Nuclear Safeguards Bill (First sitting)

Debate between Trudy Harrison and Paul Blomfield

Committee Debate: 1st sitting: House of Commons
Tuesday 31st October 2017 Public Bill Committees

[Trudy Harrison (Copeland) (Con)]

My husband, father and brother work at Sellafield, as well as many other family members.

[Paul Blomfield (Sheffield Central) (Lab)]

I am a member of Unite.

Examination of Witness

Dr Mina Golshan gave evidence.

Nuclear Safeguards Bill (Second sitting)

Debate between Trudy Harrison and Paul Blomfield

Committee Debate: 2nd sitting: House of Commons
Tuesday 31st October 2017 Public Bill Committees

[Trudy Harrison]

Q We have heard examples of how we need it; are there examples of why other countries need it in place, for their own benefit?

Angela Hepworth: Yes; there is a nuclear supply chain across the EU and the UK is a great opportunity for those countries. For example, two-thirds of the value of the construction of Hinkley Point will go to companies in the UK but that leaves one-third of the value of the construction going to countries from further afield. Many of those are companies in Europe but, for example, there are companies in the US and Japan which are also involved in the Hinkley Point supply chain. It is in the interests of those companies and countries to have future co-operation agreements which enable them to participate in the supply chain. The UK has great opportunities for international companies: there is supporting the operation of the existing nuclear fleet; there is the nuclear new build programme; there is decommissioning coming up. So there should be real opportunities for other companies to be involved in the UK supply chain if we can get those agreements in place.

[Paul Blomfield (Sheffield Central) (Lab)]

Q On the same theme, in your evidence you very diplomatically describe the challenge that we face, even if the Bill proceeds in a timely manner. The legal and practical challenges to the Government and the ONR to put the necessary arrangements and resources in place remain significant. I guess that what you are trying to say, in code, is that that is not really very doable by March 2019.

Angela Hepworth: I am not saying it is not doable; I am saying it is challenging. You heard first-hand from Dr Mina Golshan of the ONR this morning about the practical steps that need to be taken. There is an awful lot that it needs to do in terms of recruitment and having systems and processes set up. We are mindful of the fact that that is a challenge in the time available. That is one reason we support an implementation or transitional phase.

--- Later in debate ---

[Trudy Harrison]

Q So that critical path when there is project management talk about what steps need to be taken on what date and by whom.

Sue Ferns: Indeed, and what the risks are at each stage, so that they can be known and are transparent. I am sure that various stakeholders are working on them at the moment, but I do not think that the critical path with the risks at each stage is a transparent timeline at the moment.

Another thing that would build confidence is making it clear that everyone will work to achieve this, but if we do not achieve it, we must have a longer transition period. For the sake of the industry, we absolutely cannot afford to step out of the regime that we have now until it is absolutely clear that there are equivalent standards in place and that they are operating. It is quite difficult to impose an arbitrary timescale on that because, as I said, there are a number of risk factors: specifying, procuring and getting new IT systems up and running—there is not always a great track record on that—and making sure that we have appropriately qualified and skilled inspectors.

Reflecting on the previous question, Kevin is absolutely right: the UK has a first-class reputation. We all know how easily reputations can be lost. They take years to win, but they do not take years to lose. There should be a combination of having the critical path, which is transparent about the risks at each stage, and being clear that if we need a longer transition in this sphere, we should have a longer transition because that is in the interests of the industry.

[Paul Blomfield]

Q I want to pursue the issue of the time that it will take to get the necessary staff in place. Sue, you said that you were uncertain about the training period. Prior to this Committee, it had been suggested that it could take up to five years to train safeguards inspectors. Is that a reasonable period?

Sue Ferns: I think that that is a reasonable assumption. The reason I said I was a bit uncertain is that it depends on where you get these people from and what their previous experience is. A reasonable approximation is several years—it is not a matter of months but years for people to be able to do that job. Yes, it is about knowledge and skills—and there are a lot of knowledge and skills in the industry—but there are specific aspects of an inspector’s role. This is a warranted role; this is not just working in the industry. It is not just about knowledge, but experience and commanding the confidence of the companies and the organisations that you deal with, so there are very specific aspects to that role. I think that it is a period of years. Of all the things that worry ONR, this is probably one of the key ones, if not the key one. As I say, I think it is doing the absolute best it can, but this is one of the things that keeps them awake at night.