RAOS Project Oy. Introductory training course SAFETY CULTURE. Author: Sergey V. Isakov

Transcription

1 RAOS Project Oy Introductory training course SAFETY CULTURE Author: Sergey V. Isakov

2 Safety management in atomic industry SAFETY CAN NOT BE FREE OF CHARGE! SAFETY CAN NOT BE MUCH!! PERMANENT SAFETY IMPROVEMENT!!! 2

3 Safety Culture For the first time Safety Culture concept was presented in the report of the meeting to consider the causes and consequences of Chernobyl accident held in Vienna from 25 to 29 August Safety Culture - the assembly of characteristics and attitudes in organizations and individuals which establishes that, as an overriding priority, protection and safety issues receive the attention warranted by their significance. (IAEA Safety Glossary 2007) An organisation's values and behaviors modelled by its leaders and internalized by its members that serve to make nuclear safety the overriding priority (Definition of WANO). 3

4 Safety Culture Main task is safety culture improvement Alexey Likhachev (2016) It is very important that historical safety culture was formed in atomic industry of Russia - Sergey Kirienko (2013) Safety culture a powerful resource of safety improvement Safety Culture software of human brain Safety Culture is such culture of behavior in which worker performs all instructions, rules and requirements when nobody watches him 4

5 Nuclear Safety/Security (IAEA glossary and Russian legislation) Nuclear safety - the achievement of proper operating conditions, prevention of accidents or mitigation of accident consequences, resulting in protection of workers, the public and the environment from undue radiation hazards. Nuclear security - the prevention and detection of, and response to, theft, sabotage, unauthorized access, illegal transfer or other malicious acts involving nuclear material, other radioactive substances or their associated facilities. IAEA Russian legislation Nuclear safety - the property of a nuclear facility that makes a certain probability of impossibility of a nuclear accident. Nuclear safety - the state of people's security against the possible consequences of unauthorized dissemination of fissile materials and against uncontrolled spontaneous chain reaction of nuclear fission. 5

6 Organizational Culture (definitions) Organizational culture (OC) by Brown (1998) "Organizational culture : OC is the pattern of beliefs, attitudes, values that have been developed during organization's history and that to be manifested in its material arrangements and behaviors of its members 3 levels of OC by E. Shein (Iceberg Model) artefacts & behavior (visible level); espoused values: beliefs, values and attitudes (Invisible level); basic underlying assumptions the deepest invisible level of culture ARTEFACTS BELIEFS & VALUES BASIC ASSUMPTIONS 6

7 Organizational Culture: sources National culture by G. Hofstede Power distance - degree of acceptance of unequal distribution of power Uncertainty avoidance avoidance of untypical/unknown situations Individualism vs collectivism, i.e. extent of individual independence vs social cohesion Gender stereotypes (masculinity vs feminism) - degree of distinction of social gender roles Long-term vs short-term perspective Leadership & leaders of the organization The nature of business activities and business environment 7

8 Safety Safety is a state ergatic system when the impact of external or internal factors cannot lead to serious damage or stop the implementation of the Project это External factors Depends on The state of the ergatic system Depends on Internal factors Technology Political situation Economical situation Oversight Suppliers Sub-suppliers Human factor Beliefs Knowledge Skills includes DEFINES Professional activity IS Values, standards, attitudes, rules Goals, principals, symbols. Visible behavior Organizational culture Organization includes Management Processes Psychological climate Organizational knowledges DEFINES Organizational behavior 8

9 Characteristics of a strong safety culture (GS-G-3.5 The Management System for Nuclear Installations ) 9

10 Safety is clearly recognized value A high priority of safety is shown in the documentation, communication and decision-making; Safety is a priority in the allocation of resources; Safety as a strategic goal is reflected in the organization's business plan; The significant majority of staff are convinced that safety and production are inseparable; The decision-making process is based on the overriding priority of nuclear safety; Safe behavior is encouraged in the organization. 10

11 Leadership for safety is clear Senior management demonstrates in practice its commitment to safety; Commitment to safety is shown at all levels of management; Visible safety commitment of senior management; Regular trainings in the field of leadership; The management guarantees the required level of skills and competencies of personnel; All personnel of the organization is involved in the process of safety improvement; Safety is taken into account in the change management processes; Management maintains the atmosphere of maximum openness and transparency in organization; Management is able to resolve conflicts; Communication between managers and personnel is based on trust. 11

