Capacity Building For Newcomer Countries To Nuclear Energy · Capacity Building For Newcomer Countries To Nuclear Energy Technical Meeting on Human Resources Roadmap and Capacity

Capacity Building

For Newcomer Countries To Nuclear Energy

Technical Meeting on Human Resources Roadmap and Capacity Building

for New and Expanding Nuclear Power Programmes

1-4 October 2013

Chuck Goodnight 3 October 2103

Goodnight Consulting Specializes In Organizational

Optimization For The Electric Power Industry

2

Strategic Planning

Workforce Planning &

O&M Modeling

Process Analysis & Redesign

Organizational Analysis & Redesign

Cultural Assessments

Goodnight Consulting Maintains Staffing

Databases Related To Nuclear Plant Operations*

3

130 OPERATING UNITS

STAFFING DATA

IS MAINTAINED

INDEPENDENT OF

ORGANIZATION

STRUCTURE

72 NUCLEAR PLANTS

4-Unit Plants: 2

3-Unit Plants: 2

2-Unit Plants: 36

1-Unit Plants: 33

Staffing

Database

Best Practices For 44

Individual Work Functions

• Operations

• Maintenance

• Engineering

• Safety

• Rad Protection

• Radwaste/Decon

• Info Mgt

• Budget/Finance

• Training

• Etc.

Best Practices

Database

Organizational

Information From All

of Our Clients

• Org Charts

• Layers of Mgt

• Spans of Control

• Functional Alignment

• Centralization

• Outsourcing

• Etc.

Organizational

Library

*Individual plant/company staffing information is confidential, and the information included in this presentation is aggregated sufficiently to protect the identity of each of the nuclear plants’operators

Goodnight Consulting Has Served Many Nuclear &

Utility Industry Clients Around The World

4

Ameren Corporation North Atlantic Energy Services Co.

Areva NP (France) NuclearElectrica (Romania)

Baltimore Gas & Electric Omaha Public Power District

British Energy (U.K.) Ontario Power Generation (Canada)

DTE Energy Parsons E & C (Bulgaria)

Dominion Pacific Gas & Electric

ENEC (United Arab Emirates) Philadelphia Electric Company

Entergy PPL Susquehanna

EPRI PreussenElektra (Germany)

Eskom (South Africa) Progress Energy

Exelon Nuclear PSEG Nuclear

FirstEnergy Southern California Edison

Florida Power & Light STP Nuclear Operating Company

GE Hitachi STARS Alliance

IAEA* (Austria) Tennessee Valley Authority

KHNP (South Korea) TMP Worldwide

Luminant Power Westinghouse Electric Company

Nebraska Public Power District Wolf Creek Nuclear Operating Company

*IAEA support includes authoring, co-

authoring, and reviewing TecDocs on

Human Resources, Infrastructure Sharing

and Knowledge Management, and

Nuclear Energy Series documents.

Also includes Expert Missions to the

Governments of Chile, Dominican

Republic, Egypt, Kuwait, Poland, Saudi

Arabia, South Africa, Thailand, Ukraine,

and Vietnam.

We Are Pleased To Announce the 2013 New Nuclear

International Conference, In Partnership With ENEC

5

• The conference will take place on November 11-14 at the Ritz Carlton Grand Canal

in Abu Dhabi

• The Emirates Nuclear Energy Corporation (ENEC) is an official partner of the

Conference.

