| Code | Date | Format | Currency | Team of 10 Per Person* |
Team of 7 Per Person* |
Early Bird Fee Per Person |
Normal Fee Per Person |
|---|---|---|---|---|---|---|---|
| PWR1632 | 24 - 26 May 2027 | Kuala Lumpur, Malaysia | SGD | 4,385 | 4,589 | 4,899 | 5,099 |
| PWR1632 | 24 - 26 May 2027 | Kuala Lumpur, Malaysia | USD | 3,439 | 3,599 | 3,799 | 3,999 |
| PWR1632 | 24 - 26 May 2027 | Singapore | SGD | 5,073 | 5,309 | 5,699 | 5,899 |
| PWR1632 | 24 - 26 May 2027 | Singapore | USD | 3,955 | 4,139 | 4,399 | 4,599 |
| PWR1632 | 24 - 26 May 2027 | Jakarta, Indonesia | SGD | 4,127 | 4,319 | 4,599 | 4,799 |
| PWR1632 | 24 - 26 May 2027 | Jakarta, Indonesia | USD | 3,267 | 3,419 | 3,599 | 3,799 |
| PWR1633 | 20 - 22 Sep 2027 | Kuala Lumpur, Malaysia | SGD | 4,385 | 4,589 | 4,899 | 5,099 |
| PWR1633 | 20 - 22 Sep 2027 | Kuala Lumpur, Malaysia | USD | 3,439 | 3,599 | 3,799 | 3,999 |
| PWR1633 | 20 - 22 Sep 2027 | Singapore | SGD | 5,073 | 5,309 | 5,699 | 5,899 |
| PWR1633 | 20 - 22 Sep 2027 | Singapore | USD | 3,955 | 4,139 | 4,399 | 4,599 |
| PWR1633 | 20 - 22 Sep 2027 | Jakarta, Indonesia | SGD | 4,127 | 4,319 | 4,599 | 4,799 |
| PWR1633 | 20 - 22 Sep 2027 | Jakarta, Indonesia | USD | 3,267 | 3,419 | 3,599 | 3,799 |
*Fee per person in a team of 7 or 10 participating from the same organisation, registering 6 weeks before the course dateRequest for a quote if you have different team sizes, content customisation, alternative dates or course timing requirements Request for in-person classroom training or online (VILT) training format
Learn in teams and save more! Enjoy group discounts of up to 50% off normal fees for team based learning. Contact us on [email protected] to learn more today!
Code
PWR1632Date
24 - 26 May 2027Format
Kuala Lumpur, MalaysiaCurrency
SGDTeam of 10
Per Person*
4,385
Team of 7
Per Person*
4,589
Early Bird Fee
Per Person
4,899
Normal Fee
Per Person
5,099
Code
PWR1632Date
24 - 26 May 2027Format
Kuala Lumpur, MalaysiaCurrency
USDTeam of 10
Per Person*
3,439
Team of 7
Per Person*
3,599
Early Bird Fee
Per Person
3,799
Normal Fee
Per Person
3,999
Code
PWR1632Date
24 - 26 May 2027Format
SingaporeCurrency
SGDTeam of 10
Per Person*
5,073
Team of 7
Per Person*
5,309
Early Bird Fee
Per Person
5,699
Normal Fee
Per Person
5,899
Code
PWR1632Date
24 - 26 May 2027Format
SingaporeCurrency
USDTeam of 10
Per Person*
3,955
Team of 7
Per Person*
4,139
Early Bird Fee
Per Person
4,399
Normal Fee
Per Person
4,599
Code
PWR1632Date
24 - 26 May 2027Format
Jakarta, IndonesiaCurrency
SGDTeam of 10
Per Person*
4,127
Team of 7
Per Person*
4,319
Early Bird Fee
Per Person
4,599
Normal Fee
Per Person
4,799
Code
PWR1632Date
24 - 26 May 2027Format
Jakarta, IndonesiaCurrency
USDTeam of 10
Per Person*
3,267
Team of 7
Per Person*
3,419
Early Bird Fee
Per Person
3,599
Normal Fee
Per Person
3,799
Code
PWR1633Date
20 - 22 Sep 2027Format
Kuala Lumpur, MalaysiaCurrency
SGDTeam of 10
Per Person*
4,385
Team of 7
Per Person*
4,589
Early Bird Fee
Per Person
4,899
Normal Fee
Per Person
5,099
Code
PWR1633Date
20 - 22 Sep 2027Format
Kuala Lumpur, MalaysiaCurrency
USDTeam of 10
Per Person*
3,439
Team of 7
Per Person*
3,599
Early Bird Fee
Per Person
3,799
Normal Fee
Per Person
3,999
Code
PWR1633Date
20 - 22 Sep 2027Format
SingaporeCurrency
SGDTeam of 10
Per Person*
5,073
Team of 7
Per Person*
5,309
Early Bird Fee
Per Person
5,699
Normal Fee
Per Person
5,899
Code
PWR1633Date
20 - 22 Sep 2027Format
SingaporeCurrency
USDTeam of 10
Per Person*
3,955
Team of 7
Per Person*
4,139
Early Bird Fee
Per Person
4,399
Normal Fee
Per Person
4,599
Code
