Human performance tools are methods and instruments for preventing human errors that are mentioned in IAEA documents as components of a strong safety culture (SC). Common human performance tools include clear communication, peer checking, procedure use, and questioning attitudes. These tools help link human performance to SC by promoting personal accountability, questioning attitudes, safety communication, and continuous learning. For human performance tools to be successfully implemented at a nuclear power plant, they must have the involvement and engagement of senior management.

2. Radovan Mráz
WANO-MC On-site representative at Bohunice NPP
Human performance tools

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 Relation between human performance and SC/NSC
 Constituents of personnel errors
 Use of HuP tools in practice
Objectives

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Introduction
 Methods/tools/instrument of human error prevention (HuP tools) are mentioned in
the IAEA documents as SC components.
However, the term HuP tools as such is not used (see “Traits and attributes of a
healthy safety culture”)
 The IAEA and WANO documents use the term human performance in the meaning
 Work of the personnel (i.e., activity, process)
 Result of work (end result)
 Human factor (human effect, human element)
Human factor is a term with multiple meanings referring to ability of human to
make erroneous or illogical decisions in actual situations
 Mixing the meanings of the term “human performance” is especially visible in the
WANO GL 2015-1 document “Implementing a Framework to Significantly Improve
Nuclear Plant Performance”
WHAT IS IMPORTANT:
 Presently we refer to human performance as action.
 “Personnel” implies all the NPP employees from a director to a worker

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 HR department approach (IAEA NG-T-2.7 2013)
 Human performance comprises many variables that influence the observable
behaviours that are used to accomplish specific task objectives, or what we know as
results.
 Human performance levels: organizations, processes, job level or
individual/personal.
debatable aspects of this approach
 “Supervisor” component is missing.
 Job level/immediate duties are expectations that can be either fulfilled or not
we therefor use
 WANO approach (WANO GL 2002-02 )
 Human performance is a series of behaviours executed to accomplish specific task
objectives (results).
 Human performance levels: individual, leader (supervisor), organization
Human performance and SC?
Human performance
Calibrating the system

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Human performance and SC?
Source: Joe McCluskey, WANO

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Link between SC and human performance
Traits of a healthy nuclear safety culture (WANO
PL 2013-01)
HuP tools
(explicitly mentioned)
Individual commitment to safety
1 Personal accountability (PA) Control of human actions (self-checks, mutual
checking, independent verification)
2 Questioning Attitude Questioning attitude
3 Safety Communication (CO) Clear communication
Briefings before and during the job
Management commitment to safety
4 Leadership accountability (LA)
5 Decision making (DM)
6 Respectful working environment (WE)
Management system
7 Continuous learning (CL) Use of operational experience
8 Problem identification and resolution (PI)
9 Environment for raising concerns (RC)
10 Work processes (WP) Proper use and adherence to procedures

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Human performance and organization Errors...
What do we see?

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 Fatigue.
Moral and physical. Decreases capabilities
(decision making, memory, ability to
concentrate, response time)
 Stress
Caused by physical, psychological or
physiological factors. The effects of stress are
individual
 Excessive self-confidence
especially in case of repetitive actions: lack of
careful preparation, confidence in own skills and
knowledge of possible risks
 Lack of confidence/excessive “modesty”
Keeping one’s feeling, opinions, concerns to
oneself, despite the negative development of
the situation
 Lack of knowledge/experience
Lack of knowledge about technology, physical
and chemical phenomena, organization’s
activities
What causes errors (the “dirty dozen”)?
 Lack of awareness
Lack of awareness of the consequences of
actions. Habits of working without paying
attention, forming especially during routine
activities
 Hazardous norms
“Unwritten rules”: Attitude to the procedures
aimed to save time
 Poor communication/ interaction
Important information does not reach the “end
user” or is misunderstood
 Resource planning
Tools, spares, procedures, personnel
 Lack of teamwork
Coordination of activities, interaction, informing
the colleagues
 Interference/interruptions/distractions
Somebody/something interrupts the work,
causing instant switch of attention, loss of
mental focus
 Work “under pressure”
The “pressure” can come from the supervisor,
colleagues, senior managers, “inferred need” to
work fast etc.