• ENEC’s CEO, Mohamed Al Hammadi, will be the keynote speaker

• For newcomer country representatives and Premium Sponsors, ENEC is providing a

site tour of their Barakah NPP construction site on 10 November (registration is

required)

• www.NewNuclearInternational.com

We Have A Strong And Growing

List Of Expert Speakers And Panelists

6

Nuclear Executives & Program Representatives From

Around The World Are Participating In The Conference

7

•Portugal

•Qatar

•Romania

•Russia

•Saudi Arabia

•Serbia

•Singapore

•Slovak Republic

•Slovenia

•South Africa

•South Korea

•Spain

•Sri Lanka

•Sudan

•Sweden

•Switzerland

•Thailand

•Tunisia

•Turkey

•Uganda

•Ukraine

•UAE

•United Kingdom

•USA

•Uruguay

•Venezuela

•Vietnam

•Zimbabwe

•Hungary

•India

•Indonesia

•Italy

•Japan

•Jordan

•Kazakhstan

•Kenya

•Kuwait

•Lithuania

•Madagascar

•Malaysia

•Mauritania

•Mexico

•Moldova

•Mongolia

•Morocco

•Myanmar

•Namibia

•Nicaragua

•Niger

•Nigeria

•Norway

•Oman

•Pakistan

•Paraguay

•Peru

•Philippines

•Poland

•Angola

•Argentina

•Armenia

•Australia

•Austria

•Bahrain

•Bangladesh

•Belarus

•Belgium

•Bolivia

•Brazil

•Bulgaria

•Canada

•Chile

•China

•Croatia

•Czech Republic

•Dominican Republic

•Ecuador

•Egypt

•El Salvador

•Finland

•France

•Germany

•Ghana

•Greece

•Guatemala

•Honduras

•Hungary

Key Terminology Definitions Related To

Human Resources And Capacity Building

8

• Human Resources Development

– The process of managing the required development

of individuals, i.e. education, training, career

development, leadership development, etc.)

• Work Force Planning

– The process of ensuring that an organization has the

right number of the right people in the right place at

the right time

• Capacity Building

– The process of developing a national ability to meet

the needs of the overall program

Individuals

Groups

National

Level

There Are Numerous Activities To Complete In

Preparing To Build & Operate A Nuclear Power Plant

9

Construction, Commissioning, & Operations

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Training Plan Development 2014 Apr

Organizational Model Development 2014 Mar

Gap Analysis For National Capacity 2014 Feb

Identify & Develop Staffing Model 2014 Jan

Reactor Design Selection Process 2013 Jan

Site Selection Process 2012 Jan

Develop Regulatory Framework 2010 Mar

Determine Scope 2010 Feb

Commit to Nuclear Power Program 2010 Jan

HR Development 2014 Jan - 2016 Feb

Site Development 2012 Jan - 2014 Jan

Program Development 2010 Jan - 2012 Jan

(Years are illustrative)

Committing To A New Nuclear Power Program

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Commit to Nuclear Power Program 2010 Jan




11

Potential Staffing Levels & Timing Requirements

0

200

400

600

800

1000

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

No

. o

f p

eo

ple

Years (Indicative only)

NEPIO REG BODY OP ORG

<------------ Phase 3 ------------>

Design, Construct, Comm'n

Co

mm

issio

nin

g

<-- Phase 1-->

<-------- Phase 2-------->

Site Investigation, Bid Preparations

<--Op Training-->2-3 yrs

MS1 MS2 MS3

Multi Units

1 Unit

1. NEPIO = 10 --> 50 (Depending on Expert Group Support) --> 0 (close to)2. REG BODY = 50 --> 150+Tech Support

3. OP ORG = 0 --> 20 to 30 --> 600 to 1200

1 Unit

Multi Units

Source: IAEA Nuclear Energy Series No. NG-T-3.10, Workforce Planning for New Nuclear Power Programmes, Draft,

