โ Scribed by Charles Bravo
No coin nor oath required. For personal study only.
The United States Postal Service was faced with increased regulatory and organizational pressures caused by increasing environmental requirements and a massive reorganization in 1992. Moreover, states and local governments were granted authority to impose fines and penalties on government facilities. The Postal Service responded to these challenges by implementing a new organization with the environmental function placed in an operations portion of the organization and by placing the environmental responsibility on line management. This paper describes the implementation of a strategy of leadership and compliance which was developed by a cross-function team and endorsed by senior management. The strategy focuses on ten target areas including pollution prevention/recycling, hazardous chemicals, paint spray operations and regulatory outreach.
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