 I would like to introduce you to some of the activities that the Nuclear Knowledge Management Section conducts. So I had a really brief introduction on Monday, but now we will let John de Groboire, the section head of the Nuclear Knowledge Management Section, going through each of the activities in a little bit more detail. In reality, we have a really broader range of projects and initiatives, so it would not be possibly conceivable to have a very thorough description of each of these projects. But it's just to give you an idea, and we will be happy Monika, myself, Andrei, Anatoli to go through more detail individually if you are interested in specific activities. And in addition, in the contents and support material that is on CLP4net, you will find a list of publications as well and links. So I think we can start. Good morning, ladies and gentlemen. My name is John de Groboire. I'm the section head for Nuclear Knowledge Management at the IEA. My presentation is about the Nuclear Knowledge Management Section. It's an overview of our program and a few key highlights. So to begin with, our program covers three major focus areas. We develop and disseminate methodology in the form of publications to the member states in the area of Nuclear Knowledge Management and provide services and support to nuclear organizations in the application and implementation of that methodology in the form of NKM programs. We support member states in the area of nuclear education and networking in nuclear education. And finally, and in support of the other first two areas, we help in the understanding and application of information technology and, in particular, knowledge organization systems and modern technologies like semantic technology and data informatics and so on to ensure the efficiency and maximum utilization of our knowledge base in the nuclear sector. Our program covers off many, many initiatives that are going in parallel. We have a team of about eight professional staff and a number of admins. And each scientific secretary is undertaking typically five or six initiatives in parallel. So I can't possibly cover up all of our program areas today, but I'll try and highlight a few particular initiatives that I think you'll find of interest. Before I do that, I want to just touch on a few real basics to help you understand the IEA context in terms of the NKM program. We have to deal with a wide variety of counterparts and counterpart organizations who have very different perspectives on what their priorities, interests, and understanding of knowledge management are and this covers the whole nuclear life cycle. So depending on the particular organization and where their country is in energy program planning and implementation, they may have very different interests in NKM. This can be at a national or even an international level. It can be, and often is, at an organizational level how to implement a NKM program. And of course, we all are acutely aware of the issues around managing individual and expert knowledge, particularly in light of attrition and retirement issues. So the CUBE helps us to see these different areas of concern and scope of concern. And there's also the added dimension on the right side, which is the focus area. And here, knowledge management can take us into issues around human knowledge. So people-centric and tacit knowledge issues are experiential knowledge as experts. Process knowledge, which is methodological knowledge. How we do what we do, our procedures, our embedded work practices, and so on. And finally, the technology itself, the underlying science and engineering that forms the basics, the fundamentals of our realized plant designs. In the NKM program, we help nuclear organizations understand and progress in their NKM program maturity. And we have a simple model we use to help understand their circumstances and to move forward. The level zero of NKM maturity is typically reflected in a lot of organizations that are new to knowledge management, where it tends to be ad hoc. It's not implemented as an organization-wide program. And it's driven by a few champions or internal stakeholders who really understand and want to bring resolution to critical issues. Where a lot of member statement organizations are today is to, in the process, or have recently achieved an evolution or gradual development towards what we call level one, which is a programmatic approach to knowledge management. And they have implemented an organization-wide policy and are attempting to mature this within the organization. Where we want to get with new organizations is to really have an embedded NKM program and a systemic approach to knowledge management. So knowledge processes within the firm or the organization are optimized for overall organization performance. So in terms of safety and economics, we're achieving high utilization of the organizational knowledge. And this takes us from knowledge hoarding culture to a knowledge sharing culture, which is the lower axis. And on the vertical axis, we have a shift from being more reactive to knowledge management issues to being more proactive. So this simple model helps new organizations understand where they are and where they need to get and understand not only the benefits, but perhaps how to implement measures and assessment tools to help them through this maturity progression. Last year, in 2016, we had the third nuclear knowledge management conference here in Vienna. And I'm happy to say we had very strong involvement from the UK. And we're grateful of that. There's many areas where you're leading. And organizations like NI obviously played a very important role as a professional association to leverage up the competencies and contribute significantly to knowledge management in your member state. So the conference was, we think, a big success that involved all departments within the agency and helped to create more awareness and essentially changed the thinking about knowledge management here at the IEA. Another interesting program is our schools. And we do these in conjunction, a long term partnership with the International Center of Theoretical Physics. And that's Trieste in Italy. We have two very distinct schools, the Nuclear Knowledge Management School, which is a one week format, and the Nuclear Energy Management School, which is a two week format. The Nuclear Energy Management School is done in conjunction with many other sections and departments within the agency and is a very broad based program covering all of the significant issues around nuclear energy, what makes it unique and particularly challenging and helps young professionals understand the context of their particular organization or profession within the sector. We also have a new initiative within the session to develop an advanced workshop for knowledge management practitioners. And this is to help build a bit of a technical community of practice around knowledge management. And I'll talk a