Integrating Safety Culture into ISMS CH2M HILL Hanford Group

1. Integrating Safety Culture into ISMS CH2M HILL Hanford Group Welcome Safety Topic Reason for the TrainingWelcome Safety Topic Reason for the Training

2. 2 Recent Tank Farm History Numerous challenges over the last 7 years necessitated change*: DOE performance letter in 2001 Multiple Layoffs, mission acceleration, restructuring, funding cuts Significant legacy issues emerged Increased injury and event rates Increased stop works and union grievances Outside interveners *INPO Lesson Learned

3. 3 Current ISMS Strategy Single message of ISMS continuous improvement and integration Integrates various concepts with goal of safe and efficient mission performance Safe work environment (SWE). SWE is a comprehensive safety culture initiative based on INPO/NRC experience and DOE M 450.4-1. HPI tools used to emphasize event prevention. VPP used to emphasize worker involvement.

4. 4 This is where we want to express our one simple ISMS message. ISMS is not just a process. It is not a series of scripted activities or checklists that we follow in a sequential process. Rather it is a dynamic process wherein we continuously evaluate all aspects of safety throughout all design, planning, and execution of tasks. If we were to think of ISMS as �WHAT� we do, then we could view Safe Work Environment (SWE), VPP, and event prevention, and the associated ISMS implementation expectations as the �HOW� we will do things. - Bottom Line: we must walk the talk, change behaviors in the field and go back to basics--- again and again (examples are lockout/tagout; 3-way communication; peer checking in engineering and admin)This is where we want to express our one simple ISMS message. ISMS is not just a process. It is not a series of scripted activities or checklists that we follow in a sequential process. Rather it is a dynamic process wherein we continuously evaluate all aspects of safety throughout all design, planning, and execution of tasks. If we were to think of ISMS as �WHAT� we do, then we could view Safe Work Environment (SWE), VPP, and event prevention, and the associated ISMS implementation expectations as the �HOW� we will do things. - Bottom Line: we must walk the talk, change behaviors in the field and go back to basics--- again and again (examples are lockout/tagout; 3-way communication; peer checking in engineering and admin)

5. 5 SWE Benchmarking Resources NRC Safety Conscious Work Environment Voluntary Protection Program DOE M 450.4-1 INPO safety culture principles INPO Human Performance Improvement (HPI) concepts DNFSB Recommendation 2004-1 Commercial nuclear power problem identification process Safety culture survey tools

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7. 7 Commitment Conservatism in Safety Decisions Problem Identification & Resolution Training Adequacy Self-Assessment Trust Communications Free Flow of Information Alternative Avenues for Concerns People Management Prevention of Retaliation A safe work environment is described by the attributes on this slide. These attributes are infused throughout our CH2M HILL ISMS implementation expectations. COMMITMENT Management maintains and effectively communicates a priority commitment to safety, with clear expectations for the behaviors of all members of the organization regarding safe execution of work CONSERVATISM Employees and managers act conservatively in safety-related matters by demonstrating a questioning attitude, challenging potentially unsafe conditions, and responding appropriately to safety concerns. TRUST There is a high level of trust within the organization, and people at all levels of the organization treat each other with dignity and respect. Discussed conservatism, free flow of info and alternative avenues of approach Conservatism� conservative decision making is a mindset- �protect the worker, not the work (used the �live load� lesson from 244CR event where workers did not exit the farm until the hoisted load was lowered to the ground--- because that requirement (culture) was a developed expectation.) Free Flow� �put the light on the �ugly.� Enables conditions and environment of trust to exist Alternative Avenues- used Bechtel �chilling effect� experience A safe work environment is described by the attributes on this slide. These attributes are infused throughout our CH2M HILL ISMS implementation expectations. COMMITMENT Management maintains and effectively communicates a priority commitment to safety, with clear expectations for the behaviors of all members of the organization regarding safe execution of work CONSERVATISM Employees and managers act conservatively in safety-related matters by demonstrating a questioning attitude, challenging potentially unsafe conditions, and responding appropriately to safety concerns. TRUST There is a high level of trust within the organization, and people at all levels of the organization treat each other with dignity and respect. Discussed conservatism, free flow of info and alternative avenues of approach Conservatism� conservative decision making is a mindset- �protect the worker, not the work (used the �live load� lesson from 244CR event where workers did not exit the farm until the hoisted load was lowered to the ground--- because that requirement (culture) was a developed expectation.) Free Flow� �put the light on the �ugly.� Enables conditions and environment of trust to exist Alternative Avenues- used Bechtel �chilling effect� experience

