 Thank you very much. Good morning again. My presentation will be about a case study of our Knowledge Management Implementation in chess group. As this whole week is about sharing the knowledge, so I would like to share my experience or our experience from the Knowledge Management Implementation in even to show you something about the lessons learned. It means all those bright and dark sides of every implementation. So agenda, it is my pointer. It doesn't look strange. Oscar, Dobriza, what did you do with my pointer? OK, no problem. I will operate it. Oh, my presentation is frozen. OK, thank you very much. So just briefly about the agenda of my presentation. At the very beginning, I would like to introduce just in one slide my company. Then I would like to show you how the Knowledge Management model in our company looks like. And some more words and explanations about KM process status in our company until now. Then nuclear knowledge loss risk management in chess nuclear power plants. Lessons learned and closing. This first slide shows more details about chess group. As you see, our company, which is situated in the middle of Europe, in the heart of Europe, has some business and power activities in other countries like Germany, like Bulgaria, Bulgaria, and others. Even in Turkey, we have sales and power activities. Chess is quite big. Well, the country is small, but the company is big. It has more than 25,000 employees, which is in our conditions a very big company. It is not comparable, of course, with Rosatom with its thousands and thousands employees around the world. And we belong, I'm quite proud to say that our energetic power and our business results belong to the top 10 European energetics. We operate about 34, what we call, classical power plants, like hydro and coal renewable resources and two power plants, as I mentioned on Wednesday, while presenting our KPIs. Larry Prusak, if you remember him, and I'm sure you do, recommended storytelling, you remember. So I decided to provide you all those information, like, let's say, fairy tale. And every fairy tale should have a good finish or a good ending, but I don't know, because implementation never ends. So once upon the time, in the middle kingdom of Czechia, not Czechna, Czechia, we're operating two power plants named Tamalín and Dukovane, smoothly and quietly producing energy by splitting the atom. And in 2008, one women sitting in Prague, the capital in the headquarters, with basic nuclear education, was appointed to implement knowledge management in both those NPPs. So do you think it was a good starting position, headquarters, capital, women, nuclear, more or less? OK, so of course, it was me. You probably realized. And I had a team responsible for knowledge management implementation in a pilot project in Tamalín and PP. So we came to the company, and at the very beginning, believe me, we had quite a hard time. As everybody says, knowledge management. At first, they are quite allergic for the English vocabulary. So we need to use Rizanyi's Nalosti in Czech language not to tease them from the very beginning. And they said, all those flight managers said, that's what we do years and years. We just don't call it knowledge management. Of course, they did probably. But it was not systematic. It was not somehow reported. Nobody knows what's one department and maintenance doing regarding keeping and sharing the knowledge, comparing with reactor physics, et cetera. Another problem was that the people were quite scared or afraid to share the knowledge. I mean, the deep expertise, big expertise. They were scared because, first, they considered all those wisdom as their own property. And on the other hand, they were a little bit afraid that they will preserve and share the knowledge within the company, and then they will be hired. So we had to overcome a lot of problems of this kind and slowly, slowly during the pilot by support of our board, not just top managers, but board. And by support of a very famous consulting company, BCG, Boston Consulting, if you know them, we started the pilot implementation in a nuclear NPP in 2008, and then in Dukovanie, which is older. So it's obvious that we, regarding knowledge management, have to solve different problems in younger ones, and the NPP, which is currently an LTO program, it means long-term operation, asking for new license, et cetera. As I already mentioned, and you heard it already three times, I have counted that, that the knowledge management is basically the system which allows you to have the right knowledge in the right place in the right time. And in nuclear business, it is really very important because we realize that the highest risk in nuclear industry or in nuclear safety is missing knowledge. So that's why we dedicate a lot of money and a lot of energy for knowledge management issues. Regarding types of knowledge, I'm not going to explain what is the difference between the tested and explicit knowledge. I just want to let you know that every business in any company or any country must know what, why, how, and who. And it doesn't matter if you split the atom or if you produce, for example, chocolates. The basic is really the same. And I will dedicate, during my short contribution, my time to be focused especially on this area because knowledge management is about people. This is just for your kind information a strategic model which is very similar in our company. I do realize that the quality is not 100%. So let me go through very quickly. This model is about incorporation or integration of knowledge management with a company's strategy. Believe me, it is very important because if it is not somehow connected with corporate strategy, the knowledge management is isolated island and it doesn't have any support. So this is very important for the very beginning. In this circle, you can see the creation of knowledge which sometimes comes in training and then after knowledge management again and processes, products, and performance connected with a strategy of the company. And it's quite important this contribution to knowledge management and determination of processes to knowledge acquisition and dissemination. So the strategic model in chess company is very similar and more or less works. And now a few words about the process status. Maybe you are surprised that I'm still talking about process because you could admit knowledge management is a system. It's a program or it's whatever. But in our company, it is a process with all its inputs, actions, and outputs. And because it is a process, it is also somehow connected with our processes within the company. I mean business processes. So now a few words about our reasons. Why did we decide to implement knowledge management? So of course, the main objective of knowledge management introduction was to reduce the risk associated with a possible loss of unique knowledge. While