Nuclear Safety Culture in Manufacturing


Human performance vital for safety culture


The Nuclear AMRC has introduced human performance standards across its operations, to make sure it meets industry expectations for nuclear safety culture.


Human performance is about reducing the risk of human error in all aspects of a business’s operations. It includes a series of error prevention tools which, when used effectively, improve safety and quality performance.


“At the Nuclear AMRC, we recognise that enabling our workforce to carry out their tasks in an environment that promotes good behaviours will help us drive towards our goal of error-free performance,” says Paul Bunting, environmental, health, safety and quality (EHSQ) manager. “By integrating error prevention tools such as pre-job briefings, questioning attitude, procedure adherence, peer checking and self-checking into our normal working practices, we will be able to achieve the highest quality performance in the safest possible manner.”


The programme was led by the Nuclear AMRC’s EHSQ team, working over the past year with specialist trainer Mike Shannon of Human Performance & Leadership Ltd. Human performance tools are an important part of nuclear safety culture, which is vital for companies and institutions working in the industry, Shannon notes.


“The nuclear new build companies require supply chain organisations to be able to demonstrate they have a nuclear safety culture, and their staff understand what they are producing, constructing or building,” he says. “It is important for staff to recognise that a nuclear facility is special and unique. This – along with the human error prevention tools, open reporting and lessons learned combined with good leadership – makes for an excellent nuclear safety culture.”


All Nuclear AMRC staff have now completed training in error prevention tools. Twelve staff members have been accredited as human performance leaders, qualified to observe colleagues as they work and to provide coaching.


“The Nuclear AMRC is an interesting facility in which to introduce a human performance programme, but in many respects is no different to any other organisation,” Shannon concludes. “It is early days on the human performance journey, but as long as the leaders are reinforcing clear standards and expectations, the Nuclear AMRC will continue to make good progress.”


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  • Human Performance & Leadership Ltd:


Article originally published in Nuclear AMRC news Q3 2016