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Apr 8, 2007 - Executive Summary. The Nuclear Decommissioning Authority (NDA) is a non-departmental public body, which be

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Idea Transcript


April 2007

Annual Plan

2007/8

NDA Annual Plan 2007/8 Published by the Nuclear Decommissioning Authority 2007 Copyright © Nuclear Decommissioning Authority 2007 ISBN 10 1-905985-02-9 ISBN 13 978-1-905985-02-9

2

Contents Executive Summary

4

Managing the NDA

7

1. Health, Safety, Security and Environment

10

2. Decommissioning and Clean-up - Site Remediation

11 13

3. Waste Management

14

4. Commercial Operations

16

5. Nuclear Materials

19

6. Competition

20

7. Innovation

21

8. Finance

22

9. Socio-Economic Issues and Stakeholders

25

UK Map showing NDA Sites Site Summaries - Berkeley - Bradwell - Calder Hall - Capenhurst - Chapelcross - Dounreay - Dungeness A - Harwell - Hinkley Point A - Hunterston A - Low Level Waste Repository (LLWR) near Drigg - Oldbury - Sellafield - Sizewell A - Springfields - Trawsfynydd - Windscale - Winfrith - Wylfa

26 27 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64

Annex A: Total Costs of Running Sites 2007/8 Acronyms

66 67

3

Executive Summary The Nuclear Decommissioning Authority (NDA) is a non-departmental public body, which began operation on 1 April 2005, with a remit to secure the decommissioning and clean-up of the UK’s civil public sector nuclear sites. We are funded by a combination of Government grant-in-aid and income from commercial operations, which currently comprise electricity generation from the Magnox power stations, fuel manufacturing and reprocessing of spent nuclear fuel. In 2007/8, the cost of delivering our remit is expected to be approximately £2.79 billion, with a total anticipated income of some £1.37 billion. Within this budget, the cost of running the NDA will amount to no more than £60 million. Maintaining the highest standards of safety, security and environmental protection are absolute requirements to which we adhere and we expect our contractors to do the same. We now have a comprehensive set of metrics against which our own and our contractors’ performance are routinely assessed in these areas. Recognising the significant changes that will take place during the next 12 months, including industry restructuring, Site Licence Company (SLC) formation and site competitions, we will be paying particular attention to ensure that standards of health, safety, security and environmental performance are not adversely affected. This Annual Plan summarises the programme of work that we intend to deliver both within the NDA and at each of our sites during 2007/8. Uniquely in the history of the nuclear industry, the NDA is able to take a strategic view across the whole of the UK’s civil public sector nuclear legacy. This document incorporates individual site summaries, which give an overview of planned activities together with anticipated expenditure during 2007/8. As a publicly funded body, we are committed to delivering better value for money to UK taxpayers. We will continue to manage site funding on a portfolio basis, moving funds, as necessary, from one site to another and between contractors to optimise the use of money. In common with last year, we will also require our contractors to deliver a net efficiency saving of 2% on site programme costs, which can be used to bring forward priority work.

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We see one of our main roles as encouraging and rewarding culture change in order to bring about improved performance. The development of project-focused organisations with defined cost centres has begun to deliver results and our aim is to continue driving towards a fully project-based culture in the UK’s nuclear clean-up business. Another vehicle for the delivery of change is the introduction of competition for our sites. In 2007/8, we will conclude the competition for the Low Level Waste Repository (LLWR) site near Drigg and continue the competition process for a new Parent Body Organisation (PBO) for the Sellafield site, which will now include Calder Hall, Windscale and Capenhurst in the same contract. This modification to the competition schedule published in our approved Strategy results from a decision taken by the Government and BNFL to sell British Nuclear Group in separate parcels. Later in the year, we intend to begin preparations for the competitions for the southern bundle of Magnox sites (Berkeley, Bradwell, Hinkley Point A, Dungeness A and Sizewell A), as well as for Dounreay. The Government’s endorsement of the recommendations of the Committee on Radioactive Waste Management (CoRWM) that geological disposal represents the best long-term solution for managing the UK’s higher level radioactive wastes has resulted in significant change for the NDA. The full integration of Nirex personnel and processes will be achieved during the year and the NDA will produce an outline implementation plan for setting up appropriate organisational structures to implement Government policy following acceptance of CoRWM’s recommendations. This plan will be incorporated into the Government’s consultation process during 2007. Openness and transparency continues to be fundamental to the way in which we operate. We seek only to protect information that is genuinely commercially or personally sensitive or which could damage national security. Our Site Stakeholder Groups (SSGs) will remain the prime vehicle for engaging with local communities living near our sites, including the review on the site end states, and we intend to develop those relationships further during the year. The UK National Stakeholder Group (NSG) is likely to become even more important as the vehicle for engaging with a wider range of stakeholders on issues of national or strategic importance. During the year we will, together with stakeholders, conduct a review of our arrangements for engagement to ensure that they fully reflect both the needs of stakeholders and the NDA. Recognising the international significance of reprocessing activities and discharges from Sellafield, we will continue to maintain good relationships with interested foreign governments. Following consultation, our socio-economic policy will be published in 2007/8. The policy will set out how we intend to deliver our socio-economic obligations to communities living near our sites.

An apprentice at the GENII Training Centre at Sellafield, receiving nuclear and engineering technology training.

5

Having achieved Investors in People (IiP) accreditation and ISO 9001 recognition during 2006, we will continue to develop our business management processes and procedures to reflect changes in our remit resulting from Government announcements. In particular, we will ensure that our business risk management process is fully embedded across the whole organisation. In 2006/7, we undertook a review of our organisational design, with a particular focus on ensuring that we had the structure and resources required both to implement and to oversee the new contractual arrangements that will be introduced through the delivery of our competition schedule. Accordingly, it was decided that the NDA would be restructured from a primarily site-focused business into a predominantly SLC-facing organisation. This will include the creation of new NDA teams with the skills and responsibility both for delivering competitions and for managing the new SLC contracts. We believe that our new business model will ensure that we are well-equipped as our focus shifts to competition delivery and contract management and an important task for us in 2007/8 will be to complete the implementation of this new business model. In summary, our key priorities for 2007/8 include: z ensuring that safety, security and environmental performance is maintained and, where possible, improved; z successfully conclude the competition for the Low Level Waste Repository site near Drigg; z continuing the competition process for a Sellafield PBO; z starting preparations for competitions for the southern bundle of Magnox sites and the Dounreay site; z concluding our project to enable a robust estimate to be made of the cost of delivering our remit in Lifetime Plan (LTP) 2008; z delivering a net efficiency saving of 2%; z completing the integration of Nirex and all its functions into the NDA; z restructuring the NDA into an SLC-facing organisation; z consulting on and preparing an implementation plan for setting up appropriate organisational structures to implement Government policy regarding CoRWM’s recommendations; z completing the review of site end states with local stakeholders, reconciling the outputs of the review with national strategic requirements and developing site end state recommendations for incorporation into the next NDA Strategy; z investing £20 million on research and development (R&D) directly relevant to our business; z working with contractors to address areas where skills shortages are apparent such as project management, planning and health physics; z developing appropriate strategies for the management of nuclear material and spent fuel; z delivering the commitments in our Strategy; and z beginning initial work on reviewing our Strategy to reflect: - Government endorsement of CoRWM’s recommendations; - the outcome of the Government’s LLW policy review; - the Government’s Energy White Paper; and - delivery of the commitments we made in our approved Strategy. We undertook an Environmental Assessment to inform our Strategy published in 2006. This assessment informed both the approaches set out in our Strategy and by extension the relevant parts of this Annual Plan. We published an environmental statement with our Strategy. We do not intend that this Annual Plan should constrain the Regulators or planning authorities in their consideration of projects or developments flowing from either the Strategy or the Annual Plan. We have indicated where the key consents and approvals are required for each site in 2007/8 as well as any significant regulatory matters. For more information on the NDA and links to other documents, please visit our website www.nda.gov.uk

6

Managing the NDA Health, Safety, Security and Environment The health, safety and security of our own staff is fundamentally important and we will continue to develop and improve our own internal safety management systems. We also take seriously our responsibilities for the environment and will continue to adopt appropriate policies and procedures to minimise our impact on it from the procurement of goods and services and the operation of our offices. We will support our internal Health, Safety, Security and Environment (HSSE) consultation processes with NDA employees through our internal HSSE Committee. Furthermore, the HSSE training and competence standards set during 2006/7 will be used to underpin an active staff training programme to ensure that all employees have the competencies and skills they need to undertake their work safely, securely and with due regard to the environment. In particular, we will continue to pay attention to the risks associated with excessive travel, especially driving, by continuing to implement the programme of defensive driver training that has been rolled out to all staff. We recently published our first annual report on health, safety and environmental performance, covering the period 1 April 2005 to 31 March 2006. We plan to continue to report publicly and in more detail on our and our contractors performance in these areas in future years.

Organisational Review In 2006/7, we undertook a review of our organisational design, with a particular focus on ensuring that we had the structure and resources required both to implement and to oversee the new contractual arrangements that will be introduced through the delivery of our competition schedule. Accordingly, we decided that the NDA would be restructured from a primarily site-focused business into a predominantly SLC-facing organisation. This involves the creation of new NDA teams that are responsible both for the delivery of the competitions and for managing the new SLC contracts. An important task for us in 2007/8 will be to complete the implementation of our new business model.

New Business Development 2007/8 will see the outcome of the NDA’s first competition. The contract for the Low Level Waste Repository (LLWR) near Drigg will be awarded in the second half of the year. The competition process for a Sellafield PBO (including Windscale, Calder Hall and Capenhurst) will continue throughout the year with a view to contract award in mid 2008, while the sale process for the remainder of British Nuclear Group is included in line with BNFL’s proposals agreed with the Government. Later in 2007/8, we will begin preparations for competitions for both the southern bundle of Magnox sites and the Dounreay site. UKAEA’s fixed assets at NDA designated sites were recognised in the NDA’s balance sheet at 31 March 2006 (and simultaneously derecognised on UKAEA’s balance sheet). Legal ownership of the relevant assets will have been transferred to the NDA under the Energy Act 2004 transfer scheme effective from 1 April 2007. The Government’s endorsement of CoRWM’s recommendations has given the NDA additional responsibilities in relation to the planning for disposal of higher activity radioactive wastes. The assimilation of Nirex personnel and processes into the NDA will be completed during the year and we will develop an outline implementation plan for setting up appropriate organisational structures to implement Government policy following acceptance of CoRWM’s recommendations. This plan will be incorporated into the Government’s consultation process during 2007. There are other Government policy reviews currently in train that could have implications for the NDA during the year, including the outcome of the Low Level Waste (LLW) policy review and the White Paper on energy policy.

7

During 2007/8, we will continue to ensure that our commercial assets are managed effectively in order to maximise revenue to help fund the cost of decommissioning and clean-up. Opportunities for new business will be considered against the criteria agreed with the Department of Trade and Industry (DTI) and set out in our Strategy.

Budget We expect our budget for managing the NDA in 2007/8 to be no more than £60 million. This will cover administration costs such as salaries, pensions and National Insurance contributions, professional expenses, accommodation costs, IT systems and travel.

Investors in People (IiP) Following IiP recognition in May 2006, we will be re-assessed against the IiP standard in June 2007. This will provide an opportunity for us, and our assessors, to see if we have embedded a culture of continuous development and improvement. The re-assessment will focus on areas such as: z talent management; z knowledge management; z resource planning; and z directorate business plans.

NDA Management Systems Throughout 2007/8, we will continue to develop our ISO 9001:2000 Quality Management System to embed it further within the NDA and to ensure it is effective. Having gained quality certification to ISO 9001:2000, we will be conducting a thorough top-down review of our management systems and processes as part of our continuous improvement programme, ensuring that they are appropriate for meeting the needs of the organisation. To ensure that we can measure the performance of the organisation and its effectiveness in delivering our Strategy, we will develop suitable performance indicators during 2007/8. In addition to Quality, we will be developing an environmental management system to meet the requirements of ISO 14001:2004 for NDA internal operations.

