1. MODULE “PROJECT MANAGEMENT AND CONTROL” STAFFING AND TRAINING
DECOMMISSIONING MANAGEMENT
MODULE “PROJECT MANAGEMENT AND CONTROL” STAFFING AND TRAINING
SAFE DECOMMISSIONING OF NUCLEAR POWER PLANTS
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

2. Project BG/04/B/F/PP-166005, Programme “Leonardo da Vinci”
CONTENTS
Personnel training and qualification
Motivation of personnel
2.1. Impact of decommissioning on personnel motivation
2.2. Methods for management of personnel motivation during decommissioning
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

3. Project BG/04/B/F/PP-166005, Programme “Leonardo da Vinci”
TRAINING OBJECTIVES
Upon completion of training trainees should be able to:
Explain the importance of availability of trained and qualified personnel during all decommissioning stages.
Identify the areas of training and qualification/re-qualification requirements for decommissioning purposes.
Explain the impact of decommissioning on the motivation of personnel.
Describe the factors and approaches used to motivate personnel for achievement of goals and fulfillment of decommissioning tasks.
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

4. ROLE OF QUALIFIED PERSONNEL DURING DECOMMISSIONING
Availability of qualified personnel – main requirement for provision of:
safe;
reliable;
environmentally friendly
operation during decommissioning.
The responsibility for personnel’s
qualification is borne by the
operating organization.
The main requirement for ensuring safe, reliable and environmentally friendly operation during decommissioning of the nuclear facility is the availability of experienced and qualified personnel. The responsibility for the qualification of the workers, including their medical and psychic abilities, is borne by the operating organization that gives access to work only to workers of needed qualification.
In case decommissioning work on a nuclear facility is performed by the operational staff, a re-training of the staff is required in accordance with the implemented tasks. The requirements for cutting down the number of workers result in enhancement of their qualification. Generally speaking, in fact the operational staff is used to perform the decommissioning works.
In order to achieve the common goals and the implementation of the activities related to decommissioning, expert knowledge for planning and implementation of the different stages is required.
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

5. ROLE OF PERSONNEL TRAINING DURING DECOMMISSIONING
Safety enhancement
Decrease of needed financial resources for implementation of different operations
Decrease of collective and individual dose exposure
Decrease of time needed for implementation of different operations
Decrease of radiation and non-radiation risks
Achievement of the main objectives for decommissioning, which includes: decrease of quantity of radioactive waste (RAW), decrease of dose exposure for personnel and citizens, decrease the impact on environment, decrease the risk of accidents and the consequences related to radiation impact on citizens and environment and decrease of the burden related to the long-term and safe storage of RAW which is transferred to the future generations is directly connected with the qualification and competence of the personnel that is involved in the performance of the different stages of the activity.
The important role of personnel training during decommissioning is given on the slide.
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

6. CHANGES IN TRAINING CONDITIONS DURING DECOMMISSIONING
Decrease of personnel number;
Considerable number of new technologies needs to be learned;
External organizations are involved as contractors;
Little repetitiveness of activities;
Personnel not experienced for work in radiation media;
In the country, the possibilities to receive qualification in the field of nuclear technologies in the system of secondary and higher education are being restricted;
Small training groups;
Implementation of each next operation requires new knowledge and skills;
Personnel needs re-training in short periods of time;
Changes in regulatory requirements related to needed level of competence and qualification for implementation of activities;
Changes in regulatory requirements for radiation protection, safety and preservation of environment and citizens;
Increase of relative share of non-radiation risks.
The accumulated international experience shows that during decommissioning, due to different internal and external objective factors, a change occurs in the conditions under which personnel is trained. The most important changes related to training are listed in the slide.
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

7. Project BG/04/B/F/PP-166005, Programme “Leonardo da Vinci”
AREAS FOR TRAINING
Radiation protection
Safety
In the field of specific activity performance
In the field of using specific technologies
At these conditions, the role of training of personnel to implement the activities related to decommissioning at acceptable financial burden for society, is considerably increasing.
The operator, performing the activities under decommissioning, is directly responsible to ensure that regulatory body requirements are met in respect of personnel qualification and needed level of competence by carrying out initial and continuing specialized training.
The experience of other countries in the field of decommissioning shows that considerable part of courses during decommissioning is related to personnel training in the field of radiation protection and safety.
Another field of training during decommissioning is connected to the performance of specific activities and tasks. In this case, training includes the acquisition of knowledge and skills in the field of utilization of particular technologies.
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

