Promoting Security Leadership and Best Practices Worldwide

Transcription

1 Promoting Security Leadership and Best Practices Worldwide Dr Roger Howsley, Executive Director, WINS World Nuclear University, 3 rd August 2012, Christ Church, Oxford

2 Security Hardly a Strategic Issue. Right?

3 Beliefs Influenced by Experience and Exposure to Ideas

4 Beliefs Influenced by Experience and Exposure to Ideas DIRECT ACCESS TO THE CHAIRMAN OF THE BOARD MANAGING DIRECTORS GROUP LEGAL DIRECTOR MAIN BOARD SECRETARY GROUP ENGINEERING DIRECTOR CHIEF OPERATIONS DIRECTOR GROUP DIRECTOR, CORPORATE COMMUNICATIONS

5 Career Path to WINS Life Sciences (Honours) PhD Life Sciences British Nuclear Fuels Limited Health Physicist International Safeguards and Corporate Audit on Nuclear Materials

6 BNFL s UK Sites Uranium Conversion Uranium Enrichment Fuel Fabrication Reactors Reprocessing Plutonium Storage MOX Manufacture Waste Management Transport: Road Rail Marine Radioactive Sources

7 Sellafield; BNFL s Biggest and Most Complex Site

8 Merger of Safeguards and International Affairs with Security Director, SSIA Security Safeguards International Affairs

9 Chairman of the UK Nuclear Police Force

10 International Maritime Plutonium Transport

11 The 1990 Unpublished Security Policy TO MEET REGULATORY REQUIREMENTS AT MINIMUM COST

12 The 1990 Unpublished Security Policy TO MEET REGULATORY REQUIREMENTS AT MINIMUM COST REQUIRING MASTERLY INACTIVITY...

13 Is Masterly Activity the Right Strategy? What makes the Nuclear Industry Different? Is Security just a Regulatory Issue?

14 Agenda BACKGROUND TO WINS AND ACHIEVEMENTS MANAGING SECURITY AS A STRATEGIC ISSUE DISCUSSION WHAT IT MEANS FOR YOU

15 Agenda BACKGROUND TO WINS AND ACHIEVEMENTS MANAGING SECURITY AS A STRATEGIC ISSUE DISCUSSION WHAT IT MEANS FOR YOU

16 Launch in September 2008 at the IAEA GC WINS fills an urgent gap in our need to strengthen the nuclear security system.

17 Political Commitment to Improve Nuclear Security

18 The 2010 Nuclear Security Work Plan Promote and sustain strong nuclear security culture and corporate commitment to implement robust security practices, including regular exercises and performance testing of nuclear security features Facilitate exchange of best practices...in nuclear security in the nuclear industry and in this respect will utilise relevant institutions to support such exchanges

19 The 2012 Seoul Nuclear Security Summit We are keen to contribute to the peaceful use of nuclear energy by leading the 2012 Seoul Nuclear Security Summit to a success. Nuclear security, which aims to secure nuclear materials from terrorists, is a prerequisite for all nuclear activities. I look forward to leaders from all over the world gathering in Seoul...to reach concrete and action-oriented agreements to guide future activities President Lee Myung-bak

20 The Key Issues HOW DO WE CONVERT POLITICAL COMMITMENT INTO A PRACTICAL AND SUSTAINABLE REALITY? HOW DO WE DEVELOP NUCLEAR SECURITY LEADERS FOR THE FUTURE?

21 Strategic Gaps in Nuclear Security There is a huge international need for improvement though some countries have excellent arrangements Much of the international effort is dealing with the symptoms not the causes There needs to be a much more strategic approach to addressing the gaps in nuclear security Enormous differences exist between nuclear safety and security competency, oversight and organisation

22 Strategic Gaps in Nuclear Security There are very strong parallels between nuclear safety and security management at all levels Professional development needs to be provided in a cost effective way, learning the lessons from nuclear safety There needs to be much better sharing of best practices and operating experience between organisations Poor corporate governance is key to many of the observed failures to implement effective security

23 WINS Mission To provide those who are accountable for nuclear security with an international forum in which to share and promote best security practice.

