Nuclear Safety Culture Definition Developed from the February 2-4, 2010, NRC Workshop

Nuclear safety culture is the core values and behaviors resulting from a collective commitment by 

leaders and individuals to emphasize safety over competing goals to ensure protection of people 

and the environment. 
Nuclear Safety Culture Traits Master List Developed from All Breakout sessions During the 

February 2-4, 2010, NRC Workshop

All member of the organization understand the vision/mission of the organization - Mission statement of the organization has 

been identified and internalized

Clear and concise safety and health processes

Plant activities are governed by high quality processes and procedures

Lines of authority are clearly understood – who makes or who is involved with the decisions. Decision making authority. 

People are treated with dignity and respect.

Personnel are rigorous in their approach to problem solving

Everyone understands their roles and responsibilities and organizational priorities are established for their work.

Work processes are clearly defined

Safety conscious work environment is fostered

Negative (thou shall not retaliate) vs Positive (encouraging collaboration and zero tolerance for retaliation)

Staff reporting concerns without retribution

Personnel do not proceed in the face of uncertainty

Continuous learning environment is embraced

Employees have confidence that issues are identified, prioritized and resolved in a timely manner.

Opposing views are encouraged at all levels.

Independent critical feedback is sought after and acted upon. Independent assessment, QA organizations, NRC feedback, 

Independent trade organizations, Joint commission brought in for external assessments

Leaders provide timely and effective responses to employee concerns.

Staff receives feedback on their reported concern

Leaders are trusted by members of their organization.

Leaders must demonstrate their commitment to safety by setting and reinforcing high standards.

Management communicates important decisions and their bases

Lines of communication should be open, and management is visible in the field.

Mutual trust between management and employees

Actions must match words

Leadership and management creates the culture in the organization through their behavior

Desired leadership behaviors are factored into succession planning and development

Upper management does not interfere with the findings of oversight organizations and the organizational structure enhances 

the independence of the oversight organizations

Leaders who talk the talk and walk the walk

There is a commitment to maintaining equipment so that everything is in working order.

Individuals are skilled and knowledgeable in their areas of expertise. Encourage people to improve their skill base.

The organization avoids complacency

Positive behavior is rewarded and celebrated.

Organization demonstrates a bias toward problem resolution.

Collective Continuous preoccupation with (the possibility of) failure

Non punitive response to error (i.e. “Just Culture”)

Lines of communication are open and clear between management and the workforce.

Transparency.

Decision making distinguishes between allowable and prudent choices. 

Rewards and sanctions are used to reinforce the desired positive nuclear safety behaviors. 

(Internal) self assessment is encouraged

Use of human error prevention techniques - human performance aspects, schedules have realistic duration. 

Early problem identification is encouraged

Constructive use of operational experience and lessons learned 

“It can’t happen here” attitude is avoided.
Questioning attitude

Fair and consistent discipline in all personnel matters

System exists to track, trend, evaluate, disposition issues and is open to all employees. 

Complete and accurate data is documented and reported to all regulatory and oversight authorities.

Listening is reinforced by actions taken

Quality assurance and employee assurance are independent of the areas they are overseeing.

All employees are held accountable for integrity

Active questioning attitude

Professional [bravery] integrity and a willingness to bring up problems and issues

Pursuing the answer vs. posing the question . ...Pursuing the answer should be encouraged.

Alternative avenues for raising concerns (DPO or ADR) are valued and used

Peer on peer avenue for dealing with Harassment Intimidation Retaliation Discrimination

Continuous learning and continuous feedback

Schedules are realistic and do not challenge safety standards

Critical safety functions are understood and maintained

Tools used to maintain the nuclear safety culture are embraced by the organization and used to improve ALL aspects of 

performance

I will always strive to do better. I will be aware of all conditions in my work area that could produce an incident/injury. I will be 

aware of my own security and report suspicious activities and take responsibility for myself and fellow workers. 

My individual goals and my company goals are tied positively to safety.

In handling/using RAM, the benefits are always commensurate with the risks. I cannot be a “wild cowboy.” 

I understand the things I do in my job is an integral part of what happens to the patient, the public, myself, my coworkers, and 

the environment.

