Final Magnox socio-economic plan
Version: 1
Magnox
Socio-economic Plan
2016-19
Magnox socio-economic plan
Version: Draft 1
Contents
1. Introduction .......................................................................................................... 3
2. Stakeholder engagement and consultation .......................................................... 4
3. The Magnox Socio-economic Plan ...................................................................... 5
3.1.
PBO/SLC socio-economic strategy .................................................................. 5
3.2.
Prioritisation of interventions ............................................................................ 5
3.3.
The Magnox socio-economic scheme .............................................................. 6
4. Socio-economic objectives .................................................................................. 7
4.1.
Site socio-economic objectives ...................................................................... 13
4.2.1
Bradwell – high priority site ......................................................................... 14
4.2.2
Dungeness A – high priority site.................................................................. 16
4.2.3
Hunterston A – high priority site .................................................................. 19
4.2.4
Trawsfynydd – high priority site ................................................................... 21
4.2.5
Wylfa – high priority site .............................................................................. 24
4.2.6
Chapelcross – medium priority site ............................................................. 27
4.2.7
Hinkley Point A – medium priority site ........................................................ 28
4.2.8
Winfrith – medium priority site ..................................................................... 29
4.2.9
Berkeley, Harwell, Oldbury, Sizewell A – low priority sites .......................... 31
5
Care and maintenance (C & M) ......................................................................... 34
6
Monitoring and reporting .................................................................................... 34
Appendix 1 – Prioritisation matrix ............................................................................. 35
Appendix 2 – Client specification / contract .............................................................. 37
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Magnox socio-economic plan
Version: Draft 1
1. Introduction
The Nuclear Decommissioning Authority’s (NDA) vision “to support the creation of dynamic,
sustainable local economies for communities living near our sites” is underpinned by four
thematic priorities and four geographical funding priority areas, two of which fall within the
Magnox Ltd estate.
NDA thematic principles:
 Employment - with a preference for higher value job creation
 Education / skills - both to support decommissioning and clean-up and diversification
into other sectors
 Economic and social infrastructure - including environmental remediation and
improvements and cultural and natural heritage
 Economic diversification
 Diversification into other industries and sector - including support for the local supply
chain
Geographical funding priorities, which fall within the Magnox estate:
 Anglesey and Meirionnydd in North Wales (Wylfa and Trawsfynydd sites)
 Gretna-Lockerbie-Annan (GLA) corridor in Dumfries and Galloway (Chapelcross site)
Our socio-economic strategy and plan supports the NDA’s vision and thematic priorities.
Whilst we are not directly accountable for regeneration in the areas around our sites,
Cavendish Fluor Partnership (CFP) and Magnox recognise the important role we play in
supporting the communities and partner agencies to develop plans and deliver initiatives
which help mitigate the impact of decommissioning the sites.
The Magnox contract places socio-economic commitments on CFP, and Magnox (see
Appendix 2). A summary of the commitments are provided below.
Socio-economic commitments (summary):
 Support the NDA’s strategy to take account of the socio-economic consequences of its
plans, engaging with agencies for economic development, providing financial support to
Magnox for socio-economic expenditure and providing direct socio-economic funding
support,
 Support the NDA’s socio-economic objectives and policy through engagement with the
NDA, Local Authorities, development agencies and other key stakeholders,
 Prepare and deliver a three-year rolling socio-economic development plan in partnership
with NDA, consulted upon with stakeholders,
 Work/support local and national regeneration/economic development agencies through a
complementary socio-economic plan,
 Plan will consider: local skills retention, workforce transition, apprentice schemes, supply
chain/small-medium-enterprises (SMEs) optimisation, engagement with local educational
establishments, re-use of land,
 Publish an annual review of socio-economic performance against the plan, and against
specific, measurable, attainable, relevant and timely (SMART) targets,
 Prioritise socio-economic interventions; timescale to care and maintenance and
prevailing socio-economic conditions.
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Magnox socio-economic plan
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2. Stakeholder engagement and consultation
In developing the Magnox socio-economic plan, we are engaging with key stakeholders to
seek views and feedback during a six week consultation period (12 January to 23 February
2016).
The stakeholder groups engaged as part of this process are as follows:
 Nuclear Decommissioning Authority (NDA)
 Local Authorities in England, Scotland and Wales
 Members of Parliament (MPs), Members of the Scottish Parliament (MSPs) and Welsh
Assembly Members (AMs).
 The UK, Scottish and Welsh Governments
 Site Licence Company management teams
 Site Stakeholder Groups (SSGs) / Local Community Liaison Council (LCLC)
 Non-government organisations
 Socio-economic partnerships
 Regional economic development agencies
 Local Enterprise Partnerships (LEPs) and Enterprise Zone Boards
 Magnox workforce
 EDF Energy and EDF new nuclear build
 Horizon Nuclear Power
 Trade Unions
 Supply Chain forums
 The Nuclear Legacy Advisory Forum (NuLEAF) and the Scottish Councils Committee on
Radioactive Substances (SCCORS).
Figure 1: Stakeholder engagement and consultation timeline
Information gathering /
preparatory period
Consultation
Period
Stage 1
June
2015
July
2015
Aug
2015
Stage 2
Sept
2015
Dec
2015
12 Jan
2016
23 Feb
2016
Responses
Considered
Stage 3
23 Feb
2016
Final Plan
Published
Stage 4
30 April
2016
Post consultation report
A summary of responses and comments to the draft Magnox socio-economic plan was
published in May 2016. This includes the consultee’s name and describes how the
responses/comments received were considered in developing the final document.
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May
2016
Magnox socio-economic plan
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3. The Magnox Socio-economic Plan
3.1.
PBO/SLC socio-economic strategy
Our socio-economic strategy and objectives cascade from the NDA’s Socio-economic policy,
through the Parent Body Organisation (PBO) and Site Licence Company (SLC) to the sites
ensuring consistency of messages and approach. The Magnox socio-economic scheme is a
strategic tool which supports the strategy and objectives. More information on this scheme is
provided in section 4.3.
Socio-economic strategy: Key areas of our overarching socio-economic strategy include:
 Employing a holistic approach that enriches learning from experience across the
sites yet still recognises individual site requirements
 Building upon existing stakeholder relationships and socio-economic initiatives
 Enhancing economic diversification and opening up new employment opportunities
 Leveraging the parent organisations’ experience in education and training to enhance
the potential opportunities for people in the supply chain
 Developing opportunities for workforce redeployment into Cavendish Nuclear,
Babcock International Group and Fluor at the appropriate time in the Magnox
programme
 Achieving value for money through targeted use of funds for socio-economic
initiatives that offer the biggest impact for the lowest cost at prioritised sites for
funding.
Our plans consider:
 Existing local socio-economic development plans;
 The prevailing socio-economic conditions in each Magnox site’s locality;
 Relevant Government policy, including in Wales and Scotland;
 Results of local stakeholder engagement;
 Skills retention in localities/skills transfer from each Magnox site to local
communities;
 Transfer of learning from the PBO to Magnox;
 Apprentice scheme development;
 Maximising the potential/capacity of local supply chains to bid for work from each
Magnox site;
 Engagement with local education establishments, supporting curricula and raising
aspirations;
 Supporting the spin-out of functions from the Magnox sites to the local economy; and
 Availability of NDA-owned, proximate land to divest for socio-economic benefit;
3.2.
Prioritisation of interventions
The three-year rolling socio-economic development plan provides a rationale for prioritisation
to ensure that socio-economic interventions are targeted where they can have the greatest
impact, deliver the best value for money and are sustainable in the long term. Taking
account of NDA thematic and geographical priorities, the sites have been prioritised
according to the following factors:
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Workforce profile
Lifecycle transition dates from generation to defueling or from decommissioning to care
and maintenance
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Magnox socio-economic plan
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Version: Draft 1
Working age population and employment statistics (2014)
Regional Gross Value Added and Index for Multiple Deprivation statistics (compared to
National average) (2013)
Geographical distance to urban employment
Results of the Magnox socio-economic scheme and direct NDA funding invested to date
Development of the opportunities highlighted in the former Magnox socio-economic
development plan (2011-15), the former Research Sites Restoration Limited (RSRL)
socio-economic development plan and implementation of existing independent socioeconomic impact assessment report recommendations and action plans.
External factors – inward investment employment opportunities, new nuclear build and
sister nuclear site lifecycles.
Prevailing socio-economic conditions in the surrounding area.
The prioritisation of sites will be regularly reviewed and updated on an annual basis in order
to take into account of changing factors.
The output of this prioritisation exercise,
the detail of which is summarised in
Appendix 1, has categorised the sites as
high, medium or low as follows.
High priority areas/sites:
 Bradwell
 Dungeness A
 Hunterston
 Trawsfynydd
 Wylfa
Mid priority areas/sites:
 Chapelcross
 Hinkley Point A
 Winfrith
Low priority areas/sites:
 Berkeley
 Harwell
 Oldbury
 Sizewell A
3.3.
The Magnox socio-economic scheme
The Magnox socio-economic scheme provides funding to support activities that benefit the
social or economic life of communities, in support of the NDA’s responsibilities under the
Energy Act (2004) to mitigate the socio-economic impact of its work programme where it
