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**Safety and Environmental**

**Compliance Office**

**The Environmental, Health and Safety Plan for Excellence -- Creating a
Vision**

**2008-2017**

**December 2007**

U.S. DEPARTMENT OF COMMERCE

National Oceanic and Atmospheric Administration

Office of the Chief Administrative Officer

Safety Environmental Compliance Office

**Table of Contents**

Acronyms.........................................................\...3

Preface ..............................................................4

NOAA Corporate Environmental, Safety and Health ....5

Framework ..........................................................6

Focusing Our Efforts through Themes ......................7

The Plan for Excellence.......................................\...9

Targets
...............................................................14

Issues & Drivers ....................................................16

Feedback.............................................................18

References...........................................................18

Credits.................................................................18

**Acronyms**

ATV - Alternative Transportation Vehicle

ECS -- Environmental Compliance & Safety

EO -- Executive Order

EPEAT - Electronic Product Environmental Assessment Tool

EHS -- Environment Health & Safety

ESPC - Energy Savings Performance Contract Program

FY -- Fiscal Year

IMS - Integrated Management System

LMI -- Logistic Management Institute

MSDS -- Material Safety Data Sheets

NOAA -- National Oceanic Atmospheric Administration

NRM - NOAA Risk Management

SECO -- Safety Environmental Compliance Office

VPP -- Voluntary Protection Program

**Preface**

This Safety and Environmental Compliance Office (SECO) Plan For
Excellence is designed to guide decision-making, while maintaining the
flexibility to reflect changes in future directions of environmental,
health and safety throughout the National Oceanic and Atmospheric
Administration (NOAA). It is consistent with the goals of the
President's Management Agenda - 2002[^1] for improving the management
and performance of the federal government. Human capital strategies for
this plan will be linked to organizational mission, vision, core values,
goals, and objectives. It is also consistent with, and supports the NOAA
Strategic Plan -- September 2004[^2] which guides NOAA's overarching
missions while also ensuring the safety and health of the NOAA family
and demonstrates NOAA's environmental stewardship.

This Plan is designed to create a business model which will achieve the
ultimate EHS goals identified by the NOAA organization. This business
model is structured to include six areas of concentration or functions:
(1) policy, (2) planning, (3) execution, (4) communication, (5)
training, and (6) compliance. These functions will guide our internal
structure and organization which is established to respond to both
estimated future external drivers as well as internal desires.

This plan articulates the vision or path toward NOAA's creation of a
World Class Environmental, Health and Safety (EHS) Program framed in the
context of internal organizational issues like; business model, business
functions, core values, corporate and local roles and responsibilities;
buffeted by external future drivers; along NOAA's path to EHS
excellence.

Internal issues

-   Core Values

    -   People

    -   Integrity

    -   Excellence

    -   Teamwork

    -   Ingenuity

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-   Organization

-   Business Model

-   Business Functions

    -   Policy

    -   Planning

    -   Execution

    -   Communication

    -   Training

    -   Compliance

External Drivers

-   Economy

-   New regulations and higher authority direction

-   Finite resources

    -   Funding

    -   Water

    -   Landfills

    -   Energy

-   Technology

-   Changing workforce

-   Biotechnology

-   Nanotechnology

Goal(s)

-   World Class Environmental, Health and Safety program

-   Appropriate and effective performance measures

-   Build on prior years successes

#### ![](media/image3.jpeg){width="3.18125in" height="2.390277777777778in"}NOAA Corporate Environment, Health and Safety (EHS)

The goal of this plan is to position NOAA as a leader by example in EHS
areas. Modeling sustainable practices is a key aspect of this plan.
While we are progressing, sustainability is a very long-term aspiration
and this 10 year plan is only the first step on our journey.

Although there are many challenges toward sustainability for our Nation
and for NOAA, NOAA embraces these challenges within our *New Priorities
for the 21^st^ Century NOAA's Strategic Plan, Updated for FY2005 --
FY2010* mission statement, "*To understand and predict changes in the
Earth's environment and conserve and manage coastal and marine resources
to meet our Nation's economic, social, and environmental needs."* This
EHS plan was developed to enable NOAA to effectively and efficiently
accomplish her mission while modeling excellent EHS behaviors. The two
primary environment, safety, and health challenges facing NOAA are
improving worker health and safety while also minimizing our operations
adverse impact on our environment.

