Perception versus reality: Implementing change in the laser laboratory

A common approach in laser research laboratories and workplaces is to have a single central source of knowledge in relation to laser safety. This person is assigned the role of laser safety officer, often as a secondary duty, and is responsible for managing the safety of laser activities across multiple areas. Without lower-level support the single LSO approach is flawed and results in the perception of safety rather than actual safety. This is particularly true when adequate resources are lacking, and safety plan implementation is done in an ad-hoc manner by under qualified persons or outsourced to non-specialists. We report on the process and approach to implementing change in a workplace from centralized laser safety role to a distributed network of vertically integrated laser safety personnel. It is noted that our approach is consistent with the guidance in the new IEC workplace laser safety standard and puts in place a more robust structure of skills. The approach taken here requires a collegial approach whereby each laser facility have a laser safety supervisor, typically a senior operator, who is additionally responsible for day-to-day safety. They work with the more highly qualified and experienced laser safety officer to create and implement a robust, documented laser safety plan using a systematic approach. This presentation highlights the philosophy, looks at real examples of perceptions versus reality and discusses some of the challenges of culture changes. We implemented a hazard-based framework for laser management based on an understanding of the existing laser hazard classification scheme documented in the current Australian/International Standard.