1. Continuing the journey of…
Making Zero Accidents a Reality — Focusing on Shutdowns, Outages, and Turnarounds John Mathis Bechtel Corporation

2. Zero Accidents/Shutdowns Project Team
Mike Cain Lockwood Greene
Dennis Cobb DuPont
Paul DeForge Ontario Power Generation
P. D. Frey Austin Industries
John A. Gambatese Oregon State University
Tom Hardesty Celanese Acetate
Jimmie W. Hinze University of Florida
John J. Mathis Bechtel Corporation, Chair
Randy Marconnet Watkins Engineering & Constructors
Michael F. Schwimmer ChevronTexaco
Gary L. Wilson NCCER

3. Continuing the Journey
CII Project Team – “Making Zero Accidents a Reality”
CII Project Team – “Making Zero Accidents a Reality – Focusing on Shutdowns, Outages, and Turnarounds”
CII Project Team - “Owners Influence Over Contractor Safety Performance”

4. Objectives Provide construction industry performance update
Recap 2001 study, “Making Zero Injuries A Reality”
Identify unique nature of shutdowns, outages, and turnarounds
Share research methodology
Review and summarize key findings
Provide details of Implementation Session

5. CII OSHA Recordable Performance 1993-200016
14.30
14.20 14
13.00
13.10
12.20
Industry
11.80 12
10.60
9.90
9.50 10
8.80
Est.
7.71
8.21
Recordable Incidence Rate 8
7.19
6.12 6
5.32
CII
4.31
3.44 4
3.00
2.66
2.30
1.60
1.59
1.67 2
1.03
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
325
413
477
497
527
613
644
770
518
765
995
936
Year and Work-hours (MM)
Note: Industry based on OSHA SIC 15–17

6. Recap of “Making Zero Accidents a Reality”
Getting to Zero
Demonstrated management commitment
Staffing for safety
Safety planning — pre-project/pre-task
Safety training and education
Worker involvement and participation
Recognition and rewards
Subcontractor management
Accident and incident reporting and investigation
Drug and alcohol testing

7. Unique Nature of Shutdowns, Outages, and Turnarounds
Rapid buildup of the work force
Tight schedule
Around-the-clock effort
Special training considerations

8. Research Methodology — one study
Forty-four projects involving shutdowns, outages, and turnarounds
Detailed and personal interviews
Jimmie Hinze (first slide)
Our project team conducted Two separate studies.
One was conducted with large construction firms and the second was conducted with large construction projects.
The study of large construction firms consisted of a mailed survey that was sent to the ENR 400 or the largest 400 construction firms in the United States.
Over 100 firms participated in this study.

9. Research Geographic area — across the United States Petrochemical
Industrial
Power
Paper products
Jimmie Hinze (first slide)
Our project team conducted Two separate studies.
One was conducted with large construction firms and the second was conducted with large construction projects.
The study of large construction firms consisted of a mailed survey that was sent to the ENR 400 or the largest 400 construction firms in the United States.
Over 100 firms participated in this study.

10. Safety Performance
Firms that participated included some of the best safety performers in the construction industry
OSHA Recordable Incidence Rate (RIR) of typical project — below 0.7

11. 44 Construction Projects
Safety Performance
44 Construction Projects
22 projects achieved zero OSHA recordable injuries
38 projects achieved zero lost-time injuries
(pdeforge first slide)
John:
Paul, management commitment has been around since the time of the pyramids, what exactly are these slides telling us?
Paul:
John, you are correct and it’s a very good question.
I will review only 3 of the findings that have a significant impact on improving RIR.
I’m sure that if you were to ask any SVP/VP/Director or manager if they were committed to their safety program , the answer would be an emphatic “YES”
However, John, the key word here is “DEMONSTRATED”
The data here shows that there is a significant improvement in the recordable injury rate in top performing companies that use “top management participation in the investigation of ALL recordable injuries.
Their RIR is 1.2
The data further validates the finding where top management participation in recordable injury investigations is 50% or less.
Their RIR 6.9
The importance here is the delta of 5,2

12. Focus of the Research
What practices on shutdowns, outages, and turnarounds contribute most to improved safety performance?

13. Key Findings
More than 20 key findings revealed companies utilizing these best practices have significantly lowered recordable incidence rates.

14. Key Research Areas People Resources Planning Scheduling
Safety Contract Formation Strategy
Support of CII’s Zero Accidents Findings

15. when does the hiring of workers begin?
People Resourcing
Prior to shutdown,
when does the hiring of workers begin?

16. Where do workers come from?
People Resourcing
Where do workers come from?
The original focus on injury investigation made no mention of management involvement. This slide reinforces Paul’s comments about top management’s commitment to safety, demonstrated by their participation in incident investigations.