Protecting the people of NOAA, our most valuable resource, elevates
maintaining a safe workplace to clearly a high priority. A safe
workplace will also enhance NOAA's ability to recruit and keep high
quality people. Minimizing our foot print on the environment and
conserving resources will demonstrate NOAA's commitment to meeting our
Nation's social and environmental responsibilities. This plan addresses
both these goals and provides flexibility for managers to chart the best
path along the way. Most importantly, this plan communicates to all
employees the purpose and importance of the goals outlined in this
document.

![](media/image4.wmf)Our relationship with regulators is co-operative
and includes Federal, state and local partnerships. NOAA's Safety and
Environmental Compliance Office (SECO) believes that clear communication
encourages trust, therefore we have included on our corporate web site
(www.seco.noaa.gov) extensive information about NOAA's EHS programs. We
hope to expand the scope of our information sharing as we venture down
the continuous improvement path.

As NOAA's Incident Rate demonstrates, progress has been made in reducing
on the job injuries. This Plan for Excellence sets out a ten-year
approach to help NOAA build upon these successes. Working together, I
believe NOAA can achieve even better results. Thank you for being part
of the NOAA family.

John Pierson, Director NOAA Safety and Environmental Compliance Office
(SECO).

**Framework**

NOAA framework for Environmental, Health and Safety includes policies,
standards, guidance materials, tools and activities to support and
assist the network of professionals who manage environment, health and
safety at their sites and throughout key NOAA business operations.

+-----------------------------------------------------------------------+
| FRAMEWORK FOR SUSTAINABILITY IN NOAA                                  |
|                                                                       |
| PLAN IMPLEMENT CHECK ACT                                              |
|                                                                       |
| ACTIVIITES AND RESPONSIBILITIES INTEGRAL TO BUSINESS                  |
+-----------------------------------------------------------------------+

**Policy Planning Execution Compliance Communication Training**

**Focusing Our Efforts Though Themes**

**Looking backward in time**

**2004 -- 2007 - Program Assessment & Laying the Foundation**

Logistics Management Institute (LMI) completed a study of NOAA's safety
program in March of 2004 which provided 79 recommendations to NOAA.
Seventy (70) of these recommendations, or 88%, have already been
implemented laying the foundation for the EHS program in NOAA. This Plan
builds upon this previous work towards Excellence.

To help focus attention on major EHS issues, we have assigned a theme
for each year. The themes will build upon each other year to year,
taking into account identified operational needs which may require
re-aligning efforts.

**Looking forward in time**

**2008 -- Strengthening the Foundation in areas of past success and
future potential**

Establish the baseline with policy, standards, initial performance
targets, safety data sheets and web communication systems.

**2009 -- Building the Framework for the future**

Build the framework of guidelines, strategic objectives, and audit
protocols.

**2010 -- Reducing Key Risks**

Reduce known risks to both employees and our environment through control
and mitigation of hazards in a consistent manner. Also begin to control
and mitigate risks created by new equipment or processes.

**2011 -- Establishing Operational Positions**

Tackle emerging issues and concerns and develop operational positions
and plans. Issues already visible include Executive Order 13423, waste
management, ozone depletion, environmental impact assessment and
liabilities, external partnering and stakeholder engagement.

**2012 -- Completing Core Programs**

Achieve initial improvement targets and attain improved audit scores
against standards in all operations.

**2013 -- Investing In The Future**

Add operational value by launching second generation goals that drive
eco---efficiency and enhanced safety performance.

**2014 - Building Sustainable Practices**

Achieve global certification of our management systems and integrate
behavioral-based safety and use of renewable resources. Develop
sustainable work practices.

**2015 - Increasing Competitive Advantage**

Identify opportunities to exceed Federal Government and industry
standards while increasing operational effectiveness.

**2016 -- Innovating Sustainability**

Promote novel operational approaches, technologies and building designs
that advance sustainability.

**2017 -- Reaching For Excellence**

Achieve second generation goals and demonstrate excellence and
sustainability in key areas with on-going innovation and operational
improvement.

