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Building on previous successfully deliveredstrategies, this document sets out the directionfor DRS over the next 20 years. In order to ensurethe long term success of the business, thisstrategy sets out how key nuclear skills andcapabilities will be retained and developed insupport of the NDA mission.
Central to this strategy is the identification ofcomplementary enhancement businesses opportunitiesthat supports long term nuclear capability and delivers asustainable size for DRS to remain as an ongoing andviable commercial organisation that will attract people ofthe highest calibre and provide an environment thatfosters innovation and operational excellence.
The strategy also sets out an intention for DRS to becomethe strategic authority for rail on behalf of the NDA and thedelivery of a sustainable size for DRS throughenhancement business will also ensure that DRS developsa stronger position in the rail industry and as such willprovide greater opportunity for DRS to protect the coremission of delivering rail services for the nuclear industry.
The strategy document contains key themes regardingNuclear Rail Logistics, Enhancement Business andCritical Enablers. This work is underpinned by a ‘deepslice’ analysis of the rail market which identifies keystrategic actions throughout the plan period. Thisstrategy document will be reviewed annually to ensure itremains appropriate.
In line with the approach taken by the NDA, we have
identified strategic themes through which to group our
activities. This approach ensures a focus on our
mission by ensuring that we keep clear sight of
nuclear requirements within every activity undertaken
by DRS. The key themes identified are as follows:
n Nuclear Rail Logistics
n Enhancement Business
n Critical Enablers
We believe that it is important to provide context for
our strategy in regards to the values that should
underpin all aspects of our business dealings and
decision making and as such we have reviewed our
culture and values to determine those that we believe
are essential to the delivery of our mission.
Our Mission: To be the worldleader in safe, secure andreliable nuclear rail logistics insupport of the NDA mission,harnessing a culture ofinnovation, pride, respect andenvironmental awareness whilstproviding value for money onbehalf of the UK tax payer.
3.0 Strategy Overview
DRS Values and Culture
Health & Safety
Resp
ect
Innovation
Pride
Environment
Reliability
Security
Safety first in everything we do.
Security isn’t just a function, it’s an ethos.
No damage to the environment.
Pride in our business, pride in our people.
Be innovators, blue sky thinkers, leading the pack.
100% reliability.Respect for each other.
Critical Enablers
Critical Enabler topics support the DRS mission. They have been identified as the following:
n Health, Safety, Environment and Quality n Security
n People n Asset Management Facilities
n Asset Management Equipment n Technology Systems
3.2 Theme Overview, continued
DRS considers that this strategy has a number of risks associated with it that could prevent or limit the delivery
of it in its entirety. The top 3 risks to delivery of this strategy are seen as:
n A change in the NDA position on DRS ownership.
n A change to NDA strategy in respect of transport.
n A change in Network Rail asset management policy leading to a loss of strategic nuclear railhead facilities.
These have been identified as the top three risks as they are considered to be outside the control of DRS.
3.3 Risks to Delivery of the Strategy
Nuclear Rail Logistics
DRS’ strategy is to provide the NDA with a long-term
capability to meet the lifetime requirements of the
nuclear mission with respect to the provision of rail
logistics services. These services will cover all aspects
of the NDA’s requirements as they change over the
20-year strategic period and will range from the
provision of professional consultancy services,
through to the delivery of world-leading rail logistics
solutions. DRS will develop its reputation in order to
act as an advisor to the UK Government on rail related
logistics matters and will provide services where and if
appropriate to vertically integrate the supply chain.
Enhancement Business
In order to provide the NDA with the long-term
capability in respect of Nuclear Rail Logistics and
recognising DRS’ obligation to provide value for
money for the tax payer, we will deliver an appropriate
portfolio of services into non-nuclear sectors where it
is demonstrated that strict criteria has been met in
relation to retention and enhancement of core skills
and capabilities which are required to fulfil the Nuclear
Rail Logistics mission and where that business meets
other strategic criteria in terms of contract
compliance, risk appetite and return.