operates. The scheme has three funding aims:
1. Being a good neighbour
2. Helping to build sustainable communities
3. Supporting transformational projects that mitigate the impact of decommissioning
Magnox sites.
Funding is prioritised towards aims 2 and 3, where the biggest and most sustainable
socio-economic benefit can be achieved.
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Magnox socio-economic plan
Version: Draft 1
Funding
Magnox, the Cavendish Fluor Partnership and the NDA work together to manage a funding
portfolio of up to £1million each financial year. Funding is available on a rolling programme
to support our aims on three levels:
1. Up to £1,000 for small projects neighbouring Magnox sites (good neighbour funding)
2. Up to £10,000 capital expenditure towards a sustainable project
3. Over £10,000 to support large projects that make a significant contribution towards
mitigating the impact of decommissioning your nearest Magnox site/s.
More information on the scheme and funding criteria is available at
https://magnoxsocioeconomic.com/
4. Socio-economic objectives
Our objectives for the three-year rolling Magnox Socio-economic Development plan cascade
from the NDA’s Socio-economic policy, through the PBO and Site Licence Company to the
sites. These objectives are detailed in Table 1.
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Magnox socio-economic plan
Version: Draft 1
TABLE 1 - Key: HR led - Green / Supply chain led – blue / All - Black
CFP strategic objectives
Magnox strategic
objectives
Site objectives
SMART Targets
Ref 1 NDA thematic priority
Employment – with a preference for higher value job creation
Establish a supply chain
transformation programme:
Establish a supply chain
transformation programme,
which improves the visibility
and accessibility of supply
chain opportunities to the SME
community.
Establish and deliver a supply chain
transformation programme, which
improves the visibility and accessibility
of supply chain opportunities to the
local SME community.
Publish an annual
procurement plan.
Deliver the annual procurement plan
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To encourage opportunities for,
and the use of, Small and
Medium Enterprises (SMEs).
To develop a robust and
healthy supply chain.
To develop a fully integrated
Category Management
approach.
To develop a Magnox estate
approach to supply chain
management activities.
To develop strategic supplier
partnerships focused on added
value for Magnox and its
suppliers.
Use parent organisation’s business
experience to establish a
programme for the supply chain
and, in particular SMEs, to enhance
their capability.
2016/17 Year 1
1. Develop the Magnox ‘supplier’ web pages, with particular
attention to the development of SME content, update supplier
Top 20 list, monitor web traffic and add a link to NDA website.
Performance measures
2016/17 Year 1
1. No of contract opportunities posted annually on
www.magnoxsites.com and the Achilles Utilities
Vendor Database.
2. Publish the 2016 procurement plan on www.magnoxsites.com
by 29 July 2016.
2. 2016/17 Procurement Plan published on time.
3. Provide an opportunity for the supply chain to engage Magnox
on programme requirements at the annual NDA Estate Supply
Chain Event.
3. No of Regional NDA SME Steering groups attended
annually.
4. Deliver the first phase of the supply chain transformation plan
by 29 July 2016.
4. Supply Chain transformation plan delivered on time.
2017/18 Year 2
1. Publish the 2017 procurement plan by 31 January 2017.
Establish a structured
approach to supplier
development within the
constraints of public
procurement regulations.
Establish and deliver a programme of
local supply chain and SME mentoring
to encourage sustainable growth and
optimise their capacity to bid for work
from the sites.
2017/18 Year 2
1. 2017/18 Procurement Plan published on time.
2016/17 Year 1
1. Establish a reporting mechanism to monitor the value and %
overall supply chain spend with SMEs by 1 July 2016.
2016/17 Year 1
1. Value and % supply chain spend with SMEs reported
on a quarterly basis.
2. Where there is opportunity to provide mentoring support, make
available resources to support the NDA’s SME mentoring
scheme.
2. No of mentoring opportunities supported via the NDA
SME mentoring scheme.
2017/18 Year 2
1. Undertake a review of the way contracts and work is
packaged/bundled.
2017/18 Year 2
1. Supplier development programme delivered on time.
2. Identify 12 spend categories and undertake a review of SME
ability to participate by 30 September 2017.
3. Investigate the need and, where appropriate, develop a supply
chain development programme for the high priority sites by 30
September 2017.
2018/19 Year 3
1. Where appropriate, deliver a supply chain development
programme for the high priority sites by 31 March 2018.
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2018/19 Year 3
1. No of suppliers participating in the supplier
development programme annually.
Magnox socio-economic plan
CFP strategic objectives
Version: Draft 1
Magnox strategic
objectives
Site objectives
SMART Targets
Performance measures
2016/17 Year 1
1. For staff in transition, work with Penna to develop support and
workshops on how to start new businesses
2. Investigate whether there is opportunity to work with external
business support agencies to provide support to high priority
sites by 28 September 2016.
2016-18 Years 1-3
1. No. of people who attend a workshops/meeting/access
support annually.
2. Value and number of new or spin off businesses
supported annually via existing Magnox support
schemes..
Ref 1 NDA thematic priority
Employment – with a preference for higher value job creation
Explore opportunities for spin-off
businesses from site.
Work with appointed career
transition specialists ‘Penna,’
(see note 1) to explore
opportunities to encourage the
identification of new or spin off
business.
Work with Penna and employees, to
explore opportunities to encourage the
identification of new or spin off
business.
2017/18 Year 2
1. Evaluate the performance and feedback of support being
made available by 28 February 2017.
2. Explore opportunities to extend support to other sites as they
near closure by 28 February 2017.
2018/19 Year 3
1. Explore opportunities to extend support to other sites as they
near closure by 28 February 2017.
Identify and optimise opportunities
for local resource redeployment,
secondment and training.
Ensure staff are aware of
opportunities for local
redeployment, secondment
and retraining.
Make staff in transition aware of
opportunities for local redeployment,
secondment and retraining
2016/17 Year 1
1. Work with Penna to understand local employers’ skills
requirements by 31 September 2016.
2. Work with Penna to establish a process for making staff in
transition aware of local redeployment, secondment and
retraining opportunities both within the parent companies and
the wider supply chain by 29 July 2016.
3. Work with Penna to establish a Magnox skills database of staff
in transition and local employer’s skills requirements by 30
September 2016.
2017/18 Year 2
1. Annual Resource Plan (anticipated workforce profiles)
published by 31 January 2017.
2. Engage with local stakeholders so that employers have sight
of talent, skills as staff become available, share Annual
Resource Plans and the Magnox skills database by 31 March
2017
2018/19 Year 3
1. Annual Resource Plan published by 31 January 2018.
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2016/17 Year 1
1. No of local employers contacted annually.
2. Process to communicate redeployment, secondment
and retraining opportunities to staff in place on time.
3. Magnox skills/employers database created on time.
2016-18 Years 1-3
1. No of redeployment opportunities offered to staff
annually.
2. No of staff redeployed and seconded locally annually.
3. No of staff in transition attending outplacement
support/workshops annually.
4. No of staff in transition re-skilling annually.
2017-18 Years 2-3
1. Annual Resource plans published on time.
Magnox socio-economic plan
CFP strategic objectives
Version: Draft 1
Magnox strategic
objectives
Site objectives
SMART Targets
Ref 2 NDA thematic priority
Education/skills – both to support decommissioning and clean-up and diversification into other sectors
Develop wide-ranging and
accessible training and reskilling
programmes, including
apprenticeships, to support
workforce transition to suitable
employment.
Consolidate SLCs’ training
programmes and provide a
single training gateway for
SLC staff.
Identify training requirements to the
SLC.
Publicise new training programme and
transition support arrangements.
2. Develop a plan for combining the pre-existing Magnox and
former RSRL training programmes into a single programme
and gateway by 30 September 2016.
Align this with existing Cavendish
Nuclear and Fluor apprentice
schemes to maximise opportunity
and benefit of the nuclear industry.
Align with the NDA and Magnox
people strategy, particularly in
respect to supporting reskilling and
redeployment into other parts of the
NDA estate and where possible,
trying to retain skills and localities.
2016/17 Year 1
1. Create and implement a Talent Management Programme
(TMP) and identify individuals to attend this by 30 September
2016.
2017/18 Year 2
1. Combine the pre-existing Magnox and former RSRL training
programmes, where appropriate, into a single programme by
31 January 2017.
2. Augment single SLC training programme further by exploring
synergies within the parent companies’ training portfolios by
31 May 2017.
Working with Penna, establish
a process for supporting
individuals with their transition
plans and access to transition
support.
Communicate with employees and
trades unions to develop, at the
appropriate time, workforce transition
plans.
2016/17 Year 1
1. Work with Penna to provide access to appropriate information
so that individuals can develop their transition plans i.e.
appropriate resources, templates, and opportunities to transfer
to parent organisations by 29 July 2016.
Enhance workforce transition options
by facilitating opportunities for the
workforce to transition to one of the
parent body organisations.
2. Establish an effective process for facilitating staff to transition
to parent body organisations by 29 July 2016.
Ref 2 NDA thematic priority
Education/skills – both to support decommissioning and clean-up and diversification into other sectors
Work with skills bodies, the
National Skills Academy for Nuclear
(NSAN), local authorities and local
educational establishments to
support community apprentice
programmes and to provide
mentoring and support to supply
chain apprentice schemes.
With PBO support and
guidance. work with skills
bodies, the NSAN, local
authorities and local
educational establishments to
support community apprentice
programmes and to provide
mentoring and support to
supply chain apprentice
schemes.
Work with skills bodies, the NSAN,
local authorities and local educational
establishments to support community
apprentice programmes and to provide
mentoring and support to supply chain
apprentice schemes.
Deliver and establish a process for
transitioning Magnox staff into the
parent body organisations at the
appropriate time, when their work
on the Magnox programme has
concluded.
Develop an appropriate
communications plan for
publicising the opportunities in
the parent body organisations.
Support and deliver the
communications plan for publicising
the opportunities in the parent body
