Mission of Green Nuclear Energy and the Role of …...Mission of Green Nuclear Energy and the Role of Leadership By Dr. A Nasir Afghan [email protected] Institute of Business Administration,

Mission of Green Nuclear Energy and the Role of Leadership

By

Dr. A Nasir Afghan [email protected]

Institute of Business Administration, IBA,

Karachi, Pakistan

mailto:[email protected]

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Definition of safety culture:

Safety culture is when each and every activity and procedure at Nuclear related organization (NPP, supplier, regulator, etc) is planned and performed from ITO (individuals, technology and organization interactions) perspective. ITO perspective is when operators are mindful about all safety related activities not just the technology responses, but the expected human capabilities for the safety operations. Organizational systems; organizational culture, leadership styles, communication system, and team dynamics needed to perform the safety activity.

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1. King’s Dream

2. Mission of Green Nuclear Energy

1. Balancing the Planet Earth Ecosystem

3. PNRA Performance 2001 to 2011: From Mission to Implementation

4. Leadership Role

5. Conclusions: Future of Nuclear Safety

Presentation Outline

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King of Egypt Dream

1. Dream: Seven healthy cows and seven weak cows.

2. Young Joseph (AS) interpreting the king’s dream?

3. Seven years of prosperity and good harvesting Seven years of severe drought and dreadful famine Role of Joseph (AS) as Minister of Granaries:

1. Developed a clear, purposeful and simple mission 2. Implementation plan of 14 years 3. Designed the collection, storage and distribution

system 4. Developed Management and organizational system 5. Motivated and inspired people towards the mission

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Demonstrated Leadership Attributes/Skills: 1. Positive Attitude, sincere and mindfulness 2. Self-confidence and humility 3. Bigger picture and detail orientation 3. Truthfulness, honesty, wisdom, imaginations 4. People management and organizational skills As a result lives of thousand of people were saved and Egypt became rich and powerful country

Q. What would have happened in Egypt if there was no clear

mission and no implementation plan?

King of Egypt Dream

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Seven Easy Questions for Leadership 1. What is the mission of your organization? 2. What is your organization strategic direction to achieve the

mission? 3. What kind of organization structure you need for your

mission? 4. What kind of management systems and organizational process

you must have to achieve your mission? 5. What type of organization culture will make your people to

develop their potential and achieve the organizational mission?

6. What human capacities and technological expertise your organization must have to achieve the mission?

7. How will you gain the trust of public on your organization’s mission?

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Seven Difficult Questions for Leadership 1. Is your organization mission exciting and purposeful? 2. Does your staff truly believe in the mission and always act

towards the strategic direction and to achieve the mission? 3. Is your organization structure is aligned towards your

organization mission? 4. Is your management systems and organizational process

aligned towards your mission? 5. Is your organization culture helping your people to develop

their potential and achieve the organization mission? 6. Does your organization have the human capacities and

technological expertise to achieve the mission? 7. What actions and policies will not help your organization to

gain the trust of public on your organization’s mission?

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Plants, Animals, Humans, Air, Water, Soil, Organizations all are parts of Earth Ecosystem

Planet Earth : All-inclusive living organization

What is the Mission of Green Nuclear Energy? Balancing the Planet Earth Ecosystem

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Mission of Green Nuclear Energy

Mission: Nuclear organizations are the source of Nuclear Energy and they are part of planet earth ecosystem (bigger picture). Green Nuclear Energy is to Balance the Plant Earth Ecosystem. Nuclear Organizations are grounded on ITO approach for safety II (detail view). Safety II is when each and every activity at Nuclear related organization (NPP, supplier, regulator, etc) is performed from ITO (individuals, technology and organization) perspective. Q. What will be the cost of not having a clear mission and

implementation plan for the nuclear industry/organization?

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PNRA Performance 2001 to 2011: From Mission to Implementation

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History of Nuclear Safety in Pakistan

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Regulatory oversight/objectives/mission

Safety II : Interaction of Individuals, Technology and Organization within operating / Vendors /TSO,

organization

Conceptualization of Safety II at PNRA

Regulatory oversight process encompasses the interaction between individual, organization and technology to ensure that such interactions exists in operating organization for safe handling situations during abnormal and during accidents.

