Two defense laboratories did not maintain adequate
Management of High control, accountability, and safety over their high explosive
Explosives inventories. At Sandia National Laboratories (Sandia),
contractor officials did not always track the acquisition and
use of explosives and could not account for significant
quantities of explosive material and devices. In addition,
both Sandia and the Los Alamos National Laboratory (Los
Alamos) maintained large quantities of high explosives that
were unlikely to be needed for current or future missions.
Finally, both organizations were not regularly evaluating
the stability and safety of the high explosive materials as
required. In contrast, we found the high explosives
management process at the Lawrence Livermore National
Laboratory (Livermore) to be effective.