12 Accountability for safety is clear Functions and responsibilities are clearly defined (distributed) and understood; All works are carried out in strict compliance with the standards and procedures; Management delegates responsibility (authority) with full (permanent) reporting; Employees of all organizational levels are involved in safety management. 12

13 Safety is learning driven Questioning attitude on all organizational levels; Transparency of root cause analysis of accidents and incidents; Regular self-assessment and independent assessment of safety in organization; Employees of all organizational levels are involved in safety management Organization uses internal and external organizational experience; Systematic improvement through the ability to recognize and diagnose deviations and verify the effectiveness of corrective actions; Continuous monitoring of safety indicators; Professional competencies of employees are improved in planned and systematic way. 13

14 Safety is integrated in all activities Improvement of all types of safety, including occupational health and safety, environmental safety and social safety; High quality of documentation and procedures; High quality of management processes, from planning to implementation and control; The personnel has the necessary knowledge and understanding of working processes; The system of motivation for the safe performance of duties is implemented; Measures for reducing stress, workload and labor intensity are implemented in organization; Cooperation and communication between structural units are encouraged in organization. 14

15 Key safety culture principals of WANO Personal responsibility for nuclear safety of each employee. Leaders demonstrate a commitment to safety. The atmosphere of trust in the organization. All decisions are made taking into account the overriding priority of safety. Nuclear technology is recognized by all personnel as special and unique. The questioning attitude is cultivated. Organizational learning. Nuclear safety is constantly monitored. 15

16 FH1 nuclear safety culture policy statement Fennovoima and RAOS Project are building together a nuclear power plant that must operate safely for at least 60 years. The top management of the companies are proud to undertake this challenge and recognize the vital importance of nuclear safety. To ensure nuclear safety, a strong nuclear safety culture is essential from the very beginning. Top management is fully committed to a high level of safety culture and expects the same commitment from all participants in the project. This means that nuclear safety has an overriding priority in all actions and decisions within the project. To facilitate the priority of nuclear safety, the following safety culture principles have been set, which everyone is expected to follow: 1 Commitment (put safety first, take responsibility, and show a good example) 2 Awareness (know what you are doing and why) 3 Transparency (communicate and co-operate) 4 Continuous Improvement (take initiative and seek to learn more) 16

17 Safety Culture Principles Nuclear safety has an overriding priority in all actions and decisions 17

18 Safety Culture Principles Commitment (put safety first, take responsibility, and show a good example) 18

19 COMMITMENT put safety first, take responsibility, and show a good example -Prioritize nuclear safety in everything you do -Take responsibility for safety, it is everyone s task -Show interest in safety issues, ask and regularly speak about safety -Comply with the processes and procedures defined in the management system -Make sure you know what is your role and what are your responsibilities

20 Safety Culture Principles Awareness (know what you are doing and why) 20

21 AWARENESS Know what you are doing and why -Think before acting -Ask if unsure -Consider the risks and how to mitigate them -Be aware of what your peers are doing -If you see something that may endanger safety, intervene and report -Do not pretend to know or understand everything know your limits

22 Safety Culture Principles Transparency (communicate and co-operate) 22

23 TRANSPARENCY communicate and co-operate -Actively raise safety issues and encourage others to do the same -Listen and seek different opinions -Communicate what you are doing and why -Admit your mistakes and encourage others to do so -Document your actions as well as their reasons -Spread the word on good safety behavior

24 Safety Culture Principles Continuous Improvement (take initiative and seek to learn more) 24

25 CONTINUOUS IMPROVEMENT Take initiative and seek to learn more -Do not settle for the existing, seek to improve -Identify areas to improve safety and propose solutions -Seek to align your work with the overall goals of the Program -Learn from you own and others mistakes -Develop yourself by e.g. participating in trainings -Identify and implement best practices

