Safety Culture Management within Hanhikivi-1 NPP Project

Transcription

1 JSC Rusatom Energy International Safety Culture Management within Hanhikivi-1 NPP Project Sergey V. Isakov Safety Culture Manager JSC «Rusatom Energy International» + 7(495) #5981 sviisakov@rosatom.ru XI INTERNATIONAL DIALOGUE FORUM NUCLEAR ENERGY, ENVIRONMENT, SAFETY Moscow November 2016

2 2 Safety management in atomic industry SAFETY CAN NOT BE FREE OF CHARGE! SAFETY CAN NOT BE MUCH!! PERMANENT SAFETY IMPROVEMENT!!!

3 3 Safety Culture For the first time Safety Culture concept was presented in the report of the meeting to consider the causes and consequences of Chernobyl accident held in Vienna from 25 to 29 August 1986 Safety Culture - the assembly of characteristics and attitudes in organizations and individuals which establishes that, as an overriding priority, protection and safety issues receive the attention warranted by their significance. (IAEA Safety Glossary 2007)

4 4 Safety Culture The main task, strengthening of Safety Culture From interview of Alexey Likhachev (October 2016) It is very important that historical safety culture was formed in atomic industry of Russia From interview of Sergey Kirienko ( ) Safety culture a powerful resource of safety improvement Safety Culture software of human brain Safety Culture is such culture of behavior in which worker performs all instructions, rules and requirements when nobody watches him

5 5 Fennovoima comment to RAOS Safety Culture Programme, December 2014 RAOS should appoint a full-time nuclear safety culture manager or coordinator to manage the Safety Culture Programme (EPC Contract Requirement REQ-E8-1312)

6 Protocol of Audit of RAOS which was carried out by Fennovoima March

7 Protocol of Audit of RAOS which was carried out by Fennovoima September

8 8 Justification for development of RAOS Safety Culture Policy The Document Fundamentals of Russian Federation policy in the field of nuclear and radiation safety for the period up to 2025 approved 01 March 2012 by President of Russian Federation says that necessary to focus on development of Safety Culture at the nuclear facilities taking into account international practice 2. EPC Contract Fennovoima Nuclear Power Project (E.8 Safety Culture)

9 9 FH1 nuclear safety culture policy statement Fennovoima and RAOS Project are building together a nuclear power plant that must operate safely for at least 60 years. The top management of the companies are proud to undertake this challenge and recognize the vital importance of nuclear safety. To ensure nuclear safety, a strong nuclear safety culture is essential from the very beginning. Top management is fully committed to a high level of safety culture and expects the same commitment from all participants in the project. This means that nuclear safety has an overriding priority in all actions and decisions within the project. To facilitate the priority of nuclear safety, the following safety culture principles have been set, which everyone is expected to follow: 1 Commitment (put safety first, take responsibility, and show a good example) 2 Awareness (know what you are doing and why) 3 Transparency (communicate and co-operate) 4 Continuous Improvement (take initiative and seek to learn more)

10 10 Safety Culture Principles Nuclear safety has an overriding priority in all actions and decisions

11 11 Safety Culture Principles Commitment (put safety first, take responsibility, and show a good example)

12 12 Safety Culture Principles Awareness (know what you are doing and why)

13 13 Safety Culture Principles Transparency (communicate and co-operate)

14 14 Safety Culture Principles Continuous Improvement (take initiative and seek to learn more)

15 Safety Culture policy of RAOS Safety culture policy (Policy) regulates relations related to development and improvement of safety culture (SC) in RAOS and in main Sub-suppliers (Sub-suppliers) within Projects. Policy was developed in accordance with the recommendations of IAEA, the requirements of STUK and the requirements of RAOS integrated management system. Policy was developed to achieve the strategic objectives of RAOS on safe performance of all activities within Projects. Policy defines the objectives, principles and approaches of RAOS in the field of development and improvement of SC. Policy provisions apply to all employees of RAOS. Control of Policy requirement performance by RAOS workers is regularly conducted using self-assessment methodology. Policy is an open, public document and is available for all interested parties. 15

16 16 RAOS Safety Culture policy Development and improvement of SC is one of the priorities of RAOS. SC management is an essential element of the safety management system, which is part of the management system of RAOS. Development and improvement of SC includes a systematic and coordinated activities, methods and means by which RAOS maintains a strong safety culture. RAOS controls the SC in Sub-suppliers within Projects. RAOS controls the availability of needed regulating and methodic documents in the field of SC in Sub-suppliers.

