NCSX Hutch Neilson NCSX Project Manager NCSX Team Meeting January 20, 2005 Meeting Our Safety Management Responsibilities

NCSX 2 SLAC Accident: How Could Something Like That Happen? Root Cause: SLAC did not fulfill their responsibilities to provide workers with a workplace free of recognized hazards. SLAC Culture (per Accident Investigation Report) An unstructured and largely undocumented approach to work. Failed to implement improvements in response to warnings and recommendations from previous reviews. Safety was secondary to operations. “Just get the job done.” Issues for NCSX What does it mean to provide a safe workplace? What are our responsibilities? How can we improve?

NCSX 3 We Have Much in Common with SLAC Like SLAC, we are in an intensely competitive field. Continued funding for NCSX construction in these tight budgets requires sustained excellent performance. Like SLAC, PPPL and ORNL are DOE Office of Science Labs Same pressures: rising expectations, ever-tightening budgets. Same management imperatives, e.g. President’s Management Agenda, PARS, Integrated Safety Management, Socio-Economic goals, etc. Our external operating environment is the same as SLAC’s. To have a different outcome, we must act differently.

NCSX 4 What does it mean to provide a safe workplace? Christoph Leeman, Director of TJNAL (another SC Lab) It means having a true safety culture, the set of universally understood rules and values that will make it unthinkable for anyone to take a safety short cut or to stand by and watch one being taken. Rob Goldston, Director of PPPL Attention to safety issues, large and small, and avoiding complacency in dealing with hazardous conditions. We must all continually work to improve our safety performance. GHN, NCSX Project Manager Planning and executing our work so as to excel in all performance measures: safety, quality, cost, and schedule. An environment where everyone believes that, in the case of a conflict, safety takes precedence over all other imperatives.

NCSX 5 What are our responsibilities? As the NCSX project’s core physicists and engineers, we are its leaders. We create the environment that will determine behavior of technicians, subcontractors, visitors, and collaborators on NCSX. We work safely and follow the rules ourselves. We act to ensure that our visitors and subcontractors do the same. We maintain an awareness of the hazards that the people working on our jobs have to deal with. We plan our work carefully, manage risks, and execute in a documented and controlled manner. We do not allow ourselves or others to be placed in unsafe situations and we correct problems when they are discovered or pointed out. We exercise our stop-work authority if the situation calls for it, and support others to do so. ISM means: Safety responsibility goes with our other responsibilities.

NCSX 6 Guiding Principles 1.Line management responsibility for safety. 2.Clear roles and responsibilities. 3.Competence commensurate with responsibilities. 4.Balanced priorities. 5.Identification of safety standards and requirements 6.Hazard controls tailored to work being performed 7.Operations authorization Core Functions 1.Define the scope of work. 2.Analyze the hazards. 3.Develop and implement hazard controls. 4.Perform work within controls. 5.Provide feedback/improvement. Integrated Safety Management

NCSX 7 Discussion: How can we improve? (1) All of us, take PPPL’s hazard awareness course and know what a JHA is. Improve our use of the basic PPPL mechanisms for doing work safely: Work Planning, Job Hazard Analysis, Supervision, Training. Improve visitor management. Ensure that… –All visitors have a clearly identified host, and hosts fulfill their responsibilities for visitor safety. Do we need training? –Visitors are trained and qualified for work they perform while on site. –Visitors over 40 hours/year are GET-trained and PPPL-badged. –Rad. training and dosimeter for people requiring unescorted access to TFTR test cell. Training for procurement technical representatives. –Difficult, because we hire subcontractors with expertise we lack. –Good SOW essential. Address safety issues up front so there no surprises. –Mike Williams will look into training issue. –Responsibilities are not familiar to us, especially the first time we become a tech. rep. DOE lessons-learned web site is a good resource. Organized by hazard.

NCSX 8 Do we understand how to exercise our stop-work authority? Do we need training? –Difficult thing, especially when dealing with experienced, capable people who know what they’re doing. –Exercising stop-work makes it clear that we’re serious. –Formal “training” might be overkill. Training for everything can dilute the impact. But emphasis from mgt. and us reinforcing good work practices helps a lot. Small group meetings. –Create climate where stop-work is well received. We can help by being supportive when it happens. Interaction on safety issues between mgrs. and people doing the work is critical, to make clear we really believe in what we preach. Get co-workers’ feedback, make everyone comfortable to give feedback. Show that you’re willing to incur delay for safety, and real concern that nobody gets hurt. Greg Pitonak: DOE recognizes the project performance pressures placed on us and appreciates our efforts to manage them and put safety first. Discussion: How can we improve? (2)