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Bradwell and Trawsfynydd sites, UK

Mott MacDonald's team of experts provided strategic procurement and new-engineering-contract support to help the client, Magnox, implement a strategic frameworks initiative for their Bradwell and Trawsfynydd sites.

Key facts

  • Magnox is the management and operations contractor responsible for 10 nuclear sites and one hydroelectric plant.
  • The Bradwell site has two reactors which are undergoing decommissioning after 40 years of operation.
  • Trawsfynydd is also a decommissioning site – its two reactors closed in 1991 after 26 years of operation.


  • Provision of advice on the application of the engineering contracts to the projects – including briefings, documents and mentoring support.
  • Development of acquisition strategies for programmes works within the site and procurement for individual packages of work on site.
  • Post-contract commercial management to specific projects – including contract advice, claims advice and negotiation, valuation and final account.

This decommissioning programme covers all 10 of the Magnox's licensed nuclear sites. Each site brought up some unique challenges in terms of the environment, layout, structure, type and quantity of waste. This, together with the limited availability of resources and the bespoke nature of technology and equipment needed to carry out waste processing and removal, meant that it would not have been practical or cost-effective to undertake project works at all sites simultaneously.

This led to Magnox initiating a ‘programmisation’ approach, which included the letting of framework contracts for key programme areas such as intermediate level waste processing and removal which were common across multiple sites. Programme activities were then coordinated and integrated with individual site needs and priorities to deliver the decommissioning.

We were commissioned to support the integration of the programme and site works programmes, in particular with Bradwell with Trawsfynydd – the most advanced of Magnox's accelerated decommissioning sites.


We defined and implemented several tasks, including:

  • Engaging with each team to discuss and understand the scope of the programme, status of procurement activity and timing of works at each site.
  • Reviewing the published works programme for each site and working with the programme teams to understand and flag up variances where necessary.
  • Identifying the likely procurement and commercial resources required to deliver the programme at each site and feeding the results into Magnox’s own resource planning processes.
  • Developing and implementing detailed procurement planning schedules, which allowed the active planning, monitoring and reporting of procurement activities relating to each area.
  • Implementing acquisition and procurement strategies for Bradwell which aligned site needs with availability of programme resources and recognised the need to retain a consistent approach to dealings with framework contractors.
  • Providing experienced personnel to liaise between site and programme teams with the aim of developing standardised approaches to procurement and contracting activity, as well as feeding best practice into the client process.

Value and benefits

  • Our strategy for a set of minor works framework contracts allowed speedy and effective procurement of fast track, but simple and low value, works which were vital in supporting larger, planned projects
  • We implemented a series of engineering and construction contract surgeries as an extension of our role in providing contract support and advice which helped address contract-related issues during roll out. The initiative will be adopted and rolled out across Magnox's licenced nuclear sites.
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