1. HRD Challenges to Support The Future Member State Needs
Thank you for the introduction ….. Good Morning Ladies & Gentlemen ……
In keeping with the meeting themes Im going to talk today about the future challenges and opportunities we have in delivering the needs to our customers - the member states - and share the Agency views on how we can harness some of these opportunities.
David Drury
Department of Nuclear Energy
IAEA, Vienna

2. The IAEA
IAEA is the UN’s scientific forum for cooperation in the nuclear field.
The International Atomic Energy Agency is part of the United Nations family and for six decades we have pursued the goal of making nuclear science and technology available to its Member States in a safe, secure and peaceful manner.
Widely known as the world’s “Atoms for Peace” organization within the United Nations family, the IAEA is the international centre for cooperation in the nuclear field.
The Agency works with its Member States and multiple partners worldwide to promote the safe, secure and peaceful use of nuclear technologies.
Maximizing the contribution of nuclear technology to the world, while verifying its peaceful use

3. Sustainable Development Goals
United Nations
Sustainable Development Goals
As part of the United Nations family we actively support the UNs 17 Sustainable Development Goals and all our activities are centred on supporting these goals.
There are a number of Goals - Goal 6 “clean water”, Goal 11 “sustainable cities” and Goal 13 “climate action” that are related to clean energy production. However it is Goal 7 ‘access to affordable & clean energy’ that is a key focus area for the agencies Nuclear Energy department.
The Nuclear Energy Department Mission is to promote and foster the efficient and safe use of nuclear power by supporting existing and new nuclear programmes around the world….

4. Presentation Contents
The current position
What do we believe will be the future ‘people’ challenges?
What does the Agency offer to support the member states?
I would like to share with you our views concerning what we at the agency consider the major ‘people’ challenges in the future. I will set the scene by looking on the world stage what we are dealing with when we discuss nuclear power, from new nuclear build through to decommissioning plants.
Its not just the operating organisation we need to consider, we look at the national and regional requirements of a country, in particular the education and the underpinning research and development needs together with the various government organisations involved in the nuclear power programmes.
We do this against the background of each countries unique social, economic and cultural norms, so it’s a broad remit that we have to consider.

5. NPPs - Current Position
61 under construction* in 15 countries
446 in operation* in 30 countries
157 Shutdown reactors
388 GW(e) capacity*
Approximately 2/3rds are in Asia with 2 newcomer countries - Belarus & the United Arab Emirates
Some recent announcements of further permanent shutdowns in Sweden, Korea and the USA.
USA 99
France 58
Russia 35
China
S. Korea 25
So here we have our current position, this includes plants under construction, in operation and shutdown reactors.
As of end of August 2018, there were 446 operational reactors in 30 countries, With about 388 GW(e) of installed generating capacity globally.
We have 156 shutdown reactors from 19 countries. As you will be aware, recently plants in Sweden, Korea and here in the US have been shutdown due to economic and political reasons even they approved 20 years additional operating licenses.
Each of these sectors of nuclear energy will have its own supply chain support demands and people competency demands, some are shared and common but many roles and positions require specialist competencies and can be considered an industry on their own!
* IAEA PRIS database – August 2018

6. Age of operating reactors
>25 years: 333 units
>30 years: 273 units
>40 years: 81 units 81
Of the 446 reactors operating today;
333 Units that are operating for more than 25 years.
273 Units are over 30 years of age, and
81 Units are over 40 years of age, an extraordinary achievement.
The ability of these plants to operate safely and efficiently over these timescales is really a testament to the worlds nuclear design and engineering and operational capability.
In addition to the low carbon electricity generation benefits to society from long term operation enhanced safety can also be ensured through replacement and upgrades of systems, structures and components that may be required to obtain licensing for long term operation.
To support safe long term operation of the operating nuclear power plants, it is essential there is sufficient human resource capacity in place to meet future challenges.

7. Our Future People Challenges
Building and Maintaining the Workforce Competency
Understand the Nuclear Power Economic Challenges
Understand the HRD Lifecycle and Workforce Needs
Maximising ‘New Ways of Learning’
Understand the Impact and Opportunity of Social Media
Looking at the future nuclear energy needs we have identified, with our member states, 5 major challenges that we need to meet and manage to support the worlds future Human Resource needs.
All these are inter-related and we have to ensure we work on them as a collection of challenges.
Building and Maintaining the Workforce Competency
Understand the Nuclear Power Economic Challenges
Understand the HRD Lifecycle and Workforce Needs
Maximising ‘New Ways of Learning’
Understand the impact and opportunity of social media
I will consider each of these …..

8. Building and Maintaining the Workforce Competency
Building sustainable national and regional infrastructures for embarking countries to ensure there are Science, Technology, Engineering and Maths education programmes under development or being delivered, together with the necessary vocational and trade skills to support the full range of nuclear competencies needed.
Our member states need to understand the unique requirements of ‘Skills for a Nuclear Programme v/s Nuclear Skills’ for new build countries and the significant industrial involvement necessary for a successful national programme.
Most important of all, our programmes to build and maintain a competent workforce must have the ‘golden thread’ of a strong nuclear safety culture running through them to support safe and secure operation.

