EXPERIENCE AND LESSONS LEARNED IN ADDRESSING THE CHALLENGES OF TRAINING IN KENYA

Transcription

1 EXPERIENCE AND LESSONS LEARNED IN ADDRESSING THE CHALLENGES OF TRAINING IN KENYA Presented By Mr. Lenard Menya Ong onge Chief Manager, Finance and Strategy Kenya Nuclear Electricity Board (KNEB) To TECHNICAL MEETING(TM) ON COOPERATION FOR HUMAN RESOURCE DEVELOPMENT AMONG EMBARKING AND EXPERIENCED COUNTRIES VENUE: VIENNA, AUSTRIA DATE : 4 th - 6 th June 2013

2 KENYA FACTS Africa comprises 54 countries as shown below and Kenya is a sovereign state in East Africa

3 KENYA FACTS Kenya lies on the equator with the Indian Ocean to the south-east, Tanzania to the south, Uganda to the west, South Sudan to the northwest, Ethiopia to the north and Somalia to the north-east. The capital is Nairobi. Kenya covers 581,309 km 2 and has a population of about 43.5 million in early Kenya is administratively divided into 47 semi-autonomous counties headed by Governors who were elected in the first general election under the new Constitution in March The counties form the first-order divisions of the country.

4 . MAP OF KENYA SHOWING THE 47 COUNTIES

5 POWER SUB-SECTOR INSTITUTIONAL FRAMEWORK Ministry of Energy (MoE) (energy policy matters) GDC KNEB KETRACO 100% Govt owned Energy Regulatory Commission(ERC) (regulating energy sector) Rural Electrification Authority (REA)**** 70% GoK & 30% Public KenGen* (~ 80% Inst. Cap.) Generation function IPPs ** (~20% Inst. Cap) UETCL Imports (<1%) Transmission and Distribution function - KENYA POWER EPP * (140 MW) Thermal (187MW) Geothermal (~50 MW) Other IPPs expected Hydro (761 MW) Thermal (259 MW) Wind (5.3 MW) Geothermal (150 MW) * - KenGen manages the Emergency Power Project (EPP) on behalf of the GoK ** - More Independent Power Producers (IPPs) expected in thermal, wind, solar and geothermal *** - GDC & KETRACO is 100% owned by GoK **** - REA was established to accelerate rural electrification and works with KPLC in implementing the rural programme

6 KENYA DEVELOPMENT STRATEGY - KENYA VISION 2030 The country s development agenda is anchored on the Kenya Vision 2030, which aims at creating a globally competitive and prosperous country with a high quality of life by It aims to transform Kenya into a newly industrialized, middle-income country providing a high quality of life to all its citizens in a clean and secure environment. The Vision is anchored on three key pillars: economic, social and political. Energy is a key foundation and one of the infrastructural enablers upon which the economic, social and political pillars of this long-term development strategy will be built.

7 IMPORTANCE OF NUCLEAR ENERGY IN KENYA S ENERGY MIX The critical need for nuclear energy is premised on the fact that, with the rising demand for power in the country due to the accelerated investment in the economy, it is one of the forms of energy that can produce enormous amounts of electricity at a relatively economical cost. Kenya s energy demand has been on a consistent rise in recent years and it has become imperative to diversify the country s energy sources to meet this demand. Proposed projects under Kenya Vision 2030 are an ICT park, container terminal,2nos.standard gauge railway (Juba Lamu and Mombasa Nairobi Malaba,Kisumu), 2 nos. port including resort cities(isiolo, Kilifi and Ukunda), Special economic zones,i ron and steel smelting industry in Meru area and a Light rail for Nairobi and suburbs

8 IMPORTANCE OF NUCLEAR ENERGY IN KENYA S ENERGY MIX The Ministry of Energy has proposed the use of nuclear energy for purposes of electricity generation in the Draft National Energy Policy. The Least Cost Power Development Plan ( LCPDP ) has also recognized the need for inclusion of nuclear energy in Kenya s energy mix. The Least Cost Power Development Plan (LCPDP) forecasts that the country s peak electricity demand shall stand at over 16,905MW by 2031 requiring an installed capacity of 21,620MW electricity for industrial, commercial and household use. According to the LCPDP the first nuclear power plant of 1,000 MW is expected to be commissioned in the year 2022.

