 Good afternoon, I think first of all I'd like to refer to the title of our school. Our school is a school of nuclear knowledge management and I hope that we will start touching this domain. Knowledge management has definitely very general nature but in our school, in other presentations, we will try to find some kind of the specific and probably to find the answer where we are I think common with other industries and what kind of the specific in nuclear knowledge we have and how knowledge management differ in nuclear field from knowledge management in industry because you have a few presentations and it was just global vision on knowledge management which is really important for the whole industries, for the whole society. In my presentation I will try to identify some specific which is really important for the nuclear field and to try to show you some kind of the topics which should be really addressed using the knowledge management. Probably we can start with some few questions and one of them my question will be what anybody in the room feel that why knowledge management is if it's specific in nuclear field. Can you find any example why you feel that nuclear should have knowledge management different from the general knowledge management or it should be in the same way? What kind of the features we should take in consideration? What is I can say some kind of the things which affect knowledge management in the nuclear field? Any ideas please? Yeah, good point, very good point. One of the reason and I will show it later on it's safety. Safety of nuclear techniques, safety of nuclear power, it gives some obligation on us when we are managing nuclear knowledge. What else? Okay, good point. Security, also good point. Whatever, somebody else. Our lecture probably will be not allowed to make the answer. Okay, please you. Yeah, this is also okay. I see that you're in the right direction. Let's see how we are going on. This is what I'm going to discuss today briefly. Some more, some less. Why knowledge management? What is nuclear knowledge? And so on. Just start with knowledge problems. Some of them were just addressed here and knowledge management came to the nuclear field not because the people decided, oh, knowledge managers looks very nice. There are a lot of books and it sounds very fancy. We could start with knowledge management. No, knowledge management came because it was a real situation and the people decided that it cannot proceed without knowledge management. Knowledge management should be in place because all the things, agent of nuclear personnel, loss of valuable nuclear knowledge, degradation in technology and skills some years ago, degradation and safety, which was just mentioned and it was some real examples when the degradation and safety and some occurrences were due to the loss of the knowledge, deletion or loss of innovation potential and so on and so on. Then in 2002, it's really 2002, it's 15 years ago, agency called for the senior meeting of the senior officials on managing nuclear knowledge. It was the first time when the topic on nuclear knowledge was specifically addressed in the agency. The conclusion from this meeting, of course, it was a big report, it was nice presentations, people, perception, dinner, everything was quite nicely done but for us, very important, the two main conclusions, the loss of knowledge, experience and infrastructure can prove to be enormous and the need to preserve today level of development of nuclear technologies requires urgent actions now and prolonged efforts in the future. This was a starting point for the agency like a mandate for member states and in 2004, just a couple years after even less than 2000 years, the program was established in the International Atomic Energy and Department of Nuclear Energy on the nuclear knowledge management. In the beginning, it was some program inside of the existing section on information and knowledge management and that report of this meeting is available. It's interesting to read how that everything was started and the program was established and now it's going on and I personally was invited to join this program in the meet of 2004 and from this time until retirement and I worked as a staff member in this program as a group leader and as expert, I continued after my retirement and I continue to be part of this program even now and I am really proud to do it. Then I would like to refer to the safety standards. Safety standards, you know, the system, there are a lot of documents in different fields but for us, for people who are managing knowledge management, the most important standards are indicated here. The management system for facilities and activities, fundamental safety principles and application of management system for facilities and activities. What is important here? Important here that on the level of the safety requirements, it was stated that the information knowledge of the organization shall be managed as a resource. These standards appreciated the role of the knowledge in the nuclear activities and the management system was required to be established in the way that this kind of the activities established and that knowledge should be managed properly. You will find here the more information about of course reading control, what the duties of the top management, what is the elements and so on and so on. But this is how it started and the two standards, safety requirements, the middle one and safety guide, they were issued in 2006 and the first, I think, activities, first developments of the newly established unit on knowledge management were incorporated here. We are drafted part of these standards and