Romana Květoňová
Training Specialist
IAEA Division of Nuclear Power
Webinar Series on Training and Qualification for Nuclear Facility Personnel | IAEA
By attending this 6th webinar, you’ll be able to:
▪
Explain the relationship between training and succession planning;
▪
Describe how knowledge transfer is supported by training;
▪
Explain the interface between industry and educational institutions.
Shirley Mabika
Human Resources
Operations Manager,
Koeberg NPP, Eskom,
South Africa
Susana del
Álamo Caballero
Operations Excellence
Manager, Tecnatom,
Spain
Alesia Iunikova
Director, Centre for
International
Cooperation,
RosatomTechnical
Academy, Russia
Shirley Mabika
Human Resources Operations Manager
▪
▪
▪
▪
▪
▪
More than 21 years of experience in HR
Started career in Eskom Head Office as a Senior HR Advisor
Spent 18 months in Eskom Office in London as HR Manager
Continued career in Eskom as HR operations Manager
Currently working in Koeberg NPP
Nominated as Senior Manager of the Quarter for Customer
Satisfaction and Excellence in 2018.
Succession Planning &Training
IAEA Webinar
Presented by:
Shirley Mabika
Human Resources
30 September 2021
CONTENTS
NO.
DESCRIPTION
1.
Definition and Purpose of Talent Management
2.
Eskom Talent Management Framework
3.
Effective Talent Management System
4.
Eskom Talent Boards
5.
Eskom Talent Board Process
6.
Career Conversation
7.
Talent Profile
8.
9 Box Matrix
9.
Succession Planning and Management
10.
Training and Development
11.
Transitional Leadership Training
Definition & Purpose of Talent Management
Definition of Talent Management:
Purpose of Talent Management:
Talent Management is the focused effort to effectively
acquire and retain high performing individuals in
positions of strategic importance to the business, as
well as providing training to develop their skills while
contiuously inspiring them to enhance performance .
Eskom has adopted a talent management philosophy
in all its people processes to enhance its human
resource practices but applies talent tools to
specifically segmented positions and individuals.
Talent Management differentiates
talent through a segmentation
process aligned with business
priorities. It also ensures that
Eskom attracts, develops and
retains a high-performance
workforce. With growing skills
shortages and increasing
competition for skills, effective
Talent Management will help to
ensure that Eskom has the
human capability to achieve its
business goals.
Proactive Talent Management
ensures that the right people,
with the right skills, are in the
right job, at the right time
delivering business results. 3
Eskom Talent Management Framework
(Linking to other HR processes)
Business/ Workforce Alignment
Talent
Demand
Talent
Boards
Business
Re sults
Attract &
Discover
W orkforce
Performance
Results
W orkforce
Talent Strategy
Busine ss
Strate gy
Talent
Supply
Develop
& Deploy
Retain
&
Sustain
Workforce Innovation
4
Talent Management
Talent Management in Eskom focuses on the following:
Acquire
Retain
Develop
It is complemented by the existing HR processes such as:
5
Best Practice for an TM effective system
Eskom Talent Boards
The Talent Board Conversation toolkit is focused on creating robust conversations
around:
Talent Plotting :
Distribution of Talent
Talent Board Action
Items Follow Up
Talent Movement
Talent Profile
Talent Actions:
Retention,
Development,
Promotion, Transition
The essence of the conversation is to create challenging, objective and valuable debate around
available talent within the organisation, review people capability and identify areas that require
developement
Talent Board Process
(Input & Output)
Process
Inputs
Outputs
Talent Board Conversations
# 6
# 5
Nexxt t po
ss
itoo
n
d Tar r ge Possss
Cur r r r e
n pl anned
ibb
le
Reaadd
inn
ss
e
Possi itonI n
n99
bb
oo
x ( i( i n yrs Com mmme
nn
tss
orcummbe
cummb if n
successorrPossi itonoo
if nc
n tdat t es
ntI tnc
nt t
# 4
# 3
# 2
# 1
Psychometric & Competency
Reports
Car eer
Car eer
Aspir
As
pir aations
ti o ns
Discussion
Dis cu ss i on
Tem plate
Tem plate
Candidate
Career Profile
Corporate/Eskom Talent
Board
Divisional/ Functional Talent Board
