Building a Business Case for a Train to Deploy Workforce Strategy

UK nuclear careers: What you need to know

The nuclear industry is one of the UK’s most important sectors, powering around 15% of the country’s electricity in 2024, and supporting its journey to net zero. For jobseekers, UK nuclear careers offer the chance to work with cutting-edge technology, contribute to national critical infrastructure, and develop skills that will remain in demand for decades to come. That combination brings strong job stability and long-term career prospects. Here’s a closer look at the opportunities and realities of what it’s really like to work on a nuclear site. Is nuclear a good industry to work in? Yes. The nuclear industry is expanding, fuelled by major infrastructure projects like Hinkley Point C and Sizewell C, and backed by long-term government commitment. Unlike sectors where demand fluctuates, nuclear is set to generate 25% of UK electricity by 2050, becoming a cornerstone of the UK’s long-term energy strategy. This translates into thousands of new jobs and reliable, long-term career prospects. Is a career in nuclear right for you? There are opportunities for those with STEM backgrounds, but also roles for people in trades, IT, project management, and compliance. A career in nuclear engineering isn’t the only route in; there’s space for a variety of skills. A career in nuclear offers: Variety – from operating reactors to IT, cyber, and compliance. Progression – apprentices can progress to technician, engineer, and site manager roles. Competitive pay – the average salary for a nuclear engineer is between £45,000 - £52,000, significantly above the UK median of ~£37,430. For some, it’s the technical challenge; for others, it’s the sense of purpose. If you’re curious, adaptable, and committed to safety, nuclear could be a great fit. What jobs are available on a nuclear site? When people think of nuclear jobs, they often picture reactor operators. In reality, nuclear sites operate like small cities, employing thousands of people across different disciplines. These can include: Nuclear engineering jobs – civil, mechanical, electrical, and control and instrumentation engineers. Nuclear operator jobs – such as Control Room Operator or Reactor Operator. Skilled trades – welders, fitters, electricians, and technicians. Safety and compliance roles – e.g. Radiation Protection Technician. IT and cyber specialists – securing critical digital systems. Project managers and planners – coordinating large, complex projects. This variety makes nuclear one of the most diverse career sectors in UK infrastructure. What skills are in demand in the nuclear industry? The UK nuclear sector is expanding rapidly, and employers are actively searching for people with the right mix of technical expertise and transferable skills. If you’re considering a role in the nuclear industry, understanding what skills are in demand can help you focus your training and stand out to employers. According to the Nuclear Industry Association, the UK's nuclear power workforce grew by 35% between 2021 and 2024, reaching 87,000 people. Technical and specialist skills Engineering trades – welders, electrical & mechanical technicians, and fitters – remain in high demand as new plants and small modular reactors (SMRs) progress. Graduates of all levels, BSc, MSc & PhD with degrees in specialist subjects,, including mechanical, electrical, control, and instrumentation engineers, as well as graduates in physics, chemistry, and nuclear engineering. Safety, regulatory, and compliance professionals, including safety case authors, nuclear site licensing professionals, and regulatory compliance professionals. Manufacturing and advanced production professionals, such as materials engineers and precision manufacturers, are high in demand due to being closely linked to SMRs. Software, Systems & Safety Critical Systems Engineers – responsible for ensuring compliance with strict nuclear safety standards (e.g., IEC 60880, IEC 61513). Transferable and soft skills Effective problem-solving and analytical thinking are essential for complex, bespoke projects. Communication and coordination are crucial for multi-disciplinary projects, which require collaboration across engineering, compliance, and regulatory teams. The need for project managers and team leaders is on the rise. Adaptability and continuous learning are crucial in keeping up with new reactor technologies and regulatory changes. Specialist expertise in areas like physics, shielding, and coding can be successfully applied in the nuclear sector, with professionals often transitioning from industries such as healthcare, rail, or aerospace. Professionals with backgrounds in Electrical, Mechanical, or Instrumentation & Control (I&C) can transfer their expertise from sectors such as oil and