1. www.energy.gov/EM 1 October 2015 Daryl D. Green Oak Ridge Office of Environmental Management OREM 2015 Safety Culture Evaluation Results LESSONS LEARNED

2. www.energy.gov/EM 2 BACKGROUND The Oak Ridge Office of Environmental Management

3. www.energy.gov/EM 3 Introduction In 2011, the Defense Nuclear Facilities Safety Board (DNFSB) requested an evaluation of each Environmental Management site’s safety culture, DNFSB Recommendation 2011-1. In 2013, the Oak Ridge Office of Environmental Management (OREM) conducted an evaluation of its safety culture (SC) and forwarded the results to EM Headquarters. The 2015 evaluation was a follow-up to examine the current OREM safety culture and identify any changes in the safety culture since 2013.

4. www.energy.gov/EM 4 Methodology Online Survey (Anonymous ) Personal Interviews (Random) 4

5. www.energy.gov/EM 5 Evaluation Team Members Chuck RamseySafety Culture Expert Jim CravenExecutive Officer Mike SterlingStatistician Daryl GreenTeam Lead Kelli Presley-ThomasTeam Coordinator Terry AllenTeam Member John PhelpsTeam Member Ana Rosado-GonzalezTeam Member Michael RigasTeam Member Noemi Mendez-SanchezTeam Member Ben WilliamsTeam Member

6. www.energy.gov/EM 6 Elements of Culture Organizational Culture A set of commonly shared beliefs, expectations, and values that influence and guide the thinking and behavior of the organization’s members, and how they conduct work. Safety Culture Safety culture is an organization’s values and behaviors modeled by its leaders and internalized by its members. Together, they make safe work performance the overriding priority to protect the workers, public, and the environment. Safety Conscious Work Environment A Safety Conscious Work Environment (SCWE) is a work environment in which employees feel free to raise safety concerns to management (and/or regulator) without fear of retaliation. Organizational Culture Safety Culture Safety Conscious Work Environment SCWE

7. www.energy.gov/EM 7 7 2015 SCWE Survey Participation by Organization and Staff Type

8. www.energy.gov/EM 8 Management /Staff Perceptions 2013 vs 2015

9. www.energy.gov/EM 9 2015 Results Summary by Mean Score 9 Staff Avg. = 0.59 Manager Avg. = 0.75

10. www.energy.gov/EM 10 Page 10 My Manager addresses my concerns, including safety concerns, in a timely manner.

11. www.energy.gov/EM 11 Page 11 I feel safe from reprisal when reporting errors or incidents.

12. www.energy.gov/EM 12 Page 12 My supervisor values me as an individual and member of the organization.

13. www.energy.gov/EM 13 Page 13 I feel free to approach management with any concerns I have.

14. www.energy.gov/EM 14 Page 14 I trust my immediate supervisor.

15. www.energy.gov/EM 15 Page 15 A high level of trust is established in OREM.

16. www.energy.gov/EM 16 Recommendations Provide results to staff (All Focus Areas) Benchmark other organizations to enhance communications across the organization (All Focus Areas) Establish a focus group across divisional lines to develop a plan of action in one or two specific areas of need from the Safety Culture evaluation (Employee/Worker Engagement) Provide ongoing Safety Culture training to staff and new hires (Organizational Learning) Repeat this Safety Culture evaluation/survey biannually (Leadership)

17. www.energy.gov/EM 17 Lessons Learned From Experience Preplanning is critical (timing, team selection, evaluation methods, survey sampling plan, etc.). Employees should be encouraged to participate. Management should provide expectations to evaluation team early (i.e. who is considered a manager). Training and general awareness of safety culture terminology are essential. A cross-organizational team can increase organizational communications and enhance the credibility of the evaluation. SC evaluation team members from outside of the organization can provide an independent view of organization. Subject matter experts on SC increase the credibility among the organization’s senior managers. Prior knowledge of the last safety culture evaluation is invaluable. Employees’ perception of issues are often different than management. Managers should seek to learn why employees feel a certain way.

18. www.energy.gov/EM 18 Conclusion In the safety culture area, an effective lessons learned program can stimulate continuous initiatives. Management expectations go a long way toward putting the assessment team on the right track. Preplanning of the evaluation is invaluable to track and document lessons learned during the entire process.