17. Planning and Scheduling
Was software used to schedule the project?
Once a good site specific plan is in place it is time to move to the next step -- pre-task planning. To me this is one of the most important piece, if not the most important piece, of any safety process.
Pre-task meetings should address the potential hazards associated with a specific task. If the conversation is not specific to the task to be done then it is not really a plan. And the best pre-task meetings involve a discussion between the supervisor and those who will perform the work. There must be a two way conversation. If there is no dialogue then the supervisor can't tell if an understanding has been reached.
So, the bottom line around the overall "planning for safety" process is:
1) The more specific and detailed the site plan, the better your safety performance.
2) The more task specific and detailed the pre-task safety discussions are, the better your safety performance.

18. Planning and Scheduling
What unit of time was used on project schedule?
Opening: The next level of safety performance for our industry rest in the education and training of our greatest resource, our employees. Their acceptance and participation in this new safety culture requires the knowledge to perform at a successful level. The companies identified in this study that excelled, have developed a comprehensive safety education system that includes budgeting, regular on-going employee, supervisor & project manager education and toolbox or task training, all leading to a positive return on the training investment and improved safety performance.
Slide 1: The impact of the inclusion of safety training as a line item within the budget is highlighted by this slide.
The findings support the conclusion that when safety training is funded as part of the budget the results are a successful long-term accident prevention program. This clearly demonstrates management commitment and promotes employee involvement.

19. People Resourcing, Planning, and Scheduling
Combined: worker familiarity and scheduling by the hour
John: Randy, what is worker involvement and participation and does it really play a significant part in improving safety ?
Randy: Worker involvement and participation can take many forms, such as:
Employees being involved in site Safety committees
Conducting Perception surveys
Performing safety inspections
and participating in behavior observation surveys.
In fact since the 1993 CII study, the industry has made major steps in the delicate area of worker behavior assessment.
Worker behavior is one of the most important aspects of project safety.
With the strong link between the actions of workers and injuries, it’s important to focus more attention on those behaviors.
Over half of the projects surveyed had a formal behavior-based safety program in place. The data showed that Projects with formal behavior-based safety programs in place generally had better safety records.

20. Planning and Scheduling
Days worked each week
John: Randy, what about recognition and rewards for workers, hasn’t there been a lot of controversy about them. What did the surveys show?
Randy: Yes there has been, in-fact the research showed overall that a majority of the projects had some sort of recognition program and that the sites that had these programs had a higher incident rate than those who didn’t.
The difference and improvement in incident rates was evident when we analyzed how the recognition programs were administered.

21. Planning and Scheduling
Typical shutdown duration
Subcontractor Management is a new high-impact area.
Many of us have been involved in projects that put tremendous energy into prime contractor and direct hire safety while ignoring subcontractor safety planning or treating their safety programs as afterthoughts.
When we do require site-specific safety plans from our subcontractors, we hurt fewer people than when we fail to require them.

22. Planning and Scheduling
Combined: shutdown duration and days worked each week
Subcontractor Management is a new high-impact area.
Many of us have been involved in projects that put tremendous energy into prime contractor and direct hire safety while ignoring subcontractor safety planning or treating their safety programs as afterthoughts.
When we do require site-specific safety plans from our subcontractors, we hurt fewer people than when we fail to require them.

23. Planning and Scheduling
Crew size
Front end loading for safety is as important as FEL for any other phase of
a project. In fact, planning for safety was identified in the 1993 study
as a best practice. Not surprisingly, our study revealed that the more
tailored the plan, the more site specific the plan, the better you safety
performance will be.
You can see from this slide that the recordable rate for projects with
safety plans, specific to the site, is pretty drastic compared to sites
without a site specific plan. Think of it this way, the difference in
these rates represents twenty-five more people injured on a 500 person
site.

24. Safety Contract Strategy
Shutdowns, Turnarounds and Outages with safety-incentivized contracts
Front end loading for safety is as important as FEL for any other phase of
a project. In fact, planning for safety was identified in the 1993 study
as a best practice. Not surprisingly, our study revealed that the more
tailored the plan, the more site specific the plan, the better you safety
performance will be.
You can see from this slide that the recordable rate for projects with
safety plans, specific to the site, is pretty drastic compared to sites
without a site specific plan. Think of it this way, the difference in
these rates represents twenty-five more people injured on a 500 person
site.

25. Implementation Session
Detailed review and discussion of research findings
Panel discussion with industry experts
Four participants with a combined total of 117+ years of experience
Q & A session
Copy of research findings

26. Results of Implementing Best Practices
2.37
24 workers
per 1000
0.79
0 workers
per 1000
Exercise - 38 people from the audience stand up to use as an example during talking point.
0.00

27. Which Practice Is Most Important to Achieving Zero Accidents?
The safety culture of a firm is evident in everything it does. We must be ever vigilant in our efforts as we strive for Zero Accidents.
Show video.

28. Which Practice is the Most Important to Achieving Zero Accidents?
Your Personal Actions Will Make a Difference…
Be a Courageous Safety Leader