Medium-Term Strategy (MTS) Designed by Mahmoud Hamed

Medium-Term Strategy (MTS) 2017-2021 1 Designed by Mahmoud Hamed

TABLE OF CONTENTS 11 13 13 16 16 18 18 19 21 21 21 22 22 22 23 23 23 24 24 24 24 29 31 31 31 32 32 34 37 2 39 45 47 51

LIST OF ABBREVIATIONS MTS EAEA R&D ICT SDG SAP STI NS&T NRC NCRRT HLWMC NRRA NPPA NMA IAEA ET-RR-2 FMPP RPF SWOT CPF TSO NPP NEPIO NAA ATSA EIA RIA IP Medium Term Strategy Egyptian Atomic Energy Authority Research and Development Information and Communication Technology Sustainable Development Goals Strategic Action Plan Science Technology and Innovations Nuclear Science and Technology Nuclear Research Centre National Centre for Radiation Research and Technology Hot Laboratories and Waste Management Centre Nuclear and Radiological Regulatory Authority Nuclear Power Plant Authority Nuclear Materials Authority International Atomic Energy Agency Egypt s Second Research Reactor Fuel Manufacturing Pilot Plant Radioisotope Production Facility Strength, Weaknesses, Opportunities & Threats Country Program Framework Technical Supporting Organization Nuclear Power Program Nuclear Energy Programme Implementing Organization Neutron Activation Analysis Assistance & Technical Support Agreement Environmental Impact Assessment Radiological Impact Assessment Intellectual Property 3

EXECUTIVE SUMMARY The Medium-Term Strategy (MTS) 2017-2021 represents the road map that integrates the Egyptian Atomic Energy Authority (EAEA) Mission, Vision, Overarching Goals and Enablers and action sequences into a cohesive whole for improving the institution s development effectiveness. It articulates how the EAEA can best fulfil its mandate and uses the instruments at its disposal to maximize its contribution to the national development priorities using its core competencies and nuclear facilities. While building on past and current achievements of the EAEA, the MTS does present a number of important shifts in emphasis in order to remain responsive to the changing needs of the Egyptian society and aligned with the new development context, nationally and globally. It also establishes a realistic time frame and implementation modalities, performance monitoring and reporting as well as budget lines required for the completion of EAEA Mission and Vision. This forward looking strategic framework is meant to position the EAEA at the forefront of role-players in the achievement of the priorities set in the Egypt Vision 2030, while guiding the work of all managers and staff, across the entire organization, and setting the process and modalities for performance evaluation and progress calibration. The MTS has been developed following a series of meetings which culminated in a workshop that brought together senior EAEA staff, potential stakeholders and some key partners to reflect on the mission, vision, core operating values and assumptions underlying the organization s approach to its work. This workshop and subsequent meetings set the stage for several work sessions during which the organization s strategic direction, overarching strategic goals and Enablers were defined. The staff helped coordinate the planning process and provided important support and analysis to complete the MTS. The analysis of the environment context in which the EAEA currently works, and the trends which will likely influence the EAEA core business in the short and medium terms helped identify the strengths and challenges facing the EAEA, and assessed the opportunities and constraints it is likely to face over the next five years. This led to the identification and definition of the EAEA s Over- 4

arching Goals, Specific Objectives and Strategic Enablers, as well as delivery processes and procedures. The MTS adopted a cross-cutting approach in which all EAEA activities performed by its three centres; the Nuclear Research Centre (NRC), the National Centre for Radiation Research and Technology (NCRRT) and the Hot Laboratories and Waste Management Centre (HLWMC), regardless of organizational structure, programme location or sources of funding, are integrated into overarching goals and fully aligned with the national development objectives. This approach which has been guiding the EAEA work over many years will continue to be used in the formulation, implementation and evaluation of all EAEA programmes. In developing the MTS, a particular attention has been given to the 2030 Agenda for Sustainable Development and the Sustainable Development Goals (SDGs) contained therein, which require a new approach and mind-sets that promotes multi-stakeholder engagement and multi-sectoral linkages and capitalizes on synergies between partners and human development, and strengthens coordination and participation of a wide range of stakeholders. In accordance with its mandate, the EAEA will upscale its contribution toward meeting current and evolving needs and priorities of the Egyptian society in full alignment with the Egypt Vision 2030 and the specific SDG targets. The following mutually reinforcing overarching goals will be pursued across all programmes in a coordinated manner during the period of this MTS 2017-2021: Overarching Goal 1- Upscale the contribution of nuclear technologies towards meeting, in a sustainable manner, the needs and interests of the EAEA s stakeholders in Egypt and abroad. Overarching Goal 2- Facilitate access to and enhance the national participation in the nuclear power programme through the prescribed role of a Technical Support Organization (TSO); Overarching Goal 3- Conduct a balanced R&D programmes in the field of nuclear science and technology in support of the national Egypt Vision 2030 goal to enable Egypt to be among the top 40 countries in the field of innovation by 2030; 5

