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«Managing Regulatory Body Competence IAEA SAFETY STANDARDS AND RELATED PUBLICATIONS IAEA SAFETY STANDARDS Under the terms of Article III of its ...»

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(xvi) Demonstrated ability to develop project plans, establish deliverables and success criteria, and schedule activities.

V.3.8. Communication with the public and interested parties

The regulatory body has to communicate and to consult with interested parties such as the public media, government and non-governmental organizations to perform its legal obligations. This communication and consultation is commonly required during the preparation of regulations and guides, authorization process, and reporting on safety issues and events. In order to build a strong relationship with interested parties, proper communication and consultation mechanisms need to be developed and improved over time.

V.3.8.1. Actions in SSG-16 [6]

–  –  –

(a) All relevant organizations should continue to inform the public and interested parties on safety issues, including the expected health and environmental impacts of a nuclear power programme (Action 42).

–  –  –

(a) All relevant organizations should seek to establish and to maintain the confidence and trust of interested parties, including the public, on safety issues (Action 43).

(b) All relevant organizations should continue to explain to interested parties the risks and benefits of the introduction of nuclear power and the measures taken to limit the risks (Action 44).

(c) The regulatory body should communicate with interested parties about the licensing process, safety requirements and regulatory oversight (Action 45).

(d) The operating organization and the regulatory body should communicate with interested parties about safety issues in construction and the commissioning programme (Action 46).

V.3.8.2. Related competences

A number of skills are required by the regulatory body to communicate and to consult with the interested parties. In this regard, designated individuals of the regulatory body need to be aware of legal requirements especially and, to some extent, international requirements. At the same time, good communication skills are required by these staff members.

Examples of KSAs could be:

(a) Quadrant 1: Competences related to the legal, regulatory and organizational

basis:

(i) Comprehension of national laws related to:

— Environmental protection;

— Public health and safety;

— Labour health and safety;

— Rights of individuals.

(ii) Comprehension of the central government’s nuclear laws and decrees as well as other laws and decrees that apply to a licensed nuclear facility.

(iii) Appreciation and comprehension of the applicability to the nuclear industry of the laws and decrees of the local jurisdictions and authorities.

(iv) Comprehension of the regulatory body’s regulations within limits regarding interpretations offered by legal counsels and recorded experience.

(v) Appreciation and comprehension of the interrelationship between legal documents, regulatory guidance documents, licensing documents, and codes and standards.

(vi) Comprehension of IAEA safety standards as well as the practices of other States with established nuclear power programmes.

(vii) Comprehension of relevant policies, procedures, guidance documents and licensing submissions of the facility approved by the regulatory body during the authorization process.

(viii) Comprehension of the structure of the regulatory body’s management system.

(b) Quadrant 2: Technical disciplines competences:

(i) Not applicable.

(c) Quadrant 3: Competences related to a regulatory body’s practices:

(i) Not applicable.

(d) Quadrant 4: Personal and behavioural competences:

(i) Demonstrated ability to switch from one type of problem to another quickly and easily, distinguishing between essential and non-essential details;

(ii) Demonstrated ability to understand organizational norms and expectations;

(iii) Demonstrated ability to provide timely and relevant information to others;

(iv) Demonstrated ability to communicate with authority and to maintain composure when challenged, producing explanations calmly and reasonably to achieve results;

(v) Demonstrated ability to adapt behaviour to accommodate the sensitivities of others, cope with stressful situations and sustain mental effort to achieve objectives;

(vi) Demonstrated ability to talk effectively in small groups and to large audiences;

(vii) Demonstrated appreciation of the needs, interests and expectations of various national and international groups and organizations;

(viii) Demonstrated ability to communicate complex issues clearly and to understand the communication norms of international community practice;

(ix) Demonstrated ability to cooperate well with other team members and to maintain a positive and productive atmosphere;

(x) Demonstrated ability to be approachable and open to suggestions from others;

(xi) Demonstrated ability to resolve differences by encouraging alternative proposals, taking into account the positions of all interested parties, and facilitating open discussion.

V.3.9. Management system

The regulatory body needs to have effective systems in place for performing its main and support functions and to improve continually its performance, effectiveness and efficiency. For effective management system, objectives are set to monitor the performance of processes and systems, as well as outcomes communicated at all levels within the organization at regular intervals.





V.3.9.1. Actions in SSG-16 [6]

–  –  –

(a) The regulatory body and the operating organization should start developing and implementing effective management systems in their respective organizations and should promote a strong safety culture (Action 75).

(b) The regulatory body and the operating organization should make appropriate arrangements for measurement, assessment (both ‘self-assessment’ and independent assessment) and continual improvement of their management systems (Action 77).

