Wh t d S f t C lt L k lik iWhat does Safety Culture Look ...
Transcript of Wh t d S f t C lt L k lik iWhat does Safety Culture Look ...
Wh t d S f t C lt L k lik iWhat does Safety Culture Look like in a Nuclear plant?
Helen RycraftHelen [email protected]
What is the IAEA ?
• Created 1957 –Created 1957 President Eisenhower “Atoms for peace” address to UN1953
• Vienna HQ, Toronto, Tokyo, New York, GGeneva.
• 14 Laboratories• 169 member countries
Services
• Key Sub-ProgrammesP f A ti f C– Programme of Action for Cancer
– IAEA Water availability enhancement– Innovative Nuclear Reactors and Fuel Cycles – Peaceful Uses initiative
• Laboratory services• Networks • Education/TrainingEducation/Training
Behaviours and Culture
B h iBehaviourLeaving flammable material in wrong place
AttitudesBehaviour and practice not challenged
ValuesOther “safety issues” are more important
Fires will not happen hereAssumptions
Fires will not happen here
Edgar Schein
Fukushima Daiichi- 2011March 11- 8.9 Magnitude
Earthquake (4th largest since 1900) and 1 hour later Tsunami 30 ft wall of water. Damages
1000 people on site
30 ft wall of water. Damages electrical supply and essential plant.
March 12 – Emergency declared 3 out of 4 units cooling failure3 out of 4 units cooling failure.
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 fuelcool fuel
December 16 – Cold shut down achieved.
2 May 2013 6
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.
Fukushima Daiichi Lessons•Ingenuity•Professionalism•LeadershipLeadership
•FatigueC i ti•Communications
Pre-Event lessons.•Leadership•Oversight•CultureCulture
Decision Making
Fukushima Daiichi Lessons
TEPCO GovernmentRegulator
IndependenceThoughtA ti
Reality? Assumptions?
General Public
Action Assumptions?
How is Nuclear Safety Maintained?
• Through the Chosen TechnologyTechnology
• Through the IndividualThrough the Individual• Through the Team• Through the Leadership• Through the Management • Through the choice of
proced res and processesprocedures and processes• Through the Culture
14/11/20169
Human /Technology/ Organisation
Human• Skill• Performance
L i
Organisation• Strategy• Management system• Monitoring • Learning
• Leadership• Human Performance
• Monitoring• Decision making
Technology• Situational awareness• Reliability• Functionality
Management and Leadership – the differences
Leadership• Coaches
Management• Programmes and putsCoaches
• Performance monitoring and standards setting
• Programmes and puts procedures into place
• Analyses trends• Checks and reviews the
resources
Analyses trends towards goals
• Puts the resources in • Gets involved and steps
into the situation
uts t e esou cesplace
• Stands back and plans pthe next step.
Both activities communicateBoth activities communicate 12
Leadership (LeaD Model)
⑦ Sustaining
( )
⑥ AssessingSuccess
Leadership
④ Success Factors
⑤ Leadership Development
① Benefits
② What is
③ LeadershipGap Analysis
②
Leadership ?
L&M and HTOWe Look at……
L& HTO
Human Technology and OrganizationLeadership and Management
Mg
• Management Observed in Practice
• Organizations policies• Organisations Management Practice
• Leadership Observed in Practice
• Human Factor Engineering:
Organisations Management Systems
• Organisations Improvement programmes • Human Factor Engineering:
Technology interface and workplace environment
• Human Performance
programmes• Leadership development and
support• Management of communication • Human Performance
programmes or equivalent• Planning for human
capabilities
• Management of communication and relationships
capabilities
Leadership and Management in the field
• Organisation of work• Planningg• Resource management
• Set to work procedures• Human Performance • Work Controls in place• Good communication?
• Working environment?
• Worker/equipment interface?• Worker/equipment interface?
Leading-in-the-Field
• Procedures• Standards expected?• Compliance?• Good quality?
Completion and handover?• Completion and handover?
• Training required?
• Coaching required?
• Resource evaluationResource evaluation
• Learning and feedback?
Updated Standard –June 2016
Leadership and Management for Safety p g yGSR Part 2
http://www-pub.iaea.org/MTCD/publications/PDF/Pub1750web.pdfp p g p p
Culture forSafetySafety
Leadership for safety
Management systemy
Which has a Dominant Influence on Behaviour?
Site Culture[Status of
SafetyPeer Culture
[ S f t Safety professionals in company]
[ Safety professional]
Plant Culture[Local management
attitude towardsattitude towards Safety
professionals]
Safety is learning Driven
• Questioning attitude• Open reporting• Internal and external
assessments• Use of Operating ExperienceUse of Operating Experience• Performance Indicators• Development of individuals
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Learning Culture and Learning Organisation
Reporting Culture and ‘Just’ Culture is part of a Safety CultureCulture is part of a Safety Culture
•Can only be achieved through the Leadership support
Sh th i ti b i th t t t l•Shows the organisation as being one that wants to learn
•Can be one of the ways an organisation shows trust and commitment to employees and vice versap y
•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
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IAEA: 30 years of working with safety culture and Nuclear Safety Leadership…
• Safety culture is different from technical fixes• 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
iscience
• Leadership is essential – and requires reality checks• Culture is something we can influence and shape rather thanCulture 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 requiredManagers and leaders need to be convinced on change required