Overarching Goal 4- Manage radioactive materials and waste arising from various prescribed activities nationwide, and ensure optimal safety and security at operational level; Overarching Goal 5- Ensure effective, efficient and innovative institutional governance and sound R&D programmes and budget planning In order to achieve the above strategic objectives, the EAEA should have adequate and predictable resources; a competent and high performing workforce; as well as a sound technical and scientific infrastructure, able to respond effectively to the changing needs of the stakeholders. To maximize the benefits from these resources, the EAEA adopted the following set of Strategic Enablers: Results-based management, focused on achieving tangible outcomes through applied R&D in all socio-economic sectors where nuclear technologies can add values; operational excellence through increased commitment and team spirit, as well as efficiency and enhanced accountability and performance. Partnerships and Collaboration working collaboratively with partners, both internal and external, for the benefit of the EAEA, end-users and the Egyptian nuclear scientific community, Safety, security and environmental sustainability to protect humans and their environment, and to ensure high standards in safety and security operations, while minimising EAEA s environmental footprint Advanced Information Communication Technology (ICT), to modernize processes, facilitate communication and provide more opportunities to the employees for self-training/learning at their pace in accordance with the EAEA work requirements; Institutional Knowledge Management and Social Responsibility, to ensure a high quality management at all levels of the EAEA programme delivery, including high accountability, transparency and a social responsibility framework which will enhance the EAEA s added values to its employees, partners and the society as a whole. 6

In discharging its mandated duties, the EAEA will avoid duplication at programme and activities level, maximize synergies between the various centres and continually optimize the utilization of available resources and laboratory facilities, while increasing efficiencies and effectiveness in all its programmes. To this end, result-based management will drive the EAEA s management style by focusing on development-driven R&D and enhancing performance at programmatic, operational and monitoring/evaluation levels. Building upon its current partnership base, the EAEA will increase its efforts to identify opportunities to further enhance collaboration with national and international institutions and peers, including the public and private businesses, and to promote the sharing of experiences, lessons learned and best practices with national institutions. 7

FOREWORD The Egyptian Atomic Energy Authority (EAEA) was established initially as the Egyptian Atomic Energy Commission under Act No.509 of 1955, as a public institution with the mandate to enable the country of the efficient utilization of the peaceful uses of atomic energy in scientific, medical, industrial and agricultural fields, and to keep up with scientific progress in these fields. Since then, the EAEA has evolved over years to become the country s leading institution in developing and promoting peaceful application of Nuclear Science and Technology (NS&T) in practically all aspects of human life in Egypt. Guided by this position as the leading institution in the field of NS&T and adviser to the government of all atomic energy matters, the EAEA has further developed and expanded its core competencies and assets to remain responsive to the evolving needs of the Egyptian population, while being conscious about the regional and global imperatives that have shaped the development landscape. During the past few years, the development context and imperatives have been replaced by a more complex and diverse landscape of development, which is affecting the work of R&D institutions; such as the EAEA. At national level, this new development landscape has culminated with the adoption by Egypt of the Egypt Vision 2030. Worldwide, UN General Assembly adopted on 25 September 2015 the 2030 Agenda for Sustainable Development and its related Sustainable Development Goals (SDGs). This significant shift in the development context requires a new approach that breaks down sectoral barriers, capitalizes on synergies between partners and human development, and strengthens coordination and participation of a wide range of stakeholders. Moreover, the new development context also accords a key role to Science, Technology and Innovation (STI), which become the provider of knowledge and information that shall inform policies and facilitate decision-making, while driving societal development on the path to prosperity and well-being. Being a science- based institution, the EAEA needs to develop and implement a new Medium-Term- Strategy (MTS) to drive its work on the path to sustainability, while maximizing its contribution to the national development priorities as set in the Egypt Vision 2030. 8

