Integrated Operations in Nuclear: A Strategic Approach Addressing Workforce Attraction and Knowledge Retention

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Abstract
The recognition of nuclear power as a cornerstone in achieving net-zero emissions by 2050 has prompted a commitment to triple nuclear-generated power and extend the operational lifetime of current plants. The 28th Conference of the Parties (Department of Energy 2023) and studies (MIT 2018) acknowledge nuclear as the most cost-effective means to these ends, maintaining high-density, dispatchable energy. This has spurred support for the legacy nuclear fleet to potentially double its operational lifespan, necessitating modernization to integrate modern technologies for sustainable and cost-effective operation. Performance indicators over the last two decades demonstrate nuclear's reliability. However, increasing complexities and rigidity in work processes signal a need for a new operating paradigm, inspired by Integrated Operations in the oil and gas industry and adapted to nuclear as Integrated Operations in Nuclear (ION). ION, within the Light Water Reactor Sustainability (LWRS) plant modernization pathway, aims to shift the nuclear fleet from a labor-centric to a data-centric business model. The focus of this report is on ION's third goal, "Worker Attraction and Retention," a pressing concern given the multi-generational workforce's varying expectations and the industry's attrition challenges. The nuclear industry is experiencing attrition at both ends of the workforce spectrum, with early-career employees leaving for better work-life balance and advancement opportunities, and a retiring workforce taking with them invaluable tacit knowledge, thus threatening operational success and safety. Modernization offers a twofold opportunity: enhancing the work environment to attract and retain next-generation workers, and leveraging technology advances in communication, data, and process automation to capture organizational knowledge. This report discusses how ION serves as a framework for incremental modernization, fostering a business model that not only adapts to market and technology fluctuations but also appeals to the next-generation workforce. It examines strategies to attract and retain talent, including transitioning to digital instrumentation and control systems, upskilling, and fostering a culture of trust and innovation. It emphasizes the importance of knowledge retention through mentorship, advanced training, and ensuring information accessibility, aligning workforce development with modernization efforts, and documenting newly required skills and knowledge in a rapidly-evolving industry.
Funding Information
  • USDOE Office of Nuclear Energy (NE)
  • DOE (AC07-05ID14517)

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