1

“Beginning in 1999 [John] Mathis and others at CII began taking detailed looks at 38 projects with construction values of

$50 million to $600 million. They found the fewest accidents on projects where top management insisted on listing safety

training as a budget item, participated in investigations of recordable injuries and encouraged anonymous disclosures of unsafe behaviors. On the safest projects, every worker on site received at least four hours per month of safety training, each safety professional served no more than 50 workers and

subcontractors submitted site-specific safety plans. Mathis urged wider adoption of such safety practices, in an industry

in which work-related accidents kill approximately 1,000 construction workers annually.”

– David B. Rosenbaum, Craft Labor Shortage Provokes More Studies of Pay and Safety, ENR,

August 20, 2001

2

CII: Making

Zero Accidents

a Reality

John Mathis

3

“CII: Making Zero Accidentsa Reality”

Construction Industry Institute (CII)Take a safety journeyReview the research methodology Reveal best practices identified Review and discuss key findings Summary and questions

4

Project Team160 - Committee Members

Bill AlferaFPL Energy, Inc.

Alan R. BurtonCianbro Corporation

Mike CainLockwood Greene

Dennis CobbE.I. du Pont de Nemours & Co., Inc.

Pual DeForgeOntario Power Generation

John A. GambateseOregon State University

Tom hardestyCelanese Acetate

Jimmie W. HinzeUniversity of Florida

Scott JohnsonTyco/Grinnel Fire Protection

Randy MarconnetWatkins Engineering & Constructors, Inc,

Bill W. PoppellFlorida Power & Light Company

Mike F. SchwimmerChevron U.S.A., Inc.

Gary L. WilsonNCCER

P.D. FreyAustin Industries

5

Construction Industry Institute

A consortium of leading owners,

contractors, suppliers, and academia

who are interested in improving the

constructed project and the capital

investment process.

6

CII Mission

To improve the safety, quality,

schedule, and cost effectiveness of its

members through research and

implementation support for the purpose

of providing a competitive advantage to

its members in the global marketplace.

7

Owner Members

ExxonChevronShellBP/AmocoDupontConocoCitgoTexacoPhillips

CelaneseIntelGeneral MotorsAlcoaReliant EnergyNasaTVAOntario PowerU.S. Steel

8

Foster Wheeler USAJacobs EngineeringKellogg Brown & RootKiewit ConstructionMorrison KnudsenH. B. ZachryStone & Webster

EngineeringS&B Engineers and

Constructors

ABB Lummus GlobalBechtel GroupBE&KBlack & VeatchChicago Bridge & IronBurns and RoeThe Parsons Corp.Rust ContractorsFluor Daniel

CII Contractor Members

9

Kentucky Lehigh MIT New Mexico North Carolina

State North Dakota State Oklahoma State Oregon State Penn State Polytechnic

University NY Purdue Stanford SUNY-Buffalo

Arizona State Auburn Cal-Berkeley Carnegie Mellon Cincinnati Clemson Colorado Columbia Drexel Florida Georgia Tech Houston Illinois Iowa State

Participating Universities

Texas Texas A&M Virginia Tech Washington Wisconsin Worcester

Polytechnic Xavier

10

CII Knowledge Structure

Identifies CII:Best PracticesPending Best PracticesInformational products

Industry input critical to Best Practice selection.

All Best Practices validated.

11

First CII Zero AccidentsStudy Findings - 1993

High-impact zero accident techniquesPre-project/pre-task planning for

safetySafety orientation and trainingWritten safety incentive programsAlcohol and substance abuse

programsAccident/incident investigations

12

CII Lost Work CasePerformance - 1993-1999

3.674

4.44.54.9

5.55.5

0.270.410.310.450.550.81

0.63

0

1

2

3

4

5

6

1993 1994 1995 1996 1997 1998 1999

Industry*

CII

Lo

st W

ork

day

Cas

e In

cid

ence

Rat

e

Year and Work-hours (MM) * OSHA SIC 15

LWCIR FOR AGGREGATED DATA

Est.