8. THE PROCESS OF TRAINING
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

9. TRAINING DURING DIFFERENT PHASES OF DECOMMISSIONING
During final shutdown and preparation for safe enclosure:
conduct of continuing training;
preparation and conduct of training related to decommissioning activities during next phases.
During safe enclosure phase:
development of training programs and preparation of trainers for maintenance of personnel qualification during this and next phases;
conduct of training to provide personnel to perform the activities under the phase.
During phase of nuclear facilities dismantling:
conduct of initial and continuing training of personnel to perform special activities for given phase;
conduct of training for external organization staff involved in performance of decommissioning activities.
The first phases of decommissioning – final shutdown and preparation for safe enclosure, are very similar in terms of process modes, technologies for the implementation of different operations, measures and actions that are related to the safety of the nuclear installation, up to the ones used during normal mode of operation. During this period, in parallel with the activities to maintain the installation in safe status, other activities are performed that are directly related to ensuring the normal and efficient implementation of the next phase of decommissioning.
The organization has well-qualified specialists to implement the activities under the first phase. The activities on that phase that are related to training pertain predominantly to conduct of continuing training and preparation and conduct of training courses related to decommissioning activities under the next phases.
The phase of safe enclosure is characterized with relatively long duration (20 to 50 years). During this phase the following is carried out - engineering maintenance for facilities and buildings, functional capability of safety related systems, the normal functioning of equipment is controlled, the engineering barriers, ventilation, drainage, fire protection system and monitoring of controlled areas, replacement of physically and morally worn equipment of systems that remain in operation during this period, etc.
The number of highly qualified specialists that are experienced in operation and are familiar with the events that have occurred on the site will decrease during that phase. One of the reasons is the natural change of generations. It is possible that the development of migration processes in the country could affect this process and increase emigration of specialists. This poses the need of organizing training of personnel to perform these activities; personnel that have the necessary qualification in compliance with the requirements of the national regulatory body.
During the third phase of nuclear facility decommissioning, personnel is trained to perform the activities associated with activity licensing, dismantling and decontamination of the nuclear facility, classification of dismantled equipment and waste, processing, conditioning and storage of RAW, monitoring of site and environment, transport of RAW, final release of site for restricted or non-restricted usage.
This phase is characterized by the fact that a considerable part of personnel that is to perform the main activities, does not have experience in nuclear facility operation. Part of the third phase activities are to be performed by specialized external organizations. The activity associated with RAW transport shall be performed outside the site. This will impose the need of initial and continuing training of all personnel, including the one of the external organizations involved in the implementation of decommissioning activities.
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

10. Project BG/04/B/F/PP-166005, Programme “Leonardo da Vinci”
MOTIVATION
Definition of motivation
Personnel motivation methods during normal operation:
payment;
punishment;
recognition;
self-assertion.
Motivation is an internal drive towards definite objectives that defines the corresponding human behaviour. It is borne by the desire of the individual to satisfy arising needs. A worker is motivated to perform his or her obligations of a given organization when his or her work is in compliance with his or her needs.
Influence of decommissioning on personnel motivation
During the normal operation of a nuclear facility, the traditional methods for personnel motivation are in force:
payment;
punishment;
recognition;
self-assertion.
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

11. CHANGE SPECIFIC FEATURES DURING DECOMMISSIONING
Imminent personnel reduction
Social and economic impact of decommissioning in the region is not easy to predict
Activities will be performed for which there is no sufficient experience
Dismantling of facilities is imminent – unusual activity for personnel
Old working teams are to collapse and new ones are to be formed
New possibilities to work with international teams will appear
When the nuclear facility is in the phase of decommissioning planning and particularly after the final completion of operational activities of the facility, the conditions that define personnel motivation, abruptly change. The new conditions the workers face are mainly precluded to rising feeling of anxiety and uncertainty. The reason lies in the particularities of the change. The specific characteristics of change during decommissioning are given in the slide.
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

