Trawsfynydd Resource and Asset Masterplan
Final Report
Hyder Consulting (UK) Limited
2212959
HCL House
Fortran Road
St Mellons Business Park
St Mellons
Cardiff CF3 0EY
United Kingdom
Tel: +44 (0)29 2092 5000
Fax: +44 (0)29 2092 5222
www.hyderconsulting.com
Gwynedd Council, Magnox North, Nuclear
Decommissioning Authority and the Welsh
Assembly Government
Trawsfynydd Resource and Asset Masterplan
Final Report
Author
Arwel Jones, Raoul
Tufnell
Checker
Owen Davies
Approver
Owen Davies
Report No
UA001774-NER01
Date
September 2010
This report has been prepared for Gwynyedd County
Council, Magnox North, Nuclear Decommissioning Authority
and Welsh Assembly Government in accordance with the
terms and conditions of appointment for dated 14th April
2010. Hyder Consulting (UK) Limited (2212959) cannot
accept any responsibility for any use of or reliance on the
contents of this report by any third party.
Trawsfynydd Resource and Asset Masterplan—
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CONTENTS
1
2
3
4
5
6
7
8
9
Background....................................................................................... 7
1.1
Report Structure................................................................................ 7
1.2
Consultations .................................................................................... 8
Decommissioning Context ................................................................. 9
Strategic Review ............................................................................. 11
NDA Assets Review ........................................................................ 16
Summary Constraints...................................................................... 32
Opportunities .................................................................................. 35
6.1
Human resources and skills............................................................. 35
6.2
Green Energy ................................................................................. 40
6.3
New Nuclear ................................................................................... 41
6.4
Waste ............................................................................................. 41
6.5
Employment Land/Premises ............................................................ 43
6.6
Visitor hub ...................................................................................... 45
6.7
Accommodation .............................................................................. 46
6.8
Recreational trails ........................................................................... 46
6.9
Activities ......................................................................................... 47
6.10
Community Facilities ....................................................................... 49
Vision & Development Strategy ....................................................... 50
7.1
Vision ............................................................................................. 50
7.2
Development Strategy ..................................................................... 52
Delivery Vehicle .............................................................................. 57
8.1
Existing structures........................................................................... 57
8.2
Defining Purpose ............................................................................ 59
8.3
Delivery Structure ........................................................................... 61
Action Plan...................................................................................... 64
Appendices
Appendix A
Site Skills
Appendix B
Land Ownership
Appendix C
Delivery Structures
Appendix D
List of Consultees
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Summary
Background
The study examines the development of a masterplan for the assets in and around the
Trawsfynydd Nuclear Power Station. The commission reflects the importance of the site as a
key strategic regeneration opportunity that offers the potential to stimulate significant new
economic development opportunities. A driver for the masterplan has been the potential to
identify and develop proposals that maximise the long term sustainable economic and social
benefits of the Nuclear Decommission Authorities (NDA) assets and resources at its site.
Trawsfynydd nuclear power station ceased generation in 1991 and is currently being
decommissioned, and there is a need to consider the possible longer term future of
Trawsfynydd site, and the locality, and to identify possible alleviating actions from a socioeconomic perspective. During its lifetime the Trawsfynydd Nuclear power station has provided
highly skilled and well paid employment for thousands of people, many living locally, although
there has been a fluctuation in employment levels over recent decades. There were 600 direct
employees in 1985, followed by a decline at the end of power generation in 1991, before the
current decommissioning work that employs around 550 people. There will be a short term
‘spike’ in employment levels leading up to 2014, as the site is prepared for a decommissioning
stage known as Care and Maintenance, and will require around an additional 150 staff.
However, the primary concern for the local economy is the dramatic loss in employment, and
the impacts on the wider economy when in 2014 the site is effectively ‘mothballed’ leaving a
core staff of less than 20 workers.
The current decommissioning strategy prepared by Magnox North and known as Trawsfynydd
Optimised Plan (TOP) consists of three phases:
1. Preparation for Care & Maintenance (1993 - 2014)
2. Commencement of Care and Maintenance (2014) with deferred Height Reduction (20192023)
3. Final Site Clearance (2088-2100), in 2045 the site would reopen to dispose Intermediate
Level Waste (ILW) to the national repository
Review of Assets
The study has undertaken a review of Magnox North’s operational areas including licensed and
non licensed site, as well as non operational areas. The study has also examined assets
including those of third parties within the immediate environs of the site. The potential for re-use
and development of the site is not straightforward with the opportunities for the future use and
redevelopment determined by several key constraints:
Decommissioning phases and timescales – TOP and the deferred Height Reduction
significantly limits opportunities to undertake any major reconfiguration of the site and it will not
be possible to introduce new large scale employment and enterprise creation until after 2023.
The age, adaptability and suitability of buildings - most of the building due to their age or
design are likely to be inappropriate for permanent reuse on the site with the exception of the
former Visitor Centre.
The age and condition of site infrastructure – this includes the possible constraint associated
with the existing national and local grid connection and the need to invest in the site sewerage
system.
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Regulatory Approvals – it is necessary to seek approvals from Nuclear Installations
Inspectorate (NII) and Office for Civil Nuclear Security (OCNS) where new uses and occupiers
are proposed or where a de-licensing of the site is considered. Planning permission from
Snowdonia National Park Authority ISNPA) will also be required where proposals depart from
the approved site decommissioned scheme. The location of the site with the SNPA is a major
consideration for the future planning of the site, with National policies making a presumption
against major redevelopment and employment generation within the National Park, unless in the
National Interest.
Sustainability – the Trawsfynydd site is remote from the main centres of population, public
transport links are poor and the area is situated within a nationally protected environment. The
sustainability of the site will be a major consideration for the approval of major employment
generating activities, balanced against social and economic considerations.
For Non Operational Assets key constraints identified include:
Recreational Conflict – from existing and potential recreational uses, both on and in proximity
to Llyn Trawsfynydd, including fishing, boating/water sports and sporting events.
Environmental Constraints – developing the walking and cycling opportunities have the
potential to conflict with protected designated environmental areas.
Nuclear Stigma –continues to inhibit, in some minds, the potential to expand the leisure and
recreational opportunities of the lake
Competition with other Regional Assets – needs to be aware to regeneration and investment
priorities and locations within the broader economy.
Community Regeneration – there is evidence of a competing approach between community
organisations to asset development, funding and project delivery in the lakeside area.
Community Licenses –. The potential to increase activity on the lake will require improved
coordination and management between separate lake users and license holders
The opportunities for developing the resources and assets are considered in Section 6 of the
report and the analysis of these has led to the preparation of a Vision and objectives for the site.
The primary assets include:
•
Nuclear energy heritage and future decommissioning
•
The diverse and also specialist skills and experience of the established workforce
•
Nationally significant electricity grid connection and site infrastructure
•
Brownfield sites with development potential
•
Infrastructure to support a variety of new enterprises including, good road access, ICT
networks, high level security site
•
Properties with potential for adaptation and conversion for new enterprises e.g. former
social club, Visitor Centre, radio mast building
•
Lake and lakeside activities – fishing, boating, water sports, walking/cycling
•
High quality natural environment and diverse natural assets for new enterprises and
enjoyment
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The Vision
The Vision for the regeneration of Trawsfynydd nuclear site is of an economy built upon
the special infrastructure, the knowledge and skills of its community, and natural
environment; recognised within the UK as a centre of excellence for both nuclear
decommissioning technology and a unique activity tourism product.
The Vision reflects how the most obvious assets for the regenerating of Trawsfynydd site is its
lake, surrounding countryside and woodlands, open spaces and its spectacular setting within
the National Park. The sustainable use and development of these assets would complement the
existing initiatives to establish and integrate activity based tourism that harness tangible
economic benefits for the locality. However, the study has concluded that the natural assets and
tourism are unlikely to generate opportunities to replace the high levels of employment and
secondary income generation from the nuclear site. For this reason, it has been a primary
objective for the study to also consider the site, land, buildings, infrastructure and workforce as
the future catalyst for enterprise and employment creation. The site has a unique set of
circumstances, considering the advantages of a location within the National Park alongside the
significance of its nationally important energy infrastructure. The opportunities for the site are
also governed by policies and investment decisions made at a UK government level. Therefore,
the Vision strikes a balance between developing complementary activities, and three key
sectors that have emerged from the review of assets, constraints and opportunities and these
are identified in the Strategic Vision diagram.
All of these sectors are highly relevant in the broadest sense, i.e. they contribute to addressing
key future challenges in terms of global warming, sustainable development (and to a lesser
extent, social inclusion), all of which are cornerstones of Welsh Assembly Government's One
Wales Agenda. Trawsfynydd could be viewed as a microcosm or test bed for new thinking and
innovation.
Energy
Visitor
Economy
Green &
Future
Enterprises
Vision Diagram
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The three priorities for delivering this Vision are:
Investing in Energy - The opportunity exists to establish an energy hub for decommission
technologies, low carbon and ‘green energy’ generation. The site is one of the first in the UK
to tackle nuclear decommissioning with the potential to become a centre of excellence for
developing new technologies and knowhow. As the first UK site to achieve Full Site
Clearance a centre of excellence would have the potential to develop the experience to
become a centre supporting decommissioning activity also at Wylfa, and as well as across
the UK. Included within the Vision are opportunities to accommodate supply chain activities
and fabrication facilities for the new build nuclear programme.
Establishing Green & Future Enterprise - the Trawsfynydd site provides well serviced
land and built facilities located within a high quality natural environment which could be
developed to promote it as an employment location for new sectors (e.g. fishing industries,
environmental goods and services, waste, bio, geo and marine science, renewable and low
carbon energy). Links should be developed with Bangor and Aberystwyth Universities and
the Dolgellau and Pwllheli campuses of the Coleg Meirion Dwyfor to play a role in utilising
site assets and supporting the skills development and new enterprise as a satellite of their
main campuses. The site also offers a distinctive combination of natural and built hazards
that if properly integrated provide a unique environment for hazard training and skills
development. Locally based enterprises could be developed from the ‘bottom up’ through
skills and enterprise development initiatives of the Shaping the Futures programme. Whilst
these are likely to be small and medium sized, they would add greater resilience to the local
economy through generating jobs in new sectors.
Broadening the Visitor Economy - The Vision is to contribute; through landscape and
environmental enhancements; and improvements to leisure and activity infrastructure, to the
development of a year round destination with accessible outdoors and all weather
attractions located at a key position on the strategic A470 tourism route through the heart of
mid and north Wales. Whilst tourism is unlikely to generate significant number of direct jobs
in the locality compared to the nuclear activity, the special qualities of the landscape and
lake area provide the backdrop to develop and grow the outdoor activity sector as part of a
high quality tourism offer. The development of such opportunities at Trawsfynydd should
complement and build the regional tourism offer of North West Wales and Snowdonia
National Park and ties in closely with the Eryri Centre of Excellence outdoor activities
initiative, adding synergy and complementarily to an already ambitious programme and
adding to the region's growing attractiveness as an active tourism and recreation
destination. Priority should be given to the investment in appropriate, high quality tourism
infrastructure to enhance existing and proposed activities such as lake activities (fishing,
boating and events), recreational trails, velo/train and the promoting local products,
including a high quality local food and beverage offer.
Development Strategy
The development strategy describes the utilisation of assets over the immediate, short, medium
and longer term. There is a complex programme, one that is directly linked to the TOP phased
decommissioning of the site:
The immediate term coincides with the current period for preparing for Care and
Maintenance known as Trawsfynydd Optimised Plan (TOP).
Short term 2014-2019 – this coincides with the Care and Maintenance period. The five
year period 2014-2019 will see low level activity on the site with a skeletal workforce prior to
the start of Height Reduction.
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Medium Term 2019-2023 – during this period the site will experience a significant increase
in decommissioning activity with Height Reduction
Long Term – 2023-2088 – a more sizeable opportunity and developable area is created
following the Height Reduction phase.
Whether or not the site becomes a centre for decommissioning excellence is the defining issue
for the study as it will shape options and the programme going forward. The TOP
decommissioning timetable is arguably the primary limitation on realising the sites full
regeneration and employment generating potential, over the short term. The programme means
that employment levels at the site will fluctuate dramatically over the next 90 years having wider
impacts on the sustainability of infrastructure and services in the locality. A fall in employment is
programmed by 2014 from around 550 to less than 20 core staff, with employment peaks likely
in 2019-2023 and again in 2088. The TOP programme also safeguards substantial areas of the
operational site from reuse and redevelopment until after 2023 following Height Reduction.
For the site to realise its regeneration potential, and to address the limitation of the current
decommission programme, it is recommended that a nuclear decommissioning centre of
excellence is established. An accelerated programme for Final Site Clearance would enable a
demonstration site for decommissioning technology for the UK nuclear industry to become
established, placing Trawsfynydd at the forefront of the UK nuclear industry, thereby securing a
more stable and higher level of employment than currently programmed, and allowing site
redevelopment options to progress decades earlier than currently envisaged.
There are significant risks with pursuing a Decommissioning Centre of Excellence strategy
because there are political, funding and technological factors to consider at an industry and
national government level. Therefore, the strategy is described as alternative scenarios - ‘With’
or ‘Without’ a Centre of Excellence.
Key Recommendations
The report concludes by making six key recommendations that form the basis for the action plan
for the immediate future, and are set out in Section 9:
Height Reduction & Nuclear Decommissioning Centre of Excellence - it is
recommended that a nuclear decommissioning centre of excellence is established at
Trawsfynydd. There are potentially two separate aspects to this; an accelerated programme
for height reduction, and final site clearance. These activities could individually or
cumulatively establish a demonstration site for developing decommissioning technology for
the UK nuclear industry, secure significant and stable levels of employment over the short
and medium term, and enable site redevelopment options to be realised in advance of
established programmes
Secure NDA assets for future enterprise development & regeneration - The NDA are in
the process of undertaking a site property review to confirm assets to be retained for
operations and those with the potential for transfer to a disposal body. It is recommended
that the report is discussed with the NDA at the earliest possible opportunity to express an
interest for those assets with the greatest potential to provide a sustainable regeneration
and income generation.
Visitor Enterprise Group - It is recommended that a Visitor Enterprise Group is set up with
the remit of coordinating the activities of the various enterprises at the lake and act as the
accountable body for management and investment. It is envisaged that that the Group
would eventually be co-ordinated and serviced by the proposed Enterprise Board, and
would become responsible for a coordinated and sustainable management and
development plan for the Trawsfynydd Lake and its environs. However, there is an
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immediate need to tackle the effective and efficient management of the Lake and a group
should be established without delaying the Enterprise Board. The Visitor Enterprise Group
would in time take the form of a subsidiary operation of the Enterprise Board or take the
form of a separate community company limited by guarantee. Whatever the legal structure
of the Group, it will be important for each of the lake operators to have a feeling of
ownership. A particular emphasis will need to be placed on the coordinated development of
the lakeside visitor and users facilities. Where there is evidence of poor coordination and
partnership working between lake operations, the Group should take action to limit those
activities through funding or renegotiated license agreements
Establish a Lake Management and Development Plan - There are proposed
developments and management activities undertaken by a number of different bodies on or
around Llyn Trawsfynydd. However, these have not always been well coordinated, there is
evidence of duplication of effort and investment and visitors do not have a seamless
experience. The future potential of the lake depends on multiple organisations maintaining a
coordinated partnership approach to their activities. There would be considerable benefit for
existing and future user groups if the facilities and attractions at Llyn Trawsfynydd are
funded, developed and marketed as a single destination with the avoidance of competing
and eventually unsustainable businesses. The recommendations is to seek the agreement
and cooperation of existing landowners, license holders and tenants for the establishment
of a management and development plan for the lake and its environs.
Prepare a Planning Brief for the redevelopment of Trawsfynydd Operational Site There are several strategic planning and development issues that would facilitate the
efficient redevelopment of the operational site and assist in defining its future in accordance
with the Vision. It is recommended that a Planning and Redevelopment brief is prepared in
partnership with SNPA to agree the scale, location and nature of future redevelopment
options for the site, to ensure all new developments are ‘future proofed’ to secure their
longer term enterprise potential, and adequate site infrastructure is in place to enable an
intensive use of the site. Preparing the Brief also provides an opportunity to address the
future planning and regeneration status for the site and to consider the potential for some
form of ‘special status’ within SNAP planning policy frameworks.
Enterprise Board - The study has identified the opportunity for establishing a new
sustainable delivery structure for the Trawsfynydd site with a clear focus on enterprise
development. However, following initial exploratory stages, it is evident that further work is
required to define organisational structures, relationships and identify a clear sense of
purpose that will require more time to evolve and mature. It is recommended that the
Programme Oversight Board works with existing community and partnership structures and
takes a lead role in working with appropriate stakeholders with a strong enterprise focus, to
test the potential of the enterprise board model. Developing synergies with the ‘Shaping
Futures’ initiative will be important as it already has a role in addressing employment
strategies for Trawsfynydd, and for this reason Menter Mon/Annog Cyf should be invited to
take part in these discussions with a view to an enterprise agency taking a lead role in
establishing the new organisation. A detail consideration of the proposed delivery vehicle is
set out in Section 8 of the report.
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1
Background
Gwynedd Council in partnership with the Welsh Assembly Government (WAG), Magnox North,
the Nuclear Decommissioning Authority (NDA) and the Site Stakeholder Group has
commissioned Hyder Consulting (UK) Ltd and Arwel Jones Associates to develop a masterplan
for assets in and around the Trawsfynydd Nuclear Power Station.
This commission reflects the importance of the site as a key strategic regeneration opportunity
that offers the potential to stimulate significant new economic development opportunities. A
driver for the masterplan has been the potential to identify and develop proposals that maximise
the long term sustainable economic and social benefits of the assets and resources at the site.
Trawsfynydd is located in North Meirionnydd, an area that has suffered significant economic
decline particularly in the primary and manufacturing industries with forecast losses in the
energy sector adding considerably to a worsening situation. The slate industry has been in long
term decline and recently 55 jobs were lost at the closure of the Oakley Quarry in 2010. During
its lifetime the Trawsfynydd Nuclear power station has provided highly skilled and well paid
employment for thousands of people, many living locally, although there has been a fluctuation
in employment levels over recent decades. There were 600 direct employees in 1985, followed
by a decline at the end of power generation in 1991, before the current decommissioning work
which currently employs around 550 people. There will be a short term ‘spike’ in employment
levels leading up to 2014 as the site is prepared for a decommissioning stage known as care
and maintenance which will require around an additional 150 staff. However, the primary
concern for the local economy is the dramatic loss in employment, and the impacts on the wider
economy, when in 2014 the site is effectively ‘mothballed’ leaving a core staff of less than 20
workers.
The social context is also a concern; Trawsfynydd ward has a population of 1,550, but is
decreasing at a rate of 2.5% per annum, with a high degree of outmigration by young people.
The area is also in the bottom 8% worst in Wales for access to services and housing conditions
(WIMD).
Several important regeneration initiatives have been undertaken to address the impacts and
effects of economic decline on the local community. There have been notable successes in
developing a unique activity tourism product such as at Coed y Brenin and the proposed Eryri
Centre of Excellence project will assist in adding more critical mass to these initiatives. At a
community level the activities of Traws Newid and other local organisations have made
progress in developing the local economic, recreation and tourism offer.
However, it is no longer possible to depend on traditional industries in the Trawsfynydd area to
underpin the sustainability of the local communities, and added to this the energy sector is also
in long term decline in the locality. For this reason, the primary focus for the study is to identify
opportunities which can generate significant employment and diversify the economic base from
maximising the assets that the former power station site provides.
1.1
Report Structure
The structure of this document reflects our study methodology. Our understanding of site assets
and resources has been developed from strategic policy and other evidential studies relating to
the site. This has been developed by our own site visits and consultation with a range of
stakeholders.
Section 2 provides the decommissioning context; and appreciation for the timescales and the
existing programme for decommissioning the site.
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Section 3 highlights the strategic policy framework that that is applicable to the site.
Section 4 presents our understanding of the assets and resources to be considered collectively
as the masterplan area.
Section 5 details the constraints on development of the assets
Section 6 details the opportunities that stem from an appreciation of the assets highlighted in
the previous section.
Section 7 presents the Vision for the site and the assessment of likely project impact and
deliverability.
Section 8 details the Delivery and Action Plan – the recommended projects and actions to take
the Vision forward and those organisations tasked with doing so.
1.2
Consultations
Community and stakeholder consultations have formed an important aspect of preparing the
study and generating the ideas and strategy. Individual meetings have been held with statutory
and non statutory bodies, businesses and community organisations to gather information and to
discuss proposals. A workshop was held with a selection of Magnox North staff to establish the
aspirations for the site from an employee’s perspective. Two stakeholder workshops were also
undertaken with local and strategic stakeholders, firstly to identify opportunities, and then to
discuss the Vision and options, the strategy for the site and how a new delivery body could be
established.
A list of consultees is provided in the Appendices.
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2
Decommissioning Context
Trawsfynydd nuclear power station ceased generation in 1991 and is currently being
decommissioned, and there is a need to consider the possible longer term future of
Trawsfynydd site and the locality and to identify possible alleviating actions from a socioeconomic perspective.
Trawsfynydd Power Station was one of the first generation of civil nuclear power stations to be
built in the UK. Trawsfynydd was the first inland civil nuclear power station in the UK and drew
its cooling water, at the rate of 35 million gallons an hour, from the man-made Trawsfynydd
Lake, originally built in the 1920s as part of a hydro-electric project at Maentwrog which is still in
use today.
