Successful Use of Deployed ESH@Q Personnel at LANL

1. Successful Use of Deployed ESH@Q Personnel at LANL Stephanie Archuleta Deployed ESH&Q Manager Los Alamos National Laboratory November 2007

2. Background • June 2006: LANL Contract Change, LANS assumes leadership from UC • Reorganized Facility Operations under 9 Directors generally by geographic area and common hazards of the facilities • Centralized ESH&Q Personnel under one service organization and model.

3. Operations Organization Approach • For All LANL Facilities • Ownership was established at LANS transition • Facilities were logically grouped • Each of 9 groupings was assigned a Facilities Operations Director (FOD) • Nuclear and High Hazard FODs report to the Associate Director for Nuclear and High Hazard Operations (ADNHHO) • Other FODs report to the Associate Director for Infrastructure and Site Services (ADISS)

4. Nuclear and High Hazard Operations Bob McQuinn, Associate Director • DNFSB • Interface Office • TA-55 • Facility Operations • C. Armitage, Dir. • Engineering • Facility • Operations • R. Mason, Director • LANSCE • Facility • Operations • D. Seely, Director • Environmental • & Waste Mgt. • Facility Operations • D. Cox, Director • Materials & • Chemistry • Facility Operations • F. Crawford, Director • Safety • Basis • Division • M. Mobley, Div Ldr • Operations • Support • Division • J. Angelo, Div Ldr • CMR • Facility • Operations • P. Sasa, Director • Pack & Trans • Gas Plant Ops • Readiness • Reviews • TA-55 • CMR • WETF • TA-16 Machining • TA-16 Assembly • TA-11 • TA-37 • TA-53 • TA-50 • TA-54 • Environmental Legacy Sites • BTF • Sigma • TA-48 • TA-46 • TA-35W • MSM Shops • Target Fab • Safety Basis • Crit Safety

6. Facility Manager Model • Used nuclear facility operations experiences from industrial partners • Adopted a traditional “Facility Manager” model of functional responsibilities • Chose the title “Facility Operations Director” (FOD) • Each FOD has the same responsibilities and the same organizational structure/titles.

7. Facility Operations Director Maintenance Manager Operations Manager ESH & QA Manager Waste Services Manager Engineering Manager Support Manager Security Specialist • Corrective Maintenance • Preventive Maintenance • Calibrations • Spare Parts • Near Term Planning & Scheduling • POTD/POTW Formulation • Maint/Ops Interface • Resource Allocation • Shift Manager(s)/ Shift Personnel • Surveillance & Maintenance • Rounds • AB Compliance • Facility Safety System Operation • Manages POTD execution • Work Authorization/ Release • Operational Safety Board • Maint/Ops Interface • Emergency Management • Radiological • Protection • Fire Protection • Industrial Safety • Industrial Hygiene • Environmental • Compliance • QA/QC • Liquid Waste • Solid Waste • Safety Basis/ USQ • Cog/System Engineers • Configuration Management • Design Interface • Engr FAM Interface • Maintenance Support for Safety Systems • Training • Procedures • Incident Reporting • Issues Management • Management Assessments • Document Control • Budget/ Finance • Property • Human Resources • Physical Security • MC&A • Cyber Security • Classified Matter Protection and Control

8. Deployed Service Model • Centralize Core Organization of Environmental, Safety, Health & Quality (ESHQ) Professionals • Core owns Policy, Procedures and Protocol • Trained and Qualified ESHQ Professionals (IH, Safety, Environmental, Rad Protection and Quality) are deployed geographically through FODs to support Research & Development (R&D) Work Organizations in the Field • ESHQ Field personnel support day-to-day operations and work activities in FODs geographic area of responsibility

9. Challenges and Dilemmas of the Deployed Service Model • Differing expectations and priorities among R&D Org, FOD and Institutional ESHQ Orgs • Institutional priorities (e.g.10CFR851) vs mission priorities • ESHQ personnel have “many bosses” which may result in loss of focus. • Customers perceive limited access to ESHQ personnel for mission priorities • It’s can be more expensive for customer to pay core organizational taxes • It’s difficult for core to quickly replace personnel with adequate activity/facility-specific knowledge.

10. Deployed ESHQ Roles & Responsibilities • Development, implementation, and maintenance of environmental, safety, health & rad protection programs, preparation of work authorizations, IH&S reviews and performance assessments in FOD assignment area. • Coordinate the development and maintenance of facility safety envelopes • Hazard assessments and evaluations for all work • Integrated Work Document (IWD) SME Review • Incident and abnormal event reviews

11. Deployed Operational Point-of Contact (POC) Serve as an R&D Organization Operational Point-of-Contact (POC) to bridge the gap. • Integrate with R&D organization as the primary operational POC • ESHQ, Safety Basis, Engineering, etc. • Serve as an IWM and ISM Mentor • Facilitate New Activity Reviews • Engage additional SMEs as necessary (Rad, Explosive, Pressure, Safety Basis, etc.) • Attend R&D organizational meetings, safety meetings, management walkarounds • Support and perform both FOD and R&D Management Assessments • Attend Plan of the Week/Day on behalf of line organizations

12. Deployed POC Personnel Values • Execute work done Safely & Securely • Customer Service to Support Execution of Work • Serve as “crossing guard” rather than police officer. • Problem solving in order to get the work done. • Effective Team Work • Communication and follow-up • Engage SME involvement as necessary • Balance Priorities of limited resources

13. Potential Concerns for POC Model • Concern that deployed professional “goes Native” within the R&D org • Model becomes Person-based vs process-based • R&D group is reluctant to give up relationship with “individual” POC • More resources needed to align ESH Professionals with groups • R&D group assigns other duties • What the group can afford and what they need are not necessarily the same • Potential to assume TOO much of the LINE manager and worker responsibility

14. Work Control & Planning Benefits • Improved Hazard Identification and Analysis for R&D work activities • Improved Hazard Controls development and documentation for R&D work activities • SME Involvement early in R&D work planning • Improved oversight and engagement during work execution IWDs are detailed and improved in overall quality

15. Overall Operational Benefit • Integration into organization leads to FOD’s improved knowledge and awareness of operations • Improved Aggregate Hazard Management • R&D Organization develops a relationship of trust and increases engagement of ESH SMEs • Deployed professional gains wide breadth of operational experience • Intimate understanding of R&D organization’s goals and priorities • Balance of Institutional Program Goals and Priorities with those of R&D Program

16. Opportunities for Improvement • Strengthen ESHQ Core Organizations Policy and Procedure so it is executable in the field. • Develop detailed implementation plans for all new policyies and procedures • Use field personnel to develop institutional policy and procedures • Strengthen standard institutional training and qualification of ESH Professionals. • Prioritize institutional goals and priorities with resource loaded schedules • Develop Facility-Specific Transition plans for replacement personnel Ensure customer buy-in for priority schedules, policy implementation plans and personnel deployment