Gary Codling, Miwfm Email & Phone Number

Essex

Heading up the estates management organisation, I am responsible for:● Leading and managing all facilities and estates management functions across 4 secondary phase and 5 primary phase schools within the trust.● Leading the consistent and effective approach to health and safety adopting best practice and driving continued improvement through Plan, Do, Check, Act● Ensuring all statutory compliance activities are managed, and that a PPM strategy is in place across the trusts estates.● Ensuring funding is allocated appropriately using the estate asset management plans.● Leading the delivery of all major projects across the trusts estates; - senior school science block refurbishment ~ £650k- across highway footbridge replacement ~ £450k- construction of an 8 classroom block, ~ £2.2m- roof replacement project, ~ £600k- new fenestrations in an operational senior school block, ~ £1.5m- school wide fire door replacement, ~ £250k- multi school RAAC replacement programme ~ £5m- Trust wide boiler replacement programme ~ £1.5m- Construction of 6th form block at a senior school ~ £3.6m● Providing support to the premises teams for minor project works● Line management of all of the Trusts estates teams.● Management of the contracts across the trust ensuring best value for money.● Development of the trusts journey to net zero.

● Responsible for setting-up the project risk register for Task Order 9, consisting of 10 individual work packages. Liaising with package leads and their teams to identify and mitigate work pack risks.● Led the collaborative risk identification workshops with key stakeholders within the Joint Venture.● Successfully building a risk management and assumptions register, adopting the Heathrow risk management process and embedding it into Project TO9’s programme of works, resulting was a risk register with over 44 well developed risks.

● Part of the Line 3 Assurance team established at Wylfa to review the project cost estimating function. Development of client corporate documentation, to give effect to and mandate the Line 3 Assurance function. Establishing a client implementation plan, setting-out the engagement approach for Lines 1, 2 and 3 functions. Developing the scoring criteria, aligned with industry best practice, to formally assess the compliance and adequacy of the estimating process.● Accountable for preparing and reporting against the delivery schedule for assurance activities, creating various reporting templates in readiness for progress reporting and managing achievement of the L3A activities.Wylfa Newydd project paused due to funding issues due to Hitachi pulling out.

Bristol, United Kingdom

Baseline value - £30m● Responsible for delivery of the design, procurement, and manufacture of an HVAC system for the Conventional Island (CI) of HPC, managed under the NEC contract framework.● Organised the collaborative risk identification workshops with key stakeholders, undertaking regular risk reviews with the Risk Manager, and maintaining the risk register.● Holding monthly project meetings to monitor contractor progress against the project schedule, cost and quality of their deliverables, holding the contractor accountable. ● Co-ordination of the design phase within the project team, working collaboratively with other HPC contracts, and Pre-Operations department, as the ultimate customer. ● Successfully, led the procurement process to select the main contractor.● Lead a multi-disciplined and multi-cultural project team, to ensure that the contractor successfully delivery the first project design tranche for review by EDF’s engineering department.

Bristol, United Kingdom

Baseline value - £44m● Managing a FIDIC project undertaken to deliver the design, procurement, and manufacture of 29 overhead travelling cranes for Turbine Hall and Pump House building on the Conventional Island, for both reactor units. ● Led the project team to successfully select the contractor, letting the contract, and commencing design delivery. Organised collaborative risk identification workshops with key stakeholders, undertook regular risk reviews with the Risk Manager, and managed the risk register. ● Held monthly project meetings to monitor contractor progress against the project schedule, cost and quality of deliverables, holding the contractor accountable.● Managed a matrixed multi-disciplinary team which consisted of culturally diverse members from France, China, South Africa, and the UK, with the Main Contractor being French.● Successfully led complex and protracted contract negotiations, managing NNB board expectations due to a £20m delta between the original budget and the final bid price, to place the final contract. ● Managing a commercial team to incentivise and work with the approved bidder to agree and deliver engineering opportunities prior to the award of contract.● Delivered the early design phase activities to schedule.● Managing a project that cut across two different programme areas, including working with the civils project team as their construction strategy didn’t take into consideration the crane installation works. This required significant stakeholder negotiations as many of the construction activities had to be re-sequenced.