In Phase 3:

(a) The senior management of all the relevant organizations should provide effective leadership and effective management for safety to ensure a sustainable, high level of safety and a strong safety culture (Action 78).

(b) All the relevant organizations should continue the implementation of a management system that promotes the concept that requirements for safety shall be paramount within the organization, overriding all other demands (Action 79).

(c) The operating organization and the regulatory body should ensure that the effectiveness of their management systems is monitored and measured, and that self-assessments as well as independent assessments are conducted regularly for continual improvement (Action 80).

(d) All the relevant organizations should ensure that appropriate arrangements for the management of safety related knowledge (including record management and report management) and knowledge transfer are in place (Action 81).

(e) All the relevant organizations should ensure that leadership and succession development programmes are in place to develop future leaders with a strong emphasis on safety (Action 82).

V.3.9.2. Related competences

The management system provides a framework for the arrangements and processes necessary to address all the regulatory goals and acts as an efficient tool for effective management of regulatory activities. Maintenance and implementation of the management system will result in satisfaction of interested parties and will demonstrate the internal mechanisms of the regulatory body to ensure continual improvement, thus increasing effectiveness and efficiency of the regulatory activities and processes. Accordingly, competences need to be developed for implementing all activities related to the management system effectively.

Examples of KSAs could be:

(a) Quadrant 1: Competences related to the legal, regulatory and organizational

basis:

(i) Appreciation of the mandate, mission and objectives of the organization;

(ii) Appreciation of measures for implementing actions to achieve the short and long term strategic objectives and goals of the regulatory body;

(iii) Comprehension of relevant policies, procedures and guidance documents that are used in conducting specific regulatory tasks as defined in the legal basis;

(iv) Comprehension of IAEA safety standards and other standards and practices (such as the ASME Nuclear Quality Assurance or the International Organization for Standardization) relating to the management system;

(v) Demonstrated ability to define responsibilities for the individual activities and processes and to define individual responsibilities with accountabilities and clear lines of reporting;

(vi) Demonstrated ability to establish guidance on the processes to be covered under the management system, including core and support processes;

(vii) Appreciation and comprehension of regulated industry and its associated norms;

(viii) Appreciation and comprehension of safety culture and its attributes;

(ix) Demonstrated ability to develop a mechanism of self-assessment;

(x) Appreciation of the principles, goals and processes of the management system;

(xi) Demonstrated ability of applying principles, goals and processes of the management system in core and support regulatory functions;

(xii) Appreciation and comprehension of the continual improvement processes.

(b) Quadrant 2: Technical disciplines competences:

(i) Comprehension of the basic design philosophy of nuclear reactors;

(ii) Comprehension of the safety and risk associated with nuclear industry, and how safety and risk inputs are applied within the regulatory framework of the regulatory body.

(c) Quadrant 3: Competences related to a regulatory body’s practices:

(i) Comprehension and appreciation of the organization and its internal and external interfaces;

(ii) Comprehension and appreciation of interested parties’ interest and expectations;

(iii) Comprehension of the processes and documentation system;

(iv) Demonstrated ability in establishing and developing the processes and documentation system;

(v) Comprehension of regulations and regulatory guidance documents to carry out the activities of the regulatory body;

(vi) Comprehension of the main principles of the management system and relevant policies;

(vii) Comprehension of assessment techniques, established practices and procedures;

(viii) Demonstrated ability in establishing and applying assessment techniques, practices and procedures.

(d) Quadrant 4: Personal and behavioural competences:

(i) Demonstrated ability to understand organizational norms and expectations;

(ii) Demonstrated ability to assess external and internal environments and to consider results in decision making;

(iii) Demonstrated ability to switch from one type of problem to another quickly and easily, distinguishing between essential and non-essential details;

(iv) Demonstrated ability to remain optimistic when faced with adversity and to see the positive in difficult situations;

(v) Demonstrated ability to document important information and to keep accurate records;

(vi) Demonstrated ability to adapt behaviour to cope with very stressful situations and to sustain mental effort to achieve objectives;

(vii) Demonstrated ability to consider the linkages among all parts of a problem and to evaluate the impacts of possible solutions;

(viii) Demonstrated ability to build effective working relationships with others at all levels, inside and outside the work unit;

(ix) Display the confidence to surrender control oriented processes in order that teams can take initiative and accept accountability for results;

(x) Demonstrated ability to learn from past experience and mistakes and the willingness to help others learn from these experiences;

(xi) Demonstrated ability to integrate and to use feedback, progress reports and lessons learned to ensure commitments are met.

V.4. ACQUIRING COMPETENCES IN EMBARKING STATES



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