Human Resources Development TM/WS Infrastructure Development 9-12 February 2010 Breakout session – Group 1 Moderator: Mr. Biro Lucian (Romania) Reproter: Dr. Yasir Elhag (Sudan)

TM/WS – Breakout session9-12 February Group:HR Development 1. EXPERIENCES 1. It is very beneficial to recruit and train individuals with previous experience in industrial fields that involve activities similar or near to those practiced in the organisations of the nuclear power programme (operator, regulator, fuel fabrication and radioactive waste management organisations) e.g research reactors, conventional steam power plants, petrochemical industries….etc. This is due to the fact that safety is relatively highly taken care of in such engineering establishments. 2. Comprehensive training for the regulator staff for sufficiently long periods is important e.g. Italy experience in the 70s. 3. In the developing countries most of the staff sent abroad for training did not return back home e.g. Gana experience.

TM/WS – Breakout session9-12 February Group:HR Development 2. LESSONS LEARNED 1. Human resources development programmes should be carried out with the support of universities. 2. Good competencies are also needed for nuclear power programmes in the economical and legal issues. 3. All stakeholders of a nuclear power programme should be involved in issuing laws related to a nuclear power programme. 4. Negotiation skills of existing power companies is useful for the contract negotiations of the NPP. 5. It is important, even in turn-key NPP projects, that owner representatives be familiar with design issues.

2. LESSONS LEARNED (CONT’D) 6. It is important to go deeply in examining the existing institutional regulatory framework. 7. Primary laws to be passed by the parliament, or, according to the state institutional system, by the corresponding institution assigned with the legislative power. Governmental or ministerial decrees can be used for secondary legislations related to nuclear energy. It is recommendable the involvement of regulatory body in contributing to the legislation drafting. 8. Employing the right people for the regulatory body is important, particularly the leader. 9. The establishing of a national energy plan which includes the nuclear energy option, approved by the parliament is considered as a pre-requisite for studying the embarking on a nuclear power programme.

TM/WS – Breakout session9-12 February Group:HR Development 3. DIFFICULTIES/CHALLENGES 1. Training the staff needed for a nuclear power programme locally for the newcomers is not sufficient. However, carrying out the training abroad for many newcomers is expensive. 2. IAEA efforts on providing training are highly appreciated, however, due to increased demand for training, IAEA is expected to provide more training and relatively faster than before. 3. Ministries of Higher Education in some countries are reluctant in adding nuclear studies to their educational systems. Probably, it is sometimes useful to modify the law to impose this matter on them. 4. If nuclear faculties/schools are established far away from certain establishments e.g. nuclear research reactors, atomic energy commission offices…etc, then teachers, who are mostly employees of such organisations, refuse to go for lecturing there. 5. Continuous drainage of minds from nuclear establishments in developing countries.

TM/WS – Breakout session9-12 February Group:HR Development 4. RECOMMENDATIONS 1. Start the human resources development programme as soon as a decision is taken to go nuclear. However, care should be taken to avoid the situation that trained staff remains without duties after completion of training. 2. Establish regional training centres for developing human resources needed for a nuclear power programme and for providing sufficient financial support for these centres, particularly by IAEA, WANO, world bank…etc. 3. Issue a special wage/salary policy to retain staff trained to work in a nuclear power facilities.

4. RECOMMENDATIONS (CONT’D) 4. A policy to retain staff trained to work in the nuclear power programme until the commencement of work in the NPP should be developed. This could be done through: i. Training the workers for a nuclear power programme through bilateral programmes between countries may ensure that the trained person will not be issued with his degree certificate, hence, he returns back to his home country. ii. Employing the trained staff of NPPs in research reactors.

4. RECOMMENDATIONS (CONT’D) iii. Sending the trained staff to work in engineering establishments such as conventional steam power plants, oil industry, petrochemical industry…etc where they could develop their engineering skills facilitates reaching the required level of know-how for a NPP faster. This practice is also beneficial for regulatory body staff who will need to carry out duties like determining codes and standards for the NPP, carry out/supervise design reviews, carry out safety analyses, review operator maintenance and operational programmes and carry out inspection activities for various mechanical and electrical equipments in the NPP.

4. RECOMMENDATIONS (CONT’D) iv. Employing the trained staff in teaching work. v. Having a clear strategy plan for the nuclear power programme eases/eliminates the fears of those who are trained that they may not be needed for the national NPPs. 5. A policy to replace the losses in trained staff should be developed.

4. RECOMMENDATIONS (CONT’D) 6. Establishing a national institute for nuclear technology is highly important.