13

12.2 11.8

10.69.9 9.5

8.88.21

3.44 32.66 2.3

1.6 1.59 1.67

0

2

4

6

8

10

12

14

1993 1994 1995 1996 1997 1998 1999

Industry*

CII

CII OSHA RecordablePerformance - 1993-1999

Rec

ord

able

Inci

den

ce R

ate

Year and Work-hours (MM) * OSHA SIC 15

RIR FOR AGGREGATED DATA

Est.

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Zero Accidents - Revisited

What safety best practices have supported this improvement and are at the forefront of safety management today?

“Making Zero Accidents a Reality”Nov. 1999

Project Team -160

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Zero Accidents Study 2000/2001

Methodology – two studies Large construction firms Large construction projects

Survey of 400 largest construction firms in the U.S.

Based on ENR 400 for 1999 400 surveys sent – 102 responses

16

Zero Accidents Study2000/2001

Detailed interviews on construction projects 38 Projects Types

PetrochemicalIndustrialPublic worksTransportationHotel-CasinoCommercial buildings

Locations: U.S. wide geographic area Sizes: $50-$600 million

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Nine Zero Accident Best Practices

Demonstrated management commitmentStaffing for safety Safety planningSafety training and educationWorker participation and involvementSubcontractor managementRecognition and rewardsAccident/Incident reporting and

investigationsDrug and alcohol testing

18

Best Practice Results

Over 30 key findings revealed significant lower recordable injury rates with companies utilizing these best practices.

19

Demonstrated Management Commitment

Safety mission statementsProject-specific newslettersTop Management involved in

accident/incident investigations of recordable and lost time injuries

Top Management personally involved in reviewing safety performance reports

Senior field management Participation in field safety

inspections Participation in orientation

20

Demonstrated Management Commitment

Top management participated in investigation of recordable injuries

0

1

2

3

4

5

6

7

Every Injury 50% or Less

RIR

21

0

1

2

3

4

5

6

7

8

9

Every Injury 50% or Less

RIR

Demonstrated Management Commitment

Top management participated in investigation of lost time injuries

22

0

1

2

3

4

5

6

7

Yes No

RIR

Demonstrated Management Commitment

Company president/senior management reviews safety performance report

23

Demonstrated Management Commitment

Home office safety inspections on the project

0

0.5

1

1.5

2

2.5

3

Wk/Bi-Wk Other

RIR

24

Demonstrated Management Commitment

Corporate accident report summary provided to all the jobs?

0

0.5

1

1.5

2

2.5

Yes No

RIR

25

Safety Staffing

People, methods, resources, and key impacts

Adequate staffingSafety involved in project

meetingsSafety included in

cost,scheduling, and quality reports

26

Safety Staffing

Safety professionals per 50 workers

0

0.5

1

1.5

2

2.5

Up to 50 Over 50

RIR

27

Safety Staffing

View of safety personnel by other workers on the site

0

1

2

3

4

5

6

7

8

Positive Negative

RIR

28

Safety Staffing

Who does the safety representative report to?

0

0.5

1

1.5

2

2.5

Corparate/staff Line/Project

RIR

29

Safety Planning

Pre-project and pre-task planning-key impacts

Job hazard analysisConstructability reviewsPre-task planningSite-specific safety programs

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Safety Planning

Does the project have a site-specific safety program?

0

1

2

3

4

5

6

Yes No

RIR

31

Safety Planning

Pre-task meetings held?

0

0.5

1

1.5

2

2.5

3

Yes No

RIR

32

Safety Training and Education

New worker safety orientation Follow-up safety training Tool box safety meetings

33

0

0.5

1

1.5

2

2.5

3

Yes No

RIR

Safety Training and Education

Is Safety Training a line item within the budget?

34

0

0.5

1

1.5

2

2.5

3

3.5

4

Formal Informal

RIR

Safety Training and Education

Every Worker on site receive a formal standard orientation

35

0

0.5

1

1.5

2

2.5

3

3.5

4

Up to 4 hrs Over 4 hrs

RIR

Safety Training and Education

Additional monthly training for employees

36

Safety Training and Education

What day toolbox safety meetings held

0

0.5

1

1.5

2

2.5

3

3.5

Monday Tuesday-Thursday

Varies

RIR

37

Worker Involvement and Participation

Employee/Involvement Safety Teams

Worker-to-worker observation process

Worker perception surveys

38

Worker Involvement and Participation

Are safety observers used on the projects?

