Strategy Effective from April 2011

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Strategy Effective from April 2011
Strategy
Effective from April 2011
Strategy Effective from April 2011
Strategy Effective from April 2011
Strategy
Effective from April 2011

Strategy presented to Parliament pursuant to Schedule 2 of the Energy Act 2004.
Strategy presented to Scottish Parliament pursuant to Schedule 2 of the Energy Act 2004.
Strategy Effective from April 2011
Some images supplied courtesy of site licence companies.
Every effort is taken to ensure the accuracy of material or images produced or used by the NDA.
However, the NDA cannot guarantee that the images shown will always be current, accurate or complete
and does not warrant or endorse the accuracy or completeness of the images.

Copyright © Nuclear Decommissioning Authority 2011
ISBN 978-1-905985-26-5
Strategy Effective from April 2011
Contents

Preface                                                    5   4.0   Critical Enablers                                      54
1.0   Introduction                                         6         4.1     Health, Safety, Security, Safeguards,
      1.1     Background                                   7                 Environment and Quality                        56
      1.2     Our Approach to Strategy                     8         4.2     Research & Development                         57
      1.3     Lessons from 2006                           10         4.3     People (incorporating Skills and Capability)   58
      1.4     Public Consultation Response                10         4.4     Asset Management                               59
2.0   Strategy Overview                                   12         4.5     Contracting and Incentivisation                60
3.0   Our Strategy                                        16         4.6     Competition                                    61
      3.1     Site Restoration                            16         4.7     Supply Chain Development                       62
      3.1.1   Decommissioning                             18         4.8     Information and Knowledge Management           63
      3.1.2   Land Quality Management                     20         4.9     Socio-Economics                                64
      3.1.3   Site End States                             22         4.10    Public and Stakeholder Engagement
                                                                             and Communications                             65
      3.2     Spent Fuels                                 24         4.11    Transport and Logistics                        66
      3.2.1   Spent Magnox Fuel                           26         4.12    Funding                                        67
      3.2.2   Spent Oxide Fuel                            28         4.13    International Relations                        68
      3.2.3   Spent Exotic Fuels                          30   5.0   Non NDA Liabilities                                    69
                                                               Appendices                                                   70
      3.3     Nuclear Materials                           32         A       Introduction to the Strategy
      3.3.1   Plutonium                                   34                 Management System (SMS)                        70
      3.3.2   Uranics                                     36         B       Summary of the Strategic
                                                                             Environmental Assessment (SEA)                 72
      3.4     Integrated Waste Management                 38         C       Information on our Designated Sites and
      3.4.1   Higher Activity Waste                       41                 Installations                                  78
      3.4.2   Lower Activity Waste                        44         D       Summary of Expected Expenditure
      3.4.3   Non-Radioactive and Hazardous Waste         47                 and Income                                     90
                                                               Glossary                                                     91
      3.5     Business Optimisation                       48   References                                                   94
      3.5.1   Revenue Optimisation                        50   Abbreviations                                                95
      3.5.2   Land and Property Management                52

                                                               Please note throughout the document the following styles
                                                               are used:

                                                               Glossary terms are italicised -
                                                               e.g. ‘Care and Maintenance’

                                                               References are italicised -
                                                               e.g. ‘Energy Act (2004) (ref 2)

NDA Strategy - Published March 2011
Published by the Nuclear Decommissioning Authority 2011
Copyright © Nuclear Decommissioning Authority 2011
ISBN 978-1-905985-26-5

                                                                                                                        Contents   03
Strategy Effective from April 2011
Dounreay’s changing landscapes - Preparations underway to place an underwater explosive charge
     during the construction of the Seawater Pumphouse at the Dounreay Fast Reactor (DFR) in the 1950s.

     Redundant facilities being demolished at Dounreay in 2007.

04   Preface
Strategy Effective from April 2011
Preface

      The Energy Act 2004 requires the Nuclear Decommissioning
      Authority (NDA) to review and publish its Strategy at least
      every five years.

      This document presents the outcome of our review of          knowledge relating to spent fuel management
      our !rst Strategy (ref 1) published in 2006. This revised    and reprocessing, waste management and
      Strategy sets out our strategic direction and describes      decommissioning lies within the NDA estate and it is
      our long-term objectives. It covers the duration of our      important this expertise is made available to the UK’s
      mission, while summarising the current position at the       broader nuclear programme. Where appropriate this
      time of publication.                                         is re"ected in our Strategy.
      This Strategy has been approved by the Secretary of          We deliver our mission through others, primarily Site
      State jointly with the Scottish Ministers as required by     Licence Companies (SLCs) which are licensed to
      the Energy Act (2004) (ref 2).                               operate our nuclear sites. Between them the SLCs
                                                                   employ a workforce of around 18,000 and deliver
      The NDA’s Strategy is supplemented by our annual
                                                                   agreed programmes of work against schedule and site
      Business Plan, which sets out near term objectives
                                                                   funding limits. Through competition we let contracts
      and plans for delivering our priorities over the following
                                                                   to winning bidders to contribute the bene!ts of their
      three year period. Performance against the activities
                                                                   proven track record in the management of nuclear
      included in our Business Plan is reported in our Annual
                                                                   decommissioning to improve the performance and
      Report and Accounts.
                                                                   delivery of the SLCs. The winning bidders own the
      The NDA’s sponsoring department is the Department            SLCs for the period of the contract, and as Parent
      of Energy and Climate Change (DECC) and, for                 Body Organisations (PBOs) provide additional
      matters affecting Scotland, we have additional               resource and management expertise.
      obligations to the Scottish Ministers. We operate
                                                                   In order that we can continue to deliver our Strategy
      under a Management Statement and Financial
                                                                   within the funds available we must continue to maximise
      Memorandum, which sets out the relationship
                                                                   our income, achieve greater ef!ciencies and prioritise
      between DECC, Scottish Government and the
                                                                   our effort and resources to best effect. The NDA will focus
      NDA. Our budget is set by DECC and comes from a
                                                                   its resources on core tasks and deliver everything else
      combination of Government funding and income from
                                                                   through others, particularly our SLCs and their PBOs.
      our commercial activities.
                                                                   We are looking to consolidate our position as a
      The NDA is a Non-Departmental Public Body created
                                                                   world class contract management organisation. We
      under the Energy Act (2004) (ref 2). Our core objective
                                                                   will select, lead, manage and hold to account those
      is to ensure that the historic civil public sector nuclear
                                                                   who deliver our mission on our behalf, and reward
      legacy sites are decommissioned safely, securely, cost
                                                                   our contractors for delivering excellence. We will set
      effectively and in ways that protect the environment.
                                                                   clear strategies, articulate stretching performance
      As part of this, we are required to operate existing
                                                                   targets and introduce appropriate incentives to drive
      commercial activities and meet current contracts,
                                                                   improved delivery from the PBOs and SLCs. We
      using revenues generated to offset spend on
                                                                   will continually review the way we operate and the
      decommissioning. In addition, we are required to
                                                                   capabilities we need to perform these functions.
      scrutinise the site decommissioning plans of EDF
      Energy for their existing nuclear "eet; and, since           We will continue to work closely with Government
      October 2006, we have been the UK body responsible           and in partnership with stakeholders to maintain their
      for implementing geological disposal of higher activity      con!dence, inform policy development and support
      radioactive waste. We are also responsible for               the maintenance of nuclear industry infrastructure
      delivering the Low Level Radioactive Waste Strategy          such as developing skills and ensuring suf!cient
      (ref 22) for the whole of the UK’s nuclear industry,         Research & Development (R&D) is undertaken
      which we published in 2010.                                  to underpin our decommissioning and waste
                                                                   management plans. We will continue to support the
      Our responsibilities under the Energy Act (2004)
                                                                   sustainable economic development of communities
      (ref 2) are unchanged and our review has con!rmed
                                                                   affected by our activities.
      that much of our original Strategy remains relevant.
      However, the background against which we operate             The NDA will continue to deliver a step change
      has changed signi!cantly since the NDA was                   improvement to programme, project and operational
      established. UK Government policy on nuclear energy          execution, and focus delivery on tangible, medium-
      has changed and a new reactor programme is now               term achievements in decommissioning and clean-
      envisaged in England and Wales. This does not                up. This Strategy supports our aim by making clear
      change our mission, but it does mean we need to              our strategic direction in order that the SLCs, PBOs
      consider the impact of this new reactor programme            and other stakeholders can understand and drive
      where potential synergies exist, such as skills and          towards common outcomes, thereby delivering our
      nuclear industry infrastructure. Much of the UK’s            mission more effectively.

