CY 2016 ANNUAL OCCUPATIONAL SAFETY & HEALTH REPORT TO THE SECRETARY OF LABOR AGENCY NARRATIVE OF SELF-EVALUATION

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2 AGENCY NARRATIVE OF SELF-EVALUATION Agency Name: Department of the Navy (United States Navy and United States Marine Corps) Address: 1000 Navy Pentagon, Washington, DC Number of federal civilian employees covered by this report: 196,256 1 DASHO Mr. Steven R. Iselin, Acting Assistant Secretary of the Navy, Energy, Installations and Environment Department of the Navy Safety Executive Mr. Paul W. Hanley, Deputy Assistant Secretary of the Navy for Safety OSH Manager Mr. Anthony J. Militello, Director, Occupational Safety and Health steven.iselin@navy.mil paul.w.hanley@navy.mil anthony.j.militello@navy.mil I. ASSESSMENT OF OCCUPATIONAL SAFETY & HEALTH PROGRAM ACTIVITIES AND EVENTS. a. Presidential Initiatives & Evaluation Metric(s). Motor Vehicle Safety Department of Defense traffic safety policy 2 and Navy and Marine Corps service-specific instructions 3,4 detail comprehensive traffic safety program requirements designed to prevent motor vehicle-related mishaps through the application of risk management strategies. These strategies include, but are not limited to: vehicle design standards; operator duty time limitations; fatigue management evaluations; incentive programs; safe drive councils; pre-departure briefings and vehicle inspections; individual travel risk planning (TRiPS); motorcycle and all-terrain vehicle training; government and private motor vehicle operator education and training; installation traffic codes and enforcement; distracted and impaired driver policies; passenger and child restraint system requirements; program and policy awareness campaigns; and mishap reporting, recordkeeping, investigations, and analysis. Local Commanders may institute policy that is more stringent and develop initiatives that are directly applicable to local driving conditions to support a comprehensive system that includes the risk management process and accountability to prevent the loss of personnel and equipment due to traffic mishaps and reckless driving behavior DODI , DOD Traffic Safety Program, Change 2, January 23, OPNAVINST J, Navy Traffic Safety Program, 26 June MCO F, Marine Corps Traffic Safety Program (DRIVESAFE), 29 November 2011, AGENCY NARRATIVE - PAGE 1 OF 20

3 AGENCY NARRATIVE OF SELF-EVALUATION Training and education represent a cornerstone of motor vehicle safety efforts. Navy and Marine Corps training requirements address: specific vehicle type, including varying passenger and cargo capacities; installation, state, and host nation traffic policies; initial and refresher training duration, content, timing and frequency; quantity of supervised driving experience; certification procedures; driving restrictions for operators awaiting training and certification; and remedial training for observed undesirable driving behaviors. Policies and information taught during formal education and training sessions are augmented by service-wide promotional material and media campaigns with everevolving information. These regularly recurring announcements and ad campaigns featuring Navy and Marine Corps leadership are designed to sustain a continual awareness of motor vehicle related hazards. Navy and Marine Corps personnel, both fleet and non-fleet drivers, whether operating or riding in official vehicles, or in or on private conveyances, benefit equally from targeted national and service-specific driver safety campaigns and programs. Promotional material and media such as permanent road signs, electronic marquees, posters and pamphlets emphasize topics such as seatbelt use, distracted driving, driving under the influence, fatigue and distracted driving awareness, and aggressive driving, among others. Examples of campaigns advertised during calendar year 2016 include the following: National 3D (Drunk, Drugged, Driving) Keep What You ve Earned That Guy Click-it-or-Ticket Drunk Driving over the Limit Drive Drunk Get Nailed Distracted Driving Month (April) Arrive Alive Alive at 25 (National Safety Council program) Individual Commands also develop and implement initiatives that place further emphasis on targeted motor vehicle safety issues. These initiatives include: traffic safety summits; installation traffic safety working groups; motor vehicle studies; safety stand-downs; emphasizing road safety during the 101 Critical Days of Summer ; holiday safety messages; designated driving and free taxi rides during liberty periods, and promotion of driver improvement programs. Navy and Marine Corps installation Commands play a vital role in enforcing safe driving behaviors and compliance with all motor vehicle safety policies. Compliance is enforced by police officers either on patrol or at the gates upon entry and exit. Individuals who receive citations on base, in addition to standard local ticketing policies, are required to go through a Command traffic court where a point system is used to suspend or revoke driving privileges. Driver Improvement training can be recommended at this time, and is required for infractions occurring on base. All personnel, military and civilian, convicted of serious moving traffic violations (e.g., reckless driving, impaired driving, speeding, AGENCY NARRATIVE - PAGE 2 OF 20