gas or aviation, where the skills gained in monitoring and control systems can be closely aligned with those required in nuclear plant operations. What qualifications do you need to work on a nuclear site? Entry requirements depend on the role. Many employers offer apprenticeships, graduate schemes, or vocational training, making nuclear accessible beyond the traditional degree path. Apprenticeships & Graduate Schemes – for trades and technical roles, e.g., EDF’s programmes at Hinkley Point and the NDA Graduate Schemes Work & Learn Graduate Schemes – for trades such as Project Management, Project Controls and Engineering, these are offered by leading nuclear companies such as BAE Systems, AtkinsRealis, and EDF, where you will spend 50% of your time on the job learning and 50% at university. Degrees of all levels, BSc, MSc or PhD, especially those in engineering, physics, or maths, are highly valued. Vocational training – for safety and maintenance roles. Most roles also require mandatory training in radiological safety, emergency preparedness, and health and safety to ensure every worker has the knowledge to keep themselves and others safe. What security checks are needed to work in nuclear? Because nuclear is part of the UK’s critical infrastructure, security is strict. All workers must complete screening before starting. The entry-level verification is the Baseline Personnel Security Standard (BPSS), which covers: Identity verification Right to work in the UK Employment history (usually the past three years) Unspent criminal record checks BPSS clearance checks typically take 1–3 weeks if documents are ready. For some roles, higher clearance such as SC (Security Check) or DV (Developed Vetting) is required. The process is structured and straightforward, as long as your documents are in order. If you’re unsure what to expect, working with a recruiter who understands BPSS screening can guide you through the steps and make the process smoother. Are nuclear jobs safe? What are the risks? Nuclear sites are among the most tightly regulated workplaces in the UK. Every task is overseen by strict safety rules, regular inspections, and continuous monitoring. This means risks are identified and managed early, helping to keep the industry’s overall safety performance strong compared to other heavy industries like construction or manufacturing. According to the Office for Nuclear Regulation’s 2024 report, the injury rate in the UK nuclear industry is below the national average for workplace injuries across all sectors. Workers benefit from: Strict safety standards set by the UK Office for Nuclear Regulation. Personal protective equipment (PPE) and regular monitoring. Continuous training and emergency planning. While risks exist, as in any critical infrastructure role, nuclear careers come with strict procedures to manage radiation exposure. Data from the UK Health Security Agency shows that, on average, nuclear power workers receive lower annual radiation doses than many flight crew members. Regulatory oversight closely monitors and keeps nuclear workers' exposure well below legal limits. How to get started in a nuclear career? There are multiple entry points into nuclear careers, depending on your background and career goals. It isn’t just for engineers or scientists; the sector needs people from a wide variety of disciplines. Apprenticeships – a great route for school leavers or those starting a trade, with opportunities in welding, electrical work, fitting, and more. While many graduate schemes target STEM graduates (engineering, physics, chemistry, maths), they also offer opportunities in project management, business, and IT. Early-career and reskilling pathways – the industry offers structured training for people coming in from other roles, Lateral entry – many workers successfully transition from other sectors, such as oil and gas, defence, renewables, and large-scale infrastructure projects. Support functions – nuclear sites also need HR, finance, health and safety, security, and communications professionals. Specialist nuclear recruiters (like us) can connect you with opportunities across the UK’s nuclear sites, guiding you through both the career and security clearance process. View our current UK nuclear jobs. The future of nuclear careers With the recent government approval for Sizewell C, Rolls-Royce's leading the development of Small Modular Reactors (SMRs), and the ongoing progress at Hinkley Point C, the UK nuclear sector is entering a new phase of growth. These projects signal long-term investment in nuclear energy and the creation of thousands of jobs across the next decade as the UK works towards net zero. Whether you’re a recent graduate, an experienced engineer, or someone looking to transfer skills from another industry, there’s a clear pathway into nuclear for you.

