New Project Aims to Enhance Sustainability of Nuclear Institutions in Asia
Informing the public about the impact of the work of
nuclear institutions is key to their sustainability, said Djarot
Wisnubroto, Chairman of Indonesia’s National Nuclear Energy Agency
(BATAN) (right), at a regional meeting on the topic in Jakarta on 14
May, 2018. (Photo: M. Gaspar/IAEA)
Jakarta, Indonesia – How can national nuclear
institutions promoting nuclear technologies in their country enlarge
their impact and increase their self-reliance? This is the question
senior nuclear managers from across developing Asia attempted to answer
at a meeting in Jakarta this month, kicking off a four-year IAEA
technical cooperation project on assisting national nuclear institutions
on increasing the sustainability of their operations.
“Many members of the public know little about nuclear technologies, and the way to win their support is to demonstrate the socio-economic impact, rather than just the science, of our work,” said Djarot Wisnubroto, Chairman of Indonesia’s National Nuclear Energy Agency (BATAN). “How to increase awareness about our work and promote our products is biggest challenge.”
Mr Wisnubroto also spoke of the important role of young researchers can play in generating innovative ideas – both in science and in management.
“Well over 75% of the funding of nuclear institutions in developing Asia comes directly from governments,” said Danas Ridikas, Head of the IAEA’s Physics Section and the technical officer in charge of the new project, something that many governments in the region would like to see reduced. This share is significantly higher than in many developed countries, where institutions often sell services such as radiopharmaceuticals and irradiation of industrial products on the open market, he added. Nuclear institutions in several advanced developing countries in the region have also been able to generate substantial revenues from services they sell to the private sector.
Institutions can become more self-reliant through revenue generation, which includes not only the sale of services, but also the receipt of grants from government or other funding authorities based on the public services the institutions provide, said Fathi El Khangi, a management consultant from Sudan. “What is required is a shift at nuclear institutions from a focus on pure research to needs-based prioritization and stronger management of nuclear applications.”
“Many members of the public know little about nuclear technologies, and the way to win their support is to demonstrate the socio-economic impact, rather than just the science, of our work,” said Djarot Wisnubroto, Chairman of Indonesia’s National Nuclear Energy Agency (BATAN). “How to increase awareness about our work and promote our products is biggest challenge.”
What is required is a shift … from a focus on pure research to needs-based prioritization and stronger management of nuclear applications.While BATAN’s work programme includes top down targets in different areas, the activities need to be demand driven, he said. The development of new rice varieties and the sterilization of medical equipment using irradiation are examples of the kind of services in high demand. “Working with the private sector and having marketable services are key to our sustainability.”
Mr Wisnubroto also spoke of the important role of young researchers can play in generating innovative ideas – both in science and in management.
“Well over 75% of the funding of nuclear institutions in developing Asia comes directly from governments,” said Danas Ridikas, Head of the IAEA’s Physics Section and the technical officer in charge of the new project, something that many governments in the region would like to see reduced. This share is significantly higher than in many developed countries, where institutions often sell services such as radiopharmaceuticals and irradiation of industrial products on the open market, he added. Nuclear institutions in several advanced developing countries in the region have also been able to generate substantial revenues from services they sell to the private sector.
Institutions can become more self-reliant through revenue generation, which includes not only the sale of services, but also the receipt of grants from government or other funding authorities based on the public services the institutions provide, said Fathi El Khangi, a management consultant from Sudan. “What is required is a shift at nuclear institutions from a focus on pure research to needs-based prioritization and stronger management of nuclear applications.”
Clear mandate in support of development policy
To achieve
sustainability, a nuclear organization needs to have a clear mandate
that supports the country’s national development policy, a passion for
innovation, adequate human resources and funding, said In-Cheol Lim,
Director of the Basic Science and Technology Department of the Korean
Atomic Energy Research Institute (KAERI) in Daejeon, South Korea.
KAERI’s profile has evolved with the changing requirements of the
government, moving from basic research in the 1950s and 1960s to
supporting the introduction of nuclear power in the 1970s and the
country’s export-led development in the 1980s and 1990s. “The government
always expected us to keep moving into new areas while transforming
mature technologies to industry,” he said. “To adapt to evolving needs
has been crucial to our sustainability.” Less than 30% of KAERI’s budget
comes from government subsidies – the rest is revenues from services
sold to the government and to industry, he said.
The key to the success of this IAEA meeting is for national nuclear institutions to take home and implement ideas, methodology and approach generated at the successive workshops and advisory expert missions that will take place over the next four years, said Syahril Syahril, the project management officer in charge of the new initiative. “The IAEA will provide ongoing support to facilitate implementation,” he said.
The key to the success of this IAEA meeting is for national nuclear institutions to take home and implement ideas, methodology and approach generated at the successive workshops and advisory expert missions that will take place over the next four years, said Syahril Syahril, the project management officer in charge of the new initiative. “The IAEA will provide ongoing support to facilitate implementation,” he said.
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