BUILDING NUCLEAR SAFETY AND SECURITY CULTURE WITHIN REGULATORY BODY

Transcription

1 BUILDING NUCLEAR SAFETY AND SECURITY CULTURE WITHIN REGULATORY BODY Dr. Khoirul Huda Deputy Chairman Indonesia Nuclear Energy Regulatory Agency (BAPETEN) International Conference on Effective Nuclear Regulatory System Vienna, Austria, April 2016

2 Agenda of Presentation Introduction Safety and Security Culture Model Role of the Regulators Regulatory Oversight Approach Regulatory Body as a Role Model Concluding Remarks

3 Introduction

4 INTRODUCTION Concept of Safety & Security Culture is complex. Why? It deals with the behaviors of Individuals & Organizations Sub-culture exists in any group Definition of NSS Culture (proposed): the assembly of characteristics, attitudes, and behaviors of individual and organizations which serves as a means to prioritize, support and enhance nuclear safety and security. Why the NSS Culture should be developed in the regulatory body?

5 Nuclear Safety & Security Models

6 NSS CULTURE MODELS 1 Safety Culture Model (Schein s Model) LEADING INDICATOR - Systems - Behaviours ARTIFACTS GUIDING PRINCIPLES ESPOUSED VALUES UNDERSTANDING OF REALITY BASIC ASSUMPTIONS

7 NSS CULTURE MODELS 2 Security Culture Model (IAEA s Model)

8 Role of the Regulators

9 What Should Regulators Do? Common Understanding of Safety and Security Culture should be fostered in licensee s organization. What should the Regulators do? The regulators should ensure that the licensee properly discharges its prime responsibility for safety and security through the safety management. For such purpose, the regulators should: Promote an effective safety and security management system in the facility Verify that operating organization (OO) has an effective safety and security management system Require the OO to formulate and introduce actions to reinforce strengths and address weakness Monitor the performance of the OO Provide information about safety and security related events.

10 Regulatory Oversight Approach

11 Pillars of Regulatory Oversights Common understanding of safety and security culture Nature of safety and security is different Interface between them is crucial to achieve a common language and framework Focus on safety and security performance Dialogue Dialogue is necessary to share information, ideas and knowledge Consistency Continuous engagement of the licensee Consistently maintain and encourage the licensee.

12 Regulatory Requirements Regulatory requirement is needed. It should be: general requirementon on implementation of management system, and considered properly by the authorized parties. Management system shall be used to promote SS Culture, by: Ensuring a common understanding of key aspects Providing the means by which the organization supports individuals and teams in carrying out their tasks successfully Reinforcing a learning and questioning attitude at all levels Providing the means by which the organization continually seeks to improve the safety and security culture. Regulatory oversight does not primarily aim at determining whether nuclear facilities comply with the regulatory requirements.

13 Self-Assessment Review Self-Assessment (SA) is one of important steps, by which the licensees could identify by themselves the area for improvement. The SA may focus on safety/security culture or it may be part of a broader self-assessment. The SA may be focused on what may look like minor or near miss safety or security events, where organization tends to ignore them. Some benefits of SA are, inter alia: Deeper understanding of SS Culture; Identification of barriers and motive to change; Clarification of employees s opinion about SS; Improved capacity to self-assess the organization s safety and security performance; etc.

14 Independent Assessment Review Independent Assessment Review aims at identifying the gaps that were probably not found by the organization during self-assessment This review may involves utilizing the outputs of a self- assessment of the organization or of an independent assessment Independent assessment shall be conducted by an external independent organization

15 Communication with Licensee Communication between regulator and licensees addressing the SS culture is needed Some aspects to be covered during communication may include: Nuclear safety and security programme Outputs of the regulatory oversight Information on identified symptoms of a decline in safety or security culture Lessons learnt from safety or security events; Other means to foster SS culture; etc. The communication may be conducted through periodic or ad hoc basis meeting.

16 Oversight of Management System Compliance to the management system requirements may indicate the achievement level of SS culture by the licensees. Therefore, the management system implementation should be overseen by the regulators. Integration into Regulatory Activities Integration of SS culture oversight with the regulatory activities may be a good option. Why? Data of the facility which are collected during regular inspection or through special regulatory activities can give a picture of SS culture in the facility; and Combination between the regulatory data and those gained through a special observation will give a whole picture of the facility s SS culture.

17 Regulatory Body as a Role Model

18 Regulatory Body as a Role Model 1 Regulatory body conducts regulatory oversight and acts as a promotor of SS culture. Regulatory body should become a role model Regulatory body needs to develop the nuclear SS culture within the organization It needs a clear policy on nuclear SS culture, which may be endorsed in the regulations or other legal format. Following steps should be taken by the regulatory body: Establishment of the policy to prioritize nuclear SS culture Providing a programme for elevating competency Conducting Self-Assessment and independent Peer-Review (such as IRRS Mission) Establishment of cooperation and coordination with relevant organization.

19 Regulatory Body as a Role Model 2 Indonesia s Case: BAPETEN (Reg Body) established BAPETEN s Chairman Regulation on Management System, which includes a policy on implementation of SS culture. BAPETEN supports a strong SS culture, through measures: o Ensuring a common understanding of the main aspects of the SS culture in BAPETEN; o Supproting individuals and teams within the organization to complete their tasks safely, securely and successfully; o Strengthening the learning and questioning attitudes at all levels in the organization; and o Developing and improving the SS culture continually.

20 Regulatory Body as a Role Model 3 I-CoNSEP Indonesia Center of Excellence on Nuclear Security and Emergency Preparednes It serves as a media for collaboration and coordination to synergize the national resources in the field of nuclear security and nuclear safety (emergency preparedness) The national resources relevant to nuclear safety and nuclear security are identified and enhanced through I- CoNSEP through: Training of front-line officers; Co-host training and joint-field exercises to address safety and security events with relevant institutions; etc.

21 (1) Coordination Meeting BAPETEN, 2015 (2) (3) (4) Joint-Exercise BAPETEN-BAKAMLA (Coast Guards) to combat illicit trafficking of Radioactive Materials on the sea, March 2016 (2, 3, 4)

22 Cloncluding Remarks

23 CONCLUDING REMARKS Achievement level of nuclear safety and security culture at the nuclear facility depends on: the licensee s commitment to continuously enhance the SS culture, which is reflected in the implementation of management system; and Regulatory approach in promoting the SS culture Regulatory Body has to promote an effective safety and security management system in the facility. As a promotor, the regulatory body needs also to develop the SS culture within the organization, in order to become a role model in SS culture development.

24 THANK YOU