12. INFLUENCE OF DECOMMISSIONING ON PERSONNEL MOTIVATION
Increases workers’ anxiety because of:
possibility for losing their jobs;
uncertain future of settlements within plant influence;
lack of experience in nuclear facility decommissioning;
imminent dismantling work is in conflict with human drive to create.
An element of competition is observed among the workers;
Motivation is positively influenced by:
participation in building new working teams;
possibility to work together with international teams.
The imminent dismissal of personnel has influence in two directions – on one side it increases the feeling of anxiety in the worker that he may lose his job, while on the other hand an element of competition is observed among the workers. As a rule, such competition is not efficient because team work is seriously impaired, workers feel uncertain which may result in worse quality of work as well as decreasing level of safety.
The workers’ anxiety conceives the uncertainty about the future of the settlements where they live and which are within the sphere of influence of the plant. Usually a strongly negative influence on the region economy is expected and demographic fall as well.
The lack of experience in the field of nuclear facilities decommissioning and in resolving the issues associated with it additionally increase the uncertainty of the workers.
The imminent work associated with dismantling of a nuclear facility as a principle is in conflict with human drive to create and feel satisfied with his produce (the product from decommissioning is obscure and will be possibly implemented by the next generation).
Some of decommissioning factors may positively influence personnel’s motivation. Participation in the formation of new working teams to perform the activities under decommissioning, as well as the possibility to work in international teams may be well used by the managers to raise workers’ morale and increase their strive to perform their obligations in good quality.
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

13. Project BG/04/B/F/PP-166005, Programme “Leonardo da Vinci”
STAFF EVOLUTION 20 40 60 80
100
120
140
160
2001
2002
2003
2004
2008
2009
2010
2011
2012
2013
2014
2015
2005
2006
2007
Passage
CEA staff evolution:
Preserve the necessary skills among the staff
Help the transfer of know how to other CEA nuclear Centers
Manage the staff reconversion to other jobs in CEA/Grenoble
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

14. MOTIVATION ENHANCEMENT
Establish and maintain high level of trust of personnel in management through:
maximum transparency of actions and submittal of information on issues directly or indirectly concerning
the personnel;
discussions of the work and search of
better solutions together with the
personnel;
informal communication with personnel.
When entering the decommissioning phase, the efforts to enhance personnel motivation need to be focused on neutralization of demoralizing factors associated with decommissioning by identification and appropriate utilization of the new opportunities given by he changed working conditions.
When a feeling of uncertainty appears, a significantly important condition for enhancement of workers’ motivation is to establish and maintain in personnel the highest level of trust in management actions and decisions.
For this purpose, management needs to stick to the principles given on the slide.
By giving information about the changed working conditions associated with decommissioning, the occurrence of unwanted rumors is limited, otherwise arising from receiving partial or unfaithful information from external sources. Thus confidence in management is increased.
Informal communications are also a good method for enhancing the level of trust in management.
The implementation of decommissioning activities will require the formation of new working groups. The important thing for the manager is to succeed in establishing team relationship and positive microclimate in these groups.
The high level of confidence in management allows for satisfying workers’ social needs, which may for a given period of time replace to certain extent the negative impact of the changed working conditions.
The appropriate personnel motivation is of great importance for efficient implementation of decommissioning program in accordance with requirements for safety, financing and time schedule adherence. Stimuli may differ depending on the specific situation. One of the most important tasks for management, associated with workers motivation, is to clearly state the working perspectives before the remaining personnel. It is the only way to implement the decommissioning project in terms of safety and efficiency.
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”

15. Project BG/04/B/F/PP-166005, Programme “Leonardo da Vinci”
REFERENCES
Decommissioning of Nuclear Power Plants and Research Reactors, Safety Guide, SS № WS-G-2.1 (1999)
Recruitment, Qualification and Training of Personnel for NPP’s, NS-G-2.8 (2002)
Key Practical Issues in Strengthening Safety Culture, INSAG Series № 15 (2002)
Means of Evaluating and Improving the Effectiveness of Training of Nuclear Power Plant Personnel, IAEA-TECDOC-1358 (2003)
Regulation of the Conditions and Procedure for Acquiring Professional Qualification and for the Procedure for Issuing Licenses for Specialized Training and Certificates for Qualification for Use of Nuclear Energy, 2004
Abraham H. Maslow, ”Motivation and Personality”, Published by Addison Wesley Longman, Inc., USA
Project BG/04/B/F/PP , Programme “Leonardo da Vinci”