BusinessUnit Talent Board
Talent Board Conversation Guide & Tools
Performance
Appraisal
Talent Board Conversation Guide & Tools
Positions
plotted on
pipeline
9 Box Matrix
Bench Strength
Sum mary
Succession Plan
Plan
Succession
Position
Ready nnRe
ooe
R
ww
ady
Cte
a
o
rm mmen
Positio nReady
ady l laCo
term
e ts
n
Development Plan
Developm ent Pla n
Succession Plan
Action
Due
Action 1
Action 2
Action 10
Action 11
Action 11
Action 14
Action 12
Status
complete
open
open
open
complete
open
complete
today
Action 13
complete
Individual
Development
Plan
Talent
Develop m e nt
Propositio n
TBAction Plan
TM FRAM EWORK
Talent
I NDI CATOR
Talent Dis t r ibut ion
RATI NG
Dem and and
Supply
Succes s o
i n Pool
I nduct ion
At t r act and Dis cover
Talent
Development
Plan
M is sion Cr it ic al Vacancies
Appoint m ent s
Over view of wor kf or ce
Ret ir em ent s
Ret ain and Sus t ain
Talent
Los s
Ris k Pr of ile
Pr om ot ions
Succes s o
i n plan
im plem ent at ion
Deploym ent
Develop and Deploy
Talent
Developm ent
I nt er vent ions
Talent
Enablem ent
M anagem ent Tr aining
Talent Boar d M eet ings
Talent Boar d Follow
up Act ions
High Priority Positions
TM Scorecard
8
Career Conversations
Why are they important?
Better understanding of the individual (both
personally and professionally)
Equips line managers with the necessary
information to plot employees on the 9 Box
matrix
Opportunity to provide open, honest and
constructive feedback to the individual
Enables alignment of individual career
aspirations to organisational objectives
9
Crystal Mabuza – Senior Advisor Talent
(P15)
JOB FIT
BEHAVIOURAL
DemonstratedCompetence – 360LBE
Manager (50%)
Peers & Staff (50%)
Final Score
Unique Identifier
Revision
Effective Date
Review Date
H
RELATED
EXPERIENCE
Yes
Readiness Period
Now
RETENTION PRIORITY
H
STRENGTHS
What are the strengths that the employee has
demonstrated?
18
Potential Successor (Next Level)
ESKOM SERVICE
15
DISABILITY
No
•
•
•
•
•
•
Manages the Talent management process very
well
Retention Actions
What are the proposed action plans to be considered
in retaining the employee?
•
•
In-depth exposure in the functional area of Talent
and Skills
Acting inSenior Management role
Ability toadjust and learn quickly
Very positive individual
Very committed and dependable
Good knowledge of HR Processes
Customer focused and professional
FIT TO EXECUTION OF ENTERPRISE WIDE GOALS
CRYSTAL MABUZA GENDER
RACE
Female
African
35
Impact- Performance
What the employee has delivered that has had an
impact on the divisional/ departmental/
organisational goals and objectives
240-131151884
1
June 2020
June 2023
DEVELOPMENT AREAS / ACTIONS
1
UNIQUE NO:
3931264
POSITION:
Senior Advisor TALENT
MANGR
ADE: P15
MANAGE
R
SHIRLEY
MABIKA
PROPOSED ACTIONS
HIGHEST
QUALIFICATION
Current Placement on 9 Box Matrix
= Ready Now
B.Soc.Science
Career Aspiration: HR/OPS Manager
or Chief Advisor
High-level key actions to be considered:
Opportunity
PA SCORE
=
to act or stand-in
CURRENT 9 BOX
POSITION
Ready Now
What are the proposed developmental areas/actions
to be considered for the employee?
•
•
•
•
Leadership training
International Exposure
Desktop Benchmarking
Networking i.e. attend IPM conferences andother
industry related seminars
POTENTIAL SUCCESSORS
Who are the potential successors for this position?
- Portia Jacobs
- Peter Smith
H
Poor Performers =
L
M
P
E
R
F
O
R
M
A
N
C
E
Solid Performers =
Hi-flyers =
Succession
Planning
Definition
Process of building the internal
capability, skills and talent
pipeline across management
levels and critical roles to
ensure business continuity and
competitiveness.
2021/09/22
14
Succession Planning Process Steps
6. Prepare Development Plans
5. Analyze variances
4. Assess current resources
3. Identify and communicate required competencies
7.Select method to
appropriately fill
vacancy
2. Identify future needs
1. Communicate the framework
8. Evaluate
15
Objectives of Succession Management
To enable the business to achieve its strategic objectives
through the following:
• Ensuring a continuous supply (short, medium and long-term) of
an adequate number of skilled leaders, professionals and
specialists.
