RESEARCH DIRECTORATE-GENERAL
Directorate J : ENERGY (Euratom)
Unit 2 : Fission
9 February 2007
Conclusions (minutes) and responses to questionnaire of Euratom workshop
Towards European Nuclear Training Networks (ENTN)
Cadarache château (France), 12 -13 October 2006
The aim of this workshop (36 participants)was to bring together users and suppliers of nuclear training to discuss to what extent "European Nuclear Training Networks" can contribute to solve one of the current big challenges: the shortage of highly skilled professionals in the twofold context of ageing nuclear installations and nuclear Renaissance (Generation III).
The agenda of the workshop is given in annex 1 and the list of participants and expressions of interest in Annex 4.
At the end of the workshop, the participants were invited to discuss a preliminary action plan (what kind of network is needed and how will it be funded in a sustainable way ?) andto proposea pilot case (testing of harmonised quality criteria and modularisation, mutual recognition, and mobility across the EU).
The speakers were invited to respond to a number of questions raised at the workshop. A meeting was planned to discuss those responses and to develop a proposal for a pilot exercise (EC Brussels, 15 January 2007). The minutes of the latter meeting are given at the end of this document.
As far as actions at the EU level are concerned, the main conclusion of the workshop seems to be the launch of an industry driven training exercise focused in first instance on nuclear safety culture. This exercise should follow the SAT approach ("SYSTEMATIC APPROACH TO HIGHER LEVEL TRAINING"/ IAEA – see Annex 2) and address primarily the safety managers of nuclear installations across the EU.
If successful, this first exercise can be followed later on (through a dedicated FP7 call-for-proposals for "Euratom Fission Training Schemes" – see Annex 3) by similar courses on other subjects of industrial interest. The aim is to build pieces of future "European Nuclear Training Networks" (ENTN) of high quality.
SUMMARY OF THE PRESENTATIONS
Each presentation is summarized below on the basis of the overheads used and the oral presentation. A conclusion is tentatively drawn from each presentation in order to proceed towards the more global outcome for the whole workshop. The conclusions were drafted by the European Commission a posteriori integrating the action plan agreed at the Workshop. In addition some questions are addressed specifically to participants in order to get more detailed information to clarify their training needs and/or schemes for a possible European action.
1. Views from the Industry: Training Needs and Supply
AREVA
As a worldwide key player in the nuclear sector, the group is concerned with the age profile of its resources and recently developed a scheme to transfer skills and knowledge from the older generation to attract, develop and retain new talents. In house expertise building and management is performed at corporate level. The pool of expertise is used for solving technical and industrial problems but also to transfer the skills and knowledge through training at the AREVA university (just starting). Training of new employees takes 2 to 3 years based on induction and mentoring programmes. Training curricula are based on 8 steps, from training needs analysis to evaluation and optimisation of the career path – leading to a training passport for each employee and ensuring the close connection between training and career development.
AREVA, through seven dedicated training centers in France, is also providing training (eg site access, waste handling, nuclear logistics) to his subcontractors working on AREVA sites or customers sites (EDF in particular). Training is also provided in the package of technology transfer (eg BNFL, JNFL). A particular case is the training of the Finnish Olkiluoto EPR team as part of the contract for the plant delivery. This is handled by AREVA NP GmbH in Germany (former Siemens Erlangen Training Organisation). A full package of courses (introductory, plants systems, simulator, I&C Teleperm XS, maintenance, commissioning – including On the job training – total 265 weeks) is planned in relation with the plant construction and commissioning schedule. Some of these courses (eg EPR introductory course – 6 weeks or shorter) are therefore available off the shelf for others interested.
General outreach to young graduates is done through Campus Management Days e-connecting 80 schools and universities in 7 major countries (eg India, US, Finland,…).
Conclusion: AREVA proactively develops its in-house training capacities to anticipate the loss of competence and skills at a time when nuclear expertise is required for the future operation of existing plants and the nuclear renaissance. By managing its pool of expertise, AREVA disposes of the means to handle its training needs internally and to offer training services to its customers and broader. AREVA would be prepared to participate in the modularization of its training programme and use training provided by others for its own staff, when appropriate and efficient.
Questions to Mrs Caillot:
- Concerning the AREVA in-house training, is it possible to clarify what type of training can be opened to other customers and what part is restricted?
- What kind of training would AREVA be interested to get from outside its own organisation (At EU or wider level). Which would be the driving force to buy out instead of develop in-house?
- Would an European Training Passport make sense for AREVA. How would it be qualified and by whom (example of WANO)?
- What is AREVA's views on the "EUROPASS" launched by the EC in December 2004 (see website )? How could the forms be adapted to apply to the nuclear industry?
Answers :
Actually AREVA hasfour types of in house training activities :
- we have in-house training centers
- we have a university dedicated to leadership, continuous improvement, development of support functions(sourcing, finance...)
