Table 4 - Injury and Illness Rates by Lead Program Organization

Fiscal Year 2004


                                                    T R C    DART CASE   DART     N F C
LEAD PROGRAM ORGANIZATION             WORKHOURS      RATE      RATE      RATE      RATE 

Energy Efficiency & Renew. Energy     2,249,725       1.3       0.1       0.7       1.2
Environmental Management             81,521,880       1.3       0.6      32.4       0.8
Fossil Energy                         4,802,757       1.6       0.7      20.4       0.9
Legacy Management                       188,168       2.1       0.0       0.0       2.1
National Nuclear Security Admin.    110,617,274       2.1       0.9      29.1       1.2
Nuclear Energy, Science and Tech.     8,234,324       1.1       0.6      30.3       0.5
Power Administrations                 2,838,409       0.5       0.1      19.0       0.4
Civilian Radioactive Waste Mgmt.      4,272,591       0.7       0.2       4.5       0.5
Science                              49,994,713       1.6       0.7      31.3       0.9
Other Headquarters Organizations      9,349,093       0.3       0.1       0.6       0.1

TOTAL DOE PROGRAMS                  274,068,934       1.6       0.7      28.6       0.9
                                                                                   
    _______________

	
    Lead Program Organizations are identified as the DOE program organization which oversees the predominant work of the 
    contracting organization. The Headquarters organization represents federal employees only who work in the Washington 
    Metropolitan area.  Power Administrations represents federal employees only working at the Southeastern, Southwestern,
    and Western Area Power Administration.  All other program organizations include federal field personnel and contractor 

    personnel who work under the direction of the respective Program Secretarial Officer. 
    
    NOTE: Due to changes in recordkeeping requirements, data beginning with 2002 are not comparable to that of prior years.

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