.
Recommendation
We explored with the witnesses what Sellafield Ltd needs to do to reach the point where retrieving waste becomes an efficient, routine activity. As well as installing the right equipment, they emphasised the importance of “constant iteration” – addressing problems such as the availability of cranes as they arise and the importance of developing a site culture focussed on performance. We were also told about the importance of setting “ambitious but achievable” annual targets which motivate the workforce.28 The NDA accepted that it could be more sophisticated in how it sets targets – potentially setting targets that capture improvements in capability rather than relying on relatively simple metrics such as the quantity of waste removed.29 We also expressed our concern that it is not clear enough what the underlying assumptions behind longer–term goals are, and how optimistic they are. The Department agreed to consider how these could be drawn out and linked to annual targets.30 The NDA subsequently wrote to us to provide additional information about how Sellafield Ltd uses modelling to produce a range of scenarios for retrieving waste, and the range of factors that would need to be optimised to achieve the best case outcomes. However there is currently no visibility of what these underlying assumptions are – or of how likely each scenario is to occur.31 27 Q 23; Letter from the Group Chief Executive Officer at the Nuclear Decommissioning Authority relating to the oral evidence session held on 20 March on Decommissioning Sellafield, 4 April 2025, page 8 28 Qq 15, 48, 55, 89–90 29 Q 19 30 Qq 25, 27–28 31 Letter from the Group Chief Executive Officer at the Nuclear Decommissioning Authority relating to the oral evidence session held on 20 March on Decommissioning Sellafield, 4 April 2025, page 8 12 2 Management of projects and programmes to build or maintain assets Delivering major projects and programmes at Sellafield
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
2.1 The government agrees with the Committee’s recommendation. Target implementation date: March 2027 2.2 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. 2.3 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. 2.4 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. 2.5 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. 2.6 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 the potential value of providing the NDA with longer-term financing and freedoms.