Presentation to N.C. Division of Pollution Prevention and Environmental Assistance Environmental Management Systems Development Course for Government Agencies - PowerPoint PPT Presentation

Loading...

PPT – Presentation to N.C. Division of Pollution Prevention and Environmental Assistance Environmental Management Systems Development Course for Government Agencies PowerPoint presentation | free to download - id: 4c35f3-ZDcyZ



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Presentation to N.C. Division of Pollution Prevention and Environmental Assistance Environmental Management Systems Development Course for Government Agencies

Description:

... species are residents Southern Bald Eagle, red-cockaded woodpecker, smooth purple coneflower, Bachman s sparrow, American alligator, shortnose sturgeon, ... – PowerPoint PPT presentation

Number of Views:122
Avg rating:3.0/5.0

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Presentation to N.C. Division of Pollution Prevention and Environmental Assistance Environmental Management Systems Development Course for Government Agencies


1
Presentation to N.C. Division of Pollution
Prevention and Environmental AssistanceEnvironmen
tal Management Systems Development Course for
Government Agencies
Environmental Management System Communication
Success at Savannah River
  • David L. Lester, CM, REM
  • Lead Technical Specialist
  • Environmental Protection Department
  • Westinghouse Savannah River Company
  • Aiken, South Carolina 20809

2
Savannah River Site (SRS) History
  • SRS was established in 1950
  • Includes portions of Aiken, Barnwell and
    Allendale counties
  • The land cost 19 million and includes 310 square
    miles
  • Ellenton, Dunbarton and other towns werehome to
    6000 peoplewho had to relocate

3
SRS History (cont.)
  • Construction began February 1951
  • Five reactors two separations areas a heavy
    water plant a fuel fabrication plant and
    administrative facilities
  • lt10 land used for production
  • All operations cloaked in secrecy

4
Cold War Missions and Programs
Primary mission of SRS was to produce plutonium
and tritium for nuclear weapons
5
Production Process
6
Post-Cold War Missions and Programs
  • National Defense
  • replacement tritium facility
  • Nuclear Materials Management
  • separation facilities
  • spent nuclear fuel
  • Environmental Management
  • waste management
  • environmental remediation



7
SRS Natural Features
  • 4,000 acres of ponds and reservoirs
  • 300 miles of streams
  • 35,000 acres of bottomland hardwood
  • 530 acres of streams and waterways
  • 5,800 acres of swamp forest
  • 40,000 ccf of timber harvested annually
  • 44 amphibian, 59 reptile, 255 bird, 54 animal
    species, 45 fish species, 1,322 species of flora
  • Some endangered/threatened species are residents
  • Southern Bald Eagle, red-cockaded woodpecker,
    smooth purple coneflower, Bachmans sparrow,
    American alligator, shortnose sturgeon, bog spice
    bush

8
Regulated Activities
  • _at_ 675 environmental permits in effect
  • 3 public drinking water systems
  • 13,000 people
  • 34 NPDES outfalls - 5,700 parametersannually
  • 150 stormwater outfalls - 1,200 parameters
    annually
  • 30 wastewater treatment plants
  • 28,000 Material Safety Data Sheets managed
  • 235,000,000 pounds of chemical inventory
  • 14,000 chemicals and chemical products used
  • 83 line items on the EPCRA Tier II inventory

9
Waste Management
  • _at_ 270 hazardous waste accumulation areas
  • 1.2M pounds of hazardous waste shipped annually
  • 16 RCRA permitted treatment facilities
  • 1M gallons of stored RCRA waste
  • 36M gallons of stored liquid high-level waste in
    49 carbon steel underground storage tanks
  • 2M pounds of vitrified waste at Defense Waste
    Processing Facility
  • 477 waste units (1/3 closed)

10
EMS Implementation at SRS
  • Assumptions
  • Process General Description and Timeline
    Discussion
  • Integration with Department of Energy Safety
    Management Program -- We bring ISO 14001 into
    Operations
  • Teaming
  • Results
  • Lessons Learned
  • Identify Risks
  • Questions

11
Operating Assumptions and Givens
  • Assumptions
  • Site policy and commitment to comply with
    regulations is strong, therefore maintaining good
    regulatory relationships
  • Regulations will continue to evolve and increase
    in complexity and WSRC has ability to negotiate
    compliance schedules
  • Site Operations will be consistent with forecast
    at beginning of fiscal year (including
    Environmental Restoration projects)
  • No dramatic change in number of permitted
    discharge points, chemical usage, and permitted
    waste streams
  • No dramatic change in frequency or extent of
    regulatory audits
  • No major unplanned spills or other accidental
    releases with offsite consequences