they are now published and they are widely used in member states. Then one question which I asked, why knowledge management in nuclear is special? There are many domains here and many issues and some of them mentioned here and some of this issue already was mentioned. Safety issues, high consequences hazard must be managed to low level of tolerable risk. The safety issues and knowledge is really key point here, what knowledge should be in place in order to avoid some kind of risk of, complex system, multidisciplinary technology, many specialization, high investment from the infrastructure. It was mentioned long time line, long time line for nuclear facilities and life cycle asset management, international obligations, non-profileration, security, which was mentioned, safety concern and so on and so on. This is an example that if we are considering the whole nuclear cycle for nuclear power plants, we should start plan, build, operate, then go to decommissioning site and so on that with some kind of their options here. And 100 years, it's a minimum time and it's as was also mentioned from the audience, the people, staff will change many times here and then knowledge management is obliged to keep knowledge through one cycle to another cycle. If you are going to another picture, this is just, you see that research and development, design, lighting, construction, operation, decommissioning, all knowledge which was generated on each phase through knowledge capture retention need in each phase, but knowledge transfer need within the and between phases as well. And this is making the task for knowledge management specific in nuclear field. We should think about number of generation and we should from the beginning think how the knowledge will go, that's from one generation to the second generation because we have a responsibility for the next generation who will, I think, decommission our plants which we are building now. It means that we need to be responsible and all of the knowledge management here is really essential. Knowledge management is under threats of different issues, energy demand cycle, employee life cycle which as I mentioned, economical cycles, then national nuclear program cycle, product, technology, design and so on and so on. All these issues they are creating some kind of the problems which should be taken in consideration when you are doing the knowledge management in nuclear field. Of course, as was mentioned many times, knowledge management, it's not one recipe for everybody, but nevertheless some nuclear specific should be taken in consideration as well. Then we are going to the nuclear knowledge. It's also very specific. Knowledge required in nuclear require significant financial and governmental support that up to now if you will look on the nuclear knowledge which are generated especially in the advanced country, we should be very clear that advanced country, developed country, they spend huge resources financially in order to give the level of the nuclear knowledge as we have it now. Yes, we can explain that it was done because first of all the Cold War, it's a nuclear arm and so on and so on. But at the same time, all this knowledge could be used for the peaceful use of nuclear energy. And now going ahead, we also need a lot of financial resources in order to generate nuclear knowledge. Then in other aspects here, I probably will not consider the all in details and show you just this picture. Then when we are considering nuclear knowledge, we are considering complexity. We compare the cost, time scale, cooperation in nuclear especially important and education as a really important tool to generate nuclear knowledge. Nuclear knowledge can be considered also on different level. It was also mentioned and this is a pyramid taken, I can say to show the industry knowledge, that corporate knowledge, nuclear process knowledge, front line, skill labor knowledge and when we are doing the nuclear knowledge, also very important to consider from the very beginning where you are, where and as was mentioned capital cost, technology capital, physical capital, it's all things they are working here together. Then and one of the important part in the nuclear, it's also important in other industries as well, this is a leadership in the management of nuclear knowledge. Recently it was just last year, agency prepared the new standards leadership and management for safety and this standard is also I think pointed out the importance of the knowledge management and leadership for managing nuclear knowledge. Also will not go deeply, I think here but nevertheless you should know that there is a standard which is new one and also this explanation what does it mean resources and use senior management shall determine the competencies and resources necessary to carry out the activities of the organization safely and shall provide them. When we are talking about the competencies, we are talking definitely about the knowledge. Also when we are going in nuclear direction, we also should consider some kind of the competencies necessary to run a nuclear power plant. This is a very good approach and they show the different level of knowledge which needed in different group of the people. Nuclear people with a special education, they are like a nuclear physicist, nuclear engineers, they are I can say have a special subject of their training. Then we are talking about nuclear rights people with formal education training in another field but nevertheless who are working at nuclear power plants and another facilities. These people should have at least basic understanding about nuclear process and safety like for example they should