                                                                                                                       Preface   05
Strategy Effective from April 2011
Our top decommissioning and clean-up priority continues to be dealing with the higher hazard facilities
     at Sella!eld and Dounreay – one facility in particular being the Magnox Storage Pond at Sella!eld.

06   1.0 Introduction
Strategy Effective from April 2011
1.0   Introduction
1.1   Background

      The UK’s civil nuclear legacy is a major public liability,
      and represents the largest, most important environmental
      restoration programme in Europe.

      Our mission is to deliver safe, sustainable and publicly                   requirement. The Scottish Government policy is for the
      acceptable solutions to this challenge, driving                            long-term management of higher activity radioactive
      substantial change to improve delivery using competition                   waste in near surface facilities, as de!ned in its January
      for contracts to bring in world class expertise to                         2011 Policy Statement (ref 26).
      enhance innovation, improve clean-up and deliver
                                                                                 Whilst decommissioning and clean-up is the NDA’s
      value for money.
                                                                                 core objective, in our !rst six years only a quarter of
      The nature and scale of the task to decommission                           the budget has been spent directly on site restoration.
      the legacy facilities inherited by the NDA was                             The balance of expenditure is spent on maintaining
      poorly characterised and highly uncertain. An early                        the sites in a safe and secure state as well as running
      objective was for the NDA to form a comprehensive                          the operations associated with fuel and waste
      understanding of the work to be done and the                               management. It is a clear objective of the NDA to
      associated costs. Although uncertainties still remain,                     increase the proportion of site restoration expenditure.
      the total discounted costs of completing the NDA’s
                                                                                 In our !rst six years, we have made signi!cant progress
      mission were estimated in 2009/10 to be £45.1 billion1.
                                                                                 on a number of fronts. We have:
      The high cost of dealing with the historic civil public
                                                                                 — developed a detailed understanding of the legacy,
      nuclear liability re"ects the emphasis at the time the
                                                                                   introducing industry-wide procedures across our
      facilities were built on operations and the lack of
                                                                                   sites to plan on a consistent basis and completed
      awareness or foresight of the importance and need to
                                                                                   the re-structuring of our estate to facilitate the
      plan for eventual decommissioning.
                                                                                   programme of competitions
      In the NDA, the UK now has a single body responsible
                                                                                 — progressively prioritised funds towards highest
      for an ever improving understanding of the civil public
                                                                                   hazards
      nuclear liabilities, and for developing and implementing
      an estate-wide strategy and plans to deal with them.                       — delivered value for money by driving ef!ciency and
                                                                                   performance across our estate
      Our sites range from Sella!eld, a complex site
      providing fuel reprocessing, fuel fabrication and                          — successfully completed competitions for
      storage of nuclear materials and radioactive wastes                          the management of the Low Level Waste facility
      across two square miles, to smaller sites containing                         near Drigg; and for Sella!eld – one of the largest
      nuclear research facilities, where decommissioning is                        and most complex procurements in Europe -
      well underway. Some of our facilities continue to form                       bringing international capability to the UK with the
      an essential part of the nation’s nuclear infrastructure                     expectation of signi!cant improvements in
      which means they must continue to be operated safely                         operational ef!ciency, project management and
      and effectively until they have ful!lled their purpose.                      cost control
      Our mission is a long-term one and some sites will                         — made signi!cant headway in realising value from our
      not reach their planned end state for decades; some                          commercial operations and surplus assets
      wastes will remain hazardous for thousands of years.
      This is immensely technical and challenging. Much                          — invested in skills to build the future capability of the
      of the plant and assets are in a severely deteriorated                       UK’s nuclear workforce
      condition due to an historic lack of investment, not                       — made steady progress on decommissioning
      only in decommissioning but also in the maintenance                          and the operations associated with fuel and waste
      of the estate. As such, there is an imperative to make                       management despite challenges associated with
      progress whilst various plants and facilities remain                         plant reliability.
      operational. The alternative brings a signi!cant risk
      of additional expense as well as compromising the                          These and other achievements have provided a secure
      environment and safety.                                                    platform for our next phase of delivery.