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4. Personal and interpersonal effectiveness competencies 4.1. Analytical thinking, problem solving and decision making 4.2. Personal effectiveness 4.3. Communication 4.4. Team work 4.5. Management

1. Legal basis and regulatory processes

competencies 1.1. Legal basis 1.2. Regulatory process 1.3. Regulatory guidance

documents 1.4. License and licensing

documents 1.5. Enforcement process

3. Regulatory practices

competencies 3.1. Safety-focused analytical

techniques 3.2. Inspection techniques 3.3. Auditing techniques 3.4. Investigation techniques

2. Technical disciplines

competencies 2.1. Basic technology 2.2. Applied technology 2.3. Specialized technology

Competency model quadrant-presentation for regulatory body self assessment (IAEA ref)

PNRA: From Mission to Implementation

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38

38

60

72

110

152

188

231

241

250

264

0 50 100 150 200 250 300

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Technical Workforce


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350 459 497 411 491

158 192 198 153 121 350

809

1306

1717

2208 2366

2558 2756

2909 3030

0

500

1000

1500

2000

2500

3000

3500

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

No of Licenses issued each year Total Numbre of Licesed Facilities


16 New Projects for Nuclear Safety

Initiatives taken up by PNRA Commencement

Centre for Nuclear Safety (CNS) 2005

Nuclear Security Action Plan (NSAP) 2006

PNRA’s School for Nuclear and Radiation Safety (SNRS) 2006

National Dosimetry and Protection Level Calibration Laboratory (NDCL)

2010

National Environmental Radioactivity Surveillance Programme (NERSP)

2010

Safety Analysis Centre (SAC) 2010


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PNRA Contribution at International Level

National competent authority for various international conventions (CNS, ENAC, CPPNM)

Support to IAEA in implementation of various projects on nuclear safety

Member of CSS, NUSSC, RASSC, WASSC, TRANSC, IRS, INES, AdSec, UNSCEAR, etc.

Member of CANDU Senior Regulators Member of Regulatory Cooperation Forum

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School for Nuclear and Radiation Safety

7 6 14 25 25 16

215

95

270

438

399 387

0

50

100

150

200

250

300

350

400

450

500

2006 2007 2008 2009 2010 2011

Professional Training Courses

# of Persons Trained


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Expert / Consultancy Missions Carried Out By PNRA From 2005 to 2011

5

3

5

12

22

16

20

0

5

10

15

20

25

2005 2006 2007 2008 2009 2010 2011


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Capacity Building National Level International Level

• Facilities available with PAEC, PIEAS, KINPOE, CHASCENT, IPTC, NCNDT, PWI etc.

• Collaboration with local universities and institutions

• IAEA Projects • Collaboration with China AND South

Korea (in progress) • Collaboration with VUJE and UNSRC (two

officers posted at NRC) • National competent authority for various

conventions (CNS, ENAC, CPPNM) • Support to IAEA in implementation of

various projects • Member of CSS, NUSSC, RASSC, WASSC,

TRANSC, IRS, INES, AdSec, UNSCEAR etc. • Member of CANDU Senior regulators • Member of Regulatory Cooperation

Forum


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Licensing of Nuclear Installations (2001 to 2010) During last ten years, PNRA issued and renewed the following licenses for constructions and operation of NPPs, equipment manufacturers and research reactors, after comprehensive review and assessment of all the necessary documentation: 1. Relicensing beyond design life of K-1 2. Operating License to C-1 3. Site Registration of C-2 4. Construction License of C-2 5. Manufacturing license to HMC 3 for manufacturing SC-2 & SC-3 components 6. Renewal of License for Research Reactor PARR-I (in progress) 7. Renewal of License for Research Reactor PARR-II 8. Fuel Load Permit to C-2 9. Renewal of Operating License of C-1 10. Registration of Site of C-3 11. Registration of Site of C-4 in Process 12. Authorization after each re-fueling of C-1


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National regulations that have been gazette-notified during 2001 to 2010 1. Regulations on Licensing Fee by Pakistan Nuclear Regulatory Authority – (PAK/900) 2. Regulations on Radiation Protection – (PAK/904) 3. Regulations for Licensing of Nuclear Safety Class Equipment and Components

Manufacturers – (PAK/907) 4. Regulations for the Licensing of Radiation Facilities other than Nuclear Installations –

(PAK/908) 5. Regulation for Licensing of Nuclear Installation (s) in Pakistan – ( PAK/909) 6. Regulations on the Safety of Nuclear Installations – Site Evaluation (PAK/910) 7. Regulation on the Safety of Nuclear Power Plant - Design – (PAK/911) 8. Regulations on the Safety of Nuclear Power Plants - Quality Assurance – (PAK/912) 9. Regulations on Safety of Nuclear Power Plants-Operation – (PAK/913) amended up to

November 3, 2008 10. Regulations on Management of a Nuclear or Radiological Emergency – (PAK/914) 11. Regulations on Radioactive Waste Management – (PAK/915) amended up to March 8, 2010 12. Regulations for the Safe Transport of Radioactive Material – (PAK/916) 13. Pakistan Nuclear Regulatory Authority Enforcement Regulations - (PAK/950)


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0

200

400

600

800

1000

1200

1400

1600

1800

2002 2003 2004 2005 2006 2007 2008 2009 2010

225 240

500

800

1025

1250

1550 1500

1785

Regulatory Inspections of Radiation Facilities


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3

10 13

2

11 10 12

36

0

5

10

15

20

25

30

35

40

Field Exercises MRMLExercises

COMTEX RFs EmergencyExercises

PINSTECHEmergencyExercises

K-1 EmergencyExecises

CNPPEmergencyExecises

ConvexExercises

Number of Exercises


Internal and External Evaluations

1. Self-assessment by IAEA International Regulatory Review Team (IRRT) in December 2003 to

identify the weaknesses and vulnerabilities in legal and governmental infrastructure for

nuclear safety.