12
Implementation of ISO 14001 at SRS
  • Benchmark Team represented entire site (1997)
  • Key Decision - Implement site wide versus
    individual organizations
  • Key Decision - Evolution versus revolution
  • Gap Analysis and Gap Closure Plan (1998)
  • Gap closure continued through implementation
    phase
  • Implementation Team - Management commitment of
    resources
  • Key Decision - Third party certification or
    self-declare conformance?
  • Registrar selection (1998)
  • Completed self-declaration and independent audit
    (1998)
  • Key Decision - Identify cost benefits for
    independent certification

13
ISMS
OSHA Process Safety Mgmt (PSM)
EPA Risk Mgmt Plan (RMP)
Environmental Management System (ISO 14001)
Enhanced Work Planning (EWP)
Chemical Manufacturers Association (CMA)
Responsible Care ?
Voluntary Protection Program (VPP)
Individual Safe Behaviors
14
What is the DOE Integrated Safety Management
System (ISMS)?
  • A management system that integrates Safety to
    encompass
  • the public
  • all employees
  • the environment, including
  • waste minimization
  • pollution prevention
  • at the worker, organization, and corporate
    level.

15
Communication of ESH Programs into Work at SRS
Get Work Done Safely Perform Work
Integrated Procedure Management
System Develop/Implement Controls
Procedures Personnel Plant
Contractor Requirements Define Scope of Work
WSRC Programs Each Program Addressed by One (or
More) Site Level Manuals e.g. 3Q
Environmental Compliance, 1S Waste
Acceptance Criteria, 1Q Quality Assurance
ESH Programs Covering 20 Functional Areas Site
S/RID e.g.. Environmental Protection
WasteManagement
Conduct of Operations
S/RID
Conduct of Training
Conduct of Maintenance Engineering
Feedback Improvement
16
Communications within EPD - Regulatory Compliance
Environmental Laws and Regulations, Permits,
Consent Orders DOE Orders
EPD and Matrixed Environmental Groups
Develop Site Policy (EMC) Programs and Procedures
EPD SMEs Review, Comment, Negotiate, Influence,
Interpret Requirements, Provide Guidance, Assess
Program Effectiveness
EPD SMEs Provide Field Support, Training, Advise,
Write Reports, Assist in Evaluating
Upsets, Assessments, Develop Improvements,
Lessons Learned
EMC and Facility Management Develop
Execution Strategy
17
Environmental Communications outside EPD - ECA
Operational Support
Facility Management Include Specific Environmental
Requirements in All Their Operations
EPD and Matrixed Environmental Groups
Develop Site Policy (EMC) Programs and Procedures
Field Environmental Compliance Authorities Work
with Operating Personnel to Include Program
Requirements in Facility Procedures
Field Environmental Compliance Authorities Assist
Operating Personnel with Implementation, Assess
Implementation, Provide Input for Site Reports
EMC and Facility Management Develop
Execution Strategy
18
Teaming Synergy
  • Planning and preparation for normal or recurrent
    activities
  • Participate in strategic planning and activity
    execution
  • Project Teams
  • Permit Application Development
  • Enhanced Work Planning
  • Technical Support and Assessment of Program
    Implementation
  • Waste Management
  • Training
  • Bring global vision of environmental requirements
    to Operations personnel
  • Fill gaps between procedures and their intent
  • Use expertise to influence right decisions
  • Enhance environmental hazard awareness in the
    performance of Job Hazard Analyses, work planning
  • Senior management involved at budget/planning
    stage

19
Teaming Synergy
  • Help integrate Environmental Management System
    requirements into the operating culture
  • For SRS, this meant extending application of
    principles and functions of ISM to activities
    that involve environmental protection, i.e.,
  • Enhanced work planning
  • Procedure Development
  • Management Tours
  • Operator Rounds
  • Applicability of different requirements to an
    operation
  • Different Laws/Requirements depending on
    situation
  • Appropriate Response actions

20
Teaming Synergy
  • Hazard Analysis for unstructured activities
  • Help analyze hazards when out of the box -
    Identify options and risks
  • Understand politics and commitments
  • Guidance when situation not covered by procedures
  • Rationale to do the environmental protection
    right thing