      Plans for decommissioning the sites rely upon the
      availability of a !nal disposal solution for waste. For
      Low Level Waste, the NDA’s primary task is to reduce
      the amount of waste for disposal in order to avoid
      unnecessary costs. For Higher Activity Wastes, the UK
      Government’s chosen solution is for deep geological
      disposal and the availability of a repository is the key

      1
          The discounted cost is detailed in our published Annual Report and Accounts 2009/2010 (ref 4).

                                                                                                                               1.0 Introduction   07
Strategy Effective from April 2011
1.2                 Our Approach to Strategy

                         In order to bring a clear focus to our mission we have identi!ed six strategic themes under which we group all our
                         activities. The six themes are:

               See p16    Site Restoration de!nes our approach to decommissioning redundant facilities and how we manage
                         contamination in ground and groundwater. Restoration will drive our sites through a series of Interim States to a
                         Site End State, at which point the NDA is able to release the site for other uses.

               See p24    Spent Fuels de!nes our approach to managing the diverse range of spent nuclear fuels for which we have
                         responsibility, including Magnox, oxide and exotic spent fuels.

               See p32   Nuclear Materials de!nes our approach to dealing with the inventory of uranics and plutonium currently stored
                         on some of our sites.

               See p38   Integrated Waste Management considers how we manage all forms of waste arising from operating and
                         decommissioning our sites, including waste retrieved from legacy facilities. It also ties in the wider work of our
                         Radioactive Waste Management Directorate on implementing geological disposal.

               See p48    Business Optimisation looks at how we maximise our commercial income, using our assets and capabilities to
                         reduce the net cost of decommissioning and clean-up to the taxpayer.

               See p54    Critical Enablers support the overall delivery of our mission and, in some cases, re"ect the supplementary duties
                         assigned to the NDA by the Energy Act (2004) (ref 2). In most cases these are not matters in which we have the
                         lead role, but where we need to take a view and ensure that appropriate action is being taken. Critical Enablers
                         apply across the other strategic themes and enable their delivery.

                         Throughout this document, colour coding is used to indicate the strategic themes, as above.

                                                                              Time

                         Figure 1 - This illustrates the interaction of the six strategic themes showing Site Restoration as the driving
                         theme supported by Integrated Waste Management; the need to manage Spent Fuels and Nuclear Materials
                         as an early part of Site Restoration; Business Optimisation raising revenues where appropriate; and with the
                         entire mission underpinned by the Critical Enablers. Time passes from left to right.

08   1.0 Introduction
Our strategic themes are further divided into individual    We call this combination of factors our Value
strategies which we develop and maintain to ef!ciently      Framework, which helps us balance our top priority of
deliver our mission under the Energy Act (2004) (ref 2).    risk and hazard reduction alongside socio-political and
This Strategy is structured to re"ect the strategic         affordability considerations.
themes and organising our work in this way has
already provided clarity and a consistent basis for         Strategic decisions are made in the light of an
communicating with contractors and stakeholders.            informed assessment of the relevant factors and their
                                                            interplay, through the Value Framework, with clarity on
Site Restoration is our driving strategic theme and all     where accountability for making the decision lies and
other strategies support or enable its delivery. We can     with a rationale for the outcome being associated with
only restore our sites if we manage spent fuels and         each decision.
nuclear materials ef!ciently, establish effective waste
management solutions and secure suf!cient income to         We engage or consult with relevant stakeholders at
continue making progress.                                   the appropriate stage in the development of strategy,
                                                            to ensure their views are considered.
There is a great deal of interdependence between
the strategic themes. There is, therefore, limited          By considering the factors in our Value Framework, we
discretion to stop activities under a particular theme      incorporate the requirements of Strategic Environmental
without wider implications. This includes impacting         Assessment (SEA) (ref 3) into the heart of our strategy
critical national infrastructure that serves the wider      development and decision making. SEA ensures our
nuclear industry such as electricity generation, fuel       decisions are informed by an assessment of
manufacture, reprocessing and waste treatment,              environmental bene!ts and drawbacks of alternative
storage and disposal services.                              options, and where relevant these are set out in this
                                                            Strategy. An overarching SEA has been carried out for
Our published Strategy covers the duration of our           this Strategy, summarised in Appendix B. In addition,
mission and summarises the current position and             as part of strategy development, individual strategies
maturity at the time of publication. Strategy review        are subjected to an SEA as appropriate.
and development is, however, an ongoing process for
the NDA and options for delivering the strategy are         To secure implementation, our strategic requirements
continually evolving.                                       are translated into action by issuing Site Strategic
                                                            Specifications to our SLCs. These speci!cations detail
To manage the complex interactions between the              what our Strategy means for a particular site, which
different parts of our Strategy we have a Strategy          then become embedded in its Lifetime Plan (ref 5).
Management System (SMS) which enables us to:                The NDA subsequently monitors and measures the
                                                            SLC’s delivery performance against the agreed
— develop strategy in a controlled fashion through
                                                            Lifetime Plan (ref 5).
  distinct stages allowing us to engage effectively
  with Government, nuclear regulators, SLCs                 For each strategy in this document we have
  and other stakeholders on its development and             considered four questions under the following
  possible changes in strategic direction                   headings:
— ensure the strategy is robust and coherent at all         — Objective – What is the objective of the strategy?
  times, recognising the numerous interdependencies
                                                            — Our Strategy – What is our current strategy, and
— effectively respond to internal and external events         any associated risks and opportunities?
  that impact our strategy
                                                            — Development – What strategy development do
— ensure compliance with the regulatory framework             we plan to undertake in the future?
— transparently underpin the decisions we make              — Delivery – What have we delivered so far and how
  on preferred strategic options.                             do we plan to implement our strategy?
The SMS is based on HMG Treasury guidance,                  In each Development section we make clear if an
using a business case approach to build up the              individual strategy is undergoing development, with
underpinning rationale for a strategic decision. In         input from relevant stakeholders, or is mature and
selecting a preferred strategy we consider the options      being implemented.
against a wide range of factors, shown in Figure 2 below.
                                                            Further information on how we develop strategy is
                                                            provided in Appendix A.
                  Safety Impact
                Hazard Reduction
              Environmental Impact
            Cost (Long & Short-Term)
                     Income
            Economic & Social Effects
                       and
  Other Relevant Factors on a case speci!c basis

