Question

有一段英文需要翻译。能帮帮我吗？请尽量通顺些。

1. IntroductionThe 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.

Answer 1

1。IntroductionThe核工业和美国核RegulatoryCommission)明确地描述认出了importanceof核武器计划,管理和组织因素造成的后果中,facilitysafety三里岛事故
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
切尔诺贝利事故后,国际核安全咨询集团(INSAG)介绍这个术语的安全文化”指这样一个managementand组织因素都是重要的安全
3.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
虽然INSAG打算的安全文化的记录所有相关管理和组织因素safeplant操作,许多研究人员使用术语morenarrowly。“安全文化”通常用来表示一个elementof组织文化,这反过来,是thebroader术语的一个组成部分,它的管理与组织factors. '虽然主要事故往往涉及到一个不安全行为采取行动(orfailure)以个别的,他们可能还需要一个组织的条件时才能被感觉到由可以放大将来要为后果付出代价。国家研究理事会的调查这起事故的TMIreported各位委员和公众,onetheme贯穿这结论。我们所达成的主要deciencies就是今天在商业反应堆安全不是硬件问题,他们是managementproblems
4 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 o
后来的报道说,国家研究理事会,因为itspart,几乎已经忽略了这个关键领域operatortraining、人为因素managementand技术qualications工程、效用。那句话捕捉概述粘土矿物的大部分时间里,国家研究理事会的监督管理的议程theyears证明事故,以及工业'sagenda以提高和改善工厂的运作。post-TMI国家研究理事会的行动计划包括一个大把问题在一般的航向人为因素。qualications Themajor类别包括操作员,stafng训练水平和工作条件、人机界面、应急操作程序,humanreliability effective-ness、组织与管理。独立的措施,国家研究理事会进行了,看见一个需要提高的热土核营运组成的质量。核能研究所的操作wasestablished电力设施,o型
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