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Best Practices in Safety

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Presentation on theme: "Best Practices in Safety"— Presentation transcript:

1 Best Practices in Safety
Bradley Giles, P.E., CSP, STS - Vice President / Environmental, Safety, Health and Security Willis Risk Management Conference April 2011 / Dallas, TX

2 “Safe Performance is Good Business”

3 Values Our Executive Management views Safety Performance as a Leading Indicator of Project Management Performance with strong correlation to Quality, Schedule, Productivity, and Financial Success.

4 Values Safety DIVERSITY Integrity and Candor Competence and
Professional Behavior Accountability and Responsibility Cooperation and Efficiency Safety DIVERSITY

5 Goal Our Goal: Through the Continuous Improvement Process, Achieving and Sustaining Zero Accidents.

6 Modern day construction hard hat use at Hoover Dam
Heritage Modern day construction hard hat use at Hoover Dam

7 Program Scope/Risk High-hazard activities in execution of operations, construction, remediation, demolition and mining 31,800 total managed workforce 50,000 new project workers on annual basis 90 million hours total managed exposure Average age >51, 40% have multiple prescription drugs for physical limitations Dynamic scheduling of workforce and subcontractors Environmental physical/stress/exposures 7

8 Diverse Markets, Complex Projects, Extreme Conditions
Kapuskasing Phosphate Mine O&M Arctic conditions: temperatures can fall to –56° C St. Lucie Nuclear Plant Steam Generator Replacement Heavy equipment replacement under radioactive conditions Waste Isolation Pilot Plant O&M Radioactive waste storage, nearly a half mile underground Holcim Cement Plant World’s largest single-clinker production line 8

9 Diverse Markets, Complex Projects, Extreme Conditions
Olmsted Locks and Dam Producing 47 concrete shells; largest weighing 4,000+ tons San Cristóbal Silver/Lead/Zinc Mine High-altitude working environment; indigenous workforce Savannah River Site – Defense Waste Processing Facility Treatment and disposal of radioactive liquid wastes Monroe Power Plant AQCS Retrofit Construction of scrubbers and new 580-foot chimney 9

10 Program Scope/Risk Security in Iraq 19,800 clients moved
20 Million Hours 2 million road miles traveled 272 incidents without injuries (small arms, IED, vehicle born explosives and RPG) 10,000 protective security detail sorties, 900 security operatives 19,800 clients moved 110 attacks by small arms and indirect fired mortar rockets Protective Detail Vehicle Badji Camp Camp

11 Number of Incidents per 100 Employees/Per Year
How Safe Are We? Days Away Case Rate Number of Incidents per 100 Employees/Per Year

12 Division Performance 0.57 EMR 85% of Sites – No Recordable Injuries
95% of Sites – No Days Away Injuries President’s Awards: 275 since 2000, 600 Million Hours Workers’ Compensation costs funded by the Division have been reduced by 85% from 2000 to 2010.

13 Talent 1,050 International ES&H Professionals
1,100 Domestic ES&H Professionals 1,050 International ES&H Professionals 2,500 Safety Trained Supervisors Certified - (STS-C) Supervisors. 50% of All STS from are URS First international STS – 50 Egyptian Nationals.

14 Market Leadership Washington Group America’s Safest Companies Savannah River Site America’s Safest Companies Rust Constructors America’s Safest Companies URS Washington Division America’s Safest Companies Tom Zarges – NSC 2009 “CEO’s That Get It”

15 Market Leadership DOL - OSHA VPP Star Sites First 4 of 5 DOE
Rocky Mountain Arsenal NASA White Sands Monsanto Port Washington Boise Corporate Office Anniston Umatilla Pine Bluff Olmsted Lockheed Savannah River West Valley INEL WIPP Weldon Springs Hanford

16 Olmsted Dam 08/06/08

17 1st E&C Company in OSHA VPP “Corporate Pilot”
Market Leadership 1st E&C Company in OSHA VPP “Corporate Pilot” VPP Approval for Company Wide Programs 5th Company Overall

18 Construction Safety Excellence Awards
Market Leadership Construction Safety Excellence Awards Associated General Contractors (AGC) Heavy Civil Division – Infrastructure Business Unit 2004, 2008, 2011 2011 Grand Award ABC (Associated Builders and Contractors) Rust Constructors 2004, 2005, 2006, 2007, 2008, 2009, 2010 ROSPA (Royal Society for the Prevention of Accidents) 12 Years Gold 3 Years President’s (2009, 2010, 2011)

