 going to talk about now is about nuclear knowledge management. It's a very new subject I would say most of the people may not be aware of what is nuclear knowledge management or you may be having some ideas about what is knowledge management but I hope at the end of this presentation you will understand what are the issues that are concerning the industry for nuclear knowledge management and what needs to be taken to make sure that nuclear knowledge is preserved sustained for safe and sustainable nuclear industry. In IAEA we have a separate section for nuclear knowledge management because you know the industry realized that the issue of knowledge management is quite substantial and quite big maybe after 2000 year 2000 it will be 10 years ago or 15 years ago when people started leaving the industry or people started retiring from the industry the first generation of people working for the nuclear power plant started going home and the knowledge that was associated with them was not available to the next generation of people. So you know you just cannot transfer the knowledge overnight the nuclear knowledge so the industry started realizing the impact of knowledge management about 10 15 years ago and after that a lot has been done and many more things need to be done to make sure that nuclear knowledge is preserved and sustained. So we will see in my presentation why and what why we need nuclear knowledge management and what is nuclear knowledge management from few slides to give new thoughts and the provoke your thoughts about knowledge management and also some I'm not going very deep into the tools and guidance briefly some ideas what are the tools that typically industry uses to preserve the knowledge or save the knowledge available in the industry and some consideration and insights for the nuclear knowledge management and finally some initiatives what IAE is doing on the nuclear knowledge management area. You know nuclear industry uses very complex technology we must understand this very clearly that a nuclear technology like a power plant nuclear power plant if you look at can you anybody guess how many components are there in a typical nuclear power plant 1000 megawatt TWR for example just you know how many components we have systems structures and components in a nuclear power plant right how many components do you think is there in a nuclear power plant just you can guess it's not a there is no right answer or something it's only an approximation it's close to about hundred thousand components in a nuclear power station in a thermal power station or in a similar industry of different nature different power plant if you look at it it's many fold down below that we do not have so many components when you have so many components so many systems the interactions with this with those components and systems are going to be more and more into be more complicated you look at the control systems or the dynamics of nuclear react technology it's very complex you look at the today modern nuclear power stations which are coming with many computer control systems the INC systems if you look at it only the INC architecture of the nuclear island it's amazing the amount of technology involved a single person cannot master the entire technology of that total system see that's the case there is a mechanical engineering there is civil engineering if you look at the civil engineering of nuclear power plant I think to my knowledge the only nuclear power plants use a pressure vessel as the civil building as a pressure vessel I'm not sure whether any other industry uses the reactor building is used as a pressure vessel you know the containment it's designed to withstand the pressure of you know four bar or something typically in an industry and it involves expertise in civil engineering and the ordinary civil engineer cannot design such things cannot maintain such facilities so we need a view the lot of complex technologies and need to be maintained for a long period of time about 100 years the timeline long time frame associated with it it's not going to be just for our one generation at least three to four generations are going to maintain that and again multi-disciplinary demands several disciplines of engineering not only engineering it needs radiochemistry needs radiological protection it needs nuclear physics and many many disciplines of people are going to work in this and the important thing is unique skills nuclear industry needs skills from people which are not normally available in the market today if I want to if I if I lose some five control room operators I want to borrow them from the market they are not available if I need to develop a control room operator it takes about five to ten years if I need a control room supervisor it takes more than ten years so nuclear skills are not available in we need to make sure that the knowledge that's available with the people are continuously available for the industry throughout its period inherent risk we know about it nuclear has its own risk we need not and we need to manage knowledge if you do not have knowledge you cannot manage the risk knowledge is very important when you take decisions in nuclear power plants or in any other industry particularly in an operating nuclear power station then knowledge based decisions are taken they have a consequence the risk needs to be analyzed so it's very important that the people work in the nuclear power plant have an updated knowledge about the industry if you if you analyze any of the accidents that has happened like maybe Fukushima or Chernobyl or anything knowledge played a very key role people have if only they had that knowledge to manage at that particular time because they're working on a transient situation they're working on a knowledge demand they don't have a procedure he's looking at control room panel and then he takes action he uses his knowledge to make decisions so the knowledge plays a critical role in such situations again industry has lot of innovations and improvements and it keeps growing the rate at which innovations and improvements are happening in the industry is very fast compared to what was written years ago 15 years ago today I have a computer with within just three years it's getting obsolete nuclear power plant