Integrated Safety Management System (ISMS) Description

Corporate Process Requirement No: CPR400.1.2 Issue Date: April 8, 1997

Sponsor: Dori Ellis, 4100, Acting Revision Date: April 26, 2007

IMPORTANT NOTICE: A printed copy of this document may not be the document currently in
effect. The official version is located on the Sandia Restricted Network (SRN) and watermark-
controlled.

INTEGRATED SAFETY MANAGEMENT SYSTEM

(ISMS) DESCRIPTION

Subject Matter Expert: Nancy Linarez-Royce

Issue L
Revision Date: April 26, 2007; Replaces Document Dated: April 3, 2006

Submitted for Annual Review: September 15, 2006

Approval Date: November 16, 2006

Change History

● 1.0 INTRODUCTION
❍ 1.1 Purpose

❍ 1.2 Background

❍ 1.3 Document Change Control Process

● 2.0 INTEGRATED SAFETY MANAGEMENT PROGRAM

❍ 2.1 Objectives, Safety Management Functions, and Guiding Principles

■ 2.1.1 Objectives

■ 2.1.1.1 10 CFR 851 - Worker Safety and Health Program Plan

■ 2.1.1.2 Environmental Management System (EMS)

■ 2.1.1.3 Behavior Based Safety (BBS) Program Implementation

■ 2.1.2 Safety Management Functions

■ 2.1.3 Guiding Principles

■ 2.1.4 Overview of ISMS for the SNL Implementation Baseline

❍ 2.2 Flow-down of ISMS Requirements

❍ 2.3 ES&H Assurance System

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Integrated Safety Management System (ISMS) Description

■2.3.1 Quality Assurance (QA) Integration with ISMS

■ 2.3.2 Implementation of DOE O 226.1 (Implementation of Department of

Energy Oversight Policy)

❍ 2.4 Scope
■ 2.4.1 Applicability

■ 2.4.2 Line Implementation

■ 2.4.3 Sandia Employees Performing Work on Non-Sandia-Controlled

Premises
■ 2.4.4 Visitors Performing Work on Sandia-Controlled Premises

■ 2.4.5 ISMS for Sandia Subcontractors

❍ 2.5 Distributed, Coordinated Implementation

■ 2.5.1 Tailored Requirements

■ 2.5.2 Coordination by LIWG

❍ 2.6 Integrated Work Plan (IWP)/Work Controls

■ 2.6.1 Work Planning and Controls

■ 2.6.2 Primary Hazard Screenings (PHSs)/Hazard Assessments (HAs)

■ 2.6.3 Authorization Basis

■ 2.6.4 Supervisory Tools

■ 2.6.5 Worker Involvement

❍ 2.7 Organizational Structure, Roles, and Responsibilities

■ 2.7.1 Source Documentation

■ 2.7.2 Division ES&H Teams (SNL/NM)

■ 2.7.3 SNL/CA Interdisciplinary Team

■ 2.7.4 Additional Safety Committee Oversight of Accelerator and Nuclear

Operations

● 3.0 PLAN WORK

❍ 3.1 Translate Mission into Work

❍ 3.2 Set Expectations

❍ 3.3 Prioritize Tasks and Allocate Resources

■ 3.3.1 Corporate-Level Institutionalized Processes

■ 3.3.2 Annual ES&H Plan Preparation

● 4.0 ANALYZE HAZARDS

❍ 4.1 Safety Analysis

❍ 4.2 Environmental Management System Analysis

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Integrated Safety Management System (ISMS) Description

● 5.0 CONTROL HAZARDS

❍ 5.1 Identify Applicable Requirements

❍ 5.2 Identify Controls

■ 5.2.1 ISMS Software

■ 5.2.2 Technical Work Documents (TWDs)

■ 5.2.3 ES&H Training

❍ 5.3 Establish the Safety Envelope

● 6.0 PERFORM WORK

❍ 6.1 Confirm Readiness

❍ 6.2 Perform Work Safely

● 7.0 FEEDBACK AND IMPROVE

❍ 7.1 Feedback

❍ 7.2 Feedback Information on Adequacy of Controls

❍ 7.3 Feedback Mechanisms and Documentation

■ 7.3.1 ES&H LIWG Assurance Teams

■ 7.3.2 Self-Assessment Information

■ 7.3.3 External Assessments and Regulatory Enforcement Actions

■ 7.3.4 Corrective Action Management

❍ 7.4 Issues Management

❍ 7.5 Measurements

■ 7.5.1 Performance Measures and Indicators

■ 7.5.2 Monitoring Data

❍ 7.6 Identify and Implement Opportunities for Improving Safety Management

● 8.0 REFERENCES
❍ 8.1 Requirements Source Documents

❍ 8.2 Implementing Documents

❍ 8.3 Related Documents

● APPENDICES
❍ Appendix A - Division-Specific Mechanisms For Integrated Safety Management

❍ Appendix B - Examples of Mechanisms for Employee Involvement

❍ Appendix C - Continuing Core Expectations (CCEs)

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 Integrated Safety Management System (ISMS) Description

1.0 INTRODUCTION
1.1 Purpose
Sandia Corporation (Sandia) takes a comprehensive, institutional approach to its Integrated
Safety Management System (ISMS). This Description articulates the institutional requirements
for all operations, on and off Sandia–controlled premises, unless the Sandia National
Laboratories (SNL) Integrated Safety Management (ISM) requirements are superseded by
those of another site with a DOE-approved ISM program. We measure the effectiveness of the
SNL ISMS through the mechanisms of the Environment, Safety and Health (ES&H) Assurance
System.

This Description provides a road map to requirements which reside in Sandia’s Management
and Operating (M&O) Contract, Corporate Business Rules, ES&H Manual, Program
Documents, and other related documentation. Incorporated into the ISMS is the Environmental
Management System (EMS), which has been developed, and incorporated into SNL ISMS, as
required by DOE O 450.1, Environmental Protection Program. This Description, for use by
SNL’s workforce, is available for those in Lockheed Martin, the Department of Energy (DOE),
and the National Nuclear Security Administration (NNSA) organizations that perform oversight,
review operations, verify compliance, and approve modifications.

When using the Integrated Safety Management System Description (ISMS D), readers should
be aware of its relationship to other corporate documents as defined in Corporate Policy
Statement CPSR001.3, Integrated Laboratory Management System (ILMS), and CPSR400.1,
Environment, Safety and Health Policy Statement Requirement.

Sandia's Integrated Laboratory Management System (ILMS) is the formal framework for
managing SNL operations and provides the context for implementing Sandia's ISMS. As
defined in CPSR001.3, Integrated Laboratory Management System (ILMS), ILMS establishes
essential elements that must be implemented as part of all work management processes. ISMS
is one of several ILMS constituent elements. Others include The Corporate Work Process,
Formality of Operations Manual, and ES&H and Emergency Management Center Quality
Assurance Plan (QAP).

“Safety” throughout this document is used synonymously with environment, safety, and health
(ES&H) to encompass protection of the public, the workers, and the environment (as defined in
DOE Policy 450.4, Safety Management System Policy). The Laboratories regard protection of
the environment and promotion of employee good health as essential components in its overall
safety management system. Critical to the interface with Environmental and Health Systems is
the responsibility and accountability of the line to include these parts of “safety” in all their

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 Integrated Safety Management System (ISMS) Description

operations, facilities, and activities.

1.2 Background
SNL is a government-owned, contractor-operated, multi-program research and development
facility. Lockheed Martin Corporation manages and operates SNL under M&O Contract DE-
AC04-94AL85000 for DOE. This defines the principles, working relationships, and contractual
and legal requirements under which the Laboratory must operate. The institutional ISMS
requirements result from SNL’s careful examination of the M&O Contract’s requirements and
adhere to the ISMS structure described by DOE.

SNL follows the requirements and considers the guidance from DOE Headquarters and the
National Nuclear Security Administration (NNSA)/Sandia Site Office (SSO).

Sandia currently employs about 8582 fulltime and 1496 Limited Term/Temporary employees.
Subcontracted work includes approximately 1068 staff augmentation and 2227 other
contractors as Members of the Workforce (MOW).

The Sandia National Laboratories, New Mexico (SNL/NM) site is in Bernalillo County, New
Mexico, and is situated within the external boundaries of Kirtland Air Force Base (KAFB), which
encompasses 51,558 acres. Many SNL/NM facilities operate under a complicated series of
land-use agreements, permits, and leases between the NNSA Service Center (formerly the
DOE Albuquerque Operations Office), the U. S. Air Force, the State of New Mexico, the Pueblo
of Isleta, and the U. S. Forest Service. As of 2006, the SNL/NM site consists of 921 buildings
totaling 5.4 million gross square feet.

The Sandia National Laboratories California site (SNL/CA) is located in Livermore, California.
The 410 acres comprising the SNL/CA site are owned by the DOE, with the exception of some
utility easements crossing the site and a 0.258-acre lease for the Sandia Credit Union. As of
2006, the SNL/CA site consists of 82 buildings totaling 909,826 gross square feet.

In addition, SNL has facilities at Tonopah Test Range in Nevada; Carlsbad, New Mexico;
Washington, D.C.; Pantex in Amarillo, Texas; and various other locations throughout the United
States.

1.3 Document Change Control Process

The Corporate ISM department has the responsibility of preparing, maintaining, reviewing,
revising, approving, issuing, and implementing the ISMS D. The ISM department manager shall
schedule, and assign responsibility for conducting an annual assessment of the ISMS D.
Annual changes, updates and/or revisions to the ISMS D will be submitted for approval to the
NNSA/SSO contracting officer through the SNL Business Management and Enabling Services

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 Integrated Safety Management System (ISMS) Description

Division Vice President.

SNL is responsible for planning, managing, and performing the defined and assigned scopes of
work. Performance objectives and performance measures have been established for the
assigned scopes of work, and the desired outcomes are documented in the Performance
Evaluation Plan (PEP). SNL is committed to systematically performing work following the
processes described in this document.

As required by Sandia’s M&O Contract, Clause I-78, Department of Energy Acquisition

Regulation (DEAR) 48 CFR 970.5223-1, Integration of Environment, Safety, and Health into
Work Planning and Execution (Dec. 2000), is incorporated into the contract. Changes to
policies and/or programs referenced in this description, which alter the intent, must receive
NNSA/SSO concurrence prior to implementation.

The controlled copy of this document resides on the SNL Intranet. Users of documents printed
from the SNL Intranet are personally responsible for ensuring that the current version is used to
perform work. Do not retain the printed copy to perform future work without first verifying that it
is the current version.

The record copy of this document is filed with ES&H Central Document Control/Records
Management System.

2.0 INTEGRATED SAFETY MANAGEMENT PROGRAM

2.1 Objectives, Safety Management Functions, and Guiding
Principles

2.1.1 Objectives

Sandia is committed to performing work safely and ensuring the protection of Members of the
Workforce, the public, and the environment.

The ISMS D includes a broad definition of safety and efforts that have been made to
incorporate ES&H in all aspects of the ISMS. ES&H programs provide guidance within the
frame work of ISMS and are described in this section. ES&H performance at Sandia is based
upon the five Safety Management core functions and the seven guiding principles of ISMS.

The ES&H Policy, CPSR400.1, states Sandia’s commitment to protect and preserve the
environment and to ensure the safety and health of its employees, contractors, visitors, and the

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 Integrated Safety Management System (ISMS) Description

public; while maintaining the corporate vision and mission. As part of its mission, Sandia has
adopted three ES&H principles:

● All employees take responsibility and are accountable for improving the work
environment and ES&H performance at Sandia.

● An unwavering belief that job-related injuries, illnesses, and environmental incidents are
avoidable and unacceptable.

● Each employee is accountable for minimizing the impact on the environment in their
communities.

Additionally, Sandia’s ES&H Performance Excellence Objectives are to create a work

environment that strives for:

● Zero job-related injuries and illnesses.

● Zero environmental incidents.

● Zero operations fines, violations, or penalties.

Sandia's corporate ES&H Program mandates compliance with all applicable laws, regulations,
and DOE directives that are included in the Prime Contract between DOE and Sandia.
Additionally, internal corporate policy and permit requirements are included as appropriate.
ES&H requirements and guidance for line activities is described in the CPR400.1.1/
MN471001, ES&H Manual, and its supplements. SNL’s approach to meeting the requirements
of 10 CFR 851, “Worker Safety and Health” will be described in the Sandia National
Laboratories (SNL) 10 CFR 851, “Worker Safety and Health Program Plan,” (PG470246).

SNL has started on a journey, as part of SNL’s Operational Excellence, to what is termed Best-
In-Complex and ultimately, Best-in-Class. This states that SNL will employ safety management
systems that will allow achievement of Best-In-Complex status. Best-In-Complex will be
realized when assurance results (ES&H performance measures, metrics, audit results, etc.)
meet or exceed those of any other DOE laboratory. The target date for achievement of Best-In-
Complex is the end of FY07. Best-in-Class goes beyond just the Complex and aspires to meet
or exceed the safety performance of selected industry leaders.

The development and deployment of an Integrated Work Plan (IWP – See Section 2.6)
improvement initiative started in 2005. The approach uses an Integrated Work Plan structure
for work performed at SNL. A detailed project plan documents the development and
implementation by groups of work activities, as well as a sequential implementation strategy.

The objective is the development and sustainable implementation of a common set of IWP

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 Integrated Safety Management System (ISMS) Description

requirements and user friendly tools, the core of which is work controls, for work performed at
SNL. This system does not replace existing work control methods but integrates them into a
cohesive and user friendly environment. The system is a well defined process that provides an
auditable work package at the activity level that clearly documents worker and management
accountability, and performance during work planning and execution. Activity level, as used
within this description, could easily be a group of laboratories or test facilities.

2.1.1.1 - 10 CFR 851 - Worker Safety and Health Program Plan

The Department of Energy (DOE) published 10 CFR 851, “Worker Safety and Health Program,”
in the Federal Register, Volume 71, Number 27, on February 9, 2006, to implement the
statutory mandate of section 3173 of the Bob Stump National Defense Authorization Act
(NDAA) for fiscal year 2003, to establish worker safety and health regulations to govern
contractor activities at DOE sites. The Program establishes procedures for investigating
whether a safety requirement has been violated, for determining the nature and extent of the
violation, and for imposing appropriate remedies. The Rule codifies the DOE’s worker
protection program requirements established in DOE Order 440.1A, “Worker Protection
Management for DOE Federal and Contractor Employees." Department of Energy enforcement
actions through civil penalties start on February 9, 2007. By February 26, 2007, contractors are
required to submit to the DOE, for approval, a written worker safety and health program that
implements the requirements of the Final Rule. Beginning May 25, 2007, no work may be
performed at a covered workplace unless a DOE approved worker safety and health program is
in place.

In response to the issuance of the 10 CFR 851, SNL developed the SNL Worker Safety and
Health Program Plan (WSHPP) that describes the methods for implementing the requirements
of the Rule. The WSHPP illustrates how SNL complies with the applicable requirements set
forth in the Rule and integrates the requirements with other related site-specific worker
protection activities and with the SNL Integrated Safety Management System. SNL conducted
a gap analysis between existing documentation comprising the SNL Worker Safety and Health
Program and the Final Rule issued on February 9, 2006. Gap owners were assigned and
charged with the responsibility for developing and completing action plans to ensure full
compliance with the Rule by February 9, 2007.

The WSHPP developed in accordance with 10 CFR 851 requirements and the guidance
provided by the NNSA to accomplish the following:

1. Identify the purpose and scope for WSHPP; describe the background of the DOE
rulemaking process and SNL actions to implement requirements, and provide a summary
of the Rule.

2. Identify roles and responsibilities for all levels of the workforce within the SNL
organization and SNL subcontractors.

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 Integrated Safety Management System (ISMS) Description

3. Describe the SNL Corporate Business Rule System utilized to ensure compliance and
identify the principal SNL Programs.

4. Identify the requirements within the Rule and describe the processes used by SNL to
ensure compliance for the applicable requirements.

5. Provide an implementation matrix that documents review of the Rule criterion, identifies
off-site work locations, and lists applicable workplace safety and health requirements
referenced in 10 CFR 851.23 and 10 CFR 851.27.

The WSHPP cuts across all organizational and project lines. The WSHPP applies to all
facilities, operations, and activities, and to all Sandia employees at Sandia-controlled premises,
unless stated differently in the WSHPP and at non-Sandia-controlled premises for offsite
activities. The WSHPP was developed with the active participation of SNL Management,
Members of the Workforce, and ES&H Subject Matter Experts. Close coordination with the
DOE SNL Site Office (SSO) and the NNSA was maintained throughout the program
development that led to the DOE SSO approval of the WSHPP. The WSHPP will be updated
and submitted for approval to the DOE SSO annually or whenever a significant change or
addition to the program is made.

2.1.1.2 Environmental Management System ( EMS)

Sandia recognizes that the environment needs to be protected and preserved for current and
future generations, and is committed to environmental protection. This commitment includes
identifying and mitigating potential risks to the environment, and encouraging as well as
requiring the incorporation of environmental management as an integrated element of all work.

As required by DOE Order 450.1, Environmental Protection Program, Sandia has implemented
an EMS as part of its ISMS. A detailed description of Sandia’s implementation of EMS is
available in the PG470222, Environmental Management System Program Manual. EMS is the
integral part of the ISMS that addresses the environmental consequences of Sandia’s activities,
products, and services. To achieve environmental goals, the ISMS includes environmental
management aspects in all five core management functions that support work planning, hazard
analysis, hazard control, work performance, and feedback and improvement.

The EMS is discussed in more detail in Section 4.2 of this document.

The Continuing Core Expectation (CCE) statements (DOE G 450.4-1B, Volume 1, Chapter IV)
are a compendium of relevant topics that can be used to aid in developing an evaluation of the
effectiveness of the ISMS. Refer to Appendix C.

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 Integrated Safety Management System (ISMS) Description

2.1.1.3 Behavior Based Safety (BBS) Program Implementation

In keeping with the principle adopted by Laboratory Leadership Team (LLT) on March 14, 2005
that, “We operate from an unwavering belief that job-related injuries, illnesses and
environmental incidents are preventable and unacceptable” Division 10000 began to
collect BBS observation data for logistics and facilities operations and construction work in
June 2005. Work was started in January 2006 to expand the Division 10000 BBS
implementation to address injuries from office work. In February 2006, the BBS process was
implemented in the Division 3000 Health Services Center and the Division 5000 Kauai Test
Facility. Planning was begun in March 2006 for implementing BBS in the Division 2000
Responsive NG Deployment Center and in the Division 4000 Safeguards and Security Center.
These implementations are specific to Division/Center needs to improve safety performance.

BBS focuses on accident prevention and exposure reduction using a systematic approach that:

● Identifies behaviors (observable acts) that can prevent accidents.

● Reinforces those behaviors through observation and feedback to the worker(s) until the
behaviors are firmly established (ideally, until they become habit).

● Identifies and removes system, condition, behavioral barriers that make it difficult or
impossible to perform the behaviors required to prevent accidents.

● Measures the use of these behaviors, and the reasons for their use or lack of use, to
predict and prevent incidents and injuries.

BBS routinely reduces injuries by 60 to 75% over a three year period. It does not replace
traditional safety efforts, but supplements them. It is a worker owned/driven process that is
management supported.

Successful BBS implementation requires:

● The BBS process be worker owned and operated

● Observations by anonymous and observation data used only to improve safety

● Open, voluntary observations (no sneak-ups)

● Strong, visible, management and union support

● Adequate resources

● Quick removal of barriers that make it difficult or impossible to perform the behaviors

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 Integrated Safety Management System (ISMS) Description

required to prevent accidents.

Corporate ES&H formed a BBS Strategic Planning Team (SPT) in early FY05 to develop the
approach to implementing BBS in Center 10000. The initial SPT membership included the
leaders of SNL/NM’s three bargaining units, Metal Trades Council (MTC), Office & Professional
Employees International Union (OPEIU), Security Police Association (SPA), and
representatives of Labor Relations, Procurement, ES&H, Facilities Operations, Logistics, and
SNL/CA ES&H.

2.1.2 Safety Management Functions

The five core safety management functions provide the necessary work control structure for all
work that could potentially affect the public, the workers, and the environment. It is essential
that the five ISM core functions be effectively integrated into work planning and work execution
at the activity level to ensure the safety of workers, the public, and the environment. The
functions are applied as a continuous cycle with the degree of rigor appropriate to address the
type of work activity and the hazards involved.

● Define the Scope of Work. Missions are translated into work, expectations are set,
tasks are identified and prioritized, and resources are allocated.

● Analyze the Hazards. Hazards and environmental impacts associated with the work are
identified, analyzed, and categorized.

● Develop and Implement Hazard Controls. Applicable standards and requirements are
identified and agreed upon. Controls to prevent/mitigate hazards and environmental
impacts are identified, the safety envelope is established, and controls are implemented.

● Perform Work within Controls. Readiness is confirmed and work is performed safely,
and in an environmentally responsible manner.

● Provide Feedback and Continuous Improvement. Feedback information on the

adequacy of controls is gathered, opportunities for improving the definition and planning
of work are identified and implemented, and line and independent oversight is conducted.

Figure1 shows the ISMS star, which is Sandia's graphical depiction of the five safety
management functions. The ISMS star is displayed on magnets, posters, document cover
sheets, the ISMS Home Page on Sandia's Internal Web, and other locations.

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 Integrated Safety Management System (ISMS) Description

Figure 1. Sandia's Integrated Safety Management System

2.1.3 Guiding Principles

As required by Sandia M&O Contract, Clause I-78, DEAR 48 CFR 970.5223-1 Integration of
Environment, Safety, and Health into Work Planning and Execution (Dec 2000)," Sandia's
implementation of ISMS ensures that:

1. Line Management is Responsible for Safety—Line management is directly responsible

for the protection of the workers, the public, and the environment.