• Enable leaders, professionals and specialist to perform at
appropriate levels.
• Ensuring that development and learning experiences address
competencies (skills, knowledge and values) for different levels.
• Ensuring sustainable knowledge transfer of employees that are
considered retirement risk.
16
Principles of Succession Management
Succession management and planning will:
• Focus on succession management for high priority
positions, roles and key jobs.
• Focus on developing leaders, professionals and
specialists for identified positions
• Focus on both traditional and innovative approaches
to supply talent in key roles and jobs
• Guide career mobility for talent and succession pools.
• To be managed across the operating unit rather
than within business areas.
17
Koeberg Nuclear Operating Station Succession
Map
Hayley Smith
Chief Operating Officer
CURRENT INCUMBENT/S
Chief Nuclear Officer
General Manager
Power Station
POSSIBLE IMMEDIATE REPLACEMENTS
Sipho
Scarlett
Maxw ell
White
Mike
Jackson
Jodi Smith
Lerato Kgomo
KennyLefu
POSSIBLESUCCESSORS: 1-2 YEARS
Zayne
Zinedine Veli
Mokone Victor
Mjokololi
Gretchen Scott
Mirriam Name
Paula Hept
Shirley Zulu
Kenneth Hapelt
Zoe Midfielder
POSSIBLESUCCESSORS: 3+ YEARS
Ntombi
Karrim Elsie
2021/09/22
Hlamolo
Karin White
Sim Fexile
Xoxo Rabadu
18
Career Maps
Executive Summary
• Koeberg has identified a need to standardise the career maps for all
HOD positions and identified senior positions.
• The maps document will provide individuals with clear guidance on
the experience, skills and attributes required and enable them to
better align themselves with their aspirational positions and long
term career prospects.
• In addition, it will provide the organisation with a quick reference
document to be used in succession planning, enabling the
organisation to easily identify individuals with the requisite
experience, skills and knowledge to fill vacant positions.
20
Career Map | Plant Manager
Desired
Required Experience*
Preferred Experience* in 2 of 3 areas
Plant management
related experience
Project related
experience
Oversight / Support
service related
experience
Other Experience
 At least 2 of the following
 At least 1 of the following
 At least 2 of the following
 At least 1 of the following
Manager of:
Manager of / Worked
In:
Responsible position in:
Worked in
 Nuclear Safety
Assurance
 QualityAssurance
 Licensing
 Training
 Commercial
Services
 Finance
 GMR2
 ISED
 Nuclear Services
 Rad Protection
 Chemistry
 Inspection and Test
 Business Support
 Operating
 Maintenance
 Engineering
 Outage Management
 Project Management
 Project Readiness
 Work Management
Knowledge, Skills, Abilities and Training
Required
Preferred
 Technical Bachelors Degree
 KORC Principal
 Leadership Development
 Member of Procurement or Investment Committee
 Counterpart in a WANO Peer Review
 SRO License / Certification / NEP
 SMP (Stellenbosch or equivalent)
 WANO Peer Review (USAPlant)
 Senior Nuclear Plant Manager
 Contract Management
* Ideally experience is gained through two+ years in the role
This chart provides guidance on the progression and experiences desired for the indicated position. Circumstances and needs can vary
Training and Development
Leadership Development Steering Committee for NOU
Purpose:
• Setting the strategic direction and guidance on any leadership development
matters
• Ensure that there is oversight of all initiatives and to promote a culture of
continuous learning
• Endorses learning and development opportunities to strengthen leadership and
management capacity of the NOU
Initiatives and actions that are being driven by Line with support from HR and
Eskom Training Academy:
• NOU & KNPS Senior leadership personality assessment and team profiling
• VOLT Training on Difficult Conversations, Influential Coaching & ETDM
• INPO First Line Leadership Essential & Next Level Leadership
• Middle Manager Programme (MMP)
• Supervisor Development Programme (SDP)
• Transitional Leadership Training
• Basic HR training
Eskom Leadership Brand Pillars
The purpose of the Leadership Development Programme is to provide our
supervisors and managers with the necessary mindset and leadership
competencies to lead themselves and their teams, through alignment with
the Eskom Leadership Brand Pillars.
23
Transitional Leadership Training
Purpose
The overarching purpose is to build leadership capacity across various levels in the
organisation by providing transition programmes so that leaders can naturally step
into their new roles with the ability to effectively manage, collaborate and contribute
towards business results.
