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The Evolving Role of the EH&S Manager in 2006

The Evolving Role of the EH&S Manager in 2006. Christie Bradway - Manager Environmental Compliance and Policy Northeast Utilities. Outline . Introduction & NU’s Organization of EH&S Functions Role of Manager, Env. Compliance & Policy Current demands, duties and trends Conclusion.

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The Evolving Role of the EH&S Manager in 2006

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  1. The Evolving Role of the EH&S Manager in 2006 Christie Bradway - Manager Environmental Compliance and Policy Northeast Utilities

  2. Outline • Introduction & NU’s Organization of EH&S Functions • Role of Manager, Env. Compliance & Policy • Current demands, duties and trends • Conclusion

  3. NU’s Management of EH&S • Separate EH&S Departments • Safety and Health are combined with Human Resources under one Vice President • Environmental Management is under the V.P. of “Shared Services” along with: • Real Estate • Corporate Facilities • Information Technology • Purchasing

  4. Environmental Management • Director – Environmental Management • Manager: Env. Remediation • Actively managing MGP, historic release sites • Manager: Env. Operations • Daily compliance at work centers & spill response • Manager: Env. Compliance & Policy • Compliance/interpretation support, policy review, waste management, training

  5. Environmental Goals and Key Priorities for 2006 • Compliance = Zero Notices of Violation or Enforcement • Vice President Goal • Strategy = Energy Policy and Regional Greenhouse Gas Initiative (RGGI) • Waste Management = Awarding competitive contracts: PCBs, Hazardous Waste, Asbestos • Training = Computer Based Training

  6. Typical Activities • Administrative Duties:Hiring, discipline, performance reviews • Technical Duties:Providing general overview of issues to senior management and identification and estimate of financial impacts • Oversight: All Env. Compliance, Policy, Waste Management and Training activities • Agency Contact:Written correspondence & in-person meeting • External Organization Participation • Chair CBIA EPC • Executive Member – SWEP • CT DEP Water Advisory Board • Utility Solid Waste Activities Group

  7. Major Changes Over the last 2 – 5 Years • Reduction of staff and consolidation of responsibilities • In 2000 there were 4 Managers and 65+ staff • In 2006 there are 3 Managers and <45 staff • Similar work load and in some cases even more • EM is identified as a “player” in major business decisions and projects • We have to be at the table more than ever before with even less resources • Example: Expansion of Transmission Needs • Increased need for strong Agency and NGO relationships

  8. Business Tools Used • Policy: • Federal Register & State Registers • State Agency Websites • Business & Legal Reports Compliance Reports • Compliance: • Cyber Regs – online regulations • Environmental Screening tool • Training: • Hands on spill cleanup • Computer Based Training • Waste Management: Waste Database

  9. EMS • ISO 14001 Certified • Requires periodic internal and external audits • Identification of significant environmental aspects and impacts • EMS Specific programs (beyond compliance) • Work instructions and procedures for significant impacts

  10. Energy Management • Focus on conservation measures • High efficiency fluorescent lighting fixtures • Low flow water fixtures • Recycled products • Double sided printers • Energy Efficient Computers • Paper Recycling • Scrap Metal Recycling

  11. Regulatory Compliance • Compliance Notebooks for each facility • Over 25 notebooks to keep updated • Break down to chapters on air, water and waste • Permits • Recordkeeping • Testing and Reporting requirements • Also Includes: • Vegetation management, • Remediation, • USTs • Endangered Species • Operating Companies “Own” the Env. Issues • Through Executive EH&S Committee, Team B, Team C Structure

  12. Performance Measurement • Earning Our Keep • Approach adopted by EM in 2003 • 2006 Goal for Env. Compliance & Policy • $1M in EYK for whole group • Generally accomplished through modification of a particular environmental rule • Some specific operational changes have also contributed to savings • Novel approach to becoming “valued” when typically seen as a business cost

  13. Outsourcing • Majority of work in EC&P is performed in-house • Some of the operating companies outsource environmental work, especially when time sensitive or requires a particular expertise

  14. Conclusion • EH&S functions are separated at NU • Responsibilities continue to increase • Compliance extremely important • Increased need for strong agency and NGO contacts • Bottom Line: The Role of the EH&S Manager has evolved and continues to do so

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