Figure 2 - NDA Value Framework

                                                                                                      1.0 Introduction   09
1.3 Lessons from 2006

                        Following the publication of our !rst Strategy (ref 1) in    statements are aspirational and indicate the extent to
                        2006, we examined the way we approach the                    which we can deliver against them.
                        development of strategy, particularly our engagement
                                                                                     We have also learned that we need to make clear the
                        with stakeholders. We identi!ed a clear need to
                                                                                     maturity of our individual strategies, stating where
                        pre-engage and work with key stakeholders,
                                                                                     preferred options have been approved and adopted or
                        particularly nuclear regulators, during the development
                                                                                     further development or underpinning is still required to
                        of our strategy and before the consultation, to ensure
                                                                                     make a decision on strategic direction. This helps our
                        it contained ‘no surprises’.
                                                                                     stakeholders engage with us and contribute effectively
                        We recognised that we should not include tactical and        to the development of strategy.
                        operational details in our Strategy. They are more
                                                                                     We have re"ected on these lessons, and others, to
                        appropriate to our Business Plans. Our !rst Strategy
                                                                                     help us prepare this Strategy.
                        contained a number of detailed operational targets
                        which were replaced in light of experience by
                        alternative ways of achieving our objectives. It also
                        contained aspirational commitments and targets
                        which, for one reason or another, we were unable to
                        deliver. In future we need to make clear where

                        1.4 Public Consultation Response

                        We consulted on our Draft Strategy (ref 27) and the          In summary, the responses we received were broadly
                        supporting Environmental and Sustainability Report           supportive of our proposed Strategy and considered
                        (ref 3) between 1 September and 24 November 2010.            the Strategic Environmental Assessment (SEA) (ref 3)
                        During the consultation period we issued around              methodology to be sound. Many stakeholders
                        2,600 copies in total and delivered numerous                 welcomed the clarity provided, particularly our
                        presentations around the UK to interested parties and        approach using strategic themes supported by critical
                        statutory consultees. These included Site Stakeholder        enablers, which helped them to understand our scope
                        Groups, Trade Unions, Local Authority representatives        and the challenges we face. Additional detail has been
                        from England, Wales and Scotland, site staff and             provided in a number of areas for clarity, as suggested
                        management teams, supply chain forums and the                by some respondents.
                        NDA National Stakeholder Group.
                                                                                     The consultation on our supporting Environmental and
                        In response we received 74 sets of comments on the           Sustainability Report (ref 3) resulted in 12 stakeholder
                        Draft Strategy (ref 27) from a wide range of stakeholders.   responses, none of which affected the original
                        All comments received were considered and assessed           strategic environmental assessment or the proposed
                        to determine their in"uence and impact on the Strategy.      Strategy. In response to feedback, the summary
                        In response to the consultation, the NDA has                 provided in Appendix B has been revised to improve
                        published two documents on the NDA website                   clarity of the SEA on the Draft Strategy.
                        www.nda.gov.uk First, a report that summarises
                                                                                     The Post Adoption Statement, which details how the
                        stakeholder responses to the Draft Strategy, and
                                                                                     SEA has in"uenced this !nal Strategy, can also be
                        describes how the comments received informed this
                                                                                     found on our website www.nda.gov.uk
                        !nal Strategy, and second, a spreadsheet that
                        provides the NDA’s response to each individual
                        comment received.

10   1.0 Introduction
Workmen remove pipework from one of the reactors at Berkeley.

                                                                1.0 Introduction   11
Removal of redundant buildings surrounding the PLUTO reactor, Harwell 2008.

12   2.0 Strategy Overview
2.0   Strategy Overview

      At the heart of our Strategy is the priority we apply to
      delivering a reduction in risk and hazard across our estate
      and to delivering our mission cost-effectively.

      Firstly, where risks to people or the environment are               This particularly applies to waste management and
      intolerable2, making tangible, demonstrable progress                decommissioning. Such solutions may challenge
      on these national priorities is our priority, particularly          historic practices or the current regulatory framework,
      Sella!eld’s Legacy Ponds and Silos. Secondly, where                 but could reduce environmental impact and provide
      the risk is tolerable we will pursue hazard and risk                greater value for money, so we will continue to
      reduction. Finally, where risks are broadly acceptable              evaluate their technical and economic viability. We will
      and hazards have been reduced, our attention turns                  ensure that our plans re"ect full lifecycle strategies for
      to site restoration in line with our Site Interim and               everything we are accountable for.
      End State objectives. These priorities will drive the
                                                                          By adopting more sophisticated and diverse solutions
      allocation of resources.
                                                                          to the challenges we face, stakeholders and the
      We recognise that to deliver the reduction in risk and              communities neighbouring our sites will reap bene!ts
      hazard that is core to our mission, we may need to accept           in the medium-term, such as visible and tangible
      near term increases in risk. We will work with our SLCs             restoration progress, reduced risk pro!les and the
      and the Regulators to safely manage this balance.                   eventual release of land for other uses.
      From the secure platform achieved in our !rst six years             To deliver our plans within the funds available we must
      we will extract value from the industry restructuring               continue to maximise our income, achieve greater
      we have delivered and ensure effective deployment                   ef!ciencies, and prioritise our efforts and resources
      of our capabilities. We will continue to use the NDA                to best effect. We will reinforce our role as a strategic
      contracting model of a Site Licence Company                         authority and deliver through others, ensuring that
      (SLC) contracted to the NDA, with ownership and                     work is placed with those best able to deliver.
      management of the SLC competed into the market to
                                                                          We recognise that openness, transparency, and
      bring UK and international best practice to bear on our
                                                                          effective public and stakeholder engagement and
      mission. Re"ecting the maturity of our plans and the
                                                                          communications are key to building and maintaining
      marketplace, we will increasingly use output-based
                                                                          the support, con!dence and trust of the public and
      contracts, specifying the outcomes we seek rather
                                                                          stakeholders necessary to implement our Strategy. As
      than the work to be performed and rewarding cost-
                                                                          our Strategy develops we will continue to engage with
      effective delivery. This will include an appropriate and
                                                                          local communities, local authorities and other relevant
      progressive transfer of risk to the private sector.
                                                                          stakeholders as appropriate, for example, on matters
      Early planning of site restoration inevitably focused               such as Site End States and de!ning Interim States,
      on site by site solutions, supported by only a few                  options for oxide fuel management, the possible
      generic waste and material management techniques.                   use of centralised and multi-site waste and material
      In future, more sophisticated and diverse approaches                management solutions and the transportation of
      will be needed to improve delivery and secure                       waste and nuclear materials.
      best value. The NDA has a wide range of human
                                                                          We incorporate the requirements of Strategic
      resources and physical assets across its estate and
                                                                          Environmental Assessment (SEA) (ref 3) into the heart
      we will make better use of these in delivering our
                                                                          of our strategy development and its implementation.
      mission. For example, this may include encouraging
                                                                          The Post Adoption Statement (found on
      workforce mobility, or moving materials and waste
                                                                          www.nda.gov.uk) describes indicators that we
      from one site to another where the facilities exist to
                                                                          will use to monitor signi!cant environmental and
      best manage them. We will balance the bene!ts of
                                                                          sustainability effects during Strategy implementation.
      generic techniques and problem speci!c solutions to
      ensure that we deliver our mission most effectively.