Construction commenced in 1958 and the station started service in 1965, generating electricity
for 26 years before ceasing operations in 1991. The site is owned by the Nuclear
Decommissioning Authority (NDA) who is responsible for the decommissioning and clean up of
the site. NDA undertake this work through a contract with Magnox North, and Magnox North is
responsible for the safe delivery of the site decommissioning programme.
Both the NDA and Magnox North recognise socio economic obligations and one of Magnox
North’s objectives is to:
“Support the diversification of the local economy reducing reliance on nuclear sites for jobs and
contracts by increasing the number, variety and vibrancy of local businesses, promoting
entrepreneurship and attracting new enterprises.” (NDA Socio-Economic Policy, 2008)
The current preferred strategy for decommissioning the Trawsfynydd site, like all UK Magnox
nuclear power stations, is deferred site clearance. This strategy is intended to provide total site
clearance around 100 years after cessation of generation. It minimises risk to workers, the
public and the environment; minimises waste volumes; is technically straight forward and is
financially viable.
The current strategy consists of three phases of work:
Preparation for Care and Maintenance: 15-20years
Care and Maintenance ~70years
Final Site Clearance ~10-15 years
Decommissioning of the Trawsfynydd site commenced in 1993 and the preparations for Care
and Maintenance are well advanced. The Care and Maintenance state will consist of:
Two Safestores: the two, former reactor towers, which will be reduced in height and
weatherproofed
ILW Store: A newly constructed building for the storage of Intermediate Level Waste
The current plan is to demolish all other buildings, apart from a small security building that may
be necessary to house staff engaged with surveillance and monitoring of the site during the 70
year Care and Maintenance period.
At present there remain a number of ancillary buildings within the licensed site (offices,
workshops, stores) as well as the visitor/reception centre in close proximity to the licensed site.
This study gives consideration to the potential for change of use and timescales for release of
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these assets; however these are determined by the programme for decommissioning. Our
understanding of this programme is as follows:
4. Preparation for Care & Maintenance (1993 - 2014)
5. Commencement of Care and Maintenance (2014) with deferred Height Reduction (20192023)
6. Final Site Clearance (2088-2100), in 2045 the site would reopen to dispose Intermediate
Level Waste (ILW) to the national repository
Previously, the programme known as “LTP09” was being followed which had Height Reduction
of the former reactor buildings as part of Care and Maintenance preparations, and entry to Care
and Maintenance starting in 2022. However, at present a revised programme is being followed
known as TOP - Trawsfynydd Optimised Plan leading to early entry Care and Maintenance in
2014, and deferred Height Reduction starting in 2020, although there will be some site
remobilisation commencing in 2019. The TOP programme is based on slowing down nonessential work at other Magnox legacy sites (e.g. Bradwell in Essex) to concentrate on
decommissioning work at Trawsfynydd The programme is significant as it determines the
availability of assets for socio-economic use and also has implications for the sequencing of the
levels of employees required on site.
Figure 2-1
Approved Scheme for Restoration of Site
On 31st July 2003 planning permission was granted for the construction of the ILW store and
reduction in height of former reactor buildings. There were eight conditions attached to the
original Approval including a commitment to landscaping works within a timescale agreed with
Snowdonia National Park Authority (SNPA). The approved plans include a commitment to
planting native broadleaf woodland and glades seeded with wildflowers and grasslands in place
of the existing car park and other power station facilities that lie outside the Radioactively
Controlled Area (RCA). In the context of the sites planning status, the NDA are presently
committed to remove all structures and restore the area outside of the RCA to predominantly
natural landscape at the end of decommissioning. A revised decommissioning scheme which
would retain certain structures is likely to require a new planning permission.
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3
Strategic Review
Energy policy context
In July 2009 the Government published the UK Low Carbon Transition Plan1. This stated that, to
avoid the most dangerous impacts of climate change, average global temperatures must rise no
more than 2°C. This means global emissions must start falling before 2020 and then fall to at
least 50% below 1990 levels by 2050. The Transition Plan sets out the Government’s approach
to delivering emissions cuts of 18% on 2008 levels by 2020. This includes getting 40% of our
electricity from low carbon sources by 2020 with policies, including to facilitate the building of
new nuclear power stations.
In its Review of Energy Policy in Wales Part 1: Renewable Energy (2002), the National
Assembly of Wales stated that:
It is essential for a modern industrial society to have a secure and competitively priced supply of
energy. This is critical for both its social and economic well being. From an economic
perspective, energy is vital for wealth creation and for employment, and is in its own right a
sector that offers a wide range of economic opportunities. These embrace research and
development, production, exports and offer a wide range of jobs calling for a wide range of
skills.
The Assembly’s second Energy Review report on Energy Efficiency (2003), recognising the
equally important issue of global warming, noted that:
In order to achieve the substantial reductions in carbon dioxide emissions it would be necessary
to reduce energy demand (by improvements in efficiency) and obtain more electricity and some
other fuels from zero-carbon sources, such as renewables and nuclear power by about the
middle of the century.
The overall aim of the Welsh Assembly’s Capturing the Potential green jobs strategy for Wales
is to help businesses to:
enhance competitiveness and profitability by being more energy, waste and water efficient
explore and develop products and services needed in a low-carbon low-waste society and
stimulate their demand
strengthen the low carbon energy sector in Wales
The Engineering Employers’ Federation has recently launched an Energy Action Plan as a
blueprint for attracting as much as £200 bn to meet UK Government goals and safeguard the
interest of consumers. According to its Director of Policy (source: The Independent 12.7.10);
“the time needed to secure finance, mobilise supply chains and deliver infrastructure means the
energy industry will start making far-reaching and long-lasting investment decisions within the
next couple of years.”
The size and urgency of the challenge means that a clear energy strategy needs to be
developed quickly. All of this points towards the need to restructure the energy industry and
address shortcomings at both strategic and delivery levels. The sector as a whole has
significant potential to diversify its product base, introduce new efficiencies and gear up to one
of the most crucial economic and environmental global challenges. With the Assembly’s
commitment to sustainable development, Wales is well placed to be a key and innovative player
in the process.
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Wales Spatial Plan (WAG Update 2008)
Trawsfynydd is identified as a cross-boundary settlement; and is located in both the north and
central planning areas. The north Wales Spatial Plan (WSP) refers to the decommissioning of
the Trawsfynydd nuclear site, stating that it will reduce the number of well paid opportunities and
impact on the wider economy of the local area. However the plan also places importance on
developing an outward-looking and confident knowledge based economy, and places emphasis
on nuclear decommissioning technologies in contributing to this. The plan does not state what
should happen to the Trawsfynydd Nuclear site, or says anything about development of new
nuclear energy, although it explains that the end of phase one of decommissioning of
Trawsfynydd could further widen the existing gap in economic performance (as measured by
GVA) between the region and the rest of Wales. However it is stated that job creation could be
achieved via extended and low carbon power generation in the North West Wales Spatial Plan
area, and supported by the development of the energy sector.
The Mid Wales Spatial Plan, through the Inland Tourism Strategy, noted that, in Meirionnydd,
there is a need to fund training projects as a result of the decommissioning of the Trawsfynydd
power station. The Plan also recognises the need to develop and extend activity tourism,
promote and encourage innovation in green tourism and encourage appropriate investment in
the attractions sector.
Achieving our Potential 2006-2013 (WAG)
This mid-term review of the tourism strategy first published in 2000 provides the framework on
which all tourism development strategies are based. The strategy’s four key themes are:
sustainability, quality, competitiveness and partnership. The review acknowledges that
economic prosperity in tourism will be generated predominantly in the private sector but
competitive pressures will require the emergence of a more professional and market facing
industry. The review highlights the following strategic challenges:
Branding
Quality of accommodation and attractions
Accessibility
Skill levels
Partnership
Tourism Strategy for North Wales 2010-2013 (TPNW)
The tourism strategy for North Wales identifies Trawsfynydd in conjunction with Blaenau
Ffestiniog as tourism hub for the region. The whole area identifies scope to strengthen and
expand tourism and the contribution it makes to regional prosperity. The future lies in
capitalising on what makes this area special and stand out from the ordinary – its spectacular
natural beauty, the diversity of its landscapes, its distinctive heritage and culture. The strategy
does however identify two key challenges that will need to be addressed: Providing a tourism
infrastructure and product which matches up to the quality and appeal of the region’s natural
assets and making potential audience more aware of the special qualities of North Wales and
what it has to offer. The strategy includes a series of projects under the key headings:
Projecting our distinctive strengths
Investing in product excellence
Providing an outstanding experience
Working together in partnership
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Local Development Plan (Snowdonia National Park Authority)
The Deposit Local Development Plan was placed on deposit in Spring 2009 and sets out the
SNPA strategy for development in the National Park and once approved will replace the
adopted Local Plan. The LDP is an important document as it will provide the framework against
which proposals for the development of Trawsfynydd will be tested. The Focussed Changes to
th
the Deposit Draft was published on 20 May 2010, and is subject to public consultation finishing
nd
on 2 July 2010. The examination into the LDP will commence in September/October 2010.
View on Major Development - The deposit LDP highlights some key points about the major
development in the National Park and specifically at Trawsfynydd:
The NPA do not consider that a further nuclear power station would be acceptable in the
National Park
The plan states that settlements outside of the National Park (Bangor, Caernarfon, Conwy,
Llandudno, Llanrwst, Machynlleth, Blaenau Ffestiniog, Tywyn, Barmouth and Porthmadog),
but which are on the fringes of Snowdonia are more suitable for large scale employment
and housing growth
The plan explains that legislation and National Planning Policy is clear that ‘major’
development should not take place in National Parks other than in exceptional
circumstances. Major development is not defined precisely in National Planning policy, in
the LDP it is defined as:
o
o
o
o
o
Large power generating schemes
High voltage electricity transmission
Large military development
Large transport schemes
Large tourism or leisure developments
There is a preference to locate major developments outside of the Park, in closer proximity
to centres of population and industry. Any proposals for major development within the NPA
will be subject to rigorous examination.
Policy/Strategy for Brownfield Land - Strategic Policy A relates to National Park Purposes
and Sustainable Development, under this policy it is stated that there is a preference to secure
development of previously developed land, where the land is in a sustainable location in
preference to Greenfield sites.
Tourism and Recreation - The SNPA are supportive of tourism and recreation activity which
maximise local economic benefits, minimise environmental impact and safeguard the ‘Special’
Qualities in the National Park. Tourism development should not have an adverse impact on the
views to and from the National Park, and should not generate an increase in noise or light
pollution. The NPA acknowledge that whilst Snowdonia’s mountains have for a long time been
popular for climbing and hill walking, a variety of other activities have also increased in
popularity- the forests, coasts, and inland waterways of Snowdonia also attract significant
amounts of people to take part in recreational activities.
It is explained that through tourism it is possible to achieve one of the statutory purposes of the
National Park- which is to promote opportunities for the understanding of and enjoyment of the
‘Special Qualities’ of the National Park. It is also explained here that the natural environment
should be protected and tourism development should not damage the integrity of the Park. New
tourism development should be accessible by various modes of transport, and the SNPA place
importance on such development being accessible by sustainable modes of transport.
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New Static or Caravan Development - The SNPA oppose any development of new static or
chalet sites, as there is already a high number of static caravans within the National Park- which
if being considered today, would be deemed unsuitable. The SNPA also have the same stance
on touring caravan and camping sites, given the existing number of these within the National
Park. New sites for this type of development are not considered suitable due to their adverse
impact on the ‘Special Qualities of the National Park.
Noisy Sports - The LDP does not make specific reference to noisy sports, but criterion XIII of
Development Policy 1 (General Development Principles) states: “the development will not cause
significant harm to the environment, neighbouring residential amenity of the Park by way of
noise, dust, vibration, odour, light pollution, hazardous materials or waste production.”
Waste Facility - It is explained that due to the rural nature and low population of the National
Park, only a relatively small amount of waste is produced, and that most of this waste is
disposed and treated at Fridd Rasus site near Harlech. A Household waste recycling plant is
operational in Bala, and another facility is planned in Dolgellau. It is stated: Snowdonia has
fulfilled its obligations towards ensuring the development of an integrated and
sustainable network of waste management facilities in the North West region. Policy F
states that no land will be allocated for the development of new regional, or sub-regional, scale
and waste management facilities, and applications for new large scale waste management
facilities intended to meet regional or sub-regional needs will not be permitted. The policy
seems to be more supportive of applications for small-scale sites, especially on existing or
future industrial sites for the generation of civic amenity and inert waste, provided that there are
no adverse environmental impacts.
The Ffestiniog Area Action Plan 2007-2013 (Gwynedd Council Draft)
The study area and the Trawsfynydd community are located in the Ffestiniog Action Plan Area
which is one of the programme areas for regeneration activity across the Gwynedd. The Plan
has 4 main priority themes:
1. Spreading economic growth and development
2. Environment and natural assets
3. Affordable housing and living units
4. Live communities
Out of these fall a number of general projects:
Eryri Centre of Excellence; Outdoor Activities Project- Includes reference to effective use of
Trawsfynydd land, with DT&E as lead partner, working with partners such as Gwynedd
Council, tertiary colleges and others
Vale of Ffestiniog Tourism Association – this make no direct reference to Trawsfynydd
Ffestiniog Heritage and Cultural Networks Project - again no direct reference to
Trawsfynydd
Buildings and Lands Projects - general reference to empty buildings and vacant plots; and
local building skills
Living Units Project
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A more recent appendix lists specific initiatives including the Trawsfynydd Land Trust involving
Gwynedd Council, Magnox North and NDA. A revenue budget has been set aside for
development of power station land for local economic benefit.
The Plan identifies a number of initiatives with potential synergy with the study area e.g. Work
directly related to the Trawsfynydd Land Trust, but also links with the Green Town group on
energy and other related projects, with Antur Stiniog on Velorail, cycle trails and the outdoor
sector. There is also the potential link in with Communities First and TPNW on the skills
development agenda.
Eryri Centre of Excellence Business Plan (Gwynedd Council)
The vision of the Eryri Centre of Excellence is to work in partnership to offer a unique activity
tourism product that will capitalise upon the area’s outstanding natural beauty, for the benefit of
the local community and economy. The aims for the Centre include establishing a co-ordinated
and integrated activity hub that harnesses tangible economic benefits for the locality, adding
value to the wider Snowdonia brand, developing year round experiences, and placing
sustainability at the core of its activities.
Core components of the business plan include specific reference to Trawsfynydd Lake in the
following sections of the bid:
Component 2 (Water Based Activities), Strand A: Angling Provision: The aim of the project
is to create an attractive facility to enable effective management of the lake. This means a wish
to construct a suitable building to serve the purposes of the angling club, its visiting anglers and
competition anglers, kayakers, cyclists, walkers, bird watchers and all other areas, office space,
and meeting room, small kitchen, secure storage and housing for the hatchery. The plans also
include improved access for less able users to boating on the lake by upgrading the pontoon
facilities. This strand includes a commitment to generate an additional 4,000 visitors to the lake
and one additional full time employment.
Component 3, Strand B (Events and Developing the Shoulder Season): Capturing an
identified growth in the ‘non competitive events’ sector in Outdoor Activities. The strand
references the potential to offer a unique multi day event targeted towards the ‘off peak’ season,
where people can take part in several different pursuits. Specific reference is made to the
success of Trawsfynydd Lake in hosting the home international for fishing in 2010.
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4
NDA Assets Review
The assets have been considered as those located within the area of land in the ownership of
the NDA and that are under its ownership or control. The precise area of land the NDA owns is
highlighted in the Appendix A.
This Section of the report scopes the NDA assets, firstly by examining the NDA’s operational
assets, then the non operational assets. The human resource assets relating to the employees
and skills based at the nuclear power station are considered, and also the recreation, leisure
and community assets.
Figure 4-1
NDA Landownership
NDA Operational Assets
The NDA operational infrastructure refers to the assets (sites, services, infrastructure and
premises) utilised by Magnox for the nuclear site and the NDA infrastructure linked to the
Maentwrog hydroelectricity scheme.
The context for the Nuclear Site is identified in the following Figure which illustrates the land use
and potential, and shows how the site can be divided into two broad categories:
Nuclear Licensed Site
Non – Licensed Site
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Figure 4.2
Land Use and Potential
Nuclear Licensed Site
The Nuclear Site Licence is a significant issue for developing options for the site as it is granted
by the Nuclear Installations Inspectorate (NII) under the Nuclear Installations Act 1965. The
Licence imposes conditions on the Licensee, Magnox Electric Ltd, and must be taken into
account when considering change of use. In particular Licence Condition 3 requires that:
(1) No person shall convey, assign, transfer, let or part with possession of the site or any part
thereof or grant any property licence in relation thereto, except to the Civil Nuclear Police
Authority, without the consent of the Executive.
The area of the licensed site is 15.4 hectares and can be divided into:
Radiological Controlled Areas (RCA) – including the two Safestores, ILW Stores, Cooling
Ponds and Waste facilities
Land and Buildings outside RCAs
With the constraint of the site licence there is unlikely to be any change to the designation of
RCAs until after Final Site Clearance (2100), which means opportunities will have to focus on
the area outside the RCA, where there is a possibility of a change of use or redevelopment. This
could be achieved either by partial de-licensing of the site or by obtaining the consent of the NII.
There would also need to be consent for these activities from the Office for Civil Nuclear
Security (OCNS), who are the security regulator for the civil nuclear industry as well as SNPA
as local planning authority as such uses would deviate from the existing planning permission.
There are recent examples of areas on other UK nuclear sites (UKAEA Winfrith, Magnox South
Berkeley) that have been de-licensed, following decommissioning and remediation.
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In terms of assets outside of the RCA where there is potential for reuse and development, the
following have been identified and information provided1, although detailed inspections and
surveys of the assets have not been undertaken.
View of Operational Site
Administration Building
This three storey building was constructed in the early 1960s taking it beyond its design life. It
will be required by Magnox for a further 5-10 years, at this stage the intention is to demolish this
building creating a cleared area before the site enters Care and Maintenance. This building will
not be required beyond 2014.
Workshop and Stores Block
The Workshops connect to the Administration Block via a link corridor. The workshops are over
40 years old and not of a modern standard or quality, although they could be considered
suitable for a variety of light engineering/manufacturing uses. The current plan is to demolish
these structures, this may be necessary to allow for the Height Reduction phase (2019-2023)
however it is possible that they could be made available for temporary alternative uses from
2014 -2019 during Care and Maintenance.
Projects Office
The project office is single storey modular building, designed and constructed by Wernick
Buildings in 2003. It provides open plan office space for 60, together with toilet and meeting
room facilities. There is potential for reuse of this building as office accommodation.
Work and Resources Office
This two storey modular building was installed on the Trawsfynydd site in 2005. The ground
floor provides a large open plan office. The first floor is divided into eight smaller offices/meeting
rooms. The building accommodates 50 office staff, and includes kitchen and toilet facilities.
1
Trawsfynydd Site Infrastructure Report (Magnox North 2009)
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Security Lodge
The Security Lodge is located besides the main entrance to the licensed site. It acts as a
Reception Centre for visitors to the Trawsfynydd Site as well as the Site’s Security Control
Room. The building contains Security Control Room, Reception Area, toilets and kitchen/mess
room. A security presence on the site will be required throughout the Care and Maintenance
period and this building is unlikely to be available for alternate use unless a decision is taken to
de-license part of the site and relocate the facility.
Turbine Hall Footprint/Slab
The power station’s turbine hall was demolished in 2003. The footprint of the building is
approximately 150m x 50m and has been levelled. It is now in use for Contractor’s
accommodation since there is insufficient space in the permanent buildings.
The area also includes a new 45m x 25m compound with sorting facilities for a variety of
wastes. The site at present only takes waste from Magnox, however if the site was developed to
take waste from a number of different companies then a waste management licence would be
required.
This area is also an important ‘lay down area’, and will be used during the preparations for Care
and Maintenance. A substantial area will be required for the lay down and storage of materials
required during the height reduction and re-cladding of the two reactor buildings (2019-2023)
which mean it is unlikely to be available for permanent reuse until the longer term.
There is a roadway running around the perimeter of this area and all services are available,
factors which favour this site for redevelopment.
Drum Store
This building is currently in use for the storage of radioactive waste and is designated as a RCA;
the intention is to transfer the waste packages to the new ILW store. After emptying the store
this building will be surveyed and decontaminated, if necessary with a view to demolition,
however it could be considered for alternative uses. There is an overhead crane, with 5 tonne
lifting capacity in this building.
Electricity Infrastructure
The Trawsfynydd site is connected to the National Grid, with the National Grid substation
located adjacent to the Nuclear Licensed Site. Although Trawsfynydd Power Station ceased
generation in 1993, National Grid will not be decommissioning their substation – which is
connected to the pumped storage station at Ffestiniog as well as to the National Grid network at
Pentir and Connahs Quay.
The 400KV Grid Connection is an important asset, giving an opportunity for both importing and
exporting electricity. The Trawsfynydd site has not been identified so far as a suitable site for a
new nuclear power station; however the electricity infrastructure would support renewable
energy technologies (wind power, solar power, and biomass) for supplying the site with
electricity and also for export.
Currently the decommissioning site has a peak demand of 1.4MVA. There is some spare
capacity but there will be a need for additional local distribution boards. If the Grid connection is
required for long term use it may be necessary to invest in replacement station 275/11.8KV
transformers.
