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Award Information:
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CTC Closing the Circle
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Best-in-class selection? |
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Nomination Point of Contact |
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Name: |
Janet Harris |
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Organization: |
Sandia National Laboratories, California |
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Address: |
P.O. Box 969,
MS 9221 |
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City: |
Livermore |
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State: |
CA |
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Zip Code: |
94551-0969 |
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Phone: |
925-294-3803 |
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Fax: |
925-294-3418 |
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Email |
jsharri@sandia.gov |
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Federal Point of Contact |
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Name: |
Carolyn Holloway |
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Organization: |
Department of Energy, Sandia Site Office |
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Address: |
P.O. Box 5400 |
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City: |
Albuquerque |
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State: |
NM |
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Zip Code: |
87185 |
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Phone: |
505-845-5248 |
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Fax: |
505-845-4671 |
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Email |
cholloway@doeal.gov |
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Nominated Individual or Team Information |
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Name: |
Sandia National Laboratory EMS Core Team |
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Address: |
P.O. Box 969,
MS 9221 |
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City: |
Livermore |
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State: |
CA |
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Zip Code: |
94551-0969 |
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Phone: |
925-294-3803 |
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Fax: |
925-294-3418 |
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Email |
jsharri@sandia.gov |
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Team/Project/Facility Information: |
SNL/CA EMS Core Team/ Unique Approaches and Techniques for Effective EMS Implementation/SNL/CA |
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The List of people who directly participated in the activity: |
Mark Brynildson, Deanna Dicker, Laurie Farren, Leslie Gardizi, Janet Harris, Robert Holland, Barbara Larsen and Gary Shamber |
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Description |
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In October, 2004 Sandia National Laboratories, California (SNL/CA) established a core team to develop and implement a site-wide EMS by December 31, 2005 in accordance with DOE Order 450.1 requirements. From the beginning the core team had a more ambitious goal in mind: to exceed the DOE requirements and establish an EMS that could achieve ISO14001:2004 certification by the end of FY 2007. The SNL/CA EMS Core Team exceeded this goal by achieving ISO 14001:2004 certification on September 25, 2006 from an internationally recognized independent third-party registrar, a full year ahead of schedule. SNL/CA was the first division within Sandia Corporation to declare EMS implementation in accordance with DOE Order 450.1 and is the first organization at SNL to receive ISO 14001:2004 certification. It is being viewed as a pilot for SNL/NM who has set a goal to achieve ISO14001 certification by the end of FY08.
The SNL/CA EMS core team attributes the use of several unique approaches and techniques for its success in efficiently and effectively implementing and certifying its EMS:
First, the Core Team employed a strong project management approach from the start. This provided the mechanism for conducting a detailed gap analysis against both DOE and ISO requirements, establishing an action plan, developing an implementation schedule and establishing clear roles and responsibilities. It also provided the mechanism for monitoring progress, communicating to stakeholders, making corrective action to the plan and documentation of the process. An internal assessment completed by the SNL ES&H, Quality, Safeguards and Security Assessments Department (Org. 12870) in July 2005 noted that “SNL/CA has integrated EMS into planning tools and working documents to a level of excellence exceeding guidance provided by the corporate EMS team.”
Second, the SNL/CA EMS Core Team developed and incorporated a unique two-phase process for determining environmental risks and establishing the site’s significant environmental aspects. Environmental aspects were ranked first under normal operating conditions using a modified risk assessment process that accounted for existing in-place controls and processes. Each aspect was evaluated against eight exposure pathways and rated on an impact scale from zero to 3 (negligible to high consequence). A second assessment of each aspect was performed for a plausible off-normal event (as determined by the core team and listed for each aspect) using a similar risk assessment process with the addition of a probability index of zero to 4 (zero to very high probability of an occurrence). As shown in Figure 1. SNL/CA Aspect Ranking Summary (see attached file),
the highest risk aspects associated with normal operations are different from those identified for off-normal events. The results of the aspects risk analysis are used to validate the resources applied to the specific environmental program that manages those risks. The results are also used to establish the set of actions for the year that are designed to:
➢ Reduce the impacts of high-risk normal operations; and/or
➢ Reduce the probability of high-risk off-normal events; and/or
➢ Reduce the consequences of high-risk off-normal events should they occur.
Lastly, the Core Team incorporated into the EMS implementation a unique and successful SNL/CA process that reviews all new or modified site projects / activities for potential environmental impacts and then provides for the incorporation of environmental requirements into the projects to manage those impacts or risks. This process, called the Interdisciplinary Team (IDT) review process has been recognized as a best management practice by both DOE and Lockheed Martin. All environmental functional areas are represented on the IDT. It also serves as a primary trigger for NEPA review and documentation. IDT has been in existence since 1992 and is continues to capture a wider array of site activities. See Figure 2. IDT Reviews Per Year in attached file. Under EMS the IDT process has been made available to organizations to review their overall environmental compliance and proposed corrective actions.
The site’s EMS program is dynamic, encompassing an annual cycle of planning, implementing, assessing, and improving operations in support of site-specific environmental goals. This cycle aligns with the budget cycle and is documented in an SNL/CA EMS Program Manual. The manual is updated annually and includes improvements and changes made to the EMS program during the previous year.
The EMS has resulted in substantial progress in many environmental program areas. Here are four examples. First, we established goals to reduce our site hazardous material inventory. For FY05 we set a 10% reduction goal and achieved an overall 15% reduction. For FY06 we set a 5% reduction goal and achieved a 12% reduction. See Figure 3. SNL/CA Hazardous Material Inventory Container Count in attached file. A future EMS target is further reduction based on the age of our inventory.
As a result of EMS efforts we initiated recycling of glass and plastic containers and substantially increased the recycling of toner cartridges. See Figure 4. Three New or Increasing Recycle Streams in attached file.
The EMS also manages the energy conservation effort for the site. The following shows the decrease in electrical energy resulting from our site conservation efforts. See Figure 5. Electrical Consumption in attached file.
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