Speaker
Description
As wholly owned subsidiary of the UK’s Nuclear Decommissioning Authority (NDA), International Nuclear Services (INS) has extensive and proven experience in the transportation of nuclear materials both in the UK and around the world. INS and its subsidiary, Pacific Nuclear Transport Limited (PNTL), are recognised as the world’s most experienced nuclear shipping company having delivered over 180 shipments of new & spent fuel, active waste and specialist nuclear material over their 40 year history. Last year, INS completed an unprecedented number of Category I transports of nuclear materials on-board its purpose built nuclear transport vessels, and in doing so, continues to support the UK and other States in their efforts to discharge their nuclear security commitments.
In addition to these important shipments INS also provides security and resilience consultancy services around the world to a number of customers and is a consortium member of the UK’s Global Nuclear Security Programme (GNSP) where alongside Kings College London (KCL) and Amport Risk Ltd, it helps deliver a number of security workshops and educational activities to help further improve the understanding and exchange of learning around nuclear security topics globally. In doing so, INS uses the capabilities it and PNTL has developed over its 40 year history to share its practices and approaches to various nuclear security disciplines.
A key element of INS’s security arrangements is the establishment and delivery of a targeted ‘Security Culture & Awareness Programme’. As we all know, having a strong and sustainable nuclear security culture is essential to the success of an organisation’s security arrangements – people, their behaviours, values and beliefs can and will have an impact on the performance of your security system and its effectiveness. This paper will initially look at the organisational benefits a strong security culture will bring, and the risks you may face if you have a poor or inadequate security culture. It will also discuss how security culture overlaps with other business sub-cultures, such as nuclear safety culture, and the benefits and challenges of working collectively to maximise functional benefits across the business.
The second part of this paper will describe how INS constructs its ‘Security Culture & Awareness Programme’, taking account of both its assessment of organisational risk, trends and intelligence. It will discuss the methods in which we deliver these activities to ensure organisational learning is optimised, giving examples of successful and unsuccessful activities. Finally, it will also outline the ways in which we gain assurance of the strength of our security culture through various means including questionnaires, tests and interviews. In doing so, it is hoped this paper will help other States and organisations understand how INS approaches security culture and encourage continued shared learning.
| State | United Kingdom |
|---|---|
| Gender | Male |
