The Nuclear Decommissioning Authority

The Challenge

By working with partners across the industry it has become clear that the challenges in the skills area are significant, substantial and demand action if we are to meet our obligations and mission as laid out by the Energy Act 2004. We have a key role to play in acting as the catalyst to lead the development of sustainable world class nuclear skills by developing excellent people, skills and facilities operating to the highest quality standards.

The challenges include:

• a diminishing skills base and ageing workforce
• low uptake of key subjects such as Science, Technology, Engineering and Maths
• the need to meet regional and national requirements
• a diversified contractor base
• perceptions of the industry
• mobility and transferability of resources

The Strategy

 

To overcome those challenges the NDA has developed a National Nuclear Skills and Capability Strategy. It

• highlights the way forward
• details the action required to achieve success and
• showcases the many examples of good practice already underway.

This Strategy will, with support from many partners, put in place measures and investments to meet and respond to demands of the sector and raise the industry’s profile as an employer of choice for existing, potential and future employees.

In building the strategy Key Themes have been defined to capture activities, processes and investments made by the NDA, partners and stakeholders:

Theme 1 – Understanding the Need

Theme 2 – Delivering Skills and Training Programmes

Theme 3 – Providing a Robust Infrastructure

Theme 4 – Attracting and Retaining the Right Skills

Theme 5 – Developing and Maintaining Networks

Theme 6 – Standards and Benchmarking

The Activity

Engagement with those at the beginning of their careers and existing employees is crucial, as is the need to capture the brightest brains and the greatest ideas to encourage innovation. The hope is through active engagement and skills development young people will be encouraged look seriously at the likes of science and engineering as a modern career path, more employers will be encouraged to enter the industry, and the use of latest technologies and new ideas maximised. Improving skills will also help drive forward business improvements and maximise workforce potential.

Through this approach we have supported and, in some areas, kick started a range of educational, skills and research projects, which together will provide the necessary education and support services from school, through business support to academic research.

Initiatives include:

• Engagement with GCSE science students through the Energy Foresight programme which produces and promotes the use of modern, interactive teaching material.
• Engagement with business studies students both in school and in further education via the Times 100 business case studies programme, which examines major issues facing UK businesses.
• Working with the National Skills Academy for Nuclear to develop a network of skills based training courses and facilities, from school leaving through NVQs and apprenticeships to foundation degrees. This includes ENERGUS, a £20m project in Cumbria to create a dedicated centre of excellence.
• A ground breaking graduate recruitment scheme ‘nucleargraduates’. It offers the most comprehensive programme the energy industry has ever seen, and is supported by over 25 of the country’s leading companies operating in the sector.
• Sponsorship of specially designed foundation, full and masters degree courses at a number of academic centres across the UK. This support also extends to the sponsorship of individuals in relevant areas of PhD research studies.
• A partnership with the Dalton Institute from the University of Manchester to create a new academic research centre in Cumbria for radiation sciences and decommissioning engineering.
• Advice and support for the creation of a National Nuclear Laboratory.

The Future

By building strong partnerships with industry partners and key stakeholders, solutions will be delivered collaboratively; good practice shared and a positive difference achieved. This approach will create a skills heritage and a world class workforce that the industry and the UK can be proud of, both now and in the future.