Upload
phamkhanh
View
221
Download
1
Embed Size (px)
Citation preview
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
4
Infrastructure Capacity Building for NP Program
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
Infrastructure Capacity Building for NP Program
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
Infrastructure Capacity Building for NP Program
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
Infrastructure Capacity Building for NP Program
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
Infrastructure Capacity Building for NP Program
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
Infrastructure Capacity Building for NP 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
Infrastructure Capacity Building for NP Program
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
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
Human Resources Development
14
Human Resources Development
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
Human Resources Development
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
Human Resources Development
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
Human Resources Development
• 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
Human Resources Development
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
Human Resources Development for Utility
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
22
Human Resources Development for Utility
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
Human Resources Development for Utility
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
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”
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
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
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
NPP Engineering Track
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 Engineering Track
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
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