26 Policy: Management expectations on SC To apply strictly regulated and prudent approach Safety priority is organizational value To report on safety concerns immediately Prevention of identified risks To perform all instructions, rules and requirements even when nobody watches you Overriding priority of safety is recognized value for all staff Pattern of safe behavior of staff Lessons learned, best practices, knowledge management Atmosphere of trust and mutual support in organization

27 RAOS Project Safety Culture policy Development and improvement of Safety Culture (SC) is one of the priorities of RAOS Project. SC management is an essential element of the safety management system, which is part of the management system of RAOS Project. Development and improvement of SC includes a systematic and coordinated activities, methods and means by which RAOS Project maintains a strong safety culture. RAOS Project controls the SC in Sub-suppliers (in all supply chain). RAOS Project controls the availability of needed regulating and methodic documents in the field of SC in Sub-suppliers. 27

28 Main objectives of SC improvement Contribution to achieving the set goals of RAOS Project with strict implementation of the mandatory safety requirements and minimizing of nuclear and radiation risks; Formation, stimulation and development of commitment to safety of RAOS Project staff; Human performance improvement; Achievement and maintenance of indicators of all kinds of safety, occupational safety, environmental protection at the level of best practices; Reducing the number of accidents and incidents; Reducing the number of violations of safety requirement; Reducing the number of defects of equipment produced by Sub-suppliers; Improving the image and ensuring competitiveness of RAOS Project. 28

29 Basic principles of SC development and improvement The principle of minimization It is impossible to eliminate human error, but it is possible to reduce one s probability. To comply with this principle RAOS Project regularly undertakes the following activities for improving the human performance: manufacturing forms of work with staff; training of employee up to a certain level defined by job description, the maintenance and improvement of the qualification; psychological support of employee; analysis and improvement of workplace ergonomics. 29

30 Basic principles of SC development and improvement Principle of preventing It is better to avoid situations provoking errors than to correct errors and eliminate their negative consequences. To prevent disruptions and incidents RAOS Project should continuously improve their management processes and corporate (organizational) culture using international and domestic experience of production activity in the field of nuclear energy use. 30

31 Basic principles of SC development and improvement The principle of openness and trust For implementation this principle RAOS Project management should: Develop and maintain an atmosphere of trust and respect; Motivate employees to inform management about all deficiencies and deviations, hidden defects and hazards in their activity; Encourage questioning attitude, strictly regulated and balanced approach in the implementation of professional activity; Inform employees on safety issues; Develop and maintain no blame culture / blame free culture. 31

32 Fundamental safety principals Ensuring safety as a sustainable outcome of excellence in leadership and management; Effective leadership for safety; Effective management for safety; Integrated management system that makes sure that any requirements will not compromise nuclear safety; Effective SC program ensuring continuous safety improvement. 32

33 Basic approaches The basic approaches used to achieve SC Policy objectives: Use of a unified methodology of Rosatom for SC development and improvement; Integration of SC in all activities of RAOS Project; Application of methods of monitoring, self-assessment (surveys, interview, document review, focus groups, observations), independent assessment of RAOS Project activity in the field of SC; Use of Rosatom s corporate system of staff training in the field of SC. 33

34 RAOS Project management expectations Each participant of Hanhikivi-1 NPP Project (Project) is provided with general SC training and cross-cultural communication training as part of their introduction period and pre-job briefings whenever new safety relevant work is started; Each Project participant demonstrates strictly regulated and prudent approach, questioning attitude and effective communication; Application of requirements, decisions and actions are graded based on their nuclear safety significance; Management of all participating in Project organizations demonstrates visible commitment to nuclear safety and SC; All organizations participating in Project have local regulating documents needed for SC management; Workshops are held to establish shared SC expectations, to highlight good practices, to create understanding, openness and willingness to contribute to achievement of safety goals; Approaches and methods used in SC improvement are periodically reviewed and evaluated to define of their sufficiency and effectiveness. 34

35 Safety Culture Management Tools of prevention of errors: Questioning attitudes Strictly regulated and prudent approach Transparency and communication 35

36 Questioning attitude: Understanding of task; Awareness of personal responsibility; Awareness of affecting of performed works on safety; Understanding of responsibility of other team members; Clear instructions related to unusual circumstances; Readiness to ask help if needed; Prediction of possible errors; Estimation of possible consequences of failures and errors; Planning of measures for prevention of failures in advance; Planning of personal actions in a case of incident and accident. 36

