Transcript Document

Health
Healthand
andSafety
Safety
Executive
Executive
Leadership and
Organizational Aspects.
Mike Weightman
HM Chief Inspector of Nuclear
Installations Inspectorate and Director of
Nuclear Directorate
Nuclear Hazards are unique (1) – getting it
wrong leads to wide spread long lived
potential consequences
Nuclear Hazards are unique (2) Nuclear Security and Safeguards
2007 OCNS and UKSO Join NII to form Integrated Nuclear Regulatory Body
Nuclear Hazards are unique (3) –
Public Concern
Sellafield
Nuclear Hazards are Unique (4) – but
controllable
Need:
• Excellence in
design, supply,
construction and
operation
• Uniquely high
standards but only
where appropriate
• Strong independent
effective transparent
regulation
Context – The Global Scene
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Climate Change and Energy
Security moving to top of Political
Agenda
Over 50 nations with no NPPs asking
IAEA for assistance to develop
Nuclear Power capability
Nuclear Power capability predictions
(OECD’s NEA):
 June 2008 439 reactors operating –
372 GW
 2050: Worlds nuclear power capacity
could increase by between 150 –
380%
 Equivalent to new build of 23 to 54
reactors worldwide a year between
2030 and 2050
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Supply chains are longer more
complex and less robust than during
earlier new build programmes
Context – The European Scene
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Over 140 reactors spread over 15 member
states
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Generate about a 1/3 of all electricity energy in
EU
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EC actively promoting further use of nuclear
energy for electricity but issues remain confidence in decommissioning and waste
management
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New European Directive on Nuclear Safety,
one coming on Waste Management
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New EPR reactors being constructed in
Finland and France – problems with supply
and construction leading to delays and cost
escalation, and regulatory Issues
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Concern about robustness of isotope
production
Source – European Nuclear Society (June 2010 operating and under
construction)
Context – The UK Scene
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Decline of UK nuclear industry 2000 – 2008
Market share of Nuclear Generated Electricity dropping: 1997-27%,
2007-15%
But Switch round in Government Policy – Energy White Paper January
2008
Potential of up to £60b investment in nuclear new build – 10 reactors in
operation by 2025?
Planned NDA spend – Over £70b
Investment in keeping the existing NPPs running
Planned spend £2.65b over 3 years in MOD – rate similar to reactor
build
Continuing new build of Submarines and improved refuelling facilities
Social/Political/Industrial/Economic Environment – Massive Change
The Global Scene – The Challenges
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Nuclear Safety
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Waste Management and Disposal
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Non-proliferation and security
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Building the capacity:
• IAEA advice – around 10 years to build the administrative and
industrial infrastructure
• 10 years to build a plant from scratch
• Building the people and supply base
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Nuclear Energy and Society
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Impact on existing regulatory resources and approaches
(Source: OECD NEA report – Nuclear Energy Outlook)
UK Regulatory Response to Shift In
UK/European/Global Environment:
Nuclear Regulatory Framework remains the same:
– Goal setting (But accelerating move to security goal setting
regime)
– Flexible (variety of sizes, types of nuclear activities)
– Firm basis: (takes account of IAEA standards, International
Conventions and good practice)
– Proportionate (Regulatory requirements/interest depends on
significance)
BUT …
UK Regulatory Response to Shift In
UK/European/Global Environment:
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Changing How it is Delivered:
Building on the last successful 50 years to create a
forward looking integrated World Leading Nuclear
Regulatory body fit for the next 50 years
 More outcome focused, dynamic, responsive, integrated,
transparent/open and accountable, obviously
independent, nuclear regulation
Changing the UK Nuclear Safety Regulatory Body
– NII into Office for Nuclear Regulation
Vision: a world leading integrated nuclear regulatory
body fit for future
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An Integrated Nuclear Regulator – Safety/Security/Safeguards/ ….
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Securing the Enablers to be always fit for the future
Clear Common Purpose
A new approach and focus - Built on Outcomes not just processes
Impact or leverage of our approach - Influencing as well as Regulating
Listening and Responding to Stakeholder concerns
Preparing for Nuclear New Build taking account of a changing society –
earning trust and confidence
An Integrated Nuclear Regulator
Safety
Security
Safeguards
Same Purpose – Protection
Same Principles to Achieve Protection – multiple barriers, diversity, etc
Same Processes – Assessment, Permissioning, Inspection,
Enforcement, Influence
The common purpose of the
integrated nuclear regulator
To Secure the Protection of People and Society
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Context of Shift In UK/European/Global
Environment - Impact on Leading and
Managing for Quality
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Massive Opportunities for Suppliers, Constructers, Operators
But risks to whole if get it wrong: present operations, new build,
decommissioning – interconnected in terms of public,
governmental, investor and customer confidence and trust
So questions:
– Do suppliers, constructers, operators, etc understand the
context?
– Do they understand how to respond?
– Are they ready for new ways of working?
– Does the supply chain have the capability & capacity to deliver
the quality required?
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Quality is key – examples in UK programme civil and defence,
more examples internationally
Leadership matters!
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Leadership failures associated with many
Majors Events:
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Recognised by IAEA:
– One of 10 its Fundamental Principles
– Leadership and Management for Safety
Why does it matter?
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Organisational and cultural weaknesses
are invariably underlying factors in major
accidents/events
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This holds true for a wide range of sectors
including nuclear
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It holds true regardless of the specific
technical (direct) causes of the accidents
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It happens to ‘good’ companies
They were not trying to have an accident!