**The Plan for Excellence**

This Plan for Excellence shows how NOAA\'s environmental, safety, and
health framework aligns with NOAA\'s vision, strategic intent and key
business drivers. It shows how NOAA will progress through management
systems to leadership and excellence.

In the Plan for Excellence we enunciate our long-term aspirations for
environmental, safety and health. Though we recognize that it may be
difficult to deliver these aspirations quickly, they will guide the
global organization through the implementation of environmental, safety
and health management systems to leadership and towards sustainability
during the period up to 2017.

To help focus global environmental, safety and health efforts on key
strategic issues and draw attention to a progressive evolution from
managing our key risks to advancing our sustainability, the plan calls
for a yearly theme. We have projected themes for the years until 2017,
but these recommendations will adjust year by year to take into account
current business circumstances, long-term business direction and
emerging issues.

**Theme for 2008: Laying the Foundation**\
Specific objectives:

-   Define the Strategy

-   Establish improvement baselines and targets

-   Develop and define the SECO organization

-   Involve internal stakeholders

-   Review, develop and maintain ECS policies, orders, standards, rules
    and guidance

-   Develop periodic policy review

-   Develop job hazard analysis policy

-   Develop baseline statistics for Executive Order (EO) 13423 and
    tracking mechanism

-   Develop a Safety Training Plan

-   Develop an Industrial Hygiene Plan

-   Review EPA's 2006-11 Strategic Plan for organization environmental
    improvement

-   Define NOAA's employee's roles and responsibilities

-   Review NOAA's operations for areas of improvement

-   Develop A NOAA Water Management Plan

-   Develop Energy/Greening Management Plan

-   Establish Policies and Guidance For Electronic Stewardship

-   Implement Energy Awareness to All NOAA Employees

**Theme for 2009: Building the Framework**\
Specific objectives:

-   Develop program implementation plans and schedules

-   Develop SECO's guidelines and the audit program

-   Improve on SECO's intranet web page to support programs

-   Develop a NOAA lights off campaign

Establish a dialogue with external stakeholders

All NOAA sites will understand job hazard analysis (JHA), and the
benefits of completing JHAs

> Identify/develop EHS training courses, as necessary, for supervisors,
> professionals & employees
>
> Develop job hazard analysis training
>
> Develop a feedback avenue for NOAA employee's input (survey)
>
> Develop a NOAA Best Practice Manual (Environmental & Safety)
>
> Assist NOAA lease & grant actions to ensure they are consistent with
> EO-13423
>
> Review/Coordinate NOAA Facility FCPPM Manual for EHS content
>
> Develop EO 13423 Compliance Tracking
>
> Implement DOC Affirmative Procurement Plan
>
> Coordinate Transportation Management Guidance
>
> Establish Employee Electronic Stewardship Training Program
>
> Develop Implementation Schedule for EO-13423 EMS Requirements
>
> Formulate Industrial Hygiene goals

**Theme for 2010: Reducing Key Risks**\
Specific objectives:

-   Initiate a NOAA-wide driver safety program

-   Assess occupational chemical exposures

-   Develop tools to assist supervisors/managers with managing workplace
    stress

-   Develop tools to assist supervisors/managers management of workplace
    ergonomics

-   Provide job hazard analysis training

> Employee survey -- publish results
>
> Develop & issue Quality Assurance policy and guidance
>
> Develop Worker's Safety Health Plan
>
> Develop Green Purchasing Web Based Training
>
> Collect Water Information from FY09 IFIP System
>
> Develop standardized EMS System for field use

**Theme for 2011: Responding to External Challenges**\
Specific objectives:

-   Implement a regulatory tracking system

> Foster employee professional development in the EHS area
>
> Review current status of this plan and upgrade through the next 10
> years
>
> Provide plan to NOAA employees on how SECO will respond to the
> feedback survey results.
>
> Establish access to all EHS standards and regulations for all NOAA
> employees
>
> Develop NOAA HAZMAT Training Standards
>
> Develop NOAA Recycling Standards

**Theme for 2012: Completing Core Programs**\
Specific Objectives:

-   Achieve acceptable audit scores at all operations

-   Deliver on the published 2012 global targets

-   Analyze gaps against the strategic objectives published in this Plan
    for Excellence.

