**CONTENTS**

1\. INTRODUCTION

> 1.1 DOE-VPP Program
>
> 1.2 DOE-VPP Elements
>
> 1.2.1 Management Commitment
>
> 1.2.2 Employee Involvement
>
> 1.2.3 Worksite Analysis
>
> 1.2.4 Hazard Prevention and Control
>
> 1.2.5 Safety and Health Training
>
> 1.3 Management Commitment
>
> 1.4 Program Justification
>
> 1.5 Program Funding

2\. WORK SCOPE

> 2.1 VPP Objectives
>
> 2.2 VPP Deliverables
>
> 2.3 VPP Assumptions

3\. WORK BREAKDOWN STRUCTURE

> 3.1 VPP Application

2.  DOE Evaluation and Approval

3.  VPP Program Maintenance

4\. STRATEGY

5\. R2A2's

6\. SCHEDULE

7\. BUDGET

8\. REPORTING REQUIREMENTS

9\. CHANGE CONTROL

**Voluntary Protection Program**

**Program Management Plan**

**1. INTRODUCTION**

It has long been recognized that compliance with occupational safety and
health standards alone cannot achieve our safety and health goals. The
standards, no matter how carefully conceived and developed, will never
cover all unsafe and unhealthful activities and conditions.

More importantly, no amount of written documentation and enforcement can
replace the understanding of work processes and safety hazards that
comes with employees' day-to-day, on-the-job experience. This knowledge,
combined with the ability to evaluate and address hazards rapidly and to
reward positive action, places workers in a unique position to improve
workplace safety and health in ways simply not available with the
compliance approach only.

Therefore, to promote excellence in occupational safety and health
protection, we have committed to pursue recognition under the Department
of Energy Voluntary Protection Program (DOE-VPP).

DOE is encouraging all contractor sites to strive for continuous
improvement of occupational safety and health performance. However,
compliance with DOE and Occupational Safety and Health Administration
(OSHA) standards alone will not achieve this goal. VPP supplements
safety and health programs by encouraging voluntary improvements and
expansion of worker protection systems, particularly worker involvement.

**1.1 DOE-VPP Program**

The DOE-VPP Star Program is based on the characteristics of the most
comprehensive safety and health programs used in a broad range of
industries. It seeks to recognize outstanding injury- and
illness-prevention programs that have been successful in reducing
workplace hazards and to encourage other programs to emulate their
success.

The DOE-VPP Star Program is established to promote and recognize highly
effective safety and health programs. Through the DOE-VPP, management,
labor, and DOE establish a cooperative relationship in which:

> • Management operates an effective program that exceeds mere
> compliance.
>
> • Employees actively participate in the program and work with
> management to ensure a safe and healthful workplace.
>
> • DOE initially verifies that the program meets VPP criteria.

• DOE reassesses periodically to confirm that the site continues to meet
VPP criteria.

There are three levels of participation in the program. The predominant
two are Star and Merit. Star participants meet all DOE-VPP requirements,
while Merit participants have demonstrated the potential and willingness
to achieve Star Status. The third level of participation in the DOE-VPP
is the Demonstration program. Demonstration sites are evaluated annually
and participation is limited to 5 years.

**1.2 DOE-VPP Elements**

Approved DOE-VPP sites must exhibit safety excellence, improvement, and
exceed DOE and OSHA standards by incorporating the following key
elements:

**1.2.1 Management Commitment**

Each DOE-VPP applicant must demonstrate top-level management commitment
to occupational safety and health in general and to the specific
requirements of DOE-VPP. Management systems for comprehensive planning
must address safety and health through Integrated Safety Management
(ISM).

**1.2.2 Employee Involvement**

All employees at all levels (managers and individual contributors) must
be actively involved in the structure and operation of the safety and
health program and in decisions that affect employee safety and health.

**1.2.3 Worksite Analysis**

Management of safety and health programs must begin with a thorough
understanding of all potentially hazardous situations and the ability to
recognize and correct hazards as they arise.

**1.2.4 Hazard Prevention and Control**

Hazards and potential hazards identified in the workplace analysis must
be prevented or minimized by the implementation of effective controls
and measures.

**1.2.5 Safety and Health Training**

Managers, supervisors, and employees must know and understand the
policies, rules, and procedures established to prevent exposures to
hazards.