3.2 Theme Overview
n Continued support is needed for ownership, strategy, the position of rail transport.
n Ensure that PBOs, SLCs and other subsidiary organisations are encouraged to follow the NDA’s
stated position on rail transportation.
n Support DRS in fulfilling the requirements of being a subsidiary of the NDA and minimise these as far as possible.
current view of the nuclear mission and associated
challenges and opportunities within the strategic
period. Whilst it is recognised that assumptions may
vary over time, they provide a fair representation at the
time of determining this strategy to enable definition of
those skills and capabilities that will be required by
DRS in order to support the NDA long term mission.
In the 5 year near term period the completion of the
MOP together with national nuclear material
movement programmes to support Harwell, Winfrith
and DSRL dominate the rail transport and logistics
requirements. Overlaid on this is the 20 year contract
to support EdFE movement of AGR fuel from stations
to Sellafield. Although not contracted it is assumed
that DRS will discharge NDA obligations with respect
to MOD nuclear transports through the strategic period
and move the nuclear materials from AWE to Sellafield.
Beyond 5 years we enter a period where AGR
stations start to defuel and the requirement for surge
capability and flexible transport solutions similar to
those deployed on MOP will need to be accessible in
order to mitigate the hotel costs of AGR stations that
have come offline. During this time Magnox will be
entering POCO and decisions will be taken regarding
the storage of associated ILW and LLW.
Support for GDF is assumed to be required throughout
the strategic period. This could range from technical
assistance to asset design and planning permission
support. The current planned date for GDF operation
of 2040 means that site preparation activities will also
fall within the strategic period. Should the current 2040
date remain valid site preparation activities will also fall
within the strategic period.
In order to enable this, a retained capability for inter
site rail movements is assumed to be required to
support co location activities. Additionally capability to
provide flexible and innovative rail logistics solutions
will need to be developed as storage strategies evolve
and the definitions of waste types change over time.
Acting in the role of Strategic Authority for rail on behalf
of the NDA, DRS will also manage the long term
capability requirements for the estate providing support
to SLCs in order to maximise efficiencies across the
estate and ensure that key NDA strategic outcomes
and objectives with respect to rail transport are met.
Completion of the NDA rail asset capability review may
identify further opportunities within the Estate for value
for money propositions over the strategic period.
Our Challenge
The core challenge for DRS is that the requirement for
nuclear services is variable over time. To meet this
challenge DRS will need to sustain commercially viable
business in order to maintain and develop further
critical UK Nuclear rail transport capabilities in support
of the NDA UK Nuclear Mission. This will require key
capability areas such as; people and skills; technology,
equipment and fleet; paths and route access; culture
to sustain long-term resilience and capability.
In order to achieve this DRS has analysed these
capabilities further and categorised them into the two
core capability strands; core capabilities which are
built up over time and not easily replicated and
supplemental capabilities that add value to the core
but could be replicated. Enabling capabilities such as
Finance and HR that are essential but easily replicated
have been excluded from the table opposite.
Strategy
Our strategy is to retain and develop key nuclear rail
skills and capabilities to support the NDA mission
through the strategic period.
Where necessary we will additionally enhance our
skills and capabilities in order to meet the changing
needs of the mission over time.
We will seek to deliver value for money for the UK tax
payer by effectively managing peaks and troughs in
the NDA demand profile through establishing a
sustainable size of selective commercial propositions
in other complementary market sectors.
4.0 Nuclear Rail Logistics
Our Objective: Security of supply for nucleartransport over the strategic period is our primaryfocus and all other strategic themes support orenable the delivery of this.
n Level 1 paths retention. n Cranes / infrastructure ancillary equipment.
n Extension of rights and paths to meet n Nuclear security (physical).new requirements.
n Specialist Equipment.
n Railhead/Marshalling Facilities.
n Official Sensitive network.
Managerial Systems
(Systems for the Management of Operations)Core Challenges Supplemental Challenges
n Licence to move (ONR/ORR). n Geographical engineering reach.
n Surge ability (Peak Demand). n Concept to delivery, in house capability.
n Nuclear Wagons/Asset Design and Homologation.
Skills and Knowledge Core Challenges Supplemental Challenges
n Specialist Nuclear Industry knowledge n Legal understanding (nuclear flow down) (materials, engineering, critical activities). Insurance, e.g. the Paris Convention.
n DGSA – nuclear materials trained. n Operational Security Training.
n Emergency response and planning. n Relationships/credibility with external
n Transport Integration stakeholders.
