 Yes, please. Can you hear me? Can you see me? I'm quite small. So beautiful. Thank you. Yeah, this is the correct one. It is in PDF. So this is forward, yeah? Yeah. Okay. Hello, everybody. So this is my first turn during this very, very extensive week of knowledge transfer between us. Also, I should probably introduce a little bit more myself, because on the first day I just mentioned I came from the Czech Republic, but you don't know what is my background, what company I'm working for, et cetera, so just very briefly just to make some content to you. So my job description or role in our company, which name is Czech Group, is HR expert and knowledge management coordinator. Basically, I am responsible for knowledge management implementation in both our NPPs. We have two at this moment, one in Tamilin and one in Dukovanie. And it should be also mentioned that the Czech Group is the biggest Czech producer, owner and distributor of electricity energy in our country. Besides two NPPs, we operate also more than 30 so-called classical plants. If you understand what I mean, it's hydro and coal, and we have also several subsidiaries abroad, I mean within Europe area. Czech Group is quite big in our content. We are a very small country. It has more than 25,000 employees, and I am in my job focused especially for the nuclear business. That's why I'm here, because I'll be talking about nuclear matters. And today I'll be talking about KPIs. I mean, knowledge management can KPIs more than 30 minutes. I imagine it's quite difficult task, but I will do my best to make it very practical for you, very comfortable, but don't expect any entertainment. So at the very beginning, I would just point out what we understand knowledge management is in our company. We believe that knowledge management is very important, and it is a set of, let's say, activities focused on identification, capture, and sharing, and of course of use of unique knowledge. We are talking in our company about unique knowledge with high risk of loss, I should mention. So this is our definition where knowledge management is focused on. So it is unique and critical knowledge in high risk of loss. On Friday, Friday morning, I will go in more details while introducing our case study. So I will explain in detail what does it mean, unique knowledge, how we identify the risk of loss, et cetera, et cetera. So now it will be about KPIs. So let me just point out that the main objective of our knowledge management implementation is to minimize the risk of loss, of the experience of our experts. We call them experts or knowledge holders. Of course, another objective is to share a critical knowledge and the best practices around the company. Of course, we want to avoid and minimize the duplication effort. As we are very big company, you can probably imagine that once something is invented, another division or another daughter company doesn't know and they spent a lot of time and a lot of money introducing something new which has been already several years ago introduced in another department. So this is really our issue in our company. Of course, knowledge management, another objective is to establish succession planning system for the experts with potential knowledge loss and to create a very effective system for knowledge sharing, I mean IT databases, portals, et cetera. And of course, our last but not least objective is to develop the implementation of knowledge management not only within nuclear divisions or nuclear power plants in Czech Republic, but also within another divisions like distribution, like construction or reconstruction of new plants or old plants. You will probably agree with me that even in these areas I've mentioned is also very critical knowledge and risk of loss. We realize that knowledge or experience itself has not value if it is not achievable, available and properly applied. This is our slogan. And before I start to talk about KPIs, let me introduce very briefly our knowledge management process model. In Czech group, knowledge management is considered as a process with all its inputs, actions or sub-processes and outputs. And here you can see how it looks like. It looks difficult, but it's very easy to understand. Which one? Doesn't work. Aha, so hands. No problem. Okay, so it is very simplified. On Friday morning we shall go in depth if I promise. The first phase, of course, is identification of the knowledge at risk and, of course, subsequently, the knowledge holder. It means the hat with a critical, unique knowledge. Thank you, Vitaly. Did you destroy the cartons somewhere? Yes. More important. Once... I'm not going to beat you, don't worry. Once you succeed to identify the knowledge in risk and the hat of knowledge holder, in the second phase you have to find the suitable tool how to capture and share and transfer the knowledge at risk. It's exactly what that lady behind asked a few minutes before. So in this phase you have to find the proper tool and we have quite many. I will introduce on Friday some of them and Anatoly, my colleague who presented before me, already gave you a lot of inspirations regarding tools to use. So after this course we'll finish, you will have the variety of tools of knowledge management. On the third phase it is publication of the... If it is experience report, it is publication in the portals and a very important part, it is the use. We have quite problem in this part of the process. And from the very beginning to the end it is necessary to communicate and motivate the people. Every day you have to explain why knowledge management is very important for their work, especially line managers. So now let's go to our KPIs. By the way, before I start, does any of you could provide me or suggest some KPIs for knowledge management? Could you develop some of them? It's not easy, isn't it? Okay, let's see. To be honest, about two or three years ago I was in Vienna working on creating KPIs for knowledge management. And just imagine we have created more than 200 KPIs in knowledge management area. It is not published yet, it is still under process