Business Risk Management In 2007/8 we will focus on building on the business risk management processes, embedded successfully in the previous year. There are two key areas on which we will focus:

8

z

internally, we will ensure all areas of the business continue to maintain their compliance with the NDA Risk Management Policy and Procedures and that the reporting framework is fully supported, providing comprehensive and dynamic reporting within the NDA across all directorates and projects;

z

externally, we will ensure that SLC reporting requirements are embedded and maintained in accordance with our Programme Control Procedures (PCPs) to meet the needs of the NDA. The focus for the year will be to embed further risk processes and to encourage sharing of best practice between SLCs.

9

1. Health, Safety, Security and Environment Safety, security and protection of the environment are paramount to the way in which we and our contractors operate. We expect our contractors to deliver sustained excellence in safety, security and environmental protection and their performance will be monitored by our Nuclear Safety, Security and Environment Directorate (NSSED), which operates independently of the NDA’s Programme, Engineering and Commercial Directorates. We will continue to work in partnership with the Health and Safety Executive’s Nuclear Installations Inspectorate (NIl); with the Environment Agency (EA) (England and Wales) and the Scottish Environment Protection Agency (SEPA) in Scotland; with the Office for Civil Nuclear Security (OCNS); and with the Department for Transport (DfT), which regulates the movement of radioactive materials. We have Memoranda of Understanding with the Regulators describing the framework for our working relationships and which encourage mutual co-operation, without prejudice to the Regulators exercising their independent statutory powers. We will use the set of metrics that we have agreed with our contractors to measure their performance in the areas of nuclear safety, industrial health and safety, radiation protection, environmental protection and regulatory compliance. We will strive to refine this set of metrics, with input from the Regulators, to improve the quality of information that our contractors provide. Furthermore, we will continually look to improve our reporting processes to build on our first Annual Health, Safety, Security and Environment Report, which was published in October 2006. We have Nuclear Safety Engineers, independent of the Programme, Engineering and Commercial directorates, operating in each of our regions who will visit sites to gather information in order to monitor safety, security and environmental performance. In addition, the NSSED will carry out safety, security and environmental assurance audits at our sites throughout the year. One objective of our oversight programme will be to monitor site programmes to ensure that efficiency savings are delivered without any adverse impact on safety, security or environmental performance. NSSED will continue to host triangular meetings (NDA, Regulators and SLCs) to discuss matters of mutual concern, including the Senior Regulatory Forum, which has been established to identify and resolve any issues relating to the delivery of our Strategy. We will also provide assistance in the development of new SLCs to enable us to deliver our competition schedule. We will ensure that good practice in health, safety and environmental management is shared among our contractors and we will build on site and sub-contractor safety representatives’ best practice sharing events that were held during 2006/7. In line with our duties under the Energy Act and without duplicating any of the work of the UK’s independent Regulators, we will develop an independent security and safeguards oversight and assurance programme.

10

2. Decommissioning and Clean-up The decommissioning and clean-up of our sites is our core business and our long-term priority. Planned Expenditure on Decommissioning and Clean-up The following table sets out our planned expenditure on decommissioning and clean-up at each site in 2007/8.

Decommissioning and Clean-up Costs (£m)1

* *

In addition to the above, £0.4m is budgeted in 2007/8 to prepare for the decommissioning of all of the JET facilities on the Culham site when the JET experimental programme ends. 1 Decommissioning and clean-up includes all activities at Magnox stations after the generation of electricity has finished, including all costs associated with the handling of waste and nuclear materials after that date. * Operating Magnox station.

11

Decommissioning and Clean-up contd 1

1

This graph does not include Magnox South HQ, Magnox North HQ or restructuring costs.

Skip removal from a pond on the Sellafield site

12

Site Remediation Higher hazard legacy facilities Our prioritisation process will ensure that work on the higher hazard facilities at Sellafield continues. These facilities comprise legacy ponds and silos, which contain Magnox spent fuel and Intermediate Level Waste (ILW). Key activities during 2007/8 will include: z preparation for legacy waste retrieval; z recovery of sludges from the legacy ponds; z legacy floc (a collection of loosely aggregated material suspended in liquid) retrieval; and z designing and building mobile caves to facilitate sludge retrieval from one of the fuel ponds. We will work with BNGSL to ensure that it continues to implement comprehensive, substantiated, fully developed and costed plans for decommissioning these facilities at Sellafield. We will also continue to work with UKAEA to speed up hazard reduction at Dounreay in line with the requirements of the Regulators. Site end states We plan to use the information gathered from our consultation with stakeholders on site end states, together with the technical input from our contractors, to develop recommendations on the end state for each of our sites. This will include a wider consideration of issues, such as: z environmental, safety, economic and planning considerations; z available funding; z UK energy policy; z the outcome of the Government's LLW policy review; z implementation of CoRWM’s recommendations; and z the ILW interim storage rationalisation review. Contaminated land and radioactive particles Using the output of contaminated land studies undertaken at our sites, we will work with our contractors and the Regulators to ensure that the development of plans to address contamination issues is accelerated and that estimates of contaminated land liabilities, which are likely to rise as the extent of the contamination is better understood, are appropriately underpinned. For some sites, contaminated land will also represent an important consideration in the review of site end states, see above. We also expect the Best Practicable Environment Option (BPEO) for the management of radioactive fuel fragments in the environment at Dounreay (particles) to be completed in 2007/8. Reactor decommissioning We plan to complete our business case for accelerating the decommissioning of the Magnox reactor sites and will submit proposals to the Government for consideration. The business case will need to consider, among other issues: z safety and environmental considerations, including worker and public dose; z the overall cost; z cash flow and affordability; z availability of waste disposal routes; and z socio-economic implications. Prioritisation Process Development and initial testing of the prioritisation process was completed in 2006/7. The process will be rolled out and improved in 2007/8. Our intention is to complete the embedding of the process within sites’ LTPs so that we have a robust baseline against which to assess innovation and funding scenarios and demonstrate progress in reducing hazards on our sites.

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3. Waste Management In the UK, radioactive wastes are classified according to their levels of radioactivity and their capacity to generate heat. The three main categories are High Level Waste (HLW), Intermediate Level Waste (ILW) and Low Level Waste (LLW). In addition, significant quantities of non-radioactive wastes, such as asbestos and chemically contaminated land, are present at our sites. Our overriding objective is to ensure that radioactive waste is managed safely, securely and in ways that protect the environment by ensuring that it is put into a passively safe form. Through the development of Integrated Waste Strategies (IWSs), we intend to ensure that optimum arrangements for managing all of these wastes are developed and implemented. In its recommendations to the Government and the Devolved Administrations, published on 31 July 2006, the Committee on Radioactive Waste Management (CoRWM) concluded that geological disposal is the best option for the long-term management of higher level radioactive wastes. Integrated Waste Strategy We have required our contractors to develop IWSs for our sites in line with a specification and companion guidance (published on our website). These IWSs cover the management of both radioactive and non-radioactive wastes and discharges. We believe that this integrated and strategic approach will deliver both environmental improvement and better value for money in waste management, without disproportionate impacts on worker safety. Our contractors will continue to improve their IWSs during 2007/8 in line with NDA guidance. We will update periodically the NDA waste and material strategy issues report, which has been compiled using the information within current waste strategies, as further information becomes available. High Level Waste and Intermediate Level Waste (HLW and ILW) Work will continue to reduce further the quantities of liquid HLW at Sellafield, putting them into passively safe conditions through vitrification (i.e. the conversion of liquid waste into glass) in accordance with the agreed programme. Arrangements for the return of vitrified wastes to the countries of origin, as agreed in reprocessing contracts, will continue in meeting all safety, security and international legal requirements. Following the Government’s and Devolved Administration’s endorsement of CoRWM’s recommendations in 2006/7, we will take the steps necessary to fulfil our extended remit of planning for geological disposal of higher activity radioactive wastes. This includes completing the integration of Nirex and its functions into the NDA. ILW Interim Storage In line with our Strategy, a programme of work was initiated in 2006/7 to explore opportunities for optimising the arrangements for ILW interim storage. The focus of this study is ILW generated through operations and ILW generated during care and maintenance preparations at the Magnox sites and the historic and decommissioning wastes at UKAEA’s southern sites. During 2007/8, we expect to make recommendations on whether the current approach of constructing ILW interim stores at each site where such waste arises should be changed. We are consulting stakeholders in the process. While examining the opportunities for optimisation, we will continue to work with our contractors and the Regulators to ensure that ILW interim storage is safe, secure and environmentally responsible.

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Low Level Waste (LLW) Following the outcome of the Government’s review of the long-term policy for managing solid LLW, we will continue to develop our LLW strategy and plans to support its implementation. Essential to this will be improvements to sites’ Lifetime Plans, following the improvement project (see section 8, Finance, page 24), in areas such as contaminated land and high volume, lower activity LLW. We support the application of the waste hierarchy. This focuses on waste minimisation, recycling and re-use and disposing of these wastes. We will also continue to support the development of innovative waste treatment technologies for which disposal is the only realistic option. We expect to award a new contract for the management and operation of the LLW Repository near Drigg in 2007/8. In addition to the management and operation of the repository, we expect the contract will include a second element of work focused on the delivery of a series of options studies and proposals for optimising LLW management, in line with Government policy and consistent with our Strategy. We will continue to work with our contractors to secure consent for a Low Level Waste facility near Dounreay for the disposal of LLW arisings. Non-radioactive Waste The decommissioning and clean-up of our sites will result in the generation of significant amounts of non-radioactive waste. Our contractors are required, through the sites’ IWSs, to identify the optimum approach for managing these non-radioactive wastes.

Low Level Waste Repository

15

4. Commercial Operations We will continue to require our contractors to ensure that commercial assets are run efficiently and effectively in order to maximise revenue to offset the cost of decommissioning and clean-up. In addition, we will explore potential opportunities to generate additional revenue and develop appropriate strategies. New commercial opportunities that may arise in 2007/8 will be assessed against the criteria (see page 44 of the NDA's Strategy) set out by the Government and will be subject to Government approval. The commercial arrangements at the Magnox reactor sites will need to reflect changes in the ownership of British Nuclear Group (BNG) following the sale of the company. Operation of Installations and Facilities Operational activities fall within three main categories: electricity generation; fuel fabrication; and spent fuel reprocessing. These will be our main income-generating activities in 2007/8. Type of Work

Operational Activities

Electricity

In line with our Strategy, generation will continue during 2007/8 at the following stations: z Oldbury Nuclear Power Station expected to restart (subject to a satisfactory safety case being made) z Wylfa Nuclear Power Station (including Maentwrog hydro-electric power station) z Fellside Gas-Fired Power Station

Generation

Fuel

z

Fabrication

z

Spent Fuel

z

Reprocessing

z z

Production of nuclear fuel at the Springfields facility for British Energy’s Advanced Gas-Cooled Reactors (AGRs) Mixed Oxide (MOX) nuclear fuel production at Sellafield for overseas customers Subject to the restart of THORP, existing contracts to manage and reprocess spent nuclear fuel for UK and overseas customers Reprocessing spent Magnox nuclear fuel Final preparations for the return of wastes to overseas customers

Thermal Oxide Reprocessing Plant (THORP) We expect THORP to operate in 2007/8, subject to regulatory approval. Sellafield MOX Plant (SMP) SMP will continue to ramp-up production during 2007/8, as improvements to throughput are secured. These activities include: z completion of commissioning and a move towards full 24/7 operations; and z implementation of engineering enhancement projects. Springfields We will look for ways to continue to maintain Springfield's commercial integrity while retaining its more limited focus on decommissioning and clean-up.