Values and Norms Core Challenges Supplemental Challenges
n ‘Nuclear First’ culture. n Attraction and retention of Key Staff.
n Flexibility to manage the changing needs of the mission.
Further to the above requirements, DRS intend to develop as a
Strategic Rail Authority and manage the risks of capability
retention and other key transport functions on behalf of the NDA.
To satisfy and support the NDA and DRS’ mission it
is vital to maintain a UK wide capability that will allow
DRS to maintain a technology-leading fleet of
locomotives, in house engineering and maintenance
capability, strategically located maintenance and
traincrew depots as well as the skills and
competencies of our employees.
Therefore an analysis of each sector in which DRS
operates has been conducted along with a
demonstration of how these activities feed directly into
our ‘Nuclear First’ approach. Through this analysis
DRS can arrive at and maintain a sustainable size of
commercially viable business to deliver this capability.
Our Strategy
Present and upcoming opportunities will be
evaluated with consideration to the short-term,
medium-term and long-term prospects that the
opportunities offer to maintain or enhance the
identified nuclear capabilities.
The bid/no bid decision for non-nuclear business will
incorporate an overview of capabilities required to
maintain work streams that DRS may need to
consider for its nuclear business. In terms of capacity,
an assessment of the future potential UK Nuclear
activities will allow DRS to organise the business
around an anticipated intensification in workload or
predicted increase/decrease in capability
requirements. This analysis will inform the strategy for
current contracts and new business acquisition for
non-nuclear sectors moving forwards through the 20-
year strategic period.
In developing commercial proposals to both nuclear
and non-nuclear customers DRS will assess the
proposition against other strategic fit criteria such as:
n Impact on business risk / reputation of DRS / NDA
n Target contribution
n Contribution to overheads
n Utilisation of DRS’ USPs i.e. Innovation and
Customer Care
In addition, DRS will seek commercial opportunities
which effectively manage the peaks and troughs in the
Nuclear Rail Logistics demand curve over the
strategic period in order to provide long-term stability
and a cost-effective service.
5.0 Enhancement Business
Case Study:
The Cumbrian Coast Sector
Our Objective: To undertake other business such thatit supports the retention and development of capabilityfor future nuclear requirements and delivers value formoney to the UK taxpayer.
DRS’ involvement in the various Cumbrian Coast
developments ensures that transport solutions do not
impact upon NDA required movements (i.e. Spent Fuel
moves) and also delivers for the NDA a major aid to
socio-economic benefit in line with their strategy. Within
Cumbria the total value of all the projects that DRS is
supporting is some £30-35bn over a 10-year period
with the NuGen site bringing in approximately half of
this investment.
Currently all projects on the Cumbrian Coast (with the
exception of LLWR) are in the permissions stage in their
development process (some are NSIP projects) and are
therefore not in a position to contract for live
operational services. DRS have been generating
consultancy work for assisting NuGen (WEC) and
WCM with feasibility studies, rail development solutions
and management tasks in order to be best placed to
take advantage of opportunities to provide locomotives
and wagons for construction, passenger services for
construction workers and staff, as well as associated
maintenance for a number of large scale projects. The
success of this approach can be demonstrated by
DRS being formally appointed as the Strategic Rail
Partner for the NuGen project.
The consultancy work DRS have produced to date has
additionally demonstrated that each of the major
developers are reliant on a rail borne transport solution
for both construction activities and ongoing operations.
In support of the NDA mission DRS are currently
providing rail services to LLWR for the construction of
capping facilities, new security enhancements and
future new vaults. From a consultancy prospective DRS
have provided LLWR with information to support their
planning applications.
Additionally DRS continues to have a live dialogue with
Sellafield Ltd. to understand their requirements for rail
borne deliveries in order to ensure that these
requirements are not compromised by other projects
on the Cumbrian Coast and comply with the NDA’s key
enabler strategy for rail transport and logistics.