January 2010, C. Goodnight – Contributing Author

Industry Experience & IAEA Guidance Shows

Hundreds of Personnel & Many Years Are Required

A new nuclear power program

represents a major commitment of personnel and

resources

Committing

12

Committing

Committing To A New Nuclear Program

Requires The Alignment Of Several Key Factors

Political Financial Market Demand

System Characteristics

Geographic Feasibility

Alignment of all the key factors can take several years to occur

Applicable factors vary depending on the country

Determine Scope

Determining The Scope Of The Nuclear Power Program

13


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2010 Feb




14

Numerous Experts Will Be Needed

In Determining The Scope Of The Nuclear Program

Number of Sites & Reactors

Reactor Design Experts

Desired Output & Grid Impacts

Power Capacity Experts

Financing & Capital Markets Strategy

Financial Experts

PR Strategy

Public Relations Experts

Government Relationship Strategy

Political Experts

Regulatory Management Strategy

Legal Experts

Scope

15

• Fully burdened US labor costs are ~$100,000 per person

• 100 workers cost ~ $10M/year

Present Value of 60 Year Labor Costs

$0

$1

$2

$3

$4

$5

$6

$7

0% 1% 2% 3% 4% 5% 6%

Inflation Rate

La

bo

r $

(Billio

ns

)/1

00

Pe

op

le

At 4% Inflation, 60 Year

Labor Costs Exceed

$2.5 Billion

At 6% Inflation, 60 Year Labor

Costs Exceed $6 Billion

Present Value of 60 Year Labor Costs

$0

$1

$2

$3

$4

$5

$6

$7

0% 1% 2% 3% 4% 5% 6%

Inflation Rate

La

bo

r $

(Billio

ns

)/1

00

Pe

op

le

At 4% Inflation, 60 Year

Labor Costs Exceed

$2.5 Billion

At 6% Inflation, 60 Year Labor

Costs Exceed $6 Billion

Labor May Be Nuclear Power’s Largest Single Cost Area

– And Must Therefore Be Carefully Considered

1,000 workers = 60 year lifecycle

costs of ~$25 Billion…

…at a 4% discount rate a present value

over $2.2 Billion

Labor will still represent a major portion of program costs in less expensive markets

Inefficient/Inappropriate allocation of

labor can lead to nuclear/industrial

safety risks or unnecessary costs (for

example, a 10% error is >$2B)

Scope

Developing A Regulatory Framework

16


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Develop Regulatory Framework 2010 Mar




17

A Robust National Legal & Regulatory Framework

Is Key To A Safe & Successful Program

The legal and regulatory framework impact resource requirements

Some engineers and technical experts will be needed for the regulator and will no longer be available to work in the operating organization

The organization responsible for demonstrating compliance requires more resources

The chosen regulatory approach impacts the size of the regulatory body itself

The more stringent the regulatory framework, the more resources needed by the regulatory body, and within the operating organization

Source: IAEA Technical Report

“Workforce Planning for New

Nuclear Power Programmes” 2011

Regulatory Framework

The Site Selection Process

18


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Site Selection Process 2012 Jan




The Site Selection Process Is Demanding &

Entails Significant Resource Requirements

19

Source: Arab Consultant's

Bureau; The Second Arab

Forum on the Prospects of

Nuclear Power for

Electricity Generation &

Seawater Desalination

“NPP Siting: Jordan’s

Experience” June, 2012

Site Selection

Experts Across Numerous Disciplines

Are Required For A Successful Site Selection Endeavor

20

Source: Arab Consultant's

Bureau; The Second Arab

Forum on the Prospects of

Nuclear Power for

Electricity Generation &

Seawater Desalination

“NPP Siting: Jordan’s

Experience” June, 2012

Site Selection

The Reactor Design Selection Process

21


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Reactor Design Selection Process 2013 Jan




22

Future NSSS Vendor Selection Is Challenging

For An Organization That Is New To Nuclear Power

Different reactor

designs have different pros

and cons:

• Staffing

• O&M costs

• Technical differences

• Management Issues

• Operational considerations

• Etc.