4 AGENCY NARRATIVE OF SELF-EVALUATION following too closely, or failure to yield) or who have been found at fault in a traffic mishap while operating a government-owned or leased vehicle, on or off a Department of Defense installation, must complete driver improvement training. Motor vehicle safety program reviews occur annually through the occupational safety health program self-assessment process and triennially through upper echelon Command oversight inspections. Identified safety gaps are translated into action plans aimed to mitigate the motor vehicle safety program deficiencies. Compliance with Executive Orders and The Department of the Navy (Navy and Marine Corps) implements traffic safety requirements and guidance found in Executive Orders and Navy and Marine Corps service specific traffic safety policies require all persons, military or civilian, operating or riding in any government motor vehicle, on or off base, to wear seatbelts. In addition, all persons, military or civilian, operating or riding in any private motor vehicle on a military installation must wear seatbelts. Seatbelt use is aggressively monitored and enforced on all Navy and Marine Corps installations. Installations conduct random and frequent seat belt surveys, which are a joint effort among safety, installation law enforcement, and transportation dispatch personnel. In addition, each major Command is required to submit a consolidated annual seat belt survey report to the Commander, Naval Safety Center and the Director, Commandant of the Marine Corps Safety Division. Compliance is near 100% for both services; violators are often visitors to the installation. Navy and Marine Corps motor vehicle safety policies strictly prohibit the use of cell phones and texting while driving. Users are required to safely pull over to the side of the road and stop before answering or using a hand held device. The hand held devices policy and compliance is an agenda item discussed prior to each holiday and/or liberty period, and during safety stand-downs held by units. Regular training and public awareness campaigns are conducted at all installations to raise traffic safety awareness. Specific awareness initiatives include base newspaper articles, safety stand-downs, and regular driver safety messages from supervisors. Policy related to handheld device use and compliance is highlighted prior to each holiday and liberty period, as well as the two required semiannual safety stand-downs/operational pauses held by each unit. The policy prohibiting use of hand held devices when operating a moving vehicle is also monitored and enforced during the seat belt surveys. Navy and Marine Corps personnel operate an array of official vehicles including special purpose vehicles, tactical vehicles, passenger vehicles and vans, emergency vehicles, school buses, heavy equipment, etc. Operator training intensity varies with the type of vehicle and level of risk associated with its operation. For example, fleet passenger vehicle operators who drive passenger cars as their primary duty (8 or more hours a week) attend an approved course of driver improvement instruction at no cost to the individual. 5 Executive Order 13043, Increasing Seat Belt Use in the United States, April 16, Executive Order 13513, Federal Leadership on Reducing Text Messaging While Driving, October 1, 2009 AGENCY NARRATIVE - PAGE 3 OF 20

5 AGENCY NARRATIVE OF SELF-EVALUATION Number of Motor Vehicle Accidents The Department of the Navy dedicates significant resources to reducing motor vehicle accident risk to all its personnel. During calendar year 2016, the Navy reported an increase of 66% in civilian Lost Time Case (LTC) motor vehicle incidents from nine in 2015 to fifteen in The Marine Corps reported no change between 2015 and 2016 with only two civilian LTC motor vehicle mishaps. The Marine Corps reported an increase of 2% in total motor vehicle mishaps from 54 reported in 2015 to 55 reported in The Navy reported a decrease of 7% from 29 in 2015 to 27 in ) Evaluation Metric(s). The Protecting Our Workers and Ensuring Reemployment (POWER) initiative 7 was enacted in 2010 to extend prior federal workplace safety and health efforts by setting more aggressive performance targets, encouraging the collection and analysis of data on the causes and consequences of frequent or severe injury and illness, and prioritizing safety and health management programs that have proven effective in the past. The initiative was originally designed to target fiscal years 2011 through 2014, but in absence of a new initiative, federal agencies have been encouraged to continue using the POWER goals to evaluate their performance. The Department of the Navy continues to use the POWER goals as a benchmark against which to evaluate certain performance measures of their occupational safety and health and worker s compensation programs. The Department of the Navy s aggressive approach to improve worker safety and health has so far produced the desired results as demonstrated by improvement in six out of seven POWER goals. Table 1 summarizes the FY2016 performance when compared with the targeted goals and FY2015 performance. Noteworthy are the outcomes of efforts that targeted Goals 1, 4, 5 and 6. Mishap reduction efforts resulted in Total Case Rates that bettered the FY2016 target by greater than 9% and improved upon FY2015 rates by greater than 10%. Consequently, similar successes have also been realized in the reduction of lost production days, which bettered the FY2016 target by greater than 24% and the FY2015 performance by greater than 14%. POWER Goal Baseline FY2016 Target FY2016 Actual Target vs. Actual (%) FY2015 Actual Change from FY2015 (%) 1 Total Case Rate % % 2 Lost Time Case Rate % % 3 4 Analysis of Lost Time Injury and Illness Data Timely Filing of Worker s Compensation -No numerical goal % 95.00% 96.97% +2.1% 88.40% +9.7% 7 AGENCY NARRATIVE - PAGE 4 OF 20

6 AGENCY NARRATIVE OF SELF-EVALUATION Notices (CA-1 & 2) 5 Timely Filing of Wage-loss Claims (CA-7) 78.10% 85.27% 90.85% +6.5% 86.71% +4.8% 6 Lost Production Days % % 7 Return to Work 90.37% 97.60% % 91.30% +2.2% Table 1. Department of the Navy FY2016 POWER Initiative Performance Summary Injury and Illness POWER Goals Goal 1 Reducing total injury and illness case rates (TCR) Goal 2 Reducing lost time injury and illness case rates (LTCR) The Department of the Navy continues to show remarkable progress in reducing TCR and LTCR over time. Evidence of a continuous and relentless all-hands focus on mishap reduction across the Department of the Navy can be seen by the steady downward trends depicted in Graph 1, which illustrates a 57.6% decline in TCR and a 48.8% decline in LTCR since FY2002. The Department of the Navy has shown that mature and aggressive policies and programs, supported by strong leadership and an engaged workforce, and overseen by dedicated safety and occupational health professionals, significantly reduces the number and severity of personnel injuries and illnesses. Case Rate (cases per 100 civilians) Fiscal Year TCR LTCR Graph 1. Department of the Navy FY2002-FY2016 Total Case and Lost Time Case Rates Goal 3 Analysis of Lost Time Injury and Illness Data AGENCY NARRATIVE - PAGE 5 OF 20