9 IMPORTANCE OF NUCLEAR ENERGY IN KENYA S ENERGY MIX Power Supply Mix for Kenya's System in 2031 as per LCPDP - MW GEOT COAL GAS TURBINE MEDIUM SPEED DIESEL WIND NUCL IMPORT HYDRO

10 Peak Power Demand Projection for Kenya (MW) Peak: 16,905MW Installed Capacity: 21,620MW st Nuclear Power plant ~ 1000MW Source: Least Cost Power Development Plan 2011/2031

11 KENYA NUCLEAR POWER PROGRAMME The Nuclear Electricity Project committee (NEPC) was established vide The Kenya Gazette Vol. CXII-No.123, Gazette Notice No on the 19 th November 2010 and mandate to drive the nuclear energy roadmap for Kenya. NEPC is tasked with spearheading and fast tracking development of nuclear electricity in order to enhance the production of affordable and reliable electricity generation process. NEPC was transformed into the Kenya Nuclear Electricity Board (KNEB) in November KNEB was established as a statutory body through Legal Notice No. 131 issued under the State Corporations Act, Cap 446 of the Laws of Kenya.

12 OBJECTIVES OF THE PROPOSED CAPACITY BUILDING PROGRAMME To develop an adequate amount of qualified personnel necessary for the nuclear power programme. To ensure manpower availability at the proper time. To ensure sufficient time for proper training. To ensure that the programme promotes the improvement of the overall national educational, technological and industrial infrastructures. To make effective and efficient use of all available national training opportunities. To ensure manpower retention.

13 KEY CAPACITY BUILDING ACTIVITIES/UNDERTAKINGS FOR KENYA S NUCLEAR POWER PROGRAMME i. Review of existing nuclear disciplines in the universities ii. iii. Introduction of appropriate nuclear disciplines in universities Introduction of nuclear energy related courses in the education syllabus at all levels: Basic, teacher education, special needs education, post-school, technical, business education, Non Formal Education (NFE) and Adult and Continuing Education (ACE). To socialize learners and create interest in the nuclear field. For this to be effective, support systems must be in place including; curriculum, teachers and supporting materials, including equipment.

14 KEY CAPACITY BUILDING ACTIVITIES/UNDERTAKINGS FOR KENYA S NUCLEAR POWER PROGRAMME v. Pursue capacity building with international partners under the bilateral and multilateral relationships with governments, regulatory agencies, vendors, utilities, educational institutions and others, which allow for placements and staff swapping. Some proposed international institutions to partner with include KINGS(Korea), Texas A & M University (US), International School of Nuclear Law (ISNL in France) etc vi. Continue participating in IAEA organized programmes under all relevant disciplines vii. Seek more funding allocation to support capacity building requirement for the nuclear power programme.

15 KEY CAPACITY BUILDING ACTIVITIES/UNDERTAKINGS FOR KENYA S NUCLEAR POWER PROGRAMME viii. Continue the post graduate formal training in core nuclear related subjects and also initiate the undergraduate education in nuclear energy, both locally and internationally. ix. Establishment of nuclear research institute(s) x. Procurement of a nuclear research/training reactor

16 KNEB CAPACITY BUILDING ACTIVITIES 1) Scholarships - Graduate Training The Kenyan Government through the Kenya Nuclear Electricity Board (KNEB) launched a training programme targeting young Kenyans to be trained in various areas of study related to nuclear science and engineering. The Government has sponsored 30 Kenyans (2011 & 2013) to study MSc in Nuclear Science at the Institute of Nuclear Science and Technology, University of Nairobi. The Government under a partnership agreement with the Government of South Korea has also sponsored 11 Kenyans to study Nuclear Engineering at graduate level at the KEPCO International Nuclear Graduate School (KINGS), South Korea.

