Urenco Capenhurst’s Post

Safety procedures vs Practice Bourrier’s (1998, 2005) studies of compliance with procedures in French and American nuclear power plants in many ways highlights the importance of rethinking the forms of learning involved in safety management systems. She found that there were three crucial ingredients for a successful match between safety procedures and practice. First, there should be feedback from the lower to the upper tiers of the organization. Second, the adjustment of procedures should be based on the views of those directly involved, particularly front-line employees, and third, the time interval between worker feedback and implementing changes should be as short as possible This way of adapting procedures to practice, instead of trying to change practices to fit procedures, challenges the underlying assumptions of traditional safety management in which there is a fundamental division between planning and performing work.

Congratulations to James Rugg, President of our US Nuclear business at AtkinsRéalis, for being recognized as one of only 7 leaders across the US by the National Safety Council who go the extra mile to protect employees, both on and off the job.   Health and safety comes before all else across our company at AtkinsRéalis. Nothing- not schedule, time, or quality performance- matters if our people aren’t going home the same way or better than they came to work, and confident that they’ll have the same experience the next day. And in fact, wellbeing- of both mind and body- is a tremendous driver of business success. In an ideas-driven engineering services business like ours, people are empowered to do their best work when they feel both happy and secure where they work.   Due to the nature of our work, the nuclear industry has evolved into the gold standard for industrial safety. Whether it’s using robotics like Spot the dog to reduce human intervention in certain high-risk activities, or rigorous procedures and an unwavering safety-first culture in activities that do require the presence of workers, we are committed to doing business the right away, all the time, and no matter what.   Read the full profile on Jim here: https://lnkd.in/ghRQzgEv   #TogetherChangesEverything

Waste Management Symposia 2024   Don’t miss Mick Gornall, Managing Director, Cavendish Nuclear, Panel 210: Operational Excellence – Creating and Maintaining a Psychologically Safety Work Environment   March 14 | 9.55am - 11.35am   “This roundtable discussion features senior leaders from DOE and contractors at national and international sites, exchanging ideas, best practices, and lessons learned on ways to promote a psychologically safe work environment to support innovation, diversity, and adaptability. The conversation will focus on the definition of a safe work environment, the broad application of safety culture concepts, unlocking the benefits of diversity, red flags to watch for, and potential approaches to achieving operational excellence.”

As part of #NationalSafetyMonth, we asked our APTIM teammates why they choose to work safely. Kenneth Walker, Senior Director of Quality and Nuclear Assurance Officer, had this to say: "Safety as a career is important because safety is the foundation of everything we do, and filling that role means we are committed to supporting and protecting everyone in the conduct of their work on our projects. We support the fulfillment of our contractual obligations and help ensure families that their worker will make it home each night." Why do you choose to work safely? Let us know in the comments. National Safety Council #WorkplaceSafety #SafetyManagement #HSE #EHS #Quality #StartSafeStaySafe #InPursuitOfBetter

'Extreme Teamwork' Imagine designing a very small house, and then packing it full of equipment which generates heat, so there is hardly any room to move around. Then run pipework through each room. In those pipes, there is either high-pressure air, or high-pressure hydraulic oil. There is a lot of pipework! And that's not all. Then you add lots of high explosives, and a nuclear reactor to power the whole thing. Then invite 120 of your friends around to live in there for months at a time (imagine how uncomfortable that would be). Make sure you get a lot of food delivered. Nobody knows when they can leave...! Finally, take the whole house and gently lower it into the most corrosive and unpredictable substance known to man (sea water), and manoeuvre it around without being able to physically see where you are going. And do that in a place where you have no friends to help you. This is the life of a submariner, where everyone must know their job inside out, and have a knowledge of their colleague's jobs. Everyone must rely on each other for survival. There is no room for passengers. Everyone must trust each other implicitly to do their jobs to the best of their ability - always! There is no room for error. It is the ultimate in Extreme Teamwork! That is why we wear our Dolphins with pride! #leadership #leadershipdevelopment #teambuilding #productivity #executivecoaching #engineering #coaching

Gallagher's Safety Lane Bulletin for February 2024 is out now and it's all about Nuclear Verdicts and what is driving the huge jury awards. Often exceeding $10 million, these verdicts have been making headlines. Common trends that may affect the outcome of a case include: -the role of emotional storytelling -the impact of social media -the evolving expectations and potential biases of jurors. -the influence of corporate behavior -the role of expert witnesses As professionals, it's crucial for us to stay informed about these trends and understand their implications for our respective industries. Whether you work in law, insurance, transportation, or any other field, the potential impact of nuclear verdicts cannot be ignored. #LegalTrends #JuryAwards #BusinessImplications #ThoughtLeadership #TransportationIndustry #CommercialFleets

🚧 Building a Safer Future at ES Steel Solutions 🚧 📌 At ES Steel Solutions, we take pride in our robust health and safety culture, cultivated over 20 years of delivering complex construction projects in the Nuclear and Defence sectors. Here's how we ensure a positive safety environment: ✅ Leadership: Leading by example, our leaders set clear expectations and provide necessary resources. ✅ Safety Training: Comprehensive training ensures everyone knows how to stay safe and keep others safe. ✅ Communication: Clear channels for reporting and updates keep everyone informed and proactive. ✅ Auditing & Assessment: Regular internal audits help us make informed safety decisions. ✅ Recognition: We acknowledge and reward team members who actively contribute to safety. Our proactive approach anticipates and reduces risks, fostering continuous improvement and an industry-leading safety record. At ES Steel Solutions, safety isn’t just a task; it’s a core value! Read Full Article👇 https://lnkd.in/evn6hH9Q #safetyfirst #construction #healthandsafety #nuclear #defence #essteelsolutions

Great opportunities

Congratulations to all our winners at the recent ‘Cavendish Nuclear Celebrating Success Awards’ acknowledging the successes and achievements of our colleagues across the business. We are proud of the scale and breadth of talent we have across our business! The winner of the Leader of the Year Award, Glenn Moss has a deserved reputation for great leadership having consistently demonstrated the ability to lead others, build relationships, develop their people, manage change and seek opportunities for continuous improvement. Glen comments, “I have been the Engineering Manager on the Pile Fuel Cladding Silo project for the last 3 years (although I have been on the project since 2010!), I was nominated for the ‘leader of the year’ by a few members of my team, which completely blew me away. I believe the catalyst for these nominations was the effect that the company’s Global People Survey had on me. I for one really engaged with the Global People Survey and listening to some of the issues and concerns that my team had was a bitter pill to swallow – I took some of my team’s reluctance to have frank and open conversation with me on their concerns as a personal failing on my part but decided to use this to improve not only my teams experience but also my management and leadership skills. I focussed on improving our teams’ personal experiences working on the project, believing happy people are productive people. We developed a new team charter and a list of ways that we could improve, these along with the Global People Survey actions were honestly progressed and the team updated frequently. We also improved communications and improved development opportunities within the team. To win the ‘Leader of the year’ award on the back of my teams’ nominations was very humbling. It felt like I have been awarded the players ‘player of the year’ award and I am so grateful to my team for thinking so kindly of me. It’s been quite a journey and I have learned a lot more from my team than they have from me." #leadership #buildingrelationships #celebratingsuccess #cavendishnuclear