Workforce Planning For Nuclear Energy Programs

A Presentation to the 62 IAEA General Conference Side Event:

U.S. Support of the Peaceful Uses Initiative (PUI) for Nuclear Infrastructure Development

Chuck Goodnight

September 18, 2018

• Nuclear Regulatory Body

• Research Reactor Program

• Uranium Extraction Program/Fuel Cycle

Management Program

• Nuclear Power Generation Operating Organization

• Long Term Plan for NEPIO/Atomic Energy Commission

Nuclear Energy Programs Require

The Development Of Many Varied And Skilled Human Resources

Site VP

Plant Ops Dir.

(Plant Manager) Engineering Dir.

Support Services

Dir. Quality Mgr

Strategic Projects

Mgr/Dir

Operations Mgr.

Maintenance Mgr.

Chemistry Mgr.

Rad. Prot. Mgr.

Work Control Mgr

Design Engr Mgr

Systems Engr Mgr

Technical Engr Mgr

Licensing Mgr

Doc Control Mgr

QA Supv

QC/NDE Supv

Nuclear Safety

Review Supv

S/G Replacement

Turbine Rotor

Extended Power

Uprate

SAP

Implementation

Etc.

HR Mgr

Info Sys Mgr

Supply Chain Mgr

Security Mgr

Emergency

Planning Supv

Budget/Account

Mgr

Projects Mgr

Rx Engr &

Nuc Fuels Mgr

Admin Supv

Training Mgr

2

At The National Level, The First Step In Workforce Planning

Is To Define The Nuclear Energy Program

• Define the national nuclear energy program

➢ Uranium extraction?

➢ Research reactor?

➢ Medical isotope production?

➢ Electric power production?

➢ Spent fuel disposition?

➢ Regulatory Approach?

• Define the scale of each program element

➢ Uranium Extraction

✓ Volume

✓ Duration

✓ Disposition

➢ Research reactor

✓ Capacity Building/Training and development

✓ Nuclear research

➢ Medical Isotope production

✓ Types of Isotopes

✓ Quantities

✓ National use and/or export

➢ Electric Power Production

✓ Volume (Number of GigaWatts)

✓ Location of NPP(s)?

➢ Spent Fuel Disposition

✓ Return to Source Country?

✓ Interim Storage?

✓ Long-Term Repository?

➢ Regulatory Approach

✓ Prescriptive?

✓ Performance-Based?

3

The Next Step Is To Work Through Identifying Requirements

& Conduct A Gap Assessment

• Identify HR requirements to support the selected program elements

• Identify national capabilities

• Conduct a Gap Analysis to determine Capacity Building needs vs. national

capability

• Identify approaches to close the gaps

• Determine needs for external support

➢ TSOs

➢ Enhanced/expanded educational programs

➢ External support from vendor host country

• Develop on-going programs to ensure long-term capability

• Identify costs of gap closures, external support, and long-term capability

• Identify sources for funding4

Workforce Planning Is The Process of Ensuring An Organization Has“The Right Number of The Right People in The Right Place at The Right Time”

5

Adapted from IAEA Energy

Series, NG-T-3.10, Workforce

Planning For New Nuclear Power

Programmes

Assessment

Planning

Check & Adjust

Like A Nuclear Power Plant (NPP), Human Resources Also Have A Life Cycle

Release

Recruit

Hire

Train

Qualify

Retain Develop

On-Board

6

There Are 4 Key Elements Of A Successful Workforce Planning Program

➢ HR Strategy▪ Is there a defined HR strategy?▪ Are there 5-year and 10-year plans?▪ Are the medium-term and long-term organization models defined?

➢ Process▪ What are the current tools and how are they applied?▪ What are the input streams?▪ Who are the participants in the process?▪ What considerations are applied?▪ Is there feedback from the line organizations?▪ Is there a “People Health” reporting and monitoring approach?

➢ Numbers▪ Is the current state well defined, including staff augmentation and steady state

contractor support?▪ Are the current gaps known and understood?▪ Are near-term and long-term gaps known and understood?

➢ HR Programs▪ Is recruiting working effectively, can it be easily adjust as needed?▪ Are there current retention plans in place, and are they effective?▪ Is there an existing succession plan, and is it effective?

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• Senior Management: Determines the overall HR strategy; defines key performance indicators; receives

status reports on workforce issues; provides governance for (and makes and disseminates strategic

decisions related to) recruiting, hiring, on-boarding, training, qualification, and retention of personnel

• Human Resources: Manages key HR processes (recruiting, hiring, on-boarding, retention, succession

planning); manages the workforce planning process; tracks and reports on key performance indicators;

coordinates with Training to ensure trainee pipelines are full; provides inputs, recommendations, and

guidance to senior management

• Finance: Receives workforce planning inputs from HR to develop and maintain budget forecasts;

provides labor cost-based budget information to Senior Management for decision making

• Information Technology (ICT): – Provides the infrastructure for the data/information; ensures data

security; supports the HR Information System (HRIS); supports workforce planning and analytics

software; supports workforce planning system users

Effective Workforce Planning Requires Significant Participation

From More Than The Human Resources Organization

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Workforce Planning Is Unique To Each Nuclear Energy Program, And For Different Nuclear Power Plant Designs

We have developed staffing models for a range of new NPP designs:

• Areva (EPR)

• B&W (Generation mPower SMR)

• GE Hitachi (ESBWR)

• GE Hitachi (PRISM)

• General Fusion (Fusion Plant)

• KEPCO (APR1400)

•TerraPower (TWR)

• Westinghouse (AP1000)

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“Lead Time” Planning Is Needed To Develop The Organization And The Operating Organization’s Personnel Requirements