2. Clear Roles and Responsibilities are Defined—clear and unambiguous lines of authority
and responsibility for ensuring safety shall be established and maintained at all
organizational levels.

3. Worker Competence Is Commensurate with Responsibilities—people possess the

experience, knowledge, skills, and abilities that are necessary to discharge their
responsibilities.

4. Priorities are Balanced—resources are effectively allocated to address ES&H,

programmatic, and operational considerations. Protecting employees, the public, and the
environment is a priority whenever activities are planned and performed.

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 Integrated Safety Management System (ISMS) Description

5. Safety Standards and Requirements are Identified—before work is performed, the

associated hazards are evaluated and an agreed-upon set of ES&H standards and
requirements are established which, if properly implemented, provide adequate
assurance that employees, the public, and the environment are protected from adverse
consequences.

6. Hazard Controls are Tailored to Work Being Performed—administrative and engineering

controls prevent and mitigate hazards and are tailored to the work being performed and
associated hazards. Emphasis should be on designing the work and/or controls to reduce
or eliminate the hazards and to prevent accidents and unplanned releases and
exposures.

7. Operations Authorization Exists—the conditions and requirements to be satisfied for

operations to be initiated and conducted are established and agreed-upon by DOE and
the contractor. These agreed-upon conditions and requirements are requirements of the
contract and binding upon Sandia. The extent of documentation and level of authority for
agreement shall be tailored to the complexity and hazards associated with the work and
shall be established in a Safety Management System.

These guiding principles are implemented through the requirements and mechanisms
established as Sandia's ISMS Program. These seven guiding principles and their relation to the
five core management functions of ISMS are shown in the table below.

Table 1. Seven Guiding Principles and their relation to the five Core Management
Functions of ISMS

ISMS Core Management

ISMS Guiding Principles
Functions

1. Line Management Responsibility

2. Clear Roles and Responsibilities
All Five Core Functions
3. Competence to Perform
Responsibilities

Functions 1 & 2: Plan Work,

4. Balanced Priorities
Identify, and Analyze Hazards

5. Identification of Safety Standards

Function 3: Implement Controls
6. Tailor Hazard Controls to Work

Function 4: Perform Work 7. Operations Authorization

Function 5: Feedback and Improve All Guiding Principles

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 Integrated Safety Management System (ISMS) Description

2.1.4 Overview of ISMS for the SNL Implementation Baseline

Shown below in Figure 2 is SNL's Integrated Safety Management System Implementation

Baseline.

Figure 2. SNL's Integrated Safety Management System Implementation Baseline

The first safety management function is to define the scope of work to be performed. This
begins by identifying mission objectives, translating them into a definition of work that will meet
those objectives, and then identifying the ES&H requirements for that work. An important part
of this function is to perform work planning and allocate resources to ensure that work is
performed safely. Section 3.0, "Define Scope of Work," describes SNL's mechanisms for this

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 Integrated Safety Management System (ISMS) Description

function.

The second safety management function is to analyze the hazards and risks to Members of the
Workforce, the public, and the environment that are associated with implementing the planned
work activities. This function includes identifying and analyzing the work hazards and risks and
categorizing the facilities and work activities according to hazard levels. Section 4.0, "Analyze
Hazards," describes SNL's mechanisms for this function.

The third safety management function is to establish the necessary programs and work
controls that allow safe and efficient work management and execution. A key part of this
function is to identify and formalize the standards and requirements for performing work safely
and to establish a contractual agreement between the DOE and SNL for performing work. The
standards and requirements are identified based upon the hazards associated with the work
activities. This function involves establishing procedures and permits for safe work
management, establishing ES&H support programs, training and qualifying personnel, and
other related activities. The existing Sandia Management and Operating Contract serves as the
contractual agreement for all SNL baseline work activities. Section 5.0, "Control Hazards,"
describes SNL's other mechanisms for this function.

The fourth safety management function is to perform the agreed-upon work in a safe and
environmentally sound manner. This function relies on management processes, procedures,
and training that have been developed to safely execute the work activities and operate SNL's
facilities. This function also involves performing readiness evaluations. Section 6.0, "Perform
Work," describes SNL's mechanisms for this function.

The last safety management function is to continually assess and improve ES&H performance
by establishing and implementing feedback processes to identify and remedy ES&H issues and
concerns. This function includes the SNL self-assessment activities and programs and
processes necessary for monitoring and evaluating SNL's operating experience and
performance. These programs and processes include the Corporate Dashboard, Lessons
Learned Program, and Occurrence Management Program. Section 7.0, "Feedback and
Improvement," describes SNL's mechanisms for this function.

2.2 Flow-down of ISMS Requirements

Sandia's philosophy for implementing ISMS includes flow-down of ISMS through the Corporate
Business Rules system, implementation of distributed process requirements through
coordinated mechanisms in each division, graded approach and authorizations based upon
hazard classification, and involvement of the worker in all phases of work.

Sandia processes established by the Corporate Business Rules Architecture in CPR001.1,

Corporate Business Rules System Standard, determine how requirements for the ISMS

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Program are transmitted to program owners and how requirements for ISMS implementation
are transmitted to line organizations.

The levels of the Business Rules System established in CPR001.1, Corporate Business Rules
System Standard for ISMS are as follows:

● Level 0, External directives – The Sandia M&O Contract contains the key terms and
conditions (controls and commitments) under which DOE authorizes Sandia to perform
work. The Sandia M&O Contract contains the following sections and clauses directly
related to ISMS:

❍ Part I, The Schedule, Section H, "Special Contract Requirements," H-3, Contractor

Assurance System.

❍ Part II, Contract Clauses, Section I, Clause I-72: Laws, Regulations, and DOE
Directives (DEC 2000) (Deviation)

❍ Part II, Contract Clauses, Section I, Clause I-75: Conditional Payment of Fee,
Profit, or Incentives (DEC 2000) - Alternate I (DEC 2000) (Deviation)

❍ Part II, Contract Clauses, Section I, Clause I-78: Integration of Environment,

Safety, and Health into Work Planning and Execution (DEC 2000)

❍ Part III, Section J, Appendix B, “Statement of Work,” Section 6.2: Integrated Safety
Management Systems.

● Level 1, Corporate Policy Statement (CPS) – (our business philosophy) – An official

statement of Sandia's fundamental values, principles, beliefs, and expectations (who we
are), that also prescribes the boundaries within which Sandia conducts its business and
for which all employees are held accountable (how we operate). The Executive Office
approves the CPS. The Corporate Policy Statement specifically requires that:

“We will preserve and protect the environment in which we operate, and protect
and promote the safety and health of our personnel, contractors, visitors, and the
public.”

● Level 2, Corporate Policy Statement Requirements – CPSR400.1, Environment,

Safety and Health Policy Statement Requirement, is a formal statement, approved by the
Executive Office, which expresses Sandia's ES&H values, principles, and objectives, and
prescribes boundaries within which Sandia conducts ES&H and for which all employees
are held accountable.

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● Level 2, Corporate Process Requirements – Corporate process requirements establish

corporate-level requirements (including the ES&H Manual, in its entirety). Those
requirements that implement ISMS mechanisms are referenced throughout this
document and in Section 8.0, "References."

● Level 3, Local Requirements – Level 3 of the business rules hierarchy consists of

documents that apply only to a specific division, center, department, or Strategic
Management Unit (SMU), including the technical work documents (TWDs), which define
hazard controls for that organization's work. Level 3 business rules directly related to
ISMS that supplement corporate ISMS mechanisms are listed in Appendix A, "Division-
Specific Mechanisms for Integrated Safety Management."

2.3 ES&H Assurance System

The ES&H Assurance System is depicted graphically in Figure 3. The Assurance System is
made up of four major systems: External Inputs and Oversight; Interfaces; Implementation; and
Assessment. The Implementation and Assessment systems are each composed of
subsystems. The ES&H Assurance System Description provides a complete overview of the
Assurance System, organized by system and subsystem, illustrating the flow of data through
each element to demonstrate how Sandia measures ISM system effectiveness and improves
its ES&H performance.

Figure 3. ES&H Assurance System

The Assurance System as a whole is designed to answer four fundamental questions:

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1. How do we know our programs and operational plans and processes are both
appropriate and effective?

2. How do we recognize issues and risks to enable appropriate mitigation or elimination

controls?

3. How do we correct problems?

4. How do we demonstrate improvement in our results?

The four fundamental questions are further refined to specifically apply to ES&H Assurance.
These questions map to the Assurance System subsystems, and ultimately to the ISMS
functions, as follows:

Fundamental ES&H Assurance Assurance System

ISMS Functions
Assurance Questions System Questions Subsystem(s)
How do we know our Have laws, regulations, External Inputs & Plan work
programs and and customer Oversight/ Strategy,
operational plans and requirements been Performance
processes are adequately translated and Measures, &
appropriate and communicated? Expectations/ Decision
effective? Making & Action
How do we recognize Have risks and hazards ES&H Programs, Identify Hazards
issues and risks to and appropriate Services, & Tools/
enable appropriate mitigations and controls Program and Line
mitigation or been identified? Implementation/
elimination controls? Decision Making &
Action
Is work authorized and Program and Line
Plan work/
performed as authorized in Implementation/
implement controls/
accordance with required Decision Making &
do work
mitigations and controls? Action
How do we correct Are mitigations and Data and Analysis Improve Process
problems? controls effective? (Reporting &
Communication)/
Decision Making &
Action
How do we Are Sandia’s ES&H Decision Making & Improve Process
demonstrate programs and work Action/ Strategy,
improvement in our reviewed for opportunities Performance
results? for improvement and Measures, &
improvements made? Expectations

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 Integrated Safety Management System (ISMS) Description

SNL measures the effectiveness of the ISM system by utilizing the ES&H Assurance System.
The Assurance System measures effectiveness by receiving input from numerous sources
including line self assessments, internal independent assessments, external third party
assessments, and internal audits. In addition, the Assurance System incorporates input from
the local NNSA site office and external regulators. This information is fed into the
Implementation System and transformed into specific strategies, performance objectives,
measures and expectations, which are then transformed into ES&H programs and supported
by services and tools. The line uses those programs, services, and tools to perform work which
will meet expectations in terms of safety, health, and protection of the environment; to work
safely and to mitigate potential issues and correct problems. Issue and risk management tools
are applied to address and respond to unexpected results and issues which have been
identified, using feedback, root cause analysis, corrective actions, lessons learned, and
tracking and trending as appropriate. Risk management tools are also used to help prioritize
risks and in decision making to eliminate or mitigate risks.

Line organization input to the Assessment System allows determination as to how well Sandia
is making measurable ES&H performance improvement and progress toward the Zero Goals
(See 2.1.1).

The Assessment System is the “assurance element” that measures ES&H work results and
compares these results to pre-established standards. These standards consist of a set of
measures. These measures are a combination of internal goals, targets, and objectives set by
the laboratory and/or at the line organization level. Additional performance criteria are
negotiated with the NNSA site office in the form of performance objectives, performance
indicators, and performance evaluation plans. More specifically, the Assessment System is
designed to gather and analyze data; propose modifications (as appropriate) to the
Implementation System as a result of these analyses; and provide feedback to SNL
management, employees, and external oversight and regulatory entities. This system
demonstrates our commitment to improve results, and enables us to know if our processes are
meeting expectations.

Because measuring system effectiveness is essential to the correct performance of ISMS,

reference will be made to the ES&H Assurance System and its subsystems throughout this
document.

The Assurance System has been improved in three broad categories:

1. Higher quality information and refined methods to keep upper management

informed:

❍ Corrective Action Management Program (CAMP) – Integration of all corporate

corrective actions.

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❍ Early Notification – Implemented early notification to Sandia Site Office (SSO) and
upper management within two hours of the discovery of any potential event.

❍ Internal Management Notification – Implemented to engage management in the

injury reporting process and ownership of any subsequent corrective actions.

❍ Integrated Reporting Management System (IRMS) – Enhanced access to

Occurrence Reporting data and Non-Occurrence Trackable Event (NOTE) data.

❍ ES&H Data Warehouse – Improved ES&H reporting capabilities.

❍ Redevelopment of ES&H metrics page – Data for various ES&H Program areas
are available on a quarterly basis and form the basis for the VP quarterly reviews.

❍ Communications with Executive Management – Conduct individual VP briefings

providing ES&H performance information on a quarterly basis.

2. Risk Management:

1. Issues Management – Reduced time and resources spent identifying issues and
ownership by improving the Issues Management Review Committee (IMRC).

2. Data Analysis – New process incorporates work controls in quarterly performance

analysis. This analysis is used to report recurring events as identified under DOE M
231.1-2.

3. Statistical Modeling Function:

Injury/Illness Predictive Model – Model was developed in 2004 and is being evaluated for
redevelopment in FY07 due to the fact that training compliance was the focus in FY06.

One of the primary overarching Assurance improvement themes is enhanced

management engagement at all levels. The system provides valuable information to
management to assist with adequate resource allocation necessary for improving
performance.

2.3.1 Quality Assurance (QA) Integration with ISMS

The SNL Corporate Quality Assurance Program (CQAP) CPR001.3.2 defines Sandia
requirements that implement DOE O 414.1C, Quality Assurance, and 10 CFR 830, Nuclear
Safety Management, Subpart A, Quality Assurance. These documents define a management
system that, when implemented, addresses the implementation of the ISMS five core
management functions and seven guiding principles.

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Both the QA Order and the QA Rule require that the two systems be integrated, or that the
contractor explain how QA criteria apply to the safety management system. The ten quality
assurance criteria are applied to all work and are implemented in accordance with a level of
formality using a graded approach. The integration of this ISMS CPR with the CQAP
CPR001.3.2 complies with the requirements mentioned above.

Required corporate controls are found in the Corporate Business Rules System. Sandia will
manage all activities in accordance with the policies, directives, and processes specified by the
Business Rules to ensure effective and efficient achievement of corporate goals and
milestones within the boundaries of the prime contract, applicable laws, Department of Energy,
Lockheed Martin Corporate directives, and best business practices. Sandia will conduct self
assessments to ensure that the business rules are both adequate and appropriately
implemented. The use of the “Assessment Criteria and Guidelines for Performing Assessments
of the Effectiveness of Incorporation of Integrated Safety Management and Quality Assurance
Principles Into Activity Level Work Planning and Control at NNSA Sites, ”Appendix B, of NNSA
Activity Level Work Planning and Control Processes provides insight into the oversight
philosophy of SNL’s primary customer, and is an important resource in planning and executing
self-assessments for all types of activity level work.

This full spectrum of business rules, including their associated Corporate Process
Requirements, potentially applies to any specific work activity, depending upon the nature of
the work and its associated risks. The five Corporate Work Process (CWP) elements provide a
consistent framework onto which these extensive requirements applicable to specific activities
can be identified, logically organized, and integrated with customer requirements into work
plans and controls. The business rules describe the various aspects of Sandia’s Integrated
Laboratory Management System (ILMS) that must be integrated using the CWP.

The Corporate Quality Assurance Department has the institutional responsibility of preparing
and maintaining the CQAP consistent with the requirements of the QA Order and QA Rule. The
QA Working Group (QAWG) is managed by the Corporate QA Department and provides
direction, guidance, and tactical planning for Sandia’s management system related to the QA
Program implementation. The Corporate Integrated Safety Management department is
responsible for preparing, maintaining, revising, and implementing the ISMS Description. The
ISMS core team interfaces and communicates with Corporate QA and the QAWG ensuring
consistency and integration of both systems.

2.3.2 Implementation of DOE O 226.1 (Implementation of Department of Energy

Oversight Policy)

Sandia National Laboratories is working toward implementation of the DOE O 226.1. An

implementation plan was submitted to the Sandia Site Office in November, 2005. An updated

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 Integrated Safety Management System (ISMS) Description

implementation plan and gap analysis was submitted to the SSO in June 2006. A review by the
Chief of Defense Nuclear Safety Office of NNSA in June 2006 provided independent feedback
on the status of SNL’s efforts toward implementation of DOE O 226.1, and the results of that
review are being integrated into our planned improvements to the implementing procedures.

2.4 Scope
Section 2.4 of this document addresses the first Guiding Principle of ISMS:

● Line management responsibility – line management is responsible for the protection of

employees, the public, and the environment. Line management includes those
employees or subcontractors managing or supervising members of the workforce.

2.4.1 Applicability

Sandia's ISMS applies to work performed by Sandia employees and their subcontractors,
whether the work is funded by DOE or other entities (e.g., Work For Others or Cooperative
Research and Development Agreements).

● ISMS is implemented utilizing a combination of policies and programs that provide ISMS
requirements to line organizations as well as the tools and mechanisms to enable
required compliance, examples are presented in Appendix B, "Examples of Mechanisms
for Employee Involvement." The line then utilizes the requirements and tools to establish
safe, and environmentally responsible operating parameters of their work.

2.4.2 Line Implementation

As established by CPSR400.1, Environment, Safety and Health Policy Statement Requirement,

Sandia line management is responsible and accountable for implementing ISMS and for
conducting work in a manner that ensures protection of Members of the Workforce, the
public, and the environment. The term "Sandia line management" means the chain of
organizational management (as opposed to project management) responsible and accountable
as follows:

1. President

2. Deputy for Nuclear Weapons Program, Deputy Director (Executive Vice President and
Deputy Laboratory Director), and Deputy Director for Integrated Technologies Programs

3. Vice Presidents

4. Directors

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5. Senior Managers (optional position)

6. Department Managers

7. Team Supervisors/Leaders (optional position)

8. All Members of the Workforce (MOW)

Roles for Sandia employees may include the word "manager," such as "project manager,"
"program manager," or "facility manager," to reflect the tasks for which they are responsible,
but not their position in the organizational line (see ES&H Manual, Section 1D, "Who Does
What," for descriptions of the different types of management).

2.4.3 Sandia Employees Performing Work on Non-Sandia-Controlled Premises

When Sandia employees are working at non-Sandia-controlled premises that are controlled by
another DOE contractor that has an ISMS Program, they follow the ISMS of the organization
that is responsible for directing the work.

Sandia's interface with the Nuclear Weapons Production Complex is defined in the technical
business practice document TBP-901, Integrated Safety Process for Nuclear Weapons
Operations and Facilities.

When Sandia employees are working at non-Sandia-controlled premises (e.g. foreign

countries, DoD sites) where no DOE-approved ISMS exists, they follow Sandia's ISMS
Program.

2.4.4 Visitors Performing Work on Sandia-Controlled Premises

Sandia hosts are responsible for ensuring that visitors performing work on Sandia-controlled
premises meet all of the requirements of the space to be visited and the activities to be
performed, including training on ISMS requirements. Visitors' ES&H responsibilities are
discussed in the CPR400.1.1/MN471001, ES&H Manual, Section 1D, "Who Does What."

2.4.5 ISMS for Sandia Subcontractors

Sandia's business rules system establishes requirements for employees. Contracts establish
requirements for subcontractors. The flow-down of ISMS requirements to Sandia
subcontractors performing work on a government site is illustrated in Figure 4.

The following is the standard contract language included in subcontracts:

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INTEGRATED SAFETY MANAGEMENT SYSTEM (ISMS) PLAN-SC-618-IS

In performing the work under this contract, the contractor shall perform work safely, in a
manner that ensures adequate protection for employees, the public, and the environment, and
shall be accountable for the safe performance of work. The Contractor shall manage and
perform work in accordance with a documented ISMS Plan that fulfills the requirements of
DEAR 970.5223-1 - Integration of Environment, Safety, and Health into Work Planning and
Execution.

If the work on the contract is performed on a Department of Energy/National Nuclear Security

Administration (DOE/NNSA) site, the Contractor shall comply with Sandia's ISMS Plan and
Environmental, Safety, and Health (ES&H) Manual, as well as any other site specific additional
safety requirements. However, the Contractor may choose to submit its own safety plan and
request that its plan be approved for use in lieu of the Sandia plan.

If the Contractor chooses to do so, the Contractor may elect to submit its own ISMS plan, in
accordance with DEAR 970.5223-1. Any work performed by the Contractor on a DOE/NNSA
site prior to the Sandia Contracting Representative's (SCR's) issuance of final written approval
of any plan submitted by the Contractor shall be performed in compliance with the Sandia
provided ISMS Plan located at http://www.sandia.gov/supplier/docindex.htm (NOTE: If the
Contractor does not have access to the web, a copy of the Sandia provided ISMS Plan may be
requested from the SCR.)

This requirement operates in addition to any other specifications or requirements included

elsewhere in this contract.

If the work is under a construction contract in which the Request for Quotation (RFQ) Contract
has incorporated either Sandia Specification 01065 for work at SNL/New Mexico or Sandia
Specification 01860 for work at SNL/California, then the contractor will follow the safety
requirements of the specification incorporated.

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Figure 4. Flow-down of ISMS Requirements to SNL Subcontractors Performing Work

Sandia's authority to stop work being performed by a subcontractor is established in

subcontracts through the inclusion of Sandia M&O Contract, Clause I-78, paragraph (i).

2.5 Distributed, Coordinated Implementation

Section 2.5 of this document addresses the second Guiding Principle of ISMS:

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● Clear roles and responsibilities

Because of the broad scope of SNL operations, the formality and rigor of ISMS are tailored to
the nature of the work and the associated hazards.

2.5.1 Tailored Requirements

Corporate requirements documents state what shall be performed. Individual organizations

determine how to implement those requirements in their work processes and procedures.
Complete implementation of Sandia's ISMS allows for customization and includes
implementation of mechanisms within every division. Corporate documents that contain ISMS
requirements and mechanisms are referenced throughout this document. The IWP will provide
a consistent framework for line organizations to manage all work while allowing customization
that aligns with the scope of operational activities.

The documents defining implementing mechanisms at the division level are listed in Appendix
A, "Division-Specific Mechanisms for Integrated Safety Management."

