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[en] ROSATOM's strategic goals: • An increase of our share on international markets; • Development of new products for the domestic and international markets; • Reduction of the cost of our products and the lead time
[en] The present paper describes the experience of teaching «Nuclear Knowledge Management» course at National Research Nuclear University MEPhI (NRNU MEPhI). Currently, the course is implemented both in engineer’s and master’s of science degree programmes and is attended by over 50 students. Goal, objectives and syllabus of the course are discussed in detail. A special attention is paid to practical exercises and final examination options in the case of small and large student groups. The course is supported by the Cyber Learning Platform for Nuclear Education and Training (CLP4NET), developed by the IAEA. The experience of NRNU MEPhI lecturers assisting in conducting the International School of Nuclear Knowledge Management, held annually in Trieste (Italy), is described with a special attention to the fact, that the course has passed the certification process at Academical Council of NRNU MEPhI. In 2014 and 2015 the course has been recognized as one of the best ones in NRNU MEPhI. Finally, perspectives of «Nuclear Knowledge Management» course are considered. They include increase of the course duration, introduction of the course into the learning process of other departments and institutions of the university, and transferring the course to other members of the Association «Consortium of ROSATOM supporting universities». (author)
[en] ROSATOM Academy is a center of a cutting edge expertise and knowledge. ROSATOM HR Priorities: • To develop core competences at a fast pace by building a self learning organization; • To adapt talent management strategy and processes to changing business needs; • To build digital corporate culture focused on safety.
[en] The paper shows ROSATOM Central Institute for Continuing Education and Training experience in HTO approach application in in safety culture issues and the institute activity starting from methodological aspect of safety culture concept to special training course development and application. (author)
[en] The FNO FSUE ―MCC‖ is a dynamically developing high-tech enterprise of the nuclear fuel cycle, which was identified in the State Corporation ―Rosatom‖ development strategy as the key enterprise responsible for closing the nuclear fuel cycle (NFC). (author)
[en] Concluding remarks of the presentation: • Several reactor concepts under study with common R&D topics but few MOU signatories; • New H2020 proposal with a leading and coordinating role for Europe in the field of MSR, with complementary projects in Russia and US; • A safety white paper will written in 2015 on the basis of what has been started for MSFR (ISAM and IRSN report).
[en] The work with the next generation as a tool for the company’s competitiveness 1. What we do to understand how many young professionals we will need in 1,2 and 10 years’ time? 2. What are the components of the system of work with the next generation to meet our company’s needs for highly qualified young professional? 3. Development of the expertise of HR managers, line managers and mentors in their work with the next generation 1. Planning. Rosatom consists of different companies which need highly qualified employees in different areas. In order to support continuous employees pipeline Rosatom has developed a special online platform which collects and analysis data and foresees the demand for graduates in the industry. As result Rosatom can inform the Ministry of Education about the quantity of professionals the industry will need in 5 or 10 year’s time. 2. Attraction, selection and development. The components of the system of work with the next generation to meet our company’s needs for highly qualified young professionals. Work with schoolchildren, students and young specialists. 3. Generational bridge. (author)
[en] ROSATOM HR Priorities: 1. Develop core competences at a fast pace by building a self learning organization; 2. Adapt talent management strategy and processes to changing business needs; 3. Support corporate culture focused on safety, leveraging the benefits of digital environment
[en] We are in the era of digitalization, where Rosatom aiming at keeping its leading position, preserving high standard of operational safety, production and services. The key issues are to seek for talented engineers and to develop the leaders of the future, capable to bring Rosatom in the world leaders among high technology companies. Successful team is the key element in the competition, and the key success factor in the innovation. That means that Rosatom has to have incorporated system of attraction and support of talents starting from till kindergarten till his/her recruitment in the company and further development of his/her potential. (author)