Meeting the UK Nuclear Skills Challenge Beccy Pleasant
Meeting the UK Nuclear Skills Challenge Beccy Pleasant – Head of Nuclear Skills, NSSG NEA – NEST meeting – 9 March 2018 Supported by
Outline Structure 1. Nuclear Skills Strategy Group – its role and Vision 2. The nuclear skills challenge we are trying to solve –Data and evidence 3. Industrial Strategy and Nuclear Sector Deal 4. From Strategy to Delivery - NSSG delivery plan 5. Focus on Subject Matter Expertise Supported by
NSSG – sector-wide coverage Sellafield site Supported by HMS Astute Sizewell B Wylfa
Who and what is the NSSG? • The Nuclear Industry Skills lead and provides ‘one voice’ to government • It comprises: • major employers who have the plans and the expenditure to drive the major developments in the nuclear sector • government departments responsible for nuclear development and skills leadership • a representative of the trade unions in the nuclear industries • It is accountable for developing a nuclear skills strategic plan to address the key risks to skills and resources facing the industry, as it approaches a time of unparalleled growth Supported by Organisation National Nuclear Laboratory Ministry of Defence Nuclear Decommissioning Agency EDF Energy Nu. Gen Horizon Nuclear Power Royal Navy BEIS Df. E Welsh Government NSAN Employer Advisory Board Office for Nuclear Regulation ECITB TUC (Prospect) Supported by: Cogent Skills
Skills Delivery Model – in partnership with Supporting Organisations Single voice to Government Nuclear Skills Strategy Group Existing Plans which align National Skills Programme, planning and delivery 2 Engineering. UK Standards Advisory Group Other Sector Employers NSAN ECITB Supported by Risks and Future Demand (LMI) Government Policies CITB Co. NE Nuclear Institute NCf. N YGN Dalton Institute Wi. N
International Outreach The UK Nuclear Skills Strategy Group is increasingly connecting internationally to gather and share ‘best practice’ Ø UK-France Civil Nuclear Seminar – Joint Ministerial Summit to identify areas of common priority around nuclear skills Ø Japanese Electric Power Information Centre – UK visit to share best practice on skills development Ø Nuclear Energy Agency (NEA) – NSSG approaches to Subject Matter Expertise development International Atomic Energy Agency (IAEA) Presentation to developing countries on workforce development Supported by
Nuclear Timeline - 2017 Supported by
Overall UK nuclear workforce demand - 2017 Ø Total workforce demand is expected to grow from ~88, 000 in 2017 to ~101, 000 in 2021 Ø Average “inflow” is ~7, 000 FTEs per annum Ø 22% of the workforce is female (28% in civil, 12% in defence) Supported by
Nuclear Skills Challenges – Within the Next Decade AGR extensions and Closure Programme LWR New Build – 18 GWe Geo Disposal Facility Pu Disposition From reprocessing to direct disposal Further nuclear expansion and digital developments – e. g Ø SMR development Ø Digital Upskilling – NSSG will now look at scoping future skills requirements – nuclear behind the curve Ø Also need for greater diversity, productivity and cost savings Ø Ø Ø At a time of an ageing nuclear workforce with the challenge of transferability to the next generation… Supported by
Demand plus Risks = Strategic Plan development Strategic Themes Ø Meeting the Demand Ø Training Infrastructure and Provision Ø Training Standards and Qualifications Enabling Themes Ø A clearly defined delivery model Ø An agreed nuclear timeline Supported by
Some Example Successes to Date Ø Issued latest LMI report for 2017 – Nuclear Workforce Assessment Ø Leading on Skills Dimension of Government Nuclear Sector Deal Ø New Nuclear Gateway platform: matching talent surplus to nuclear jobs across the sector www. nucleargateway. co. uk Ø Apprenticeship Standards Map published Ø Bursary scheme launched for transferees into the sector Ø Data sharing mobilization project – to ensure skills for peak demand Ø Accelerated Experience and Learning Programme (AELP) to support sector transferees (eg. Oil and Gas) Ø Subject Matter Experts Working Group: accelerated time to expertise being developed Ø Knowledge Management Programme, in partnership with YGN And… Enabling Diversity and engaging our Next Generation are key to our future success Supported by
Industrial Strategy and Sector Deal for Nuclear ØDeveloped via the NIC and Lord Hutton Ø Working group comprises NIA, NSSG, NAMRC, NIRO Ø Extensive consultations have taken place Ø Process has included consultation events, workshops and individual meetings and inputs Ø Deal comprises: Ø Vision and Priorities Ø Current state of industry Ø Top-level requirements Ø Summary tables of Government Ask and Industry Offer Ø Key Sections Ø New Build Ø Decommissioning and Waste Management Ø Future Technology and Innovation Ø Regulation Ø Maximising Economic Benefit for the UK (Supply Chain) Ø Skills and Training Ø Regional Implementation Supported by
Sector Deal for Nuclear – People Proposal Ø NSSG – single voice to the Sector on Skills Ø Delivery of NSSG Strategic Plans Ø Alignment of national and regional initiatives Ø Robust understand of Skills Demand Ø Apprenticeship Pilot Ø Increase the numbers Ø Regional Pilots Ø Increase diversity Ø Subject Matter Experts Ø Increase in Ph. Ds Ø Level 8 Trailblazer Standard Ø Transferability and mobility between sectors Ø Pilot for sectors jumpers – e. g Oil and Gas Ø Potential to extend NCf. N hubs Ø STEM Education Ø Nuclear champion for T Levels Ø Simulation Facility in the Regions Ø State of the Art facilities Supported by
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Focus on Subject Matter Expertise • Aging workforce • Growing demand • Loss of up to 1/3 of our Subject Matter Experts over the coming 5 years • Expertise that currently take decades to develop We need to develop the next generation of Subject Matter Experts for the UK Supported by
HLS Sub-group – University/Government and Industry 5 specific subgroups – 5 projects 1) Clarity of future demand comparison with available supply 2) Articulation of Vision and Drivers 3) Identification and removal of barriers to sector ‘jumpers’ 4) Best Practice Review and Process for Acceleration of Speed to Expertise 5) Review and recommendations for funding routes Supported by
Next steps to develop these into project plans Eg PROJECT 3 - Barriers and Sector Jumpers Perceived Barriers • • • Cultural issues Industry attraction Regulator’s issues Contractual issues Cost Supported by
Sector Jumpers • The working group identified a number of different individuals that could be identified as sector jumpers • Individuals from different sectors a) from related sectors and b) from unrelated sectors, but with a high level appropriate academic background. • Individuals returning from a career break • Individuals from a declining subject matter expert background who need to re-train to a new area of expertise for them. Supported by
Potential SME Development Scheme • Group training and development – academic and research input • Bespoke one to one academic work, experience at a number of different employers, • International conference attendance, the opportunity to write and publish academic papers. • Mentoring and Coaching Skills within each employer will need to be identified – possibly create a best practice approach for this program? • Communities of practice (international? ) Develop a UK SME succession – aim to populate list with individuals from scheme Supported by
Next steps • Other projects needs to progress • Potential opportunity for collaboration with NEST • Questions? ? Supported by
How to find out more NSSG website: www. cogentskills. com/nssg Follow us on: Twitter @NSSG Contact us on: Beccy. pleasant@ecitb. org. uk Supported by
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