These requirements are reflected in the ES&H Assurance System through the External
Oversights and Inputs System, through which DOE and other federal, as well as state and local
requirements, are placed upon SNL and are communicated through the Requirements
Management program. These requirements are translated into: Strategy, Performance
Measures, Objectives, and Expectations, as a part of the “Plan Work” element of ISMS; and
are realized as Programs, Services, and Tools (“Analyze Hazards,” “Control Hazards”) to be
used by the line (“Perform Work”). Collectively, these functions comprise the Implementation
System of the ES&H Assurance System.

The line provides feedback to the Assessment System in various forms described in detail
below. Once the data is analyzed recommendations are made for improvements: to the
strategies, performance measures, objectives and expectations, ES&H programs, services and
tools, and in line implementation.

2.5.2 Coordination by LIWG

The Line Implementation Working Group (LIWG) is chartered by the ES&H and Emergency
Management (10300) Director. Responsibilities of LIWG are stated in the charter and in the
ES&H Manual, Section 1D, "Who Does What." LIWG consists of the division ES&H
coordinators representing the line organizations, managers of ES&H Subject Matter Experts
(SMEs) on support teams, ES&H Program owners, and professional advisors.

The LIWG approach promotes sharing of tools and best practices; and assures more
consistent integration of ISMS implementation across the divisions. LIWG members are also

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responsible for communicating division-implementing mechanisms to line management within

their divisions. In addition to this ongoing integration function, Division ES&H Teams provide
distributed ES&H support to assist with implementation at the line level as well as coordination
at the program level.

2.6 Integrated Work Plan (IWP) / Work Controls

Section 2.6 of this document addresses the first two Guiding Principles (see below), as well as
establishing relevance with the third through the seventh Guiding Principles of ISMS:

1. Line management is responsible for safety

2. Clear roles and responsibilities

3. Competence commensurate with responsibility

4. Balanced priorities

5. Identification of safety standards and requirements

6. Hazard controls tailored to work being performed

7. Operations authorization

The Integrated Work Plan facilitates documentation at the activity and operations level that
clearly maps to all seven guiding principles. For additional information on work planning and
control process implementation see CPR001.3.14, Work Planning and Control.

2.6.1 Work Planning and Control

The purpose of the Corporate Work Planning and Control Process is to implement a robust,
documented, and scalable process for integrated work controls within the ISMS framework.
The goal is safe, efficient, and reliable conduct of work in support of Sandia missions.

All work performed by MOW shall be planned and executed in accordance with the specific
activity level work planning and control attributes listed in Attachment B, Work Planning and
Control Required Attributes, of CPR001.3.14, Work Planning and Control.

The Integrated Work Plan (IWP) tool facilitates implementation of many of the requirements
delineated in Attachment B. This tool is available to all organizations for use in the development
of the work planning and control process, procedure documents and subsequent work planning
and control.

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2.6.2 Primary Hazard Screenings (PHSs)/Hazard Assessments (HAs)

Work controls are implemented primarily through the Programs, Services, and Tools
subsystem of the ES&H Assurance System. The key tool in this subsystem is the Primary
Hazard Screenings (PHSs). Additional tools used for work controls are discussed in Section
2.6.4, “Supervisory Tools.” Through the use of PHS, Sandia can determine what work controls
should be applied based on the type of work that is planned and the hazards that are identified.
The PHS is commonly referred to as part of the ISMS software.

Note: In 2004, Sandia integrated the Hazards Analysis (HA) program into the PHS. It is
commonly referred to as PHS with integral HA, or just PHS.

The PHS identifies hazards and impacts based on the users’ input and determines the hazard
classification of the operation. Work controls are applied in a graded approach to Sandia
operations, based on the hazard classifications determined through the PHS, as described in
CPR400.1.1/MN471001, ES&H Manual, Section 13A, “Hazards Identification and Classification
Process.” All hazards that a member of the workforce may be exposed to, and potential
environmental impacts, must be bounded by a PHS. Additionally, hazards that are classified as
“low” or higher must be analyzed using either the integral HA portion of the PHS or a
standalone HA. Line organizations may analyze identified standard industrial hazards using a
standalone or integral HA as well.

The objective of the PHS is to promote safe operations by ensuring that the hazards associated
with facility operations and work activities are clearly understood and appropriately managed.
The PHS will identify hazards associated with the operation. All low hazards will also be
analyzed to ensure appropriate controls are established. Consistent with the graded approach
process, the greater the hazards associated with a facility or activity the more rigorous
preparation and authorization process is required. Sandia has established four facility/project
designators and nine hazard classification levels for work activities based on specific hazards
and thresholds. Work control and approval/concurrence requirements have been established to
ensure safety is properly and consistently addressed.

The PHS will establish a hazard classification based on the hazards and is used to establish
the safety envelope and types of activities that can be conducted in a facility. It defines and
documents, the content, and particulars of activities allowed in that facility. A basic function of
the PHS is to ensure that a planned activity is done within the safety envelope authorized for
the operation.

Any Member of the Workforce may institute a PHS for work operations, but it is the
responsibility of the line or project manager to ensure that a PHS exists and is appropriate for
his or her programs and work spaces (in accordance with CPR400.1.1/MN471001, ES&H
Manual, Section 13A).

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Identified hazards and environmental impacts are controlled through a combination of

administrative and engineered controls. PHSs identify some of the applicable administrative
controls (e.g., TWDs and required ES&H training) and point to ES&H Manual sections and
supplements that require or recommend additional engineering controls, Personal Protective
Equipment (PPE), and warning signs. Questions and resulting logic developed for the PHS
module of the ISMS software are maintained in Administrative Operating Procedures (AOPs)
for each version of the PHS question set.

The integral HA of the PHS leads the author through a simplified failure modes and effects
analysis, and helps the author evaluate the acceptability of possible hazard controls. The
hazards analysis is described in Section 4.0, “Analyze Hazards,” below. See CPR400.1.1/
MN471001, ES&H Manual, Section 13A, "Hazards Identification and Classification Process,"
and Section 13B, "Hazards Analysis Process," for additional information.

The PHS will classify an operation by both its facility/project designator and hazard
classification based on:

● Hazardous material quantity

● DOE Standard 1027-92 (nuclear facility threshold quantities)

● 10 CFR 830 (nuclear and radiological facilities)

● DOE Order 420.2B (accelerators)

● SME derived criteria (hazard specific)

● Manager designation of hazard

The PHS will select the highest classification of all identified hazards to establish the overall
hazard level of the operation. The PHS hazard classifications are:

● Business Occupancy (Office)

● Standard Industrial Hazard (SIH)

● Low

● Moderate

● High*

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● Accelerator

● Category 3 nuclear

● Category 2 nuclear

● Category 1* nuclear

*Note : SNL does not currently have or run operations classified as High or Category 1 nuclear.

All work activities have to include attention to safety and use of the ISMS in order to address
and improve the overall safety performance at Sandia-controlled premises. This can be
accomplished by using the facility/project designators described below. The designators are
connected to the hazards and are related to the documentation required for the operation’s
authorization. The PHS will select the applicable designation based on the overall hazard
classification and hazard types of the facility/project. The PHS facility/project designators are:

● Accelerator

● Nuclear

● Radiological

● Nonnuclear

The PHS will prescribe required hazard-driven training which may be supplemented by
additional courses and/or qualification requirements assigned by the manager. In addition,
managers implement project-, site-, or facility-specific procedures through on-the-job training
and formal or informal mentoring processes. For example, the training requirements for
explosives operations include on-the-job training, “Required Reading,” and “Timely Instructions
to Operators” as outlined in CPR400.1.1.33, Conduct of Operations Manual, “Explosives
Operations.”

Required training is listed in the Results and Conclusions section of the PHS. A corporate four-
hour training module (ISMS100) for the ISMS software is available in Sandia’s Training and
Educational Development System (TEDS) and is to be completed by ES&H Coordinators prior
to reviewing a PHS. PHSs are a matter of record and may have wide applicability. PHS is a
hazard awareness tool for employees. As of 2006, there are currently 1,391 PHSs in the
system and the following hazard classification levels have been determined:

Accelerator 2

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 Integrated Safety Management System (ISMS) Description

Business occupancy 56
Category 3 nuclear 3
Category 2 nuclear 2
Low (nonnuclear or radiological) 632
Moderate nonuclear 5
Standard Industrial Hazard (SIH)
691
(nonnuclear or radiological)

As shown above, the majority of Sandia's operations are similar to those found in industry and
commerce, and are categorized as one of the following three hazard classifications:

● Business occupancy (office)

● SIH

● Low-hazard

As a group, these operations are referred to as "less hazardous operations."

Sandia operations involving hazards that are not commonly found in industry or commerce are
referred to as "more hazardous operations." These include operations of the following hazard
classifications:

● Moderate-hazard

● Accelerator

● Category 2 nuclear facility

● Category 3 nuclear facility

Responsible Line Managers must sign off on the following statement to approve PHSs, thereby
incorporating management accountability and authorization into the process.

“I have reviewed this PHS and concur with the identified hazards, results, and
conclusions. I authorize the proposed work; and before commencement of work,
will ensure that adequate resources are available, applicable readiness verification
is performed, and that work is prioritized as appropriate.”

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Members of the Workforce are required to develop primary hazard screenings (PHSs) as
described in 2.6.2 Primary Hazard Screenings (PHSs)/Hazard Assessments (HAs) of this
document, and also in CPR400.1.1, ES&H Manual, Section 13A, “Hazards Identification and
Classification Process.” Hazards analyses (HAs) are also described in Section 13B, “Hazards
Analysis Process,” using the ISMS software. A process called the Hazard Aggregation Rollup
Process (HARP) identifies hazards at a facility level for those facilities that meet specific criteria
outlined in Section 13A, "Hazard Aggregation Rollup Process" to better understand and control
aggregate hazard risks and to develop appropriate emergency response strategies. For
example, radiological materials are managed utilizing the HARP. The HARP author is notified
when the total radiological material exceeds 1% of CAT III limit. This allows the HARP owner to
maintain overall Facility Classification below CAT III nuclear facility designation.

2.6.3 Authorization Basis

The Authorization Basis is the set of documents produced that management relies upon to
ensure that Sandia facilities, activities, and operations adequately control hazards within the
bounds of regulatory requirements and acceptable risk. Each operation identifies and evaluates
the associated hazards to determine the appropriate classification levels described in the
previous section. The levels are directly connected to the types and effects of hazards in the
operation. Sandia requires additional analysis, safety documentation, approvals, and control of
hazards for more hazardous operations in order to authorize work. ES&H Manual, Section 13C,
"Authorization Basis Documentation Process," summarizes the preparation and authorization
process elements and the hazard analysis mechanism is identified for each level in the form of
the document or action required to perform the function. The ES&H Manual contains necessary
specifics and additional information for the reviews before startup or restart at each level.

A site-wide authorization agreement constitutes the agreement between the contractor and
DOE/NNSA to conduct all operations according to the site-wide authorization basis. The
Sandia M&O Contract is the "site-wide authorization agreement" for Sandia. In addition to the
site-wide authorization agreement, some of Sandia's nuclear facilities require additional facility-
specific authorization agreements. For details, see CPR400.1.1.35/GN470099, Authorization
Agreements (AAs) for Category 1 or 2 Nuclear Facilities or High-Hazard Nonnuclear Facilities.
Work authorization for startup and restart of more hazardous operations requires NNSA
approval.

A Safety Assessment (SA) covers Moderate Hazard facilities. Guidance for the preparation of a
SA is contained in CPR 400.1.1.20/GN470088, Preparation and Review of Safety Assessments
for Moderate- and High-hazard Nonnuclear Facilities.

Accelerator facilities are covered by a document called a Safety Assessment Document (SAD).
This is described in ES&H Manual, Section 13C, under the subtopic "Accelerator Activities
Assurance Process."

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DOE/NNSA has established two categories for startup and restart of nonnuclear (including
radiological) operations:

● SSO Approval: Facilities/activities for which there is a potential for significant off-site
consequences to the public. This category represents operations with a high hazard
classification and requires SSO approval for startup and restart.

● Sandia Approval: Facilities/activities for which there is no potential for significant

consequences to the public. This category represents operations with a business
occupancy, SIH, Low, or Moderate hazard classification. Startup and restart of operations
in this category will follow the process in ES&H Manual, Section 13C, "Authorization
Basis Documentation Process." Sandia has startup and restart approval for these
operations and will use a “notify and go” approach to start operations.

Note: Because Sandia has no high-hazard (nonnuclear or radiological) operations or Category

1 nuclear facilities, the ISMS D does not discuss those hazard classifications. However, the
corporate Safety Basis Department reviews all moderate-hazard and Category 2 nuclear
facilities to ensure correct classification as described in CPR400.1.1/MN471001, ES&H
Manual, Section 13A.

Figure 5 shows whether Sandia or DOE authorizes an operation based on the hazard level.

Figure 5. Graded Approach to ISMS by Hazard Classification

2.6.4 Supervisory Tools

In addition to the PHS discussed in Section 2.6.2 above, management utilizes readiness
assessments to ensure that operating controls are in place and validated before work is begun
and self-assessments (after a specified amount of time has elapsed) after work has begun to
ensure the operations are in accordance with ISMS safety functions and adequately covered by

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the PHS and supplemental documentation. In addition, a quarterly sampling review of PHS
documents is performed by a SME from the Sandia Safety Basis Department.

A readiness review is required for hazard classifications of SIH, low, moderate, high,
accelerator, or nuclear category 2 and 3 (Sandia has no Category 1 nuclear facilities or high
hazard facilities). Each of the facilities classified as above require either a formal safety
assessment or analysis. The process for the development of safety basis documentation for
nuclear facilities including a flow diagram and the necessary specifics is in CPR400.1.1.38/
GN470101, Preparation and Review of Documented Safety Analyses (DSAs) and Technical
Safety Requirements (TSRs) to meet 10 CFR 830. Various types of readiness assessments
and their applications are found in the ES&H Manual, Section 13D, “Readiness Review
Process - Planning, Review, and Approval.” The review follows a graded approach and
includes a check of the control measures listed in the PHS.

Line self-assessments and management self-assessments (and surveillances) are done to

ensure that work is conducted in accordance with work controls and ISMS safety functions. The
purpose of the self-assessment is to ensure a proactive approach to safety and to improve
safety performance. The specific objectives of Sandia’s safety self-assessment program as
outlined in the ES&H Manual are to ensure:

● Operations comply with applicable safety policies and procedures.

● Safety-related requirements are integrated into all levels of facility, management, and
operational activities.

● Safety-related deficiencies are identified, analyzed, and managed to minimize their

occurrence or recurrence.

Elements of the line self-assessment and management self-assessments normally include

compliance sampling as well as performance validation. These self-assessments are normally
performed by the people involved in the facility or program being assessed.

2.6.5 Worker Involvement

ES&H success at SNL depends on the active involvement, communication, and participation of
Members of the Workforce. Management is responsible for creating and maintaining an
environment that involves workers throughout all five core management functions of ISMS.
Mechanisms for worker involvement are embedded throughout the implementing documents
referenced herein and examples are presented in Appendix B, "Examples of Mechanisms for
Employee Involvement."

2.7 Organizational Structure, Roles, and Responsibilities

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2.7.1 Source Documentation

The ES&H Manual, Section 1D, "Who Does What," is the description of ES&H roles and
responsibilities at SNL. It identifies responsibilities of individuals, groups, and Sandia
management, including:

● Laboratory Leadership Team and the Infrastructure Council

● Strategic Management Units SMUs

● Sandia's Environment, Safety, and Health Programs.

● Standing safety committees (see Attachment 1D-3, "Standing ES&H Committees") of the
ES&H Manual.

● Line, program, and space responsibilities as defined in organization programs (see

ES&H Manual, Section 1D, "Who Does What")

2.7.2 Division ES&H Teams (SNL/NM)

Division ES&H Teams at SNL/NM consist of the division ES&H coordinators, center ES&H
coordinators, and ES&H professionals, usually provided from the ES&H and Emergency
Management Center (10300). This team approach enables Sandia organizations to effectively
manage the risks associated with the hazards and environmental impacts in their operations.

The roles and responsibilities of division and center ES&H coordinators are described in
"Responsibilities of Groups" in CPR400.1.1/MN471001, ES&H Manual, Section 1D, "Who Does
What."

Line Work Agreements between the ES&H and Emergency Management Center (10300) and
division ES&H coordinators are negotiated, as needed, to establish the levels of support
services to be provided. Team size and composition vary across divisions, based on the
hazards and risks of division operations. ES&H professionals supporting line operations are
primarily funded through the indirect project structure of the ES&H and Emergency
Management Center. Direct funding is provided by line organizations in some instances.

ES&H professionals are involved during the line organization's work planning and execution.
While the line organization is accountable for decisions made, the ES&H professionals help
ensure that ES&H issues are identified and appropriate options for solutions are incorporated
throughout the work process from planning to implementation. ES&H professionals may include
representatives from safety engineering, industrial hygiene, radiation protection, environmental

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protection, and emergency management.

ES&H professionals, generally, are responsible for:

● Translating requirements within their area of expertise for organizational activities

supported.

● Providing advice and options to organizations and clearly identifying risks and
consequences of not following this advice.

● Learning and understanding the operations of the organizations that they support.

● Contributing fully, to the success of the organization in achieving their objectives while
maintaining their corporate responsibility to help ensure that SNL is a safe, healthful, and
environmentally benign workplace.

● Providing practical, cost-effective recommendations and advice within their field of

expertise and within the five safety management functions of ISMS for resolving ES&H
issues and concerns.

● Ensuring that their recommendations comply with applicable regulations and DOE and
SNL requirements.

ES&H professionals of the same ES&H discipline meet on a regular basis with the ES&H and
Emergency Management Center (10300) manager responsible for that program and may
discuss any or all of the following topics:

● Regulatory issues

● Changes to the applicable chapter of the ES&H Manual or supplement

● Lessons learned

● Development of common processes and procedures to maintain consistency throughout

SNL

2.7.3 SNL/CA Interdisciplinary Team

The Interdisciplinary Team (IDT) at SNL/CA consists of subject matter experts (SMEs) for all
ES&H disciplines who meet with researchers, facility engineers, and functional program
managers to evaluate ES&H hazards and define methods to control them. The IDT reviews all
proposed projects and programs and any major project and program changes. The IDT then
provides requirements, recommendations, and assistance to the project and program owners.

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2.7.4 Additional Safety Committee Oversight of Accelerator and Nuclear

Operations

Safety committees provide additional oversight for the accelerator and nuclear operations at
SNL.

The 1600 Pulsed Power Safety Committee reviews and approves proposed tests, experiments,
and modifications performed at SNL's accelerator facilities or other pulsed power devices, as
defined in its charter. It serves as an advisory committee to all SNL center directors responsible
for accelerator operations and reviews any special issues requested by the center directors.

The Nuclear Facilities Safety Committee (NFSC) independently reviews safety at reactor and
nonreactor nuclear facilities in Technical Area V, and reports to the Vice President of the
managing organization. Committees that report to the NFSC include the following:

● Radiological Criticality Safety Committee (RCSC)

● Annular Core Research Reactor Committee (ACRRC)

● Sandia Pulsed Reactor Committee (SPRC)

● Nuclear Facilities Safety Committee (NFSC) for the Sandia Reactor Safety Committee

● Sandia Nuclear Criticality Safety Committee (SNCSC) for non-TA-V activities

These committees evaluate the safety of the associated facilities, as well as onsite and offsite
activities that fall within their scope involving Members of the Workforce. They communicate
recommendations and action items through meeting minutes.

See CPR400.1.1/MN471001, ES&H Manual, Section 1D, Attachment 1D-3, "Standing ES&H
Committees," for information about other standing ES&H committees.

3.0 PLAN WORK

This section addresses the first safety management function, "Plan Work," which involves
translating the mission into work, setting expectations, prioritizing tasks, and allocating
resources (see CPR400.1.1/MN471001, ES&H Manual, Section 2A, "Plan Work"). Work

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planning takes place on many levels, from the initial setting of strategic targets to the day-to-
day conduct of operations. Thus, this ISMS function has an impact on several of the Assurance
System subsystems: External Inputs & Oversight; Strategy, Performance Measures, &
Expectations; Decision Making & Action; Line and Program Implementation. An example of
how the “Plan Work” core safety management function incorporates work controls is provided
below:

● The author completes/submits a PHS - the institutional process for the recognition and
classification of work hazards and environmental impact. The author of the PHS is
responsible for:

❍ Stating the technical objectives.

❍ Defining the work activities to be performed.

❍ Identifying the hazards within the facility and involved with the work activities.

❍ Identifying the facility in which the work will take place.

❍ Identifying the individual who will be supervising the work activity.

● The hazards are identified for any new research project in the PHS whereby:

❍ The hazards are classified.

❍ The project is described.

❍ The validated procedures are listed.

❍ The job hazard analysis as part of the required training is listed.

❍ The controls are provided.

❍ Required briefings are held.

❍ Technical and quality reviews of the PHS are completed by the ES&H Coordinator,
the Industrial Hygiene PHS reviewer, etc.

● The management chain and list of required reviewers that results from these
determinations are responsible for ensuring the work activity is properly analyzed,
controlled, performed, and monitored.

Once the above are completed, the Department Manager gives final approval after the reviews.

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In addition, a quarterly sampling review is performed by a SME from the Sandia Safety Basis
Department.

3.1 Translate Mission into Work

“Line of sight” is the concept that employees' work and performance expectations are clearly
linked to goals established by the program/project, department, center, and division; and that
those goals conform to the Sandia-wide corporate direction, mission, and vision. This linkage
should be formally documented on every employee's performance management form (PMF).

Annually, Sandia engages in a strategic planning process which begins with a review of
strategic objectives and intermediate goals, any necessary revisions of those planning
elements, and the generation of representative fiscal year milestones. These corporate
planning elements (objectives, goals, and milestones) appear in the Institutional Plan, and if
changes occur, the latest planning elements appear in documents accessed through the
Laboratory Planning and Executive Support web site. These are sufficient to identify Sandia's
major long-range and intermediate-range goals, and enough fiscal year milestones to represent
the depth and breadth of Sandia's major programs.

