Capacity Building and Infrastructure Development for NP Programs focusing on HRD · PDF...

Capacity Building and Infrastructure Development

for NP Programs focusing on HRD

March 19, 2014

Ki In Han

KEPCO International Nuclear Graduate School

Contents

1

3

4

Infrastructure Capacity Building for NP Program

Human Resources Demand and Development in Korea

5

2 Human Resources Development

National Programs to Nurture High-Level Nuclear HRs

KINGS ; An Innovative Model for HRD

3

Infrastructure Capacity Building for

NP(Nuclear Power) Program

4


A nuclear power program is a major undertaking

requiring careful planning, preparation and investment

in money, time and human resources.

Even with the approach of importing the first Nuclear

Power Plant(NPP) on a Turnkey Basis, there are certain

basic national infrastructure requirements to be fulfilled.

Such infrastructure will have to be gradually built up as

the NPP project evolves, but at the start of the program

some basic infrastructure is already required so that the

studies of the first project can proceed smoothly.

5


A survey of the national capabilities for implementing a

nuclear power program should be performed to establish

a clear understanding of the scope, schedule and cost

involved in the development efforts.

The lack of adequate national infrastructure and the

effort and time required for its development may

constitute the principal constraints to the implementation

of a NPP project and could effectively determine the

schedule for the introduction of the first NPP. IAEA has identified 19 national nuclear infrastructures.

6

IAEA Infrastructure Issues (19) • National position

• Nuclear safety

• Management

• Funding and financing

• Legislative framework

• Safeguards

• Regulatory framework

• Radiation protection

• Electrical grid

• Human resources development

• Stakeholder involvement

• Site and supporting facilities

• Environmental protection

• Emergency planning

• Security and physical protection

• Nuclear fuel cycle

• Radioactive waste

• Industrial involvement

• Procurement


7

Definition of Infrastructure • All features that are necessary in a given country for the successful

deployment and operation of its nuclear power plant ; that include

legal, regulatory, institutional, manpower, training, resources,

physical equipment and manufacturing facilities, economic and

socio-political features

• Infrastructure Hard infrastructures : grids, facilities, manufacturing facilities, etc.

Soft infrastructure : legal, regulatory, institutional, training, etc.

Purpose of Infrastructure Development • To support the successful introduction of nuclear power

• To support safe, secure, peaceful and efficient application of its

implementation ; especially for the countries that are considering

deployment of the first nuclear power plant


Source : IAEA

8

Pre-bidding Bidding and evaluation

Negotiations

Financial infr.

Promotion of industrial participation

Educational infrastructure

Insurance infr.

Legal infr.

Owner established

Regulatory body

COD

Site develop-ment

Construction

Erection

Commissioning

Start of construction

First reinforced concrete

Start of construction of reactor building

End of containment pressure test

End of primary loop pressure test

Start of first hot trial run

First criticality

Start of trial operation

Handover

Year -1 -3 -4 -5 -6 -2 1 3 4 5 6 2 0

Planning Pre-project and Project Decision Making NPP Construction

8

Nuclear Power Project Key Milestones


9

Pre-bidding Bidding and evaluation

Negotiations

Financial infr.

Promotion of industrial participation

Educational infrastructure

Insurance infr.

Legal infr.

Owner established

Regulatory body

COD

Site develop-ment

Construction

Erection

Commissioning

Start of construction

Start of construction of reactor building

End of containment pressure test

End of primary loop pressure test

First criticality

Handover

Year -1 -3 -4 -5 -6 -2 1 3 4 5 6 2 0

Planning Project Implementation (Pre-project) Project Implementation (Execution)

9

Infr

as

tru

ctu

re D

eve

lop

me

nt

Nuclear Infrastructure Development Program


Source : IAEA

10

Infrastructure Phases

Phase 1: Pre-program activities - Considerations before a decision to launch a nuclear power program is taken

Phase 2: Pre-project activities – Preparatory work for the construction of an NPP after a policy decision has been taken

Phase 3: Project Implementation Activities – Activities to implement a first Nuclear Power Plant (NPP)

Key players:

• Government

• NEPIO

• Regulatory Body

• Owner/Operator

• Consultants

Key players:

• Regulatory Body

• Owner/Operator

• Prime Contractor

Key players:

• Government

• Nuclear Energy Program Implementation Organization (NEPIO)

• Consultants

Source : IAEA


Countries need an increasing number of qualified staff

with both technical and managerial skills to successfully

establish a new program or to expand an existing one.

A competent and skilled workforce is a critical element in

building the infrastructure for a new nuclear power

program.

