Conference Proceedings Paper
Roadmap for Human Resources for Expanded Indian Nuclear Industry
International Conference on the Future of Heavy Water Reactors - 2011 October 02-05
R.K. Singh (Bhabha Atomic Research Center)
G.R. Srinivasan (Bhabha Atomic Research Center)
O.P. Goyal (Bhabha Atomic Research Center)
This paper deals with detailed requirement of human resources for all phases of nuclear power plant, for the manufacturing sector and the probable roadmap for achieving India’s target. The accident in Fukushima has brought out that only nuclear power that avoids being a threat to the health & safety of the population and the environmental will be acceptable to the society and for this to be achieved human resources could be a single major contributor. India has ambitious plan of achieving 20,000MW by 2020 & 63,000MW by 2050. It is felt out of the three resources men, material & money; the critical shortage would be human resources both in quality & quantity. As per IAEA report (Publication of 2008 edition of energy, electricity & nuclear power estimates for the period of 2030), nuclear capacity must grow to at least 1.8 times current capacity by 2030 if global temperature rises are to be kept at 2°C. Objective of recruiting & training human resources for Indian Industry can be as follows:
a) For catering domestic market.
b) For catering international market later on for nuclear industries outside India. As India will be an important future international player.
The above would require a multiplication of human resources by nearly seven times. In addition it has to be wholesome covering all levels & all skills and all disciplines & stages covering the whole nuclear cycle including regulators. Human resources are required for design & engineering, construction, commissioning, operation, manufacturing & for support services. The manpower for these has to be trained to achieve high quality of nuclear standards. Presently Indian Department of Atomic Energy(DAE) runs several training schools giving one year Post Graduate, tailor made courses. This needs to be multiplied by Joint efforts. Training should be on “SAT (Systematic Approach to Training)” methodology to ensure focussed, specific, needed to culminate in safe, reliable and viable operation of NPPs & other nuclear facilities. On the job training should be given due emphasis. Training is management responsibility. Private companies should consider resources spent on human resources development as a good long term investment and should set up organisation, system, procedures etc. for training. Nuclear power plants require lifetime technical and design support and for this corporate memory/knowledge management assume vital importance.
The trait of the nuclear industry to learn from good practices, operational experience, feedbacks etc. needs to be further strengthened. Nuclear is knowledge driven industry and organisations should ensure the attainment of the same.
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