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4. Commercial Operations contd British Energy (BE) We will continue to exercise, on behalf of the Government, oversight of BE's planning for and decommissioning of its nuclear power stations following their closure and the eventual discharge of its liabilities not covered under contracts with third parties, in accordance with the terms of the Nuclear Liabilities Funding Agreement (NLFA). In addition, we will continue to provide support to the Government on any decisions involving its oversight of certain spent fuel management contracts between BE and BNG. The NDA does not have responsibility for any of BE’s liability costs. In 2007/8, we plan to: z assist BE in further refining and updating its strategy for the eventual decommissioning of its nuclear power stations and discharging its uncontracted liabilities in order to align, where appropriate, the Company with the NDA's plans; z engage with BE in the planning and strategy development for long-term management of spent fuel, ILW and LLW; z review and approve annual plans that: (a) detail BE's work programme and costs for discharging its nuclear liabilities for the following three years; and (b) detail any changes in BE's nuclear liabilities cost estimates over the previous financial year; z confirm whether it is appropriate to fund any increases in BE's nuclear liabilities arising from changes in its operations from the Nuclear Liabilities Fund (NLF); z approve for payment by the NLFA those costs incurred by BE that are properly justified and appropriate arising during the year from work carried out in discharging those liabilities covered by the NLFA; and z under the terms of the NLFA review approve, if justified on liabilities cost-benefit grounds (only), any applications that may be submitted by BE for an extension in the operating life of any of its nuclear power stations. Transport and Property We will continue to seek to increase the utilisation of the available capacity of both Direct Rail Services (DRS) and Pacific Nuclear Transport Limited (PNTL) in line with our Strategy and to increase the returns on our property portfolio. We expect income from DRS in 2007/8 to be £32 million. Non-core Assets We will continue to focus on maximising return for the taxpayer from our non-core assets. The development of sustainable income-generating opportunities will be key to achieving this. Innovative and efficient rental and lease arrangements and selective divestment, as well as careful management of our assets, will provide opportunities for the NDA to ensure it is achieving best return for the taxpayer. Furthermore, the NDA will review the value of our non-land and building assets and consider the disposal of those assets where no further economic or strategic value exists. Planned Expenditure on Operation of Commercial Installations and Facilities The estimated costs of site operations are as follows: (Where a site is not listed, there are no operating costs relating to that site) Operating Costs (£m) Site

Capital Expenditure

Resource Expenditure. (Running Costs)

Total

ES&T1

0.0

77.2

77.2

Oldbury*

1.3

64.3

65.6

Sellafield

192.6

672.6

865.2

Springfields

4.0

249.0

253.0

Windscale

0.0

1.0

1.0

Wylfa*

2.8

101.9

104.7

200.7

1166.0

1366.7

Total *Operating Magnox station.

1

Energy Sales and Trading

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4. Commercial Operations contd

.0

.0

Receipts from Operation of Installations and Facilities The income from our commercial activities contributes towards delivering our remit in 2007/8. The following table sets out expected income from the operation of designated commercial facilities and installations. Type of Work

Electricity Generation Reprocessing and overseas transport of nuclear materials including the LLWR* Fuel Manufacture (AGR and MOX) Commercial Revenue

Total (£m) 288.0 726.0 253.0 **1267.0

* Please note that this figure is based on THORP operating during the period. ** The figure does not include income received from DRS or other minor income-generating activities. When these are added to this figure, our total commercial income is expected to be £1.37 billion.

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5. Nuclear Materials Our priority is to continue to ensure that all nuclear materials are stored safely, securely and in an environmentally responsible way. The materials include plutonium, uranic materials, including Magnox Depleted Uranium (MDU) and tails-depleted Uranium (Hex), and ‘exotic’ materials such as Thorium. The NDA is also responsible for the management of spent nuclear fuel. We plan to complete a macro-economic assessment of the potential asset and liability values for uranics and plutonium under several future scenarios. This assessment will consider a broad range of environmental and social economic issues and will need to be considered in the context of the Government’s wider energy policy. Uranics The scope and contents of the macro-economic assessment on the asset/liability values of uranics have been discussed in detail with the Nuclear Materials Issue Group of the UK National Stakeholder Group and the conclusions will be shared with them in the first quarter of 2007. Ministry of Defence (MoD) strategic stocks of uranics will continue to be stored safely on NDA sites, for which the MoD pays storage costs. These costs are recorded in the NDA’s income. Plutonium As above, the conclusions of the macro-economic study on the asset/liability values of plutonium were shared with the Nuclear Materials Issue Group of the UK National Stakeholder Group in the first quarter of 2007 and submitted to the Government. Spent Fuels We expect to complete our review of the options for the future management of civil spent nuclear fuels in 2007/8 and will use the results to develop strategies for the most appropriate protection and treatment scenarios for spent fuels. We will continue to monitor the UK’s current and potential future spent fuel arisings and ensure that contingency plans are in place and can be implemented should any of the existing spent fuel treatment routes become unavailable.

19

6. Competition The NDA is required under the Energy Act 2004 to introduce competition for the management and operation of its sites. We believe that competition will stimulate improved contractor performance and deliver innovation and bring new experience to the UK’s decommissioning and clean-up industry. Our competition schedule published in our Strategy takes account of the Government’s approval of British Nuclear Fuels Ltd.’s decision, announced in 2006/7, to sell British Nuclear Group (BNG) in separate parcels. To enable progress in delivering competitions, a key focus for 2007/8 will be the formation of new SLCs. Site Management Competitions Subject to its successful completion, the new contract for the Low Level Waste Repository (LLWR) near Drigg will be awarded in 2007/8. It is expected that British Nuclear Group Reactor Sites and Project Services will be sold in 2007/8. The competition for a new Parent Body Organisation for the Sellafield SLC will proceed independently of the sale of BNG’s other businesses. A new Sellafield Site Licence Company is being created to manage and operate Sellafield, Windscale, Calder Hall and Capenhurst. Preparations for competitions for both the southern bundle of Magnox sites (Berkeley, Bradwell, Hinkley Point A, Dungeness A and Sizewell A) and the Dounreay site will begin in 2007/8. To enable these competitions to proceed, new SLCs will be formed for both the southern bundle of Magnox sites and the Dounreay site. Contractual Arrangements We will develop a revised set of generic terms and conditions that will form the basis of all the NDA tenders for new Parent Body Organisations. These terms and conditions will be supplemented and amended to suit the particular requirements of each SLC. New Parent Body agreements will also be developed to provide for revised risk and reward strategies in the expectation that Special Purpose Vehicles (SPVs) will be created to hold the shares in the competed SLCs. The revised terms and conditions will be developed in consultation with key stakeholders, including the Regulators, the trades unions and industry representatives. Risk and reward strategies will be developed specifically for each SLC, with the aim of encouraging innovation and new approaches.

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7. Innovation Innovation is crucial to the delivery of safe, cost-effective and pragmatic decommissioning solutions. Innovation raises the bar on good practice and we intend to promote and reward it. Research and Development (R&D) Science and technology play a fundamental role in ensuring the safe, secure, environmentally responsible and cost-effective delivery of our remit. Applying R&D intelligently can significantly reduce the costs and timescales for decommissioning and clean-up. Furthermore, we must ensure that selected technology solutions are appropriately underpinned from a technical standpoint to reduce risk in programme delivery. We will continue to support our site contractors in commissioning R&D activities to support decommissioning, clean-up and commercial programmes. The majority of R&D funding will be allocated by our contractors in order to ensure that investment is closely aligned to the sites’ needs. Each site contractor is required to define its technical baseline and the associated R&D activities required to deliver its programme of work as part of the LTP process, which is updated and reviewed annually. We will encourage our contractors to be innovative in the delivery of their site plans. We will continue to support generic R&D that underpins our mission. A document containing this information is published on our website annually. We will update it to include our extended remit following the Government’s endorsement of the recommendations of CoRWM on the long-term management arrangements for higher level radioactive wastes. To avoid duplication and to ensure that investment is optimised, we will seek to identify areas of common interest in the R&D programmes identified by the SLCs. In 2007/8, we plan to spend approximately £47 million on directly funded R&D activities, including: z continued University Research support, underpinning the key scientific aspects of the NDA’s mission; z development of innovative approaches to the management of wastes across NDA sites; z development of an appropriate R&D programme of work to implement CoRWM’s recommendations; z enhancing mechanisms for sharing good practice in the application of technology; z implementing strategic research programmes to underpin our mission; and z continued development of appropriate research activities in epidemiology and radiation biology; and z funding Nexia Solutions Ltd and Nirex to carry out R&D work in support of our mission. Skills We will continue to play a leading role in the maintenance and development of skills to support our mission. Our contractors have produced skills strategies for each site. We will continue to work with them to clarify their needs, address any gaps and put in place measures to meet the skills demands in site LTPs. To date this process has identified a number of areas where skills shortages are apparent, such as project management, planning and health physics. These are particular areas that need to be addressed in 2007/8 and we will work with training providers, educational establishments, local, regional and national agencies to seek appropriate solutions. Our work with Cogent, the Sector Skills Council covering the nuclear industry, will also be a key element in supporting identification of skills needs, setting appropriate National Occupational Standards and shaping and influencing public-funding bodies.

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7. Innovation contd The ongoing investment by the NDA and others in broader skills initiatives will continue, with the aim of making further progress in the establishment and construction of a Nuclear Institute at Westlakes Science and Technology Park; the emergence of the National Skills Academy for Nuclear and its delivery arms, including the construction of The Nuclear Academy at Lillyhall, West Cumbria, enhancements to skills infrastructure in the North of Scotland to support vocational training; and the engagement of 430 schools to participate in the Energy Foresight programme. The NDA budget for supporting skills in 2007/8 is £7 million and will be focused on: z establishing a Nuclear Institute to support post-graduate research and skills development; z establishing the National Skills Academy for Nuclear by constructing and developing its delivery infrastructure to support skills provision, ranging from school level to foundation degree level across the UK; z phase 2 of Energy Foresight and its links to the 21st Century Science Curriculum in schools; and z schemes to address skill shortages, particularly those in health physics and project/programme management.

8. Finance NDA Budget The cost of delivering our remit in 2007/8 is expected to be approximately £2.79 billion, with £2.47 billion total programme expenditure on decommissioning, clean-up and operations at our sites. The remaining £321 million will be used to fund incentive fees to our contractors, our administration costs and directly funded decommissioning research costs. We expect our budget for managing the NDA itself in 2007/8 to be £60 million. These headquarter costs include administration costs such as salaries, pensions and National Insurance contributions, professional expenses, accommodation costs, IT systems and travel and subsistence. We are funded by a combination of revenue from commercial activities and grant-in-aid from the Government. Total commercial income is expected to be about £1.37 billion, with grant-inaid of £1.42 billion after drawing down End Year Flexibility (EYF) carried forward from 2006/7. Any additional income that is accrued in 2007/8 will go towards EYF to enable the NDA to operate on a contingency basis in 2008/9.

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8. Finance NDA Site Programme Costs The NDA’s planned site programme expenditure in 2007/8 is as follows:

* *

In addition to the above, £0.4m is budgeted in 2007/8 to prepare for the decommissioning of all of the JET facilities, on the Culham site, when the JET experimental programme ends (JET is still operational). *Operating Magnox station

The total planned expenditure on each of the NDA’s sites in 2007/8 is set out in the graph below. The net costs of delivering our remit in 2007/8 are set out in Annex A on page 66.

.0

.0

.0

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8. Finance contd NDA Non-programme Costs 2007/8 We expect our non-programme expenditure in 2007/8 to be £321 million. This includes: the costs of running the NDA’s headquarters; expenditure on skills development, directly funded R&D and, subject to efficiency savings, socio-economic support; insurance costs and contributions to certain pension schemes, including the Combined Nuclear Pension Plan; incentive fees to our contractors; and Direct Rail Services (DRS) trading costs. The table below shows how we plan to allocate our non-programme expenditure in 2007/8.

