[en] Full text: Tianwan Nuclear Power Station (TNPS) will be put into commercial operation in May, 2007. Right-sizing is on the way to adapt the organization to the new stage of TNPS. TNPS is facing challenges of dilution of expertise by the rightsizing. This condition is aggravated by the incipient training system and a very competitive fighting for attracting technical experts in nuclear area, because the very ambitious projects of nuclear plants which are thriving in China. This can lead to the compromise of the capability to safely and economically operate TNPS. Indubitably, a personnel training plays a very crucial role in knowledge management, especially for countries as China which are weak in professional education system. Key knowledge and skills for safely and reliably operating nuclear power plants can be effectively identified by personnel training system developed in a systematic way and properly implemented. And only by sound and sufficient training can adequate number of replacements be produced. Well-developed IT platform can help the information management in such an era of information and internet. Information should be collected in a systematic way instead of stacking information on an ad hoc basis. But the project database must be established in an well-organized way, and the information should be aroused from sleeping, so that usable data will not be lost and are readily accessible on intranet and available to users. Or else the engineers take great pain to search for data like looking for a needle in a haystack, while useful data are gathering dust somewhere deep in the databank something. Compared to the well-developed industrial countries, there is quite a room in fundamental aspects which are cardinal requisites for effective knowledge management. These factors Contributing to Knowledge Management in Near-Term Operating Plants include not simply training and information management but also almost all other technical and management related to the safety and quality of nuclear power plants. For example, documentation/procedure system can have a big effect on the knowledge management. In order to keep complete information of the procedures and their change, not only should the change be documented, but also the cause and effect of the change should be formally documented. Human resource is essential support for successful knowledge management. It is well know in the industry that the implementation of SAT is very resource-consuming labour, especially for human resource. And well-kept information manage system need not just experts in archive and computer technology, but also expertise in operation, maintenance, etc. to fulfill the function in data collecting, analyzing, keeping, organizing, and utilizing. Furthermore, there should be additional personnel deployed in operating, maintenance departments to support the function of knowledge management. And to make the matter worse, strain of human resource on knowledge management is a chick and egg situation. Above all, managers' recognition of the significance and impact of knowledge management is the decisive factor and of paramount importance. Therefore, to spur the successful application of knowledge management, it is not enough to call on the training and information management experts to focus on knowledge management by TECDOC or conference. More intense measure should be taken to attract the attention of higher management, as high as possible, by items in safety standards, performance objectives and criteria, or OSART Guidelines. And the transfer of good-practice and experience should be extensive by many and various ways, e.g. workshop, document and experts exchange, so as to cover all important elements in knowledge management and narrow the gap between newly operating organizations and well-developed organizations. (author)