17 CURRENT CAPACITY BUILDING ACTIVITIES 2) IAEA Fellowships and Study Visits IAEA International Cooperation Project KEN2005 The IAEA Technical Cooperation Project (TCP) titled Building Capacity for the Implementation of a Nuclear Power Programme by Developing Human Resources, Institutional Capacity and the Legal and Regulatory Framework is currently running. Under this project 29 staff and stakeholders were trained through fellowship for the year 2012/2013 at Texas A & M University. The 2 nd group of 20 has already travelled to USA for a similar one month training commencing on 4 th June 2013 at TAMU. KNEB is also involved in development of a new IAEA TC Project for KNEB has also organized study visits to various nuclear active countries including France, Korea, USA, China, South Africa, Japan among others

18 CURRENT CAPACITY BUILDING ACTIVITIES 3) Local & International Training Various local and international trainings covering varied aspects of nuclear electricity including safety, security and safeguard of NPP, nuclear law, legislative assistance and drafting, regulation of nuclear electricity industry amongst others have already taken place. A number of trainings (both local & international) have been attended by the members of the NEP Committee and staff. 4) Development of Collaborative Programmes KNEB seeks to enter into collaborative programmes with various countries, international and national organizations, academic institutions and other relevant institutions within and outside Kenya on nuclear electricity programme. Currently KNEB is drawing and executing MoUs and Agreements with various nuclear electricity affiliates and interest groups both locally and internationally.

19 PARTICIPANTS OF THE FELLOWSHIP TEXAS A & M UNIVERSITY(TAMU)-USA A team of 29 public sector officials embarked on a one (1) month training through an IAEA fellowship between 9 th July and 7 th August 2012 at the Texas A & M University, United States of America. The training was part of a broader capacity building process established under the IAEA Technical Cooperation Project, KEN2005, titled Building Capacity for the Implementation of a Nuclear Power Programme by Developing Human Resources, Institutional Capacity and the Legal and Regulatory Framework. Participants were drawn from a wide spectrum of relevant institutions that are expected to play crucial roles in Kenya s nuclear power programme. Participants disciplines included Engineering, Sciences, Communication, Human Resource, Finance, Economics and Legal

20 OBJECTIVES OF THE TRAINING AT TEXAS A & M UNIVERSITY(TAMU)-USA The training objectives were set out from the start and it was expected that at the end of the workshop, the participants would be able to: Understand basic nuclear power plant systems, operations and safety culture Describe the Nuclear Fuel Cycle Appreciate the prime importance of radiation protection, radioactive waste management and environmental issues, safeguards, security and nonproliferation Articulate broader policy subjects such as regulatory and human resource development, stakeholder involvement and public communications Understand procurement procedures and financing issues in the nuclear industry

21 THE CAPACITY BUILDING FELLOWSHIP AT TEXAS A & M UNIVERSITY(TAMU)-USA Major topics included introduction to nuclear physics, thermal hydraulics, nuclear economics, fuel cycle, radiation protection at a nuclear power plant, nuclear power plants organization, nuclear safety culture, nuclear security, nuclear fuels and materials, nuclear kinetics, Economics of large verses Small modular reactors (SMRs), electrical grid, non-proliferation, and nuclear regulation. Other areas included disaster risk management, spent fuel management and decommissioning of nuclear plants among others. The training was conducted using a wide variety of methods including plenary presentation by lecturers, material hand-outs, group work, field visits, simulations, and laboratory work