17 17 Main objectives of SC improvement contribution to achieving the set goals of RAOS with strict implementation of the mandatory safety requirements and minimizing of nuclear and radiation risks; formation, stimulation and development of commitment to safety of RAOS staff; human performance improvement; achievement and maintenance of indicators of all kinds of safety, occupational safety, environmental protection at the level of best practices; reducing the number of accidents and incidents; reducing the number of violations of safety requirement; reducing the number of defects of equipment produced by Sub-suppliers; improving the image and ensuring competitiveness of RAOS.

18 18 Basic principles of SC development and improvement The principle of minimization It is impossible to eliminate human error, but it is possible to reduce one s probability. To comply with this principle RAOS regularly undertakes the following activities for improving the human performance: - manufacturing forms of work with staff; - training of employee up to a certain level defined by job description, the maintenance and improvement of the qualification; - psychological support of employee; - analysis and improvement of workplace ergonomics.

19 19 Basic principles of SC development and improvement Principle of preventing It is better to avoid situations provoking errors than to correct errors and eliminate their negative consequences. To prevent disruptions and incidents RAOS should continuously improve their management processes and corporate culture using international and Russian experience in the field of nuclear energy use.

20 20 Basic principles of SC development and improvement The principle of openness and trust For implementation this principle RAOS management should: - develop and maintain an atmosphere of trust and respect; - motivate employees to inform management about all deficiencies and deviations, hidden defects and hazards in their activity; - encourage questioning attitude, strictly regulated and balanced approach in the implementation of professional activity; - inform employees on safety issues; - develop and support «no blame» (blame free) culture.

21 21 Fundamental safety principals ensuring safety as a sustainable result in improvement of leadership and management; effective leadership for safety; integrated management system that makes sure that any requirements will not compromise nuclear safety; effective SC programme ensuring continuous safety improvement.

22 22 Basic approaches The basic approaches used to achieve Policy objectives: use of a unified methodology of Rosatom for SC development and improvement; integration of SC in all activities of RAOS; application of methods of monitoring, self-assessment, independent assessment of RAOS activity in the field of SC; use of Rosatom s corporate system of expert training in the field of SC.

23 23 How to increase Safety Culture level in Rosatom? To put in force SC Policy of Rosatom and other needed documents (Draft, 2014) To include the Process of SC Management into the Processing Model of Management of Rosatom (into the Group of Processes Safety management in nuclear industry ) To create the Department of SC management in Rosatom directly under General Director of Rosatom To develop the effective SC Program of Rosatom and to allocate budget for it s implementation To create Safety Culture Council or SC Working Group in Rosatom To include SC issues in Programes (Plans) of all inspections and audits of organizations of Rosatom To train all employees of Rosatom in the field of SC To start all meetings, briefings, workshops, conferences from discussion of SC issues

24 24 RAOS management expectation each Project participant is provided with general SC training and cross-cultural communication training as part of their introduction period and pre-job briefings whenever new safety relevant work is started; each Project participant demonstrates strictly regulated and prudent approach, questioning attitude and effective communication; application of requirements, decisions and actions are graded based on their nuclear safety significance; management of all participating in the Project organizations demonstrates visible commitment to nuclear safety and SC; all organizations participating in the Project have local regulating documents needed for SC management; workshops, conferences, strategic sessions are held to establish shared SC expectations, to highlight good practices, to create understanding, openness and willingness to contribute to achievement of safety goals; approaches and methods used in SC improvement are periodically reviewed and evaluated to define of their sufficiency and effectiveness.

