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It is important for us to identify knowledge that is critical to our program and preserve

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it.

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And ways that we can preserve that knowledge is through education and training of the young

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ones like us today.

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So you realize that in moving forward, the source of the critical knowledge needed to

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run the NEPLAH program is going to be the people and precisely the youth today.

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Now, another thing we can get from this story is the experience and the reference point.

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So we are in a new Kama country and we might need our vendors, our international cooperatives

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to represent our development.

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So we also need maturity.

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And as I said, we can access all of it.

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In moving forward, we need to answer certain questions.

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Who are involved?

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What are they supposed to do?

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Why should they do them?

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And how would they do them?

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How would they implement them?

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So in answering some of these questions, they will not be answered in that particular order.

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But by the end of the presentation, I would have ended up answering those questions.

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So in terms of who, we are looking at who are the stakeholders in the CLAP, our program.

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And we have various stakeholders depending on the stage of the program and your experience.

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And for most new Kama countries, generally, these are the stakeholders and have not exhausted the need.

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But for the purpose of our education, let's focus on the NEPIO.

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Let's focus on the owner operator and to some extent the regulator.

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But for the purpose of we, the youth, the scientific research and educational communities are also important.

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Because they form the cradle of the knowledge management.

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So let's keep this in mind.

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And we may find ourselves in any of these stakeholders or in multiple of them.

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But whatever the situation, we have our responsibility to educate, to train, or to be educated and be trained.

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And for that matter, form an essential component in managing the knowledge of the new CLAP, our program.

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So you can be the one managing the knowledge, or you can be the source of the knowledge that we manage.

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So it is important to keep this in mind.

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So for me, I'll be talking on the standpoint of the stakeholder with the owner operator.

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But whatever our discuss, we'll apply to both of the stakeholders.

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So what are the expectations of the owner operator?

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He is expected essentially to implement the project right down from the beginning to the decommissioning.

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And among these, he's to operate the nuclear power plant safely, efficiently, and effectively.

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He needs to be profitable and he needs to grow the organization.

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The organization needs to be sustained over their lifetime.

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We are looking at 60, 80 to 100 years and he needs to innovate.

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He also needs to engage the employees and manage them effectively.

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So the role of the stakeholder will be to develop the necessary competence to manage a nuclear power project.

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And as youth in nuclear, many of the educational and training programs, seminars and summits like this one, are not by accident.

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They are deliberate and systematic effort.

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They are part of the plan and strategy to manage the nuclear knowledge.

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And our responsibility as the youth, as the future sources of this nuclear knowledge, is our responsibility to play the role that we are expected of.

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If we fail in this role, then we will be creating knowledge.

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If we are successful, there will be hope in what sustaining, managing and admitting all the necessary requirements.

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Okay, nuclear power program.

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Okay, as a new country, even those who are not new countries, they face various challenges in nuclear knowledge management.

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Now, importantly, as a new country, we lack history of nuclear power plants.

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And that is why it is important for us to look for reference points. And invariably, our vendors are going to be an important source of our reference points, our international operators and other experienced nuclear countries.

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We also lack the infrastructure for managing knowledge.

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And we are now to develop it. We are supposed to build it. And as I've mentioned, the people are important.

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Good, good.

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So the aims of nuclear knowledge management essentially is to develop a knowledge management culture which enhances safety, sustainability, sharing and innovation.

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Is to train, educate, develop the necessary infrastructure that is necessary to properly culture and transfer the critical knowledge from the vendor and other sources to maintain high standard of safety, quality, profitability and performance and insurance

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and customer success plan. It's a place for critical staff. If we are able to develop an effective nuclear knowledge management, we stand to benefit.

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And as I've already mentioned, we have proper safety culture in place who have the necessary competencies.

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We also have the critical knowledge in place so that we can be able to start saving national nuclear power program.

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We have a lot of financial benefits. And then our productivity will increase.

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And then we will be able to create a necessary environment for innovation. And yes, a lot more in this category. But if we fail to develop or implement a proper nuclear knowledge management, then we stand the risk of radiation safety.

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We have poor plants performance, we face financial losses, we have aging workforce and there will be generational gaps developed along the line.

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And sometimes it's a rich situation where it is impossible to get the local folks to manage the plant and therefore they have to look elsewhere or probably shut down.

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And that is also connected to losing the critical knowledge. Then we will have the enough to sustain the program.

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So how do we develop this nuclear knowledge management infrastructure?

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We need to recognize that there are different sources of knowledge, especially when it comes to nuclear knowledge management.