7 AGENCY NARRATIVE OF SELF-EVALUATION An analysis of injury and illness statistics 8 for FY2016 reveals a continuation of the trends noted in previous annual reports. The three categories contributing most frequently to mishaps during FY2016 were the handling of tools or instruments, falls, including falls on or from, and Slips/Trips/Twists not falling. The leading categories of injures were combined from Sprain/Strain Of Ligament, Muscle, Tendon, Not Back and Back Sprain/Strain, Back Pain, Subluxation, and intervertebral disc Disorders; Laceration; Contusion, and Pain/Swelling/Stiffness/Redness In Joint. Injury and Illness Notification and Claim Management POWER Goals Goal 4 Timely Filing of Worker s Compensation Notices (CA-1 & 2) Goal 5 Timely Filing of Wage-loss Claims (CA-7) As indicated in Table 1, the Department of the Navy met the FY2015 targets for POWER Goal 4 - Timely Filing of Worker s Compensation Notices (CA-1 & 2), and performance has improved since the establishment of the goal benchmark. Filing of wage-loss claims improved slightly during FY2016 compared with the FY2015 performance and improved significantly, when compared with the benchmark, to meet Goal 5. Department of Defense and Department of the Navy policy direct Injury Compensation Program Administrators (ICPAs) to use the Department of Labor s Employees' Compensation Operations & Management Portal (ECOMP) system. Use of this tool is promoted during training of ICPAs, supervisors, and employees, as well as other promotional venues, and is expected to improve the case management process. Lost Production Day and Return to Work POWER Goals Goal 6 Lost Production Days Goal 7 Return to Work The reduction of lost time cases coupled with the lost production day rate is evidence of a decrease in mishap severity, which has resulted in a saving of greater than 3,900 lost production days and greater than $9M in worker s compensation costs during FY2016 when compared against FY2015. Despite the progress in lowering the lost production day rate, there is still room for improvement, and maturation of safety management systems across the Department of the Navy will produce the desired progress towards the ultimate goal of zero mishaps. In terms of case management and the return to work of injured employees, Department of the Navy human resources personnel leverage a number of available policies, processes, and procedures designed to help Commands recognize and capture the contributions of skilled employees recovering from on-the-job injuries. These programs provide restricted duty assignments, outreach programs to educate the local medical community about return to work options, use of Department of Labor s Office of Workers Compensation Program nurses for home visits, multi-disciplinary teams (HRO/ICPA, Medical, Safety, Line Management, etc.) to review cases, and access to Department of Defense Pipeline Reemployment Program. Supervisors are encouraged to maintain 8 Force Risk Reduction (FR2), AGENCY NARRATIVE - PAGE 6 OF 20

8 AGENCY NARRATIVE OF SELF-EVALUATION contact with employees to ascertain their needs and to monitor their recovery. When limited or permanent medical restrictions render the employee unable to return to his or her position of record, safety managers (working with supervisors, ICPAs, and occupational health care providers) advise management on reassignment strategies to place the employee in an appropriate position. Goal 8: Electronic Filing of Compensation Form (CA-1, CA-2 and CA-7) The Department of the Navy uses the Employees' Compensation Operations & Management Portal (ECOMP) system to electronically submit notices of traumatic injury, occupational disease and wage loss compensation. Previously Injury Compensation Program Administrators (ICPAs) used the Federal Employee Compensation Act Electronic Data Interchange to submit claims electronically. b. Illnesses, Injuries, Fatalities & Catastrophic Events. 1) Prevention of Slips, Trips, Falls and exertion injuries The Department of the Navy is acutely aware that falls are avoidable and, based on the steady and significant number of fall-related injury claims, there is a clear need to maintain a deliberate focus on fall prevention in the civilian workforce. During CY2016, the Department of the Navy DASHO strongly encouraged the Vice Chief of Naval Operations and Assistant Commandant of the Marine Corps to join OSHA s national safety stand-down to prevent falls in construction May The Department of the Navy focus on fall prevention expanded beyond just falls associated with construction and included falls from heights and same level falls. The campaign targeted an audience of over 800,000 military and civilian employees of the Department of the Navy as well as hundreds of thousands more Reservists, family members and contractor partners. Information is located at the Naval Safety Center website ( The emphasis during the week of the national campaign as well as the rest of the year was a critical measure to heighten awareness; especially as FY2016 saw a 24% increase in the number of fall related mishaps in the workplace. There are multiple initiatives in place across the Department of the Navy to prevent slips, trips and falls and exertion injuries including the following examples: Naval Facilities Engineering Command: o Developed and published a comprehensive Hazard Awareness Campaign, which described common factors in a number of recent NAVFAC Contractor fatalities. The Campaign information highlighted lessons learned and was distributed throughout the Department of the Navy o Developed a web based training for slips, trips, and falls prevention that is given as part of the new employee orientation and on a periodic basis as needed o Spearheads the Department of the Navy s Fall Protection Working Group, a very active and professionally executed Center of Excellence for Fall Protection. Working Group members include subject matter experts and AGENCY NARRATIVE - PAGE 7 OF 20