complete the site access training and other things. And we are talking about sometimes the nuclear our people require nuclear awareness to work in the industry. It's electrician mechanics and so on who are coming and also nuclear industry maybe not doing the special work on this. When we are talking the competence, it was mentioned in the Monica presentation but nevertheless it's important thing to show you how we understand the competence because sometimes people are playing with this world knowledge and competence. What does it mean? How are they related? And it's quite simple from my point of view. If you're considering knowledge as a capacity for effective action that competence could be considered as a knowledge, skill and attitude. And to see in more details that's this diagram presenting their competency as a ability to perform the task or activities related to the job. Then in practical way knowledge related to information. It's a cognitive domain. Then skill related to ability to do. It's a physical domain. What people are receiving from their doing something. And some attitude relate to the manner, disposition, feeling, position etc. with regard to the company. It's a psychological domain. This is a model which accepted international atomic energy and it's also accepted for their training activities. And from my point of view it's quite practical model which you give some explanation and relation between the knowledge, skills and competency. I can say that this model can be presented differently and there are different models here and the people sometimes considering skill a little bit different knowledge and whatever. But nevertheless we are trying to use this model. Also when we are talking about nuclear knowledge we should not forget about level of nuclear knowledge. It's no what, no how, no why. And this also will be used in some presentation. It's understanding, capability to apply and fundamental understanding of the basic phenomena required to create new nuclear knowledge. And this different level of the knowledge it's important for understanding because different group of the people, different group of the personnel will use and will require different knowledge in their activities. Also when we are talking about nuclear knowledge domains, in the modern life nuclear facility they should have in place very multidisciplinary knowledge. And this is example what kind of the nuclear power knowledge should be in place in order to I can say construct and run nuclear power plant. You see here that of course everybody will say that we need some kind of knowledge about operation. Yes, we need some radiation protection definitely, safety, fuel, new neutron physics. But also this is civil engineering, metallurgy, structure of materials, electromechanical engineering, design, chemistry, chemistry and so on and so on. It means that when we are talking about nuclear knowledge we are talking about any knowledge which needed to run nuclear design, construct and operate nuclear facility. In this case the scope of the knowledge management nuclear organization is much broad. Any knowledge needed to run business should be considered and considered properly. Then a little bit about stakeholders, stakeholders in nuclear. I think that's definition for you, what does it mean, stakeholders? It could be on different players, customer, stakeholders, project stakeholders and all that. It means that also very big group of the people of different organization and individuals who have some interest in nuclear field and nuclear power. And in fact different nuclear stakeholders can be grouped in some kind of the categories which we are calling owners of nuclear knowledge. Government, including regulator, they are keeping the knowledge, designers, vendor, utilities, operator, technical support organization, consultant, training curriculum constitution, research and development, public and non-government organization, international organization. All these organizations, all these category of stakeholders, they are the owner of nuclear knowledge. And when we are considering the really nuclear knowledge, we should also conclude that nuclear knowledge is spread between all these organizations. And it also should be taken into consideration when we are managing nuclear knowledge. This is some possible relations, of course, could be different, but nevertheless these categories, public, member states, government, national regulators, educational institution and whatever. And there are many interactions between them when the nuclear activities is going on. This is just examples, type of knowledge, which I mentioned, know what, know how and so on, generation, application and typically required, know what manager, planner or policymaker, know how operators, regulators, suppliers and so on and so on. It means that when we are considering knowledge and knowledge which needed to run the activities, we should also take in consideration, know why, very important, by the way, very often ignoring the knowledge, know which way, but when you are doing the design, when you are sitting in the developer's side without understanding why you are doing this or why something was created. I think this is very difficult to do. There is a new direction now in nuclear. It's the management of the design knowledge because, again, taking consideration the time frame, more than 100 years, people in 50, 60 years, they will not remember why this particular equipment was developed in this manner. What was the rationale for this and this is important to keep this knowledge. Agency approach, it also was mentioned and definition you received. I will not repeat. I will