25 Results in the field of Safety Culture in 2015 Activity Date Location Participants Status 1. 1 st SC Meeting March, 2015 St.-Petersburg RAOS, FV, Titan-2 Done 2. SC Strategic Session for "Hanhikivi-1'' NPP Project April, 2015 CICET Rosatom, RAOS, CICET, FV, Done Moscow Sub-suppliers, Organizations of Rosatom 3. SC Policy of RAOS (available for Sub-suppliers) April, 2015 RAOS Done 4. NSCWG forming June, 2015 RAOS, FV, Sub-suppliers Done 5. SC Managers Meeting July 1-2, 2015 St.-Petersburg RAOS, RAOS Project Oy, FV Done 6. International SC Summer School July 6-10, 2015 CICET St.-Petersburg Rosatom, RAOS, CICET, FV, STUK, Fortum, Subsuppliers, IAEA, INPO 7. Joint (FV, RAOS, RAOS Project) Nuclear SC Policy Statement September, 2015 FV, RAOS, RAOS Project Done within FH-1 Project 8. NSCWG Meeting September 9-10 FV, Helsinki RAOS, RAOS Project Oy, FV, Done Sub-suppliers 9. NSCWG Meetings October FV, Helsinki RAOS, RAOS Project Oy, FV, Done Sub-suppliers, CICET 10 List of requirements for SC in Sub-suppliers was elaborated & was included in the contracts between RAOS Project and Sub-suppliers October, 2015 RAOS Project, FV Done 11 SC Strategic Session SC Concept of nuclear fuel cycle November, 2015 Moscow CICET, REIN, TVEL, fuel cycle enterprises of Done enterprises Rosatom 12 Introductory SC training course December, 2015 REIN, RAOS Project Done 13 Document of IMS List of SC assessment criteria was developed & was transmitted to Sub-suppliers Done December, 2015 REIN Done 25

26 Results in the field of Safety Culture in 2016 Activity Date Location Participants Status 1. Remote Introductory SC Training of RAOS Project Staff January RAOS Project Done 2. Industrial Seminars Safety Culture Concept of organizations of Rosatom 3. IAEA International Conference Human and Organizational Aspects of Assuring Nuclear Safety Exploring 30 years of SC February February CICET Obninsk IAEA Vienna FV, REIN, CICET, Atomenergomash, Atomproekt, Titan-2, TVEL, ZiO Podolsk, Inter RAO Worley Parsons. FV, REIN, CICET, Kurchatovsky Institute 4. Industrial Seminars Safety Culture Concept of organizations of March CICET REIN, CICET, Atomproekt, Titan-2, TVEL, Done Rosatom Petersburg Kurchatovsky Institute, SNIIP 5. SC Managers Meeting March FV Helsinki REIN, FV Done 6. NSCWG meeting March FV Helsinki REIN, FV, Sub-suppliers Done 7. First Safety Culture Training at the Site April RP Pyhäjoki REIN, FV, RAOS Project, Titan-2 Done 8. SC Managers Meeting May FV Helsinki REIN, FV Done 9. NSCWG meeting May FV Helsinki REIN, FV, Sub-suppliers Done 10. Participation in seminar of Rosatom and FinNuclear with report May Oulu REIN, FV, Titan-2 Done 11. SC Programs of all main Sub-suppliers were approved by RP and were submitted to FV 26 Done Done June REIN, RAOS, AEM, GP, Titan-2, Atomproekt Done 12. SC Self-Assessment in RAOS Project August REIN, RAOS Project Done 13. SC Workshop at the Site August RP Pyhäjoki REIN, RAOS Project, Titan-2, T2 s contractors Done th International Safety School October Petersburg IAEA, REIN, RP, FV, Fortum, GP, T2, AP, AEM, RASU, TVEL, Kurchatovsky Institute Done