CGNPC Page 1 PU, Jilong China Guangdong Nuclear Power Holding Co.Ltd Shenzhen, China, 518031 2004-07...

CGNPC

PU, Jilong

China Guangdong Nuclear Power Holding Co.Ltd

Shenzhen, China, 518031

2004-07

Preset to the International Conference on Fifty Years of Nuclear Power– the Next Fifty Years

Moscow--Obninsk, 27 June – 2 July 04 Nuclear Safety Culture -- The Wa

y of Thinking

CGNPC

Nuclear Safety Culture -- The Way of Thinking

1 Introduction 2 The process of practicing nuclear safety culture

at GNPS3 Cognition: Whose culture is safety culture? 4 Correct pattern of thinking constitutes the most

important but most difficult part associated with the culture construction

5 Conclusion: Experiences gained associated with the promotion of the construction of safety culture on CGNPC

CGNPC


1 Introduction China Guangdong Nuclear Power Holding

Corporation, Ltd. (CGNPC) was established in May 1994 as a large independent power generation corporation in mainland China. Total asset: 53618 MRMB ( 6460MUSD) Equity: 15546MRMB ( 1873MUSD) Nuclear power units: 2x2, PWR in operation 2-4 PWR in planning

CGNPCDaya Bay NPS (GNPS)Daya Bay NPS (GNPS)

* Rated Output: 2×900 MWe

• Annual Electricity Output:

• 10—12.6 billion kWh

* Reactor:

Model: M310 PWR

Thermal power: 2×2905MW

Operating Pressure: 15.5Mpa

Coolant Temperature:

Vessel Inlet 292.4℃

Vessel Outlet 327.6℃

Effective Coolant Flowrate: 68230 m3/h

CGNPCLing Ao NPS (LNPS)Ling Ao NPS (LNPS)

* Rated Output: 2×900 MWe

• Annual Electricity Output:

10—12.6 billion kWh

* Reactor:

Model: M310 PWR

Thermal power: 2×2905MW

Operating Pressure: 15.5Mpa

Coolant Temperature:

Vessel Inlet 292.4℃

Vessel Outlet 327.6℃

Effective Coolant Flowrate: 68230 m3/h

CGNPCGNPS Off-take and Capability Factor

107.7100.6

115.3 118.1 123.1134.63

140.63 143.65

87. 04 89. 4686. 486. 84

65. 2

72. 56 76. 53 82. 6

0

20

40

60

80

100

120

140

94 95 96 97 98 99 2000 2001

Grid Offtake (100 Gwh) Capability Factor (%)

CGNPCGNPS WANO IndicatorsGNPS WANO Indicators

5

3 3

7 78

7 7

56

32 2

3

56

56

3

1

5

2

0123456789

94 95 96 97 98 1999 2000 2001 2002 2003

超过中间水平项数进入先进水平项数柱形图 3 柱形图 4

CGNPCMilestones of LNPS Unit1

Milestones of U1 Planned AchievedSigning Main Equipment Supply Contracts Oct. 1995 Oct. 25, 1995Effectiveness Main Equipment Supply Contracts Jan. 1996 Jan. 15, 1996Project Commencement July 1996 July 15, 1996First Concrete Pouring May 1997 May 15, 1997Nuclear Island Erection Jan. 1999 Jan. 26, 1999Conventional Island Erection Apr. 1999 Apr. 15, 1999Initial Fuel Loading Dec. 2001 Dec. 8, 2001Initial Criticality Feb. 2002 Feb. 4, 2002Grid Connection Apr. 2002 Feb. 26, 2002End of Performance Test July 2002 May 12, 2002Commercial Operation July 2002 May 28, 2002

CGNPCMilestones of LNPS Unit2

Milestones of U2 Planned AchievedSigning Main Equipment Supply Contracts Oct. 1995 Oct. 25, 1995Effectiveness Main Equipment Supply Contracts Jan. 1996 Jan.15, 1996Project Commencement July 1996 July 15, 1996First Concrete Pouring Jan. 1998 Nov. 28, 1997Nuclear Island Erection Sep. 1999 Sep. 20, 1999Conventional Island Erection Dec. 1999 Dec. 15, 1999Initial Fuel Loading Aug. 2002 July 15, 2002Initial Criticality Oct. 2002 Aug. 27, 2002

Grid Connection Dec. 2002 Sep. 14, 2002End of Performance Test Mar. 2003 Nov. 20. 2002Commercial Operation Mar. 2003 JAN. 10. 2002

CGNPCAchievement of LNPS

Excellent Record of LNPS maintaining continuous safe operations

without unplanned reactor or turbine shutdown from initial fuel loading up to the end of its initial fuel cycle.

