ASN Report 2020

The health crisis, an accelerator of change in regulation and oversight practices The exceptional nature of the situation led ASN to experiment with new ways of carrying out its duties, some of which will be adopted permanently. It is clear that remote-working was a shot in the arm for ASN’s digital transformation, owing to the increased use of videoconferencing, digital archival and dematerialisation in general. New remote-inspection practices in particular were put into place. While f irst of all seen as a stop-gap pending the implementation of health protocols, they proved their worth as a complement to on-site inspections: possibility of remote-access to certain licensee databases, as well as to the state of the reactors; possibility of examining documents by devoting more time than would be possible on-site. These new forms of inspection are not intended to take the place of a presence in the f ield, which remains essential for understanding the issues linked to a nuclear facility or activity, examining the condition of premises and equipment, observing the performance of work and understanding the interactions between the persons involved. They do however enable the inspectors’ presence in the field to be optimised, so that they can then focus on what cannot be inspected remotely. The health crisis, a factor in ASN strategic thinking Even if it profoundly marked the year 2020 and will probably do the same in 2021 as well, the health crisis did not call into question the guidelines of ASN’s current strategy, which are still valid and for which work is continuing: enhance the use of a graded approach; improve coordination of technical examinations, enhance the effectiveness of our actions in the f ield; consolidate our operation; consolidate the French and European approach through international action. However, this crisis requires that all stakeholders, including our institution, take a fresh look at prepared­ ness and precaution. It helps highlight the fundamental questions regarding which ASN has for several years been asking for decisions, notably in order to avoid eventual blockages in the long term: margins needed to ensure both nuclear safety and the security of the power grid; decisions to be taken for long-term safe management of radioactive waste; boosting the skills of the sector. Consideration of ASN’s future strategic Plan will begin at the end of 2021. In this regard, several questions could be examined: ∙ for greater eff iciency in public action, the methods whereby ASN can work with the various stakeholders, to ensure that, once identified, potential blockages are correctly anticipated; 10 ASN Report on the state of nuclear safety and radiation protection in France in 2020 EDITORIAL BY THE DIRECTOR GENERAL