Safety Culture Oversight Finnish Approach

Transkriptio

1 Safety Culture Oversight Finnish Approach Technical Meeting on the Interaction between Individuals, Technology and Organization A Systemic Approach to Safety in Practice June 2014 Session: Proactive Systemic Activities Mari Nykänen 1

2 Content Finnish Legislation Finnish Framework for Safety, Security and Safeguards Finnish Regulatory Body (STUK) Oversight Practices Development of HOF Oversight - SAFIR 2

3 Safety Culture in the Legislation: Government Decree 717/2013, 28 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 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 3

4 Regulatory Requirements for Safety Culture Guide YVL A.3 1/3 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

5 Regulatory Requirements for Safety Culture Guide YVL A.3 2/3 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

6 Regulatory Requirements for Safety Culture Guide YVL A.3 3/3 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

7 STUK Mission and 3S Protecting people, society, the environment and future generations from the harmful effects of ionizing radiation Safety Safeguards Security 7

8 Framework for Organizational Issues SAFETY (3S) LICENSEE PERFORMANCE non conformances, events etc. RESOURCES & COMPETENCE Personnel, skills, training, physical frames, money, equipment, time = the starting material MANAGEMENT SYSTEM Documents, instructions, routines, structures (decision making, groups for defined activities...) LEADERSHIP & MANAGEMENT Enterprice resource management, organizing and relationships of responsibility, change management, network management SAFETY CULTURE Leadership culture and climate, communication, the priority of safety, people management, manners and traditions, concept of man, risk awareness 8

9 STUK Oversight Practices 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

10 Organizational Factors in Oversight Handling of nonconformances Communication KOTKA Personnel planning Processes artefacts espoused beliefs and values (Schein 2004) basic assumptions 10

11 Example: Organizational Factors Summary 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. 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 11

12 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 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) 12