Wh t d S f t C lt L k lik iWhat does Safety Culture Look like in a Nuclear plant?

Helen RycraftHelen Rycrafth.rycraft@iaea.org

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

Chernobyl 25th April 1986

Date: 13/06/2007

4

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

Reality Check

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

Culture Interaction

Home Culture

WorkPeer Work culture

Peer culture

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]

Working Harmony or Conflict or Disconnected?

Site

Local plant

Peer

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

Thank you!Thank you!