Page 3: The strategic role of training and development
To secure training and skills for the future, NDA must start in the classroom. It then follows the journey of potential and current employees on to college, university and post-graduate research. Its Skills and Capability Strategy directly relates to its People strategy, focusing on developing employees to deliver and sustain world-class skills. It also offers career pathways to meet future needs.
NDA's People strategy is based around the Skills Pyramid. This is recognised across many industries. The pyramid shape indicates the quantity of demand for workers at different levels of skills.
Training and development initiatives
Different initiatives have been developed by NDA to ensure that there is adequate support to develop people for the industry at all four levels. Its programmes include:
- the Energy Foresight programme this engages GCSE science students with interactive teaching materials
- The Times 100 business case studies - NDA supports the provision of business educational materials for schools and colleges
- industry-specific NVQs NDA has joined with partners to establish accreditation for NVQs and the 14-19 Diploma within the industry. It supports its supply chain partners through initiatives like the NVQ level 2 in Nuclear Technology Decommissioning
- Lancaster University MSc specifically designed courses for the decommissioning industry
- NDA has joined forces with Manchester University's Dalton Nuclear Institute to provide a world-class nuclear research, teaching and education facility for staff and postgraduate students
- Energus a jointly funded initiative producing a world-class centre for skill-based learning and business support. This is geared to improve skills in the local workforce
- development with the National Skills Academy for Nuclear (NSAN) of a nuclear skills passport. This will ensure qualifications and experience are recognised across the industry and increase workforce flexibility, mobility and career chances.
There are costs (both of money and staff time) associated with training and development. However, these costs need to be put into context against the risk of not having a highly-trained and skilled workforce in the nuclear industry in future years.