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The current intention is that the site will terminate the Grid Connection before entry to Care and
Maintenance. Thereafter the site electricity supply will be provided through the Scottish Power
11kV local network, which has a capacity of 500KVA. It is anticipated that up to half of this
capacity will be required during the Care and Maintenance phase of decommissioning.
Water
The site’s domestic water supply is provided by Welsh Water. The site supply is taken from the
Welsh Water main running along the A470. The mains pipe is a 6 bar, 6 inch pipe (source
Welsh Water). The water meter and connection to the site supply is located beside the site
entrance on the A470. There is a 90mm plastic pipe running alongside the site approach road,
this is thought to be about 3.5 bar which could give the site a maximum of 10m3 per hour.
At present the maximum amount of water usage is less than 50m3 per day, therefore there is
some surplus capacity. The site has a licence to abstract water from Trawsfynydd Lake for
dilution of effluent. Abstraction rights for other industrial purposes would require consents from
the Environment Agency, as well as the installation of pumps and pipe work.
Information Technology
The site infrastructure consists of internal Cat 5 wiring, primarily UTP (unshielded twisted pair)
but also some IBM type 1 (mainly in admin and workshop areas), and fibre optic links between
key buildings. The Cat 5 wiring is capable of running at 100Mb/s, the fibre at 1Gb/s. There are
approximately 80 network connections in the Administration Block, 100 in the Work and
Resources Office and 120 in the Projects Office. The wide area links consist of 34Mb/s bit
circuits. Appropriate security clearance, from Magnox North (and NDA) would be required
before connecting any third parties to this network.
It is understood that British Telecom can provide Business Broadband to site at around 1Mb,
and also up to 34Mb data connection if required. It is also understood that Cable and Wireless
installed fibre optic cables along the pylons which connect with the site and this may be
available for future application. Contact has been made with Cable and Wireless and we are
awaiting confirmation of the presence of fibre optic cabling and the opportunities this presents
for the site.
Drainage and Sewage
The Trawsfynydd Site is not connected to mains drainage. The site has its own sewage plant,
operated by Magnox North. The sewage plant has capacity to cater for up to 650 personnel.
The plant was constructed in the 1960s and has limited life remaining. Operation and
maintenance of the plant is fairly labour intensive; and the plant does not operate effectively
when there is low throughput (minimum workforce 350).
Any redevelopment of the Trawsfynydd site is likely to require investment in refurbishment or
replacement sewage treatment facilities and discharge consents from the Environment Agency
will be required. Installation of a modular plant would be more automated and could deliver
savings in operating and maintenance costs.
Surface drains on the Trawsfynydd Site are fed through an oil interceptor before pumping to the
lake. In the long term it is planned that the site can change its authorisation and discharge via
gravity elsewhere, thus not having to pump the water into the lake. Neither the Security Lodge
or the Visitors Centre are connected to the site’s soil drains, both buildings have local septic
tanks.
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Site Security
There is a secure palisade fence surrounding the licensed site and the site security lodge is
currently manned 24 hours each day. These arrangements will be maintained in the short term,
but are likely to be reviewed for the Care and Maintenance period. The site security is an
opportunity for attracting new tenants that require high level security. Consent from OCNS will
be required for any tenancies within the licensed site and it is likely that some obligations will be
placed on the tenants or their associates/employees. However the availability of a very secure
site could also be attractive to businesses working in e.g. bio-sciences, military, or those using
hazardous materials.
Non Licensed Site
Former Trawsfynydd Visitor Centre
This building was constructed in the early 1990s and is situated on the lake shore. The
accommodation consists of a large exhibition hall, meeting and conference rooms. The dining
room/café has recently been replaced with a staff gym. The building is currently in use as a
conference and induction centre and has potential as a shared facility at present but will
become surplus to requirements within the short to medium term (from 2014). The building is
accessed from the site approach road, although there is no parking immediately adjacent to the
building which reduces its commercial attractiveness. All services to the centre are independent
from the licensed site. The Centre is connected to the main site IT networks by a wireless link,
and also has a UTP cabled infrastructure.
No structural survey has been undertaken of the building, although the Centre is a modern
construction. Consultations have indicated that the building would require investment in terms of
insulation and energy efficiency to meet modern standards.
Viewing Platform
Viewing Platform
This is an attractive modern structure located next to the former Visitor centre in a prominent
position overlooking the lake. The structure appears in good condition, although no surveys
have been undertaken, and is currently used by visitors and site employees as an amenity area.
The facility offers no information or interpretation for the area.
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Staff Car Parks
The main staff car park is situated within the licensed site although outside of the security fence.
Another staff car park is located south of the main site and overlooks the lake.
Currently the staff car parking spaces are fully utilised, however as the requirement for the site
workforce will reduce in the short to medium term this will free up land for potential reuse and
development. However, sufficient staff parking will also be required during the Height Reduction
and Final Site Clearance phases which will restrict the amount of existing parking that could be
permanently lost without replacement elsewhere.
All Dams Operational
There are four dams that provide the impoundment for the lake. By far the largest is located in
the north western corner of the lake and has a design life to 2086. As well as maintaining the
water levels for the former nuclear plant, the dams provide the source for the Maentwrog
Hydropower plant operated by Magnox. The lake is fed by the original river and two leats
constructed to maximise water catchment. Staff assigned to Maentwrog are required to
maintain a watching brief not only on the dam but the wider lake and feeder channels.
View of the Dam
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The dam at the north western corner of the lake is also a spectacular structure and a high
quality viewing point for lake, the wider North West and lower Ceunant Llennyrch Gorge. This
section of the dam can be accessed by vehicle along a narrow road and there is a small
parking/turning area adjacent to the structure. Vehicle access across the dam is possible but
there is only a right of way for pedestrians from this point. The site is isolated but accessible
and would generally be improved by introducing visitor information and interpretation linked to
the history of the site and the surrounding landscape. In terms of hazards, the use of the lake
for canoeing near to the dam is considered dangerous at high water since there are no barriers
to prevent canoeists overtopping into the canyon. Other hazards here include currents and also
the remains of the old dam which lies close to the surface particularly at low water.
NDA Non Operational Assets
Former Pump House Site
The site is situated on the shore of the lake to the south west of the power station. The pump
house has now been demolished and the site has been levelled, however the culverts between
the intake and the licensed site have not yet been in-filled. This site does have potential for reuse/development, although it is a prominent site overlooking the lake and will be subject to strict
planning criteria.
The Lake
Aside from its continued functions as an energy supplier via Maentwrog dam, the lake is
currently used for angling (fly/coarse) and canoeing. It has also been used by Traws Newid in
the development of a floating plant project and running a pleasure boat cruise, neither of which
are currently operational. Prysor Anglers have a license associated with their leisure activities
until 2027 and Traws Newid a similar license agreement until 2029.
View of the Lake
In January 2001 a “Memorandum of Understanding” (MoU) between BNFL and Traws- Newid
was drawn up concerning the use of the lake which indicates that “In general, where third party
proposals are being promoted for the lake, BNFL is happy to state a preference to deal directly
with Traws-Newid rather than with other third parties.” The third parties are defined as “…other
lake users, either existing or future, who have or will have sub-licences from Traws-Newid, and
other potential developers of the BNFL estate if the lake forms part of the proposed
development” These licences continue to be supported by the NDA, although it is understood
that the precise nature of relationship between Traws Newid and the NDA as established by
MoU requires clarification in light of recent proposed activities on the lake.
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Rafting and Rescue training (www.rescue3.co.uk and www.ukrafting.co.uk) currently use the
cold water channel of the lake for certain scenario based training in deep water, and there is
potential to develop this use in the future. Their courses are internationally recognised and form
the base training for many emergency services, white-water professionals and rescue teams.
The lake currently has four slipways – formal entry points that are focused around the northern
part of the lake. The only serviceable slipway where it is possible to launch a board from a
trailer is owned by Prysor Angling. This is a possible constraint in terms of encouraging lake
users, and an increase in the number of entry points could also reduce the potential for user
conflicts.
The lake has the capacity to supply water for industrial use, for cooling water or other proposals;
however abstraction licences would be required and new infrastructure would have to be
constructed: pumps and pipeline.
Craig Gyfynys Radio Mast
View of Mast Building
There is a former VHF radio mast and adjoining building for radio equipment located on the hill
behind the nuclear power station which is accessed via a gravel track and is located in an
isolated and attractive location. The mast is owned by the NDA and was formerly used by
Wales Gas, Welsh Water Authority and the Central Electricity Generating Board (CEGB). The
adjoining building (see image of original layout plan) is an insulated stone clad structure with
corrugated roof.
The only remaining user of this facility is the
Wales Ambulance Service. They have recently
given notice and will be removing their
equipment by October 2010. Current plans are
demolish the mast and adjoining building
before the site enters Care and Maintenance.
However, the building could be utilised for
conversion/adaptation for alternative uses,
such as bunkhouse accommodation.
to
Image: Radio Mast Building – CEGB (1983)
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Clay Pigeon Shooting & Helicopter Landing Site
South west of the licensed site a clay pigeon shooting area is established with an associated
temporary cabin facility. This facility was formally a core component of the local sports and
recreation opportunities for staff of the power station. However, the activity has now been
substantially wound down, largely due to a lack of resource to manage it. The site is relatively
flat and has an area designated for helicopter landing, although this is infrequently used.
The site is well positioned with good views and access to the lake. It is understood a planning
application has recently been submitted for the upgrade/redevelopment of the temporary cabin
facility. There is also potential for user conflict associated with other recreational uses within
this corner of the lake.
Foot Bridge
View across Footbridge
The pedestrian footbridge is located at the south of the lake between Trawsfynydd village and
the southern water’s edge. The bridge is 80 years old and a quarter of a mile long and
previously linked the village population with a local Chapel. This place of worship has since
closed and the bridge is used mainly for leisure and recreation walker as it provides a
convenient southerly route avoiding the A470. It is an attractive route which benefits from
spectacular views. The bridge has recently been repaired with a new wooden footway but is
understood to be in need to further structural improvements and painting. The bridge is of no
operational importance to Magnox but is potentially costly to maintain.
Car Parks
There is car parking immediately adjacent to the main entrance point for the power station off
the A470, north of the lake. This site is generally used by visitors to the Power Station but also
by those attending meeting or training courses at the former Visitor Centre. We have also
observed it is used by local residents as a point to access surrounding footpaths for dog-walking
and such like. We consider the car park to be of sufficient capacity to suit existing and potential
purposes and in good proximity to the former Social Club and Prysor Angling’s facilities to be
used as an overspill by a range of recreational users. There is however a lack of signage to the
car park from the A470 that if improved in conjunction with other identified assets could attract
additional visitors to the site.
South of the lake, located near Cefn-Gallt-y-Cwm, there is a large gravel car park with access
off the A470. The facility has no directional signage but is in close proximity to the lake and the
foot bridge. The car park is also close to proposed walking/cycling linkages with Coed-y-Brenin
to the south and connects with a permitted lake access point for Prysor Anglers.
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There are other less formalised parking areas within the wider area. Adjacent to the log
cabin/Social Club, adjacent to the slipway used by canoeists and adjacent to the area used by
the clay pigeon club. There is a need to address/manage these sites to ensure car parking
provision complements recreational use, particularly for new activities and potential events etc.
Agricultural Tenancies
Discussions with the NDA’s agents (Dixon and Webb) have indicated there are two main types
of agricultural tenancies in place for the NDA landholding at Trawsfynydd:
Annual tenancies with security of tenure and rights to remain under the Agricultural Holding
Act
Longer term leases with rights to remain in succession for tenants and their families.
Agriculture continues to be a major employer in the Trawsfynydd locality and the farming
community has acted as important custodians for the good up keep of the land in the study
area. Proposals that impact upon existing tenancies will require the agreement of the tenants,
most of which have security of tenure.
Human Resources & Skills
A key part of the exercise of reviewing the resource base at Trawsfynydd relates to the people
employed there. They are a major asset to the area and a key consideration in relation to its
future prosperity. It is therefore essential to consider the skills and human resources in their
wider strategic and regional context.
The existing workforce constitutes over 200 staff and an equivalent number of agency or
contract staff. These range from skilled engineers to office administration and site security staff,
and it is key consideration for decommissioning, and this study, to establish future employment
opportunities for these staff. Discussions with Magnox North have indicated many of the
remaining permanent staff have strong ties to the local area and have already chosen to stay in
the locality for their employment rather than relocate. Finding new local employment post 2014
will be particularly important for these staff.
A breakdown of 212 employees is given at Appendix A. 22 staff occupy administration roles,
with 17 security staff. Electrical and mechanical engineers occupy 30 jobs, with 21 waste
managers/operatives and 14 craft technicians. These constitute almost half the workforce.
Administrative and security posts involve skills and experience generally transferable to other
sectors. Electrical and mechanical engineers generally hold more specialist skills and constitute
two discrete professional disciplines, both of which have transferable application to a range of
existing and emerging technologies. Waste management skills at Trawsfynydd will range from
those highly specific to the nuclear industry to others which could be applied to more general
hazardous waste management operations. Payroll staff tend to have been recruited from the
local area, often with generational continuity (i.e. son following father), trained specifically on
site to perform their duties and promoted or transferred within their cohort. They have
represented a stable, long-term asset to the site and its operations.
The North Wales Skills Agenda prepared by British Nuclear Group in 2007, key posts occupied
by agency staff included cost engineers, quantity surveyors, planning engineers, general
engineers and project leads. These tend to be highly specialised and embodied within a mobile
workforce able and willing to travel to and work in locations and work situations in different parts
of the UK and worldwide, often on short to medium term contract.
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A skills audit is currently under way as part of the Shaping the Future programme as a means of
mapping the current skills profile and matching it to both future aspirations of the workforce and
likely future job opportunities.
Other Assets
Trails
There are a variety of trails, permissive paths and public rights of way that pass through NDA
land: At the strategic level, National Cycle Route 82 routes through the site, and at the local
level, established nature trails installed by the NDA. The network of trails generally appears
much stronger to the north and east of the site and sparser to the south and west.
Trails link the power station area with Trawsfynydd Village and, via the footbridge, the southern
car park also with Trawsfynydd Village. Whilst the network of footpaths and trails exist, access
directly to the water’s edge is very limited.
Figure 4.3
Trails
Railhead
The railhead is the former termination point of a rail link between the site and Blaenau
Ffestiniog. This was used for the transport of irradiated fuel flasks to Sellafield. The line has not
been operational since the completion of defueling in 1995. This link between the Trawsfynydd
railhead and Blaenau Ffestiniog remains intact and is owned by Network Rail. The railhead is
owned by the NDA.
The railhead is adjacent to the A470 and lies opposite the entrance to the site approach road.
Whilst access to the railhead is on a bend of this strategic highway that would need to be
considered as part of any improved linkages with the site, the railhead remains an asset that
could contribute to the wider recreational and visitor potential of the site. The condition of the
existing track is similarly unknown at present but should sufficient funds be identified for
necessary improvements, the rail head site could be developed as a small station.
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Access Roads
There are two principal access roads to the area, both of which are accessed from the A470.
South of the lake, an adopted highway services the southern car park, farmland and camping at
Cae Adda, terminating at Coed-y-Rhygen. North of the lake, the access road links to the power
station and beyond to the top of Maentwrog dam. This northern access road is not adopted
highway and whilst capacity may exist in parts to widen the road and manage any potential user
conflict, this would need further investigation to ensure sufficient access to other identified
assets.
Pandy-Ddwyryd Lagoon Canoe Launch
View of Canoe Launch
This site is located towards the north western corner of the lake, along an unmarked single-lane
access road towards the water edge. There is car parking for a maximum of six vehicles and
access is constrained for users, particularly if using trailers.
The site is utilised by canoeists because of its proximity to the more sheltered north western
corner and because it minimises the conflict with other lake users (e.g. anglers). There are risks
with canoeing in the area at high water near the dam - but the quality of lake is recognised by
Canoe Wales and development of the activity could form part of a wider outdoor activity offering.
Social Club
View of Club Building
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The former Social Club of staff of the Trawsfynydd Power Station is in a sheltered bay with
excellent views of the surrounding natural environment. We understand the condition and
possibly the structure of the premises is of poor quality and currently needing a significant
number of repairs to make it fit for purpose (some £50-80k in value has been estimated by the
owners), it is of significant size and the basement is currently used by a local business for the
storage of outdoor activity equipment. The building is owned by Traws Newid and consultation
has indicated significant progress in the identification of a private tenant with aspirations to build
on the local leisure and recreational potential at the site. Traws Newid has at the time of the
study agreed to fund through NDA granted resources the refurbishment of the building to open it
as a visitor facility/cafe in 2010.
Prysor Angling Association
View of Boat Facility
Prysor Anglers have been in existence since the 1950s, formerly incorporating a hatchery and
fishery facility and employment of four bailiffs. Whilst the association’s functions have been
down-scaled since the 1980s the lake remains a high quality fishing destination holding national
fishing competitions and Welsh trials events. Whilst the quality of the fishing is unquestioned,
there is an apparent lack of complementary infrastructure – formal car parking and public
conveniences. The association currently lease a compound from the NDA used for storage and
the administrative aspects of the club. They also lease a log cabin facility from Traws Newid,
immediately inland and opposite the Social Club which is used as a small scale occasional cafe.
The facility currently offers the only location at which to purchase fishing permits for the lake
following removal of the service from Trawsfynydd Village. The association also owns and
manages a pontoon and fleet of fishing boats used by anglers to fish the wider lake.
View of Fishing Cabin
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Prysor Angling Association is a key deliver partner with the Eryri Centre of Excellence bid.
Strand A (Angling Provision) of Component 2 (Water Based Activities) includes the proposal to
create an attractive facility to enable effective management of the lake that serves the purposes
of the angling club, its visiting anglers, and competition anglers, kayakers, cyclists, walkers, bird
watchers and all other users of the lake and its surrounding area. This facility is also proposed
to include a visitor cafe.
In addition, an individual from the angling association is also currently developing a small
hatchery business adjacent to the old pumping station site, within the power station’s former
cooling water channel. Development of this business is likely to complement the activities of the
association.
Boathouse and Island
One of the islands within the lake contains an old boathouse. Whilst it is not clear what
condition or potential this facility may hold the island could become an integral part of the lake’s
recreational offer, possibly offering overnight camping/bunkhouse.
Ceunant Llennyrch Gorge
The gorge connected to Maentwrog dam is already used by local outdoor activity business for
gorge walking and also piloted by a local rescue training centre for their courses. The depth
and width of the gorge ensures it also has a micro climate that fosters the growth a rare moss.
Roman ruins Tomen-y-mur
The Roman ruin north east of the site is outside NDA ownership and is recognised as an
important piece of local heritage. Whilst it is not clear exactly how visited the site we are believe
there is some merit in explore the potential to connect this asset with any potential visitor
infrastructure within the NDA site.
Trawsfynydd Village
Trawsfynydd village is an important resource, both in terms of the local workforce/skills base it
provides and the key local amenities it offers. There are two grocer shops, two public houses, a
newsagent, butcher, bank, post office, garage, petrol service station, hardware shop and a
branch of a large agricultural merchant. Ysgol Bro Hedd Wyn is the local primary school and
currently has about 100 pupils. Religious services are held most Sundays at St. Madryn Church
and Moriah Community Chapel.
The village is connected to the lake and other NDA sites via walking and cycling routes and is
only a short distance along the A470 from the main site. The village also contains a heritage
centre which duals as a bunkhouse and administrative centre for Traws Newid.
The village is the hub for the 12,830 hectare Trawsfynydd parish area. The parish is sparsely
populated and distinctively rural with a population of just under 1000 people; an average of 0.07
people per hectare. (Census 2001)
Also of note is the strength of the Welsh language – 75% of people of working age can speak,
write and read Welsh, compared to 63% of Gwynedd County as a whole. (Census 2001).
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5
Summary Constraints
NDA Operational Assets
The potential for re-use and development of the licence and non licensed site is not
straightforward and the opportunities for the future use and redevelopment will be determined
by several key factors:
Decommissioning phases and timescales - a relatively small amount of the operational areas
will become available in the short term due to deferred Height Reduction (2019-2023). This
significantly limits opportunities to undertake any major reconfiguration of the site or introduce
larger scale new uses. In relation to the land use potential arising from de-licensing, this is
illustrated in the following Land Availability Analysis. The implications of the TOP - Trawsfynydd
Optimised Plan (described in Section 1) is to reduce the area available for re use in the short to
medium term. The Height Reduction phase is likely to restrict the permanent reuse of the central
area of the site (shown in yellow) until after 2023, with only the staff parking areas, former
Visitor Centre and administration and office building becoming available in the
immediate/shorter term (2014-2019). The requirement to retain enough land area for personnel
car parking during Height Reduction 2019-2023 will be a constraint on site development, and
the RCA is unlikely to change its designation until after Final Site Clearance in 2100.
The age, adaptability and suitability of buildings - most of the building due to their age or
design are likely to be inappropriate for permanent reuse on the site. The workshops and stores
and drum store could be considered as too old and inflexible for long term reuse and are likely
to lack the attractiveness necessary to draw new enterprises to the site. The project and work
offices are modular buildings which may also lack the necessary quality to attract occupiers
seeking high quality accommodation. The Visitor Centre, whilst having greater potential for
reuse, is likely to require modernisation and improved energy efficiency. However, there is the
need to confirm these observations through undertaking structural/condition surveys and a
commercial market review of the attractiveness of the existing buildings.
