Best Practices in Safety

Bradley Giles, P.E., CSP, STS - Vice President / Environmental, Safety, Health and SecurityWillis Risk Management ConferenceApril 2011 / Dallas, TX

“Safe Performance is Good Business”

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

Integrityand

CandorSafety

Accountabilityand

Responsibility

Cooperationand

Efficiency

Competenceand

ProfessionalBehavior

DIVERSITY

Our Goal: Through the Continuous Improvement Process, Achieving and

Sustaining Zero Accidents.

Goal

Heritage

Modern day construction hard hat use at Hoover Dam

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• 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

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Kapuskasing Phosphate Mine O&MArctic conditions: temperatures can fall to –56° CKapuskasing Phosphate Mine O&MArctic conditions: temperatures can fall to –56° C

Holcim Cement PlantWorld’s largest single-clinker production line Holcim Cement PlantWorld’s largest single-clinker production line

St. Lucie Nuclear Plant Steam Generator ReplacementHeavy equipment replacement under radioactive conditionsSt. Lucie Nuclear Plant Steam Generator ReplacementHeavy equipment replacement under radioactive conditions

Waste Isolation Pilot Plant O&MRadioactive waste storage, nearly a half mile undergroundWaste Isolation Pilot Plant O&MRadioactive waste storage, nearly a half mile underground

Diverse Markets, Complex Projects, Extreme Conditions

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Olmsted Locks and DamProducing 47 concrete shells; largest weighing 4,000+ tons Olmsted Locks and DamProducing 47 concrete shells; largest weighing 4,000+ tons

Monroe Power Plant AQCS RetrofitConstruction of scrubbers and new 580-foot chimneyMonroe Power Plant AQCS RetrofitConstruction of scrubbers and new 580-foot chimney

San Cristóbal Silver/Lead/Zinc MineHigh-altitude working environment; indigenous workforceSan Cristóbal Silver/Lead/Zinc MineHigh-altitude working environment; indigenous workforce

Savannah River Site – Defense Waste Processing FacilityTreatment and disposal of radioactive liquid wastesSavannah River Site – Defense Waste Processing FacilityTreatment and disposal of radioactive liquid wastes

Program Scope/RiskSecurity in Iraq

• 20 Million Hours

• 2 million road miles traveled

• 272 incidents without injuries (small arms, IED, vehicle born explosives and RPG)

VehicleVehicle Protective

Detail

Protective Detail

Badji Camp

Badji Camp

CampCamp

• 10,000 protective security detail sorties, 900 security operatives

• 19,800 clients moved

• 110 attacks by small arms and indirect fired mortar rockets

• 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?

0.06

0.2

0.3

0.4

0.5

0.6

0.6

0.7

0.8

1.1

1.3

1.6

2.1

2.2

0 0.5 1 1.5 2 2.5

Energy & Construction

Accounting Services

Law Offices

Engineering Services

Art Dealers

Florists

Management of Companies & Enterprises

Religious & Non-Profit Org.

Schools (Elementary)

Service Providers

Private Industry

Museums

Heavy Civil Eng. Const.

Surface Mining

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

• 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

• 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 SitesFirst 4 of 5 DOE

Olmsted Dam 08/06/08Olmsted 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

Safety is a core value and must be led and demonstrated from the top, with input and support from employees

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 ToneExecutive Management: Sets the Cultural Tone

Safety is everyone's personal responsibilitySafety is everyone's personal responsibility

Workers: Work Planning, Peer Observing, Training

Workers: Work Planning, Peer Observing, Training

Senior Mgmt.:Sets Goals,

ProvidesResources

Project Management:Leads Safety by Example

Supervision: Supports Training,Conducts Observations

ChampionsChampions

TeamsTeams

PeersPeers

Culture

URS Zero Incident Approach

DAC

TRC

Near Miss

Regulatory compliance

Audits/Inspections

Observations & Feedback loops:

People-based safety program

Safety Engagement

Survey

CultureScores

Leading Metrics Lagging Metrics

Tools

Path to Safety Excellence Outcomes

Trailing Indicators

Programitic/Systems

Physical (Conditions)

Behavior (Action) Incident

Culture, Perceptions

LeadingIndicators

Initiatives

PEPsSMS

OSHA Challenge

SelfAssessment

AuditScores

Observationsvs. Goal Targets Targets

Metrics

Core Value ES&H Composite MetricMetric Wt.% Scoring Points

LEADING

Culture Scores 25

10 points Improvement5 to 9 points Improvement

2515

SelfAssessment 25

90 to 100%80 to 89%

2515

Audits 10 90 to 100% 10

Observations 1090 to 100%80 to 89%

105

LeadingIndicators 10

Exceed TargetMeet Target

2510

Near Misses 5 Meet Reporting Target 5

LAGGING

TRIR 10 Meet Target 10

DAC 5 Meet Target 5

Scoring95–10090–9485–8980–84

Scoring95–10090–9485–8980–84

100%100%

75%75%

50%50%

40%40%

30%30%

10%10%

5%5%

0%0%

20%20%

15%15%

Metric WeightingMetric Weighting

100%100%

0%0%

15%15%

Overall WeightingOverall Weighting

LeadingMetrics

LeadingMetrics

LaggingMetrics

LaggingMetrics

Culture

Score

Self Assessment

Compliance

Observations

Iniatives

Near Misses

TRIR

DAC

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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

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2010 Safety Leading Indicators

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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 / FlexPre-tasks Briefs Supervisor Inspections (P)Safety Bulletin Board Learning LabMentoring 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 (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 ProgramThe 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

PERSONAL SAFETY ACTION PLAN

EMPLOYEE INVOLVEMENT – MoveSMART

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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 Plan1) 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

Bradley D. GilesVice President – Environmental, Safety & HealthURS Corporation

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 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

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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