The Institutional Plan provides a comprehensive yearly "snapshot" of Sandia's major programs,
facilities, human resources, and budget. This document also includes overviews of missions,
organizations, capabilities, planning functions (such as strategic objectives), milestones, and
accomplishments.

Representative fiscal year milestones are set each year by the seven Strategic Management
Units (SMU) (the four business SMUs and the foundation, initiative, and service SMUs). The
Laboratory Leadership Team reviews progress on representative fiscal year milestones every
quarter.

SMU leaders, SNL program managers, and line managers develop work plans consistent with
the planning elements in the Institutional Plan. Although corporate-level plans use three
planning levels, managers at these levels may use as many planning levels as they need to
clearly communicate expectations (see CPR400.1.1/MN471001, ES&H Manual, Section 2A,
"Plan Work").

Annual performance planning between individual Sandia employees and their direct
supervisors establishes the objectives against which employees are evaluated. The
performance management form (PMF) can include applicable ISMS-related objectives (see
CPR300.2.1, Performance Management).

Performance of ES&H-related job responsibilities is rewarded or penalized as any other type of

job responsibility by the annual salary review, monetary or non-monetary awards for specific

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activities given by the person's management, or disciplinary action, if appropriate. Disciplinary

actions concerning noncompliance with ES&H policies and procedures are established in
CPR300.4.3, Employee Conduct and Corrective Discipline.

3.2 Set Expectations

Sandia annually negotiates a Performance Evaluation Plan (PEP) with DOE/NNSA that defines
performance criteria by which DOE/NNSA will appraise Sandia's performance.

Individual organizations also establish expectations. Expectations with respect to work planning
at the program and organizational level are described in CPR400.1.1/MN471001, ES&H
Manual, Section 2A, "Plan Work." Expectations for each individual are established through the
performance management process.

3.3 Prioritize Tasks and Allocate Resources

3.3.1 Corporate-Level Institutionalized Processes

At SNL, ES&H requirements are integrated into programmatic, customer, and stakeholder
requirements. This integration is established to ensure that operational requirements are
analyzed and developed in conjunction with safety requirements. These balanced and
integrated requirements then form the basis for determining work prioritization and resource
allocation (see CPR400.1.1/MN471001, ES&H Manual, Section 2A, "Plan Work"). Resources
for operational and safety requirements are reviewed and negotiated, when necessary,
throughout the life cycle of the project.

The key document that contains the requirements for budget processes that apply to all work in
all divisions is CPR500.1.1, Financial Manual.

The Financial Manual is to business planning (resource allocation and work prioritization) what
the ES&H Manual is to safety planning. It provides the requirements for all Sandia program and
project plans and includes the Spend Plan Tool (see Financial Manual, Chapter 10, "Spend
Plan"). The Financial Manual contains the mechanisms that SNL program and project
managers must use when developing their budget plans, which must include both work
prioritization and resource allocation.

Sandia organizations use work planning processes and systems that are tailored to the work
they perform. Although different organizations may use different planning documents, the
planning processes must comply with the Financial Manual.

3.3.2 Annual ES&H Plan Preparation

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Sandia is required to annually review and update, for SSO approval; its safety performance
objectives, performance measures, and commitments in accordance with contract clause I-78,
consistent with and in response to SSO's program and budget execution guidance and
direction. Resources are identified and allocated to meet the safety objectives and performance
commitments, as well as maintain the integrity of the entire System. The System is integrated
with Sandia's business processes for work planning, budgeting, authorization, execution, and
change control.

In addition, Sandia submits to DOE an ES&H Compliance Liability Estimate on a quarterly

basis. This estimate represents costs to bring facilities and operations into compliance with
existing ES&H laws, regulations and applicable Department of Energy Orders.

4.0 ANALYZE HAZARDS

This section addresses the second safety management function, "identify and analyze hazards
associated with the work." See CPR400.1.1/MN471001, ES&H Manual, Section 2B, "Analyze
Hazards." The function is addressed in the ES&H Programs, Services, & Tools; Program and
Line Implementation; and Decision Making & Action subsystems of the ES&H Assurance
System.

The “Analyze Hazards” function incorporates these steps of Work Control when, for example:

● The Readiness Review Process verifies that the controls described in the PHS are
implemented and functional before start-up of experiments of operations (CPR400.1.1/
MN471001, ES&H Manual Section 13D, “Readiness Review Process - Planning, Review
and Approval"). The review follows a graded approach and includes a check of the
control measures listed in the PHS.

● The Self-Assessment process gives managers the tools for effective oversight of
activities.

Note: See Section 2.6.4, “Supervisory Tools,” for additional descriptions on these items.

The IWP creates a cohesive link between identified hazards and environmental impacts, their
mitigation and/or elimination at the activity level.

4.1 Safety Analysis

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Hazard management is the responsibility of each person involved in an activity, from planning
to clean up.

Management is responsible for ensuring that hazards are identified and that adequate
measures are in place to provide a safe, healthful, and environmentally benign workplace. This
responsibility includes performing routine workplace assessments to ensure that hazards are
identified and controlled, that work is performed safely, and that the environment is protected.

All Members of the Workforce are responsible for suspending and reporting operations
they believe to be unsafe or environmentally unacceptable and refraining from
participating in such operations.

In addition, Members of the Workforce are responsible for:

● Helping management identify hazards to both Members of the Workforce and to the
environment.

● Helping management identify actions needed to perform work safely and in an

environmentally acceptable manner.

● Performing their work in a safe and environmentally acceptable manner.

The purpose of both DOE O 450.1, Environmental Protection Program, and of the PHS is to
help Members of the Workforce and management identify hazards that pose risks to workers
and the environment, and to assess the adequacy of actions planned to mitigate the
consequences of such hazards. The PHS Process, as a Sandia tool, is designed to assist in
managing hazards. The level of effort applied to mitigate a workplace hazard depends on the
potential consequences to workers, the public, and the environment. For example, most
hazards at Sandia are equivalent to those routinely encountered in industry. Controls for these
standard industrial hazards have been defined by industry or regulatory bodies. Some Sandia-
unique processes or equipment may not have industry-defined controls. These hazards may
need additional analysis or development of special controls. ISMS software is a tool to help
managers and workers recognize the need for this additional analysis and to understand the
level of approval needed to start an activity or operation (for example, managers approve
operations involving standard industrial hazards; DOE approval is needed for some higher
hazard operations).

The PHS description section defines the scope of work that is covered under the specific PHS;
includes hazard identification at a high-level; identifies requirements for hazards and controls (e.
g. training, ES&H Manual sections); and identifies hazards classification.

The PHS outputs documentation of processes, activities, and hazards, including the following

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information:

● Applicable hazard classification (e.g., business occupancy [office], standard industrial

hazard, low-hazard nonnuclear, moderate-hazard nonnuclear, accelerator, Category 2
nuclear facility, or Category 3 nuclear facility)

● Readiness reviews (see CPR400.1.1/MN471001, ES&H Manual, Section 13D,

"Readiness Review Process — Planning, Review, and Approval")

● Highest-level required safety documentation (e.g., PHS, PHS with integral HA, safety
assessment [SA], documented safety analysis [DSA], or safety assessment document
[SAD])

● Required technical work documents (TWDs)

● Sections in the ES&H Manual that identify applicable requirements from regulations,
DOE directives and SNL policies

● Warning messages

● Analysis of all low hazards (and, optionally, standard industrial hazards) using a modified
Failure Modes and Effect Analysis (FMEA) technique.

The ISMS PHS Process identifies sections of the ES&H Manual that address requirements
applicable to the operation's particular hazards. Members of the Workforce who perform work
can further tailor these requirements by developing TWDs.

4.2 Environmental Management System (EMS) Analysis

Sandia has implemented an institutionalized EMS. The EMS, in accordance with DOE Order
450.1, Environmental Protection Program, specifically addresses the environmental elements
and required integration with ISMS.

The purpose of the EMS is to provide a prevention-based environmental management system

that goes beyond compliance and provides a system for continuous improvement of
environmfental protection.

Sandia conducted a site-wide aspects/impacts analysis to define significant environmental

impacts to help develop goals to reduce these impacts. Additionally, each division reviewed
their operations, identified key environmental impacts and developed goals and actions to
mitigate these impacts. In conjunction with the FY06 DOE Pollution Goals, Sandia has
developed a set of environmental metrics that is tracked to show progress in meeting

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objectives. These goals and supporting metrics are communicated through division ES&H
teams to the worker level. This ensures that planned activities address environmental impacts
and identify how to implement the necessary controls. Aspects/Impact analyses are conducted
annually to assess progress and develop new goals.

An important element of Sandia’s EMS is National Environmental Policy Act (NEPA)

compliance. Sandia assists DOE in meeting DOE's NEPA responsibilities by:

● Performing internal reviews of proposed actions for potential environmental impacts as

one of the initial elements of project planning, and documenting these reviews. A module
of ISMS software assists with this evaluation and documentation.

● Identifying both those actions that are within the scope of existing DOE NEPA
determinations, and actions that require additional DOE NEPA review. Sandia must
submit documentation to NNSA/SSO for actions requiring additional DOE NEPA review.

● Complying with CPR400.1.1/MN471001, ES&H Manual, Section 10B, "National

Environmental Policy Act (NEPA), Cultural Resources, and Historic Properties."

● Making maximum use of data generated and analyzed for DOE/EIS-0281, SNL/NM Site-
Wide Environmental Impact Statement (SWEIS), and DOE/EA-1422, Final Site-Wide
Environmental Assessment of the Sandia National Laboratories/California Site (January
2003), by incorporating facility operational descriptions, materials and effluent quantities,
and hazard descriptions into NEPA review to help:

❍ Ensure that operations remain within the conditions analyzed.

❍ Identify when proposed actions may lie outside those conditions.

The ISMS Software NEPA Module is the corporate tool recommended for meeting these
requirements. However, some line organizations (including the California site) use equivalent
processes and tools.

5.0 CONTROL HAZARDS

This section addresses the third safety management function, "develop and implement hazard
controls," which involves identifying applicable requirements, identifying controls to prevent/
mitigate hazards, establishing the safety envelope, and implementing controls. (See

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CPR400.1.1/MN471001, ES&H Manual, Section 2C, "Control Hazards.") It also specifically

addresses Guiding Principle 3, Competence Commensurate with Responsibilities, in a further
discussion of ES&H training.

"Control Hazards" is addressed in the following:

● The ES&H Assurance System

● The ES&H Programs, Services, and Tools subsystem

● The creation of ISMS tools such as the PHS

● The Decision Making & Action subsystem, where input from the Data Analysis and
Reporting subsystem is used to recommend or authorize changes to the programs,
services and tools to better identify and control hazards.

The “Control Hazards” function incorporates these steps of Work Control when, for example, a
readiness review, as described in the CPR400.1.1/MN471001, ES&H Manual Section 13D,
"Readiness Review Process - Planning, Review, and Approval," verifies that safety related
structures, systems, components and administrative controls specified in the CPR400.1.1/
MN471001, ES&H Manual, Section 13C, "Authorization Basis Process," are implemented and
functional prior to startup or restart of a Sandia activity.

The “Control Hazards” function is accomplished through a variety of mechanisms; the most
common of which are Technical Work Documents (TWDs). TWDs record hazards, so that
potential environmental impacts are mitigated or eliminated, and the steps necessary to
perform the technical aspects of the work. Stop Work conditions are identified, when
appropriate, in each task description contained within a TWD.

TWDs are approved and signed at the appropriate level prior to performing work. Authorized
users are required to read the TWD and confirm their status as an authorized user by signing
the TWD. Work is performed safely within control measures established and communicated by
the TWD. Work is not permitted to be performed outside the controls established for the activity-
level hazards identified in the TWD without additional revision and approvals. [CPR400.1.1/
MN471001, ES&H Manual, Chapter 21, Technical Work Documents (TWDs), “Incorporating
ISMS into TWDs.”]

5.1 Identify Applicable Requirements

The Sandia M&O Contract, Clause I-72, specifies that Sandia must comply with two categories
of requirements:

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● All applicable federal, state, and local laws and regulations.

● All DOE directives agreed to by the Corporate Contracts Management and Policy
Department and the NNSA/Sandia Site Office (NNSA/SSO) Contracting Officer that are
identified in the Sandia M&O Contract, Section J, Appendix G, "List of Applicable
Directives and NNSA Policy Letters." See CPR200.2.2, Baseline Directives
Management, for processes used by Sandia to manage DOE/NNSA directives, including
adding directives to the Sandia M&O Contract.

The process through which applicable ISMS requirements are reviewed, tailored, and
communicated to Members of the Workforce is established in the Administrative Operating
Procedure (AOP 04-02), ES&H and Emergency Management Requirements Management
Process.

Sandia line organizations obtain their ES&H requirements from the ES&H Manual and its
supplements. The information in the ES&H Manual is:

● Organized according to applicable ES&H functional program areas or program elements

(e.g., radiation protection, pressure safety, etc.).

● Authored by SMEs who interpret the ES&H requirements and tailor them for SNL.

● Formatted to separate mandatory requirements from optional guidance.

● Restricted to "what" is required or recommended, not "how" it is to be implemented in

organizations (except where uniformity within SNL is deemed necessary).

● Tied to requirements source documents (e.g., federal, state, and local laws, regulations,
and ordinances and applicable DOE directives identified in Section J, Appendix G of the
Sandia M&O Contract).

● Inclusive of training requirements located in each chapter or section's "Training" topic

and in Chapter 11, "ES&H Training."

Oversight of ES&H Manual processes (e.g., development, revision, review, and approval) is
provided by the ES&H Manual Committee (ESHMC). The ESHMC includes ES&H and
Emergency Management Center (10300), California Site Operations (8500), line Members of
the Workforce, and Sandia's ES&H attorney. These processes are intended to ensure that the
ES&H Manualcaptures requirements and changes from higher-level documentation (i.e.,
regulations, DOE directives, and Sandia corporate policy statements) and tailors them into
corporate process requirements for flow-down to activity-level work planning and work controls
that are understood and integrated as part of line operations.

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The ESHMC sets priorities for development of new sections, chapters, supplements, and
updating of existing documents. At any given time, some contractual requirements may not be
captured in the ES&H Manual but should appear on the revision schedule.

As external requirements change, the appropriate SMEs are responsible for communicating
current program requirements in their area of expertise.

Program requirements applicable to ES&H program operations and Members of the Workforce
are communicated through program description documents and other appropriate mechanisms
(see AOP 04-02 Environmental Safety & Health (ES&H) and Emergency Management
Requirement Management Process.)

Line organizations can further tailor program-level requirements from the ES&H Manual into
activity-specific requirements. Tools available for this purpose include an Index of Hazards
within the ES&H Manual, output from the ISMS software, and technical work documents
(TWDs). See Section 5.2.2 for more information on TWDs. The Index of Hazards provides a
quick and effective method to search for hazards and associated controls and guidance,
enabling line organizations to ensure that they are aware of and applying necessary hazard
controls. The output from the ISMS PHS/HA process tailors program-level requirements from
the ES&H Manual into activity-specific requirements for line organizations. A completed TWD is
a working-level document that defines and communicates controls that mitigate potential ES&H
hazards associated with work activities or facilities.

5.2 Identify Controls

Controls include design features, engineering controls, and administrative controls (e.g.,
personal protective equipment, TWDs, warning signs, and ES&H training).

Eliminating hazards or identifying mitigation controls is accomplished primarily through a

combination of the ISMS software, TWDs, training, worker involvement, and Division ES&H
Team support.

See CPR400.1.1/MN471001, ES&H Manual, Section 2C, "Control Hazards," for a general
discussion of hazard controls and links to applicable ES&H Manual sections and supplements.

Controls associated with facilities infrastructure (e.g., water; sewer; electrical; and heating,
ventilation, and air conditioning systems) are implemented at SNL through the Sandia Sites
Comprehensive Plan and Sandia Internal Lease Agreements (ILAs). See CPR400.4.2,
Corporate Space and Real Estate Management, for more information on ILAs.

5.2.1 ISMS Software

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The ISMS software is discussed in detail in Section 2.6.2, Integrated Work Plan/Work Controls.
The PHS program is part of the ISMS software and is available through the Sandia Restricted
Network (SRN) and accessible from all Sandia locations.

5.2.2 Technical Work Documents (TWDs)

Each line organization identifies hazard-specific work controls in TWDs that tailor requirements
to the work. See CPR400.1.1/MN471001, ES&H Manual, Chapter 21, "Technical Work
Documents (TWDs)," to determine the need for TWDs. A new application, the Integrated Work
Plan (IWP) system, has been developed and deployed. The IWP comprises various modules,
including the OP module in which TWDS such as Operating Procedure s (OPs ), Test-Specific
OPs, and Standard OPs can be created. To create a new TWD or change an existing eTWD,
use the OP module in the IWP Application.

The Division ES&H Teams or other SMEs in the ES&H and Emergency Management Center
(10300), and California Site Operations (8500) provide assistance with development and
review TWDs, as necessary, and assist Line managers and personnel in working safely and
meeting applicable requirements defined within TWDs.

5.2.3 ES&H Training

As established in CPR400.1.1/MN471001, ES&H Manual, Chapter 11, "ES&H Training," line

managers are responsible and accountable for ensuring that:

● The ES&H Manual and PHS are used to identify required training for Members of the
Workforce that is appropriate for the hazards associated with their processes and
projects.

● Training requirements are entered into the ES&H Training, Education, and Development
System (TEDS).

● Members of the Workforce must complete required training before performing work.

● Additional task-specific training and/or worker qualification requirements are defined by

operational management.

● Training requirements consistent with the Contractor Training Instructional Aid are written
into contracts.

● Training completions are documented in Sandia’s Training & Employee Development

System (TEDS). (Some organizations have site-specific or task-specific training

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databases to record completions and perform tracking in addition to TEDS.)

Members of the Workforce are responsible and accountable for completing designated training
prior to working on activities that require training. Unless prohibited in policies or programs, line
management may approve MOW to work under the direction of an appropriately qualified
person.

5.3 Establish the Safety Envelope

The CPR400.1.1/MN471001, ES&H Manual, Section 13C, "Authorization Basis Process,"
contains information related to establishing the safety envelope and process for obtaining
Sandia or DOE authorization approval for facilities and activities. See Section 2.6.3,
"Authorization Basis/Safety Assessment Documents." The Safety Basis Department maintains
a listing of Sandia higher hazard facilities and corresponding authorization basis documents.

6.0 PERFORM WORK

This section addresses the fourth safety management function, "perform work within controls,"
which involves confirming operational readiness and performing work safely. (See CPR400.1.1/
MN471001, ES&H Manual, Section 2D, "Perform Work.")

"Perform Work" is addressed in the ES&H Assurance System in the Program and Line
Implementation subsystem. The ES&H programs, services, and tools feed into program and
line implementation by identifying and analyzing hazards and the steps necessary to mitigate
them. In turn, through the various feedback and improvement mechanisms to be described in
Section 7.0, the program and line provide data to the Data and Analysis (Reporting/
Communication) subsystem, which processes it for input into the Decision Making & Action
subsystem to recommend or authorize changes to processes, procedures, programs, services
and tools.

6.1 Confirm Readiness

Steps required to confirm readiness to perform work are established in CPR400.1.1/
MN471001, ES&H Manual, Section 13D, "Readiness Review Process—Planning, Review, and
Approval."

6.2 Perform Work Safely

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The “Perform Work” function incorporates the corresponding steps of Work Control when:

● The first three safety management functions have been performed. (Plan Work, Analyze
Hazards, and Control Hazards).

● The controls that determine the safety envelope are implemented and remain
operational. (e.g., No new hazards are encountered, equipment remains functional,
Members of the Workforce training remains in compliance; and Members of the
Workforce are aware of and follow requirements which are documented in TWDs or are
communicated in training or other applicable policies and procedures.)

● If the scope of work changes such that new hazards or environmental risks are
introduced, the work must be paused until revised work planning, hazard and
environmental impacts are analyzed; and any additional controls are documented and
approved.

Members of the Workforce (including management) meet these conditions by complying with:

● CPSR001.3, Integrated Laboratory Management System (ILMS).

● Sandia's expectations for formality of operations as described in the Formality of

Operations Manual.

● CPR400.1.1/MN471001, ES&H Manual, Section 2D, "Perform Work."

● CPR400.1.1/MN471001, ES&H Manual, Chapter 15, "Emergency Preparedness and

Management."

● CPR400.1.1/MN471001, ES&H Manual, Chapter 21, "Technical work documents

(TWDs)."

All Members of the Workforce have the right, responsibility, and obligation to stop work
which they believe is being performed in an unsafe manner or may threaten the
environment.

7.0 FEEDBACK AND IMPROVE

This section addresses the fifth safety management function, "provide feedback on adequacy
of controls and continue to improve safety management," which involves gathering feedback

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information on the adequacy of controls; identifying and implementing opportunities for

improving the definition and planning of work; conducting line and independent oversight; and,
if necessary, addressing regulatory enforcement actions. (See CPR400.1.1/MN471001, ES&H
Manual, Section 2E, "Feedback and Improve.")

Self Assessment Improvement Plan for FY06

● Revised self-assessment CPR

● Standard tool set for Corporate trending and tracking

● Self-Assessment training – cascaded model

● Clear and defined expectations associated with roles and responsibilities for participants
of self-assessment teams (i.e. frequency, participants, expertise/qualifications)

● Integrated issues management and ES&H self-assessment results

● Deploy ES&H Dashboard

● Implement Statistical Process Control (SPC) Methodology in the Causal Analysis of

Occurrence Reports (ORs) and Non-occurrence Trackable Events (NOTEs).