9 AGENCY NARRATIVE OF SELF-EVALUATION safety managers from the Department of the Navy s main mission areas including aviation, afloat, and shore/ground, as well as members from the other military services and federal agencies. The group meets semi-annually and consistently develops initiatives to target ongoing fall challenge areas. Naval Sea Systems Command: o Continues to emphasize situational awareness o Uses Stretch and Flex and similar programs to increase resiliency o Implements a robust Fall Protection program to prevent falls from heights o Continues to emphasize ergonomics programs to reduce exertion injuries o Naval Shipyards use an analysis tool to communicate to production and departments actual injuries by body locations to facilitate operational risk management discussions that lead to prevention o Established the Naval Shipyard Ergonomics Community of Practice that is developing new ways to address shipyard processes that will reduce strains and ergonomic illness The Marine Corps routinely stresses personnel safety, to include slip, trip and fall prevention, exertion and dehydration injuries, use of proper protective equipment, and situational awareness. These measures are the focus of attention during Safety Standdowns, Back-in-the-Saddle training, Command-directed Operational Pauses, Command formations, Command/unit/section physical training sessions, unit/section safety briefs, pre-holiday safety briefs, Command promotional material, Command safety bulletins, holiday messages, and safety grams. Slips, trips and falls, and twisting and lifting resulted in 93 reported sprains, strains and tear injuries during CY2016. This was a decrease of 16.9% in similar injuries compared against CY2015. Mitigation strategies include enhancements to ergonomics training, more attentive oversight by supervisory personnel, enhanced supervisor and employee training including efforts to improve employee attentiveness, improved reporting, and enhanced trends analysis by safety managers and unit safety representatives. 2) Injury and Illness Summary An analysis of FY2016 data identified the Top 5 Cause of Injury categories as: Falls Handling Tools or Instruments Slip/Twist/Trip Not Falling Strike Against Material or Equipment Handling Manual Equipment AGENCY NARRATIVE - PAGE 8 OF 20

10 AGENCY NARRATIVE OF SELF-EVALUATION 35% 30% Percentage of Injuries 25% 20% 15% 10% Striking Against Material Equip Fall On Floor/Work Surface/Aisle Falls Slip/Twist/Trip - Not Falling 5% 0% Fiscal Year Handling Tools or Instruments Chart 1. Department of the Navy FY2014-FY2016 Top 5 Causes of Injury The Top 5 Nature of Injury categories include the following: Sprain/Strain of Ligament, Muscle, Tendon Not Back Back Sprain/Strain, Back Pain, Subluxation and IVD Disorders Lacerations Contusions Pain/Swelling/Stiffness/Redness in Joint 80% Percentage of Injuries 70% 60% 50% 40% 30% 20% 10% 0% Fiscal Year FRACTURES CONTUSIONS LACERATIONS BACK SPRAIN/STRAIN, BACK PAIN, SUBLUXATION, IVD DISORDERS SPRAIN/STRAIN OF LIGAMENT, MUSCLE, TENDON, NOT BACK Chart 2. Department of the Navy FY2014-FY2016 Top 5 Nature of Injury AGENCY NARRATIVE - PAGE 9 OF 20

11 AGENCY NARRATIVE OF SELF-EVALUATION The number of claims submitted during the six-year period has decreased 8.5% and 13.3% between FY2015 and FY2016. Cause Unknown consistently accounts for thousands of lost production days each year despite the decrease in the number of overall claims that indicate Cause Unknown. Inaccurate or incomplete data significantly handicaps targeted mishap reduction initiatives and risks misdirecting investments of scarce resources; however, these data have significantly improved allowing for more targeted mishap prevention strategies. Key observations include: In FY2016, total case rate decreased by 10.6% compared to FY2015 while the lost time case rate increased by 1.9% when compared to FY2015. The total number of injury and illness cases dropped 10.6%. In FY2016, total case rate and lost time case rates decreased by 22.3% and10.1%, respectively, compared to FY2012, while the total number of accepted new injury and illness claims decreased 23.5%. In FY2016, injury and illness claims filed with Cause Unknown decreased 25% from FY2015. This continued improvement in data fidelity allows for better targeting of mishap prevention strategies. Sprain/Strain Of Ligament, Muscle, Tendon, Not Back, and Back Sprain/Strain, Back Pain, Subluxation, IVD Disorders accounted for 33% of injury and illness claims in FY2016, but decreased since FY2012 when they represented 66% of total claims. In FY2016, the number of reported civilian lost work days decreased 6.8% when compared to FY2015. This reduction of 3,818 days has a direct positive impact on mission readiness for the Department of the Navy. The Top 5 nature of injury categories remain the same between FY2015 and FY2016, with the Top 2 being muscle strains and sprains. 1) During CY2016, the Department of the Navy did not experience any work-related fatalities involving United States Navy or United States Marine Corps civilian employees. Neither the United States Navy nor United States Marine Corps reported a catastrophic or other reportable event in CY c. 29 CFR 1960 Requirements. 1) Organization of Agency Safety and Health Mission The Secretary of the Navy and his leadership team, the Assistant Secretaries of the Navy, the Chief of Naval Operations (CNO), and the Commandant of the Marine Corps (CMC), are staunch supporters of safety and health for all Sailors, Marines, Department of the Navy civilian personnel, their families, and supporting contractor personnel. The Assistant Secretary of the Navy for Energy, Installations and Environment is the Department of the Navy s Designated Agency Safety and Health Official (DASHO). The Deputy Assistant Secretary of the Navy for Safety reports to the DASHO and is responsible for the policy, advocacy, and oversight of the AGENCY NARRATIVE - PAGE 10 OF 20