Windscale

● The refurbishment of Cave 9 was necessary after approx. 50 years of service, requiring remote and manual decontaminate of the cave to acceptable radiological levels to allow man entry. This was followed by de-planting of any redundant equipment and replacement of the in-cave crane. ● Project managing procurement of the design and manufacture of a replacement crane, as well as planning and managing decontamination of the cave and installation of a new crane. ● Due to the business need for the revenue that continued use of the cave generated, the time and duration of the outage was carefully managed, to mitigate significant business risks of a delay to completion of the refurbishment project.● Undertaking regular reviews of the schedule to fall in line with the stakeholder needs and those of the business.

Baseline value ~ £9.5M● The scope of this project was to deliver a First Of A Kind (FOAK) construction project within the UK, for the interim storage of Intermediate Level Waste (ILW). This was a ‘Lead and Learn’ project, developing the reference design to be utilised for the interim storage of ILW across the rest of the UK. ● Led the early works activities of land clearance, UXO survey’s, and liaised with stakeholders about contaminated land waste management. Managed the Main Contractor and various separate minor works sub-contractors to construct and commission the building, to demonstrate the facility worked as per design.● Successfully managed significant logistical challenges of a decommissioning nuclear site were overcome by careful stakeholder engagement of the multiple projects and operational teams.● Construction of the storage facility completed ahead of the baseline schedule. ● Successful commissioning of the facility proved the reference design to be used for the rest of the Magnox fleet.

Baseline value of ~ £15M● The scope of this project was the retrieval of the Bradwell nuclear licensed site's Miscellaneous Contaminated Items (MCI) from the ILW vaults, and other various storage areas. The waste was sorted and segregated to maximise efficiency and processed dependent upon the waste type. ● Co-ordinated internal Magnox resources for project delivery, and contract Radiological Protection services. Managed the delivery of the project and liaised with key stakeholders to balance the business need for the use of project resources against site priorities.● Successfully retrieved ILW Graphite dust from the reactor gas circuit and recovered legacy corroded steel drum waste containers for re-packaging into more stable containers prior to final waste processing,

Baseline Value: £1.1m●This project was a FOAK project and was commissioned to design a process for removal of ILW Desiccant from the reactor gas circuit and passively store it in line with company processes.● Efficiently utilised a diverse range of internal Magnox resources for delivery, supplemented with Radiological Protection services contractors.● Managed delivery of the project and liaised with key stakeholders to balance the business need for the use of his project resources against site priorities.● Significant cost saving achieved as a result of re-using and modifying equipment from another site, and the use of learning and experiences of other teams.

Baseline Value: £450k● This project required a bespoke change facility to be procured, designed, manufactured installed and commissioned where it was to be located on an unused piece of real estate adjacent to the fuel cooling ponds. The major challenges for the design was the building had to fit the shape of the land that was available and the connection to the existing ponds structure. ● Managing the designer / manufacturer of the Modular building, the incumbent Civil and Electrical Contractors. The design had to be developed with multiple stakeholders from several different departments.● This project successfully achieved final agreement on the design, and ultimately to transfer the old Ponds change facility to the new facility.

● The scope of this project was to prepare for the Ponds back out checks and included the safe removal and disposal of the ponds empty ILW fuel skips, de-planting and disposal of the highly contaminated underwater Fuel Route equipment from the fuel cooling ponds post defueling and commenced the de-planting of the redundant ponds water treatment plant.● Managing the works using the site maintenance teams, and contract radiological protection services, reporting on overall progress to the leadership team.● Successfully removed redundant plant from the cooling pond to enable fuel free verification back out checks.

Ponds Back-out ChecksOne of a team of engineers who successfully planned and completed Back-out checks, which declared the ponds and fuel route fuel free, a massive milestone for the Site.Operational engineering One of a team of engineers responsible for maintaining, fault finding and testing, and provision of engineered solutions to problems, plant modifications. The majority of my experience is in the wet side of the Fuel Route the Ponds, including associated cranes, and Active Waste Handling.

Engineer in Plant Engineering which consisted of trip testing of Turbines, providing engineered solutions to problems, fault finding and inspection.

Electrical Craftsman, one of a team of electrical maintenance craftsmen responsible for the maintenance of all electrical plant and equipment on site.

Electrical Craft Apprentice