uses state of the art technology so many equipment so many components and they get obsolete and how are you going to maintain them how are you going to maintain the knowledgeable people who can maintain and operate them so innovations and things you need to be equipped for managing such things the knowledge management comes into picture for all these things also there are many stakeholders unlike other industry nuclear industry has many stakeholders you have a technical support organization you have the public and the regulator you have industry which manufactures which supplies these fat parts too many people involved in the in the nuclear industry and everybody's knowledge and the knowledge that they possess plays an important role if suddenly one supplier vanishes and he doesn't have you don't do not have access to buy those particular equipment cannot sustain the industry so too many stakeholders important puts a pressure on maintaining their knowledge and assets competing objects what I mean is that you have an objective of producing more electricity at the same time you need to maintain safety at many times knowledge plays an important role in deciding which is more important for you whether it is economics or the safety a knowledgeable decision is very very important at many times you want to keep the plant operating or you want to shut it down yesterday somebody was quoting an example if only they decided to shut down the plant probably would not have an accident so the the competing objectives also puts a requirement on nuclear knowledge requirement this is just showing the different life cycles of a nuclear power plant starting from the R&D the design and then the construction the commissioning the operations then there is a long-term operation or plan modifications to extend the life and again you operate it for another 20 30 years and finally we decommission this is we call it the the life cycle of a nuclear power plant and during each phase when when the plant is just started design there is a lot of knowledge design knowledge is generated along with that and again when you are constructing there is a lot of knowledge when you are erecting a steam generator when you are erecting a nuclear pressure vessel or the palms or the total plant then there is a lot of knowledge involved in this and this knowledge is important for the operation phase the operation phase needs this information very much how are we transferring this knowledge to the operational phase is there a mechanism there is a vendor or there are different models in the industry which comes with the design construction and operations how are we ensuring that the construction commissioning experience and the design experience is transferred to the operational phase I can share with you an example when we in my when I was working as a refurbishment manager we wanted to replace some important components in the primary system the heat transport system it's a candidate reactor it's a complicated piping network we were replacing and you know it's a huge work it's about six months long period of work very high intensive work we just made one feeder pipe if you some of you know about the candle system it's called a feeder piping replacement we replace the feeder just fabricate the feeder outside and then put it inside the reactor to make sure that the feeders are correctly fitted into the reactor it's a long precision fabricated piping simply if I put it we did it exactly as per drawing it's not a huge technology as you know fabricating a pipe you know it's very well known in any industry clear drawings clear dimensions everything but then when we went into the reactor it's not exactly matching the reactor has got radiation and you can't work like a new reactor in a long-term operation remember that you just have no freedom to work the new construction you can take any decision today it's not fine tomorrow go back and work in in long-term operation the reactor is already operated it has the radioactivity and you need to be very careful in in managing your time and other resources so this was not working then we did us brainstorming and then we all we did and we couldn't figure out what went wrong and somebody gave an idea why not we call that guy who worked there when you know when this plant was constructed somebody was knowing his name he was the guy who fabricated this feeder he's retired and 70 plus years old sitting in his house we send a car and then caught it got him here and then he simply you know it's a mechanical thing he just told one tool that we use this type of a tool fabrication tool to make sure that the the dimensions are correctly maintained and then we did as per the guidance he told and then we could manage the entire job done for six months no problem it's a very simple solution came from a very low-level technician who worked in the plant it's not a design information it's not a high-level technical knowledge but then the knowledge which was available with him a technician was not transferred in design documents or in any any form of documents the plant which is not known to us and fortunately we had that guy so what I'm trying to say is the period of 100 years is too much we are not able to appreciate for generation of people working the information which is available here in construction design information is very much needed in the operation phase so a lot of work is being done in this sense to make to sensitize people in the nuclear industry that knowledge management means that we need to make sure that what is knowledge needed during the operational phase is available in a right format in the right time again these are some considerations that you you can remember about nuclear knowledge because of various cycles in the nuclear industry for example economic cycles there are ups and downs in the economic status of the world there are many financial up and down some companies gets lost in life some companies lose for example today we say testing houses in problem what will happen to the reactors which are already manufactured by the steam house so economic cycles affect the knowledge available with some organizations again organization organization itself or under problem they get disappeared or they get disassociated or they get