1. 1 MANAGEMENT OF TECHNICAL AND SCIENTIFIC COMPETENCE AND HUMAN RESOURCES STEVE COUPLAND CANADIAN NUCLEAR ASSOCIATION IAEA CONFERENCE APRIL 25,2007

2. 2 THE CANADIAN CHALLENGE Recent expectations of growth after years of limited growth Refurbishment and new build leads to an increase in demand for qualified staff Strong, well informed, independent regulator Innovative and leading edge technical expertise

3. 3 THE CANADIAN CHALLENGE Nuclear industry, well established with abundant domestic and international workforce to draw from Challenged in 1990’s No new projects after 1993 1997 – 7 reactors laid-up Perceived by public as decline in industry resulting in declining enrolment

4. 4 INDUSTRY RESPONSE 1999, CANDU Owners Group (COG) commissioned a report on status of domestic R&D capabilities Study indicated that organizations supplying R&D support were operating near minimum capabilities

5. 5 3 PART STRATEGY COG developed a strategic review of technical skills and facilities necessary to maintain and develop knowledge base Development of CANDU specific technical Centres of Excellence Development of plans for attraction, training and retention of new graduates to the industry

6. 6 DEMOGRAPHIC CHALLENGE Currently entering a period of growth Facing up to 50% retirement of workforce in next 5 to 10 years Industry involves 21,000 direct jobs and 10,000 indirect Over 3,200 are scientists and engineers preparing for retirement

7. 7 UNENE 2002 Canadian nuclear utilities established University Network of Excellence in Nuclear Engineering (UNENE) Main objective – contribute to a sustainable supply of qualified nuclear engineers and scientists Funds Chairs, promotes internships and provides financial aid and scholarships

8. 8 UOIT Canada’s newest university – University of Ontario Institute of Technology – opened September 2003 Includes School of Energy Engineering and Nuclear Sciences First group of nuclear engineers graduate in June

9. 9 CNA INITIATIVES CNA has three initiatives underway on behalf of members Development of strategic, long-term view of industry to act as anchor for individual companies to anchor and build HR strategies on Pursuing career and branding initiatives to assist recruiting young students to the nuclear industry Providing industry benchmarking to improve workforce planning, succession planning and knowledge management