The MTS was developed by the EAEA in cooperation with its Stakeholders to be the five-year roadmap for supports, services and organization development. The EAEA and the Stakeholders will review progress and update the MTS annually, as deemed necessary. The analysis of the environment context in which the EAEA currently works, and the trends which will likely influence the EAEA core business in the short and medium terms helped identify the strengths and challenges facing the EAEA, and assess both the opportunities and constraints it is likely to face over the next five years and set the context for the choices reflected in this MTS. Looking into the future, the MTS is expected to have been developed to achieve the full utilization of EAEA landmark infrastructure and expertise by creating new opportunities for development and growth, serving more endusers in the public and private sectors and broadening the EAEA s outreach to gain further recognition and relevance. Over the next five years, the EAEA will continue to develop the necessary infrastructure, skills and knowledge, which are required to bring the full benefit of nuclear technology to the Egyptian society. To achieve this vision, strategic investment in landmark infrastructure, human capacities and upscaling of the role of nuclear technology and innovation will be the priority over the next five years. Prof. Dr. Atef Abd El-Hameed EAEA Chair 9

10

I.APPROACH FOR DEVELOPING THE MEDIUM TERM STRATEGY (MTS) The MTS is intended to give general directions and overarching strategic goals to the activities that the EAEA will carry out during the period 2017 2021. Accordingly, the focus in the document is on the overall strategic goals and enablers, technical programmes and resource requirements and the key processes and resources, leaving details to the Strategic Action Plan (SAP) which will be developed and implemented by each centre of the EAEA, based on the general strategic directions and overarching goals incorporated into the MTS. The MTS has been developed through a consultative and participatory process which brought together the EAEA and a broad range of its stakeholders to set jointly the strategic directions, goals and enablers, which are expected to position the EAEA as a key contributor to the achievements of the national development priorities that are embedded in the Egypt Vision 2030 as well as in the specific Sustainable Development Goals (SDG) targets of Egypt. The MTS adopted a cross-cutting approach in which all EAEA activities performed by the three centres, regardless of organizational structure, programme location or sources of funding, are integrated into overarching goals and fully aligned with the national development objectives. This approach which has been guiding the EAEA work over many years will continue to be used in the formulation, implementation and evaluation of all EAEA programmes. In developing the MTS, a particular attention has been given to the 2030 Agenda for Sustainable Development and the Sustainable Development Goals (SDGs) contained therein, which requires a new approach and mind-sets that promotes multi-stakeholder engagement and multi-sectoral linkages and capitalizes on synergies between partners and human development, and strengthens coordination and participation of a wide range of stakeholders. Both the Egypt Vision 2030 as well as the 2030 Agenda assign a key role to Science, Technology and Innovation (STI) to serve human basic needs more effectively. All this has significant implications for how the EAEA should deliver on its mandate, including the complexity of dealing with the interdependencies between SDG targets, multiple stakeholders and partners; and the need to develop and implement a comprehensive mechanism for monitoring, assessing and reporting results at the outcome level. Through the broad domain of scientific and technical activities, the EAEA represents the principal vehicle for the development and utilization of sound 11

nuclear technologies, together with the necessary safety infrastructure and culture, to contribute effectively to the well-being of the Egyptian populations, while ensuring a high standard of safety and security at the operational level to protect humans and the environment. In all aspects of its work, the EAEA endeavors to achieve tangible socio-economic impact by maximizing the use of the nuclear expertise and infrastructure available to it and by promoting partnership building for mutual growth and development. 12

II.1. Profile of the EAEA II. SITUATION ANALYSIS The Egyptian Atomic Energy Authority (EAEA) was established initially as the Egyptian Atomic Energy Commission under Act No.509 of 1955. According to the decree of the President of the United Arab Republic no. 288 of 1957, the Organization of Nuclear Energy was established to consider the Atomic Energy Committee as a public institution with mandate to enable the nation to exploit atomic energy for peaceful purposes in scientific, medical, industrial and agricultural fields, and to keep up with scientific progress in these fields. Since then, the EAEA has rapidly evolved over years, to finally acquire the position of the country s leading institution in developing and promoting peaceful application of Nuclear Science and Technology (NS&T) in practically all aspects of human life in Egypt. More details about the legal framework which has established the EAEA and successive evolution are shown under Appendix 1. Building on its position of a leader in the field, the EAEA has expanded over years its activities and expertise with the establishment of three centers. The Nuclear Research Centre (NRC) which is the biggest and eldest research institute. It is located in Inshas, with core activities directed towards basic nuclear science, reactors utilization, nuclear reactor materials, instrumentation and the applications of radio-isotopes in medicine, industry, agriculture and other sectors. The National centre for Radiation Research and Technology (NCRRT) was established in 1973 (located in Nasr City) aiming at promoting research and development using ionizing radiation in medical, industrial, agricultural, environmental and other application. Major research and service facilities in the centre include, Mega Gamma Irradiation Facilities and Electron Beam Accelerator, these facilities are used for medical equipment sterilization, agriculture products preservation, industrial applications and research. The Hot Laboratories and Waste Management Centre (HLWMC), which has been established in 1980 in Inshas, with the aim to develop expertise in the fields of radioactive waste management, production of radioisotopes for various medical and industrial applications, as well as production of labeled pharmaceutical compounds that are widely used for medical diagnosis. 13

