Michael Scharfenstein Project ES&H Coordinator Construction Safety Michael Scharfenstein Project ES&H Coordinator

Subcontracted Work Goals GC managed Injury rate concern 120 days of field work remaining The goal is Zero future incidents CF & Technical Systems Installation Maintaining exemplary safety record Direct subcontractor management Detailed work planning As is well known our injury rate for GC managed subcontracted work is a cause of concern. The GC managed work has resulted in recordable injuries (TRCs) that have for the most part become DARTs. This is where our cause of concern lies and will be discussed in this presentation. On a positive note all CF and Technical Systems managed work has been performed w/o injury. Yes, there have been issues – but when immediately addressed positive outcome is achieved. We are working diligently to preserve this record.

Project-specific ISEMS Implementation LCLS Directorate Integrated Safety Management Plan LCLS Work Authorization Procedure LCLS Project ES&H Plan Job Safety Analysis Daily Tailgate Safety Meetings PM/UTR manages each subcontract Leads to success TCCO Project Health and Safety Plan Daily Pre-Task Planning Meeting Pre-Task Checklist Superintendents assigned geographically ISMS Plan provides overarching direction with regard to safety expectations. Work Authorization Procedure – Provides specific direction regarding work planning PO driven / similar to other Lab processes Goal is to ensure that CF1 thru CF5 incorporated into work planning LCLS Project ES&H Plan Sub produces site safety plan which we review to assure they recognize the hazards (CF1 & 2) JSA & Tailgate are further refinements of the analysis process (CF3 & 4) PM/UTRs monitor the entire process (CF4 & 5) TCCo Supposed to follow the same management model used by LCLS

PROJECT SAFETY EXPERIENCE Through April 2008 DART Rate Total Project Hours 1.8 M Hours worked SubContractors 484 K Hours worked DART Rate 3.7 (9 Incidents) TRC Rate 4.6 (2 Incidents) LCLS Collaboration 1,300 K Hours worked DART Rate 0.3 (2 Incidents) CF Managed Work MMF, Sector 20, Research Yard Demotion, Substation 522, etc, are examples of contracted work managed by CF. Their results speak for themselves. The management of these sub-contractors was not without issues, but the issues were identified and addressed by the CF UTRs in an effective manner. John Galayda set the tone early in the management of sub-contracted work by personally reviewing the UTR work planning packages and insisting on resubmissions until he was satisfied that they understood the details of the work and the level of oversight expected of the UTRs. Project UTRs and Installation managers have the implementation and enforcement of construction safety as a condition of employment. Technical Systems Installation The management of the technical systems installation, beginning with the injector and continuing to today, has been accomplished with a work planning & control process the project developed. The process relies on installation manager ownership of safety planning The process relies heavily on the ISM 5 Core Functions TCCo’s performance is causing us concern and will be addressed in this presentation. Injury rates based on 200 K hours (100 man years) of effort. DOE/SC Goal is a Reportable Case (TRC) rate of < 0.25 and a Days Away, Restricted, or Transferred (DART) rate < 0.65 per 100 FTEs.

Project Safety (Contractor/Technical Systems/Collaboration)

TCCo Incident Distribution * This chart is based on a quarterly grouping beginning in September 2006. We see the change in distribution towards increased injuries. *Initial indicators of weak management stewardship of safety captured as procedural issues are now manifested as injuries. *LCLS PMT becomes enveloped with incidents that begin to occur in April 2007: -- Ground rod -- Back Injury DART -- Concrete pumping DART *TWO Project Safety Analysis (Jan 07 & April/May 07), June BES Review and the July ORO assessments reach similar conclusions regarding the root cause of the project safety issues. Poor work planning by subs Poor work oversight by TCCo

TCCo Stewardship October ’06 thru April ’07 Ramp Up to Full Production : Procedural Violations Stand Down of Construction Activities : All Hands Meeting Review of Work Planning Process for field work – JSA process inadequate Check/correction of existing documentation PMT changes Deficiency Notices May ’07 thru November ’07 Full Production : Injuries Multi-day Stand Down of Construction Activities : Corrective Action Plan Procedural violations transition to injures Paperwork ineffectively utilized by CM/GC and trade contractors PE changes Deficiency Notices & Fines Communication with Corporate TCCo Safety Stewardship Committee Established Full time on-site medic (+30hr OSHA) UTRs added TCCo Stewardship…or how did we get here

TCCo Stewardship cont’d December ’07 thru April ’08 : Injuries continue Two serious injuries associated with one sub PM removed Work stopped 120 Days (to the end of field work) Focus on effective work planning & execution sought Plan for joint observation developed Attendance at daily morning work planning meetings JSA review with workers throughout the day Identification / monitoring of specific trades or tasks for safe work practices Must communicate with the worker The goal is Zero!

CF & Technical Systems Stewardship Excellent Safety Record 100K+ hours w/o injury S20, MMF, Injector, BC 1 & 2 Issues addressed immediately Positive Results Project Managers / UTRs / Installation Managers Direct management of subcontractors Communicate ES&H Expectations Guide them to success Enforcement when needed Thorough Work Planning and Control Aggressive ISM management Ownership of safety a condition of employment The goal is to maintain Zero! At long last lets talk about successes

Current TCCo safety performance is not acceptable Conclusion Current TCCo safety performance is not acceptable LCLS providing more prescriptive direction Maintain CF & Technical System direct managed work performance The goal is Zero!

end of presentation The project has Integrated Safety into the Management of the LCLS Project

Previous Reviews Recommendations Analyze safety data to look for indicators of future injuries Data Sources Safe Performance Observation – derivative of the a DuPont observation system TCCo DB02 Safety inspection data base 6 Week Look-Ahead Schedule Analysis of accident reports Forums to Communicate Information Weekly OAC Meeting & Weekly Safety Stewardship Meeting Bi-Weekly Subcontractor Safety Committee Meeting Provide visible Senior Management leadership in the safety program implementation to demonstrate management commitment Scheduled Senior Project Management Team Safety Walks Bi-Weekly Executive Conference Call Increase the frequency of the “All-Hands Meetings” Met with resistance – work in progress