Geological Disposal Facility Programme: SRO appointment letter (November 2020)
Source: data.gov.uk (2022-06-21)

Government Major Projects Portfolio Senior Responsible Owners. The government is committed to publishing lists of the SROs for projects on the GMPP.
To address this commitment the Infrastructure and Projects Authority (IPA) publishes lists of the SROs responsible for government major projects.
This list may be searched to locate the names of Senior Responsible Owners (SROs) of the Department's projects with fall within the Government Major Projects Portfolio (GMPP).

Nick Smallwood 
Chief Executive 
1 Horse Guards Road 
London  
SW1A 2HQ 
T: xx-xxxx-xxxx 
E: xxx@xxx.xx 
Sarah Munby 
Permanent Under-Secretary of State 
1 Victoria Street 
London  
SW1E OET 
T: xx-xxxx-xxxx 
E: xxx@xxx.xx 
Corhyn Parr 
Senior Responsible Owner  
Geological Disposal Facility  
Nuclear Decommissioning Authority  
Herdus House 
Westlakes Science & Technology Park 
Moor Row  
Cumbria 
CA24 3HU 
2nd November 2020 
Dear Corhyn, 
APPOINTMENT AS SENIOR RESPONSIBLE OWNER (SRO) FOR THE 
GEOLOGICAL DISPOSAL FACILITY PROGRAMME 
This letter formalises your appointment as Senior Responsible Owner (SRO) of the 
Geological Disposal Facility programme. This programme sits on the Government 
Major Projects Portfolio (GMPP). These responsibilities form part of your role as 
Director for Integrated Waste Management for which you are accountable to David 
Peattie the CEO of the Nuclear Decommissioning Authority (NDA), who is accountable 
to Sarah Munby the BEIS Permanent Secretary. The Responsible Minister for your 
project is Alok Sharma Secretary of State. The work of the programme is overseen by 
the Department’s Executive Committee and its supporting committees. Your role as 
SRO will be reflected in the objectives you agree with David Peattie. 
The GDF programme will be delivered by RWM Limited (a wholly owned subsidiary of 
NDA) and managed within NDA’s governance and organisation structure. The NDA 
has corporate responsibility for ensuring that RWM has the capacity and capability to 
 

deliver the GDF programme and this is governed through a client specification which 
sets outs the NDA’s expectations of RWM. 
As SRO you have personal responsibility within your delegated authorities for delivery 
of the Geological Disposal Facility programme and will be held accountable for the 
delivery of its objectives and policy intent; for securing and protecting its vision, for 
ensuring that it is governed responsibly, reported honestly, escalated appropriately 
and for influencing constructively the context, culture and operating environment of the 
programme. 
You will carry out this role alongside your other responsibilities and must ensure that 
you allocate a minimum of 30% of your time per month to enable the effective delivery 
of the role and responsibilities, as set out in Annex A. This will be periodically reviewed 
to ensure that an appropriate balance is maintained across your portfolio of activities. 
You are accountable for ensuring that the programme is governed in line with NDA’s 
framework document and internal governance framework with consideration for 
BEIS’ governance framework as highlighted in the programme’s sponsorship 
document. The principles set out in the revised Osmotherly Guidance, published in 
October 2014 will also apply from the date of this letter. That includes the requirement 
to publish this letter on www.gov.uk. 
It is recognised that the GDF programme is long term (see further details under 
‘Objectives and Performance Criteria’ below) and is currently in the development 
phase. As such the revised Osmotherly Guidance explains that as SRO you will be 
expected to account for and explain the decisions and actions you have taken to 
deliver the project, against the business case, within the context of the NDA Mission 
and as a member of the NDA’s senior leadership team. This letter will be revisited 
once the GDF programme moves into implementation. It will remain for the responsible 
Minister to account for the relevant policy decisions and development, including 
accounting for decisions that materially affect the programme’s business case, though 
the guidance makes clear that as SRO you are expected to be able to explain your 
position regarding such decisions. 
 A description of generic SRO roles and responsibilities is attached at Annex A and 
you are expected to follow the principles it sets out. You will also want to familiarise 
yourself with the guidance “Giving Evidence to Select Committees - Guidance for Civil 
Servants” and with the Infrastructure and Projects Authority (IPA) guidance on 
management of major projects: (https://www.gov.uk/government/policy-teams/major-
projects-authority). This includes the Government Functional Standard for Project 
Delivery to which the programme should adhere and utilise. 
Your accountability to Parliament sits alongside your role in supporting the Accounting 
Officer, and your membership of the NDA Senior Leadership Team. 
 