• Human resources development is a cross-cutting

activity involving several national institutions,

especially the government, regulatory bodies and

future owner/operator

12

Human Resources Development

13

Focus of Human Resources Development

• Generic capacity building at the national level in nuclear sciences and

technology to support the government and other stakeholders in

preparing for a knowledgeable decision on nuclear power: Government

NEPIO

Regulatory Body

Owner

Research Institutes

Universities

• Developing personnel to perform functions in stakeholder organizations

to implement the nuclear power program:

Government

Regulatory Body

Operator

Constructor

Manufacturer

Engineering companies


14


Essential Conditions for Qualified Human Resources

Development

• Early and full awareness of the need for HRs

• Careful and detailed planning of a HR development

program

• Effective implementation of the program

• Application of an appropriate personnel management

policy

* Comprehensive HR development program to be an

integral part of the nuclear power program in

consistence with national participation policies.

15


Tips for Nuclear HR Development

• A successful implementation of a nuclear power program

not feasible without sufficient national manpower

• HR development to be a long-time activity that is

program oriented rather than project oriented

• A reasonable degree of over-staffing advisable in critical

areas

• Measures to be taken to ensure the availability of

sufficient numbers of the qualified technicians

• National unique characteristics to be taken into account

16


Guidelines for National HR Development

• Take into account the necessity for local participation in

implementing the nuclear program including procurement,

construction and commissioning of NPPs

• Maximize the role of national manpower

• Implement long-term partnership with the vendors for HR

development after commissioning to ensure a qualified

and experienced staff

• Make the training program for the managerial level be a

part of the overall training program

17


• Include vendor assistance into Bid Invitation Specifications

to establish a training program for operation and

maintenance that includes the following :

Training facilities and materials

Training courses, instruction manuals and procedures

On-the-job training and full-scope simulator training

Selection of the right personnel

18


Education and Training

• Pre-project phase Self-study

Participation in IAEA training courses

Learning from consultants

International cooperation

• Project execution phase Self-study

Classroom training from contractors

On-the-job training (OJT) from contractors

On-the-job participation (OJP) in contractor’s scope of work

Joint work with contractors

Learning through contractor monitoring and control

Systematical learning through technology transfer agreement

19

Human Resources Development for Utility

Utility Manpower Requirement for Pre-project and Early

Implementation Phase

• Utility to establish relatively a small project team which will be

responsible for various studies carried out in the pre-project activities

The team of senior and experienced planners and engineers who have been engaged in large projects like conventional power plant project

The team to be supplemented by a few nuclear experts who are familiar with nuclear reactor engineering and nuclear power systems

• The size of this team not to be very large (25 to 40 professionals),

but to be carefully selected and be of the highest available quality,

competence and experience

• The team to represent the main core of the organization of the whole

nuclear power program

Source : IAEA

20


Utility Manpower Requirement for Execution Phase

• Utility to delegate most of the work during construction

and erection period to main contractor

• Utility to concentrate primarily on project management

and engineering, QA/QC and procurement that requires

around 80 to 100 professionals

Project management : 15 - 20

Project engineering : 50 - 60

QA/QC : 10 - 20

Procurement : 5

Source : IAEA

21

Manpower for APR1400 Project (2 Units)

Source : KHNP

22


Utility Manpower Requirement for Commissioning

• The commissioning organization to have enough

qualified staff with nuclear power plant design features

and operational experience to conduct all commissioning

after system turnover from construction group

• The organization to have 150 to 200 professionals

Source : IAEA

23


Utility Manpower Requirement for Plant Operation

• Utility to require qualified manpower mainly for operation

and maintenance of the nuclear power plant, that is 170

to 270 professionals

Operation Management : 20 - 30

Operators : 60 - 80

Engineering and maintenance : 70 - 120

Administration : 20 - 40

• Utility to subcontract much of maintenance work to

outside expert organizations

• Average staffing US plant : 0.7/MW

Source : IAEA

24

Human Resources Demand and

Development in Korea

25

World Nuclear Manpower Forecast

24,500 (persons)

245,000 (persons)

100,000 Professionals Needed

14,500

10,000 Leaders Needed

300 units Increase

145,000 439 units

2008 2030

739 units (746GWe)

2008 2030 2008 2030

Before Fukushima

Source : IAEA

26

World Nuclear Manpower Forecast

Source : ’12 WNA

After Fukushima

“Fukushima accident did

not meaningfully affect

policies of all countries

except Germany,

Switzerland, Italy and

Japan”

“No significant

change for nuclear power use

in the future”

27

Human Resources in Korean Nuclear Power Industry

Source : KHNP

28

Domestic Nuclear Power HR Demand

Source : ‘09 Nuclear Energy Yearbook

0

20,000

40,000

60,000

80,000

100,000

2010 2020 2030

Nuclear Power HR Demand Forecast By Field

Reflected to the 1st National Energy Master Plan & the 5th Basic Plan on Electricity Demand and Supply