The “lead time” for full operational staffing will be about 6 years

A functional lead time analysis will be needed in order to properly develop the initial organization and its growth path

Initial organizational elements will begin at the top as leadership and management positions will be needed first

The sequence of mid-level hiring will be tied to key factors including:

•Longer technical lead time requirements

•Operational readiness requirements

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Construction License Issued

Basemat Poured

Commissioning Commences

Initial Equipment Installation

March Full Scope Simulator

Major Equipment Installation

Tech Training Bld Avail

Tech Training Bld AvailEnergization

Spring - Initial Fuel Receipt

Fall - Initial Fuel Loading

Fall - Initial Fuel LoadingCHT & HFT

Unit 1 COD

Unit 2 COD

Job Position Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Total

Admin Supervisor 1 x

Clerical/Secretarial 1 16 15 15 15 13 6 1 x

Executive/Confidential Assistant 1 x

ALARA Supervisor 1 1 x

ALARA Technician 8 8 x

Budget Supervisor 1 1 x

Budget/Accting Staff 4 2 2 2 1 2 2 2 2 x

Chemistry Supervisor 2 1 2 1 x

Chemistry Technician 16 12 12 2 11 11 11 x

Communications Supervisor 1 1 x

Communications Staff 1 1 1 1 2 2 x

Detailed Staffing Plans Must Be Designed To Support Program Milestones & Training/Development Lead Times

•Program and construction milestones will drive the timing of staffing requirements

• Each staffing function must be accounted for (over 150)

Cumulative Levels

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9

Prime Contract 0 x x x x x x x x

Scholarship 0 x x x x x x x x

Construction 0 x x x x x x x x

JAEC Hires 89 x x x x x x x x

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The Input Sources Of Personnel Must Be Planned And Accounted For In An Integrated Workforce Plan

The integration must be completed

at the job position level, and include

all of the input streams

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• An initial organizational model and a final organizational model are needed

• These organizational models also require migration plans and detailed staffing information

Organizational Development Is Required, Focusing On The Initial Nuclear Organization & The Final Plan

3. Final Nuclear

Organization

1. Initial Nuclear

Organization 2. Nuclear

Organization

+

Commissioning

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Thus 500 personnel equate to a total lifecycle

cost over $12 Billion

Labor > Construction

In the USA, typical fully-burdened

annual labor costs are

~$100,000/person

Typical labor costs

Total labor costs will exceed

construction costs over the plant’s

lifecycle

Labor costs

Those considering construction of

new nuclear plants typically focus on

initial (“overnight”) construction costs

Overnight costs

Labor Will Be One Of Nuclear Power’s Largest Lifecycle Cost Areas, And Must Be Carefully Considered

Present Value of 60 Year Labor Costs

$0

$1

$2

$3

$4

$5

$6

$7

0% 1% 2% 3% 4% 5% 6%

Inflation Rate

La

bo

r $

(Billio

ns

)/1

00

Pe

op

le

At 4% Inflation, 60 Year

Labor Costs Exceed

$2.5 Billion

At 6% Inflation, 60 Year Labor

Costs Exceed $6 Billion

Present Value of 60 Year Labor Costs

$0

$1

$2

$3

$4

$5

$6

$7

0% 1% 2% 3% 4% 5% 6%

Inflation Rate

La

bo

r $

(Billio

ns

)/1

00

Pe

op

le

At 4% Inflation, 60 Year

Labor Costs Exceed

$2.5 Billion

At 6% Inflation, 60 Year Labor

Costs Exceed $6 Billion

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Functional Staffing Requirements For Nuclear ProgramsAre Driven By Five Key Factors

Area Function

Plant

Design

Site

Layout

Regulatory

Requirement Outsourcing Centralization

Operations Applied Radiation Protection X X X X

ALARA/Radiological Engineering X X X

Chemistry X X

Decontamination/Radwaste Processing X X X

Environmental X X X X

Fire Protection X X X

Operations X X X

Operations Support X X

Radiation Protection Support X X X

Engineering Computer Engineering X X X X

Design/Drafting X X X X X

Modifications Engineering X X X X X

Nuclear Fuels X X X X X

Plant Engineering X X

Procurement Engineering X X X

Project Management X X

Reactor Engineering X X X

Technical Engineering X X X X

Maintenance Facilities Maintenance X X X

Maintenance/Construction X X X X

Maintenance/Construction Support X X X X

Outage Management X X X

Quality Control/Non-Destructive Examination X ? X

Safety/Health X X X

Scheduling X

Regulatory Emergency Preparedness X X X X

Licensing X X X

Nuclear Safety Review X X

Quality Assurance X ? X

Security X X X X X

Site Support Budget/Accounting X X

Communications X X

Contracts X X

Document Control/Records X X

Human Resources X

Information Management X X

Management X

Management Support

Materials Management X X X

Purchasing X X

Training X X X

Warehouse X X X X

1.Plant Design 2.Site Layout

3.Regulatory Requirements

4.Outsourcing Approaches

5.Centralization Opportunities

Careful labor planning can save significant costs over the plant’s

lifecycle

Different approaches can be

successful, but previous models

have been developed through

testing over decades

Identifying appropriate

staffing requires integrating these

drivers across the organization

Each staffing function may have one or more drivers

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Workforce Planning Is A Critical Element of The Management System; It Is Required To Always Ensure Qualified Personnel Are In Place

Current StateWhere you

areDiagnostics

Future StateWhere you are headed

Plans & targets

GapsActions needed

Tools Plan

Continuous Improvement

Monitoring (People Health)

AdjustmentsAction

Owners & Activities

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Thank You

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