 Thank you. If you have additional questions, you can ask me, I will also answer. We are knowledge management people can answer any questions. I learned it from my morning sessions, we are capable to do it. Okay, next presentation with me. I tried to make it practical and to provide you some kind of experience, guidance on how to implement knowledge management. In fact, we are in favor of the knowledge management, that some of you already doing this, some of you trying to understand what does it mean. But the situation is completely different from the situation which was ten years ago. Ten years ago, I very often received very interesting questions in this room. For example, what's the difference between quality assurance and knowledge management? Why we are doing knowledge management because quality assurance already in place? And so on and so on and so on. Now it's not a case that people are more and more asking about how to do it practically. Again, talking about nuclear, nuclear organization, we should conclude that nuclear organization, they are in some case different, they are regulated. It means that if you'd like to implement something in regulatory body, if you'd like to implement something in a nuclear power plant, you should go and unfortunately probably and might be fortunately on the level of the procedures. You need to have procedures, you need to have some kind of guidance, you need to have instructions and only after it will be in place. And if it will be approved according to the organization's standards, only after this people will do real work. In the market, small organization on the market, which are doing their own business, it could be much easier. The vice president or president said, let us try to do this or try to communicate, try to share. But again, in the nuclear community, is it sometimes dangerous? Because if people start to share knowledge without proper assessment, what knowledge they're sharing, without permission authorization and whatever, then it could be a danger for organization. Remember I talk about the different tasks for knowledge management, sensitivity of knowledge, safety aspects and other things like this. That's why I think we will go in some specific direction of the implementing. This is the content of my presentation. And intentionally I put more information at more slides. Because I will not mention all line by line information here. I hope, I hope, I have a dream that you probably will look through my presentation later on. But it's a dream and if it will be reality, I will be quite happy. That first of all, it's about general approach. This is nothing special here. But I'd like to remind you that we can do things differently. In a traditional approach to knowledge management in steady state, that normally we are asking ourselves some questions. What do we do? How do we carry on doing good? Can we spread the world wider, reduce risk? Can we make it easier to find? Can we do it better and so on and so on? It means that this is an evolution approach which many people do. This approach is coming to some kind of the left to right thinking and start at the left where you are now and plan to the right. First do this, then do this, keep building comfort until you probably never finish. And then in this evolution approach, we start with this, go, go, go. And probably we will find the nice product in the end, applying our knowledge through some period of time. But in modern society, I think we can use this. But it's not really productive and not really fast. I think that walking backwards, right to left thinking, it's much better. Start at the right with the goal, deadline, or finished product. Walk your way backwards to the start. Answer the question, what steps do I need to take? In what order to achieve the desired outcome? And then if you go to this approach, I think you will start with corporate objective. What are the knowledge needs to do it? Do we have these resources for this? Can we buy or build these resources? Can we stop doing this that don't deliver? Then if you will go to in this direction, then you are coming to outcome driven knowledge management. That means that you are asking about the result first and designing your knowledge management program according to expected result. What we are trying to achieve with KM? Where are the problems? Can knowledge management techniques help? Which KM techniques will yield result? And then using the smart approach. You probably in this room, you don't need to be explained what does it mean to smart approach. It's specific, measurable, achievable, relevant, and timely. This kind of things will create, it's a general explanation, but these create basis for implementation of knowledge management. Define your goals and define the way, what you'd like to achieve, and what you'd like to achieve and go. Let us see, I think that's most important here after this. It's a linkage to the business goals and safety. The general idea is presented here. And if we have a business strategy, which should be in place in any organization, small or big or whatever. Then I think that we are planning activities, future activities. But business strategy, defining the business strategy and making the analysis of business strategy. The people can define the strategic gap. And in strategic gap, knowledge management people may and should define what the place of knowledge management. How knowledge management can be used in order to reduce this strategic gap in the business strategy. If it's a case, like indicated here, the knowledge gap. Then this knowledge gap, of course, analyzed based on the different aspects. And then based on this knowledge gap that we can define using the reality, knowledge policy, knowledge strategy, and first order knowledge strategy. It means that how we will go. Of course, it's a general approach, but nevertheless it's a right approach. Not do knowledge management for knowledge management. Do knowledge management for improving organizational performance. In our case, productivity, safety for nuclear power plants. Or innovative programming and research and development. Or quality of the licensing inspection in regulatory body and so on and so on. This is the same idea, but presented a little bit different by ZAK in 1999. And then you will see the strong convict points, opportunities, internal, external. But again, I think taking all these features, something. It's not so light. Yeah, taking, again, we are coming to strategic gap. And define knowledge to go out to execute the strategic gap. And then assess knowledge which are in place. And then consider needs and opportunities. And again, based on this analysis, go to the knowledge