A Case Study on Managing Age Gap and Skills Gap in Nuclear Industry. Prof Nawal K Prinja, B Tech(Hons), MSc, PhD, FIMechE, CEng

Transcription

1 A Case Study on Managing Age Gap and Skills Gap in Nuclear Industry Prof Nawal K Prinja, B Tech(Hons), MSc, PhD, FIMechE, CEng Technical Director, Clean Energy, AMEC Foster Wheeler Honorary Professor, Aberdeen University and Brunel University, UK IAEA 3 rd NKM Conference 7-11 Nov 2016, Vienna

2 Clean Energy What we do and where Sectors Principally nuclear, but also renewables and clean coal technologies. Nuclear encompasses civil and defence Services Full Tier 1, 2 and 3 including: - programme and project management engineering, consulting and technical services EPCm & EPC (with acceptable risk profile) Life-cycle services covering new build refurbishment decommissioning Facilities 16 regional offices and more then 30 site offices across UK, Europe and RSA Largest UK independent laboratories supporting the nuclear industry based at Birchwood and Harwell Business profile Typically delivering projects per year with a value range of 5K to 300M 2 Prof. Nawal K Prinja

3 Nuclear Pedigree International acquisitions and New build renaissance.... 3,000 nuclear professionals a Nuclear New Build partner for 60 years.... Hinkley Point C EDF Partnership NMP Sellafield AMEC France AES (US) ESRC (Serco) (UK) Mactec (US) 2010 GDA EPR, AP1000, ABWR AMEC Slovakia AMEC Romania Sellafield Growth in Clean-Up 2000 NSS/NCL Canada AMEC Czech Republic NCI South Africa Ignalina RBMK 1990 Sizewell B Westinghouse JV Bruce CANDU Dungeness A - Magnox 1980 Magnox Station Design & Construction (all UK Consortia) Tokai 1 AGR Station Design & Construction (all Consortia) Heysham 1 AGR Sizewell B PWR..... a strategic role on every civil NPP ever built in the UK a growing international presence 3

4 KM in Nuclear Industry Nuclear Knowledge (Organisational Knowledge) knowledge transfers needed within and between phases OPEX, Requirements Need to maintain knowledge Over the Life-cycle 4

5 Operational Levels People Processes Tools KM in Nuclear Industry : The Knowledge Cube 5

6 Profile of workforce requirement for new build 6

7 UK Faces Shortfall in Qualified Engineers by 2050 Qualified engineers represent 1.2 per cent of the UK workforce while construction staff represent two per cent, assuming this proportion remains constant, by 2050, the UK will have a deficit of 36,800 engineers and 66,800 construction workers. In a statement, Owen Goodhead, managing director of Randstad CPE, said: Our projections for the size of the engineering workforce are conservative, yet they paint a very grim picture for the UK s economic prospects. Unless we can plug the employment gap, the engineering and construction sectors will be unable to perform efficiently and this will have serious consequences for the prosperity of the country.

8 %age of staff Age Profile of E & T Staff in Clean Energy 3,5% Knowledge Transfer 3,0% 2,5% 2,0% 1,5% 1,0% 0,5% 0,0% Age (Years) 8

9 Modern technology platform enabling full integration with core business systems such as HR, finance, training etc to monitor qualifications and skills of staff.

10 Knowledge Capture Explicit x Implicit Tacit Qualifications Role Profile Experience Training Job Specification Professional Skills Training Database eg. tardis Project dependent 5 Levels of skill claims 2 Levels of Regulatory Knowledge 10

11 WBS, Competencies & Attribute List Work Breakdown Structure (WBS) drives the Functional Structure Example of Functional Structure in CAS: Function Engineering & Technical Sub Function Engineering Systems Mechanical / Piping / HVAC Physics Discipline HVAC Mechanical Mechanical Integrity Attributes Air Compressors Design Boilers Design 11

12 How does data get into the system? Consumption of Data HR (people related data) CVs (Skill claims, Training & qualifications) Training and related development information system (tardis) Data migrated from other systems / locations on server / spreadsheets, etc: -Training docs - Qualifications - Affiliations, etc Competency Assurance System (CAS) Training, qualifications, affiliations information in CAS made available on the public profile All data is checked (assured) It is not only a competency recording system It is a competency "assurance" system 12

13 Data Integrity and Consistency There will be no duplication of data Work Break Down Structure/ Finance Data MDAX AWBS HR data (HRMS) Worker Record (biodata and org structure) Training and qualification records (tardis) CAS Skills claims and CVs Reports Performance Reviews/ Career Path epdr potential 2-way data transfer in future Training/ AMEC Academy LMS Expertise Locator Nuclear Skills Passport 13

14 Engineering / Technical Governance People CAS HoP Network Succession plan Lunch & Learn University Links Technical Governance Vice President + Technical Director imap Tech. Processes Guidance Notes Tech Website Tech. Review Computer Software List Capability gap analysis Tech Dev projects Process Tools 14

15 SQEP definition A Suitably Qualified and Experienced Person (SQEP), is a person who has sufficient qualifications and experience in a defined skill area, to be able to implement that skill, at one of five levels: 0 - Supervised 1 - Unsupervised 2 - Advising and guiding others 3 - Company expert 4 - Externally recognised expert 15

16 Advantages of CAS Integrated with HR system for staff data upload Integrated with tardis for direct links to academic, training and accreditation certificates Functional skills aligned to WBS functional breakdown Structured to meet requirements of AMEC Foster Wheeler global competency procedure Method to assign, verify and demonstrate competency of our staff to clients The repository for staff CVs A tool for Directors and Managers to obtain an overview of the health of our capability (i.e. X SQEP staff at skill Y) A tool to assist managers when carrying out Performance Reviews A tool to assist with knowledge management, capturing the experience and hence knowledge of staff 16

17 Tools What makes a SQEP? I m a SQEP! training experience Procedures and Processes data information Complexity 17 Prof. Nawal K Prinja

18 Knowledge Management Process Capture Explicit Knowledge (Qual/training based) Capture Tacit Knowledge (experience based) Maintain Head of Profession (HoP) Network Utilise knowledge implicitly by allocating SQEP staff to projects Conduct Governance and Design Reviews Conduct Progressive Learning workshop and disseminate results Assess performance and identify training and development needs. Update skill claims. Produce Business and Function Roadmaps Review Capability and conduct gap analysis Identify Technology Development projects Identify (a) Knowledge at risk (b) Key individuals Succession planning tardis database CAS Procedure Procedure Procedure Procedure epdr Procedure Procedure Procedure Procedure Procedure 18

19 Main Message Largest KM gap is in the Engineering and Technology area Several KM initiatives including development of a Competency Assurance System (CAS) have been taken Behaviours and culture need to change for effective KM and skills development 19