Tenure of position 
Your tenure in this post will be until the end of the Project 2 phase of the Programme. 
This will be regularly reviewed with David Peattie, taking into account the benefits of 
continuity, the capability needed to lead this programme through its development, 
planning, delivery and evaluation phases; the length of these phases, your 
development as a member of the project delivery profession within the NDA, and the 
NDA’s ability to deploy its senior leadership team appropriately. 
Objectives and Performance Criteria 
The policy intent supported by this programme is to implement the Ministerial 
commitment for geological disposal against a timescale which is necessary in order to 
maintain momentum  and ensure its availability - currently planned for c. 2040 to 2050 
for emplacing Intermediate Level Waste and c.2070 for emplacing High Level Waste 
and Spent Fuel. 
The Whole Life Cost envelope to enable the inclusion of a range of scenarios 
associated with the waste inventory and technical outcomes was recently approved at 
TAP. Current estimates are between £10.2bn-£27.3bn cost to HMG to dispose of the 
legacy waste inclusive of uncertainty, risk and optimism bias, rising to ~£20.3-£53.3bn 
for the whole inventory. 
The GDF Programme Business Case v4 was presented to the Treasury Approval 
Panel (TAP) on 9th July 2019 and received formal HMT approval on 2nd October 
2019. 
The current phase of the GDF Programme is to deliver Project 2, the second project 
within the GDF Programme. The outcome of Project 2 is to have identified and 
evaluated potential sites for a GDF that can be recommended to the UK Government 
for full site characterisation. This project was approved through an Outline Business 
Case (OBC) by BEIS PIC in March 2018 which included approval of £67m spend over 
a five year period, on the basis of an assumed number of communities expressing 
interest at a reasonable pace. The Full Business Case (FBC) was approved by BEIS 
PIC in January 2020. 
As SRO, your objective is to ensure Project 2 meets it objectives and the programme 
is developed according to the outputs and finding of Project 2. 
Proposed changes to the programme scope which impact on this intent or benefits 
realisation must be authorised using the programme’s governance framework, in 
conjunction with the Department’s governance framework and may be subject to 
further levels of approval. Further details are set out below.  Your objectives and 
performance criteria with respect to Project 2 are reflected in your performance 
agreement form, agreed with David Peattie. 
 

Extent and limit of accountability 
Finance and Controls 
The overall budget for the Geological Disposal Facility programme is set out above. 
This is issued to David Peattie as part of the NDA’s wider budget issued annually by 
the Department’s finance team and may be updated from time to time. This letter is 
the means by which NDA are held to account for the budgets and other resources for 
which it and you are responsible. 
The allocation of resources is subject to review each year during business planning 
and as SRO you are expected to engage actively in the business planning process. 
The Department explicitly recognises that you will need to balance your responsibilities 
in respect of the project with your other responsibilities. Decisions on resource 
allocation will reflect the need to strike a balance across the entirety of the NDA’s 
portfolio of projects. 
HMT spending controls will apply on the basis set out within BEIS’ delegated authority 
letter and govern NDA and RWM as its subsidiary. Where the programme exceeds 
the delegated authority set by HMT, the appropriate Treasury approval process will 
apply. RWM will need to agree the details with the NDA who in turn will liaise with the 
HMT BEIS spending team. RWM and the NDA should consult finance colleagues on 
how to go about this. 
You should also note that where expenditure is considered novel, contentious, 
repercussive or likely to result in costs to other parts of the public sector, HMT approval 
will be required, regardless of whether the programme expenditure exceeds the 
delegated authority set by HMT. If in doubt about whether approval is required you 
should, in the first instance, consult your BEIS sponsorship team. 
You should operate at all times within the rules set out in Managing Public Money. In 
addition, you must be mindful of, and act in accordance with, the specific Treasury 
delegated limits and Cabinet Office controls relevant to the Geological Disposal 
Facility programme. Information on these controls can be found here: Cabinet Office 
controls. 
Delegated Departmental / project authority 
You are authorised to approve expenditure in line with the NDA schedule of delegated 
authority. 
You should use your programme’s governance framework, in conjunction with the 
NDA’s governance framework, as the means by which any necessary authorisation is 
sought for any changes to your programme’s scope, milestones or scheduling. The 
NDA’s Integrated Assurance and Approvals Plan (IAAP) sets out the limits and 
conditions of any approvals as well as the process to seek approval to materially 
 

