Case study: Implementation of nuclear knowledge management in BATAN

Nuclear knowledge is an important asset for BATAN and the existence of BATAN depends on its ability in implementing Nuclear Knowledge Management (NKM). Effective implementation of NKM will enable the use of nuclear technology safety and safely. To find out the current condition of the implementation of NKM at BATAN, an analysis of the human resource conditions and the implementation of NKM activities in 18 technical work units at BATAN was carried out. The data used to analyze the human resource condition was taken from the Human Resource database. These data were analyzed by quantitative analysis methods and simple descriptive qualitative approaches to obtain an overview of human resource conditions related to the number of human resources and the distribution of human resources based on age. Analysis of NKM activities was carried out based on data presented by the Heads of respective Work Units at the NKM workshop. The results showed that year to year BATAN HR had decreased in number with a decrease of around 150 people per year due to attrition (retirement, death, or resign). Based on the identification of critical units based on age, employees who will enter retirement age in the next 10 years, from 18 technical work units analyzed, there are 3 works unit are categorized as supercritical, 14 works unit are critical, and 1 work unit is moderate. From the results of the NKM program analysis, it was observed that all work units have conducted competency mapping and identification of critical knowledge. From the critical knowledge identified, there are 132 potentially loss critical knowledge. To maintain the critical knowledge, various efforts have been carried out, including: competency-based training, knowledge sharing, development of the NKM portal and growing the culture of NKM. From the results of the analysis it can be concluded that the all technical work units at BATAN have implemented NKM in its efforts to maintain critical knowledge, but the activities have not been structured and have not been coordinated. To improve the effectiveness of the implementation of NKM, coordination by the unit in charge of the NKM program (BSDMO) should be done as soon as possible. (author)