little bit more about community practice in a minute. Another important initiative over the last three, four years has been supported by the Japanese extra budgetary funding we get from their Ministry of Economic Trade and Industry is the International Nuclear Management Academy. The focus of INMA is a collaboration of universities with nuclear engineering faculties who are keen to provide master's level education for nuclear technology management. And this is a heavy emphasis on developing the management competencies necessary for the nuclear sector. So we're to use a cliche, we're managerizing engineers and nuclearizing engineers for the nuclear sector. The INMA is a cooperation amongst about 20 universities to develop common requirements to share approaches and expertise and e-learning resources and in some cases even to collaborate on these programs internationally. So we're at the IEA facilitating that and ensuring high quality in what we call NTM, Nuclear Technology Management Master's Degree Programs. Another important initiative for us over the last three, four years is the development of online platform to support e-learning. And this is a learning management system environment. It's based on open source Moodle software which is very widely used. And in fact, we encourage member state organizations and the nuclear education networks to deploy similar platforms. But we are happy to report that it's become the agency wide internal platform and is now being used to deliver a tremendous volume of agency e-learning resources to the member states in various forms. So it's instructor led training as well as self-directed learning. We in the NKM section also provide ongoing service to member states upon request. And this comes in the form of our Knowledge Management Assist Visits or KMAVs, as you may have heard them called. And here we work with our counterpart to help them better understand the particular issues and challenges. This is the management team in particular at the nuclear organization. Often it's a nuclear power plant or a licensed facility. Sometimes we visit regulators, but these are upon request and we will assemble an expert international team and come work with your facility for about a week long visit. It's very much a win-win and sharing best practices approach to the visit. So it's done in a collegial friendly manner. Various tailoring or forms of KMAVs exist, but one in particular I draw your attention to is Knowledge Management Assist Visits to universities. And in particular for nuclear engineering programs, we again do peer review assessments. And these are now being called University Program peer review assessments or UPRA missions and are becoming sort of a mainstay for supporting developing countries and the, I guess, evolution or maturation of their nuclear education programs. We support several IAEA facilitated nuclear education networks. These are regional networks and they include the Asian Network, Anant, the South African Network, Afronast, the Latin American Network, Lanet, and just recently StarNet, which is Eastern Europe and Central Asia. And these are very active engaged networks with many university professors involved who are directly involved in nuclear education. It allows a forum and a mechanism for professional networking, for resource sharing, and I guess best practice dissemination. We also work closely with other established networks around the globe and in general promote interaction and cooperation amongst them. So this is quite an important activity and very high leverage in terms of its benefits to member states. Another important area for us is in general, supporting technical communities of practice. And communities of practice are a very powerful engine for knowledge capture, knowledge transfer, preservation and sharing in many specialist domains. There are a number of TECOPS, as we call them, throughout the agency and these engaged member state technical communities on quite a wide range of issues. The role of NKM is to support these groups where we can with common technical solutions, ITIS platform solutions such as knowledge organization systems, application of semantic technology, link data, portals, repositories and similar type solutions. So we try and help across the agency where we can. And in addition, we have our own dedicated NKM community of practice and this is very specifically focused on NKM practitioners. So we're continuing to work with regional knowledge management communities as well as link them together internationally in active forms. Another dimension of our program that's evolved over the last two years in cooperation with the technical cooperation department is the fostering of national stakeholder networks around human resource and knowledge development. And this is a logical extension of regional and nuclear education networks, but it's to work with their stakeholders mostly nationally, but in some cases regionally. And there are several very good and successful examples of how useful and impactful these stakeholder networks can be and how they can improve the outcomes of the nuclear education networks nationally. So we help to capture and disseminate good practices in this area. And TC has recognized this as a very important aspect of achieving a sustainable national nuclear education system. So they're keen to work with us to promote this as a general approach in developing countries. An important dimension or aspect of this is to work with these stakeholder networks nationally through a new process we call ECAP. It's the National Education Capability Assessment and Planning methodology. And we're about to publish a document, a guideline on this. But essentially, it's IEA facilitating a number of missions with member stakeholders that may include the heads of the universities, the minister of energy or education, and the national labs, industry representatives in the country who are interested in nuclear education. So this may be a medical community or transportation, agricultural applications, and so on. We use the agency's influence to bring the stakeholders together to help develop an awareness of the benefits, the common issues and challenges, and strategic vision, a common long-term plan of where they want to be as a country with their national nuclear education program and help them move down that path. But it's to foster ownership and self-direction within the member state. So again, TC program is very supportive of this new initiative. Within the section, we also have coordinated research project that's focused on sustainable nuclear education. And some of the research topics are itemized here. This includes, I believe, eight funded research projects with developing country participants and about six developed country research agreements in parallel. We're hoping to dovetail work in the CRP with the EC-funded ANET project. There's a lot of complementarity in the ANET program and working with INNN to basically