In the past two decades, the EAEA has embarked on the implementation of large nuclear projects, aiming at maximizing the contribution of practical applications of nuclear technology to the socio-economic development of the country. These included Egypt s second multipurpose reactor, Gamma Co-60 irradiation facility in Alexandria and the new radio-isotope production unit. Through the integrated and concerted planning between these centres and their respective programmes, the activities of the EAEA focused on the following areas, which are of high significance to the country: Research and development in applied NS&T Operational radiation protection and safety Society services activities. Regional and international cooperation. Partnership building. Besides the second Research Reactor Project and Inshas Cyclotron Facility which are under the direct supervision of EAEA Chair. These centers are subdivided into major research divisions which in turn subdivided into departments. Taking into consideration the potential assets available to the EAEA in terms of core competencies, knowledge skills, and being cognizant of the development needs that are still unaddressed, the EAEA is determined to maximize the utilization of its landmark infrastructure and expertise by creating new opportunities for development and growth, serving more users in the public and private sectors and broadening the EAEA s outreach to gain further recognition and relevance. Over the next five years, the EAEA will continue to develop the necessary infrastructure, skills and knowledge, which are required to bring the full benefit of nuclear technology to the Egyptian society. To achieve this vision, strategic investment in landmark infrastructure, human capacities and up scaling of the role of nuclear technology and innovation will be the priority over the next five years. 14

This organizational structure is shown in the chart below. Chairman Of EAEA EAEA BOARD ETRR-2 Complex Cyclotron Vice Chairman for Research of Projects Vice Chairman for Training & International Cooperation Nuclear Research Centre Division of Basic Nuclear Sciences Division of Atomic Reactors Division of materials and Nuclear Industrialization Division of Radioisotopes Applications National Centre for Radiation Research & Technology Division of Biotechnology Division of Radiation Research Division of Industrial Irradiation Hot Laboratories & Waste Management Centre Division of Radioisotopes Production Division of Nuclear Fuel Division of Radioactive Wastes Management More detailed description of the EAEA s infrastructure is shown in Appendix 2, while the EAEA s main activities are shown in Appendix 3. 15

II.2 The new development context In recent years, the traditional development context and imperatives have been replaced worldwide by a more complex and diverse landscape of development in which there are new approaches and modalities which are driving the work of R&D institutions; such as the EAEA. At the national level, this new development landscape has culminated with the adoption by Egypt of the Egypt Vision 2030. Worldwide, UN General Assembly adopted on 25 September 2015 the 2030 Agenda for Sustainable Development and its related Sustainable Development Goals (SDGs). This significant paradigm shift in the development arena requires a new approach that breaks down sectoral barriers, capitalizes on synergies between partners and human development, and strengthens coordination and participation of a wide range of stakeholders. Moreover, both strategic documents accord a key role to Science, Technology and Innovation (STI), which become the provider of knowledge and information that shall inform policies and facilitate decision-making, while driving societal development on the path to prosperity and well-being. Additional efforts will therefore be needed to translate the imperatives of the new agendas into concrete and sound applied R&D activities that draw on knowledge available within the EAEA centres and its national and international partners, including the national private sector, together with new financing modalities to maximize impact. The strategic analysis is based on the results of the SWOT Analysis, which is shown under Appendix 4. II.3 Implications on EAEA s Work, Strategies and Enablers The new development context has affected all role players in development, particularly those which use applied science and technology to contribute towards the attainment of the national development goals. The implications on the EAEA s vision, strategic goals, enablers and programmes have been identified and adequate solutions incorporated into this MTS to ascertain that the EAEA core business remains to be fully aligned with the national vision and development priorities and that its R&D programmes continue to be responsive to the evolving needs of its stakeholders and end-users. One of the major challenges resulting from the full alignment of the EAEA s R&D programme with the Egypt Vision 2030 and the SDG targets for Egypt is the need to link EAEA s activities with larger national development programmes so as to generate large-scale benefits, gain more relevance and visibility and en- 16

