This is effective presentation for beginners
- 1. Safety Culture A Continuous Journey September 25, 2013 1
- 2. Welcome/Warm-up The webinar will begin shortly, please answer the following questions in the chat window. What are some of the traits that contribute to a positive Safety Culture? What effect does a positive Safety Culture have on safety/security of licensed activities? What kind of outreach have you done in your State? 2
- 3. Safety Culture A Continuous Journey September 25, 2013 3
- 4. Today’s Presenters 4 Cindy Flannery, CHP Senior Health Physicist June Cai Senior Liaison Project Manager
- 5. • Provide a clear and consistent message on the expectations contained in the NRC Safety Culture Policy Statement • Discuss how Agreement States can support the implementation of the policy with their licensees. 5 Objectives
- 6. • What is Safety Culture? • Why is Safety Culture Important? • NRC Safety Culture Activities – Background/Development of NRC’s Policy Statement – Elements of Safety Culture Policy Statement – Case Studies 6 Presentation Overview
- 7. • Not separate or distinct from organizational culture • A goal that sometimes competes with an organization’s primary mission 7 What is Safety Culture?
- 8. • Safety culture is the extent to which safety is emphasized, both formally and informally, by an organization and its members. 8 What is Safety Culture?
- 9. Organizational Culture • “A pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems.” • A combination of the intended (the formal organization) and the unintended (the informal organization) 9
- 10. Culture Resolves Goal Conflicts Every organization must resolve conflicts between sometimes competing goals 10
- 11. Culture Resolves Goal Conflicts The organization’s members (groups and individuals) also daily face goal conflicts in performing their jobs Make local choices among competing goals Take actions that demonstrate goal-conflict resolution 11
- 12. Culture Resolves Goal Conflicts The organization’s culture includes guidance for resolving conflicts between goals 12
- 13. Subcultures • Larger organizations • Work-related factors • Sometimes Geography • Powerful • Inconsistent with overall culture 13
- 14. A workplace free from recognized hazards to safety and health, such as exposure to toxic chemicals or excessive noise. 14 Occupational Safety
- 15. A positive safety culture is to encourage the development of values and behaviors that support the safe and secure use of nuclear materials. 15 Safety Culture
- 16. • Safety culture affects safety performance injury rates accident rates patient safety • Results are supported across industries aerospace, healthcare, manufacturing, construction, agriculture, off-shore oil and gas, highway safety, aviation 16 Why Do We Care?
- 18. 18 NASA’s Space Shuttle Columbia
- 19. “Broken safety culture” at NASA • Ineffective communication • inadequate concern over deviations from expected performance • silent safety program • schedule pressure 19 NASA’s Space Shuttle Columbia
- 20. • Operating experience has demonstrated nexus between safety culture and events • Safety culture contributes to the safe and secure use of radioactive materials • NRC recognizes that licensees bear the primary responsibility for the safe and secure use of nuclear materials, while the NRC, as the regulator, must consider the importance of safety culture in its oversight programs 20 Why is Safety Culture Important to the NRC?
