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

2. 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.

3. 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

4. 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 < per 100 FTEs.

5. Project Safety (Contractor/Technical Systems/Collaboration)

6. 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

7. 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

8. 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!

9. 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

10. 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!

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

12. 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