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 Human errors are inevitable
 Therefore, the organization must:
 be prepared for them
 find tools, instruments etc. for not allowing human errors to cause the events with
negative impact of safety or production.
 Human performance (human factor) program and HuP tools can be a “future-
oriented/future biased” solution, i.e.:
« this is a method for improving SC and attitude to safety »
Why HuP tools?

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 Clear communication
 Task observation & coaching
 Peer checking
 Point-touch-verbalize
 Independent verification
 Pre-job briefing and on-job briefing
 Post job briefing
 Proper use and adherence to procedures
 Use of operational experience
 Questioning attitude
The most common HuP tools

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 Specialized tools for specific categories of personnel
 For workers
 For supervisors
 Specialized tools for specific jobs
 Generally applicable for everyone (e.g. questioning attitude)
HuP tools categories

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 Engagement of senior management in the implementation of HuP program
 HuP tools must be consistent with/applicable for the conditions of the specific NPP
 Practical training in HuP tools, application of HuP tools every day (the management
follows on the regular basis the application of HuP tools)
How to implement HuP tools?

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 Personnel: delineation of events and near misses, decreased number of personnel
errors and mitigation of their consequences
 Understanding cause and effect dependencies behind the events
 More accurate performance according to the operational limits and conditions
 Safer production activities.
thinking out loud
HuP tools as a constitutive part of the human performance program “protects production
activities against possible hazards caused by human actions” , whereas
occupational/industrial safety - “protects human against possible hazards caused by
production activities”
Additional benefits of HuP tools

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Relation between
Human performance tools and Safety Culture
Comparison

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All individuals take personal responsibility for safety.
 self-checking
 mutual checking
 verification practices
 independent verification
 peer verification
 Procedure Use and Adherence
1. Personal accountability (PA)

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Individuals avoid complacency and continuously challenge existing conditions,
assumptions, anomalies and activities to identify discrepancies that might result in
errors or inappropriate actions.
 Questioning attitude
2. Questioning Attitude (QA)

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Communications maintain a focus on nuclear safety.
 Effective communication
 Three-Way Communication
 Phonetic Alphabet
 Briefings
 Pre-job briefing
 On-job briefing
 Post-job briefing
3. Safety Communication (CO)

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Leaders demonstrate a commitment to nuclear safety in their decisions and behaviours.
 Risk assesment
 Communication Strategy
 Change Management
 Conservative Decision-Making
 Observation program
 Identifying Focus Areas
 Positive Reinforcement
 Coaching and Correcting
4. Leadership accountability (LA)

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Decisions that support or affect nuclear safety are systematic, rigorous and thorough.
 Conservative Decision-Making
5. Decision making (DM)

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Trust and respect permeate the organization, creating a respectful work environment.
 Communication
 Positive Reinforcement
 Culpability Assessment Tool
6. Respectful working environment (WE)

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Opportunities to continuously learn are valued, sought out and implemented.
 Use of operational experience
 Dynamic Learning Activity
7. Continuous learning (CL)

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Issues potentially impacting safety are promptly identified, fully evaluated and promptly
addressed and corrected, commensurate with their significance.
 Identification
 Effective communication
 Questioning attitude
 Self checking
 Peer checking
 Independent verification
8. Problem identification and resolution (PI)

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A safety-conscious work environment (SCWE) is maintained where personnel feel free to
raise nuclear safety concerns without fear of retaliation, intimidation, harassment or
discrimination.
 Effective communication
 Work preparation
9. Environment for raising concerns (RC)

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The process of planning and controlling work activities is implemented so that nuclear
safety is maintained.
 Proper use and adherence to procedures
10. Work processes (WP)

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SC/NSC and human performance are connected
HuP tools are part of human performance
A key prerequisite for successful implementation of HuP tools at a nuclear power plant is
involvement and engagement of the plant senior management.
Conclusions

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 Need to train people to feel that the instruments for preventing human errors are the
right thing (also applicable in private)
 Great care to ensure that the tools do not become a tool for repression
 Safety culture depends on the attitudes and behavior of people, their values, which
strongly depends on the local culture in the region.
 Before we introduce tools to improve the status of SC / NSC should be a self-
assessment (preferably independent) to select the right tool for problematic features
of SC
 Such self-assessment conducted regularly to determine the effectiveness of the tools
Conclusions

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Thank you for attention!