Nasir Afghan_Mission of Green Nuclear Energy and the Role of Leadership_Presentation

7/30/2019 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



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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



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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



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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



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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



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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



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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



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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)



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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



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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



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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).



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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.



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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



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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



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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



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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

Documents

Nasir Afghan_Mission of Green Nuclear Energy and the Role of Leadership_Presentation