merged with another company so the knowledge available with them is also getting lost or getting transferred to another area so there are various things like employee life cycles employee goes like facility life cycles and project life cycles as well so regarding stakeholders you look at the number of stakeholders there are more than this I just put typically put the few stakeholders which are there in a nuclear industry so we need to manage the knowledge available in these many people in an industry everybody has a knowledge and their knowledge is important for the safety of the industry the public and the media number state governments you can see here the research and development facilities there are some design and vendor organizations and fuel and waste management facilities educational institutions they play an important role they feed the the right people to the industry they are also an important stakeholder for the industry so in a nuclear power station operating power station the KM dimension is going to be fourfold I'm trying to capture it in this slide to giving how in an operating power plan how knowledge management plays a key role so we need to maintain the knowledge and competency of the level of the people you and you will agree with me definitely because in an operating plan it's very important the licensed people who are going to operate the plant the people who are going to maintain the key components of the plant their knowledge and competency levels need to be maintained as long as the plant is in operation so you need to have a program to make sure that their knowledge is sustained there is also a need to acquire and manage internal and external operating experience knowledge this is very important in nuclear industry we learn from each other there are many things happening around the world there are incidents and you know accidents and minor incidents major incidents several things happening around the world in industry and they are all applicable to maybe applicable to the particular nuclear power station how are we going to take those knowledge into use for the existing nuclear facilities and there are also many events and incidents happening within the nuclear facility how are you going to use those operating experience for changing your programs and processes so that is also another important dimension for the knowledge management in a in a nuclear industry in an operating power station and also industry as I told you is innovating a lot industry is developing a lot industry doesn't produce produce a nuclear power station 10 years ago it doesn't stay the same technology the technology changes and how the operating power station is inheriting those knowledge and then making sure that the plant is operated to current industry standards standards keep changing and the industry and the operating power station need to update itself to the requirements of the industry on the current date so far these there are vendor organizations and the design organizations their knowledge need to be continuously available to the nuclear power station and finally there are also developing the personal working in the nuclear power station they need to develop competence to support the current industry standards industry standard is changing but are the people equipped with the knowledge that is needed to support the current industry standards they need to we need to take care of the the modifications and the knowledge needed for this plan modification because in a nuclear power station typically hundreds of plan modifications would be done to make sure that the plant is remaining to current industry standards so those modifications need to be the knowledge needed to maintain and I mean operate those modified system or to be available to the nuclear power station people so now I come back to a little bit about the different types of knowledge this is I think many of you you know the tacit knowledge the implicit knowledge and the explicit knowledge so we categorize knowledge into three types for the purpose of you know understanding and capturing them the explicit knowledge is knowledge which is very well easily codifiable which can be returned in the form of a document a procedure or a check sheet easy to understand easy to transfer it's called an explicit knowledge it's conscious to the knowledge bearer on the other hand it all tacit knowledge is the most difficult to recall it is in the subconscious stage I have a knowledge and I do the work but if you ask me to explain that knowledge I may not be able to tell to you to give an example consider myself as an excellent welder I can do a boiler quality welding to nuclear quality welding if you ask me to teach you welding that welding I can do it in one day or one month or one year it may take several years for you to become expert nuclear quality welder if I can if I write and give you a beautiful procedure how to do that nuclear welding it's impossible for anybody to do that so how are we going to transfer there are many many such you know works and knowledge available in the industry how those tacit knowledge is transferred that's the most critical aspect of knowledge management so this picture tells you the codified and uncodified knowledge and the conscious and unconscious level the as you work from explicit to tacit you move from conscious to unconscious level of knowledge finally the effective implementation of came practices if an organization has a good came program knowledge management program and the benefits that they are going to derive from this knowledge management program is you identify the business and operational safety risk associated with it it's most important today people are leaving it's going to it's going to put the company on risk tomorrow tomorrow the risk is going to be for tomorrow not today today people are leaving the risk is going to be for tomorrow so knowledge management program helps you to identify in early the risk associated with the the knowledge gaps again it adds the value to the existing knowledge no doubt about it existing knowledge can be improved converting tacit knowledge into explicit knowledge knowledge management helps in that and then improving operational and safety performance through both creating new knowledge and