IAEA International Atomic Energy Agency
New Safety Report - SC PoP Sharing Lessons Learned and New Insights
Captured During Development
Technical Meeting November, 2012
Cape Town, South Africa
Germaine Watts, Canada
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Contributors to Drafting & Review
Axelsson, Lars FANR, United Arab Emirates
Bodis, Zoltánné Hungarian Atomic Energy Authority, Hungary
Butterfield, Reg Management Resource Centre, Austria
Cardell, Liv Cardell Consulting, Sweden
Dahlgren, Kerstin Vattenfall, Sweden
Gest, Pierre International Atomic Energy Agency
Haage, Monica International Atomic Energy Agency
Kritzinger, Johann Eskom Holdings Ltd., South Africa
Koivula, Nina FENNOVOIMA, Finland
Kumar, Lokesh Nuclear Power Corporation of India, India
Oedewald, Pia VTT, Finland
Paciga, John Organizational Improvement Services, Canada
Plit, Herko Fortum, Finland
Poznyakov, Nikolay Atomstroy Export, Russia
Schimann, Peter AREVA, Germany
Staples, Lucinda AMEC, UK
Watts, Germaine New Brunswick Power Corporation, Canada
Zoeschg, Roland Adlaurus Management Consulting, Austria
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Objectives of the Development Process
To understand the safety culture challenges unique to Pre-Operational Phases
To develop a Safety Report that would provide practical guidance to MS on how to foster safety culture in the pre-project, design, construction and commissioning of nuclear facilities
To include easy to use examples, tools, techniques and references
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Target Audience for SC-PoP
Governments Regulators Shareholders Owners Designers Contractors Vendors and manufacturers Operators (future licensees) Technical support organizations Nuclear Energy Programme Implementing Organization
(NEPIO)
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Consultancy Group Activities
Four Consultancy Group meetings in Vienna • Identified challenges to implementing safety
culture during pre-operational phases • Developed a draft document for review and
comments Technical Meeting hosted in Vienna to gather
feedback from member states • Positive response to the scope and format of the Safety
Report
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2010 Technical Meeting Objectives
• Identify practical solutions to the challenges • Exchange experience related to
implementing safety culture programs • Identify topics of value to include in the
IAEA publication on SC in Pre-Op Phases • Identify training and support needed from
the IAEA
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General Observations
• Fundamental principles of safety culture are similar across all phases – much good information exists from operational phases
• Differences relate to: Activities undertaken at each phase Variety and experience of participants Short-term involvement of some participants Goal conflicts are more acute – schedule, cost, safety
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Safety Culture – A State of Being
I’m welding a pipe
I’m welding a pipe in a
NPP!
AREVA
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Developing Safety Consciousness
Strengthen safety culture by first understanding and then building on the strengths of the national and organizational culture
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Multi-dimensional Challenge
Multi-solution needs
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Integrating Framework
Integrated Management System
Organization – Leadership, structure, competenciesand capacity
Management, Core, and Support Processes
Safety Culture – Enabling practices and behaviours of leaders and employees
National, Regional and Corporate Governance
Culture Environment
Physical and Financial Resources
International Nuclear Obligations
Human System Management System
Processes
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Generic Challenges Identified
• Years of limited investment in nuclear has resulted in a decline in the infrastructure needed to support new builds, including human resource development
• New builds may be in countries where there is neither a mature industry nor associated nuclear knowledge and infrastructure
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Generic Challenges (Cont’d)
• Goal conflicts between schedule, cost and safety can impair the ability to perceive links between short term project actions and longer term operating consequences
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Specific Challenge Themes
A. Multi-cultural aspects B. Leadership for safety culture C. Embarking countries D. Competencies and resourcing E. Communication and interfaces F. Safety culture understanding
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Specific Challenge Themes (Cont’d)
G. Management system processes that support safety culture implementation
H. Vendors, manufacturers, and contractors
I. Learning and feedback J. Culture assessment, measurement, and
continual improvement
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Most Significant Learning - Start Early!
Important to begin safety culture initiatives early: • Early hires often become future leaders in industry,
regulatory bodies, or support industries • Changing a weak safety culture is difficult • Knowledge management /retention must begin in early
phases since information must be retained through to decommissioning
• Constant leadership attention is important – not sufficient to designate a responsible group
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Structure of the Safety Report
• Key challenges • Desired state • Approaches and Methods • Examples and Resources • Relevant IAEA Publications
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Questions?