Transferable skills are playing an increasingly important role in building the nuclear workforce of the future, opening up opportunities for professionals from a wide range of industries to bring their experience and expertise into the sector.
Having made the transition into nuclear himself, Andrew Titchmarsh, Programme Manager at Rolls-Royce and Destination Nuclear, understands how skills developed in other industries can be applied in a nuclear environment. Through his work with Destination Nuclear, he is helping to support the Nuclear Skills Plan and encourage more people to explore careers in the sector.
We spoke to Andrew about his own career journey, the importance of transferable skills and professional networks, and how collaboration, mentoring and knowledge sharing can help professionals make the transition into nuclear.
What skills are most transferable to nuclear?
“To me, everything is transferable into nuclear. Everyone has the skills to work in the sector, they just need to understand how to best apply existing skills to it. Nuclear relies on every single skill, craft and trade that people bring, right down to artistic elements and wellbeing. It's endless, absolutely endless. The difference is how you convert existing skills to deliver in a different product environment, in this case nuclear application. The same with changing into any new profession, sector or product type, the conversion best takes place by learning from others on the job, developing your knowledge and understanding the environment fully, to match your skills to it.”
How does having a good baseline of professionalism help in career transition?
“The skills and knowledge you typically bring into work each day, you often overlook their value. It's information knowledge management, supply and demand of the value you bring. If I gave you the start of a postcode without context it would appear strange at first, but shortly after you'd assume it's a postcode based on your knowledge and experience, even though it’s not necessarily connected to what I've told you in context. So, you apply your knowledge from personal past experience.
“If you take transport and logistics as an example, transferring materials to build nuclear reactors, it's all logistics; you just have a slightly different requirement; just as transporting petrochemicals, for example, is very different to carrying boxes of paper. It's all down to how it's controlled, so everything's convertible by principle; it's then how you convert to align with nuclear standards and product requirements.”
Do you see many people transitioning into nuclear from other industries?
“Yes, I know of endless examples of people transitioning at all stages of their careers into nuclear and there are so many unique pathways. The list is endless, and some industries that spring to mind are service advisors, hospitality, police force, NHS, teaching, communications, rail, automotive, utilities and aerospace.”
How did you transfer into nuclear?
“I started out in utilities, then I worked in Aerospace doing Global Transformation Operations at Rolls-Royce but I wanted to reduce my travelling so I looked elsewhere within the company and I knew people who had transferred into nuclear. I went from a large team in aerospace to a smaller team in nuclear operations, working in information and knowledge management, converting tacit knowledge towards corporate memory. My project management skills, operations skills, people skills and knowledge of how departments operate are all relevant, because that all maps to what happens in nuclear as well as any other sector.”
There’s a big recruitment drive for nuclear, what skills does the industry need?
“It changes subtly over time. Over the last two years, the focus has moved because we’ve moved the dial. The key one is around safety at large, mechanical is in there, as is project management and then there’s always a fourth one dropping in and out, changing with the cycle in terms of build and applications. These are only a few of many needed to deliver the UKs nuclear ambition”.
There is a far more varied skillset involved in nuclear now, how do people develop that broader knowledge to help them work in the environment?
“Networking is the best way to build your knowledge and understand things further in terms of how the sector works. You will benefit from a cluster of people from multiple backgrounds spanning different mentors to have a more complete 360 picture of the processes and skills involved. This supports learning from others’ experiences to develop your own knowledge and skills.”
How do networks like the NI and other member bodies help with transition?
“Being connected to an institute aids your pathway because it offers the opportunity to connect with professionals that work in the sector and begin to build your network. Nuclear is a highly prestigious environment after all, with decades of knowledge, processes and principles. Being part of an institute or body opens a network of understanding and it's about people interaction, without a doubt. Anyone can write something down in black and white, but how each person interprets it could be completely different. Being shown something first hand speaks a thousand words and guidance, networking and one-to-one mentoring or coaching work best. Take a simple task we overlook, such as walking – would you prefer to be shown how to do this, or read an extremely complex manual?”
Why is having that human conversation and connection so important?
“Today, generations turn to an internet search or an AI bot for quick reference as they want impartial clear guidance on how to do something. This way of working in nuclear is much more difficult due to the nature of the product. So, by developing a network and having someone that you see as a role model such as a mentor is important. This interactive communication drives your curiosity, further fostering a positive development culture that stimulates synapses through interesting, meaningful conversations. I also believe this helps with mental health and wellbeing too.”
How can nuclear attract more people into the industry?
“People have strayed away from nuclear, because they've been socially conditioned to think it's bad or have limited knowledge of it, propagating a phobia. We've all been subjected to this, we learned through the education system about Chernobyl, Fukushima, all the bad things. We didn’t talk about the vast number of benefits nuclear offers our future such as medical and clean power for generations to come. Collaboration and networking are how we will build these bridges and share knowledge, using myth busting communications to change perceptions aligned to COM-B analysis.
“The largest part of Destination Nuclear and the Nuclear Skills Plan is collaboration, because it is essential to build on strong connections and further strengthen foundations to attract, retain and enable the future diverse and inclusive workforce with equality. We need government and industry partners to continue working together developing our strongest asset, people. That's how skills will develop and grow sustainably. It'll take time and it's organic, so it doesn't happen overnight but with each day we can change and improve perceptions through knowledge.”
How do we do that?
“It's about making nuclear as open as possible to people developing knowledge – as securely as we can, of course, because we have to protect certain elements that are restricted. It’s about making it clear that knowledge and skills are transferable and both possibilities and opportunities are endless. If someone says to me ‘what's the pathway, how do I get into nuclear?’ I say just start by applying your skills and get involved. You can't define your path it's unique to everyone. Remember the future’s in your power; it really is!”