better access to the exist existing knowledge this is another important contribution and then continuous learning at individual team and organizational levels came helps a continuous learning in the organization also effective transfer of knowledge to younger generation one generation to older generation to younger generation and finally the improved strategic planning and decision making from access to more and more reliable knowledge the idea is that came is not a different program in a nuclear organization there is no separate program called came program or knowledge management program typically they are integrated into the management systems there are several management systems available in the nuclear power station or any industry so came is basically if you want to implement knowledge management in a nuclear power station the best way is to integrate the came elements into the management systems of the or the processes of the nuclear power plant in a nuclear power station you would have seen typically these are some of the processes which are followed here like configuration management or configuration control is a process training and qualification is a process work control and management is a process everything all all these elements have an element of knowledge management if you look at it there is knowledge available in this and the knowledge need to be preserved in all these processes the idea is not to I mean totally change these concepts we don't have to change a configuration control program totally into another system just because we want to implement a knowledge management program just identify the came elements associated with those processes and then apply them in the management systems that's the concept of knowledge management in a power plant now I will move on to some tools and guidance which are available for knowledge capture tools knowledge preservation one of the important technique for capturing knowledge is the interview technique let's say somebody is leaving he has a very good knowledge you need to need to capture the knowledge available with him the interview technique is one of the important techniques but it is not the best method to capture the knowledge available with him because if somebody has a tacit knowledge interviewing him and just getting him the answer is not going to be that easy he will he will not be open to you so there are three types of interviews typically followed here unstructured semi-structured and structured interviews in means that in a structured interview you already have a set of questions well planned questions what do you want to ask to the expert whereas in a in an unstructured interview you don't have any preparation you just go there and then just listen to him and then frame the questions as you as the answers in a semi-structured interview mostly the questions are framed but then you have an option to add additional questions actually the semi-structured interview works much better in any situation you have to you need to know what you want to ask him but at the same time you need to have some flexibility to ask him additional questions generally interviews are combined with the workshop to form a group of experts like call the group of experts who have the knowledge and conduct and workshop and then derive the knowledge that's another idea of collecting the knowledge interviews are usually recorded because you can you can get them back and then understand what really he was trying to say there is another tool called the laddering and concept mapping because you know most of this tacit knowledge they are not as I told you codified it's not easy to document but then it's it's mapped it's called the concept mapping is a is you know you're asking the guy to make a drawing make a you know process mapping or concept mapping these are some of the techniques industry uses to you know capture the knowledge which is hidden in the minds of the people this can be combined with an interview technique to model knowledge both will complement each other and get the output process mapping is similar to concept mapping it's again like pictures similar to what you have here trying to you know because nuclear industry uses a lot of processes for executing works a process mapping will help to organize what exactly is done there but this is generally done for activities which are non-routine not routinely done activities observation is another important tool observing the guy who is performing that's very important for capturing the information it's mainly used for like calibration techniques like specialist welding or equipment set up and operation and videotaping task performance can be helpful in some in these situations there are a lot of social interaction tools and knowledge sharing techniques being used here one of them is the community of practice which all of you know it's like bringing the people who have the knowledge under the community of practice maybe in a computer based application or similar applications and the important thing is it's needs a management commitment to start let's say there are experts in the in the reactor pressure vessels you have people in a country hundred of and 10 or 15 people bringing them as a community together and asking them to share articles in in a continuous basis and then passing on this information to the next generation this is very well used by many countries community of practice to promote knowledge sharing sorry the peer assist is another important thing here is an expert you know when there are one expert or more than one expert is available we normally invite that expert to interact in a group meeting and then ask them to share the information it's called peer assist before start of the project before starting of the project the peer assist team meets together and then it is a process in which an individual or a team arranges a meeting or a workshop in order to make use of the knowledge and experience of other individuals or teams before embarking on a project or activity from the expert to non-experts the knowledge again these are another some more tools I will not go so deep into that mentoring shadowing you know what is mentoring is very very well known to the shadowing is just asking a person to follow an expert suppose