24 About Best Practices best practice = most expensive practice?

25 About Best Practices best practice = most expensive practice

26 About Best Practices Impact/ Effectiveness Efficiency Sustainability Collaboration/ Integration

27 Facilitated Workshops using Innovative Techniques

28 Practical exercises including simulated Force on Force

29 International Best Practice Guides

30 All Guides have a Self Assessment Section THE RIGHT ANSWER IS ALWAYS YES

31 We Provide a Security Management Maturity Scale 1 INEFFECTIVE 2 DEVELOPING 3 GOOD 4 HIGHLY EFFECTIVE 5 WORLD CLASS

32 Constantly Updated Website

33 Interactive Member s Area 2012

34 Publication of Special Reports; Fukushima INTEGRATING NUCLEAR SAFETY, SECURITY AND EMERGENCY ARRANGEMENTS A COMMON ASSESSMENT OF RISK AND SHARED NUCLEAR LIABILITY IMPROVED CORPORATE GOVERNANCE PEER REVIEW AND SHARING BEST PRACTICES BUILDING CONFIDENCE PROFESSIONAL DEVELOPMENT BUILDING CAPACITY

35 Market Mechanisms to Improve Security NUCLEAR SAFETY PERFORMANCE IN US POWER PLANTS AS DETERMINED BY INPO INFLUENCES THE INSURANCE PREMIUM PAID, BUT THERE IS CURRENTLY NO SUCH LINKAGE WITH NUCLEAR SECURITY PERFORMANCE OTHER MARKET SECTORS, E.G. MARITIME, IT SYSTEMS, ARE EXPLORING THE USE OF MARKET INCENTIVES TO IMPROVE SECURITY PERFORMANCE

36 WINS Achievements 25 International Best Practice Guides published 31 International Best Practice Workshops 8 Published languages

37 Best Practice Guides; All Operationally Based 1 NUCLEAR SECURITY FOR SCIENTISTS AND ENGINEERS 2 LEARNING FROM OPERATING EXPERIENCE 3 HUMAN RELIABILITY 4 EFFECTIVE SECURITY REGULATION AND IMPLEMENTATION 5 TRACKING TRANSPORT OF NUCLEAR MATERIAL 6 SECURITY OF HIGH ACTIVITY RADIOACTIVE SOURCES 7 MAKING SECURITY EFFICIENT 8 MODELLING AND SIMULATION IN NUCLEAR SECURITY 9 WORKING EFFECTIVELY WITH EXTERNAL RESPONSE FORCES 10 GUARD FORCE TRAINING AND MOTIVATION 11 SECURITY EXERCISES MATERIAL CONTROL AND ACCOUNTANCY IN SUPPORT OF 12 NUCLEAR SECURITY

38 Best Practice Guides; All Operationally Based 13 NUCLEAR SECURITY CULTURE 14 SECURITY EQUIPMENT MAINTENANCE 15 MANAGING INTERNAL THREATS 16 THREAT ASSESSMENT 17 SECURITY GOVERNANCE 18 ACCOUNTABILITY AND LIABILITY FOR NUCLEAR SECURITY INCIDENTS 19 INTEGRATED APPROACH TO NUCLEAR SAFETY AND SECURITY 20 SECURITY BY DESIGN 21 MANAGEMENT AND DEPLOYMENT OF ARMED GUARD FORCES 22 NUCLEAR SECURITY GUARD SELECTION AND RECRUITMENT 23 SECURITY OF WELL LOGGING RADIOACTIVE SOURCES 24 SECURITY OF IT & IC SYSTEMS AT NUCLEAR FACILITIES 25 COMMUNICATING NUCLEAR SECURITY INFORMATION

39 Compendium Of Best Practices Launched

40 Compendium Of Best Practices Launched

41 ANNUAL REPORT 2011

42 WINS Membership Growth 1100 members

43 Annual Membership Questionnaire

44 MEMBERSHIP QUESTIONNAIRE 99% said WINS is a valuable forum 85% have modified their approach to nuclear security management as a result of their interactions with WINS

45 ISO Certification in 2012

46 Interface Between Nuclear Safety and Security SECURITY SAFETY

47 Interface Between Nuclear Safety and Security ALL HAZARDS APPROACH SECURITY SAFETY

48 WANO/WINS Collaboration Launched WORKING GROUP

49 Corporate Governance and Security Strategy

50 Corporate Governance and Security Strategy NUCLEAR OPERATORS ANNUAL REPORT ANNUAL REPORT REGULATORS ANNUAL ANNUAL REPORT REPORT