The age and condition of site infrastructure – this includes the possible constraint associated
with the existing national and local grid connection and the likelihood identified to invest in the
site sewerage system.
Regulatory Approvals – if new uses or redevelopment of the Licensed Site becomes an
option, it will then become necessary to seek approvals. These will include Nuclear Site License
conditions and approvals from Nuclear Installations Inspectorate (NII) and Office for Civil
Nuclear Security (OCNS) where new uses and occupiers proposed or where a de-licensing of
the site is considered.
Planning permission from SNPA will also be required where proposals depart from the extant
permission. This requires the removal of all buildings and restoration of the natural landscape
with the exception of the two reactor towers that will be subject to a height reduction
programme. The statutory purposes of National Parks are set out in the Environment Act 1995
and Planning Policy Guidance Wales; they are to conserve and enhance their natural beauty,
wildlife and cultural heritage and to promote opportunities for public understanding and
enjoyment of their special qualities. Where it appears that there is a conflict between those
purposes, the guidance states greater weight shall be given to the first. National Park
Authorities have been set up to pursue these purposes, and other public bodies and other
relevant authorities have a statutory duty to have regard to these purposes. National Park
Authorities also have a duty to seek to foster the economic and social well-being of their local
communities. The location of the site with the SNPA is a major consideration for the future
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planning of the site, with National policies making a presumption against major redevelopment
and employment generation within the National Park, unless in the National Interest.
Sustainability – the Trawsfynydd site is remote from the main centres of population, public
transport links are poor and the area is situated with a nationally protected environment. The
sustainability of the site will be a major consideration for the approval of major employment
generating activities. However, location, transport and environmental considerations must be
balanced with social and economic considerations such as the unique site infrastructure and
workforce, high levels of multiple deprivation locally, alternative employment opportunities and
the potential to restore and utilise a large-scale brown field site.
Figure 5.1
Land Availability
NDA Non Operational Assets
Decommissioning phases and timescales – as has been outlined for operational assets, it is
likely to limit some opportunities for reuse and development where new facilities are required to
accommodate the workforce during the Height Reduction and Final Site Clearance phases.
Protected areas and SNPA planning policies – there are a considerable number of planning
constraints on any potential developments located in the National Park. Although where
development has previously taken place it will be considered as brownfield, the reuse and
development of such sites will have to be balanced against other planning considerations,
including those set out in Section 3 which include a presumption against major developments,
the need to protect the landscape, the quiet enjoyment of the National Park, and the preference
for development in sustainable locations.
Agricultural tenancies – the rights of existing agricultural tenants means it will be necessary to
obtain their approval for activities and developments that affect their land.
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Other Assets
Recreational Conflict – identification of assets highlights a range of existing and potential
recreational uses both on and in proximity to Trawsfynydd Lake. The development of one
activity has the potential to limit the potential for another: For example, whilst the north western
corner of the lake is identified as suitable canoe water, this is could potentially be within the
firing range of the clay-pigeon shooting. Similarly, the existing canoe access point is also used
by anglers and it is important to consider the potential conflict between these two groups.
Environmental Constraints – the potential for development the walking and cycling
opportunities have the potential to conflict with designated environmental areas. Both a defined
National Nature Reserve and Site of Special Scientific Interest are located on the north western
shore of the lake. In addition, the micro-climate and sensitive ecology within Ceunant Llennyrch
Gorge has the potential to restrict additional outdoor activity in the location.
Access constraints – the road to the north of the lake is not currently adopted highway. This is
an important route to link a number of key assets. The current quality and capacity of this route
could potentially limit the potential to take advantage of assets.
Capital Investment Requirements – it is possible that the level of financial investment required
to maximise the opportunities from identified assets is prohibitive: Either the opportunity does
not provide sufficient commercial incentives, or the investment requirements are too large for
community group and public bodies to consider (particularly in the context of a budgetconstrained public sector).
Nuclear Stigma – It is apparent that the association of many of the identified assets with the
nuclear power station continues to inhibit, in some minds, the potential to expand the leisure
and recreational opportunities of the lake, although there are several studies that confirm the
water quality and safety of the lake.
Competition with other Regional Assets – Consideration of the potential to develop assets at
the site needs to be sensitive to the broader economy. Focus should perhaps be on what
differentiates the Trawsfynydd site from other regional assets and to explore ways to integrate
projects to add value to the wider region’s capabilities.
Community Regeneration – The area has seen a significant contribution to regeneration from
the third sector. Our analysis of the existing context has however highlighted a fragmented
approach to community development, funding and delivery. For example, potentially competing
schemes for the enhancement of the former sports and social club and the creation of a new
centre for Prysor Angling within the same site. Both projects are supported by the NDA by
means of its funding and potential landownership. Some £80k of repairs have also been
identified for the Sports and Social Club by Traws Newid, and in light of the building’s age, size
and condition, the merit of spending substantial sums on repairing the club requires greater
scrutiny particularly as it potentially competes with nearby planned investment. Overall, there is
a need for a more coordinated approach to community development with greater level of cooperation between local stakeholders.
Community Licenses – Traws Newid hold a license agreement with the NDA until 2029 and
Prysor Anglers have a license associated with their leisure activities until 2027. There is also a
memorandum of understanding that implies Traws Newid have a lead role in managing third
party use of the lake. The potential to increase activity on the lake will require improved
coordination and management and whilst additional licenses can be granted by the NDA for
lake users, these agreements will need to be carefully drafted and managed to avoid potential
for user conflict. It is understood that the NDA are able to renegotiate and adjust existing
license agreements if this will address unforeseen management/user conflicts.
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6
Opportunities
6.1
Human resources and skills
Skills & Training
A key part of the exercise of reviewing the resource base at Trawsfynydd relates to the people
employed there. They are a major asset to the area and a key consideration in relation to its
future prosperity. It is therefore essential to consider the skills and human resources
opportunities in their wider strategic and regional context.
Shaping the Future - This is an innovative programme of support, retraining and redeployment
for the employees of the Wylfa and Trawsfynydd nuclear whose careers are substantially
threatened by decommissioning over the next five to seven years. The project’s primary
purpose is to prevent the loss of this skilled workforce from a regional economy in dire need of
such elevated and knowledgeable economic contributors. The project’s characteristics can be
summarised as follows:
Shaping the Future is substantially geared to and committed to job creation, Its objectives are
to create 275 jobs with an average value of £25,000 per annum, providing direct mitigation of
job loss from the cessation of activity at Wylfa and Trawsfynydd, whilst strengthening the
decommissioning supply chain and helping people into sustainable alternative employment.
Cost benefit analysis shows that a successful project will repay its investment and produce
threefold benefit by 2016, steered by a wide partnership of stakeholders and funded by a multi
party participant group, underlining the breadth of support and goodwill at national, regional and
local level.
This transformation project will minimise the negative socio-economic impacts of
decommissioning and clean-up on local communities, by re-defining the unique skill mixes
within the Wylfa and Trawsfynydd workforce to benefit, enable and create sustainable
communities across North West Wales through the encouragement of personal motivation and
positive response to change and new opportunity.
The project objectives are:
to encourage personal motivation amongst the 1200 strong employee dependent upon the
nuclear industry in order to develop positive responses to change and the capacity to
recognise and grasp new opportunities and to meet challenges which will arise from
structural change in the regional economy.
to facilitate and implement alternative and sustainable career adaptation and diversification
measures over the next four years.
to provide extensive, practical and demanding career development, retraining and
redeployment assistance for workforce beneficiaries focused upon matching individual
needs and aspirations to real and tangible job and enterprise outcomes
to facilitate and secure the repositioning of the departing workforce into new jobs and/or
new enterprises.
In terms of economic diversification in North West Wales, the programme fits directly with two of
the Assembly Government’s core aims in economic development, expressed in the
Convergence project as:
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THEME 2 Skills for the Knowledge Economy – higher level skills and systems for workforce
development
PRIORITY 3 Improving skills levels and adaptability of the workforce
Identified priority sectors include:
renewable energy
environmental goods and services
telecoms and IT product and service development
online entrepreneurship and e-commerce
biosciences and health
aerospace and digital engineering
outdoor coastal activities and tourism
Shaping the Future is an active initiative aimed at redirecting skills form within the nuclear
industry. Current work focuses on auditing staff skills and aspirations, with tailored programmes
being developed to take individuals along the next steps towards new or different employment.
The programme will, in due course, be tapping into the services of relevant training providers
and engage with the wider regional economy, especially where growth points for employment
are concerned.
Dolgellau Engineering and Built Environment Centre: supporting skill and workforce
development - The Principal of Coleg Meirion-Dwyfor and Deputy Principal of Coleg Llandrillo
attended an earlier stakeholder workshop to discuss how Trawsfynydd might work with other
organisations and initiatives in the area. The Coleg expressed a strong interest in vocational
training and retraining and a specific interest in energy micro-generation. At a subsequent
meeting, they outlined the aims of a proposed new centre on the Dolgellau campus, offering the
following provision:
14-16 skills –workshops suitably resourced for basic engineering training (transferable
skills) along with construction resources.
Post-16 engineering – high quality training with an emphasis on renewable and microenergy production, building on the expertise of staff at the RESCW centre at Llandrillo (see
below).
Post-16 built environment – high quality training in the construction trades, electrical
installation and plumbing. Elements of multi-skilling for workforce training and development.
Resources for Higher Education – foundation degrees etc. in associated subjects.
Associated learning resources – ICT suite and e-learning resources.
Enterprise centre – for input into 14-19 provision and also for supporting local businesses
Staff offices and student social space.
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The centre would provide high quality training for:
14-16 learners from schools within Meirionnydd (including those who are at risk of
becoming NEETS, i.e. becoming disenfranchised and opting out of the education system.
16-19 learners at Coleg Meirion-Dwyfor.
Existing workforce development.
Renewable and sustainable energy courses would include nationally accredited skills delivery in
solar hot water, photovoltaic, ground source heat pumps, rainwater harvesting, wind turbines
and other green energy technology.
Marine and Built Environment Centre and Renewable Energy and Sustainable Centre for
Wales (RESCW) - With the recent merger of Coleg Meirion-Dwyfor with Coleg Llandrillo, the
two colleges are now operating as a single tertiary college entity delivering a range of relevant
topics.
The new Marine & Built Environment Centre (MBEC), which opened its doors to hundreds of
new students in September 2009, offers state-of-the-art facilities for students studying
Construction, Marine Technology and Sustainability & Renewable Energy courses. The MBEC
cost £8.2million and was 50% funded by the Welsh Assembly Government. The Centre has
been designed to the highest possible environmental standards, in keeping with the local
environment.
The Renewable Energy & Sustainability Centre for Wales (RESCW) forms part of the new
MBEC. The RESCW Centre will provide local communities, businesses, schools and individuals
with facilities for demonstrations, educational visits and seminars, as well as installer training
and Continuous Personal Development (CPD) courses.
It offers foundation degrees (FdSc), validated by the University of Wales, in Renewable Energy
Technology and in Sustainable Development in Construction, harnessing all the latest thinking
and technologies, guidelines and legislation.
Green Innovation and Future Technologies (GIFT) - This is a project designed to encourage
developments in the green economy and supporting eco-industry in Wales and Ireland. GIFT
was piloted in the Spring of 2010 as the Green Jobs Project led by the Research and Innovation
Office of Bangor University with Bangor Business School in partnership with Welsh Assembly
Government. The original aim was to contribute to the WAG spatial plan for North West Wales
by studying the implications of the new WAG green jobs policy on spatial issues in the special
context of conditions in the sub-region. The plan is to review the provision of programme in
partner universities, scope companies’ skills needs in Wales and Ireland, study and evaluate the
economic context of eco-industries, and pilot collaborative projects across disciplines, countries
and organisation type.
Areas identified include:
Public policy in relation to green jobs, green economy, sustainability, spatial plans
Universities’ role as public physical and intellectual space.
The development of green related postgraduate degrees/modules.
New IT ways of working to facilitate green operations.
Working across businesses, the third and public sectors.
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Focusing on green themes such as developing the knowledge economy, green technology,
green tourism and waste management
In terms of links to developing opportunities for the Trawsfynydd site, the intended focus on
micro-hydro at Dolgellau could form part of a strategy, providing targeted and tailored training
and skills development which could be deployed in Trawsfynydd as well as other upland areas
of Wales and further afield. Coleg Llandrillo could contribute to the wider picture of both energy
generation and conservation, developing smart engineering and building techniques with wide
industrial and domestic application. At the same time Bangor University could help develop inter
and cross-disciplinary research and learning which could involve all sectors of the burgeoning
green economy, including energy, waste management, environmental products and general
sustainable business and industrial practice.
New Nuclear Skills
Horizon Nuclear Power intend to apply for planning consent early in 2012 to construct 2-3
reactors on Anglesey which will generate up to 3300 MW of electricity and employ up to 5,000
jobs during construction and 800 permanent operational, training and maintenance roles. The
workforce at Trawsfynydd is therefore well placed to provide many of the necessary skills,
drawing from its main workforce and pool of contract staff.
Academic links – skills and enterprise links with universities and colleges, including
interdisciplinary working with surrounding businesses present a important opportunity for the
established workforce. Trawsfynydd is located mid-way between Bangor and Aberystwyth
Universities and close to the Dolgellau and Pwllheli campuses of the Coleg Meirion Dwyfor, an
element of Coleg Llandrillo tertiary college. Interest has already been expressed by the Director
of Business and Partnership Engagement at Bangor in working together, with reference to its
Green Innovation and Future Technologies initiative. This seeks to pilot collaborative projects
across disciplines, countries and organisation type, including academia, public sector,
commercial and social enterprises. Areas of interest include the knowledge economy, green
technology, green tourism and waste management.
At the same time, the Head of Coleg Meirion Dwyfor has stated an interest in developing
vocational and skills related activities linked to Trawsfynydd.
Corporate links
Trawsfynydd has several national or corporate organisations operating on the site, firms such as
National Grid and Scottish Power. Whilst it has not be possible to speak with employees
representing their development capabilities it is possible that these long-established
relationships may provide scope for developing new joint enterprises with one or more such
partners. For instance, are there new elements of knowledge-based and IT development which
could be introduced at Trawsfynydd; could Scottish Power be interested in developing its leisure
industries portfolio? The site is well-known internationally and there may be considerable
mileage in exploring potential new partnerships and corporate initatives with companies it has a
long direct or indirect association.
In addition, the potential to capture the Corporate Social Responsibility commitments of such
businesses is also an opportunity for the site. The National Grid and Scottish Power may be
able to contribute to local community development either financially or in commitments to skills
training.
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Decommissioning centre of excellence
Trawsfynydd Nuclear Power Station was one of the first generation of commercial Magnox
stations commissioned by the Central Electricity Generating Board, with construction beginning
in 1959 and power first transmitted to the national grid in January 1965. It is therefore one of
the earliest facilities to be decommissioned and is ahead in its experience and expertise in this
area. Many more nuclear power stations will come up to decommissioning over the next few
years and Trawsfynydd has the opportunity of becoming a UK-leading centre in this important
area. Serious consideration should therefore be given to developing the site as a centre of
excellence for decomissioning, providing both the skills and a facility for developing and honing
the required skills and technology and ensuring their transfer an application to other similar
sites.
Ideas for establishing a centre for decomissioning excellence have been discussed with expert
2
within the nuclear industry and decomissioning technologies . In the context of the current
decommissioning strategy, care and maintenace will mean the lay up for a significant period,
several decades, of the nuclear facilities. The facility is proposed to be kept in a passive safe
condition, but the job of final clearance remains to be done at the end of the period. It is
understood that the main drivers for long periods of care and maintenance is a combination of
factors, including:
Funding availability, with a period of delay allowing adequate funds to be accrued to cover
the necessary costs of full decommissioning
Reductions in radioactivity making decomissioning easier and cheaper over time
Absence of suitable waste disposal facilities within the UK
Decomissioning plans are not rigid and can be modified as alternative solutions,
technologies and techniques develop
However, a decomissioning centre of excellence that develops the technology, expertees and
skills for the UK nuclear sector and utililises existing staff and the Trawsfynydd site will require
earlier phases of decomissioning activity than is currently planned, and would potentially lead to
full site clearance at an earlier date than is currently envisaged. This would depend on the
availability of funding and political will, and is underpinned by the following opportunities:
2
Retention of skills – earlier phases of decomissioning will be helped by knowledge of the
site from existing personel. The opportunity exists for utilising the knowledge of existing staff
of the site itself, and also working practices and skills of a hazardous site before these are
lost from the industry through layoff and retirement.
Developing modern skills - the technical challenge of developing and implementing
technology to complete decommissioning quickly is exciting and appealing to young
graduates and industry experts. The UK is behind other major nuclear countries in the
application of decommissioning technology and needs to develop operations to handle both
the physical and chemical and to explore new markets such as recycled steel, concrete and
graphite waste, including for the new build nuclear industry.
Employment – it will generate several hundred jobs opportunities for the local economy and
UK contractors. The opportunity would also exist to establish a remote monitoring facility for
other UK Magnox sites, thereby establishing a national employment base at Trawsfynydd.
Let’s Get On With It, Bradbury, Elder and Hewish, Nuclear Engineering International, November 2009
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Release of assets – early release of physical assets for redevelopment, and where new
development is not commercially attractive or supported, facilitate the creation of improved
environments and amenity land.
Reduced costs – there is evidence that accelerating the programme of decomissioning
potentially reduces costs.
Political – local and national politicians may want a better and shorter term solution for
clearing the site that that which is currently programmed
Hazard training centre
The site is distinctive with an industrial-urban and rural character, both of which could be used
as training resources for hazard training such as fire, major spillage, nuclear and other
incidents. It could also be used for search and rescue on land, water and in the air. Public and
private sector organisations have a duty to comply with health and safety regulations and
specialist operators have already expressed an interested in developing the site for training,
incident simulation and other purposes.
Schools and colleges may also be potential users. BHP Billiton has created Danger Point
adjacent to its gas operations site in Talacre in Flintshire as a health and safety teaching centre
aimed primarily at schools. It covers road safety, the safe use of electricity and other topics.
Such a facility could also be developed to serve north west Wales.
6.2
Green Energy
The grid infrastructure at Trawsfynydd will support renewable energy technologies for supplying
the site with electricity and also for export. Green energy has potential on both a commercial or
community scale, and will require further feasibility testing. One way to invest is through a
community renewable energy scheme, this sort of project can act as a focus for the
development of a community enterprise. It is also a great way to raise awareness of energy
issues, as it gives people a real stake in power generation, rather than just being consumers.
An extension of this opportunity would be the possible transfer of the Maentwrog Hydropower
plant to a community trust if, as anticipated at some point in the future, the plant is put up for
sale. The availability of an on site energy souce or access to the national grid would also be an
advantage to the manufacturing of green energy products such as photovoltaics.
Micro – hydro electricity can be one of the cheapest methods of providing off-grid renewable
electricity, but it is also very site specific. The best sites are on steep hills, with fast flowing
water and two locations feeding the lake have already been examined by Maentwrog with the
potential for establishing new schemes.
In terms of bio-mass, there are huge resources of residues, co-products and waste that exist
which could potentially become available, in quantity, at relatively low cost or even negative cost
where there is currently a requirement to pay for disposal.
Wind energy on a commercial scale would seem unlikely since the site is located outside of
designated strategic search area and the sensitivity of the National Park, however microturbines may be considered as part of a sustainable site development or community scheme.
Consideration of appropriate renewable technology development would need more detailed
feasibility testing but investment of this nature could utilise the skills base of those currently
employed at the power station.
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The potential to generate energy on site could take advantage of the new feed in tariffs,
potentially connect with the Low Carbon Research Institute (LRCI) and would also contribute to
achieving a high BREEAM rating, which considers the long term environmental impact of any
new non-domestic structures. It is similarly a requirement for any such building to achieve
BREEAM ‘excellent’ rating should it seek funding from the Welsh Assembly Government and
Assembly Government Sponsored Bodies.
6.3
New Nuclear
The opportunity for new nuclear build located at Trawsfynydd has not been an objective for the
study and would significantly change the nature of the opportunities identified. However, the
likelihood can not be rueld out as evolving technology will begin to addresses the known site
constraints.The Governments National Policy Statement (draft) for new energy infrastructure
indicates the policy for new nuclear power station is subject to consent from the IPC and subject
to a Strategic Siting Assessment (SSA). The SSA and NPS are designed to ensure, as far as
possible, that the Government has considered and assessed at a strategic level, alternative
sites to those listed in the NPS. In order to consider alternative sites the Government
commissioned a study by Atkins (2007) to screen potentially suitable alternative site in England
and Wales which had not been nominated by energy companies or other third parties. The
Atkins report judged Trawsfynydd was not worthy of further consideration due to suitable
sources of cooling and is therefore not included in the NPS.
There are two types of reactors currently being considered by the Government, the
Westinghouse AP1000 (1,000MW) and Arreva EPR (1,600MW). Consultations with Magnox
North staff and managers have indicated the potential suitability in technical terms of the
Trawsfynydd site for the AP1000, or as the technology is developed the potential exists to use
the location for a smaller reactor (e.g. AP600; Pebble Bed Modular Reactor; or Generation IV).