organisations which will include PBO
roadshow, campaigns and intranet
content.
Performance measures
2016/17 Year 1
1. No of individuals identified for the Talent Management
Programme.
2. Plan to create a single SLC training programme and
gateway in place on time.
2017/18 Year 2
1. Single SLC training programme and gateway in place
on time.
2. Parent companies’ training portfolios opened up on
time.
3. No of training opportunities and qualifications aligned
to industry standards created annually.
2016/17 Year 1
1. Evidence of resource support available to staff.
2. PBO transition plan and process in place on time.
3. No of people in transition offered alternative
employment
2016/17 Year 1
1. Identify what industry apprentice programmes exist in Magnox
communities, including PBO schemes by 30 April 2016.
2. Establish relationships with the relevant skills bodies and
identify the support Magnox can provide to external apprentice
programmes by 31 October 2016.
2016-18 Years 1-3
1. Number of industry apprentice-related meetings
attended annually I.e. NSAN.
2016/17 Year 1
1. Deliver an appropriate process for communicating PBO
transition opportunities in the parent body organisations
throughout 2016.
2016-18 Years 1-3
1. No of opportunities made available in the parent
organisation companies annually.
2. Number of apprentice placements taken at Magnox
sites annually.
This will include assessing the impact
of the new government apprenticeship
levy.
2. No of staff offered opportunities in the parent
organisation companies annually
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Magnox socio-economic plan
CFP strategic objectives
Version: Draft 1
Magnox strategic
objectives
Site objectives
SMART Targets
Performance measures
Ref 3 NDA thematic priority
Economic and Social infrastructure, including environmental remediation and improvement and cultural and natural heritage
Support economic and social
infrastructure regeneration
initiatives through targeted use of
the socio-economic fund and SLC
support where appropriate.
Identify economic,
environmental remediation and
social infrastructure projects
that align with NDA policy and
meet funding/prioritisation
criteria.
Identify and support local economic,
environmental remediation and social
initiatives that align with the SLC
strategy.
2. Secure funding for at least one, transformational economic or
social infrastructure project at each high priority site, subject to
appropriate opportunities being submitted, by 31 December
2016.
Support opportunities to divest
land for socio-economic benefit.
Work with local education
establishments to support the
curriculum and raise aspirations.
Identify a programme for
capturing, publishing and
reporting on Magnox STEM
activities/voluntary support.
2016/17 Year 1
1. Work with socio-economic partnerships to identify social
infrastructure projects and opportunities to divest de-licensed
land for socio-economic benefit throughout 2016.
Work with local education
establishments to support the
curriculum and raise aspirations.
Publicise staff volunteering
opportunities and encourage staff to
support appropriate social
infrastructure initiatives.
2016/17 Year 1
1. No/value of social infrastructure projects supported
through the socio-economic fund annually.
2. No of opportunities supported to divest land for socioeconomic benefit annually.
3. Gearing ratio of match funding achieved annually.
4. Socio-economic benefits delivered by the projects
supported measured and reported annually.
2017/18 Year 2
1. Consider if new medium priority sites require a socio-economic
impact assessment report and action plan commissioning,
which can be supported through the socio-economic scheme
via match funding, by 30 April 2017.
2017/18 Year 2
1. No of socio-economic impact assessment
reports/action plans commissioned.
2. Consider if socio-economic partnerships need to be
established at new medium priority sites by 30 April 2017.
2. No of new socio-economic partnership groups
established.
2016/17 Year 1
1. Identify a process for capturing and reporting existing
STEM/voluntary support (online form, booking code, line
manager approval) by 29 July 2016.
2016/17 Year 1
1. Employee volunteering reporting mechanism in place.
2. Identify what resource is needed to support education
activities by 31 March 2017.
2. STEM activity report published on time., which also
includes the STEM activity supported through the
Magnox socio-economic scheme
3. Identify what STEM activities are available locally and
nationally e.g. Business in the Community (BITC), STEMNet,
STEM workshops that require volunteer time or financial
support and agree approach to maximise impact by 30
September 2016.
2017/18 Year 2
1. No of ‘active’ STEM Ambassadors, Nuclear
Graduates and voluntary supporters.
2017/18 Year 2
1. Establish a programme to support the curriculum and
encourage pupils to pursue STEM disciplines by 20
September 2017.
3. No of education visits and STEM initiatives delivered
annually.
2. Publicise staff volunteering and encourage staff to support
appropriate social infrastructure initiatives by January 2017.
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2. No of education support programmes in place.
4. No of collaborative STEM activities supported
annually e.g. Science Fairs, ECITB, NSAN events.
Magnox socio-economic plan
CFP strategic objectives
Version: Draft 1
Magnox strategic
objectives
Site objectives
SMART Targets
Ref 4 NDA thematic priority
Encourage diversification into other industries and sectors, including support for the local supply chain
Encourage diversification and
business development by working
with local economic development
agencies to encourage inward
investment.
Work in partnership with
regional development
agencies and local authorities
to identify opportunities for
inward investment and support
these with appropriate SLC
resource.
Identify and make suitable socioeconomic resources from the site
available to work alongside the lead
stakeholders to secure investment into
the Travel to Work Area.
2016/17 Year 1
1. Identify and attend meetings with all the regional economic
development agencies and local authorities throughout 2016.
2. Work in partnership with regional development agencies and
local authorities to identify opportunities for diversification at
all high priority sites throughout 2016.
2016/17 Year 1
1. Identify and provide suitable resources to support economic
development agencies in their pursuit of inward investment for
all high priority sites throughout 2016.
2017/18 Year 2
2. Identify and provide suitable resources to support economic
development agencies in their pursuit of inward investment for
all medium priority sites throughout 2017.
2016/17 Year 1
1. Identify opportunities to encourage the provision of grants
and loans at high priority sites through the business support
schemes applied by the Marsh Million and Beyond
Chapelcross initiatives throughout 2016.
2017/18 Year 2
1. Implementation of opportunities identified by 30 December
2017.
2018/19 Year 3
1. Identify opportunities to encourage the provision of grants
and loans at new mid priority sites through the business
support schemes like the Dungeness Marsh Million and
Beyond Chapelcross.
Performance measures
2016/17 Year 1
1. No of meetings supported by Magnox.
2. No of opportunities for diversification identified for
high priority sites.
2016/17 Year 1
1. No of inward investment opportunities for high priority
sites identified.
2017/18 Year 2
2. No of inward investment opportunities for medium
priority sites identified.
2016-7 Years 1-2
1. No/value of appropriate funding applications supported
annually.
2. Gearing ratio of match funding achieved.
3. No of new businesses created annually
2016/17 Year 1
1. No of business support scheme opportunities
identified for high priority sites.
2017/18 Year 2
1. No of SMEs supported.
2. Socio-economic benefits delivered by the SME’s
measured and reported annually.
2018/19 Year 3
1. No of business support scheme opportunities
identified for new mid priority sites.
Note 1: Penna - Third party who provides redeployment and outplacement support to staff who are transitioning. This will include, but is not limited to, helping staff develop techniques for coping with change, identify
skills and competencies in demand elsewhere in the organisation or wider.
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Magnox socio-economic plan
4.1.
Version: Draft 1
Site socio-economic objectives
Recognising that the socio-economic development plan needs to focus on those sites
identified as high or medium priority, additional objectives have been identified for these
particular sites. These are in addition to the company-wide objectives outlined in Table 1.
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Magnox socio-economic plan
Version: Draft 1
4.2.1 Bradwell – high priority site
Workforce numbers (as of April 2016):
127 Magnox staff
Socio-economic stakeholders
Maldon District Council
Essex County Council
Bradwell Working Group
Bradwell Legacy Partnership
Bradwell Site Stakeholder Group
Where we were in 2012
 Establishing and developing relationships between the site and key socio-economic
stakeholders.
2012-16 achievements
 £401,168 Magnox socio-economic scheme funding was invested between 201216.
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Bradwell Legacy Partnership established in August 2014
o Magnox awarded £150,000 of NDA socio-economic funding over three years
to support Maldon District Council’s efforts to raise the profile of the Dengie
Peninsula, attracting tourism and new investment that will benefit the whole
community.
o The funding was invested to enable engagement of consultants where
appropriate to carry out feasibility studies, produce specific reports and
business plans as and when projects are identified. It is also to enable the
work of the Bradwell Legacy Partnership.
o A Bradwell socio-economic impact assessment has been undertaken and an
action plan is now in place.
o Free Business Support has been offered in the Maldon District at various
venues in the area to encourage business development, diversification and
potential new businesses.
o Discussions are also currently ongoing to investigate the development of the
tourism offer in the area, working alongside a number of partners and
representatives from the industry.
Projects awarded Magnox socio-economic scheme funding over £10k
Fiscal
Year
2012/13
2013/16
2015/16
Organisation
Project
West Mersea Town Council
Maldon District Council
Bradwell on Sea Community
Shop
Mersea Island Recreational Park
Bradwell Socio-economic action plan
Bradwell on Sea Community Shop
Total
14
Funding
awarded
£50,000
£150,000
£25,000
£225,000
Magnox socio-economic plan
Version: Draft 1
And what’s next?
Recognising that the socio-economic development plan needs to focus on those sites
currently identified as high or medium priority, additional objectives have been identified for
this site below. These are in addition to the company-wide objectives outlined in Table 1 on
page 9.
Key area(s) of focus moving forward include:
HIGH PRIORITY SITE - Bradwell
Opportunities / objectives
Continue to work with the Bradwell Legacy Partnership on their plans to mitigate the
impact on the local economy of the future job losses at Bradwell, in alignment with the
outputs from the Bradwell Socio-economic Action Plan and the Maldon District Economic
Prosperity Strategy document. Key areas of focus for the area include:




Tourism
Skills
Business and community support
Business premises
15
Magnox socio-economic plan
Version: Draft 1
4.2.2 Dungeness A – high priority site
Workforce numbers (as of April 2016):
170 Magnox staff
Socio-economic stakeholders
Kent County Council
Shepway District Council
Ashford Borough Council
Rother District Council
Romney Marsh Partnership Group
Dungeness Site Stakeholder Group
Where we were in 2012
 Facilitating the implementation of the Regeneris Socio-economic impact report
recommendations.
 Exploring opportunities for the managed transfer of employees to Dungeness B.
2012-16 achievements
 £1,358,378 Magnox socio-economic scheme funding was invested between
2012-16.

Romney Marsh Partnership Group established in 2012 to deliver the Romney
Marsh Socio-Economic Plan - a new strategy to support the area's economy and
community over the next decade. The plan focuses on:
o highlighting some of the area’s significant economic and social challenges.
o bringing people together and making the most of the excellent projects
already being delivered on Romney Marsh.
o involving local people and giving them more of a stake in their local
community and local economy.
o providing a framework and a strategy to bring new funding into the area
through new projects and new approaches.
Members of the partnership include Kent County Council, Shepway District, Ashford
Borough and Rother District Councils, the NDA and Magnox amongst others.

The Marsh Million Fund was established in 2013. It is a £1 million fund, cofinanced by Magnox/NDA, Kent County Council and Shepway District Council to help
the Romney Marsh develop new job and business opportunities following the
decommissioning of Dungeness A. It offers funding to projects which create jobs and
support growth, delivered through a Business Loan Fund (making small-scale loans
directly available to start-ups and small businesses) and an Economic Projects Fund
offering grant or loan support for training, provision of business workspace and
potentially some environmental improvement schemes where the economic benefits
can be clearly demonstrated. The three-year scheme is administered by Kent County
Council (KCC).
Marsh Million Loan Scheme launched in 2013 offering interest free loans from
£2,500 to £50,000.
o As of April 2016, 27 loan applications have been approved totalling £368,443
creating 12 jobs.
Marsh Million Economic Projects Scheme launched in November 2014
o 10 successful grant applications totalling £476,270 were approved creating 9
jobs in the first instance.
16
Magnox socio-economic plan




Version: Draft 1
The Marsh Community Garden: Training and Skills Development, Kent Wildlife
Trust (2012/13). The project’s aim was to develop a partnership of local
communities, landowners and agencies in both Kent and Sussex to conserve the
distinctive heritage, landscape and biodiversity of the Marsh, while at the same time
providing new employment and businesses opportunities for local people. Through
the support of the ‘Reaching Communities’ Funding and Magnox/NDA funding they
have been able to offer their volunteers accredited training in subjects such as
horticulture and countryside skills through the RSWT ‘AQA’ scheme.
Outputs included:
o Around 300 volunteers participated in the project
o 19 people gained AQA (independent education charity) qualifications and
continue to be involved with the project.
o 6 formal workshops were held with at least 120 participants.
o Other informal sessions were also well attended.(2012)
o
New Romney Business Incubator Centre £99,709 over three years. Based in one
of the Romney Resource Units in New Romney it opened in May 2014 to give
support to residents of the Romney Marsh who are looking to set up business and
become self-employed. Offering office space, hot-desking facilities, a business
address, admin support and professional business support as well as meeting space.
The seven business spaces available for 12 months to support fledgling businesses
have been fully occupied since it was opened and has a waiting list. It employs two
apprentices and also facilitates Business Support/Training. This is also signposted
via the Marsh Million for new businesses who receive loans as well as through the
Romney Marsh Partnership Group Co-ordinator.
Apprenticeships on the Marsh awarded £43,000 from the Magnox socio-economic
scheme (2014) which resulted in several apprenticeships being achieved and
individuals now employed because of the qualifications and skills gained. The Marsh
Academy Community Hub continues to support the apprenticeship programme on
the Romney Marsh and helps young people find opportunities to gain an
apprenticeship within local organisations. The Marsh Academy has four assessors
trained to develop and deliver apprenticeships in the Academy and have continued to
employ apprentices and also local young Teaching Mentors.
Projects awarded Magnox socio-economic scheme funding over £10k
Fiscal
Year
2012/13
2013/14
2013/14
2013/14
2014/15
2015/16
Organisation
Kent County Council
Romney Marsh Partnership
Shepway District Council
The Marsh Academy
Project
No applications
Marsh Million Fund
Romney Marsh Co-ordinator
New Romney Business Incubator Units
Sub total
Apprentices on the Marsh
Sub total
No applications
Sub total
Total
17
Funding
awarded
£0
£500,000
£120,000
£99,709
£719,709
£43,000
£43,000
£0
£0
£762,709
Magnox socio-economic plan
Version: Draft 1
And what’s next?
Recognising that the socio-economic development plan needs to focus on those sites
currently identified as high or medium priority, additional objectives have been identified for
this site below. These are in addition to the company-wide objectives outlined in Table 1 on
page 9.
Key area(s) of focus for Magnox moving forward include:
HIGH PRIORITY SITE – Dungeness
Opportunities / objectives
Work with the Romney Partnership Group to support it becoming a sustainable entity,
recognized as a vehicle for stimulating business growth on Romney Marsh.
Assess the impact of the larger projects to evaluate their effectiveness.
18
Magnox socio-economic plan
Version: Draft 1
4.2.3 Hunterston A – high priority site
Workforce numbers (as of April 2016):
146 Magnox staff
Socio-economic stakeholders
Scottish Government
North Ayrshire Council
Scottish Enterprise
Irvine Bay Regeneration Company
Hunterston Site Stakeholder Group
North Ayrshire Hunterston Regeneration Steering Group
Where we were in 2012
 Supporting the Hunterston Steering Group to develop.
 Exploring opportunities for the managed transfer of employees to Hunterston B.
2012-16 achievements
 £756,440 Magnox socio-economic scheme funding was invested between 201216.

Marine Biological Station at Millport. The UK’s oldest marine research centre reopened after the NDA joined new funding partners to ensure its long-term future. In
July 2015 a £300,000 cheque was presented from the Magnox Socio-Economic
Scheme for Phase Two of the Project. The NDA’s £300,000 award is part of a £4
million package for Millport Field Centre, on the small island of Cumbrae, North
Ayrshire, which lies just across the water from the NDA’s decommissioning site
Hunterston creating 4,000 training opportunities and 20 new jobs. An additional 8
jobs will be safeguarded and £300,000 economic benefit delivered to the local
economy.

Ardrossan Quayside Offices. In August 2014 £375,000 was awarded, funded by
Magnox/NDA to provide the final piece of a financial jigsaw to develop a £3 million
project to provide office accommodation at Ardrossan Quayside. The project is one of
a suite of projects being developed by Irvine Bay Regeneration Company to
regenerate Ardrossan. The high quality, 2,000 sqm three-storey building will house
offices on the upper two levels, with the ground floor also flexible for a restaurant,
retail or leisure use. Anticipated outputs include:
o attract new businesses into the area
o create 110 full time equivalent jobs
o deliver additional £2.5m per annum to local economy