37 Strictly regulated and prudent approach: Understanding of the procedures; Execution of the procedures; Readiness to unexpected events; Stop working and root cause analysis of events affecting safety; Readiness to ask help if needed; Execution of works with special care; Strict adherence to the established sequence of operations. 37

38 Transparency and communication: Obtaining important information from others; Transmittal of important information to others; Informing management and colleagues about planned and unplanned work results, documenting the results; Offering new ideas (initiatives) for safety improvement. 38

39 General Safety Culture Contribution of everyone in operational safety: Actively maintain and enhance safety Do your job well, follow the safety requirements, be professional of the business Thoroughly find out why there was hazardous or potentially hazardous deviation in equipment operation Inform your colleagues about all known factors affecting safety Strengthen control of the equipment, on which deviations from normal operation mode are revealed 39

40 General Safety Culture Before performing each work affecting safety: Get mandatory pre-job briefing Make sure that everything is done for the safe condition of the equipment on your site and everything is provided for the safe performance of the task Make sure that you have correctly understood the task, you know the algorithm for its implementation and you understand the impact of the work on safety Make sure that you have necessary knowledge and skills for the proper and safe performance of the work Find out with whom you will have to interact, have understanding and a clear distribution of responsibilities in the team been provided Find out if anybody in the team has experience of performance of similar work Identify the critical safety factors and risks before performing each work affecting safety Offer in advance the concrete measures (actions) for avoidance of possible errors and for mitigation of identified risks 40

41 General Safety Culture When performing each work affecting safety: Obey all established rules, procedures, regulations and instructions Use the actual rules, procedures, regulations and instructions. If you found inaccurate or incomplete information in the actual documents immediately report the problem to management Perform your work in a safe and reliable way If you detected safety critical problem immediately stop your work and report the problem to management Set an example of discipline, self-control and responsibility in your work Pay close attention to trivia in your work, it helps to reduce the probability of error Avoid overconfidence and complacency in your work, it helps to reduce the probability of error Demonstrate a questioning attitude 41

42 General Safety Culture When performing each work affecting safety: Inform management about all deviations in work and propose measures (actions) for their elimination Actively interact with the team members, do not hesitate to ask your colleagues for advice or help when needed (safe work performance is more important than ambition and personal relationships) Regularly summarize the interim results of the work: what has been done at this stage of the work to improve safety Conduct an analysis of operating experience, record the results of the analysis to the Safety Culture knowledge database of organization Analyze the root causes of unwanted events and take action to eliminate the causes of unwanted events, record the results of the analysis to the Safety Culture knowledge database of organization Appreciate and respect your colleagues, share knowledge, skills and experience with your colleagues 42

43 Criteria for safety culture assessment in subcontractors Group 1. The system of regulatory and methodic documents in the field of Safety Culture (SC). Availability of Safety policy statement. Availability of SC policy statement or the section related to SC policy statement that is included in the Safety policy of organization. Availability of SC Program. Availability of system of regulatory and methodic documents in the field of SC (regulations, guidelines, procedures, methodic recommendations etc.) in organization. Sufficiency of documentation for SC management and its regular updating. Availability of regulatory and methodologic documents (out of the process of SC management), that contain the information related to activity on SC management. Availability of instructions for implementation and monitoring of all works affecting safety. 43

44 Criteria for safety culture assessment in subcontractors Group 2. Strategic plans in the field of SC. Availability of the SC Programme implementation plan. Availability of the documents confirming realization of the SC Programme implementation plan. Group 3. Organizational Structure. Availability of structural or functional units of organization that are responsible for development and improvement of SC. Availability of documentary confirmation of the clear distribution of duties, responsibilities and authorities in the field of nuclear & radiation safety and safety culture management. Availability of SC experts (managers, specialists) in staffing table of organization. Number of workers needed to ensure the safety of organization and their competence complies with requirements of normative legal acts and project documentation.. 44

