nasir afghan_mission of green nuclear energy and the role of leadership_presentation
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Mission of Green Nuclear Energy andthe Role of Leadership
yDr. A Nasir [email protected]
Institute of Business Administration, IBA,Karachi, Pakistan
mailto:[email protected]:[email protected] -
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Definition of safety culture:Safety culture is when each and every activity and procedure atNuclear related organization (NPP, supplier, regulator, etc) is
planned and performed from ITO (individuals, technology andorganization interactions) perspective.
ITO perspective is when operators are mindful about all safety
related activities not just the technology responses, but the expectedhuman capabilities for the safety operations. Organizationalsystems; organizational culture, leadership styles, communicationsystem, and team dynamics needed to perform the safety activity.
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1. Kings Dream
2. Mission of Green Nuclear Energy1. 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 Dream1. Dream: Seven healthy cows and seven weak cows.
2. Young Joseph (AS) interpreting the kings dream?
3. Seven years of prosperity and good harvestingSeven years of severe drought and dreadful famine
Role of Joseph (AS) as Minister of Granaries:
1. Developed a clear, purposeful and simple mission2. Implementation plan of 14 years3. Designed the collection, storage and distribution
system4. 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 mindfulness2. Self-confidence and humility
3. Bigger picture and detail orientation3. Truthfulness, honesty, wisdom, imaginations4. People management and organizational skills
As a result lives of thousand of people were saved and Egyptbecame rich and powerful country
Q. What would have happened in Egypt if there was no clearmission and no implementation plan?
King of Egypt Dream
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Seven Easy Questions for Leadership1. What is the mission of your organization?2. What is your organization strategic direction to achieve themission?3. What kind of organization structure you need for your
mission?4. What kind of management systems and organizational processyou must have to achieve your mission?5. What type of organization culture will make your people todevelop their potential and achieve the organizationalmission?6. What human capacities and technological expertise yourorganization must have to achieve the mission?7. How will you gain the trust of public on your organizationsmission?
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Seven Difficult Questions for Leadership1. Is your organization mission exciting and purposeful?2. Does your staff truly believe in the mission and always acttowards 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 processaligned towards your mission?5. Is your organization culture helping your people to developtheir potential and achieve the organization mission?6. Does your organization have the human capacities andtechnological expertise to achieve the mission?7. What actions and policies will not help your organization togain the trust of public on your organizations 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 arepart of planet earth ecosystem (bigger picture). Green Nuclear Energyis to Balance the Plant Earth Ecosystem.
Nuclear Organizations are grounded on ITO approach forsafety II (detail view). Safety II is when each and every activity atNuclear 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 andimplementation 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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Regulatoryoversight/objectives/mission
Safety II : Interaction ofIndividuals, Technologyand Organization withinoperating / Vendors /TSO,organization
Conceptualization of Safety II at PNRA
Regulatory oversight process encompasses the interaction between individual, organization andtechnology to ensure that such interactions exists in operating organization for safe handlingsituations during abnormal and during accidents.