change the scope of an approved programme. This may include recommending the 
need to either pause or terminate the programme where necessary in a timely manner. 
Where issues arise which you are unable to resolve within delegated responsibilities, 
you are responsible for escalating these issues to the relevant governance body such 
as BEIS Sponsor, GDPB, Accounting Officer and HMT in a timely manner. This 
includes making any such recommendation to pause or terminate the programme as 
required. 
Programme Status 
The Programme Status at the date of your appointment is reflected in the most recent 
quarterly return on the programme to the Infrastructure and Projects Authority / 
monthly delivery confidence assessment to ExCo. This is the agreed position as you 
assume formal ownership of the programme. Programme progress is reviewed 
regularly by the Department’s Executive Committee or its supporting committees. You 
should take active steps to ensure you escalate in a timely manner any significant 
issues that will materially affect the delivery of the programme for which you are 
responsible as set out in the business case. 
Professional Development and Support 
As an SRO, it is expected that you will continue your on-going professional 
development, including through IPA mandated training. 
As SRO of a GMPP project you are required to attend the MPLA as soon as 
reasonably practicable. The BEIS Portfolio Office will provide you with the necessary 
details and support you in your application. 
To support you in your role there is also the IPA document, The Role of the SRO. It 
sets out: 
•
the key requirements and accountabilities of the SRO role, also drawing on the
project delivery functional standard, as well as the Osmotherly rules;
•
how the SRO’s role relates to other key leadership roles in major projects,
particularly the accounting officer and the project director;
•
best practice on appointments, development and support for SROs - drawing
on the experience of existing project leaders across government.
The SRO page also links to The Art of Brilliance. This is designed to practically help 
you deliver your SRO role. 
BEIS also has a Delivery Leadership Group for SROs which can provide peer support 
for your development. 
We would like to take this opportunity to wish you success in your role as SRO. 
 

Please return a signed copy of this letter to the BEIS Portfolio Office 
(xxx@xxx.xx). 

Signatures 
Nick Smallwood 
Chief Executive, Infrastructure and 
Projects Authority 
 Sarah Munby 
Permanent Secretary, BEIS 
I confirm that I accept the details of my role, including my personal accountability for 
development, delivery and implementation as detailed in the letter above. 
Name of SRO: Corhyn Parr 
Signature of SRO: 
Date:  18th November 2020 