How to build a business case for changing your MSP provider

5 signs it’s time to switch MSP providers For leadership, the decision often comes down to proving the return on investment, reducing risk exposure, and ensuring the MSP evolves alongside strategic priorities. Knowing when to make that move isn’t always straightforward, but there are common warning signs that can strengthen your business case: Limited visibility If you can’t access accurate, real-time data on workforce spend, supplier performance, or compliance, you’re operating blind. This makes it harder to control costs, demonstrate ROI, or make strategic decisions. Processes that don’t adapt When workflows remain rigid and fail to keep pace with evolving business needs or regulatory changes, inefficiency creeps in. This often leads to bottlenecks, slower mobilisation, and higher risk exposure. Misalignment with strategy Your MSP provider should act as a partner, not just an administrator. If the programme feels transactional and disconnected from your long-term workforce goals, it weakens your ability to deliver against wider business priorities. Supplier limitations An MSP that relies on a narrow supplier network restricts access to talent. This not only slows down hiring for specialist roles but also prevents you from tapping into under-represented or overlooked talent pools. Lack of innovation If reporting hasn’t improved in years, technology feels outdated, or the provider isn’t pushing continuous improvement, your MSP may be holding you back instead of helping you move forward. The next step is turning these challenges into a structured argument that leadership can’t ignore: your business case. What to include in a business case for switching MSP providers The issues you’ve identified become the evidence, and the improvements you’re aiming for become measurable objectives. By structuring your case around these points, you’ll give stakeholders the confidence that switching MSP providers is a strategic decision, not just a reaction to frustrations. Executive summary Think of this section as the “elevator pitch” for your case. If a senior leader only reads one page, it should answer: Why change now, and what will we gain? Example: Our current MSP model is not providing the visibility, flexibility, or supplier reach we require. By transitioning to a second-generation provider, we can reduce average cost per hire by 15%, cut mobilisation timelines by 20%, and ensure full compliance visibility across our workforce. Current challenges This is where you turn warning signs into hard evidence. Leadership will expect more than anecdotes, so use data to back up your points. The stronger your evidence, the harder it is to ignore. Think rising time-to-hire figures, compliance gaps, or supplier underperformance. Example: Reporting dashboards are limited, preventing us from tracking supplier performance in real time. Average time-to-hire has risen from 28 to 53 days over the past 12 months, delaying project starts. Objectives Objectives show what success looks like after the switch. They should be specific, measurable, and tied directly to organisational priorities. Think of this as the “destination” your business case is leading towards. Example: Reduce time-to-hire for technical roles by 20%. Achieve 100% compliance audit readiness. Introduce real-time workforce reporting by Q2. Options analysis Show leadership that you’ve weighed alternatives fairly. A strong business case doesn’t assume switching is the only option. It shows leadership that every alternative has been considered. Presenting a fair comparison between staying with your current provider and moving to a new one makes your recommendation more credible and balanced. Example: Option 1: stay with current provider Pros: continuity. Cons: persistent issues unresolved. Option 2: switch to new provider Pros: wider supplier network, improved tech, better compliance. Cons: transition costs, short-term disruption (if not managed effectively). Cost-benefit analysis Demonstrate how switching creates measurable financial and strategic gains. This could be savings on cost per hire, avoided compliance penalties, or improved project delivery that translates directly into revenue. Example: Based on current hiring volumes, a reduction of £1,500 per hire equates to £225,000 in annual savings. Avoided compliance fines (based on previous breaches) estimated at £50,000 annually. Implementation plan Even the best business case will raise the question, “How will we manage the transition?” Your implementation plan reassures stakeholders by showing how risks will be controlled and disruption