West Kilbride Community Centre’s west wing development (2012/13) was
awarded £20,000 Magnox/NDA funding towards their project. The project involved
the restoration, reconfiguration and refurbishment of the first and second floors of the
East Wing of the Community Centre to provide a fitness suite and dance suite. The
project also significantly improved disabled access and provided new changing and
toilet facilities for users. 20 jobs were created or safeguarded.
19
Magnox socio-economic plan
Version: Draft 1
Projects awarded Magnox socio-economic scheme funding over £10k
Fiscal
Year
2012/13
Organisation
Project
West Kilbride Community Centre
West Wing Development
Sub total
Ardrossan Quayside Offices
Sub total
Marine Biological Station at Millport
2013/14
Ardrossan Quayside Offices
2014/15
Field Studies Council
Sub total
2015/16
No applications
Sub total
Total
Funding
awarded
£20,000
£20,000
£375,000
£375,000
£300,000
£300,000
£0
£0
£695,000
And what’s next?
Key opportunities on the horizon include:
Youth Employment Scheme (YES) (2015). NDA is providing £250,000 towards the
£1M North Ayrshire Youth Employment Support (YES) Project. The project has been
designed, with business community’s involvement and guidance, to provide new
opportunities for unemployed young people (16-24) of North Ayrshire. The
innovative three year pilot programme will work with employers to ensure that the
young people accessing employment opportunities have the attitude and skills
required to sustain employment. The YES project will target key sectors in the local
economy, beginning with hospitality and moving onto engineering/manufacturing,
care and retail. Target outputs for the project include:
o 125 young unemployed people supported by the project.
o 100 young people progressed onto a wage subsidised job.
o 75 local companies supported.
o 70 young people placed in sustainable employment.
o 20 young people moved on to other positive outcomes.
o 100 new jobs created within the local economy
o £647,010 generated within the local economy.
Key area(s) of focus for Magnox moving forward
Recognising that the socio-economic development plan needs to focus on those sites
currently identified as high or medium priority, additional objectives have been identified for
this site below. These are in addition to the company-wide objectives outlined in Table 1 on
page 9.
HIGH PRIORITY SITE – Hunterston A
Opportunities / objectives
Work with North Ayrshire Hunterston Economic Steering Group to mitigate the impact on
the local economy of the future job losses at Hunterston A.
20
Magnox socio-economic plan
Version: Draft 1
4.2.4 Trawsfynydd – high priority site
Workforce numbers (as of April 2016):
156 Magnox staff
Socio-economic stakeholders
Welsh Government
Gwynedd County Council
Menter Môn
North Wales Economic Ambition Board
Trawsfynydd Oversight Group
Traws-Newid
Snowdonia National Park Authority
Snowdonia Enterprise Zone Board
Grŵp Llandrillo Menai
Trawsfynydd Site Stakeholder Group
Where we were in 2012
 Looking to support development agencies to progress projects focussed on tourism
development, low carbon generation and the future use of NDA assets.
 Implementing the Shaping the Future project to support Trawsfynydd and Wylfa sites’
employees and contractors to develop their skills and engage in career transition
planning activities.
2012-16 achievements
 £816,334 Magnox socio-economic scheme funding was invested between
2012-16.

Gwynedd Arloesi LEADER programme (2015) Menter Môn Ltd, a third sector not
for profit company set up to develop the economy of Anglesey and Gwynedd was
awarded £285,000 funding from Magnox to deliver Gwynedd’s Local Development
Strategy through the Gwynedd Arloesi project. The programme will support small and
medium-sized enterprises growth, business community development and economic
diversification. A £4.335 million EU LEADER programme bid to deliver this project
has also been approved in principal. The EU LEADER programme supports
innovative solutions to the long-term challenges facing rural economies.

Antur Stiniog ‘Y Siop’ Blaenau Ffestiniog (2013-2015). A £40,000 contribution
towards the £372,200 cost of acquiring and refurbishing a three unit commercial
building in a prime location adjacent to the railway station. A tourist information point,
art gallery, outdoor clothing and mountain bike accessory/parts shop have been
created. Outcomes included:
o 4 new jobs
o 18 training opportunities in the retail/customer service sector in partnership
with Coleg Meirion Dwyfor
o 30 work experience placements for local secondary school pupils
o £300,000 local supply chain spend
o 1 new enterprise created

Gwesty Seren, Llan Ffestiniog. In 2013/14, £50,000 Magnox scheme contribution
towards the £836,761 cost of developing a former residential care home into a 3 star,
ten bedroom hotel for people with learning difficulties, their families and carers.
Outcomes included:
21
Magnox socio-economic plan
o
o
o
o
o
Version: Draft 1
12 new jobs
34 work experience placements within the hospitality and care sectors in
partnership with Coleg Meirion Dwyfor
2 ‘GO Wales’ graduate employment opportunities
£750,000 local supply chain spend
1 new business created

Snowdonia Enterprise Zone established by the Welsh Government in 2012 with the
aim of encouraging the development of a hub for innovative low carbon technology
enterprises and associated research and development uses. It includes two sites:
one centred on Trawsfynydd site and another at Snowdonia Aerospace Centre.

Coleg Meirion Dwyfor, Dolgellau (2013-2015). A £360,000 contribution towards
£4.5m investment to provide training facilities at ‘CaMDA’ engineering and built
environment skills centre on the Marian Mawr Industrial Estate. The centre is a key
resource in responding to Snowdonia Enterprise Zone skills requirements and
meeting the needs of young people and employers in the Meirionnydd area and
beyond. Outcomes included:
o 700 training opportunities for 14-19 year old learners
o 250 training opportunities for Adult learners
o Ongoing discussions regarding opportunities for Magnox employees to gain
employment at CaMDA.

Shaping the Future project (2012-15) aimed to improve the skills and adaptability
of the 1,200 employees of Wylfa and Trawsfynydd nuclear power stations, to mitigate
the closure of these facilities over the next five to seven years. The project supported
career transition into non-nuclear sectors of the knowledge economy in Wales,
focusing on the Welsh Government's target industry sectors and Enterprise.
o 1402 people signed up to develop their skills and prepare for the future.
o 775 people engaged in career transition planning activities
o 494 gained qualifications or certified learning outcomes

Trawsfynydd Transition programme Phase 2 (2012-2015). In 2010, a partnership
project was established between the NDA, Gwynedd Council, Welsh Government
and Natural Resources Wales to address the development of Trawsfynydd Site,
especially considering the future loss of high quality employment on site. The project
total cost was £855,000, of which £445,000 was NDA funded,
The Trawsfynydd Transition Programme worked to investigate and develop future
opportunities for the site. The scheme is now entering into its second phases.
Outcomes to date include:
- Developing the leisure offer afforded by the lake, including the completion of a
full-loop cycle path, and supporting the renovation of the former site social club
into a lakeside cafe and outdoor pursuits centre.
- Developing a bid to include the site in Welsh Government’s Enterprise Zone
programme, resulting in the establishment of Snowdonia Enterprise Zone in
2012.
- Supporting the work to develop the site in the longer term, including:
o Commissioning significant studies and technical site appraisals
o Using the information gained to engage with key developers, industry
bodies and academics to promote the site for future innovative
development opportunities, with a key emphasis on the creation of high
value jobs
22
Magnox socio-economic plan
Version: Draft 1
Projects awarded Magnox socio-economic scheme funding over £10k
Fiscal
Year
2012/13
Organisation
Project
Coleg Meirion Dwyfor
CaMDA
Sub total
Y Siop, Blaenau Ffestiniog
Gwesty Seren, Llan Ffestiniog
Llwyddon Lleol (Anglesey & Gwynedd)
National Eisteddfod 2014, Meirionnydd
Sub total
Bryncrug Business Centre
Trawsfynydd Lake Development Phase II
Sub total
Digital cinema project
Y Traeth Skills Academy
Sub total
Total
2013/14
Antur Stiniog
Gwesty Seren Cyf
Gwynedd County Council
Urdd Gobaith Cymru
2014/15
Bryncrug Community Centre
Prysor Angling Association
2015/16
2015/16
Cellb
Porthmadog Football Club
Funding
awarded
£360,000
£360,000
£40,000
£50,000
£36,000
£35,000
£161,000
£14,459
£25,825
£40,284
£21,280
£40,373
£61,563
£622,847
And what’s next?
Recognising that the socio-economic development plan needs to focus on those sites
currently identified as high or medium priority, additional objectives have been identified for
this site below. These are in addition to the company-wide objectives outlined in Table 1 on
page 9.
Key area(s) of focus for Magnox moving forward include:
HIGH PRIORITY SITE - Trawsfynydd
Opportunities / objectives
Work with Gwynedd County Council, Welsh Government and regional partners regarding
future socio-economic interventions for North West Wales to mitigate impacts of end of
work at Trawsfynydd and end of generation at Wylfa.
23
Magnox socio-economic plan
Version: Draft 1
4.2.5 Wylfa – high priority site
Workforce numbers (as of April 2016):
494 Magnox staff
Socio-economic stakeholders
Welsh Government
Isle of Anglesey County Council
Menter Môn
North Wales Economic Ambition Board
Grŵp Llandrillo Menai
Wylfa Site Stakeholder Group
Where we were in 2012
 Continuing our involvement in the community to build a skills base in readiness for
new nuclear build and exploring the potential for the managed transfer of staff to
Wylfa Newydd.
 Implementing the Shaping the Future project to support Trawsfynydd and Wylfa
Site’s employees and contractors to develop their skills and engage in career
transition planning activities.
2012-16 achievements
 £671,926 Magnox socio-economic scheme funding was invested between
2012-16.

Mentor Môn Morlais- (2015-17) awarded £300,000 Magnox socio-economic scheme
funding to support developing a marine energy hub at Morlais - West Anglesey
Demonstration Zone. Menter Môn was appointed third party manager of one of six
seabeds leased by the Crown Estate to accelerate wave and tidal energy technology
development. The Anglesey zone was selected for its tidal energy resource and
access to the required infrastructure such as Holyhead port and potential grid
connections. The 37 square kilometre zone will be sublet to global marine energy
developers to support the demonstration of up to ten underwater turbine installations
with a cumulative renewable energy production capacity of 120MW – enough to
power 25,000 homes.

