EMERGING OPPORTUNITIES THROUGH RADIOACTIVE WASTE MANAGEMENT 23 August 2018

PRESENTATION OUTLINE Introduction and Background Functions of the Institute Current Status of the Institute Key Projects Challenges Opportunities Conclusion

INTRODUCTION AND BACKGROUND Cabinet approved Radioactive Waste Management Policy and Strategy and it was published in Nov 2005. Radioactive Waste Disposal Institute (NRWDI) Radioactive Waste Management Fund (RWMF) National Committee on Radioactive Waste Management (NCRWM)

INTRODUCTION AND BACKGROUND The National Radioactive Waste Disposal Institute Act (NRWDIA) (Act no. 53 of 2008) became effective on the 1st December 2009 NRWDI is mandated to manage radioactive waste disposal on a national basis. NRWDI wholly owned state entity Listed as Schedule 3A public entity as from 1st April 2011.

FUNCTIONS OF THE INSTITUTE Design and implement disposal solutions for all classes of radioactive waste; Manage the disposal of any ownerless radioactive waste on behalf of the State, including the development of radioactive waste management plans for such waste; Assist generators of small quantities of radioactive waste in all technical aspects related to the disposal of such waste; Develop radioactive waste acceptance and disposal criteria in compliance with applicable regulatory health safety environmental requirements and any other technical and operational requirements; Assess and inspect the acceptability of radioactive waste for disposal and issue radioactive waste disposal certificates;

FUNCTIONS OF THE INSTITUTE Maintain a national radioactive waste database and publish a report on the inventory and location of all radioactive waste in the Republic at a frequency determined by the board; Investigate the need for any new radioactive waste disposal facilities and site, design and construct such new facilities as may be required; Conduct research and develop plans for the long-term management of radioactive waste storage and disposal; Manage, operate and monitor operational radioactive waste disposal facilities, including related storage and predisposal management of radioactive waste at disposal sites;

FUNDS OF THE INSTITUTE In terms of the NRWDI Act, the Institute may obtain funding through: Money appropriated by Parliament; Money received from waste generators on a cost recovery basis for services rendered; Money transferred to the Institute from the Radioactive Waste Management Fund that must be established by an Act of Parliament; Money received for services rendered or derived from the sale or exploitation of its products, technology or other assets.

CURRENT STATUS OF THE INSTITUTE From June to October 2016, the Institute, through the Board, had appointed 25 staff, including the Executive team. 14 women- only 3 women in managerial position Additional 10 employees were appointed during the period June to August 2018. 3 women in managerial position Transfer of Vaalputs staff from Necsa to the Institute 1 April 2018. Establishment of Management systems 60% completed. Licensing application has been submitted to the Regulator since May 2018. Establishment of the national radioactive waste database 30%. Business case for the Central Interim Storage Facility (CISF) developed.

KEY PROJECTS OF THE INSTITUTE Centralised Interim Storage Facility The CISF is for the storage of spent fuel of Koeberg Nuclear power station (KNPS) - to be established at Vaalputs. Disused radioactive sources storage facility To be established at Vaalputs, the initial anticipated date was 2023. Disposal of Original Steam Generators and Reactor Pressure Vessels Heads. Six current generators to be replaced at KNPS must be disposed of at Vaalputs site by from 2020 - 2021. R&D for Deep Geological Repository (DGR) Research and development for the establishment of a DGR for disposal of high level radioactive waste must commence as a matter of critical importance.

Challenges Financial sustainability – RWMF is key for the financial sustainability of the Institute and is undergoing legislative process. Licensing process taking longer than expected. Lack of brand identity and image. Independency from the Necsa.

OPPORTUNITIES Geohydrologists Engineers Projects managers Scientists Maintenance Transport Radiation Protection Officers and Monitors Cleaners Protective clothing suppliers Caterers Communication specialists Possible topics for Masters and PhD students

CONCLUSION No women at the executive level. Trade Union leadership-mainly women. Female CEO for nurturing the organization. The industry needs to bring a different approach to leadership. Support from the shareholder (oversight function) with respect to women representation in the boards and executive committees. Equal on-the-job training opportunities “As a tribute to the legions of women who navigated the path of fighting for justice before us, we ought to imprint in the supreme law of the land, firm principles upholding the rights of women. The women themselves and the whole of society must make this a prime responsibility.” Nelson Mandela

THANK YOU!