there is an expert a trainee or a trainee is asked to follow an expert and then learn from him he goes along with him and then work he doesn't work along with him he just follows him and then observes how he does the job that's called shadowing and again knowledge marketplace is like similar to a market in a market there are buyers and sellers in this market place there are people who have knowledge and there are people who want knowledge so we make a marketplace arrange a marketplace concept so that people come together and then whoever wants what information gets the information from them this is another concept after action review is typically review of activities at the end of a particular event this is very well done in nuclear power stations when important activities are done they meet together and then try to identify what went wrong what was done very well what best can be done in the next time when we do it so these are captured in a systematic way to transfer the knowledge to the another generation IT tools we generally have a belief that IT has a very important role in playing knowledge management that is true IT tools are playing a very important role in promoting knowledge management but IT tools alone cannot do knowledge management this is a very important point I wanted to emphasize it's a tool available the information technology is a tool available but there should be a system to capture you should know what you want to capture and how you want to capture and where you want to capture and what for you want to capture so IT tools are going to facilitate knowledge management but we need to have a system to to make sure that knowledge management system is successful there are also some came analysis tools in IAA we do some we do an assist visit to nuclear power stations to help them implement knowledge management program so the first thing we do is an assessment to understand what's the level of maturity of knowledge management in those nuclear power stations we have an actual tool developed by the agency it asked a set of questions it's a set of questions and then the answers are given by the the department managers of the nuclear power station and based of the based on these questions you can make an assessment of what's the maturity level of this organization with respect to the came implementation so this is a very good tool I would I can you can you can you can I can refer the put this material in a reference in the CLP for net you can have access how this came maturity is assessed in nuclear power stations and we also have two more good resource material in the IAA that is knowledge loss risk assessment this is basically from US nuclear industry when they realized there is a lot of people are leaving and that's posing business and safety risk to the facility they invented this tool it's a tool actually to assess quantitatively how much risk you have in the organization very simple tool but it's a systematic way of organizing it uses a top-down approach it comes from the top and then analyzes the various unavailability of human resources or the knowledges also there is another method it's developed by the IAA that bottom-up approach when there are no people available at the bottom level how it affects the knowledge loss so both these approaches are explained in this book on knowledge loss risk assessment you if you have time you have interest on knowledge management I would recommend you to go through these two documents which we will put it in the in the CLP for net some considerations and thoughts for knowledge management knowledge management involves people process technology it's very important it's just not knowledge available only with people it's knowledge available with people it's knowledge available with the process and the knowledge available with the technology it's a combination of all the three we're trying to capture only the knowledge available with the people it's only one part of it because in industry knowledge is available in all these three areas and also you need to consider how the knowledge is generated and validated and now knowledge is retained and stored and also how knowledge is transferred and shared how is it utilized or applied these are very important for before embarking on to your knowledge management program this is a very famous picture we use for explaining knowledge management you look at it's a three dimensions it's it's it's showing the three dimensions of knowledge management you know in the one axis at the individual level or expert level the knowledge can be at an individual level or it could be at an organizational level or it could be at a national or international level also the knowledge may be available with the people or the process or the technology and the knowledge is moving it's starting from R&D if you look at the facility life cycle which I explained from R&D phase to detailed design phase to construction to finally decommissioning and refurbishment the knowledge is a continuum it's moving and you need to preserve the knowledge at each phase to make sure that it's useful for the operational phase so if you look at all these three dimensions you can understand the complexity with which the knowledge management of nuclear industry works. KM maturity model if you look at KM maturity model we have it in a three different level we say a basic KM or I would say that it's from moving from a knowledge holding culture to knowledge sharing culture taking an organization from knowledge holding culture to knowledge sharing culture what does it mean organization people don't want to have I mean share the knowledge that's a that's the initial level if I have a knowledge I have value what for I want to share this knowledge to somebody else this is typical culture prevailing in the industry so how are you going to take away from that culture to a knowledge sharing culture how to move the organization so that's what it shows the maturity level of an organization in a KM program again knowledge management approaches see industry has seen many changes this picture is trying to show that how industry has moved you know the quality control management safety management total quality management all these are many applications we have seen over the last two three decades and