The Cumbrian Coast sector is of key strategic
importance to DRS in that it provides protection against
scarce capacity on the Cumbrian Coast line, thus
insuring that sufficient rail capacity is available to meet
the needs of the estate. This market sector additionally
meets many of the strategic criteria for both core and
Our strategy is to go beyond the traditional health &
safety role of preventing harm and giving constant
care for the environment by promoting a positive
compliance culture within DRS (and where
appropriate amongst its suppliers and customers), to
ensure that all aspects are fully integrated into the
management of DRS via visible and active
commitment from the Executive Team through all
functions onto the customer facing work teams. To
demonstrate achievement of industry leading
excellence regular reporting and monitoring against
Key Performance Indicators from the Executive Team
to the Company Board will continue to be undertaken.
Strategy Development
DRS’ forward strategy will build on the progress
made in our previous strategies, embedding further
health & safety and environmental care operations
of a large, complex, ever changing and multi-sited
company. We will embrace use of new emerging
technologies whilst continually improving our
performance and maintaining our ONR, ORR and
ISOs approvals/certifications in order to deliver high
quality, high value benefits to the industry. The
systematic quality assurance processes will be
constantly adapted to ensure that our operational
services deliver the specified requirements and
standards of the nuclear industry and other
stakeholders.
To deliver this strategy, we will:
n Maintain Safety Certificate issued by Office for Rail
and Road (ORR) enabling DRS to operate on the
GB rail infrastructure
n Maintain ISO 9001 (Quality), ISO 14001
(Environmental) and OHSAS 18001 (Safety)
certifications.
n Continuously improve our health & safety and
environmental performance by setting annual
objectives and targets, measure how we perform
against them and make them more challenging
each year.
n Develop action plans to continually improve in line
with the Rail Industries ‘Leading Health & Safety on
Britain’s Railways’ Framework via collaborative
working across the rail industry.
n Deliver robust company-wide audit programme to
provide assurance to our parent company (NDA),
regulators (ORR, ONR), our customers and
stakeholders that we have internal process and
governance arrangements in place to assure
quality and sensible risk management of our work.
n Promote a healthy and fit for purpose security
culture throughout DRS.
n We will have a cultural improvement plan/actions etc.
n Report, investigate and implement corrective
actions for security related incidents.
6.1 Health, Safety, Environment and Quality
Resp
ect
Innovation
Pride
Environment
Reliability
Security
Resp
ect
Innovation
Pride
Enviror nment
Reliability
SecurityHeal
th & Safety
6.0 Critical Enablers
Our Objective: To provide a stable and effectiveimplementation framework that enables the deliveryof our mission.
Our Critical Enabler theme comprises the following topic strategies:
6.1 Health, Safety, Environment and Quality
6.2 Security
6.3 People
6.4 Asset Management Facilities
6.5 Asset Management Equipment
6.6 Technology Systems
Objective: To reduce risks and hazards by promotinga positive health & safety, environmental and qualityculture, consistently achieving industry, legal andmoral standards.
To fulfil the requirements of NDA ‘strategy and to remain the most safe, secure and reliable railway operating
company there is requirement for a robust and comprehensive management systems in respect to health &
safety and environmental care underpinning all work carried out by DRS.
DRS must conform to environmental laws, regulations, standards and other requirements in support of
operations undertaken for the nuclear industry. To do this we need to provide assurance to our parent company
(NDA), regulators (ORR, ONR), our customers and stakeholders that we have internal process and governance
arrangements in place to assure quality and sensible risk management of our work.
‘Class A’ status which allows all categories of nuclear
material to be transported in support of the NDA
mission. This requires DRS to promote a positive
security culture throughout all levels of the
organisation (and where appropriate amongst its
suppliers and customers) to ensure that all aspects
are fully integrated into the management of DRS via
visible and active commitment from the Executive
Team through functions to service delivery.
Strategy Development
Our strategy is to take a holistic approach to ensure
effective coverage of the main pillars of total security.
