David Dury

  • David Dury




    David Drury is the Technical Head - Management and Human Resources within the Nuclear Power Engineering Section of the Department of Energy, IAEA. Responsible for IAEA guidance, advice and support to Member States in the areas of:


    • Human Resources Development, including Training and Qualification,
    • Stakeholder Involvement,
    • Management Systems,
    • Strategic Partnerships, and
    • Expansion of nuclear power programmes


    His previous role was the Director of Learning & Development for EDF Energy and Chancellor of the EDF Energy Campus in the UK.


    David spent a total of 37 years working in the nuclear industry, with experience in Operations, Engineering and Technical fields across the Nuclear Reprocessing, Magnox, AGR and PWR NPP fleets.

  • Knowledge Management


    The knowledge management by David Drury, Head of HR, IAEA



    Knowledge Management (KM) has been introduced to the nuclear industry as a response to the aging nuclear industry workforce, where the generation that designed, commissioned and initially operated these plants has begun to reach retirement age. KM tools for capture and transfer of knowledge from this aging workforce to its younger replacements have been emphasized.


    While KM has certainly been used successfully for this purpose, KM has a larger, on-going application over the life of an NPP and beyond and this requirement is now a key feature of future workforce planning and development criteria for the New Nuclear Build programmes.


    Knowledge is often described as either Explicit, Implicit and Tacit categories.


    • Explicit Knowledge implies declared knowledge (i.e. knowledge that is conscious to the knowledge bearer). Explicit knowledge is why it is not a problem for the employee to tell about rules and obviously learned facts. Very often this knowledge is already written down in books or detailed in task related and knowledge based training programmes.
    • Implicit Knowledge is difficult to reveal, but it is still possible to be recorded. Usually knowledge bearers cannot recall this knowledge by themselves, because the information is too obvious to them. It is generally feasible to convert implicit knowledge into explicit knowledge through documenting it.
    • Tacit Knowledge, is the most difficult to recall to transfer. Tacit knowledge is wholly embodied in the individual, rooted in practice and experience, expressed through skilful execution, and transmitted by apprenticeship and training through watching and actively doing forms of learning.


    A successful and robust Knowledge Management programme in the nuclear industry should cater for all three categories of knowledge, the programme should focus on people and organizational culture to stimulate and nurture the sharing and use of knowledge, the programme should have sufficient quality processes and methods to find, create, capture and share knowledge; and suitable technology to store and make knowledge accessible to current, remote and future workers.



We use cookies to enable this website to function, to make it more user friendly and to offer you products and services tailored to your interests. Please note that by using this site you are agreeing to the use of cookies.For further information about cookies and how to manage them, click here.