knowledge management is going to be the next level is one of the one of the applications in fact there is an ISO document going to be issued or published soon on knowledge management like you have total quality management or total you know the environmental management system similar to that there is a knowledge management ISO document going to be used issued in another year or so knowledge organization system this is one area in which we are working now in the IAA is that knowledge is available in you know in the chaos I would say the picture was trying to show that it's available in you know in different places in different areas we don't know how to organize this knowledge we need to organize this knowledge into you know in a systematic way the structured way and then transform it to an useful information which can be easily utilized and then share it with people and the most important thing is now they are looking at linking those data the information is available I will show you in another picture how we are using that linked data and then finally applied using semantic tools and applications and this how the knowledge available in the organization is enriched or utilized in a better way there is a lot of work going on in the IAA we develop some taxonomies and ontologies to support this facility this this this initiative means you can you can look at this picture there are this shows that there are several applications available in the IAA cloud system press for example you know press safety standards INIS any glossary safety requirement there are so many standalone applications each of them or you need to access each of them to get the the knowledge available there but how to integrate them so that's the concept called the linked data using semantic technologies is being applied it means same type of terminologies are being used for all these applications use a common terminologies or common ontologies for understanding the information so if some information you want to fetch from one of these applications you can use the same linked data and then fetch it quickly finally a KM implementation process we are developing a document however KM can be implemented in a nuclear organization and it starts with the orientation awareness we give people to understand what is important of knowledge management and and its applications and then the next step is analysis and strategy development analysis is similar to what I was showing you using the excel tool analyze and then find the weaknesses or the gaps in the knowledge management program and then develop a strategy for implementation the third step is designing and launching designing is very important because implementing a knowledge management program is not going to be a one-day affair it's going to be time consuming you need to sensitize people you need to install I mean implement them in stages so design and launch a pilot project initially and then make sure that the results are appreciable or useful for you then expand and support it to make it the organization-wide and finally institutionalize it means I mean make sure that people are owning it important considerations for success because these are there are certain elements which are very important for successful KM implementation organization culture as I told you the sharing culture is very important the culture of the people to share information is very important so we need to sensitize people and create an atmosphere where people respect the KM programs and we understand the importance of KM for nuclear industry ownership of the organization it should be owned by people very important without ownership is there is no success in it IT technology although it's not going to be the only way to implement but it's very important for implementing KM programs because there are many IT applications which support the KM program so a proper IT platform and IT infrastructure is essential for successful implementation the fourth one is important standardization of business processes if you want to implement KM programs standardization of business processes are very important what I mean is that typically a nuclear power plant has the business processes are very standard for example you do work management system works are done in a nuclear power plant with a clear computer-based application you you can work on a particular equipment only with proper authorization and proper approvals so this is a system available to implement whereas if you go to another industry in an R&D organization for example our design organization you may not have a processed implement so it's not going to be that easy to implement in an organization where there is no business processes so what I'm trying to say is it easy to implement in places like nuclear power plant where there is standard business processes and another one is the top management support which is very important without that it cannot be a success and also awards and recognition are found to be very useful in industry experience people expect recognition for the knowledge that they have so if somebody is coming to share the knowledge try to recognize and give them some award so that is going to be I mean very helpful in the long way so finally some of the IAA initiatives to support NKM so we have three types of initiatives to help the industry in knowledge management the first one is strengthening nuclear education because nuclear education is very important for the nuclear knowledge sustainability this school is also one of the initiatives of our KM section to strengthen the nuclear education we conduct the nuclear knowledge management school we conduct the nuclear energy management school and we also conduct several other related schools to support nuclear education in the industry there are also NKM methodologies we also developed several methodologies and guidance documents for the industry to learn the tools and methods available for knowledge management I will show you some of those guides which are available here and finally how can we use the information technology which is evolving significantly in these days how we can use or use it as a leverage for implementing knowledge management systems these are some of the documents that are available for guidance documents available