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OSART PROGRAMME

This module covers the larger organizational aspects, safety standards and expectations, planned activities and support, leadership development, and how performance is identified in human, technology, and organizational aspects. It also explores ergonomics, human factors engineering, and safety culture assessment and improvement activities.

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OSART PROGRAMME

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  1. OSART PROGRAMME OSART Modules HTO and L&M Operational Safety Section Helen Rycraft

  2. L&M and HTO Modules Leadership and Management • Larger organisation aspects • Safety Standards and expectations • Planned activities and planned support • Strategies and policies • Vision Mission Objectives and Goals • Leadership development and leadership practices • How performance is identified Human/ Technology / Organization • How Technology has been chosen or modified to support safety during operator use. Ergonomics and HF engineering practice • How the organization (systems, processes, procedures,) works with the human interface –Management in practice • How Human capabilities and vulnerabilities are planned for and managed.-Safe behaviour support in the field • Leadership in the field • Safety Culture assessment and improvement activities • Occupational health with respect to ‘fit for duty’. • How improvement actions are identified and implemented. • Interested parties interfaces Work together to get ‘rounded’ view

  3. Leadership and Management + HTO Leadership and management HTO

  4. L&M L&M HFE process? L&M Description in management system Procurement Design process L&M and HTO HTO HTO Original installation Modification Plant expectations

  5. HTO and Leadership module HTO • Interfaces within operating organization • Interfaces with Corporate • Interfaces with Interested Parties • Communication • HF Management • Continuous Improvement/Learning organization • Safety Culture L&M • Leadership for Safety • IMS • Generic (Management effectiveness) • Responsibility of operating organization • Operating organization structure • Policies Goals and Objectives • Resources and staffing • Non-radiation related safety programmes • Document and records management

  6. HTO and Leadership module HTO • Interfaces within operating organization • Interfaces with Corporate • Interfaces with Interested Parties • Communication • HF Management • Continuous Improvement/Learning organization • Safety Culture GSR part 2SSR 2/2 rev1 Req 2,6 Req 1,5,17, 32 Req 6 Req 3,5 Req 5,6 Req 5,12, Req 1,3,5,6,8,27 Req 2,6,(9),10,11,12 Req 2,5,7,8,9,11,24,27 Req 2,3,6,13,14 Req 1,9,(14) Req 2,6,912,14 Req 1,5,(7)

  7. HTO and Leadership module L&M • Leadership for Safety • IMS • Generic (Management effectiveness) • Responsibility of operating organization • Operating organization structure • Policies Goals and Objectives • Resources and staffing • Non-radiation related safety programmes • Document and records management GSR part 2 SSR 2/2 Req 2 Req 2, 5, 8 Req 6 Req 2, 23 Req1,3,7, Req 2,5,8,9 23,24, Req 1, 10 Req 1,2 Req 10 Req 1,2,3,11 Req 4 Req 5 Req 9 (11) Req 4 Req 1, 2, 3 Req 23 Req 8 Req 11,15,21

  8. Two Prime Standards GSR part 2 • 14 requirements • Fundamental • Leadership for safety • Management for Safety • Culture for Safety • Measurement assessment and improvement SSR 2/2 rev1 • 33 Requirements • Structure • Operational safety • Safety Programmes • Plant commissioning • Plant operations • Maintenance • Prep Decommissioning + Associated Guides

  9. Background • Existing Safety Fundamental principles & standards have requirements in area of Human, Technology and Organization, their interfaces, and Safety Culture. • New standard GSR Part 2 strengthens the Leadership for Safety requirement and is more detailed in the Safety Culture requirements. • Integrated management has been required in the standard since 2006 • SSR 2/2 rev 1 also issued 2016 • OSART review identified the need to strengthen this assessment area and the review of ‘cross cutting’ areas. • Fukushima Daiichi lessons.

  10. The interactions between Human, Technical and Organizational Factors • Shift Pattern design and task profile. • Fatigue management • Procedure design • Training • HuP programmes • Safety Culture assessment and improvement practices. • Human • Age • Physical capability • Cognitive capabilities • Gender • Experience • Education & training • Proficiency • Learning preferences • World view • Sickness absence and stress • … • Risk assessment outcomes and implementation • Hazard and risk prioritisation • HF engineering processes • Safety Equipment • All (safety) outcomes at NPP = • The product of the dynamic interactions of human, technical and organizational factors • Technology • Design - ergonomics and interface • Technical specifications • Procurement and assessment policies • Equipment commissioning • Organization • Administration Controls • Procedures /Process design • Integrated management system • Regulations and requirements • Organizational design/hierarchies • Oversight • Distribution of entitlements/ privileges • Resource management • ...