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But let me focus on these three branches.

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The first one is the knowledge will develop. So immediately the program starts, we begin to develop knowledge, we begin to train people, we begin to have contact with the vendors, we begin to develop policies, we begin to develop a document.

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So in that aspect, it also puts us trying. And a lot of stakeholders have rules to play in this category.

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So we must be able to develop the knowledge ourselves, generate that knowledge, capture it and retain it.

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We should be able to transfer that knowledge from one generation to the other.

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And then we also get knowledge from our vendors and other sources and also from our international cooperation.

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So how we capture this knowledge? How do we take account?

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It's very amicable for a other people to assess what's important for this.

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And implementing this nuclear knowledge management, there are a lot of things that needs to be looked at.

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Importantly, we need to look at the people. People are the most important aspects of the nuclear knowledge management and knowledge management generally.

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A lot of the critical knowledge that we develop, a lot of critical knowledge that we get from our vendors, seats with the people.

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There are a lot of skills that cannot be retained in books and therefore people are very important.

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And then next is the processes, the policies.

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And basically the people who develop these processes, they develop these processes for nuclear knowledge management implementation.

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And the third one is technology. Now we live in a technologically advanced world and everything we do is based on the technology.

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So we must declare adequate and appropriate technology for our nuclear knowledge management.

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And when we talk about the technology, again, people matter. People have to interact with that technology.

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The people who have to manage the technology, technology itself is just a potential.

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Until we have competent people to be able to handle that technology, essentially it is useless.

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Okay.

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Implementing the nuclear knowledge management.

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So it is important to introduce the nuclear knowledge management in the HR program as early as possible.

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So HR is very important here as I mentioned, educating the people, training those people.

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And to do this for any organization, remember I'm speaking from the standpoint as an operator.

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As for every operating organization, you need to have a dedicated department for nuclear knowledge management as early as possible.

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And it is also necessary to do what, to train the trainers.

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So these are the initial call of people that we train to become the trainers for the rest of the people.

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They are the foundation for the education, training and nuclear knowledge management in the organization.

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And I believe there are many of us here today who are essentially the trainers that are being trained.

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They are going to form the call of the initial group of people who will be involved in the nuclear knowledge management.

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And along this line, it is necessary to develop policies and processes that are needed to manage content and document.

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So if you move away from the people, the next thing where you can get your knowledge is the books.

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So it's the document that are developed along the line.

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So a very effective process must be put in place for the development of this document.

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The necessary quality assurance processes must be taken into consideration in developing this document.

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And the necessary technology must be applied to integrate multiple data and information that will be coming from multiple vendors.

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So that technology must also be used to capture the knowledge closer to the sound that knowledge is being created.

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If you wait, the longer you wait, the more you miss most aspects, the critical part of the information or the knowledge that was created.

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So it is important to capture the knowledge at a time that is being created.

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It is also possible to use the technology to share this knowledge.

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And one way of doing that is to create a share point. We can also have communities of artists who have information and knowledge about the less aspects of the program can be discussed.

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It is also necessary to deploy technology to preserve this knowledge, but not just preserve it. It is also important to continue to update this technology so that it is possible to manage the security issue and then the compatibility issues with late technology.

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Along this line, we must have mentorship programs in place. We must have succession planning in place.

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And of course, the training program, which is intended for the youth and other human resource that are supposed to play the role in the nuclear power program.

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And occasionally, we need to assess the risk of nuclear knowledge loss and know our status so that we can put in mechanisms in place to ensure that we do not lose the critical knowledge needed to operate our plants safely and also to sustain the program on its life cycle.

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So, I have talked about the preservation of the knowledge, and it is also important to look at the experience.

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It is also important to look at the reference point and we need a maturity of that knowledge. And ASGANA is undertaking its program now along the line.

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And even right now, we have become a reference point to some other countries because we have matured to a certain degree. But we also look at some other people who are more matured than we are in managing the nuclear knowledge in gathering this experience.

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But beyond that, we also need curiosity. Knowledge can be created, captured and preserved. But if we are not curious enough, if we don't remain on the side of inquisition, we won't go and look for that knowledge.

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So we need to create the habit of being curious, being on the inquisition. Maybe assess curious creativity, we need to be on the inquisition part.

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And also, we need to add a bit of passion for the nuclear power program and for managing the nuclear knowledge. We need to be passionate about training programs. We need to be passionate about educating ourselves in the area of nuclear knowledge.

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And we also need to be passionate about how we share the knowledge that we gather in this field. So in conclusion, I would like to state that knowledge is a potential that gives competitive advantage, gives us power, and also value.