hance the role of the EAEA as a partner in development. This also offers several profitable opportunities that are expected to enhance the performance of the EAEA and diversify and broaden its partnership base. Integrating EAEA s work into the bigger national development programmes entails that EAES s activities should be assessed against the new sustainability criteria social, economic and environmental and designed in a way that it takes into consideration the interdependencies/interlinkages between development sectors, multi-partners and technologies. This new approach will need a more proactive and inclusive strategic planning framework, which will require more efforts and knowledge to scrutinize developmentally sound objectives that meet all criteria set under both strategic agendas. The successful implementation of the expected changes will need sensitization of stakeholders and partners as well as dedicated training/mentorship for the employees of the EAEA, particularly the managers, scientists and engineers. In order to monitor EAEA s contribution to the SDG specific targets and be able to timely calibrate progress and regularly report to the various stakeholders, a great deal of work will be required in order to develop statistical frameworks and build the capabilities of the EAEA s centres for data collection and management. In both strategic agendas, the need to improve the quality, coverage and availability of data and statistics relevant to national circumstances was underlined; particularly that projects contributing to the SDG targets will be based on clear performance indicators and focused on measurable outcomes. This entails that the EAEA should better define its performance targets and pursues efficiency gains in order to realize measurable improvements in programmatic, operational and management areas. Accordingly, the EAEA should design and implement an efficient database through which data and statistics are timely collected, analyzed and compiled for submission to the various stakeholders, and produce reliable statistics and indicators for monitoring social-economic targets and impact achieved through the utilization of NS&T. Greater efforts will also be needed to embrace internally more transparency in communicating progress toward the realization of agreed targets Under the new development context, the significance and scope of the EAEA s strategic enablers should be further emphasized in view of the important role assigned to them by both the Egypt Vision 2030 and the Agenda 2030. Development-driven R&D, improved programme quality, strengthened partnerships with potential national and international organizations as well as enhanced role of NS&T will be better defined and their respective roles strength- 17

ened, so that they remain an effective framework for progress in many socioeconomic sectors. In view of the complexity of strategic planning and implementation (multi-stakeholder engagement, across-sector linkages) under the SDG era, translating these strategic enablers into concrete and measurable indicators will be a complex task that requires clear guidance, mentorship and training of the EAEA s personnel as well as sensitization of stakeholders and partners. The current experience accumulated at the EAEA will serve as the foundation for building stronger enablers. II.4 The key role of Science, Technology and Innovation (STI) As mentioned above, STI will play a critical role in achieving specific SDG targets in all socio-economic sectors, particularly human health, energy, food and agriculture, environment and water management, industry, human capacity building and also for the production of knowledge that will drive development under this new development context. Both Egypt Vision 2030 and Agenda 2030 consider STI as the most effective means to generate results which can inform development policies and programmes for greater impact; open up new avenues for addressing major challenges facing societies; and provides knowledge to achieve socio-economic prosperity. The EAEA will build on the accumulated wealth of knowledge and expertise in the field of nuclear STI by further reorienting its R&D programme to be more responsive to the national development priorities, accelerating the use of NS&T in support of the SDG targets, develop additional human capacities and concrete plans to promptly mobilize innovative nuclear technologies to address new emerging development issues (new diseases and pests, disasters, human made climate change, ect). This should include close collaboration and pooling of efforts between the various national partners an stakeholders. II.5 The role of partnerships in achieving development priorities The Egypt Vision 2030 and the Agenda 2030 emphasize the role of partnerships in accelerating the attainment of common priority needs under the SDG targets. This new situation offers to the EAEA new avenues and opportunities for building on its current achievements by further consolidating and diversifying the scope and nature of its partnerships. The emphasis will be placed on areas of potential R&D activities of the EAEA which have a high probability of achieving successful partnerships with possibilities of replication at national level. To this end, the EAEA will adopt strategic approaches and plans to fur- 18