      2
          For de!nition of intolerable risk refer to the Glossary p 92.

                                                                                                                  2.0 Strategy Overview   13
Site Restoration
                             The NDA’s end goal is to restore our designated sites to       Where risks have been reduced, there is still work to be
                             the point where they are released for other uses. In order     done. Decisions on further site restoration will balance
                             to prioritise delivery our site restoration strategy focuses   the broad range of factors in our Value Framework.
                             on reducing risks to people and the environment while
                             restoring each site as soon as reasonably practicable to       Our decisions will consider the full lifecycle impacts on
                             a condition suitable for its next planned use.                 people and the environment to ensure that the chosen
                                                                                            strategic option does not compromise the needs of
                             Due to the unique and varied nature of our facilities          future generations. We have agreed Site End States
                             and land, restoration is considered on a case-speci!c          which de!ne our long-term restoration objectives.
                             basis. We take into account a range of relevant                In addition, we will identify Interim States to focus
                             factors, including the need to re"ect Government               delivery on nearer term restoration goals. These will be
                             policy and secure value for money.                             measurable, demonstrable and could align to stepped
                                                                                            risk or hazard reduction targets, decommissioning
                             Our approach is in"uenced by the level of risk to              phases, contract delivery milestones or opportunities
                             people or the environment.                                     to release land for its next planned use.
                             Where the risks are intolerable we will take urgent            We will encourage innovation and, where appropriate,
                             action to reduce them.                                         resources such as equipment, skills and experience
                             Where the risk is less signi!cant our approach takes           will be shared between sites to improve site restoration
                             greater account of other factors. However, it is still         across our estate.
                             focused on reducing risk and hazard as far as is
                             reasonably practicable. We will monitor existing risk           Definition of Hazard
                             levels and act proportionately to ensure that the net           Hazard is the potential for harm arising from an intrinsic
                             level of risk does not increase in the long-term.               property or ability of something to cause detriment.
                             We recognise that to deliver the reduction in risk and
                             hazard that is core to our mission, we may need to              Definition of Risk
                             accept near term increases in risk. We will work with our
                             SLCs and the Regulators to safely manage this balance.          Risk is the chance that someone, or something that is
                                                                                             valued, will be adversely affected by the hazard.

                              Spent Fuels
                             Our strategy is to secure and subsequently implement           Where appropriate, we will invest in our spent fuel
                             the most appropriate management approach for                   management capability. In particular, we will continue
                             Magnox and oxide fuels and, where possible, take               to invest in developing contingency and alternative
                             advantage of these approaches to manage exotic                 options in the event that reprocessing or long-term
                             fuels. Any remaining fuels will continue to be managed         fuel storage management capabilities are not available.
                             on a case-speci!c basis in a safe and secure manner            This will enable us to make fully informed investment
                             pending subsequent disposition.                                decisions for optimising spent fuel management as
                                                                                            required in the near future.
                             The most cost-effective solutions for Magnox and
                             oxide fuels will include continued and extensive use of        If approached by third parties to provide additional
                             our existing reprocessing and storage facilities.              spent fuel management services, we will discuss the
                                                                                            options with UK Government.
                             We intend to continue using the oxide, Magnox and,
                             where appropriate, exotic fuels management routes in           With UK Government agreement we will, if requested,
                             an integrated way to optimise utilisation of facilities at     supply advice and information to utilities involved in the
                             Sella!eld and across our estate.                               UK’s new reactor programme, on a commercial basis.

                              Nuclear Materials
                             Our strategy for the management of nuclear materials           will consider whether consolidated storage is more
                             re"ects the current UK Government policy of safe and           appropriate for reasons of security and economy and
                             secure storage. We are developing options which                consider other nuclear material owners in developing
                             consider alternative lifecycle management solutions.           our plans.
                             Some of our nuclear materials have value in today’s            We will support UK Government as it determines
                             market. The rest of the inventory may increase in value in     future policy on plutonium and we will subsequently
                             the future. Our strategy for these materials is therefore      deliver appropriate strategies. This includes R&D work
                             to maximise value and avoid foreclosing any future             to technically underpin the options.
                             options unless there is a hazard management priority.
                                                                                            Our strategy for material owned by third parties is
                             The nuclear materials inventory is stored safely and           to continue its management in accordance with
                             securely on several sites across the NDA estate. We            contractual obligations and UK Government policy.

                              Integrated Waste Management
                             Strategic decisions about waste management are                 — the Waste Hierarchy should be used as a
                             informed by the following key principles:                        framework for waste management decision making
                                                                                              and enables an effective balance of priorities
                             — risk reduction is a priority
                                                                                              including value for money, affordability, technical
                             — centralised and multi-site approaches should be                maturity and the protection of health, safety,
                               considered where it may be advantageous                        security and the environment.
                             — waste should be minimised

14   2.0 Strategy Overview
We will continue to promote the importance of                 example local authorities, to build on the feedback
          waste characterisation, improved waste information            we have received on how this engagement should
See p63   (see Information and Knowledge Management                     happen and develop a framework for engagement
          Strategy) and waste segregation to facilitate waste           that provides for useful discussion when considering
          management planning and application of the Waste              new waste management initiatives.
          Hierarchy.
                                                                        We believe there are opportunities for a more "exible
See p41   Our Higher Activity Waste Strategy is to implement            approach in the management of waste that is close
          the UK Government’s policy of deep geological                 to category boundaries. For example, decay storage
          disposal and the Scottish Government policy for long-         of ILW may make the use of LLW treatment and
          term management in near surface facilities. For LLW,          disposal routes feasible. We will consider the role that
          disposal will be in !t for purpose facilities that re"ect     these opportunities can provide.
          the nature of the wastes to be managed.
                                                                        We will encourage innovation and open market
          Within this overall framework our priority is to achieve      solutions, and sustain R&D matched to the challenges
          risk reduction by dealing with waste in ageing storage        of waste management both by direct investment and
          facilities (for example legacy facilities at Sella!eld) and   indirectly through the programmes of our SLCs.
          placing it into safer modern storage conditions.
                                                                        The NDA intends to take a multi-site and UK-wide
          Diverse radioactive waste management and                      view, to include its own sites and the operations of
          disposal solutions will be pursued where these offer          other waste producers, including EDF Energy* and
          bene!ts over previous arrangements. We will also              MoD. We recognise that in future the radioactive
          investigate opportunities to share waste management           waste management landscape will change, particularly
          infrastructure across the estate and with other waste         as a result of the UK’s new reactor programme. With
          producers where we can see bene!t. New waste                  UK Government agreement we will supply advice and
          management approaches will often require different            information to utilities involved in the programme. This
          transport arrangements and will be a matter of great          will ensure both an integrated approach to radioactive
          interest to planning authorities and people living close      waste management and that our facilities, some of
          to the sites involved. We will engage with interested         which support both the civil and defence nuclear
          parties from an early stage, irrespective of whether          industries, can plan effectively for the future.
          such developments represent new investments
          proposed by us or by other organisations on our
          behalf. We will work with key organisations, for