strategy. And create your action plan. Or some activities based on this. Drivers for knowledge management. It's also already mentioned. But nevertheless, again, it's good to remind you. The aging industry workforce was mentioned many times. Safety requirements, expansion of nuclear power, new build, new development, requirements, and so on and so on. All of these, this is a business requirements and business drivers. But these business drivers, also, they are basis for the knowledge management drivers. How knowledge management can contribute in achieving these objectives. Then we are coming to some kind of their knowledge management objectives. Knowledge management can promote creating new knowledge, reduce costs, preserve existing knowledge, reduce knowledge laws, increase productivity, and so on and so on. Generally speaking, knowledge management helps staff to do right things and to do them right. If you are going to some kind of the expected benefit, generally and strategically, then we can consider safety benefits. And we can consider some kind of organizational performance benefits. What is important here? I think really knowledge management can directly contribute to improving the safety in nuclear organization through different things. Like for example, faster problem identification. Each line could be explained in half an hour at least. Faster problem identification, Fakushima. Then if I will start with this, then we will understand what does it mean. Problem identification was not properly done, knowledge was not in place. Some network of experts was not used from the very beginning and so on and so on. That it was lack of knowledge management approaches here. That broader knowledge access across the organization. Consistent use of the best practices and problem resolution techniques across the organization. This is also quite important when the people talking about lesson learned, how their knowledge coming from one department to the other department, how the analyzing of events and so on and so on. And then I can go on each line and give examples of this. Quick response to the problem. This is extremely important from the safety point of view. If we have group of the knowledgeable expert who are in place, who cannot provide some kind of the hints, experience. In Russia, there is an emergency center in Moscow, very big one. And a lot of experts on the request working online, which available 24 hours per day. If something happened far away from Moscow, the information will be received and in very short time, people will analyze what is going on and give the advice how to manage. This is a knowledge management approach to this problem and quick response to the problem. The performance benefit, I think it's more or less clear. I probably save my time to go to another, you will read it later on. And what is also important, when I told that knowledge management in the regulatory environment, not something which I stand alone, we should take in consideration, and I will spend some time today about this. How to make integration of knowledge management on the organizational level. Make the statement short, we need to go in the direction that knowledge management should be part of the management system in organization. When it will be natural part of management system, then it will be treated as other managerial project and organization. And I will show you today how possible to do it. This is the same thing, but present quite nicely organizational objectives, human capital, technical capital, organizational competences. And then we are going, make sure of this, I think that all these things applying, we are going to increase organizational performance through combination of this and apply knowledge management. But of course, on the organizational performance, I mean, not only economical things, but also safety benefits. This is a real example from the nuclear power game behind Germany in the W, systematic knowledge management. They establish their system and then you see how they consider knowledge management contribution to the business goal. This is the business goals they establish, operational excellence, exchange between units. And this is how they are applying knowledge management techniques. This is our ability of best practices adjusted to the needs of the side, network of senior experts, recognition of activities within the group, sharing knowledge and so on and so on. In this slide, you will see from the same organization some kind of the knowledge management goals which drive from the strategic goals. This is, I think, fostering collaboration, boosting the systematic use of existing know-how and so on and so on. And then, under statement of the organization, they consider that applying all these things, and you see, preserving knowledge systematically, knowledge employee fluctuation and generation change due to their coming to increase of efficiency, competency increase and effectiveness increase in the organization. This is what is done and what is in place. Very important to say here that to do this, and I also mentioned many times, leadership is a key issue. The key leadership in organization, especially knowledge management, very important leadership and how it was mentioned, knowledge management champions. These people, they are really promoting all these things. And again, I'd like to remind you, it's a slide from yesterday, that there is a special technical document safety standard on leadership and management for safety, which was published recently in 2016. And I really recommend you to read this document. And this document already translated on five or six, I don't remember, languages, which can be, you can take copy with a language, which you really like. And this, based on this, I can say or conclude this part of there. We recommend that knowledge management should be integrated part, integrated part of all nuclear businesses, all nuclear activities, and it could be part of the large nuclear project. As we see in Rosatom, it could be national level, because Rosatom, for example, again, this is a state corporation, and we see that it's practically on very high level. It also could be part of the many other projects. Small and our task as a knowledge management practitioner, make knowledge management not exotic, but make knowledge management as a part of routine business processes in organization. If knowledge management incorporated on this side, on this level, that means our goal is reached. Let us consider in more practical way how to proceed with road map for implementation of knowledge management. What's recommended? Not necessary steps, but nevertheless, well-accepted steps in establishing