Nuclear plant?

Transcription

1 What does Safety Culture Look like in a Nuclear plant? Helen Rycraft h.rycraft@iaea.org

2 What is the IAEA? Created 1957 President Eisenhower Atoms for peace address to UN1953 Vienna HQ, Toronto, Tokyo, New York, Geneva. 14 Laboratories 169 member countries

3 Services Key Sub-Programmes Programme of faction for Cancer IAEA Water availability enhancement Innovative Nuclear Reactors and Fuel Cycles Peaceful Uses initiative Laboratory services Networks Education/Training

4 Chernobyl 25 th April Date: 13/06/2007

5 Behaviours and Culture Leaving flammable material in wrong place Behaviour Behaviour and practice not challenged Attitudes Other safety issues are more important Values Fires will not happen here Assumptions Edgar Schein

6 Fukushima Daiichi March Magnitude Earthquake (4 th largest since 1900) and 1 hour later Tsunami 30 ft wall of water. Damages electrical supply and essential plant. March 12 Emergency declared 3 out of 4 units cooling failure people on site Over next few days units 1,2,3, experience explosions and Unit 4 pool uncovers the stored fuel. 20 msv Ongoing activity to make safe and cool fuel December 16 Cold shut down achieved. There were 3 immediate deaths on site due to the Tsunami. 100,000 people have been evacuated from their homes. An international response from the industry. 2 May

7 Fukushima Daiichi Lessons Ingenuity Professionalism Leadership Fatigue Communications Pre-Event lessons. Leadership Oversight Culture Decision Making

8 Fukushima Daiichi Lessons TEPCO Regulator Government Independence Thought Ati Action Reality? Assumptions? General Public

9 How is Nuclear Safety Maintained? Through the Chosen Technology Through the Individual Through the Team Through the Leadership Through the Management Through the choice of procedures res and processes Through the Culture 9 14/11/2016

10 Reality Check

11 Human /Technology/ Organisation Organisation Strategy Management system Monitoring Decision making Human Skill Performance Learning Leadership Human Performance Technology Situational awareness Reliability Functionality

12 Management and Leadership the differences Leadership Coaches Performance monitoring and standards setting Checks and reviews the resources Gets involved and steps into the situation Management Programmes and puts procedures into place Analyses trends towards goals Puts the resources in place Stands back and plans the next step. Both activities communicate 12

13 Leadership (LeaD Model) 7 Sustaining Leadership 4 Success Factors 6 Assessing Success 5 Leadership Development 1 Benefits 3 Leadership Gap Analysis 2 What is Leadership?

14 We Look at L&M and HTO Leadership L& and Management M Human Technology and Organization HT O Organizations policies Management Observed in Organisations Management Practice Systems Leadership Observed in Organisations Improvement Practice programmes Human Factor Engineering: Leadership development and support Technology interface and workplace environment Management of communication Human Performance and relationships programmes or equivalent Planning for human capabilities

15 Leadership and Management in the field Organisation of work Planning Resource management Set to work procedures Human Performance Work Controls in place Good communication? Working environment? Worker/equipment interface?

16 Leading-in-the-Field Procedures Standards expected? Compliance? Good quality? Completion and handover? Training required? Coaching required? Resource evaluation Learning and feedback?

17 Updated Standard June 2016 Leadership and Management for Safety GSR Part 2 p p p Culture for Safety Management system Leadership for safety

18 Culture Interaction Home Culture Peer culture Work culture

19 Which has a Dominant Influence on Behaviour? Peer Culture [S Safety professional] Site Culture [Status of Safety professionals in company] Plant Culture [Local management attitude towards Safety professionals]

20 Working Harmony or Conflict or Disconnected? Site Local plant Peer

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24 Safety is learning Driven Questioning attitude Open reporting Internal and external assessments Use of Operating Experience Performance Indicators Development of individuals Learning Culture and Learning Organisation 24

25 Reporting Culture and Just Culture is part of a Safety Culture Can only be achieved through the Leadership support Shows the organisation as being one that t wants to learn Can be one of the ways an organisation shows trust and commitment to employees and vice versa Allows an organisation to develop a thinking and responsive workforce to the idea of improvement Shows a commitment to solving the real problems rather than perceived soap box ideas. Date: 13/06/200 25

26 IAEA: 30 years of working with safety culture and Nuclear Safety Leadership Safety culture is different from technical fixes Will affect all activities at the Installation and/or Organization Interdisciplinary concept Engineering as well as Social/ Behavioural science Leadership is essential and requires reality checks Culture is something we can influence and shape, rather than something we can control Changing culture is not a quick fix it takes time, and effort Culture & Leadership work needs to encompass the whole organization not only a top-down process Managers and leaders need to be convinced on change required

27 Thank you!