12 AGENCY NARRATIVE OF SELF-EVALUATION Department of the Navy s Safety and Occupational Health program, and serves as the Functional Community Leader for the Safety and Public Safety Communities. Department of the Navy is the only one of the three Department of Defense military Departments to have a senior executive assigned solely to the safety mission at the Secretariat level. The CNO and CMC each have a senior, direct-report official for Safety on their respective staffs; the Navy Surgeon General is a direct report to the CNO for Occupational Health matters. These same senior personnel serve in an additional duty status to the Deputy Assistant Secretary of the Navy for Safety to ensure that solutions for safety, occupational and environmental health matters address the needs of the Department as well as the individual services. It is through these three individuals and their supporting organizations that the Deputy Assistant Secretary of the Navy for Safety communicates to the Navy and Marine Corps higher headquarters leadership and safety managers. Within each senior headquarters Command, safety managers oversee subordinate activity safety programs and personnel. The Department of the Navy expends substantial resources on safety and health for its personnel throughout the life cycle of its activities from capability definition, requirements establishment, acquisition, manpower development and training, operations and sustainment, to demilitarization and/or demobilization and materiel disposal. Safety and health functions are clearly defined and integrated across the Department of the Navy, beginning with the recently updated Department of the Navy Safety AGENCY NARRATIVE - PAGE 11 OF 20

13 AGENCY NARRATIVE OF SELF-EVALUATION Program Policy 9. Both the Navy and Marine Corps have well established safety and health policies, with the safety and health roles, responsibilities and authorities, including budget authorities, clearly articulated at headquarters and subordinate Commands. The Department of the Navy is a risk management organization. Hazard awareness and the reporting and abatement of hazards are required of all Department of the Navy activities and represent the cornerstone of the Department of the Navy s continuously improving safety and health record over time. Navy and Marine Corps Base safety and health personnel collaborate with personnel at all levels of the Command structure, from the Commanding Officer, to his staff, managers, supervisors, contract officer representatives, employee representatives and employees. This cooperation ensures hazards are communicated and avenues and funding for their abatement put in place. Employees at the front lines are instructed to use the chain of command to report safety issues to their immediate supervisor and if that is not satisfactory then they use the Unsafe/Unhealthful reporting process. Unsafe/Unhealthful reports are investigated by cognizant supervisors and safety staff. Many Navy and Marine Corps activities track hazard abatement in the Enterprise Safety Applications Management System (ESAMS), which is a safety information management system that facilitates the execution of the Department of the Navy s safety management systems. The scope and magnitude of hazards determine the level within the organization at which risks are mitigated and hazards are ultimately abated. The preponderance of hazards within the Department of the Navy are abated at the local level, or immediate higher headquarters. Infrequently hazards need financial support beyond the ability of the individual military Service. 2) Field Federal Safety & Health Councils The Department of the Navy strongly encourages membership and participation in Field Federal Safety and Health Councils (FFSHCs). During 2016, in response to a request for FFSHC encouragement by the Assistant Secretary of Labor for Occupational Safety and Health, the Deputy Assistant Secretary of the Navy for Safety emphasized the value of active participation in those councils in a Memorandum to the Commander, Naval Safety Center, and Director, Commandant of the Marine Corps Safety Division. In CY2016, FFSHC participation and membership varied according to location, from extensive engagement to occasional attendance at FFSHC meetings. Navy and Marine Corps representation included military service members and civilians from: Commander, Pacific Fleet (COMPACFLT) Fleet Cyber Command (FLTCYBERCOM) 9 SECNAVINST K, Department of the Navy Safety Program, 12 May 2015, s/05-100%20safety%20and%20occupational%20health%20services/ k.pdf AGENCY NARRATIVE - PAGE 12 OF 20