save my time, but nevertheless, again, I'd like to say that nuclear knowledge management affects and related to human resource management, information communication technology, process and management approaches, document management system, corporate national strategy and some other issues that from the very beginning, from the nature, knowledge management in multi-dimensional, multi-dimensional and cross-cutting activities within an organization. This should be understood and from my experience, it creates additional difficulties in many organizations because many organizations, they are now running, my department is my territory, my department is my territory. They don't like to communicate, but in organizational scale, you will get real success only if you will work together and manage knowledge management as a cross-cutting activities, creating knowledge management organizational action plan. Again, this is the difficulty. We should understand this and we should find a way how to do best in this way. Another domain, how knowledge management and where should be applied. First of all, level of concern. Sometimes, individual experts. Sometimes, we are working on organizational level and the most important in many agency documents, you will find this level under consideration and national level also was mentioned. There are different approaches and different, I think, point of view. Also, when we are in a nuclear, we should consider life cycle phases. Design, licensing, construction, commissioning, operation, decommissioning and so on and so on. And from the same time, when we are considering this level and this cycle phases, we also consider that sometimes we are focusing on people, sometimes we are focusing on the process, sometimes we are focusing on nuclear technology. It gives plenty of possibilities for knowledge management and what will be the right approach? The right approach, organization will decide depending on the business goals and the business priorities. And my lecture tomorrow, I will give you some, another talk about implementation of knowledge management and provide you some road map for implementation of knowledge management, which we developing right now and which we applied few times. Then, when we are talking about knowledge management, what are the elements of effective knowledge management? Here, it's also mentioned, but I will probably repeat that tools, it's a technology to create and exploit knowledge. Then we need to establish processes, clear directive, governments and oversight. And people with appropriate skill, experience, attitude and motivation. These three elements, they are very important, they are critically important to implement knowledge management and of course, all these three elements should be based on the organizational culture which I can say welcoming knowledge management. If you will develop these three elements and organization culture against of the knowledge management or people not prepared for this, you will not reach the success. Organizational culture, there's a really key element in obtaining all the things and I'm quite happy that there is a special presentation here on this issue. And this is maybe a little bit more explanation about basic strategy built on this, on the picture which I presented. There's processes, human resources, tools and it's taken from the real organization and this organization in fact that pictured here, it's a big research and development nuclear center. And this was shared by the management, some just few lines from the policy. Another picture which also giving quite nice presentation about the knowledge management nuclear, this is a, if you are talking about nuclear science and technology, then again idea it's very near the same, but this is the processes, the people, it's a human resource oriented approach and technology, IT oriented approaches and other things like this. And this combination of these elements really important to really build modern knowledge management system, which as a goal should be sustainable in the each nuclear organization. Situation member states, we have plenty of member states and the International Atomic Energy Agency, I think number of the member states something around 160 at least. And the situation normally considered in developed and developing member states and the both group of these member states, they are facing knowledge management problem, but they are a little bit different. The developed countries, they are custodians of the nuclear knowledge and this knowledge was accumulated over decades. There is a consensus that actions needed to be taken to preserve key knowledge accumulated in these countries. And problem for these countries, effective knowledge transfer between generation of workers, they need to sustain and develop sufficient human resources, sustain operation of existing facilities and to pay for possible expansion in the future. This is a goal for developed countries in nuclear and knowledge, role of the knowledge management here really essential. And this is just needs. If we are talking about NPP operation, then if we are talking about language of knowledge management, it's knowledge preservation, knowledge transfer, capacity building. If we are talking about decommissioning and right waste management, knowledge preservation, knowledge sharing over decade, more than 100 years. NPP design, knowledge sharing, innovation development, construction licensing, the language of the knowledge management, knowledge transfer, capacity building, education training, capacity building knowledge, and so on and so on. Then in each, I think subject area, we will see the real role for the