-   Formalize the external stakeholder engagement process

-   Review and revise as necessary this Plan for Excellence for
    2013-2017

-   Finish updated 2012 -- 2022 EHS Strategic Plan which incorporates
    employee's feedback survey results

**Theme for 2013: Investing In The Future**\
Specific Objectives:

-   Continue to roll out and embed EHS core programs

-   Ensure issues are considered as an integral part in all improvement
    programs

-   Implement Ergonomic improvement program

-   Evaluate 7.5 percent electrical energy from renewable energy sources
    goal

-   

**Theme for 2014: Building Sustainable Practices**\
Specific Objectives:

-   Continue to roll out and embed EHS into core programs

-   Ensure EHS issues are considered as an integral part in all
    improvement programs and during change control

-   

**Theme for 2015: Increasing Competitive Advantage**

Evaluate 30 percent energy effficiency achievement per EO-13423
requirement

Evaluate 16 percent water reduction goal of EO-13423

Evaluate fleet energy consumption reduction by 30 percent per EO-13423

> Verify that 15 percent of NOAA assets are high performance buildings
>
> Verify that NOAA reached a 20 percent petroleum reduction goal

**Theme for 2016: Innovating for Sustainability**

Verify NOAA's is using at least 30 percent post-consumer fiber content
paper

Evaluate potential cost-effective waste prevention and recycling
programs

**Theme for 2017: Reaching for Excellence**

All NOAA sites follow recognized safety standards and perform at an
above average level

> All NOAA sites follow recognized environmental compliance standards
> and perform at an above average level

EHS is seamlessly integrated into NOAA operations

The goals of EO-13423 have been met

**Targets -- Performance Measures**

NOAA has set targets for improving environment, health and safety
performance to be reached by the end of 2017, starting from a baseline
set in 2008. These improvement targets are an integral part of this Plan
for Excellence.

+-------------+-------------+-------------+-------------+-------------+
| **NOAA      | **EHS       | **Target**  | **Metric**  | **Status**  |
| Strategic   | Goal**      |             |             |             |
| Plan Goal** |             |             |             |             |
+-------------+-------------+-------------+-------------+-------------+
| Provide     | Reduce on   | 3% annual   | NOAA        | FY05 --     |
| Critical    | the job     | reduction   | recordable  | 1.62        |
| Support for | workforce   | in the      | Incident    |             |
| NOAA's      | injuries    | NOAA's      | rate        | FY06 --     |
| Mission.    |             | incident    |             | 1.28        |
|             |             | rate        |             |             |
|             |             |             |             | FY07 --     |
|             |             |             |             | 1.37        |
+-------------+-------------+-------------+-------------+-------------+
| Provide     | Provide a   | Implement   | Percent of  | FY05 - 5%   |
| Critical    | Best in     | "Assessment | total       |             |
| Support for | Class       | of NOAA     | reco        | FY06 -- 16% |
| NOAA's      | Safety      | Safety      | mmendations |             |
| Mission.    | Program for | Program and | implemented | FY07 -- 89% |
|             | our         | Culture"    |             |             |
|             | employees   | report      |             |             |
|             |             | published   |             |             |
|             |             | by LMI      |             |             |
|             |             | March 2004. |             |             |
+-------------+-------------+-------------+-------------+-------------+
| Protect,    | Be an       | By FY15 15% | Percent of  | FY07 -- 4   |
| Restore,    | env         | of NOAA     | NOAA's      | NOAA        |
| and Manage  | ironmental, | buildings   | buildings,  | buildings   |
| the Use of  | health and  | will        | by square   | certified   |
| Coastal and | safety      | incorporate | foot, which | as          |
| Ocean       | leader in   | sustainable | incorporate | Leadership  |
| Resources   | the         | design      | sustainable | in Energy   |
| Through an  | government  |             | design      | and         |
|             | by          |             | features    | En          |
| Ecosystem   | un          |             |             | vironmental |
| Approach to | derstanding |             |             | Design      |
| Management  | and         |             |             | (LEED)      |
|             | reducing    |             |             | buildings   |
|             | our         |             |             |             |
|             | negative    |             |             |             |
|             | operational |             |             |             |
|             | impacts on  |             |             |             |
|             | the         |             |             |             |
|             | ecosystem   |             |             |             |
+-------------+-------------+-------------+-------------+-------------+
|             |             | 3% per year | Percent     | FY07 -- not |
|             |             | or a 30%    | reduction   | yet         |
|             |             | total       | in energy   | measured    |
|             |             | reduction   | consumed    |             |
|             |             | in energy   | per square  |             |
|             |             | consumption | foot        |             |
|             |             | against     |             |             |
|             |             | FY00        |             |             |
+-------------+-------------+-------------+-------------+-------------+
|             |             | NOAA uses   | Percent of  | FY07 -- not |
|             |             | renewable   | NOAA's      | yet         |
|             |             | energy 3%   | energy      | measured    |
|             |             | by FY07-09, | which comes |             |
|             |             | 5% by       | from        |             |
|             |             | FY10-12,    | renewable   |             |
|             |             | 7.5% by     | sources     |             |
|             |             | FY13        |             |             |
+-------------+-------------+-------------+-------------+-------------+
|             |             | NOAA will   | Percent of  | FY06 -- 38% |
|             |             | recycle 35% | solid waste |             |
|             |             | more in     | recycled    | FY07 --     |
|             |             | FY15 as     |             | data not    |
|             |             | compared    |             | yet         |
|             |             | against     |             | available   |
|             |             | FY00        |             |             |
+-------------+-------------+-------------+-------------+-------------+

