Chapter
1General Policy and Responsibilities
Chapter
1Approved by Douglas Fleming
Revised 06/10
The seven guideline principles are achieved through implementing the five core integrated safety management system functions, which must become part of every aspect of work at LBNL.
1. Define Scope of Work (Work Planning)
Missions are translated to work, expectations are set, tasks are identified and prioritized, and resources are allocated.
2. Analyze the Hazards
Hazards and risks associated with the work to be performed are identified, analyzed, and categorized as to impact on employees, public, and the environment. A comprehensive hazard analysis was part of the 1996 Integrated Hazard Assessment (IHA) for each division or department. The IHA data has been superseded, after several system generations, by information collected in the Hazard Management System (HMS).
EH&S provides a number of special purpose institutional data tracking systems in which hazards must be identified for analysis and communication (e.g., AHD, CMS, Laser, RADAR). HMS is used to collect baseline hazard information for work location, in part, to determine if higher level hazard analysis and authorization is required. It also provides a hub to compile institutional hazard identification and tracking systems.
Fire Safety Inspection Reports are sent to building managers and Division Safety Coordinators to track corrective actions to completion. Each division completes an annual self-assessment report, which is validated by the Office of Contract Assurance. Corrective actions are tracked by each division.
3. Develop and Implement Controls
Controls are established based on identified applicable standards and requirements to reduce the risks to acceptable levels. Acceptable levels are determined by responsible line management or work leads but are always in conformance with all applicable laws and WSS.
4. Perform Work within Controls
Activities are conducted in accordance with controls, procedures, requirements, and authorizations.
5. Feedback and Continuous Improvement
General
Information is gathered from employee suggestions, assessments, lessons learned, operational awareness, and worker/customer/regulator and stakeholder feedback, as appropriate, to improve the work activity.
Supervisors and work leads should regularly review work practices and operations in light of any new hazard information available or due to changes in actual work practices. Occurrence reporting, self assessment, peer reviews, and lessons learned can be used as ways of improving the cost-effectiveness and reliability of hazard controls (engineering and administrative). Based on findings from occurrence reporting and other assessments, improvements should be made to work planning, and in rare instances, be used as a basis for changing line management responsibility, roles and responsibilities, worker competence, or other appropriate parts of the work cycle.
Safety Walkaround Program
Safety walkarounds are performed regularly as an integral management function. The purpose of a safety walkaround is to observe work, inspect the workplace, and talk with workers and support staff about the safe performance of work. The focus should not be merely on deficiencies but also on building teamwork, mutual understanding, and respect between managers and those performing work. Areas for improvement identified during the walkaround must be documented in CATS if a noncompliance is identified or if tracking and follow-up are needed. Each division will publish a program for implementing safety walkarounds as a component of their Division ISM Plan. The Division walkaround program will, at a minimum, delineate who is required to perform walkarounds, the frequency (a minimum frequency of quarterly for all work activities and workplaces is suggested), and the required reporting mechanism. Those Managers, Supervisors or work leads who will be performing walkarounds (as designated by the Division ISM plan) are required to complete EH&S Division sponsored training by January 2008 to prepare them to be effective in this role.
The EH&S Division will support the management walkaround program by providing programmatic guidance, initial and refresher training, a standard method that can be used to document the observations from safety walkarounds (checklist and/or database), and oversight/mentoring as needed and/or requested.
To ensure continued effectiveness, periodic reviews of LBNL procedures and operations are conducted by each division, the EH&S Division, and the Safety Advisory Committee (SAC). Each division will conduct an annual self-assessment utilizing guidelines provided by the Office of Institutional Assurance, and will also add to this minimum by including divisional areas of interest in self-assessments. The EH&S Division shall assess the effectiveness of divisions’ programs and processes on a triannual basis (more frequently if deemed necessary or if required by regulation). The SAC shall conduct Management of ES&H Assessments or MESH Reviews also on a triennial basis. Special assessments and peer reviews may also be conducted as needed under the coordination of the EH&S Director.
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