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
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
DIVERSITY
Cooperation
and
Efficiency
Competence
and
Professional
Behavior
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
• 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
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
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
Program Scope/Risk
Security in Iraq
• 10,000 protective security detail
• 20 Million Hours
• 2 million road miles traveled
• 272 incidents without injuries (small
arms, IED, vehicle born explosives and
RPG)
Vehicle
Badji
Camp
sorties, 900 security operatives
• 19,800 clients moved
• 110 attacks by small arms and
indirect fired mortar rockets
Protective
Detail
Camp
How Safe Are We?
Surface Mining
2.2
2.1
Heavy Civil Eng. Const.
1.6
Museums
1.3
Private Industry
1.1
Service Providers
0.8
Schools (Elementary)
0.7
Religious & Non-Profit Org.
Management of Companies & Enterprises
0.6
Florists
0.6
0.5
Art Dealers
0.4
Engineering Services
0.3
Law Offices
0.2
Accounting Services
0.06
Energy & Construction
0
0.5
1
1.5
Days Away Case Rate
Number of Incidents per 100 Employees/Per Year
2
2.5
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
• 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 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 Leadership
DOL - OSHA
VPP Star Sites
First 4 of 5 DOE
• Rocky Mountain Arsenal
• Savannah River
• NASA White Sands
• West Valley
• INEL
• Monsanto
• Port Washington
• Boise Corporate Office
• WIPP
• Anniston
• Weldon Springs
• Umatilla
• Hanford
• Pine Bluff
• Olmsted
• Lockheed
Olmsted Dam 08/06/08
Market Leadership
• 1st E&C Company in OSHA VPP
“Corporate Pilot”
• VPP Approval for Company Wide
Programs
5th 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 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
Senior Mgmt.:
Sets Goals,
Provides
Resources
Safety is everyone's personal responsibility
Project Management:
Leads Safety by Example
Supervision: Supports Training,
Conducts Observations
Champions
Teams
Peers
Workers: Work Planning, Peer Observing, Training
URS Zero Incident Approach
Outcomes
Path to Safety Excellence
Leading Metrics
Culture,
Perceptions
Programitic/
Systems
Physical
(Conditions)
Behavior
(Action)
Initiatives
Lagging Metrics
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
Core Value ES&H Composite Metric
Overall Weighting
100%
Metric Weighting
Metric
100%
Culture
Score
75%
Self Assessment
Leading
Metrics
50%
Wt.%
Scoring
Points
Culture
Scores
25
10 points Improvement
5 to 9 points Improvement
25
15
Self
Assessment
25
90 to 100%
80 to 89%
25
15
10
90 to 100%
10
10
90 to 100%
80 to 89%
10
5
Leading
Indicators
10
Exceed Target
Meet Target
25
10
Near Misses
5
Meet Reporting Target
5
TRIR
10
Meet Target
10
DAC
5
Meet Target
5
L
E
Audits
A
D
I Observations
N
G
Compliance
40%
Observations
30%
Iniatives
20%
15%
15%
Lagging 10%
Metrics 5%
0%
0%
Near Misses
TRIR
DAC
L
A
G
G
I
N
G
Scoring
95–100
90–94
85–89
80–84
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
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
Personal Safety Action Plans (P)
Pre-tasks Briefs
Safety Bulletin Board
Mentoring Program (P)
Safety Steering Committee (P)
Stretch / Flex
Supervisor Inspections (P)
Learning Lab
Safety Committee (P)
2010 Safety Leading Indicators
24
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 (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
“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
Flow Chart
Design
for
Safety
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 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
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
Community Outreach
Management Participation
Senior Management Checklist for Site Visits
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
EMPLOYEE INVOLVEMENT – MoveSMART
PERSONAL SAFETY ACTION PLAN
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PSAP Purpose
PERSONAL SAFETY ACTION PLAN
To reduce your
personal exposure and
that of those around
you to risks associated
with an unsafe
environment
URS Corporation
Bradley D. Giles
PERSONAL SAFETY ACTION PLAN
2010 Personal Safety Action Plan
1)
2)
3)
4)
5)
6)
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
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.
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
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
What can occur when you become overconfident that all the hazards
have been identified