These are Physical security, Information security,
Cyber security, Personnel security and Emergency
Preparedness & Response. These areas of security
will be supported via Business Continuity Plans which
will cover all areas of the business. Security is
everyone’s responsibility and the Company will
continue to ensure that all members of DRS staff are
trained, briefed and exercised when & where a
requirement is identified. To reflect the changing needs
of the NDA mission the Transport Security
Statements, Transport Security Plans, Business
Continuity Plans and all subsequent policies,
procedures and other supporting documentation will
be appropriately amended to maintain regulatory
approval to deliver nuclear transports.
To deliver this strategy, we will:
n Maintain from the ONR-CNS approved Transport
Security Statements and Transport Security Plans
and hence the companies ‘Class A’ status for
nuclear transport moves.
n Maintain ‘Approved Supplier’ status for the
transport of MOD nuclear material.
n Ensure all the mandatory security roles as directed
by ONR are fully staffed and aware of their
responsibilities. (Full Board Member – with a
specific responsibility for security. SIRO – Senior
Information Risk Owner. CSO – Chief Security
Officer. CISO – Chief Information Security Officer.
IR- Internal/audit Regulator).
n Implement the National Railways Security Program
as directed by DfT.
n Continually produce and maintain all DRS’ security
policies, procedures and other supporting
documentation.
n Promote a healthy and fit for purpose security
culture throughout DRS.
n Report, investigate and implement corrective
actions for security related incidents.
n Maintain business wide Cyber Security, Information
Governance and Business Continuity polices, plans
and procedures to comply with UK governmental
and NDA standards.
6.3 People
Objective: To ensure that DRS can attract and retainthe necessary skills, capability and diversity of talentto deliver its rail logistics business in a safe, secureand reliable manner.
DRS is a wholly owned subsidiary of the Nuclear Decommissioning Authority (NDA) and as such fully supports
NDA’s mission and aspirations. DRS’ primary focus is to sustain and develop its critical rail logistics capability for
the NDA and the UK Nuclear Industry. It will do this through its people and skills, technology and equipment,
sustaining the health and wellbeing and job satisfaction of its staff and maturing its culture.
Objective: To deliver continuous improvements withinsecurity, whilst fully complying with all regulatoryrequirements placed upon us by HMG, ONR, MODand the wider Nuclear Estate.
DRS as a provider of nuclear transport services must demonstrate a robust and comprehensive security
management system which conforms to all the requirements of the parent organisation (NDA) and statutory
regulatory bodies such as ONR-CNS, DfT, MOD and ORR.
This is done via provision of Transport Security Statements and all subsequent Transport Security Plans
approved by ONR-CNS that are robust and fit for purpose and fully conform to current legislation.
SecurityHeal
th & Safety
Innovation
Environment
Reliability
SecurityHeal
th & Safafa ete ytyt
Innovation
Enviror nment
ReliabilityResp
ect
Pride
Our Strategy
Our strategy is to attract and retain the right people
with the right skills in the right locations, always
embracing diversity and inclusion and promoting pride
in our business and respect for one another. The
retention of individual and corporate knowledge is
critical to the successful delivery of DRS’ mission.
Strategy Development
The People Strategy will be developed to support
delivery of core business objectives and the
overarching Company Strategy. It will also support the
delivery of the NDA People Strategy.
The People Strategy will reflect the challenges the
organisation faces in terms of retaining and
developing key skills and knowledge, particularly
facing the impact of an aging workforce in the next
decade and the competition for skills within the
nuclear and rail industries.
To deliver this strategy, we will:
n Develop comprehensive succession and
development plans, including graduate and
apprenticeship schemes.
n Develop resourcing plans that support capability
and capacity plans.
n Demonstrate that DRS is a viable career option,
providing a range of employment and development
opportunities.
n Ensure the best people are recruited using
recruitment and selection processes that promote
equality, diversity and fairness.
n Promote flexibility through a multi-skilled,
competent workforce.
n Work to retain, develop or procure the knowledge
Our strategy is to secure and sustain facilities as
appropriate (through direct purchase or supply chain)
needed to deliver DRS’ mission. These facilities will
focus objectively on the key requirements for our
primary activities and provide assurance to staff,
regulators and stakeholders of our continued
commitment to the highest standards of safety,
security, quality and environmental footprint. We will
continue to work with our supply chain to ensure the
broad application of good industry practice and value
for money assessment.