**1.3 Management Commitment**

Employees must see involvement by all levels of management in worker
safety and health concerns. This involvement includes establishing clear
lines of communication with employees, setting an example for safe
behavior, and ensuring that all workers, including subcontract workers,
vendors, and visitors, are provided with a safe and healthy workplace.

**1.4 Program Justification**

The DOE-VPP has been established to promote and recognize highly
effective safety and health programs. Through the DOE-VPP management,
labor and other workers, and DOE establish a cooperative relationship in
which:

> • Management operates an effective program that exceeds mere
> compliance.
>
> • Employees actively participate in the program and work with
> management to ensure a

safe and healthful workplace.

• DOE ultimately verifies that the program meets VPP criteria.

> • DOE reassess periodically to confirm that the site continues to meet
> VPP criteria.

DOE-VPP recognizes sites at which safety and health programs go beyond
DOE and OSHA standards to protect workers more effectively. These
qualified sites receive public recognition for their programs and less
frequent DOE oversight.

VPP sites enjoy a number of benefits:

> • Reduced workers' compensation and other injury and illness related
> costs.
>
> • Lost workday case rates that are generally 60% to 80% below the
> industry average.
>
> • Improved employee motivation to work safely, leading to improved
> quality and productivity.
>
> • Positive community recognition and interaction.
>
> • Improvement of existing programs.
>
> • Annual self-evaluation.
>
> • Partnership with DOE.
>
> • Improved labor/management relations.

**1.5 Program Funding**

ES&H provide the non-labor funding necessary for the VPP Steering
Committee to develop and promote the VPP program. F&O and the R&D
divisions cover the associated labor costs of participants.

**2. WORK SCOPE**

The work scope for implementing VPP is divided into three main areas:
Application, DOE evaluation & Approval, VPP Program Maintenance.

**2.1 VPP Objectives**

Objectives for implementing VPP at the PNNL are to reduce injury rates
at all PNNL facilities by creating a culture that empowers employees
with the resources and authority to create a safe workplace.

**2.2 VPP Deliverables**

> • Ongoing improvement process managed by VPP Steering Committee.
>
> • VPP Application Submittal to the DOE Richland Operations Office
> (DOE-RL).

**2.3 VPP Assumptions**

> • Long-term program support will be provided by senior management.
>
> • Adequate yearly funding and personnel resources necessary to
> successfully complete the work elements identified in this Program
> Management Plan (PMP) and continued support of the VPP Steering
> Committee.
>
> • All union personnel will be treated the same as non-union personnel
> and will participate in the VPP.
>
> • Standards Based Management System (SBMS) states the safety and
> health responsibilities of all employees.

• Future PNNL organizational structures changes will not cause
disruption to this program.

**3. WORK BREAKDOWN STRUCTURE**

The Work Breakdown Structure is a product-oriented breakdown of the
activities necessary to develop and implement the Voluntary Protection
Program at the PNNL. Detailed work activities have been divided into the
3 areas:

**3.1 Application**

The VPP Steering Committee will prepare the application, with help from
support staff. The Steering Committee will be divided into five
sub-committees for each of the major tenets of VPP.

> **3.1.1 Management Commitment**
>
> **3.1.2 Employee Involvement**
>
> **3.1.3 Worksite Analysis**
>
> **3.1.4 Hazard Prevention and Control**
>
> **3.1.5 Safety and Health Training**

**3.2 DOE Evaluation & Approval**

The Steering Committee and ES&H Staff will provide support.

**3.2.1 DOE Application Review**

**3.2.2 On Site Review**

**3.3.3 Status Award and recognition**

**3.3 VPP Program Maintenance**

The VPP Steering Committee will review ES&H self-assessments and other
ES&H data and make recommendations based on VPP standards to ES&H as
part of a continual improvement plan

> **3.3.1 VPP Steering Committee**
>
> **3.3.2 Self Assessments**

**4. STRATEGY**

The strategy of this program is to have the VPP Steering Committee
assess all ES&H programs that integrate into the VPP criteria and
empower employees along with management to effect a positive ES&H
culture. The VPP approach is to enhance existing programs with a grass
roots approach "putting safety in everyone's hands".

> **5. R2A2s**

In order to implement the VPP criteria at the PNNL a partnership between
the VPP Steering Committee, Management, and ES&H was developed. The
R2A2's are outlined in the next five areas.