minimised. Break the plan into phases and set realistic timeframes. Example: Phase 1: shadow mode (Months 1–2). Phase 2: 50% requisitions managed by new MSP (Months 2-3). Phase 3: full handover (Months 4–6). KPIs and success measures Defining KPIs upfront makes your business case measurable and accountable. This section shows how success will be tracked after implementation. Clear measures help leadership see the long-term value of change. Example: Reduce average time-to-hire from 48 to 38 days within 6 months. Achieve 95% supplier compliance with the agreed SLA by Q3. Deliver full visibility of workforce spend by year-end. Demonstrating ROI: cost vs value Boards rarely approve a switch without seeing hard numbers. To win them over, your business case must prove that the value of change outweighs the cost of disruption. A simple three-step ROI model makes this clear: the cost of staying put, the cost of switching, and the value gained. Each step should be backed up with data and, where possible, linked to strategic business goals. 1. Cost of staying put (Average cost per hire × annual hires) Compliance breaches, project delays, supplier mark-ups 2. Cost of switching MSP providers Transition fees, internal resource time, short-term disruption 3. Value gained Savings from lower mark-ups Reduced compliance risk Faster mobilisation and delivery Stronger supplier performance Example: Our NWG MSP partnership: In 2025, NWG required mobilisation of Information Services (IS), data, cybersecurity, and change management roles with a 4-week deadline (over Christmas) to support their digital transformation. 100% of contractors were transitioned on time, despite a condensed four-week window and minimal legacy data. Effective contingent workforce management with zero disruption to services, preserving business continuity across mission-critical information systems projects during a peak period for infrastructure planning. £15,000+ saved in the first month alone through improved fulfilment routes and transparent rate control. This example illustrates how value can be realised quickly. And, when combined with the ROI framework above, it helps build a case that is both credible and compelling. Managing risks during the transition Even with a strong business case, leaders will ask, “What’s the risk?” Anticipating these concerns will make your case more persuasive. For more guidance, our MSP Implementation Question Checklist highlights the questions you should ask during mobilisation to ensure your programme is set up for success. Operational disruption – delays in hiring or mobilisation. The mitigation for this would be a phased transition, a parallel run for 1–2 months before full handover. Supplier resistance – Preferred suppliers may hesitate to engage. Early communication, clear SLAs, onboarding support Knowledge transfer gaps - Knowledge transfer gaps. Structured handover between outgoing and incoming MSP Compliance lapses – Risk of exposure during transition. Align compliance checks with new provider from Day 1 Securing stakeholder buy-in Different stakeholders view value differently. Map their concerns to your business case: Finance/Board: ROI, predictable spend. Show annual savings, break-even point, and long-term value HR/Operations: Talent access, time-to-hire. Evidence of a wider supplier network and faster fills Compliance: Audit readiness, risk management. Highlight improved governance and real-time visibility Procurement: Supplier performance, cost control, contractual efficiency. Demonstrate stronger supplier management, better rates, and transparent reporting Project Managers: Mobilisation speed. Show reduced delays and faster project delivery The long-term benefits of a 2nd Gen MSP Your business case should end by showing how a second-generation MSP provider sets the organisation up for future success: Real-time data for strategic workforce planning Stronger governance in highly regulated environments Access to broader supplier networks, including overlooked and under-represented talent pools Faster project mobilisation, reducing time to value Continuous improvement, not stagnation This shifts the decision from a short-term fix to a long-term strategic investment. A well-structured business case turns the idea of switching MSPs from a reactive decision into a justified, proactive strategy. It helps provide the confidence that your next MSP partnership will deliver greater value. And when you reach the point of preparing for mobilisation, our MSP Implementation Checklist is a practical tool to help you ask the right questions and ensure your new programme is set up for long-term success.

