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Workforce Planning For Nuclear Energy Programs
A Presentation to the 62 IAEA General Conference Side Event:
U.S. Support of the Peaceful Uses Initiative (PUI) for Nuclear Infrastructure Development
Chuck Goodnight
September 18, 2018
• Nuclear Regulatory Body
• Research Reactor Program
• Uranium Extraction Program/Fuel Cycle
Management Program
• Nuclear Power Generation Operating Organization
• Long Term Plan for NEPIO/Atomic Energy Commission
Nuclear Energy Programs Require
The Development Of Many Varied And Skilled Human Resources
Site VP
Plant Ops Dir.
(Plant Manager) Engineering Dir.
Support Services
Dir. Quality Mgr
Strategic Projects
Mgr/Dir
Operations Mgr.
Maintenance Mgr.
Chemistry Mgr.
Rad. Prot. Mgr.
Work Control Mgr
Design Engr Mgr
Systems Engr Mgr
Technical Engr Mgr
Licensing Mgr
Doc Control Mgr
QA Supv
QC/NDE Supv
Nuclear Safety
Review Supv
S/G Replacement
Turbine Rotor
Extended Power
Uprate
SAP
Implementation
Etc.
HR Mgr
Info Sys Mgr
Supply Chain Mgr
Security Mgr
Emergency
Planning Supv
Budget/Account
Mgr
Projects Mgr
Rx Engr &
Nuc Fuels Mgr
Admin Supv
Training Mgr
2
At The National Level, The First Step In Workforce Planning
Is To Define The Nuclear Energy Program
• Define the national nuclear energy program
➢ Uranium extraction?
➢ Research reactor?
➢ Medical isotope production?
➢ Electric power production?
➢ Spent fuel disposition?
➢ Regulatory Approach?
• Define the scale of each program element
➢ Uranium Extraction
✓ Volume
✓ Duration
✓ Disposition
➢ Research reactor
✓ Capacity Building/Training and development
✓ Nuclear research
➢ Medical Isotope production
✓ Types of Isotopes
✓ Quantities
✓ National use and/or export
➢ Electric Power Production
✓ Volume (Number of GigaWatts)
✓ Location of NPP(s)?
➢ Spent Fuel Disposition
✓ Return to Source Country?
✓ Interim Storage?
✓ Long-Term Repository?
➢ Regulatory Approach
✓ Prescriptive?
✓ Performance-Based?
3
The Next Step Is To Work Through Identifying Requirements
& Conduct A Gap Assessment
• Identify HR requirements to support the selected program elements
• Identify national capabilities
• Conduct a Gap Analysis to determine Capacity Building needs vs. national
capability
• Identify approaches to close the gaps
• Determine needs for external support
➢ TSOs
➢ Enhanced/expanded educational programs
➢ External support from vendor host country
• Develop on-going programs to ensure long-term capability
• Identify costs of gap closures, external support, and long-term capability
• Identify sources for funding4
Workforce Planning Is The Process of Ensuring An Organization Has“The Right Number of The Right People in The Right Place at The Right Time”
5
Adapted from IAEA Energy
Series, NG-T-3.10, Workforce
Planning For New Nuclear Power
Programmes
Assessment
Planning
Check & Adjust
Like A Nuclear Power Plant (NPP), Human Resources Also Have A Life Cycle
Release
Recruit
Hire
Train
Qualify
Retain Develop
On-Board
6
There Are 4 Key Elements Of A Successful Workforce Planning Program
➢ HR Strategy▪ Is there a defined HR strategy?▪ Are there 5-year and 10-year plans?▪ Are the medium-term and long-term organization models defined?
➢ Process▪ What are the current tools and how are they applied?▪ What are the input streams?▪ Who are the participants in the process?▪ What considerations are applied?▪ Is there feedback from the line organizations?▪ Is there a “People Health” reporting and monitoring approach?
➢ Numbers▪ Is the current state well defined, including staff augmentation and steady state
contractor support?▪ Are the current gaps known and understood?▪ Are near-term and long-term gaps known and understood?
➢ HR Programs▪ Is recruiting working effectively, can it be easily adjust as needed?▪ Are there current retention plans in place, and are they effective?▪ Is there an existing succession plan, and is it effective?
