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Portfolio Committee on Energy

Portfolio Committee on Energy. By: Daniel Moagi Necsa GE: Human Resources. NUCLEAR SKILLS IN SOUTH AFRICA. April 2010. Contents. Nuclear Energy Policy Key Strategic Issues Key Factors in Nuclear HRD planning Challenges in Retaining Nuclear Skills Current Skills Availability

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Portfolio Committee on Energy

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  1. Portfolio Committee on Energy By: Daniel Moagi Necsa GE: Human Resources NUCLEAR SKILLS IN SOUTH AFRICA April 2010

  2. Contents • Nuclear Energy Policy • Key Strategic Issues • Key Factors in Nuclear HRD planning • Challenges in Retaining Nuclear Skills • Current Skills Availability • Key Stakeholders • Stakeholder Critical Needs • Demand for Nuclear Skills • Interventions • Recommendations

  3. Nuclear Energy Policy For SA • The response of the SA government’s intention to address the issue of human resource development is highlighted, but not limited to the following principles guiding its vision for nuclear energy: • P1. Nuclear Energy shall be used as part of South Africa’s diversification of primary energy sources and to ensure security of energy supply. • P2. Nuclear Energy shall contribute to economic growth and technology development in South Africa through investment in infrastructure, creation of jobs and the further development of skilled workers. • P9. Government shall encourage the development of appropriate institutional arrangements and thereby ensure the development of human resources competent to discharge the responsibility of managing a nuclear infrastructure.

  4. Key Strategic Issues [1] • The existing workforce is ageing and the nuclear knowledge base is shrinking due to insufficient knowledge transfer to a younger generation. • The demand for nuclear skills is limited to specific skills sets and the skills development feeder systems and processes are not attracting enough young skilled and professional people to sustain and grow the industry. • Downsizing of PBMR will affect the growth of the sector which will impact on transformation and discourage young people from entering the industry.

  5. Key Strategic Issues [2] • The industry needs to invest in big projects to attract young professionals and sustain knowledge transfer from the ageing workforce to young professionals. • TSAPRO identifies that the total number of local skills required is approximately 80000 for a 20 MW build, with the vast majority of the required skills in the artisan and semi-skilled categories.

  6. Key Factors for Nuclear HRD Planning • The life cycle of the nuclear industry is characterized by long time horizons, technical complexities and the need for uncompromised quality. • Earlier nuclear power plants were designed to operate for 30-40 years, today the expected lifetime is 50-60 years. • Nuclear activities from cradle-to-grave may be in excess of 100 years when one adds the management of nuclear waste and decommissioning processes.

  7. Challenges in Retaining Nuclear Skills • How to retain existing skills and competences for the long period during which a plant is operating, especially when facilities in that country may be at the end of the life cycle and no additional facilities are foreseen in the near future. • How to develop and retain new skills and competencies in areas such as decommissioning and radioactive waste management, which may be viewed as "sunset" activities and therefore unattractive to young people. • How to support a revival of nuclear power in countries wishing to do so, with an ageing workforce and declining programmes.

  8. Key Stakeholders/Nuclear Industry in South Africa The main stakeholders in the industry are: • Departments of Energy / Science and Technology • ESKOM • PBMR • NNR • NECSA • iThemba LABS

  9. Current Skills Availability [1] Figure 1: Distribution of Employees to Categories

  10. Critical Needs Table 8: Critical Categories of Employees 1: highest and 5: lowest priority

  11. Demand for Nuclear Skills

  12. Staff Requirements The above graph depicts the staff requirements for a nuclear power station the size of Koeberg, including the construction period.

  13. HRD Interventions • SANHARP • NIASA • ARECSA • NECSA bursary programs • DST, NRF & Necsa internships • Necsa Mentorship & Coaching Program (Madala Program) • Nuclear Skills Development Centre • DST/NRF Research Chairs Program • MARST Program • Absorption of top scientists and engineers from PBMR

  14. Recommendations • Governments, academia, industry and research organisations should collaborate both nationally and internationally to enhance nuclear education and availability of nuclear expertise. • Invest in large high-profile, international R&D programmes which attract students and young professionals to become the nuclear experts required for the future. • Absorb top priority skills from PBMR by motivating for budget increase during the adjustments estimates. • Attractive salary packages for scarce and core skills.

  15. Thank You!!!

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