Lawrence Berkeley National Laboratory Environment, Safety and Health For Physics (All Permanent Staff) EHS 26 Environment, Health & Safety: Division Director

Lawrence Berkeley National Laboratory

Environment, Safety and Health For Physics

(All Permanent Staff)

EHS 26

Environment, Health & Safety:Division Director

Senior ManagementTraining Program

EHS 26 Revised 9.05 2Lawrence Berkeley National Laboratory

Course Objectives

Review the Integrated Safety Management (ISM) philosophy at LBNL

Apply the Laboratory Integrated Safety Management (ISM) to everyday practices

Describe the roles and responsibilities of Line Management at LBNL

Overview of EH&S tools and resources Provide Incident Prevention Strategies


Integrated Safety Management (ISM) Essentials

Institutional ISM Plan - http://www.lbl.gov/ehs/ism/Title.html

Division ISM Plan – Physics Website http://www-physics.lbl.gov/~fnrosado/PHEHS.html

Seven Guiding Principles:

1. Line management authority and accountability for ES&H

2. Clear roles and responsibilities for ES&H

3. Competence commensurate with responsibilities

4. Balanced priorities

5. Identification of ES&H standards and requirements

6. Establishment of hazard controls

7. Authorization basis

DOE Contract clause mandates the implementation of ISM“Integrate Safety Into Everything!”

Reference Manual Page 5


Integrated Safety Management (ISM)

Line Management Ownership of Safety:

Implement 5 Core Functions of ISM



ES&H Resources

• Division Safety Coordinator http://www.lbl.gov/ehs/html/coordinators.shtml

• EHS Division Liaison http://www.lbl.gov/ehs/html/div_liaisons.shtml

• EHS Subject Matter Experts http://www.lbl.gov/ehs/index.shtml

• EH&S Division, x5514 [email protected]

• Building Manager /Emergency Team Leader https://ehswprod.lbl.gov/ep



Employee/Student Concerns

Have You Heard These Before…

“I’m afraid to report accidents because of consequences.”

“We can’t achieve zero injuries, that’s not practical, why bother?”

“In my culture, to be injured on the job is heroic”.

“We can’t afford to deal with EH&S issues”.

“I don’t have time to worry about safety”.

“In my country we don’t obey traffic/safety signs. They’re just cautionary warnings.”


Managers, Supervisors, PIs, & MentorsDuties

1. Ensure training compliance 2. Personally perform workspace inspections 3. Implement the use of Personal Protective Equipment

and hazard controls

4. Properly store and accumulate waste - Inspect Satellite Accumulation Areas

5. Review formal Authorizations6. Utilize electronic Databases 7. Implement Corrective Actions

8. Communicate safety expectation to your employees9. Invoke Stop Work Authority10. Report all incidents and near misses11. Groups fill out monthly reports



Training Compliance

Update Job Hazard Questionnaire (JHQ)

Review training profile with employee

Conduct and *document On Job Training (OJT)

Follow up on EHS Training email notifications

*See Appendix B-OJT Documentation Form



Workplace Inspections

Personally Conduct workspace inspections quarterly (if not more frequently): Discuss safety awareness with

staff Use the Walk Around Inspection

Checklists Remember to inspect Satellite

Accumulation Areas (SAA) Observe work processes Recognize good work practices

(behaviors) Enter deficiencies Provide follow up communications

on findings and improvements



Hazard Communication Standard

The goals of the Hazard Communication Program are that employees and employers know how to get information about:

• Workplace hazards and controls

• Protecting yourself

• Reducing the incidence of chemical or other hazardous source illness and injuries

Your role is to ensure that your employees:

• Understand the hazard communication program

• Recognize and utilize hazard signs, controls and personal protective equipment

• Can access Material Safety Data Sheets (MSDS)

Environment, Safety and Health


Implement use of Hazard and Environmental Controls

Ensure proper signage is posted

Ensure engineered controls and environmental impact controls are in place (i.e. fume hood, eye washes, exhaust filters, spill containments and emission monitors)

Prevent pollution, minimize waste and conserve resources

Available Training:EHS 348 Chemical Hygiene Safety



Select and Use Personal Protective Equipment Carefully

Manage the use of personal protective equipment (PPE): Choose PPE with care (gloves,

respirators, safety glasses, face shields, lab coats,etc.)

