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[en] Conclusions: • IAEA has mandate to establish nuclear security guidance and to support States, on request, in its application; • Framework is in place: → High level guidance published; → Structures and processes established. • Priority is to complete comprehensive suite of guidance: → For use by States; • As basis for Agency’s other activities.
[en] Workshop Outcomes: • Representatives of all six SSCs gained a much fuller understanding of the ISAM, its purposes, and its application. • Overall, all six SSC representatives expressed strong support for ISAM and endorsed its value and practicality: – Clear consensus to begin using it on a trial basis; – At least two development teams are already doing so. • The only significant concern expressed by the SSCs related to resource requirements and expertise needed to apply the ISAM. • Draft ISAM document includes comments and perspectives discussed at the workshop.
[en] A significant number of nuclear power plants will have to be decommissioned over the next few years as a result of earlier and planned shut downs initiated by plant aging, political decisions and unfortunate events. The decommissioning process is challenging for all stakeholders due to uncertainties and risk associated with decisions on applied technologies, organisational changes, and management of human factors. In this study we investigated how concepts, enabled by advanced information technologies, can be applied for providing continuity between different phases of the decommissioning work process and life cycle of the installation, as well as stakeholders involved in on-going and future decommissioning projects.
[en] RSWG - Purpose: • Primary objective – promote consistent approach on risk, safety, and regulatory issues between Generation IV systems. • Elements of Work Scope: – Propose safety principles, objectives, and attributes based on Gen IV safety goals to guide R&D plans – Propose a technology-neutral framework of safety criteria and assessment methodologies; – Test and demonstrate the applicability of the framework and assessment methodologies; – Provide consultative support to System Steering Committees and other Gen IV entities; – Undertake appropriate interactions with regulators, IAEA, and other stakeholders.
[en] This paper sets out the findings of a two-year research project to explore the impact of nuclear security ‘train the- trainer’ professional development courses (PDCs). Drawing on extensive empirical fieldwork, the research identifies a number of lessons learned from the experience. These range from the challenges associated with integrating nuclear security into academic courses and training programmes, to the significance of the interactive elements forming part of the PDC process. On a larger scale, the research finds that the PDC process has served as a force multiplier for an emerging community of practice in nuclear security education. (author)
[en] Managing essential knowledge as a strategic organizational asset is a factor of upmost relevance in today’s Nuclear Organizations. The author considers evident that competencies are critical carriers of Knowledge. As such the use of an appropriate competency model could be the most effective way to capture the present reservoir of explicit and tacit Knowledge of specific functions or organizational areas. Besides we could use them into new or other redesigned functions or determine the needs of specific competencies for future positions. Therefore, appropriate competency models or systems have to be developed or updated in each Nuclear Organization since it is a fundamental system for managing more effectively and efficiently the present nuclear human capital and a very significant system to forecast the evolving competence required in management, technical, scientific and safety areas to keep a continuous and highly competent nuclear workforce. On the other hand, competency based management models or systems would not achieve the expected results if they are not fully designed and integrated within the strategic organizational infrastructure of the related nuclear organization. This paper is expected to provide a wider view and practical reflexions on organizational transformation issues and the benefits of using an integrative competency model in the nuclear industry. Particularly, a clear insight of an empiric model Strategic Organizational Transformation process © and Integrative Management practices on how to re-align strategic issues with top management processes and building organizational capacity through effective competency based management for the sustainable transformation of Nuclear Organizations. (author)
[en] Overview in INPRO draft manual on nuclear reactor safety: • Proposed simplification of structure of methodology: – Reduction of number of basic principles from four to one; – Reduction of number of user requirements from 14 to 10 (by combining); – Elimination of overlapping criteria in different user requirements; and – Elimination of overlap with area of environmental impact of stressors (assessment of public exposure at normal operation conditions and AOO). • By request, inclusion of safety culture into the safety manual (removed from the manual on infrastructure).
[en] Conclusion: • Vendors provided a valuable demonstration of application of INPRO Methodology. • Vendors have important roles to (i) validate INPRO methodology, (ii) provide design information, (iii) help reduce assessor’s efforts in INPRO assessment of design specific areas. • For full scope NESA, assessors should work in close cooperation with vendors or with consultants with detailed design knowledge.
[en] Update of Gen IV Technology Roadmap: • What remains unchanged: – GIF goals: Sustainability, Safety & Reliability, Economics, and Proliferation resistance & Physical protection; – Six Reactor Systems; – Phase definitions: Viability – Performance – Demonstration – Industrialization.