scholarly journals Probabilistic safety assessment for internal and external events/European projects H2020-NARSIS and FP7-ASAMPSA_E

2020 ◽  
Vol 6 ◽  
pp. 38
Author(s):  
Evelyne Foerster ◽  
Emmanuel Raimond ◽  
Yves Guigueno
Keyword(s):  
Decision Making ◽  
Safety Assessment ◽  
Severe Accident ◽  
Management Decision ◽  
Human Aspects ◽  
Risk Framework ◽  
Management Decision Making ◽  
Social Organizational ◽  
Framework Programme Project ◽  
Probabilistic Safety

The 7th EU Framework programme project Advanced Safety Assessment Methodologies: “Extended PSA” (ASAMPSA_E, 2013–2016) was aimed at promoting good practices to extend the scope of existing Probabilistic Safety Assessments (PSAs) and the application of such “extended PSA” in decision-making in the European context. This project led to a collection of guidance reports that describe existing practices and identify their limits. Moreover, it allowed identifying some idea for further research in the framework of collaborative activities. The H2020 project “New Approach to Reactor Safety ImprovementS” (NARSIS, 2017–2021) aims at proposing some improvements to be integrated in existing PSA procedures for NPPs, considering single, cascade and combined external natural hazards (earthquakes, flooding, extreme weather, tsunamis). The project will lead to the release of various tools together with recommendations and guidelines for use in nuclear safety assessment, including a Bayesian-based multi-risk framework able to account for causes and consequences of technical, social/organizational and human aspects and a supporting Severe Accident Management decision-making tool for demonstration purposes, as well.

scholarly journals New trends in Multihazards Probabilistic Safety Assessment for nuclear installations: the H2020-NARSIS Project

2020 ◽  
Author(s):  
Evelyne Foerster ◽  
Behrooz Bazargan-Sabet ◽  
James Daniell ◽  
Pierre Gehl ◽  
Philip J. Vardon ◽  
...  
Keyword(s):  
Nuclear Power ◽  
Safety Assessment ◽  
Power Plants ◽  
Severe Accident ◽  
Management Decision ◽  
Nuclear Facilities ◽  
Probabilistic Safety Assessment ◽  
Human Aspects ◽  
Support Organizations ◽  
Probabilistic Safety

<p>The methodology for Probabilistic Safety Assessment (PSA) of Nuclear Power Plants (NPPs) has been used for decades by practitioners to better understand the most probable initiators of nuclear accidents by identifying potential accident scenarios, their consequences, and their probabilities. However, despite the remarkable reliability of the methodology, the Fukushima Dai-ichi nuclear accident in Japan, which occurred in March 2011, highlighted a number of challenging issues (e.g. cascading event - cliff edge - scenarios) with respect to the application of PSA questioning the relevance of PSA practice, for such low-probability but high-consequences external events. Following the Fukushima Dai-ichi accident, several initiatives at the international level, have been launched in order to review current practices and identify shortcomings in scientific and technical approaches for the characterization of external natural extreme events and the evaluation of their consequences on the safety of nuclear facilities.</p><p>The H2020 project “New Approach to Reactor Safety ImprovementS” (NARSIS, 2017-2021) aims at proposing some improvements to be integrated in existing PSA procedures for NPPs, considering single, cascade and combined external natural hazards (earthquakes, flooding, extreme weather, tsunamis). It coordinates the research efforts of eighteen partners encompassing leading universities, research institutes, technical support organizations (TSO), nuclear power producers and suppliers, reactor designers and operators from ten countries.</p><p>The project will lead to the release of various tools together with recommendations and guidelines for use in nuclear safety assessment, including a Bayesian-based multi-risk framework able to account for causes and consequences of technical, social/organizational and human aspects and as well as a supporting Severe Accident Management decision-making tool for demonstration purposes.</p><p>The NARSIS project has now been running for two years and a half, and the first set of deliverables and tools have been produced as part of the effort of the consortium. Datasets have been collected, methodologies tested, states of the art have been produced, and various criteria and plans developed. First results have started to emerge and will be presented here.</p>

Centralization and Effectiveness of Reward Management in Multinational Enterprises

2018 ◽  
Vol 17 (2) ◽  
pp. 55-65 ◽  
Author(s):  
Michael Tekieli ◽  
Marion Festing ◽  
Xavier Baeten
Keyword(s):  
Decision Making ◽  
Social Identity Theory ◽  
Multinational Enterprises ◽  
Role Identity ◽  
Management Decision ◽  
Role Identities ◽  
Management Decision Making ◽  
New Perspective ◽  
Subsidiary Managers ◽  
The Relationship

Abstract. Based on responses from 158 reward managers located at the headquarters or subsidiaries of multinational enterprises, the present study examines the relationship between the centralization of reward management decision making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization versus localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision making.

Emergency management decision-making during severe weather

2006 ◽  
Author(s):  
Leigh A. Baumgart ◽  
Ellen J. Bass ◽  
Brenda Philips ◽  
Kevin Kloesel
Keyword(s):  
Decision Making ◽  
Emergency Management ◽  
Severe Weather ◽  
Management Decision ◽  
Management Decision Making

scholarly journals Towards enhanced risk management: planning, decision making and monitoring of US wildfire response

2017 ◽  
Vol 26 (7) ◽  
pp. 551 ◽  
Author(s):  
Christopher J. Dunn ◽  
David E. Calkin ◽  
Matthew P. Thompson
Keyword(s):  
Decision Making ◽  
Risk Management ◽  
Fire Management ◽  
The United States ◽  
Management Decision ◽  
Current Response ◽  
Ongoing Research ◽  
Response Strategies ◽  
Management Decision Making ◽  
Response Decisions

Wildfire’s economic, ecological and social impacts are on the rise, fostering the realisation that business-as-usual fire management in the United States is not sustainable. Current response strategies may be inefficient and contributing to unnecessary responder exposure to hazardous conditions, but significant knowledge gaps constrain clear and comprehensive descriptions of how changes in response strategies and tactics may improve outcomes. As such, we convened a special session at an international wildfire conference to synthesise ongoing research focused on obtaining a better understanding of wildfire response decisions and actions. This special issue provides a collection of research that builds on those discussions. Four papers focus on strategic planning and decision making, three papers on use and effectiveness of suppression resources and two papers on allocation and movement of suppression resources. Here we summarise some of the key findings from these papers in the context of risk-informed decision making. This collection illustrates the value of a risk management framework for improving wildfire response safety and effectiveness, for enhancing fire management decision making and for ushering in a new fire management paradigm.

Sign in / Sign up

Export Citation Format

Share Document