I will get enough sleep before working and leave my work area in a tidy condition.

Commitments by medical professionals to ensure medical procedures that involve nuclear material are conducted safely.

Willingness of leadership to receive/investigate/resolve problems.

Ensure patients are informed of risk/benefit of medical procedures (informed consent)

Behavior attention to details and reporting of problems/unusual occurrences (do the thing right rather than do the right thing)

Staff educated on radiation safety

I will use the right tool for the job and use it properly. I will not take shortcuts or jerry-rig equipment. 

I know how to communicate anything that is out of specification or out of the norm and have the responsibility to do so.

Willingness to continue to learn on the part of the individual and willingness on the part of the management to encourage and 

reward the learning.

I know when to ask for help. (No one knows everything).

Synergism with collaboration

Ownership

Precision

Education focused

Checking yourself (right dose, right drug, “measure twice, cut once”)

Commitment to safety

Perception of risk

Positive attitude of individual

Awareness, education, training

Motivation (of individual)

Keeping up with technology

Self-reporting of shortcomings

Maintaining of SOPs

Frequent communication 

Synergistic collaboration

Report Incidents/Unexpected Occurrences
Self reporting (individual)

Weighs Risks before Jumping In

Challenge Status Quo

The individual recognizes their responsibility in protecting themselves, their coworkers, and their environment

Mentor new workers

Show respect to others

Fixing things right

Take action to correct

Identify unmarked hazards

(Working safely by proper) use of personal protective equipment

Taking ownership

Procedure compliance/follow approved procedures

Verify safety requirements in place

Effective metrics and goals

Participate in training

Receptive to training

Voice Concerns

Trending events and near misses/hits

Good materials/equipment condition

Communicates

Three way communication

Being prepared

Open to outside experience and information

Organizational alignment

Rewarding safe behaviors

Excellence in causal analysis

(Behavioral) Observation program

Situation awareness

Broad, active participation

Accountability

Risk awareness

Take the right action

Measure twice, cut once

Trust but verify

Visibility of management

First hand knowledge of what operators do

Safety first

Complete transparency

Discuss decisions

Inform team members

Broadcast status regularly

Root cause analysis of issues/defects

Failure mode analysis

Validate assumptions and data

Application of lessons learned

Impact of priority

Clear roles and responsibilities

Process ownership

Traceability

Prioritize and eliminate risks early

Self and independent audits
Self-assessment

Healthy corrective action program

A used and useful employee concerns program

Good pre-job briefs

No shooting of the messenger

Honoring input

Ability and confidence to take control

Lines of communication run both ways

Willingness to stop work

Competence commensurate with responsibilities

Adaptability to procedural or priority changes

An obvious safety chain of command

Industry participation and use of industry operating experience

Disaster preparedness

Good shift turnover

Management solicits feedback from workers

Workers involved in identifying and correcting deficiencies
Draft Traits Categorized

System exists to track, trend, evaluate, disposition issues and is open to all employees. 

Risk evaluation program

Failure mode analysis

Trending events and near misses/hits

Validate assumptions and data

Identify unmarked hazards

Excellence in causal analysis

Self and independent audits

Self-assessment

Employees have confidence that issues are identified, prioritized and resolved in a timely manner.

Root cause analysis of issues/defects

Healthy corrective action program

A used and useful employee concerns program

Effective metrics and goals

Tools used to maintain the nuclear safety culture are embraced by the organization and used to improve ALL aspects of 

performance

Nuclear Safety Culture Trait #1 Developed from the February 2-4, 2010, NRC Workshop

Problem Resolution and Metrics

The organization ensures that issues potentially 

impacting safety or security are promptly identified, 

fully evaluated, and promptly addressed and corrected 

commensurate with their significance.
Personal Responsibilities 

and Attitudes

Trait #2 Everyone is personally 

responsible for nuclear safety.

Draft Traits Categorized

** medical materials specific

Self checking

Being prepared, anticipate 

The individual recognizes their 

responsibility in protecting 

themselves, their coworkers, and 

their environment

People are treated with dignity and respect.