51 Corporate Governance and Security Strategy

52 Professional Development NUCLEAR SECURITY NUCLEAR SAFETY UNEQUAL OPPORTUNITIES

53 Professional Development and Certification MEDICINE NURSING LAW DENTISTRY TEACHING ACCOUNTING VETERINARY MEDICINE PHARMACY PSYCHOLOGY ENGINEERING ARCHITECTURE

54 ASIS International: Certified Programmes Certified Protection Professional (CPP ) Since 1977 Preeminent designation awarded to individuals whose primary responsibilities are in security management and who have demonstrated advanced knowledge in security solutions and best business practices. Professional Certified Investigator (PCI ) Introduced in 2002 Technical designation award to those individuals whose primary responsibilities are to conduct investigations and who have demonstrated indepth operational knowledge and competence in this area. Physical Security Professional (PSP ) Introduced in 2002 Technical designation awarded to those individuals whose primary responsibilities are to conduct physical security surveys, design integrated security systems, or install, operate or maintain those systems and who have demonstrated in-depth operational knowledge and competence in this area.

55 Wharton/ASIS Program for Security Executives

56 Right intentions; ineffective outcomes What are the most common metrics for all the money spent on security training courses around the world?

57 Right intentions; ineffective outcomes What are the most common metrics for all the money spent on security training courses around the world? We had 37 attendees from 11 countries and a Group Photo...

58 The WINS Academy Launched WINS is proud to introduce.

59 WINS Academy Strategy Published

60 The WINS Academy Launched THE WINS ACADEMY MISSION To provide world-class, accredited, competencybased training materials for those managers with nuclear security responsibilities.

61 The WINS Academy Launched The WINS Academy materials will be available for use by Institutes and Centres of Excellence around the world, and should save everyone a considerable amount of money

62 What are the Advantages? COST EFFECTIVENESS BUSINESS EFFICENCY PUBLIC CONFIDENCE

63 What are the Advantages of Accreditation? PROFESSIONAL STANDING TRANSPARENCY OF STANDARDS INDEPENDENT ACCREDITATION

64 The Forward Programme BUILD THE NUCLEAR SECURITY COMPETENCY FRAMEWORK CONDUCT AN INTERNATIONAL CAPABILITY AND CAPACITY REVIEW PRODUCE THE WINS ACADEMY PD MATERIALS SELECT CENTRES OF EXCELLENCE AND INSTITUTES FOR WINS ACCREDITATION AUGUST 2012 JANUARY 2013 JANUARY 2013 MAY 2013

65 The Forward Programme ACHIEVE ISO 9001 ACCREDITATION ESTABLISH GOVERNANCE ARRANGEMENTS FOR THE WINS ACADEMY EXAMINE THE FEASBILITY AND COSTS OF PROVIDING E- LEARNING IMPLEMENT WINS ACADEMY PD COURSES DECEMBER 2012 DECEMBER 2012 DECEMBER 2012 JUNE 2013

66 Key Roles for Job-Task Analysis Board Members /Secretary to the Board Senior Management CEOs/Chief Operating Officers Nuclear Security Directors/Managers Engineers (and Designers) and Scientists engaged in nuclear-security related activities or with nuclear security interfaces Nuclear Safety and Emergency Planning Managers Off-Site Response Force Management Regulators

67 Agenda BACKGROUND TO WINS AND ACHIEVEMENTS MANAGING SECURITY AS A STRATEGIC ISSUE DISCUSSION WHAT IT MEANS FOR YOU

68 Security as a Strategic Issue WHY SECURITY NEEDS TO BE INCLUDED IN THE OVERALL STRATGEY OF THE ORGANISATION THE ACCOUNTABILITIES FOR NUCLEAR SECURITY PROGRAMME MANAGEMENT HOW TO DEVELOP A NUCLEAR SECURITY PROGRAMME FOR YOUR ORGANISATION

69 Strategy What do we mean by Strategy?

70 Strategy What do we mean by Strategy? The overall scope and direction of a corporation and the way in which its various business operations work together to achieve particular goals

71 Strategy Why does Security need to be aligned to Strategy?

72 Strategy Why does Security need to be aligned to Strategy? If it isn t it will be seen as an obstacle to business; shock and awe don t work Think about the positive linkages between security and the corporation s objectives Think about what makes Nuclear different

73 Policy How is Strategy Communicated? What does a good published policy statement include? What does a good nuclear security policy look like?

