experience and learned lessons in developing safety culture · pdf file ·...

Experience and learned lessons in

developing safety culture in NPP

Owner/Operator organizations

TECHNICAL MEETING ON

INFORMATION EXCHANGE

AMONG EXPERIENCED AND

FUTURE OPERATORS

IAEA, Vienna, Austria

16 – 18 October 2012

Eduard Volkov

Central Institute for Continuing Education and Training

Science Research Center “Prognoz”,

director

2

Lesson learned

SC concept and improvement must be

integrated in all stages of nuclear facility

life cycle

3

Org Culture

Safety

state of ergatic system

(NPP, for example)

external factors

HF Org F

Politic situation

Economic situation

Regulator

Contractors

depends on impact of

is

Basic assumptions

Visible Behavior

Attitudes

Knowledge

Skills

are

are

has

Performance

influence

Management

Processes

Climate

S and other Values

Organization

behavior

based on

are

establish

and share

Org Knowledge

influence

“Safety – Org Culture” interface

Safety is a state of ergatic system when

influence of internal and external factors impact

does not lead to its operation deterioration or

stoppage

is

is

are elements of

Safety Culture

= in case S is integrated in all activities

Suppliers

Stockholders

HRM

KM

Operation

SCM

Others

are

K

managed by

managed by

depends on impact of

Regulator

R&D

Operator

Internal factors

Is different for

4

16,7

9,6

8,4

5,1

26,3

3,8

3,8

4,5

21,8мотивация

ПВЛК

психофизиол.качествафункцион.состояниепроф.компетентностьорг. факторы

соц.-психол.ситуацияэргон. р. места

эргон. документ.

Root causes distribution

Motivation

JRPT

Work place ergonomics

Social politic situation

Document ergonomics

Professional competence

Organizational factors

Physiologic characteristics

Fitness to duty, health

36

5

Lesson learned

Take into account not only human being values

and behavior, but organizational ones too

6

Human performance = f (Motivation; Knowledge, Skills; Operation)

Organizational behavior = F (Culture; Knowledge; Processes)

30%

70%

HP

OB

Distribution of root causes of events

8

HF Reliability

Medical support

HRM

Social security

support Safety Culture

Ergonomic support

Work organization

Psychological

support

Training

Main components of Human Factor reliability

9

Lesson learned

Support organizational processes with

knowledge about human factor

10

Using any instrument for the assessment of

individual characteristic and the whole work with

personnel becomes meaningless, aimless without

existence of the objective requirements to the staff

member, presented by job contents, its nature, job

conditions, parameters of acceptability.

SC issues: organization design

11

Job position

Psychogram

Individual competences profile

Professional competence profile

Main tasks

Main actions

NPP compartment

NPP

mental function

parameters (103)

Individual

competences

Professional

standards

Main work

implementation

tasks

Main actions to

implement work

tasks

Work effectiveness criteria

Work effectiveness

criteria

NPP job

positions

NPP

compartments

KPI for NPP

compartment

KPI

Motivation potential Job

motivator

s

Work environment

Design of job posts (job analysis, competence approach)

Common classifiers

12

0

1

2

3

4

5

6

7

8

9

10

cognitiv

e

motiv

atio

n

achie

vem

ent

motiv

atio

n

alle

gia

nce to

org

aniz

atio

n

decis

ion m

akin

g

responsib

ility

dis

cip

line,

dilig

ence

pote

ntia

l of

adopta

tion

self-c

ontro

l

team

work

leaders

hip

org

aniz

ing s

kills

com

mucativ

eness

analy

ticity

critic

ism

repro

ductiv

e

thin

kin

g

notio

n

manip

ula

tion

atte

ntio

n

sele

ctiv

ity

atte

ntio

n s

tability

pro

cedure

mem

ory

opera

tive m

em

ory

vis

ual p

erc

eptio

n

Psychogramm for job post Shift Manager of Reactor Division

Investigation results: job post competence profiles

13

Competence profile for job post Shift Manager of Reactor Division

0

1

2

3

4

5

6

7

PIDIRDILEQCDOCINFATHTWAPORSPEKNDMSIOPROOROSFSD

Competencies

Degre

e

Abridgements Competence title Abridgements Competence title

PI Interpersonal interaction APO Activity planning and organization

DIR Directiveness and control RSP Responsibility

DIL Diligence EKN Equipment knowledge

EQC Equipment control DM Decision making

DOC Work with documentation SI Information searching

INF Informing OPR Operability

ATH Analytical thinking OOR Orientation on result

TW Teamwork OSF Orientation on safety

SD Self-discipline

Design of job posts

14

ОНИЦ «Прогноз» Абрамова

Happiness

Health

High job results

Family

Home

Material welfare

Interesting job

Children;

Safety;

Comfortable work

environment;

Favourable

climate;

Career …

Psychological

attitudes:

Social attitude

Situation attitude

Aim attitude

Executive attitude Act

Motives

HUMAN VALUES

Sense attitude

Attitude to Safety

Social attitude – civic duty; world-view; human values system; understanding what is good, what is bad; what is honestly, what is corruptly and so on.