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But if we apply it appropriately, however, we first need to acquire that knowledge. And as youth in the nuclear program, I think this is the best opportunity to educate ourselves to undergo training and acquire that knowledge.

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And also, we also put ourselves in a good position to either apply that knowledge or be a source of that knowledge to the younger generation. And by so doing, we will help sustain this program, we will help in the success of GANES nuclear power program.

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Thank you. But let me also take the opportunity to acknowledge a number of people here who were part of gathering the information that I've put on this slide.

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Thank you.

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Thank you very much, Dr. Plutie, for that presentation. We'll take questions now.

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Okay, we have.

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All right.

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Good morning all.

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Thank you very much, Dr. for that wonderful presentation. Of course, I am actually intrigued by your conclusion that knowledge is a potential that gives competitive advantage, but we must acquire it.

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And we are talking about creating nuclear awareness. And in that light, if we talk about actually adding nuclear into the curriculum, especially the academic curriculum, what strategies can we use that can ensure that we add nuclear into especially the primary school

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curriculum so that young kids will be aware about nuclear science and technology, especially at an early age. Thank you.

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Thank you. Am I taking each question at a time or a number of questions will be asked before attempts to be made to respond to them?

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Please, let's do each question at a time.

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Okay, so thank you very much for your question and you raise an important question and issue in the nuclear power development and that is a catch them young.

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And I think all of us at this age have the capability to help in educating the young ones, especially in the area of nuclear. But first of all, we must look into educating them in the area of science.

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We need to inspire them to go into sciences. And at this stage, especially the young ones, there are a lot of ways that can be done and it's not like a one fit all for them.

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And it's a series of programs and the most key ones are is to take them on educational tools. So most of the most part of the curriculum must include where they take them on science course.

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And then maybe with the youth maps also make it a part of our program to go back maybe to our former institution and demonstrate some of the science experiments for them so that they are motivated so that they are high.

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The key point is that it has to come from the government to also include some of these policies so that they can capture it.

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And essentially, I think if I take Ghana program, for instance, is one of the key aspects that has been addressed. And we have the youth in charge of HR, which include education and training, and they have to pass us our educational curriculum.

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And I believe they've done some part of it and see what can be added in order to increase the teaching of science and technology, especially nuclear science in those levels of education.

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Thank you.

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Thank you very much. Any other question please.

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Yes, please.

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Okay, thank you for your presentation.

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My question is for the new comma countries. So if you're a new comma country, obviously, you don't have the infrastructure and the systems like the other developed countries.

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So if you want to copy best practice, do you pick a particular country and mimic what you do, or you sort of scout around and copy the best practice from each country.

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So what's the best approach for new comma countries to build capacity.

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Okay, well, first of all, let me let me begin by saying that you have the infrastructure, but you don't have infrastructure for the nuclear power program.

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Okay, so you have infrastructure for nuclear for knowledge management. So if we as a country, we already have infrastructure for knowledge management, then we have gross wisdom which will balance our knowledge.

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And again, I need that by the way of transfer knowledge from one generation to the other.

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So basically, they are the same infrastructure that is being used. They are the same processes. They are the same method that is being used in the nuclear field.

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But then it's just that we don't have it dedicated for nuclear knowledge management. So what we need to begin with is to dedicate specific institution, a specific department for the, for the hope for the sole purpose of what managing the nuclear knowledge.

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And in terms of what is the best approach, it is difficult to stick to one particular approach.

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Because essentially, what I notice is that as you move from one country to the other, what they put in place, you see that now the new methods and techniques are being applied to a particular country.

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And it also depends on the culture of that country. So a particular method was a little bit differently in one country from the other.

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So we as a country will have to assess our national culture, our organizational culture, and see how we can adopt the specific techniques that are there for nuclear knowledge management so that it can work for us.

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Of course, it is also possible to pitch some of the best method out there and benchmark them, benchmark our method against them.

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There are some situations where you can just pick one method of doing it for a particular aspect of the knowledge management and it just fits into your system and you use it as it is.

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There are a lot of testing of waters, but there's always a systematic approach. And when you assess it against your culture, you may have to modify it a little bit so that it sits your culture and specifically your interest.

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And sometimes the kind of vendors you engage, the kind of international cooperation you have, the international partners that you have, also play a key role in how you go about managing the nuclear knowledge in your country.

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Thank you.

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Thank you very much, Dr. Plutche, for that. We'll move on to the next speaker, but before then, highly shared, sweet and post on our social media.