- 21. • Focuses on nuclear power plants • Personal dedication and accountability of all individuals engaged in any activity which has a bearing on nuclear power plant safety • Management fosters the development of a ‘safety culture’ at each facility and promotes a professional working environment in the control room, and throughout the facility, that assures safe operations 21 1989: Conduct of Operations Policy Statement
- 22. • Establish and maintain a SCWE • Intended to assure the freedom of employees in the nuclear industry to raise safety concerns without fear of retaliation • Applies to all NRC-regulated activities of licensees, contractors, and applicants 22 1996: Safety Conscious Work Environment (SCWE) Policy Statement
- 23. • Effective June 14, 2011 • Includes safety culture definition and nine traits • Applies to all regulated entities • Does not address implementation directly • NRC staff is continuing to engage in activities to increase awareness and understanding of the benefits of a positive safety culture 23 2011: NRC Safety Culture Policy Statement
- 24. Sets forth the Commission’s expectation that individuals and organizations performing regulated activities establish and maintain a positive safety culture commensurate with the safety and security significance of their actions and the nature and complexity of their organizations and functions 24 Statement of Policy
- 25. The Commission encourages the Agreement States and other organizations interested in nuclear safety to support the development and maintenance of a positive safety culture, as articulated in the Statement of Policy, within their regulated communities. 25 Applicability to Agreement States
- 26. • The Staff Requirements Memorandum (SRM- SECY-12-0112) from the Commission on the Policy Statement on Agreement State Programs removed references to the Safety Culture Policy Statement. • Policy Statements, to include the Safety Culture Policy Statement, are not a matter of compatibility. 26 SCPS is Not a Matter of Compatibility
- 27. Nuclear Safety Culture is the core values and behaviors resulting from a collective commitment by leaders and individuals to emphasize safety over competing goals to ensure protection of people and the environment. 27 Safety Culture Definition
- 28. Trait: a pattern of • Thinking • Feeling • Behaving Emphasizes safety, particularly in goal conflict situations. 28 Safety Culture Traits schedule production cost
- 29. 29 Safety Culture Traits Leadership Safety Values and Actions Problem Identification and Resolution Personal Accountability Leaders demonstrate a commitment to safety in their decisions and behaviors Issues potentially impacting safety are promptly identified, fully evaluated, and promptly addressed and corrected commensurate with their significance All individuals take personal responsibility for safety Work Processes Continuous Learning Environment for Raising Concerns The process of planning and controlling work activities is implemented so that safety is maintained Opportunities to learn about ways to ensure safety are sought out and implemented A safety conscious work environment is maintained where personnel feel free to raise safety concerns without fear of retaliation, intimidation, harassment or discrimination Effective Safety Communications Respectful Work Environment Questioning Attitude Communications maintain a focus on safety Trust and respect permeate the organization Individuals avoid complacency and continually challenge existing conditions and activities in order to identify discrepancies that might result in error or inappropriate action
- 30. • Existing government reports suggest that PCC/Massey “promoted and enforced a workplace culture that valued production over safety including practices calculated to allow it to conduct mining operations in violation of the law.” • “While violations of particular safety standards led to the conditions that caused the explosion, the unlawful policies and practices implemented by employer were the root cause of this tragedy.” 30 Case Study: April 2010 Upper Big Branch Mine Explosion
- 31. • Senior Management dictates the tone for the balance between safety and corporate performance. • No single event led to this catastrophe -- it resulted from a series of events that were precipitated by a weak safety culture which included the absence of a SCWE. 31 “Lessons Learned” from Upper Big Branch Mine Explosion
- 32. • WMATA failed to replace or retrofit 1000-series railcars, which were shown in a 2004 accident to exhibit poor crashworthiness. • WMATA failed to institutionalize and employ across the system an enhanced track circuit verification test procedure that was developed following a near collision in 2005. 32 Case Study: Washington DC METRO collision
- 33. The story of US Airways flight 1549 contains the same threads of leadership, training, planning and preparation required for any corporation to be sufficiently able to respond when a crisis strikes. This incident reinforces the importance of promoting a positive safety culture by demonstrating how the strong safety culture traits aided the crew in protecting the safety of the passengers. 33 Case Study: US Airways – Forced Landing on Hudson River
- 34. Final Thoughts • Concept of safety culture spans across industries and countries • Safety culture has contributed to many well known events (historical & current) • Field is evolving • NRC continuing education and outreach efforts • Encourage States to continue education and outreach efforts 34
- 35. State Education and Outreach Efforts • Raise safety culture during inspection entrance and exit meetings • Provide information on State websites or through mailings • Presentations during State Regulatory Conferences • Make use of NRC’s educational tools 35
- 36. • Educational Tools Brochures (English and Spanish) Revisable electronic brochure Case Studies/User Guide Posters Pop-ups Presentation template and talking points • NRC safety culture website: http://www.nrc.gov/about- nrc/regulatory/enforcement/safety-culture.html • cindy.flannery@nrc.gov or (301) 415-0223 • june.cai@nrc.gov or (301) 415-5192 36 Resources
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