Boards should assess their organisation's culture and align it with strategic objectives
Boards assess organisational culture
Regulators, dutyholders, and their supply chain companies should specify 'organisational culture' as a risk at Board level and implement the ownership, management, and monitoring needed to drive the cultural behaviours to deliver strategic objectives safely and efficiently. This should include, but not be limited to safety culture, using the ONR NISCI.
Boards might apply a mixture of leading and lagging indicators, updated quarterly, with actions including a periodic independent culture assessment, and development of interventions to ensure leaders, the workforce, and supply chain companies understand and are recognised for positive cultural behaviours.
Government Response: Chancellor's letter and culture change mandate
The Government wholly supports this recommendation. The Chancellor has sent an open letter to sector leaders, who have been asked to report within four months on culture change plans, process improvements, risk appetite, and contractual incentive alignment. Chief Executives will attend the Nuclear Regulatory Implementation Panel from Autumn 2026 onwards. This creates a direct accountability mechanism from board level to the highest levels of government, which is stronger than the Taskforce's recommendation for boards to self-assess culture.
Primary Owner
Co-owners
Key Regulators
June 2026 then ongoing
Notes: Govt response: Reports within four months (July 2026); CEs at NRIP from Autumn 2026
Sectors
Domains
Depends On
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