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Three levels of safety culture Although safety culture can be said to be composed of institutional and personal responses from a performance perspective, from the perspective of the safety culture construction system, it can be divided into three levels, namely the decision-making layer, management and personal safety culture components. 1. Requirements for the decision-making layer For important activities, human behavior is always dominated by the requirements put forward by the top leaders. The highest leaders affecting the safety of nuclear power plants are the legislative and management departments. * * The foundation of safety culture has been laid. The above spirit also applies to any unit. The policies implemented by the decision-makers create the working environment and govern everyone's behavior. (1) Publish safety policy All units engaged in activities related to the safety of nuclear power plants must publish a safety policy statement to make their responsibilities widely known and understood by everyone. The statement serves as a guide for all staff and declares the unit's goals and managers' public commitment to the nuclear power plant. (2) Establish a management system. The implementation of safety policies first requires a clear responsibility system for safety matters. Independent nuclear safety activity supervision agencies should be established within some large units that have an important impact on the safety of nuclear power plants. (3) Provide sufficient human and material resources necessary to ensure safety. (4) Self-improvement As a policy, each unit should conduct regular reviews of the work of departments related to nuclear power plant safety. 2 Requirements for Management Everyone's work attitude is deeply affected by their respective work environment. The key to building a personal safety culture is to form a work environment conducive to safety and develop a work attitude that values safety in practice. The responsibility of managers is to carry out such safety practice activities in accordance with the safety policies and goals of the unit. (1) The approach to establishing a safety culture by clarifying the division of responsibilities is largely consistent with the requirements for establishing an effective management organization. Single, clear authority makes everyone's responsibilities clear. Nuclear power plants should clearly and clearly define the responsibilities of each person in writing, and ensure that there are no duplications, omissions or ambiguities. Each person's division of responsibilities should be reviewed and approved by the superior. Managers should make everyone understand not only their own responsibilities, but also the responsibilities and interfaces of their colleagues around him and their departments. Power plant operating units bear legal responsibility for power plant safety. In power plants, special emphasis should be placed on the responsibilities of the plant director and operating departments. The operating organization is obliged to verify that the units providing technical support to the nuclear power plant have effectively fulfilled their responsibilities. (2) Arrangement and management of safety work Managers should ensure that work related to nuclear safety can be completed strictly as required. The operating unit should establish a complete system of regulations, systems and procedures, and ensure the effectiveness of its implementation through appropriate controls and inspections. The operating unit is also obliged to urge its cooperating units to pay equal attention to safety and quality. (3) Personnel qualification review and training managers should ensure that their subordinates are fully qualified for the jobs they undertake. This requires strict selection and appointment and continuous training to achieve. For key positions in power plant operation, physiological and psychological factors should also be considered. Managers must not only instill technical skills in every staff member and train them to strictly abide by work procedures * habits, and they should be given more extensive training so that everyone understands the importance of their work and the consequences of mistakes due to misunderstanding and lack of caution. Conversely, they may turn a blind eye to nuclear safety issues that arise, or they may take erroneous actions due to a lack of awareness of risks. (4) Reward and Punishment Managers should encourage those who have outstanding performance in nuclear safety and provide certain material rewards, and should not make the reward system only encourage high-productivity individuals who endanger safety. For mistakes that occur, we should learn more lessons from them instead of just blaming them. Managers should encourage everyone to discover shortcomings in their own work and actively improve them. However, managers are responsible for taking disciplinary action for recurring problems or serious lapses that would otherwise compromise safety. However, the specific punishment should not make personnel want to hide their mistakes. (5) Supervision, review and comparison In addition to implementing quality assurance measures, managers are also responsible for implementing a set of supervisory measures, such as regular reviews of training plans, personnel appointment procedures, work methods, document management and quality assurance systems. The above review should be arranged according to the specific work. When inspecting the effectiveness of the safety management system in a power plant, it is best to invite experts to evaluate and recommend improvement measures. The power plant should have a dedicated department responsible for collecting and studying the experience, research results, technology development, operating data and events of great significance to safety of relevant departments in order to benefit from them. 6) Commitment to ensure that employees act in accordance with established principles and benefit from them. At the same time, managers should lead by example to ensure that employees have continued enthusiasm for pursuing high standards of work performance. 3 Personal responses As mentioned before, establishing safety culture is the responsibility of everyone at all levels. Those who have a good sense of safety culture at work should also have the following qualities: Ø The work attitude of exploration requires individuals to carefully think about all safety-related issues at work before starting any safety-related work, especially a new job, so as to have a full understanding of accidents at work. Ø Rigorous working methods require everyone to strictly follow procedures and treat all accidents at work with caution, so as to nip them in the bud. Ø Mutual communication work * Habits require superiors, subordinates and individuals to communicate and transfer information correctly and fully to each other in order to correctly understand the work, grasp the situation, seek help and learn from each other. * . Ø The owner spirit can truly understand that power plant safety is also an issue directly related to personal interests, and can actively respond to all safety-related matters in the power plant with an ownership attitude. The above aspects are all part of cultivating a good personal safety culture. It requires everyone to not only clearly understand their own work tasks, procedures, and necessary skills, but also to fully analyze, predict, and prevent any accidents and anomalies at work. In addition to possessing these exploratory attitudes and working methods, it also requires the ability to communicate with personnel from other relevant departments. * Habits and personal dedication will be critical to safety.