Such power stations are likely to require cooling towers due to the limitation of the lake,
however in the long term an opportunity for Trawsfynydd to be considered if there is a second
round of SSA should be highlighted. The main considerations are:
A second round of nuclear power would provide a substantial source for local employment
during both construction and operation utilising established skills and employment;
Cooling capacity of the lake and the need for cooling towers (albeit smaller scale
infrastructure requirements due to the size and capacity requirements of the reactors being
considered); and
National and local planning policy as it currently stands would not be in favour of new
nuclear power station within the National Park.
Over the shorter term, the site infrastructure and workforce are potentially attractive to the
nuclear industry supply chain for offsite fabrication relating to the new build programme at
Wylfa.
6.4
Waste
Material Recycling Facilities
The draft Waste Strategy for Gwynedd identifies continued development of waste handling and
treatment facilities is necessary to include Provision of a Materials Recycling Facility (MRF) to
deal with recyclable materials diverted at the kerbside and at Household Waste Recycling
Centres. Some materials, such as plastics, need sorting into different types in preparation for
recycling, whilst some materials including cardboard and plastic need baling in order to reduce
their bulk. A ‘clean’ materials recycling facility, dealing with materials segregated at source,
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would enable the development of collection, sorting and baling systems for materials such as
plastics and cardboard which are not currently recycled, and would assist in reducing haulage
costs to re-processors. A number of these facilities are already provided, however additional
facilities will be required in order to achieve the required levels of recycling, composting and
diversion of waste from landfill. Within Gwynedd, the number of facilities required is dictated
largely by the geography of the area rather than the treatment capacity requirements. It is
envisaged that one material recycling facility will be provided to deal with recyclates collected
from Meirionnydd and the remainder of the Dwyfor area.
Discussions with GC Waste manager indicated a strong preference for locating a MRF facility
and salt store at Trawsfynydd to serve the south of the County. There are currently plans for a
MRF facility at Blaenau Ffestiniog which has faced local opposition and the Trawsfynydd site is
considered to be a suitable alternative and is well located and easily accessible. The precise
site area required for a MRF facility has not been provided by GC but the scheme would require
c.3,000 square metres shed and external circulation space. There is also the potential for the
facility to be run as a social enterprise to maximise the direct community benefits that could be
brought from development.
The main considerations that have been identified include:
The MRF facility is required within the next twelve months and the availability of land for
development within the NWRWTP programme would conflict with Deferred Height
Reduction
National/SNPA policy against major developments
Energy-from-Waste
Energy-from-Waste is a process whereby the non-recyclable waste is incinerated and the heat
and steam this produces is captured. This heat and steam can then used by nearby
commercial operations to power their sites.
The North Wales Residual Waste Treatment Project (NWRWTP) brings together five county
councils across North Wales: Isle of Anglesey; Gwynedd; Conwy; Denbighshire and; Flintshire,
in a pioneering project to effectively manage waste in North Wales with the view to establish an
EfW plant. In response to this, the Project has begun a process to look at alternatives for
managing non-recyclable waste that has least impact on the local environment. The Project is
developing an Outline Business Case (OBC) that should be ready for consideration by each of
the partner authorities during early 2010. The OBC assesses the best options available and acts
as a basis to speak to the Welsh Assembly Government about potential funding to back the
project.
The site and approach to be used will go out to formal tender in 2010 and any site will be
subject to normal planning application processes with completion programmed for 2016-2017.
The site identified in the business case is situated on Deeside Industrial Estate in Flintshire,
although consultations with the project manager have indicated that a second site in the west
(Gwynedd and Anglesey) is also being sought. Trawsfynydd has not been considered in any of
the planning exercises so far as it was not known to be available, although the site grid
connection was seen as an advantage, potentially saving c£1m in the schemes grid connection
costs. However, proximity to waste arising is seen as a more important factor for the location
and operation of the proposed facility. In addition, the environmental performance of the EfW
plant means ‘heat take off’ is desirable and this requires substantial residential and/or industrial
consumers within close proximity to the site (1km) to be viable. However, it is proposed that the
project will be procured under PFI and alternative sites may be brought forward by the private
sector. The Trawsfynydd site could be considered as an alternative location for such a regional
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facility, particularly with the advantages that its grid connection provides for such an energy
generating use. However, the main considerations are:
6.5
Distance from major population/employment centres in the north Wales region
Availability of land for development within the NWRWTP programme which would conflict
with Deferred Height Reduction
SNPA policy against major developments and large power generating schemes providing
uncertainty for project planning the scheme.
EfW for industrial and commercial waste arisings will not be tackled by the proposed
NWRWTP scheme and there is potential for proposal from the private sector may come
forward
Employment Land/Premises
Employment Units
The Gwynedd Sites and Business Accommodation Study (2009) examined the supply, demand
and need for premises across the county. In terms of supply, Gwynedd has an undersupply of
both office and industrial floor space. The undersupply is more substantial for industrial floor
space. A review of marketed business premises across Gwynedd also identified very little
available choice. About 50 percent of all the available premises are concentrated around
Bangor and Caernarfon (mainly the strategic sites) but very little local supply is available. In
terms of demand, the study found there is a shared perception that there is strong demand for
small business premises, concentrated in the north of Gwynedd, particularly in the
Caernarfon/Bangor area. However, there is a need to address market failure for
serviced/flexible space for small businesses, as well as the needs of dirtier/heavy industries are
felt to be largely un-addressed. Although not attractive, these businesses were considered an
important part of the local economy.
Discussions with property market stakeholders have identified stable demand for industrial
premises, mostly in the north of Gwynedd, from small local businesses. Discussions with
Gwynedd CC to identify enquiry levels in the Trawsfynydd area found within a 20 mile radius
167 specific enquiries. Of these enquiries, only one was from Trawsfynydd. This enquiry was
made in June, 2008 by an individual seeking an industrial unit in the Trawsfynydd /
Penrhyndeudraeth area.
Table 3.1
Number of enquiries for Industrial Units 01/04/2004 – 31/03/2010 within 20mile radius
Location
Number of enquiries
Distance from Trawsfynydd (miles)
Blaenau Ffestiniog
9
8
Penrhyndeudraeth
63
9
Porthmadog
13
12
Dolgellau
3
13
Harlech
65
15
Bala
10
18
Llanystumdwy
4
18.5
233
-
Misc
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In terms of vacancy levels over the same period, discussion with Gwynedd Council indicate they
do not keep regular property vacancy records but in June 2010 indicated only one industrial unit
was currently vacant and being marketed within the County, located in Caenarfon, 28 miles
north west of the site.
It is possible to conclude from this research that demand is concentrated to the north of the
county and to a lesser scale in the settlements near to the study area. There is little demand for
industrial premises in Trawsfynydd, and this is to some extent to be expected as it is not a major
settlement with available industrial property to market. However, there is a general need to
provide flexible space for small business, and the challenge would be to attract enterprises and
investors to Trawsfynydd. Since it is an un-established employment location (in an open market
senses) with unremarkable employment premises, it would be necessary to market the
particular advantages of the location, in terms of:
High quality natural environment and diverse natural assets
Skilled workforce
Modern flexible premises
Energy infrastructure, site security
Proximity to A470 and links to mid and north Wales
Business cluster potential
Due to low expected investment returns from industrial premises these are not being provided
by the private sector, and it should be expected that the public sector and/or Magnox North will
have an important role to play in developing appropriate premises. This should be considered
as part of any future development of facilities related to the decommissioning of the site, such
that new accommodation for the workforce related to Height Reduction and Final Site Clearance
should is designed in a flexible form and located so that it is suitable for attracting new
enterprises when not required by Magnox operations.
Where dual use premises were provided, a significant constraint on occupation would be the
length of leases available and whether these would be unattractive because Magnox are likely
to required vacant possession of the building during decommissioning phases.
Fishing Hatchery
A proposals has already been developed by a local entrepreneur to obtain lease of part of the
lake adjoin the former pumping station to keep and rear fish in cages. The objective is to offer
quality fish, reared from fingerlings size for use in put and take fisheries and table use. The
market for quality fish is supported by the strength of recreational demand on the lake and the
wider region. The market for fish for the table is mainly led by restaurants trade in Snowdonia
and north and mid Wales. The opportunity has support from Magnox and adds to the profile and
reputation of the lake as a high quality fishing location.
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6.6
Visitor hub
Improved information/interpretation
This focuses on addressing the limited information and interpretation infrastructure within and
around the site. Information improvements primarily relate to signage both outside the site
along the A470 and within site and key junctions. Signage could be developed in conjunction
with the development of assets as a means to avoid conflict between users and
compartmentalise lake uses. Interpretation includes the need to maximise locations such as a
viewing platform to highlight to visitors the relationship between their location and the
surrounding environment.
Business tourism – training/conference facility
The former visitor centre and power station site already represent venues that generate
business tourism: the power station for works associated with the decommissioning process but
in the visitor centre as a training venue. There is the opportunity to build on this function and
establish the visitor centre as a high quality training and conference facility. The venue could
include satellite office capabilities; connecting the more isolated and potentially home-based
professionals to use the venue for video-conferencing or larger meetings.
Visitor Gateway
The site’s proximity to the A470 provides an accessible location from which to showcase
products and services within the region. This is a form of ‘contemporary service station’ which
places the principles of the National Park, local products and sustainability at the heart of the
offering. The ‘station’ could include soft play and a range of other indoor facilities that, as a
local tourism operator observed, addresses a shortage in indoor activities.
Global energy story
One of the major challenges of the 21st Century is that of managing existing global energy
supplies (peak oil being a siginificant concern as fossil fuel supplies become depleted) and
developing new sources, especially renewables. Trawsfynydd could become a centre for
interpreting this challenge, presenting the options and the arguments in interactive ways to a
wide range of visitors, from general interest to specialist. It could also champion the cause of
energy conservation, offering advice and information on domestic and industrial aspects. All
new-build has to comply with the BREEAM excellent standard, which includes very high levels
of energy saving and the Welsh Assembly Government is fully committed to sustainable
development as a cornerstone of its governance role. Trawsfynydd could become a focal point
for both general and technical advice and expertise in this all-important area.
Environmental conservation story
Inextricably linked to the energy story is that of the environment, as evidenced by the current
global attention on the major oil spillage in the Gulf of Mexico. The issue of safeguarding the
natural environment is also part of the sustainable development agenda. Trawsfynydd is the
middle of the Snowdonia National Park, which is itself an IUCN Category V Protected
Landscape. The site also contains a woodland SSI and several distinctive terrestrial and aquatic
habitats. The flora of the Ceunant Llennyrch Gorge is of particular significance including as it
does micro-climates for ferns and bryophytes. All of this merits interpretation. There is already a
series of self-guided trails from the visitor centre and a nearby viewing point. A number of
wildlife viewing points and other structures could be developed in the woodland and along the
lakeside.
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The area could also be developed as a site for major species such as the osprey and beaver.
The nearby Glaslyn and the Dyfi Osprey projects run by the RSPB could be linked to
Trawsfynydd Lake, possibly by introducing artificial nesting platforms and habitat enhancement.
This would have considerable news value and would go a long way towards addressing the
current rather negative images and impressions associated with the site. The golden eagle has
been reintroduced from Scotland into Ireland, with over 50 individual birds released in
Glenveagh National Park in County Donegal, generating a significant amount of public interest
and sparking a gradual change of attitude by landowners.
6.7
Accommodation
The potential to provide accommodation to support training courses or the wider
tourism/recreational offer should be integrated with the anticipated need to provide
accommodation on site for people during the Care and Maintenance stage of the
decommissioning process, avoiding duplication of resources and ensuring value for money.
Residential Courses
The potential to provide residential accommodation to support training functions could
significantly increase revenue potential. This opportunity could connect the surrounding high
quality natural environment to local businesses, using the location as a venue to ‘break-out’ of
the work patterns, develop business strategy and visions and provide additional skills training
for staff. The venue could be used as an ‘inspiration for the senses’ generating renewed
business drive.
Holiday Accommodation
To develop accommodation that responds to the site’s natural context and complement local
leisure and recreational opportunities. Suggestions include the development of floating ecolodges, luxury field tents/tepees, and the development of upmarket fishing-related
accommodation and the use of existing structures such as the building adjacent to the radio
mast and the old boathouse as bunkhouse venues. Accommodation suitable for bikers could
link effectively with the established bike tourism product in the region, the potential development
of a cycle friendly link with Coed-y-Brenin and a proposed circular cycling route around the lake.
The southern car park has also been identified as having the potential to dual as a touring
caravan site due to its relative proximity to the A470 and scale. Consideration will need to be
given to the potential to complement rather than detract from wider accommodation
opportunities and meeting the requirements of SNPA planning policies. This also acknowledges
the importance of encouraging the overnight and longer stays as a means of maximising local
expenditure. However, the main constraint is the presumption against new caravan and holiday
accommodation sites in the National Park policies.
6.8
Recreational trails
Coed-y-brenin Recreational Trail
To develop a recreational path between Coed-y-brenin and the village of Trawsfynydd: the route
would strengthen the linkages between the recreational offer at Coed-y-Brenin (including
mountain biking, walking and the recently constructed Go Ape), NDA assets and Trawsfynydd
village. Alignment and route characteristics should minimise environmental impact, be
accessible to all and seek to maximise the opportunities to appreciate the natural landscape.
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Access roads – complementing proposed uses
To ensure access roads are designed to complement existing and anticipated vehicle traffic and
to manage the potential conflict between different road users.
The opportunity is to adopt the northern access road to manage its condition and user conflict.
This is particularly important in the context of the proposed circular recreational route around the
lake which would utilise part of this road
Footbridge Trail
To promote the footbridge as part of a local signposted trail, maximising use of an impressive,
exposed structure that connects well with Trawsfynydd village. This opportunity would link with
further promotion of the southern car park, the potential to offer overnight caravan bays.
Velorail
This is in initiative of local enterprise group Antur Stiniog, to enable rail based cycling using an
innovative type of human powered vehicle. Bicycles are placed into the frame and the pedal
power used to propel the velorail along. Gwynedd Council’s Llwyddo’n Lleol RDP programme
has already funded a market assessment exercise and a more detailed technical and business
planning phase is now under way. The trackbed in question runs from the centre of Blaenau
Ffestiniog towards the Trawfynydd railhead. If developed, it could offer a green transport
access mode to the site, as well as introducing an interesting new recreational opportunity to the
area.
Circular route
The lakeside at Trawsfynydd has potential for the development of a circular recreational route
for walking and cycling. Currenty, the Sustrans cycle route passes along the northern end of the
lake before crossing the A470 and following a higher level route along minor roads towards
Dolgellau. The road to the west of the lake runs part-way along its length, where public access
then terminates. Negotiation with landholders and the Countryside Council for Wales (in relation
to the SSSI) could lead to the identification and development of a route all the way round the
lake which would appeal to general recreational cyclists and complement the more demanding
mountain bike facilties at nearby Coed y Brenin. Connections to the Velorail terminus and along
the leat to Coed y Brenin would create an attractive integrated cycling offer to the area, one
which could spark a number of local enterprise opportunities, including cycle hire, innovative
camping and bunkhouse accommodation, refuelling stops for cyclists, and other ideas.
6.9
Activities
Events/Competitions
Site assets have the potential to be used for variety of different events and/or competitions.
Considering the quality and variety of natural assets there is significant potential to hold multidisciplinary events such as triathlon or adventuring racing which uses the Trawsfynydd site as
the base. Considering its proximity to the A470, the site could also become a recognised venue
for car or motorcycle club meetings.
Canoeing & Sailing
Canoe Wales is the Governing Body for Paddlesport in Wales. Paddlesport comprises 14
disciplines which can be separated into moving water and still water disciplines. Whilst
disciplines are applicable to sport and its competition, recreation canoeing can also be divided
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in this way. Discussions with Canoe Wales have indicated that the following disciplines could
be fully addressed at Trawsfynydd:
Polo
Sprint (Kayak and Canoe)
Touring (Kayak and Canoe)
Lifeguard/Rescue
Canoe Sailing
Kayak Fishing
Currently within the area there are two Canoe Wales affiliated clubs that do not have a flat water
training venue. Trawsfynydd is also cited in the National Facility Matrix that Canoe Wales
submitted to Sports Council Wales as a development site for coach education, club
development and event hosting. Canoe Wales has also reported that there are many Local
Authority Outdoor Education Centres that would like to make use of the site.
Due to the size and shape of the lake it is relatively unique as an inspirational site to teach
navigation and more advanced open water skills. The same applies for the Olympic disciplines
of Sprint which require long open stretches of water. The layout of the lake would also provide
the opportunity to give training to Sea Kayak learners in a more controlled environment.
Similarly, kayak fishing is one of the fastest growing sectors of Paddlesport; Trawsfynydd would
make a unique venue for this to be developed.
In 2009 Visit Wales identified within its Paddlesport Action Plan for Wales that the biggest
demand for Paddlesport is currently the ‘soft adventure’ market. This is a sector which would
like to experience an outdoor adventurous activity but in a controlled manner. The classic
example of this is a family who aspire to “adrenaline sports” but want a less risky experience.
Trawsfynydd has the ability to support small business and events through to a larger academy
style concern and much larger regional or national events.
Canoe Wales notes that within the National Park there are more than 70 lakes which could
accommodate Paddlesport, Llyn Trawsfynydd is the second largest lake (by 16 acres) in Wales,
but due to the topography of Trawsfynydd is more interesting for the participant than Llyn Tegid
(the largest).
In common with the potential for canoeing, the opportunity for encouraging sailing activity
equally applies to the Lake and the need to invest in appropriate infrastructure.
Activity Specific Infrastructure
Focusing on providing high quality infrastructure that is appropriate to the recreational
opportunities available at the necessary location. The potential to share facilities must be
considered wherever possible and to this end consideration for splitting activities into both the
‘wet’ and the ‘dry’. Wet activities would include any proposed water based facilities – canoeing,
kayaking, gorge walking and swimming. Dry activities would include walking/running, cycling,
clay pigeon shooting.
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Activity Packages
Wilderness Corner
This packages a range of existing and potential activities available at Trawsfynydd Lake into a
‘wilderness’ experience. Activities focus on both exploration and self-sufficiency that could
include: Canadian canoeing, survival skills and orienteering. These activities could link well to
either bunkhouse accommodation or established ‘wild’ campsites.
Extreme sports package
A separate package of activities could be developed to focus on the ‘extreme’ sports market to
include abseiling from the dam, gorge walking and wake boarding.
6.10
Community Facilities
There is the potential to incorporate facilities within the site that cater for the needs of the both
the local community and the visitor. Both the former visitor centre and the nearby former social
club have some, albeit limited, community function and as already detailed, require significant
renovation and facility upgrade. These facilities would however offer provision for community
activities and events inconjunction with visitor faciliites. In addition, the following opportunities
have been identified as potentially diversifying the local community facility provision, provide
potential income streams and maximise the use of site assets:
Community Cinema
The nearest cinema facility is either in Harlech or Bala, 14 and 19 miles away respectively.
There is the potential to offer ‘rural cinema’ screenings either on an ad hoc or weekly/monthly
basis as part of future investment in video/digital technology within training/visitor facilities. This
could then be integrated with other local cinemas during festivals and could help encourage the
development of local arts and culture.
Community Gym
The former visitor centre presently contains gym equipment within what was the cafeteria. This
is presently used by staff but there is the opportunity to open the facilities to the wider
community and generate revenue from the resource.
Community Energy Enterprise
To establish a renewable energy income stream that could provide ongoing revenue support to
fund other community projects. Maentwrog hydro-electric power station, should the NDA wish
to sell, represents the greatest local energy asset which if purchased by the community would
provide a substantial ongoing financial resource to deliver a range of community benefit
projects. This would however need to be expertly managed. The opportunity would continue to
connect the local community with the energy industry and potentially develop energy-related
employment for the locality. The feasiblity of such an asset of this scale being handed to a
community entity would need to be discussed in detail with the NDA.
This is not an exhaustive list of site opportunities but demonstrates an understanding of
the quality and variety of assets at the site. Consideration for alternative uses for the site
needs to be on-going; existing site operators are perhaps best placed to contribute to
this succession plan, having greatest understanding of site assets and the potential for
additional alternative functions.
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7
Vision & Development Strategy
7.1
Vision
The Vision for the regeneration of Trawsfynydd nuclear site is of an economy built upon the
special infrastructure, the knowledge and skills of its community, and natural environment;
recognised within the UK as a centre of excellence for both nuclear decommissioning
technology and a unique activity tourism product.
The most obvious assets of the Trawsfynydd site is its lake, surrounding countryside and
woodlands, open spaces and its spectacular setting within the National Park. The sustainable
use and development of these assets would complement the existing initiatives to establish and
integrate activity based tourism that harness tangible economic benefits for the locality.
However, the natural assets and tourism are unlikely to generate opportunities to replace the
high levels of employment and secondary income generation from the nuclear power site. For
this reason, it has been a primary objective for the study to also consider the site, land,
buildings, infrastructure and workforce as the future catalyst for enterprise and employment
creation. The site has a unique set of circumstances, considering the advantages of a location
within the National Park alongside the significance of its nationally important energy
infrastructure. The opportunities for the site are also governed by policies and investment
decisions made at a UK government level. Therefore, the Vision strikes a balance between
developing complementary activities, three key sectors that have emerged from the review of
assets, constraints and opportunities and these are identified in the Strategic Vision diagram.