Ensure employees know how to use PPE properly(i.e.: for respirator use, goggles vs. face shield)

Establish a schedule to inspect and replace worn PPE

Properly store PPE when not in use

Available Training:

EHS 348 Chemical Hygiene Safety



Ergonomics

Training is required for those working at computers more than 4 hours/day(EHS 60 Ergonomic for Computer User)

Ergonomic Evaluation recommended (EHS 68 Ergonomic Evaluation)

Supervisor receives email from ERGO Database

Implement and follow up with Ergonomic Evaluation Recommendation

Close out ergonomic evaluation in the ERGO Database (Appendix C-Guide for Supervisors)

Check in with employee periodically or when factors change

Encourage early reporting and early diagnosis from Health Services

Available Training:

EHS 60 Ergonomic for Computer UserEHS 22 Ergonomics for Supervisors



Properly Store and Accumulate Waste

Complete inspections of Satellite Accumulation Areas.

Properly label all waste containers.

Ensure waste accumulation does not exceed 275 days in Satellite Accumulation Area.

Do not overfill waste containers.

Don’t leave chemicals behind!

Available Training:EHS 604 Hazardous Waste GeneratorEHS 622 Radioactive Mixed Waste GeneratorEHS 610 Waste AccumulationEHS 614 Satellite Accumulation Areas Management

(Appendix H – Waste Guidelines)



Maintain EH&S Formal Authorizations and Division Documents

Division Specific Documentation

Formal Authorizations (AHDs, BUA, X-Ray, etc.):

• Obtain a formal authorization, if needed

• Review and maintain current list of users

• Update when there are changes

• Contact your Division Safety Coordinator or your EHS Liaison for help

• Know when to renew the Authorization



Electronic Database Systems

Electronic Databases:

Job Hazard Questionnaire (JHQ) Training Database

ERGO Database - Ergonomic Evaluations

Chemical Management System (CMS)

Hazard Equipment Authorization Report (HEAR)

Occurrence Reporting and Processing System (ORPS)

Corrective Actions Tracking System (CATS)



Identified problems or corrective actions that can not be promptly fixed should be reported to the Division Safety Coordinator Follow up on CATS email notifications Review CATS to identify corrective actions assigned to your group Close out CATS when corrections are completed

Corrective Actions Tracking System(CATS)


Safety Expectation and Communication

Alert your employees of the safety expectations they are held to.

Include safety expectations in performance review.

Be a role model

Share lessons learned and near misses

Provide follow up

Reinforce observed positive safety behaviors

Establish a positive safety astmosphere


Additional Duties

Assure the safety of students, short term guest and visitors

Home Vs. Host Division employees

Alert staff of safety expectations

Conduct or participate in an accident investigation for an injured employee

Conduct occurrence report for a DOE reportable event

Complete a Supervisory Accident Analysis Report (SAAR)



Primary Responsibility of Students

• Student Assistants (Employees) – hiring supervisor has primarily responsibility

• CSEE Interns – Memorandum of Understanding establishes shared responsibility between CSEE Manager and Mentor from various Divisions

• Division Guests (including guest volunteers) – Project manager or “host” has primary responsibility

• Users’ (Guests’) Students – LBNL staff who host user and her/his students has primary responsibility


Challenges for Supervisors of Students

• Student unfamiliar with mentor’s lab/LBNL

• Short ‘learning curve’ for training and getting started

• Student’s desire to prove her/himself – can lead to risk taking

• Students’ notions of “invincibility”:Won’t get hurtWill recover immediatelyErgonomics? – you’ve got to be kidding!

• Students assigned to grad students, post docs, or others who are, themselves, new to the mentor’s lab/LBNL


Consequences of Unsafe acts/behaviors

•Supervisor/line management accountability

•Civil or criminal penalties

•Stopped Work on Research

•Division or Labwide Stand Down

•Student programs close down

•Parental discontent

•Media coverage


Assuring Student Safety

Hold a 1:1 Student Orientation (*Appendix C-Student Orientation Checklist)

Review scope of project/work.