in the IAA and just put it for your reference you can see it in your CLP for Net Reference material these are the upcoming program publications we are currently working going on on nuclear knowledge management we work on decommissioning and environmental remediation we understand that many of the nuclear facilities almost yesterday we seen about 90 plans are going to be taken out of service in near future and they all need the information about decommissioning and the related information how those decommissioning knowledge can be shared so your document on decommissioning is going on the knowledge organization system which I was telling for VVR systems the taxonomies are in basic requirement there is a document being developed and how semantic technologies and their application to nuclear knowledge management can be used for another upcoming work on this these are some more some more information the last one last topic which is very important and my favorite topic is about design knowledge we realize that the design knowledge of a nuclear facility is very important to be transferred to the to the operating organization which I was telling in my first beginning also the design knowledge is not just knowing more is more than just knowing what the plant is made of see for example if I take a simple example when Fukushima happened you know the people were worried about how to cool the fuel they were having no water no electricity nothing so the only source of material available to them is only seawater so they want to cool it but you know what happened when they wanted to use seawater the operator need to know if I put seawater into the reactor pressure vessel what's going to happen I need to know what's the material it's made of how many days I can put what's the corrosion resistance of that carbon steel for you know at that particular condition so this is a basic information an operator need to know to take a knowledgeable decision to safely take the plant a particular situation so so it's it's very important that I think it's moving on its own sorry so the very the important thing which I want to touch is the design information to be available to the the operator what industry is doing is a very important thing called planned information model the new power plants which are being made now they work on a concept called planned information model there in using the IT platform the design information and the modification information all such information are available in an IT application you want to open the design information about a particular component you can just go to the IT application and find out if you do a modification automatically it gets reflected in that it becomes a living entity starting from the design to the end of its life the planned information model is a living entity starting from the beginning to the end so all changes that's happening throughout the life cycle is reflected in a in a planned information model which is very easily providing all the design related information available in a single area to the people so we do a lot of initiatives in the IAA to support this model one is the design knowledge management and also design requirements management you know there are several requirements for designing a nuclear power station and if you want to look at those requirements you refer hundreds of documents today in a nuclear power station some are available in a technical specification some are available in a maintenance instruction some are available in some other piece of information but how do we integrate all this information in one place that's the concept of this planned information model and getting the information together I think the I will stop with this I think the wiki and the other information or other tools available for you know the knowledge transfer I'm not going deep into that we also have a nuclear knowledge management wiki but the most important wiki the IAA has is the decommissioning wiki if you have if you have interest in that you can get access to this decommissioning wiki in in the in the IAA platform here it's there is a there is a reference given here you need to have access to the connect and then you have a second step is to apply for an IDN membership so you have lots of material available in this in this in this platform for learning the IDN wiki and finally some conclusions knowledge management is an essential element of nuclear industry to support safe economical and reliable performance yes fine and the important thing is the safety and business objective should be the drivers per km so what what level of safety we want to achieve what are our business objectives or what are our business goals that should support the km program and the km development and another thing is the life cycle perspective which I was telling you starting from R&D to the decommissioning the life cycle perspective should be considered for knowledge management and finally km should not be a standalone program in the organization it should be integrated into the into the business management so that a km is sustainable throughout the throughout its lifetime yeah with that I complete my presentation maybe there are any questions we can answer five minutes yeah uh-huh yes yes we we have a tool to assess the knowledge management in an organization we typically do a km assist visit it's about a three to four days visit we bring about four to five experts in knowledge management industry experts they are not available in IAA they are available in the industry industry people we bring and then before actually we do the the assessment we seek a lot of information from the from the utility to understand what exactly they want to improve because there as I told you the the drivers are important but the business goals are important so using those inputs we design a program and we use a tool an excel-based tool very it has a set of questions about 100 questions so it's like SR no questions or a qualitative assessment and quantitative assessments need to be made on these on these questions and finally looking at these questions in different areas we come to under we we make an evaluation of what is the maturity level of km in that organization and do a gap analysis typically it's a gap analysis and we find out