1. 2018 International Congress on Advances in Nuclear Power Plants
The Digital Nuclear
Workforce
Nathan Ives
Vice President, DataGlance

2. Nathan Ives, Vice President, DataGlance
NATHAN IVES MBA, PMP, IAM, SRO
Vice President
DataGlance
p: +1 (678) 313-0150
e: nives@dataglance.com
Nathan Ives serves as Vice President of
Business Development for DataGlance. With
over 27 years of Power, Oil & Gas, Water, and
Mining Industry operational and consulting
experience, he serves as a trusted advisor to
executives and senior managers; helping them
define strategies for solving immediate and
future business needs through implementation
of transformative technology solutions.

3. What Will the Digital Nuclear Workforce Achieve?
Smaller workforces will accomplish more and perform more
meaningful work by:
• Automating and eliminating administrative and low value-adding
work
• More efficiently and accurately performing activities aided by the
use of advanced technologies
• Increasingly performing predictive, condition-based maintenance
• Applying generationally acquired knowledge to their everyday
tasks
• Acting on real-time jobsite hazards information
• Remotely performing or using advanced technologies to perform
hazardous activities
Developing a Digital Nuclear Workforce will drive plants to be increasingly
safe, highly reliable, and more cost effective.
Value assessments
of DataGlance’s
eWork Solution
conducted with over
one-third of the U.S.
Nuclear Fleet
revealed an almost
$2 million annual
O&M cost savings
potential.
Delivering on the
Nuclear Promise

4. What Does the Digital Nuclear Workforce Look Like?
Possessing knowledge and skills in:
• Retrieving and interpreting data and media
• Using mobile platforms and applications
• Using virtual and augmented reality
technologies
• Working with others remotely and virtually
• Using drone platforms / machines
• Analyzing and interpreting asset and process
data
• Application programming and using
programming tools
The Digital Nuclear Workforce will be comprised of:
• Connected onsite workers
• Remote and virtual workers
• Data scientists and analysts
• Task automating applications
• Advanced sensory devices
• Air, ground, and underwater drone workers
• Machine learning and artificial intelligence (AI) solutions
Introduction of a truly Digital Nuclear Workforce challenges conventional
perceptions of how and by whom nuclear work is performed; representing a
major shift in management and leadership approaches.

5. Who are Digital Nuclear Workers?
Today’s Digital Nuclear Workforce is comprised of:
• Decision-makers: Baby Boomers
• Knowledge Contributors: Baby Boomers and
Gen Xers
• Leaders and Reinforcers: Baby Boomers,
Gen Xers, and Millennials
• Workers: Baby Boomers, Gen Xers, Millennials
Tomorrow’s Digital Nuclear Workforce adds:
• Alpha Generation
• Task automating applications
• Advanced sensory devices
• Air, ground, and underwater drones
• Providers of machine learning and AI
technologies: IBM, Google, Amazon, Intel, GE
Today’s Digital Nuclear Workforce is a generational mix of contributors.
Much of tomorrow’s Digital Nuclear Workforce will not even be human.
Introduction of technologies to automate tasks and perform analyses necessitates a
change in management and leadership approaches to protect the nuclear safety
culture from unintended responsibility abdication and intellectual complacency.
Delivering on the
Nuclear Promise

6. Sourcing the Digital Nuclear Workforce
Actions to prevent asset loss and prepare for tomorrow’s Digital Nuclear Workforce:
• Develop a Digital Nuclear Workforce strategy
• Complete the standardization and digitalization of asset data
• Expand plant-wide connectivity (Wi-Fi) and sensory data capture capabilities
• Capture and retain Inherent knowledge particularly from those at risk of departure
• Acquire tomorrow’s Digital Nuclear Workforce personnel by identifying needed knowledge and skills and
attracting, orienting, and integrating digital workers
• Develop alliances with leading technology providers possessing strong nuclear competencies and
acquire tomorrow’s Digital Nuclear Workforce mobile/mobility solutions and machine learning and AI
capabilities
Sourcing tomorrow’s Digital Nuclear Workforce requires a commitment and
investment that is exceedingly difficult in today’s tight economic market
focused on short-term gains and losses.

7. Adopting the Digital Nuclear Workforce
The Nuclear Industry culture thrives on camaraderie-based competition
based on quantitative performance measurement. When leveraged,
this cultural attribute serves as an incredibly positive change agent.
• Define a value proposition for implementing the Digital Nuclear Workforce
on a component-by-component basis before making the investment.
Measure, monitor, and communicate these parameters post implementation
to determine if and drive achievement of the desired results.
• Embed desired behavior reinforcers within the implemented technologies
in addition to error prevention tools.
• Align rewards and recognition programs to the unique contributions and
cultural/personal desires of the several generational Digital Nuclear
Workforce members.
We are first and foremost an industry of safety. We are also an industry of
numbers and metrics.
Measure, monitor,
and publish
adoption and use
rates… doing so has
shown to raise initial
adoption of less than
20 percent to greater
than 80 percent
within several
months.
Delivering on the
Nuclear Promise

8. About DataGlance
Serving Exelon,
NextEra, Duke,
OPG, ENW, EPRI
& others
Industry recognized
eWP platform
Used by 3,000+ users
to perform 500,000+
eWPs per year
Founded
in 2001
2001 – 2013: DataGlance
founded to support utility data
management needs:
▪ ArcPlus
▪ MapPlus
▪ MobilePlus
2014 – 2018: DataGlance
introduced a collection of eWork
Solutions including:
▪ eMaintain
▪ eRoutine
2019: DataGlance is scheduled
to launch eKnowledge Solutions
▪ eMedia
▪ eCollaborate
▪ ServicePlus
▪ DocPlus
▪ ePerform
▪ eReview

9. THANK YOU
DataGlance Confidential