Guide student through Job Hazards Questionnaire (JHQ).

Review JHQ training profile and assist with training enrollment.

(i.e.: provide schedules, location, EHS training Website, etc.)

Orient student to lab practices/attire, procedures, equipment, PPE and

lab personnel (including trainers).

Define what the student can and cannot do, with and without training.

Provide Line of Sight supervision, when training is not complete.

Introduce student to Division Safety Coordinator (DSC), Building

manager and others who have safety roles.

Provide On Job Training (OJT).

Working safely is a condition of the appointment.Failure to comply can lead to immediate dismissal.


ERGONOMICS


Reporting Incidents and Stop Work Authority

Report all incidents and near misses

Invoke Stop Work Authority

Be familiar with the Lab’s incident reporting system

Accidents

Near Misses

Spills

INCIDENTS Lesson Learned

Injury



Notification Summary

Ensure diligence in and clear responsibilities for communicating EHS

incidents within organization, to EHS. It’s The Law. Contact DSC, Liaison, Division Director and/or EH&S directly

- EHS Website (http://www.lbl.gov/ehs/refs/report_accident.shtml)

- Incident Notification/Contact x6999

Provide incident investigation information to EHS Division (and OIA, where appropriate)

Be prepared to participate in ongoing accident investigations and root cause analysis.

EHS EHS INCIDENTINCIDENT

Manager orSupervisor to Notify Division

and EHS Division

Division and EHS jointly

draft notice to DOE Berkeley

Site Office (BSO)



An Injured Employee - Key Supervisor Responsibilities

Medical Response• Minor Injury - Report to Health Services (small lacerations, i.e.,

anything more than a paper cut, to abrasions and contusions)• Major Injury - Call x7911, stabilize injured employee and control the

scene• Bldg 48 – After hours/weekend or for medical transport

Reporting• Supervisor Accident Analysis Reporting

(SAAR) Process. Go to EHS website http://www.lbl.gov/ehs/index.shtml (Groups – Health Services – SAAR)

Assessment and Mitigation of Hazard• Assistance from Division Safety

Coordinator and EH&S Liaisons• Provide Corrective Action(s) - CATS



Basic Requirements of Supervisors Accident Analysis Reporting (SAAR)

System

If you receive an email from the SAAR System, you must:

Submit SAAR within 2 days.

Begin the Accident Investigation and participate in ongoing investigation:

• Determine how the accident happened.

• Identify the root cause(s).

• Identify what could have prevented the accident.(employee actions, manager actions and system changes).

• Develop corrective actions to prevent a recurrence.



Anatomy of an Event:

Event

ErrorPrecursors

Vision, Beliefs,

&Values

LatentOrganizationalWeaknesses

Mission

Goals

Policies

Processes

Programs

FlawedDefenses

InitiatingAction

Vision, Beliefs,

&Values

Time pressureNew taskVague instructions

Engineering ControlsInterlocksDrawingsLabeling

BudgetValuesMaintenance

•Latent Organizational Weakness•Flawed Defenses

•Error Precursors•Initiating Action



Anatomy of an Event

Event

ErrorPrecursors

Vision, Beliefs, &

Values

LatentOrganizationalWeaknesses

Mission

Goals

Policies

Processes

Programs

FlawedDefenses

InitiatingAction

Vision, Beliefs, &

Values

The greatest cause of human error is weaknesses in the organization, not lack

of skill or knowledge



Prevention First and ForemostError Precursors

Task Demands Individual Capabilities

Time pressure (in a hurry) Unfamiliarity w/task / First time

High Workload (memory requirements) Lack of knowledge (mental mode)

Simultaneous, multiple tasks New technique not used before

Repetitive actions, monotonous Imprecise communication habits

Irrecoverable acts Lack of proficiency / Inexperience

Interpretation requirement Indistinct problem-solving skills

Unclear goals, roles, and responsibilities “Hazardous” attitude for critical task

Lack of or unclear standards Illness / Fatigue

Work Environment Human Nature

Distractions / Interruptions Stress (limits attention)

Changes / Departures from routine Habit patterns

Confusing displays or controls Assumptions (incaccurate mental picture)

Workarounds / OOS instruments Complacency / Overconfidence

Hidden system response Mindset (“tuned” to see)

Unexpected equipment conditions Inaccurate risk perception (Pollyanna)

Lack of alternative indication Mental shortcuts (biases)

Personality conflicts Limited short-term memory



Case Study

• Review the case study on Page 28 in the Reference Manual

• Identify the anatomy of this event – what happened.

