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Establishing the Safety Infrastructure

Safety Package for Module 3:

Leadership and Management for Safety;
Safety in the Operating Organization and Preparation for Commissioning


This module combines the following elements of SSG–16:

  • Leadership and management for safety, management system and safety culture (Actions 72 – 74)
  • Development and implementation of an effective management system, promotion of a strong safety culture (Actions 75 – 77)
  • Self-assessment and independent assessment of the operating organization leadership, safety culture and management for safety, development of competence, knowledge management. (Actions 78 – 84)
  • Structure of the operating organization, funding, human resources development plan in term of competence and staffing. (Actions 146 – 148)
  • Integrated management system, preparation for the bidding process, (Actions 149 – 154)
  • Development of operational programs, (Actions 155 – 159)
  • Preparation of a comprehensive commissioning programme and corresponding chapter of the safety analysis report, involvement of a sufficient number of operating staff in commissioning activities. (Actions 185 – 188)

Related SSG-16 Actions: 72 – 84; 146 – 159; 185 – 188

In Phase 1, the Government is preparing for the designation of the operating organization and potential forms of ownership should be envisaged should consider among others the role of leadership and management for safety to achieve a high level of safety and to foster a strong safety culture within organizations, the necessity to conduct any activity in the frame of an effective integrated management system, the capabilities and attitude of future senior managers in term of leadership and safety culture.
In order to ensure that the future operating organization can bear its responsibility for safety, a core group of the prospective organization should be established and should start early to plan and implement progressively all the provisions, structures and procedures that are necessary. Similarly, the Government is preparing these concepts for the future regulatory body, if one has not already established or designated.

In Phase 2, senior management positions of the regulatory body and operating organization should be filled on the basis of criteria defined in Phase 1. The leadership of the operating organization should initiate, from the very beginning, programmes and practices to build a strong safety culture in the operating organizations. As an effective way of establishing a safety culture and promoting the development of leadership for safety, an integrated management system should be implemented that provide structure and direction to the organization that will have responsibilities for safety, in accordance with GS-R-3. The regulatory body will be defining the technical requirements for the bidding process. The operating organization ensures that it has a clear understanding of all relevant safety requirements (IAEA Safety Requirements or national safety requirements, if already established) and will have the necessary capabilities to fulfil its responsibilities in preparing the bidding process.

In Phase 3, the operating organization should grow larger in size and complexity. The organization should plan for the rapid change in its size, its functions, its responsibilities, its organization and its management techniques. The growth and the change should be achieved while the safety culture continues to be developed throughout the organization. The organization will undergo a transition in focus from construction oriented to commissioning and operation oriented. In the area of leadership and management for safety and development of safety culture, this Module applies to both the operating organization and the regulatory body.

Safety Standards

Safety Requirements

IAEA Assistance

Education and Training


Phase 2:
Emphasis on Operating Organization but also applicable to Regulatory Body

  • Safety responsibilities and organizational structure of the operating organization
  • Development and Implementation of Management System with Strong Leadership and Management for Safety
  • Defining Interfaces with the Regulatory Body and with the Vendor
  • Safety Considerations for the Bid Specifications
  • Development of Safety Management Programmes
  • Review and Auditing of Construction Programmes
  • Capturing Operational Experience Feedback and Utilizing the Information to Improve Safety
  • Commissioning Planning

Phase 2 or Phase 3:
Emphasis on Operating Organization but also applicable to Regulatory Body

  • Safety standards for Operational Safety of Nuclear Installation
  • Training course on Management Systems GS-R-3
  • Further needs in the area of Management Systems, Safety Culture, Leadership in Preoperational Phases of Nuclear Projects
  • Management of Operational Safety of Nuclear Power Plants
  • Self-Assessment of safety culture.

Late Phase 2 or Phase 3:
More specific to Operating Organization

  • Planning of Maintenance, Testing and In Service Inspections
  • Preparation of Operating Limits and Conditions
  • Management of Plant Modifications
  • Capturing Operational Experience Feedback and Utilizing the Information to Improve Safety
  • Transfer of SSCs, Commissioning Program and Planning
  • Proactive management of operational safety.

Advisory Services

  • Advisory services in the form of expert missions and documentation reviews may be performed in any of these workshop topics (combined or separate)

Peer Reviews

These services would be considered in phase 3.

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| Last update: Wednesday, 18 November, 2015.