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Group 3 Human Resources Development Break-out Session 1. EXPERIENCES

Group 3 Human Resources Development Break-out Session 1. EXPERIENCES. Core group (NEPIO=Coordination Group) involved i n the coordination of Phase 1 of Nuclear Power program should be appointed by Governement . HR should be recruited in Phase 1 from :

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Group 3 Human Resources Development Break-out Session 1. EXPERIENCES

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  1. Group 3 Human Resources Development Break-out Session1. EXPERIENCES • Core group (NEPIO=Coordination Group) involved in the coordination of Phase 1 of Nuclear Power program should be appointed by Governement. • HR should be recruited in Phase 1 from: • Existing power capacities in the Ministry of Energy – (some additional training needed); • Nuclear research institutes; • Nuclear research reactor, nuclear laboratory; • National electrical and mechanical industries. • Training of the HR involved in Phase 1 should be assisted by IAEA through TC national program, which will offer benefits for national infrastructure development. • Training of the HR in the next phases of the program should be performed in local universities (naional strategy required) and training facilities (Phase 2) and later (Phase 3) by NPP Vendor. TM/WS 9-12February 2010

  2. Group 3 Human Resources Development Break-out Session2. LESSONS LEARNED • Self assessment of existing Human Resources should be implemented in order to determine gaps against requirements of each phases. • Education programs need to cover different skils, not focus on nuclear specialized knowledges. • National Nuclear Program should be based or accompanied by development of other national industries and technical level of national specific industries and infrastructure. • Regulator Body HR capacity should be a focus in the Phase 1 of the program and NPP Owner/Operator in the later phase (after signature of the first NPP contract) TM/WS 9-12February 2010

  3. Group 3 Human Resources Development Break-out Session3.DIFFICULTIES/CHALANGES • Long duration of the Phase 1without no clear political decision lead, go to lack of motivation of HR involved in the process. • Motivation of the HR in the condition of delayed political decision and potential losses (emigration) of the trained HD, especially for Regulatory Body (public service). • Limited expertizes in the national industriesand no experienced Human Resources on the national market. TM/WS 9-12February 2010

  4. Group 3 Human Resources Development Break-out Session4.RECOMMENDATIONS • Safety Culture to be implemented from the begining of the National Nulcear Power Program. • Quality Management to be mandatory in all the required activities in Phase 1 and to be implemented in the future organisation (regulatory Body and NPP Owner/Operator). • IAEA HR peer review based on the self-assesment should be implemented for national gap identification and development an specific plan for corrective actions. • Retired proffesionals with nuclear experience should be used to train the national “trainers”. • IAEA support and assistance to support development of Regional Training Centers (using in the initial period the native language for training) is mandatory required, before the decison for selection of the NPP Vendor for the first unit. TM/WS 9-12February 2010

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