22 KEY LESSONS FROM THE TEXAS A & M UNIVERSITY(TAMU)-USA i. Review of the capacity proposed of 1000MW in consideration of grid, SMR s could be an option. ii. capacity expansion of the current skills including establishment of a specialized energy institute iii. Universities disciplines in Kenya need to adjusted to provide nuclear conversion courses for engineers. iv. Stakeholder involvement needs to key at this formative stage v. Initiation of sustainability programs (outreach, apprenticeship, school-based programmes etc

23 KEY LESSONS FROM THE TEXAS A & M UNIVERSITY(TAMU)-USA vi. Review of the financing options as the country considers nuclear. (SPV) may need to be created for this purpose vii. Clear emphasis on safety and security as well as international obligations particularly THOSE RELATING TO NON-PROLIFERATION viii. Need to undertake a capacity audit in the country and sound out all expertise in the diaspora as Kenya considers nuclear power capacity building and mobilization ix. Need to collaborate with experienced institutions and countries to acquire relevant facilities including a research reactor or training reactor.

24 LESSONS ON CAPACITY BUILDING FROM THE FELLOWSHIP AT TAMU-USA Nuclear Industry is knowledge intensive; hence as a country, Kenya needs to focus on training people on all facets of nuclear power generation and implementation soonest. The training of nuclear power personnel should be relevant and should aim at creating double competencies for redundancy and also have refresher courses to guarantee competency of the staff and training on human resource development, research and development. Need for a long term relationship with TAMU and other training institutions to train people in various competencies (both short and long training programs), relevant for the support of Kenya s nuclear power programme.

25 LESSONS ON CAPACITY BUILDING FROM THE FELLOWSHIP AT TAMU-USA Establishment of local nuclear training and research institutes is critical to ensure training of critical mass in all relevant disciplines. The standards in these institutions must be comparable to the best in the world. Set up programmes targeting young people to enhance interest in sciences, and more so nuclear. The public must be engaged in the nuclear programme, for accurate information sharing and public ownership. Special emphasis on communities within the sites proposed and those chosen.

26 STRATEGIES FOR CAPACITY BUILDING Establishing bilateral and multilateral relationships with governments, regulatory agencies, vendors, utilities, educational institutions and others, which allow for placements and staff swapping IAEA training courses, fellowships and internships Formal courses of overseas study (e.g. vocational, undergraduate and postgraduate programmes, which may include industry assignments) and training (directly with utilities/national nuclear training organizations); Building staff training and development assignments into potential contracts with vendors, consultants, service providers, etc.; Developing strategic alliances with vendors/equipment suppliers whereby national organizations obtain licenses to manufacture components in-country, which can include training and qualification in the country of origin

27 FUNDING PROPOSALS FOR THE CAPACITY BUILDING ACTIVITIES Government of Kenya through the KNEB Bilateral and Multilateral partnerships Stakeholder institutions funding participants IAEA -through fellowships, courses, expert missions, workshops etc TCP Project - Peaceful Uses Initiative

28 MAJOR CHALLENGES IN HUMAN RESOURCE DEVELOPMENT a) Lack of Experience in Nuclear Human Resource Development Kenya is approaching the development of its first commercial scale nuclear power project from a point of zero experience in terms of training and development of staff for the nuclear industry. Although Kenya has universities with a history of training scientists and an institute dedicated to nuclear sciences, the idea of developing capacity and skills to implement a commercial scale nuclear power project will present a challenge that has never been experienced before.

29 MAJOR CHALLENGES IN HUMAN RESOURCE DEVELOPMENT b. Lack of institutional capacity Kenya lacks a strong institutions such as a competent nuclear regulator to support the training of nuclear specialists. Such institutions need to be established, staffed and provided with the necessary financial resources to acquire equipment, facilities and other resources necessary to enable them to function. c. Financial and Other Key Resources The human resource development programme will require significant sums of money to ensure its success. Financial resources will be required to establish and staff a wide array of institutions and programs in a very short time, and to attract a large cadre of expatriates expertise to occupy senior positions in a number of key institutions.

30 Thank You Questions?