knowledge management and can support the implementation of the main task in the subject area. Developing countries, their development countries face different knowledge problem. It's for them the most important capacity building, capacity building, access to and transfer of knowledge to the country of growth. And knowledge management can help them, not invent wheels, not invent bicycle. The society, modern society accumulated a lot of nuclear knowledge and developed countries in many of them doing it quite successfully, transfer nuclear knowledge for peaceful use of nuclear energy. Not only nuclear power, also a lot of techniques, medical applications, food agriculture applications, and so on and so on. It means that knowledge and human resources need to be built up for new nuclear power programs and knowledge need to be sustained. These critical words here, not only build and transfer knowledge, these keywords here from my point of view, that knowledge in this country to be sustained. Because there are unfortunately many cases when the educated people in the developed countries, they are going outside of their country and working in different, it means that a lot of efforts spent for nothing, if we consider from the point of view of this country. And this also should be taken in consideration. This I can skip, it's a start of nuclear power plant development, but you see that there are a lot of new countries who decided to introduce nuclear power, considering nuclear power and the first NPP under construction. In reality, I will check how you know the present situation. Who can tell which countries are going to join the nuclear power club in the near future? Africa is not a country. They indicated on the map, Belarus, one country, where the construction is going on. And the nuclear power plant will be in operation, I think, latest in 2019. This is one country. Second country emirates. Exactly, Baraka. Baraka nuclear power plant is under construction. Who is constructing Baraka nuclear power plants? Why Korean are silent, not silent? The Korean are constructing nuclear power plant in Emirates. Who are constructing the plant in Belarus? This is now two newcomers and they indicated here in the orange. It's easy to reach. But there are plenty of countries who need nuclear knowledge for making the final, how it's indicated in the agency recommendation, knowledgeable decision. What does it mean? It means that they should consider introduction of nuclear power, I think, from the understanding of all elements needed and all, I can say, difficulties which can be taken by the country, all responsibility, responsible decision, taking all this knowledge. And if this operating, operating construction, expansion and whatever, this look, considering nuclear power, there are a lot of countries who are considering this and decided to introduce also there are number of countries who make this decision, but they are now in the process to start construction of nuclear power plant. It means that this country will need support in knowledge, in technology transfer, in construction and so on and so on. And the role of knowledge management in especially nuclear knowledge management is essential here. That's our specific. We have a real business. The nuclear is expansion, new construction, newcomer and that's what, what, why we are talking about nuclear. Then I come, come, conclude my presentation. I try to condense it a little bit about general objectives for knowledge management. As was mentioned, improve safe operation. What are all of nuclear management here? It's here. Capture knowledge, learn from experience, carry out the incident trend analysis, that embedded question attitude, share outcomes and actions widely and so on and so on. This will be contribution of knowledge management to this. When we are talking about improve safety, okay, knowledge management can improve safety. How? This is a real point. Of course, they are general, but nevertheless, I'd like to show you the role and place of the knowledge management in the nuclear field. Next, objectives for knowledge management. Achieve gains in economics and operational performance through effective management of the resource knowledge. And this is again explanation how it can be done. Capture and use lessons learned. Gather and sharing knowledge with supply chain. Design knowledge management. Extremely important. Design knowledge management of facility life cycle. Capture improvements and so on and so on. This is a giving, by the way, example. Example, again, the same frame, 100 plus years. Design knowledge, design construction. If we not transfer knowledge properly, we have a gap here. And then during operation that the design knowledge will not go to operation in the full. What does it mean? It means that there is a very big danger that nuclear power plant will not be, will not operate it properly. It means that the lack of the task for the knowledge management to make the proper transfer here. It's not so easy because sometimes design and construction, it's coming from Korea, but operation operates. And very often design organization is not so happy to transfer the proper knowledge to the operational organization. If it's not proper action assigned, no, if not the special attention in the design done in contract, but it should be taken and this knowledge should be considered to be transferred. Before construction started, then we will be here. Then after operation, again, could be very big danger that the knowledge from the operation will be not saved properly and preserved properly. And then we are going to the decommissioning. In order to make a proper decommissioning, you