**5.1 Development of the Application**

The VPP steering committee is broken down into the five tenets of VPP
with sub-committee chairs. A technical support representative from ES&H
is to provide help to each sub-committee.

**Tenet Sub-committee Chair Technical Support Staff**

Management Commitment Drue Collins Roby Enge/Peggy Williams

Employee Involvement Russ Meicenheimer Mary Ann Showalter

Worksite Analysis Todd Hart Pat Wright

Hazard Prevention and Control Jim Roberts Mo Pease

Safety and Health Training Rich Garretson Paul Weeks (or his designee)

**5.2 VPP Steering Committee**

The VPP Steering Committee is responsible for overseeing the VPP
application preparation and submittal. In continuing years the VPP
Steering Committee will: Oversee ongoing improvements to ES&H
activities; Promote safety at PNNL and in the community; compile data
for application renewals.

The Steering Committee will be comprised of Staff from each
Division/Directorate and craft/trade. The Committee will be lead by
co-chairs. The co-chairs will comprised of one representative from
bargaining and one from non-bargaining staff.

The VPP Steering Committee is comprised of the following staff members.

## Member Division/Directorate

Showalter, Mary Ann Communications

Bailey, Sharon Energy Division

Isern, Nancy Environmental and Health Sciences

Stewart, Don Environmental and Health Sciences

Collins, Drue Environment Safety & Health

Gruel, Bob Environmental Technology Division

Hart, Todd Environmental Technology Division

Barraclough, Steve Facilities & Operations - Local I-369/Med/Chem
Technician

Bittrick, Frank Facilities & Operations - Local No. 1951/Machinist

Clement, LaVon Facilities & Operations - Local No. 2403/Millwright

Collins, Jim Facilities & Operations - Local No. 1789/Painter

Dixon, Jeanie Facilities & Operations - Local No. 77/Instrument Tech

Foraker, John Facilities & Operations - Local No. 839/Teamster

Garretson, Rich Facilities & Operations - Local No. 2403/Carpenter

Haney, Janice Facilities & Operations - Local No. 280/Janitor

Jahnke, Jim Facilities & Operations - Local No. 984/RCT - Alternate

Roberts, Jim Facilities & Operations - Local No. 598/Fitter - Alternate

Madson, Vern Facilities & Operations - Local No. 66/Sheetmetal - Co
Chair

Meicenheimer, Russ Facilities & Operations - Local No. 598/Fitter

Reck, John Facilities & Operations - Local No. 984/RCT

Turner, Bob Facilities & Operations

Ver Steeg, Alice Facilities & Operations - Local No. I-369/Material
Coordinator

Wynn, Cliff Facilities & Operations - Local No. 77/Electrician

Lepel, Elwood National Security Division

Severtsen, Ron National Security Division

**5.3 ES&H Technical Staff**

ES&H technical staff will be responsible for a) coordinating, where
necessary, or developing all of the company-level safety and health
documents, including requirements and procedures, (b) collecting
identified data and performing associated tracking/trending activities.

**5.4 Management**

Management is responsible to provide staff time to attend VPP meetings,
and to encourage the development of VPP's employee driven safety
program... "Putting safety in everyone's hands".

**6. SCHEDULE**

> May , 2000 Draft Application
>
> June, 2000 ES&H Review Comments
>
> July, 2000 Final Draft Application
>
> Aug. 2000 DOE-Science & Technology review of Final Draft
>
> (Larry Musen's team)
>
> Sept. 2000 Final Application
>
> TBD DOE on site Evaluation & Approval

**7. BUDGET**

The ES&H division has a budget of \$40K for FY 2K. This budget is for
promotion of VPP awareness and networking VPP participants with other
recognized VPP sites. Labor costs for the staff is to be covered by
their respective Division/Directorate through FY 2000.

**8. REPORTING REQUIREMENTS**

Monthly VPP Steering Committee meetings review the program status.
Minutes of the meetings are distributed to members and stakeholders, and
are posted on the PNNL VPP website (www.pnl.gov/vpp).

**9. CHANGE CONTROL**

The VPP Steering Committee will be responsible for control changes to
this program management plan.

\_\_\_\_\_\_\_\_\_\_\_original signed
by\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Vern Madson Bargaining Co-Chair

[Original signed by]{.underline}

Todd Hart Non-Bargaining Co-Chair