7
• Senior Management: Determines the overall HR strategy; defines key performance indicators; receives
status reports on workforce issues; provides governance for (and makes and disseminates strategic
decisions related to) recruiting, hiring, on-boarding, training, qualification, and retention of personnel
• Human Resources: Manages key HR processes (recruiting, hiring, on-boarding, retention, succession
planning); manages the workforce planning process; tracks and reports on key performance indicators;
coordinates with Training to ensure trainee pipelines are full; provides inputs, recommendations, and
guidance to senior management
• Finance: Receives workforce planning inputs from HR to develop and maintain budget forecasts;
provides labor cost-based budget information to Senior Management for decision making
• Information Technology (ICT): – Provides the infrastructure for the data/information; ensures data
security; supports the HR Information System (HRIS); supports workforce planning and analytics
software; supports workforce planning system users
Effective Workforce Planning Requires Significant Participation
From More Than The Human Resources Organization
8
Workforce Planning Is Unique To Each Nuclear Energy Program, And For Different Nuclear Power Plant Designs
We have developed staffing models for a range of new NPP designs:
• Areva (EPR)
• B&W (Generation mPower SMR)
• GE Hitachi (ESBWR)
• GE Hitachi (PRISM)
• General Fusion (Fusion Plant)
• KEPCO (APR1400)
•TerraPower (TWR)
• Westinghouse (AP1000)
9
“Lead Time” Planning Is Needed To Develop The Organization And The Operating Organization’s Personnel Requirements
The “lead time” for full operational staffing will be about 6 years
A functional lead time analysis will be needed in order to properly develop the initial organization and its growth path
Initial organizational elements will begin at the top as leadership and management positions will be needed first
The sequence of mid-level hiring will be tied to key factors including:
•Longer technical lead time requirements
•Operational readiness requirements
10
Construction License Issued
Basemat Poured
Commissioning Commences
Initial Equipment Installation
March Full Scope Simulator
Major Equipment Installation
Tech Training Bld Avail
Tech Training Bld AvailEnergization
Spring - Initial Fuel Receipt
Fall - Initial Fuel Loading
Fall - Initial Fuel LoadingCHT & HFT
Unit 1 COD
Unit 2 COD
Job Position Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Total
Admin Supervisor 1 x
Clerical/Secretarial 1 16 15 15 15 13 6 1 x
Executive/Confidential Assistant 1 x
ALARA Supervisor 1 1 x
ALARA Technician 8 8 x
Budget Supervisor 1 1 x
Budget/Accting Staff 4 2 2 2 1 2 2 2 2 x
Chemistry Supervisor 2 1 2 1 x
Chemistry Technician 16 12 12 2 11 11 11 x
Communications Supervisor 1 1 x
Communications Staff 1 1 1 1 2 2 x
Detailed Staffing Plans Must Be Designed To Support Program Milestones & Training/Development Lead Times
•Program and construction milestones will drive the timing of staffing requirements
• Each staffing function must be accounted for (over 150)
Cumulative Levels
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9
Prime Contract 0 x x x x x x x x
Scholarship 0 x x x x x x x x
Construction 0 x x x x x x x x
JAEC Hires 89 x x x x x x x x
11
The Input Sources Of Personnel Must Be Planned And Accounted For In An Integrated Workforce Plan
The integration must be completed
at the job position level, and include
all of the input streams
12
• An initial organizational model and a final organizational model are needed
• These organizational models also require migration plans and detailed staffing information
Organizational Development Is Required, Focusing On The Initial Nuclear Organization & The Final Plan
3. Final Nuclear
Organization
1. Initial Nuclear
Organization 2. Nuclear
Organization
+
Commissioning
13
Thus 500 personnel equate to a total lifecycle
cost over $12 Billion
Labor > Construction
In the USA, typical fully-burdened
annual labor costs are
~$100,000/person
Typical labor costs
Total labor costs will exceed
construction costs over the plant’s
lifecycle
Labor costs
Those considering construction of
new nuclear plants typically focus on
initial (“overnight”) construction costs
Overnight costs
Labor Will Be One Of Nuclear Power’s Largest Lifecycle Cost Areas, And Must Be Carefully Considered
Present Value of 60 Year Labor Costs
$0
$1
$2
$3
$4
$5
$6
$7
0% 1% 2% 3% 4% 5% 6%
Inflation Rate
La
bo
r $
(Billio
ns
)/1
00
Pe
op
le
At 4% Inflation, 60 Year
Labor Costs Exceed
$2.5 Billion
At 6% Inflation, 60 Year Labor
Costs Exceed $6 Billion
Present Value of 60 Year Labor Costs
$0
$1
$2
$3
$4
$5
$6
$7
0% 1% 2% 3% 4% 5% 6%
Inflation Rate
La
bo
r $
(Billio
ns
)/1
00
Pe
op
le
At 4% Inflation, 60 Year
Labor Costs Exceed
$2.5 Billion
At 6% Inflation, 60 Year Labor
Costs Exceed $6 Billion
14
Functional Staffing Requirements For Nuclear ProgramsAre Driven By Five Key Factors
Area Function
Plant
Design
Site
Layout
Regulatory
Requirement Outsourcing Centralization
Operations Applied Radiation Protection X X X X
ALARA/Radiological Engineering X X X
Chemistry X X
Decontamination/Radwaste Processing X X X
Environmental X X X X
Fire Protection X X X
Operations X X X
Operations Support X X
Radiation Protection Support X X X
Engineering Computer Engineering X X X X
Design/Drafting X X X X X
Modifications Engineering X X X X X
Nuclear Fuels X X X X X
Plant Engineering X X
Procurement Engineering X X X
Project Management X X
Reactor Engineering X X X
Technical Engineering X X X X
Maintenance Facilities Maintenance X X X
Maintenance/Construction X X X X
Maintenance/Construction Support X X X X
Outage Management X X X
Quality Control/Non-Destructive Examination X ? X
Safety/Health X X X
Scheduling X
Regulatory Emergency Preparedness X X X X
Licensing X X X
Nuclear Safety Review X X
Quality Assurance X ? X
Security X X X X X
Site Support Budget/Accounting X X
Communications X X
Contracts X X
Document Control/Records X X
Human Resources X
Information Management X X
Management X
Management Support
Materials Management X X X
Purchasing X X
Training X X X
Warehouse X X X X
1.Plant Design 2.Site Layout
3.Regulatory Requirements
4.Outsourcing Approaches
5.Centralization Opportunities
Careful labor planning can save significant costs over the plant’s
lifecycle
Different approaches can be
successful, but previous models
have been developed through
testing over decades
Identifying appropriate
staffing requires integrating these
drivers across the organization
Each staffing function may have one or more drivers
15
Workforce Planning Is A Critical Element of The Management System; It Is Required To Always Ensure Qualified Personnel Are In Place
Current StateWhere you
areDiagnostics
Future StateWhere you are headed
Plans & targets
GapsActions needed
Tools Plan
Continuous Improvement
Monitoring (People Health)
AdjustmentsAction
Owners & Activities
16
Thank You
17
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