Learning organisations for nuclear safety Björn Wahlström. SUMMARY. A Cost Shared Action Project start on 1.11.2001 Project length 30 months Objective to create methods and tools for supporting the management of change and organisational learning Focus
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to create methods and tools for supporting the management of change and organisational learning
senior managers at NPPs and power utilities who are responsible for strategic choice and resource allocation
features and attributes of learning organisations
good practices of safety management
2) Technische Universität Berlin, (DE)
3) Lancaster University, Lancaster (GB)
4) CIEMAT, Madrid (ES)
5) SwedPower AB, Stockholm (SE)
6) UNESA, Madrid (ES)
7) WANO, Paris (FR)
8) Teollisuuden Voima Oy, Olkiluoto (FIN)
9) Forsmarks Kraftgrupp AB, Östhammar (SE)
10) E.ON Kernkraft GmbH, Grafenrheinfeld (DE)
11) Kernkraftwerk Krümmel GmbH, Geesthacht (DE)
12) British Nuclear Fuels Ltd., Warrington (GB)
13) OKG Aktiebolag, Oskarshamn (SE)
14) Ringhals AB, Väröbacka (SE)Project partners
First phase of the project, management of change
Second phase of the project, learning organisations
components to consider, views to take, organisational failures, generic dilemmas of management
authorities and responsibilities, planning cycles, work processes and activities, organisational factors and culture, safety management activities, drivers of change
questionnaires to safety, health and environment experts
Metaplan sessions to identify management challenges
interviews with top managers (challenges, strategies)
1. Economic pressures
competition, cost reductions, adaptations to market conditions
2. Human resource management
competency at the NPPs, age distribution, early retirements
3. Nuclear know-how
decreasing number of vendors, contractors and suppliers
4. Rules and regulation
new regulatory requirements, bureaucracy and paperwork
5. Focus and priorities
management focus and commitment, a wise use of resources
6. Ageing, modernisation and new technology
maintaining plant technical condition, ageing of the plants and components
7. Public confidence and trust
acceptability of nuclear power, anti-nuclear attitudes, hostility in mass media
8. Climate and culture
motivation and attitudes, fighting complacency , safety culture
Create cost awareness within the personnel. Share costs with partners in co-operation. Create efficient work practices. Do a careful planning of investments and outages. Use best available practices.
Take care of people. Invest in internal training. Do career planning. Provide interesting tasks for people. Pay fair salaries. Express clear expectations on people. Do regular competency surveys.
Keep the plants in top condition. Build away problems with materials and equipment. Create a long term technical development plan and keep it updated. Invest in R&D. Keep plant documentation up-to-date.
Promote leadership. Make priorities explicit in strategies and plans. Motivate all decisions taken. Encourage open and communication. Define borders for acceptability. React rapidly in the case of malpractices. Use conservativity in decisions.
Maintain good contacts to stakeholders. Network broadly. Avoid isolation. Follow what is going on within the industry. React already when changes are emerging. Try to understand trends. Be a good citizen.
More things to weight together in a search for an optimum.
A larger diversity of skills is needed.
Difficult to relate achievements to resources spent.
Difficult to keep track of and react on important issues.
An increasing uncertainty
New regulatory requirements.
Future availability of vendors and contractors.
Margins are needed for the unexpected.
It is difficult to plan for the future.Development trends
Larger demands are set on managers at all levels!