safety culture oversight finnish approach€¦ · regulatory requirements for safety culture –...
TRANSCRIPT
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY
Safety Culture Oversight – Finnish Approach
Technical Meeting on the Interaction between Individuals, Technology and Organization –
A Systemic Approach to Safety in Practice 10-13 June 2014
Session: Proactive Systemic Activities
Mari Nykänen
1
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY
Content
• Finnish Legislation
• Finnish Framework for Safety, Security and Safeguards
• Finnish Regulatory Body (STUK) Oversight Practices
• Development of HOF Oversight - SAFIR
2
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY
• When designing, constructing, operating and decommissioning a nuclear power plant, a good safety culture shall be maintained
• Safety should be given the first priority in all activities
• The decisions and activities of the management of all organizations participating in the above mentioned activities shall reflect its commitment to safety-promoting operating methods and solutions
3
Safety Culture in the Legislation: Government Decree 717/2013, 28§
• Personnel shall be motivated to perform responsible work and
an open working atmosphere shall be promoted in the working community to encourage the identification, reporting and elimination of factors endangering safety
• Personnel shall be given the opportunity to contribute to the continuous enhancement of safety
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY
• The management system shall support positive characteristics of the organizational culture that promote safety – motivate the achievement of safety and quality objectives by the personnel
– topmost management and personnel committed to safety
– open atmosphere, foster questioning attitude
– safety is considered comprehensively and is continuously improved in a target-oriented and systematic way
– actions prioritized based on their safety significance
4
Regulatory Requirements for Safety Culture – Guide YVL A.3 1/3
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY
• The concept of safety culture shall be made concrete – communicated so that all employees share a common
understanding of safety culture and its most important attributes
– everyone has capability to identify, in general and in own work, factors that strengthen and weaken safety and safety culture
– the importance of safety culture shall be continuously discussed and strengthened with regular communication
5
Regulatory Requirements for Safety Culture – Guide YVL A.3 2/3
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY
• The management system shall have procedures by means of which the management is aware of the state of safety culture and any changes therein – Safety culture, its strengths, weaknesses and development needs shall
be identified
• The organization's management shall have available safety-culture expertise
6
Regulatory Requirements for Safety Culture – Guide YVL A.3 3/3
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY
STUK Mission and 3S
7
“Protecting people, society, the environment and future generations from the harmful effects of ionizing radiation”
Safety
Security Safeguards
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY 8
Framework for Organizational Issues
LICENSEE PERFORMANCE
RESOURCES & COMPETENCE
LEADERSHIP & MANAGEMENT
SAFETY CULTURE
Personnel, skills, training, physical frames, money, equipment, time = the ”starting material”
Enterprice resource management, organizing and relationships of responsibility, change management, network management
non conformances, events etc.
Leadership culture and climate, communication, the priority of safety, people management, manners and traditions, concept of man, risk awareness
SAFETY (3S)
MANAGEMENT SYSTEM
Documents, instructions, routines, structures (decision making, groups for defined activities....)
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY
• Oversight activities in general
– Inspection activities on site and off-site
– Observation and surveillance of licensee performance at the site
– Review and assessment work
– Operating experience, reporting
– Interactions with the licensee (meetings, audits, training..)
– Oversight of the implementation of projects, modifications, outages
• Periodic inspection programme
– One inspection specifically focusing on Leadership and Safety Culture
– Tool (KOTKA) to collect and analyse findings on selected areas in all inspections
9
STUK Oversight Practices
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY
Organizational Factors in Oversight
10
espoused beliefs
and values
artefacts
basic
assumptions (Schein 2004)
Handling of non-conformances
Personnel planning
Communication Processes
KOTKA
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY
Example: Organizational Factors Summary
11
Handling of
NC´s
Personnel
planning
Communica
tion Processes
KTO A1 ei tarkastettu punainen ei tarkastettukeltainen
KTO A2 ei tarkastettu keltainen ei tarkastettukeltainen
KTO A3 ei tarkastettu keltainen ei tarkastettukeltainen
KTO B1 ei tarkastettu vihreä ei tarkastettuei tarkastettu
KTO B2 ei tarkastettu vihreä vihreä keltainen
KTO B3 vihreä keltainen ei tarkastettuei tarkastettu
KTO B4 ei tarkastettu vihreä ei tarkastettuvihreä
KTO C1 vihreä keltainen ei tarkastettuei tarkastettu
KTO C2 ei tarkastettu ei tarkastettu ei tarkastettuei tarkastettu
KTO C3 ei tarkastettu keltainen ei tarkastettukeltainen
KTO C4 ei tarkastettu ei tarkastettu ei tarkastettuei tarkastettu
KTO C5 ei tarkastettu vihreä ei tarkastettupunainen
KTO C6 ei tarkastettu ei tarkastettu ei tarkastettuei tarkastettu
KTO C7 ei tarkastettu keltainen keltainen ei tarkastettu
KTO C8 ei tarkastettu keltainen keltainen punainen
KTO D1 vihreä keltainen ei tarkastettuei tarkastettu
KTO D2 keltainen vihreä vihreä keltainen
KTO D3 keltainen punainen keltainen vihreä
KTO D4 punainen keltainen vihreä keltainen
KTO E1 ei tarkastettu vihreä vihreä ei tarkastettu
KTO E2 ei tarkastettu keltainen keltainen ei tarkastettu
KTO F1 ei tarkastettu vihreä keltainen ei tarkastettu
Handling of non-conformances
Inspection areas: •The non-conformances reported in audit
reports and the way of handling and closing
them (how are the personnel in the audited
organization involved, how do they get feed
back about the audit results) in the process or
activity inspected.
•The handling of STUK requirements
Evaluation criteria:
Red = The organization has not reacted on
requirements/non-conformances at all or
insufficiently. An important issue has not been
dealt with at all.
Yellow = The organization has partly reacted
on requirements/ non-conformances; the most
important issues has been dealt with.
Green = The organization has dealt with the
requirements/ non-conformances extensively.
SÄTEILYTURVAKESKUS • STRÅLSÄKERHETSCENTRALEN
RADIATION AND NUCLEAR SAFETY AUTHORITY
Development of HOF Oversight - SAFIR The Finnish Research Programme on Nuclear Power Plant Safety
Research projects concentrating on Human and Organizational issues
MANSCU: Managing Safety Culture throughout the Lifecycle of Nuclear Plants
SAFEX: Sustainable and Future Oriented Expertise
SISIANS: Signalled and Silenced Aspects of Nuclear Safety
12
One outcome e.g. the DISC-model
(Design for Integrated Safety Culture)
that describes the criteria for a good
safety culture and the organizational
functions necessary to develop a good
safety culture in the organization.
(VTT: Oedewald, Reiman, Pietikäinen)
http://virtual.vtt.fi/virtual/safir2014