45 Criteria for safety culture assessment in subcontractors Group 4. Regular activity, management processes. Regular self-assessments and external (independent) assessments of SC, confirmed documentary. Regular assessment of SC level in subcontractors of supply chain. Regular training of workers in the field of SC. Conducting training on cross-cultural communication for workers involved in international projects. Documentary confirmation of inclusion of SC management process into process model of organization. Availability of semi-annual and/or annual reports of organization in the field of SC or section on activity in the field of SC is included in all safety reports of organization. Confirmation of allocation the necessary financial resources to ensure safety in organization. Confirmation of allocation of financial resources to ensure the implementation of SC Program. 45

46 Criteria for safety culture assessment in subcontractors Group 5. Human Resources Management. Confirmation of conducting of general training in the field of SC of workers involved in Project. Confirmation of participation of managers in the training process of workers of organization. Documentary confirmation of participation of workers in the SC events (strategic sessions, summer schools, training workshops, trainings, meetings of working groups) organized by the General Supplier and the Owner of the nuclear facility within Project. The proportion of workers who were trained in the field of SC during reporting period. Availability of the system of motivation of workers on informing the management about any deficiency and deviations in their activity and in activity of organization. 46

47 Criteria for safety culture assessment in subcontractors Group 6. Production forms of work with personnel. Policy statement in the field of safety and policy statement in the field of SC have been communicated to all personnel of organization, including all personnel of subcontractors. Availability and regular updating of posters (or other information sources) devoted to SC (SC propaganda). Mandatory safety briefings for getting admission to each work affecting the safety. Meetings, seminars, conferences within which safety and SC issues are discussed. Quantity of days of informing devoted to SC in organization during reporting period. Periodicity of observation, analysis and assessment of personnel behavior. Availability and effectiveness of voluntary reporting system, including the anonymous messages related to SC. Confirmation of communicating the results of investigations of violations during the works, affecting the safety, to all workers of organization. Availability and accessibility of knowledge database on SC. 47

48 Criteria of safety culture assessment in subcontractors Group 7. Statistical criteria. Quantity of violations of safety requirements associated with the human factor during reporting period. Quantity of repeated violations of standards and rules in the field of safety ensuring and quantity of repeated violations of regulatory and methodological documents in the field of SC during the reporting period. Dynamics of change of injury rate. Dynamics of change of indicators of all kinds of safety (nuclear, radiation, industrial, technical, fire, safety of hydrotechnical installations), occupational safety and health, environmental protection. Dynamics of change of number of accidents and incidents. Dynamics of changes of number of violations of safety requirements. Proportion of failures and defects of equipment caused by the human factor. 48

49 Safety Culture requirements within FH-1 Project 1. Contractor undertakes to develop the following documents, not limited to them: - Safety Culture Program (EPC, E.8, 61); - Safety Culture Program implementation plan (EPC, E.8, 61, A.3, 314). 2. Contractor undertakes to allocate a budget for implementation of Safety Culture Program (EPC, E.8, 98). 3. Contractor provides regular training in the field of safety culture of all its specialists participating in the Project (EPC, E.8, 74-76, 95-a). 4. Contractor regularly conducts safety culture self-assessment and informs the Customer and the Owner of FH-1 Project about the results and procedure of safety culture self-assessment (A.3, 709). 5. Contractor undertakes to appoint specialists responsible for safety culture activity and to determine documentarily their responsibility for safety culture activity (EPC, E.8, 70). 49

50 Safety Culture requirements within FH-1 Project 6. Contractor undertakes to ensure the participation of specialists safety culture events organized by the Customer and the Owner of FH-1 Project, including NSCWG meetings, workshops, conferences, sessions, schools, trainings, etc. on the Project (EPC, E.8, 67). 7. Contractor demonstrates commitment to safety culture principles by formulating expectations in the field of safety culture, informing staff on safety culture expectations, implementing the required organizational practices (EPC, E.8, 64-66). 8. Contractor undertakes to control the safety culture level in organizations of supply chain and to formulate requirements on regular safety culture trainings of all Project participants of organizations of supply chain (EPC, E.15, 329-a). 9. Contractor analyzes and takes into account operating experience (positive and negative) and experience of nonconformity management of organization (A.5, 365, A.3, 315). 10. Contractor undertakes to motivate personnel on safe performance of duties (A.4, 353). 50