2. IAEA Radiation Safety Infrastructure Appraisal (RaSIA) mission visited PNRA to review the

radiation safety, radioactive waste and transport aspects at PNRA and Licensees in 2005.

3. National Nuclear Safety Administration of China conducted Peer Review of Centre for Nuclear

Safety (CNS) to overseeing its functions and responsibilities.

4. Review of PNRA activities by Lahore University of Management Sciences (LUMS) in 2007 to

assess the regulatory performance of PNRA.

5. Establishment of integrated management system at PNRA, a step towards quality certified

organization. Also conducted regulatory audit of PNRA directorates. 25

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1. Building the PNRA mission

2. Designing the organization

3. The organization culture

4. Building the human capacities and technological expertise

5. Building management systems and organizational process

The Role of Leadership

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1. Building the PNRA mission To ensure the safe operation of nuclear facilities. To protect the radiation workers, general public and the environment from the harmful effects of radiation. By formulating and implementing effective regulations and building a relationship of trust with the licensees. By maintaining transparency in actions and decisions taken by the regulatory body (PNRA Annual report 2012).


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2. Designing the organization Part I: Regulatory operations functions Day to day regulatory functions, review and assessment etc.

Part II: Corporate affairs functions Learning and development, internal performance audits, international / IAEA linkages. Second part was to drive the part I and to bring new projects, new ideas and manage organizational change. Vision for the organization: To have resilience in the organization to manage change.


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Organization 2001 Organization 2011


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3. The organization culture • Team work around a big table • Open discussions and dialogue (to understand paradoxes and dilemmas as team) • Young engineers were encouraged to speak and ask questions to identify

opportunities and new solutions (sharing of different interpretations) • Mistakes and problems are learning opportunities • Questions to challenge assumptions and • Listening what staff want to change and contribute • Transparent and open space, offices without walls • Encouragements and rewards for new ideas, new projects and international and

local linkages / projects • Encourage every one to work on two to three different projects • Show trust, respect and honesty, looking after each other when needed • Encourage continues learning and individual development • Balancing both the regulatory functions and new projects • No tolerance for actions / behaviors against the values • People are accountable and responsible for their tasks and results


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4. Building the human capacities and technological expertise • Individual training need assessment and development plan • Technical, managerial and leadership training (at PNRA and at

IAEA) • Mentorship both formal and informal system • Encouraged to take part in expert mission and positions at IAEA • Young engineers work with seniors during inspections, crisis

situations and exercises • Knowledge creating through dialectical thinking process (tacit and

explicit, self and others, creativity and control, etc.) (by Nonake & Toyama, 2000).

• Promoting people on merit • New projects became new departments and functions


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5. Building management systems and organizational process • Developing and adding new functions and skills • Visiting other NPP and regulators and IAEA for systems and process • System for new regulations and implementation plans(easy to

develop regulations but difficult to implement) • Developing management systems for each level and function • Change management mindset in the organization • Regular internal audits by self and by external / IAEA • Short and long period of rest for high stress jobs (burn outs) • Be inclusive rather than exclusive during change process • Showing bigger picture with focus and meaning of small actions • Regular rotation of jobs and tasks • Coordination and communication systems (informal and formal) • HR policies and system; Average engineer became outstanding

performer


Conclusions: Regulate the White Space to shape the Nuclear Safety

Regulator

Public

Operators

Universities TSO/R&D labs

/etc.

Vendors

White space

What will be the cost if we fail to have the trust of the people on the Nuclear Energy?

White space

White space is the opportunity for Regulator to shape the Ecosystem and to built the trust of the people on Nuclear Safety.

The existing scope

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Conclusions

1. Leadership role in developing the mission and in implementing it

2. Safety II conceptualization 3. Regulating the White Space to shape the Nuclear Safety

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Take Home

Every small or big job, equipment, project, plan or activity within the nuclear industry is to make the planet earth safe place for humans, animals, oceans, soil, rivers, lakes and plants etc. A little mistake by one person or a group will threatened the ecosystem and people will stop trusting on the Nuclear Energy/Organizations.

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Thank You

Documents

Mission of Green Nuclear Energy and the Role of …...Mission of Green Nuclear Energy and the Role of Leadership By Dr. A Nasir Afghan [email protected] Institute of Business Administration,