To grow as a company, Duke Energy is looking for better ways to manage its assets, including the ones most critical to the company’s success: employees. Through both formal training and knowledge transfer, the company continues to invest in and prepare workers to meet industry challenges.
The Duke Energy Leadership Academy offers a variety of learning and development opportunities companywide. The core curriculum offers independent studies and facilitated programs to address the needs of each leadership level. Elective resources are also available to further support specific learning and development needs.
Duke Energy’s nuclear fleet is using 3-D printing to train employees. In addition to seeing pictures of breakers and valves, students can touch and study 3-D printed models of the metal components they’ll encounter.
Since the models are plastic, they are easy to handle and can be customized to meet the needs of student training. And, the printed models mean real, more expensive components are not needed simply for training.
Nuclear employees are also transferring knowledge in other ways. The company’s North American Young Generation in Nuclear (NAYGN) members created a fleetwide program to formally recognize experienced employees who mentor newer teammates.
The program, which has been replicated at nuclear plants nationwide, encourages more experienced employees to help their less-seasoned colleagues gain the valuable knowledge and experience to ensure the nuclear fleet continues operational excellence. Such knowledge transfer leads to error-free work, workload reduction and a more engaged workforce.
As Duke Energy looks to extend the licenses of its nuclear fleet for another 20 years, programs like these ensure valuable operating knowledge and experience are retained and passed on to the next generation of workers.
And, they serve as a model for the rest of the company as Duke Energy evolves to meet the needs and expectations of all customers.