WANO组织核安全八项原则英文版WanoGuidelineGL02.docx

WANO组织核安全八项原则英文版WanoGuidelineGL02.docx

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WANO组织核安全八项原则英文版WanoGuidelineGL02

PrinciplesforaStrongNuclearSafetyCulture

1.EveryoneisPersonallyresponsiblefornuclearsafety

2.Leadersdemonstratecommitmenttosafety

3.Trustpermeatestheorganization

4.Decision-makingreflectssafetyfirst

5.Nucleartechnologyisrecognizedasspecialandunique

6.Aquestioningattitudeiscultivated

7.Organizationallearningisembraced

8.Nuclearsafetyundergoesconstantexamination

1.EveryoneisPersonallyresponsiblefornuclearsafety

Responsibilityandauthorityfornuclearsafetyarewelldefinedandclearlyunderstood.

Reportingrelationships,positionalauthority,staffing,andfinancialresourcessupportnuclearsafetyresponsibilities.Corporatepoliciesemphasizetheoverridingimportanceofnuclearsafety.

Attributes:

·Thelineofauthorityandresponsibilityfornuclearsafetyisdefinedfromtheboardofdirectorstotheindividualcontributor.Eachofthesepositionshasclearlydefinedroles,responsibilities,andauthorities,designatedinwritingandunderstoodbytheincumbent.

·Supportgroups,suchashumanresources,laborrelations,andbusinessandfinancialplanning,alsounderstandtheirrolesincontributingtonuclearsafety.

·Peopleandtheirprofessionalcapabilities,values,andexperiencesareregardedasthenuclearorganization’smostvaluableasset.Staffinglevelsareconsistentwiththedemandsrelatedtomaintainingsafetyandreliability.

·Boardmembersandcorporateofficersperiodicallytakestepstoreinforcenuclearsafety,includingvisitingsitestoassessmanagementeffectivenessfirst-hand.

·Thelineorganization,startingwiththechiefexecutiveofficer,istheprimarysourceofinformationandtheonlysourceofdirection.Otherparties,suchasoversightorganizationsandcommittees,reviewboards,andoutsideadvisors,whoprovidemanagementinformationessentialtoeffectiveself-evaluation,arenotallowedtodiluteorunderminelineauthorityandaccountability.

·Allpersonnelunderstandtheimportanceofadherencetonuclearsafetystandards.Alllevelsoftheorganizationexercisehealthyaccountabilityforshortfallsinmeetingstandards.

·Relationshipsamongutilities,operatingcompanies,andownersarenotallowedtoobscureordiminishthelineofresponsibilityfornuclearsafety.

·Thesystemofrewardsandsanctionsisalignedwithstrongnuclearsafetypoliciesandreinforcesthedesiredbehavioursandoutcomes.

2.Leadersdemonstratecommitmenttosafety

Executiveandseniormanagersaretheleadingadvocatesofnuclearsafetyanddemonstratetheircommitmentbothinwordandaction.

Thenuclearsafetymessageiscommunicatedfrequentlyandconsistently,occasionallyasastandalonetheme.Leadersthroughoutthenuclearorganizationsetanexampleforsafety.

Attributes:

·Managersandsupervisorspracticevisibleleadershipinthefieldbyplacing‘eyesontheproblem’coaching,mentoring,andreinforcingstandards.Deviationsfromstationexpectationsarecorrectedpromptly.

·Managementconsiderstheemployeeperspectiveinunderstandingandanalyzingissues.

·Managersandsupervisorsprovideappropriateoversightduringsafety-significanttestsorevolutions.

·Managersandsupervisorsarepersonallyinvolvedinhigh-qualitytrainingthatconsistentlyreinforcesexpectedworkerbehaviors.

·Leadersrecognizethatproductiongoals,ifnotproperlycommunicated,cansendmixedsignalsontheimportanceofnuclearsafety.Theyaresensitivetodetectandavoidthesemisunderstandings.

·Thebases,expectedoutcomes,potentialproblems,plannedcontingencies,andabortcriteriaforimportantoperationaldecisionsarecommunicatedpromptlytoworkers.

·Informalopinionleadersintheorganizationareencouragedtomodelsafebehaviorandinfluencepeerstomeethighstandards.

·Selectionandevaluationofmanagersandsupervisorsconsidertheirabilitiestocontributetoastrongnuclearsafetyculture.

3.Trustpermeatestheorganization

Ahighleveloftrustisestablishedintheorganization,fostered,inpart,throughtimelyandaccuratecommunication.Thereisafreeflowofinformationinwhichissuesareraisedandaddressed.Employeesareinformedofstepstakeninresponsetotheirconcerns.

Attributes:

·Peoplearetreatedwithdignityandrespect.

·Personnelcanraisenuclearsafetyconcernswithoutfearofretributionandhaveconfidencetheirconcernswillbeaddressed.

·Employeesareexpectedandencouragedtoofferinnovativeideastohelpsolveproblems.

·Differingopinionsarewelcomedandrespected.Whenneeded,fairandobjectivemethodsareusedtoresolveconflictandunsettleddifferingprofessionalopinions.