Focus will be predominantly on 3 levels of management:
•
Newly appointed leaders in the role of senior manager
(from middle manager to senior manager or specialist to manager)
•
Newly appointed leaders in the role of middle manager
(from supervisor to middle manager or specialist to manager)
•
Newly appointed leaders in the role of supervisor
(from individual contributor to team leader)
•
Susana del Álamo Caballero
Operations Excellence Manager
▪ Promotion of elevated level of excellence
▪ Quality supervision in training process
▪ Analyse and Incorporate best practices from INPO/WANO/IAEA/NRC/
CSN and Benchmarking
▪ Promotion of continual improvements
▪ Member of SNNTA (South-eastern states nuclear training association
– Operations training)
▪ Corrective action program in training
KNOWLEDGE TRANSFER
INTERNAL
HOW KNOWLEDGE TRANSFER
IS SUPPORTED BY TRAINING
Susana del Álamo Caballero
Operations Excellence Manager
TECNATOM
KNOWLEDGE TRANSFER INTERNAL. HOW KNOWLEDGE
TRANSFER IS SUPPORTED BY TRAINING
1
Knowledge in Organizations. Training and Succession Planning
2
Application Cases. Scope and Outputs
3
Key Points summary
KNOWLEDGE TRANSFER INTERNAL. HOW KNOWLEDGE
TRANSFER IS SUPPORTED BY TRAINING
1
Knowledge in Organizations. Training and Succession Planning
2
Application Cases. Scope and Outputs
3
Key Points summary
KNOWLEDGE
IMPLICIT
KNOWLEDGE
EXPLICIT
KNOWLEDGE
NECESSITY
Analysis
Design
Organization
Evaluation
Development
CHALLENGE
Implementation
Succession planning
IMPLICIT KNOWLEDGE. PROCESS
(NECESSITY + CHALLENGE)
KNOWLEDGE
CAPTURE
• Interviews (formal an informal)
• Table-top meetings
• Life experience (story’s)
ORGANIZE
KNOWLEDGE
INTO USABLE
PACKAGES
• Video recording of executed tasks
• Review video recording
• Summaries / Notes in procedures
• Types of knowledge
• Pedagogical approach
• Generation of the digital pills or training materials
AVAILABILITY
(IN TIME AND
PLACE)
• Different strategies – Knowledge transfer is supported by training
• From “synchronous face to face” to “asynchronous non face to
face”
• SOUL platform (Knowledge management)
• Synchronous face to face
• NPP data base
KNOWLEDGE TRANSFER INTERNAL. HOW KNOWLEDGE
TRANSFER IS SUPPORTED BY TRAINING
1
Knowledge in Organizations. Training and Succession Planning
2
Application Cases. Scope and Outputs
3
Key Points summary
APPLICATION CASES. SCOPE
(2) COFRENTES NPP
(1) ENUSA-ENSA
Scope
Scop
e
(3) TECNATOM
Scope
APPLICATION CASES. OUTPUTS
(1) ENUSA-ENSA Fuel Handling Tools. Receipt of new fuel (tools and activities)
Expert knowledge
Brief
Introduction
Enter login and
password
Video
s
Select the tool
Mock ups &
simulator
https://enusaensaaie.learningwithsoul.com
OE
&
Precautions
APPLICATION CASES. OUTPUTS
(1) ENUSA-ENSA
APPLICATION CASES. OUTPUTS
(2) COFRENTES NPP. Non licensed operators /Maintenance
LECTURE
IN PLANT
REAL PLANT
APPLICATION CASES. OUTPUTS
(3) TECNATOM. Turbine Inspection
Expert
knowledge
Enter login
and
password
“FOSTERING A CULTURE OF
LEARNING”
https://people.learningwithsoul.com
Select expert
DESCRIPTIONS
Process and relevant
milestones
VIDEOS
Real Experiences
APPLICATION CASES. OUTPUTS
(3) TECNATOM. Non-Destructive Test Validation Techniques
“How to”
Real cases. Challenges
APPLICATION CASES. OUTPUTS
(3) TECNATOM. Non-Destructive Test Validation Techniques
“FOSTERING A CULTURE
OF LEARNING”
THE
PROCESS
“APPLY KNOWLEDGE”
CHALLENGES- REAL CASES/ROLE
PLAY
HOW WE DO IN SPAIN
ENROLL
KNOWLEDGE TRANSFER INTERNAL. HOW KNOWLEDGE
TRANSFER IS SUPPORTED BY TRAINING
1
Knowledge in Organizations. Training and Succession Planning
2
Application Cases. Scope and Outputs
3
Key Points summary
KEY POINTS SUMMARIES
1. KNOWLEDGE MANAGEMENT MODEL
2. CAPTURE THE KNOWLEDGE AND CONVERT INTO A “CONSUMABLE PRODUCT”
• Experts to capture knowledge
• Digital Transformation/Usable packages
• Platform supporting
THANKS FOR YOUR
ATTENTION
Susana del Álamo Caballero
Operations Excellence Manager
TECNATOM
salamo@tecnatom.es
Alesia Iunikova
Director, Centre for International Cooperation,
Rosatom Technical Academy, Russia
• Team lead for IAEA Technical Cooperation Projects on National Nuclear
Infrastructure Development;
• Programme manager for different cooperating activities for IAEA;
• Chair of the IAEA Working Group “Education and Academics”;
• IAEA Consultant with SMR-team;
• IAEA Consultant with the RR-team.
