Source: Sandia National Laboratories
Date: 7/1/95    Record No.: 10138
Contact: Albuquerque, NM, 505-844-5678; Livermore, CA, 510-294-3000

Sandia began in 1945 as a small part of Los Alamos Laboratory, and in 1949 became a separate laboratory managed by AT&T. (The University of California, which manages Los Alamos, did not want to become involved in the actual manufacture of weapons.) Due to AT&T's culture and management approach, Sandia grew up with an organizational style similar to Bell Labs, and quite different from the other national labs. There is a line management structure, and from the beginning, a strong "industrial R&D" approach that emphasizes practical results and getting them into use.

AT&T has managed Sandia (as a public service, for $1 per year) from 1949 until 1993, when Martin Marietta won the bid to take over. Martin (now Lockheed Martin) has a subsidiary company called Sandia Corporation that manages the laboratory (similar to the arrangement at ORNL and INEL).

Sandia is located on Kirtland Air Force Base in Albuquerque, and at Livermore California (across the street from L. Livermore National Lab). Total staff number about 8500 people, with about 1000 in California. About 60% of the staff are in technical and scientific positions.

Managers of "directorates" or "centers" have a fair degree of autonomy, and report up to a "sector" vice president level which in turn report to Al Narath, the president and lab director.

The sectors include:
Defense Programs (the largest), which does engineering and design for weapons systems,

Energy & Environment, led by Dan Hartley, deals with all other areas of the Dept. of Energy, with programs in Applied Energy, Nuclear Waste Management, Environment, Nuclear Energy, and Energy Research.

Work for Others (other government agencies) also known as Systems Applications and Research & Exploratory Technology

Sandia has specific major cross-cutting initiatives in agile manufacturing, electronics, and advanced information processing.

A general point of information: each lab annually publishes an "Institutional Plan," which is organized according to which DOE Program Office supports the work, not the lab's own organizational structure. Thus a "mapping" between the two structures is required to be able to see the work of the groups within a lab.