share and cooperate where both projects are willing and interested to do so. Over the last two years, it's been requested on a number of occasions that we help member states better understand and manage design knowledge over the entire nuclear life cycle. So this is very much a core nuclear knowledge management issue associated with licensed facilities. But it's understanding all of the various design artifacts, everything from the good morning, ladies and gentlemen. My name is John de Grobois. I'm the section head for nuclear knowledge management at the IEA. My presentation is about design knowledge and over the entire nuclear life cycle. So this is very much a core nuclear knowledge management issue associated with licensed facilities. But it's understanding all of the. Sorry, we had a little technical issue. I will try and load a different format of the video so that we can restart from this step. Yes, but we have. We should have a different. But it's OK. Yeah, I mean, I don't really know. Yeah, what's the problem? No, we didn't show the traditional slides, you know. It's stopped. No, slide by slide. Yeah, it stopped on one slide. Morning, ladies and gentlemen. My name is John de Grobois. I'm the design knowledge management after many design knowledge. For the last two years, it's been requested on a number of occasions that we help member states better understand and manage design knowledge over the entire life cycle. So this is very much a core nuclear knowledge management issue associated with licensed facilities. But it's understanding all of the various design artifacts, everyone from the drawings to the fundamental requirements to safety cases to facility condition assessments, all of the artifacts that are produced throughout the life cycle and understanding what's required to maintain them effectively to support the ongoing integrity of the facility and the economics of safety of operations right through the decommission. So there are many challenging aspects here because of the long timelines, the complexity, multidisciplinary nature of the information, and both the explicit and tacit knowledge has to be managed in an effective way. So many member states are finding this a very challenging topic. And we as a section are working to develop guidance in the NERA and training and other support services to disseminate best practices. And quite related to that is underlying technology that can be used to support design knowledge management, and in particular, plant information models or PM technology, which in nuclear is akin to what's being applied in the other sectors like the building industry. And there they call it BIM, Building Information Management. But the advances that have been made in the last 10 years in this area include enterprise application software and expansions of 3D computer-aided drafting and design software that allow a much more integrated framework to manage all the various forms and representations of design and facility information over the entire life cycle. So PIM is an emerging technology. It's very strategic and very beneficial in terms of cost-managing economics. However, it's challenging because depending on where you are in the life cycle, your requirements for PIM and the applications for Tanzibari is still an emerging topic and technology in the nuclear sector. And finally, just draw to your attention the importance of managing the risk of knowledge loss in the organizations, and in particular around competency management. We have developed within the section two guide documents. One provides a top-down view, an organizational view to map and take inventory of the competency requirements for the organization. And this is particularly important when the organization is going through changes, perhaps, managing through the various phases of the nuclear life cycle. And the classic example is to go from an operations period through to decommissioning and the change in human resource needs and the organizational mandate and business functions may dramatically alter the competency profile requirements. The corollary of that is a bottom-up approach to understanding the position requirements in an organization. And this is a more conventional view of job descriptions and the competency profiles needed. These two methodologies, of course, need to be used in tandem. And the understanding of knowledge or loss risk assessment and the proactive management of it really is best achieved by a combined strategy. So we help member states understand the application of these methodologies and their benefits over time. So in summary, the IEA N-CAN program continues to expand both in scope and products and services. We're happy to see over the last two years a very significant increase in member state awareness of knowledge management issues and the application of KM practices becoming quite widespread and growing. There is clearly a much better understanding of the core issues and the fact that knowledge management is very cross-cutting and also within the agency here. There are many important links between knowledge management and overall sustainability of nuclear technologies. And I think more and more member states are, in particular, senior management. Understanding this as a strategic issue. They're identifying where their critical issues are and exploring how to proactively manage or mitigate them. We're seeing regulators across many member states and in particular developed countries take a very strong interest in implementing KM programs and effectively begin to understand that they have an oversight role to ensure their national mandate and, in particular, licensed facilities understand their obligations to manage the competencies around nuclear technology over the entire cycle and to implement more specific and targeted measures within their licensing activities to ensure that knowledge management risks and issues are effectively dealt with. And finally, we see need for continued support collaboration from leading member states for our program. NKM section, our overall budget and the resourcing hasn't really changed in the last five years. So we're stretched thin, so to speak, and we very much benefit from member states and step up and provide cost-free experts and other kind or extra budgetary contributions to support our program. We're very grateful for that. This is broadly an overview of all activities that we conduct in the nuclear knowledge management section within these three main programmatic areas of nuclear education, methodological aspects and technological tools. As you have seen, it's really a broad program that covers and addresses several of the key elements that we are addressing in this course. So if you have any question in particular in relation to any of these, don't hesitate to ask. And as I said, you can also find on CLP4Net reference to individual publications that have been issued within the program of the section. So any questions at this stage?