Show respect to others

Take the right action

Teamwork

Broad, active participation

Individual self reports

Think before acting

Verify safety requirements in place

Working safely (commited)

Weighs Risks before Jumping In

Positive attitude of individual

I will get enough sleep before working and leave my work area in a tidy condition.

Take action to correct

Lookout for coworkers

Perception of risk

Situation awareness

Collective Continuous preoccupation with (the possibility of) failure

Risk awareness

Process ownership

Safety first

Accountability

Is Accountable

All employees are held accountable for integrity

Ability and confidence to take control

Commitment to safety

Motivation (of individual)

Nuclear Safety Culture Trait #2 Developed from the February 2-4, 2010, NRC Workshop

I will always strive to do better. I will be aware of all conditions in my work area that could produce an 

incident/injury. I will be aware of my own security and report suspicious activities and take responsibility 

for myself and fellow workers. 
In handling/using RAM, the benefits 

are always commensurate with the 

risks. I cannot be a “wild cowboy.” 

(Working safely by proper) use of personal protective equipment

Listens and follows directions

My individual goals and my company goals are tied positively to safety.

Taking ownership

Personnel do not proceed in the face of uncertainty

Staff knowing who to report to and how

I will use the right tool for the job and use it properly. I will not take shortcuts or jerry-rig equipment. 

I know when to ask for help. (No one knows everything).

Ownership

Pursuing the answer vs. posing the question . ...Pursuing the answer should be encouraged.

**Commitments by medical professionals to ensure medical procedures that involve nuclear material are 

conducted safely.

I understand the things I do in my job is an integral part of what happens to the patient, the public, 

myself, my coworkers, and the environment.

Behavior attention to details and reporting of problems/unusual occurrences (do the thing right rather 

than do the right thing)

Use of human error prevention techniques - human performance aspects, schedules have realistic 

duration. 
Processes and procedures

Trait #3

Processes for planning and 

controlling work activities are 

implemented such that safety is 

maintained.

Draft Traits Categorized

* is Power reactor specific

Impact of priority

Measure twice, cut once

Familiarity of SOPs

Clear and concise safety and health processes

Traceability

*Good pre-job briefs

Good materials/equipment condition

Adaptability to procedural or priority changes

Incorporating safety into process

Work processes are clearly defined

Prioritize and eliminate risks early

Procedure compliance/follow approved procedures

Use PPE correctly (personal protective equipment)

(Plant) activities are governed by high quality processes and procedures

Good shift turnover

Quality assurance and employee assurance are independent of the areas they are overseeing.

Precision

Checking yourself (right dose, right drug, “measure twice, cut once”)

Maintaining of SOPs

Nuclear Safety Culture Trait #3 Developed from the February 2-4, 2010, NRC Workshop
Continuous Learning

Trait #4 Organizational learning is 

embraced.

Draft Traits Categorized

Continuous learning environment is embraced

Industry participation 

Uuse of industry operating experience

Open to outside experience and information

Awareness, education, training

continuous improvement

Individuals are skilled and knowledgeable in their areas of expertise. 

Encourage people to improve their skill base.

Everyone understands their roles and responsibilities and organizational priorities are established for their work.

suggests improvements

Mentor new workers

Fixing things right

Constructive use of operational experience and lessons learned 

Disaster preparedness

(Behavioral) Observation program

Competence commensurate with responsibilities

Application of lessons learned

Staff educated on radiation safety

Participate in training

Receptive to training

Continuous learning and continuous feedback

Education focused

Keeping up with technology

I will understand the tasks at hand and follow the procedures implicitly. My quest for knowledge/safety is ongoing

Willingness to continue to learn on the part of the individual and willingness on the part of the management to 

encourage and reward the learning.

Nuclear Safety Culture Trait #4 Developed from the February 2-4, 2010, NRC Workshop
Leadership Safety Behaviors

Trait #5 Leaders demonstrate 

commitment to safety.

Draft Traits Categorized

Listening is reinforced by actions taken

Decision making distinguishes between allowable and prudent choices. 

Organization demonstrates a bias toward problem resolution.

Discuss decisions

Willingness of leadership to receive/investigate/resolve problems.

