Link to the study - European Parliament - Europa

Policy Department D: Budgetary Affairs
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The training of personnel is further planned and managed in systematic manner on the annual basis
reflecting current and future status of decommissioning and personnel needs.
All these forms of re-training personnel, along with permanent internal discussions and interviews
conducted continually since 2006 resulted in general acceptance of new profession by former
operation employees who now work full time on decommissioning tasks.
Which continuous measures has been introduced and set up (training on the job, internal and
external courses, etc.), which measures proved to be advantageous/disadvantageous?
JAVYS has combined both forms of trainings – both internal and external.
Internally, JAVYS is focusing on continuous improvement of the technical education (for new
employees) and managerial skills. During the first years of decommissioning preparation, focused was
given to acceptance of transition from operation to decommissioning and the implementation and
organisation challenges it will bring.
Externally, JAVYS provides opportunity, as well as actively arranges transfer of international
experience and know-how to its employees through taking part in international seminars. Many of
the events require mutual sharing of information, which provides JAVYS with high opinion feedback.
Annual postgraduate study course for decommissioning organised by the Slovak Technical University
in Bratislava is also regularly attended.
Has the personnel majorly adopted their changed tasks (acceptance of the new targets, job
satisfaction, self-complacency, expert excellence)?
Yes, it is possible to state now, that the operation personnel have changed their acceptance and
attitude towards decommissioning. However, successful implementation of the change took several
years and required day-to-day communication with the staff, as its motivation is a complex task.
Important milestones were making operation employees recognize their own importance even
during the decommissioning stages, based on their acquired knowledge of systems, professional
attitude in the work, as well as job stability for the next decade.
Also, mixture of the original experienced staff (still forming about 70 % of decommissioning staff)
with young and enthusiastic people has brought a strong synergy effect.
Do you see or encounter difficulties between internal and external workforce (with
consultants, with construction companies, on competencies, etc.)?
It is normal to experience some day-to-day difficulties when working with external companies, but
these frictions are well within the limits of common managerial difficulties that can be solved as they
come into attention. Most of them come from different point of view of the internal and external
workforce (contractors):
- Internal workforce sees the global objective and adapts the particular tasks to this objective,
must be and is more flexible in solving imminent problems.
- External workforce is more oriented only on achieving the goal of their specific task, the overall
objective is not their concern.
JAVYS company is hiring external workforce for those activities where is a reasonable ground and
economic benefit for the company. The reasons might be:
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