Interface between industry and
educational institutions: establishing
the MSc programme on EPR
IAEA Webinar No.06 on Training the next wave - Feeding the talent
pipeline, September 30, 2021
Head of the International Training Centre, Moscow branch, Rosatom Tech
Ms Alesia IUNIKOVA
Contents
01
Introduction
03
Russian Capacity Building
Centre on EPR
02
Good practices and plans
for future
04
Cooperation between
Industry and Educational
Institutions
Introduction
2018 (62-nd IAEA GC):
Trilateral Practical Arrangements
between IAEA, Rosatom Tech and
Emergency Response Centre of
Rosatom
Location: St Petersburg
Area of cooperation:
Capacity building for
Nuclear Safety, Radiation
Protection and Emergency
Preparedness
51
Rosatom Technical Academy and Emergency
Response Centre of Rosatom (ERC)
The mission of ERC is to fulfill state tasks of
nuclear and radiation safety and the
achievement of leadership in the field of
response to radiation accidents
The mission of Rosatom Tech is to increase
the professionalismof employees in the global
nuclear technology field to meet the sustainable
development goals
2018 (62-nd GC):
Trilateral Practical Arrangements
between IAEA, Rosatom Tech and
Emergency Response Centre of
Rosatom
52
Rosatom Tech and ERC Geographic (HQ and Branches)
ERC
St Petersburg HQ
VVER-1200 (GEN 3+)
Connection to the
grid, (2 units)
09/03/2018, 2020
First in the World
Floating NPP (built in
St Petersburg)
Connection to the grid
December 2019
800 km
Moscow branch
EPRON
Moscow Brach
Seversk branch
Glazgov branch
550 km
First in the World
(GEN 3+) VVER-1200,
connection to the grid (
2 units) 05/08/2016,
01/05/2019
Novo Voronezh
branch
1st in the World NPP
Connection to the
grid 27/06/1954
53
Rosatom Tech and ERC
Rosatom Technical Academy provides additional professional education
in accordance with Russian legislation.
Levels of training programmes:
Vocational training
Vocational retraining
Continuing education
Training programmes are developed in accordance with:
Occupational standards
Qualifications
Systematic Approach to Training
ROSATOM Emergency Response Center provides additional
professional education in accordance with Russian legislation.
There is a division Rescue Training Center having the main objective to
improve the existing and obtain new competencies required for the
professional activities of the personnel of the Emergency Response
Center and ROSATOM’s organizations.
54
Areas for Cooperation
Assistance in education, training and capacity building including cooperation in
the development of training courses focusing on development of human
resources in the fields of nuclear safety, radiation protection, emergency
preparedness and response
CBC activities refers to the following topics:
➢ Nuclear safety and radiation protection;
Leadership and Management for Safety;
➢ Establishment of centers for Emergency Preparedness and Response.
➢
with regard to the EPR:
➢ Emergency preparedness and response to nuclear emergencies;
➢
Emergency preparedness and response to radiological emergencies.