           Business Optimisation
          To help fund decommissioning and clean-up without             — disposing of surplus assets and reducing liabilities
          materially impacting on our core mission, or increasing
                                                                        — working with others to share costs to the bene!t
          liabilities, we will develop commercial opportunities to
                                                                          of the UK taxpayer.
          maximise revenue from our existing assets, operations
          and people. These opportunities may include:                  Some of these opportunities may arise from the UK’s
                                                                        new reactor programme. Successful past examples of
          — deploying existing facilities and resources to our
                                                                        this approach are the sale of land and the transfer of
            commercial advantage
                                                                        Spring!elds Fuels Limited to the private sector.

           Critical Enablers
          We will continue to develop approaches for the critical       — People – We recognise that people with appropriate
          enablers required to deliver our strategies effectively.        skills and capabilities are essential to the successful
          Through engagement with stakeholders we have                    delivery of our mission over its lifecycle and aim to
          established our strategic direction and appropriate             ensure that there is a skilled workforce available at
          working arrangements. Notably:                                  all times within our organisation, the SLCs and the
                                                                          supply chain.
          — Health, Safety, Security, Safeguards,
            Environment & Quality (HSSSEQ) –                            — Research & Development (R&D) – Our strategy is
            Our strategy is to take account of the health, safety,        that, where possible, R&D is undertaken by the SLCs
            security, safeguard and environmental implications            and their supply chain. Where necessary the NDA
            of different approaches to ful!lling our mission              will maintain a strategic R&D programme, which
            during our development and decision processes.                focuses on targeted, estate-wide R&D needs, risks
            We will select Parent Body Organisations with an              and opportunities to inform and develop strategy,
            excellent track record in health, safety, security,           encourage innovation and support key technical skills.
            safeguards and environmental management. We
            will ensure that our SLCs have a clear vision for           — Socio-Economics – Our strategy is to support the
            improving HSSSEQ performance and insist they                  economic development of communities affected by
            have high standards of HSSSEQ performance. We                 our activities, focusing on employment, education
            will monitor SLC performance and outcomes, and                and skills, economic and social infrastructure and
            work with Regulators, Government and SLCs to                  diversi!cation.
            improve and rationalise legislation and its application,    — Public and Stakeholder Engagement and
            where changes would offer signi!cant bene!ts in the           Communications - We regard openness,
            delivery of our mission. We will seek innovative ways         transparency and effective public and stakeholder
            to share good practice across our estate and learn            engagement and communications as key to
            lessons from other industries.                                building and maintaining the support, con!dence
                                                                          and trust necessary for us to deliver our mission.
             * Formerly British Energy

                                                                                                               2.0 Strategy Overview   15
3.1                    Site Restoration
        Objective:
        To restore our designated sites and release them for other uses.

     The clean-up team at work in the giant sodium storage tank of the Prototype Fast Reactor (PFR), Dounreay.

16   3.1 Site Restoration
3.1   Site Restoration

      Site restoration is our primary focus and all other strategic
      themes support or enable its delivery.
      We can only restore our sites if we secure !nal              — legacy plants in excess of 60 years old containing
      management solutions for spent fuels and nuclear               signi!cant quantities of corroding radioactive
      materials and establish effective waste management             material which represent our highest risk and
      solutions. Site restoration must take account of non-          some of our largest hazards
      NDA liabilities located on our sites, such as those owned
                                                                   — infrastructure which has been deteriorating
      by the Ministry of Defence (MoD) or EDF Energy.
                                                                     for several decades
      The restoration of our sites presents a number of            — land contamination resulting from a variety
      major challenges:                                              of past uses, including non-nuclear activities.

      Our Strategy
      The NDA’s end goal is to restore our designated
      sites to the point where they are released for other

                                                                                                                                                            INCREASING FLEXIBILITY OVER TIMING OF REMEDIAL ACTIONS
      uses. In order to prioritise delivery our site restoration
      strategy focuses on reducing risks to people and                                                               Intolerable
      the environment while restoring each site as soon as                                                           — Risk is the overriding
      reasonably practicable to a condition suitable for its                                                            factor in decision-making

                                                                     INCREASING RISK TO PEOPLE AND THE ENVIRONMENT
      next planned use.                                                                                              — Urgent action is required
      Due to the unique and varied nature of our
      facilities and land, restoration is considered on a
      case-speci!c basis. We take into account a range
      of relevant factors, including the need to re"ect
      Government policy and secure value for money.
                                                                                                                     Tolerable
      Our approach is in"uenced by the level of risk to
      people or the environment, as shown in Figure 3.                                                               — Risk and hazard reduction
                                                                                                                       are key considerations
      Where the risks are intolerable we will take urgent                                                            — Options appraisal considers
      action to reduce them.                                                                                           a broad range of factors
      Where the risk is less signi!cant our approach takes
      greater account of other factors. However, it is still
      focused on reducing risk and hazard as far as is
      reasonably practicable. We will monitor existing risk
      levels and act proportionately to ensure that the
      net level of risk does not increase in the long-term.                                                          Broadly Acceptable
      We recognise that to deliver the reduction in risk and                                                         — Driver is mission completion
      hazard that is core to our mission, we may need to                                                             — Options appraisal balances
      accept near term increases in risk. We will work with                                                            a broad range of factors
      our SLCs and the Regulators to safely manage this
      balance.
      Where risks have been reduced, there is still work
      to be done. Decisions on further site restoration            Figure 3 - Summary of our approach to prioritisation
      will balance the broad range of factors in our Value         and risk
      Framework.
                                                                   These will be measurable, demonstrable and could
      Our decisions will consider the full lifecycle impacts       align to stepped risk or hazard reduction targets,
      on people and the environment to ensure that the             decommissioning phases, contract delivery milestones
      chosen strategic option does not compromise the              or opportunities to release land for its next planned use.
      needs of future generations. We have agreed Site
      End States which de!ne our long-term restoration             We will encourage innovation and, where appropriate,
      objectives. In addition, we will identify Interim States     resources such as equipment, skills and experience
      to focus delivery on nearer term restoration goals.          will be shared between sites to improve site restoration
                                                                   across our estate.