Why leadership for quality matters
Organisational
Learning
10000x
Potential
Impact on
Quality
Leaders
Leverage
Organisational Vision
1000x
Mind map
Culture
100x
Systems
Structures
10x
Patterns
Processes
1x
Events
Plant/
Operations
Regulate
Influence
Leaders establish visions and cultures for better or worse, whether they
intend to or not and it can have far greater impact than other things they do.
IAEA Safety Requirements:
Management Responsibility
Management Commitment
Senior management shall develop individual
values, institutional values and
behavioural expectations …. and shall act
as role models…
Senior management shall ensure that it is
clear when, how, and by whom decisions
are to be made….
IAEA Safety Requirements:
Management Responsibility
 Satisfaction of Interested Parties
“The expectations of interested parties shall
be considered by senior management in
the activities and interactions in the
processes of the management system,
with the aim of enhancing the satisfaction
of interested parties while at the same
time ensuring that safety is not
compromised.”
IAEA Safety Requirements:
Management Responsibility Policies
(1) Top tier
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Organizational Policies: “As part of the
management system, senior management
should develop and disseminate throughout the
organization a documented set of policies that
establish the management’s plans, objectives
and priorities with regard to safety, health,
environmental, security, quality and economic
considerations. The policies should reflect the
commitment of senior management to attaining
their goals and objectives; their priorities; and the
means by which continual improvement will be
implemented and measured. “
IAEA Safety Requirements:
Management Responsibility Policy (2a)
Contents
“The policies:
—Should be appropriate to the purpose and the
activities of the organization and should contain
statements on safety, health, environmental,
security, quality and economic considerations;
—Should include a commitment to comply with
management system requirements and to seek
continual improvement;
—Should be aligned with and should support the
development of a strong safety culture;
IAEA Safety Requirements:
Management Responsibility Policy (2b)
Contents
—Should provide an appropriate framework for
action and for establishing and reviewing goals
and objectives;
—Should be reviewed periodically for their
continuing suitability and applicability;
—Should be effectively communicated, understood
and followed within the organization;
—Should commit management to providing
adequate financial, material and human
resources.”
IAEA Safety Requirements:
Management Responsibility
Planning
“Senior management shall establish goals, strategies, plans
and objectives (aka collectively as a “business plan”) that
are consistent with the policies of the organization
Senior management shall develop the goals, strategies, plans
and objectives of the organization in an integrated manner
so that their collective impact on safety is understood and
managed
Senior management shall ensure that measurable objectives
for implementing the goals, strategies and plans are
established through appropriate processes at various
levels in the organization.
Senior management shall ensure that the implementation of
the plans is regularly reviewed against these objectives
and that actions are taken to address deviations from the
plans where necessary.”
IAEA Safety Requirements:
Management Responsibility
Responsibility and Authority for the
Management System
“Senior management shall be ultimately
responsible for the management system
and shall ensure that it is established,
implemented, assessed and continually
improved.”
Leadership and Management for Safety SAPS:
Four Interrelated Principles
Capable
Leadership
Organisation
Decision
Learning
Making
“The organisation should have the
capability to secure & maintain the
safety of its undertakings”…
Leadership and Management for Safety
SAPS: Four Interrelated Principles
Leadership (MS1)
Directors, managers and leaders at all levels should focus the organisation on achieving and
sustaining high standards of safety and on delivering the characteristics of a high reliability
organisation
Capable Organisation (MS2)
The organisation should have the capability to secure and maintain the safety of its
undertakings
Decision Making (MS3)
Decisions at all levels that affect safety should be rational, objective, transparent and prudent
Learning from Experience (MS4)
Lessons should be learned from internal and external sources to continually improve
leadership, organisational capability, safety decision making and safety performance
Leadership (MS1)
Key Factors:
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Nuclear Safety Policy – deeds not just words
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Reward systems to promote the control of risks
and accident prevention
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Oversight of safety performance
Actions demonstrate commitment to safety
Resolution of conflicts between safety and other
goals
Capable Organisation (MS2)
Key Factors:
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Adequate resources
Competence (including directors)
Intelligent customer capability
Knowledge management
Organisational design & management of
change
Decision Making (MS3)
Key Factors:
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Safety priorities evident indecision making
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Management of conflicting goals – safety
versus other goals (commercial etc)
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Conservative decision making
Basis for decisions (including limitations
of information sources eg KPIs)
Active challenge (expected / encouraged)
Learning (MS4)
Key Factors:
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Willingness to learn and from a wide .
Diverse range of sources
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Benchmarking (within industry and more
widely)
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Implementing lessons and effectiveness
reviews
What we need from leaders in industry
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Success!
– Outcome: Quality right first time every time
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Commitment to:
– Vision of Sustained Excellence (RNIP)
– Culture of:
Quality means success
Mutual learning from experience and
feedback to drive continuous improvement
and excellence in delivery
Open and transparent relationships: no
surprises
Clear expectations
Summary (1)
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The World, European and UK operating environment is
changing massively
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The Nuclear Regulator has and is responding and
changing
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The UK Nuclear Regulatory system is flexible, outcome
focused and proportionate – the requirements for quality
standards are based on safety/security significance
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UK Nuclear Industry on cusp of massive opportunities
It is of political, social and economic importance to the UK
The UK government and society depends on you getting
quality right
Summary (2)
We Need You Succeed by:
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Living the Vision
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Managing for delivery of right quality, right time,
every time
Establishing & Promoting the Culture
Organising to deliver the vision and supporting
the culture
That way we will be able to fulfil our regulatory
purpose of:
Securing the Protection of People and Society