- we have in-house transversal training programs to develop key competencies and a group culture.
- we have a special training offer dedicated to our customers
Mainly such programs are not dedicated to other professionals from the sector except what is developped bythe training centers (AREVA TA Center, Trihom, , AREVA NP Center, AREVA Tand D center).
As far as general knowledge is concerned , weuse either our historical partner INSTN or our training centers. We don't develop such a product line inside our sites.
AREVA human ressources department has launched a passport for each of its employee. For the moment we go step by step. Our passport has been created alsoto increase the mobility. This tool has no vocation to be exclusively nuclear.
Of course this passport is in line with "Europass".
NEXIA
Nuclear expertise is fast fading away in the UK as a result of years of decrease in R&D expenditure and closure of labs. Competence is needed for handling the legacy of the past (creation of NDA), operate the existing plants and prepare for the future. A 2005 nuclear industry survey showed that nuclear employers hardly find skilled, qualified or experienced scientific, engineering and technical people. Most common shortage is in nuclear safety management, reliability, nuclear plant systems.
NEXIA is a result of the recent reshuffling of the UK nuclear industry. It inherits R&T activities and facilities of BNFL (incl Magnox and the URA-University Research Alliances) and the nuclear science business of AEAT .In addition training systems, safety culture and management training were also transferred. Many of the procedures, systems described by Mrs CAILLOT are also applicable for NEXIA Solutions. The goal is to undertake a role of a National Lab if created in the future. NEXIA is able to deliver training support, including infrastructures and laboratories (Springfield B709 for fuel fabrication, Sellafield BTC for actinide and FP chemistry, waste management, and decontamination, Windscale B13 for handling Hi radioactive material and PIE, TC Workington as a non active facility that includes an engineering maintenance capability). Strong links are established with a network of UK Universities.
Conclusion: UK needs to value its long term expertise in order to ensure the handling of the nuclear legacy, the operation of existing plant and prepare the future. NEXIA, assembling the "national lab" competence provides a mean to contribute, in close connection with the Education System. NEXIA in particular disposes of facilities which may be offered for training activities for UK and foreign trainees.
Question to Mr Eccles:
Q1 - Are the activities under URA modular and open for foreign students?
Q2 - What would be the conditions for use of the NEXIA facilities by foreign professional engineers for training purpose ("entrance ticket" and practical modalities)?
Answers :
Q1 - The participating universities in the URA (University Research Alliances) initiative undertake to conduct generic/fundamental research for a specific customer.Some of this research may be targeted at short term issues whilst other will have medium/longer term implications. Some of the students involved with the URAs are from overseas. Provided they meet certain criteria then most students would be eligible.
Note in this instance training is acquired via research activities that will include use of equipment, facilities and knowledge/understanding of radioactivity, nuclear fuel cycle etc. The URAs operate safety systems, quality management procedures that have been approved by Nexia Solutions.
Q2 - Working in Nexia Solutions facilities for overseas students is little different to UK students i.e. the training would be provided as a result of a research project being undertaken in N-S laboratories. Projects would be funded by an appropriate customer for example EU FP and hence provision would have been made in the budget to work in our laboratories and be supervised accordingly. This provision would also include cost for safety/administration type activities. There are no strict timetables, provided all the necessary paperwork is in place and relevant space is available in the laboratories then start/finish dates are flexible.
EMPRESARIOS AGRUPADOS
As an engineering organisation, EA is concerned with nuclear safety awareness and training. This encompasses two dimensions:
-training in safety culture (including organisational aspects) – this applies to all organisations involved in the nuclear area,
-training on "new" safety features of the Generation III plants, building on the Gen II experience, but integrating the "new" challenges (also in preparation for Gen IV):
-innovative technologies such as safety margins reduction, passive systems, MOX and high burnup fuels, PSA uncertainties;licensing and certification; harmonisation of safety requirements, design codes and engineering tools; shortened construction time planning and management; heavy equipment manufacturing capabilities; modern I&C;…).
Conclusion: considering the major challenges in front of the nuclear community, strong synergies have to be organised between the education and training spheres. A lot is already available at EU level through the ENEN-NEPTUNO process and should serve as the basis for expanding and filling more industrial needs. Synergies between Industry and Universities have to be further developed.
ELECTRABEL/TRACTEBEL-SUEZ
The Tihange NPP (3 plants) employs 600 technical people of which 100 engineers, and around 1000 subcontractors for specific works. Technical training of the engineers is well fulfilled by the Belgian University Association BNEN. Scientific and technical training of the older generation of technicians is more problematic for example in new technologies (informatics, I&C,…), in particular when they occupy middle management positions (but this is not the topic of this seminar).