of work, but I think it's amazing. But don't worry, we shall not talk about 200 KPIs today, just I want to provide you some basic approach in this regard. So knowledge management KPIs, before you start to think about implementation of knowledge management KPIs, you should think, and this is my suggestion number one, do you really need them? It depends in which phase of implementation you are. If it is the project phase, I mean pilot, or if you introduce in the company some knowledge management programs, or if you consider it is already all done and knowledge management is implemented process or implemented system. So of course you will use different KPIs for every stage. I'll be focused in my short contribution to the KPIs used in the implementation phase. So as I mentioned, the first phase is identification of risk of loss. So I will show you and I will introduce some KPIs relevant to this area. In the second phase, we shall talk about tools and I will show you which KPIs are somehow connected with use of knowledge management tools. And the third phase, I would like to show you which KPIs are suitable for knowledge sharing, monitoring, transfer and use. KPIs cover our knowledge management system, of course, which is supported by KM platforms, where we can find KPIs like KM databases, KM portals, KM round table workshops, we can count them. So we can develop some KPIs, for example, for our database entries, traffic, etc. Projects are itself monitored somehow from the very beginning to the end. There are milestones, so it's quite simple to monitor. Knowledge management roles in our company and again on Friday morning, I will explain in more detail more information about roles in our knowledge management systems. So why did I mention it? You are wondering how it is connected with KPIs. It's because every single role in their own job descriptions and during annual appraisals, they have KPIs. I mean personal annual KPIs. How do they fulfill their duties in knowledge management area? It's quite tough, isn't it? So strict, but unfortunately it was really necessary to do this pushy way because nobody did anything without this. So KPI processes, as I mentioned, identification, we can count knowledge at risk or export at risk. We can count how many captures, sharing and transfers has been done. And we can also evaluate by another KPIs how efficient this process is. It means especially in area of use. And it is, again, in red color because in my company, the use of knowledge management outputs is still more or less an issue. And now just a few words about the very basic components of our knowledge management system. It has about six key dimensions. I will just quickly read them for you. It's content and structure, processes and organization, culture and cooperation, leadership and confidence, technology which is really very important and consistency and persistence. So three of them are, let's say, hard. Three of them are softer. But if any of these fragments or components is missing, then knowledge management doesn't work. In this graph you can see during the pilot period when they started with knowledge management implementation, I mean the pilot period, how it was, I mean the content and structure was like that, cooperation. In the time it was really changing all those components. And now let me provide you some real examples from real life of our KPIs. It is just for your inspiration. Maybe some of them you can use while finishing your projects you're working on. So it is just for inspiration. I'm not going to tell you this is the only way and the best KPIs you can use. It depends and vary on every single company. So what can we measure and evaluate in the first phase while we identify the knowledge at risk and while we identify the knowledge holders? So we can count how many knowledge audit interviews has been done. We can count frequency of knowledge audits. It's basically twice per year. We can count a number of identified knowledge holders. We can count identified unique knowledge. We can of course measure the risk of loss on a scale one to five. And we can get closer to the information which knowledge is really critical. And of course we can use KPIs I mean regarding number of knowledge areas. Here you can see how it is done. And here are some benchmarks within the company. You can compare with other departments and with other areas. For the second phase of knowledge management implementation I have prepared for you some examples of KPIs leading to use of KM tools and knowledge capture. So I am not sure if it is necessary to go through them one by one because everything will be available in your platform. Just for inspiration, number of experience reports. On Friday you will get closer and more familiar what does it mean. Quality of experience reports. We believe we can even measure the quality of experience and again on Friday. Experience reports, the briefing interviews, it's all countable. We can count so we can see the trends in the time. How it was in the very beginning of implementation and how it goes in time. We can also count a number of finalized succession planning programs and expert profiles. On the third phase of knowledge management implementation we are focused on knowledge sharing and transfer and knowledge utilization and effectiveness. And again I have indicated several KPIs which you can use to decide to measure this area. Frequency of collaboration platforms like communities of practice. You can count how many communities of practice in which knowledge area has been organized for a certain period. You can count internal trainings and stuff accessing documents in KM repositories or databases. You can count the percentage of stuff contributing documents in KM repositories. You can also evaluate the relevance of documents etc. So we have covered now all three phases of knowledge management implementation more or less. And I have shown, I show you some examples and inspirations for knowledge management. As I mentioned knowledge management from the very beginning to the end, but it doesn't have an end of course, must