14 AGENCY NARRATIVE OF SELF-EVALUATION Space and Naval Warfare Systems Command (SPAWAR) Naval Supply Systems Command (NAVSUP) Naval Air Systems Command (NAVAIR) Naval Sea Systems Command (NAVSEA) United States Navy Bureau of Medicine and Surgery (BUMED) Commander, Navy Reserve Forces Command (COMNAVRESFOR) Naval Facilities Engineering Command (NAVFAC) Naval Education and Training Command (NETC) Naval Special Warfare Command (NAVSPECWARCOM) Commander, Navy Installations Command (CNIC) Commander, U.S. Fleet Forces Command (USFF) Commander, Naval Safety Center (COMNAVSAFECEN) Marine Forces Command (MARFORCOM) Marine Forces Pacific (MARFORPAC) Marine Forces Special Operations Command (MARFORSOC) Marine Corps Logistics Command (MARCORLOGCOM) Marine Corps Installations East (MCI-E) Marine Corps Installations West (MCI-W) All Commands listed above cite some level of participation in their local FFSHC either directly or through subordinate Commands, including several Department of the Navy safety and occupational health professionals, who chair their respective FFSHC councils. All Commands strongly encourage full-time and collateral duty safety personnel to participate in the councils and attend council meetings by allowing personnel to devote time to the meetings, with some Commands also covering travel expenses. As in 2014 and 2015, several Commands indicated that participation has decreased as a result of limited funds, personnel shortages and increased operational tempo. 3) Inspection of the Safety and Health Management System The expansion of Safety and Health Management Systems (SHMSs) across the Navy ensures auditing/inspection by internal and external entities through established selfassessment and oversight activities. The Department of the Navy has a number of Safety Management Systems in place already, to include OSHA s Voluntary Protection Program, which collectively incorporate over half (100,000+ employees) of the civilian workforce. The Naval Inspector General, headquarters and regional Commands also perform announced SHMS inspections at various levels throughout the Department of the Navy, although principally these inspectors occur at the headquarter Commands. The inspection of subordinate Commands is traditionally a delegated responsibility. Senior safety professionals augment the Naval Inspector General in performance of safety and health oversight inspections. Marine Corps safety managers from subordinate Commands are invited to participate with the Marine Corps Safety Division in their announced Command Safety Assessments. This collaboration enables sharing of best practices and enhances the professional development of Department of the Navy safety and occupational health managers and AGENCY NARRATIVE - PAGE 13 OF 20

15 AGENCY NARRATIVE OF SELF-EVALUATION practitioners. Findings and recommendations from these compliance inspections are tracked by both the inspecting and inspected Command. Abatement plans are required to be tracked and updated every thirty days until the identified hazard has been abated or area of non-compliance has been adequately addressed. OSHA conducted 44 inspections of Department of the Navy (Navy and Marine Corps) establishments in These inspections were in response to complaints (21), referrals (6), fatalities (1), or were planned (9) or other type inspections (7). As a result of 33 of those inspections, OSHA issued 80 citations to Department of the Navy establishments during CY2016; 66 Serious citations (down 9), 28 Other Than Serious (up 13), and 3 Repeat (up 2). The two repeat findings for the Navy were the outcome of a PLANNED inspection (No ) at Naval Facilities Engineering Command Southwest (NAVFAC SW) and a REFERRAL inspection (No ) at Portsmouth Naval Shipyard (PNSY). The citation of repeat violation at NAVFAC SW was for violation of 29 CFR (G01) General Requirement. The citation of repeat violation at PSNY was for violation of 29 CFR (A02), Reporting fatalities, hospitalizations, amputations, and losses of an eye as a result of work-related incidents to OSHA. The Marine Corps one repeat finding was an outcome of a UNPROG REL inspection (No ) at Marine Depot Maintenance Command (MDMC). The citation found a repeat occurrence of non-compliance with 29 CFR (A) General Requirements Standard, for inadequate protection to exposure to H130 1,6-Hexamethylene Diisocyanate Homopolymer. For every internally and externally identified workplace hazard, Commands maintain a hazard mitigation and abatement tracking log, which is used to maintain awareness and archival records of workplace hazards. The Department of the Navy uses the citations posted on the OSHA website to identify program and implementation areas where improvements are needed and to perform trend analyses. None of the OSHA citations were appealed to the national headquarters of the Department of Labor during CY2016. Department of the Navy policy requires the prompt reporting of Occupational Safety and Health Administration (OSHA) Notices of Unsafe and or Unhealthful Working Conditions arising from OSHA inspections. Notification must include the chain of command, the Naval Safety Center or Commandant of the Marine Corps Safety Division, and the Deputy Assistant Secretary of the Navy for Safety immediately upon indication of OSHA intent to issue a Notice of an Unsafe or Unhealthful Working Condition. During CY2016 OSHA Direct CPL , Field Operations Manual (FOM), completely revised the citation appeal process. The new procedures, which now involve the DASHO in the appeals process, increase the imperative for prompt and thorough communication of OSHA citations, so they can be addressed appropriately. 4) Occupational Safety and Health Training Navy and Marine Corps occupational safety and health training and education policies are aligned to legal requirements and with Specific Training Requirements AGENCY NARRATIVE - PAGE 14 OF 20

