Our Sellafield - May 2021

Updates Evolve Finance News May 2021 Our Sellafield 16 hazard reduction and mitigating the reputational risk of poor project delivery. The learning from this approach is already being adopted on PPP’s other projects – notably the SIXEP Continuity Plant (SCP) and the Replacement Analytical Project (RAP). Buying better An approach referred to as multi project procurement (MPP) got under way during year two that will see key delivery partners brought in to deliver work packages across multiple major projects for the duration of PPP. The packages cover everything from electrical and instrumentation to groundworks and general civils over the duration of the PPP programme. MPPs will enable better planning, resilience and sustainability for Sellafield Ltd, PPP and partners alike. A lasting legacy The PPP approach has social impact built in – it has already exceeded a target to embed social impact into tenders. The PPP’s social impact team are engaging representatives of local, regional and national supply chain companies to provide introductions to social impact and explain how they can help deliver a lasting legacy for local communities over the next 18 years and beyond. A framework for the future The PPP has finalised its Sustainability Framework. The framework will drive and guide PPP’s approach to sustainability. Not only will PPP support Sellafield Ltd to remediate one of the world’s most complex nuclear challenges safely, quickly and efficiently, the partnership approach will leave a lasting legacy of skills and capabilities across the supply chain, the local community and beyond. In simple terms, the PPP Sustainability Framework is our legacy roadmap. A culture of collaboration As part of their culture development programme, PPP is working with Sellafield Ltd colleagues to deliver a series of collaborative workshops across the major projects to embed the PPP principles and behaviours, and create a ‘one team’ ethos for PPP. What’s next PPP is already making a difference to transforming traditional major project delivery. Year one focused on setting the right strategies and processes and year two has seen a step change in pace and progress despite the challenges of the coronavirus pandemic. Year three will see PPP’s dedicated workforce push on and build on the success of the last two years. We’ve published the five key targets we set that have been agreed by the NDA and it’s clear to see progress is already being made in these areas: 1) S ocial Impact: The community is visibly benefiting from delivery, particularly in West Cumbria. 2) S ustainability: Observable achievements are occurring across the Sustainability Framework areas of performance, people, planet and partnership. 3) Collaborative Behaviours: Collaboration is the dominant style for the Intelligent Client and PPP. 4) R esourcing: Appointment of the first cohort of PPP graduates and/or apprentices. 5) Benefits Management: Demonstrable progress towards the delivery of PPP Benefits. BUSINESS WE CARE ABOUT OUR COMMUNITY AND ENVIRONMENT