All of these sectors are highly relevant in the broadest sense, i.e. they contribute to addressing
key future challenges in terms of global warming, sustainable development (and to a lesser
extent, social inclusion), all of which are cornerstones of Welsh Assembly Government's One
Wales Agenda. Trawsfynydd could be viewed as a microcosm or test bed for new thinking and
innovation
Energy
Visitor
Economy
Green &
Future
Enterprises
Figure 7.1 Vision Diagram
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The three priorities for delivering this Vision are:
Investing in Energy
The opportunity exists to establish an energy hub for decommission technologies, low carbon
and ‘green energy’ generation. The advantage from the site infrastructure and skilled workforce
establishes the opportunity to secure hundreds of jobs and also create new employment.
Principally, the site is one of the first in the UK to tackle nuclear decommissioning with the
potential to become a centre of excellence for developing new technologies and knowhow. As
the first UK site to achieve Full Site Clearance, a centre of excellence would have the potential
to develop the experience to become a centre supporting decommissioning activity at Wylfa,
and as well as across the UK. Included within the Vision are opportunities to accommodate
supply chain activities and fabrication facilities for the new build nuclear programme at Wylfa.
The decommissioning centre of excellence potentially provides strong synergies with other
themes in the Vision; for the visitor economy through the removal of physical reminders of the
nuclear legacy and the general improvement this will bring to the natural environment and for
visitor perceptions of the area; and for supporting research and development by spin out ‘future
enterprises’.
Other aspects of the Vision for energy are:
to maximise the economic advantage of the existing 400KV Grid Connection, which
provides a cost effective opportunity importing electricity for new enterprises and also for
export from site from renewable technologies (hydroelectricity, photovoltaic and biomass)
the income generation potential of the Maentwrog Hydropower scheme, potentially as a
community enterprise.
As new and smaller scale nuclear technology is developed, new nuclear build located at
Trawsfynydd may be considered. The Vision does not exclude this in the longer term, but at the
same time it does not shape the thinking for the site.
Establishing Green & Future Enterprise
The Trawsfynydd site offers potential for its land and built facilities to be developed to promote it
as an employment location for new sectors (e.g. fishing industries, environmental goods and
services, waste, bio, geo and marine science, renewable and low carbon energy). Bangor and
Aberystwyth Universities and the Dolgellau and Pwllheli campuses of the Coleg Meirion Dwyfor
can play a role in utilising site assets and supporting the skills development and new enterprise
as a satellite of their main campuses. The site also offers a distinctive combination of natural
and built hazards that if properly integrated provide a unique environment for hazard training
and skills development.
Locally based enterprises could be developed from the ‘bottom up’ through skills and enterprise
development initiatives of the Shaping the Futures programme. Whilst these are likely to be
small and medium sized, they would add greater resilience to the local economy through
generating jobs in new sectors.
The site offers several key locational advantages for developing dynamic knowledge based
enterprises:
The site offers access to modern telecommunication infrastructure
Established and diverse skilled workforce
Close proximity and linkages with colleges and universities
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Potential for quality premises with enhanced utility infrastructure
Outstanding natural environment
Diverse leisure facilities
Broadening the Visitor Economy
The Vision is to contribute; through landscape and environmental enhancements; and
improvements to leisure and activity infrastructure, to the development of a year round
destination with accessible outdoors and all weather attractions located at a key position on the
strategic A470 tourism route through the heart of mid and north Wales.
Whilst tourism is unlikely to generate significant number of direct jobs in the locality, the special
qualities of the landscape and lake area provide the backdrop to develop and grow the outdoor
activity sector as part of a high quality tourism offer, and help to address the nuclear stigma,
some still hold about the area. The development of such opportunities at Trawsfynydd should
complement and build the regional tourism offer of North West Wales and Snowdonia National
Park and ties in closely with the Eryri Centre of Excellence outdoor activities initiative, adding
synergy and complementarily to an already ambitious programme and adding to the region's
growing attractiveness as an active tourism and recreation destination.
Priority should be given to the investment in appropriate, high quality tourism infrastructure to
enhance existing and proposed activities such as lake activities (fishing, boating and events),
recreational trails, velo/train and the promoting local products, including a high quality local food
and beverage offer.
Development of the Visitor economy would have synergies with other themes in the Vision:
The site’s energy identity is a differentiator that could be promoted as an attraction in its
own right and linked to the sites history and the global energy story.
Sustaining and expanding the local visitor accommodation stock would be greatly assisted,
as is currently the case, through maintaining high levels of employment located at
Trawsfynydd.
The involvement of the community will be important; to develop local facilities, and to maximise
the economic and social benefits for the local community that could be derived from a growth in
visitor numbers. Attention should also be given to the avoidance of duplication between
initiatives and thereby maximise integration and sustainability of the range of investments and
activities.
7.2
Development Strategy
The development strategy describes the utilisation of assets over the immediate, short,
medium and longer term. There is a complex programme to follow, one that is directly linked
to the TOP phased decommissioning of the site:
The immediate term coincides with the current period for preparing for Care and
Maintenance known as Trawsfynydd Optimised Plan (TOP).
Short term 2014-2019 – this coincides with the Care and Maintenance period. The five
year period 2014-2019 will see low level activity on the site with a skeletal workforce prior to
the start of Height Reduction.
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Medium Term 2019-2023 – during this period the site will experience a significant increase
in decommissioning activity with Height Reduction
Long Term – 2023-2088 – a more sizeable opportunity and developable area is created
following the Height Reduction phase.
Whether or not the site becomes a centre for decommissioning excellence is the defining issue
for the study as it will shape options and the programme going forward. The TOP
decommissioning timetable is arguably the primary limitation on realising the sites full
regeneration and employment generating potential, over the short term. The programme means
that employment levels at the site will fluctuate dramatically over the next 90 years having wider
impacts on the sustainability of infrastructure and services in the locality. A fall in employment is
programmed by 2014 from around 550 to less than 20 core staff, with employment peaks likely
in 2019-2013 and again in 2088. The TOP programme also safeguards substantial areas of the
operational site from reuse and redevelopment until after 2023 following Height Reduction.
For the site to realise its regeneration potential, and to address the limitation of the current
decommission programme, it is recommended that a nuclear decommissioning centre of
excellence is established. An accelerated programme for Final Site Clearance would enable a
demonstration site for decommissioning technology for the UK nuclear industry to become
established, placing Trawsfynydd at the forefront of the UK nuclear industry, thereby securing a
more stable and higher level of employment than currently programmed, and allowing site
redevelopment options to progress decades earlier than currently envisaged.
There are significant risks with pursuing a Centre of Excellence strategy because there are
political, funding and technological factors to consider at an industry and national government
level. Therefore, the strategy is described as alternative scenarios - ‘With’ or ‘Without’ a Centre
of Excellence.
Timescales - Immediate Term 2010-2014
Without a Centre of Excellence – the key activities are mainly driven by opportunities for
preparation and delivery of improvements to the visitor economy:
A new visitor attraction and integrated lake user facility providing a single multi-purpose
visitor centre which accommodates several organisations and enterprises including lake
users and community organisations.
Improvements to the quality of the hard and soft landscape and built environment of the
lakeside facilities to reflect the ‘centre of excellence’ Vision.
Introduction of a Lake management and development plan to establish a coordinated
partnership approach to developing water and land based activities. Activities should be
funded, developed and marketed as a single destination with the avoidance of competing
and eventually unsustainable businesses
Investment in broader visitor assets including the trails network, adventure activities,
accommodation and lake events and activities.
Opportunities for developing new enterprises are:
Adaptation of the former Visitor Centre building for new service industry accommodation
Establishing feasibility for a Hazard Training Centre
Growth of fishing related enterprises
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Decommissioning and new nuclear build supply chain opportunities taking advantage of the
security of the Licensed Magnox site.
During this period the Shaping the Future project is most active, strengthening the
decommissioning supply chain and assisting with career adaptation and diversification with the
potential to create new enterprises during the short term.
With a Centre of Excellence – the key activities are likely to remain the same as ‘Without’
although investment in new operational sites and buildings for decommissioning personnel
would need to be planned for during this period. This should form part of a new masterplan for
the operational site that takes into consideration the full range of energy, enterprise and visitor
opportunities for the area.
Figure 7.2 Indicative Vision diagram showing broad spatial opportunities
Timescales – Short Term 2014-2019
Without a Centre of Excellence – the key activities have a greater enterprise and employment
focus as small areas of the operational site are potentially freed up for redevelopment:
Opportunities to develop Magnox North accommodation for future phases of
decommissioning along the area of the north lake shore including reuse or redevelopment
of existing offices, workshop buildings and staff car parking areas. Investment should be
‘future proofed’ in term of their design and location to offer the potential to accommodate
new enterprises, including those supported through the Shaping the Futures project.
Investigate alternative on site car parking provision to accommodate the workforce during
the medium and long term phase of decommissioning. An option is the former pump house
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site, combined with a new main entrance to the Licensed Site through the existing western
emergency access.
Investment in the components of the visitor economy should continue to be developed and
potentially widened as the destination matures it level of attraction
With a Centre of Excellence – the level of employment opportunities would dramatically
change in the short term in contrast to the low level employment ‘Without’ scenario. An
accelerated programme for Final Site Clearance is likely to create a 20 year period of continual
work for c.400 employees and connect the knowledge and skills of the existing site workforce
with the development of the new technologies and skills to treat and test Magnox for the UK
nuclear industry. The benefits of this approach would be:
Knowledge capture – the unique industry and site knowledge of the existing workforce that
could have been lost from 2014.
The establishment of a longer term educational and R&D programme to spin out
decommissioning technology and employment for the UK nuclear industry e.g. Wylfa and
Oldbury or MoD/AWE nuclear sectors
Generating investment in modern site employment infrastructure e.g. workshops/premises
with the potential for future longer term economic development
Maintain and strengthen local supply chains, demand for local services,
accommodation/housing for workforce
Stimulate potential for reopening of rail head and line for disposal of waste
steel/concrete/spent fuel
The potential strategic advantages would be:
Unlike other first generation nuclear power sites located within the UK, Trawsfynydd is
missing out on the economic benefits of new nuclear build, therefore a Centre of Excellence
provides the alternative strategy for creating far-reaching economic benefits
An accelerated programme for decommissioning would hasten landscape and
environmental improvement to the site and enhance it setting with the Snowdonia National
Park
An accelerated programme to release site areas for longer term enterprise and employment
development
Accelerating final site clearance is potentially a more attractive regeneration solution for the
site for the Welsh Assembly Government and local politicians.
Timescales – Medium Term 2019-2023
Without a Centre of Excellence – this period will see the site experience a significant increase
in decommissioning activity associated with Height Reduction. New employment premises built
during the short term, if occupied, will be required by the returning Magnox North workforce
(probably making the premises less attractive to enterprises over the short term), however there
are also opportunities to grow future enterprises, particularly those with direct links to the
nuclear and decommissioning industries.
During this period the tourism hub and wider attractions will continue to develop and mature with
the potential for visitor/lake users facilities to also support the amenities of the Magnox
workforce e.g. amenities, food and beverage, meeting/conferencing facilities etc.
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With a Centre of Excellence – this period would see the continuation of the site
decommissioning programme and the advancement of Trawsfynydd’s role as a UK centre for
decommissioning activity.
Timescales - Long Term – 2023-2100
Without a Centre of Excellence – from 2023 the opportunity exists to expand the area
available for new employment and energy developments as a more sizeable and developable
area is created following the Height Reduction phase. During this phase the opportunity for
attracting major developments should be considered such as those relating to waste
management, energy generation. There is also the potential to expand the scale of the small to
medium sized employment premises in line with the demand and take up of enterprises over the
short to medium term. From 2088 onwards the Final Site clearance is programmed and the
opportunity to fully remediate or redevelop the site will exist after 2100.
With a Centre of Excellence – from around 2030 the Final Site Clearance could be achieved,
and with the exception of the RCA, the majority of the site would now become an opportunity for
regeneration for future enterprises and technologies.
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8
Delivery Vehicle
The brief requires the exploration and identification of a credible and sustainable delivery
vehicle to manage the assets and resources identified by the study. The capacity of this entity or
‘community organisation’ is important if it is to have the necessary skills and experience to
effectively manage the risks, cost and benefits of the proposed asset transfer.
Setting up a community organisation should happen only where and when it is necessary, and
where it responds directly to the needs of the community in which it is situated. In the initial
exploratory stages of development it is best to utilise existing stakeholder structures. This
reduces the potential for time and resources to be wasted if the development does not come to
fruition. It also makes it easier to reach people already engaged in community development.
8.1
Existing structures
A review of the existing groups with a current role in the socio-economic development of the
Trawsfynydd site and area was undertaken and this indicates the area already has a track
record in community activity and organisation. There are a number of pre-existing groups for
engaging the community and stakeholders in the activities and development of the study area,
although with very different purposes and roots in the local community.
Site Stakeholders Group
The Site Stakeholder Group (SSG) has been established to act as the interface between the
community, the site operator, and the NDA. The SSG meet regularly and provide opportunities
for:
questioning the operator, the NDA, and regulators on behalf of the community
receiving and commenting on progress reports and forward plans for the site
representing the views of the local community through the provision of timely advice to
NDA, operators and regulators
In essence the SSG provides the opportunity for wider stakeholders to review, comment on, and
influence strategies, plans, and achievements. The group is a substantial size with some 50
individual members of the SSG representing approximately 20 organisations or groupings which
include:
Magnox North, NDA
Gwynedd Council, Town and Community Councils, Snowdonia National Park Authority
Welsh Water, NII, Environment Agency
WAG
Member of Parliament, Assembly Member
North Wales Police, North Wales Fire and Rescue, Welsh Ambulance Trust
Ad-hoc sub groups are occasionally established to address specific issues, and the Community
Council sub group currently meets regularly. The SSG receives reports in relation to the socioeconomic strategy for Trawsfynydd and also discusses issues in relation to the management of
the community licensed and owned assets. However, the SSG is a forum for communication
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and exchange of information and has not been set up for decision making or managing
stakeholder activity in relation to the Trawsfynydd area.
The SSG and its members will be an important forum for discussion and guidance in relation to
the strategy, going forward, for the Trawsfynydd area. A new organisation seeking to engage in
asset transfer must make sure this leadership is in place before, not after, its purpose is defined.
Involving key local stakeholders on the SSG in the process, including the local MP/AM and
Councillors, Council Officers, local journalists and high-profile public figures will be important.
Getting support from the beginning from local decision makers and people with influence can be
a great help for a development if it runs into unexpected obstacles.
Transition Programme Oversight Board
This group has been recently established by Magnox North to plan and coordinate the transition
of the Trawsfynydd workforce during the decommissioning programme and examine the
opportunities for the sustainable use of the site assets. The group also includes representatives
from NDA, WAG, SSG, Trade Unions/workforce, and Gwynedd Council. It is recommended that
given the planning issues highlighted in this report, the Board should also invite Snowdonia
National Park Authority to attend its meetings. The group composition and remit means it has
the potential to play a lead role in driving forward the strategy for the socio- economic
development and asset management for the Trawsfynydd site.
Traws-Newid
Traws-Newid is a Community Company that has been established to assist the economic,
environmental and social development of the community. In association with the Community
Council the Company is actively engaged in seeking grant assistance to provide funding for
improvement schemes. The Company is an important stakeholder in the context of the study
area and owns the former Sports and Social Club site and building on the lake shore and holds
a Licence to use the lake to develop leisure activities. Following a memorandum of
Understanding in 2001 the Company also take a small rent from sub licences to third parties
relating to the lake’s’ use. Despite Traws Newid many successes, there is at present a need for
the Company to strengthen its capacity as an effective delivery vehicle for local regeneration.
Consultations have also highlighted the existence of some tensions between the Company and
other users in the Lake area which should be resolved to support a unified approach to the
development of the assets.
Prysor Angling Association
The Prysor Angling Association was first formed on the 2nd June 1898 for the benefit of local
anglers on the Afon Prysor. The lake is managed by the Prysor Angling Lake Management
Committee, which is a sub group of the main Prysor Angling Association. All members of the
above committee are volunteers. The Association has a Licence for exclusive rights to grant
licences to fish for trout in the lake. Consultations have also highlighted the existence of some
tensions between the Association and other users in the Lake area which should be resolved to
support a unified approach to the development of the assets.
Lake Users Group
This group no longer meets, but was established at the time of establishing the Visitor Centre
and the intensification of other activities taking place in and around the lake (boat cruises, clay
shooting, fishing etc). The objective was to coordinate activity and manage user conflicts with a
view to growing the use of the facilities in the area. The group was chaired by Traws Newid.
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Previous studies3 have proposed that a business management group be set up with the remit of
coordinating the activities of the various business elements at the lake. It was envisaged that
the business management group would be co-ordinated and serviced by Traws- Newid and
could take the form of a subsidiary operation of Traws-Newid or take the form of a separate
community company limited by guarantee. The role of the business management group were
stated as
agreeing common opening and closing times where appropriate
arbitrating between competing usages of the lake
the responsibility for marketing Llyn Trawsfynydd as a destination
managing common areas such as car parks and maintaining land not specifically allocated
to one of the partners
In addition, the business management group was envisaged as the vehicle for the employment
of any staff with lake wide responsibilities
Key issues
8.2
Consultations with local community stakeholders have not, so far, identified any enthusiasm
to take on additional assets to those that are already owned, leased or managed. There is a
need to discuss further and establish potential buy-in from a good cross section of the
community
There is an absence of an effective and coordinated management of lakeside users and
landowners which has led to some tensions between neighbouring stakeholders and
potentially competing initiative being developed, particularly around the Lake. When existing
networks are weak, further effort is needed to engage and enthuse local stakeholders
around a common strategy.
Strategic stakeholder network are strong, and the leadership is in place with the necessary
range of skills, and understanding of the needs of the community but also the technical
acumen needed to ensure an organisation has solid foundations. However, agreement on
the future strategy for the site needs to be achieved, particularly where divergent priorities
exist such as with SNPA planning strategy.
Defining Purpose
Asset transfer should have a distinct purpose depending on the prevailing local circumstances.
However there are common themes that include:
3
Community Enterprise – generating revenue by providing products / services needed by the
local area.
Building Preservation – keeping a building in use and well-maintained
Community Facilities – providing an area for community use that may be lacking
Social Benefit – address local problems such as unemployment by providing new
opportunities
A Development strategy for Llyn Trawsfynydd, Pendragon, 2007
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Regeneration – encourage businesses to invest in the area
These themes are interdependent rather than mutually exclusive. For example generating the
income needed to preserve the building may be dependent on revenue from community
enterprise. Defining purpose is therefore an on-going process and one that has only just started
with the undertaking of this study. The purpose will change in response to the circumstances, as
trade-offs have to be made between competing aims.
This process of defining the purpose should include as many local people as possible and is
vital to maintaining a sense of ownership. A Stakeholder Delivery Workshop was held and
discussed the purpose of a new organisation for developing the assets at Trawsfynydd. The
findings from the workshop identified the following key issues:
Key Issues
Divergent priorities between stakeholders with strategic partners (NDA, Magnox North,
Gwynedd Council). The former are focused on enterprise and large scale job creation whilst
local stakeholders have expressed a greater concern with tourism and leisure activities
which are unlikely to generate significant direct employment.
Divesting the NDA’s assets should not be the only driver for delivering the vision and the
action plan
The long and wide-ranging timeframe over which site assets become available in the short,
medium and long term, and the precise nature of those assets, means it is difficult at this
stage to be realistic and commercially viable with ideas about asset transfer.
There is a need to test to a greater level the demand for new facilities and services that
could potentially be on offer from a new organisation
The needs to understand in more detail what gaps exist that need to be filled that current
agencies and partnerships cannot deliver from an enterprise, tourisms and development
perspective.
The call for the transfer of a critical mass of assets so that a new organisation will have the
potential to make an impact. This means that a greater level of feasibility testing will be
necessary before partners can agree to the strategy
The delivery vehicle will have to choose its purpose very carefully, in terms of their potential
viability, deliverability and demonstration effects, although at present there does not appear to
be a consistent picture emerging from stakeholders of what that purpose should be. Further
development work will be necessary, but there will be a need for some compromises along the
way if a new asset owning organisation is pursued further. In the immediate period leading up to
2014, whilst Magnox North is preparing for care and maintenance, there is not the immediate
pressure to transfer assets, but to consider how effectively they are managed. With the NDA
committed to the site for the long term, the breathing space is available to galvanise
stakeholders around a long term vision and build the interest and capacity to manage assets
most effectively. In line with the Vision, a marker can be placed down immediately with the NDA
on those assets that offer the opportunities for socio- economic development, with a view to
defining how this can be achieved over the immediate term.
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8.3
Delivery Structure
Setting up a new organisation should be approached in the same way as defining purpose, and
it is vital that the community and stakeholder feel a sense of ownership about the organisation.
When setting up an organisation there are several possible legal structures including:
Company Limited by Guarantee
Community Interest Company (CIC)
Industrial and Provident Societies (IPS)
Deciding which type of organisation is most appropriate is crucial and should be given
significant thought. Each structure has its own set of strengths and weaknesses, and
summaries are provided in Appendix C and detail the basic differences. Further research
should be undertaken with stakeholders before making a decision.
Key issues
It is still essential to determine what the new organisation is, what it does, and also what it
doesn’t do and it is premature at this stage to make decisions on a structure. The structure
chosen cannot be changed easily and could last many years. Further consideration will
need to be given of what levels of flexibility will be need and what circumstances may need
adapting too, particularly as the decommissioning programme evolves over the short to
medium term.
