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Developing a Decommissioning Acquisition Strategy for 2014-26

Developing a Decommissioning Acquisition Strategy for 2014-26. Paul Foster, Decommissioning Director Rob Harries-Harris Contract Officer, Commercial Directorate. Date: March 2013. Agenda. Background Principles Underpinning the Future Model Enablers. 3. Orientation - Where are we now?.

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Developing a Decommissioning Acquisition Strategy for 2014-26

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  1. Developing a Decommissioning Acquisition Strategy for 2014-26 Paul Foster, Decommissioning Director Rob Harries-Harris Contract Officer, Commercial Directorate Date: March 2013

  2. Agenda • Background • Principles Underpinning the Future Model • Enablers 3

  3. Orientation - Where are we now? • The Sellafield Plan • an accurate and realistic picture of the state the site is in • sets out what we are doing to reduce hazard, with milestones and governance in place to enable the NDA to monitor our progress and hold us to account • risks to the plan remain but we are currently on target to deliver decommissioning milestones 4

  4. Key Deliverables 2014/15 to 2025/26 • First generation magnox storage pond • sludge retrievals begin in 2014/15, export of fuel and skips in 2015/16 • bulk desludging complete by 2018/19 • Pile fuel storage pond • bulk desludging and metal fuel export complete in 2014/15 • local sludge treatment plant export complete 2017/18 • Pile fuel cladding silo • retrievals begin in 2017/18 • Magnox swarf storage silo • retrievals targeted to start 2016/17* • residuals removal to begin no later than 2023/24* • Site remediation and decommissioning • Ongoing hazard reduction and decommissioning across SRDP portfolio throughout contract term Source: Sellafield Plan Aug 2011 * subject to confirmation

  5. Areas for Improvement • Public Accounts Committee Concerns: • Planning and schedule adherence • Programme and project management capabilities • Collaborative working to package resources • Robust performance management • Other bodies, including NDA: • Identify SL’s historical contracting model as a priority development area • some weakness in capacity and capability of supply chain • SL does not always strategically think through and establish a model for core and non core capability • SL does not always adopt a strategy for best value and performance (including schedule assurance) maximising available supply chain capability and capacity 6

  6. ... To • Longer contracts • Focus on benefits • Built in quality • Benchmarked costs • Long term vision • Develop resources • Collaborative • OUTCOME • Accelerated hazard reduction • Fit for purpose assets • Access to resources • Economic operations • From … • Short term contracts • Price driven • Control vs quality • Mini-competitions • Short term plans • Itinerant workforce • Inefficient • Ineffective • Adversarial Our Challenge: Clear focus on outcomes

  7. Engagement to Develop and Implement the Strategy • 18-24 Month Engagement Process begins today • Next 6 months will be vital • SL commitment to engage constructively with Supply Chain at all levels • Your contributions are invited • Early contractor involvement in programme and project cycles 8

  8. Strategic Context UK & Local Government NDA Commercial Supply Chain OJEU, etc. SLCs 22 & 35 Over-Arching Acquisition Strategy Special Arrangements Technical R&D and Strategy Decommissioning Acquisition Strategy FGMSP PFSP MSSS PFSS W’scale SR&DP DSA DFA Benefits Learning From Experience Innovation MDSW Major Projects ISA Infrastructure Production Operations

  9. Decommissioning Programme Management FGMSP PFSP MSSS PFSS W’scale SR&DP Make v Buy Decomm Delivery 4P/Major Projects Current Arrangements DSA ISA MDSW/Other Simplified Engagement Structure

  10. Effective Planning at All Stages Reactive Work Increase the Proportion of Planned Work Over Time Planned Work

  11. Collaboration/Sharing Enablers • Share Information • Share Risks not Responsibilities • Share Benefits • Keep savings on at risk elements • Share savings on variable cost elements • Innovations benefit client and innovators • Align objectives through strong incentives 12

  12. Supply Chain Assurance • SL is Tier 1 contractor and must manage the performance of its supply chain • This requires visibility, oversight and governance of Tiers 2/3/4 performance: • Safety, Health and Environmental • Time, Cost, Quality • Wider government agenda, SME and Socio-Economic issues • Desired Outcomes • Accelerated hazard reduction • Fit for purpose assets • Access to resources • Economic operations 13

  13. The Opportunity • Longevity • A programme of work lasting up to 10 years • Scale • up to £700m of work between 2014/15 and 2025/26 14

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