Results 1 - 10 of 3023
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[en] The paper presents the Pakistan Nuclear Regulatory Authority’s (PNRA) experience of using the IAEA methodology for safety culture self-assessment (SCSA) in regulatory bodies. It highlights the strategy utilized for disseminating the outcomes of SCSA in the organization at different levels along with associated safety culture improvement activities. Moreover, improvements in regulatory processes, where safety culture is expected to be included, are also addressed in this paper. (author)
[en] The paper shows ROSATOM Central Institute for Continuing Education and Training experience in HTO approach application in in safety culture issues and the institute activity starting from methodological aspect of safety culture concept to special training course development and application. (author)
[en] The formation of safety culture requires an attempt to exert constructive influence on the sociopsychological atmosphere of the team and the behaviour of individual employees. By creating a value system for the organization’s staff, as part of its general organizational culture, it may be possible to forecast, plan and promote the desired behaviour. However, it is also necessary to take into account the corporate culture of the organization. Leaders often try to establish a safety culture, where progressive values and behavioural norms are declared, but the results obtained are not those expected. This may be because those values and norms come into conflict with the reality and, therefore, are actively rejected by many members of the organization. The theory of generations developed by the US scientists Howe and Strauss helps in the analysis and consideration of the staff values formed under the influence of many different factors. The development of safety culture may depend, among other things, on the age of the employees involved. (author)
[en] Significant scholarship has been devoted to research into safety culture assessment methodologies. These focus on the development, delivery and interpretations of safety culture surveys and other assessment techniques to assure reliable outcomes that provide insights into the safety culture of an organization across multiple dimensions. The lessons from this scholarship can be applied to the emerging area of security culture assessments as the nuclear industry broadens its focus on this topic. The aim of this paper is to discuss the value of establishing mechanisms, immediately after an assessment and regularly between assessments, to facilitate a structured dialogue among leaders around insights derived from an assessment, to enable ongoing improvements in safety and security culture. The leader’s role includes both understanding the current state of culture, the “what is”, and creating regular, open and informed dialogue around their role in shaping the culture to achieve “what should be”.
[en] The paper presents a general model that provides a framework for the safety culture assessment, creating the possibility to identify factors that can significantly influence the safety culture. The main safety culture influence factors (SCIF) used by model are the following: regulatory environment, organizational environment, worker characteristics, socio-political environment, national culture, organization history, business and technological characteristics. After the analysis of the deficiencies and weaknesses of SCIFc in evolution of the Fukushima accident, some issues that may become necessities and requirements to change and improve both the safety culture and safety of the nuclear installations were highlighted. For each influence factor were identified some requirements to amend. The results will emphasize the necesity of the human - technology - organization system assessment. Hence it was demonstrated that the safety culture results from the interaction of individuals with technology and with the organization. (authors)
[en] This paper briefly describes the formation of nuclear safety awareness, from the top decision makers about nuclear safety awareness, discusses how to improve the level of full awareness of nuclear safety, thus forming a good nuclear safety culture atmosphere, to achieve the ultimate goal of nuclear safety management. (authors)
[en] Overview in INPRO draft manual on nuclear reactor safety: • Proposed simplification of structure of methodology: – Reduction of number of basic principles from four to one; – Reduction of number of user requirements from 14 to 10 (by combining); – Elimination of overlapping criteria in different user requirements; and – Elimination of overlap with area of environmental impact of stressors (assessment of public exposure at normal operation conditions and AOO). • By request, inclusion of safety culture into the safety manual (removed from the manual on infrastructure).
[en] Significant scholarship has been devoted to safety culture assessment methodologies focusing on the development, delivery and interpretations of safety culture surveys and other assessment techniques to provide insights into the safety culture of an organization. The aim of the paper is to discuss the value of establishing mechanisms, immediately after an assessment and regularly between assessments, to facilitate a structured dialogue among leaders around insights derived from an assessment, to enable ongoing improvements in safety and security culture. The leader’s role includes both understanding the current state of culture, the “what is”, and creating regular, open and informed dialogue around their role in shaping the culture to achieve “what should be”. Meaningful improvements arise when leaders proactively nurture a healthy safety and security culture. The concept of ‘critical conversations’ is central to the engagement of leaders and provides a basis for leaders to use their own knowledge of the organization to make informed decisions on those activities that can best influence the culture. In addition to the process used to enable reflection, key enablers of a successful process will be discussed in the paper; the experience of Bruce Power will provide practical considerations for implementation. The aspects support the implementation of an integrated management system and include the adoption of a framework against which to establish a dialogue, regular engagement in reflexive ‘critical conversations’, leveraging existing oversight mechanisms, emphasis on limited, high visibility improvements, and exploring new approaches to understanding culture. To successfully navigate towards an ever-improving safety and security culture, leadership must create mechanisms to regularly discuss safety and security related cultural topics; be attuned to faint signals of cultural change and take appropriate action; and create the shared space and collegial atmosphere in which to engage in critical conversations about the state of safety and security culture. (author)
[en] In the paper the evolution of concepts regarding the quality of the pharmaceutical products is analyzed in the framework of the production of radiopharmaceuticals at CENTIS. The world trends range from the quality control of the fi nal product to the comprehensive concept of quality management. It is concluded from the analysis that CENTIS has an appropriate system of Good Manufacturing Practice as a result of 15 years of systematic, growing and qualified attention to the issue, in correspondence with the world tendencies and the continuous support of CECMED, the Cuban regulatory authority. That is certified by the fact that all the production processes of CENTIS have been licensed and all the CENTIS products in the market have been registered. The existing conditions at CENTIS are favorable to establish and certificate a Quality Management System. (author)