of a range of technical series. Two of these are the IAEA Nuclear Energy Series and the IAEA Safety Standards

Series.

According to Article III.A.6 of the IAEA Statute, the safety standards establish “standards of safety for

utilities in Member States, implementing organizations, academia, and government officials, among others. This

information is presented in guides, reports on technology status and advances, and best practices for peaceful uses

IAEA Safety Standards Series.

The IAEA provides guidance on nuclear knowledge management and assists with the transfer and preservation

of knowledge, exchange of information, establishment and support of cooperative networks, and training for the

next generation of nuclear experts. Several IAEA General Conference resolutions recognize the importance of

enhance nuclear knowledge management through international collaboration.

1. INTRODUCTION ................................................................... 1

1.1. Background .................................................................... 1

1.2. Objective ...................................................................... 3

2.1. Policy and strategy............................................................... 4

2.2. Human resource planning and processes for knowledge management ....................... 5

2.3. Training and human performance improvement ........................................ 6

2.4. Document management........................................................... 7

2.5. Technical IT solutions ............................................................ 8

2.6. Tacit knowledge capture .......................................................... 10

2.7. Knowledge management culture .................................................... 11

2.8. External collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

3. MAIN KNOWLEDGE MANAGEMENT ELEMENTS, CRITERIA AND OBSERVATIONS

3.5. Quality and accreditation.......................................................... 17

3.6. Human resource policy ........................................................... 18

3.7. National and international dimensions ............................................... 19

3.8. Collaboration with industry........................................................ 20

4. SUMMARY AND FUTURE DEVELOPMENTS ........................................... 22

4.1. Summary of observations from the KMAVs (2005–2013) ................................ 22

4.2. Future development of the assessment methodology .................................... 23

4.3. Guidance for organizations requesting a KMAV........................................ 25

potential for the loss of critical knowledge as many skilled and experienced workers leave due to retirement

or other attrition.

ongoing work requirements and staffing changes at the plant, and takes into account the number of staff

tends to be higher in R&D organizations than at NPPs and presents more of a strategic risk in terms of

organizations, there is such a thing as being irreplaceable.

observed, developmental opportunities for employees were often limited to senior managers.

2.3. TRAINING AND HUMAN PERFORMANCE IMPROVEMENT

in the list below and detailed in Appendix II:

identified in the organizations visited:

approach to training in accordance with IAEA guidelines. A systematic approach to training is regarded as a

also well advanced.

but does little to address near term intrinsic knowledge losses.

appraisals is widely adopted, and standardized approaches to training, such as a systematic approach to

training, are used.

performance measurements and knowledge sharing in the form of exams, grants and publications.

uses specific document software.

The element of document management covers the following aspects:

The key criteria to be assessed by the document management element are summarized in the list below and

detailed in Appendix II:

organizations that were visited:

learned are well documented and communicated.

knowledge transfer process.

in plant or operational states.

improve document management.

the organizational Q&A process.

2.5. TECHNICAL IT SOLUTIONS

IT systems that support operations.

Appendix II:

database, nuclear event database and research reactor event database);

support knowledge management:

resource planning.

integrate these nuclear information services into the area of electricity production.

management process (e.g. concept mapping software).

2.6. TACIT KNOWLEDGE CAPTURE

This element addresses the identification, analysis, capture and dissemination of knowledge that is critical

aspects:

Appendix II:

techniques, were hardly observed at the nuclear organizations visited.

more smoothly than before the knowledge management practices were introduced.

2.7. KNOWLEDGE MANAGEMENT CULTURE

openness and active collaboration are all features of a positive knowledge management culture.

detailed in Appendix II:

The KMAVs identified a number of features with respect to the nuclear organizations’ knowledge management

culture:

they occur was observed at the majority of NPPs.

managers, but little evidence was found of such a culture being proactively cultivated.

This element addresses the activities of nuclear organizations regarding their collaboration and participation

of practice.

summarized below and detailed in Appendix II:

During the KMAVs, the following activities with regard to external collaboration were identified:

universities and other higher education institutions.

3.1. POLICY, STRATEGY, VISION AND MISSION

standards that contribute to improvements over time.

The key criteria to be assessed by the policy, strategy, vision and mission element are summarized in the list

below and detailed in Appendix II, Section II.4 for educational institutions:

vision and mission:

developing nuclear education and training programmes in nuclear power. To be successful, the governmental

application programmes.

collaboration with the industry is not always at a level necessary to meet these needs.

the overall vision and strategic steps necessary for further development of policies and strategies.

the existing teaching programmes.

for the short, medium and long term.

apply good security controls.

educational programmes, including salary levels and up to date facilities. This highlights the need for a long

appropriate governmental ministries, addresses ways to overcome challenges and reach predefined goals.

3.2. CAPACITY TO DELIVER NUCLEAR ENGINEERING PROGRAMMES

the majority of the teaching staff will hold a high level university degree, usually a PhD. It is often helpful that

industry. Through research, scholarly activities and contributions to the field, the teaching staff should ideally be

highly regarded by their peers. This contributes to the capacity of the university to provide high quality nuclear

engineering programmes.

is required, which leads to additional expenses. Safety has to be an integral part of the curriculum, it also has to

need to be sufficient to convey the basic principles of the profession, but also need to be sufficiently up to date to

The KMAVs identified the following issues concerning capacity to deliver nuclear engineering programmes:

leave mainly due to retirement.

initiatives or government departments.

nuclear knowledge to teach and perform research. Some young professors whose research heavily depends

on experiments are not fully supported financially and are not able to build a lab and continue their research.

laboratories allows far greater access for students.

programmes and then into the local industry.

an additional obstacle for enrolling foreign students.

