1 The Battelle Safety Journey Jeffrey Wadsworth Executive Vice President for Global Laboratory Operations Upton, New York November 28, 2007.

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The Battelle Safety Journey

Jeffrey WadsworthExecutive Vice President for Global Laboratory Operations

Upton, New YorkNovember 28, 2007

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BattelleThe Business of Innovation

• A charitable trust organizedas a non-profit corporation in 1929

• Conducting ~$3.4 billionin annual R&D

• In 2006, distributed ~$17 millionto our communities– Strong emphasis on education

• Managing or co-managing7 major laboratories, including6 DOE national laboratories

• Responsiblefor the safetyof 20,000 staff

141R&D 100awards

Battelle Annual Report 2006

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Deliveringinnovative solutions

to complex challenges

Efficient operationsand the protection

of workers,the public,

and theenvironment

Being a trustedand valuedcommunity/

regional asset

Excellence in Laboratory

Operations/ES&H

Excellencein Community

Service

Not only achievable, but essential for success

Battelle’s signature in laboratory operations:Simultaneous excellence

Excellence inScience & Technology

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Each of our labs has made commitmentsto improve safety performance . . .

Build and lead a cultureof personal accountability for safetyand operational discipline

Change cultureand behavior

Establish, communicate, and maintainwell-defined standards, requirements,and tools that integrate safetyinto all phases of research and operations

Provide staffwith knowledge and tools

Modernize facilities and reduceor eliminate hazards and legacy materials

Create safer workspaces

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. . . but we have encounteredsignificant cultural challenges

• Lack of personalaccountability for safety

• Lack of managementengagement on safety

• Lack of a questioningattitude (a “polite” culture)

• A focus on solvingproblems without worryingabout procedures

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In 2004, we began focusingon safety in a different way

Several incidents raisedserious questions aboutour “inherent” safety culture

• A worker was seriously injured after consciously violating several safety barriers while using a band saw

• A supervisor’s inappropriate response to a bulging waste drum led to a laceration requiring sutures

• Two workers were exposed to radiological materialas the result of inadequate maintenance followedby failure to follow spill response procedures

• A dropped 1-ton hoist could easily have resulted in 2 fatalities

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• Sharing responsibility for safety

– Managers care aboutemployee safety

– Employee engagementat all levels is essential

• Safety is about people, not statistics

– Personal stories

• Challenging othersand accepting challenges

• Avoiding heuristic traps

• Reinforcing the fundamental beliefthat all accidents are preventable

Key elements of changing attitudes toward safety

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Challenging others and accepting challenges:High-reliability organizations

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FamiliarityBelief that our behavioris correct to the extentthat we have donesomething before Social proof

Belief that a behavior is correct to the extent that others

are engaged in it

CommitmentBelief that a behavior is correctto the extent that it is consistentwith a prior commitment Scarcity

Distorting the value of opportunities that we perceive as limited and competing with others to obtain them

Avoiding heuristic traps

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RedundancyMore nuclear security forces may produce less nuclear security

SocialshirkingReducingreliabilityin the beliefthat otherswill take upthe slack

Avoiding heuristic traps (continued)

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Key principles emerged for buildinga solid safety culture

• Everyone behaves as ifall injuries are preventable

• Everyone is preparedto challenge unsafe behavior,and to welcome challenges

• Each of us is responsiblefor our own safety and for that of our co‑workers

• Constant vigilanceis maintained, especially on routine tasks

• Managers feel personallyresponsible for the safetyof their employees

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We have improved, but we are not yet where we want to be

Battelle Aggregate by Fiscal Year

0

100

200

300

400

2000 2001 2002 2003 2004 2005 2006 2007

TRC

DART

Added INL

DOEDART Goals

DOETRC Goals

Peo

ple

hurt

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Even though it is about people, not statistics:We can use statistics to help us improve

Monthly(129 people hurt)

ORNL overall, FY00–FY05

0

1

2

3

4

5

Hourly(374 people hurt)

Weekly(118 people hurt)

LiftingPushing/pullingKeyboardingWalking/standingUsing toolsOther

TRC

rate

s by

act

ivity

• Most of our effortsto improve safety have focused on work-related issues with the potentialto cause serious injury

• A large numberof events haveno obvious connectionto the work

• There are strong indications that cultural issuesare as importantas work-related issues

Workplace observations are a key part of safety leadership

• DuPont’s Safety Training Observation Program (STOP)

• Management observations– Facilitate dialog between workers

and management

– Promote safelaboratory operations

– Emphasize person-to-person interactions, rather than identification of noncompliances

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HumanPerformanc

e

Today, we continue to focus on strengthening our overall safety culture

We must recognize that:

• People are fallible, and even the best make mistakes

• As we plan our work, we need to consider peopleas both “controls” and “hazards”

• Physical conditions, organizational processes, individual behavior, and management behaviorall contribute to human error

• High-reliability organizationsencourage and reward reporting,rather than looking for someone to blame

• Trust between managers and staff is the single greatest predictor of success for any improvement initiative

“Our challenge now: Develop strategies, based on a common foundation but tailored to local characteristics and challenges, to drive safety culture improvement.”

CEO Carl Kohrt Battelle Safety Summit, May 2006

“Our challenge now: Develop strategies, based on a common foundation but tailored to local characteristics and challenges, to drive safety culture improvement.”

CEO Carl Kohrt Battelle Safety Summit, May 2006

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