Skanska USA Safety Program Functions – Culture / Systems / People (Leading and Lagging)
EHS JourneyAugust 11, 2020
Skanska Legacy Timeline - USB
Skanska Legacy Timeline - USC
AI / Digitization /
Leadership
Engagement / Culture
Assessment
2020
Evolution of Safety Systems
Time
Wouldn’t do
unless
I have to
Engineering
controls
Processes &
systems
(controls)
Education &
training
(competence)
Cultural and
behavioural
change
Injury-Free
Environment
LeadershipI’d better
do thisDriven by self Driven by teams
The road to success
Personal
Attitudes and
Behavior
Safety
Program
Elements
“Care for
Life”
“Care for
Life”
Care for LifeWe care for life of people and the environment. We work safely, or not at all. We never
walk by if we notice unsafe actions, We support health and well-being. We promote
green solutions and we run our operations in a green way. We are accountable to
future generations.
Act Ethically and TransparentlyWe do business with a high degree of integrity and transparency. We live by our Code
of Conduct and never accept short cuts. We foster a working climate where everyone
can speak their mind.
Be Better – TogetherWe always strive to be better in all we do. We are a learning organization and
generously share our expertise. We take pride in quality and innovation. We build One
Skanska teams together with customers, partners and communities. We leverage
diversity to deliver the best solutions. We foster an inclusive culture where we are
open and fair, showing trust and respect for each other.
Commit to Customers We help our customers to be successful in their business. We strive to understand
their needs and their customers’ needs. We are here to help our customers turning
their visions into reality.
Care for Life“Why”
Care for Life“Why”
IFE / EHS policiesand procedures
“What”
Care for Life“Why”
EHS policiesand procedures
“What”
SHEMS“How”
Safety, Health & Environmental Management System (SHEMS)
Project SHEMS
Daily SHEMS
Activity-Sub SHEMS
Activity SHEMS
Corporate
Project Scope
Safety, Health & Environmental Management System (SHEMS)
Project SHEMS
EHS Manual / Risk
Profile Control Program
Daily SHEMS
Daily Hazard Analysis
(DHA)
Activity-Sub SHEMS
Activity Scope
• EHS Risk
• Requirements
- Client-specific
- Legal
-
Training/documents
Activity SHEMS
Construction Work Plan
(CWP)
Corporate
EHS Management
System
Amend DHA to
relevant changes
Review plans through crew
reviews and Executive Site
Safety Visits (ESSVs)
Identify amendments - monthly
SHEMS reviews and Project
Assessment Systems (PAS) audits
Select new risk(s)
identified
Assess effectiveness through
management review of SHEMS
or SLT meetings
Project Scope
Risk Selector
Environmental Risk
Health Risk
Safety Risk
Reporting
& AuditingIntelex, PlanIt,
Mobile
Inspection
app
Safety, Health & Environmental Management System (SHEMS)
Project SHEMS
EHS Manual / Risk
Profile Control Program
Daily SHEMS
Daily Hazard Analysis
(DHA)
Activity-Sub SHEMS
Activity Scope
• EHS Risk
• Requirements
- Client-specific
- Legal
-
Training/documents
Activity SHEMS
Construction Work Plan
(CWP)
Subcontractors’ CWP
Corporate
EHS Management
System
SHEMS process
and requirements
Amend DHA to
relevant changes
Review plans through crew
reviews and Executive Site
Safety Visits (ESSVs)
Identify amendments - monthly
SHEMS reviews and Project
Assessment Systems (PAS) audits
Select new risk(s)
identified
Assess effectiveness through
management review of SHEMS
or SLT meetings
Project Scope
Risk Selector
Environmental Risk
Health Risk
Safety Risk
Update EHS Management
System when necessary
Search & AnalysisData output
Improve on Our Fundamentals…
…by going back to the basics.