8. 8 This is where we want to express our one simple ISMS message. ISMS is not just a process. It is not a series of scripted activities or checklists that we follow in a sequential process. Rather it is a dynamic process wherein we continuously evaluate all aspects of safety throughout all design, planning, and execution of tasks. If we were to think of ISMS as �WHAT� we do, then we could view Safe Work Environment (SWE), VPP, and event prevention, and the associated ISMS implementation expectations as the �HOW� we will do things. - Bottom Line: we must walk the talk, change behaviors in the field and go back to basics--- again and again (examples are lockout/tagout; 3-way communication; peer checking in engineering and admin)This is where we want to express our one simple ISMS message. ISMS is not just a process. It is not a series of scripted activities or checklists that we follow in a sequential process. Rather it is a dynamic process wherein we continuously evaluate all aspects of safety throughout all design, planning, and execution of tasks. If we were to think of ISMS as �WHAT� we do, then we could view Safe Work Environment (SWE), VPP, and event prevention, and the associated ISMS implementation expectations as the �HOW� we will do things. - Bottom Line: we must walk the talk, change behaviors in the field and go back to basics--- again and again (examples are lockout/tagout; 3-way communication; peer checking in engineering and admin)

9. 9 Voluntary Protection Program(VPP) Strong emphasis on worker involvement enhanced safety culture implementation VPP creates a commitment to prevention of injuries Cooperative management/labor atmosphere Many aspects of VPP are fully compatible with and enhance safety culture Strong emphasis on employee involvement and integration into planning, walkdowns, and feedbackStrong emphasis on employee involvement and integration into planning, walkdowns, and feedback

10. 10 This is where we want to express our one simple ISMS message. ISMS is not just a process. It is not a series of scripted activities or checklists that we follow in a sequential process. Rather it is a dynamic process wherein we continuously evaluate all aspects of safety throughout all design, planning, and execution of tasks. If we were to think of ISMS as �WHAT� we do, then we could view Safe Work Environment (SWE), VPP, and event prevention, and the associated ISMS implementation expectations as the �HOW� we will do things. - Bottom Line: we must walk the talk, change behaviors in the field and go back to basics--- again and again (examples are lockout/tagout; 3-way communication; peer checking in engineering and admin)This is where we want to express our one simple ISMS message. ISMS is not just a process. It is not a series of scripted activities or checklists that we follow in a sequential process. Rather it is a dynamic process wherein we continuously evaluate all aspects of safety throughout all design, planning, and execution of tasks. If we were to think of ISMS as �WHAT� we do, then we could view Safe Work Environment (SWE), VPP, and event prevention, and the associated ISMS implementation expectations as the �HOW� we will do things. - Bottom Line: we must walk the talk, change behaviors in the field and go back to basics--- again and again (examples are lockout/tagout; 3-way communication; peer checking in engineering and admin)

11. 11 HPI Integration into ISMS Emphasized �event prevention� message consistent with DOE ORP message of zero accidents HPI integrated into ISMS avoided flavor of the month perception Took advantage of previous ISMS activities to establish common ground with HPI such as: Safe Work Environment problem identification and resolution attributes and just culture concept VPP employee involvement Use of HAMTC Safety Reps in event investigations and critiques Progressive Performance Management and SWE survey feedback used to improve perception of fairness and consistency Organizational weaknesses evaluated in Root Cause Analysis

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13. 13 Lessons Learned Senior management vision and commitment is essential Safe and efficient mission performance based on a strong safety culture within our ISMS SWE has been an effective safety culture approach within our ISMS Benchmarking was necessary and critical for effective change VPP and employee involvement helped SWE implementation SWE emphasis on just culture helped HPI implementation Involvement of union safety representatives fostered change Independent assessments accelerated rate of change Independent and comprehensive employee surveys based on SWE attributes accelerated rate of change

14. 14 Results Dramatic injury and event reduction over the last 24 months Robust problem identification and resolution Worker safety perception of company has improved significantly Worker trust of management high Raising issues through immediate supervisor has improved Integrated ISMS expectations clear and evident

15. 15 CH2M HILL is at the cutting edge of a superior safety culture at Hanford Exciting future Worthwhile and important mission Opportunities to excel Managers are key/essential to our success in the future Must understand expectations Accept responsibility and accountability Commit to the development of a superior safety culture within their organizations Must involve employees ISMS is dependent upon the behavior of all employees and the development of a superior safety cultureCH2M HILL is at the cutting edge of a superior safety culture at Hanford Exciting future Worthwhile and important mission Opportunities to excel Managers are key/essential to our success in the future Must understand expectations Accept responsibility and accountability Commit to the development of a superior safety culture within their organizations Must involve employees ISMS is dependent upon the behavior of all employees and the development of a superior safety culture