74 Policy The Board of XX believes that effective nuclear security performance is central to our business success and reputation, and we are committed as an organisation to ensure that our security programme is comprehensive, properly resourced, performance based, regularly tested and subject to Board oversight. We are committed to working in partnership with other organisations that can contribute to the effectiveness of our security programme and to seek continuous improvement in our processes and procedures. We will publish an annual, unclassified report that provides details of our oversight arrangements for the security programme.

75 Governance and Culture Who is accountable for nuclear security?

76 Governance and Culture Who is accountable for nuclear security? What role does the Board take?

77 Governance and Culture Who is accountable for nuclear security? What role does the Board take? What distinguishes the Board and the CEO?

78 Governance and Culture Who is accountable for nuclear security? What role does the Board take? What distinguishes the Board and the CEO? What influences the organisation s culture

79 Governance and Culture Who is accountable for nuclear security? What role does the Board take? What distinguishes the Board and the CEO? What influences the organisation s culture Can we measure an organisation s culture?

80 Governance and Culture Who is accountable for nuclear security? What role does the Board take? What distinguishes the Board and the CEO? What influences the organisation s culture Can we measure an organisation s culture? What practical steps can improve culture?

81 Cross Functional Oversight

82 Cross Functional Oversight

83 Cross Functional Oversight What Terms of Reference would the Executive Security Committee have?

84 Cross Functional Oversight To meet quarterly to review the Security Programme, its effectiveness and efficiency To agree Security Performance metrics To agree the security exercise and testing programme To review and approve Security Policies and major procedures To promote security culture in each of their departments/directorates To appoint Business Partners in each of their departments for security; Security Liaison Managers

85 Cross Functional Oversight What Annual Cycle of Agenda items would the Committee have? What factors are important?

86 Cross Functional Oversight What Annual Cycle of Agenda items would the Committee have? What factors are important? Alignment with processes in the rest of the business; budgetary cycles, reporting requirements, CSR, Policy reviews, QMS, meeting the needs of other departments

87 The Security Programme What do we mean by the Security Programme? How does this differ from the Security Plan that might be necessary for the Security Regulator?

88 The Security Programme What matters to each of these departments from a security perspective?

89 The Security Programme OPERATIONS ACCESS CONTROL INSIDER THREATS EMERGENCY RESPONSE PLANT MODIFICATION PROPOSALS THEFT AND MALICIOUS ACTIONS SAFETY DESIGN BASIS THREAT DECONFLICTING SAFETY AND SECURITY EMERGENCY EVACUATION SAFETY TRAINING FOR SECURITY PERSONNEL HUMAN RESOURCES VETTING AND RECRUITMENT COMPETENCY BASED TRAINING PROFESSIONAL DEVELOPMENT

90 Security Metrics What are the differences between leading and lagging indicators? What constitutes good security metrics? How can Security learn from Operating Experience?

91 Security Metrics

92 The Security Programme OPERATIONS ACCESS CONTROL INSIDER THREATS EMERGENCY RESPONSE PLANT MODIFICATION PROPOSALS THEFT AND MALICIOUS ACTIONS Use the Departmental priorities to map out the metrics Think about what makes good leading and lagging indicators

93 The Security Programme Organise the metrics according to strategic importance; Corporate, Departmental, Team/Individual Develop a Balanced Scorecard of Security Metrics See if you can include a measure of risk assessment; the Confidence Level

94 Summary; Establishing the Security Programme ESTABLISH AND PUBLISH THE CORPORATE STRATEGY ESTABLISH THE GOVERNANCE ARRANGEMENTS AND SET THE CULTURE ESTABLISH CROSS-FUNCTIONAL OVERSIGHT ESTABLISH A COMPREHENSIVE SECURITY PROGRAMME ESTABLISH SECURITY METRICS WITH LEADING AND LAGGING INDICATORS

95 The 1990 Unpublished Security Policy TO MEET REGULATORY REQUIREMENTS AT MINIMUM COST REQUIRING MASTERLY INACTIVITY...

96 The Revised Policy The Board believes that effective management of nuclear security performance at operational, regulatory and international level is central to business success

97 The Revised Policy The Board believes that effective management of nuclear security performance at operational, regulatory and international level is central to business success

98 Agenda BACKGROUND TO WINS AND ACHIEVEMENTS MANAGING SECURITY AS A STRATEGIC ISSUE DISCUSSION WHAT IT MEANS FOR YOU

99 Thank you for your attention and join WINS!