knowledge management in organization. There are seven, I think, more or less, obvious steps in implementation of knowledge management, oriented, and probably I will start like this. First of all, it's orientation and awareness. Also, from our experience with many organizations, before you will start to talk with people about the real practical steps, you need to provide them some kind of training, training or awareness sessions or whatever. They should understand the knowledge management. They should understand needs. They should understand objectives, benefits, practices. And on this stage, assessment of knowledge management maturity is also quite recommended. It could be used by their own organization, but very often people are inviting people for audit and which can define some kind of weaknesses and points and so on. This very important stage in the beginning. The second one is analysis of safety requirements and business needs and objectives. As I mentioned on the big picture, this is where we are coming to real life. What we'd like to really see? Risk analysis, analysis of safety requirements, where the problem needs of innovation, need for knowledge and best practices, maybe some kind of the problem with knowledge loss or whatever. It could be very different things, but they should be analyzed and they, I think, should be discussed and aligned with culture, company values and whatever. Then we're coming to very critical and important part. After the analysis, after the awareness, when people understand what is this, they are coming to development of policy and strategy. This is a key point because this strategy and policy will be really, I think, a guide or direction for all other activities. And this is the indication what could be here and how it should be done here. Business plan, business policy in principle, financial, human, technological, every, all these issues should be mentioned in the policy, mission, vision, alignment with national, international standards. This is extremely important for nuclear organization. And don't forget about performance indicator if you are developing strategy. How you will show to your management in one year that you are successful. You will say indicators are established and we reach them in one year, or not reached, or it depends. Then design and launch. You are designing the program. You are designing action plan. A lot of elements here. And then you are doing some elements here. You are thinking about the knowledge processes. Should be knowledge management tools, roles, responsibility, establish of the knowledge management team, and so on and so on. And then finally, inside of this, it would be approved knowledge management concept. It's accepted or approved knowledge plan. And then you will think go to real implementation. After the implementation, one of the recommended step, it's expand and support. Expand the successful knowledge management activities through organization. Look for the sponsorship, leadership, motivation, communication. It means that after the first success, you will go to some more wide distribution of these activities within organization. What is really important? Success stories. Success stories, if you are in a big organization, and if some department, division, or whatever received some kind of the good results in knowledge management implementation, then you can widely distribute this, motivating other people to follow. And finally, I think we are coming to a very important stage, institutionalize the knowledge management. Make the knowledge management as a part of your practice in organization, made it like a part of your organizational culture. On this level, I think we can recommend standards and guides within organization, preparing and publication, some kind of the training techniques, defying some kind of the champions. Also, what is important here, process oriented knowledge management. I will talk about this a little bit later. As was mentioned a few times, this stage is impossible without creating knowledge management culture. And the finally goal of this roadmap to create a sustainable knowledge management program. The goal not to initiate some project and finishing one or two years. The goal to develop sustainable knowledge management program, which will stay in organization and provide additional value for the organization in general. And of course, as in many other projects, evaluation and continuous improvement. That's always there is a way for improvement. You are going, you are doing, you are receiving some results, you are sharing experience. You are taking this experience. And this is a process is going on in implementation of your knowledge management. This is a real procedure for some organization how to perform this kind of thing. And this procedure is recommended for organization at least to run once per year. Look, it's very similar what you have. First of all, analyze it's audit or knowledge need analysis. Then the development of knowledge management policy. Then strategy including action plan, implementation, action plan. Then assess, evaluate critical knowledge through some self-assessment and external review and recitate new knowledge. And I think this is the stages. Analysis, comply, develop, implement action plan, review, make assessment, analyze the new knowledge which was created, how to store it, how to use it. Based on the next evaluation step, update strategy, I think go to the policy states or if necessary to repeat analysis. At least it's recommended to make once per year in the big organizations. Interesting point, many people talking about this, but they are not really advising what to do. This general statement looks very good. The knowledge management should be integrated in the management system and in the management processes. I try to explain my point of view on this subject. Again, it's reference to the documents which I mentioned yesterday, and you can just use it. What does it mean? Knowledge management embedded in the people, process, and technologies. In fact, in organizations we have pro-co processes, managerial processes, and supporting processes. And knowledge management has their own stages in the process which are really well defined in your pre-training course and books and whatever. How to make the link between knowledge management processes and the business processes. This is a key point. One of the solution could be implement or introduce nuclear knowledge resource matrix. Idea, I will try to make it to simplify it a little bit. Each process, in order to be implemented, need resource. Technological process, maintenance, operation, licensing, authorization in regulatory body, inspection. This