Management communicates important decisions and their bases

Management in the field enforce standards

Management respects differing opinions

Leaders provide timely and effective responses to employee concerns.

Leaders who talk the talk and walk the walk

Desired leadership behaviors are factored into succession planning and development

Leaders must demonstrate their commitment to safety by setting and reinforcing high standards.

Leadership and Leadership development

Leaders are trusted by members of their organization.

Organizational alignment

Everyone understands their roles and responsibilities and organizational priorities are established for their work.

Management solicits feedback from workers

Clear roles and responsibilities

First hand knowledge of what operators do

Critical safety functions are understood and maintained

An obvious safety chain of command

Personnel are rigorous in their approach to problem solving

There is a commitment to maintaining equipment so that everything is in working order.

Visibility of management

Rewarding safe behaviors

Rewards and sanctions are used to reinforce the desired positive nuclear safety behaviors. 

Positive behavior is rewarded and celebrated.

Actions must match words

Conflict resolution

Schedules are realistic and do not challenge safety standards

Lines of communication should be open, and management is visible in the field.

Mutual trust between management and employees

Nuclear Safety Culture Trait #5 Developed from the February 2-4, 2010, NRC Workshop

Lines of authority are clearly understood – who makes or who is involved with the decisions. Decision making 

authority. 

All member of the organization understand the vision/mission of the organization - Mission statement of the 

organization has been identified and internalized

Independent critical feedback is sought after and acted upon. Independent assessment, QA organizations, NRC 

feedback, Independent trade organizations, Joint commission brought in for external assessments
Leadership and management creates the culture in the organization through their behavior

Honoring input

Upper management does not interfere with the findings of oversight organizations and the organizational structure 

enhances the independence of the oversight organizations
Effective Safety 

Communication

Trait #6

Effective Communication is 

essential to maintain focus on 

Safety

Draft Traits Categorized

** medical specific

Inform team members

Complete and accurate data is documented and reported to all regulatory and oversight authorities.

**Ensure patients are informed of risk/benefit of medical procedures (informed consent)

Trusts

Lines of communication are open and clear between management and the workforce.

Lines of communication run both ways

Synergistic collaboration

Communicates

Three way communication

I will have a clear and open line of communication up and down the chain and no work in a silo

Broadcast status regularly

Communication - frequent, free association, feedback

Synergism with collaboration

Frequent communication

I know how to communicate anything that is out of specification or out of the norm and have the responsibility to 

do so.

Nuclear Safety Culture Trait #6 Developed from the February 2-4, 2010, NRC Workshop
Encouraging Report of Problems

Trait #7

The organization maintains a safety 

conscious work environment in which 

personnel feel free to raise concerns 

without fear of retaliation.

Draft Traits Categorized

Self-reporting of shortcomings

Opposing views are encouraged at all levels.

(Internal) self assessment is encouraged

Trust but verify

Questioning attitude

Staff receives feedback on their reported concern

Peer on peer avenue for dealing with Harassment Intimidation Retaliation Discrimination

The organization avoids complacency

Alternative avenues for raising concerns (DPO or ADR) are valued and used

Voice Concerns

Report Incidents/Unexpected Occurrences

Employee concern program

Workers involved in identifying and correcting deficiencies

Willingness to stop work

Staff reporting on hazardous/risky situations

Safety conscious work environment is fostered

Complete transparency

Employees receive feedback on problems

"It can't happen here" attitude is avoided

Early problem identification is encouraged

Suggest safety improvements

Challenge Status Quo

Staff reporting concerns without retribution

Transparency

Active questioning attitude

Professional [bravery] integrity and a willingness to bring up problems and issues

No shooting of the messenger

Awareness, education, training

Nuclear Safety Culture Trait #7 Developed from the February 2-4, 2010, NRC Workshop
Nuclear Safety Culture Trait #8 Developed from the February 2-4, 2010, NRC Workshop

Respectful Work Environment

Trait #8 Trust and respect permeate the 

organization 

Draft Traits Categorized

Non punitive response to error (i.e. “Just Culture”)

Zero tolerance for retaliation

My qeustions regarding safety are handled in a manner where I am not ridiculed by management and/or my peers

Fair and consistent discipline in all personnel matters