Capability the client keeps.
Licensees, new entrants and organisations facing the retirement of the cohort that built the fleet commission this work. What NCL builds belongs to the organisation once the assignment ends, and structured learning is delivered through Atomeris Academy.
What the practice covers
Operating models and organisational designHow the organisation is arranged to do the workIntelligent customer and nuclear baselineBeing able to specify, challenge and accept what suppliers produceOperational readiness and performanceReady for the scrutiny about to arrive, and improving once thereTraining and competenceDevelopment tied to live work, with competence evidencedNuclear Capability MultiplierCapability the client ends up owning, built in three phases
Operating models and organisational design
How the organisation is arranged to do the work
Operating models, organisational design and the governance and management systems that give decision rights and the evidence behind them.
ExampleA structured improvement programme for a large European nuclear utility that returned €18m over four years.
Intelligent customer and nuclear baseline
Being able to specify, challenge and accept what suppliers produce
Intelligent customer arrangements, the nuclear baseline and supply chain safety oversight a licensee must hold, and whether those arrangements are in place.
ExampleNuclear baseline development, management of change and intelligent customer arrangements for new build licensees.
Operational readiness and performance
Ready for the scrutiny about to arrive, and improving once there
Readiness for operation, performance improvement that returns more than it costs, and the root causes behind repeated safety issues.
ExampleHuman error identified as the root cause of repeated safety issues on a legacy plant, and the work environment rebuilt around that finding.
Training and competence
Development tied to live work, with competence evidenced
Training designed backwards from what an assurance function or regulator will accept: role-based programmes, competence assessment and knowledge transfer from the retiring cohort, delivered alongside live work.
ExampleInternal training on decommissioning and radioactive waste management for the UK nuclear regulator’s own inspectors. Whole-workforce counterfeit item training for a metals supplier entering the sector.
Nuclear Capability Multiplier
Capability the client ends up owning, built in three phases
A structured route for organisations that need nuclear capability quickly and want that capability to be their own: assessment, build and handover, with NCL people alongside the client’s own until they carry the work alone.
ExampleLicence compliance and safety culture programmes across a Gen III+ new build project, its reactor vendor and Tier 1 partners.
Case study€18m returned over four yearsNCL people set up a structured improvement programme for a large European nuclear utility, identified the high-value opportunities and delivered the training, coaching and co-project leadership. It returned €18m over four years and spread from nuclear operations into sales and real estate.
Leading the practice
Practice director To be announced
A service director is accountable for the standard of every deliverable in this practice and for the people who produce them. The consulting partner who takes an assignment stays with the client for the life of the work, and draws on this practice and the others around it as the assignment requires.
Strategy, investment and market entryRelated practiceSafety, regulation and assuranceRelated practiceAtomerisStructured learning and digital products, from NCL’s sister company