NDA Head Office Research and Development Socio-economic* and skills development Direct Rail Services Contractor Fees Other (including other pensions costs and insurance) Total

£m 60.0 47.0 19.0 31.0 118.0 46.0 321.0

*To be funded from efficiency savings

Efficiency Savings For 2007/8, the NDA is, in line with its PSA target, required to achieve a net efficiency saving of 2% after payment of fee. This will be achieved without any adverse impacts on safety or the environment. The target is part of Public Service Agreement (PSA) 11, agreed between the Department of Trade and Industry (DTI) and HM Treasury in the 2004 Spending Review (SR04). The PSA targets are being reviewed as part of the 2007 CSR. We plan to use the efficiency savings to bring forward decommissioning and clean-up work and to fund appropriate socio-economic projects in line with our socio-economic policy. Life Cycle Baseline (LCBL) Improvement Project The aim of the LCBL Improvement project is to improve the processes, methodologies, procedures and systems by which SLCs approach the task of identifying, scoping and costing the work elements that form the LCBL so that, by 1 April 2008, all significant gaps in the LCBL will be well understood and quantified. Lifetime Plans (LTPs) have now replaced the old Life Cycle Baselines (LCBLs) and Near Term Work Plans (NTWPs). This project is called the Life Cycle Baseline Improvement Project (the name was retained for consistency) because it was initiated following a review of the 2005 LCBL and prior to the introduction of the Lifetime Plans.

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9. Socio-Economic Issues and Stakeholders Socio-Economic Development The Energy Act 2004 requires the NDA to consider the social and economic impacts of our activities on communities living near our sites. Our key objective is to minimise these impacts and, to this end, we will work in partnership with relevant agencies, including the Regional Development Agencies (RDAs) and other bodies with formal responsibility for economic development, to identify appropriate opportunities for support and development. In line with our Strategy, we will publish in 2007/8 a socio-economic policy that sets out our approach to providing socio-economic support, following public consultation in 2006/7. The policy describes our objectives and priorities, the mechanisms we will use to provide support and the criteria we will use to assess proposals for expenditure on socio-economic initiatives. We will continue to require our contractors to produce socio-economic development plans and encourage the early engagement of local stakeholders in their development. These plans will detail how our contractors intend to administer the funds we provide under contract to support local initiatives in accordance with our socio-economic policy. Any direct NDA funding for socio-economic initiatives will be found from efficiency savings and if potentially novel, contentious or repurcussive, subject to approval by the Government. Stakeholder Engagement We will continue to support the activities of the UK National Stakeholder Group (NSG), which is scheduled to meet twice during the year. We will also continue to attend the twice yearly meeting of the national trade unions called the TU Strategic Forum. Following the endorsement by the Government and the Devolved Administrations of CoRWM’s recommendations, we will be engaging stakeholders as we develop our implementation strategy. At the local level, the support will continue for NDA’s Site Stakeholder Groups (SSGs) and opportunities will be sought to facilitate further interaction between SSG Chairs to enable them to share good practice and exchange ideas. The SSGs are currently engaged in the review of site end states and will make recommendations on these to the NDA and its site contractors. As part of the contract with the new Convenor for the NSG, we will be evaluating the work of the two existing National Issue Groups and considering different techniques for engaging with a wider group of stakeholders at both national and local levels. For information on the Site End State consultation, see section 2, Page 13.

25

UK map showing NDA sites

1

1

26

The Culham JET facility is not currently a designated NDA site.

Site Summaries The Site Summaries describe at a high level and in layman’s terms, the journey of each individual site from its current position to the assumed end state. The activities on the sites are described in terms of phases and included in each summary is information concerning planned future costs, estimated income from the operation of commercial facilities, risks and key metrics and quantities. The Site Summaries for each site are underpinned by a series of more detailed Category Summaries which, for 2007/8, will describe the key construction, operational, decommissioning and waste management activities as well as other site activities such as stakeholder engagement and socio-economic support and a description of the critical regulatory issues that need to be addressed. Our contractors are allowed under the contract to apply for NDA’s consent to change the scope, schedule or cost of work through a change control procedure. We expect our contractors to continue to use change control in 2007/8 in order to align their plans with our approved Strategy. Detailed programme information, including key regulatory milestones, is contained in each site plan, which are available on the NDA’s website.

Programme Summary Work Breakdown Structure (PSWBS) This provides the framework of work scope covering all the UK Nuclear Sites covered by the NDA. The PSWBS is the primary framework for planning and performance monitoring of the total NDA work programme. The categories of work are as follows: z

Transition: one-off activities associated with major organisational or structural changes which have site-wide implications, such as restructuring costs associated with the initial creation of Site Licence Companies (SLCs) or a change of site M&O contractor.

z

New Construction Projects: all activities and costs (feasibility, design, construction and commissioning) associated with a new construction project or a group of related projects.

z

Commercial Operations: all activities and costs either exclusively associated with commercial operations or in direct support of commercial operations. Commercial operations include: Electricity Generation, MOX fuel fabrication, Oxide and Magnox spent fuel reprocessing, Manufacture of Fresh Uranium Fuel and Intermediates and, the defuelling of reactor sites. Reactor site defuelling accounts for the proportion of commercial operations on a number of sites that have ceased generating electricity.

z

Decommissioning and Termination: all activities undertaken on a site to decommission facilities starting from the end of Post Operational Clean Out (POCO) or defuelling, through to the agreed or assumed end state for the facilities and the site. Also includes contaminated land and groundwater remediation and post-decommissioning activities.

z

Waste and Nuclear Materials Management: all activities performed at a site, which relate to the treatment, storage, transportation and on-site (where applicable) disposal of solid and liquid LLW, Very Low Level Waste (VLLW), ILW, HLW, and hazardous and non-hazardous waste. This also captures the activities and costs of dealing with Nuclear Materials, which are not classified as wastes.

z

Site Support: includes activities that directly support projects and operations on a site as a whole, but are not dedicated to a single operating unit or project.

z

Support Services: functional type activities that support the site as a whole, including projects and operations on the site and also the site licensees’ organisation and business activities. Includes activities that are carried out on the site itself and services which are provided by the SLC's corporate parent.

z

Stakeholder Support: costs and activities associated with stakeholder and regulator support and involvement at sites.

27

Berkeley was one of the UK's first commercial nuclear power stations to enter service and operated between 1962 and 1989. Work to decommission the site's facilities is well advanced with turbine hall, spent fuel cooling pond complex and cooling water structures already demolished. Parts of the adjacent Berkeley Centre are also being decommissioned.

Site Budget by PSWBS Category

Region 1 Site Total Costs

Total Income

Net

£49.6 million

£0.7 million

£48.9 million

The main focus for Berkeley during 2007/8 will be the continued safe reduction of hazards in the former Berkeley Centre Shielded Area and West Wing Facilities. Preparations for the retrieval, processing and storage of legacy operational wastes from the site's Active Waste Vaults and the Caesium Removal Plant will also be progressed. Transition

0%

New Build

0%

Commercial Operations

0%

Decommissioning & Termination Waste & Nuclear Materials Management

66% 1%

Site Support

20%

Support Services

11%

Stakeholder Support

2%

Decommissioning, Clean-up and Waste Management Decommissioning & Clean-up These activities cover the following major projects: z Active Waste Vault Retrieval (AWVR) - the recovery and processing of legacy Intermediate Level Waste (ILW); z

Decommissioning of the Caesium Removal Plant (CRP); and

z

Decommissioning of the Shielded Area.

For AWVR, procurement activity will include the submission of NDA Contract Approvals on a range of contracts potentially covering vault retrieval machines; process and packaging cell cranes; sort and chute silo manipulators; and assay equipment. Work is also planned for the supply and purchase of shielding assemblies and NIREX packages. The contracts for stage 3 Post Operational Clean Out and removal of plant from the CRP will be progressed along with the procurement of the ILW processing equipment required for the range of wastes within the facility. Preparatory work will continue for the remote cleaning and decommissioning of the caves in the Shielded Area Facility. Following a satisfactory outcome of the delicensing of a major part of the Berkeley Centre site in 2006/7, work will commence on the removal of services and demolition of redundant conventional buildings.

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Waste and Nuclear Materials Management To facilitate continued decommissioning of the Shielded Area Facility packaged ILW currently stored in the area will be transferred to a new Buffer ILW Store pending construction and commissioning of a new main ILW Store for final on site storage of waste packages produced by all the major projects. Hazardous and non-hazardous wastes generated by decommissioning and clean-up projects will be dispatched off site for recycling or disposal.

Operation of Commercial Facilities No commercial facilities will be operated at Berkeley.

Other Activities Berkeley will be working closely with the Site Stakeholder Group (SSG) in the preparation and management of the socio-economic development plan, with the focus on creating a sustainable community, making use of the resources of the site whilst mitigating the effects of decommissioning activities. The site Stakeholder Engagement Plan will be used proactively to address the needs and expectations of stakeholders. The skills development and maintenance strategy for the site will ensure that the staff numbers and skills are matched to the changing needs of projects in supporting the decommissioning strategy. The Baseline Technical Strategy, a document that details the methodologies to be used for plant/facility decontamination and removal of plant, together with the Integrated Waste Strategy for the site, will continue to drive the requirements for research and development work identified across the site's portfolio of decommissioning projects throughout its lifecycle to final site clearance.

Regulatory Matters Description NII agreement to AWVR Pre-Construction Safety Report (PCSR) for waste retrieval and process facility.

Decommissioning work in progress in the Shielded Area at Berkeley

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Bradwell began operating in 1962 and continued to produce electricity until its closure in 2002. All fuel has now been removed from the reactors and has been transferred to Sellafield for reprocessing.

Site Budget by PSWBS Category

Region 1 Site Total Costs

Total Income

Net

£32.0 million

£0.0 million

£32.0 million

The main focus for Bradwell during 2007/8 will be preparations for entry into care and maintenance. During this period, dismantling, demolition and waste management preparations work will be undertaken to start on the removal of the radioactive and non-radioactive plant and buildings. Transition

1%

New Build

12%

Commercial Operations

0%

Decommissioning & Termination

19%

Waste & Nuclear Materials Management

13%

Site Support

37%

Support Services

16%

Stakeholder Support

2%

Decommissioning, Clean-up and Waste Management Decommissioning and Clean-up Key deliverables in Decommissioning and Clean-up are: z Completion of asbestos removal in the boiler houses; z

Completion of Vault 6B;

z

Commence Station rewire project;

z

Optioneering for the management of fuel element debris waste (FED);

z

Continued emptying of pond skips and furniture;

z

Further site characterisation; and

z

Continued disposal of Site LLW;

Waste and Nuclear Materials Management New facilities are required since the current site facilities are not able to retrieve and package ILW. The Waste Management category captures operation and subsequent shutdown of these facilities (described above) which will package approximately 732m3 of ILW. None of this ILW will be retrieved, processed or transported during 2007/8. A small quantity of LLW will arise during this period. This LLW will be placed into preliminary packaging, thus reducing the volume requiring transportation and subsequent disposal. LLW will be checked prior to leaving site to ensure compliance with the UK National Repository's Conditions of Acceptance (CoA) and loaded into a Half Height ISO (HHISO) for transportation to the repository.

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Operation of Commercial Facilities No commercial facilities will be operated at Bradwell.

Other Activities Ongoing stakeholder relations will be vitally important during the transitional period from defuelling to decommissioning, especially as the site undertakes the major decommissioning and waste retrieval preparation activities in 2007/8. Bradwell must maintain its responsibility to the environment, the workforce and the communities through the lifecycle of the site. Key activities will include: z Supporting the Local Community Liaison Council to develop as an independent entity; z

Maintaining regular staff communication;

z

Ongoing political relations with local Members of Parliament; and

Hosting business events such as Business Breakfasts and Community Evenings. The impact of the changes to the local economy as the site continues to enter decommissioning will be monitored and managed through the Site’s annual Socio-Economic Plan and Communications Plan. z

Regulatory Matters Description The main regulatory issues during 2007/8 relate to the Best Practicable Environmental Option (BPEO) and Best Practicable Means (BPM) studies on the dissolution of FED. Submissions for concept and detailed design for dissolution will be made during both 2007/8 by Bradwell. Also preliminary safety report.

Beach monitoring at Bradwell

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Calder Hall was the world's first commercial nuclear power station and was opened by Her Majesty the Queen in 1956. Generation ceased in 2003. During its operational lifetime, Calder Hall Power Station supplied strategic materials to the Ministry of Defence (MoD), steam to Sellafield and electricity to the grid.

