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An effective nuclear security culture is based on open communication and transparent behaviour, in which staff members are comfortable adopting a questioning attitude and constantly strive to innovate and improve.
Security policies should be designed from the user's perspective (as opposed to a technological perspective), and users should be involved in the process from the beginning – to enhance their understanding and increase participation. They should understand security risks and consequences appropriate to their role, as well as their part in managing and mitigating risks, and everyone should be held accountable for compliance.
The nuclear security policy should be posted in facilities and offices and it should be familiar to staff. There should also be a staff code-of-conduct, which covers nuclear security – and staff-members are familiar with the code-of-conduct, receiving training and awareness sessions. This will ensure that security has a well-respected status within the organisation.
An effective security culture is supported by managers, who lead by example and maintain as well as improve security measures in place at the facility (commitment at an organisational level). For example, the organisation should ensure that security expectations and standards are set, shared and understood. The organisation should also monitor adherence to policies to ensure that security performance is continually improving.
An example of weak nuclear security culture is an incident at Bottom Beach nuclear power plant, where armed security guards were found asleep. There was an environment which discouraged questioning and reporting – because guards feared retaliation from their team members as well as superiors. A strong security culture on the other hand takes into account lessons learned, reduces human error, and builds an atmosphere of respect for security personnel.
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