9. Human Resources for the Nuclear Field Government agencies, NEPIO
(Ministries, etc.)
Nuclear facilities
(including NPPs,
fuel cycle, radwaste)
Owners/Operating
Organizations.
(e.g. headquarters)
Human Resources
for the Nuclear Field
Educational
institutions
Regulators
(incl. nuclear)
Technical Support
Organizations
R&D
organizations
We need to consider what is needed for the full spectrum of nuclear energy, from new nuclear build into operational plants, fuel cycle and waste management requirements into the decommissioning phase. This includes government organisations, supply chains, technical support organisations, research and development capability and of course and owner – operators.
The timeframes to develop such education and training programme required to support the human resource requirements are significant, typically 10 to 15 years for most embarking countries.
Our experience is that every country has its own unique models and these are heavily influenced by the economic, social and cultural factors prevailing in the member state.
Operating countries are now feeling the effects from changing workforce demographics. Some countries now have all the sector of nuclear energy ‘in play’ new nuclear build alongside operating plants alongside decommissioning plants - and in some cases they are all competing for the same resource.
Fostering co-operation and understanding of the required balance of resources across these sectors is an important activity we at the agency try to deliver.
Specialized training
organizations
Equipment
Vendors,
Suppliers,
Construction
Organizations involved
in nuclear or
radiation activities
National & International
professional organizations

10. Nuclear Power Economic Challenges
To support safe long term operation of the operating nuclear power plants, it is essential there is sufficient human resource capacity in place to meet future challenges. This needs to be done against a challenging set of economic circumstances whilst maintaining nuclear safety as the top priority.
For operating plants typically 40 to 60 % of Operating and Maintenance budgets are staff costs and looking to maximise the return on this investment should be a major part of human resource management strategies.
Also looking to maximise opportunities from experienced vendor and supply chain and contractor organisations for both embarking countries and existing operators is becoming a subject of increasing discussion with the agency.
Ensuring the supply chain and vendor organisations meet the standards necessary to support nuclear excellence in all phases of the nuclear power programme is a key focus for us in these discussions.

11. Understanding the HRD Lifecycle and Workforce Needs
Once this significant investment has been made in establishing a competent nuclear workforce we must ensure we maintain a holistic approach to the whole lifecycle of our workforce, just as we recommend for the long term plant lifetime management so to we should consider a similar model for our people.
Bearing in mind the importance we place on designing a nuclear facility to ‘get it right first time’ we should recognise recruitment as the ‘design’ stage of our lifecycle. We should consider the full workforce planning cycle from recruitment to retirement as a key business consideration and investment cycle.
We ensure through effective maintenance and servicing activities our nuclear facilities and equipment remains fit for purpose throughout its lifetime, and we should adopt a similar approach to workforce through;
- active career management of our people
- succession and performance management programme for their benefit
- regular and supportive fitness for duty reviews
- active and knowledge management and transfer as part of a retirement plans

12. Maximising ‘New Ways of Learning’
The agency is encouraging its member states to embrace digital technologies for real value added results. Its important to ensure that these new ways of learning must be driven by improved cognitive learning and the economic benefits the individual and the organisation will gain from such developments.
Improving educational and training ‘economies of scale’ through full-time, part-time, group working and self-teach activities is increasing across the internationals sectors. This is often done in co-operation with educational institutes that are keen to support new nuclear programmes in embarking and expanding nuclear countries.
We at the agency believe that looking to improve the ‘Feeder’ inputs into the nuclear programmes from the educational sector to improve the cognitive learning experiences of workers and optimise ongoing training costs may be a good opportunity for operating and expanding nuclear countries.
Part of this movement towards more flexible and interactive ways of learning is a result of workforce expectations and demands from both new members of the nuclear workforce and also experienced workers in the wake of the social media revolution the world is experiencing. …..

13. Understand the Impact and Opportunity of Social Media
Instant communication opportunities is now being realised as much more that just a marketing tool by many industries and is being increasing used by industry as an education and information management tool with its workforce.
The potential outreach is huge, its is completely flexible and allows the user to choose when to engage and how to engage, whether by phone or tablet or a computer or a podcast or whatever!
what do the users of social media say?

14. Here we can see information from various open sources taken from the internet.
All these activities and processes are components of an effective education and learning experience.
The internet is the top source selection for users who want to learn about a particular topic.
It is used by both genders, its not bias or selective or discriminatory
It is used across all age ranges, particularly the younger generation
Social media coupled with new ways of learning has the potential to change how the world will be educated and learn in the future - we in the nuclear energy field must embrace this opportunity for the greater good of our current and future workforces.

17. Challenges and Solutions from the NE Department
Building and Maintaining the Workforce Competency by ensuring the quality and sustainability of our education and training programmes
Understand the impact of social media and harness the opportunity it presents for informing, educating. Training and influencing our current and future workforces.
Understand the Nuclear Power Economic Challenges and maximise the return on our people investments
Maximising ‘New Ways of Learning’ to improve enrich the learning experience and optimise the costs associated with education and training
So to summarise, these are the major challenges that we need to meet and manage in order to support the worlds future nuclear energy needs….
Building and Maintaining the Workforce Competency by ensuring the quality and sustainability of our education and training programmes
Understand the Nuclear Power Economic Challenges and actively manage the cost pressures nuclear energy is facing by maximising the return on our people investments
Understand the full Worker Lifecycle and develop our human resource strategies to meet the worker needs across this lifecycle
Maximising ‘New Ways of Learning’ to improve enrich the learning experience and optimise the costs associated with education and training
Understand the impact of social media and harness the opportunity it presents for informing, educating. Training and influencing our current and future workforces.
Understand the full Worker Lifecycle and develop our human resource strategies to meet the worker needs across this lifecycle

18. What can the IAEA do?’
The agency works to support all our members in dealing with these topics, we have a very active nuclear energy support capability, covering topics such as basic principles simulator training activities, workshops and training courses.
We also are very active in the nuclear community exchanging the latest information across our member states on nuclear capacity building, nuclear competence and skills.
We look forward to what we will learn from the meeting this week and what we can share with you and your organisations to foster the efficient and safe use of nuclear power around the world

19. Thank you!
Thank you!