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Policy Department D: Budgetary Affairs ____________________________________________________________________________________________ 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: 172
Nuclear Decommissioning: Management of Costs and Risks ____________________________________________________________________________________________ - JAVYS does not need their performance for the whole decommissioning stage/proces, so it hires external employees for implementation of short-term works or projects. - it is more effective (from the point of duration, profession, costs,…) to be performed by external company when compared to JAVYS’ internal possibilities. The cooperation works under normal conditions - as a client-supplier relationship with a normal commercial tensions. Administrational aspects Was it necessary to majorly change the internal administrational structure to adapt it to the new task? Definitely yes. The operation of the nuclear power plant is generally a routine work desiring the workforce to follow procedures and not to 'invent' new approaches as their tasks are defined in the operational procedures and manuals. The decommissioning process is however a creative work solving new and unique issues on a daily basis. The management thus had to shift from line organization into more project oriented organization. The new managerial and financial scheme has demanded JAVYS to adapt to its new responsibilities and tasks and to train people for new competences and responsibilities. JAVYS had to slightly change the portfolio of employees and mix operational staff with the new project-oriented people. Did you encounter frictions in that change process? Yes, certain frictions existed and are considered normal. Any change in company culture and company tasks is accompanied with certain refusal of change that is common to the human behaviour. This change had to be therefore accompanied by continuous training, explanation of new tasks and responsibilities. New employees with different background and knowledge have been hired and used for the creation of teams consisting of the old operational staff and new project oriented staff. This enabled JAVYS to keep the company memory and at the same time to adapt to new tasks. Are major administrational changes ahead to improve the structures? Yes, JAVYS is continuously trying to adapt and learn from lessons learned from abroad and from similar power plants or worldwide accepted methodologies. JAVYS has introduced the major changes when there was a major change (shift from operation into operation termination period, shift into decommissioning/after obtaining the license, and so on). All of these changes have been later analysed and tuned to optimal working conditions. Technical aspects Which safety status has the facility reached? What has to be done technically to reduce safety risks further? Bohunice NPP V1 has reached its decommissioning status under the decommissioning licence issued on 19 th July, 2011. Based on the international classification of steps decreasing safety risk (i.e. 1) shutdown of the reactor, 2) cooling down of spent fuel, 3) transport of spent fuel out of the facility, 4) processing of operational 173
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