Self Assessment Improvement Plan for FY07

● Revised self-assessment CPR

● Standard tool set for Corporate Trending

● Integrated issues management and ES&H self-assessment results

● Develop a process for performing Causal Analysis on the graded approach for the ES&H
Data set ( to include aggregation of causes against near misses, as well as analysis of
ES&H lessons learned, radiological protection improvement reports (RPIRs), self-
assessments, injury/illness, Computerized Accident and Incident Reporting System
(CAIRS), ES&H Concerns, environmental spills, audits/assessments, PAAA and ES&H
Evaluation Reports (ESHERs), as applicable. These latter analyses will be performed by
subject matter experts who will review event information and, using best judgment, select
a cause code for the event.

● Monthly reporting process for the ES&H Issues Management Review Committee and
transmitting monthly reports to SSO.

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● Enhancements to the dashboard will include automatic generation of the SPC charts and
dashboard displays, and expansion of the dashboard to include indicators for the FY07
PEP PO8 objectives.

Division ES&H Coordinators shall develop an annual fiscal year (FY) division ES&H self-
assessment schedule and submit it to the Performance Assurance Department. (CPR400.1.1/
MN471001, ES&H Manual, Section 22A, “Scheduling the Self-Assessment.”)

Radiological activities are assessed at a minimum of every three years, in accordance with
MN471016, Radiological Protection Procedures Manual, Chapter 13, "Feedback and
Improvement," Section 4.0, "Procedure" (CPR400.1.1/MN471001, ES&H Manual, Section 22A,
“ES&H Line Self-Assessment (SA) Activities.”)

Feedback and Improvement is addressed in the ES&H Assurance System in the Assessment
System, which consists of the Data Analysis and Reporting subsystem and the Decision
Making & Action subsystem. The Assessment System is specifically designed to measure how
well Sandia is meeting the performance measures, objectives, and expectations set forth by
SSO and Sandia management. The types of analysis performed are discussed in detail in the
ES&H Assurance System Description.

Ongoing reviews and updates of safety performance objectives, performance measures, and
commitments to incorporate feedback are necessary to implement continuous improvement.
Such reviews and updates depend upon gathering feedback information on the adequacy of
controls, identifying and implementing opportunities for improving the definition and planning of
work, conducting line and independent oversight, and, if necessary, addressing regulatory
enforcement actions. (See CPR400.1.1/MN471001, ES&H Manual, Section 2E, "Feedback and
Improve.") This process is addressed in the Assessment System of the ES&H Assurance
System. The Assessment System compares actual ES&H performance to standards
established in the Strategy, Performance Objectives, Standards and Measurements
Subsystem, and uses the results of data analysis to propose improvements. The Assessment
System also includes the Issues Management process, which addresses issues identified,
including causal analysis, corrective actions, lessons learned, and tracking and trending, as
appropriate. Issues that Center 10300 controls are handled by subject matter experts and
program owners, as appropriate. Issues that are beyond the control of 10300 may be elevated
to Corporate Issues Management.

7.1 Feedback
As stated above, feedback involves:

● Gathering information on the adequacy of controls.

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● Identifying and implementing opportunities for improving the definition and planning of
work.

● Using the SNL ES&H self-assessment system.

● Addressing regulatory enforcement actions.

See Sandia's ES&H Feedback and Improvement (F&I) Program and Services.

As feedback is gathered, it is processed through the Lessons Learned Program, which is part
of the Feedback and Improvement (F&I) Program. The purpose of the Lessons Learned
Program is to gather, screen, create, and communicate useful and timely lessons learned to
management; to program owners; to data analysis teams for review and recommendations for
policy changes; to Members of the Workforce; and to other DOE and NNSA sites as
appropriate, for continuous improvement of ES&H at SNL. Lessons Learned enable Members
of the Workforce to learn from the experiences of others to perform work safely and efficiently.
The program identifies and encourages use of processes and proactive behaviors that enhance
work planning and performance while avoiding adverse ES&H events. For more information on
identifying, capturing, and sharing lessons learned, see CPR400.1.1/MN471001, ES&H
Manual, Section 22C, "Lessons Learned."

Another key element of the ES&H Feedback and Improvement Program is the ES&H Quarterly
Performance Analysis Report, which incorporates data from Occurrence Reporting and
Processing System (ORPS), NOTEs, PAAA, and Environmental Spills and Releases. The data
from this analysis is presented to DOE/SSO, ES&H Division and Center Coordinators, ES&H
Management on a quarterly basis. The Occurrence Reporting/Lessons Learned Assurance sub-
team who is responsible for this analysis meets on a monthly basis. Increased management
awareness of their role in ES&H performance has been accomplished with established
quarterly reports to Vice Presidents. These VP Quarterly Reviews, by the Director of the ES&H
Center, report ES&H data by Division, and the results are then discussed in the meetings of the
Laboratory Leadership Team.

7.2 Feedback Information on Adequacy of Controls

The different types of information gathered by Sandia on the adequacy of controls include
information about:

● Events (e.g., environmental releases, injuries, or ES&H concerns).

● Self-assessments (e.g., Line self-assessments, program self-assessments, and internal

independent assessments).

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● Performance with respect to corporate performance measures.

● Monitoring of routine work activities.

● External assessments.

In FY06 the Issues Management Team implemented an improved ES&H Issues Management
System data flow, which incorporates the analysis of ES&H Data: which is presented to both
the ES&H Issues Management Review Committee (IMRC) and the ES&H Council. The IMRC,
made up of ES&H Performance Assurance data analysts and SME’s, is tasked with
determining if a potential trend or issue exists and makes actionable recommendations to the
ES&H Council. The ES&H Council is made up of ES&H senior managers and the data
analysts. The ES&H Council makes a decision on how the potential issue or trend is to be
handled. In addition, the ES&H Issues Management System coordinates results with:

● The Occurrence Report/Lessons Learned (OR/LL) Assurance Sub-team. If the ES&H

Council determines a Recurring Occurrence they forward the potential recurring
occurrence to the OR/LL Assurance Sub-team for action under the occurrence
management process.

● The ES&H Management, if the issue needs to be handled as an ES&H Programmatic

issue.

● The Corrective Action Management Program, which will monitor and track corrective
actions of ES&H issues. Any ES&H issue will follow the CAMP process when performing
causal analysis.

● The Corporate Issues Management System, if the potential issue is a corporate issue.

ES&H self-assessment schedules have been developed based on a risk ranking system, to be
updated annually. Of the forty ES&H programs risk-ranked, ten programs were determined to
be highest risk. Focused self-assessments based on higher risk activity programs will be
required including performance-based approaches.

Data from self-assessment results are currently stored in multiple applications: division self-
assessment results are stored in the Laboratory ES&H Self-Assessment (LESA) application,
Corporate Line Self-Assessment checklists results are captured through a web application, and
Programmatic Self-Assessments are captured in 10300 CATS. In FY06, the Corporate Line
Self-Assessment checklists were rolled up and reported to the division VP level. Division ES&H
self-assessment results were reported through the VP Quarterly Reviews. In FY07 it is
expected the ES&H Performance Assurance Program will analyze all Self-Assessment data
and determine if any issues exist as a result of the information captured. Assessment by
observing work is being emphasized by the phased implementation of a Behavior Based Safety

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(BBS) initiative. It is expected that BBS will be implemented Laboratory-wide by the end of
FY08.

7.3 Feedback Mechanisms and Documentation

Members of the Workforce can provide input on events and facility conditions through a
number of avenues, including but not limited to:

● The MOW's management chain.

● ES&H Lessons Learned Program

● Reports to Telecon Plus for issues requiring immediate resolution.

● Maintenance Service Request forms.

● Facilities E-Services, an online form to request services.

● Requests for Site Services.

● The Corporate ES&H Concerns and Suggestions for Improvement Reporting Process.

● Division ES&H Team(s).

● Building ES&H coordinator(s) or facility building manager(s).

Note: Not all divisions use building ES&H coordinators.

● Union ES&H representative(s) or coordinator(s) for union-represented employees.

● Various ES&H safety committees as defined in Chapter 1, Attachment 1D-3, "Standing

ES&H Committees."

● Benchmarking Activities.

Sandia identifies data about events which support opportunities for continuous improvement
primarily through reporting processes discussed in CPR400.1.1/MN471001, ES&H Manual,
Chapter 18, "Reporting, Investigating, and Correcting ES&H Events." Corporate processes are
addressed in the following documents:

● Chapter 15, "Emergency Preparedness and Management" (Incident Commander’s

database).

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● Chapter 16, "Health, Benefits and Employee Services," (reporting of occupational injuries/
illnesses).

● Section 18A, "Reporting ES&H Concerns and Suggestions for Improvement."

● Section 18C, "Occurrence Reporting."

● Section 18E, "Environmental Release Reporting."

● Section 18F, "Reporting Vehicle Accidents and Property Damage."

● Section 18G, "Identifying, Reporting, and Correcting Nuclear and Worker Safety Rules
Nonconformances."

● Section 22A, "ES&H Line Self-Assessment (SA) Activities."

These sections and chapters of the ES&H Manual describe in detail the avenues available for
Members of the Workforce, and program and line management to report events which are then
analyzed, tracked, and trended as required through the Data and Analysis subsystem of the
ES&H Assurance System. In addition, SNL has initiated expedited incident reporting
requirements to expedite management engagement and timely notifications to NNSA/SSO.

Data reported or collected, whether by Members of the Workforce, through self-assessments,

or otherwise, are collected through various avenues including the Corporate Corrective Action
Tracking System (CATS), 10300 CATS, Laboratory ES&H Self-Assessment (LESA) database,
Occurrence Reporting and Processing System (ORPS), ES&H Lessons Learned, and other
databases. An ES&H Data Warehouse has been funded to integrate various ES&H data
sources. This combined data will increase the quality of subsequent trending and expedite
appropriate improvement strategies.

7.3.1 ES&H LIWG Assurance Teams

LIWG has three ES&H LIWG Assurance Teams to provide line organization participation and
input into process improvements in Integrated Safety Management (ISM) programs and
implementation. Team membership consists of Division representatives, ES&H program
representatives, and DOE/NNSA SSO points of contact. Each team reports quarterly through
LIWG. Information from these teams will be used as required in quarterly Joint Performance
Review Team (JPRT) or Performance Evaluation Plan (PEP) review briefings. New teams may
be formed or existing teams retired as required by the needs of the business. Active teams
include:

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● Environmental Compliance.

● Occurrence Management/Lessons Learned.

● Issues Management.

The activities and deliverables of each team are based upon strategic and operational goals
and plans that are developed using risk management tools, including risk to the environment
and to the worker. Quarterly team status report information is presented to LIWG and posted
on the Sandia internal web. The scope and emphasis of activities and deliverables of each
team are dynamic, and may change during the year as assessments and analyses indicate
changing conditions or reprioritization in response to events.

7.3.2 Self-Assessment Information

The ES&H Performance Assurance Department analyzes the content of the Corporate Self-
Assessment Checklists, the LESA, as well as the results of ES&H Program self-assessments.
This analysis provides information supporting:

● Identification, tracking, and trending of cross-cutting issues.

● Evaluation of quality and consistency of ES&H implementation and self-assessment

throughout the labs.

● Continuous improvement in risk-based prioritization of self-assessment topical areas and

methodologies.

Sandia National Laboratories/New Mexico and California both have established ES&H
Functional Area Self-Assessment Programs. The SNL ES&H Functional Area Self-Assessment
is intended to assure that required documentation (program documents, ES&H Manual
sections and/or operating procedures) and implementation systems have been properly
developed, communicated, reviewed, and updated in accordance with applicable laws,
regulations and permits, industry standards, and DOE Orders.

Sandia's ES&H self-assessment processes include but are not limited to the following:

● Corporate self-assessment checklists.

● Line implementation self-assessments.

● ES&H program self-assessments.

● Internal independent assessments.

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Corporate Self-Assessment Checklists

● Conducted every other month on a different program or functional area

● 4 different checklists

❍ Member of the Workforce

❍ Department Manager

❍ Senior Managers

❍ Director and Vice Presidents

● Data rolled up at the division level

Line Implementation Self-Assessments

● Are conducted at the division level and below.

● Can vary in scope, frequency, and rigor depending on the programmatic and ES&H
hazards and risks associated with activities.

● Are required to comply with CPR400.1.1/MN471001, ES&H Manual, Section 22A, "ES&H
Line Self-Assessment (SA) Activities."

Some self-assessments are management surveillances conducted according to CPR400.1.1.4,

Performing and Documenting Management Surveillances. Division ES&H Teams participate in
many of the self-assessments.

Documentation of deficiencies and actions necessary to correct them are maintained by the
self-assessing organization. Issues that meet the corporate trigger levels defined in
CPR400.1.1/MN471001, ES&H Manual, Section 22A, "ES&H Line Self-Assessment (SA)
Activities."

ES&H Program Self-Assessments

ES&H Program Assessments are conducted annually in accordance with the ES&H and
Emergency Management Center requirements and completed per the guidance in AOP 04-04,
ES&H and Emergency Management Functional Area Self-Assessment Process. When specific
requirements or Sandia priorities identify the need, a review of line implementation aspects

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may be included in this level of assessment. Data for an ES&H programmatic self-assessment
can be collected as part of a scheduled line self-assessment or through other processes.
Programmatic Self-Assessment results are tracked in 10300 Corrective Action Tracking
System (10300 CATS).

Environmental Management System (EMS) Program Self-Assessments

An annual Self-Assessment of the EMS Program will be performed to identify deficiencies in

the program and to implement corrective actions. Additionally, each Division EMS Champion
will conduct an annual self-assessment of their Division EMS Program. Information obtained
from these self-assessments will be used to verify that Sandia’s EMS is meeting the
expectations set forth by DOE O 450.1.

Internal Independent Assessments Internal independent assessments are conducted by the

Independent Audit & Advisory Services Center, which is organizationally independent and
reports directly to Sandia senior management and the Sandia Corporation Board of Directors.
The Audit Center supports Sandia senior management in fulfilling their oversight
responsibilities by monitoring the adequacy, effectiveness, and performance of management
systems and controls in meeting ES&H and quality requirements and expectations as
described in CPR001.3.5, Audits, Assessment, and Appraisals. Special internal independent
ES&H assessments may also be performed at the request of upper management, a program
owner, or an organization (Line) manager. An assessment may focus on a specific line
organization or on a specific program implemented throughout SNL.

In addition, the Independent Review Team and its subset - the ES&H External Advisory Panel,
the External Advisory Board, as well as other contracted assessments, have taken place as
part of the benchmarking efforts for the Best-in-Class initiative.

7.3.3 External Assessments and Regulatory Enforcement Actions

External oversight is provided through external assessments performed by groups such as

DOE/NNSA, DOE Office of Price-Anderson Enforcement, Lockheed Martin, the Environmental
Protection Agency, the Department of Transportation, and state and local agencies. DOE/
NNSA assessment activities include:

● Assessments by DOE/SSO SMEs.

● Oversight by DOE Facility Representatives (FRs) through the FR Program

● Office of Independent Oversight and Performance Assurance (OA) Inspection of ES&H

Management and Emergency Management.

● Chief of Defense Nuclear Safety (CDNS) Reviews

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● Periodic reviews by the DOE Office of Price-Anderson Enforcement of Nuclear and

Safety Programs.

CPR001.3.5, Audits, Assessment, and Appraisals, establishes notification mechanisms in the

event of an external assessment.

7.3.4 Corrective Action Management

SNL’s Corrective Action Management program is in place to correct findings or observations

that result from self-assessments, internal independent assessments, or external audits and
enforcement actions. Many of the corrective actions are completed immediately and
documented in the line self-assessment database or 10300 Corrective Action Tracking System
(CATS) database. Those that require more analysis, additional funding, or other resources are
managed and tracked to completion by the appropriate line or program organization. ES&H
Self-Assessments activities are mandated by CPR400.1.1/MN471001, ES&H Manual, Section
22A, "ES&H Line Self-Assessment (SA) Activities."

Sandia’s Occurrence Reporting Program tracks Corrective Actions through the Occurrence
Reporting and Processing System (ORPS).

Sandia’s Safety and Security Regulatory Support Office/ Defense Nuclear Facilities Safety
Board (DNFSB) Coordination Department reviews findings reported through the feedback and
improvement processes and databases. PAAA evaluates issues, determines if there are
noncompliances with the Nuclear or Worker Safety Rules, and tracks locally or does additional
reporting to the DOE PAAA Noncompliance Tracking System (NTS) as necessary. PAAA
reporting is according to the ES&H Manual, Section 18G, "Identifying, Reporting, and
Correcting Nuclear and Worker Safety Rules Nonconformances" and CPR400.1.3, Price-
Anderson Amendments Act (PAAA) and Nuclear Safety Requirements. Injury and Illness cases
are tracked in the Incident Tracking System, an SNL/NM application owned jointly by Health
Services and ES&H. Data are also entered into Computerized Accident and Incident Reporting
System (CAIRS), a DOE database. An improved process to investigate and document injuries
was implemented through the Internal Management Notification Process.

7.4 Issues Management

The ES&H Issues Management System (IMS) is an element of the Data and Analysis
(reporting/communication) Subsystem of the ES&H Assurance System. The goal of the IMS is
to direct management attention to ES&H areas or activities that require management action (1)
to stay within defined process parameters or (2) to provide the response and resources
necessary to correct unacceptable trends in ES&H performance. It describes how to manage
issues identified through a formal audit or assessment, analysis of ES&H incident data and

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reports, or through identification via a subject matter expert or manager. The purpose of the
IMS is to:

● Analyze available data from assessments, audits, and/or reports (OR, Injury/Illness, 2050
P forms, etc.) to look for issues, events, or conditions trending towards issues.

● Analyze and track opportunities for improvements.

● Analyze and track strengths or verification that conditions are under control.

● Allow for standard (quarterly, regular) as well as custom (special, emergency) reporting.

● Allow for verification/validation of effectiveness of corrective actions implemented.

● Check, verify and validate ES&H compliance.

● Interface with the Corporate Issues Management System.

The ES&H IMS employs a five-step process:

1. Gather and/or identify potential ES&H “issues-data" currently utilizing existing Corrective
Action Tracking Databases such as 10300 CATS and the corporate CATS.

2. Analyze and trend data, through the trending and analysis expertise of the 10335 data
analysts.

3. Identify ES&H issues, through the ES&H Issues Management Review Committee (IMRC).

4. Report and track ES&H issues, through the Corrective Action Management Program
(CAMP).

5. Verify completion of actions and correction of issues through CAMP.

The Issues Management Review Committee (IMRC) consists of the Data Analysts that are
trending and analyzing the data. The IMRC is responsible for identifying issues as a result of
the data analysis and submitting them to the ES&H Council for a decision on how the potential
issue or potential trend should be handled. Potential recurring occurrences are handled by the
Occurrence Report/Lessons Learned Assurance Sub-team. Issues that are within the scope of
10300 are handled by the Program Owner or the Subject Matter Expert. Issues that are outside
the 10300 Center scope or require corporate attention are sent to the Corporate Issues
Management system for decision-making and action.

7.5 Measurements
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7.5.1 Performance Measures and Indicators

Sandia corporate ES&H performance measures and indicators are established externally
through the DOE/NNSA and SNL Performance Evaluation Plans (see Section 3.2, "Set
Expectations") and internally through Sandia executive management.

The ES&H Performance Indicators Program is an element of the Decision Making & Action and
Strategy, Performance Objectives, and Measures and Expectations Subsystems of the ES&H
Assurance System, which uses both leading and lagging indicators to develop and maintain:

● Analytical ES&H data to base decisions, establish goals, identify performance trends,
provide early identification of potential problems, and apply lessons learned and good
practices.

● A robust program that identifies, gathers, verifies, analyzes, trends, and disseminates
ES&H information to improve performance by:

❍ Using data to demonstrate improving or deteriorating performance relative to

identified goals.

❍ Analyzing and correlating data as a means to suggest further improvement by

identifying good practices and lessons learned.

Dashboard

SNL developed and deployed a web-based tool, the ES&H Dashboard, which provides the
status of SNL's ES&H performance via leading and lagging indicators. Performance data is
displayed by Division as well as at the corporate level using both a scorecard and a dashboard
format. The dashboard provides the capability to "drill down" to a statistical process control
chart for each performance indicator. The performance indicators displayed on the dashboard
were selected by a focus group comprised of line personnel. The dashboard concept was
developed as an outgrowth of benchmarking with other DOE sites. The Flour-Hanford
approach using statistical process control methodology was selected as the model for the SNL
dashboard. The ES&H data warehouse is the source of information used to update the
dashboard. FY07 enhancements to the dashboard will include automatic generation of the SPC
charts and dashboard displays, and expansion of the dashboard to include indicators for the
FY07 PEP PO8 objectives. Three improvement cycles are planned for the dashboard in FY07.
FY07 PEP ES&H Objectives and Performance Indicators are listed in the table below.

Table 3. FY07 Performance Objectives and Indicators

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SC 3 - 2 bus. days

SC 4 - 2 bus. Days

● Final Reports - no later than 45

days after categorization. Note:
An occurrence report is
considered on time if a request for
extension has been approved by
NNSA/SSO.

● Repeat Findings
● SNL will have no repeat ES&H or
EM findings in FY2007 from
external or independent internal (i.
e., 12870) audits.

● Total Recordable Case

● SNL will meet the TRCR goal. Rate (TRCR)

Performance measures pertinent to specific individuals or programs are incorporated into

general management responsibilities, individual performance management forms (PMFs), and
project plans. Additional measures are developed and communicated continuously.

High-level Corporate ES&H Objectives are established by Sandia’s executive management

with input from Sandia’s ES&H Program Functional Managers, DOE/NNSA, and Lockheed
Martin. The corporate objectives were articulated in the December 12, 2003 Sandia Lab News,
as “Doing quality work while protecting people, the environment, and our nation’s security.” The
high-level objectives are:

● Zero job-related injuries and illnesses—every member of the workforce should expect to
go home injury-free every day.

