| Chair(s): |
Emilio GARCIA NERI, Spain |
Secretary: |
Gabriele GRASSI (gabriele.grassi@oecd-nea.org) |
|---|---|---|---|
| Vice-Chair(s): |
Iiro AUTERINEN, Finland Philippe DERYCKE, France Simon BONIFACE, United Kingdom Bruce WATSON, United States | ||
| Member(s): | All NEA member countries* | ||
| Russia (Suspended*) | |||
| *Russian Federation suspended pursuant to a decision of the OECD Council. | |||
| EU participation: |
The European Union (EU) takes part in the work of the NEA, in accordance with the NEA Statute and the Supplementary Protocol to the Convention on the Organisation for Economic Co-operation and Development. | ||
| Observer(s)(International Organisation): |
International Atomic Energy Agency (IAEA) By agreement | ||
| Date of creation: | 15 March 2021 | ||
| End of mandate: | 14 March 2027 |
Mandate (Document reference):
Mandate (Document extract):
Extract from document NEA/DLM(2024)2/FINAL
Background
In order to more effectively address the Nuclear Energy Agency’s (NEA) activities, the Committee on Decommissioning of Nuclear Installations and Legacy Management (CDLM) has agreed to create second level bodies focused on addressing concerns in the area of decommissioning of nuclear installations and management of legacy sites [NEA/DLM/M(2021)2/FINAL].
In order to complete the original objectives of WPMO and address additional topics the CDLM has charged this group to accomplish, the WPMO Chair proposed a mandate extension for another term (March 2024 – 2027) during the CDLM-5 Plenary meeting in March 2023. The CDLM has provisionally approved the extension of the mandate noting that the formal approval will take place in written procedure before the expiration of the first WPMO mandate period [NEA/DLM/M(2023)5/PROV].
Scope
The WPMO will address management and organisational issues for the decommissioning of nuclear installations and legacy management projects as a level-two NEA body. To address these cross-cutting issues, the working party will incorporate areas such as programme and project management, cost, scheduling and funding issues, supply chain considerations, societal impact, communication, people and organisational structures and development (including change management), knowledge management and record keeping, education and training of staff.
Objectives
The WPMO will:
i) foster exchange of information and experience between its members on issues concerned with management and organisational aspects with a view to promoting collective learning and to enhance the credibility, reliability, and auditability of both decommissioning and legacy management and thus to enhance stakeholder confidence in the process involved;
ii) describe good practices in the field of management and organisational aspects for decommissioning and legacy management projects, including understanding and communication of associated risks; and planning for uncertainties, with an overall aim to assist member organisations to develop robust and efficient project management processes, and examine the scope for achieving consensus on overall objectives and for developing common approaches;
iii) advise the CDLM on major and emerging issues in the area of management and organisational aspects for decommissioning and legacy management projects, and provide appraisals of the state-of-the-art with a view to consolidating knowledge and making it transferable to a variety of different audiences.
Working methods
The mode of operation of the WPMO is based upon plenary meetings (once a year, and more, as needed, upon decision of the working party, and taking into account the Secretariat’s resources) and an ongoing, project-oriented programme of work.
The Bureau of the WPMO (elected from members of WPMO) co-ordinates and facilitates the work of the working party. The Bureau would preferably meet twice a year, with one meeting normally held in conjunction with the annual plenary meeting.
The communication within the WPMO primarily takes place through plenary meetings. The plenary meeting will be devoted to:
The WPMO reports to the CDLM. At the end of the mandate period, according to the procedures described in document [NEA/CDLM/RWMC(2019)2] entitled Sub-Group Reporting to the Parent Committee, the WPMO will deliver to the CDLM at its plenary meeting a report, which will include achievements for the whole mandate period. In case of a mandate extension proposed, the report will include further development and justification for the extension.
Additionally, the WPMO: (i) identifies resources and schedules its activities; (ii) forms ad hoc bodies to work on specific projects and to organise workshops, as appropriate; (iii) creates third-level expert groups for more task-oriented work in consultation with the CDLM; and (iv) annually review the programme of work of the WPMO and the effectiveness of the programme.
Membership
The WPMO is a discipline-oriented body. It aims for a composition, which includes a diverse range of senior specialists who have considerable experience and knowledge in the area of management and organisational aspects in decommissioning and legacy management. This representation will be wide-ranging, and includes policymakers, regulators, implementers and specialists in decommissioning and legacy management.
Interactions
The primary interaction of the WPMO will be with the CDLM, the Working Party on Technical, Environmental and Safety Aspects of Decommissioning and Legacy Management (WPTES), and the Forum on Stakeholder Confidence (FSC) to co-ordinate its work to support a holistic approach to decommissioning and legacy management.
In fulfilling its mandate, the WPMO will be primarily supported by the staff of the NEA Division of Radioactive Waste Management and Decommissioning (RWMD). Through the CDLM and Secretariat, the WPMO will co-operate with the subsidiary bodies of other NEA standing technical committees when relevant, in particular those of the Radioactive Waste Management Committee (RWMC) and the Committee for Technical and Economic Studies on Nuclear Energy Development and the Fuel Cycle (NDC).
The work of the WPMO on management and organisational aspects is complementary to the activities of other international organisations. The WPMO will strive to co-ordinate as appropriate with other international organisations (e.g. IAEA, the European Commission) as well as other relevant organisations. When appropriate, the WPMO may provide input relevant to the activities of these organisations and institutions.
Deliverables
The WPMO will produce appropriate reports, presentations or workshops with the support of the Secretariat, including reports on:
In addition, WPMO will work closely with FSC to address stakeholder involvement through joint activities such as topical sessions and/or workshops.