PWR1633Date
20 - 22 Sep 2027Format
Jakarta, IndonesiaCurrency
SGDTeam of 10
Per Person*
4,127
Team of 7
Per Person*
4,319
Early Bird Fee
Per Person
4,599
Normal Fee
Per Person
4,799
Code
PWR1633Date
20 - 22 Sep 2027Format
Jakarta, IndonesiaCurrency
USDTeam of 10
Per Person*
3,267
Team of 7
Per Person*
3,419
Early Bird Fee
Per Person
3,599
Normal Fee
Per Person
3,799
*Fee per person in a team of 7 or 10 participating from the same organisation, registering 6 weeks before the course dateRequest for a quote if you have different team sizes, content customisation, alternative dates or course timing requirements Request for in-person classroom training or online (VILT) training format
About this Training Course
As countries explore nuclear power to support long-term energy security, decarbonisation, and a reliable electricity supply, establishing and sustaining an effective management system becomes increasingly vital. This is particularly relevant for newcomer and embarking nations, as well as organisations preparing for new nuclear projects and other emerging nuclear technologies.
This three-day comprehensive training course introduces the international requirements and practical foundations of management systems for nuclear power programmes. Drawing on IAEA safety standards and real-world experience from newcomer, embarking, and operating countries, participants will learn why an integrated management system matters, how it is structured and developed, and how leadership, safety culture, and continuous improvement sustain it throughout a programme’s lifecycle. Additionally, participants will examine the organizational management framework that establishes the processes, responsibilities, controls, and assurance mechanisms required for successful implementation.
By exploring this management framework, participants will understand how project and programme activities are planned, executed, controlled, and continuously improved. The course blends instructor-led presentations with case studies, group exercises, and interactive discussions, ensuring participants leave with a practical roadmap they can apply directly within their own organisations.
By the end of the course, participants will be able to:
- Explain the IAEA international safety standards basis for management systems (SF-1, GSR Part 2, and supporting safety guides) and how it relates to ISO 9001/19443 and national requirements
- Describe the structure and purpose of an integrated management system (IMS), including the management system manual and its document hierarchy
- Apply a process-based approach to identify and map core, management and supporting processes
- Identify the leadership, safety culture and competence practices needed to implement and sustain an effective management system
- Recognise industry lessons learned, and operating experience related to management system weaknesses, and apply corrective-action and continuous-improvement practices
- Develop a practical roadmap and action plan for strengthening the management system in their own organisation
Professionals from nuclear power programme owner/operator organisations, regulatory bodies, and vendor/supplier organisations in newcomer and embarking countries, including:
- Management System / Integrated Management System Professionals developing, implementing, maintaining and improving management systems, processes, procedures and documentation.
- Quality Assurance / Quality Control Personnel managing quality programmes, compliance, audits, inspections and supplier requirements.
