Link to the study - European Parliament - Europa

Policy Department D: Budgetary Affairs
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Slovakia
As of the end of 2008, altogether 1 242 people were employed at JAVYS, of which the V1 NPP
division had 382 employees. The amount of the employees was reduced in several steps of changing
the organisational structure of JAVYS according to the pre-decommissioning and the 1 st
decommissioning stage (as defined in the license requirements). In January 2012, JAVYS had 897
employees; 382 people of them were employed at the V1 Decommissioning Division and the Project
Management Unit division (CPD 2012).
After 2006, an intensive communication with and training programs for those, who were previously
operational personnel, was required in order to achieve a general acceptance of the new profession.
JAVYS also hired external workforce for several activities in reasonable cases and where an economic
benefit for the company was expected (ANNEX 5).
4.8.2. Comparison and evaluation of workforce aspects
In accordance with the best practices identified at EDF and EWN all three countries have either
directly (Lithuania) or indirectly, via a change in the managing institution (Bulgaria, Slovakia), decided
to use knowledge and skills of existing personnel in the NPPs. While the change at EWN took only
short time, it took a longer phase in the similar Lithuanian case to establish new structures and a
different understanding. This points to a possible previous underestimation that the conversion will
in any way be necessary and unavoidable by the previous management, or to an unwillingness to
change the approach as rapidly as necessary.
Bulgaria and Slovakia, which took a more indirect way of installing new substructures in their
managing organisations, are more comparable to EDFs approach (establishing CIDEN as managing
organisation, see chapter 3.2.2). In these cases the conversion ran faster and in a more strict form, but
was associated with a higher risk for fundamental frictions and failures (Bulgaria).
4.8.3. Recommendations
The relevance of workforce issues, such as conversion management and training, is well recognized in
all three countries. Explicit training, e.g. in the less technical and more soft skill areas of project
management, risk communication and knowledge management is recommendable.
4.9. EXAMPLE OF DISTRIBUTED RESPONSIBILITY: THE PLASMA OVEN AT KOZLODUY
NUCLEAR POWER PLANT
In order to understand decision distribution and its weaknesses better, the plasma oven facility at
Kozloduy NPP is selected as an example. It shows how difficult it is to identify responsible persons
and organisations for a certain decision in a distributed responsibility environment.
4.9.1. First failure to identify responsible decision makers
The European Court of Auditors described this example as follows:
'In Bulgaria, an experimental plasma melting technology was selected in Kozloduy without proper
demonstration of its effectiveness and without due consideration of the design and construction
costs (some 30 million euro compared to one fifth for traditional technologies).' (ECoA 2011)
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