This intervention was one of a series of interventions to assess Magnox Limiteds (ML) management of the organisational changes associated with transition to a new parent body organisation. It forms part of ONR's Assessment Plan for Magnox Sites 2014/5.
The specific topics covered by the intervention were:
The basis for my intervention was Licence Condition 36 (Organisational Capability) and the associated ONR technical assessment guide NS-TAST-GD-048.
ML advised me that it had yet to be notified of the name of one of new parent body organisation secondees, thereby delaying training and handover activities. Furthermore security clearance for two others is outstanding. I was satisfied however that ML is taking steps to mitigate these risks having identified competent alternatives from within its own organisation and planning for acceleration of training and handover activities once the names of the new people are confirmed.
The process ML is following for competence assurance of incoming parent body organisation secondees is as previously advised to ONR and ML has completed a series of knowledge transfer sessions. I sampled the impact of transition within one corporate centre team (Waste team) and was satisfied that it is engaging pro-actively with the preferred bidder and its nominees to ensure familiarisation and effective handover.
I found that ML is taking the necessary action to follow-up on the commitments given in its management of change proposal for the transition, including the clarifications provided to ONR.
ML noted that it had been advised by the preferred bidder to expect additional personnel after share transfer to assist with the consolidation phase of the PBO transition. I will follow-up with the Nuclear Decommissioning Authority and preferred bidder on this matter to understand the implications for Licence Condition 36 compliance.
I was satisfied with the Magnoxs governance of the transition process including the role of the non-executive directors and independent assurance team.
Overall I was satisfied that ML is effectively managing the risks associated with transition to a new parent body organisation.I will continue with planned activities to observe MLs next readiness review and further reviews it plans post change implementation.