Mission of Green Nuclear Energy and the Role of Leadership

By Dr. A Nasir Afghan nafghan@iba.edu.pk Institute of Business Administration, IBA, Karachi, Pakistan

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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Presentation Outline
1. Kings 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

King of Egypt Dream

1. Dream: Seven healthy cows and seven weak cows. 2. Young Joseph (AS) interpreting the kings 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

King of Egypt Dream

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?

Seven Easy Questions for Leadership 1. 2. 3. 4. 5. 6. 7. What is the mission of your organization? What is your organization strategic direction to achieve the mission? What kind of organization structure you need for your mission? What kind of management systems and organizational process you must have to achieve your mission? What type of organization culture will make your people to develop their potential and achieve the organizational mission? What human capacities and technological expertise your organization must have to achieve the mission? How will you gain the trust of public on your organizations mission? 6

Seven Difficult Questions for Leadership 1. 2. 3. 4. 5. 6. 7. Is your organization mission exciting and purposeful? Does your staff truly believe in the mission and always act towards the strategic direction and to achieve the mission? Is your organization structure is aligned towards your organization mission? Is your management systems and organizational process aligned towards your mission? Is your organization culture helping your people to develop their potential and achieve the organization mission? Does your organization have the human capacities and technological expertise to achieve the mission? What actions and policies will not help your organization to gain the trust of public on your organizations mission?
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What is the Mission of Green Nuclear Energy? Balancing the Planet Earth Ecosystem
Plants, Animals, Humans, Air, Water, Soil, Organizations all are parts of Earth Ecosystem

Planet Earth : All-inclusive living organization

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?

PNRA Performance 2001 to 2011: From Mission to Implementation

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History of Nuclear Safety in Pakistan

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Conceptualization of Safety II at PNRA

Regulatory oversight/objectives/mission

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

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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PNRA: From Mission to Implementation

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) 13

PNRA: From Mission to Implementation

Technical Workforce
2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 0 38 38 50 100 150 200 250 300 14 60 72 110 152 188 231 241 250 264

PNRA: From Mission to Implementation

3500

3000

3030 2909
2500

2756 2558 2366

2000

2208

1500

1717 1306 809 497

1000

500

350 350

459

411

491 158 192 198 153

2009

121
2010

0 2001 2002 2003 2004 2005 2006 2007 2008

No of Licenses issued each year

Total Numbre of Licesed Facilities

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PNRA: From Mission to Implementation

Initiatives taken up by PNRA Centre for Nuclear Safety (CNS) Nuclear Security Action Plan (NSAP) PNRAs School for Nuclear and Radiation Safety (SNRS) National Dosimetry and Protection Level Calibration Laboratory (NDCL) National Environmental Radioactivity Surveillance Programme (NERSP) Safety Analysis Centre (SAC) Commencement 2005 2006 2006 2010

2010 2010
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New Projects for Nuclear Safety

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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PNRA: From Mission to Implementation

School for Nuclear and Radiation Safety
500 450 400 350 300 270 250 215 200 150 100 50 7 0 2006 2007 2008 2009 2010 2011 6 14 95 Professional Training Courses # of Persons Trained 438 399 387

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25

16

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PNRA: From Mission to Implementation

Expert / Consultancy Missions Carried Out By PNRA From 2005 to 2011
25 22 20 20

16 15 12

10

5 5 3

0 2005 2006 2007 2008 2009 2010 2011

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PNRA: From Mission to Implementation

Capacity Building
National Level Facilities available with PAEC, PIEAS, KINPOE, CHASCENT, IPTC, NCNDT, PWI etc. Collaboration with local universities and institutions International Level 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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PNRA: From Mission to Implementation

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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PNRA: From Mission to Implementation

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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PNRA: From Mission to Implementation

1785 1800 1550 1600 1400 1200 1000 800 800 600 400 200 0 2002 2003 2004 2005 2006 2007 2008 2009 2010 225 240 500 1250 1500

1025

Regulatory Inspections of Radiation Facilities

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PNRA: From Mission to Implementation

40 36 35 30 25 20 15 10 10 5 0 Field Exercises MRML Exercises COMTEX RFs Emergency Exercises PINSTECH Emergency Exercises K-1 Emergency Execises CNPP Emergency Execises Convex Exercises 3 2 13 11 10 12

Number of Exercises
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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.
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The Role of Leadership 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

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The Role of Leadership

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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The Role of Leadership

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. 28

The Role of Leadership

Organization 2001

Organization 2011

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The Role of Leadership

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 30

The Role of Leadership

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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The Role of Leadership

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 32 performer

Regulate the White Space to shape the Nuclear Safety

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

Conclusions:

White space

Public

Vendors

Regulator

Operators

The existing scope

Universities TSO/R&D labs /etc.

White space

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

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

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