CGNPC


Among the numbers of elements contributed to the achievements of CGNPC to date, primarily attributable is to unrelenting promotion and implementation of the nuclear safety culture requirements.

CGNPCNo. 75-INSAG-4:No. 75-INSAG-4:

Thus, we need “all pervading safety thinking”.

CGNPC


Four elements for safe operation Safety management structure: supporting

continuous improvement ； Hard environment: equipment management; Cultural environment ： staff and team ； Technical Innovation: adopt proven technology.

CGNPC


law + public morals = good social orders Provisions + code of behavior = excellent

performances

Safety culture boils down to rigid regulations supplemented by good individual behavior. Safety culture is basically a pattern of behavior embedded in the organization manifested by a common thinking pattern shared by all the staff of the organization.

CGNPC


No. 75-INSAG-4 highlights: questioning attitude rigorous and prudent approach communication.

in light of CGNPC circumstances and Chinese specific conditions, we need identifying complementary requirements : a keen sense of responsibility correct comprehension and perception good skills healthy psyche.

These features are all-important and self-explanatory, although they are absolutely necessary to the Chinese.

CGNPC

2. 2. The Process of Practicing Nuclear The Process of Practicing Nuclear

Safety Culture at GNPSSafety Culture at GNPS Cultivation of safety culture at CGNPC started from

the learning altitude. In 1991-1992, a campaign of presentations on INSAG-4.

Mar. 1992 - June 1993, study the Plant Safety and Quality Manual.

From June 1993, a live safety culture indoctrination using live examples to strengthen event analysis and experience feedback mechanisms

from January 1995, improve and enhance experience feedback systems and event analysis methodologies

In January 1996, a nuclear safety culture self-evaluation campaign was conducted.

from 2000, continuous improvement implemented under the guidance of the corporate business plan and the performance indicators system.

CGNPC

2. 2. The Process of Practicing The Process of Practicing Nuclear Safety Culture at GNPSNuclear Safety Culture at GNPS

To answer the doubt that “safety culture was imported culture” and whether it could play any constructive role in China, special comparison made between safety culture and Chinese traditional culture.

The results indicate that safety culture is the crystallization of the advanced culture of the entire mankind including the advanced elements of Chinese culture.

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In actual work, apart from learning and indoctrination, emphasis has been placed on strengthening experience feedback with the results fed back to the training activities. Attention was also paid to internal and external exchanges.

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Intensive efforts were kept up to implement safety culture construction at the grassroots level.

Emphasis was placed by the requirements in Chinese taste : Three “Honests”

• being honest, • behaving honestly • performing honest deeds

Double R, Double S• strict requirements• rigorous organizations• rigid work attitudes • strict discipline

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enforcement of STAR system with continuing emphasis placed on enhancing transparency.

A rigid safety culture construction plan was defined with periodic monitoring imposed.

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33．． Cognition: Whose Culture is SCognition: Whose Culture is S

afety Culture?afety Culture? Safety culture is the leader’s culture.

To build a good safety culture environment in a nuclear power enterprise, the top leaders must serve as living examples and role models for the staff to follow.

A fine example is the best teacher.

CGNPC

33．． Cognition: Whose Culture is SCognition: Whose Culture is Safety Culture:Good Samplesafety Culture:Good Samples

In 1995, during its first refueling outage, the drop time of 7 out of a total of 53 clusters of control rods was found to exceed the acceptance criterion. Safety analysis demonstrated that such event would not adversely affect the nuclear safety in any way.

At a time when GNPS was facing Herculean operational risks, many people held the view that GNPS could continue to operate.