      The strategies underpinning Site Restoration are:
      Decommissioning: To deliver Site End States as soon as reasonably practicable with a progressive
      reduction of risk and hazard.
      Land Quality Management: To ensure that land quality is managed to protect people and the environment.
      Site End States: To de!ne credible objectives for the restoration of each site (or part of a site).

                                                                                                                                               3.1 Site Restoration                                                  17
3.1.1 Decommissioning

                              Objective:
                              To deliver Site End States as soon as reasonably practicable with a progressive reduction
                              of risk and hazard.

                             Government policy - The Decommissioning of UK’s           The NDA estate includes reactors, chemical plants,
                             Nuclear Facilities (ref 6) states that ‘decommissioning   research and development facilities, waste
                             operations should be carried out as soon as               processing and fuel fabrication plants, many of
                             reasonably practicable taking all relevant factors        which are redundant and all of which will require
                             into account’. These include safety, risk, security,      decommissioning. Some plants date from the
                             environmental protection, funding, resources,             1940s and 1950s, such as the Legacy Ponds and
                             waste management, stakeholder views, skills,              Silos at Sella!eld. These are deteriorating and contain
                             socio-economics and sustainability - noting that these    signi!cant quantities of corroding radioactive waste,
                             align with our Value Framework.                           presenting our highest risk and our greatest
                                                                                       decommissioning challenge.

                              Legacy Ponds and Silos

                              Legacy Ponds and Silos comprise four main plants at Sella!eld which were used historically to prepare fuel
                              for reprocessing or to store waste. Radioactive materials have accumulated and remain since operations ended.
                              Over !ve decades the plant conditions have deteriorated and there is now increased urgency to reduce
                              the risk they pose. The facilities were not originally designed with decommissioning in mind so innovative
                              technology is being used to retrieve the radioactive material for storage in modern containment facilities.
                              Retrieved waste will be managed in accordance with our Integrated Waste Management Strategy.

                             The Pile Fuel Storage Pond at Sella!eld

18   3.1.1 Decommissioning
Our Strategy
          We will decommission our sites as soon as reasonably        Beyond the options for deferred or continuous
          practicable, but case-speci!c decisions will be made        decommissioning there are two strategic sub-options
          on when and how this is achieved. Decisions will take       for managing the products of decommissioning: leaving
          account of lifecycle risk to people and the environment,    parts of a facility in place and regarding them as having
          and other relevant factors to determine whether             been disposed of (in-situ) or removing them for disposal
          continuous or deferred decommissioning is the most          elsewhere (ex-situ). Further discussion on the in-situ
          appropriate strategic option:                               and ex-situ sub-options can be found in the SEA.
          — continuous decommissioning                                Our approach to decommissioning is in"uenced
            commences at the end of operations and                    strongly by the Waste Hierarchy and the products
            continues until !nal demolition of the plant/             of decommissioning will be managed in accordance
See p38     facility/installation                                     with our Integrated Waste Management Strategy,
                                                                      including the segregation, treatment, conditioning
          — deferred decommissioning
                                                                      and packaging of wastes. Conversely, the timing and
            comprises one or more periods when the plant/
                                                                      method of decommissioning will in"uence our waste
            facility/installation is purposely kept in a state of
                                                                      management requirements such as waste processing,
            Care and Maintenance as part of the programme
                                                                      interim storage, waste treatment routes and the need
            for achieving the Site End State.
                                                                      for storage and disposal facilities.The two strategies
          Both options have been shown by the Strategic               are highly interdependent.
          Environmental Assessment (SEA) (ref 3) to offer
                                                                      To reduce risk and hazard we will de!ne and use Interim
          long-term environmental bene!ts with continuous
                                                                      States. These are natural milestones and decision points
          decommissioning potentially providing the greatest
                                                                      in the site restoration programme that lead us towards
          bene!t. Where risk is the dominant relevant factor our
                                                                      achieving a Site End State. Decommissioning may give
          priority will be to continuously decommission until the
                                                                      rise to Interim States where risk or hazard has been
          risk is at least tolerable. This risk management approach
                                                                      reduced to achieve a more stable condition.
          applies to Legacy Ponds and Silos at Sella!eld which
See p59   represent an intolerable risk for the estate and are        Our Asset Management Strategy is a key enabler,
          therefore our top decommissioning priority.                 designed to ensure that the long-term net level of risk
                                                                      posed by our estate does not increase.
          We will manage the condition of our plants and
          facilities to ensure that currently tolerable risks do
          not increase to become intolerable and that all risks
          are kept As Low As Reasonably Practicable (ALARP).

          Development

          This strategy is in development. We have engaged            review of a strategic option, which may lead to a
          with Site Licence Companies (SLCs) and Regulators,          change from continuous to deferred decommissioning,
          and explored national and international experience          or vice versa.
          and good practice. We have reviewed our !ndings
                                                                      To support the SLCs in implementing this strategy we
          against NDA requirements and will work to further
                                                                      are developing estate-wide good practice guiding
          underpin the strategic options and sub-options. We
                                                                      principles. These principles and the relevant factors
          will develop a comprehensive and consistent set of
                                                                      inform and guide option selection when SLCs are
          relevant factors for consideration during decision-
                                                                      planning their decommissioning activities and
          making, and will ensure that the rationale behind any
                                                                      preparing Lifetime Plans (ref 5).
          decision is clear. Work is also needed to capture the
          circumstances and conditions that may trigger the

          Delivery
          Our current planned decommissioning strategies are          ability of future generations to meet their own needs,
          embedded in the Lifetime Plans (ref 5) being delivered      or other liability holders to deliver their plans, such as
          by our SLCs, for example deferred decommissioning           MoD or EDF Energy. To aid restoration we will ensure
          of the Magnox reactors. The assessment of options           that our SLCs characterise their plants or facilities
          and sub-options at site level must take account             before they commence decommissioning.
          of impacts on the Site End State and potential
                                                                      We will commence Post Operational Clean Out
          restrictions on future land use. The decommissioning
                                                                      (POCO) on cessation of operations in order to deliver
          objectives and Site End State for each site are given in
                                                                      ef!cient and effective decommissioning, unless
          Appendix C.
                                                                      exceptional circumstances justify deferral.
          We will continue to review SLC decommissioning
          plans to ensure they remain aligned with our strategy,
          deliver value for money and do not compromise the

                                                                                                             3.1.1 Decommissioning   19
3.1.2 Land Quality Management

                            Objective:
                            To ensure that land quality is managed to protect people and the environment.