Enterprise Board
The study has identified how the organisational structures, relationships and clear sense of
purpose require time to evolve and mature, and there is an important role for strong leadership
from strategic stakeholders. The Transition Programme Oversight Board has a good
representation of strategic stakeholders and its remit is to plan for the sustainable development
of the sites assets. This group should take a lead role in working with site stakeholders to
identify which aspects of the Vision they wish to support and deliver and through which means.
The SSG should consider taking on the role of a strategic partnership for Trawsfynydd, its
composition is ideal to expand its role beyond its current terms to include overseeing the
strategy for the future regeneration of the site area. The Oversight Board could act to consulting
with the SSG to inform the strategy and action plans.
It is already a clear priority for strategic stakeholders to maintain and develop enterprises and
employment levels at the site. This challenging task will require an organisation with a strong
enterprise focus.
From discussions at the stakeholders’ event held in June 2010, it became apparent that the role
and function of the proposed entity would be critical in taking forward the main strategic
opportunities and converting them into real employment and career development activities. The
original idea of a land trust or similar body to manage the physical assets of the site was clearly
limited in scope and was only likely to result in the creation of a few additional jobs and the
streamlining of management systems. Of course, if for example the Maentwrog HEP station
became available as a viable part of the asset base, the situation would be greatly changed,
with the hydro scheme and its energy and associated revenue generating capacity potentially
driving other developments on the site.
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In any case, it is important that the entity should be a highly responsive organisation able to
seize and initiate opportunities, rather than be shackled by onerous management duties. It is
therefore suggested that it should be constituted as an enterprise board, a model which has
been applied to the transition of heavy industries elsewhere, such as coal and steel. It is also a
model used successfully in rural Ireland, where Udaras na Gaeltachta acts as a catalyst to
inward and endogenous investment in the Irish speaking parts of the Republic. Such a body
should become self-financing, not based on a grant or subsidy culture. It could offer a tailored
and bespoke development and set-up service to potential investors’ business start-ups. It would
have access to a flexible and loyal workforce as one of its main assets.
The board could have a wider role beyond the site, working with other employers in the area to
make commercial activities more sustainable, e.g. development of green transport links
connecting workers and workplaces, developing more efficient local supply chains. The delivery
vehicle will have to choose its component enterprises very carefully in terms of their potential
viability, deliverability and demonstration effect with the Vision and Development Strategy acting
as its guide. It will crucially need to include a strong mentoring and capacity building element,
working closely with the entrepreneurial sector. It will take time to evolve and mature and will
require strong leadership.
The fact that Menter Mon and Annog Cyf are currently active both in hosting and guiding the
Shaping the Future programme re-skilling programme for Trawsfynydd and Wylfa, plus its active
involvement in supporting Gwynedd Council’s Rural Enterprise Enabling Fund puts it in a good
position to broker the formation of the new enterprise board. Its long experience of managing
often complex funding packages, including European and local grants, plus its track record in
supporting rural enterprise, plus the considerable nuclear industry expertise of Magnox North
through the work of Shaping the Future, suggest it could have a key role in facilitating a new
and effective enterprise board for Trawsfynydd. Working with the public agencies and
further/higher education sector, and as an integral part of Shaping the Future, it could help to
sharpen the focus and assist the move towards a dedicated delivery vehicle. The remit of the
Shaping the Future director could be modified (with associated resource allocation) to include
this stage, a process which could become best practice and in due course have equal
application to Wylfa. Clearly, a lot more detailed work is needed to arrive at the best workable
solution, one which results in an effective, fleet-of-foot, enterprise driven entity.
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Site Stakeholder Group
(strategic partnership)
Site Programme
Oversight Board
Enterprise Board
Energy
Green & Future
Enterprise
Visitor Economy
Figure 8.1 Organisational Hierarchy
The enterprise board would consist of representatives of all the main sponsors and other actors,
including the NDA, Magnox North, Gwynedd Council, relevant representation of the tertiary and
higher education sector, key Assembly bodies such as Economy & Transport and DCELLS. It
may also wish to invite representation from relevant skills boards, e.g. the newly formed
National Skills Academy for Power. The Board will need to have the support and strong lines of
communication with the SSG at a partnership level and with the Site Oversight Board at an
Officer level, to establish its integrity, and maintain close relationships with stakeholders.
However, the Board would remain independent of other groups and not become burdened by
complex decision making structures.
The enterprise board would act as the policy body and composite fund holder for the initiative,
reporting back to parent organisations such as the NDA or Gwynedd Council, but having
defined delegated responsibilities which allow it to act swiftly, effectively and differently. The
enterprise body should be constituted in such a way as to be capable of absorbing or otherwise
incorporating any relevant assets, including land and property holdings that may become
available for the integrated development of the site and in support of strengthening and
developing the wider economy of North Meirionnydd. It may wish to form working groups
around the main themes of the energy economy, future economy and visitor economy in order
to drill down and develop specific opportunities. The board should also actively recruit
entrepreneurial individuals and meaningful community representation, especially where those
inputs are born of real and practical intervention and innovation i.e. ‘doers’ rather than
delegators. If Menter Mon/Annog Cyf took on the task and finish role of facilitating the
establishment and operational structure of the board, at the same time extending the scope and
reach of Shaping the Future, it could help mould a fit-for-purpose body dedicated to enterprise
development and implementation in the area.
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9
Action Plan
The Trawsfynydd Resource and Asset Masterplan provide a strategy for managing investment
and development of the assets in and around the NDA’s site at Trawsfynydd. It is intended to be
a driver for change and delivery, particularly for stimulating action by strategic partners in
tackling the key challenges in pursuit of the sustainable regeneration of the area.
Presently, there is the need for a clear and comprehensive Vision for the Trawsfynydd nuclear
site. Whereas previous studies have focused on the realisation of tourism and leisure
opportunities arising from natural assets and community facilities, the Masterplan is intended to
addresses the economic, as well as social and environmental opportunities of the area. For this
reason, the Masterplan is heavily focuses on the objective of securing significant and diverse
levels of skilled employment, to offset the loss of several hundred jobs from the site in 2014 and
the programme for decommissioning of nuclear power station.
In order to achieve the Vision, there are a number of key actions to be addressed by a small
number of strategic partners, and all are engaged in some way with the management of assets
or the strategy for their improvement or disposal. The primary partners for the action plan are:
The NDA
Magnox North
The Welsh Assembly Government
Gwynedd Council
Snowdonia National Park Authority
The action plan is structured as follows:
Key Recommendations – these relate to cross cutting strategic actions that should be
addressed immediately to determine the future direction for the regeneration of the area
Action plan – identifies individual actions
The action plan also refers to activity which covers the 5 year period, and Immediate term 20102014, in accordance with the Vision and are prioritised (High, Medium and Low):
Key Recommendations
1. Height Reduction & Nuclear Decommissioning Centre of Excellence - it is
recommended that a nuclear decommissioning centre of excellence is established at
Trawsfynydd. There are potentially two separate aspects to this; an accelerated
programme for height reduction, and final site clearance. These activities could
individually or cumulatively establish a demonstration site for developing
decommissioning technology for the UK nuclear industry, secure significant and stable
levels of employment over the short and medium term, and enable site redevelopment
options to be realised in advance of established programmes.
2. Secure NDA assets for future enterprise development & regeneration - The NDA
are in the process of undertaking a site property review to confirm assets to be retained
for operations and those with the potential for transfer to a disposal body. It is
recommended that the report is discussed with the NDA at the earliest possible
opportunity to express an interest for those assets with the greatest potential to provide
a sustainable regeneration and income generation.
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3. Visitor Enterprise Group - It is recommended that a Visitor Enterprise Group is set up
with the remit of coordinating the activities of the various enterprises at the lake and act
as the accountable body for management and investment. It is envisaged that that the
Group would eventually be co-ordinated and serviced by the proposed Enterprise
Board, and would become responsible for a coordinated and sustainable management
and development plan for the Trawsfynydd Lake and its environs. However, there is an
immediate need to tackle the effective and efficient management of the Lake and a
group should be established without delaying for the Enterprise Board. The Visitor
Enterprise Group would in time take the form of a subsidiary operation of the Enterprise
Board or take the form of a separate community company limited by guarantee.
Whatever the legal structure of the Group, it will be important for each of the lake
operators to have a feeling of ownership. A particular emphasis will need to be placed
on the coordinated development of the lakeside visitor and users facilities. Where there
is evidence of poor coordination and partnership working between lake operations, the
Group should take action to limit those activities through funding or renegotiated license
agreements
4. Establish a Lake Management and Development Plan - There are proposed
developments and management activities undertaken by a number of different bodies
on or around Llyn Trawsfynydd. However, these have not always been well
coordinated, there is evidence of duplication of effort and investment and visitors do not
have a seamless experience. The future potential of the lake depends on multiple
organisations maintaining a coordinated partnership approach to their activities. There
would be considerable benefit for existing and future user groups if the facilities and
attractions at Llyn Trawsfynydd are funded, developed and marketed as a single
destination with the avoidance of competing and eventually unsustainable businesses.
The recommendations are to seek the agreement and cooperation of existing
landowners, license holders and tenants for the establishment of a management and
development plan for the lake and its environs.
5. Prepare a Planning Brief for the redevelopment of Trawsfynydd Operational Site There are several strategic planning and development issues that would facilitate the
efficient redevelopment of the operational site and assist in defining its future in
accordance with the Vision. It is recommended that a Planning and Redevelopment
brief is prepared in partnership with SNPA to agree the scale, location and nature of
future redevelopment options for the site, to ensure all new Magnox developments are
‘future proofed’ to secure their longer term regeneration potential, and adequate site
infrastructure is in place to enable an intensive use of the site. Preparing the Brief also
provides an opportunity to address the future planning and regeneration status for the
site and to consider the potential for some form of ‘special status’ within SNAP planning
policy frameworks.
6. Enterprise Board - The study has identified the opportunity for establishing a new
sustainable delivery structure for the Trawsfynydd site with a clear focus on enterprise
development. However, following initial exploratory stages, it is evident that further work
is required to define organisational structures, relationships and identify a clear sense of
purpose that will require more time to evolve and mature. It is recommended that the
Programme Oversight Board works with existing community and partnership structures
and takes a lead role in working with appropriate stakeholders with a strong enterprise
focus, to test the potential of the enterprise board as a model. Developing synergies
with the ‘Shaping Futures’ initiative will be important as it already has a role in
addressing employment strategies for Trawsfynydd, and for this reason Menter
Mon/Annog Cyf should be invited to take part in these discussions with a view to an
enterprise agency taking a lead role in establishing the new organisation.
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Immediate High Priority Actions 2010-2014
The following actions should be addressed as an immediate priority since they will determine the potential regeneration for the site and the NDA’s assets. Actions should be started within the 6 month period to March 2011, although it is
acknowledges that some actions will take a longer period to conclude
Title
Nuclear Decommissioning
Centre of Excellence –
Height Reduction
Nuclear Decommissioning
Centre of Excellence – Full
site clearance
Opportunities
To maintain existing employment levels on site over the short term and to connect
the knowledge and skills of the workforce with the development of the
technologies and skills to reduce the height of the two towers.
Knowledge capture – capturing the unique industry and site knowledge of the
existing workforce that would be otherwise lost from 2014.
The establishment of a longer term educational and work base from which to spin
out decommissioning technology and employment for the UK nuclear industry e.g.
Wylfa and Oldbury or MoD/AWE nuclear sectors
Encourage investment in modern site employment infrastructure e.g.
workshops/premises with the potential for future longer term economic
development
Maintain and expand existing spin out economic benefits e.g. use of suppliers,
demand for local accommodation/housing for workforce
Stimulate potential for reopening of rail head and line for disposal of waste
steel/concrete/spent fuel
The nuclear sites setting with the Snowdonia National Park elevates its
prominence and the environmental justification for an accelerated programme for
decommissioning.
Unlike many other first generation nuclear power sites located within the UK,
Trawsfynydd is not currently being considered as a location for a new nuclear
plant with the consequential economic benefits this would bring
Earlier release of site areas with greater potential for alternative enterprise and
employment development
The Welsh Assembly Government and politicians may find accelerating final site
decommissioning a more attractive solution for the site
To maintain higher level of employment on site over the short to medium term
(>20 years continual work for c.400 employees) and to connect the knowledge
and skills of the existing workforce with the development of the technologies and
skills to treat and test Magnox for the UK nuclear industry.
NDA assets for enterprise
development &
regeneration
Other opportunities as above
Assets for consideration include of the following:
Llyn Trawsfynydd as a leisure and recreation resources and mainstay of
developing the visitor economy. The lake ownership is tied in with the Maentwrog
Hydropower Plant and is therefore linked with the ownership of this asset.
Maentwrog Hydropower Plant as a possible community enterprise with
substantial income generation potential
Former Visitor Centre building will become less intensively used by Magnox North
and surplus to requirements in the lead up 2014 and offers a building with
enterprise development potential
Trawsfynydd Resource and Asset Masterplan—
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Deliverability
Bringing forward by 5 years the timetable for Height
Reduction is influenced by strategic factors such as NDA
funding, availability of technology and waste disposal
routes, integration with Wylfa decommissioning and new
build, and political will.
Dependency on revision of Government policy for site
clearance and the availability of funding
Statutory approvals – NII, OCNS, EA may be required
Planning permission from SNPA may be required for
variation to existing approved scheme
Deliverability as above
The timetable for Final Site Clearance is influenced by
strategic factors such as NDA funding, availability of
technology and waste disposal routes, integration with
Wylfa decommissioning and new build, and political will.
Cost reduction is a key driver for NDA and asset transfer will
depend on NDA balancing socio-economic objectives
against achieving ‘best value’ for asset disposal
Actions & Responsibility
Gwynedd Council to lead with discussions with WAG and local
politicians to establish government and political support for the
proposal. There is likely to be the need for lobbying at UK and
Wales government levels as the current timetable for Height
Reduction and Final Site Clearance is influenced by several
strategic factors such as the availability of Government/NDA
funding, technology and waste disposal routes, and integration with
Wylfa decommissioning and new build programme. The
composition of the SSG makes it an ideal forum for widening
discussions at a strategic level.
Gwynedd Council to lead with parallel discussions with the NDA
and Magnox North to explore options and support for bringing
forward the decommissioning programmes
Gwynedd Council to establish with Snowdonia National Park
Authority the potential for development strategies and approvals for
the site including the decommissioning centre of excellence (also
see Planning & Development Brief action).
Resources
Unspecified Staff/Officer time
& costs
As above
Unspecified Staff/Officer time
& costs
Gwynedd Council to meeting with NDA before the conclusion of
the site and property review to highlight the community enterprise
and regeneration potential of assets and to agree
options/programme for possible transfer
Gwynedd Council to commission the preparation of a Management
and Development plan, to be developed in agreement with
established users (see following action).
Unspecified Staff/Officer time
& costs
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Title
Opportunities
Deliverability
Actions & Responsibility
It is necessary to work with established organisations to seek
agreement to integrate existing plans into a sustainable
development plan for the lakeside area. These discussions
should be held alongside those exploring new organisational
structures i.e. Visitor Enterprise Group
Gwynedd Council and the NDA to jointly seek through negotiation
and discussions the cooperation of existing landowners, license
holders and tenants in order to deliver a coordinated and
sustainable plans for the Trawsfynydd site
Gwynedd Council/NDA to commission preparation of the Plans,
drawing from the body of existing studies to provide a short and
focused document that has the support of lake users and
landowners.
NDA to review suitability of existing licensing agreement to ensure
the coordinated and strategic management of lake activities..
NDA to consider the transfer of its remaining lakeside land
ownership into a single parent body
Traws Newid to consider the merger own assets around the Lake
to allow a coordinated and strategic approach to implementation.
Gwynedd Council, Magnox North and NDA to commission the
preparation of a planning site development brief in partnership with
SNPA with the opportunity for it to become formally adopted as
planning guidance for the site.
Resources
Sites and premises with visitor economy opportunities and income generating
potential such as the fishing/pontoon launch areas, canoe launch, radio mast
buildings, clay shooting area
Opportunities for
Promoting a strategic approach to assets management and development over the
immediate term
Establishing options for the transfer of assets to a new Enterprise Board once it
has become established
Ensure the transfer of the vital assets to third parties only take place with due
consideration of their value for community enterprise and development
Establishing a comprehensive lakeside site development plan for the coordinated
investment and enhancement of buildings, access, parking and shoreline infrastructure
such as slipways, pontoons etc.
Establish a Lake
Management and
Development Plans
Components may include developing plans for:
Contemporary ‘service station’ for showcasing local products, attractions,
activities and information
Quality food and beverage facility
Built facilities for the angling club, visiting anglers, water sports, cycling, walking,
and all users of the lake and surrounding area
Upgrade of pontoons and boat/cruise facilities
Range of indoor attractions e.g. Visitor centre for the ‘global energy story’ or
‘environmental conservation story’ or housing the NDA archive
Improved information, signage and interpretation
Integration with visitor attractions at the Rail Head site
Harnessing private sector interest and Centre of Excellence
funding to deliver key component parts of the plan.
Small scale development of lake infrastructure is likely to be
supported by Snowdonia National Park within the existing policy
framework.
If an independent experts
used to produce the
Management & Development
plans a budget of .c.£10-15k
should be considered.
Through sensitive planning there is the potential to develop a strong visitor destination
with some albeit small-scale local employment generation. However, there is potential
to contribute to growing the wider tourism appeal of the region, maximise recreation
and leisure opportunities and develop spin-off benefits for local supply chains.
There will also be the opportunity to make available the improved or new built visitor
facilities to support Magnox/NDA with staff and training facilities over the short-medium
term if the former visitor centre building is released for new enterprises development
Visitor Enterprise Group
Prepare Planning Brief for
the redevelopment of
Trawsfynydd Nuclear Site
Land management consolidated into a single parent body, potentially as part of
the Enterprise Board, for coordinated planning, investment and improvements
Address existing uncertainty of multi-organisation management and
responsibilities through transferring responsibilities to a single entity responsible
for granting licenses and income generation from lake users.
Improving the potential added value that income generated from lake
users/activities would create when vested within a single body
Identifying a community based parent body with the potential to take on the
ownership of lake assets that may become available in due course from NDA and
other organisations
The combining of the marketing budgets would allow the Lake to have a wider
and more effective reach than if each element were marketed individually.
Combining all the public facing elements of the development into one business
would have many advantages in terms of ensuring a co-ordinated offering for
visitors and also overcome the danger of fragmentation of the attractions.
To agree the scale, location and nature of future redevelopment options for the
site,
To ensure all new developments are ‘future proofed’ to ensure all new buildings
and their design and location are optimal for a long term options for employment
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The history of the site and commitments already made mean that
a solution has to be found which accommodates various
operators and yet draws the whole destination together into a
single group.
The opportunities and support that a new body can provide and
that has potential to form part of an Enterprise Board should
offer a starting point for existing organisations participation
Preparing the Brief is an opportunity to discuss with SNPA
and WAG the potential redevelopment options for the site in
the context of national and local planning policies and
constraints.
Unspecified Staff/Officer time
& costs
Use of an independent
facilitator >£10k
Unspecified Staff/Officer time
& costs
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and enterprise development.
To ensure adequate site infrastructure is in place to enable an intensive use of
the site - such as building, power and sewage , transport
Statutory approvals – NII, OCNS for reuse of buildings
within licensed site
Presumption against major developments, regional/sub
regional scale facilities within emerging SNPA LDP
Plan for commercial opportunities such as accommodating Wylfa supply chain
manufacturers.
Consideration for establishing a ‘special status’ for regeneration of the site within
SNAP planning policy frameworks.
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Magnox North to consider adopting a ‘future proofing’ strategy to
all its new built investment
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Title
Opportunities
Deliverability
Actions & Responsibility
It is still essential to determine what the new organisation is, what
it does, and also what it doesn’t do and to make decisions on a
structure will require further discussions with stakeholders, led by
the Site Programme Oversight Board but also with the
membership of the SSG. The structure chosen cannot be
changed easily and could last many years. Further consideration
will need to be given of what levels of flexibility will be need and
what circumstances may need adapting too, particularly as the
decommissioning programme evolves over the short to medium
term.
Specific considerations may include
Enterprise Board
Establishment Strategy
Potential reuse and adaptation of existing workshop and office accommodation
Transport strategy and travel plans for development phases
Market potential assessments
New uses for former Visitor Centre building which has potential for adaptation for
mixed uses including new employment purposes.
Opportunity for establishing a new sustainable delivery structure for the
Trawsfynydd site with a clear focus on enterprise development.
To define organisational structures, relationships and identify a clear sense of
purpose with strategic and local stakeholders
Explore the enterprise board model with potential partners
Gwynedd Council initially working with the Transition
Programme Oversight Board to take a lead role in working with
appropriate stakeholders to establish the organisational structures,
relationships and purpose of the new entity. It may be appropriate to
employ independent facilitators to lead with discussions, agree
common objectives and draft terms of reference
Unspecified Staff/Officer time
& costs
Use of an independent
facilitator >£10k
Shaping Futures’ initiative provides Menter Mon/Annog Cyf with a
role in these initial discussions, with a view to an enterprise agency
taking a key stake hold in establishing the new organisation
Defining the Enterprise Board's specific remit will require further
consideration and will depend to a large extent on deepening the
existing working relationship between the main partners and
drawing in new and effective players. The Board should remain
nimble but be able to hold and deploy assets in order to optimise
identified opportunities as they emerge on site. Some of these
opportunities will be politically determined, others may be market
driven.
