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All sourcesNASA NTRSDOE OSTI
DOE OSTI2020

Integrated Environmental Management System Communication at Large Sites - 20480

At a large Department of Energy-owned (DOE) site, there are challenges to communicating Environmental Management System (EMS) topics effectively. With multiple contractors and Environmental Management System scopes, as well as a large number of employees, communication preferences and possibilities vary, providing both the benefit and the challenge of differing pathways for sharing information. Additionally, data collection for site-wide environmental reporting involves numerous points of contact spread across contractors and requires organization and integrated communication. Focusing on the value of communication to enhance EMS education and awareness to drive environmental performance, we discuss the communication methods used both at a site-wide level and by individual organizations. Example methods include site-wide working group meetings, internal Share Point, site-wide surveys, collaborative reporting, weekly newsletters, and combined communication efforts with the Integrated Safety Management System (ISMS). Using external audit results to gauge employee environmental awareness and culture, we analyze the effectiveness of EMS communications. In conclusion, integration of EMS communication in alignment with the ISMS has assisted in meeting International Organization of Standardization 14001 (ISO 14001) requirements and strengthened the concept that environmental protection is part of safety for workers and the site. Increased environmental enthusiasm and awareness supports the effectiveness of EMS communication methods and positive external audit results. These results benefit other sites with EMS to gain knowledge of integrated communication efforts that increase the effectiveness of the EMS, environmental performance, and conformance with ISO 14001. By assessing the effectiveness of actual EMS communication methods, contractors will be able to take away tools to enhance environmental communication in their workplace. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2020

On the Road to Achieving Safety Excellence at the Idaho Cleanup Project: The Initial Challenges, Solutions, and Positive Results of Striving to be the Best and Safest in the DOE Complex - 20518

When Fluor Idaho, LLC (Fluor Idaho) assumed the Idaho Cleanup Project Core contract (ICP Core) in mid-2016, it inherited the successful multi-faceted, employee-owned safety programs of two prior contractors supporting cleanup operations at the Idaho National Laboratory Site. Fluor Idaho incorporated the best of both safety programs along with Fluor Corporate's 106-year legacy of safety initiatives and successes. Fluor Idaho integrated the separate programs and cultures under a One Fluor approach - one project, one mission, One Fluor. Job changes, management changes, and procedures, processes, and system changes presented multiple challenges. Those challenges combined with the severe Winter of 2016/2017 resulted in numerous slips, trips, and falls first aids and reportable injuries. The road to safety excellence started off bumpy and stayed that way for some time. Since then, Fluor Idaho has successfully implemented several key initiatives including employee engagement; management engagement and time in the field; communications improvements; safety culture sustainment; injury/illness prevention; organizational learning; and DOE Voluntary Protection Program (VPP) readiness and preparation. Management became more engaged by making more workplace visits and increasing their supervision of 'life critical work' or complex activities. Additional training became mandatory for first-line supervisors and front-line workers. Most recently, Fluor Idaho increased its injury and illness prevention initiatives extensively. In the last year, things have turned around in a dramatic way. This shift is directly attributable to the significant number of initiatives launched in late 2017 and 2018. These initiatives addressed safety performance in the five key areas of the DOE VPP and promoted sustainability of the company's safety culture. The five key areas are: management leadership, employee involvement, work-site analysis, hazard prevention and control, and safety and health training. Employees and managers alike recommitted to making safety the highest value. The result of this laser-like focus on safety and accident and injury prevention is that injuries and first aids are a fraction of what they were. During FY 2019, employees worked more than 4.2 million hours without a serious injury or lost work-day and 1 million hours without a recordable injury. Fluor Idaho is proud of its safety trend. The company invested significant resources in improving its safety record, and that investment is paying off. Other contractors in the DOE Complex can learn and benefit from this discussion of the challenges Fluor Idaho faced, as well as its innovative safety initiatives that are producing results that are being recognized by our U.S. Department of Energy (DOE) customer. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2025

Empowering Lineworkers: The Case for Active Exoskeletons in Utility Work

Exoskeletons have evolved from early medical prototypes to advanced systems capable of addressing physical demands in various industries. This report explores the potential of active exoskeleton technology within the utility sector, focusing on its application for linemen who face significant risks of work-related musculoskeletal disorders (WMSDs). By analyzing existing literature on exoskeletons across industries such as construction, manufacturing, and military, the study identifies a gap in utility-specific applications. Task-specific design features like gravity compensation, limb support, and advanced safety measures, improve exoskeletons’ potential to alleviate physical strain, reduce workplace injuries, and enhance productivity. This review emphasizes the need for targeted research and development to optimize exoskeleton designs for the utility sector to provide benefits for workers, companies, and the broader community.

60 APPLIED LIFE SCIENCES↗
DOE OSTI2025

Modernizing the Nuclear Industry and New Ways of Working

Nuclear energy is recognized as the most feasible energy source towards achieving nation-wide net-zero goals (COP 208, MIT). Additionally, the demand for reliable, consistent energy supply is soaring with the construction of energy hungry data centers and AI tools. This means the construction of new nuclear and the continuation of current nuclear are a high national priority. However, this leaves the nuclear industry with a workforce challenge. The rising demand for nuclear power is threatened by an underpopulated workforce. There exist a few contributors to the decreased workforce such as skewed workforce demographics resulting in large-scale workforce retirement. Also, some plants have observed difficulty hiring and retaining skill sets that typically comprise the nuclear power workforce – specifically skilled craftsman. Those who are graduating with desirable skills are seeking employment in sectors that are more modern and culturally more aligned with younger generational values. Lastly, within the nuclear sector, skilled employees will be a competitive commodity as advanced plants come online offering work environments that incorporate modern technologies, skill sets, and opportunities for career advancement. These factors emphasize the need for legacy plants to modernize with a focus on the workplace environment and culture that meets younger generations’ skills, cultural expectations, and desire for advancement opportunities. Nuclear plants are actively engaged in deploying advancements that improve the management of systems, structures, and components as well as process improvements and technologies that can reduce the costs of operation and maintenance. However, the advancements must also be analyzed, reviewed and deployed in a manner that considers the impact on how people within the organization collaborate, communicate, make decisions, and solve problems. Neglecting to consider the cultural impact of modernization risks poor adoption, unrealized opportunities, or insignificant change toward helping attract new employees. The traditional way of working is not necessarily the way new generations want to engage with their employer. For instance, in a survey performed by North American Young Generation in Nuclear the top three reasons for younger nuclear employees to seek other job opportunities was seeking better work-life balance, a lack of advancement opportunities, and work culture and leadership style differences (Smyth et al. 2022). Integrated Operations for Nuclear (ION) is an approach for the nuclear industry to create long-term strategic modernization plans and analyze each advancement for the impact on people and processes and measure how those impacts flow up to support high-level, long-term plant goals and requirements. One principle of ION is to replace the current labor-centric operation style in legacy nuclear plants with data-centric collaborative operation styles. This paper will explain how transitioning operations to leverage centralized skills and responsibility, multi-skilled teams, and collaborative decision making can flatten the hierarchical structure in plants, enable greater individual efficacy while also offering more experiences and advancement opportunities to staff. Adopting the ION way of working shifts the industry mind-set towards more networked, collaborative, and modern way of working that will attract skilled, next-generation workers to operate the legacy nuclear fleet.

99 - GENERAL AND MISCELLANEOUS↗