Site Budget by PSWBS Category

Region 3 Site Total Costs

Total Income

Net

£38.2 million

£0.0 million

£38.2 million

The main focus for Calder Hall during 2007/8 will be continued delagging, preparations for decommissioning, removal of fuel from the reactors and demolition of redundant buildings.

Transition

0%

New Build

0.3%

Decommissioning, Clean-up and Waste Management

Commercial Operations*

34%

Decommissioning & Termination

36%

Decommissioning and Clean-up Work will continue to remove asbestos lagging from the heat exchangers and turbine halls. Removal of plant and decommissioning and demolition of non-essential plant and buildings will also be performed along with removal of fuel elements from Reactor 4, which will then be transferred to the Fuel Handling Plant (FHP).

Waste & Nuclear Materials Management Site Support Support Services Stakeholder Support

9% 10% 8% 2.7%

*In this table Commercial Operations also includes defuelling.

A pilot scheme to remove 2 heat exchangers from Reactor 2, place them in a temporary lay down area and characterise the metals and treatment options in order to exploit the opportunities to reduce the impact on disposals to the LLWR will be performed. Waste and Nuclear Materials Management Work will continue to remove waste from the site. This will include implementing a waste management plan in conjunction with the Regulators and British Nuclear Group Sellafield Ltd.

Operation of Commercial Facilities No commercial facilities will be operated at Calder Hall.

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Other Activities Calder Hall's sub-group of the West Cumbria Site Stakeholder Group plans to meet biannually to provide a communications channel and consultation forum for key issues in relation to the Calder Hall site within the context of Sellafield and West Cumbria. NDA will make a submission to English Heritage in response to the listing application following completion of the preservation feasibility study at the end of 2006/7.

Regulatory Matters Description The key issue remains: z The safe removal of the fuel from the reactors and asbestos from the heat exchangers and turbine halls.

Decommissioning work at Calder Hall

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Capenhurst was the only Gaseous Diffusion Enrichment Plant in the UK and is currently in an advanced stage of decommissioning. Capenhurst is also home to the UK Government’s Uranium stocks.

Site Budget by PSWBS Category

Region 2 Site Total Costs

Total Income

Net

£24.4 million

£1.6 million

£22.8 million

The main focus for Capenhurst during 2007/8 is to make the final preparations for completion of the decommissioning of the Gaseous Diffusion Plant, while operating the UK's Uranium storage facility.

Transition

1%

New Build

0%

Decommissioning, Clean-up and Waste Management

Commercial Operations

0%

Decommissioning and Clean-up z Demolition of redundant buildings;

Decommissioning & Termination

13%

Waste & Nuclear Materials Management

40%

Site Support

29%

Support Services

15%

Stakeholder Support

2%

z

Decontaminate, Post Operational Clean Out (POCO) and commencement of B300 demolition;

z

Project for accelerating the management of Uranium Hexaflouride; and

z

Land characterisation and borehole monitoring.

Waste and Nuclear Materials Management z Removal and processing of Non-standard Waste residues; z

Management and operation of incinerator;

z

Waste management, packaging and disposal operations; and

z

HEX bottle-washing processing operations.

Operation of Commercial Facilities Key operational activities will include: z Incinerator operations;

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z

Maintenance of leased buildings;

z

Support services to Urenco; and

z

Support services to West Cheshire College.

Other Activities Socio-economic support z Continued support of the local community scaled to align to the changing face of the Capenhurst site as it moves through the final completion of decommissioning activities. Workforce transition z Finalising the workforce transition, redeployment, training and skills alignment from decommissioning to Uranium storage operations. Uranium Policy z Site strategic planning and input to emerging Government policy on Uranic materials. Land and Asset Disposal z Implementation of a land and asset disposal strategy.

Regulatory Matters Description Accelerated removal of the Uranium Hexafluoride from the site. Complete review of site end state with local stakeholders.

Capenhurst drums

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Chapelcross is the sister station to Calder Hall and represents the first generation of Magnox stations in the UK. The site is located in south west Scotland, 4 miles from the Solway Firth.

Site Budget by PSWBS Category

Region 4 Site Total Costs

Total Income

Net

£57.4 million

£0.0 million

£57.4 million

The main focus for Chapelcross during 2007/8 will be: z Defuelling Preparations z Defuelling Operations z Transfer of Magnox Depleted Uranium (MDU) drums to Capenhurst z To remove plant and Demolish North Site

Decommissioning, Clean-up and Waste Management Transition

0%

New Build

0%

Commercial Operations* Decommissioning & Termination

Decommissioning and Clean-up Principal decommissioning and termination projects include: z Removal of plant and demolition of Main Site Areas;

39%

z

Removal of plant and demolition of North Site;

0%

z

Asbestos Removal; and

Waste & Nuclear Materials Management

10%

Site Support

35%

Waste and Nuclear Materials Management Principal waste management and clean-up projects include: z Chapelcross Production Plant Waste Operations (Transfer of Intermediate Level Waste (ILW) flasks to Miscellaneous Beta Gamma Waste Store at Sellafield);

Support Services

13%

z

Low Level Waste (LLW) Storage Operations (Transfer of LLW ISO Containers to the LLW Repository near Drigg); and

z

Nuclear Materials Storage Operations (Transfer of MDU drums to Capenhurst).

z

Improvements to site discharge pipeline

Stakeholder Support

3%

*In this table Commercial Operations also includes defuelling.

Operation of Commercial Facilities No commercial facilities will be operated at Chapelcross.

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Other Activities z

Socio-economic support to the local community by prioritising employment, education/skills, economic diversification and social infrastructure and offering support to the local supply chain;

z

Skills development and training of apprentices and graduates;

z

Review of the site end state through a sub-group of the Site Stakeholder Group to inform the NDA’s next Strategy;

z

Critical Stakeholder Issues.

Regulatory Matters Description Defuelling of Reactors 1 and 3 - provide underpinned safety case for regulatory approval. Operation of Reactor Stack Beta Monitors. Discharge authorisations approved by Scottish Environment Protection Agency (SEPA).

Chapelcross reactor buildings

37

Dounreay was the UK’s centre for Fast Reactor Research and Development. It has three reactors located on the site. Since the last reactor shut in 1994 and reprocessing halted in 1996, the site’s activities have been focused on decommissioning and clean-up.

Site Budget by PSWBS Category

Region 4 Site Total Costs

Total Income

Net

£157.6 million

£4.2 million

£153.4 million

Dounreay will continue to focus on dealing with the high hazard legacy facilities and decommissioning redundant facilities. Work will continue with the alkali metal residue disposal at both reactors and on the design of the new plant to cement liquid and solid Intermediate Level Waste (ILW). Work to isolate the shaft and prepare for retrieval will continue.

Decommissioning, Clean-up and Waste Management Transition

0%

New Build

21%

Commercial Operations

0%

Decommissioning & Termination

26%

Waste & Nuclear Materials Management

19%

Site Support

20%

Support Services

11%

Stakeholder Support

3%

Decommissioning and Clean-up The site will continue to demonstrate significant progress by: z Demolishing a number of redundant buildings at the end of their useful life and demolish three nuclear facilities; z Continue to decommission and remove process equipment from FCA facilities; z Starting to destroy the sodium residues at the Prototype Fast Reactor (PFR); z Starting operation of the NaK Destruction Plant at the Dounreay Fast Reactor (DFR); and z Initiating work to deal with the dismantling of both PFR and DFR reactor vaults. New Construction In order to decommission the site there are a number of continuing new construction projects. During this year the site will: z Continue with the work to isolate the shaft from the surrounding environment; z Start the detailed design phase of the new facility (D3900) needed to solidify the liquid wastes in D1208; z Complete the work on the new facility external to DFR to allow removal of the breeder fuel from the reactor; and z Design for the shaft & silo retrieval will be further developed. Waste and Nuclear Materials Management There are many activities taking place on the site to deal with legacy wastes. The following are some of the more notable that will take place in 2007/8.

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z

Completion of the clean-up within the Dounreay Cementation Plant (DCP) and continuing with cementation of liquid wastes into solidified drums.

z

Initiation of work to refine the plans for completion of the decommissioning of the D1208 facility.

z

Continue with work to prepare the uranium recovery plant (D1203) for clean-up and decommissioning.

z

Starting the construction of the new ventilation complex for the FCA which will allow for progressive decommissioning of the FCA complex.

Operation of Commercial Facilities No commercial facilities will be operated at Dounreay.

Other Activities Dounreay will continue to work with the lead agencies in the community to ensure that the decommissioning takes place with due regard to the socio-economic requirements of the area. Shadow working of the new site licence company (Dounreay Site Restoration Limited) will start as the site prepares for competition.

Regulatory Matters Description NII and SEPA monitor the decommissioning progress of the site against specific milestones in the Lifetime Plan. NII and SEPA concerns on the need to progress of the major capital builds, particularly the plant to retrieve the wastes from the shaft & silo. During the year SEPA are putting significant resources into their review of our planning application to build a new low level waste facility just outside of the current site boundary.

Working on Sodium Disposal operations at Dounreay

39

Dungeness A is located in Kent. It started generating electricity in 1965 and ceased generation in December 2006. The site is unique in that it has a facility to process Magnox fuel element debris by dissolution. Preparation to process ILW through this facility will continue throughout the year. Defuelling operations will commence in early 2007 continuing through to around mid 2009.

Site Budget by PSWBS Category

Region 1 Site Total Costs

Total Income

Net

£43.6 million

£0.0 million

£43.6 million

Dungeness A will be in the defuelling stage following its closure in December 2006. During this period, spent fuel will be shipped to Sellafield for reprocessing and additional miscellaneous wastes on the site will be recovered, treated and sent for disposal. Routine maintenance will continue for operational plant. Transition

10%

New Build

0%

Commercial Operations*

44%

Decommissioning, Clean-up and Waste Management

Decommissioning & Termination

0%

Decommissioning and Clean-up The principal activities will be: z Defuelling of both reactors in line with the Magnox Operating Plan (MOP);

Waste & Nuclear Materials Management

3%

z

Removal of the spent fuel to Sellafield;

z

Construction of the New Administration Building;

z

Radiological characterisation and survey of the site;

Site Support

28%

Support Services

13%

z

Continued operation of the Magnox Dissolution Plant (MXD);

2%

z

Electrical Overlay system installation;

Stakeholder Support

*In this table Commercial Operations also includes defuelling.

In addition a range of self-performed smaller scale project work is being progressed on the east side of the site in decommissioning, deplanting and removal of redundant plant and structures e.g. Co2 plant, Oil and Chemical stores, Cooling Water Pump House etc. Some of the work is dependent on personnel and funding efficiencies, and will be used to balance defuelling workload. Waste and Nuclear Material Management Three main tasks will be undertaken during the year: z Disposal of Low Level Waste arisings to the LLWR; z

Incineration of solid and liquid waste arisings; and

z

Retrieval and processing of 7.5 tonnes of Magnox debris through the Magnox Dissolution Plant.

Operation of Commercial Facilities No commercial facilities will be operated at Dungeness A.

40

Other Activities The transition from an operational to defuelling and decommissioning structure will be completed, including the associated recruitment and retraining activities. Maintaining strong stakeholder relations will be essential during the transitional period. Key activities will include: z Supporting the activities of the Site Stakeholder Group; z

Work on the skills development and maintenance strategy for the site to ensure that staff numbers and skills are matched to the changing needs of projects in supporting the decommissioning strategy; and

z

Maintaining relationships with other key local and national stakeholders.

The impact of the changes to the local economy as the site continues to enter decommissioning will be monitored and managed through the site’s annual Socio-Economic plan and communications plan.

Regulatory Matters Description Environmental Agency (EA) reauthorisation of discharge levels post-generation. Nuclear Installations Inspectorate (NII) agreement of the Post-operational and defuelling safety case, and confirmation of the transition to a passive cooling configuration in the second half of the year.

Transmission lines with Dungeness A in the background

41

Harwell is located in Oxfordshire close to Didcot and Newbury. Established in 1946 as the Atomic Energy Authority Research Establishment, Harwell was the first site in Britain to house nuclear research reactors and facilities.