Nuclear Power Radioisotope Application School

29

Enhance NPP safety

Enter new NPP market

Professionals

Needed

Growing

world nuclear market

Emerging demand for

small and medium Reactors

Minimizing human errors

during NPP operation

More stringent

NPP regulations

Current HRs Adequate to maintain existing facilities

Nuclear Environment Change in Korea

30

20 countries out of 54 potential

importers can accommodate only

under 300MWe plants (2008, IAEA)

SMR Market Forecast

400–850 units (CRIEPI, Japan)

500-1,000 units by 2050 (US DOE/GNEP)

$350 Billion of global market (STEPI/IAEA)

Demand Outlook for Small & Medium Sized Reactors

31

More Stringent NPP Regulations

Change in Regulatory Environment

More Stringent Regulations on Severe Accidents after Fukushima

• Increased demand for domestic NPP regulations

• Increased workload due to full-fledged NPP exports

• Need to develop regulatory technology for Small & Medium Size Reactor

• Sharp increase in interests and concerns on severe accidents

• Enhanced independence and diversity of safety regulations

32

HR Outlook under More Stringent NPP Regulations

Source: KINS (Apr. ‘10)

Over 150 Persons/Unit of Demand Increase Expected

33

National Programs

to Nurture High-Level Nuclear HRs

Demand

• “Low CO2 and Green Growth” Policy (2008.8.28)

Energy efficiency increase ; 46%

Curtailment of energy consumption ; 42M TOE

Fossil energy ; 83% ⇒ 61%

Renewable energy ; 2.4% ⇒ 11%

Nuclear Energy ; 14.9% ⇒ 27.8% (36% ⇒ 59%)

• Development of advanced reactor design

SMART

GEN-IV reactors (VHTR, SFR)

Fusion reactor (KSTAR, ITER)

• Increase of demand in RT industries

2.9 % increase during last 5 years

Employees ; 24,000

National Programs to build High-Level Nuclear HRs

35

Issues in Nurturing Nuclear HRs in Korea

Needs for

higher quality

NPP

technology

◀Secure global

competitiveness

Shortage

of HRs

Aging

experts

Field needs- R&D

disparity Nuclear

education

taking

long time

Brain

drain

NPP

regulations

getting

more

stringent

Department store-style

enumerative education

Insufficient educational

synergy

Adaptation period needed

Low preference of nuclear department in universities

36

General Direction

Timely supply of HRs to meet increasing demand from

institutes and industries

Support to nurture technical engineers reflecting

the needs of industry

Various research support programs to nurture

high quality researchers for long time

Governmental Policy to Nurture Nuclear HRs

37

Establish and promote active and systematic strategy to

nurture NPP professionals

Promote international cooperation

Industry

Government

Academy

Periodic estimation of industry HR need

Establish customized education nurture

professional engineers

Seek various measures to make excellent students

enroll and secure required funds

Establish “Nuclear HR

development Consortium”

Implement nuclear HR

supply master plan

Lead development of

comprehensive education

package for NPP exports

Promote a synergy with

link of the industry and

government, and internation

cooperation

Enforce employee re-education

Strengthen employees' expertise

Securing special professionals for overseas project

Strategy to Enhance Capabilities of Nuclear HRs

2925

1816

2742

4946354654

53134

149147147

216

178

212

220242

209

278

250

0

50

100

150

200

250

300

2001 2002 2003 2004 2005 2006

(year)

(per

sons

)

Ph. D Master Undergraduate Total

Nuclear Education in Korean Universities

Universities • Seoul National University

• Hanyang University

• Kyunghee University

• Chosun University

• Cheju University

• Ulsan UNIST

• Dongguk University

KAIST

209

242

220

108112 108 118

91118

80711

0

56

5238

5984

72

44

7174

27

102

60

250278

212

0

50

100

150

200

250

300

2001 2002 2003 2004 2005 2006

(year)

(pers

ons)

Domestic Abroad Graduate Others Total

Special Education Programs by Universities

International Education Programs Send (Educated) ⇒ Take (Educating)

Summer Programs for Engineers and

Managers in Industries and Research

Institutes • Current Issues

• Practical re-education

• Management education

40

KHNP KEPCO-ENC Doosan Heavy

Industries

Minimize HR demands through self-help efforts Timely recruit new HR Secure potential HRs (intern, etc.) Operate HR pool to promptly secure professionals Manage retiree’s HR pool Nurture overseas project specific HRs Improve in-house education

