Integrated Operations in Nuclear and Petroleum Emergency Preparedness. Asgeir Drøivoldsmo

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1 Integrated Operations in Nuclear and Petroleum Emergency Preparedness Present Asgeir Drøivoldsmo Future?

2 Integrated operations what is different? There is no agreed fixed definition. The concept Integrated Operations (IO) is evolving. Our definition: New use of data and new work practices made possible by new and proven technology The concept IO is often used as a description for closer cooperation between different parts and competencies in an oil company Assumption: The world is flat

3 What are the challenges? Nuclear organisations Petroleum organisations National 2. line organisations GAP Status 2010 Knowledge and experience Future requirements Solved challenges New challenges Scenario 2020

4 Nuclear Emergency Preparedness Organisation

5 EPO at Ringhals, Forsmark and Loviisa Further develop practices and work processes for Emergency Operations Facilities (EOF) Develop a common understanding of work practices within and between facilities The project shall through experience from other industries contribute with methodology and new ideas for improvement processes in the Nordic nuclear industry EOFs

6 Research goals Focus in the project - Enhanced work practices and decision-making processes in the emergency management s preparedness room including collaboration and communication with the authorities during the emergency management process - The tools necessary to support the work practices - Methods for investigation, analysis, improvement and evaluation of organisational solutions Activities are supported by IO MTO analysis

7 Questions to answer Work processes - Are current work processes in the emergency operations facility (EOF) optimal? - Is the work area well defined and understandable? Tools and equipment - Do the EOFs have the right working tools? Information flow - How to create a common picture/understanding of the situation (within and between groups of actors) - Is the amount of information sufficient and adapted to the receiver? (Right level of information) - Is the access to information corresponding to the responsibilities and work tasks? Comparing facilities - Are current practices the same for different sites? - Are factors outside the EOF different and how does a difference impact the quality of the work processes

8 Improvement proposals

9 Areas for improvement Communication - Possible areas for further research could be pros and cons of using more visualisation technology within the 2. line command centre and more use of digital support for the communication in and out of the command centre Tools and technology - Currently different tools are applied for different tasks - Common interface and seamless exchange of data between between modules could support both training needs and efficiency when using the tools. - Automation of data transfer from 1st line, integrated in the tools could reduce time consumption and increase accuracy.

10 Areas for improvement cont. Staffing and organisation - Current organisations seem to have the necessary manning. - There may be a potential for optimisation with regard to function allocation and workload. Smart use of technology and task allocation may even allow for a staff reduction Procedures - Paper procedures are currently standard - Computerised checklists and guidance may contribute to both reduces maintenance and improved status overview for remaining tasks to be carried of in the checklists. - Workflows and dynamic allocation of tasks?

11 Next step Similar approach to the authorities and 2. line support functions Further development of principles and allocation criteria for emergency preparedness organisations

12 Where can IFE contribute to fill the gap with regard to unsolved and new challenges? The research to fill the gap between the current and the 2020 situation are closely linked to the development of new ways of working, training and organisation to handle uncertainty, loss of information and contradicting information. The big challenge is to combine the new technology and the need for structures, procedures and checklists with the improvisation, adaptability, agility and creativity necessary to solve new problems. This will require problem solving in for genuine MTO problems, i.e. in the intersection of human, technology and organisation, with focus on how to make the best use of competence, information and resources for taking the right decisions.