Reactor Selection

23

Technical Support From Unbiased Third Party Advisors

Is Important For Protecting Your Interests

Different design types create different near & long-term operational

challenges

Vendors often “sell” vs. inform in their sales presentations

Unbiased third party support can allow for more informed decisions &

protecting program interests

Outside expertise to evaluate bids can also improve your position as an

“intelligent customer”

Reactor Selection

Identifying & Developing The Program’s Staffing Model

24


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Identify & Develop Staffing Model 2014 Jan




Human Resources Development Inputs

For New Nuclear Power Programs

Technology Selection

Identify Class/Type of Planned Reactor

Determine Number of Sites

Determine Number of Rx Units

Site Selection

Number of locations

Evaluate Potential Sites

Determine Final Site(s)

Identify Staffing Requirements

Design Factors

Siting Factors

Regulatory Factors

Outsourcing Approaches

Centralization Opportunities

Schedule

Conclude Final Contracts

Identify Construction Schedule

Identify Commissioning Schedule

Capacity Building

Identify HR Requirements based on above

Determine national capability

Compare with HR requirements (Gap Analysis)

Determine external Support requirements

25

Train 1100

Recruit ~26,000

Hire ~1300

The Recruiting, Hiring & Training Process

Is Typically More Demanding Than Expected

26

Staffing Model

Train 1.1x

Recruit 20x

Hire 1.2x

Retain 1x

Retain 1000

27

• PLANT DESIGN

• SITE LAYOUT

• REGULATORY REQUIREMENTS

• OUTSOURCING APPROACHES

• CENTRALIZATION OPPORTUNITIES

5 Factors Drive Functional Staffing Requirements:

Detailed Staffing Information Is Required

On A Functional Basis In The Context of 5 Key Drivers

Area Function

Plant

Design

Site

Layout

Regulatory

Requirement Outsourcing Centralization

Operations Applied Radiation Protection X X X X

ALARA/Radiological Engineering X X X

Chemistry X X

Decontamination/Radwaste Processing X X X

Environmental X X X X

Fire Protection X X X

Operations X X X

Operations Support X X

Radiation Protection Support X X X

Engineering Computer Engineering X X X X

Design/Drafting X X X X X

Modifications Engineering X X X X X

Nuclear Fuels X X X X X

Plant Engineering X X

Procurement Engineering X X X

Project Management X X

Reactor Engineering X X X

Technical Engineering X X X X

Maintenance Facilities Maintenance X X X

Maintenance/Construction X X X X

Maintenance/Construction Support X X X X

Outage Management X X X

Quality Control/Non-Destructive Examination X ? X

Safety/Health X X X

Scheduling X

Regulatory Emergency Preparedness X X X X

Licensing X X X

Nuclear Safety Review X X

Quality Assurance X ? X

Security X X X X X

Site Support Budget/Accounting X X

Communications X X

Contracts X X

Document Control/Records X X

Human Resources X

Information Management X X

Management X

Management Support

Materials Management X X X

Purchasing X X

Training X X X

Warehouse X X X X

Staffing Model

Construction License Issued

Basemat Poured

Commissioning Commences

Initial Equipment Installation

Full Scope Simulator Installed

Major Equipment Installation Begins

Tech Training Bld Avail

Tech Training Bld AvailEnergization

Equip Energization

Initial Fuel Receipt

Initial Fuel Loading

Initial Fuel Loading

CHT & HFT

Unit 1 COD

Unit 2 COD

Unit 3 COD

Unit 4 COD

Staffing Function Job Position Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Total

