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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. “Safe Performance is Good Business”. Values.

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Best practices in safety

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



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.


Values
Values

Integrity

and

Candor

Competence

and

Professional

Behavior

Accountability

and

Responsibility

Cooperation

and

Efficiency

Safety

DIVERSITY


Goal

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


Heritage

Modern day construction hard hat use at Hoover Dam


Program scope risk
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

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Diverse markets complex projects extreme conditions
Diverse Markets, Complex Projects, Extreme Conditions

St. Lucie Nuclear Plant Steam Generator Replacement

Heavy equipment replacement under radioactive conditions

Kapuskasing Phosphate Mine O&M

Arctic conditions: temperatures can fall to –56° C

Holcim Cement Plant

World’s largest single-clinker production line

Waste Isolation Pilot Plant O&M

Radioactive waste storage, nearly a half mile underground

8


Diverse markets complex projects extreme conditions1
Diverse Markets, Complex Projects, Extreme Conditions

San Cristóbal Silver/Lead/Zinc Mine

High-altitude working environment; indigenous workforce

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

Savannah River Site – Defense Waste Processing Facility

Treatment and disposal of radioactive liquid wastes

9


Program scope risk1
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)

  • 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


How safe are we
How Safe Are We?

Days Away Case Rate

Number of Incidents per 100 Employees/Per Year


Division performance
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.


Talent
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
Market Leadership

  • Washington Group - 2004 America’s Safest Companies

  • Savannah River Site - 2005 America’s Safest Companies

  • Rust Constructors - 2006 America’s Safest Companies

  • URS Washington Division - 2008 America’s Safest Companies

  • Tom Zarges – NSC 2009 “CEO’s That Get It”


Market leadership1
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



Market leadership2
Market Leadership

  • 1st E&C Company in OSHA VPP “Corporate Pilot”

  • VPP Approval for Company Wide Programs

    5th Company Overall


Market leadership3
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)


Market Leadership

1st Company to sign

OSHA Alliance Agreement


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

Workers: Work Planning, Peer Observing, Training

Champions

Teams

Peers


Urs zero incident approach
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

Observations

vs. Goal

Targets

Targets

Self

Assessment

Audit

Scores

Culture

Scores

Metrics

Trailing

Indicators


Core value es h composite metric
Core Value ES&H Composite Metric

100%

75%

50%

40%

30%

20%

15%

10%

5%

0%

Overall Weighting

Metric Weighting

100%

Leading

Metrics

15%

Lagging

Metrics

0%

Scoring

95–100

90–94

85–89

80–84


2011 safety metrics
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

2010 Safety Leading Indicators

23


Category descriptions
Category Descriptions

Employee Development / Participation (P)

Attend Webcasts Human Performance Tools

Objectives

  • 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

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


Division leading indicators
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
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 cont d
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


Innovation
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
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)

  • Belonging

  • Involvement

  • Credibility

  • Growth

  • Measurement

  • Supervisor Impact

  • Leadership

  • Goals

  • Beliefs

  • Ethics

  • Implementation

  • Communication

  • Operations

  • Accountability


Our current culture is
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


Innovation1
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
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)


Innovation

  • Learning Laboratory


Innovation

  • Stretch & Flex Warm Ups

    “Construction Athletes”


Practices
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


Practices1
Practices

Support for Young Professionals

  • ASSE Scholarship

  • Internships

  • Co-Sponsor ASSE “Future Safety Leaders”

  • University Advisory Boards


Community outreach
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
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



Psap purpose
PSAP Purpose

To reduce your personal exposure and that of those around you to risks associated with an unsafe environment


Urs corporation

Bradley D. Giles

Vice President – Environmental, Safety & Health

URS Corporation

URS Corporation

Bradley D. Giles

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


Personal risk manager the approach
Personal Risk ManagerThe 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.


Personal risk management basic components
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.


Return on investment
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
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.

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