Best Practice in Attracting and Retaining Talent from the International Nuclear Industry

1. Best Practice in Attracting and Retaining Talent from the International Nuclear Industry

2. Agenda Introduction to Thomas Thor Associates Context of the Human Resource Situation in Nuclear What Attracts International Talent Effective Local and International Recruitment Skills Transfer

3. Recruitment and Search in the Global Nuclear Industry Executive Level, Commercial, Engineering, Safety, Quality, Support Services Permanent staff and temporary contractors Local and international relocation Supporting new build programmes in the UK, Finland, France, Russia, Poland, Slovakia, and the UAE Recruit for operation, lifetime extension, decommissioning and waste management across the European nuclear fleet Supporting research projects including ITER

4. The EU-27 Talent Pool 80,000 ‘Nuclear Experts’ 500,000 in the Nuclear Industry (Source – EHRO-N, 2012)

5. Context of the Human Resource Situation 50% of ‘nuclear experts’ in EU-27 countries will retire by 2020 New entrants will replace only 45-70% of the number of retirees Competition for graduates with relevant education is high Attractiveness to foreign talent and people from other industries is low Nuclear professionals are willing to move, but unaware of the opportunities 30 May 2012 EHRO-N, the European Human Resource Observatory in the Nuclear Sector, released its first report analysing how the supply of experts for the nuclear industry in the EU-27 responds to the demand for the same experts in the region by 2020.

6. Nuclear New Build Structure Executive Board Relocation, Payroll and Contracts Long Term Partnership Safety, Licensing & Regulatory Support Services Commercial Operation Construction Technology

7. What do Nuclear Professionals want? To be part of ambitious, challenging and innovative projects, that actually happen. (new build, life extension, decommissioning etc) International and multicultural environments To use the skills and experience that they have built (the older generation) To handover the skills and experience they have built to the next generation (the older generation) Exciting career path with visible long term career growth opportunity

8. How to be Attractive to International Talent Be visible – let people know what you are doing and how interesting the project is Be specific – about the skills and experience that are needed and the work opportunities that exist Develop internal recruitment capability (advertising, conferences, website etc) Develop relationships with specialist recruitment companies – engage them to access their network and find the right people for you

9. Hiring Externally vs Training Existing Staff Regulatory requirements – Does the regulator in the country where the work is to be done have requirements for qualifications, nationality etc? Do people exist on the external labor market that could do the job? Sometimes the capability is not available and there is no external option Quality, Assurance and Liability – can you afford the risk of bringing in an external person and who will take liability for work completed? Cost consideration – what is the difference in cost between hiring externally and developing internal capability Skills and knowledge retention – if you use contractors then how will their knowledge and experience be retained after the leave?

10. HR Contract Models Relocation, Payroll and Contracts Ad Hoc Contract Staff Contract Temporary Contract Fixed Price Contract Secondment

11. HR Contract Models Staff Contracts – Direct employment. For long term needs where there is scope for personal development and/or there is a need for security and loyalty Temporary Contracts – From 1 day to 5 years, Fixed unit rate. For work or assignments with a delivery/end date or a handover date, or if skills are rare. Ad Hoc Contracts – X days per contract or Zero hour contract. For reactive or unpredictable needs, advisory or oversight. Good for new territory development Fixed Price Contracts – Pay on delivery or stages of delivery. For situations where predicting time to delivery is difficult and to control costs and reduce risk Secondment – Variable duration. For skills development, embedding your staff in other environments or inviting nuclear professionals to embed in your environment. Not as flexible as temporary or ad hoc contracts.

12. Local or International Recruitment? OR • Whenever possible • Language • Regulatoryrequirements • No local availability • To facilitate entry to nuclear industries in new countries • To benefit from experience of other projects or countries • Technology specific skills • Skills transfer

13. When a job specification is written, effective recruitment starts with 2 Questions: Where has this work or project been delivered successfully elsewhere? Who was responsible for the delivery?

14. Skills & Knowledge Transfer Contractual obligations for suppliers – specific and time bound deliverables Shadowing & Mentoring Programmes – multiple staff members shadowing senior staff or external consultants Engagement of freelancers to deliver and train Secondments – send staff out and accept seconded personnel as well Specific objectives and time lines

15. Summary of International Best Practice Relocation, Payroll and Contracts Recruitment Partners Internal/External Take aGlobal View Mix of ‘home grown’ and ‘brought in’ Match Contract Type to Needs Structured Skills Transfer

16. Thank You www.thomas-thor.com Live Job Opportunities Search Associate Profiles Company Information Nuclear News