Knowledge management as an approach to strengthen safety culture in nuclear organizations

In the last 10 years knowledge management (KM) in nuclear organizations has emerged as a powerful strategy to deal with important and frequently critical issues of attrition, generation change and knowledge transfer. Applying KM practices in operating organizations, in technical support organizations and regulatory bodies has proven to be efficient and necessary for maintaining competence and skills for achieving high level of safety and operational performance. The IAEA defines KM as an integrated, systematic approach to identifying, acquiring, transforming, developing, disseminating, using, sharing, and preserving knowledge, relevant to achieving specified objectives. KM focuses on people and organizational culture to stimulate and nurture the sharing and use of knowledge; on processes or methods to find, create, capture and share knowledge; and on technology to store and assimilate knowledge and to make it readily accessible in a manner which will allow people to work together even if they are not located together. A main objective of this paper is to describe constructive actions which can sponsor knowledge sharing and solidarity in safety conscious attitude among all employees. All principles and approaches refer primarily to Nuclear Power Plant (NPP) operating organizations but are also applicable to other institutions involved into nuclear sector. (orig.)