55
International Certification
➢
➢
➢
January 28, 2020
the certificate of compliance with the requirements of ISO 9001: 2015 in the
field of information, consulting and educational services in the nuclear industry
was issued
3 sites: Obninsk, St Petersburg and Novovoronezh
56
National Level
274
266
100
121
74
145
150
180
200
300
337
RUSSIAN SPECIAL I S T S TRAIN E D IN ROSATOM TECH AN D ERC: RESCUE R S,
DOSIME T R IS T S , DECON TAM I N A TO R S
2 0 15
2 0 16
2 0 17
ROSATOM TECH
2 0 18
2 0 19
2 0 20
ETC
57
International Level
September 2018: Interregional Training Course on Preparation of EPR Plans – 1 week (18
specialists from 16 countries have been trained);
November 2018: Group Scientific Visit on Emergency Planning – 1 week (4 specialists from
Bangladesh participated in the visit)
December 2018: 3 days seminar for Belorussian participants;
June 2019: 2 days seminar for participants from Kazakhstan;
April 2019: Basic Responses to Radiological Incidents with Practical Exercises – 1 week (10
specialists from Bolivia were trained);
spanish
April 2019: Principles of National Emergency Preparedness and Response System –
2 weeks (10 specialists from Bolivia were trained).
spanish
58
EPR Education Track in Russia and Synergy with the
IAEA MSc Programme
IAEA recommendations and legal framework
11 yrs preuniversity
education
Bachelor (4 yrs)
Master (2 yrs)
PhD (4 yrs)
IAEA Master’s
Degree
Programme
Specialist (5.5 yrs)
•
•
•
The Federal State Educational Standard of Higher Education 20.03.01 Technosphere Safety (Bachelor’s degree
programme) – adopted in 2016
The Federal State Educational Standard of Higher Education 20.04.01 Technosphere Safety (Master's degree
programme) – adopted in 2015
Graduates can apply for vacant positions providing for employment in the field of emergency preparedness and response
at the enterprises of ROSATOM
IAEA Master’s Degree
(2 weeks/1
programme
month)
(theory and practice)
Rosatom Tech & ETC
training module
Pilot of the IAEA MSc Programme in Russia
IAEA Master’s Degree programme
Rosatom Tech & ETC
(theory and practice)
•
•
•
•
•
•
POLITECH
Higher School of
Technosphere Safety
AcadeLife Safety
Laboratory
International bachelor's degree programmes
International master's degree programmes
Double degree programmes
International continuing education programmes
Summer schools
Grants and scholarships
Institute of Civil
Engineering
Technosphere Safety
Laboratory
Year of
study
1
2
3
4
Bachelor
Master
Postgraduate
96
103
121
106
95
91
3
7
3
7
School of Fire Safety
Master’s Programme on EPR
Marie Skladowska-Curie Fellowship Programme (MSCFP)
aims to help grow the number of women in the nuclear
field, supporting an inclusive workforce of both men and
women who contribute to and drive global scientific and
technological innovation.
• female candidates
• acceptance by an accredited university for a relevant
Master’s programme
• preference will be given to those applicants with an
above average academic credentials (75% or above or
GPA > 3.0 out of 4.0)
11 October 2020
10 Decem ber 2020
Septem ber 30, 2021
Deadline for
applications
Notification of
candidates
Deadline for
applications
61
EPR Master’s Programme Roadmap
MoU signing ceremony, December 17, 2020
• Opened for 15 students
• Implemented by Saint Petersburg Polytech
University in cooperation with Rosatom
Technical Academy and Rosatom Emergency
Response Centre and International Partner
Universities
• December 17, 2020 – MoU on Capacity Building
in EPR signing ceremony
Preparatory work
Launch
2020
2021
First graduates
2022
Education process
2023
Infrastructure: Rosatom Tech
Simulator for medical training
Educational radiometric
laboratory
Class with computer
simulators
Dosimetry devices
63
Infrastructure: ROSATOM Emergency Response Centre
Rescue equipment
Drones for site investigation
Scanning of water area
Devices for radiation inspection
64
Involving Young Women to STEM Specialties
Mentoring workshop
St Petersburg female students
October 14, 2021
EURASIAN WOMEN’S
FORUM
Take Away and Further Development of the Programme
• to meet Global Challenge of Competition for HRD between industries early professional focus and
orientation is needed
• to transfer competencies from vendor country to recipient country with the international expertise with IAEA
component is beneficial
• IAEA platform that helps to establish cooperation between Universities around the Globe: double degree
diplomas
Thank you
for your attention!
Ms Alesia IUNIKOVA
Director of Centre for International Cooperation, Moscow branch, Rosatom Tech
Mob.: +7 (910) 594 6789
E-mail: aviunikova@rosatomtech.ru
www.rosatomtech.ru
2020-09-30
All registered participants will receive a short post-webinar
survey with a link to the recording, including your
suggestions for future topics. This will strengthen the
experience and we would be grateful for your advice on how
to move forward.
Thank you for your feedback in advance.