19 OSHA Alliance Agreement
Market Leadership 1st Company to sign OSHA Alliance Agreement

20 Culture Safety is a core value and must be led and demonstrated from the top, with input and support from employees Executive Management: Sets the Cultural Tone Safety is everyone's personal responsibility Champions Teams Workers: Work Planning, Peer Observing, Training Peers

21 URS Zero Incident Approach
Outcomes Path to Safety Excellence Leading Metrics Lagging Metrics Programitic/ Systems Physical (Conditions) Behavior (Action) Initiatives Culture, Perceptions Incident Tools Safety Engagement Survey PEPs SMS OSHA Challenge Regulatory compliance Audits/Inspections Observations & Feedback loops: People-based safety program Leading Indicators DAC TRC Near Miss Culture Scores Self Assessment Audit Scores Observations vs. Goal Targets Targets Metrics Trailing Indicators 21 21

22 Core Value ES&H Composite Metric
Overall Weighting Metric Weighting Metric Wt.% Scoring Points L E A D I N G Culture Scores 25 10 points Improvement 5 to 9 points Improvement 25 15 Self Assessment 90 to 100% 80 to 89% Audits 10 90 to 100% Observations 10 5 Leading Indicators Exceed Target Meet Target Near Misses 5 Meet Reporting Target L A G I N TRIR DAC 100% 100% 75% 50% 40% 30% 10% 5% 0% 20% 15% Culture Score Self Assessment Compliance Observations Iniatives Near Misses TRIR DAC Leading Metrics 15% Lagging Metrics 0% Scoring 95–100 90–94 85–89 80–84

23 2011 Safety Metrics Leading Indicators Measure
CONFIDENTIAL PRIVATE INFORMATION 2011 Safety Metrics Leading Indicators Measure Safety Management Systems implementation Employee engagement / participation Project field conditions related to OSHA requirements Employee behaviors / perceptions Safety Culture Using Leading Indicators to Enhance Performance Provide real time measures Identifies potential problem areas in many cases before incidents occur Provides projects with improvement solutions 2010 Safety Leading Indicators 23

24 Category Descriptions
CONFIDENTIAL PRIVATE INFORMATION Category Descriptions Objectives Employee Development / Participation (P) Attend Webcasts Human Performance Tools Project Real Time Measures - Conditions Assessment – Actual Score / 138 Checkpoints - Safety Management Systems Self Assessment – Actual Score / 216 checkpoints - Perception Survey - Behavior Safety Program Key Tasks Obtain STS Certification – Complete Safe Driving Course Best Practices w Personal Safety Action Plans (P) Stretch / Flex Pre-tasks Briefs Supervisor Inspections (P) Safety Bulletin Board Learning Lab Mentoring Program (P) Safety Committee (P) Safety Steering Committee (P) 2010 Safety Leading Indicators 24 24


26 Division Leading Indicators
Executives Attain STS Executives Make Employee Contacts Project Managers Conduct Monthly Safety Walks Project Managers involved in New Employee Orientation Sites Conduct OSHA VPP Self Assessments Site Supervision Participate in Monthly Webcasts

27 Division Innovative Initiatives
Safety Considerations in Design Voluntary Protection Programs Cultural Gap Analysis Results Employee Safety Engagement Surveys Safety Learning Labs Stretch and Flex Worksteps – Fitness for Duty People Based Safety – Peer to Peer Observation

28 Division Innovative Initiatives (Cont’d.)
Management of Change Personal Safety Action Plan G-Smart Data Management Program Lessons Learned Review Defensive Driving Crisis Management/Emergency Preparedness Movesmart – Slip/Fall/Strain Prevention

29 “Safety Considerations in Design”
Innovation “Safety Considerations in Design” 16 Hour Class For: Engineers Designers Estimators Contract Administrators Procurement Professionals Trained Exxon Mobile and NASA! Over 2,000 Trained Over the Last 3 Years

30 Flow Chart

31 Design for Safety

32 Cultural Gap Analysis Program
The Cultural Gap Analysis Program: Serves as an evaluation tool for the Safety Culture Measures safety-system effectiveness Quality Consistency Depth Identifies strengths and weakness (GAPs) Leadership Goals Beliefs Ethics Implementation Communication Operations Accountability Belonging Involvement Credibility Growth Measurement Supervisor Impact

33 Current Survey for Employee Engagement
Our Current Culture Is? 97% Believe Senior Mgt is Serious About Safety 92 % Feel They Receive Quality Training to do Job 96% Respect Their Supervisor as a Leader 95% Would Recommend a Friend to Work Here 95% Are Proud to Work with Washington Division Current Survey for Employee Engagement