16 AGENCY NARRATIVE OF SELF-EVALUATION described in the OSHA Occupational Safety and Health Training Guidelines for Federal Agencies: Top Management Officials: Section 19 of the 1970 Occupational Safety and Health Act 29 CFR 1960, Sub-Part H, Section 54 Executive Order Basic Program Elements for Federal Employees OSHA Safety orientation and other learning experiences Department of the Navy safety and health program Supervisory Training: Occupational safety and health standards applicable to the assigned workplaces Procedures for reporting hazards Procedures for reporting and investigating allegations of reprisal Procedures for the abatement of hazards Other appropriate rules and regulations Written occupational safety and health program applicable to the establishment (mission-specific) Section 19 of the 1970 Occupational Safety and Health Act 29 CFR 1960, Sub-Part H, Section 54 Executive Order Collateral Duty Safety Officers and Safety Committee Members Section 19 of the 1970 Occupational Safety and Health Act 29 CFR 1960, Sub-Part H, Section 58 Executive Order Department of the Navy safety and health program Procedures for the reporting, evaluation and abatement of hazards Procedures for reporting and investigating allegations of reprisal Recognition of hazardous conditions and environments Identification and use of occupational safety and health standards Written occupational safety and health program applicable to the establishment (mission-specific) Other appropriate rules and regulations Employees Job-specific safety and health training Occupational safety and health program with emphasis on their rights and responsibilities Employee representatives of employee groups (Section 59) Introductory and specialized training on recognizing hazards and safe and healthful working conditions and practices in the workplace Training to assist in conducting workplace safety and health inspections AGENCY NARRATIVE - PAGE 15 OF 20

17 AGENCY NARRATIVE OF SELF-EVALUATION Written occupational safety and health program applicable to the establishment (mission-specific) Navy and Marine Corps activities use ESAMS to document required training. ESAMS uses the basis of job/duty task evaluations to capture all required training for each task and then assigns these duty tasks to employees. The duty tasks ensure employees receive the appropriate required training based on the task they will perform. The Navy also uses the Navy Training Management and Planning System to identify training requirements, and record and track training for Navy employees. Training Overseas Federal Employees As of the end of September 2016, the Department of the Navy employed approximately 3,884 civilians overseas in foreign countries and 1,203 in U.S. territories 10. All employees working at overseas installations and in U.S. territories are afforded the same level of protection and must comply with the same Department of Defense and Department of the Navy Safety and Occupational Health policy and program requirements as their stateside counterparts. The occupational safety and health programs and pertinent training of overseas employees are administered through local Safety Officers who ensure appropriate coordination with host service providers. In addition to generic safety and occupational health training, personnel overseas receive training to address local hazards as appropriate, including local driving conditions and requirements. Before employees are sent into an active area of operations, they are evaluated to ensure they are medically fit for the environment to which they will be deployed, and to gather baseline medical information for postdeployment comparison. Naval Safety and Environmental Training Center online offerings of several courses at greater frequency have been helpful and have seen an increase in use. The Naval Hospital Sigonella, located in Sicily, Italy, received the Secretary of the Navy s equivalent of the OSHA voluntary Protection Program Star Status in August, This facility provided annual self-assessments and the recommendation for certification comes only after an extremely rigorous on-site inspection of the facilities, workplaces, records, and interviews with employees. The self-assessments revealed dynamic programs which ensured a high level of employee safety and health. The Navy promotes the safety and health of its overseas employees through the Chief of Naval Operations Shore Safety Award process which includes recognition of industrial and non-industrial Commands outside the continental United States. The Department of the Navy has embarked on a career development program for its safety and occupational health management professionals as part of the Department of Defense Strategic Human Capital Planning initiative. Navy and Marine Corps personnel participated in an Office of Personnel Management and Department of Defense safety and occupational health competency model validation in The 10 U.S. Office of Personnel Management, FEDSCOPE Federal Human Resources Data; AGENCY NARRATIVE - PAGE 16 OF 20

18 AGENCY NARRATIVE OF SELF-EVALUATION Department of the Navy incorporated the Department of Defense competency model into an expanded model to professionalize safety and occupational health in the Department of the Navy. The competency model is now being integrated into an electronic individual competency evaluation program. During CY2016 personnel assessed their competencies in the tracking program, verified by their supervisor, and obtained training based on the competency gaps that are integrated into an Individual Development Plan. The aggregate results of the assessment will be used to assess the overall competencies of the safety and occupational health workforce, track progress in closing gaps, and inform safety and occupational health training needs for safety and occupational training events. Of note, the Marine Corps and Commander, Navy Installations Command already have well-established career development programs for their safety and occupational health professionals. The Department of the Navy lists over 200 safety-related courses available to employees on-line or provided in a classroom setting. The greatest advance in training delivery is the expansion of the Navy Safety and Environmental Training Center s Global On-Line training and also the on-line training available through ESAMS. Personnel can access the system to gauge training effectiveness. The Department of the Navy reviews hazard reports, conducts work task observations, analyzes injury and illness trends, monitors changes in technology, policy, processes and procedures, and examines test scores to identify training areas requiring changes to the training curricula and delivery. Funding for safety and health training is documented in the payroll system. Navy and Marine Corps budgets allocate prescribed training hours per employee, with greater allotments permitted for those requiring professional credential, certification, or skills training as a condition of employment. For example, safety and occupational health personnel are required to receive a minimum of eight continuing education units (CEU) or equivalent per year. 5) Whistleblower Protection Program The issue of retaliation has become a central concern to Congressional and Military leadership in recent years. In an effort to protect all complainants, the 2014 NDAA enhanced 10 U.S.C to better protect military whistleblowers. Secretary of the Navy Instruction (SECNAVINST) D, Military Whistleblower Protection, dated December 4, 2014, was published to strengthen whistleblower protections within the Department of the Navy, and provides policy for all Department of the Navy personnel. This program provides protection by policy from retaliation, discharge or other discrimination for providing to their employer or to the Federal Government information relating to gross mismanagement, a gross waste of funds, an abuse of authority, or a substantial and specific danger to public health or safety. Human Resources Management schedules provide multiple training classes referencing employee rights and protections. AGENCY NARRATIVE - PAGE 17 OF 20

