Leadership and management lacking in nuclear crisis and disaster mitigation efforts

A Southern Cross University researcher believes there is an inherent lack of disaster mitigation management in the nuclear energy sector.

PhD candidate Jeremy Novak presented his initial findings on the topic at the 8th World Congress on Engineering Asset Management recently (November 1) in Hong Kong where delegates ranged from major industry organisations and senior government officials to academics from around the world.

Mr Novak said most research in this area was focused on post-nuclear disaster activity and response, and the technical, social, environmental issues related to the event, but not on the role of the leadership and management of the organisation to mitigate or prevent the disaster happening.

“It’s confounding that in most accounts, crisis preparedness and mitigation in organisations globally has been appalling, despite the ongoing devastating effects of man-made and natural crisis and disaster events.”

Mr Novak said studies had shown that effective management was seen to be critical to communicating and maintaining an organisation’s purpose, values, vision and performance.

“However, despite this acknowledgement, there is little evidence or research into the role management plays in crisis and disaster mitigation.

“When a crisis or disaster situations occur - such as the nuclear accidents Three Mile Island nuclear reactor explosion (USA 1979), Chernobyl nuclear plant explosion (Ukraine then RUSA 1986) and the Fukushima Daiichi nuclear disaster (Japan 2011) - the social, environmental, human and business ramifications are enormous and ongoing.”

Mr Novak’s research, in conjunction with co-authors Professor Yvonne Brunetto and Professor Kerry Brown from Southern Cross Business School and the School of Tourism and Hospitality Management, examines the role of engineering asset management organisations in crisis and disaster events, particularly focused on the nuclear energy sector, by analysing the official reports and the academic literature into nuclear disasters.

“My initial findings indicate that while there are some similarities between academic and government enquirers, both have overlooked issues of organisational culture, preparedness and mitigation disaster management activities,” said Mr Novak.

“The implications are that this absence of oversight can be used as the basis for new information that can be utilised to conduct good disaster management practice, or moreover, to inform the management approaches that are conducive to good practice for crisis and disaster mitigation management.”

Mr Novak cited safety culture and resilience engineering as examples.

“If an organisation has a safety culture that encourages and promotes the reporting of potential issues then there’s a higher chance of mitigating nuclear crisis and disaster events.”

Mr Novak said his research generated interest and discussion at the World Congress, with requests for further research to be undertaken into disaster mitigation management in the engineering asset management sector.
Photo: Jeremy Novak.