be accompanied with... But this is fine, I like it. Communication and motivation. Maybe you are wondering now why does she speak about motivation. It's because of course it's a piece of our case study on Friday, but I would like to point out that we think we can measure or assess somehow the quality of knowledge. If it is transferred from the tested area to explicit. And it is typical example is experience report. Of course we shall talk in detail later on what is experience report, but we believe we can measure the value for the future, the clarity and professional level of experience report, uniqueness and institutionalization. So on a scale again one to five, which is very popular in my company, we have a matrix and algorithms just how to count which experience report is the best one for example. And to motivate the people we have every two years kind of our art for the best experience report. And we are evaluating the best one and one number one, number two and number three. And it's all about recognition. It's not about financial motivation, it's just about recognition and you would be probably surprised how effective, how it works that the people really appreciate the first prize, which is dinner with the director of NPP and so-called. And you imagine it is published in local power plant newspapers. It is on intranet and the people have photos. And the rest of the team in their departments is just looking to look, he's an expert, he won the prize, he went for dinner with our director. And they start to be kind of jealous, but it motivates them to be better and better and to contribute as well. So this slide is here especially because I wanted to show you what parameters we use for evaluation of best experience report. Of course, completely different KPIs you will use during planning while you decide, do I really need KPIs at this moment of implementation? So this slide covers this problem. What you should do at the very beginning, how you will do it and things to think about. So read it carefully in your platform, sharing platform. This slide is brand new because it covers 2017 KPIs in our company. So this is the real life. Chess company, after 10 years of knowledge management implementation, completely changed the approach to KPIs. You probably mentioned that all those KPIs presented before are just about number of something, number of experience report, number of the briefing processes or knowledge management audits. It shows trends, but it doesn't tell you anything about the quality of the process. So we were trying to find suitable KPIs and beside this slide or this summary, you can imagine maybe six or seven what we call teams, about six, seven people involved in knowledge management just thinking and thinking what is best for chess company regarding KPIs. So of course, we need to follow quantitative ones just to show the trends to our knowledge management president or KM board owner. But what is according to my point of view essential and very, very important, it is, I don't know if it is visible, qualitative. Qualitative KPIs really shows you if the knowledge management works or not. So this one looks be very complicated. But I think, did you already read it? I think it is the best one according to my point of view, of course, which shows the quality of knowledge management at this stage. It means the number of finished knowledge transfer. It means really done transfers from head to head or from head to database or elsewhere else against the number of identified critical knowledge holders who left already the company. So the percentage which should be more than 100 or equal to 100 is for us in our company essential KPI how to measure the quality of knowledge management. Lessons learned. As I said, think twice if you really need it in certain stage of knowledge management implementation. Before KPIs sitting and planning is good to check questions. Do we really need it? And are we able to monitor it? Do we have sources? Do we have resources or people who will follow and count and evaluate and then somehow present the results of KPIs evaluation? As I said, it is essential to choose the minimum number of KPIs at the very beginning to achieve the monitoring and evaluation objectives. And my main message is here. That is the check saying that sometimes less is more. Do you understand that? And before I say goodbye and thank you, let me show you also something from our real life. This is our knowledge management portal. It looks horrible. You know why? Because I was translating all these links to English. That's why it looks really a little bit messy. But it's not in the reality. And this knowledge management portal is here because we can measure traffic on this portal. At least we can have some contact with real life. How do the people and employees of our company deal with knowledge management outputs? So we can see best knowledge management worldwide practices provided by IEA. They have essential information. What is it? Why we are here, et cetera. But the most important entry is here. It's the entry to our knowledge management database. And now you can decide what you're going to do. If you want to go through like Vicky through full text search, you can find all our experts. If it is turbine, generator, pipeline, whatever, you just type these words here. And they will appear accordingly. Even their experience reports you can read immediately. You can see who is it. And you can call him immediately if you face any problem. Or you decide that you need some external experience from our international agencies and association like Vano, IAEA. So again, you can just type what are you looking for. And the searching machine brings you all relevant just in times from Vano or tech docs from IAEA agency. Or maybe you are not about to find something abroad, you just need to know how it is done in chess group. So you will go through this way and you will find experience report or our expert or knowledge holders. And that's it. And now we have time for questions. If we don't have any, I thank you very much for your attention. Thank you.