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[en] ASE objectives: • Digital Company through digitizing all company's processes; • Digital Product through digitizing the NPP as the primary object: creating digital twin of the whole NPP and its equipment, digitizing the engineering, construction and maintenance processes; • Digital Tools - through Creation of Multi-D industrial digital platform for complex technological objects management and control. Commercialization of the Services and the Products of the company with the help of the Platform; • Digital (Cyber) Security; • Digital Business - Reconsideration of the principles of communication with clients, suppliers and partners. Establishment of partnerships, creation of the new business models.
[en] Summary: • Overview of HRDC and IRRS was introduced. • The new qualification and training system was explained focusing on Basic level. • NRA has been developing the system and will continue to make efforts for its further improvement.
[en] The set of actions related to the objectives foreseen for the nuclear sector requires the strengthening of the national technological capacity in the various areas contemplated in the Brazilian Nuclear Program. In this context, the CNEN's Specialized Training Program, over the last years, has played a role of great importance and relevance for the National Commission of Nuclear Energy. The Specialized Training Program has become a fundamental tool for all nuclear institutions in Brazil, enabling projects of socio economic relevance, expanding and improving the technical scientific services offered by it and allowing to increase the potential of scientific and technological research execution. It is important that the amount of resources allocated to the Specialized Training Program, implemented by CNEN, be reviewed and expanded in the next five years (2018-2022), thus allowing that the objectives proposed for the Program in this new period can be fulfilled with efficiency and effectiveness, contemplating the demands of the Brazilian Nuclear Program.
[en] With its electricity consumption expected to increase considerably in the coming years and with a high dependence on imported energy sources, Morocco is evaluating whether nuclear power could be an option for its 2030 energy mix. Affordable and clean energy is vital to meeting Morocco’s growing electricity demand to sustain its socioeconomic development.
[en] An important element of the milestones approach to introducing nuclear power is a mechanism to coordinate efforts among the many organizations and individuals who have roles to play in the process. This mechanism is referred to as a nuclear energy programme implementing organization (NEPIO). This publication describes a set of responsibilities, functions and activities that States can use as guidance for establishing a NEPIO and ensuring its effectiveness. This revision incorporates lessons learned from integrated nuclear infrastructure review missions and IAEA technical assistance activities. It attempts to clarify that there are many ways to structure a NEPIO and that each could result in the successful execution of all functions and activities. Several case studies are included. Consistent with the revision of IAEA Nuclear Energy Series No. NG-G-3.1 (Rev. 1) Milestones in the Development of a National Infrastructure for Nuclear Power published in 2015, this publication recognizes that the NEPIO plays an important and evolving role in each of the three phases of nuclear power infrastructure development.
[en] Turkey is progressing in the development of its national infrastructure to support its nuclear power programme. Turkey is the first country to use a BOO approach for a nuclear power project. Turkey found advantages in conducting direct negotiations for the IGA and the BOO approach, to both initiate a project without having to go through a bidding process and to secure financing. The strong support from the Government of Turkey is evident. It established NEPID within MENR to coordinate the Government’s role in the nuclear infrastructure over the past three years. NEPID rapidly established effective mechanisms for this purpose. The IAEA’s Nuclear Power Human Resources model has been used to determine staffing numbers for: — NEPID; — The regulatory authority; — Project companies; — NPPs; — Academia. Due to bidding process failures that led to the country having a shortage of qualified personnel and time, the country would recommend having a NEPIO in place in Phase 1 so that, among other things, a State that is new to the process could ensure that all necessary legislation is in place.
[en] Methods: BAPETEN s site evaluator human resources in 2010 and challenges to face site license of NPP. KSA (knowledge, skill, and competency) needed to evaluate related documents regarding site evaluation approval and site license.
[en] Millennial Nuclear Caucus: • Series of discussions on path forward for nuclear industry, innovative technologies; • Represents full spectrum of industry: • Young leaders that support existing fleet; • Designers of small modular and advanced reactors; • Those advocating for a thriving nuclear future. Benefits of Millennial Nuclear Caucus: • Underscores importance of next generation experts in developing next generation nuclear; • Demonstrates reach of work, to include clean energy, national security; • Straightforward program can be readily adopted by interested countries; • Minimum resources required by leveraging existing events
[en] This Fortum paper will describe how newest digital technologies (virtual reality VR, Augmented Reality AR and interactive 360 video) have been used to improve the efficiency of training at Nuclear Power Plants. It will present practical, easy to implement examples, that can be applied into practice by different Nuclear stakeholders. The systematic development initiated at Loviisa nuclear power plant 2015 has resulted in a rapidly increasing number of different use cases for these new ways of learning. They range from simple contractor training before maintenance tasks into systematic, well in advance planned, virtual reality control room simulator training. As the technologies mature and we get more and more experience on applying them, we learn what works and what not. We learn where are the “low hanging fruit” where organizations can start and what is required to build more extensive training programs. The paper is not a comprehensive description of all possible new technologies for training, instead it will mostly focus on two novel technologies that have proven good results: VR Control Room and field operator simulators: where virtual reality, process simulators like Apros®, 360 degree video captured from the field and some traditional training methods are combined to extend the main control room simulator training to new user groups at the NPP Interactive 360 degree videos: that have been taken widely into use by the operating NPP personnel from different departments to themselves produce training material that allows users to visit and experience the plant virtually and interact with other people there. The paper will present some relevant use cases trough which readers without prior experience on the technologies will get an understanding how they can be used in competence building and training at NPP. The following use cases have been described: Control room simulator training and system validation with immersive Virtual Reality Plant and technology induction and plant process training Radiation protection and ALARA training utilizing interactive 360 degree video Training procedures for field safety walks Work safety training at construction sites. The findings from a follow up study after a thesis conducted in 2017 will be presented. They are based on brainstorming sessions targeted in identifying current and future use cases and value drivers for competence building in different phases of the lifecycle of the NPP: planning, construction, commissioning, transition to operation, operation & maintenance, outages, power upgrades & safety modifications, decommissioning. The identified value drivers and lessons learned described: New value that can be achieved by using existing control room simulators in new ways The value of immersive and experiential training Training that is free from time and location constraints Better learning results from the use of existing mock-ups More effective and site specific radiation protection training Value of collaboration and social interaction with the trainees during training Opportunities around: just in time learning, on the job learning, self-study Strengthening the message of the subject matter specialist with cost efficient, realistic and collaborative virtual visits Cost efficiency through dramatically lower cost of producing training material Collecting of data during training to provide valuable feedback to trainees on their performance Training and motivating the new generation employees To support the presentation and knowledge transfer during the “Human Resource Development for Nuclear Power Programmes” seminar, hands on examples and training tools will be available on request from the presenters throughout the seminar so that participants can themselves test and experience how the technologies work in practice. (author)