Strategy Development
The facility strategy for the nuclear estate is relatively
mature with the geographical spread of facilities
having been in situ for some time. Our forward
strategy will be to ensure the continued viability of
these locations, particularly in understanding safety,
security and environmental legislative impact with the
associated risks and costs of this controlled as far as
practicable. The continued contribution of our facilities
in maintaining our ISO and nuclear regulatory
accreditation is imperative and the addition of any new
locations to our business will be assessed against this
continued compliance.
Delivery
Harnessing innovation and technological
advancement we intend to present our facilities and
operational locations in the best possible light, clearly
demonstrating our position as a superior provider of
nuclear transport and rail logistics. We will develop
innovative approaches to maintain high-quality asset
condition whilst reducing risks and facility costs. We
will seek to minimise our carbon footprint and
embrace initiatives designed to reduce our impact on
the environment. During periods of inactivity at
facilities required in the long-term for the mission we
will work to ensure such facilities remain viable and
capable of reactivation when needed.
6.5 Asset Management Equipment
Objective: To secure the most capable and reliablevehicles available that offer value for money andensure long-term industry leading performance indelivering DRS’ mission.
DRS’ vehicle asset base is varied in nature having being amassed over the last 20 years. Some of our assets
have now outlived their economic and functional lifetime, others are still operational whilst some are new.
Advances in technology alongside internal innovation and the need for effective asset management require DRS
to continually review its vehicle asset base. With the recent commitment made by DRS to provide a 20 year
vehicle capability to deliver the primary mission. It is imperative that a sustainable vehicle strategy be developed.
Objective: To provide the long-term capability andappropriate geographical spread of facilities andinfrastructure required to fulfil DRS’ mission.
To meet the requirements of the parent organisation (NDA) in delivering Safe, Secure and Reliable nuclear
material transport and rail logistics it is necessary for DRS to control, operate and maintain a varied number of
sites. There is an enduring need for these sites to remain viable, (including those currently inactive but with future
strategic value to the estate) and capable of regulatory and stakeholder acceptance whilst also demonstrating
value for money.
Resp
ect
Pride
SecurityHeal
th & Safety
Innovation
ReliabilityResp
ect
Pride
SecurityHeal
th & Safafa eete yt
Innovation
Reliability
Environment
Environment
Resp
ect
Pride
SecurityHeal
th & Safety
Enviror nment
Resp
ect
Pride
SecurityHeal
th & Safafa ete yt
Innovation
Reliability
Our Strategy
Our strategy is to deliver and maintain a vehicle asset
capability to provide a minimum of 20 years of reliable
asset performance. The assets should offer improved
safety, security and environmental performance and
reliability over the vehicle asset base used to date and
provide assurance to the parent and stakeholders in
DRS’ ability to deliver the primary mission. DRS will
continue to work in collaboration with the supply chain
where appropriate and work closely with regulatory
organisations to control operational risk.
Strategy Development
As we develop our vehicle strategy we will choose to
retain, refresh or renew our vehicle fleet as
appropriate. The effective deployment of this strategy
will consider the overall needs of the business, and will
be designed to endure for the lifetime of this strategy
and beyond. As rail vehicle technology is slow to
mature the risks associated with this strategy
development are low and provide an opportunity to
leverage innovative and flexible funding methods to
deliver maximum value for money throughout and
beyond the strategy life.
To deliver this vehicle strategy we will:
n Carefully consider the constituent parts of DRS’
business both today and as we currently see the
future in order to deliver most appropriate vehicles
required to sustain these areas.
n Harness and further develop the technological
advancements made by the Company to-date and
deploy them appropriately across the vehicle asset
base.
n Leverage the innovations made to-date in
locomotive capability to ensure strategic objectives
and business plans are delivered in the long term.
We will actively and positively control future fleet
dynamic rather than work in a reactive, sub optimal
environment reliant on heritage vehicles which,
although a successful approach historically, is no
longer economically, technically or environmentally
viable for the entirety of the plan period.
n Continue to actively review global vehicle
development and routinely assess the application
of our strategy as being suitable and sufficient.
n Maintain the highest possible standards of skills,
capabilities and behaviours required to support the