Site Budget by PSWBS Category

Region 1 Site Total Costs

Total Income

Net

£53.8 million

£4.7 million

£49.1 million

The main focus for Harwell during 2007/8 will be to continue to make historic arisings of radioactive waste passively safe and/or transfer them off the site.

Decommissioning, Clean-up and Waste Management Transition

0%

New Build

11%

Commercial Operations

Decommissioning and Clean-up The principal decommissioning and clean-up activities will be: z Decontamination and grouting of the trade waste drain;

0%

Decommissioning & Termination

11%

Waste & Nuclear Materials Management

51%

Site Support

17%

Support Services

8%

Stakeholder Support

2%

z

Decommission the redundant groundwater containment plant at the Western Storage Area;

z

Continue decommissiong of redundant minor nuclear facilities; and

z

Operate the soil vapour extraction equipment to remove contamination in the unsaturated zone at the Western Storage Area;

Waste and Nuclear Materials Management The main waste treatment and management activities will be: z Continue processing and repackaging of Low Level Waste (LLW) and Intermediate Level Waste (ILW) including Wastes Requiring Additional Treatment, Radium cans, Ripple crates and Legacy sources; z

Completing the disposal of graphite waste arisings from decommissioning the Graphite Low Energy Experimental Pile (GLEEP) reactor.

In addition: z The Waste Encapsulation Plant will be commissioned;

42

z

Waste Retrieval Machine installation will be completed; and

z

Treatment of liquors and sludges will continue.

Operation of Commercial Facilities No commercial facilities will be operated at Harwell.

Other Activities Other activities undertaken will include: Management and oversight of the tenants on the Harwell site;

z z

Liaison with the Regulators through regular meetings, quarterly fora and annual review;

z

Cooperating with UKAEA over the creation of a science and innovation company;

z

Continued local socio-economic development; and

z

Completing the review of the site end state through the Harwell Chilton Campus Local Stakeholder Group

Regulatory Matters Description The main regulatory issues relate to the approval of delicensing cases by the NII and the facilitation of transfer of contact-handled ILW from the site.

Dismantling of GLEEP

43

Hinkley Point A is located at Hinkley in Somerset. It started electricity generation in 1965 and ceased operations in 2000.

Site Budget by PSWBS Category

Region 1 Site Total Costs

Total Income

Net

£37.0 million

£0.2 million

£36.8 million

The main thrust of work at Hinkley Point A until during 2007/8 will be focused on dealing with Intermediate Level Waste (ILW). The large volumes of both solid and wet ILW at Hinkley places it at the top of the list in these categories. For wet ILW Hinkley is the lead magnox site in developing retrieval and waste stabilisation processes.

Transition

0%

New Build

18%

Commercial Operations Decommissioning & Termination

0%

The critical path for the decommissioning is through the ILW work but the fuel free milestone precedes these activities and is driven by clearing the ponds of fuel skips and sludge to allow finalisation of the inventory and the final flask shipment of fuel. This is the main area of hazard reduction.

17%

Decommissioning, Clean-up and Waste Management

9%

Site Support

40%

Decommissioning and Clean-up The principal decommissioning and clean-up activities are as follows; z Ponds decommissioning - completion of removal of redundant pond furniture and progressing of sludge removal for fuel free verification;

Support Services

14%

z

Waste & Nuclear Materials Management

Stakeholder Support

2%

Pond Skips - retrieval of skips from R1 and 2 ponds, decontamination in ultra high pressure washing facility and size reduction for despatch off site.

Waste and Nuclear Materials Management The main activities concerned are: z Solid Intermediate Level Waste Retrieval (SILWR) - Waste retrieval arm trials for the fuel element debris (FED) vaults; z

Wet ILW - Approval of the business case for a thermal vitrification plant for the Wet wastes - innovative process to reduce encapsulation volumes by 50 times.

Operation of Commercial Facilities No Commercial facilities will be operated at Hinkley Point A

44

Other Activities The development of key skills will continue, following the start of new apprenticeships and graduate recruitment in 2006/7. Further recruitment to develop craft and professional skills will continue where necessary. The Site Stakeholder Group will continue to be the primary forum for maintaining relationships with the community. The outcome of work on innovations will be delivered. These innovations are targeted at enabling safe and environmentally responsible decommissioning to be completed faster and at less cost. These innovations will be the result of work undertaken across the southern reactor sites so that all sites benefit from new ideas.

Regulatory Matters Description

Action Required

OCNS Approval of engineering proposals for Site Security Separation with B site.

work up plans, engage BE Ltd and submit common proposals to OCNS.

Hinkley Point A reactor building

45

Hunterston A was a unique Magnox Reactor design, capable of being re-fuelled from the bottom. Its location is on a promontory of the North Ayrshire coast, 30 miles south-west of Glasgow.

Site Budget by PSWBS Category

Region 4 Site Total Costs

Total Income

Net

£37.8 million

£0.0 million

£37.8 million

The main focus for Hunterston A during 2007/8 will be preparations for entry into Care and Maintenance, scheduled to begin in 2017. Projects include: z Intermediate Level Waste Store (ILWS);

Transition

0%

New Build

0%

Commercial Operations

0%

Decommissioning & Termination

34%

Waste & Nuclear Materials Management

28%

Site Support

28%

z

Modular Active Effluent Treatment Plant;

z

Intermediate Level Solid and Sludges Plant;

z

Aluminium Skip Decontamination;

z

Magnox Encapsulation Plant; and

z

Removal of Plant from the Reactor Building.

Decommissioning, Clean-up and Waste Management

Support Services

8%

Stakeholder Support

1%

Decommissioning and Clean-up Principal decommissioning and termination projects include: z Modular Active Effluent Treatment Plant (MAETP) Commissioning and entry into service; z

Installation of Pond Sludge Retrieval Plant; and

Waste and Nuclear Materials Management Principal waste management & clean-up projects include: z

ILW Sludge Retrieval Plant;

z

ILW Solid Recovery Plant;

z

Continued decontamination of pond skips;

z

Completion of the Magnox Encapsulation Plant design; and

z

ILWS will complete construction and enter into commissioning.

Operation of Commercial Facilities No Commercial facilities will be operated at Hunterston A.

46

Other Activities Other activities include: z Socio-economic support to the local community by prioritising employment, education/skills, economic diversification and social infra structure with local supply chain/procurement support; z

Skills development and training of apprentices and graduates;

z

Critical Stakeholder issues may include establishment of a sub-group to consider the Very Low Level Waste Site; and

z

Review of the site end state through a sub-group of the Site Stakeholder Group.

Regulatory Matters Description Compliance with HM Nuclear Installations Inspectorate directive to perform removal of solid ILW from storage bunkers within specified timescales. Encapsulation of Solid Intermediate Level graphite and Magnox wastes prior to entry into storage. Application for revised discharge authorisation.

Exterior view of Hunterston A

47

Low Level Waste Repository (LLWR) near Drigg is the only Low Level Waste Repository in the UK. The site is in a rural area on the west Cumbrian coast six miles south east of Sellafield. The site has been in operation since 1959.

Site Budget by PSWBS Category

Region 3 Site Total Costs

Total Income

Net

£38.2 million

£21.3 million

£16.9 million

The main focus for the Repository during 2007/8 is to provide a safe, reliable and cost-effective Low Level Waste (LLW) management service to the UK. Decommissioning and clean-up of redundant facilities will continue to meet regulatory obligations and stakeholder commitments. Transition

0%

New Build

57%

Commercial Operations

0%

Decommissioning & Termination

7%

Waste & Nuclear Materials Management

19%

Site Support

15%

Support Services

1%

Stakeholder Support

1%

Decommissioning, Clean-up and Waste Management Decommissioning and Termination The principal activities will include: z Large focus on development and implementation of the Lifetime Project (including work packages in support of the Operational, Environmental and Post Closure Safety Cases); z

Remediation of empty Plutonium Contaminated Material (PCM) facilities;

z

Remediation of redundant LLW facilities (e.g. Backlog Waste facility); and

z

Clean up of contaminated land and remnants of Royal Ordnance Facilities.

Waste and Nuclear Materials Management Hazard reduction activities will include: z Receipt, grouting and disposal of LLW in International Standards Organisation (ISO) containers;

48

z

Receipt of large items that cannot be delivered in ISO containers directly in the vault and grouted in situ;

z

Plant enhancement projects to improve operational efficiency;

z

Optimising storage at the LLWR pending new LLW disposal capacity;

z

Routine maintenance of plant and equipment; and

z

Provision of vehicles to support waste receipt, treatment and disposal.

Operation of Commercial Facilities Activities include: Procurement and supply of containers direct to UK consignors for disposal of LLW; and

z

z

UK consignors return containers filled with LLW for treatment and subsequent placement in the vault.

Other Activities These activities are key enabler projects required to allow sustained LLW disposal operations: z Modular Vaults work; z

Vault 9 scheme work;

z

Bulk Material Handling Facility work; and

z

Socio-economic support.

Regulatory Matters Description Plutonium Contaminated Materials (PCM) Retrievals. Discharge Re-Authorisation. Overarching Site Safety Report. Lifetime Plan Project - formerly the Post Closure Safety Case.

Working at the Low Level Waste Repository near Drigg

49

Oldbury lies on the south bank of the River Severn in Gloucestershire. It started generating electricity in 1967 and is due to cease generation in December 2008.

Site Budget by PSWBS Category

Region 1 Site Total Costs

Total Income

Net

£69.3 million

£0.0 million

£69.3 million

The main focus for Oldbury during 2007/8 will be to generate electricity safely, effectively and efficiently in order to support the funding of the UK decommissioning programme until its scheduled closure in December 2008.

Transition New Build

0.1%

At the same time, the site will carry out preparatory work to ensure a seamless transition to future defuelling and decommissioning work.

0%

Commercial Operations 61.7% Decommissioning & Termination

2.1%

Waste & Nuclear Materials Management

2.1%

Site Support

24.4%

Support Services

8.1%

Stakeholder Support

1.5%

Decommissioning, Clean-up and Waste Management Decommissioning and Clean-up Oldbury plans to carry out preparations for decommissioning. Activities will include: z

Carrying out the Environmental Impact Assessment for Decommissioning (EIAD) work and preparing relevant Town and Country Planning Act applications.

Waste and Nuclear Materials Management Activities will include: z Designing an ILW Store to house processed Oldbury waste until it can be disposed of at a UK repository; z

Application for revision of the authorisation to dispose of waste under the Radioactive Substances Act; and

z Continuing to dispose of its routine operational waste arisings. Typically these are: z Lightly contaminated redundant protective clothing;

50

z

Hazardous waste (e.g. oil and chemicals); and

z

General non-hazardous waste.

Operation of Commercial Facilities The key operational activities at Oldbury will include: z Generating electricity; z

Despatching spent fuel to Sellafield for reprocessing;

z

Delivering a planned statutory maintenance outage;

z

Completing a comprehensive routine statutory maintenance programme;

z

Carrying out defuelling plant enhancements; and

z

Further enhancing the Core Graphite Safety Case.

Other Activities Other activities include: z Working with the NDA and Stakeholder Support Group on the socio-economic impact of decommissioning; z

Development of effective workforce organisations and skills for defuelling and decommissioning; and

z

Carrying out research and development work on decommissioning strategy and methods in order to decommission the site safely and more efficiently in line with NDA objectives.

Regulatory Matters Description Oldbury will be working with the Regulators on a number of critical issues, including: z Maintaining a robust Core Graphite Safety Case for generation; z

Post Operational and Defuelling Safety Case;

z

The 'Management of Change' justification document covering the workforce re-organisation for defuelling and decommissioning;

z

The EIAD work and preparing applications under the Town and Country Planning Act; and

z

Application for revision of the authorisation to dispose of waste under the Radioactive Substances Act.

51

Sellafield is located in Cumbria. It is a large, complex nuclear chemical facility that has supported the nuclear programme since the 1940s.