Sense attitude. It defines personal sense of work for worker.

Situation attitude. It is formed when environment is estimated. Often to happen when social and sense attitudes are changed by estimation of situation.

Aim attitude appears when aim is formed, when worker knows what to do .

SC in depth

15

Competence “Orientation to Safety”

Worker performs work in accordance with safety priority.

Worker aims, has intention to improve work environment,

documentation, equipment.

16

Scale

A. Intensity and completeness of activity directed at

safety.

B. Breadth of influence

Competence “Orientation to Safety”

17

А.-2 Has inadequate orientation (attitude) for safe work implementation: knows safety requirements

but breaks it with bad intention со злым умыслом нарушает их.

А.-1 Has no orientation (attitude) for safe work implementation: consciously ignores and\or does not

know safety requirements.

А.0 Knows safety requirements and do not break them evidently.

А.1 Has an intention to work safely and\or supports others work safety during a work day.

А.2 Follows safe requirements when job preparation and implementation; notices timely beginning

of declining situation. In accordance with job duties informs and control others supporting

proper safety level.

А.3 Acts in accordance with safety priority. If situation with lack of absence or not enough operative

information acts taking into account risks of the safety decreasing.

А.4 Proposes ideas on SC enhancement and ways how to realize.

А.5 Undertakes efforts to improve safety. Upholds a necessity to follow the safety requirements.

When event situation makes arrangements to prevent the situation aggravation.

А.6 Involves others into SC enhancement process.

А.7

If necessary, risks own health and life to provide safety.

Competency “Orientation to Safety”: Scale A

18

Lesson learned

Use of human factor specialists (psychologists)

makes human factor reliability support more

effective.

19

Nuclear facility Psychological Support Lab

Selection.

Adoptation

Shift manning.

Psycho-physiological monitoring of NPP personnel state.

Participation in an event investigation team.

Participation in Safety Culture improvement process.

Psycho-pedagogic support in training.

Social-psychological monitoring.

Support for managers.

Psychological support for NPP personnel

Psychological rehabilitation for NPP personnel.

MAIN TASKS

20

Lesson learned

Use special tools to train adult people

21

• Conducting lessons and trainings to form, enhance job relevant traits;

• Development recommendations on the individual approach to training;

• Psychological support to simulator training for response to

emergencies ;

• Consulting to the training centre instructors;

• Operative shift manning on base of psychological compatibility.

Psychological support in training

22

Lesson learned

SC: better manage, than operate

23

Basic approaches to Safety Culture improvement

- Proactive approach

- Event-based approach

The improvement strategy of the organizational and psychological factors of the Safety Culture in NPP develops on two

directions:

24

Proactive approach

Analysis and generalization of safety condition information.

Development organizational measures on creation of

psychological conditions which do not allow a possibility for

human errors.

Ongoing diagnostics of NPP operation situation and exposure

latent signs to oncoming danger in acting system.

Safety providing norms development.

Exposure obstacles, which disturb to remove system in necessary

condition.

Development and realization program of the corrective measures,

providing reduction of risk of the emergency processes.

25

0

10

20

30

40

50

60

70

80

90

Paym

ent

Psycholo

gic

al

clim

ate

Lodgin

g

Pre

stige o

f

the job

Medic

al

serv

ice

Incre

ase o

f

qualification

level

Safe

ty c

ulture

priority

form

ing

Managem

ent

impro

vem

ent

Job d

iscip

line

Develo

pm

ent

of

leis

ure

sphere

Public

transport

Safe

ty r

ule

s

and job

pro

tection

Public

cate

ring

sphere

Develo

pm

ent

of

dem

ocra

cy

Job r

outine

Labor

fluid

ity

Pro

vis

ion o

f

childre

n

educational

2001 г.

2003 г.

Proactive approach : Social security monitoring

26

Unconscious Conscious

(violation)

Mistake

(Professional

competence)

slip task

simplification

(short cut)

Full ignorance

of safety rules

task

“rationalization”

Human errors

21,8

4,5

3,8

3,8

26,3

5,1

8,4

9,6

16,7

мотивация

ПВЛК

психофизиол.качествафункцион.состояниепроф.компетентностьорг. факторы

соц.-психол.ситуацияэргон. р. места

эргон. документ.

Motivation

Job relevant traits

Work place ergonomics

Social politic situation

Document ergonomics

Professional competence

Organizational factors

Physiologic characteristics

Fitness to duty, health Human factor specialist

take part in root cause analysis team and used method “Psychological root cause analysis of wrong performance”.