We base NOAA\'s overall EHS improvement targets on information about
practical improvement plans and forecasts from all NOAA's operations. We
compare proposals for our organizational targets with benchmarking
information. Our EHS professionals, senior managers and management teams
throughout the agency closely review these targets and make the
necessary adjustment, when necessary.

In addition to corporate targets, each line office adopts improvement
targets based on its own unique profile, which includes local related
projects. This means sites can focus their resources on areas of
greatest potential impact to environmental, safety and health. Sites
with the greatest potential impact set the most aggressive reduction
targets, while sites with less potential impact set continuous
improvement targets. In this way, each operation has improvement targets
that should result in NOAA achieving its overall goals.

SECO will implement a process to reconfirm site commitments to the 2017
targets they set in 2008. We also conducted workshops where field sites
share projects and practices implemented to reduce their impact on the
environment. This sharing of best practices will help maintain our
progress toward achieving our 2017 targets.

EO-13423 highlights specific goals for all federal agencies to meet.
These goals will provide NOAA with performance measures. Specifically:

\- Thirty percent energy reduction by 2015

\- Use of paper of at least 30 percent post-consumer fiber content

\- Successful implementation of sustainable environmental practices

\- Ensure that at least 50 percent of energy used must come from
renewable sources

\- Reduce water consumption by 16 percent by 2015

\- Fifteen percent of facilities become high performance & sustainable
buildings

\- Reduce by 20 percent petroleum consumption

\- Demonstrate that 100 percent of new buildings are 30 percent more
energy efficient

\- Seventy-five percent of new vehicles, either purchased or leased are
alternative fuel vehicles

\- One hundred percent energy consumption tracking

**Issues & Drivers Into 2018**

For any long term plan, it is imperative that the organization look into
the future to help guide them with their initial plans and any possible
changes that trends may reveal. In this section, we will address issues
and drivers that might cause re-evaluation of the plans goals and
modification to the existing plan structure.

ISSUE: Economy

Funding - Over the last few years, many agencies within the Federal
Government have seen their budget remain relatively the same causing
those agencies to absorb the pay raises of their employees. This has
reduced base funding in many instances. Continued reduced base funding
could have an impact on achieving the goals as outlined in this plan.

Staffing - Many senior managers have experienced personnel highlighting
that they are having more responsibilities and duties that human
resources allow. They find themselves having to make choices between
supporting the agencies core mission and other duties like ES&H. It is
necessary for SECO to provide the leadership to NOAA's Line Offices to
lessen the burden on our field sites in their support of their core
mission. This will necessitate that SECO listen to their line offices
and concentrate on programs that can be implemented centrally with
funding support by the line offices for the biggest bang for the buck.

ISSUE: Scarcity of resources

Less available fresh water - In areas where critical water shortages are
possible, increased restrictions on the use of water and discharges into
bodies of water is likely. This could impact field sites. Additionally,
ships with sewage treatment systems vice over-the-side discharge may
need to increase spill control and response requirements.