● Zero environmental incidents—Sandia operations are planned and conducted to

minimize environmental impact.

● Zero operations fines, violations, or penalties—Sandia operations are conducted in full

compliance with laws, regulations, and permit requirements.

Also, worker input is provided into SNL worker safety and health program goals, objectives,

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and performance measures. Examples of mechanisms that provide worker input are Standing
ES&H Committees, Lessons Learned, Line Implementation Working Group, Union Tripartite
Safety Committee, and Union/Management Safety Committee. For a complete listing, see
Appendix B of this CPR.

The Sandia performance expectations (specific numerical “targets” or “limits”) for each
corporate measure have been established for the period 2006 - 2008 based both on historical
Sandia performance and upon improvement goals established by Corporate Energy
Environmental Safety and Health (CEESH). The performance expectations are also based
upon extensive benchmarking, and taking into account input from DOE/NNSA, including the
results of the DOE/OA Audit and the FY0 6 Performance Evaluation Report. Please see
Appendix A, of the EMS Manual for EMS division and environmental program objectives and
targets.

Table 4. SNL ES&H Performance Targets, Projected CY06 through CY08

2006 2007 2008

Total Recordable Case Rate (TRCR) 2.2 1.9 1.6

Days Away/Restricted/Transferred Case 1.2

0.9 0.8
Rate (DART) (FY06)

Days Away Rate (DAR) 5.1 4.6 4.2

$ Fines & Penalties 0 0 0

A systems approach to leading and lagging ES&H indicators is being implemented to select
indicators such that the indicators will be tied to associated events (lagging) and outcomes
(leading) to ensure effective work planning and process quality.

A one-to-one correspondence between leading and lagging indicators does not necessarily
exist, so a system approach in order to view the state of health of ES&H from a corporate
perspective is appropriate. Table 5 outlines how indicators can be used to look at a particular
area of concern from this perspective.

Table 5. System approach to leading and lagging indicators

Lagging
Leading Indicators
Indicators
Primary Program Attitude Behavior Conditions Outcome
Goals & Elements Measured
Intent

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and performance measures. Examples of mechanisms that provide worker input are Standing
ES&H Committees, Lessons Learned, Line Implementation Working Group, Union Tripartite
Safety Committee, and Union/Management Safety Committee. For a complete listing, see
Appendix B of this CPR.

The Sandia performance expectations (specific numerical “targets” or “limits”) for each
corporate measure have been established for the period 2006 - 2008 based both on historical
Sandia performance and upon improvement goals established by Corporate Energy
Environmental Safety and Health (CEESH). The performance expectations are also based
upon extensive benchmarking, and taking into account input from DOE/NNSA, including the
results of the DOE/OA Audit and the FY0 6 Performance Evaluation Report. Please see
Appendix A, of the EMS Manual for EMS division and environmental program objectives and
targets.

Table 4. SNL ES&H Performance Targets, Projected CY06 through CY08

2006 2007 2008

Total Recordable Case Rate (TRCR) 2.2 1.9 1.6

Days Away/Restricted/Transferred Case 1.2

0.9 0.8
Rate (DART) (FY06)

Days Away Rate (DAR) 5.1 4.6 4.2

$ Fines & Penalties 0 0 0

A systems approach to leading and lagging ES&H indicators is being implemented to select
indicators such that the indicators will be tied to associated events (lagging) and outcomes
(leading) to ensure effective work planning and process quality.

A one-to-one correspondence between leading and lagging indicators does not necessarily
exist, so a system approach in order to view the state of health of ES&H from a corporate
perspective is appropriate. Table 5 outlines how indicators can be used to look at a particular
area of concern from this perspective.

Table 5. System approach to leading and lagging indicators

Lagging
Leading Indicators
Indicators
Primary Program Attitude Behavior Conditions Outcome
Goals & Elements Measured
Intent

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What is the What What tools or What What conditions What metrics
goal and program methods can behaviors are are observed? can measure
the intent elements are be used to manifested as associated
of the goal? we trying to determine a result of the outcomes?
ensure are attitude? conditions
covered? listed?

These questions, when asked consistently, result in consistent categories and the use of both
leading and lagging indicators.

The elements of this systems approach are interdependent. For example, we must ask:

● Do the program elements support our goals?

● Are tools or methods available to measure what needs to be measured?

● Do conditions reflect the ideal presented under program elements?

● Can a set of diagnostic metrics be developed which indicate where a problem is?

● Are these metrics actionable? Can measurable changes be made which will result in a
different result?

Injury and Illness Predictive Model (IIPM)

One important tracking tool within ES&H Performance Assurance is the Injury & Illness
Predictive Model. This model will be evaluated for redevelopment since much emphasis has
been placed on training that this no longer appears to be a characteristic of interest. ES&H has
identified additional characteristics which should be reviewed to determine if these
characteristics would also be leading indicators of injury & illness results.

Integrated Enabling Services (IES) SMU Indicators

Performance indicators are also established for Sandia’s ES&H programs as an element of the
IES SMU. The performance indicators are intended to measure support program progress in
meeting IES goals of: agility, productivity, decreased hassle, and cost worthiness. Examples
include results from customer satisfaction surveys, and measures of turn-around time for
services.

ES&H Performance Assurance Reports the Vital Few to executive management on a quarterly
basis. The Vital Few include:

● Total Number of Recordable Cases - Lagging

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● Number of Days Away Cases - Lagging

● ES&H Training Completions - Lagging

● Number of Near Misses - Leading

Leading and lagging indicators have been developed and are being reported through various
mechanisms:

● IES Vital Few presentations to LLT

● VP Quarterly Reviews

● ES&H Performance Assurance Metrics web page

● ES&H Dashboard

7.5.2 Monitoring Data

Sandia monitors and reports ES&H performance of its operations. Some examples include
water discharges, occupational radiation exposure, and occupational injuries and illnesses of
Members of the Workforce (e.g., Days Away Case Rate, Total Recordable Case Rate, other
OSHA metrics). The information provided by such monitoring is fed into the Data and Analysis
Subsystem of the ES&H Assurance System for analysis, trending, tracking, and evaluation for
recommendations to management for continuous improvement. These reports consist of:

● ES&H Performance Assurance Department Technical Analyses.

● OR/LL Sub-team Quarterly Performance Analysis.

● IIPM – currently being evaluated for redevelopment of the model due to the emphasis on
ES&H training compliance in FY06.

● Early Notification.

● Occurrence Reports.

● NOTEs.

● Executive Notifications.

● Lessons Learned.

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Others as required.

The ES&H Performance Assurance Data Analysis Team/ES&H Issues Management Review
Committee select the issues which are forwarded to the ES&H Council for further consideration
and action.

In addition, in FY05, an Executive Notification process was implemented which mandated early
notification to executive management of significant events, in addition to required notifications
to SSO. SNL continues to report to executive management and SSO on our performance
regarding Early Notification.

DOE/NNSA conducts a separate annual performance review documented in an annual

performance evaluation report. Currently, the Corrective Action Management Program (CAMP)
and Occurrence Reporting is providing a mechanism for validation and verification to
substantiate the effectiveness of corrective actions completed as part of assurance. (ES&H
Manual, Section 22D, "Corrective Action Development, Verification of Completion, and
Validation of Effectiveness.")

7.6 Identify and Implement Opportunities for Improving Safety

Management
Primary methods for identifying opportunities for improvement include:

● Analysis of ES&H information using various qualitative and quantitative methods, as

appropriate.

● Analysis and Investigation of events, including occurrences. DOE M 231.1-2 requires that
“The contractor should use a graded approach when determining the level of effort
required for the investigation into the causes of the occurrence.” Root cause analysis
(RCA) (see CPR400.1.1/MN471001, ES&H Manual, Section 18C, "Occurrence
Reporting") and reportable nuclear safety rule nonconformances (see CPR400.1.1/
MN471001, ES&H Manual, Section 18G, "Identifying, Reporting, and Correcting Nuclear
and Worker Safety Rules Nonconformances"). The RCA process may also be used for
nonreportable incidents and other situations that could have significant impact on future
activities if not mitigated. Causal analysis is used on a graded approach as appropriate to
the significance category of the occurrence, as specified by DOE M 231.1-2.

Implementing mechanisms for improvement opportunities include:

● Completing corrective actions that result from formal and informal investigations and self-
assessments.

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● Executive management direction based on review of corporate milestones.

● Process for reviewing employees' performance.

● Annual NNSA Performance Evaluation Plan Opportunities for Improvement.

● SSO identified opportunities for improvement (OFIs) in FY05 Performance Evaluation

Report (PER). SNL tracked all OFIs during FY06 and provided Quarterly Report to SNL
Executive Management.

8.0 REFERENCES
8.1 Requirements Source Documents
10 CFR 830, Nuclear Safety Management.

10 CFR 851, Worker Safety and Health Program.

DOE M 231.1-2, Occurrence Reporting and Processing of Operations Information.

DOE O 226.1, Implementation of DOE Oversight Policy.

DOE/EIS-0281, SNL/NM Site-Wide Environmental Impact Statement (SWEIS).

DOE/EA-1422, Final Site-Wide Environmental Assessment of the Sandia National Laboratories/

California Site.

DOE O 414.1C, Quality Assurance.

DOE O 420.2B, Safety of Accelerator Facilities.

DOE O 450.1, Environmental Protection Program.

DOE P 450.4, Safety Management System Policy.

DOE STD 1027-92, Hazard Categorization and Accident Analysis Techniques for Compliance
with DOE Order 5480.23, Nuclear Safety Analysis Reports.

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Management and Operating Contract Between Sandia Corporation and DOE:

● Part I, Section H, "Special Contract Requirements," H-3, Contractor Assurance System.

● Part II, Section I, Clause I-72: Laws, Regulations, and DOE Directives (DEC 2000)
(Deviation).

● Part II, Section I, Clause I-75: Conditional Payment of Fee, Profit, or Incentives (DEC
2000) (Deviation).

● Part II, Section I, Clause I-78: Integration of Environment, Safety, and Health into Work
Planning and Execution (DEC 2000).

● Part III, Section J, Appendix B, Statement of Work, Section 6.2: "Integrated Safety
Management Systems."

SNL CPSR001.3, Integrated Laboratory Management System (ILMS).

SNL CPR001.3.5, Audits, Assessment, and Appraisals .

SNL CPSR400.1, Environment, Safety and Health Policy Statement Requirement.

8.2 Implementing Documents

Contractor Training Instructional Aid.

DOE/NNSA and SNL Performance Evaluation Plan (PEP).

ES&H Performance Assurance Quarterly Report.

NNSA, Activity Level Work Planning and Control Processes.

SNL CPR001.3.2, Corporate Quality Assurance Program.

SNL CPR001.3.3, Formality of Operations Manual.

SNL CPR001.3.4, Corporate Work Process (CWP).

SNL CPR001.3.14, Work Planning and Control.

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SNL CPR200.2.2, Baseline Directives Management.

SNL CPR300.2.1, Performance Management.

SNL CPR300.4.3, Employee Conduct and Corrective Discipline.

SNL CPR400.1.1,/MN471001, ES&H Manual, and Supplements.

SNL CPR400.1.1.4, Performing and Documenting Management Surveillances (GN470034).

SNL CPR400.1.1.20, Preparation and Review of Safety Assessments for Moderate- and High-
Hazard Nonnuclear Facilities (GN470088).

SNL CPR400.1.1.33, Conduct of Operations Manual: Explosives Operations.

SNL CPR400.1.1.35, Authorization Agreements (AAs) for Category 1 or 2 Nuclear Facilities or

High-Hazard Nonnuclear Facilities.

SNL CPR400.4.2, Corporate Space and Real Estate Management.

SNL CPR500.1.1, Financial Manual.

SNL, Business Rules.

SNL, Center 10300, AOP 97-07, Corporate Quarterly ES&H Report.

SNL, Center 10300, AOP 98-05, Primary Hazard Screening (PHS) Question Sets .

SNL, Center 10300, AOP 98-06, Integrated Safety Management System (ISMS) Software PHS
Question Sets 19 and 20.

SNL, Center 10300, AOP 04-02, ES&H and Emergency Management Requirements
Management Process.

SNL, 10300 ES&H Findings & Observations (Corrective Action Management Program).

SNL, ES&H Assurance System Description

SNL, Feedback and Improvement Programs.

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 Integrated Safety Management System (ISMS) Description

SNL, Institutional Plan.

SNL, Issues Management System.

SNL, ES&H Lessons Learned.

SNL, Line Work Agreements.

SNL, Sandia/California ES&H Council Policy, SCEC Policy, Interdisciplinary Teams.

SNL, Sandia Corporate Planning Elements.

SNL, Strategic Objectives - Mission and Operational.

TBP-901, Integrated Safety Process for Nuclear Weapons Operations and Facilities.

8.3 Related Documents

DOE G 450.4-1B, Integrated Safety Management System Guide, Vol. 1 and Vol. 2.

DOE, Integrated Safety Management System Verification Phase I & II Final Report for Sandia
National Laboratories.

DOE P 450.5, Line Environment, Safety and Health Oversight.

DOE O 5480.19, Chg 2, Conduct of Operations Requirements for DOE Facilities.

Lawrence Livermore National Laboratory (LLNL), ISMS Description.

Idaho National Laboratory (INL), Integrated Safety Management System.

Nancy Linarez-Royce, [email protected]

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 Change History for CPR400.1.2

CHANGE HISTORY
CPR400.1.2, Integrated Safety Management System (ISMS) Description

April 26, 2007

This document was revised to:

● Add: The following to this document.

❍ 2.1.1.1 10 CFR 851 - Worker Safety and Health Protection Program

Description

❍ 2.1.1.3 Behavior Based Safety Program Implementation

❍ 2.1.4 Overview of ISMS for the Sitewide Implementation Baseline

❍ 2.3.2 Implementation of DOE O 226.1 (Department of Energy Oversight

Policy)

Note: The above subsections are new and should be read in their
entirety.

● Delete: Text references to any of the 22 work control elements through out
this document.

● Change: "Hazard category," to "hazard classification."

● Under topic, "Purpose," in 1.1

❍ Change: "Sandia National Laboratory (SNL) takes a comprehensive

institutional approach to its Integrated Safety Management System
(ISMS). This Description articulates the institutional requirements for all
operations (in New Mexico, California, the Tonopah Test Range, or at
any other sites where Laboratory employees and subcontractors work),
unless the Sandia ISM requirements are superseded by those of
another site with a DOE approved ISM program. We measure the

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Change History for CPR400.1.2

effectiveness of the SNL ISMS through the mechanisms of the

Environment, Safety and Health (ES&H) Assurance System."

to

"Sandia Corporation (Sandia) takes a comprehensive, institutional

approach to its Integrated Safety Management System (ISMS).
This Description articulates the institutional requirements for all
operations, on and off Sandia–controlled premises, unless the
Sandia National Laboratories (SNL) Integrated Safety
Management (ISM) requirements are superseded by those of
another site with a DOE-approved ISM program. We measure the
effectiveness of the SNL ISMS through the mechanisms of the
Environment, Safety and Health (ES&H) Assurance System."

❍ Change: "This Description, for use by SNL’s workforce, is available for

those in Lockheed Martin and Department of Energy (DOE) and
National Nuclear Security Administration (NNSA) organizations who
review operations, verify compliance, and approve modifications."

to

"This Description, for use by SNL’s workforce, is available for those in

Lockheed Martin, the Department of Energy (DOE), and the National
Nuclear Security Administration (NNSA) organizations that perform
oversight, review operations, verify compliance, and approve
modifications."

❍ Change: "Critical to the interface with Environmental and Health

Systems is the responsibility and accountability of the line to include
these parts of "safety" in all their operations, facilities, and activities."

to

"Critical to the interface with Environmental and Health Systems is the

responsibility and accountability of the line to include these parts of
'safety' in all their operations, facilities, and activities."

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Change History for CPR400.1.2

● Under topic, "Objectives," in 2.1.1:

❍ Add: "SNL’s approach to meeting the requirements of 10 CFR 851,

‘Worker Safety and Health’ will be described in the CPR 400.A.A,
"Worker Safety and Health Protection Program."

❍ Change: "This system does not replace existing safety systems but
integrates them into a cohesive and user friendly environment. The
system will be a well defined process that provides an auditable work
package at the activity level, and clearly documents individual and
management accountability and performance during work execution.
Activity level, as used within this description, could easily be a group of
laboratories or test facilities."

to:

"This system does not replace existing work control methods but
integrates them into a cohesive and user friendly environment. The
system will be a well defined process that provides an auditable work
package at the activity level that clearly documents worker and
management accountability, and performance during work planning
and execution. Activity level, as used within this description, could
easily be a group of laboratories or test facilities."

● Under topic, "Environmental Management System (EMS)," in 2.1.1.2:

❍ Delete: "A crosswalk of the requirements of the Order, and how Sandia
meets the environmental requirements, is available in the Crosswalk of
DOE Order 450.1 Contractor Requirements Document (CRD) and
SNL’s ISMS."

● Under topic, "Guiding Principles," in 2.1.3:

❍ Add: "Line management is directly responsible for the protection of the

workers, the public, and the environment."

❍ Change: "These seven guiding principles are embedded in the five

safety management functions described above."

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Change History for CPR400.1.2

to

"These seven guiding principles and their relation to the five core
management functions of ISMS are shown in the table below."

❍ Add: Table 1, "Seven guiding principles and their relation to the five
Core Management Functions of ISMS."

● Under topic, "Flow-down of ISMS Requirements," in 2.2:

❍ Change: "The Executive Office approves the CPS and all Internal
Directives." to "The Executive Office approves the CPS.

❍ Change: Level 2 title from "Internal Directives" to "Corporate Policy

Statement Requirements."

❍ Change: Level 2 title from "Corporate Business Rules System

Standard" to "Process Requirements."

❍ Change: Level 3 title from "Business Unit Information" to "Local

Requirements."

● Under topic, "ES&H Assurance System," in 2.3:

❍ Change: Statistical Modeling Function, "Injury/Illness Predictive Model

– Developed a behavioral model that scores risk for Divisions and
centers. Eight characteristics proved to be statistically significant
predictors of injury/illness. These data are reported on a quarterly basis
to Laboratory Leadership Team (LLT) and ES&H Management."

to:

"Injury/Illness Predictive Model – Model was developed in 2004 and is

being evaluated for redevelopment in FY07 due to the fact that training
compliance was focus in FY06."

● Under topic, "Quality Assurance (QA) Integrations with ISMS," in 2.3.1:

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Change History for CPR400.1.2

❍ Add: "Sandia will conduct self assessments to ensure that the business
rules are both adequate and appropriately implemented. The NNSA
Guide, "Attributes, Best Practices, and Guidance for Effective
Incorporation of Integrated Safety Management and Quality Assurance
Into Activity Level Work Planning and Control Processes" provides
insight into the oversight philosophy of SNL’s primary customer, and is
an important resource in planning and executing self-assessments for
all types of activity level work."

❍ Change: "The business rules describe management systems that must

be integrated together and ILMS using the CWP framework." to "The
business rules describe the various aspects of Sandia’s Integrated
Laboratory Management System (ILMS) that must be integrated using
the CWP."

● Under topic, "Applicability," in 2.4.1:

❍ Change: "ISMS is implemented utilizing a combination of policies and

programs that provide ISMS requirements to line organizations as well
as the tools to enable required compliance."

to

"ISMS is implemented utilizing a combination of policies and programs

that provide ISMS requirements to line organizations as well as the
tools and mechanisms to enable required compliance, examples are
presented in Appendix B, "Examples of Mechanisms for Employee
Involvement."

● Under topic, "Line Implementation," in 2.4.2:

❍ Delete: "Executive Vice President" from the list of those in line

management whom are accountable.

❍ Add: "Deputy for Nuclear Weapons Programs, Deputy Director, and

Deputy for Integrated Technologies & Systems" to the list of those in
line management whom are accountable."

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Change History for CPR400.1.2

● Under topic, "Sandia Employees Performing Work on Non-Sandia Controlled

Premises," 2.4.3:

❍ Delete: Reference to Section 2A, "Plan Work."

● Under topic, "Visitors Performing Work on Sandia-Controlled Premises," in

2.4.4:

❍ Delete: Reference to Section 2A, "Plan Work."

● Under topic, "Integrated Work Plan (IWP) / Work Controls," 2.6:

❍ Change: The IWP requires documentation at the operations level that

clearly maps to all seven guiding principles.

to

"The Integrated Work Plan facilitates documentation at the activity and

operations level that clearly maps to all seven guiding principles. For
additional information on work planning and control process
implementation see CPR001.3.14, Work Planning and Control."

● Under topic, "Work Planning and Control," in 2.6.1, over 75% or more or the
text has changed or is new and should be read in its entirety.

● Under topic, "Primary Hazard Screenings (PHSs)/Hazard Assessments

(HA)," in 2.6.2, over 75% of the text has changed or is new and should be
read in its entirety.

❍ Delete: "Managers must sign off on the following statement to approve

PHSs, thereby incorporating management accountability and
authorization into the process." "I have reviewed this PHS and concur
with the identified hazards, results, and conclusions. I authorize the
proposed work; and before commencement of work, will ensure that
adequate resources are available, applicable readiness verification is
performed, and that work is prioritized as appropriate."

❍ Delete: "users are required to perform a Hazards Analysis (HA) within

the PHS system for any low hazards. Line organizations may analyze

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Change History for CPR400.1.2

the identified standard industrial hazards as well.

PHSs identify some of the applicable administrative controls (e.g.,

TWDs and required ES&H training) and point to ES&H Manual sections
and supplements that provide details and require or recommend
additional engineering controls, Personal Protective Equipment (PPE),
and warning signs. Questions and resulting logic developed for the
PHS module of the ISMS software are maintained in administrative
operating procedures (AOPs) for each version of the PHS question set.
The hazards analysis section of the PHS leads the author through a
simplified failure modes and effects analysis, and helps the owner
evaluate the acceptability of possible hazard controls. See CPR400.1.1/
MN471001, ES&H Manual, Section 13A, "Hazards Identification and
Classification Process," and Section 13B, "Hazards Analysis Process."