Site Budget by PSWBS Category

Transition

0%

New Build

19%

Commercial Operations

26%

Decommissioning & Termination Waste & Nuclear Materials Management

z z z z z z

2%

Total Costs

Total Income

Net

£1170.2 million

£770.0 million 1

£400.2 million

The main focus for Sellafield during 2007/8 will be to accelerate the decommissioning of facilities on the site, especially the higher hazard facilities, and to create island sites within the Separation Area. Other activities include: z Preparing for retrieval of legacy wastes from legacy ponds and silos to enable hazard reduction; z Storage, treatment and vitrification of liquid High Level Waste (HLW); z Decommissioning of existing redundant plants; z Continue floc retrieval from ageing facilities and transform the material into cemented drums; z Further work for treatment and storage of Plutonium Contaminated Material (PCM); and z Operating waste plants to support commercial operations.

22%

Decommissioning, Clean-up and Waste Management

Decommissioning and Clean-up Dealing with the higher hazard legacy plants at Sellafield continues to be the Support Services 7% NDA's top decommissioning priority. In 2007/8, the following work is planned: z Retrieval of wastes from Legacy Ponds & Silos (See Section 4: Waste Stakeholder Support 2% Management, Page 14 and Section 5: Nuclear Materials, Page 19) z Completing the size reduction and decommissioning of the Prototype Fast Reactor (PFR) Fuel Fabrication gloveboxes; Completing removal of the redundant discharge pipeline and remediation of the beach area; Decontaminating plant, equipment and the main shaft of the Windscale Pile Chimney, subject to necessary regulatory approvals being secured and access to the base of the shaft permitted; Solid Waste Storage Cells - Completion of main construction works and equipment installation activities and inactive commissioning; Sellafield Encapsulation Head End Plant - Completion of foam grouting of the main shaft of the Highly Active North Outer cell; Commissioning of island security arrangements for Nine Acre and Legacy Island Sites within Separation Area; PCM Retrievals - Decommissioning of Storage Chambers - Decontamination of 80 tubes; and SEP PFR Plant - Continuation of final phase of dismantling of fuel line (completes in 2008/9). Site Support

z

Region 3 Site

22%

New Construction New construction activities for the year include work focused on enabling work for the long-term remediation and waste storage objectives of the site. Key projects for the year include: z Continue construction of the Sellafield Product and Residue Store (SPRS), which will extend the provision of safe and secure storage of nuclear materials; z Complete the design of the Magnox Plutonium Residue Store; z Continue Advanced Gas-cooled Reactor (AGR) fuel interim storage project - to select options for pursuing the long-term storage of AGR fuel; z Construction of Sludge Packaging Plant (SPP); 1

This figure includes an accounting assumption of £160 million from Waste Substitution.

52

z z

Complete the construction and inactive commissioning of the Vitrified Products Residue Store Export Facility, which is needed to return vitrified waste to customers; and Continue the work associated with Evaporator D. This is a significant construction activity and will allow ageing assets to be safely retired.

Waste and Nuclear Material Management This major work area encompasses historic legacy waste retrieval as well as dealing with new waste arisings from commercial and decommissioning operations. It also includes the safe storage of wastes and export to the LLW Repository near Drigg. Key activities include: z Managing liquid High Level Waste (HLW) and making it passively safe through vitrification in line with regulatory commitments and reprocessing demands; z Producing and transfering vitrified product containers to store; z Preparing for legacy waste retrieval, including asset management activities to reduce hazard potential, provide retrieval operations infrastructure and maintain safe waste storage; z Continuing preparations for retrievals within B38; z Continuing design and manufacturing work on mobile caves for retrieval of B38 sludge; z Completing the construction of the local sludge treatment plant; z Start recovering sludge from the legacy ponds; z Continuing recovery of skips and other beta gamma wastes from the Pile Fuel storage pond; z Start site works for the retrieval of solid wastes from the fuel cladding storage silo; z Continuing legacy floc retrieval as part of hazard potential reduction in legacy plants; z Waste treatment and storage of liquid effluents and solid waste; z Ongoing re-equipping of the Inlet Facility for B30 to enable future export of solid material from the pond; z Receiving and treating Magnox and THORP highly radioactive liquors; z Processing consignments of Miscellaneous Beta-Gamma Waste (MBGW); z Treating medium active bulk liquors and liquor concentrates; z Processing waste solvent; z Encapsulating and storing drums of ILW; z Treating drums of PCM and transfering to store; z Retrieving and transporting PCM in "Gemini" crates from the LLWR to Sellafield; z Receiving ISO containers of LLW from off site for compaction prior to transfer to the LLW Repository near Drigg; z Characterising, segregating, sorting and processing LLW arising from the Sellafield site; z Discharging low active liquid effluent that has been treated to meet authorised discharge limits; and z Caesium Extraction Plant - Retrieval of waste from cell 3.

Operation of Commercial Facilities Key activities include: z Reprocessing spent nuclear fuel, including shearing and dissolving spent fuel and reprocessing the fuel; z Production and storage of Uranium Trioxide (UO3) - processing uranium arisings from the Magnox reprocessing programme and producing UO3 product drums for storage to customer specification requirements; z Production and storage of Plutonium Dioxide (PuO2) from Magnox and THORP - processing plutonium arisings from the Magnox reprocessing programme and producing product cans per customer specification for storage; z Exporting UO3 to customers; and z Manufacturing MOX nuclear fuel assemblies.

Other Activities z z

Assessment of advanced decommissioning works for operational plants; and The socio-economic plan will be developed in partnership with the local community and other stakeholders. In particular the West Cumbria Strategic Forum Master plan will provide the general direction for interventions that align with the overall socio-economic strategy for the area.

Regulatory Matters Description z Highly

Active Liquor (HAL) stock reduction NII specification of NII specifications with respect to legacy ponds and silos. This is extremely challenging, both technically and financially. The site is currently in discussions with the Regulators to agree on what specifically is considered to be an acceptable way forward in the medium to long term (a detailed ‘Regulatory Milestones Schedule’ is set out in the Sellafield Lifetime Plan). z Plutonium contaminated material inventory management. z Delivery

53

Sizewell A is located near Leiston in Suffolk. It started electricity generation in 1966 and ceased operations in December 2006.

Site Budget by PSWBS Category

Region 1 Site Total Costs

Total Income

Net

£39.4 million

£0.0 million

£39.4 million

During 2007/8, Sizewell A will be in the defuelling phase following its cessation of generation in December 2006. This will involve safe and compliant defuelling of both reactors and the dispatch of irradiated fuel to Sellafield. This will occur in co-ordination with other sites under the Magnox Operating Plan (MOP). Transition

0%

New Build

4%

Commercial Operations*

45%

Decommissioning & Termination

0%

Waste & Nuclear Materials Management

6%

Site Support

23%

Support Services

20%

Stakeholder Support

2%

*In this table Commercial Operations also includes defuelling.

Decommissioning, Clean-up and Waste Management Decommissioning and Clean-up The principal decommissioning and clean-up activities will be: z Defuelling of both reactors in line with the Magnox Operating Plan (MOP); and z

Removal of spent fuel to Sellafield.

Additional scope which could be executed in 2007/8 if efficiency gains/targets are met and/or additional funding could be made available: z Ponds Area plant enhancements; z

Pile Cap Heating plant enhancements; and

z

Effluent and Drains plant enhancements.

Operation of Commercial Facilities No commercial facilities will be operated at Sizewell A.

54

Other Activities z

The SSG will continue to meet quarterly and act as the focus for all in the local community and a liaison between the site operator, the NDA and the Regulators.

Regulatory Matters Description

Action Required

Safety Case Compliance.

Submit to NII.

Health physicist monitoring pile cap floor

55

Springfields is situated to the north of Preston in Lancashire. The site manufactures nuclear fuel, intermediate products and Uranium Hexafluoride for UK and overseas customers. The site is licensed to Springfields Fuels Limited.

Site Budget by PSWBS Category

Region 2 Site

Transition

4%

New Build

0%

Commercial Operations

66%

Decommissioning & Termination

1%

Waste & Nuclear Materials Management

9%

Site Support

Total Costs

Total Income

Net

£267.0 million

£230.9 million

£36.1 million

The main focus for the Springfields Site during 2007/8 will be to manage the commercial business to secure revenue for the NDA while continuing necessary decommissioning and clean-up work. This includes: z Continued manufacture and delivery of Oxide fuel, intermediate products and Uranium Hexafluoride for UK and overseas customers in line with contractual requirements; z

Completing the manufacture of Magnox fuel in line with station requirements;

z

Continuing to clear uranic residues and decommissioning redundant facilities.

Decommissioning, Clean-up and Waste Management 14%

Support Services

6%

Stakeholder Support

1%

Decommissioning and Clean-up z Start decommissioning work in the redundant areas of Magnox Production Facilities. Waste and Nuclear Materials Management Activities will include: z Processing 112 tonnes(U) of Enriched Residues through Wet and Dry Route Processes; z

Processing 4,017 Sales and Operational Plan (SOP) units of Natural Residues;

z

Disposal of 6,808m3 of operational and decommissioning waste to Clifton Marsh disposal site; and

Please note that these processing targets may be increased through efficiency gains or if additional funding is made available.

56

Operation of Commercial Facilities Springfields plans to meet all existing production contracts and to compete for further orders. Key production targets are: Oxide Fuel Production z 4,120 AGR Fuel Elements z 159,385 AGR Fuel Cans Magnox Fuel Production z 19,260 Magnox Fuel Elements z 16,120 Magnox Fuel Cans z End Magnox Fuel Production by September 07 UO2 Intermediate Products z 264.5 tonnes U of UO2 Powder and Granules Uranium Hexafluoride Production z 5,000 tonnes U (These targets are driven by customer demand and are subject to change). Key Support Projects for 2007/8 z Modifications to plant and equipment in support of increased Uranium Hexaflouride (UF6) production required to fulfil the Cameco Hex Tol Conversion Contract; and z

Upgrading obsolescent essential IT based site support systems for maintenance management and nuclear material accounting.

Other Activities Springfields will continue to work proactively on activities aligned to the NDA's Strategy. In particular, a number of activities identified in the Site Socio-Economic Plan will be addressed including: z Continued provision of an apprentice training scheme recruiting from the local community; z

Developing closer working relationships with local educational establishments; and

z

Continuing Stakeholder engagement, including support to the Site Stakeholder Group.

Regulatory Matters Description Decommissioning work must align with the programme agreed with the Health and Safety Executive (HSE) and Nuclear Installations Inspectorate (NII) under the Site Licence. Submission of a number of reports that are required to fulfil the improvement conditions that form part of the Environment Agency (EA) discharge authorisations. Submission of the Site Control of Major Accident Hazards (COMAH) Report to the NII.

57

Trawsfynydd is a decommissioning Magnox site situated within the Snowdonia National Park. The Station ceased generation in 1991.

Site Budget by PSWBS Category

Region 2 Site Total Costs

Total Income

Net

£51.4 million

£0.0 million

£51.4 million

The main focus for Trawsfynydd during 2007/8 is the completion of the interim Intermediate Level Waste (ILW) store and the continuation of the retrieval, processing and packaging of ILW for storage.

Transition

1%

New Build

21%

Commercial Operations

0%

Decommissioning & Termination

14%

Waste & Nuclear Materials Management

22%

Site Support

25%

Support Services

14%

Stakeholder Support

Work will also continue on the decontamination of ponds structures and the construction of the Safestore buildings for entry into Care and Maintenance (C&M) which is scheduled to begin in 2015.

Decommissioning, Clean-up and Waste Management Decommissioning and Clean-up Work is well advanced and will continue to progress the removal of hazard posed by existing contaminated facilities and the demolition of conventional facilities. These activities are closely linked with the work in the recovery and processing operational wastes. The key activities are: z

Removal and packaging of concrete from the pond surface;

z

Commencement of assessment and characterisation activities for removal of plant and demolition of pond services, pond structures, resin structures, resin plant and active workshops;

z

Commencement of Safety Case development for demolition of pond structures and resin plant;

z

Plant removal activities within both Safestores and completion of boiler removal activities in Safestore 2 - North;

z

Continue construction of North FED retrieval facility in preparation for processing and retrieval of FED; and

z

Commencement of work on Safestore Capping roofs.