Môn Communities First (Môn CF), journey to work (2015) - Magnox has awarded
over £99,000 to Môn CF’s Vocational Training Academy in Holyhead, which provides
practical, hands-on vocational training for people who are the furthest away from
employment. Môn CF will use the funding to become Anglesey’s only Construction
Skills Certification Scheme test centre and Construction Plant Competence Scheme
accredited centre. The funding will also be used to develop a driving programme
offering practical driving lessons and theory test training to committed trainees who
have completed their vocational training and are almost ready for work.

Shaping the Future project (2012-15) aimed to improve the skills and adaptability
of the 1,200 employees of Wylfa and Trawsfynydd nuclear power stations, to mitigate
the closure of these facilities over the next five to seven years. The project supported
career transition into non-nuclear sectors of the knowledge economy in Wales,
focusing on the Welsh Government's target industry sectors and Enterprise.
o 1402 people signed up to develop their skills and prepare for the future.
o 775 people engaged in career transition planning activities
o 494 gained qualifications or certified learning outcomes
24
Magnox socio-economic plan
Version: Draft 1

£20.1m Welsh Government/EU funding to develop Llangefni Industrial Estate,
regenerate Holyhead and the Menai Science Park, Gaerwen (2014).

Anglesey Council Enabling Projects – Energy Island Programme (EIP) (2012present). The Anglesey Energy Island vision hopes to create jobs through both
nuclear and renewable energy projects. NDA Socio-economic funding to the sum of
£300,000 capital funding was awarded to the EIP. This has helped progress key
elements of the EIP including:
o developing a labour force with the skills to take advantage of future
employment opportunities;
o maximising local supply chain opportunities;
o encouraging behavioural change
o and improving local awareness and aspirations.
£180,000 revenue funding was also awarded to employ a Project Commissioning
Officer for three years.

Anglesey Enterprise Zone created (2013) across 13 sites focussing on energy,
environment and science.

Cwmni Prentis Menai apprentices (2012). Magnox’s Wylfa site supported taking on
8 apprentices from Cwmni Prentis Menai.

Magnox Learning & Development Centre (2012) transferred to Canolfan Ynni at
Coleg Menai’s Llangefni campus creating 1 spin-off business and safeguarding
employment for 10 Wylfa employees.

£8.7m project to regenerate Holyhead, Llangefni and Amlwch Port (2010)
Projects awarded Magnox socio-economic scheme funding over £10k
Fiscal
Year
2012/13
Organisation
Project
Anglesey County Council
Energy Island Apprentices
Sub total
Vocational Training Academy Joinery Skills
Programme
Ysgol y Môr Phase II (Anglesey & Gwynedd
)
Sub total
Anglesey Cycling Festival
Llanfechell Community Shop and Post
Office
Sub total
Infrastructure improvements
2013/14
Môn Communities First
2013/14
North Wales Watersports
2014/15
2014/15
Anglesey County Council
Menter Mechell
2015/16
Anglesey Agricultural
Showground
Menter Mon Morlais
Mon Communities First
2015/16
2015/16
Tidal Energy Development
Mon Communities First - Driving Skills
Programme and Construction Skills Test
Centre
Sub total
Total
25
Funding
awarded
£16,000
£16,000
£140,533
£32,970
£173,503
£60,000
£21,754
£81,754
£40,000
£300,000
£99,282
£439,282
£710,539
Magnox socio-economic plan
Version: Draft 1
And what’s next?
Key opportunities on the horizon include:
 £120m Land & Lakes holiday village, Penrhos, which is expected to create 600 jobs
 £600m Lateral Power Biomass Plant , Penrhos, which is expected to create 400 jobs
 £8bn Hitachi Wylfa Newydd Nuclear Power Station, which is expected to create
5,000 jobs during construction phase, 1,000 thereafter.
 Off shore marine development opportunities
 Enterprise zone developments and infrastructure enhancements
Key area(s) of focus for Magnox moving forward
Recognising that the socio-economic development plan needs to focus on those sites
currently identified as high or medium priority, additional objectives have been identified for
this site below. These are in addition to the company-wide objectives outlined in Table 1 on
page 9.
HIGH PRIORITY SITE – Wylfa
Opportunities / objectives
Work with Anglesey Council, Welsh Government and regional partners regarding future
socio-economic interventions for North West Wales to mitigate impacts of end of work at
Trawsfynydd and end of generation at Wylfa.
26
Magnox socio-economic plan
Version: Draft 1
4.2.6 Chapelcross – medium priority site
Workforce numbers (as of April 2016):
225 Magnox staff
Socio-economic stakeholders
Scottish Government
Dumfries & Galloway Council
Scottish Enterprise
Corridor Regeneration Steering Group (CoReS)
Chapelcross Site Stakeholder Group
Annan Regeneration Steering Group
Gretna Regeneration Steering Group
Chapelcross Site Stakeholder Group
Where we were in 2012
 Supporting the effective management of the five year Beyond Chapelcross transition
project through ongoing engagement with the CoReS group.
2012-16 achievements
 £176,702 Magnox socio-economic scheme funding was invested between
2012-16.

Beyond Chapelcross project. 5-year, £1.2m programme launched in 2012.
Managed by Magnox in partnership with local delivery organisations Dumfries &
Galloway Council, Princes Trust Youth Board etc.. Key objectives include:
o
o
o
o
Enhance existing loans and grants schemes for start-up/growing businesses
with new business advice based in Gretna-Lockerbie-Annan corridor
Support members of Chapelcross workforce whose jobs are at risk into local,
alternative employment
Unlock £9m of regeneration projects in Gretna, Lockerbie and Annan
Early success in supporting business start-ups and expansion
Key achievements to date include:
o 159 businesses receiving intensive support
o 90 new business start-ups
o 51 new jobs created

Annan Industrial park (2012 – present) – Scottish Enterprise, the Nuclear
Decommissioning Authority and the European Regional Development Fund worked
together to create a £4.5million industrial park in Annan and develop business units
in Annan and Gretna.

Chapelcross Site Development Framework, Marketing Strategy and Economic
Baseline (2014/15). This project is concerned with the production of a Development
Framework to enable the re development of the Chapelcross site into a location for
significant new sustainable employment opportunities. The project will also see the
production of an Economic Baseline and Marketing Strategy and Action Plan. The
key targets include:
o
the creation of new high value and sustainable employment opportunities,
high quality and well planned development,
27
Magnox socio-economic plan
o
Version: Draft 1
bring forward an initial 58 ha of brownfield land for development and improved
local economic infrastructure in terms of sites, premises and access.
Projects awarded Magnox socio-economic scheme funding over £10k
Fiscal
Year
2012/13
2013/14
2014/15
Organisation
Project
Dumfries & Galloway Council
No applications
No applications
Chapelcross Site Masterplan
No applications
Total
Funding awarded
£0
£0
£20,000
£0
£20,000
And what’s next?
Key area(s) of focus for Magnox moving forward
Recognising that the socio-economic development plan needs to focus on those sites
currently identified as high or medium priority, additional objectives have been identified for
this site below. These are in addition to the company-wide objectives outlined in Table 1 on
page 9.
MEDIUM PRIORITY SITE - Chapelcross
Opportunities / objectives
Work with the Corridor Regeneration Steering (CoReS) Group to mitigate the impact on
the local economy of the future job losses at Chapelcross.
4.2.7 Hinkley Point A – medium priority
site
Workforce numbers (as of April 2016):
162 Magnox staff
Where we were in 2012
 Implementing the managed transfer of staff
agreement with EDF Energy.
2012-16 achievements
 £87,756 Magnox socio-economic scheme funding was invested between
2012-16.
 The Changing Life Opportunities enabled over 120 training opportunities and
volunteer opportunities for individuals to help support young people in the area. It
also gave over 1,200 work related experiences to students from local schools whilst
working with numerous local businesses in the area.
 The Spaxton Community Shop were supported in buying equipment for their shop
once it had been built which in turn offers some employment and a number of
volunteer placements in running the shop to support the immediate communities and
others in the area.
28
Magnox socio-economic plan
Version: Draft 1
Projects awarded Magnox socio-economic scheme funding over £10k
Fiscal
Year
2012/13
2013/14
2015/16
Organisation
Project
Bridgwater Education Trust
Spaxton Community Shop
Changing Life Opportunities
Development project
No applications
Total
Funding awarded
£37,550
£20,000
£0
£57,500
4.2.8 Winfrith – medium priority site
Workforce numbers (as of April 2016):
182 Magnox staff
Socio-economic stakeholders
Purbeck District Council
Dorset County Council
Winfrith Site Stakeholder Group
Bridgwater/Weymouth College
Dorset Local Enterprise Partnership (LEP)
Winfrith Site Stakeholder Group
Where we were in 2012
Prior to 1 April 2015, when the Winfrith and Harwell sites (previously known as Research
Sites Restoration Limited (RSRL)) were relicensed to Magnox, the two sites ran a small
community programme at each site. Each site contributed £5,000 to help improve the local
communities. The main strands of these community activities were:

donations to local groups and charities reflecting themes such as the environment,
youth, sport and culture

support for local schools through gifts in kind, for example computer equipment and
resources
2012-16 achievements
 Dorset LEP’s Strategic Economic Plan, ‘Transforming Dorset’, was submitted in
March 2014 and was used for negotiations with Government on the Dorset Growth
Deal. Dorset LEP was awarded £66.4 million from the Local Growth Fund in July
2014, with a further £12.6 million awarded in January 2015 - bringing the total to £79
million.