• Identify error precursor that exist.

• What would you do to prevent this from happening again?

In your Lab? Division? LBNL?

• What corrective actions can be implemented?

• How could this work have been done safely?



Summary

Implement ISM 5 Core Functions on a day to day basis

Utilize tools resources to strengthen safety performance

Gain familiarity with Regulations and Procedure Manual (RPM),

ES&H documents, EH&S resources and tools.

Be a role model: lead by example

Look out for one another: accept and offer suggestions.

Consult Division Safety Coordinator, EH&S Liaison, EH&S

specialists and Human Resources for additional support.

Your personal commitment to safety will be directly reflected

in the safety behavior of your staff.

Our safety record is important to Berkeley Lab’s future!Reference Manual Appendix

Page 27


Additional Information and Graphs…….


Integrated Safety Management (ISM) PUB 3000 – Chapter 1

Safety is incorporated into all aspects of our work, including all stages of a project from project initiation, carrying out the work, to decommissioning.

Establishes clear lines of authority and accountability.“Line Management is accountable for the protection of the public, the workers and the environment and is responsible for integrating ES&H into the work and for ensuring active, rigorous communication with the work force up and down the management line.”

Fulfills contractual obligations by integrating safety management practices with other institutional management practices.


Chemical Management System

Chemical Management System (CMS):

- Bar code chemical containers

- Add new containers to database

- Remove empty containers from database

Available Training: EHS 346 Chemical Management System


Identified problems or corrective actions that can not be promptly fixed should be reported to the Division Safety Coordinator Review LCATS to identify corrective actions assigned to your group Close out LCATS when corrections are completed

LBNL Corrective Actions Tracking System(LCATS)


Criteria AFRD ALSChemical Sciences

Computing Sciences

Directorate EH&S EngrEnviron. Energy Tech

ESD Facilities LSD MSDNuclear

SciencesPhys

Biosci.Physics PGF

Expectation Score

Resources allocated to address ES&H considerations. Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 100%

Evidence of strong ES&H communication. Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 100%

% Work space inspected.100% 100% 100% 100% 100% 100% 100% 100% 100% >90% 100% 100% 100% 100% 100% 100% 100%

Hazards identified and inventoried. Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 100%

% Engineering controls certified and calibrated. 100% 100% 100% 100% N/A 100% 100% 99% 100% 100% 100% 99% 96% 100% 97% 100% 100%

Administrative controls appropriate and maintained. Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Partial 97.9%

Evidence of an effective ergonomics program. Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 100.0%

Peroxide forming chemicals are controlledYes N/A Yes N/A N/A Yes N/A Yes Yes N/A Yes Yes Yes Yes N/A Yes 100%

% SAAs in compliance.100% 100% 100% N/A N/A 100% 100% 93% 98% 93% 95% 93% 100% 100% 100% 100% 100%

% Authorized work w/o major deficiencies. 95% 100% 100% N/A N/A 82% 100% 100% 93% 100% 98% 100% 95% 100% 100% 100% 97.6%

% QA compliance rate.100% 100% 96% N/A N/A 100% 100% 98% 100% 100% 97% 98% 97% 97% 100% N/A 100%

# NCARs. 0 0 0 N/A N/A 0 0 0 1 0 0 0 0 0 0 0 95.2%

Injury & accident case rate (TRC).0.00 1.28 0.00 1.07 2.57

2.51 26% imp.

1.00 1.44 0.005.85 14%

imp.1.63 1.33 0.00 0.00 0.00 1.74 95.8%

Days Away & Restricted Time (DART)0.00 0.00 0.00 0.00 0.21 0.00 0.33 0.48 0.00

4.29 11% imp.