Admin/Clerical Admin Supervisor 1 1

Clerical/Secretarial 1 16 15 15 15 13 6 1 1 83

Executive/Confidential Assistant 1 1

ALARA ALARA Supervisor 1 1 2

ALARA Technician 8 8 16

Budget/Accting Budget Supervisor 1 1 2

Budget/Accting Staff 4 2 2 2 1 2 2 2 2 2 21

Chemistry Chemistry Supervisor 2 1 2 1 6

Chemistry Technician 16 12 12 2 -10 -10 -10 -10 -10 -8

Communications Communications Supervisor 1 1 2

Communications Staff 1 1 1 1 2 2 8

Contracts Contracts Supervisor 1 1

Contracts Staff 3 1 1 1 1 7

Decontamination Decontamination Supervisor 1 1 1 3

Decontamination Technician 7 7 7 21

Scheduling Scheduling Supervisor 1 1 -1 1

Scheduling Staff 5 1 5 2 -1 -1 -1 10

Security Security Supervisor 3 3

Security Staff 2 2 4

Training Training Supervisors (Leads) 3 2 5

Training Staff 15 25 16 1 7 2 66

Warehouse Warehouse Supervisor 1 1 2

Warehouse Staff 5 5 5 5 -1 19

Total XX XX XX XX XX XX XX XX XX XX XX XX

28

Detailed Staffing Plans Must Be Designed To

Support Construction Milestones & Lead Times

Each staffing function must be accounted for (>150 functions)

Plans for multiple units complicate requirements

Program and construction milestones drive the timing of staffing requirements

Integration

Conducting A National Capacity Gap Analysis

29


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Gap Analysis For National Capacity 2014 Feb




30

Understanding National Workforce Capacity

Will Help Position The Nuclear Program For The Future

The level of available national resource

infrastructure will depend on:

The industrial and technological base and its potential for development

Training and academic institutions

Infrastructure to support non-power applications of nuclear energy

Quantifying national capacity with a gap analysis will provide:

• understanding of future needs from local academic institutions

• other sources and ensure timely availability of quality personnel

Gap Analysis

31

Partnerships With Academic Institutions

Can Provide A Major Return On Investment

• Opportunity to help with shaping of curricula

• Access to top students to promote careers in the nuclear industry

Access to academic institutions can provide numerous benefits:

• Placement opportunities in the various organizations (operating organization, regulatory body, support organizations)

• Support for a ‘Chair’ or Head of Faculty position (e.g. engineering, physics, nuclear sciences) at one of the engineering universities

• Funding for relevant research such as material studies, fatigue mechanisms, diagnostic techniques, etc.

Actions to help to foster relationships with academic institutions:

Source: IAEA Technical Report

“Workforce Planning for New

Nuclear Power Programmes” 2011

Gap Analysis

32

All Input Streams For Personnel Must Be Planned

And Integrated Into The Workforce Plan

Integrated

Staffing Plan

Graduates

Technical Trainees

Internal Hires

Prime/Vendor Contract

Construction Rollovers

The integration must be completed

at the job position level, and

include all input streams

Gap Analysis

Developing The Program’s Organizational Model

33


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Organizational Model Development 2014 Mar




34

Detailed Plans Are Required For The Development

Of Human Resources And Organizational Structures

Corporate

Plant 4

Plant 3

Plant 2

Plant 1

Potential Staffing Levels & Timing Requirements

Final staffing and organizational

models (2nd unit and Nth unit), including

detailed, layered “ramp up” plans

Final organizational and staffing models (“Fleet” model with

centralization nuclear support and governance with site

organizations)

Organizational model for the

Corporate & 1st plant site

organization

Detailed staffing “ramp up” plans for operation of the 1st

plant

Program development for

staffing requirements & organizational

models

Org Model

35

• Detailed organizational models are required

• Each organizational model will also require a migration plan and detailed staffing information

Early On, Organizational Development Should Focus On

The Initial Nuclear Office & The First Plant

5. Final Nuclear

Organization

With N Plants 1. Initial Nuclear

Organization

2. Nuclear

Organization

+

1st Nuclear Plant

3. Nuclear

Organization

+

1st & 2nd Nuclear

Plants 4. Nuclear

Organization

+

1st, 2nd, & 3rd Nuclear

Plants

Initial Area Of Effort

Org Model

36

Detailed Organizational Models Are Also Needed

For The Final Nuclear Organization With N Plants

Corporate Nuclear

Site 1

Operations

Maintenance

Site Engineering

Site Oversight

Site Support

Site 2

Operations

Maintenance

Site Engineering

Site Oversight

Site Support

Site 3

Operations

Maintenance

Site Engineering

Site Oversight

Site Support

Site 4

Operations

Maintenance

Site Engineering

Site Oversight

Site Support

Business Services

Technical Services

Corporate Oversight

Corporate Support

Org Model

Organizational Development Requires A Complete

Understanding Of Timing & Personnel Requirements

37

An Example Of A 10-Year Organizational Development Plan

Developed For A Client Building A New Nuclear Program:

Org Model

Developing The Training Plan

38


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Training Plan Development 2014 Apr




A Successful Training Program Requires

Significant Planning & Forethought

• Skill Sets

• # of persons/skill set

• Lead time requirements

• Relate to program & construction milestones

• Retaining/Requalification

• Provider (Operating company, NSSS Vendor, SMEs, etc.)

• Venue

• Schedule

Integrate with HR &

Organizational Development

Plans

39

Human Resources Development for New Nuclear Power Programs

Technology Selection

Identify Class/Type of Planned Reactor

Determing Number of Sites

Determine Number of Rx Units

Site Selection Recruit Hire Train Retain

Number of locations

Evaluate Potential Sites 20 1.2 1.1 1 Factor

Determine Final Site(s)

29040 1452 1210 1100 Number of Personnel

Identify Staffing Requirements

Design Factors

Siting Factors

Regulatory Factors

Outsourcing Approaches

Centralization Opportunities

Training Plan

Schedule ID Training Requirements

Conclude Final Contracts Skill Sets

Identify Construction Schedule Number of Persons/Skill Set

Identify Commissioning Schedule Lead Time Requirements

Relate to Program/Construction Milestones

Capacity Building Retraining/Requalification

Identify HR Requirements based on above Internal vs External Training

Determine national capability Who (Operating Company, Rx Vendor, SMEs, etc.)

Compare with HR requirements (Gap Analysis) Venue

Determine external Support requirements Schedule

Integrate with HR and Org Development Plans

Hu

man

Res

ou

rce

s D

evel

op

mem

t In

pu

ts

Training Plan

Identify Training Requirements

• Skill Sets

• # of persons/skill set

• Lead time requirements

• Relate to program & construction milestones

• Retaining/Requalification

Internal vs. External Training

• Provider (Operating company, NSSS Vendor, SMEs, etc.)

• Venue

• Schedule

Integrate with HR &

Organizational Development

Plans

40

A Successful Training Program Requires

Significant Planning & Forethought Training Plan

Into The Future:

Integrating With Construction, Commissioning, & Ops

41


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• Committing to a nuclear power program

• Determining the scope of the program

• Developing regulatory framework

• Site selection

• Technology/Design selection

• Staffing Requirements/Models

• Gap Analysis

• Education & Training programs

• Support To Life Cycle Operations

• Support To Decommissioning

Capacity Building Requires The Identification

Of All HR Requirements (Complete Program Scope)

42

Required

Inputs

Analysis

&

Support

Gap Analysis Is Required To Compare

Current vs. Required National Capacities

43

Identification of available Human

Resources:

• By educational background

• By current qualifications

• Pipelines of availability

– Labor Sources

– Volume Over Time

• Potential Alternative Sources

Identification of required Human

Resources:

• By educational background

• By current qualifications

• By Program Type

– Nuclear Regulation

– Nuclear Operations

Nuclear TSOs

Integrated Results

• HR Supply & Demand

Current

Future

• Achievable Implementation Plans

Gap Analysis

• New programs are created to provide

for future requirements

So In The End, Capacity Building Is The Process Of

Ensuring Adequate Human Resources Are Available

44

• Adjustments are made to existing

capabilities to meet program requirements:

Educational Programs

Primary/Secondary Schools

Colleges/Universities

Vocational/Technical Training Programs

• Capabilities are procured from

external sources

• Some combination of all of the above

And/Or:

Or:

And/Or:

Thank You For Your Attention

45

Documents

Capacity Building For Newcomer Countries To Nuclear Energy · Capacity Building For Newcomer Countries To Nuclear Energy Technical Meeting on Human Resources Roadmap and Capacity