Análisis de las relaciones del costo – volumen – utilidad

VI-1. PRACTICES TO DEVELOP AND SUSTAIN REGULATORY BODY CULTURE FOR NUCLEAR SAFETY IN THE REGULATORY BODY

a) Policy/Vision statements  CNSC incorporates its commitment to safety culture within the management system manual. CNSC does not have a standalone policy statement to demonstrate the commitment to safety culture. However, our definition of Safety Culture at the CNSC and the principles we respect are continuously reinstated and communicated through many communication methods such as town hall meetings.

 CNSC’s core values are defined, documented and communicated through MSM and other means such as posters.

 Our Approach to Stakeholder Engagement and open communications are explained in section 2.9 of the Management System Manual.

b) Leadership and commitment  Management System Manual:

o President commitment

o Executive Committee commitment

 The commitment to be a role model for the industry is demonstrated through the CNSC’s Strategic planning framework.

 Responsibility to maintain a good Safety Culture at CNSC is delegated to the Senior Vice President and Chief Regulatory Operations Officer. He oversees the effectiveness of CNSC’s Safety Culture by appointing a Safety Culture Working Group (SCWG).

 Conducting short but frequent staff meetings to share information. (Top down and bottom up). Mandatory requirement from the President.

 Field presence of management is achieved through management participating in divisional and directorate meetings to encourage staff to raise any concerns, discuss issues and provide explanations to questions.

 Provide resources, e.g. personnel, tools, organization to enable effective nuclear safety oversight. Examples are risk informed resource planning, compliance planning, initiative such as establishing capability for nuclear safety project

 CNSC is managing change in the organization to ensure focus on safety is maintained through activities such as succession planning, knowledge capture, pre-retirement transition policy.

 Continuous learning environment.

c) Promoting individual awareness of safety culture, plus their roles and responsibilities

 CNSC Safety culture presentations

 CNSC’s Key behavioural competencies

 Clarity on the roles and responsibilities between Regulatory Operations Branch and Technical Support

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 Safety culture blitz week

 Safety culture booths during CNSC wide functions such as year-end event, security awareness week, etc.

 Article in internal bi-weekly communications such as Synergy article.

d) Promoting individual behaviours that

place proper value on safety  CNSC Values and Expected Behaviours

 CNSC encourages a culture of constructive challenge by providing many different mechanisms so that staff can utilize the mechanism comfortable for them.

Examples of mechanisms are:

o Open door policy o Non-concurrence process

o Differences of Professional Opinions process

 Adherence to procedures to ensure safety are added as part of each employee’s performance contract and reviewed during the performance reviews.

 CNSC’s training programs such as Regulatory Operations Training Program and Inspector Training and Qualification Programs ensure that training needs for all employees involved in the regulatory work are adequately identified and provided with required training to ensure safety.

 Respectful Workplace Policy

 CNSC conduct self-assessments of our process to assure that our processes and activities meet our safety objectives.

e) Decision-making  CNSC Value and Ethics Code. This Code identifies our core values and expected behaviours, and the principles we will apply in our decisions and actions.

 CNSC’s Policy on Science in a Regulatory Environment

 CNSC’s Policy - Risk informed regulatory approach.

 CNSC’s Risk Informed Regulatory Decision-making process

 CNSC’s commitment to transparency on regulatory decision-making and actions are achieved through many mechanisms. These mechanisms are explained in detail in section 2.9 of the Management System Manual. Some examples are:

o Participant Funding Program o Aboriginal Consultation Process o Consultation Process

 Independence in decision-making is explained in the Management System Manual page 1of 38

 Senior Management Committee meetings are open to all staff to attend and learn about the decisions and how they are made. Minutes are shared with all staff.

f) Continual improvement and learning  Improving how we manage for safety is clearly explained in section 8.0 of the Management System

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Manual.

 Operational Experience (OpEx) process to learn and share lessons learned from international community.

 Harmonized Plan – CNSC’s Continuous improvement program. This program brings all improvement ideas together to analyse, select and prioritize organizational improvement so that resources can be better utilized to achieve CNSC’s goals to be the best Nuclear Regulator. This program also includes monitoring, reporting and bring closure to all action plans. This is the mechanism utilized to strengthen CNSC’s Management System and Safety Culture.

 Peer reviews by third party organizations and experts.

(Examples are: IRRS review, reviews by expert consultants)

 Participation in domestic and international conferences.

 All actions raised are documented, monitored, reported and closed. CNSC uses tools such as Action Tracking Tool (RIB/BIR), Management Action Plan, etc.

 CNSC also utilizes the mechanisms such as surveys and focus groups to learn about the effectiveness of CNSC’s safety culture.

g) Management system  CNSC’s Management System is clearly described in the attached Management System Manual (Attachment

#1).

 CNSC’s Management System is continuously monitored and improved through conducting internal management reviews and reviews by third party experts such as IRRS review.

 CNSC’s Management System is also reviewed through internal audit program to confirm that we meet our safety objectives.

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VI-2. REGULATORY OVERSIGHT

Introduction – Role of regulator (examples relating to legal powers, regulations, guidance on fundamental regulatory approach)

 Role of CNSC relating to legal powers, regulations, guidance and fundamental regulatory approach are explained in the Management System Manual / section 2.0.

 CNSC includes explicit reference to safety culture within the regulatory framework. It is assessed as a topic area within the assessment of Management System Safety and Control Area (SCA). CNSC assesses licensee’s performance against 14 SCAs.

Preparing for regulatory oversight  CNSC is currently in the process of issuing a Regulatory Document (REGDOC 2.1.2) that will provide clarity on the requirements for the implementation of licensee’s safety culture.

 CNSC inspectors are trained and qualified through Inspector Training and Qualification Program.

Inspection of safety culture is covered as on of the specific area under the Management System as part of this training program.

Design and delivery of regulatory

oversight  Safety culture is assessed as one of the topic area under the Management System. CNSC utilizes staff review guides and inspection guides for assessing the licensee’s safety culture.

 Findings are communicated to licensees and the commission as part of the overall Management System safety and control area.

 CNSC also utilize the annual Regulatory Oversight Reports to communicate any safety culture related information.

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