Safety Quality
Schedule Budget
PlanIt – Digitization of SHEMS
The Key – Construction Work Plan / DHA Use as a tools to plan the work and
review daily change
Should include aspects of all the
building blocks to best plan the
work
˗ Safety base
˗ Include quality checks
˗ Add manpower information to
help manage schedule
˗ Include tools/materials,
equipment, quantities to help
manage cost
Care for Life
2018 October Confidential – Account Manager Meeting - Nashville
3
Ins
April 4, 2019
U.S. Joint Governance
Committee Structure
Kerim Evin, REO
Chris Toher, COO
2018 October Confidential – Account Manager Meeting - Nashville
3
The Structure Overview
BUP Team
Don
Fusco
Paul
HewinsRichard KennedyPresident, Skanska USA
BUP
Team
Don FuscoPresident, Skanska USA Civil
Paul HewinsPresident, Skanska USA Building
Rob WardPresident, CDUS
Joint Governance Council
2 USC Reps
2 CDUS Reps
Paul HainingEHS SVP
2 USB Reps
Internal BU
EHS Teams
Committee Chair
TBD
− IT / Comms / Jen Brewer / Jessica Van / Clay Haden Partnership
− ADKAR Model
2015-09-01 Internal information − Global Template for PowerPoint 20
Training Deployment for Change Management
Job Factors
Organizational
Factors
Human Factors
Safety performance model – current paradigm
Represent
80%of effort
Conditions
Systems
People / Culture
Represent
80%of cause
A paradigm shift-measuring performance
Lagging Indicators
Leading Indicators
to
A paradigm shift-measuring performance
Lagging Indicators
Leading Indicators
to
− https://app.powerbi.com/groups/me/reports/ad151b97-ac05-4d71-8abf-Internal information − Global Template for PowerPoint 24
2015-09-01 Internal information − Global Template for PowerPoint 25
PowerBI Data Analysis
2019 USA Civil Potential Fatalities (58)
7/12/19: 58 potential fatalities:
3 (5 %)– struck by material
9 (15 %) – contact with heavy equipment
6 (10 %) – contact with objects
4 (6.7%) struck by dropped object
Total - 22 (38%) Related to Material Control
Construction Industry Standard
Available Alternatives
Photos
2015-09-01 Internal information − Global Template for PowerPoint 30
Oshkosh Defense / SkyJack / Skanska Product Changes
8/18/2020 EHS Budget Review 31
Remotely Operated Functions
8/18/2020 EHS Budget Review 32
Robitic Functionality
8/18/2020 EHS Budget Review 33
Robotic Functions
Internal information − Global Template for PowerPoint
8/18/2020 EHS Budget Review 35
Potential PlanIt Partnership with RVA / AI Company
Internal information − Global Template for PowerPoint
Internal information − Global Template for PowerPoint
8/18/2020 EHS Budget Review 38
Arrowsight / PlanIt Potential Integration
2015-09-01 Internal information − Global Template for PowerPoint 39
2015-09-01 Internal information − Global Template for PowerPoint 40
AI Detecting Social Distancing and Facial Coverings
2015-09-01 Internal information − Global Template for PowerPoint 41
COVID19 (Facial Coverings & Social Distancing)
2015-09-01 Internal information − Global Template for PowerPoint 42
Voyage Control (Logistics App)
2015-09-01 Internal information − Global Template for PowerPoint 43
Voyage Control (Logistics App)
2015-09-01 Internal information − Global Template for PowerPoint 44
Voyage Control (Logistics App)
Internal information − Global Template for PowerPoint
Internal information − Global Template for PowerPoint
Internal information − Global Template for PowerPoint
Internal information − Global Template for PowerPoint
49
Leadership Engagement
− In an effort to engage leadership with all
employees, a weekly schedule was made
for various levels of management to team
up and complete site walks, conduct
cultural assessments, and provide safety
coaching.
− A total of 28 teams were dedicated to
evaluating the various crews on a weekly
basis.
− Additional support was also brought in to
help achieve our 30/60/90 day plan
Cultural Assessment• An initiative was rolled out
to determine the culture
among the employees in
regards to safety and their
commitment to a safe
working environment.
• Safety managers and
coaches, as well as various
level of leadership all took
part in evaluating the
current safety cultural
climate.
• Foreman, Superintendents,
Project Managers, Area
Managers and Safety
Managers were all
August 18, Internal information 53
On-Site Medical / Medical Network
On-Site Licensed Medical Clinics at Project level to provide employees
with improved care and case management services.
• Physician Oversight & Staffed with Physician Assistants / EMT’s
Initiatives- ESL/SSL
Equipment Simulator Assessment and Evaluation
Lost Time Incident Rates – USA Combined
0
0.1
0.2
0.3
0.4
0.5
0.6
2013 2014 2015 2016 2017 2018 2019 2020YTD
Skanska USA (Combined)
Insurance Gains2013 2014 2015 2016 2017
Revenue on CCIPs Outside of NY $1,436,447,848 $1,729,066,648 $1,571,851,567 $1,107,012,855 $1,416,456,636
Total WC Incurred ($) $4,937,378 $5,724,800 $4,211,743 $2,174,518 $1,699,883
Per $100 of Revenue $0.34 $0.33 $0.27 $0.20 $0.12
USAB CCIP (2013-2017)
$ Revenue / Risk
WC $ Incurred (-66%)
$/$100 Revenue (-65%)
USAC Loss Pick Excess Currently (>$42 million)
USAB (2013-2017)
Lost Time Injury Rate (-67%)
RCCIP Total $ Savings ($23 Million)
% BU Profit from CCIP & SubGuard (>30%)
58
Newtown Creek WPCP –Brooklyn, NY
− Start/projected finish date
− Summer 2003/Summer 2012
− All previous & current contracts
− Approx. $1.2 billion
− Loss Pick Estimate – $30,000,000
− Net incurred (WC / GL to date) - $12,000,000
− Return – $18,000,000
59
Cat/Del WFP- Valhalla, NY
− Start/projected finish date - 2007/December 2012
− Contract Amount - $1.3 Billion
− Loss Pick Estimate - $17,500,000
− Net Incurred - $924,000 (WC/GL/Reserve to date)
− Return - $16,576,000
Safety Vision
THE ENVISION RATING SYSTEM™
Making it Real…