51 Safety Culture requirements within FH-1 Project 11. Contractor ensures the involvement of personnel in activities on safety improvement and risk identification (A.3, 317,711, A.5, 318). 12. Contractor provides information exchange in the organization and between organizations (A.4, 319,355). 13. Contractor's Management informs workers on safety concerns (A.3, 316,355). 14. Contractor's Management assesses and controls safety culture level in the organization (A.3, 318). 15. Contractor's Management ensures that working conditions and agreements contribute to safety culture improvement, motivation of employees and increase of their competence (A.4, 353). 16. Contractor creates an atmosphere of openness and trust, free exchange of information, free informing on errors and nonconformities (A.3, 317, EPC, E.15, 329-c). 17. Contractor undertakes to identify and take into account applicable nuclear safety and quality requirements in all decisions and all actions within the Project (A.5, 334). 51

52 Safety Culture requirements within FH-1 Project 18. Contractor provides a regular independent safety culture assessment in the organization (A.3, 712). 19. Contractor's Management system should include procedures that allow the Management to monitor the safety culture level and any changes in it, especially those that indicate a potential reduction of safety culture level (A.3, 318). 20. Contractor's Management system should include procedures that motivate and encourage staff to meet established safety objectives that promote continuous improvement of safety and create an atmosphere of openness and trust (A.3, 317). 21. Contractor's Management system should include procedures for monitoring the effectiveness of trainings and the level of qualifications of personnel in the field of safety culture (A.3, 508). 22. Contractor submits to the Customer all developed or revised documents on safety culture for the Project before the transmittal of these documents to the Owner (Fennovoima Oy) (EPC, E.15, 329-a). 52

53 Safety Culture requirements within FH-1 Project 23. Contractor submits monthly and annual SC reports within the Project to the Customer (EPC, E.15, 329-a). 24. Contractor provides the Customer with all conditions for SC audits and independent assessments of safety culture level (EPC, E.15, 329-a). 25. Contractor ensures the implementation and maintenance of a system of voluntary informing on safety concerns in the organization (EPC, E.8, 85, 87, 95-b). 26. Contractor demonstrates that the organization has enough channels to ensure permanent use of operating experience concerning safety culture activity in the organization (EPC, E.8, 100). 27. Contractor demonstrates the interest of Management in safety culture improvement and the way of incorporation of safety culture management process into the organization's management system (EPC, E.8, 97). 53

54 Safety Culture requirements within FH-1 Project 28. If the results and conclusions on the level and trends of safety culture development in Contractor's organization do not meet the expectations, the Contractor takes measures to remedy the situation (EPC, E8.73). 29. Contractor demonstrates the visible commitment of employees, beginning with Management of the organization, to safety objectives. This means that safety (and in particular nuclear safety) has overriding priority among the requirements of organization s Management, and that Contractor seeks to allocate time and resources for safety improvement (EPC, E8.65). 54

55 References Fundamentals of Russian Federation policy in the field of nuclear and radiation safety for the period up to 2025 approved 01 March 2012 by President of Russian Federation; Rostechnadzor РБ Method of Safety Culture Assessment in Fuel Cycle Enterprises. 2008; IAEA SF-1 Fundamental Safety Principles. 2006; IAEA GSR Part 2 Leadership and Management for Safety. 2016; IAEA INSAG-4 Safety Culture. 1991; IAEA INSAG-15 Key Practical Issues in Strengthening Safety Culture. 2002; IAEA Safety Report Series 11 Developing Safety Culture in Nuclear Activities. 1998; IAEA Safety Report Series 74 Safety Culture in Pre-Operational Phases of NPP Projects. 2012; IAEA Safety Report Series 83 Performing Safety Culture Self-assessment. 2016; IAEA TECDOC-1329 Safety Culture in Nuclear Installations. 2002; YVL A.3 Management system for a nuclear facility; YVL A.4 Organisation and personnel of a nuclear facility; YVL A.5 Construction and commissioning of a nuclear facility; EPC Contract Fennovoima Nuclear Power Project (E.8 Safety Culture). 55

56 Contact information Sergey V. Isakov Safety Culture Manager JSC Rusatom Energo International + 7(495) #5981 SViIsakov@rosatom.ru 56