                          Land quality management involves managing risks                Our challenge now is to demonstrate that risks are
                          to people and the environment from radioactive                 being managed appropriately and to prevent them
                          and non-radioactive contamination in ground                    from increasing as a consequence of, for example,
                          and groundwater. Each of our sites has some                    the migration of contamination. We must also
                          contamination as a result of various land uses, not            determine the most appropriate way to manage large
                          all of which are associated with nuclear operations.           volumes of lightly contaminated material that represent
                          Sella!eld is by far the biggest challenge.                     a signi!cant liability for the NDA. The volume of ground
                                                                                         estimated to be radioactively contaminated is around
                          The NDA Strategy (2006) (ref 1) focused on
                                                                                         ten times greater than the Low Level Waste (LLW)
                          accelerating the characterisation of land and
                                                                                         disposal capacity currently planned for the UK.
                          developing fully costed and robust long-term
                          management plans. That approach has been applied
                          and all SLCs now have an improved model of land
                          quality and have developed or are developing land
                          quality management plans.

                           Our Strategy

                          The !rst principle of the Waste Hierarchy, described in        It is essential to predict if and how risk will change
             See p38      the Integrated Waste Management Strategy, is to                with time. At lower levels of risk, it may be better to
                          prevent waste creation wherever possible. It follows           intervene promptly to prevent the problem worsening
                          that the !rst rule of land quality management is to            and becoming more dif!cult and costly to resolve. For
                          prevent the contamination of ground and groundwater            some areas of contamination the risk will decrease
                          - prevention is better than cure. This applies throughout      with time as a consequence of naturally occurring
                          the lifetime of a site from facility design, through asset     physical, chemical and biological processes. In
                          management to decommissioning, by avoiding new                 these cases, it might be appropriate to leave the
                          land contamination and controlling sources that already        contamination where it is and make use of a process
                          exist. However, we recognise that leaks and spills have        called Monitored Natural Attenuation rather than
                          occurred in the past. It is essential we fully understand      intervene.
                          the problem through effective characterisation to
                                                                                         As levels of risk decrease, the Waste Hierarchy has
                          further reduce uncertainty in site plans for managing
                                                                                         greater in"uence on decisions about how best to
                          land quality and to ensure that remedial action is
                                                                                         manage land quality. In this context, our strategy
                          proportionate to risk, now and in the future.
                                                                                         is to maximise re-use of material and minimise the
                          Risk to people and the environment is our primary              volume being excavated and disposed of as waste.
                          and enduring consideration in deciding how to                  Furthermore, the SEA identi!ed that detrimental
                          manage land contamination. How we manage this risk             effects of land quality management are mainly
                          depends on the nature, extent and likely behaviour of          associated with ex-situ solutions where the !rst step is
                          any contamination and therefore requires a case-               to extract the contaminated material from the ground
                          speci!c assessment. Our strategy is to employ early            prior to treatment for re-use or disposal. Therefore,
                          risk-based decision-making.                                    because intervention may do more harm than good,
                                                                                         there may be situations where it is preferable to
                          At higher levels of risk there is less "exibility in the way   manage contamination in-situ. This could involve
                          we manage land quality; the decision is driven by the          controlling contamination or using in-situ remediation
                          need to reduce risk. Action will be taken as soon as           techniques including Monitored Natural Attenuation
                          reasonably practicable to minimise the time at risk.           to restore the land. We will explore opportunities for
                                                                                         managing contamination in-situ while still achieving the
                                                                                         level of restoration required for the Site End State and
                                                                                         to release land for other uses.

20   3.1.2 Land Quality Management
Development

          This strategy is in development. To justify our             Secondly, as part of our strategic R&D programme
See p57   approach to land quality management and build               (see Research & Development Strategy), we are
          stakeholder con!dence, it is important that we              working with key stakeholders to develop a consistent
          demonstrate our understanding of site conditions            approach to risk assessment for radioactive and
          and the level of risk posed by land contamination.          non-radioactive land contamination. This builds on
          Consequently, we focus on two key areas of work.            existing methodologies and incorporates relevant
          Firstly, we are revising our instructions to SLCs on        national and international standards. In time, we intend
          the reporting of land quality and the associated            that this development work will be referenced in our
          management plan (including an input to the                  instructions to SLCs.
See p38   Integrated Waste Management Strategy).

          Delivery

          SLCs will deliver the strategy through early appraisal of   While options are being appraised, SLCs will continue
          options for managing land quality on a case-speci!c         to monitor land contamination and maintain !t for
          basis, referring to established good practice and           purpose records of land quality (see Information and
See p63   guidance. Decisions must be fully underpinned by a          Knowledge Management Strategy).
          sound understanding of the problem to ensure action
                                                                      To ensure consistency in strategy delivery we convene
          is timely and proportionate to risk. The options
                                                                      regular meetings of land quality management experts
          appraisal will take account of technical feasibility and
                                                                      from the nuclear industry. These meetings provide an
          lifecycle impacts on people and the environment,
                                                                      opportunity for the NDA, SLCs and representatives
          including appropriate application of the Waste
                                                                      from other nuclear operators such as the MoD, EDF
          Hierarchy. The resulting site land quality management
                                                                      Energy and the Atomic Weapons Establishment (AWE)
          plans will also accommodate the in"uence of other
                                                                      to share lessons learned. They also explore common
          strategies and site activities. For example, assessing
                                                                      research requirements (acting as a subgroup to the
          options for managing land contamination must take
                                                                      Nuclear Waste Research Forum), examine potential
          account of impacts on the Site End State and
                                                                      shared solutions, discuss requirements for skills
          potential restrictions on future land use.
                                                                      development and, where appropriate, arrange training
                                                                      workshops.

                                                                                                    3.1.2 Land Quality Management   21
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