SRO Role and Responsibilities  
Annex A 
The Role of the Senior Responsible Owner (SRO) 
You are personally accountable for ensuring the ongoing delivery of the Geological 
Disposal Facility Programme. You are responsible for securing the resources necessary 
for the success of the project within those available to BEIS and for ensuring that the 
related implementation and transition activities realise the agreed objectives and 
benefits. In doing so you should balance the need to support the Accounting Officer to 
help BEIS reach an affordable settlement which reflects the department’s priorities and 
to deliver value for money across BEIS. 
You will be personally accountable to Parliamentary Select Committees and be 
expected to explain the decisions and actions you have taken. This could include where 
a Minister has intervened to change the project during the implementation phase in a 
way which has implications for the cost and/or timeline of implementation. You will be 
able to disclose your advice about any such changes. 
You must ensure the effectiveness of the governance, assurance and project 
management arrangements and maintain them throughout the life of the project. You 
should adopt best practice and be prepared to justify any deviation from it, in line with 
guidance published by the Cabinet Office, specifically the IPA’s Government Functional 
Standard for Project Delivery. 
An SRO will: 
•
Be a visible, engaged and active project leader, not a figurehead;
•
Deliver the agreed outcomes and benefits;
•
Create an open, honest and positive culture committed to delivering at pace;
•
Challenge senior officers and Ministers when appropriate and escalate quickly;
•
Provide appropriate support, steer and strategic focus to the Project Director and
ensure that they have a clear and current letter of appointment; and
•
Have sufficient time, experience and the right skills to carry the full responsibilities
of the role.
Specific SRO accountabilities: 
Ensure that the project is set up for success 
•
Ensure that the project is set-up to make an unambiguous and demonstrable
link to strategic policy;
•
Translate this policy intent into clear deliverables which are established and
agreed with senior stakeholders;
•
Carry out a robust and commercially viable options appraisal, which balances
risk with opportunity, as part of initial project feasibility;
•
Establish a firm business case for the project during the initiation/definition
phase and ensure that any planned change continues to be aligned with the
strategic need;

•
Identify and secure the necessary investment for the business case (this
includes both budget and operational resource);
•
Design and implement robust, appropriate and transparent project
governance;
•
Build strong and effective relationships with key stakeholders, justifying their
trust and retaining their confidence, and obtain their commitment to benefits
realisation.
Ensure that the project meets its objectives and delivers the projected benefits 
•
Gain agreement to the project objectives and benefits amongst
stakeholders, including Ministers where appropriate;
•
Understand the broader government perspective and its impact on the
project;
•
Ensure the strategic fit of the project objectives and benefits;
•
Agree a clear and simple approach to performance management and
monitor delivery of the objectives and benefits, taking appropriate action
where necessary to ensure their successful delivery.
Develop the project organisation structure and plan 
•
Ensure that there is a coherent organisation structure and appropriately
detailed project plan;
•
Build the right team, securing necessary resources and skills and providing
clear lines of accountability;
•
Provide appropriate support, steer and strategic focus to the Project Director.
Monitor and take control of progress 
•
Monitor and control the progress of the project at a strategic level, being
honest and frank about project progress, risks and issues; Ensure that any
changes to agreed project benefits are flagged appropriately within project
governance and that the business case is updated accordingly (throughout
project lifecycle);
•
Ensure that the integrity of the project is maintained and speak truth to power
– including to Parliamentary Select Committees;
•
Communicate effectively with senior stakeholders regarding project progress
and provide clear, appropriate and delivery-focused decisions and advice to
the Project Director.
Ensure problem resolution and referral processes are appropriate and effective 
•
Identify, understand and drive the successful mitigation of project risks;
•
Escalate serious issues quickly and with confidence to senior management and/or
Ministers;
•
Develop strong and effective engagement between the project team and its
stakeholders and sponsors;
•
Ensure that communication processes are effective and that the project’s objectives

and deliverables continue to be consistent with the organisation’s strategic direction. 
Ensure that the project is subject to review at appropriate stages 
•
Recognise the value of robust project review and ensure it occurs at key
points in the project lifecycle, particularly at the initiation stage;
•
Make certain that any recommendations or concerns from reviews are met
or addressed in a timely manner;
•
In the event of a “red” or “amber-red” review or a red or amber-red quarterly
GMPP review rating, ensure that the Performance and Risk and Projects
and Investments Committees are made aware of the situation.
Manage formal project closure 
•
Formally close the project and ensure that the lessons learned are
documented within the final evaluation report and disseminated to key
stakeholders;
•
Ensure that the post implementation review takes place and that the
output is communicated to the appropriate stakeholders;
•
Ensure a plan for both long term benefits realisation and on-going
sustainability is agreed with key stakeholders as part of the process of
moving the project to “business as usual”.