19 AGENCY NARRATIVE OF SELF-EVALUATION Department of the Navy policy 11,12 requires Commands to establish procedures to protect all Navy and Marine Corps personnel from coercion, discrimination, or reprisals for participation in the safety and occupational health program. The policy further requires development of procedures for all personnel to report suspected hazards to their supervisors and safety and health officials without fear of reprisal. This includes ensuring that employees are aware that they may file, anonymously if they prefer, through their appropriate grievance processes, allegations of reprisals for having filed a complaint of unsafe or unhealthy working conditions. All headquarters Commands have policies in place that support and promote this overarching policy. Additionally, protection against reprisal is outlined and reinforced in employee and supervisor safety and occupational health training (initial and annual refresher). During CY 2016, there were no Department of the Navy reprisal allegations as a result of filing reports about unsafe or unhealthy working conditions. d. Special 29 CFR 1960 Reporting. Not applicable to the Department of the Navy. II. SAFETY & HEALTH MANAGEMENT SYSTEM SELF-EVALUATION. Overall Assessment: Agency Safety and Health Management System Overall Assessment Score 0 = Does Not Exist 1 = Needs Major Improvement 2 = Needs Minor Improvement 3 = Is Highly Effective NA = Not Applicable X Summary of Self-evaluation. The Department of the Navy is making significant strides to implement a Departmentwide Safety and Health Management System (SHMS). A number of Navy and Marine Corps commands are implementing SHMS in some form, with a significant number on the road to full implementation. With the promulgation of the Department of the Navy Safety Program 13, SHMS implementation is now a Department of the Navy-wide mandate for all Navy and Marine activities. The Department of the Navy SHMS policy does not dictate which specific systems must be used, as long as the fundamental tenets of the SECNAV instruction are met. The Department of the Navy policy is in close alignment with recently published Department of Defense Instruction , DoD Safety and Occupational Health (SOH) Program, which mandates the military Departments 11 OPNAVINST G, Navy Safety and Occupational Health Program Manual 12 Marine Corps Order, MCO , Marine Corps Hotline Program 13 The Department of the Navy Safety Program policy includes all safety-related policies, programs, and functions including, but not limited to, acquisition safety, environmental health, emergency response, explosives safety, fire and emergency services, industrial hygiene, occupational health, occupational safety, radiation safety, operational safety, and public safety. AGENCY NARRATIVE - PAGE 18 OF 20

20 AGENCY NARRATIVE OF SELF-EVALUATION implement SHMS in their activities. Currently, the Department of the Navy SHMS incorporates over half the civilian population. During CY2016 noteworthy outcomes of the deployment and inculcation efforts of the Department of the Navy s SHMS include continued reduction in the total number of lost time mishaps, over $9M in avoided workers compensation costs, a reduction of 3,900 lost production days when compared to CY2015, and the recognition of Marine Corps Air Station Beaufort as an OSHA Voluntary Protection Program Star Site. The Department will continue its dedicated investments and deliberate actions to target progress along this path until it reaches our goal of a workplace with zero injuries, illnesses, and material damage. III. GOALS. The top seven Department of the Navy Safety Program improvement goals for CY2017 are: advancing a Risk Management Information system, implementing an enterprise level SHMS, professionalizing the safety workforce, expanding outreach to other organizations, elevated institutional safety awareness, incorporating risk management principles into every step of the acquisition process from concept to delivery, and mitigating the one-of-a-kind perennial safety hazards. 1. Risk Management Information (RMI): In CY2016, the Department continued to develop the Risk Management Information system to report, store, link, analyze, and distribute data needed to effectively manage risk, and allow personnel at all levels of the Department to make more informed risk decisions. 2. Safety and Health Management System (SHMS): With the promulgation of the Department of the Navy Safety Program policy, implementation can begin. To implement the SHMS effort across the entire Department of the Navy, a draft strategic plan describes the two main objectives: developing business cases to enable leadership to make informed business decisions, and establishing measures of performance and effectiveness for safety oversight. Additionally, the key tenets of the Department of the Navy SHMS are to be integrated into an electronic tracking tool to assess implementation progress. 3. Professionalizing the Safety Workforce: The framework for a professional Department of the Navy safety workforce is in place. Competencies have been established, a career tracking tool has been identified (into which the competencies are to be integrated), planning is underway for a virtual safety university, and a manpower analysis is also planned. The safety career program will be dependent mainly on technology with a mentoring program to guide and oversee progress. Currently, the focus is on securing funding for an enduring career development program. The effort is one of the Secretary of the Navy s highest priorities. 4. Safety Outreach: Countless organizations, federal, foreign, public, private, charitable, and profitable care profoundly about safety. The Department of the Navy intends to plumb their wisdom and expertise, share common insights, and benefit from a mutual exchange of knowledge. AGENCY NARRATIVE - PAGE 19 OF 20