Abstract

The Three Mile Island Nuclear Plant accident that occurred March 28, 1979 in Pennsylvania was one of the key catalysts in pushing the Nuclear industry to defining and achieving the highest levels of safety and reliability. One of the many responses to the accident included the formation of the Institute of Nuclear Power Operations (INPO) who’s mission is to promote the highest levels of safety and reliability – “to promote excellence” – in the operation of commercial nuclear power plants.

INPO was instrumental in fostering the growth of Human Performance (Hu) ideas, and INPO distributed several manuals and references about Human Performance with a focus of minimizes the frequency and severity of unwanted events. Numerous energy regulators also issued guidance and or mandated requirements for Human Performance programs including United States Department of Energy (DOE) and Canadian Nuclear Safety Commission (CNSC).

INPO and DOE define Human Performance as “A series of behaviors executed to accomplish specific results”. Hu program’s primary goal was to improve human reliability in overall nuclear plant operations by reducing human error through correction of the conditions that cause the errors. Hu programs are as relevant today as they were when they were first implemented as capital markets and ESG rating agencies are increasing requesting improved performance over material organizational risks, particularly within mining.

This presentation will discuss current program design and performance ideas based on deep research and feedback received from Hu practitioner working in the Nuclear industry (generators and suppliers) responsible to Hu program performance.  This presentation will be divided into the following four sections without an outcome to consider how lessons learned in the Nuclear industry can be applied in Mining.

1. 1. Quick overview of industry Hu Tools & Principals,
   2. The importance of ensuring that the larger overall critical control management program (Fatal Risk Protocols) commitments are in place before attempting to integrate Hu Tools;
   3. Importance of customizing and prioritizing Hu tools design based on your organization’s context and critical risks profiles.
   4. Ensuring your Hu Tools design focus not only on what you “don’t what” but also on what you “do what” to achieve.