From April 2014 to April 2015, the Winfrith site awarded £5,000 good neighbourhood
funding to over 30 groups. The groups supported ranged from a community flag
making event to help towards the local school swimming pool refurbishment.

From April 2015, since becoming Magnox, RSRL sites have joined the Magnox socio
economic scheme which has enabled the local community to apply for larger
amounts of money to support sustainable projects.
29
Magnox socio-economic plan
Version: Draft 1
And what’s next?
Key area(s) of focus for Magnox moving forward
Recognising that the socio-economic development plan needs to focus on those sites
currently identified as high or medium priority, additional objectives have been identified for
this site below. These are in addition to the company-wide objectives outlined in Table 1 on
page 9.
MEDIUM PRIORITY SITE – Winfrith
Opportunities / objectives
Identify socio economic leads at local councils and at the Dorset LEP and work with them
to identify potential socio-economic projects which would benefit the local area.
30
Magnox socio-economic plan
Version: Draft 1
4.2.9 Berkeley, Harwell, Oldbury, Sizewell A – low priority sites
Low priority sites are typically supported at good neighbour level (applications up to £1,000),
but this isn’t exclusive and a number of mid to high applications have been awarded in
recent years.
The following provides a summary of the support that has been awarded in recent years.
Applications will continue to be considered on a case by case basis by their own merit and
alignment with the Magnox socio-economic criteria.
Berkeley – low priority site
Workforce numbers (as of April 2016):
134 (site) /385 (Berkeley centre) Magnox staff
Where we were in 2012
 Supporting Energy Severn Vale’s aspiration to
bring the different parts of the nuclear industry
together and develop a skills base.
2012-16 achievements
 £64,918 Magnox socio-economic scheme funding was invested between
2012-16.

The projects have resulted in a number of people finding work due to the support
given and many people attended training sessions to enhance their skills in
supporting the communities and community events.
o During 2014/15 two STEM projects were supported across a number of
schools in the area with support from Magnox Graduates; over the weeks that
this took place around 400 children took part in workshops to develop their
interest in science subjects.

Business in the Community - Rednock School, Dursely. Established in 2013/14,
Magnox has been involved in a partnership with Rednock School in Dursley providing
STEM support to the school’s curriculum. This support has involved mentoring sixth
form students and providing STEM ambassadors to help student plan for their future
careers, sharing business knowledge, procedures and best practice and advice.

South Gloucestershire and Stroud College (SGS) Green Skills Training Centre
(2015). Part of Berkeley Centre, which adjoins the Berkeley decommissioning site, is
being transformed into an engineering training centre for young people, after £5
million funding was announced by the Government. In a pioneering use of some of
the NDA-owned ex-research facilities, South Gloucestershire and Stroud College will
refurbish an old rig hall and a range of office buildings to create a state-of-the-art
campus providing training in the renewable energy and nuclear sectors. Large
investment to develop the site into a prestigious further education establishment to
meet the needs of businesses in South Gloucestershire and Bristol by training people
locally. Having applied to Magnox for equipment for the machine shop, the
application was successful with the NDA deciding to fund this project directly for
£206,792.
31
Magnox socio-economic plan
Version: Draft 1
Projects awarded Magnox socio-economic scheme funding over £10k
Fiscal
Year
2015/16
Organisation
Project
Funding awarded
No applications
£0
Harwell – low priority site
Workforce numbers (as of April 2016):
178 Magnox staff
Where we were in 2012
 Harwell Innovation and Science Park
development
 Prior to 1 April 2015, when the Harwell and
Winfrith sites (previously known as Research
Sites Restoration Limited (RSRL)) were
relicensed to Magnox, the two sites ran a small community programme at each site.
Each site contributed £5,000 to help improve the local communities. The main
strands of these community activities were:
o donations to local groups and charities reflecting themes such as the
environment, youth, sport and culture
o support for local schools through gifts in kind, for example computer
equipment and resources
2012-16 achievements
 Harwell Innovation and Science Park development continues to expand
(established in 2000) and now over 5000 people are part of this fast-growing
community, working in some 200 organisations that focus on a range of commercial
applications including healthcare, medical devices, space, detector systems,
computing, green enterprise and new materials.

25% of the original Harwell licensed area has now been delicensed (2014),
which equates to around 30 football pitches. One area lies on the Eastern boundary,
next to land already released for new uses, and it has been identified for building new
science/technology facilities by the Harwell Oxford Campus joint venture, as part of
the Science Vale UK Enterprise Zone.

£5,000 good neighbour level funding (2014/15) reaching approximately 20 groups,
which ranged from donation to a football summer tournament to providing funding for
books for a Primary School library.

Single Magnox socio-economic scheme implemented. From April 2015, since
becoming Magnox, RSRL sites have joined the Magnox socio economic scheme
which has enabled the local community to apply for larger amounts of money to
support sustainable projects.
32
Magnox socio-economic plan
Version: Draft 1
Oldbury – low priority site
Workforce numbers (as of April 2016):
193 Magnox staff
Where we were in 2012
 Exploring the potential for the managed transfer
of employees with new nuclear build developer
Horizon Nuclear Power.
2012-16 achievements
 £67,214 Magnox socio-economic scheme funding was invested between
2012-16.
 This has created skills development in music and STEM subjects for dozens of
young people in the area. There was also support for the volunteer sector to improve
their social media skills to help publicise their charities and highlight fundraising
events.
Projects awarded Magnox socio-economic scheme funding over £10k
Fiscal
Year
2012/13
2015/16
Organisation
Project
Bristol Storm Basketball Club
Storming the Streets
No applications
Total
Funding awarded
£15,000
£0
£15,000
Sizewell A – low priority site
Workforce numbers (as of April 2016):
191 Magnox staff
Where we were in 2012
 Implementing the managed transfer of staff
agreement with EDF Energy.
 Establishing relationships between the site and
the Energy Coast initiative covering Essex,
Norfolk and Suffolk.
2012-16 achievements
 £39,971 Magnox socio-economic scheme funding was invested between 2012-16.