An area which is of concern throughout the organisation at the plant (applying to all personnel, engineers and technicians) is the day-to-day safety culture (avoiding the knowing-doing gap, fostering the permanent questioning and effective communication,…). A course has just been set up with a specific replica workplace for hands-on practice (2 days course provided for all personnel by AREVA TA).
In the engineering department at TRACTEBEL, the problem is related to the upcoming retirement of 200 engineers in the next 5 years. If new projects are coming, there will be a need for 200 to 400 new people (not all nuclear – most standard engineering). A 2 years training programme has been recently started for 40 young engineers at corporate level.
Conclusion: two different types of problems: safety culture training at large throughout the organisation AND training of new engineers to overcome the need of competence due to ageing and an increase of activity. Suez has the means to develop the training programme in house or buy on the market.
AREVA indicated their interest to share views with other industrial actors on the needs and means to ensure competence on the longer term.
POSIVA
The presentation showed the case of the relatively small organisation (POSIVA deals with the Finnish underground repository for HLW and spent fuel and has a staff of 68 persons) in a small country. Basic nuclear education is provided at University level, but the notion of critical mass is a concern. Keeping the teaching staff in sufficient number with a limited number of students per year requires political will – or networking at EU level (ENEN). On the industry side things will improve with the new plant(s) under construction and lead to specific programmes (as seen during presentation by AREVA). This does not apply to POSIVA: there is no specific training in nuclear waste management – but a collection of related scientific fields (geology, chemistry,…).
Conclusion: Networking, including at EU level, seems required for the training of specialists involved in waste management/geological disposal. SAT needs to be followed to define the training programmes. FP projects in this field are starting (PETRUS/ENEN).
Question to Mrs Palmu:
-Can you give some clarification on the very specific nature of the training required for the personnel of a "small" Waste Management Agency (in charge in particular of geological disposal)? Is off-the-shelf training and OJT enough?
Reply :
The training in a small agency on geological disposal is aimed at producing (at this stage of the programme) a coherent application for a construction license for deep geological disposal facility and to produce the required evidence of safe disposal for the safety case portfolio.
Figure 1 – Posiva's safety case portfolio
Since hired consultants and researchers carry out a major part of the detailed research, development and design, the training should provide our personnel tools to critically steer this work and comment it. Also the consultants working for us full-time are encouraged to participate in related training.
Off-the-self training exists in very limited amounts. Partnerships with various training resources/providers are required. The basis however is internal curriculum planning derived from a need analysis that is becoming more systematic over time as our competence management system develops in parallel with our RTD programme and with ONKALO construction.
OJT is very important, but taking into the timeline we are operating with, we do not have 20 years time to develop experts on-the-job but we need to use formal training to speed up learning and understanding the interrelations of the different disciplines.
AREVA TA/CORYS TESS
The organisation offers training in safety culture, reactor physics, PWR transients, operational radiation protection (French Law), dismantlement and waste management. Specific tools are available, in particular small reactors, simulators (of different types), thermo-hydraulic loop, electrical lab. A specific interest exists in providing training for non-nuclear engineers who join a nuclear organisation.
Conclusion: readiness to contribute to the development of an European Nuclear Training Network.
TECNATOM
Tecnatom is engaged since long in the training of operators (simulators) and maintenance personnel (in particular in-service-inspection which is another main aspect of the activities of Tecnatom). Tecnatom is particularly concerned by the human performance dimension, safety culture and soft skills.
Conclusion: main interest to contribute to the development of an European approach to Safety Culture and to offer the availability of training facilities and tools (simulators and maintenance).
Question for both Mr Gless (AREVA TA) and Mr Gonzalez (Tecnatom):
Q1 - Would an European training passport have a sense for plant operators?
Q2 - Can Safety Culture be a topic for a common European approach – or is it too much related to national regulations? Please justify with practical examples and provide indicative agenda(s) for such training.
Q3 - For both AREVA TA and Tecnatom, is it easily feasible to work in English?
TECNATOM answers :
Q1 - Well , I think it is necessary some kind of harmonization or accreditation in order to assure that the training received for the operators is covering the necessary skills for doing their work in a safe and efficient way.
In England (British Energy) for example it has already started a training accreditation process based in INPO model for several positions (Operation Engineer, System Health Engineer ,Mechanical Maintenance Technician, Training Instructor) and it will continue with 10 more positions.
Perhaps it will be necessary to group or classify the different types of reactors in order to supply a more specific training depending on the reactor type but the general programme should be analyzed and harmonized. Anyway in Neptuno project Work package #4 it has been developed the methodology to follow.
Q2 - I think Safety Culture together with Human Performance is a very important topic to analyze and to make it common for all European nuclear power plants.
These topics should be presented not only in a theoretical manner but together with practical exercises and mixing different hierarchical levels within the same organization and also doing benchmarking activities sharing best practices among several European plants to increase the tightness and sense of community at a European level.