ASN Report 2018

13 FTE for the years 2019 and 2020. For 2019, ASN obtained the creation of two staff positions. • ASN management tools The Multi-year Strategic Plan The Multi-year Strategic Plan (PSP), produced under the authority of the ASN Commission, develops ASN’s strategic lines for a period of several years. It is presented annually in an operational orientation document that sets the year’s priorities for ASN, and which is in turn adapted by each entity into an annual action plan that is subject to periodic monitoring. This three-level approach is an essential part of ASN’s organisation and management. The PSP for the 2018-2020 period comprises the following five strategic points: ∙ ∙ reinforce implementation of a graded and efficient approach to our regulation and oversight; ∙ ∙ improve the running of technical assessments; ∙ ∙ reinforce the efficiency of our actions in the field; ∙ ∙ consolidate our operation to the benefit of regulation and oversight; ∙ ∙ promote the French and European safety approach on the international stage. The PSP 2018-2020 is accessible on asn.fr . The ASN internal management system Within ASN, there are many forums for discussion, coordination and oversight. These bodies, supplemented by the numerous cross-disciplinary structures, reinforce the safety culture of its staff through experience sharing and the definition of coherent common positions. Quality management system To guarantee and improve the quality and effectiveness of its actions, ASN defines and implements a quality management system inspired by the International Standard Organisation (ISO) and IAEA international standards. This system is based on: ∙ ∙ an organisation manual containing organisation notes and procedures, defining the rules to be applied for each task; ∙ ∙ internal and external audits to check rigorous application of the system’s requirements; ∙ ∙ listening to the stakeholders; ∙ ∙ performance indicators for monitoring the effectiveness of action taken; ∙ ∙ a periodic review of the system, to foster continuous improvement. Internal communication By reinforcing the internal culture and reasserting the specific nature of ASN’s remit, rallying the staff around the strategic orientations defined for their missions, and developing strong group dynamics: ASN’s internal communication, in the same way as human resources management, endeavours to foster the sharing of information and experience between teams and professions. 2.4  ̶  The consultative and discussion bodies 2.4.1  –  The High Committee for Transparency and Information on Nuclear Security The TSN Act created a High Committee for Transparency and Information on Nuclear Security (HCTISN), an information, discussion and debating body dealing with the risks inherent in nuclear activities and the impact of these activities on human health, the environment and nuclear safety. The High Committee can issue an opinion on any question in these fields, as well as on controls and the relevant information. It can also deal with any issue concerning the accessibility of nuclear safety information and propose any measures such as to guarantee or improve nuclear transparency. It can be called on by the Government, Parliament, the Local Information Committees or the licensees of nuclear facilities, with regard to all questions relating to information about nuclear safety and its regulation and oversight. The HCTISN’s activities in 2018 are described in chapter 5. 2.4.2  –  The High Council for Public Health The High Council for Public Health (HCSP), created by Act 2004-806 of 9 August 2004 concerning public health policy, is a scientific and technical consultative body reporting to the Minister responsible for Health. The HCSP contributes to defining the multi-year public health objectives, reviews the attainment of national public health objectives and contributes to their annual monitoring. Together with the health agencies, it provides the public authorities with the expertise necessary for managing health risks and for defining and evaluating prevention and health safety policies and strategies. It also anticipates future developments and provides advice on public health issues. 2.4.3  –  The High Council for Prevention of Technological Risks Consultation about technological risks takes place before the High Council for Prevention of Technological Risks (CSPRT), created by Order 2010-418 of 27 April 2010. Alongside representatives of the State, the Council comprises licensees, qualified personalities and representatives of environmental associations. The CSPRT, which takes over from the high council for classified facilities, has seen the scope of its remit extended to pipelines transporting gas, hydrocarbons and chemicals, as well as to BNIs. The Government is required to submit Ministerial Orders concerning BNIs to the CSPRT for its opinion. ASN may also submit resolutions relating to BNIs to it. By Decree of 28 December 2016, the scope of competence of the CSPRT was again expanded. A standing sub-committee responsible for preparing the Council’s opinions in the field of PE takes the place of the Central Committee for Pressure Equipment (CCAP). The role of this sub-committee is to examine non-regulatory decisions falling within this scope of competence. It comprises members of the various administrations concerned, persons chosen for their particular competence and representatives of the pressure equipment manufacturers and users and of the technical and professional organisations concerned. It must be referred to by the Government and by ASN for all questions affecting ministerial orders concerning pressure equipment. The accident files concerning this equipment are also copied to it. ASN report on the state of nuclear safety and radiation protection in France in 2018  121 02 – THE PRINCIPLES OF NUCLEAR SAFETY AND RADIATION PROTECTION AND THE REGULATION AND OVERSIGHT STAKEHOLDERS 02