·Supervisorsareskilledinrespondingtoemployeequestionsinanopen,honestmanner.Theyarerecognizedasanimportantpartofthemanagementteam,crucialtotranslatingsafetycultureintopracticalterms.

·Theeffectsofimpendingchanges（suchasthosecausedbysaleoracquisition,bargainingunitcontractrenegotiations,andeconomicrestructuring）areanticipatedandmanagedsuchthattrustintheorganizationismaintained.

·Seniormanagementincentiveprogrammesreflectabiastowardlong-termplantperformanceandsafety.

·Complete,accurate,andforthrightinformationisprovidedtooversight,audit,andregulatoryorganizations.

·Managersregularlycommunicatetotheworkforceimportantdecisionsandtheirbases,asawayofbuildingtrustandreinforcingahealthysafetyculture.Workerunderstandingisperiodicallychecked.

4.Decision-makingreflectssafetyfirst

Personnelaresystematicandrigorousinmakingdecisionsthatsupportsafe,reliableplantoperation.Operatorsarevestedwiththeauthorityandunderstandtheexpectation,whenfacedwithunexpectedoruncertainconditions,toplacetheplantinasafecondition.Seniorleaderssupportandreinforceconservativedecisions.

Attributes:

·Theorganizationmaintainsaknowledgeableworkforcetosupportabroadspectrumofoperationalandtechnicaldecisions.Outsideexpertiseisemployedwhennecessary.

·Managers,supervisors,andstaffclearlyunderstandandrespecteachother’srolesindecision-making.

·Plantpersonnelapplyarigorousapproachtoproblem-solving.Conservativeactionsaretakenwhenunderstandingisincomplete.

·Single-pointaccountabilityismaintainedforimportantsafetydecisions,allowingforongoingassessmentandfeedbackascircumstancesunfold.

·Opendialogueanddebateareencouragedwhensafetyissuesarebeingevaluated.

Robustdiscussionandhealthyconflictarerecognizedasanaturalresultofdiversityofexpertiseandexperience.

·Decision-makingpracticesreflecttheabilitytodistinguishbetween‘allowable’choicesandprudentchoices.

·Whenpreviousoperationaldecisionsarecalledintoquestionbynewfacts,thedecisionsandassociatedunderlyingassumptionsarereviewedtoimprovethequalityoffuturedecisions.

5.Nucleartechnologyisrecognizedasspecialandunique

Thespecialcharacteristicsofnucleartechnologyaretakenintoaccountinalldecisionsandactions.Reactivitycontrol,continuityofcorecooling,andintegrityoffissionproductbarriersarevaluedasessential,distinguishingattributesofthenuclearstationworkenvironment.

Attributes:

·Activitiesthatcouldaffectcorereactivityareconductedwithparticularcareandcaution.

·Featuresdesignedtomaintaincriticalsafetyfunctions,suchascorecooling,arerecognizedasparticularlyimportant.

·Designandoperatingmarginsarecarefullyguardedandarechangedonlywithgreatthoughtandcare.Specialattentionisplacedonmaintainingfissionproductbarriersanddefense-in-depth.

·Equipmentismeticulouslymaintainedwellwithindesignrequirements.

·Insightsfromprobabilisticriskanalysesareconsideredindailyplantactivitiesandplantchangeprocesses.

·Plantactivitiesaregovernedbycomprehensive,high-qualityprocessesandprocedures.

·Employeemasteryofreactorandpowerplantfundamentals,asappropriatetothejobposition,establishesasolidfoundationforsounddecisionsandbehaviors.

6.Aquestioningattitudeiscultivated

Individualsdemonstrateaquestioningattitudebychallengingassumptions,investigatinganomalies,andconsideringpotentialadverseconsequencesofplannedactions.Thisattitudeisshapedbyanunderstandingthataccidentsoftenresultfromaseriesofdecisionsandactionthatreflectflawsinthesharedassumptions,values,andbeliefsoftheorganization.Allemployeesarewatchfulforconditionsoractivitiesthatcanhaveanundesirableeffectonplantsafety.

Attributes:

·Whileindividualsexpectsuccessfuloutcomesofdailyactivities,theyrecognizethepossibilityofmistakesandworst-casescenarios.Contingenciesaredevelopedtodealwiththesepossibilities.

·Anomaliesarerecognized,thoroughlyinvestigated,promptlymitigated,andperiodicallyanalyzedintheaggregate.

·Personneldonotproceedinthefaceofuncertainty.

·Workersidentifyconditionsorbehaviorsthathavethepotentialtodegradeoperatingordesignmargins.Suchcircumstancesarepromptlyidentifiedandresolved.

·Employeesunderstandthatcomplextechnologiescanfailinunpredictedways.Theyareawarethatlatentproblemscanexist,andtheymakeconservativedecisionsconsideringthispotential.

·Group-thinkisavoidedthroughdiversityofthoughtandintellectualcuriosity.Opposingviewsareencouragedandconsidered.

7.Organizationallearningisembraced

Operatingexperienceishighlyvalued,andthecapacitytolearnfromexperienceiswelldeveloped.Training,self-assessments,correctiveactions,andbenchmarkingareusedtostimulatelearningandimproveperformance.

Attributes:

·Theorganizationavoidscomplacencyandcultivatesacontinuouslearnin