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?