1. ISMS Best Practices Workshop Initial Steps to Integrate HPI into ISMS Continuous Improvement CH2M HILL Hanford Group, Inc. September 12-13, 2006

2. ISMS Best Practices Workshop 2 Background Senior management received DOE sponsored HPI fundamentals training – Dec 05 Hanford contractors selected to participate in EM HPI pilot – Jan 06 Joint DOE/CH2M HILL implementation plan established based on INPO recommended approach – Jan 06 Senior management commitment to implement HPI – Jan 06 Senior management decision to include HPI as ISMS continuous improvement initiative – Mar 06

3. ISMS Best Practices Workshop 3 HPI Implementation Plan Senior management commitment established HPI steering committee formed Gap analysis performed between INPO HPI attributes and existing event prevention activities ISMS improvement plan revised to include HPI Implemented the improvement plan

4. ISMS Best Practices Workshop 4 Charter created Composed of operations and support program personnel, including bargaining unit Chaired by senior operations leadership Includes organizational and process HPI champions Approved GAP analysis and implementation plan Provided program oversight for the training needs analysis Tracks progress of implementation plan and makes course corrections as needed Identifies and reviews communication needs HPI Steering Committee

5. ISMS Best Practices Workshop 5 HPI Steering Committee Strategy From: Emphasizing administration in our processes Robust defense against second guessing Robust reaction to events To: Robust hazard identification and mitigation Processes built for the user Robust prevention of events Shift the organizational focus

6. ISMS Best Practices Workshop 6 Provides current state of the organization and forms basis for improvement plan Multi-disciplined team selected GAP Analysis focused on event prevention Assessment criteria obtained from 3 INPO sources The Human Performance Improvement Initiative Site Gap Analysis Tool Performance Objectives and Criteria, (INPO 05-003, May 2005) Human Performance Criteria OR.3 Job-Site Conditions Self-Assessment Questionnaire Criteria based on commercial nuclear operational excellence Criteria were modified for DOE activities Assessment plan discussed with INPO representatives GAP Analysis

7. ISMS Best Practices Workshop 7 GAP Analysis Methodology

8. ISMS Best Practices Workshop 8 GAP Analysis Opportunities Use of the critical task concept Proactive planning defending against error likely situations Tailoring controls to the critical task Ensuring controls are not buried in extraneous information Training for field/support personnel and management Ensuring workers attention is properly focused ▪Recognition of error likely situations and error precursors ▪Defenses to minimize errors

9. ISMS Best Practices Workshop 9 Event Prevention Integration into ISMS Implementation Examples Procedures development Human resource processes Work Planning Walkdowns Design engineering considerations Pre-Job briefings Post-Job briefings Lessons learned Management / self assessments Event analysis / investigation

10. ISMS Best Practices Workshop 10 Example of HPI Integration into ISMS Implementation: Critical Task Not all aspects of a job are equally important ▪Some actions/tasks are irrecoverable; once the action is taken, the reverse action cannot recover. Some steps have more chances for error Need to consider as part of hazards analysis ▪Is changing the state of the facility, system, component, or the well-being of the individual dependent on the individual worker? ▪Is the outcome of the error intolerable from a personnel safety or facility perspective? Helps focus attention on potential consequences so appropriate defenses can be put in place

11. ISMS Best Practices Workshop 11 Purpose and approach ▪Consistent with SAT approach to training ▪GAP Analysis recommendations included ▪Guidance provided by HPI Steering committee Objectives ▪Identify intended students (planners, procedure writers, managers, event investigators, etc) ▪Identify training emphasis and objectives ▪Identify timeframe & duration Multidiscipline Analysis Team ▪Represented employees ▪Support Programs ▪First Line Supervisors ▪Line Management Training Needs Analysis

12. ISMS Best Practices Workshop 12 Identify and Train 3 Audiences Subject Matter Experts ▪Focus on line organizations (work planning & operations) ▪Include support program staff as needed Personnel that can facilitate implementation ▪Line managers, first line supervisors ▪Support program staff General field workers on basic event prevention tools Training Needs Analysis Results

13. ISMS Best Practices Workshop 13 ▪Define Scope of Work Application to facility specific processes ▪Hazards Identification and Controls Critical task emphasis Shift from static to dynamic hazards analysis Procedure development and use HPI procedure checklist ▪Perform Work Critical task Error precursors Error likely situations Tools to prevent errors ▪Feedback & Improvement Self-assessment process using INPO warning flags (based on Davis- Besse organizational behaviors) INPO jobsite self-assessment ISMS Integration Using HPI

14. ISMS Best Practices Workshop 14 Trained ▪43 SMEs ▪Approximately 80 Managers (ongoing) ▪Approximately 400 Employees (ongoing) Work Planning ▪Simplified process ▪Critical task focus improved hazards identification and control ▪Improved usability ▪Clearly identify hazards (dynamic hazards analysis) Plans and Procedures ▪Event prevention focus simplified process (e.g., Waste Programs eliminated over 25 plans, procedures, etc) ▪Improved usability ▪Compliance is more easily demonstrated Early Successes

15. ISMS Best Practices Workshop 15 Lessons Learned Senior management vision and commitment is essential Adapting NRC/INPO safety culture principles (SWE) helped HPI implementation Benchmarking was necessary and critical for effective change HPI improvement initiatives must be integrated with ISMS VPP initiative helped HPI implementation Gap analysis was a good tool to focus initial improvement plan Involvement of union safety representatives in event investigations helped support free flow of information Involvement of bargaining unit personnel in procedure development has strengthened procedure usability and compliance