Delivered at ELN's Finance Leaders Event on Thursday 10th November 2022. "How Magnox are simplifying and streamlining processes, using digital solutions to support the change. Exploiting the investment made in our ERP solution to improve the employee experience. Leveraging Talent Management to improve employee an manager interaction and make Magnox an attractive place to work. In the last 2+ years, the directions of Magnox has changed from an organisation that was ramping down to one that is growing and taking on more work in the Nuclear Decommissioning Industry. We need to become Digitally Fit for the Future, enabling our key vision which is; 0,2,20 0 = Zero harm to our workers and contractors through continuous focus on safety and zero emissions 2 = the company will grow double it’s size by taking on 7 EDF sites (and potentially other opportunities) once they complete the Defueling process 20 = 20% increase in productivity."

1. ELN – Getting Digitally Fit for the Future
Mary Kent
Digital Change & Transformation
November 2022

2. A bit about me
• Worked at Magnox for almost 17 years in various role
• Currently leading the digital transformation programme of work

3. Introduction to Magnox Ltd - a subsidiary of the Nuclear Decommissioning Authority (NDA)
• 1st generation UK nuclear power stations and 2 former research sites
• Magnox sites provided electricity across the UK for over 50 years
• Provided the UK with power from 1959 to 2015

4. Life cycle of a Nuclear power station
• 6 stages in the lifecycle of a power station
• Build ✅
• Generate ✅
• Defuel ✅
• Decommission – in progress
• Care & Maintenance
• Final Site Clearance

5. The 180 turn in Strategic Direction
• In 2019 – Magnox became a wholly owned subsidiary of the NDA following a Parent Body
Organisation model
• Resulting in an extension of the life of Magnox as a nuclear decommissioning organisation
• Challenge – modernising the ways of working, upskilling, process alignment, moving from
paper based processes to digital

6. Magnox Mission 1 and Future Mission - principles
20 per cent productivity gain by working smarter and more
effectively
Doubling our missions
Zero harm,
net zero
0
2
20

7. Magnox and Unit4 Products
• Customer since 2011 – going live with an on premise solution
• Upgrades were onerous and time consuming
• Migrated to Unit4 Cloud in 2017
• Now an ‘Evergreen’ application in a secure SaaS environment
• Keeping up to date with the latest version is now a business as usual task

8. Core ERP
Unit4
ERP
Finance
HCM
Procure to
Pay
Inventory
Management
Mobile Apps
Financial
Delegation
approvals
Training
Records
(Regulator)
FP&A
Talent
Management
Proactis
Invoice
capture
Market
place
Punchout
Unit4 Modules& Interfaces
Hireserve
Application
Tracking
System
FP&A
Talent
Management
Proactis
Invoice
capture
Hireserve
Application
Tracking
System

9. Leveraging Unit4 Products and capability to drive our mission

10. Simplification
• Simplify all operational, project delivery and
business processes whist ensuring regulator
compliance
• Use the application to streamline and align
business processes. Remove legacy
applications and exploit the investment
made in U4 products.
• Make Magnox a better place to work by
improving the employee experience, using
the technology on hand and integrating with
other applications where appropriate.

11. Infrastructure for growth
• Simplify all operational, project delivery and
business processes whist ensuring regulator
compliance
• Use the application to streamline and align
business processes. Remove legacy
applications and exploit the investment
made in U4 products.
• Make Magnox a better place to work by
improving the employee experience, using
the technology on hand and integrating with
other applications where appropriate.

12. Workforce Planning
• Ensure we have the right people, in the right
places, doing the right things
• Making Magnox an attractive company to
join. (Simplification) Recruitment experience
has improved for applicants (ATS and
integration with U4ERP.
• Talent Management utilised for a more
interactive experience between line
manager, employee and matrixed team.

13. Leadership and Skills
• Create a cadre of leaders fit for our future
needs – with the right capability and
behaviours to inspire our talent. Identify,
build and sustain critical business
capabilities and key skills for the future –
helping people to flourish in the workplace
and reach their maximum potential.
• Using HCM module along with Talent
Management to identify skills gaps and
opportunities to progress talent both
internally and from the external market

14. Questions??