I'm talking about knowledge management in our company, it is defined that it has to preserve the unique knowledge. At this moment, we are redesigning the process and we talk about critical knowledge. So this is a difference and a little bit different approach. So the reasons why we decided to implement knowledge management was of course the risk of loss of the unique knowledge and experience in our Dukovani MPP because of generational change. The people who started immediately after receiving the PhDs in universities, they started the work in the plant and they spent all life within the plant. We have almost zero turnover in nuclear business. Another reason was increasing demand from abroad for skilled professionals. So it was really kind of alert for us to preserve at least their knowledge within the company. The experts transition from the operational business, increasing demands on the quality of work and what happens also in our company that the good employees and experts in nuclear business are somehow headhunted, I would say, to another departments, not outside of the group, but to another departments which is always risk of loss. Development of MPPs, limited transfer of knowledge and experience, rapid increase of capacity and we have realized that experience is not used of the improvement of the processes. So those are the reasons why we decided. The objectives you already know because I have mentioned those objectives during my first presentation about KPIs on Wednesday. So just to go quickly and it's common because from Monday till today, we still hear more or less the same to identify, maintain, develop, use, share, et cetera, et cetera. So we can probably go ahead. I have been talking also about our main six dimensions. For knowledge management, I'm not going to repeat them anymore, it's just quickly, we could say that some of them are hard and some of them are soft. So what we understand hard dimensions is content and structure, like map knowledge, areas, experience reports and documentation. Of course, process and organization because it is very important to put the roles. Everybody involved in knowledge management within the company must understand the role and competencies. Then it is technology and infrastructure. It means databases or searching machines, knowledge management portals, whatever. And among the soft dimensions, belong of course, cooperation and culture. It is nice to say you should have a KM culture or sharing culture, but you probably will agree with me how difficult it is to change the culture within the company, to convince the people how good is sharing, how good is to cooperate. So it looks simple, but it's not in reality. Of course, persuasion and leadership. I've talked with my colleagues and lectures during those days we spent here together and we really agree that the leadership is really a kind of issue in knowledge management because the leaders, they think they do knowledge management and they think they support knowledge management, but in reality, it doesn't work properly. On the other hand, while you decide with knowledge management implementation, you should have strong managerial support. Without managerial support, you will not move forward in a single inch. It's impossible. And of course, impact and resilience. In this, let's say diagram is visible, how it works together. And as I mentioned on Wednesday, if any single element of those is missing, it's always a problem for knowledge management implementation. Now we are approaching to the slides about nuclear knowledge loss risk management in our company. So let me share my knowledge and experience what we did in the very beginning, but what is still, let's say active or vital in our company. The rules. You need to have some resources for knowledge management implementation. And after the implementation, while knowledge management is embedded process, you'll still need people and resources to continue and to maintain sustainability. So in this slide, you can see the headquarters part, but you don't probably don't have headquarters. You can, some roles to this production, let's say part. And you'll see that on headquarters, the highest role is board KM owner. It is really the guy who is the member of board. Maybe it surprises you, but it is very important. Without this support in such a big company, we wouldn't move forward. This is me. In fact, I am kind of a knowledge officer. We call it in my company, knowledge management coordinator, but what is my responsibility to methodology support my knowledge managers in both NPPs, to bring them some ideas for knowledge management implementation, to support them methodologically to write all documents and internal legal policies, et cetera. So maybe after coming home, I will convince my manager or supervisor to call me wisdom officer. You remember? I like it. So this is NPP. This is basically nuclear power plant. Here is my counterpart, knowledge manager, who is very important, which is very important role because he deals with the people involved in knowledge management with sponsors, and lead experts, and with experts. And he needs also KM administrator, which is personal responsible for databases, updates, and such support for knowledge manager. But knowledge manager is really a key person for me to cooperate with. So I would suggest that it is also very important while implement or at the very beginning of every pilot project to structure the knowledge areas. And a good idea, or what was quite successful in our company was that we divided the processes in three groups, like management processes, key processes, and supporting processes. And of course, as the key processes relating to business, it means to nuclear business are critical and most important for every company or every operator. We started with those ones. It means one knowledge area is named fuel cycle, operations, maintenance, that is really a lot of knowledge and modifications. And then we continue with support processes and currently we are about to find knowledge management issues and links with management processes. So what we did at the very beginning at what we doing still now, until now, identification of unique knowledge or critical knowledge. So here is example, how did we do that? It looks maybe a little bit messy, but it's not. In the first stage we started, the first stage of implementation, we started with identification while initiating interviews with managers, line managers. So we were talking with line managers and asking them, show us where is the critical knowledge? Do you think after knowledge mapping then there is some knowledge missing? Show us the unique knowledge holders. I call it personally golden grains or golden seeds sitting in their heads. So who else should know better than your maybe mother and your manager what is inside your, what is inside your head and what is your expertise and