Implementing Adaptive Phased Management 2024-28
Implementing Adaptive Phased Management 2024-28

Transition to site

The NWMO will:

  • Implement a human resources strategy, and ensure the information technology security and platforms required for the organization and regulatory decision-making process are available; and
  • Begin planning, design and contracting for construction of the Centre of Expertise.

Site selection is a critical milestone, marking the beginning of a new series of activities. After the site is selected, there will be increased activity in the local and regional area. It will also mark the beginning of a multi-phase organizational transformation for the NWMO.

As we evolve our team, the NWMO will continue to build an equitable, diverse and inclusive workforce, maximize job opportunities in the siting area — the municipality and surrounding region, including First Nation and Métis communities — and develop capacity in communities through investments in training and education.

With site selection drawing closer, we are preparing to move our operations to be based in the location selected for the repository. We are also making plans to increase resources within the region, ensure we have the infrastructure in place to support Canada’s plan.

In the period from 2024 to 2028, the NWMO will also:

  • Assess resource requirements to advance and support continued site characterization, environmental assessments, engineering designs and safety case development for the selected siting area in support of the licensing application;
  • Build a stronger local presence in the selected siting area, while providing local contracting opportunities for the project;
  • Work with communities on housing and infrastructure needs and timing to support the transition of our workforce to the selected site;
  • Invest in building up the skills and capacity of youth and community members in the municipalities and First Nation and Métis communities engaged in the site selection process, to help them secure jobs related to the project; and
  • Continue to strengthen our corporate culture through appropriate organizational behaviours, standards and tools, including the use of technology platforms. This includes developing a nuclear safety culture, striving for excellence in project management, achieving meaningful partnerships, embracing diversity and inclusion, committing to Reconciliation, and aligning with Indigenous Knowledge and practices in all our work.

The operational readiness plan

To ensure we are ready to move into the next phase of the project, the NWMO is developing an operational readiness plan that will include:

  • Developing and implementing the systems, processes and tools required for the next phase of the project, including care and control of the project site in the selected community; and
  • Ensuring we have the project, contract management, and commercial processes and tools to execute large, complex projects and multi-year contracts.

To align with the planning priorities, the NWMO is developing organizational capabilities and competencies for the regulatory decision-making process and preparing for construction. This includes further developing the processes, systems and tools that will be required to implement Canada’s plan for used nuclear fuel on time and on budget, including our management system, commercial strategy, business and information technology infrastructure, and information management systems.

The NWMO will also be delivering more complex aspects of the project in the next phase of work, with increased risk for impacts to the cost and schedule. Our ability to manage and report on these projects and contracts will require the right resources to be in place by the time we select a site, so that we can transition effectively into the next phase of work.

In the period from 2024 to 2028, the NWMO will also:

  • Continue the transformation of our management system to be consistent with the requirements of CSA N286-12, Management System Requirements for Nuclear Facilities, as it applies to our activities;
  • Use information technology tools and technology to automate processes, support strategic initiatives, and digitize information, content and records;
  • Develop a commercial strategy for the labour, goods and services necessary for the next phase of work;
  • Continue to strengthen our project management information system to support the execution and monitoring of our projects; and
  • Apply project management and commercial strategy governance to our work.