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2 Paul Foster, Decommissioning Director Rob Harries-Harris Contract Officer, Commercial Directorate Developing a Decommissioning Acquisition Strategy.

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Presentation on theme: "2 Paul Foster, Decommissioning Director Rob Harries-Harris Contract Officer, Commercial Directorate Developing a Decommissioning Acquisition Strategy."— Presentation transcript:

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2 2 Paul Foster, Decommissioning Director Rob Harries-Harris Contract Officer, Commercial Directorate Developing a Decommissioning Acquisition Strategy for Date: March 2013

3 3 Agenda Background Principles Underpinning the Future Model Enablers 3

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

5 5 Key Deliverables 2014/15 to 2025/26 First generation magnox storage pond –sludge retrievals begin in 2014/15, export of fuel and skips in 2015/16 –bulk desludging complete by 2018/19 Pile fuel storage pond –bulk desludging and metal fuel export complete in 2014/15 –local sludge treatment plant export complete 2017/18 Pile fuel cladding silo –retrievals begin in 2017/18 Magnox swarf storage silo –retrievals targeted to start 2016/17* –residuals removal to begin no later than 2023/24* Site remediation and decommissioning –Ongoing hazard reduction and decommissioning across SRDP portfolio throughout contract term Source: Sellafield Plan Aug 2011 * subject to confirmation

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

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

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

9 9 Strategic Context Decommissioning Acquisition Strategy FGMS P PFSPMSSSPFSS Wscal e SR&D P Over-Arching Acquisition Strategy Special Arrangements SLCs 22 & 35 Commercial Production Operations Major Projects NDA Infrastructure Technical R&D and Strategy Supply Chain UK & Local Government Benefits Learning From Experience Innovation MDSW DFA DSA ISA OJEU, etc.

10 10 Simplified Engagement Structure Current Arrangements Decommissioning Programme Management FGMSP PFSPMSSSPFSS Wscale SR&DP Decomm Delivery 4P/Major Projects ISA DSA MDSW/Other Make v Buy

11 11 Effective Planning at All Stages Increase the Proportion of Planned Work Over Time Reactive Work Planned Work

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

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

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


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