An Incident & Injury Free Culture: Changing the Face of Project Operations

1. Glenn Thomas Corporate S.H.E. Manager Great Lakes Dredge & Dock Company, LLC An Incident & Injury Free Culture: Changing the Face of Project Operations

2. “Hey, we work in rough offshore conditions with heavy floating equipment – people are going to get hurt.” “What do you expect -this is dredging!” “We are just a body - When someone gets hurt they just call the union and get another worker” Some Attitudes about Dredging Safety

5. Dredge Alaska caught Offshore of West Hampton Long Island

7. A process of ‘realignment of a company’s safety culture” Enabling a change in safety attitudes from simple compliance with rules and regulations to a mindset that intends to eliminate work related incidents and injuries all together. Chevron, Skanska, Lend Lease, Jacobs Engineering, American Infrastructure and several other large organizations had successfully embraced IIF Manson 2004, Great Lakes 2005, Weeks 2008 High Performance SafetyIncident and Injury Free (IIF)

8. What is Incident & Injury Free (IIF) The focus is on the personal side of safety • Caring about one another • Taking responsibility for one’s actions • Committing to creating a safe work environment • Adopting the attitude that no injury is acceptable • It’s about speaking up and expressing your concern when you see something unsafe

9. It’s about planning ahead and asking questions such as “what are the dangerous things that can happen to me on this job/task and what can I do to protect myself and others against them?”

10. Three key challenges for employees • Observing my co-workers and myself “asleep at the wheel” or preoccupied. • Speaking up when I see someone At-Risk. • Being open to change when someone speaks to me.

11. Models S.H.E. values and principles daily Inspires and influences employees’ safety attitudes and behaviors Provides coaching on correcting unsafe behavior or acts Good knowledge of a company’s SMS Gives positive recognition Gives constructive feedback Balances project-wide performance in quality and productivity with safety Front Line Supervisors Sphere of Control and Influence

12. Every employee a safety champion Report Near Misses Review Job Safety Analysis Recognize and manage risk (theirs and co-workers) Carry safety home where 90% of accident occur Employees drive Safety

13. Visible, demonstrated commitment High standards of performance Line management accountability Knowledgeable and motivated safety staff Performance measurement Thorough investigations and assisting with recommended remedial measures Integration of Senior Leadership into Safety

14. What Leadership Expects from YOU! If it’s not safe, don’t do it, and don’t let your co-worker do it either. If you see something that is unsafe, speak up immediately, there and then, to your supervisor. If you are not sure of something or do not understand the task, stop and ask. What you can count on from Management? If you stop a task for a safety reason, we will back you up. If you bring up a safety concern, we will address it promptly. If there is an injury, we want to learn from it not focus blame so we can eliminate the next injury. Management’s Commitment to IIF

15. Safety Leadership Teams Review safety performance Drive continuous improvement Safety Management System Internal Standards Auditing process A means to identify & share best practices Transparency Sharing performance results Sustaining and Improving Safety Efforts

16. Examples of IIF tools used at project sites Training programs, transformational safety , OSHA, leadership and communication skill building Company-wide injury and near-miss broadcasts Incident analysis and trends Formal orientation process Orientation videos Familiarization checklists Mentoring Safe Work Practices video “Stop Work” authority End of Shift Safety Feedback IIF Safety Action Alerts & bulletins Safety stand-downs Pre-shift meetings Job Safety Analysis (JSA) Site safety advisors partner with operations personnel Safety Rule Book Project launch meetings with crew and management

17. How IIF has Changed Site Operations • All projects begin with an IIF Kick Off Meeting Crew Management Client, Union Reps & Subcontractors • Open discussions, not lectures • Attitude towards safety, speaking up, being approachable, hazard recognition, commitments to one another • Project overview, planning, logistics

18. Traditional Direction Discipline / reprimand Employees comply with safety policies & procedures Reactive response to incidents and injuries Safety Officers (perceived as “cops”) Top-down safety solutions by Safety Department Management dictates goals Transformational Direction Coach / counsel Employees commit to work safely Track at-risk behavior and injury trends and initiate remedial measures Safety advisors to operations: seen as members of the operations team Bottom-up: Safety problems identified and solutions developed by crewmembers with support from Safety Department Front-line supervisors set goals Taking dredging safety in a different direction

19. Our Industry • Safety performance has improved more in the last 8 years than the previous 100. • Safety is no longer thought of as a hindrance to operations • Operations drives Safety • IIF is embedded at Great Lakes, Manson, Weeks Marine • Operating Engineers and Gulf Coast Crews have embraced it • Great Lakes International operations in the Middle East leads our 4 Divisions in Safety Performance!

21. The Return on Investment • Pre-IIF Incident Rate and 2011 man hours =120 more incidents • Lost time incident rates dropped from 4 /100 to 1/100 • Recordable incident rates dropped from 8/100 to 1.9/100 • Longshoremen’s insurance premiums reduced 40% • Protection and Indemnity insurance premiums reduced 35% • We are a far better company because of IIF. It’s the right thing to do!

22. Challenges to Sustainability • Sustaining the gains made & keeping the message fresh • Indoctrination of transient crews • IIF for sub contractors • Complacency related to Low incident rates • Leadership engagement • Never forgetting the fatalities • Transition from lagging indicators to leading indicators • Near Miss Reporting • Focusing on Behavioral Based Safety .

23. IIF Reduces Injuries • Live it everywhere! • Live it every day!