0.00 0.00 0.00 0.00 0.00 1.74 95.8%

% Job hazard questionnaire (JHQ) completed. 94% 99% 93% 93% 96% 99% 100% 95% 96% >90% 90% 95% 97% 97% 90% 96% 100%

% Completion rate of required courses. 93% 95% 90% 95% 89% 95% 93% 91% 92% 95% 93% 93% 94% 94% 90% 97% 97.9%

Waste minimzation (haz., rad., mixed, & sanitary). Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 100%

Managers and staff involved in ES&H feedback and improvement. Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 100%

Workspace safety LCATS completion rate.82% 90% 93% 100% 100% 96% 83% 91% 94% 98% 100% 100% 100% 100% Marginal 100% 91.7%

Programmatic LCATS resolvedPartial Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Partial Yes Partial Yes 93.8%

SAARs properly completed.Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 100%

Division Score 96.8% 100% 100% 100% 95.6% 98.4% 98.3% 100% 96.8% 96.7% 100% 100% 98.4% 100% 95.0% 96.7% 98.3%

Expectations

Divisions

PY04 Division Self-Assessment


FY05 Q2 SC Lab TRC/DART DataTotal Recordable Case (TRC) Rate,First and Second Quarter FY 2005

0.0

0.5

1.0

1.5

2.0

Am

es

AN

L-E

BN

L

Ferm

i

LB

NL

OR

NL

(w/o

SN

S)

PN

NL

PPPL

SLA

C

TJN

AF

Cas

es p

er 1

00 F

TEs SC Target FY 2005

FY 2007

Days Away, Restricted, or Transferred (DART) Case Rate,First and Second Quarters FY 2005

0.00

0.25

0.50

0.75

1.00

Am

es

AN

L-E

BN

L

Ferm

i

LB

NL

OR

NL(w

/oSN

S)

PN

NL

PPPL

SLA

C

TJN

AF

Cas

es p

er 1

00 F

TEs SC Target FY 2005

FY 2007

LBNL is 7th out of 9 labs in TRC

LBNL is 8th out of 9 labs in DART


Categories of 31 Root Causes (per DOE definitions) for 16 Electrical Incidents (2002-2005)

Human Performance , 7

Equipment and/or Material

Problem, 1

Management Problem, 22

Communication, 1

Lawrence Berkeley National Laboratory

Sto

pp

ing

do

or;

Jamm

ed th

um

b

(1 )Computer ergo (5)

Moving/lifting objects (9)

Berkeley Lab FY '05 Recordable Accidents (46 Total)(as of 8/3/05)

LiftingMoving/handling

objects

Slip/fall

Dropped objects

Auto accident

Hot water/steam

Power tool

Debris in eye

Driving

Tape dispenser cutGlassware cut

Repetitive/keyboard


LBNL Injury Cases By Division FY04 vs 05

LBNL TR Cases FY '04 vs FY '05 (as of 8/3/05)0 2 4 6 8 10 12

Advanced Light Source

AFRD

Chemical Sciences

Computing, NERSC

Earth Sciences

Environmental Energy Tech.

Genomics

Life Sciences

Materials Sciences

Nuclear Science

Physical Biosciences

Physics

Business Services

DIR/OPS

Engineering

Environment, Health & Safety

Facilities

ITS Div

LBNL Construction

LBNL Service Subcontractors

Div

isio

n

Number of Cases

FY '04

FY '05


Total Recordable Case Rate and Days Away, Restricted or Transferred Rate

Berkeley Lab Site-Wide TRC & DART Rates

(Includes all construction & service contractors)

3.63

2.44

2.17

2.51

1.17

2.05

1.161.07 1.11

0.45

1.83

0.72

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

FY '00 FY '01 FY '02 FY '03 FY '04 FY '05

TR

C &

DA

RT:

# o

f c

as

es

pe

r 1

00

em

plo

ye

es

pe

r y

ea

r

FY '04App F

FY '04App F

FY '05App F

FY '05

App F

October 1 - July 31

(Data as of 8/1/05)