❍ Delete: Low, Moderate, or High hazard classifications of "nonnuclear"

❍ Delete: "Identified hazards and environmental impacts are controlled

through a combination of administrative and engineered controls."

❍ Delete: "Any employee may institute a PHS for work operations, but it
is the responsibility of the line or project manager to ensure that a PHS
exists and is appropriate for his or her programs and work spaces (in
accordance with CPR400.1.1/MN471001, ES&H Manual, Section
13A)."

● Under topic, "Authorization Basis," in 2.6.3, over 75% of the text has
changed or is new and should be read in its entirety.

❍ Delete: "Sandia requires additional analysis, safety documentation,

approvals, and control of hazards for more hazardous operations in
order to authorize work. See ES&H Manual, Section 13C,
"Authorization Basis Documentation Process," for a list of required
authorization basis documents for each hazard category."

❍ Delete: Work authorization for startup and restart of less hazardous

operations requires Sandia management approval.

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Change History for CPR400.1.2

● Under topic, "Supervisory Tools," in 2.6.4, over 75% of the text has changed
or is new and should be read in its entirety.

❍ Delete: "Line self-assessments are done to ensure that work is

conducted in accordance with Work Control elements and ISMS safety
functions."

● Under topic, "Source Documentation," in 2.7.1:

❍ Delete: The Mission Council and the Risk Management Oversight

Council from the list of ES&H Roles and responsibilities at SNL.

● Under topic, "Division ES&H Teams (SNL/NM)," in 2.7.2:

❍ Change: "ES&H Customer Support Teams (CSTs)" throughout the

section to "ES&H professionals."

❍ Clarify: "ES&H professionals supporting line operations are primarily

funded through the indirect project structure of the ES&H and
Emergency Management Center."

● Under topic, "SNL/CA Interdisciplinary Team" in 2.7.3:

❍ Change: "The Interdisciplinary Team (IDT) at SNL/CA is similar in

composition and serves the same purpose as the CSTs at SNL/NM.
The IDT consists of subject matter experts (SMEs) for all ES&H
disciplines who meet with researchers, facility engineers, and functional
program managers to evaluate ES&H hazards and define methods to
control them."

to

"The Interdisciplinary Team (IDT) at SNL/CA consists of subject matter

experts (SMEs) for all ES&H disciplines who meet with researchers,
facility engineers, and functional program managers to evaluate ES&H
hazards and define methods to control them."

● Under topic, "Additional Safety Committee Oversight of Accelerator and

Nuclear Operations," in 2.7.4:

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Change History for CPR400.1.2

❍ Add: "Nuclear Facilities Safety Committee (NFSC) for the Sandia

Reactor Safety Committee" and "Sandia Nuclear Criticality Safety
Committee (SNCSC) for non-TA-V activities" to the list of c ommittees
that report to the NFSC.

● Under topic, "Plan Work" in 3.0, over 75% of the text has changed or is new
and should be read in its entirety.

● Under topic, "Annual ES&H Plan Preparation," in 3.3.2:

❍ Change: "In addition, Sandia submits to DOE an "ES&H Five-Year Site

Plan" which identifies a five year projection of ES&H issues and
resource needs. The ES&H Five-Year Site Plan includes:

■ Estimates of direct and indirect budget for ES&H operations.

■ A summary of the most important ES&H issues and potential non-

compliances.

■ A description of any significant ES&H risks or issues that are not

currently adequately addressed with existing resources.

■ The annual ES&H Compliance Liability Estimate."

to

"In addition, Sandia submits to DOE an ES&H Compliance

Liability Estimate on a quarterly basis. This estimate represents
costs to bring facilities and operations into compliance with
existing ES&H laws, regulations and applicable Department of
Energy Orders."

● Under topic, "Analyze Hazards" in 4.0, over 75% of the text has changed or
is new and should be read in its entirety."

❍ Delete: "The date of review is entered in the PHS."

● Under topic, "Safety Analysis," in 4.1 to Members of the Workforce

responsibilities:

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Change History for CPR400.1.2

❍ Delete: "Members of the Workforce are required to develop primary

hazard screenings (PHSs) as described in Section 2.6 of this
document, and also in CPR400.1.1, ES&H Manual, Section 13A,
"Hazards Identification and Classification Process." Hazards analyses
(HAs) are also described in Section 13B, "Hazards Analysis Process,"
using the ISMS software. A process called the Hazard Aggregation
Rollup Procedure (HARP) identifies hazards at a facility level for those
facilities that meet specific criteria outlined in Section 13A, Attachment
13A-5, "Hazard Aggregation Rollup Process" to better understand and
control aggregate hazard risks and to develop appropriate emergency
response strategies. For example, radiological materials are managed
utilizing the HARP. The HARP owner is notified when the total
radiological material exceeds 10% of CAT III limit. This allows the
HARP owner to maintain overall Facility Classification below CAT III
nuclear facility designation."

❍ Add: "The PHS description section defines the scope of work that is
covered under the specific PHS; includes hazard identification at a high-
level; identifies requirements for hazards and controls (e.g. training,
ES&H Manual sections); and identifies hazards classification."

❍ Change: To last bullet in the list which includes the types of PHS
documentation of processes, activities, and hazards, "Analysis of all
low hazards (and, optionally, standard industrial hazards)" to "Analysis
of all low hazards (and, optionally, standard industrial hazards) using a
modified Failure Modes and Effect Analysis (FMEA) technique."

● Under topic, "Environmental Management System (EMS) Analysis," in 4.2:

❍ Clarify: "This ensures that planned activities address environmental

impacts and identify how to implement the necessary controls."

❍ Delete: "Sandia has finalized the EMS program documents to fully

implement EMS into ISMS and enhance integration of environmental
considerations into all Sandia work activities."

● Under topic, "Control Hazards," in 5.0:

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Change History for CPR400.1.2

❍ Delete: "The Program and Line Implementation subsystem with the use
of those programs, services, and tools in identifying hazards and the
steps necessary to mitigate them; and"

● Under topic, "Identify applicable Requirements," in 5.1:

❍ Change: The process through which applicable requirements are

reviewed, tailored, and communicated to the worker is established in
CPR400.1.2.2, Process for Flow-Down and Tailoring of Requirements
and Standards that Support Sandia's Integrated Safety Management
System, and in the Administrative Operating Procedure (AOP 04-02),
ES&H and Emergency Management Requirements Management
Process.

to

"The process through which applicable ISMS requirements are

reviewed, tailored, and communicated to Members of the Workforce is
established in the Administrative Operating Procedure (AOP 04-02),
ES&H and Emergency Management Requirements Management
Process."

● Under topic, "ISMS Software," in 5.2.1:

❍ Change: "The primary elements of the ISMS software, PHSs and HAs,
are discussed in detail in Section 2.6, Integrated Work Plan/Work
Controls. The PHS/HA tool, part of the ISMS software, is available
through the Sandia Restricted Network (SRN) and accessible from all
Sandia locations."

to

"The ISMS software is discussed in detail in Section 2.6.2, Integrated

Work Plan/Work Controls. The PHS program is part of the ISMS
software and is available through the Sandia Restricted Network (SRN)
and accessible from all Sandia locations."

● Under topic, "Technical Work Documents (TWDs)," in 5.2.2:

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Change History for CPR400.1.2

❍ Change: "Each line organization identifies hazard-specific work

controls in TWDs that tailor requirements to the work. See CPR400.1.1/
MN471001, ES&H Manual, Chapter 21, "Technical Work Documents
(TWDs)," to determine the need for TWDs. An optional web-based
electronic technical work document (eTWD) system is currently
available. The Division ES&H Teams or other SMEs in the ES&H and
Emergency Management Center (10300) and California Site
Operations (8500) provide assistance with development and review of
TWDs, as necessary, and assist Line managers and personnel in
working safely and meeting applicable requirements defined within
TWDs."

to:

"Each line organization identifies hazard-specific work controls in TWDs

that tailor requirements to the work. See CPR400.1.1/MN471001,
ES&H Manual, Chapter 21, "Technical Work Documents (TWDs)," to
determine the need for TWDs. A new application, the Integrated Work
Plan (IWP) system, has been developed and deployed. The IWP
comprises various modules, including the OP module in which TWDS
such as Operating Procedures (OPs), Test-Specific OPs, and Standard
OPs can be created. To create a new TWD or change an existing
eTWD, use the OP module in the IWP Application."

● Under topic, "Perform Work," in 6.0:

❍ Change: "The ES&H programs, services, and tools feed into program
and line implementation by identifying hazards and the steps necessary
to mitigate them."

to

"The ES&H programs, services, and tools feed into program and line
implementation by identifying and analyzing hazards and the steps
necessary to mitigate them."

● Under topic, "Feedback and Improve," in 7.0 to 7.2, over 75% or more or the
text has changed or is new and should be read in its entirety.

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Change History for CPR400.1.2

● Under topic, "Feedback Mechanisms and Documentation," in 7.3:

❍ Add: To the list of the above topic,

■ ES&H Lessons Learned Program

■ Benchmarking Activities

● Under topic, "ES&H LIWG Assurance Teams," in 7.3.1:

❍ Change: Title of the teams from "ES&H Assurance Teams" to "ES&H

LIWG Assurance Teams"

● Under topic, "Self-Assessment Information," in 7.3.2:

❍ Add: To the list of what self-assessment processes include:

■ Corporate self-assessment checklists.

Corporate Self-Assessment Checklists

■ Conducted every other month on a different program or functional

area

■ 4 different checklists

■ Member of the Workforce

■ Department Manager

■ Senior Managers

■ Director and Vice Presidents

■ Data rolled up at the division level

❍ Change: "Environmental Management System ( EMS) Program Self-

Assessments

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Change History for CPR400.1.2

An EMS program self-assessment was conducted to determine the

knowledge level of environmental consequences associated with work
activities. The results from the EMS self-assessment will be used to
determine the awareness of environmental issues and to develop a
strategy to identify weaknesses."

to

"Environmental Management System ( EMS) Program Self-

Assessments

An annual Self-Assessment of the EMS Program will be performed to

identify deficiencies in the program and to implement corrective actions.
Additionally, each Division EMS Champion will conduct an annual self-
assessment of their Division EMS Program. Information obtained from
these self-assessments will be used to verify that Sandia’s EMS is
meeting the expectations set forth by DOE O 450.1."

● Under topic, "External Assessments and Regulatory Enforcement Actions" in

7.3.3:

❍ Add: "DOE Office of Price-Anderson Enforcement" to the list of

external assessments groups.

❍ Add: "Periodic reviews by the DOE Office of Price-Anderson

Enforcement of Nuclear and Safety Programs." to the list of
assessment activities.

● Under topic, "Corrective Action Management" in 7.3.4, over 75% of the text
has changed or is new and should be read in its entirety.

❍ Delete: "Programs such as Occurrence Reporting and Price Anderson

Act Amendment (PAAA) track Corrective Actions through the DOE
database, Occurrence Reporting and Processing System (ORPS) and
Noncompliance Tracking System (NTS), respectively."

● Under topic, "Issues Management," in 7.4:

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Change History for CPR400.1.2

❍ Change: "The Issues Management Review Committee (IMRC) consists

of the Data Analysts that are trending and analyzing the data. The
IMRC is responsible for identifying issues as a result of the data
analysis and submitting them to the CAMP process for corrective action
management. Issues that are within the scope of 10300 are handled by
the Program Owner, Subject Matter Expert or the 10300 Risk
Management Council. Issues that are out side of the scope of the
10300 Center or require corporate attention are sent to the corporate
Issues Management system for decision-making and action."

to

"The Issues Management Review Committee (IMRC) consists of the

Data Analysts that are trending and analyzing the data. The IMRC is
responsible for identifying issues as a result of the data analysis and
submitting them to the ES&H Council for a decision on how the
potential issue or potential trend should be handled. Potential recurring
Occurrences are handled by the Occurrence Report/Lessons Learned
Assurance Sub-team. Issues that are within the scope of 10300 are
handled by the Program Owner or the Subject Matter Expert. Issues
that are outside the 10300 Center scope or require corporate attention
are sent to the Corporate Issues Management system for decision-
making and action."

● Under topic, "Performance Measure and Indicators" in 7.5.1 through 7.5.2,

over 75% of the text has changed or is new and should be read in its entirety.

❍ Delete: The "Performance Excellence Objectives" poster and reference

to it in the text.

❍ Delete: "SNL corporate self-assessment is documented annually in a

self-assessment report which includes analysis of SNL performance."

● Under topic, "Identify and Implement Opportunities for Improving Safety

Management," in 7.6:

❍ Add: To the Implementing mechanisms for improvement opportunities:

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Change History for CPR400.1.2

■ SSO identified OFIs in FY05 PER

■ SNL tracked all OFIs during FY06 and provided Quarterly Report
to SNL Executive Management.

● Under topic, "References" in 8.1:

❍ Add: Requirements:

■ 10 CFR 830, Nuclear Safety Management

■ 10 CFR 851, Worker Safety and Health Program

■ DOE O 420.2B, Safety of Accelerator Facilities

■ DOE STD 1027-92, Hazard Categorization and Accident Analysis

Techniques for Compliance with DOE Order 5480.23, Nuclear
Safety Analysis Reports.

● Under Appendix A:

❍ Change: Division 6000 contact from "Suzanne Weissman" to "Sue S.

Collins."

● Under Appendix B, The table which list the Employee Involvement for each
Safety Management Function:

❍ Add: To "Plan Work":

■ IWP

■ ESHERS/DRATS

■ Readiness Review

❍ Add: To "Perform Work":

■ Safety Basis

■ Readiness Review

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 Change History for CPR400.1.2

❍ Add: To "Feedback and Improve":

■ ES&H Lessons Learned Program

■ Upward feedback processes

● Under Appendix C:

❍ Delete: Appendix C, "Integrated Work Plan (IWP) Process Description."

Administrative Changes Only

April 6, 2006

This Change History was revised to:

● Delete. The note in the Change History of April 3, 2006 to clarify the
substantive changes posted on that date.

This section was revised to:

● Under topic, “7.1, Feedback”:

❍ Delete: The reference to ES&H Manual, Attachment 22A-2,

"Requirements for Quarterly Division ES&H Reports." This attachment
no longer exists.

April 3, 2006

Annual review and update of ISMS D for DOE approval is required per Section II-I,
Clause 78. DEAR 970.5223-1 Integration of Environment, Safety, and Health into
Work Planning and Execution (e). SNL submitted ISMS D version 2005 to SSO on
August 17, 2005 for annual review. The SSO review and approval required
multiple staff and management reviews and content iterations within Sandia in
advance of SSO's ultimate approval on November 9, 2005, and SNL received the
approval letter from SSO on December 1, 2005.

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 Change History for CPR400.1.2

This document was revised to:

● Change. CPR SME from Ashley McConnell to Johnny Vaughn to Nancy

Linarez-Royce.

● Change. Update links and Divisions/Centers/Organization numbers

throughout this document.

Under the topic heading, “Introduction”:

● Change. Include Continuing Core Expectation (CCE) Statements in

Appendix D.

● Add. IWP/WC and BIC approaches to ISMS improvement.

● Add. New section, 1.3 “Document Change Control Process.”

Under the topic heading, “Integrated Safety Management Program”:

● Add. New section, 2.1.1.1 “Environmental Management System (EMS),

discussion on the implementation of EMS as required by DOE O 450.1.”

● Add. To section, 2.3:

❍ How the ES&H Assurance system improved during 2005.

❍ Quality Assurance integration with ISMS

❍ The following paragraph: “One of the primary overarching Assurance

improvement themes is enhanced management engagement at all
levels. The system provides valuable information to management to
assist with adequate resource allocation necessary for improving
performance.”

● Change. In section, 2.3:

❍ “The ES&H Assurance System receives Input and Oversight from a

number of external and regulatory agencies.” to “ SNL measures the

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Change History for CPR400.1.2

effectiveness of the ISM system by utilizing the ES&H Assurance

System. The Assurance System measures effectiveness by receiving
input from numerous sources including line self assessments, internal
independent assessments, external third party assessments, and
internal audits. In addition, the Assurance System incorporates input
from the local NNSA site office and external regulators.“

❍ “The line provides input to the Assessment System, and the

Assessment System operates on that input, to determine whether …” to
“ Line organization input to the Assessment System allows
determination as to how well Sandia is making measurable ES&H
performance improvement and progress toward the Zero Goals.”

● Change. In section 2.3.1: DOE O 414.1B was replaced with DOE O 414.1C.

Note: On June 17, 2005 DOE O 414.1B was replaced with DOE O
414.1C and this was included in SNL Prime Contract on November 30,
2005.

● Change. In section 2.4:

❍ Reflect new SNL organization structure.

● Clarify. In section 2.4.5, site is specifically named in text (DOE/NNSA).

● Change. Section 2.6 heading, “Work Controls—Authorization/Graded

Approach” to “Integrated Work Plan / Work Controls.”

● Change. To reflect how the SNL Work Control (WC) Initiative - Integrated
Work Plan (IWP), interfaces and connects with the ISMS, and BIC.

● Add. To section 2.6.2:

❍ “Managers must sign off on the following statement to approve PHSs,

thereby incorporating management accountability and authorization into
the process.”

● Move. From section 2.6.4 to section 2.6.2:

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Change History for CPR400.1.2

❍ “I have reviewed this PHS and concur with the identified hazards,
results, and conclusions. I authorize the proposed work; and before
commencement of work, will ensure that adequate resources are
available, applicable readiness verification is performed, and that work
is prioritized as appropriate.”

● Clarify. Reworded for comprehension.

● Add. To section 2.6.3:

❍ “Note: Because… However, the corporate Safety Basis department

reviews all moderate-hazard nonnuclear and Category 2 nuclear
facilities to ensure correct classification as described in CPR400.1.1/
MN471001, ES&H Manual, , Section 13 A .”

● Delete. To section 2.6.3:

❍ The controls suggested by the tools discussed above are implemented

(ISMS Function 3, Work Control Elements 9-12; discussion in Section
5) and work is performed (ISMS Function 4, Work Control Elements 13-
19; discussion in Section 6). Opportunities for Feedback (ISMS
Function 5, Work Control Elements 20-22) exist throughout the process
through the mechanisms which are discussed in detail in Section 7,
Feedback and Improvement.

● Delete. In section 2.7.2, the paragraph discussing Line Work Agreements:

❍ “CSTs are primarily funded through the indirect project structure of the
ES&H and Emergency Management Center (10300).”

● Change. The bulleted items under “Members of CSTs generally are

responsible for:”

❍ “Providing advice and options to organizations and clearly identifying

risks and consequences of not following this advice.

❍ Learning and understanding the operations of the organizations they

support.

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Change History for CPR400.1.2

❍ Being full contributors to the success of the organization in achieving

their objectives while maintaining their corporate responsibility to help
ensure that SNL is a safe, healthful, and environmentally benign
workplace.

❍ Providing practical, cost-effective recommendations and advice within

their field of expertise and within the five safety management functions
of ISMS for resolving ES&H issues and concerns.

❍ Ensuring that their recommendations comply with applicable

regulations, and DOE and SNL requirements implemented through the
ES&H Manual (and supplements).”

to:

❍ “Translating requirements within their area of expertise for

organizational activities supported.

❍ Providing advice and options to organizations and clearly identifying

risks and consequences of not following this advice.

❍ Learning and understanding the operations of the organizations that

they support

❍ Contributing fully, to the success of the organization in achieving their

objectives while maintaining their corporate responsibility to help
ensure that SNL is a safe, healthful, and environmentally benign
workplace.

❍ Providing practical, cost-effective recommendations and advice within

their field of expertise and within the five safety management functions
of ISMS for resolving ES&H issues and concerns.

❍ Ensuring that their recommendations comply with applicable

regulations and DOE and SNL requirements”

● Add. To section 2.73: “The IDT then provides requirements,

recommendations, and assistance to the project and program owners.”

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 Change History for CPR400.1.2

Under the topic heading “Plan Work”:

● Change. The first bulleted item in section 3.0 from:

❍ “The manager completes/approves… This is the institutional process

for the recognition and classification of work hazards. Possible hazards
are identified for any new research or manufacturing projects... ES&H
Coordinator and the Risk Management SMEs... after the reviews.”

to:”

❍ “The manager completes/approves … work hazards and environmental

impact. Hazards are identified for any new research or manufacturing
projects. … ES&H Coordinator and an additional quarterly review is
performed by the Safety Basis SME. … after the reviews.”

● Delete. The second and third bulleted items:

❍ “The output of the PHS is an overall hazard classification, including the

activity or scenario that drives the overall risk of the project. Work
Packages take the form of an electronic Technical Work Document
(eTWD) or Operating Procedure (OP). To ensure the instructions are
clear and match current conditions, the eTWD approval process
includes an editorial review, and an additional review prior to approval
by the Department Manager. Work is broken down by task, and for
each task, hold points and special instructions, if any, are noted.

❍ Required attendees for pre-job briefings are listed in the eTWD. The
purpose of these briefings is to identify and explain potential hazards
and their controls, hold points, any other unique aspects of the work.”

Under the topic heading, “Analyze Hazards”:

● Delete. From section 4.0, third bullet, “Training and qualification process is
included in the PHS. Required training is listed in the Results and
Conclusions section of the PHS. In addition, Medical’s Fitness for Duty
program ensures that workers are able to perform their assigned job duties in
a safe and reliable manner.”

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 Change History for CPR400.1.2

● Add. Above the last paragraph, “The IWP will create a cohesive link between
identified hazards and environmental impacts, their mitigation, and/or
elimination at the activity level.

● Add. To section 4.1, bottom of the paragraph below the first list of bulleted
items.