☞ Intensive new employee training ☞ Specialization of the existing employees

Organization

restructuring

Establish and operate

HR security plan

Establish and operate

the in-house HR

development plan

Foster partners

Expand outsourcing

2G (Growth of People,

Growth of Business)

strategy

Recruitment direction

- Target recruiting

- Secure global HRs

HR development and

fostering direction

- Nurture Engineering

Master

Korean Nuclear Industry Efforts to Secure HRs

KINGS was founded to nurture leadership-level professionals and establish

a foundation for NPP exports

41

HRD Infrastructure in Korea

Source : KHNP

42

KINGS

An Innovative Model for HRD

43

Leading global education hub

nuclear power plant engineering

Leader of the world’s nuclear power technology & education

To educate Leadership Level practical nuclear power professionals

Vision

• Cultivate global nuclear

leadership

• Develop & lead nuclear

power technology &

export strategies

Creative

Creative curriculum &

education system

• Reflect practical

demands of the industry

• Share comprehensive

information & knowledge

Interdisciplinary

Close international cooperation

& industry-KINGS cooperation

• Combine practical &

theoretical capabilities

• Effectively harmonize

competition with teamwork

Specialist

World-class faculty &

educational environment

Needs of the era, industry and education

Goal

Strategy

Background

KINGS ; An Innovative Model for HRD

44

Collaboration with Domestic & International Organizations

Sole Utility Company in Korea

Design, Engineering & Construction

Maintenance and Services Design & Fabrication of Nuclear Fuel

Operation & Management of NPP

• Financial support

• Knowledge & experience from

operating 23 units of NPP

• Access to NPP Facilities

• Participation as adjunct

professors and instructors

45

KINGS Curriculum : Course Offerings Examples

NPP Engineering Track

Policy-Project

Management Track

Basic

Common Compulsories

/ Detail Major

Electives


1st Year

- Safety Analysis-I, II, III - Fuel Design & Core

Management - NSSS Component Design - Seismic Analysis &

Qualification - Radiation Protection & Dose

Assessment

2nd Year

- NSSS Design & Optimization

- Fuel Design & Analysis - CVAP, etc.

Common Compulsories

1st Year

- Mathematics - Nuclear Eng’g

Fundamentals - NPP Systems & Safety - Systems Engineering - National Energy Policies &

1st NPP Deployment - NPP Eng’g & Mgmt

Policy-PM Track

1st Year

- Nuclear Laws & Regulations

- PM Fundamentals - Public

Communication & Acceptance

- NPP Economy & Financing - Bid Evaluation &

Contract Management

2nd Year

- International NPP Acquisition

- Preparation of ITB - NPP Construction,

O&M and Project Management

NPP Engineering/Policy-PM Common Courses

1st Year

- Site Characteristics & Selection

- PM Fundamentals - Radwaste Management - Risk & Reliability

Assessment

2nd Year

- NPP Operation & Loss Management

- NPP Lifetime Management

46


NPP Management Track NATIONAL ENERGY POLICIES

& 1st NPP DEPLOYMENT

SYSTEMS ENGINEERING

NPP ENGINEERING

FUNDAMENTALS

NPP ENGINEERING

& MANAGEMENT

NPP SYSTEMS

& SAFETY

1st Year 2nd Year

1st trimester 2nd trimester 3rd trimester 4th-6th trimester

PR

OG

RA

MS

OF

FE

RE

D

PE

RIO

D

MASTER OF

ENGINEERING

Wit

h f

urt

her

co

urs

e w

ork

an

d a

dd

itio

nal

fie

ld R

&D

wo

rk

of

1-3

year

s, D

oct

or

of

Tech

no

log

y d

egre

e m

ay b

e co

nfe

rred

Technology Engineering Program

Systems Engineering Program

Project Engineering Program

Project Execution

Thesis Writing

KINGS Program Overview

47

KINGS Curriculum

KINGS Other Graduate Schools

Teaching Material Multidisciplinary Text Materials Disciplinary Textbooks

Professor’s Role Project Team Leader Instructor

Teaching Method Team-Based Learning Instructive

Class Operation Project execution, Discussion Lecture, Q&A, Demo

KINGS Curriculum: The Difference

48

School Entrance Year Korean International TOTAL

2012 32 22 (7 countries) 54

2013 31 24 (14 countries) 55

2014 26 31(15 countries) 57

Status of Students

49

KINGS Operational Principles

Hands-on

experience

A team of 5~7 students with 2

professors,

Blend Theory & Field

Experience

Customized projects Defined roles of team members

Professors act as facilitators

50

To Strengthen the Global Ties of KINGS Students

Cross-Cultural Program

51

Location of KINGS

Campus Buildings

Main Building

7,500㎡

Dormitory

9,100㎡

Design

(Apr.2010) ▶

Building Contract

(May.2010) ▶

Ground Breaking

(Jul.2010) ▶

Completion

(Dec.2011)

• Campus Construction Schedule

Thank You !

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