ther consolidate its current partnership base and to attract new partners from the public and private sectors to address development priorities of common interest, based on shared resources, responsibilities and successes. This effort will need additional sensitization of managers and stakeholders and human capacity building to convince all role-players about the strategic significance and profitability of taking the results of R&D activities to the marketplace. II.6 Overcoming the challenges ahead In conclusion, the new development context entails many challenges and difficulties, which should be addressed using the expertise and experience available to the EAEA. This requires highly knowledgeable decision-makers and managers who can successfully drive the process of institutionalization of the SDG targets and identify sound R&D activities which are fully aligned with the national development priorities and where the nuclear technologies can demonstrate its unique added values. Moreover, this new development context requires new mind-sets and culture as well as good institutional governance and accountability, which will be emphasized at all levels of management of the EAEA and its centres. The tasks ahead of the EAEA include: i) to sensitize decision-makers and stakeholders and to train managers and scientists about the new development context, including multi-stakeholder engagement, integration and cross-sectoral planning, data collection and management and reporting modalities; ii) to review/update policies for partnerships, resource mobilization and delivery to comply with the new strategic enablers; iii) to strengthen the nuclear infrastructure to be able to enhance the contribution of NS&T to the national development priorities and to upscale/replicate the outcomes of R&D activities in support of the national SDG targets; and iv) to build solid statistical frameworks to monitor and calibrate progress during implementation and to report to all stakeholders. 19

20

III. ANALYSIS OF STAKEHOLDER AND TRENDS Stakeholders are persons and/or institutions that have a direct or indirect interest or involvement in the EAEA work. The stakeholders could either be internal or external and may have a utilization or advisory role. The contribution of the various stakeholders to the planned activities of the EAEA can be significant and should thus be determined before the goals of the strategic plan are identified. The major stakeholders are: The Egyptian Government. EAEA Management Board. National Nuclear Authorities, Academy of Scientific Research and Technology, Universities and other Research and Educational Institutes. EAEA staff. International development agencies and partner communities. Clients, End-users Media III.1 The Egyptian Government The Egyptian Government is a major stakeholder that gives policy direction, identifies the priority needs to the activities of EAEA and provides through budgetary allocation the implementation of EAEA programmes. The Government also provides the leadership and the enabling environment, legal framework, etc, to enhance the contribution of nuclear science and technology in socioeconomic development. III.2 EAEA Management Board EAEA Management Board consists of the EAEA Chair, Vice chairs, Directors of the three centers forming the Authority, Representatives of Ministries (Ministry of Electricity and Renewable Energy, Ministry of Higher Education and Scientific Research, Ministry of Planning, Ministry of Finance, Ministry of Defense), besides the Chairs of Nuclear Materials Authority. The duties of the board includes but not limited to the following: Ensure and follow-up the implementation of policy, strategies and programmes of the authority. 21

Ensure and follow-up the mobilization, utilization and disbursement of funds. Monitor the utilization of allocated budget. Ensure effective and efficient performance of all statutory functions. Issue the executive regulations and required qualification for academic staff promotions. Discuss, agree on and authorize the academic staff promotions. III.3 National Nuclear Authorities, Academy of Scientific Research and Technology, Universities and other Research and Educational Institutes National Nuclear Authorities (Nuclear and Radiological Regulatory Authority (NRRA), Nuclear Power Plants Authority (NPPA), Nuclear Materials Authority (NMA)), Universities, Research and other Educational Institutions are important users of EAEA facilities and labs for education, training and research purposes. EAEA through its three nuclear research centres is working with universities for developing capacity in the field of nuclear science and technology. The EAEA has close cooperation with the Academy of Scientific Research and Technology, notably to implement joint programmes, exchange of experience and information and sharing of expertise. III.4 EAEA Staff Academic and administrative staff members represent the workforce through which the EAEA policies and programmes are executed to achieve the desired results. In order to comply with the required qualified capacities, EAEA human resource development strategy is followed to produce staff members with in-depth fundamental understanding of nuclear technology and adequately equipped to respond optimally to the national needs in all areas of nuclear technology applications. III.5 International Development Agencies and Partner Communities Egypt became a Member State of the International Atomic Energy Agency (IAEA) in 1957 and is by far one of the largest recipients of technical assistance from the Agency. EAEA is the national focal point for all IAEA activities in Egypt. 22

