英语翻译1.IntroductionThe nuclear industry and the US Nuclear Re

英语翻译
1.Introduction
The nuclear industry and the US Nuclear RegulatoryCommission (NRC) explicitly recognized the importanceof management and organizational factors to nuclear facilitysafety in the aftermath of the accident at Three Mile Island(TMI) Unit 2.Following the Chernobyl accident,the Inter-national Nuclear Safety Advisory Group (INSAG) intro-duced the term `safety culture' to denote the managementand organization factors that are important to safety [1].Although INSAG intends `safety culture' to capture all themanagement and organizational factors relevant to safeplant operation,many investigators use the term morenarrowly.`Safety culture' is often used to denote an elementof organizational culture,that,in turn,is a component of thebroader term `management and organizational factors.'Although major accidents often involve an unsafe act (orfailure to act) by an individual,they may also involve condi-tions created by an organization that can magnify the conse-quences.The NRC's investigation of the accident at TMIreported to the Commissioners and the public that,The onetheme that runs through the conclusions we have reached isthat the principal deciencies in commercial reactor safety today are not hardware problems,they are managementproblems [2].Later the report stated,The NRC,for itspart,has virtually ignored the critical areas of operatortraining,human factors engineering,utility managementand technical qualications.That sentence captures thebasis for much of the NRC's regulatory agenda in theyears following the accident,as well as the industry'sagenda to improve plant operations.The NRC's post-TMI action plan included a large numberof issues under the general heading of human factors.Themajor categories included operator qualications andtraining,stafng levels and working conditions,the man±machine interface,emergency operating procedures,humanreliability,and organizational and management effective-ness.Independent of the initiatives that the NRC undertook,theindustry saw a need to improve the quality of nuclear opera-tions.The Institute of Nuclear Power Operations wasestablished by the electric utilities that owned and operatednuclear power plants to foster excellence in plantoperations.Condence in facility management and human per-formance within the international nuclear power communitywas severely damaged by the Chernobyl accident in 1986.In its report of the Chernobyl post-accident review meeting[1],INSAG stated that,The vital conclusion drawn is theimportance of placing complete authority and responsibilityfor the safety of the plant on a senior member of the operational staff of the plant.Formal procedures,properlyreviewed and approved,must be supplemented by thecreation and maintenance of a `nuclear safety culture.

1、介绍
在三里岛（TMI）二单元发生事故的余波之中,核工业和美国核管理委员会（NRC）明确地认识到管理和组织因素的重要性.随后的切尔诺贝利事故,国际核安全顾问组织（INSAG）向资助对于安全性很重要的管理和组织因素介绍了“安全文化”这一术语.【1】尽管INSAG打算用“安全文化”来获取对于安全工厂操作意义重大的管理和组织因素,但是很多调查者更加仔细地使用这一术语.“安全文化”是经常被用于资助组织文化的一个元素,同时,也是“管理和组织因素”这一广义术语的一个组成部分.虽然主要事故通常是由于一个个体的不安全行为（或者失败的行为）所引发,但是同样他们也会被能够增强后果的组织创造的条件所带动.在TMI事故的NRC的调查对委员会和公众报告说,有一种我们已经浏览过结论的主题是,主要的在商业上的不足之处是反应堆的安全性不再是设备问题,而是他们管理问题.【2】随后报告陈述了,NRC这个组织,很要命的忽略了操作训练、人类因素工程学、应用管理和技术资格这些至关重要的方面.在事故之后的几年,那个主张获取了大量NRC管理议程的基本方面,并且工业议程也改善了工厂组织.NRC的前TMI行动计划包括在人为因素的主要方向下的大量问题.主要类别包括操作资格和训练、工作人员的等级和工作条件,人机交互、紧急情况操作步骤、人的可依赖性和组织管理成效.NRC所采取的主动权独立性中,工业看到一种对于改善核条件质量的需求.核能操作协会由运作核能工厂强化工厂运营优点的电力应用所建立起来的.在设施管理的信心和人为在国际核能委员会的表现被1986年得切尔诺贝利事故所严重损害.在切尔诺贝利前事故评论会议的报告中,INSAG陈述道,得到的至关重要的结论是,在工厂的操作成熟工作人员中,对于工厂的安全性寄托完全的权威和责任的重要性.正式的步骤,严格的检查和认可,必须被应用于核安全文化的创造和维护.
（我是纯人工翻译的,我是考过GRE的,这种难度不是太难.英文中有很多错误,翻译得挺不容易）