need all required knowledge in place. Plenty of the information, plenty of the tacit and explicit knowledge. And then it should be taken under. In reality, it should look like this. That knowledge which are created here on design and construction, transferring to the operation, operation experience and innovation, increasing the knowledge, and this knowledge in full going to decommissioning phase and will be efficiently used for decommissioning of the existing facilities. But again, time frame, more than 100 years. It means that there are plenty of work not for us because we are already retired sitting here. This is our grade. It's work for you. You, as a people who are working at nuclear facility, should take care about this. Next are objectives. I think it's obvious, maximize the flow of nuclear knowledge from one generation to the next. And attract, maintain and further develop a dedicated cadre of highly competent professional staff to sustain nuclear knowledge. It's about you. That you are will be in the new future highly qualified and competent professionals time. Knowledge need analysis, coaching, mentoring, learning, development, converting tacit knowledge, community of practice and so on and so on. There are plenty of their knowledge management recipes can be used on this in order to fulfill these objectives. Next objectives. Facilitate innovation to achieve significant improvements in the safe economical operation. Also, after action review, benchmarking peer reviews, innovation solution and so on. There are a lot of also actions from knowledge management practices which can be used and help to achieve these objectives. Next one, achieve responsible use by identifying and protecting sensitive knowledge from improper use. We are in nuclear area. And the many knowledge can be, I can use differently. It means that people who are managing nuclear knowledge, who are doing activities, they should identify properly the sensitive knowledge and take measure. From one point of view, we are talking about sharing knowledge, but from other point of view, we should be very accurate. To share what? To share between of which group of the users. This, I think, clarifying, codifying sensitive information, keep separate from more general knowledge, inform and educate staff and share orders on these requirements and so on and so on. This is an important point. We are in nuclear field and we should be responsible with our knowledge. And I'm coming on conclusion. That's probably I will not read. It's the same thing. What I say, knowledge management and knowledge knowledge is unique. And generally, knowledge manager is nuclear. Required a lot of efforts, a lot of funds, I can say. But generally, knowledge management nuclear looks very promising. And from my point of view, giving a lot of possibilities to really increase effectiveness of the knowledge, effectiveness of nuclear industry in many respect. And from my point of view, it's obvious that need for the knowledge management is really very, very big in the nuclear industry and we should take it in consideration. I prepare additional slides and I need around 40 minutes more to go through. Don't worry. Only five minutes. Then in the end of my presentation, you will find the table of the agency documents. This is the course of the agency documents. This is their title and reference number, section or whatever, where you can find elements which are related to knowledge management. This is important because there are in some documents, it's one line, in some it's a par and whatever. And this type of table presented in two slides. For example, this, maintaining knowledge, training and research in development nuclear safety. Maintaining and design integrity of nuclear installation through the operation lifestyle and so on and so on. I think it will be useful because then if you will use this table, you will save a lot of time because practically all references are mentioned here. Also, in the late on in presentation, you will find knowledge base for nuclear power development. It's a special publication, serious, which was established more than 10 years ago, maybe less. This is the idea to accumulate nuclear knowledge from member states and present it in way of publications on the different level. The fundamentals and principles, guidelines and supporting technical reports. And you will find these documents structured. It's how they look like. And you see if it's highlighted here, it's report. If it's highlighted here, this is a guide. And if highlighted top, then it's some kind of the top level documents. Up to now, I think around at least 200 documents published. And some of the knowledge management documents, for example, designing NPP, portal, knowledge portals for NPP or some others, they are published inside of this series. And they are available, by the way, all of them cost free. You can pay us smaller for providing this knowledge. And how it's structured. It's structured in general, knowledge management sitting here. Then nuclear power developed in different locations, nuclear fuel cycle and right waste and management and decommissioning. And all documents, they are coded accordingly. And you can find different information here, especially for the young engineers, for master students, for PhD students. I think this is very important because it's knowledge-based, where the experience from member states accumulated and presented in a very nice way. Then I strongly recommend to use this, that all these slides, of course, will be available for you, if you can read. Then, if I will get the permission for this, oh no. Okay. A couple of questions. Thank you for your attention.