Management for Nuclear Safety- Risk and Safety Culture For PSAM Panel Discussion

April 15, 2013

Akihide Kugo

JANSI ： Japan Nuclear Safety Institute1

Profile• Education– B.E.（1978, Mechanical Engineering, Tokyo Univ.)– M.A.(2002, International Study, Leeds Univ.)– Ph.D.(2006, Risk Communication, Kyoto Univ.)• Research interests– Risk Communication, Safety Culture, Ethics,• Professional Careers– Chief Nuclear Reactor Engineer (Ohi #1,2 Plants)– General Manager, Preparatory Office for JANSI( Federation of Electric Power Company )– Director, Human Resource Development (JANSI)JANSI ： Japan Nuclear Safety Institute2

Definition and Context of Risk
“Using the word “Risk” without identifying its accurate context
would leave a sense of ambiguity.”
Professor Tatiana Bouzdine-Chameeva
BEM- Bordeaux Management School, France

For example
Uncertainty , Instability ,（Negative context）

Suspicion

Calculated decision-making , “Decision based on probability（Positive context）

The word “Risk” has double faces.
JANSI ： Japan Nuclear Safety Institute3

Risk should be shared
Confidence" and Benefit are prerequisite
Risk Information
Risk Management

Risk Information

Risk should be shared・Frequency (probability)
・Scale (anticipated damage)
Whom is it the risk for?
(Numerous stakeholders !)Risk Management

・Safe to avert the risk?
・Management to reduce risk?
・Acceptable if risk is managed?
Why do we try to take the risk?
JANSI ： Japan Nuclear Safety Institute4Personal View on Nuclear Power Technology
based on the Fukushima Daiichi Accident
Poor Risk Management• Poor recognition to external events• Dilution of hazard awareness, essentially for nuclear
energy, due to misunderstanding of mission completed• Luck of risk sharing in area of nuclear safety related
technology• The philosophy of defense-in-depth has not beenutilized in the design and the operation.
• If defense-in-depth is utilized, serious consequences
could be avoided.
LWR technology is not immature one.
JANSI ： Japan Nuclear Safety Institute5

Roles of Nuclear Experts“Experts must have the ability of self reflection, asking
themselves whether their actions are consistent withintentions and achievements in light of objectives invarious phases to assume responsibility”

responsibilityofnuclear experts

Special risks
innuclear powers
JANSI ： Japan Nuclear Safety Institute6

Special Riskfor Nuclear Power Operators?
Had it occurred, a considerable large scale of theeveryday life and the social economy wouldbecome spoiled and unstable.
• Potential damage over public health and property, andenvironment through wide area
• Framing effect leading to psychological damage in society• Unsettled obligation for the accident liability• Vague brake-even point for safety• Big innercia to keep operation to save investment cost
• Cross-border impact• Incomplete social consensus• Instability due to external factors• Self regulation
JANSI ： Japan Nuclear Safety Institute7

My conclusion
Science is not necessarily universal truth.
Culture has a greater influence than science does.
Dr. Claude Fischler
Research director for the French National Centre for Scientific
Research, School for Advanced Studies in the Social Sciences

・ Establishing safety as culture requires powerfulleadership within the organization in nuclear
power in accordance with the “special risk” .
・Experts must recognize the “special risk” of nuclear
power and question their responsibility with modesty.
JANSI ： Japan Nuclear Safety Institute8Thank you for your attention

JANSI ： Japan Nuclear Safety Institute9