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Immediate Medium Term Actions 2010-2014
The following actions are an immediate priority; however they are to some extent dependent on agreeing the strategy and organisational structures established by the immediate high priority actions. Subject to the outcomes from these actions
the precise nature of the actions should be reviewed and focused upon during the period 2011-2012
Title
Opportunities
Hazard Training Centre
Human Resources & Skills
Strategy
Examine and market the site and surrounding area as a training location for
emergency services, public and private sectors organisations. The combination of
industrial/urban, rural, water and mountains offers a potentially wide range of
environments for incident simulation particularly specialist training operators.
Private sector interest has already been established and further feasibility testing
is necessary to develop the proposal
Immediate opportunity to train staff and establish new skills and employment
enterprise on the site
Use of former Visitor Centre building as the training centre which is potentially
available in the immediate-short term
Would support investment in complementary visitor infrastructure e.g. lakeside
access/slipways, shower/changing facilities, eatery, overnight accommodation
The Trawsfynydd workforce is a multi-skilled and dedicated asset, but needing to
adapt to the employment and enterprise situation arising from decommissioning and
new nuclear build. New skills development and enterprise support will be necessary.
Opportunities relate to the following sectors:
Events Strategy and
Programme
Sustainable Visitor Travel
public policy in relation to green jobs, green economy, sustainability, spatial plans
universities’ role as public physical and intellectual space.
The development of green related postgraduate degrees/modules.
New IT ways of working to facilitate green operations.
Working across businesses, the third and public sectors.
Focusing on green themes such as developing the knowledge economy, green
technology, green tourism and waste management
•
To establish Trawsfynydd as a key events venue for the region, hosting a range
of both active and non-active events. This would contribute to a year round
events programme which integrates with the wider regional events calendar and
maximises use of assets.
•
Some small-scale employment generation, primarily on a part-time/ad hoc basis
to facilitate event functions.
•
A year-round events calendar is likely to encourage spin-off benefits for local
accommodation providers and other businesses in the service industry.
•
Events could similarly provide the platform for wider growth in the tourism industry
from repeat visits and word of mouth.
To ensure the development of tourism, leisure and recreation opportunities at
Trawsfynydd are supported by sustainable travel links with the wider region. This
could consider the potential extension of the Sherpa bus service to and beyond Llyn
Trawsfynydd and ensure the service can accommodate bicycles. The strategy will
address the need to preserve the long-term transport impacts on natural heritage and
become part of the region’s network of leisure and recreation attractions accessible by
sustainable transport.
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Deliverability
Demand has been expressed already from the private
sector, but further development work is necessary to
establish full potential and scale with public/private sectors
Availability of former Visitor Centre building as training
centre in the immediate/short term.
Possible need to modernising the former Visitor Centre
building and facilities to accommodate use
Actions & Responsibility
Resources
Magnox North to consider opportunity and to attract operators.
£5-10k for feasibility testing,
developing and marketing
opportunity to public/ private
operators.
Conversion and adaptation
cost of facilities to be
determined by separate
studies
Our discussions with Shaping the Future, Coleg Llandrillo,
Bangor University and others have confirmed our view that the
main opportunities lie in adapting and developing existing skills to
new applications and in capturing new sets of skills appropriate
to new and emerging employment areas.
Menter Mon through the Shaping the Future project
The level of capital investment required will depend on whether
existing site infrastructure is appropriate to accommodate
proposed events. It is anticipated that the proposed
improvements to site facilities included within other actions will
accommodate a range of events. There is also the potential to
attract sponsors for specific events to assist in marketing and
management.
The proposed Visitor Enterprise Group should take a lead with support
from Gwynedd Council, Magnox North, NDA,
Circa £1000 per event in year
1 to help marketing and
memorabilia. It is realistic for
events to be self-financing
assuming provision of
infrastructure.
Funding is likely to be available for ensuring provision of
sustainable travel modes to the site. Whilst the re-opening of the
old railway line has seen some interest from the private sector,
the extent to which sustainable travel initiatives are self-financing
will depend on the level of patronage.
The proposed Visitor Enterprise Group should take a lead with support
from Gwynedd Council, SNPA, Magnox North, NDA, TraCC,
Costs unclear at this stage.
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Title
Opportunities
Coed-y-Brenin Trail Link
•
Update design and deliver a proposed recreational link between Coed-y-Brenin
and Trawsfynydd
•
The project will contribute to the development of recreational trails for the region
and connect Llyn Trawsfynydd with an established well-used tourism destination
– Coed-y-Brenin. The link could also generate greater visitor expenditure and
use of Trawsfynydd Village.
•
To establish the route design and feasibility for a circular trail that can be
accessible for all.
•
The route will significantly enhance the recreational appeal of Trawsfynydd for
both local residents and visitors. The route is anticipated to increase visitor
numbers in conjunction with other proposed lakeside developments and generate
further spin-off benefits for the local economy. The route is likely to enhance the
health and well-being of the local community.
•
Plan, design and deliver appropriate signage and, where appropriate, information
boards that improve the integration between site assets, encourage use of the
existing and proposed trails and draw visitors off the A470.
•
Potential to attract more incidental visitors travelling on the A470. Minimising
conflict between recreational activities. Improved information and signage will
improve management of environmental impact and communicate a sense of an
integration of lake assets that can enhance the quality of experience. Limited
employment generation but potential for indirect economic benefits through an
enhanced tourism product.
•
Raise the profile and awareness of the existing and proposed activities available
at Trawsfynydd through appropriate packaging of related activities and
maximising promotion via activity specific websites and other established
promotional forums.
•
Potential to generate employment, indirectly through growth of tourism industry.
Packaging activities are likely to encourage overnight, weekend or longer stays
and there is the potential to generate significant local economic benefits from this.
Industry growth must be in conjunction with relevant education and skills training
to maximise the opportunities for local people to take advantage of growth in this
sector.
•
Establish the market potential for developing accommodation to complement the
existing and proposed site activities. Conversion of existing assets for example
the former radio mast building and boat house, should be a core consideration.
•
Improved opportunities for overnight, weekend or longer stays. Potential to
generate employment in the accommodation sector and associated
education/skills training in the hospitality sector. Providing additional
accommodation has the potential to compete with established accommodation
providers in the area and the assessment would in particular need to address this
issue.
Circular Trail Feasibility
Study
Signage and Information
Strategy
Activity Marketing
Visitor Accommodation
Delivery
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Deliverability
Actions & Responsibility
Resources
The project will require significant capital investment, primarily
from the public sector. The project is attractive to the local
community in its potential to provide improved local recreational
opportunities.
The proposed Visitor Enterprise Group should take a lead with support
from Gwynedd Council, SNPA, Magnox North, NDA, Sustrans, SNP,
private landowners
Costs unclear for establishing
the design detail of the
revised route but previous
route feasibility identified
£972,000 for the construction
of the preferred route.
Topography and environmental challenges plus landownership
support present the most difficult challenges for the delivery of
the circular trail. In addition, potential user conflict, particularly
along the road connecting the dam with the visitor car park will
also need to be considered.
The proposed Visitor Enterprise Group should take a lead with support
from Gwynedd Council, SNPA Magnox North, NDA, Sustrans,
Design and Feasibility Study
> £20
The project will require some capital investment to develop
appropriate and consistent signage and interpretation and the
potential to include Trawsfynydd Village assets. The local
community could also input to the design and presentation of
signage to ensure a sense of ownership.
The proposed Visitor Enterprise Group should take a lead with support
from Gwynedd Council, SNPA Magnox North, NDA,
£300 per sign dependent on
the number of signs, £1000
for each interpretation board.
Low cost action which focuses on the maximising exposure for
assets using establish networks. Action should generate
additional interest from private activity companies wishing to
utilise lake and lakeside facilities. Activity marketing should be
integrated with sustainable travel options to maximise carbon
efficiency.
The proposed Visitor Enterprise Group should take a lead with support
from Gwynedd Council, SNPA Magnox North, NDA,
£5,000 for marketing specific
for Trawsfynydd site,
negligible costs for
integration with existing
marketing networks.
Potential private sector interest generated providing the evidence
base gathered in this action as leverage. Current policy from
SNP may conflict with the proposal to introduce additional
buildings. Existing accommodation provides may be sensitive to
the potential to repercussions of increasing the accommodation
base.
The proposed Visitor Enterprise Group should take a lead with support
from Gwynedd Council, SNPA Magnox North, NDA,
e.g. £5-10k for
feasibility/design for Radio
Mast building
Potential interest in accommodation provision for Magnox North
staff during care and maintenance.
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Immediate Long Term Actions 2010-2014
The following actions are an immediate priority; however they depend on the strategy established by the immediate high and medium priority actions. Subject to the outcomes from these actions the precise nature of the actions should be
reviewed and acted upon during the period 2012-2013
Description
Advantages & Potential Impact
New Nuclear Supply Chain
Energy from Waste
Micro Energy Centre
The availability of the Trawsfynydd site as a secure manufacturing and fabrication
centre for supporting the supply chain for the Wylfa new build programme
Investigate options with the public and private sectors to establish the feasibility of
the site as a location for future energy from waste generation. Opportunities are
likely to be greatest for handling industrial and commercial waste over household
waste. Assets such as site grid connection, possible rail head facilities to link with
regional sources of waste arising, established use and major infrastructure on the
site should be considered an advantage.
Utilisation of site infrastructure for energy generation and distribution
New employment creation
Introduction of a major development onto a brown field site
Supports investment in complementary infrastructure such as improved transport
links
Investigate in partnership with Coleg Merion –Dwyfor and Coleg Llandrillo vocational
links and technology development opportunities in the renewable energy and
sustainable energy. Such links should be developed with the recently opened
Renewable Energy and Sustainability Centre for Wales and also with the proposed
new Engineering and Built Environment Centre at Dolgellau. Both centres will support
developing renewable and sustainable energy infrastructure and enterprises
Deliverability
Depends on the creation of suitable storage areas,
workshops and staff accommodation within the secure site
for potential suppliers
compatibility with Magnox site operations
Availability of sufficient site area unlikely until after 2023
Statutory approvals for re-use of the site – NII, OCNS, EA
Presumption against major development of this type in the
emerging LDP. Planning permission from SNPA will be
required and could be difficult to achieve.
Discussions with Shaping the Future, Coleg Llandrillo, Bangor
University and others have confirmed that the main opportunities
lie in adapting and developing existing skills to new applications
and in capturing new sets of skills appropriate to new and
emerging employment areas, including micro energy generation
Actions & Responsibility
Resources
Magnox North to investigate demand/potential with Horizon and plan for
commercial opportunities
Unspecified
Proposed Enterprise Board take a lead with NDA/Magnox
North/Gwynedd Council
£10-20k for feasibility testing,
developing and marketing
opportunity to public/ private
operators.
Investment and build costs
to be determined by separate
studies once feasibility
established
Proposed Enterprise Board take a lead with NDA/Magnox
North/Gwynedd Council Coleg Merion –Dwyfor and Coleg Llandrillo,
Bangor University
Development of links with the
Coleg and University would
be auctioned through
Shaping the Future
Proposed Enterprise Board take a lead with NDA/Magnox
North/Gwynedd Council
The cost of purchasing the
HEP station at a market
value is likely to cost several
£ million
NDA/Magnox North
£20-40k for investigations,
design and feasibility options
The Trawsfynydd workforce is a multi-skilled and dedicated asset, but obviously
needing to adapt to the new situation as the station is wound down.
Community Energy Project
The prospect for the sale of Maentwrog Hydro-electric Power Station is a key
opportunity for the community to acquire a substantial asset that ties the ownership
and management of the Lake with profitable sustainable energy generation.
Substantial capital cost of purchase
Maintenance liabilities for the Dam
Require expert community organisation and management
Replacement or renewal of facilities may require consents
from EA and other statutory bodies.
Discussion with the NDA should be undertake to explore opportunities
Site Infrastructure
Improvements
The project would provide a substantial source of finance for the community and
benefit broader regeneration activity
Would bring the Lake under community ownership linking with developing the
visitor/leisure activities
Some site infrastructure has been identified by Magnox North as requiring
upgrading or replacement due to their age and need for more automated and
efficient facilities. The Drainage and Sewage plant has been identified as one
example, however further investigations should be undertaken of all site
infrastructure to confirm investment requirements.
To modernise the site infrastructure in advance of future decommissioning
phases and for supporting potential new enterprises.
Trawsfynydd Resource and Asset Masterplan—
Hyder Consulting (UK) Limited-2212959
Page 72
Appendix A
Site Skills
The following list has been provided by Magnox North and identifies the roles and quantity of existing site
staff.
Role Description
Accounting Technician
Administrator
No on Site
1
22
Buyer
1
Chemist
3
Civil Design
1
Civil Manager/Engineer
1
Communications Officer
1
Contr Mgr/Constructn Field Eng
7
Decommissioning Engineer
3
Decommissioning Team Leader
1
Electrical Craft/Prod Technician
3
Environment Analyst/Surveyor
1
ESS&Q Governance
1
Facilities Service Manager
1
Financial Controller
3
Health Phys/Monitor Dosim Off
12
HR Advisor/Officer
2
HR Manager
1
IT Team Leader
1
IT Technician
1
M&E Manager/Engineer
2
Maintenance Trades Support
3
Mechanical Craft/Prod Technic
11
Mechanical Design
3
Mechanical Manager/Engineer
4
Mech Technican/Foreman/Tm Ldr
2
Nurse
1
OEF Eng/Learning From Exp Off
7
Operations Manager
3
Ops Technician/Ops Team Leader
5
Planner
1
Procurement Manager
1
Programme Manager
2
Programme Officer
3
Project Manager/Engineer
17
QA Engineer
3
QA Manager
1
Radiation Protection Manager
4
Radiation Prot Supervisor/Eng
8
Safety Case Eng/Author/Officer
1
Safety Case Manager
1
Security Guard
Snr Project Mgr (Major Projs)
Shift Charge Engineer/Ops Eng
15
6
13
Site Security Officer
2
Stores
2
Trainer
2
Waste Engineer
1
Waste Operator
15
Waste Technician/Waste Tm Ldr
5
Appendix B
Land Ownership
Appendix C
Delivery Structures
Company Limited by Guarantee
This legal structure limits the liability faced by Directors in the case of insolvency, except in
cases of negligence or recklessness.
This is the most flexible legal arrangement. The major restriction is that shares cannot be
issued.
Registration is required with Companies House and company law must be abided by.
Community Interest Company (CIC)
A CIC is a company limited by guarantee or share issue with several added features such as a
community interest test, an asset lock and a cap on dividends.
The legal form gives greater flexibility than charitable status, but emphasises public benefit over
private profit.
Each CIC must specify the community that is intended to benefit from any profits made by the
company (this could be as wide as all the residents of a defined geographical area) and the CIC
regulator must approve this.
The asset lock ensures capital gains are directed to the specified community and the dividends
cap limits the amount of profit private investors can take out of the business.
CICs were established in 2005 and so far over 1,000 have been registered across the country.
Industrial and Provident Society (IPS)
An IPS is a trading organisation that operates as a co-operative either for the benefit of its
members or the wider community.
IPSs were exempt charities which means they do not have to register with the Charity
Commission. This will cease to be the case when the 2006 Charities Act comes into force.
An IPS is usually funded by share capital, but this takes a different form to limited companies.
The value of the shares is fixed and does not go up and down with the value of the organisation.
An IPS is the only vehicle that can issue shares on a low-cost basis.
Buying a share confirms membership and decisions are taken on a one-member-one-vote basis
(regardless of number of shares owned). There is an upper limit on the cash value of shares
that can be held by one individual (£20,000 currently).
IPSs are regulated by the Financial Services Authority (FSA).
This summary indicates the key differences between the different legal structures. Further
research should be completed once the purposes of an organisation are defined before making
a decision on which is most suitable.
A final option is to establish a charitable organisation. This introduces further complications as
charities face certain trading restrictions. In some cases a trading subsidiary must be formed.
Charitable status has certain tax benefits but it can introduce unnecessary complications. If it is
decide to follow this route it is advisable to seek further professional advice.
Once the legal structure has been decided it is necessary to draft a constitution and / or an
articles of association. Advice and model examples can be obtained from the respective
regulators. Again it is important to take the time to ensure details are correct. This will protect
the organisation and individual Directors / members in the future. Where stakeholders are
uncertain specialist legal advice should be sought.
Whichever form of legal incorporation is chosen the organisation should also consider becoming
a Development Trust. This is a group that engages in the economic, environmental and social
regeneration of a defined geographical area. A Development Trust provides a range of services
and / or facilities for the local community and is defined by a few key principles:
•
Independent and aiming for self-sufficiency, with profits reinvested
•
Community based, owned and managed
•
Actively involved in partnerships with the voluntary, community, public and private
sectors
The Development Trust Association (DTA) is a source of information, advice and support for
newly formed Trusts. It currently has a membership of 450, with a combined annual income of
£260m and assets totalling £490m. For example, a successful building development can
provide an anchor for a Development Trust, giving it an identity and revenue source.
Appendix D
List of Consultees
Client Project Board
Pryderi ap Rhisiart
Catrin Thomas
Catrin Roberts
Jeston Homfray
John Idris Jones
Sioned E Williams
Public Sector
Steffan Jones
Aled Sturkey
Jones Richard Glynne
Alun Fon Williams
Sian Jones
Gwawr Price
Alun Gruffydd
Naomi Jones
Iona Price
John Taylor
Mark Jones
Sioned Williams
Dafydd Iwan
Dafydd Williams
Ann Elias
Ian Rees
Huw Evans
Ashley Charlwood
Ian Gwilym
John Taylor
Helen John
Dr Paul Holland
Private Sector
Colin Dale
Rhys Llywelyn
Chris Rayner
Mitch Atherton
Gwynedd Lewis
Ian Stewart
Ellis Parry
Steve Coales
Tim Bailey
Rachel Jones
Phil Sprague
Adrian Jones
Mair Owen
Malcolm Atherton
Ashley Charwood
Paul O'Sullivan
Jodie Laura Hejnowicz
Judy Craske
Rhodri Thomas
Gwynan Pritchard
Gwynedd CC
Gwynedd CC
Welsh Assembly DE&T
Magnox North
Head of Socio Economics Magnox North
Head of the Economy and Communities, Gwynedd CC
Gwynedd Council; Environmental Services
Planning Officer - National Park
Transport Officer (green transport officer)
Gwynedd Council; Tourism and Marketing Dept
Gwynedd Council; Tourism and Marketing Dept
Tourism Partnership Mid Wales.
National Park, Art and Herritage Officer
National Park, Art and Herritage Officer
Green Town Project , Blaenau Ffestiniog
The Forestry Commission
Gwynedd Council; Outdoor Activities Development Officer
Head of Economy and Community
Chair of Partneriaeth Economaidd Gwynedd
Transport
Tracc - Mid Wales Transport Consortium
Principal at Coleg Meirion Dwyfor
Principal at Coleg Llandrillo
Head of Operations and Strategic Projects, the National White Water Centre
Operations Manager, DofE
Forestry Commission Wales Recreation Manager,
Industrial Liaison Officer, Cardiff University
Lecturer, Swansea University, Member of the Low Carbon Research Institute
Private Business, Social Club. Rail Interest.
Prysor angling
Mochras Rowing Club / Celtic Long boats
Prysor angling
Trawsfynydd Lake Management Committee
Blaenau Paddle Club
Clay Pigeon Shooting, Skeet
Clay Pigeon Shooting, Down the Line
Cable Wakeboarding
Canoeing & team building, Up 4 Adventure
Site Director; Magnox North
Magnox - Project Leader; Hight Reduction.
HR Manager, Magnox North Sites
Fish Farm Development (private)
Canoe Wales Canoeing - white water centre
Rescue 3 UK
Trawsfynydd Holiday Village
Triathlon
Magnox North Seconded to Menter Mon
Cable and Wireless
GCC Commercial Property Manager
Community Development Organisations
Terry Williams
Seren CYF. 3rd Sector Recycling
Ceri Cunnington
Com 1st, Ant Stiniog
Dewi Lewis
Deudraeth Cyf
Judy Craske
Shaping the Future
TrawsNewid
Regeneration Group in Trawsfynydd
Gareth Thomas
Director, TJB Cymru Cyf
Seran Dolma
Gwynedd Gynaladwy Sustainable Gwynedd
Energy Contacts
David Joyner
The University of Wales, Bangor and Aberystwyth
John Shorney
The National Grid
Ask Pete Forest
Npower Renewables
Gerallt Jones
Annog
Glenn Vaughan
Nuclear Decommisioning Authority
Justin Humprhey
Procurement Manager, NDA
Rory Trappe
Trawsfynydd Site Trade Unions
Andy McAteer
Maentwrog
Community Councils, Members and Town Council
Trawsfynydd
Isgoed Williams
Maentwrog & Gellilydan
Meredith Williams
Penrhyndeudraeth
Morris Jones
Ffestiniog Town Council
Beryl Williams
Talsarnau
John Richards
Linda Ann Jones
Member for adjoining ward, Gwynedd Council
Thomas Ellis
Local member, Council
Ann Coxon
Cyngor Tref Ffestiniog Town Council
Dewi Lewis
Cyngor Gwynedd Council - Development Portfolio Leader
Land Agent
Patrick Whitby
Land Agent, Dixon Webb