3%

Waste and Nuclear Materials Management Waste and Nuclear Materials Management during 2007/8 comprises the activities related to the treatment, transportation and storage of accumulated solid and liquid ILW, and processing and transportation of Low Level Waste (LLW) for off-site disposal.

58

The safe reduction of these hazards is the main component of the site's critical path for entry into Care and Maintenance (C&M). The focus of this being the retrieval, processing and packaging of resins and sludges. The key activities are: z Continued retrieval of Fuel Element Debris from the south FED plant; z

Completing the installation and commissioning of the sludge-retrieval plant and equipment and commencing retrieval and processing operations;

z

Continuing resin recovery from Resin Vault (RV) 2, reconfiguring plant and completing removal of resin from RV 3 and decontaminating RV 1 and RV 2;

z

Completing retrieval and processing operations for Miscellaneous Activated components; and

z

Completing construction and commencing active commissioning of new retrieval and encapsulation plant (North FED).

Operation of Commercial Facilities There are no commercial facilities at Trawsfynydd.

Other Activities The site is looking at plans to retrain staff to support preparations for C&M as well as recruitment.

Regulatory Matters Description There are no critical regulatory issues anticipated in 2007/8.

Decommissioning work at Trawsfynydd

59

Windscale in Cumbria is an island site licensed to UKAEA within the Sellafield licensed site. Windscale was established in 1947 and housed the Windscale Advanced Gas-cooled Reactor (WAGR) and the Pile reactors.

Site Budget by PSWBS Category

Region 3 Site Total Costs

Total Income

Net

£35.8 million

£3.6 million

£32.2 million

The main focus for Windscale during 2007/8 will be to accelerate the decommissioning of the main facilities on the site while maintaining the highest levels of site safety and environmental performance.

Transition

1%

New Build

0%

Commercial Operations

2%

Decommissioning & Termination Waste & Nuclear Materials Management Site Support

71%

Decommissioning, Clean-up and Waste Management Decommissioning and Clean-up Activities include: z Intrusive surveys of the fire affected zone of Pile 1 core; z

Design development for removal of fuel and isotopes from Pile 1;

z

Completion of the removal of the reactor pressure vessel from the Windscale Advanced Gas-cooled Reactor (WAGR); and

z

Engineering improvements in B13.

3% 13%

Support Services

9%

Stakeholder Support

1%

Waste and Nuclear Materials Management Activities include: z Condition and store B52 Intermediate Level Waste (ILW) in the WAGR ILW store; and z

60

Obtain approval of Integrated Waste Strategy

Operation of Commercial Facilities Activities include: z Directing, controlling and managing the operations undertaken by the tenant in B13; and z

Providing management of the B13 Safety Case, Authority To Operate (ATO) support, health physics services and emergency management.

Other Activities z

Groundwater monitoring

z

Submission of Site Article 37 documentation

Regulatory Matters Description There are no critical regulatory issues anticipated in 2007/8.

Pile One Core

61

Winfrith is located near Poole in Dorset. It was established by the UKAEA in 1957 as an experimental reactor research and development site. Winfrith is licensed to the UKAEA.

Site Budget by PSWBS Category

Region 1 Site Total Costs

Total Income

Net

£35.8 million

£0.9 million

£34.9 million

The main focus for Winfrith during 2007/8 will be to progress the decommissioning of the two main reactors (Steam Generating Heavy Water Reactor (SGHWR) and DRAGON) as far as budget allows and to continue cementation of the historic sludge wastes.

Transition

1%

New Build

0%

Commercial Operations

0%

Decommissioning & Termination

47%

Waste & Nuclear Materials Management

27%

Site Support Support Services Stakeholder Support

8% 15% 2%

Decommissioning, Clean-up and Waste Management Decommissioning and Clean-up The principal decommissioning and clean-up activities will be: z Continuing the decommissioning of the SGHWR; z

Progressing the first phase of the decommissioning of the DRAGON;

z

Preparation of the delicensing case for the east end of the site; and

z

Continuing the remediation of minor facilities and drains.

Waste and Nuclear Materials Management The main waste treatment and management activities will be: z Cementation of (approx. 250 drums) of sludge waste in the waste treatment plant and transfer to the waste store; z

Continued disposal of solid Low Level Waste (LLW) to the LLW Repository near Drigg and routine operation of the effluent discharge system.

Operation of Commercial Facilities No commercial facilities will be operated at Winfrith.

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Other Activities Other activities will include: z Management and oversight of the tenants on the Winfrith site; z

Liaison with the Regulators through regular meetings, quarterly and annual review;

z

Providing support and secretariat to the local Stakeholder Support Group.

Regulatory Matters Description The main regulatory issues relate to the approval by the Nuclear Installations Inspectorate (NII) of the pre-construction safety case for the interim storage of cemented ILW resulting from the decommissioning of the two reactors. The agreement of the management structure resulting from the re-structuring of UKAEA together with any forward programme changes necessary to remain compliant with funding.

ZEBRA demolition

63

Wylfa is located on the north coast of Anglesey. Its two Magnox reactors are the largest of their type in the world, capable of generating 980MW. It is due to cease generation in 2010.

Site Budget by PSWBS Category

Region 2 Site Total Costs

Total Income

Net

£105.4 million

£0.0 million

£105.4 million

The main focus for Wylfa during 2007/8 is to safely and reliably generate 5.34TWh of electricity. In addition, the site will also be responsible for the management and operation of Maentwrog hydroelectric power station, which plans to produce 50GWh of electricity. Transition

0%

New Build

0%

Commercial Operations

79%

Decommissioning & Termination

3%

Waste & Nuclear Materials Management

2%

Site Support

Decommissioning, Clean-up and Waste Management Decommissioning and Clean-up Wylfa will still be generating electricity. It plans, however, to carry out preparations for decommissioning. Activities will include: z Underpinning of the Technical Baseline for Decommissioning; z

Continuation of work to produce the Post Generation Defuelling Safety Case;

7%

z

A review of opportunities to accelerate decommissioning; and

Support Services

7%

z

Identification and delivery of opportunities to decommission redundant plant prior to end of generation.

Stakeholder Support

2% Waste Management Operations at Wylfa produce a small quantity of Intermediate Level Waste (ILW), which will be safely stored on the site. Combustible waste produced is managed by on site incineration, non-radioactive and Low Level Waste (LLW) is compacted, processed and packaged into drums and containers for off site disposal.

Operation of Commercial Facilities The key operational activities during this period will be the safe and reliable generation of 5.34TWh of electricity. Operations activities are those required for the safe operation of the reactors and refuelling and despatch of spent fuel from the Primary Dry Store Cells (DSC), including the management of those activities.

64

A major area of work to be undertaken until the cessation of generation is the ongoing delivery and support of Plant Maintenance. The delivery of Plant Maintenance is a Site Licence requirement. Reactor 1 is planned to undergo a statutory maintenance outage in 2007. A number of plant enhancements have been identified for implementation during this period. These modifications are designed to meet safety requirements and reduce the risks to generation. The management and operation of Maentwrog hydroelectric power station, which plans to produce 50GWh of electricity forms part of Wylfa's operational activities.

Other Activities The Information Centre at the site will be used to promote the Socio-Economic Development Plan and increase awareness. Implementation of the Socio-Economic Development Plan will ease the effects of the eventual site closure on the local community. Work will continue during this year to identify mitigating actions, including plans to retrain staff to support decommissioning.

Regulatory Matters Description The key regulatory issue during this period is the removal of 16 damaged fuel elements from the dry store and despatch to Sellafield for reprocessing. This is planned to be completed by December 2008 and during 2007/8 work will progress on a specific project to achieve this objective.

Health physicist monitoring Wylfa pile cap

65

66

** Other income includes receipts from minor income-generating activities such as services shared with other organisations and services shared with other SLCs. Total income, including commercial income, £32 million of DRS income and other income is around £1.37 billion. (1) This figure includes an accounting assumption of £160 million in income from Waste Substitution.

* These costs include an allocation of funding for carryover work from 2006/7 to 2007/8.

In addition to the above, £0.4 million is budgeted in 2007/8 to prepare for the decommissioning of all of the JET facilities, on the Culham site, when the JET experimental programme ends (JET is still operational).

NOTE: In this table £25 million of revenue from the operation of the MOX plant appears under Sellafield revenues. In section 4 the £25 million appears under fuel manufacture.

Annex A: Total Costs of Running Sites 2007/8

Acronyms AGR ATO AWVR BE BNFL BNG BNGSL BPEO BPM C&M CNPP CoA COMAH CoRWM

-

CRP CSR DCP DfT DFR DRS DSC DTI EA EIAD

-

EYF ESTL FCA FED FHP GLEEP

-

HAL HHISO

-

HLW HSE HSSE

-

ILW ILWS IiP ISO IWS JET LCBL LLW LLWR

-

LTP M&O MAETP MBGW MoD

-

Advanced Gas-Cooled Reactor Authority to Operate Active Waste Vaults Recovery British Energy plc British Nuclear Fuels Ltd British Nuclear Group British Nuclear Group Sellafield Ltd Best Practicable Environmental Option Best Practicable Means Care and Maintenance Combined Nuclear Pension Plan Conditions of Acceptance Control of Major Accident Hazards Committee on Radioactive Waste Management Caesium Removal Plant Comprehensive Spending Review Dounreay Cementation Plant Department of Transport Dounreay Fast Reactor Direct Rail Services Dry Store/Storage Cell Department of Trade and Industry Environment Agency Environmental Impact Assessment for Decommissioning End Year Flexibility Energy Sales and Trading Limited Fuel Cycle Area Fuel Element Debris Fuel Handling Plant Graphite Low Energy Experimental Pile Highly Active Liquor Half-Height ISO (ISO = International Standards Organisation) High Level Waste Health and Safety Executive Health, Safety, Security and Environment Intermediate Level Waste Intermediate Level Waste Store Investors in People International Standards Organisation Integrated Waste Strategy Joint European Torus Life Cycle Baseline Low Level Waste Low Level Waste Repository near Drigg Lifetime Plan Management and Operations Mobile Active Effluent Treatment Plant Mixed Beta-Gamma Waste Ministry of Defence

MDU MOP MOX MXD NDA NII Nirex

-

NLF NLFA NSG NSSED

-

NTWP OCNS PBO PCM PCP PCSR PFR PNTL POCO PSA PSWBS

-

R&D SEPA

-

SGHWR SILWR

-

SLC SMP

-

SOP SPP SPRS SPV SSG THORP UKAEA

-

VLLW WAGR

-

Magnox Depleted Uranium Magnox Operating Plan Mixed Oxide (Nuclear Fuel) Magnox Dissolution Plant Nuclear Decommissioning Authority Nuclear Installations Inspectorate Nuclear Industry Radioactive Waste Executive Nuclear Liabilities Fund Nuclear Liabilities Funding Agreement National Stakeholder Group Nuclear Safety, Security and Environment Directorate Near Term Work Plan Office for Civil Nuclear Security Parent Body Organisation Plutonium-Contaminated Material Programme Control Procedures Pre-Construction Safety Report Prototype Fast Reactor Pacific Nuclear Transport Limited Post-Operational Clean Out Public Service Agreement Programme Summary Work Breakdown Structure Research and Development Scottish Environment Protection Agency Steam Generating Heavy Water Reactor Solid Intermediate Level Waste Retrieval Site Licence Company Sellafield MOX Plant [MOX: Mixed Oxide] Sales and Operational Plan Sludge Packaging Plant Sellafield Product and Residue Store Special Purpose Vehicles Site Stakeholder Group Thermal Oxide Reprocessing Plant United Kingdom Atomic Energy Authority Very Low Level Waste Windscale Advanced Gas-Cooled Reactor

67

Herdus House Westlakes Science & Technology Park Moor Row Cumbria CA24 3HU T +44 (0)1925 802001 F +44 (0)1925 802003 www.nda.gov.uk © Nuclear Decommissioning Authority 2007 Some images supplied courtesy of British Nuclear Group, United Kingdom Atomic Energy Authority and Magnox. 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. ISBN 10 1-905985-02-9

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