Less landfill space -- Reduced access to landfills could force NOAA to
reduce waste and recycle more byproducts of our operations. This means
an increased cost for disposal of solid wastes with the possibility of
further restrictions on what can be discarded.

Energy, Cost of Fuel - As the demand for energy increases world wide,
the cost of raw materials that produce energy will increase. This will
have an impact of increasing agency overhead, eating away at the
agencies budget.

Energy, Work at Home - Work from home allows agencies to reduce the
amount of energy used for workers going to and from work. However, this
introduces the possible issue of ensuring employee safety in the home.

Energy, Hydrogen Safety - Hydrogen is being advertised as a possible
solution to help reduce our energy dependence on fossil fuels. However,
hydrogen presents some safety concerns that will need to be considered.

Energy, Wind Farms - Energy harnessed by the wind is another alternative
for reducing our energy dependence on fossil fuels.. However, wind farms
have presented acceptance and cost issues that may slow the expansion of
this technology. For example, The Federal Aviation Administration
already has raised a concern on radar blockage when these towers are
being placed near flight paths. Furthermore, there are concerns about
the effects of these towers on endangered species and migratory birds.

ISSUE: Technology and sharing of information

While more information will be available and shared as technology
continues to improve. There exists the possibility of yet unidentified
illnesses from these new technologies. . For example, as computers
become more voice interactive (artificial intelligence), there might be
an intolerable office noise problem.

ISSUE: Deaths from vehicle accidents

The 2006 Fatality Rate per 100 Million miles driven indicate that there
was a drop in the number of people that were killed in car accidents.
However, 42,642 people were killed and that number has been consistent
for the last five years. Additionally, there were 2.6 million people
injured in car accidents in 2006. As people migrate to smaller more fuel
efficient cars, it is conceivable that the number of people killed could
increase, yet it could be offset by more safety features on these cars.
Additionally, as the baby boomers age and continue to drive, there is a
likelihood of increased traffic accidents, especially during the day
time when many of our employees are driving in performance of their
duties.

ISSUE: Changing workforce

Aging workforce - An older work force provides new challenges for all of
government. As workers age, the accidents and illness become different
than for those of younger workers. With nearly 50 percent of the federal
workforce eligible to retire with the timeframe of this plan, many new
people will have to be trained in the various programs as a new set of
leaders begin to take over.

Bringing on new employees - The flip side of an older workforce, is that
younger workers will be hired to replace those employees that are
retiring. Like the older worker, their injuries are different. Their
knowledge of safety will be limited. The need for training these
employees will be very important to prevent accidents, injuries and
illnesses.

ISSUE: New regulations and higher authority direction

Changing regulations or new regulations are a reality that this plan
must deal with on an on-going basis. Changes in regulations, Executive
Order, and even states will continue to assess the need for stricter
legislation. These changes will dictate the need for flexibility in this
plan.

**Feedback**

Every successful program should have a mechanism in place for
communications within an organization to flow up and down. The SECO
office will implement a mechanism for continuous and frequent dialog
with their internal stakeholders. Internal feedback will be utilized to
make necessary changes and to help as a metric to judge our success with
implementing this plan.

**Credits**

We would like to thank everyone in NOAA working in the EHS program for
their input into this document. The insight into their programs and
their operational need helped to determine the frame work in which SECO
will operate.

Special thanks are extended to Margi Garner and Kevin Murray. Both
individuals were on detail to SECO and tasked with the development of
this Plan for Excellence. Margi helped with the early editing of this
document and development of the graphics. Kevin was the author of the
document with input from NOAA's EHS professionals. Bruce Zaczynski
completed the final edit of this document.

**Sources**

GlaxcoSmithKline -- Sustainability in Environmental, Health & Safety
Report 2003

Department Of Energy -- Strategic Plan for the Office of Environmental
Safety and Health 2003-2006

Kodak -- Employee Health and Safety Web Page

Instructions For Implementing EO-13423

Department Of Commerce -- Strategic Implementation Plan for Energy
Management 2/02

NOAA's Environmental Compliance Program Strategic Plan

[^1]: http://www.whitehouse.gov/omb/budget/fy2002/mgmt.pdf

[^2]: http://www.ppi.noaa.gov/pdfs/Strategic_Plans/NOAA_Strategic_Plan.pdf