is the processes. And these processes require some kind of the resources in order to be implemented. What kind of resources? Human resources, human knowledge, legal and regulatory knowledge. Scientific and technical knowledge and competence. Here, knowledge and competence, according to our definition, it could be just competence, because knowledge is inside of the competence. Behavior and attitude, knowledge and competence, organizational and managerial. Then structural knowledge. It's a legal and regulatory. It's scientific, technical knowledge. Behavior, organizational, rational knowledge. Also, we can create this kind of the matrix for each process. And process owner, normally working with knowledge management specialist, can tell what kind of the resources. First of all, knowledge resources should be in place in order to implement the process. This is how it works. Integrated management system and knowledge resource matrix, which I explained. I think when we have a process, implement action plan, we're starting with certification of knowledge needs in order to make this process and go to identification of knowledge resources. And as a product of this analysis, process owner, again, as I said, with knowledge management specialist, they can create knowledge resource matrix needed to run the process. Then we are going to analysis and see it's a knowledge resource matrix review where we can identify what's knowledge in place and what's knowledge got. If there is some kind of the situation when the knowledge not is available, then we are going, sorry, not like, it's my son. Then we go to the elimination of knowledge gaps. And there are plenty of methods and tools. But nevertheless, organization should take care about the supplying knowledge for each process. Then we are going, when it's done, then we can go to the integrated management system process implementation. Then we are done. We have knowledge resources for these processes. Then review of this knowledge performance, how we are done. And then, if necessary, there is some kind of the feedback for knowledge resource matrix. Or some new knowledge can be obtained from this process. We are going to retrieve application and sharing of knowledge, storage, reuse of knowledge, and so on and so on. And this knowledge can be, it's not indicated here, can go to another processes, if necessary. Or this knowledge can be used in this process again in order to run this process more efficiently. This is how knowledge management can be embedded in the management processes. Just I will take more, five, 10 minutes. It's exactly my time, yes. Example, that each, if we consider number of projects, look, this is a supply management. This is a maintenance management. This is a objective management, operation management. Each simplifying here, minimum knowledge, it means that knowledge which are required to run their business, and some kind of feedback. It means that knowledge which we will get after the process will be done. Then when we start, we need this knowledge in place for these processes, and then when the feedback, we will analyze the receiving knowledge. This knowledge will come to here, and each time which we are running the supply management or operation will do better and better because we will use the knowledge which are already here. Where are the place for the knowledge management in general? It's here. If you have a process on knowledge management, that knowledge management will use for the whole organization as I explained. The knowledge management organization analysis, some actions and feedback from the knowledge management may come to the different processes. And then the general knowledge management processes from one point of view could be considered as a knowledge management process on the quite high level, and from other point of view, the knowledge management could be considered as a support process for individual processes within organization. And this is just an example of what should be minimal knowledge requirements, functional description, drug description, maintenance concept, critical position, critical functions, and whatever. After implementing, we can go to audit result, deviation reports, experience report, outage reports, and many, many others. Then this information through knowledge management will be used again to increase productivity, safety, and whatever. Example from JRS Germany. Here. They consider knowledge management as a supporting process, supporting the main core processes. Another example, Pax nuclear power plant Hungary. They smart, they consider knowledge management on the level of people and processes from one point of view, and they consider knowledge management here as a tool to support management processes within nuclear power plant. This is what I was told, that knowledge management can be considered on this level and should be considered on this level. Kasladoi nuclear power plant, Bulgaria. Core processes, management processes, knowledge management considered a supporting project. After implementation of knowledge management, they are analyzing the new knowledge received, and through application, knowledge application, knowledge creation, and through training activities, they are increasing the contribution of knowledge management to the core processes. Maintenance, operation, safety analysis, and other things like this. This is how it works, how it's implemented in knowledge management system. Critical questions for knowledge management, probably not so I already mentioned this and other people as well. You can read it later on. Closing remarks, this probably I will skip. Knowledge management difficult and challenging. This is a policy and strategy should be must in nuclear organization. Leadership and culture are important catalysts and integrated approach in knowledge management is needed. You will never reach success unless you implement knowledge management on the management system. Unless the knowledge management will be considered as a routine process, routine of course. It means that everyday process well established in organization. It's not fancy initiative for one year or it's some dream of few people. I know that it's already done in some organization and I think Czech Republic by case study will show how it works and today another presentation from David will show you how it working in some kind of other aspect. What I presented you, it's a general approach. It's a road map, how to go. The most important issue are here. In your particular organization, you can deviate from this. You can skip some of them, but nevertheless the main road map, main steps, you cannot avoid. You should go in this direction. Thank you.