  11. Leadership Coaches Performance monitoring Gets the performance out of the resources Gets involved and steps into the situation Management Programmes Analyses trends towards goals Puts the resources in place Stands back and plans the next step. Management and Leadership – the differences Both activities communicate 11

  12. Human Factors Environment where the person works The Equipment interface and functionality The design of processes and procedures The organisation of work

  13. Human Performance The mental and physical capability of the person. The reliability of the person. The effectiveness of the person. PLUS Same for the ‘team’.

  14. Example: HTO during Emergency Response • Preparedness • Equipment factors • Response expectations • Capability factors • (resilience)

  15. HTO & Management-in-the-Field • Organisation of work • Planning • Resource management • Set to work procedures • HuP (Pre-Job Brief)? • Controls in place(workplace permits)? • Good communication? • Procedures • Standards expected? • Good quality? • Working environment? • Worker/equipment interface? • Completion handover?

  16. HTO & Leadership-in-the-Field Other in-the-field activities – Checking, Planning input? Leadership activities on plant – Coaching? Observing? Enquiring? Listening? Encouraging? Directing? Feedback? Management Controls and Compliance – standards reinforcing, Authorising, Performance monitoring Communication – type, method, 2 way? Mixed media?

  17. IAEA Safety Culture Characteristics (GS-G-3.1)

  18. Safety Culture and OSART • No • Recommendation • (GSR3/GSR part 2) • Yes • No • Yes Suggestion (GSG3.1/3.5) Good Practice? • Yes • No • Yes Recommendation or Suggestion [GSR3/GSR part 2 GSG 3.1/3.5] Good Practice?

  19. Other Topics • Interested parties communication and relationship building – including regulators • Contractor management in practice. • Fitness for duty – Occupational Health support/programme including mental health • Industrial Safety – integration of risks the field • Any safety/security interface issues?

  20. Teamwork During the OSART Mission … • Reviewers will mainly concentrate on technical issues during their reviews but • they will also be asked take note of facts and features which are relevant to safety culture and HTO. • The LM and HTO reviewer will coordinate their programs

  21. OSART PROGRAMME - Team Work Examples of topics where other team members can contribute LM: All topics, especially quality management, industrial safety and safety indicators, HTO TQ: Training aspects of each area, Competence management OPS: Behavior of operational personnel, housekeeping and labeling (OPS1), fire protection (OPS2), Human performance programs, situation awareness arrangements. MA: Control of Work in progress, Human Error awareness and management, material conditions, FME control, TS: Plant modifications, surveillance testing, fuel management, HRA inside safety cases, OE: Feedback about OE utilization and learning opportunities identification. HOFs identified from OE? RP: Radiation protection culture and ALARA practices CH: Chemicals and other substances in plant – approach to chemical hazards, also process safety awareness. EPR SAMG, Operators training, technology choice and procedure design. SAM: Emergency procedures, Operators training, welfare arrangement

  22. OSART Team Involvement • Facts and issues reviewed by HTO and L&M • The area expert will look at how the staff interact with the organisation and the technology and working spacein their area of expertise. • Cross cutting issues identified during team meetings and discussions.

  23. Example 1 • The Maintenance expert identifies inconsistent standards of applying Human performance tools during maintenance tasks. • The operations expert identifies that only 2 HuP tools were used in the correct way. • The L&M identified that coaching was not an expectation from the management and the use of HuP tools guidance was ambiguous.

  24. Example 2 • The HTO expert identified that the risk assessments were not actively used to inform training with respect to HTO. • The T&Q expert identified that the simulator training program was not reviewed on a regular basis and there was no interface with the technical department. • The OE expert identified that there were examples where the out of date information and procedures were a factor in a serious event.

  25. Example 3 • The Op. Expert has many facts around material conditions – but only in turbine hall. • The Maintenance expert identifies that the resource is stretched for routine non- priority work. And there is a backlog of maintenance jobs. • The L&M expert identifies that there is no discussion around the resource short fall

  26. Example 4 The RP reviewer has a potential issue related to “Instrumentation and equipment for emergency situations” • Fact: The survey meters and electronic dosimeters are all kept at the entrance of the radiation controlled area; there are none at the emergency centres or the assembly points for non-essential workers • Fact: Fire fighters don’t have electronic dosimeters or survey meters at the fire station • Fact: There is no emergency facility to decontaminate personnel outside the RCA When RP reviewer asked why this was not fixed? • This is a low priority. • They don’t see how there could be extensive contamination or large exposure situations outside the RCA. • The Safety Analysis Report shows that the possibility of a release is insignificant, but has not been reviewed in 7 years.

  27. LM& HTO Experts • Based on the information provided from Different Experts the team will be engaged in discussions to define if possible the underlining causes • Where appropriate the LM& HTO expert will formulate the team member concerns in a recommendation/suggestion/encouragment for the attention of the senior plant management.

  28. Good Practice Example • Abnormal Incident Manuals : Validation • Quality of the manual • Verification of alarms and operator indicators • Accessibility • Layout and communication • Potential alternative actions • Task completion requirements including equipment requirements

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