Brazil-U.S. Workshop on Strengthening the Culture of Nuclear Safety and Security Summary of a Workshop (2015) / Chapter Skim
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VI Influence of Leadership and Hierarchy on Safety and Security Culture
VI Influence of Leadership and Hierarchy on Safety and Security Culture
Pages 65-74
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From page 65... ...
Admiral Ellis emphasized the leader's role in creating an organizational culture and, ultimately, a nuclear safety and security culture. But no matter how passionate one leader is in his or her pursuit, that individual cannot do it alone, cannot be everywhere, and cannot personally oversee all the complexities of a nuclear enterprise.
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From page 66... ...
A fatally flawed corporate culture, however, does guarantee a weak safety culture. Admiral Ellis said that leadership and culture, like nature, abhor a vacuum.
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From page 67... ...
Beyond the priorities indicated by the resource distribution, the importance conveyed by the acceptable level of debt, the minimum cash flow, and the expected dividend level all transmit messages well beyond the boardroom about the importance of an optimized capital structure, the acceptable level of risk, and the level of innovation and strategic vision allowed, as well as the real priority placed on safety and security. Efforts to control costs are important, but especially in the beginnings of a new nuclear endeavor, if the signal being sent is that only costs are important -- and not safety, security, and effectiveness -- bad outcomes can result in both areas.
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From page 68... ...
Admiral Ellis said that in an attempt to paint a picture, even if in broad strokes, of an aspirational nuclear culture, there are two dimensions to consider: our corporate or organizational cultures and our overarching industry culture. We need not -- and, arguably, should not -- aspire to be carbon copies of each other, he said, even as we peek behind the curtain and realize that we have a great deal of commonality in the bedrock principles on which our individual cultures sit.
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From page 69... ...
of Proctor & Gamble, wrote an article on the most important aspects senior leaders can concentrate on, irrespective of the organization's position in the business or economic cycle. 4 Lafley takes on the conventional wisdom that suggests a leader is primarily a coach and a utility infielder, in American baseball terms, dropping in to solve problems where they crop up.
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From page 70... ...
In a recent speech, American Senator John McCain described his grandfather, the commander of an aircraft carrier battle group in World War II, who lived and loomed larger than life. As an admiral, he rolled his own cigarettes, smoked constantly, and swore and drank more than he should have.
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From page 71... ...
Given these sensitive facilities, Admiral Pagano described the measures CTMSP takes on safety and security. The recent Safety Program, with a budget in excess of two million dollars for the 2014 to 2016 time frame, seeks to address the following: healthy radiological protection, industrial safety, chemical safety, operations and fire prevention, human resources, quality assurance, environmental management, and security.
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From page 72... ...
Alan Hanson asking the group if they knew where the safety exit was or about the hotel fire plan was a demonstration of artifacts and claimed values.
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From page 73... ...
They also did the safety culture assessment at Vandellòs Nuclear Power Plant after their service water pipe break; at Äspö Hard Rock Laboratory, after their radioactive particle release; and across the U.S. Department of Energy.
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From page 74... ...
Communication is key. Senior managers need to ensure they are heard, receive feedback, and close the communication loop in order to create change in basic assumptions and even behaviors.
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