The EAEA has bilateral agreements in the field of peaceful applications of nuclear energy with Argentina, Canada, China, France, Germany, India, Italy, Russia and the USA. The EAEA interactions with partners have been in the form of capacity building, training and Coordinated Research Projects geared towards socioeconomic development. III.6 Clients/End Users The EAEA intends to ensure that its clients and end-users enjoy a better service delivery according to quality and professional standards. The EAEA would also ensure that all operational procedures are harmonized for customer confidence. III.7 Media Public information is very important for the successful implementation of the MTS and therefore, the EAEA will intensify its interactions with national and foreign mass-media. Under the MTS, much emphasis will be placed on the dissemination of information through the mass-media as well as on communication with clients, end-users and public in general using seminars/workshops, conferences and educational institutions. In addition, both printed and electronic pamphlets and dedicated brochures will be used to disseminate the EAEA s achievements and success stories and to build profitable partnerships with R&D institutions and peers. Other potential media resources include the EAEA website and the Public Relations plan. To enhance public awareness about the EAEA activities, the EAEA will continue issuing the monthly magazine to inform the public about the EAEA and its role in the utilization of nuclear science and technology for the peace and welfare of the Egyptian Society. III.8 Stakeholder Trends In dealing with the stakeholders, the EAEA will pay a particular attention to the trends that characterize the interests and preferences of each group of stakeholders to ensure that they continue supporting the work and initiatives of the EAEA and fully endorse and promote its transition to a result-focused organization aligned with the national development priorities and determined 23

to enhance its relevance and visibility. In recent years, the general trends that characterize stakeholders include increased pressure for oversight, accountability and transparency at the programmatic, delivery and reporting levels; as well as an increased attention to the efficiency and effectiveness with which R&D institutions deliver on their mandates. To enhance and maintain the interest and support of its stakeholders, the EAEA will develop and implement concrete measures aimed at intensifying interactions and improving communication with all stakeholders and seeking ways and means to further involve them in the EAEA s strategic directions and decisions. 24

IV. THE EAEA VISION, MISSION, AND STRATEGIC OVERARCHING GOALS IV.1 The EAEA Vision Statement To be the institution of excellence in the field of nuclear science and technology devoted for the development and utilization of the peaceful application of atomic energy for peace, welfare and prosperity of the Egyptian society, while conscious of safety and security standards. IV. 2 The EAEA Mission Statement To develop, promote and coordinate the safe utilization of the peaceful application of atomic energy for socio-economic development; through applied research, human capacity building, technical support to national institutions and commercialization of R&D products and services; and to advise the government on policies and matters related to the peaceful application of atomic energy. IV.3 Strategic goals In accordance with its mandate, the EAEA will upscale its contribution toward meeting current and evolving needs and priorities of the Egyptian society in full alignment with the Egypt Vision 2030 and the specific SDG targets. The following mutually reinforcing strategic goals will be pursued across all programmes in a coordinated manner during the period of this MTS 2017-2021: Overarching Goal 1- Upscale the contribution of nuclear technologies towards meeting, in a sustainable manner, the needs and interests of the EAEA s stakeholders in Egypt and abroad. Specific objectives for Goal 1: i) Accelerate and facilitate the application and use of R&D results in all socioeconomic sectors, particularly in human health, food and agriculture, water and environment and industry; ii) Upscale the production and distribution of radioisotopes and the use of isotopic techniques and nuclear radiation in medicine, science, industry, commerce and agriculture; iii) Enhance the quality and reliability of goods and services related to core activities, and increase the scope and nature of income generating activities; 25

iv) Make available, on a commercial basis where appropriate, the EAEA s facilities, equipment and expertise for research in nuclear science and technology, to support national R&D programmes and/or the production of scientific information and data needed as evidence for developing policies and taking informed decisions. v) Build profitable partnerships with public/private business for mutual growth and development. Overarching Goal 2- Facilitate access to and enhance the national participation in the nuclear power programme through the prescribed role of a Technical Support Organization (TSO); Specific objectives for Goal 2 i) Define the scope and nature of the EAEA s role as TSO for the Licensee/ Regulator and the Nuclear Energy Programme Implementing Organization (NEPIO), and identify the EAEA s centres and laboratories which will be involve in this role, including the development and implementation of strategic business plans for all of them, accreditation and human capacity building; ii) Upgrading of laboratory facilities in preparation for the identified TSO tasks (Fuel cycle, certain parts of site survey studies and Site Evaluation, Environmental Impact Assessment (EIA) including Radiological Impact Assessment (RIA) reports, certain technical parts of safety analysis for NEPIO and Utility, audit inspections during NPP construction period for the licensee, ect) and seek accreditation for the respective TSO role; iii) Where appropriate, establish lasting partnerships with potential partners to support the EAEA in the implementation of the various TSO tasks. Overarching Goal 3- Conduct balanced R&D programmes in the field of nuclear science and technology in support of the national Egypt Vision 2030 goal to enable Egypt to be among the top 40 countries in the field of innovation by 2030; Specific objectives for Goal 3 i) Conduct development-driven R&D programmes in relation to nuclear science and technology, and continue supporting education, human capacity building and nuclear knowledge preservation; ii) Publish scientific and technical reports, periodicals and papers, and provide public information and advice; 26