Management at the time resolved that decisions should never be taken on the basis of mere speculation.

As a result, decision was taken to shut down the unit for thorough checking and repairs.

Results of such repairs indicate that this has been an unexpected event arising from the adoption of “unproven improvement”.

CGNPC

33．． Cognition: Whose Culture is Cognition: Whose Culture is Safety Culture:Good SamplesSafety Culture:Good Samples

The single biggest benefit arising from the handling of the above event is the demonstration of the high sense of safety awareness and role model. The management has set a defining example of how to perceive problems from a correct safety perspective.

CGNPC4 Correct pattern of thinking4 Correct pattern of thinking

Correct pattern of thinking constitutes the most important but most difficult part associated with the culture construction

Safety Culture requires that proper implementation of the regulations; codes and individual work attitudes on the part of the individuals translate it into the thinking pattern of each and every staff member.


Regarding culture, we must be highly prudent and cautious.

It is not easy to form habits. When we face major operational pressures, when our performance indicators in certain areas show tendencies of lagging behind, can we still keep calm and impunity? When we get excellent results of operation, Do we still desire to identify our own drawbacks and areas requiring improvements?


What we’ve seen from good performance in 2003?

The case study demonstrates:

1 Even the performance are excellent, there are still some room to improve;

2 The gap between requirements and achievements always exists ,we could never be self-satisfied.

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Numbers of Scram per 7000 hour Numbers of Scram per 7000 hour Critical(GNPS &LNPS)Critical(GNPS &LNPS)

0 0 0 0

3

2

1

3

6

9

6

0

1

2

3

4

5

6

7

8

9

10

94 95 96 97 98 99 2000 2001 2002 2003

次数

CGNPCUnavailability of Safety Systems

专设安全设施性能

高压安注性能 0.004 0.014 0 0.003 0.001 0 0

辅助给水性能 0.001 0.007 0.001 0.009 0.001 0 0.036

应急交流电系统性能 0.014 0.003 0.011 0.008 0.001 0 0.001

97 98 99 00 01 02 03

应急交流电系统2001 WANO年中间值=0. 004

,高压安注辅助给水2001 WANO年中间值=0. 001


Problem: the number of automatic reactor shutdowns over 7000 hours

has been on the increase over the past 3 years following the fine records set in 1998 and 1999.

there is still substantial room for improvement in respect of controls over sensitive equipment identification and human

error prevention. • Equipment management

• Top ten technical issues

• Safety culture:effectiveness of root cause analysis and experience feedback

CGNPC

• Safety culture is closely bound up with national and corporate cultures.

• Safety is the result of collective actions and is dependent upon efforts of each and every member.

• Safety problems arise from extremely trivial and minor aspects that could be easily neglected by the staff.

• Human inadequacies should be addressed from organizational and procedural standpoints.

Key Points About Understanding of Safety Culture

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• No consequence does not mean absence of importance.

• Eyes should look inwards instead of outwards• Corrective actions must start with the leadership

with the finger pointed upwards instead of downwards.

• Safety management structure must be a fully integrated dynamic system

CGNPC


Do dialectically understand and Deal with the relevant categories:

–Safety vs. Security–Leader’s Demo vs. Staff Participation –Performance Results vs. Process Monitoring–Short-term Target vs. Long-term Strategy– Independence vs. Effectiveness of the

Supervision–Transparency vs. Accountability/Penalty

CGNPC55．． CONCLUSIONCONCLUSION

Experiences gained associated with the promotion of the construction of safety culture on CGNPC Safety culture is the common wealth of mankind. However,

actual local conditions should be taken into account with efforts concentrated in the main direction.

The basic requirements of safety culture are complementary to the modern enterprise system.

Insofar as standards or criteria are not lowered, safety culture slogans should be nationalized and localized.

Construction of safety culture must be pinned down to individual working groups at the grassroots level.

Specific efforts must be made to address transparency associated with events and experience feedback.

CGNPC Page 1 PU, Jilong China Guangdong Nuclear Power Holding Co.Ltd Shenzhen, China, 518031 2004-07...

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