34 Innovation Safety Trained Supervisor (STS) Construction
General Industry Petro/Chemical Mining Council on Certification of Health, Environmental and Safety Technologists (BCSP)

STS A Safety Certification for New Safety Professionals: Completes 30 Hours Safety Related Training Two Years Experience in Industry One Year Experience in Supervision THE SINGLE BEST ACTIVITY WE HAVE USED TO IMPROVE SAFETY CULTURE

36 Culture Safety Trained Supervisor (STS) Certification
STS utilized as the platform for our culture STS is a Safety Certification for non safety professionals Safety training and knowledge retention is path to supervisor involvement Certification process validates supervisor’s knowledge Recertification process provides continued learning Supervisor utilizes safety as a resource Supervisors sign an ethics statement Supervisors make “Safety” based decisions 2,500 Safety Trained Supervisors 50% of all STS are URS employees 50 Egyptian nationals – First International STS 13 Sellafield Employees – First UK STS (June 28, 2010)

37 Innovation Learning Laboratory

38 Innovation Stretch & Flex Warm Ups “Construction Athletes”

39 Practices Participation in Professional Organizations:
Board of Certified Safety Professionals (BCSP) Council on Certification of Health, Environmental and Safety Technologists (CCHEST) American Society of Safety Engineers (ASSE) Associated General Contractors (AGC) National Institute for Occupational Safety and Health (NIOSH) Utilize organizations as opportunities for professional development

40 Support for Young Professionals
Practices Support for Young Professionals ASSE Scholarship Internships Co-Sponsor ASSE “Future Safety Leaders” University Advisory Boards

41 Community Outreach Safety Fest of the Great Northwest
Free Safety Training 6,650 People 11,479 Seats 460 Classes Joint activity URS, OSHA & AGC Public Schools Safety Inspections Vocational Education Instructors 10/30 Hour Safety Training

42 Community Outreach

43 Management Participation

44 Senior Management Checklist for Site Visits

45 Executive Expectations
New Employee Orientations lead by PM Start Meetings with a Safety Topic JHA for Every Task Stretch and Flex Each Morning Immediate Notification of Injuries/Serious Incidents PM’s Present Lessons Learned At Staff Mtgs Complete Senior Management Checklist Supervisors Achieved STS


47 PSAP Purpose To reduce your personal exposure and that of those around you to risks associated with an unsafe environment Why do you need a PSP? Bechtel is concerned about each of it’s employees personal exposure to themselves and those around them; and is focused on reducing the risks associated with an unsafe environment. Whether you are at work or home or anywhere in between, we want you to be safe. You – our employees – are our greatest asset and we want to protect that.

48 Bradley D. Giles URS Corporation 2010 Personal Safety Action Plan
Develop and implement leading indicators and metrics to support the continuous improvement process Develop and implement peer to peer observation program Discourage use of cell phones while driving for colleagues and family Wear a helmet when motorcycling and skiing Walk an average of 30 minutes per day Lose 10% of weight through exercise and diet Bradley D. Giles Vice President – Environmental, Safety & Health URS Corporation

49 Personal Risk Manager The Approach
The card is a tool you can personally use to measure risk. Risk is a personal perception. That’s why some people sky dive while others won’t. Whether we take the “risk” or not is based upon our perception of the risk level, our control of the variables, and the potential outcome of the event. This tool gives you the ability to “qualify” if the risk of a job task is extreme or low and it provides a checklist for assessing and correcting risk factors.

50 Personal Risk Management: Basic Components
Personal safety comes down to basically three components: Recognizing the hazard and conditions that could lead to an incident. Assessing the potential consequences of an activity. Controlling the hazard and thus eliminating or reduce the risk.

51 Return on Investment 18 employees involved in Days Away Case in 2010.
Injury statistics lowest in Company history and better than CII Workers compensation costs reduced 85% 85% work without “Recordable” injury. 95% work without a “Days Away” injury.

52 Recipe for Safety Improvement
Ingredients: Measure Culture – Employee Engagement Self Assessment – Lets Be Honest with Ourselves External Audit – Fresh Eyes / Are You in Compliance Safety Observation Programs – Peer to Peer Communication Leading Indicators – Management and Employee Involvement Near Miss Reporting – Correcting and Preventing Outcome: Zero Incidents. 52

53 What can occur when you become overconfident that all the hazards have been identified

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