MITs EHS Program Bill VanSchalkwyk Environmental Programs Office Massachusetts Institute of Technology

2004 Reported New Program to HERUG- 2001: EHS Management System Concept Now 75%+ Complete No Longer a Concept Reporting Today on Progress & Outcomes

2004 Todays Report: What is EHS? Intent- Why a Management System? How- The EHS Development Process Concept in 2001 and Outcome in 2005 Technology (SAP and other) Support Opportunity and Barriers Expectations as We Complete Build Phases

2004 What EHS is: (Environment, Health, Safety) Environment- Conserving Air, Water, Soil, Plants, Animals, Wildlife, Our Community (causing no damage) Health- Preserving Human Health both Chronic and Acute (preventing illness) Safety- Preserving Human and Community Safety/ Well Being (preventing injury)

2004 Intent: Why an EHS Management System at MIT? Professional Management: –Manage Cost (2 nd and 3 rd order) –Lower Risk –Avoid/ Mitigate Incidents –Address Local Culture and Issues –Enable- not Impede

2004 Scope of EHS Management System: 43 Departments Laboratories and Centers Facilities, Student Life, Athletics Cogeneration Facility, Research Nuclear Reactor, Linear Accelerator Campus Community ~ 20,000 people 3351 Lab Rooms (2481 Campus, 870 MIT LL) 575 Principal Investigators (incl. LL) 49 Departmental EHS Committees 40+/- Local (DLC) EHS Coordinators 18 Central (EHS Office) Lead Contacts

2004 The EHS Development Process Sustainability:Involve Faculty, Researchers, Administration and Students in EHS-MS Systems Design to Ensure Client Satisfaction, Utility, Widespread Ownership Working Committee EHS Management System Design and Implementation Work Production Senior Officers Provost Chancellor Executive Vice President Institute Direction Institute Committee on Environmental, Health, and Safety Ad Hoc Subcommittee Overseeing the EHS Management System Development Leadership and Oversight Faculty Researchers Senior Administration Students Rep. Faculty, Researchers, Administration Project Team Heavy Lifting Projects Project Manager

2004 Concept: 2001 and Results: 2005 (* = Major Technology Support Indicated) 2001 Design Element 1.EHS Policy 2.Organization* 3.Inventory* 4.Training Program* 5.Auditing Program* 6.Incidents* 7.EHS Manual* 8.Pollution Prevention 9.Measurement* 10.Third Party Audit 2005 Outcome Policy Complete 12/01 Installed 06/2002* Alternative Implemented 12/2002* Interim System 09/2002* Began 04/2003* Developing Now* Went Live 06/2004* Planned 10/2005 Mgmt Reports Planned 4/06* Planned 06/2006

Controls/Preventative Measures/Compliance Oversight Linchpin - Purchasing Automation and Integration: Chemical/Biological/Radioactives Inventory Automated tracking of purchase, destination and disposal of chemicals/biologicals/radioactives (Later phase may track internal consumption and transport.) Facilitated by vendor (bar coding/other electronic transfer of information) Facilitated by e-commerce service Interface with regulatory briefing/training and auditing Interface with internal marketplace Interface with toxic use reduction opportunities MIT-EHS Management System Concept Components 2001 Inventory Proposal

2004 Inventory Alternative Central and Departmental Objectives of Inventory Purchasing System Not Optimized for Inventory Inventory Not Providing EHS Second Order Data Needed Positioning MIT to be Prepared for a Regulatory Imposed Inventory Limit to Prospect of Internal Marketplace

2004 Alternative: PI/Space Registration, PI/Space: Modeled on Radiation & Biological Programs Based Upon –Who is in Charge, –What Areas Under Control, –Hazard Potentials in Area Areas Registered

2004 Inventory Support, Proactive P2 Program Local Inventories Popular Position MIT to Expand Institute-Wide Central Support to Keep Awareness High P2 Encourages Less Hazardous Use –Student Studies –Possible Integration w/ Procurement

2004 Training: Needs Determination Not Possible to Determine Needs by Job Description Several Thousand Personnel Not Classified Employees (Students) Needs Assessment Based Upon Activities Over 6,000 Persons (Users) of Program to Date

2004 Training Implementation Needs Based Approach Web Based Modules Live Training Options Central Record Keeping Non SAP Now- But Conversion Planned for Appropriate Components Subset of Institute-wide Training Initiative

2004 Findings- Results of –Audits, –Incidents Track Corrective Actions Notify Affected Parties Initiates Work Orders (Integration) Paper System In Conversion Now

2004 SAP Implementation Notes EHS Business Processes Not Mature - Business Process Development is Concurrent Design- Build Due to Regulatory Requirements –Roll Out New Process Manually and Paper Based (Audit) Enforce and Re-Enforce Lock In of Business Processes (Vote on Lock-in) Make Hard Decisions on Enhancements and BP Changes

2004 SAP Implementation Notes Academic Development Process Different from Tech Development Process Central EHS Office New to Entire Business Process Development and Modeling –Nature Of Research Culture is One-off, Not Always Systematic, and Change Oriented –Technology Personnel Seek Stable, Mature, Tried- Tested Processes to Model and Support Need to Collaborate at All Levels for Groups to Learn How Each Other Operates Need Small Success Early to Ignite Change and Innovation

2004 SAP Implementation Notes Academic DLCs Decentralized- Not a Monolithic Client No Single Person Can Represent the Client –SAP Implementation Methodology Suggests a BP Expert Join Development Team –EHS Office Unable to Satisfy This Need with an Wide-Knowledge Resource Variation to this Process- IS&T Attend EHS Meetings, EHS Attend IS&T Development

2004 SAP Implementation Notes PDA Support –Desired by Clients especially for Inspections –Determined Support in EHS Committee –Planned for later Deployment

2004 Future Activity Future Business Processes –Pollution Prevention –Local Inventory Support –TSCA and other Regulatory Programs Retirement of Local and EHS Office Systems –Select Agents –Bio and Rad Protocols –Asbestos Sampling and Abatement Data Balanced Scorecard Approach

2004 Bill VanSchalkwyk MIT Environmental Programs Office Hal Burchfield MIT Information Services and Technology