what is your treasury, I mean professional treasury. So they show us and we started to create the list of another people in their teams and some another knowledge holders. In the second round, we had an interviews of those identified and they again showed us others, not even vertically, but also horizontally. If you know that in maintenance is one guy who is absolutely perfect with, I don't know, in turbine area, it could be also your colleagues. So we created in that time about 200 expert list, 200 expert at risk list and it was the very base of our future work. In the third stage, we started to priority setting. It means that on the scale one to five, we were trying to identify the risk of loss of that knowledge. So of course, if the guy with the experience in his head is about to be retired very soon, he received number five. But it shouldn't be only the old employees staying before retirement. We have in Tamilian era one very smart and experienced guy who is about 35 years old and he knows absolutely everything. He can shorten the outage. He can reply whatever you think. He is absolutely kind of E.T. And you would probably think, but what kind of risk did you identify? Yes, we did. He likes to drive in very high speeds, his motorcycle, more than about 300 kilometers per hour. It is his hobby. And that's why he is in our list of knowledge at risk, also marked with number five. So finally, we've got a list and we put on the scale one to five the high of risk. We have to prepare some action plans, what to do afterwards. So it is again, it is the list I have mentioned before. Now it is in a SharePoint and everything goes through workflow. It means while your manager is sitting with you during let's say appraisals twice per year, he can evaluate your knowledge at risk continuously all year round. He can set priorities regarding the risk of loss and it workflow flows through knowledge manager to SharePoint. I showed you during my first presentation that you can by full text find the proper people you need to talk with. The process model is simple and you know it already. In the beginning, you have to identify who and what. Then you have to realize which knowledge management tool you will use for capturing and preservation of the knowledge. I'm sorry, but we don't have time to talk in detail regarding those tools because the briefing deserves maybe one separate presentation. It's a long process which requires preparation and people around and quite some money of course. And we use the briefing interviews only for people with a tacit knowledge. You remember the presentation with Horses Trainer in Monday? So you probably will agree with me that in every department or NPP you can find so-called Horses Trainer. The people who just for example enter the turbine room and just by using their sense they know that something is wrong. Just like, you know. So we believe we have tools even to preserve such kind of knowledge and experience. And in the third phase it is of course publication or sharing and using. As I mentioned already we have quite problems with the use of those portals and databases and documents. We have still to motivate the people to go there and to search for the problems. It's because nuclear business in our company they are just working under some standards and descriptions and checklists. They are, you know, it's almost military environment. So if there is something new which doesn't go along with their everyday working procedures you have to communicate and convince that it is really good for them. It's basically the same. The person with golden grains in their head and now more tools. While talking about knowledge management we also use and we don't even realize that we do even in HR processes supporting knowledge management principles. It's training, tutoring, mentoring, succession planning. We heard a lot about succession planning already from my colleagues, exit interviews and of course onboarding process which is missing here unfortunately. Onboarding is also nothing else just knowledge management. And maybe you don't realize that what we are doing here it is also sharing the knowledge and experience not just from lecture to you but also between lectures during the coffee breaks, et cetera. It's all about knowledge exchange. Communities of practice, another topic for another separate presentation. Alumni programs, we never heard about that. It's for our employees, I mean experts already retired and it's quite simple. Time to time we organize the meetings just informal meetings where they talk about their knowledge and drinking beer and you know. Here is just one example according to my point of view very nice example how the knowledge from one hat can be transferred to maybe hundreds. It means that an expert experience which is transferred to let's say experience report one of our knowledge management tools goes to database and our lectures from training and development department they visit the database twice per year. It is obligatory for them and it is in our procedures just as a must. And they just read all those experience reports and they pick up the topics as suitable for extension of their curriculas. So once it comes to their textbooks they can teach hundreds and hundreds employees during our training processes. Priorities, support and motivation. It is very important. Management support as I already said. Capacity, it means not only human resources capacity but you need maybe financial capacities at least during the pilot project. And our objectives is in 2017. I'm sorry there is a mistake. As I said, we thought actually that our knowledge management process works properly and then the outputs are more or less let's say good for improving the performance of our company. And we also have been, we got a recognition from the agency IEA in 2013 as a good practice. But now, and it happens in big companies, if it were, if something is really well working the management decides that you have to redesign it. So now we are under redesign. So the first big thing is that we are not talking about unique knowledge anymore. We're talking about critical knowledge which really changes approach a little bit but not the process as the method. And also we are increasing the team. I mean regarding the number of employees somehow involved in knowledge management process. And of course, and it is very important and quite expensive, we are trying to introduce a new searching machines and new applications like SharePoint for knowledge management purposes. And on Wednesday, I showed you how it looks if you remember. This is my dream slide. Why dream slide? Because it is about knowledge management principles becoming to every day's work of all employees in our company. Our motto of knowledge management is we value employees' knowledge and we know how to treat them. And this is the end of my story. Thank you for your attention.