1. Pilot International School of Nuclear and Radiological Leadership for Safety
Methodology

2. Pilot School Methodology
The Safety Leadership Pilot School relies largely on a «case study» approach
The pedagogic objective is to link GSR Part 2 requirements, managerial skills, and practical safety leadership, through real life examples in order to test and learn a practical and re-useable method for managerial analysis and action to implement GSR part 2 requirements 2

3. What lessons to learn from case studies?
The case studies will allow to discuss in a qualitative way (was it right or not) the behaviour and actions/decisions of managers with respect to the requirements set by GSR Part 2 in a graded approach towards higher complexity (cases 1 > 4)
Thus each case leads to identify some key «lessons learnt»
But beyond this, the Pilot School aims to provide practical guidance on how to improve managerial performance in safety leadership useable in every day life to apply the «lessons learnt» 3

4. Using the case studies and the dynamic of the Pilot School to develop an analytical frame which can be used in daily managerial life
Regulatory objective: demonstrate «safety leadership» in performing managerial duties
GSR-2 describes general approaches: goal setting, personal engagement, values and attitudes, with Safety Culture development as an overarching requirement
Managers have to implement such approaches through the use of their «normal» managerial processes/resources , being aware that «safety first» is bound to sometimes create tensions with other decision parameters (production goals, image & communication, confidentiality, etc.)
Accessing and managing information (and time available)
Allocating resources/responsibilities under their control
Taking decisions/initiatives within their remit of authority
Managing interfaces with other actors/stakeholders within their area and beyond, possibly outside their organisation
NOTE: these processes are often influenced by national cultural backgrounds

5. Exercising safety leadership: how to «safety inform» the managerial processes
Right to access information and its sources:
Looking for new info, sharing info or not, paying attention to «out-of-field » info (weak risk signals, etc.)
Re-assessment in the light of information: over confidence, misplaced trust, etc.
Engaging in «partnership» values (2 way road, implying mutual information and trust)
Exercising authority:
Closing an issue: safety-informed decision made, or (re)opening options, e.g. by ordering a risk analysis, convening an expert panel, etc.
Influencing / negotiating:
how best to defend/promote safety considerations without ignoring competing goals: hard line/mediation/allies/conviction etc.
Tensions/Challenges
confronting Safety Goals
UPDATING ANALYSIS TO CHOOSE PERTINENT ATTITUDES AND ACTIONS,
THUS DEMONSTRATING SAFETY LEADERSHIP
GSR-2 safety leadership guidelines
Goal setting
Engagement
Values & Attitudes 5

6. Towards a managerial approach to safety leadership
1: Mapping of priority areas for attention, carefully considering circumstances
Internal to the manager’s unit
(resource allocation, individual competencies/behaviour, conflicts, etc.)
Regulator/licensee issues
AREAS of TENSIONS / INTERFACE
needing priority attention ?
Inside the organisation (production goals, corporate strategy, governmental policy, interpersonal issues, nuclear security, etc.)
With actors/stakeholders outside the «licensee / nuclear regulator system»
Generated by an accident, an emergency or any circumstances with a potential to have adverse effects on safety performance 6

7. Towards a managerial approach to safety leadership
2: Identifying pertinent actions in priority areas for attention
Area
Seeking and Managing Information
Exercising Managerial Authority
Influencing, Negotiating and other Processes
Explicit Safety Goals
Personally Engaging for Safety
Promoting Safety Oriented Values and Attitudes 7

8. Making the most of the case studies
The case study documentation provides clues to the behaviour and attitudes of selected managers and raises safety leadership related questions
Group discussions and class sessions, with the support of facilitators, will help identify case related «lessons learnt» of interest for building up experience in safety leadership in accordance with GSR Part 2
Beyond these lessons learnt, the Pilot School aims to develop, with everyone’s contribution, a practical method to successfully implement safety leadership skills in every day managerial life 8