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4. Personal and interpersonaleffectiveness competencies4.1. Analytical thinking, problem
solving and decision making4.2. Personal effectiveness4.3. Communication4.4. Team work4.5. Management
1. Legal basis and regulatoryprocessescompetencies1.1. Legal basis1.2. Regulatory process1.3. Regulatory guidance
documents1.4. License and licensing
documents1.5. Enforcement process
3. Regulatory practicescompetencies3.1. Safety-focused analytical
techniques3.2. Inspection techniques3.3. Auditing techniques3.4. Investigation techniques
2. Technical disciplinescompetencies2.1. Basic technology
2.2. Applied technology2.3. 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
PNRA: From Mission to Implementation
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350 459497
411491
158 192 198 153 121350
809
1306
1717
22082366
25582756
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
PNRA: From Mission to Implementation
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16New Projects for Nuclear Safety
Initiatives taken up by PNRA CommencementCentre for Nuclear Safety (CNS) 2005Nuclear Security Action Plan (NSAP) 2006PNRAs School for Nuclear and Radiation Safety (SNRS) 2006National Dosimetry and Protection Level Calibration
Laboratory (NDCL) 2010
National Environmental Radioactivity SurveillanceProgramme (NERSP) 2010Safety Analysis Centre (SAC) 2010
PNRA: From Mission to Implementation
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PNRA Contribution at International Level
National competent authority for various internationalconventions (CNS, ENAC, CPPNM)
Support to IAEA in implementation of various projects onnuclear 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
7 614
25 2516
215
95
270
438
399387
0
50
100
150
200
250
300
350
400
450
500
2006 2007 2008 2009 2010 2011
Professional Training Courses
#of Persons Trained
PNRA: From Mission to Implementation
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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
PNRA: From Mission to Implementation
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Capacity BuildingNational Level International Level
Facilities available with PAEC,
PIEAS, KINPOE, CHASCENT, IPTC,
NCNDT, PWI etc.
Collaboration with localuniversities and institutions
IAEA Projects
Collaboration with China AND South
Korea (in progress)
Collaboration with VUJE and UNSRC (twoofficers 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
PNRA: From Mission to Implementation
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Licensing of Nuclear Installations (2001 to 2010)During last ten years, PNRA issued and renewed the following licenses for constructionsand operation of NPPs, equipment manufacturers and research reactors, aftercomprehensive review and assessment of all the necessary documentation:1. Relicensing beyond design life of K-1
2. Operating License to C-13. Site Registration of C-24. Construction License of C-25. Manufacturing license to HMC 3 for manufacturing SC-2 & SC-3 components6. Renewal of License for Research Reactor PARR-I (in progress)7. Renewal of License for Research Reactor PARR-II8. Fuel Load Permit to C-29. Renewal of Operating License of C-110. Registration of Site of C-311. Registration of Site of C-4 in Process12. Authorization after each re-fueling of C-1
PNRA: From Mission to Implementation
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National regulations that have been gazette-notified during 2001 to 20101. 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 toNovember 3, 200810. Regulations on Management of a Nuclear or Radiological Emergency (PAK/914)11. Regulations on Radioactive Waste Management (PAK/915) amended up to March 8, 201012. Regulations for the Safe Transport of Radioactive Material (PAK/916)13. Pakistan Nuclear Regulatory Authority Enforcement Regulations - (PAK/950)
PNRA: From Mission to Implementation
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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
PNRA: From Mission to Implementation
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24
3
10
13
2
1110
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
PNRA: From Mission to Implementation
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Internal and External Evaluations1. 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 mission2. Designing the organization3. The organization culture4. Building the human capacities and technological expertise5. Building management systems and organizational process
The Role of Leadership
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1. Building the PNRA missionTo ensure the safe operation of nuclear facilities. To protect the
radiation workers, general public and the environment from theharmful effects of radiation. By formulating and implementing effectiveregulations and building a relationship of trust with the licensees. Bymaintaining transparency in actions and decisions taken by theregulatory body (PNRA Annual report 2012).
The Role of Leadership
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2. Designing the organizationPart I: Regulatory operations functionsDay to day regulatory functions, review and assessment etc.
Part II: Corporate affairs functionsLearning 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 organizationalchange.
Vision for the organization: To have resilience in the organization tomanage change.
The Role of Leadership
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29Organization 2001 Organization 2011
The Role of Leadership
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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
The Role of Leadership
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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 andexplicit, self and others, creativity and control, etc.) (by Nonake &Toyama, 2000).
Promoting people on merit New projects became new departments and functions
The Role of Leadership
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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
The Role of Leadership
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Conclusions:Regulate the White Space to shape the Nuclear Safety
Regulator
Public
Operators
UniversitiesTSO/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 existingscope
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Conclusions1. Leadership role in developing themission and in implementing it2. Safety II conceptualization3. Regulating the White Space to shapethe Nuclear Safety
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Thank You