- Nuclear Safety Specialists promoting nuclear safety, safety culture, leadership, performance and continuous improvement.
- Project & Programme Management Office Coordinators overseeing project coordination, interfaces, governance, planning, reporting and alignment with management-system requirements.
- Engineers & Technical Managers understanding nuclear-specific requirements for controlling, documenting, assuring and integrating technical activities.
- Regulators, Inspectors & Technical Reviewers assessing management systems, organisational arrangements, safety culture and regulatory compliance.
- Managers & Department Heads establishing organisational structures, responsibilities, processes and resources for nuclear programmes.
- Competence Managers managing workforce planning, training, qualifications, competence development and capability maintenance.
- Document Control & Configuration Management Staff involve in documentation, records, information and configuration control throughout nuclear programmes.
- Nuclear Technology Vendors & Equipment Suppliers ensuring organisational processes and project deliverables meet nuclear-specific requirements.
Prerequisite:
No prior nuclear-specific management systems experience is required; a general industry, engineering, quality or project management background is helpful.
- Basic
The training will combine instructor-led presentations with facilitated group discussions, case studies drawn from real nuclear power programmes and IAEA missions, small-group exercises and role-play activities, and short video clips illustrating industry operating experience. Participants will also complete end-of-day knowledge-check quizzes to reinforce key concepts, culminating in a capstone group exercise on Day 3 that enables them to apply the knowledge and skills gained throughout the programme.
Unlock the potential of your workforce with customized in-house training programs designed specifically for the energy sector. Our tailored, in-house courses not only enhance employee skills and engagement but also offer significant cost savings by eliminating travel expenses. Invest in your team’s success and achieve specific outcomes aligned with your organization’s goals through our expert training solutions. Request for further information regarding our on-site or in-house training opportunities.
In our ongoing commitment to sustainability and environmental responsibility, we will no longer providing hard copy training materials. Instead, all training content and resources will be delivered in digital format. Inspired by the oil and energy industry’s best practices, we are leveraging on digital technologies to reduce waste, lower our carbon emissions, ensuring our training content is always up-to-date and accessible. Click here to learn more.
An Integrated Management System (IMS) connects safety, quality, people, and work processes across a nuclear power programme. First, it defines clear roles and procedures for key activities. In addition, it sets checks that help teams monitor performance. As a result, organisations can improve nuclear safety and meet regulatory requirements. Over time, these nuclear power management systems also support continuous improvement.
IAEA GSR Part 2 sets requirements for leadership and management for safety. In contrast, ISO 9001 provides general quality management requirements for many industries. Meanwhile, ISO 19443 adds specific quality requirements for suppliers serving the nuclear industry. Together, these standards help organisations improve safety, quality, and work processes. However, organisations must also follow applicable national laws and regulations.
A graded approach adjusts management controls based on each activity's risk, complexity, and safety importance. For example, tasks with greater safety risks may require stricter checks. As a result, teams can focus resources on critical activities. However, poor risk assessments can lead to weak controls and safety gaps. Therefore, organisations should set clear criteria, record decisions, and review their controls regularly.
Countries starting nuclear power programmes need clear leadership, defined roles, and reliable work processes. First, organisations should identify key tasks and develop a management system manual. Next, they should train staff, establish quality controls, and manage documents effectively. In addition, strong safety culture and clear communication help teams work together. Finally, regular reviews and improvement plans support long-term organisational readiness.
Common challenges include unclear roles, skill gaps, weak safety culture, and poor document control. In addition, projects may face problems when teams, regulators, and suppliers fail to share information effectively. For example, poor communication can cause delays and errors in critical tasks. Therefore, leaders should provide clear procedures, staff training, and regular audits. Furthermore, root-cause analysis and corrective actions help prevent repeated problems.
Small Modular Reactors (SMRs) may introduce new designs, suppliers, and project delivery methods. As a result, organisations may need to update their management processes. For example, factory-built components can require closer coordination between suppliers and project teams. However, nuclear safety and quality requirements will remain essential. Therefore, organisations should adapt their controls, strengthen staff skills, and apply lessons learned.