SRC “Prognoz” carries out providing and updates the database as subsystem of the corporation information system based on the results of the human errors psychological analysis and prepares analytical reports for managers and Inspection division of JSC “Concern Rosenergoatom”.

Event-based approach ROOT CAUSE ANALYSIS

27

Lesson learned

Leadership – main factor of success

in SC improvement

28

Str

ate

gy l

eve

l A

dm

inis

trati

ve

le

ve

l

JSC “Rosenergoatom” policy and strategy in SC

improvement

Regulation on SC

monitoring

SC enhancement process regulation

Regulation on

SC group

activity

Regulation on

SC summarized

day

Regulation on interaction with methodological support

organization

Organization Ethic Code

Regular SC improvement process

29

SC self-assessment method

SC self-assessment guide

SC self-assessment software

SC forming and development method for both an

individual and organizational level

Corporate knowledge portal on SC

Tools:

Op

era

tio

nal le

ve

l

Actions on SC enhancement regular process introduction

Ad

min

istr

ati

ve

le

ve

l Regular SC improvement process

30

Corporate knowledge portal on Safety Culture

SC Knowledge

Base

ORGANIZATIONAL

STRUCTURE

PROCESSES

METHODS,

TOOLS

NORMATIVE

DOCUMENTS

SCIENCE

SUPPORT

ORGANIZATIONS

EXTERNAL

SOURCES

METHODOLOGY

EXPERTS

TESAURUS

PROJECTS


31

Lesson learned

Developing SC model, tools to improve you

should use IAEA recommendations, take into

account features of national culture, national

production relations

32

SC methodology

SC

model

Working groups with

NPP personnel

IAEA, WANO, OECD

meetings, working

groups

SC monitoring

results JSC

“Rosenergoatom”

activity results in

SC domain

IAEA documents on SC

Inspections, root

cause

investigations

results

WANO, IAEA

missions

outcomes


33

Organization of

operating

Safety is a clear

realized value

Commitment to

Safety Culture

Clear

responsibility

contribution

Learning

organization

HR

management Managers role


34

Stage 1. Health Check. Group interaction assessment process

SC issues: meeting of cultures

Busher NPP

Training of cross-cultural interaction

35

Stage 1. Health Check. Results of the group interaction assessment

2.5

2.83

3.21

2

2.92

2.45

3.4

3.5

2.2

3.3

2.48

3.09

3.34

2.09

3.09

Способность к командной работе

Создание микроклимата в команде

Коммуникабельность Управление конфликтами

Межэтническая толерантность

Персонал ДАТЭК

Персонал BNPP

Весь персонал смены А

Conflict

management

Team work

Cross-cultural

tolerance Group

culture

Sociability

Russian personnel

Iranian personnel

Average

36

The Code defines united ethics values and behavior

standards for Busher NPP workers which provide the

NPP safety and efficiency.

If we will follow these standards we will reach high

reputation and earn society’s and government’s

respect.

The Code contains behavior standards obligatory for all

Busher NPP workers

Stage2. Ethics Code for Busher NPP personnel

From top management appeal:

37

Ho

ne

sty

Stage 2. Ethics Code: Basic values for Busher NPP personnel

38

Stage 3. Training of cross-cultural interaction

The training is addressed to the Russian and foreign

managers and specialists who take part in nuclear

facilities construction and operation

and

has a goal to harmonize cross-cultural contacts on

both intergroup and interpersonal levels, to prevent

conflicts by means of cross-cultural tolerance

forming.

39


MAIN TASKS:

• to decrease level of preconception to other ethnic

group representatives;

• to develop ethno-cultural sensitiveness;

• to enhance level of ethno-cultural competence;

• to enhance level of empathy;

• to enhance positiveness level of ethnic and other

kinds of social identity;

• to develop readiness to interact with people from

another ethnic group in various social situations.

40


41

Lessons learned

1. SC concept and improvement must be integrated in all stages of nuclear

facility life cycle

2. Developing SC model, tools to improve you should use IAEA

recommendations, take into account features of national culture, national

production relations

3. Take into account not only human being values and behavior, but

organizational ones.

4. Support organizational processes with knowledge about human factor

5. Leadership – main factor of success in SC improvement Leadership –

main factor of success in SC improvement

6. Use of human factor specialists (psychologists) makes human factor

reliability support more effective.

7. Use special tools to train adult people

8. SC: manage, not operate

9. SC: continuing improvement is in focus, not an appraisal

10.Have a patience – culture is a long term changing phenomenon

42

Thank you

for

the attention!

43

2nd International Summer School on

Safety Culture Russian Federation, Saint-Petersburg, 1 - 5 July 2013

More Information: www.scicet.ru

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