21
Teaming Synergy
  • Help integrate Environmental Management System
    requirements into the operating culture
    (Continued)
  • Normal operations that could challenge the
    environmental protection envelope
  • Improve the application of pollution prevention,
    waste minimization, and energy efficiency
    techniques within work activities
  • Assist in development of workplace culture that
    promotes the concept of confirmed readiness to
    perform work and readily stops work if conditions
    change
  • Help develop clearly defined work instructions
    through interactions with operations and
    maintenance personnel

22
Success Keys
  • Communication that is both timely and complete
  • Acquire full understanding of each situation
    before acting
  • Spend time in field with affected organizations
  • Provide solution options, not hurdles
  • Include options and their risks so an informed
    decision can be reached
  • Keep discussions professional
  • Eliminate hidden agendas
  • All one team with one purpose
  • Win-Win is the only solution that makes
    everyone happy
  • Operations really wants to do the right thing
  • Listen and respond to the urgency
  • Dont assume

23
Benchmarking Environmental Management System at
SRS
  • First major site in DOE Complex to achieve and
    maintain independent certification against ISO
    14001 international standard
  • SRSs program has been used to benchmark other
    organizations
  • Brookhaven National Laboratory
  • NASA
  • Public Works Authority of Charleston
  • Canadian Government
  • Independent certification stopped in Fiscal Year
    2002
  • Lack of progress indentifing real cost benefits
  • Continue to self-declare and maintain programs
    (required by E. O 13148)

24
Lessons Learned
  • Quality of EMS manual
  • Managers familiarity and use of EMS manual
  • Over emphasize objectives and targets throughout
    organization
  • Limit aspects to significant impact - define
    significant
  • Use every means possible to publicize policy
  • Clearly delineate EMS audit results - widely
    publicize
  • Formalize Management Review process (procedure,
    schedule, etc.)
  • Involve communicators
  • Pre-audit records (training, qualifications,
    calibration, logbooks)
  • Pre-audit performance indicators and tracking
    systems
  • Over emphasize management system audit, not
    compliance audit
  • Communicate, communicate, communicate, with
    management, employees, subcontractors

25
Go Out of the Box to Identify Potential Risks
  • Operating Risks
  • Facility Shutdowns
  • Loss of water service (sewer, drinking,
    wastewater, etc.)
  • Loss of waste disposal capacity (landfill, LLW,
    etc.)
  • Ventilation system shutdown
  • Loss of ability to store material from DOE sites
  • Financial Risks
  • Fines and Penalties (unallowable costs)
  • Projects slower and costlier
  • Potential loss of new missions
  • Increased cost through loss of self-permitting
    for domestic and sanitary sewers
  • Loss of Fee potential

26
More Risks
  • Environmental Damage/Public Health Risks
  • Non-availability of emergency response,
    monitoring, and investigations
  • Customer/Public Relations Risks
  • New Missions jeopardized by poor compliance
    record
  • Loss of Fee for violations and fines unhappy
    customers
  • Public Perception, political support at risk

27
Concluding Thoughts and Suggestions
  • Communication
  • Talk the walk and walk the talk
  • Best way for individual worker to think
    environmental protection is for them to see it
    practiced daily by their supervisors
  • Stress more positives, but dont downplay
    negatives
  • Involvement
  • Actively use environmental professionals in other
    programs
  • Supervision needs to value the effort needed,
    managers set the example

28
Concluding Thoughts and Suggestions
  • Training/Education
  • Part of Continuing Training -- often and strong
  • Drills and practice exercises must reinforce your
    EMS
  • Cross walk EMS concepts into other training
    arenas (maintenance, CONOPs, waste certification,
    safety, emergency preparedness)
  • Commitment
  • Give your people the tools they need to succeed
  • Self-Declare or Not?
  • Business Basis
  • Regulator Exercise of enforcement discretion

29
Coincidence or Not ?
If, A B C D E F G H I J K L M N O P Q
R S T U V W X Y Z Equals, 1 2 3 4 5
6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
24 25 26 Then, K N O W L E D
G E 11 14 15 23 12 5 4 7 5
96 H A R D W O R K 8
1 18 4 23 15 18 11 98
Both are important, but the total falls just
short of 100 But, A T T I T U
D E 1 20 20 9 20 21 4 5
100
30
Questions?
About PowerShow.com