Difference between revisions of "Regulatory body"

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==Definition==
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== Description==
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The [[Regulatory body]] for Nuclear and/or Radiation Safety requires the ability to validate knowledge which is provided to them in the form of license applications, surveys and amendments. The [[Knowledge]] needed may exceed the capacity of the regulator, in which case [[Technical support organization]] (TSO's) may contribute their expertise. Further KM issues focus on the particularly strict requirements on document management, which must follow a prescribed records reference taxonomy, and comply with National legal framework such as retention periods, security of information or dissemination restrictions.
  
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==Definition==
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Besides deploying knowledge management for own purposes, regulators must be able to review and evaluate knowledge management in the nuclear facilities themselves. Although KM is not prescribed by safety guides, it is an important element in the safety of nuclear facilities, particularly as a contribution to the safety culture of the organization. This requires knowledge of KM on the side of the regulator; also in this respect, in-house expertise might be lacking, a gap which is usually filled by TSO's
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== Summary==
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== Description 1 ==
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===Challenges===
 
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''(recruiting new staff, corporate/safety culture issues, challenges of systematic approaches, lack of continuity/independence, competition of young experts in the industry)''
 
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In connection with the discussion on a revival of nuclear programme the need to establish NKM programme for nuclear regulatory authorities becomes clearly obvious.
 
  
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Despite the fact that activities connected with the upgrades of the reactors to improve safety and reliability takes place almost continuously, there exist new challenges which have to be reflected in knowledge management for nuclear regulatory workforce. The most significant are:
 
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# [[Ageing workforce]]
 
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# Aging technology. The technologies required for the regulatory jobs are not limited to nuclear technology alone. In the world where information technology has transformed how people in the organization function, the regulatory organizations are usually left behind. Slow adoption of new technology that can improve the efficiency and performance of the organizations is the result of the lack of competitiveness which is the unique nature of regulatory body. It is crucial that the workforce of the regulatory are motivated and have good incentive and attitude toward adopting and improving the regulatory process when new technologies become available.
 
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 Competition for existing workforce, recruiting new staff, competition for young experts In many countries, the regulator are either governmental organization or non-profit non-governmental organization. This often means that the regulatory body often operates under limited resource and usually cannot compete with the utilities or R&D organization in attracting new people. Given the circumstance, it is crucial that regulatory usually have to established training programme and other measures to strengthen the competency. Strong NKM programme can be a valuable resource to support such initiatives.
 
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 Advance technology — new designs;
 
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 Lack of continuity/independence/human resources. Unlike the private sector where parties are competing at high stake, regulatory body does not usually have competitor insight. Without this risk, succession plan are usually down play in regulatory organization. This means implies the risk of discontinuity that in turn jeopardize the human resource development. Without strong commitment from policy maker and high morale personal, it is unlikely that the regulator can be independence. While the issue cannot be address by NKM alone, good NKM might provide opportunity for the regulator to speak out. Good NKM and public relation may help regulators to obtain the resources it needs to carry out their mission effectively.
 
  
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== Description 2 ==
 
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== References ==
 
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[1]
 
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==Related articles==
 
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[[Regulatory bodies ]]
 
  
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[[Category:Stakeholders]]
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[[Category:Nuclear organization]]
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[[Category:Strategy]]
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Latest revision as of 16:13, 21 December 2015


Definition

An authority or system of authorities designated by the government of a State as having legal authority for conducting the regulatory process, including issuing authorizations, and thereby regulating nuclear, radiation, radioactive waste and transport safety

Description

The Regulatory body for Nuclear and/or Radiation Safety requires the ability to validate knowledge which is provided to them in the form of license applications, surveys and amendments. The Knowledge needed may exceed the capacity of the regulator, in which case Technical support organization (TSO's) may contribute their expertise. Further KM issues focus on the particularly strict requirements on document management, which must follow a prescribed records reference taxonomy, and comply with National legal framework such as retention periods, security of information or dissemination restrictions.

Besides deploying knowledge management for own purposes, regulators must be able to review and evaluate knowledge management in the nuclear facilities themselves. Although KM is not prescribed by safety guides, it is an important element in the safety of nuclear facilities, particularly as a contribution to the safety culture of the organization. This requires knowledge of KM on the side of the regulator; also in this respect, in-house expertise might be lacking, a gap which is usually filled by TSO's

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