Reconceptualising Nuclear Security as a Business Enabler: Opportunities and Challenges

TY - CHAP

T1 - Reconceptualising Nuclear Security as a Business Enabler:

T2 - Opportunities and Challenges

AU - Karl, Dewey

AU - Hobbs, Chris

AU - Foster, George

AU - Tzinieris, Sarah

PY - 2020/2/10

Y1 - 2020/2/10

N2 - The paper explores the importance of reframing nuclear security as a business enabler, before discussing how this might be achieved, with a particular focus on its promotion at the corporate level. It draws lessons from the authors’ experiences working within UK industry and internationally through the UK’s Nuclear Security Culture Programme (NSCP). It is argued that the negative impact of a nuclear security incident will likely far outweigh the costs of implementing proportional and robust security measures. However, despite this seemingly clear financial driver, nuclear security is arguably still viewed by many within industry as rules and regulations to be followed, and often as a burden, rather than as a key organisational goal. The barriers to changing beliefs and attitudes on the fundamental importance of security are discussed, as well as strategies that can lead to increased engagement in this area, particularly with respect to senior management. Finally, suggestions for incorporating these lessons into international nuclear security engagement programmes are outlined.

AB - The paper explores the importance of reframing nuclear security as a business enabler, before discussing how this might be achieved, with a particular focus on its promotion at the corporate level. It draws lessons from the authors’ experiences working within UK industry and internationally through the UK’s Nuclear Security Culture Programme (NSCP). It is argued that the negative impact of a nuclear security incident will likely far outweigh the costs of implementing proportional and robust security measures. However, despite this seemingly clear financial driver, nuclear security is arguably still viewed by many within industry as rules and regulations to be followed, and often as a burden, rather than as a key organisational goal. The barriers to changing beliefs and attitudes on the fundamental importance of security are discussed, as well as strategies that can lead to increased engagement in this area, particularly with respect to senior management. Finally, suggestions for incorporating these lessons into international nuclear security engagement programmes are outlined.

M3 - Conference paper

BT - IAEA International Conference on Nuclear Security (ICONS 2020)

ER -