3.3. EDUCATIONAL CURRICULA

reactor physics and analysis, thermal hydraulics and safety, health physics and radiation protection, fuels and

engineering programme, but circumstances may prevent easy access to such a facility. With many research reactors

available worldwide, the educational institution without such a reactor should endeavour to ensure access to a

The KMAVs identified the following issues concerning educational curricula:

This section considers guidance aimed to provide help for nuclear organizations that are in the process of

considering, or have already had, a KMAV.

4.1. SUMMARY OF OBSERVATIONS FROM THE KMAVs (2005–2013)

provide an indication as to areas of potential focus and support for future KMAVs, and development guidance for

for driving improvement for a given topic area may reside.

the latest good practices and developments in technology and other related areas. This could be achieved by

considering other types of assessment tools (e.g. European Foundation for Quality Management Maturity Model,

Collinson & Parcell knowledge management self-assessment, Siemens AG Knowledge Management Maturity

process industries may give useful insights.

the latest approved information.

process management software would help KMAV clients to conduct procedure and process reviews, data mining,

incorporated into the programme.

set of core knowledge management criteria and to provide supplementary criteria to address the needs of different

not merit the same attention as NPPs.

areas.

and expectations. It is suggested that a form is created for this purpose, similar to that found in Appendix II for

R&D organizations, but developed further to include information such as current issues and expected benefit areas.

This information would greatly help the understanding of the current situation and future needs.

encountered and the benefits achieved.

The development of a semi-structured questionnaire should be considered to improve upon the formal closed

questions that are currently used. This questionnaire could then be introduced in future KMAVs.

One final area where organizations can seek help from the IAEA and other nuclear organizations is the

with additional on-line collaboration and a wiki based application to share reports and other relevant information.

described in Ref. [3]. It is also suggested that other IAEA supporting documents are consulted prior to the visit.

It is suggested that the findings presented in Section 4 of this publication be studied and considered prior

assessment process and provide valuable insight into the possible outcomes of the assessment.

Those organizations requiring a KMAV or other assistance need to also provide a preview of their current

assistance.

the organization to further improve its knowledge management performance and also help the IAEA to develop

future knowledge management programmes to assist others.

Nuclear organizations are encouraged to maintain contact with the IAEA and share experiences with

its knowledge management initiatives. This could be achieved using the communities of practice suggested in

without prior authorization.

Table 1 provides a list of KMAVs from 2005 to 2013.

TABLE 1. LIST OF KMAVs AT NUCLEAR ORGANIZATIONS (cont.)

II.1. INTRODUCTION

organization’s overall knowledge management strategy. At present, the tool exists in three versions, which cover

(3) Training and human performance improvement;

(5) Technical IT solutions;

(6) Approaches to capture and use tacit knowledge;

(7) Knowledge management culture and workforce culture that support knowledge management.

down further into five subcolumns that contain a rating related to use as follows:

0 — not utilized at all;

1 — to a little extent;

2 — to some extent;

organization recognized and rewarded’? During the discussion of this element, four participants rated the current

extent). Zero participants rated the item as 0 (not utilized at all) or as 4 (to a very great extent). The result is shown

in Fig. 3.

diagram (see Fig. 4) at the bottom of each worksheet.

Information for each of the key elements is presented by both a summary worksheet and a corresponding

diagram to give a graphical depiction of current strengths and future development areas. The tool can also generate

a report and evaluation diagram.

for, or during, a KMAV. These criteria are not so much intended to provide a report card as they are to assist

management area.

Knowledge management assessment criteria for NPPs, R&D organizations and educational institutions are

II.2. KNOWLEDGE MANAGEMENT ASSESSMENT CRITERIA FOR NPPs

This element covers the following aspects (see Table 2):

TABLE 2. POLICY AND STRATEGY FOR KNOWLEDGE MANAGEMENT (NPPs)

This element covers the following aspects (see Table 3):

improvement element. For background information, see Refs [13–16, 26].

TABLE 12. DOCUMENT MANAGEMENT (R&D) (cont.)

TABLE 12. DOCUMENT MANAGEMENT (R&D) (cont.)

Table 13 presents knowledge management assessment criteria for the technical IT solutions element. For

background information, see Refs [18–20, 28, 29].

TABLE 13. TECHNICAL IT SOLUTIONS (R&D) (cont.)

TABLE 14. TACIT KNOWLEDGE CAPTURE (R&D)

element. For background information, see Refs [20–23].

Table 16 presents knowledge management assessment criteria for the external collaboration element. For

background information, see Ref. [4].

TABLE 16. EXTERNAL COLLABORATION (R&D)

II.4. KNOWLEDGE MANAGEMENT ASSESSMENT CRITERIA FOR EDUCATIONAL INSTITUTIONS

To compare and assess nuclear engineering courses delivered at any educational institution in any country,

personnel and will provide the structure for KMAVs. Eight specific assessment and benchmarking criteria have

been identified an include:

For background information, see Ref. [5].

Table 17 presents knowledge management assessment criteria.

TABLE 17. POLICY, STRATEGY, VISION AND MISSION (EDUCATIONAL INSTITUTION) (cont.)

TABLE 17. POLICY, STRATEGY, VISION AND MISSION (EDUCATIONAL INSTITUTION) (cont.)

Table 19 presents knowledge management assessment criteria for the educational curricula element.

TABLE 19. EDUCATIONAL CURRICULA (EDUCATIONAL INSTITUTIONS)

TABLE 20. OUTCOMES OF THE NUCLEAR ENGINEERING PROGRAMME (EDUCATIONAL

Table 22 presents knowledge management assessment criteria for the human resource policy element.

Table 24 presents knowledge management assessment criteria for the collaboration with industry element.

TABLE 24. COLLABORATION WITH INDUSTRY (EDUCATIONAL INSTITUTIONS)