what are the weaknesses and then they give a set of recommendations to them you can do this this this for improving to the next level this is almost about 15-20 nuclear power stations in and around Europe and Russian Federation have done this km assist visit program yeah we can also do it for other type of like design organizations for example we are done in China for snaredy there is a design organization China they invited one km assist visit was done last year it can be done yeah please you mean to say passing the knowledge making the public knowledgeable about nuclear that's what you are trying to say yeah that's a different initiative actually we have an initiative in in in in IAEA for that how to make the public knowledgeable about the the nuclear things we target typically the high school students or the higher secondary students and then provide some some some some training not not exactly training some awareness information some practical demands demonstration of how to use the radioactive materials and things like that but that's called a different name is there it's not exactly knowledge management it comes under public outreach activities we call it a public outreach activities that's exactly enriching the knowledge of public which is important for the industry I agree yeah yes very much there is a there is a document which is under development knowledge management for regulatory organizations our yeah actually we support many of the newcomer countries which about knowledge management programs for example UAE the the Baraka nuclear power station they had taken a couple of nuclear knowledge management programs to enrich their KM program but at what stage typically it needs to be discussed between the in the milestone where exactly you want but definitely not in the milestone one the phase one no you need to finalize your you know make sure that which contract you are going to have which which vendor you are going you need to finalize your vendor you need to you're going to start the construction I think that would be the right time to start this program exactly yes yes oh yeah you know what you need before that is not knowledge management you need a knowledge to make a decision to make a very what do you call intelligent decision you know what type of plan I need to decide yeah but but you know you what I'm trying to say is that you do not have a knowledge with you you're a newcomer country you're going to start a nuclear industry but without having knowledge how are you going to manage you are now going to take the knowledge from outside probably you may need some experts who can you guide you how to take the knowledge from outside but not a knowledge management program at this stage this is what I was thinking maybe we can discuss this more leisurely in a coffee break or something yeah it is why is not part of the 19 elements of the milestone but I know as I told you KM is actually embedded in every aspect of the nuclear power it's not a separate standalone program yeah it is it is part of each and every you know activity that is being done there so you feel you cannot just isolate it from as a separate program and do it yeah thank you very much you have any more questions please somebody was telling you wanted yeah in terms of I didn't get your question very clearly okay mm-hmm no no I think you the tools which I told you are knowledge capture tools they are not assessment tools assessment is different knowledge capture is different when you want to make an assessment of the knowledge gaps there is a guidance document available in IAA which talks about which gives an excel tool how to with a set of questions which I was telling using that you can make an assessment that's basically a gap analysis tell you what are the gaps in your knowledge management program like interview techniques shadowing and concept mapping there's are all some of the techniques which you can use when you know somebody is having a knowledge so you know a group of people are having knowledge you want to capture them there's these are tools using them you can capture those knowledge okay yeah last question in most cases each year as the treatment you don't do all the like see yeah this is I think interesting question not I think it's slightly away from knowledge management the the people who work in the non-nuclear industry they want to come to nuclear industry you we do amount of nuclearization for example if you want a technician to come to work in a nuclear industry you need to be nuclearized you need to understand the basic concept of nuclear energy and the importance of nuclear energy so that much level of nuclearization is needed apart from that there are certain skills which are unique to nuclear industry which are not available outside that also to be recognized so both are both need to be yeah yeah yeah yeah thank you very much I think we will close with this if there are any other questions we can discuss during coffee breaks or something now this is the time for your group project work now I think all of you have the group project guidance video which morning we distributed what I recommend is the group one uh your mentor is uh Mr. Yanko Yano you know him yesterday he took the basic principle presentation is here so he's going to be available only for another two or three days so I you make use of the time available with him and try to understand how to take this project into a logical conclusion so group one people please meet with Mr. Yanko and then proceed in maybe one corner of this room or any convenient place for you and for others you can discuss among yourselves as groups just this is the first day you know that you are a team maybe I just get introduce ourselves try to understand what strengths each of you have in in those areas and there are a lot of reference materials given to you try to I mean capture as much information as possible from those reference materials and try to make a framework for your project before your mentor arrives here the mentor the people would be arriving guides would be arriving from Friday onwards Friday onwards Friday to Monday they all of them would be available here okay yeah yeah you it's it's a free discussion among yourselves in a group you can choose a leader among yourselves and then