Our Executive Management views Safety Performance as a Leading Indicator of Project Management Performance with strong correlation to Quality, Schedule, Productivity, and Financial Success. Values
Integrity and Candor Safety Accountability and Responsibility Cooperation and Efficiency Competence and Professional Behavior DIVERSITY
Our Goal: Through the Continuous Improvement Process, Achieving and Sustaining Zero Accidents. Goal
Heritage Modern day construction hard hat use at Hoover Dam
7 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 Program Scope/Risk
Diverse Markets, Complex Projects, Extreme Conditions 8 Kapuskasing Phosphate Mine O&M Arctic conditions: temperatures can fall to –56° C Kapuskasing Phosphate Mine O&M Arctic conditions: temperatures can fall to –56° C Holcim Cement Plant Worlds largest single-clinker production line Holcim Cement Plant Worlds largest single-clinker production line St. Lucie Nuclear Plant Steam Generator Replacement Heavy equipment replacement under radioactive conditions 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 Waste Isolation Pilot Plant O&M Radioactive waste storage, nearly a half mile underground
Diverse Markets, Complex Projects, Extreme Conditions 9 Olmsted Locks and Dam Producing 47 concrete shells; largest weighing 4,000+ tons Olmsted Locks and Dam Producing 47 concrete shells; largest weighing 4,000+ tons Monroe Power Plant AQCS Retrofit Construction of scrubbers and new 580-foot chimney Monroe Power Plant AQCS Retrofit Construction of scrubbers and new 580-foot chimney San Cristóbal Silver/Lead/Zinc Mine High-altitude working environment; indigenous workforce 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 Savannah River Site – Defense Waste Processing Facility Treatment and disposal of radioactive liquid wastes
Program Scope/Risk Security in Iraq 20 Million Hours 2 million road miles traveled 272 incidents without injuries (small arms, IED, vehicle born explosives and RPG) Vehicle Protective Detail Badji Camp Camp 10,000 protective security detail sorties, 900 security operatives 19,800 clients moved 110 attacks by small arms and indirect fired mortar rockets
How Safe Are We? Days Away Case Rate Number of Incidents per 100 Employees/Per Year
Division Performance 0.57 EMR 85% of Sites – No Recordable Injuries 95% of Sites – No Days Away Injuries Presidents Awards: 275 since 2000, 600 Million Hours Workers Compensation costs funded by the Division have been reduced by 85% from 2000 to 2010.
Talent 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 1997-2011 are URS First international STS – 50 Egyptian Nationals.
Market Leadership Washington Group - 2004 Americas Safest Companies Savannah River Site - 2005 Americas Safest Companies Rust Constructors - 2006 Americas Safest Companies URS Washington Division - 2008 Americas Safest Companies Tom Zarges – NSC 2009 CEOs That Get It
Market Leadership DOL - OSHA Savannah River West Valley INEL WIPP Weldon Springs Hanford Rocky Mountain Arsenal NASA White Sands Monsanto Port Washington Boise Corporate Office Anniston Umatilla Pine Bluff Olmsted Lockheed VPP Star Sites First 4 of 5 DOE
Market Leadership 1 st E&C Company in OSHA VPP Corporate Pilot VPP Approval for Company Wide Programs 5 th Company Overall
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 Presidents (2009, 2010, 2011)
Market Leadership 1 st Company to sign OSHA Alliance Agreement
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 Workers: Work Planning, Peer Observing, Training Senior Mgmt.: Sets Goals, Provides Resources Project Management: Leads Safety by Example Supervision: Supports Training, Conducts Observations Champions Teams Peers Culture
URS Zero Incident Approach DAC TRC Near Miss Regulatory compliance Audits/Inspections Observations & Feedback loops: People-based safety program Safety Engagement Survey Culture Scores Leading MetricsLagging Metrics Tools Path to Safety Excellence Outcomes Trailing Indicators Programitic/ Systems Physical (Conditions) Behavior (Action) Incident Culture, Perceptions Leading Indicators Initiatives PEPs SMS OSHA Challenge Self Assessment Audit Scores Observations vs. Goal Targets Metrics
Core Value ES&H Composite Metric MetricWt.%ScoringPoints LEADINGLEADING Culture Scores 25 10 points Improvement 5 to 9 points Improvement 25 15 Self Assessment 25 90 to 100% 80 to 89% 25 15 Audits 1090 to 100%10 Observations 10 90 to 100% 80 to 89% 10 5 Leading Indicators 10 Exceed Target Meet Target 25 10 Near Misses 5Meet Reporting Target5 LAGGINGLAGGING TRIR 10Meet Target10 DAC 5Meet Target5 Scoring 95–100 90–94 85–89 80–84 100% 75% 50% 40% 30% 10% 5% 0% 20% 15% Metric Weighting 100% 0% 15% Overall Weighting Leading Metrics Lagging Metrics Culture Score Self Assessment Compliance Observations Iniatives Near Misses TRIR DAC
23 2010 Safety Leading Indicators 2011 Safety Metrics 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 Leading Indicators Measure Safety Management Systems implementation Employee engagement / participation Project field conditions related to OSHA requirements Employee behaviors / perceptions Safety Culture
24 2010 Safety Leading Indicators 24 Category Descriptions 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 Obtain STS Certification – Complete Safe Driving Course Objectives Key Tasks Best Practices Personal Safety Action Plans (P)Stretch / Flex Pre-tasks BriefsSupervisor Inspections (P) Safety Bulletin BoardLearning Lab Mentoring Program(P)Safety Committee (P) Safety Steering Committee (P)
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
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
Division Innovative Initiatives (Contd.) 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
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
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
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
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
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 supervisors 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)
Innovation u Stretch & Flex Warm Ups Construction Athletes
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
Practices Support for Young Professionals ASSE Scholarship Internships Co-Sponsor ASSE Future Safety Leaders University Advisory Boards
Community Outreach Safety Fest of the Great Northwest Free Safety Training 2005-2011 -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
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 PMs Present Lessons Learned At Staff Mtgs Complete Senior Management Checklist Supervisors Achieved STS
PERSONAL SAFETY ACTION PLAN EMPLOYEE INVOLVEMENT – MoveSMART 46
PERSONAL SAFETY ACTION PLAN PSAP Purpose To reduce your personal exposure and that of those around you to risks associated with an unsafe environment
PERSONAL SAFETY ACTION PLAN URS Corporation 2010 Personal Safety Action Plan 1) Develop and implement leading indicators and metrics to support the continuous improvement process 2) Develop and implement peer to peer observation program 3) Discourage use of cell phones while driving for colleagues and family 4) Wear a helmet when motorcycling and skiing 5) Walk an average of 30 minutes per day 6) Lose 10% of weight through exercise and diet Bradley D. Giles Vice President – Environmental, Safety & Health URS Corporation
Personal Risk Manager The Approach The card is a tool you can personally use to measure risk. Risk is a personal perception. Thats why some people sky dive while others wont. 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.
Personal Risk Management: Basic Components Personal safety comes down to basically three components: 1. Recognizing the hazard and conditions that could lead to an incident. 2. Assessing the potential consequences of an activity. 3. Controlling the hazard and thus eliminating or reduce the risk.
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.
Recipe for Safety Improvement 52 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.
What can occur when you become overconfident that all the hazards have been identified