The UK nuclear sector is entering a period of unprecedented growth. With significant investment, major new projects and a projected workforce requirement of up to 40,000 new employees by 2030, the scale of opportunity is clear.
The key challenge for organisations across the sector is not only attracting new talent, but retaining both new recruits and the existing workforce. Therefore, inclusion must move beyond short-term or standalone initiatives and become a core leadership priority.
The theme of this year’s Inclusion and Diversity in Nuclear (IDN) Conference, “Inclusive by Default – How do we get there?” speaks directly to this challenge. For leaders across the sector, the question isn’t whether inclusion matters, but how inclusive practices are embedded into the way organisations are designed and led.
What Does “Inclusive by Default” Mean for Leadership?
All organisations are shaped by the systems leaders put in place; how decisions are made, how opportunities are allocated, and how success is defined.
An organisation that is “inclusive by default” is one where these systems are designed to work for everyone within it from the outset, rather than being adjusted after issues arise.
For leaders, this means asking a different set of questions. Rather than asking “How do we fix this issue?”, a more effective question is: “How have we designed our organisation, and who do those outcomes benefit or exclude?”
These questions may be uncomfortable, but they are necessary. The answers often reveal the impact of long‑established ways of working that have gone unchallenged.
Why This Matters Now for Nuclear
As the sector expands, so too does the need for a highly skilled workforce at all levels, drawn from the widest possible talent pool. Recruitment alone will not meet this demand. Retention is equally critical, particularly as new build activity, such as at Sizewell C, gathers pace.
It has been widely reported that people increasingly make career decisions based on culture, progression, and whether they feel they belong. Organisations that fail to address their own challenges affecting staff retention risk losing valuable talent. Additionally, there is growing recognition that inclusive organisations are more innovative, more resilient, and better equipped to deliver long-term impact.
What Leaders Will Gain from Attending the 2026 IDN Conference
The Annual IDN Conference is designed to move beyond high-level discussion and into practical actionable insights. Leaders attending will gain:
A clear understanding of what “inclusive by default” looks like in practice
Through real-world examples and case studies from nuclear and cross-sector experts, leaders will explore how inclusive systems can be embedded across organisations; from recruitment to progression and beyond.
Insight into the challenges affecting organisations
Many of the challenges organisations face are not immediately visible. The conference will examine lessons learned across processes, culture, and governance to help identify and address practices that unintentionally exclude.
Practical tools to embed inclusion into leadership practice
Leaders will gain actionable approaches to ensure inclusion is reflected consistently in all aspects of the organisation; from decision-making and policy to everyday behaviours.
A space for honest conversations
The conference brings together leaders from across the nuclear sector, creating an opportunity to share challenges, learn from industry colleagues, and engage with different perspectives in a constructive and open environment.
Leaders must play a proactive, critical role in inclusion – not only in setting direction, but by intentionally designing environments where people can contribute, progress, and thrive.
Join us and be part of building a more inclusive future for the UK nuclear sector.