This included projects to support events in promoting the area to visitors who in turn
boost the local economy.
Projects awarded Magnox socio-economic scheme funding over £10k - none
33
Magnox socio-economic plan
5
Version: Draft 1
Care and maintenance (C & M)
In line with the NDA’s strategy, the appropriateness, availability and level of socio-economic
support for sites as they enter C&M will be agreed on a case by case basis and discussed
with NDA and stakeholders.
The socio-economic support and arrangements as sites move towards and enter C&M will
be assessed and:
 Take in to account each site’s local area, timescales to quiescence.
 Describe what options and support will/will no longer be available.
 Identify the point at which we will engage with stakeholders e.g. ~12mths before the
site’s C&M date.
6
Monitoring and reporting
As part of the development of the three-year rolling socio-economic plan, appropriate
performance measures and reporting arrangements will be agreed with the NDA to track
progress against the objectives and targets outlined in this socio-economic plan.
The socio-economic plan will be reviewed annually as a minimum
.
34
Appendix 1 – Prioritisation matrix
Magnox socio-economic funding prioritisation matrix May 2016
Site
Hunterston A
Chapelcross
Dungeness A
Bradwell
Sizewell A
Oldbury
Berkeley
Hinkley P A
Wylfa
Trawsfynydd
Harwell
Winfrith
Previous Site
Ranking 2012-15
Mid
Mid
High
High
Low
Low
Low
Low
Mid
High
n/a
n/a
Existing workforce profile
as at April 2016
146
225
170
127
191
193
134 site
385 centre
162
494
156
178
182
Care & Maintenance
Interim End State date *1
2022/3
2028
2027
2016-19
2027
2027
2021-22
2025-27
2025-26
2027-28
2027-28
2022-23
2
1
1
3
1
1
2
1
1
1
1
2
84,600
90,200
65,200
37,700
71,100
171,800
35,000
34,300
41,000
74,100
76,800
26,300
9.3%
4.4%
4.9%
3.4%
2.6%
3.6%
3.1%
2.8%
5.7%
5.3%
2.6%
2.5%
3
1
1
1
1
1
1
1
2
2
1
1
£13,546
£17,343
£20,006
£19,585
£20,750
£24,342
£24,342
£19,648
£13,162
£18,608
£30,485
£19,719
3
3
1
2
1
0
0
2
3
2
0
1
3953
6505
4363
6505
9822
32,844
18,085
32,844
13,426
32,844
21,562
32,844
23,249
32,844
11,380
32,844
980
1909
1174
1909
27,839
32,844
18,034
32,844
60.76%
67.07%
29.90%
55.06%
40.87%
65.64%
70.78%
34.64%
51.33%
61.49%
84.76%
54.90%
1
1
3
1
2
0
0
3
2
1
0
2
Glasgow
37 miles
Sellafield
63 miles
Canterbury
36 miles
Chelmsford
25 miles
Ipswich
28 miles
Bristol
20 miles
Bristol
22 miles
Bristol
47 miles
Chester
93 miles
Chester
60 miles
Oxford
15 miles
Southampton
52 miles
2
3
2
1
1
1
1
2
3
3
1
3
£756,440
£250,000
£1,006,440
£176,702
£3,900,000
£4,076,702
£1,358,378
£41,250
£1,399,628
£401,168
0
£401,168
£39,971
£25,000
£64,971
£67,214
0
£67,214
£64,918
£206,782
£271,700
£87,756
£450,000
£537,756
£671,926
£3,870,000
£4,541,926
£816,334
£2,285,000
£3,101,334
£15,000
N/A
£15,000
£15,000
N/A
£15,000
High/Medium priority sites only
Up to £500k = 4 points
Up to £1.5M = 3 points
£1.5 - £3.5M = 2points
Over £3.5M = 0 points
3
0
3
4
N/A
N/A
N/A
N/A
0
2
N/A
N/A
Sub Total
14
9
11
12
6
3
4
9
11
11
3
9
2016 -19 = 3 points
2020 -23 = 2 points
2024 + = 1 point
Working age population 2014
% unemployed 2014-15
7.00% + = 3 points
5.00 - 7.00% = 2 points
Under 5.00 % = 1 point
Regional GVA per head National
Average (NA) £24,958
30-50% below NA = 3 points
20% below NA = 2 points
10% below NA = 1 point
Multiple Index of Deprivation
Ranking 1 being most deprived
Regional %
10-35% = 3 points
35-55% =2 points
55-65% = 1 point
Distance from major employment
Up to 30 miles = 1 point
30 – 50 miles = 2 points
Over 50 miles = 3 points
Magnox/RSRL funding 2012-16 *2
Direct NDA funding 2005-16
Total
Site
Sub Total carried forward
External factors/ opportunities
Hunterston A
Chapelcross
Dungeness A
Bradwell
Sizewell A
Oldbury
Berkeley
Hinkley P A
Wylfa
Trawsfynydd
Harwell
Winfrith
14
9
11
12
6
3
4
9
11
11
3
9
Youth Employment
Scheme
Beyond
Chapelcross
Project
Marsh Million
Fund
Bradwell Socioeconomic impact
assessment
Action Plan
Sizewell C
Oldbury B
Stroud & South
Gloucester
College
Hinkley Point C
Wylfa Newydd
Snowdonia
Enterprise Zone
UK Science Vale
Enterprise Zone
Purbeck Enterprise
Zone
Stroud & South
Gloucester
College
Biomass plant
Irvine Enterprise
Zone
Annan Industry
Park
Chapelcross Site
Development
New nuclear build generating
date
EDF B site C & M date
Total Points
New Site Ranking 2016-19
Romney Marsh
Partnership
Stroud & South
Gloucester
College
Oldbury B
Leisure Village
Small Modular
Reactors
Morlais Tidal
Energy
Snowdonia
Aerospace Centre
Bradwell B
Romney Marsh
Business Centre
Bradwell Power
Station Legacy
Partnership
N
N
N
Not known
2025
Not known
N
2025
2020-25
N
N
N
2023
N
2028
N
2035
N
N
2023
N
N
N
N
14
9
11
12
6
3
4
9
11
11
3
9
Hunterston A
High
Chapelcross
Mid
Dungeness A
High
Bradwell
High
Sizewell A
Low
Oldbury
Low
Berkeley
Low
Hinkley P A
Mid
Wylfa
High
Trawsfynydd
High
Harwell
Low
Winfrith
Mid
* 1 Subject to future funding and validation of the programme by the NDA. *2 including future year commitments for multi-year projects
Magnox Socio-economic Plan 2016-19 site ranking
High priority funding sites (11-15 points)
Bradwell, Hunterston A, Dungeness A, Trawsfynydd, Wylfa
Medium priority funding sites (7-10 points)
Chapelcross, Hinkley Point A, Winfrith
Low priority funding sites (1-6 points)
Berkeley, Harwell, Oldbury, Sizewell A
Data source:
Scotland Index of Multiple Deprivation 2012, Welsh Index of Multiple Deprivation 2014, English Index of Multiple Deprivation 2015 – Lower Super Output Area for site postcode
Office of National Statistics - Regional Gross Value Added NUTS3 Data 2014.
Nomis Official Labour Market Statistics – Working age population (16 – 64) in the site postcode’s County in 2014, % of working age population unemployed January – December 2015
RAC Route Planner
Appendix 2 – Client specification / contract
6.8
Critical Enablers: Socio
Economics: To support the
creation of dynamic,
sustainable local economies
for communities living near
Sites
SOD Reference:
SMS/TS/F4/SOD001
(Version V2 February 2012)
To support the Authority’s Strategy to take account of the socio-economic consequences of its
plans, engaging with agencies for economic development, providing financial support to the
Contractor for socio-economic expenditure and providing direct socio-economic funding support, the
Contractor shall commit sufficient human and financial resources to do the following, to the
Authority’s reasonable satisfaction:
6.8(a) apply the principles and approval systems as previously agreed by the Authority for any
socio-economic support;
6.8(b) work to support the Authority’s socio-economic objectives, as set out in the Authority’s
Socio-Economic Policy, through engagement with the Authority, Local Authorities,
development agencies and other appropriate bodies ensure that three year rolling SocioEconomic Development Plans are prepared in partnership with the Authority, consulted upon
with stakeholders and submitted to the Authority and are in line with the requirements
detailed in the Authority’s Socio-Economic Policy and in the socio-economic section(s) of the
LTP Performance Plan;
6.8(c) prepare, consult upon and publish an annual review of socio-economic performance against
the LTP Performance Plan detailed in 6.8(b) above; the plan should include clear objectives,
desired outcomes, SMART targets and performance measures;
6.8(d) influence, work with and support local and national regeneration/economic development
agencies in the delivery of their objectives through the development and execution of a
complementary socio-economic plan;
6.8(e) prioritise its socio-economic interventions according to both the timescale towards
Quiescence at sites and the prevailing socio-economic conditions in the travel to work area;
6.8(f) Whilst cognisant of 6.8(e) above, plans should consider, as a minimum:
[i] skills retention in localities/skills transition from the sites to jobs in local communities;
[ii] the transfer of learning from the PBO to the Magnox Contractor and the RSRL
Contractor in order to engender a more diversified and skilled workforce;
[iii] apprentice scheme development, including community apprentices;
[iv] optimising the potential/capacity of local supply chains to bid for work from sites;
[v] engagement with local education establishments - supporting curricula and raising
aspirations;
[vi] supporting the spin-out of functions from the sites to the local economy as new SMEs;
and
[vii] re-location of associated staff/offices/businesses within the travel to work area for
individual sites;
6.8(g) communicate with employees and trades unions to develop, at the appropriate time,
workforce transition plans;
6.8(h) develop individual transition plans and transition training/support programmes as appropriate;
6.8(i) work with the supply chain to inform and support them in their own workforce transition plans;
6.8(j) make available to appropriate stakeholder organisations the Annual Resource Plans
produced; and
6.8(k) jointly develop and enter into a stakeholder and Socio-Economic Partnering Agreement with
the Authority to support development and delivery of the Socio-Economic Development Plan.
This agreement will provide clarity on how the parties intend to collaborate and co-operate in
order to deliver stakeholder and socio-economic activity requirements.
6.8.1
SLC Programme
Requirement (Magnox)
Develop plans suited to
Magnox sites
6.8.2
SLC Programme
Requirement (RSRL)
The Contractor shall:
6.8.1(a) prioritise areas for support. The plan(s) prepared and maintained by the Contractor pursuant
to Requirement 6.8 above should take into account:
[i] Magnox socio-economic plans;
[ii] local Socio-Economic Development Plans;
[iii] availability of Authority-owned, proximate land to divest for socio-economic benefit;
[iv] the prevailing socio-economic conditions in each Magnox Site’s locality;
[v] results of local stakeholder engagement;
[vi] skills retention in localities/skills transfer from each Magnox Site to local communities;
[vii] transfer of learning from the PBO to the Magnox Contractor;
[viii]
apprentice scheme development;
[ix] maximising the potential/capacity of local supply chains to bid for work from each
Magnox Site;
[x] engagement with local education establishments, supporting curriculum and raising
aspirations;
[xi] supporting the spin-out of functions from the Magnox sites to the local economy; and
[xii] re-location of associated staff/offices/businesses to locality around the Magnox Site(s).
The Contractor shall:
6.8.2(a) prioritise areas for support. The plan(s) prepared and maintained by the Contractor pursuant,
Develop plans suited to
RSRL sites
to Requirement 6.8 above, should take into account:
[i] local Socio-Economic Development/Regeneration Plans;
[ii] availability of Authority-owned, proximate land to divest for socio-economic benefit;
[iii] the differing stages of each RSRL Site’s life-cycle;
[iv] the prevailing socio-economic conditions in each RSRL Site’s locality;
[v] results of local stakeholder engagement;
[vi] skills retention in localities/skills transfer from each RSRL Site to local communities;
[vii] transfer of learning from the PBO to the RSRL Contractor;
[viii]
apprentice scheme development;
[ix] maximising the potential/capacity of local supply chains to bid for work from RSRL sites;
[x] engagement with local education establishments, supporting curriculum and raising
aspirations;
[xi] supporting the spin-out of functions from each RSRL Site to the local economy; and
[xii] re-location of associated staff/offices/businesses to locality around the RSRL Site(s).