BPSS Clearance: A Smarter Approach to Background Screening

“What exactly is BPSS clearance, and why is it such a big deal for places like Hinkley Point C or Sizewell C?” Sibel asked at the start of our latest Confessions of a Screening Expert conversation. It’s a good question. For many businesses stepping into regulated environments for the first time, Baseline Personnel Security Standard (BPSS) checks can feel like a maze of acronyms and requirements. But for Jayne Lee, Candidate Services at Rullion, BPSS is the baseline that keeps projects moving, and people safe. What BPSS Clearance Involves BPSS is the government framework for initial background screening. Jayne describes it as “the baseline of where people need to be cleared to.” It includes: Right to Work check Identity verification Criminal record check (DBS checks) Three years of employment referencing “People sometimes call it the ‘RICE’ model,” Jayne adds. “Right to Work, Identity, Criminal record, and Employment history. It’s a clear structure, and it’s widely recognised as the entry-level clearance for high-security roles.” From there, some roles may require higher levels of clearance (like SC or DV), but BPSS is always the starting point. And while it’s critical at nuclear sites like Hinkley Point C and Sizewell C, BPSS clearance is increasingly required across other regulated sectors too, including rail, energy, and utilities. The Challenge: Speed Without Compromise At projects like Hinkley Point C and Sizewell C, every worker - from engineers to ground staff - must hold valid BPSS clearance before stepping on site. Delays here can stall entire workstreams. The industry norm for completing BPSS checks is often 30–40 days. For major infrastructure projects, that’s simply not sustainable. Rullion’s solution: Jayne’s team achieves an average of 7.5 days per clearance. In exceptional cases, they’ve turned around a check in just 24-hours. But it’s not just about speed for speed’s sake. “When you scale up, challenges appear,” Jayne explains. “Last summer we onboarded over 1,000 international workers in one intake. International criminal record checks can push timelines out, but even then, our average was around 15 days — still significantly faster than sector norms.” Read how we deliver screening success at Hinkley Point C and Sizewell C › and see how our approach to BPSS clearance is keeping projects on track while reducing delays across complex supply chains. More Than a System: People First 'Where does this speed come from?' asks Sibel. According to Jayne, it’s the human-led approach that makes the real difference. Before any link or form is sent, every candidate receives a call from a named advisor. “That first call is golden,” says Jayne. “We introduce ourselves, explain the process step by step, and make sure candidates know what documents they’ll need. If they’ve got everything ready, the process sails through.” This proactive support avoids delays caused by missing documents or incomplete forms. And it doesn’t end there: Candidates have a direct phone number and email for their advisor. Clients get weekly catch-up calls to resolve issues quickly. No one is left waiting on a generic helpdesk or traffic-light status update. “It’s not just about compliance,” Jayne adds. “It’s about building trust and momentum.” Where Technology Fits In It’s not all down to people. Smart technology underpins the process, helping keep everything secure, visible, and moving at pace. For candidates, that means a smoother journey with less waiting around. For clients, it means instant oversight of their workforce, so they know exactly where things stand. “It’s the combination that works,” Jayne explains. “Automation helps with speed, but human oversight ensures accuracy, engagement, and problem-solving along the way.” Common Challenges, Clear Solutions Every project has its hurdles. This approach balances governance, compliance, and candidate experience all without sacrificing speed. Jayne outlines a few common ones, and how her team resolves them: Challenge Solution Candidates are slow to provide documents. Early preparation calls mean candidates know exactly what to have ready. International workers require overseas checks. Dedicated advisors manage timelines and keep clients informed, so expectations are clear. Clients worry about visibility. The portal and weekly calls ensure full transparency at every stage. Final Word from the Screening Expert Jayne has spent over 13 years in background screening. Her verdict? “BPSS clearance isn’t just a box to tick. Done right, it’s what keeps projects moving and candidates engaged. It’s about being quick, yes - but also accurate, compliant, and supportive. That’s where the human element really matters.” For organisations, the key takeaway is clear: background screening services are most effective when they combine smart technology with a human touch. This article is part of the Confessions of a Screening Expert series, where Sibel Akel, Marketing Director at Rullion, speaks with Jayne Lee and other industry leaders about the realities of screening in regulated sectors.