iii) Develop and enforce an Intellectual Property Institutional Policy (IP Policy) based on the national IP framework to protect the EAEA R&D results and technological innovations and to promote technology transfer under safe conditions iv) Build lasting collaborations with academia and R&D institutions for mutual support and advancement of nuclear science and technology nationwide, exchange of experience and best practices and for joint R&D ventures Overarching Goal 4- Manage radioactive materials and waste arising from various prescribed activities nationwide, develop and manage long term storage facility and operational standards for spent fuel resulting from the national nuclear Power Programme (NPP) and ensure optimal safety and security at operational level Specific objectives for Goal 4 i) Manage radioactive materials and wastes arising from various prescribed activities and ensure safe storage, including the national inventory of disused radioactive sources; ii) Provide advisory assistance and technical support to the users of radioactive sources, as well as training of technicians and operators; iii) Continue to promote safety and security culture at nuclear facilities, hospitals and R&D institutions which use radioactive materials and sources; iv) Promote collaborations with potential partners nationally and with the IAEA and ensure continued communication with all users of radioactive sources in Egypt; v) Undertake environmental remediation, manage national inventory of radioactive sources and radioactive waste disposal; and vi) Undertake the feasibility study and site qualification for a long term storage facility for spent fuel resulting from the national Nuclear Power Programme (NPP) and ensure full conformance of the nuclear fuel cycle to high standards of safety, emergency preparedness and response, security, non-proliferation and environmental protection. Overarching Goal 5- Ensure effective, efficient and innovative institutional governance and sound R&D programmes and budget planning 27

Specific objectives for Goal 5 i) Provide advice to government and undertake international liaison activities in nuclear-related matters, as required by the EAEA mandate; ii) Promote the culture of strategy-focused institutions amongst all EAEA s centres and nuclear facilities through viable strategic action plans for the centres and sound business plans for the nuclear facilities, including sensitization of employees, stakeholders and partners; iii) Establish and empower an office (or equivalent) for strategic planning, development and implementation of strategies, resource mobilization, marketing and integration of EAEA s core activities into the national development plans, for monitoring and reporting on results at outcome level and for communication with stakeholders, partners and mass-media The full workplan of the MTS is shown under Appendix 5. 28

V. STRATEGIC ENABLERS In order to achieve the above strategic objectives, the EAEA should have adequate and predictable resources; a competent and high performing workforce; as well as a sound technical and scientific infrastructure, able to respond effectively to the changing needs of the stakeholders. To maximize the benefits from these resources, the EAEA adopted the following set of strategic enablers: Results-based management, focused on achieving tangible outcomes through applied R&D in all socio-economic sectors where nuclear technologies can add values; Operational excellence through increased commitment and team spirit, as well a efficiency through enhanced accountability and performance, with particular focus on outcomes, using the power of nuclear science and technology to address development priorities of the end-users in key development sectors; Partnerships and collaboration working collaboratively with partners, both internal and external, for the benefit of the EAEA, end-users and the nuclear scientific community, Safety, security and environmental sustainability to protect humans and to ensure a high priority to safe and secure operations, while minimising EAEA s environmental footprint Advanced Information Communication Technology (ICT), to modernize processes, facilitate communication and provide more opportunities to the employees for self-training/learning at the pace and requirements of the EAEA s work; Corporate knowledge management and Social Responsibility, to ensure a high quality management at all levels of the EAEA programme delivery, including high accountability and transparency when dealing with employees, end-users and partners, as well as a social responsibility framework which will enhance the EAEA s added values to its employees, partners and the society as a whole. In discharging its mandated duties, the EAEA will avoid duplication at programme and activities level, maximize synergies between the various centres and continually optimize the utilization of available resources and laboratory facilities, while increasing efficiency and effectiveness in all its programmes. 29