❍ "Attachment 13 A-5 , "Hazard Aggregation Rollup Process" to better

understand and control aggregate hazard risks and to develop
appropriate emergency response strategies. For example, radiological
materials are managed utilizing the HARP. The HARP owner is notified
when the total radiological material exceeds 10% of CAT III limit. This
allows the HARP owner to maintain overall Facility Classification below
CAT III nuclear facility designation.”

● Delete. From section 4.1, bottom of the bulleted list, before last paragraph:

❍ ISMS PHS/HA Process

● Add. To section 4.1, to the bottom of the bulleted list:

❍ Analysis of all low hazards (and, optionally, standard industrial hazards)

● Add. To section 4.2, discussion about the EMS implementation phase and
upgrades to the program.

Under the topic heading “Control Hazards”:

● Add . To section 5.1, last sentence in the paragraph under the second set of
bullets:

❍ “…controls that are understood and integrated as part of line

operations.”

● Delete. Two paragraphs down from the above, “(see ES&H and Emergency
Management Center (10300)AOP 99-08, Environmental, Safety and Health
[ES&H] Requirements Notification and Tracking). LIWG participates in the
review of new requirements and changes to existing requirements.”

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Change History for CPR400.1.2

● Delete. Two more paragraphs down:

❍ Link to AOP 99-08 and “LIWG participates in the review of new

requirements and changes to existing requirements.

● Change. “Program requirements … communicated through ES&H Manual

(see "Writing or Revising ES&H Manual Text").”

to:

“Program requirements … communicated through program description

documents and other appropriate mechanisms (see AOP 04-02
Environmental Safety & Health (ES&H) and Emergency Management
Requirement Management Process.)”

● Delete. “There is a formal review process in which LIWG reviews new or

updated requirements. Managers and subscribers receive electronic
notification of requirements changes published in the ES&H Manual.
Program requirements applicable to ES&H program operations and Members
of the Workforce are communicated through program description documents
and other appropriate mechanisms.”

● Delete. From the last paragraph, “An eTWD may be used in lieu of paper-
version TWDs, e.g., Radiological Work Permit, Confined Space Permit.”

● Change. In section 5.2.2, “An optional web-based electronic technical work

document (eTWD) system was developed as a tool to assist in the
development of an integrated TWD, including necessary permits. The
Division ES&H Teams or other SMEs in the ES&H and Emergency
Management Center (10300) and California Site Operations (8500) provide
assistance with development and review of TWDs, as necessary, and assist
Line managers and workers in working safely and meeting applicable
requirements.”

to:

● “An optional web-based electronic technical work document (eTWD) system

is currently available. The Division ES&H Teams or other SMEs in the ES&H

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 Change History for CPR400.1.2

and Emergency Management Center (10300) and California Site Operations

(8500) provide assistance with development and review of TWDs, as
necessary, and assist line managers and personnel in working safely and
meeting applicable requirements defined within TWDs.”

● Clarify. Last bulleted item in 5.2.3, “(Some organizations have site-specific

or task-specific training databases to record completions and perform
tracking in addition to TEDS.)”

Under the topic heading “Perform Work”:

● Clarify. By adding to the first bullet in 6.2, “(Plan work, Analyze Hazards, and
Control Hazards).“

Under the topic heading “Feedback and Improve”:

● Add. To section 7.0, Self Assessment Improvement Plan for FY06.

● Add. Division ES&H Coordinators self-assessment responsibilities.

● Add. Radiological activities assessment.

● Add. To the end of the last paragraph in section 7.1, “Increased

management awareness of their role in ES&H performance has been
accomplished with established quarterly reports to Vice Presidents. These
reports, by the Director of the ES&H Center, present ES&H data by Division,
and the results are then discussed in the meetings of the Laboratory
Leadership Team.”

● Add. To 7.2, “In FY05, the LIWG Issues Management Assurance Team
developed and implemented an improved ES&H Issues Management
System, which tracks the status and effectiveness of corrective actions from
start to finish as a result of assessments.”

● Add. Specifics what and how the ES&H Issues Management System
performs ES&H Assurance on risk ranking, LSA, and BBS.

● Add. To section 7.3:

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Change History for CPR400.1.2

❍ The MOW’s management chain.

❍ Reports to Telecon + for issues requiring immediate resolution.

❍ Maintenance Service Request forms.

● Add. To the bottom of section 7.3, initiated expedited incident reporting

requirements and data collection by the Corporate Corrective Action Tracking
System (CATS) and other ES&H databases.

● Delete. From section 7.3.1, five of eight ES&H Assurance Teams:

❍ Emergency Management

❍ Non-Nuclear Safety Basis

❍ Self-Assessment

❍ Performance Indicators

❍ Work Control

● Delete. From section 7.3.2, "ES&H Self-Assessment Activities," are largely

tracked through WebSIMS, Sandia's issues management system, unless
otherwise exempted. WebSIMS is currently under review for replacement by
an improved tracking system.

● Clarify. To section 7.3.2, additional information regarding ES&H Program

Self-Assessments.

● Add. To section 7.3.2, Environmental Management System (EMS) Program

Self-Assessments discussion.

● Add. To section 7.3.2, “In addition, the Independent Review Team and its
subset - the ES&H External Advisory Panel, the External Advisory Board, as
well as other contracted assessments, have taken place as part of the
benchmarking efforts for the Best-in-Class initiative.

● Clarify. To section 7.3.4, tracking programs.

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 Change History for CPR400.1.2

● Add. To section 7.3.4, explanation of how injury and illness cases are
tracked, data is entered into a DOE database, and improved investigation
and documentation of injuries.

● Delete. The last paragraph in section 7.4.

● Add. New paragraph to the bottom of section of 7.4.

● Delete. From section 7.5.1, first table, 2004 data was deleted.

● Add. To section 7.5.1, information regarding:

❍ Injury and illness predictive model.

❍ Integrated Enabling Services (IES) SMU Indicators

❍ Four stated goals for SNL IES

❍ Communication mechanisms

❍ Performance Indicator Program Assessments

● Add. To section 7.5.2, a list of seven reports, from the Data and Analysis
Subsystem of the ES&H Assurance System, which are provided to
management for continuous improvement.

● Add. To section 7.5.2, two new paragraphs regarding:

❍ Selection of issues

❍ Implementation of a new notification process

● Add. To section 7.5.2, last paragraph. Discussion on CAMP Plan.

Under the topic heading, “References”:

● Add. To section 8.1:

❍ DOE M 231.1-2, Occurrence Reporting and Processing of Operations

Information

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 Change History for CPR400.1.2

❍ DOE O 414.1C, Quality Assurance

● Add. To section 8.2:

❍ ES&H Performance Assurance Quarterly Report

❍ CPR001.3.2, Corporate Quality Assurance Program

❍ CPR200.2.2, Baseline Directives Management

❍ CPR300.2.1, Performance Management

❍ CPR300.4.3, Employee Conduct and Corrective Discipline

● Delete. Corporate Integrated Management Report.

Note: In Appendix C, DOE O 414.1B was not replaced with DOE O 414.1C
because this appendix was created on August 11, 2005 and DOE O 414.1C was
included in SNL Prime Contract on November 30, 2005.

Administrative Changes Only

June 29, 2005

Change: Executive Policy Sponsor from Les Shephard to Frank Figueroa.

Change History, ISMS D: From 10-31-02 Version to 8-10-04 Version

January, 2002

This document was changed to:

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Change History for CPR400.1.2

● Add

❍ To Section 1.3.1, “Applicability,” the category “specified visitors” to

those to whom Sandia’s ISMS applies whether the work is funded by
DOE or other entities.

❍ To Section 3.3.1 Corporate-Level Processes,” a paragraph about the

Quality Assurance (QA) Program.

❍ To Section 5.1, “Identify Applicable Requirements,”:

■ Managers and subscribers receive electronic notification of the

ES&H Manual changes.

■ Description of electronic technical work documents (eTWD).

❍ To Appendix B, “Examples of Mechanisms for Employee Involvement,”

readiness review and a link to ES&H Manual, Section 13D, “Readiness
Review Process.”

● Change

❍ “SNL personnel" and to "Members of the Workforce."

❍ In Section 1.1, " Purpose," reference is made to the completion of the

final ISMS Verification action and that the ISMS Implementation Plan
(IP) is to be archived.

❍ In Section 1.3.2, “Line Implementation,” the chain of organizational

management responsibility and accountability to agree with the table in
Section 4.1 of CPR 001.4.1, Administrative Approval Authority.

❍ In Section 2.1.3, “Authorization/Graded Approach,” clarify that “some of

SNL's nuclear facilities” require additional, facility-specific authorization
agreements.

❍ In Section 2.2.3, “Additional Safety Committee Oversight of Accelerator

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 Change History for CPR400.1.2

and Nuclear Operations Committees,” update the list of committees

that report to the NFSC.

● Delete

❍ In Section 3.3.1, “Corporate-Level Processes,” all references to the

Budget Call Letter. The paragraph now refers to the higher-level
document, CPR500.1.1, Financial Manual.

April 28, 2000

This document was revised to:

Add:

● Links in Section 1.3.2 to ES&H Manual, Section 1D and its definitions that
deal with line management and program/project management.

● Clarification of the terms "Sandia" and "SNL" to the Introduction.

● More pointers to information that is located in other documents rather than

repeat it in this document, e.g., "Strategic Business Units and Strategic
Management Units," "SNL's Environment, Safety, and Health Program,"

● Sections to clarify ISMS coverage of:

❍ Sandia employees performing work at non-Sandia-controlled premises.

❍ Visitors performing work at Sandia-controlled premises.

● References to the Mission Council, and the Infrastructure Council.

● Pointers to the revised sections in ES& H Manual, Chapter 13, Hazards

Identification/Analysis and Risk Management," which describes the hazard
identification process, the hazards analysis process, the authorization basis
documentation process, and the readiness review process.

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Change History for CPR400.1.2

Change:

● Moved some significant text forward in the document to introduce concepts

prior to their being used in the document, e.g., "ISMS for Subcontractors"
and "Flowdown of ISMS."

● By agreement with DOE through joint SNL/DOE Facilitation Team, old

Attachments 1, "Integrated Safety Management System Description
Guidelines Tailored for Sandia National Laboratories (SNL) - Division-
Specific Mechanisms," and Attachment 2, "Integrated Safety Management
System Description Guidelines Tailored for Sandia National Laboratories
(SNL) - Corporate Mechanisms," were archived, and replaced with the
following new appendices:

❍ Appendix A contains pointers to web sites listing each division's ISMS

implementing mechanisms.

❍ Appendix B is the table of "Examples of Mechanisms for Employee

Involvement" moved from the text.

● Moved "Integrated Laboratory Management System (ILMS)" And "ISMS

Program" forward in the Introduction.

● Expanded "Applicability" to clarify coverage of work performed under a

CRADA.

● Renamed "Ownership" to "Line Implementation."

● Defined acronyms and initialisms at their first reference in the document, not
each section.

● Updated organization, group, and individual responsibilities.

● Changed the title of Section 5.0 from "Develop and Implement Hazard
Controls" to "Control Hazards" in keeping with the ISMS safety function titles
and to more accurately reflect section content.

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 Change History for CPR400.1.2

● Revised Section 7.0, "Provide Feedback and Continuous Improvement,"

more accurately show the current state of feedback and improvement
processes, such as lessons learned and assessments

● Updated "References" section for changes in regulatory drivers and related

internal and external documents.

Delete:

● Out-of-date and difficult to maintain graphics.

● 2.2.3 SNL's Environment, Safety, and Health Program

● References to the "Environmental Checklist/Action Description Memorandum

(ECL/ADM)" and replaced them with a link to the NEPA web site.

● "Examples of the Work Planning Process" because they do not accurately

reflect the current Sandia budgeting process. Referred readers to the
Financial Manual.

August 31, 1999

This document, Issue E, updates the system description to:

● Include in the text of the system description or linked documents the

improvements appearing as "boxed text" in Issue D.

● Include information on worker involvement to complete an ISMS Verification

audit corrective action.

● Include information on the integration of ES&H requirements into

programmatic, customer, and stakeholder requirements through the Internal
Spend Plan Call letter to complete an ISMS Verification audit corrective
action.

● Move text related to authorization basis, safety envelope, ISMS software,

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 Change History for CPR400.1.2

and other hazard identification and analysis topics to the ES&H Manual,
Chapter 13.

● Hypertext link to documents that contain the actual requirements.

● Hypertext link to definitions in the ES&H Manual Glossary.

● Significantly reduce the size and complexity of the document and correct
incomplete or outdated information, including deleting Attachments 3 through
8.

November 30, 1998

Issue D incorporated changes requested by the DOE verification team that

completed their review of Sandia's integrated safety management system on
November 20, 1998, so that they could recommend approval to DOE/AL.

This document was revised to:

● Update Section 1.2 to describe the SNL line management chain of

responsibility and accountability.

● Remove the ISMS Policy from Figure 1-2 as an external directive applicable
to SNL (the ISMS Policy is not included in SNL's M&O Contract).

● Update Section 1.3.3 to discuss the ES&H requirements flowdown process

for subcontractors.

● Add new Attachments 1 and 2 and Sections 1.3.4 and 1.3.5 to reference the
set of division-specific and corporate implementing documents that describe
the ISMS mechanisms.

● Add Section 1.3.6 to describe the change control process for this document,
its attachments, and CPR400.1.2.1, Sandia National Laboratories' Integrated
Safety Management System Implementation Plan.

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 Change History for CPR400.1.2

● Add Section 1.3.7 to reference to SNL procedure for supporting the nuclear
weapons production complex.

● Update Section 2.8.5 to add information about the SNL site-wide Lessons
Learned Program.

● Change the authorization basis definitions for facilities with more hazardous
operations in Sections 3.2.2, 3.3.1, and 3.4.2 to be consistent with applicable
DOE directives.

● Change the descriptions of the processes used to identify standards/

requirements for "more hazardous operations" in Sections 3.2.3.1, 3.3.2.1,
and 3.4.3.1 to state that those operations follow the directives management
process.

● Make minor editorial changes and add hypertext links.

● Add a list of references.

July 30, 1998

Issue C, issued on July 30, 1998 was the first substantial revision of the ISMS
description since DOE approval.

The document was revised to:

● Reflect reengineering of the corporate business rules and clarify the

flowdown of ES&H requirements through that system.

● Describe authorization agreeements and authorization basis documents.

● Refer to the ES&H Manual, Section 1D, "Who Does What," for roles and
responsibilities.

● Describe SNL's use of the directives management approach.

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 Change History for CPR400.1.2

● Add descriptions of how SNL tailors controls through PHSs, the ES&H
Manual, and TWDs.

● Delete description of the ES&H Document Hierarchy since ES&H documents

are now part of corporate business rules.

● Replace previous text about training with new text to reflect recent revisions
in training program and procedures.

● Revise the discussion of SNL's feedback and improvement process.

● Refine the lists of authorization basis documentation for each hazard

category.

● Add a flowchart of the NEPA process and the processes for generating
authorization bases for low hazard nonnuclear, moderate hazard nonnuclear,
accelerator, and nuclear operations.

● Delete the "Basis for Requirements in the ES&H Manual and Its
Supplements" and committ to reconciling that list after the ES&H Manual is
reformatted.

In July 1996, DOE asked SNL to prepare a description of its safety management
mechanisms and a plan for integrating them.

In November 1996, SNL submitted Issue A of the Sandia National Laboratories'

Integrated Safety Management System (the "system description") and its
Implementation Plan. DOE approved these on December 2, 1996.

In March 1997, both documents appeared on Sandia's internal web as Issue B.

Nancy Linarez-Royce, [email protected]

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 Appendix A - Division-Specific Mechanisms for Integrated Safety Management

CPR400.1.1.2, Integrated Safety Management System (ISMS) Description

*APPENDIX A – DIVISION-SPECIFIC
MECHANISMS FOR INTEGRATED SAFETY
MANAGEMENT

Subject Matter Expert: Nancy Linarez-Royce

Issue L
Revision Date: April 26, 2007; Replaces Document Dated: April 3, 2006

Submitted for Annual Review: September 15, 2006

Approval Date: November 16, 2006

The ISMS Description is controlled as a corporate process requirement document in the

Sandia Business Rules system, but is not the source of specific requirements. Division-
specific mechanisms are located at division web sites as shown below:

Division Division title Contact Division ES&H Web Site

0001 Executive Offices Craig Nimmo ES&H / Security / QA
1000 Science &
Technology & Bess Campbell-
Integrated Protection Page
Research Domme
Foundations
2000 Weapons
Melecita
Engineering and Integrated Protection Page
Archuleta
Product Realization
3000 Human Resources,
Communications, and Ina Frazier ES&H / S&S / Quality
Executive Support

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Appendix A - Division-Specific Mechanisms for Integrated Safety Management

4000 Security &

Johnny Vaughan ES&H / S&S / Quality
Information
5000 Defense Systems & Environment, Safety, and
Bill Lucy
Assessments Health
6000 Energy, Security, and
Defense Sue S. Collins ES&H / Security / QA
Technologies
7000 Advanced Concepts
Bill Lucy Advanced Concepts Group
Group
8000 California Laboratory Terry L. Garner SNL/CA ES&H
10000 Infrastructure
Operations and
Marc Evans Division 10000 ES&H
Business
Management
11000 Legal Division Amy Blumberg Legal Division ES&H
12000 Division 12000 Craig Nimmo ES&H / Security / QA

Nancy Linarez-Royce, [email protected]

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 Appendix B - Examples of Mechanisms for Employee Involvement

CPR400.1.1.2, Integrated Safety Management System (ISMS) Description

APPENDIX B – EXAMPLES OF MECHANISMS

FOR EMPLOYEE INVOLVEMENT

Subject Matter Expert: Nancy Linarez-Royce

Issue L
Revision Date: April 26, 2007; Replaces Document Dated: April 3, 2006

Submitted for Annual Review: September 15, 2006

Approval Date: November 16, 2006

SNL provides numerous opportunities and mechanisms for communications between

workers and their management and for worker involvement. Each line organization uses
the mechanisms appropriate for its work processes:

Safety Management
Example Mechanism for Employee Involvement
Function
Plan Work
● IWP

● ES&H Lessons Learned Program

● ESHERS/DRATS

● Primary hazard screening (PHS) development

● Readiness Review

● Technical work document (TWD) development

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Appendix B - Examples of Mechanisms for Employee Involvement

Analyze Hazards
● Hazards analysis (HA)/safety assessment (SA)/
safety analysis report (SAR) development

● PHS development

● Workplace/activity monitoring for changes

Control Hazards
● Administrative controls

● Engineering controls

● Non-emergency hotline

● Personal protective equipment (PPE)

● TWDs

● Telecon Plus

● Pre-job briefings

Perform Work
● Respecting hold points

● SNL suspend-work authority

● Safety Basis

● Readiness Review

● Work environment monitoring (e.g., IH sampling)

● Construction Safety Standing Committee

● FMOC Area Safety Rep Committee (ASR)

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Appendix B - Examples of Mechanisms for Employee Involvement

Feedback and Improve

● Corporate Ombuds program

● Customer satisfaction surveys

● Employee Concern Program

● ES&H self-assessments

● Executive VP site queries

● Incident investigations/2050P forms

● ES&H Lessons Learned Program

● Line Implementation Working Group (LIWG)

● Management surveillances

● Manager's "open door" policies

● Performance management form (PMF)

processes

● Routine center/division/VP and SNL Town

Meetings

● SNL's wide use of "working groups" to develop

solutions

● Standing ES&H Committees

● Union Stewards: Metal Trades Council, Office

and Professional Employees International
Union, Security Police Association

● Union Tripartite Committee

● Union/Management Safety Committee

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Appendix B - Examples of Mechanisms for Employee Involvement

● Upward feedback processes

● Worker feedback

Nancy Linarez-Royce, [email protected]

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 Appendix C - Continuing Core Expectations (CCEs)

CPR400.1.1.2, Integrated Safety Management System (ISMS) Description

APPENDIX C – CONTINUING CORE

EXPECTATIONS (CCEs)

Subject Matter Expert: Nancy Linarez-Royce

Issue L
Revision Date: April 26, 2007; Replaces Document Dated: April 3, 2006

Submitted for Annual Review: September 15, 2006

Approval Date: November 16, 2006

The Continuing Core Expectation (CCE) statements (DOE G 450.4-1B, Volume 1, Chapter IV)
are a compendium of relevant topics that can be used to aid in developing an evaluation of the
effectiveness of the ISMS. The following CCE’s are identified within the content of this
document.

CCE ISMS D Implementing Section

CCE-1 ISMS Description Document – Annual updates Subsection 1.3, Paragraph 1
CCE-2 System Effectiveness Subsection 2.3, Paragraph 3 & 4
CCE-3 Work Activities Subsection 2.6, 2.6.1
Subsection 2.7.2, Paragraph 4
Section 5.0, Paragraph 4 & 5
CCE-4 Implementing Mechanisms Subsection 2.7.1.
CCE-5 Budget Processes Subsection 2.7.2, Paragraph 3
CCE-6 Feedback and Improvement Section 7.0, Paragraph 6 & 7
Subsection 7.4, Paragraph 3
CCE-7 Process for Effecting Changes Subsection 1.3, Paragraph 3
Subsection 2.6.3, Paragraph 1
Subsection 5.1, Paragraph 1
CCE-8 Performance Objective and Criteria (POC) Guidance Subsection 2.3, Paragraph 3-7
Subsection 7.5.1
CCE-9 Records Section 7.0, Paragraph 6 & 7
Subsection 7.1, Paragraph 3
Subsection 7.3, Paragraph 2
CCE-10 Authorizing and Performing Work

Subsection 2.6.3, Paragraph 2

Section 6.0

CCE-11 Role of DOE/SSO Subsection 2.3, Paragraph 1

Subsection 7.3.3

Nancy Linarez-Royce, [email protected]

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