1. W. M. Moustafa & M.M Kandiel
International Conference on Topical Issues in Nuclear Installation Safety: Safety Demonstration of Advanced Water Cooled Nuclear Power Plants
IAEA -6–9 June POSTER NO (CN-251)
Development of radiation protection safety culture
In siting of nuclear facilities
Egyptian Nuclear and Radiological Regulatory Authority
W. M. Moustafa & M.M Kandiel
INTRODUCTION
The Radiation Protection Culture program must impact on all the actors who can affect workplace ( site selection ),workplace exposure, including radiation protection experts, directors and senior managers, supervisors, the workforce including contractors, medical physicists, doctors and physicians.  Radiation Protection has recognized the importance of establishing a sound radiation protection culture. The objective of this paper is both to foster a belief in the success of cultural approaches, and to provide guidance to help equip radiation protection professionals to promote a successful radiation protection culture in their organization and workplace. A five stage culture development model, with traits of various types of radiation protection cultures were applied. These models have many common themes and approaches, and it is clear that these common components are broadly applicable across all work sectors, including radiation protection
Methodology for evolution of radiation protection culture
 There are several possible models of radiation protection culture. One such model can be said to include three main developmental stages:
• Stage 1: Basic compliance system – safety training programs, work conditions, procedures and processes comply with regulations. This is passive compliance. 
• Stage 2: Self-directed safety compliance system – workers ensure regulatory compliance and take personal responsibility for training and other regulatory provisions. This emphasizes active compliance with the regulations.
• Stage 3: Behavioral safety system – teaching individuals to scan for hazards, to focus on potential injuries and the safe behavior(s) that can prevent them, and to act safely.
The Health Physics Society believes that certain individual and organizational traits are present in a positive radiation safety culture. A trait is a pattern of thinking, feeling, and behaving that emphasizes safety, particularly in goal conflict situations, e.g., production versus safety, schedule versus safety, and cost versus safety. There are several manifestations of these traits. In developing their definition, the U.S. NRC solicited inputs from licensees and scientific and professional organizations on which traits are most dominant or important in demonstrating the existence of a positive radiation safety culture. Although the matrix of nine traits shown below is a compilation of those inputs, these nine traits may not be all inclusive. Nevertheless, the matrix of nine traits below represents an excellent cross section of thought from industries and organizations having responsibilities for radiation safety (DOE 2011, NRC 2011)
Conclusion
All staff and managers should be directed towards an operational focus, and more specifically, ongoing reliability, human performance, and organizational effectiveness. This will lead to the development of a “field culture” in addition to the “science, engineering or medical culture” to anticipate problems and to obtain the commitment of all employees. Radiation protection culture is a learned way of life. It must be an ongoing dialogue among safety professionals, organizational management and the workforce, and between the organization and all relevant stakeholders. Managers play a key role through their presence in the field to coach workers and focus all staff on the operational radiation protection culture
The following table shows a five stage culture development model,
with traits of various types of radiation protection cultures: The 9 elements are given in the following Table
Pathological
Reactive
Calculative
Proactive
Generative
Compliance but little else
Worry about costs
Focus on current
Problems
Benchmark and adapt
Benchmark and
involve all
organizational levels
Audit after accidents
XXXX
Regular audits of
know hazard areas
Audits are positive &provide help issues
Continuous informal search for nonobvious
No safety planning Safety
planning based
on past issues
Emphasis on hazard
analysis
Planning is standard
practice
Planning based on anticipation of problems and review
of process
Training is necessary evil
Training as
consequence of
accident
Testing of knowledge
Ongoing OTJ
assessments
Development is a process not an event
Punishment for failure
Disincentives for poor performance
Lip service for positive safety performance
Some rewards for
safe behavior
Strong safety
performance is in itself rewarding
Employee fired after accident
Accident reports not forwarded
Management goes ballistic when hear of accident
Management
disappointed in
Top management seen on the floor after an accident to make sure workers
okay
Safety costs money
Can afford preventive
maintenance
Safety and profitability
juggled not balanced
Money counts but safety is right up there
A safe environment
makes money
Leadership Safety Values
and Actions
Problem Identification and Resolution
Personal Accountability
Leaders demonstrate a commitment to safety in their decisions and behaviors.
Promptly and fully identify, evaluate, and correct safety issues commensurate with significance.
Take personal responsibility for safety.
Work Processes
Continuous Learning
Environment for Raising Concerns
Plan, implement, and control work activities so that safety is maintained.
Seek out opportunities to learn and implement ways to ensure safety.
Encourage raising safety concerns without fear of retaliation, intimidation, harassment, or discrimination.
Effective Safety Communications
Respectful Work Environment
Questioning Attitude
Maintain a focus on safety.
Permeate trust and respect through the organization.
Avoid complacency and continually challenge existing conditions to identify discrepancies that might result in inappropriate action.