0

1

2

3

4

5

6

7

8

Yes No

RIR

39

0

0.5

1

1.5

2

2.5

3

Yes No

RIR

Worker Involvement and Participation

Workers trained and utilized for worker-to-worker observation?

40

Worker Involvement and Participation

Do management and supervisory personnel receive behavior overview training?

0

0.5

1

1.5

2

2.5

3

Yes No

RIR

41

Worker Involvement and Participation

Total amount of safety observation reports filed on the project

0

0.5

1

1.5

2

Up to 100 More than 100

RIR

42

Worker Involvement and Participation

Are safety perception surveys conducted on the project?

0

0.5

1

1.5

2

2.5

3

Yes No

RIR

43

Recognition and Rewards

Effect of worker safety incentivesIndividual versus crew incentivesBased on injuries or safe behaviorFrequency of awardsCareer progression

44

0

0.5

1

1.5

2

2.5

3

3.5

Yes No

RIR

Recognition and Rewards

Does a formal worker incentive/ recognition and reward program exist?

45

0

0.5

1

1.5

2

2.5

3

3.5

Wk/ Bi-Wk Quarterly

RIR

Recognition and Rewards

How often are incentives given to workers?

46

Recognition and Rewards

Incentive based on zero injury objective?

0

0.5

1

1.5

2

2.5

3

3.5

Yes No

RIR

47

0

0.5

1

1.5

2

2.5

Yes No

RIR

Drug and Alcohol Testing

Do family members attend safety dinners?

48

Recognition and Rewards

Field supervisors evaluated on safety?

0

1

2

3

4

5

6

7

8

9

Yes No

RIR

49

Subcontractor Management

Site-specific safety plansSite orientationSanctions for sub-standard

performanceFrequency of safety meetings

50

0

0.5

1

1.5

2

2.5

3

3.5

4

Yes No

RIR

Subcontractor Management

Subs submit site-specific safety plans?

51

0

1

2

3

4

5

6

Yes No

RIR

Subcontractor Management

Subs attend a formal standard safety orientation?

52

0

1

2

3

4

5

6

YES NO

RIR

Subcontractor Management

Sanctions are imposed for non-compliance?

53

Subcontractor Management

Frequency that subs hold safety meetings

0

0.5

1

1.5

2

2.5

Daily Weekly

RIR

54

Accident/Incident Reportingand Investigation

Documented near misses Top management involvement

55

Accident /Incident Reporting and Investigation

Amount of near misses recorded on the project

0

0.5

1

1.5

2

2.5

Up to 50 More than 50

RIR

56

0

1

2

3

4

5

6

Every Injury 50% or Less

RIR

Accident/Incident Reporting and Investigation

Recordable injuries investigated by top management

57

Work in Progress

Implementation Data Sheets Education Modules Outage/Turnaround Research Overtime Research

58

Best Practices

Getting to Zero Accidents Demonstrated management

commitment Staffing for safety Safety planning – pre-project/pre-task Safety training and education Worker involvement and participation Recognition and rewards Subcontractor management Accident/incident reporting and

investigation Drug and alcohol testing

59

Types of Contract

Is Safety managed as a value?

0

0.5

1

1.5

2

2.5

Lump Sum Cost Plus

RIR

60

Concluding Remarks

Establish a Formal Safety Education Process for management, and the workers

Evaluate and measure the safety management system

Reward management, workers, and subcontractors for safe behavior

Make safety a evaluation criteria for Management and supervision

Engage sub-standard safety management, practices & conditions at all levels

61

Concluding Remarks

Demonstrated management commitment is essential

Employee involvement is essential Integrate safety early into the project

development and planning process Build your project safety plans based

on specific scope and risk; Pre-Task analysis is critical

62

Even if you’re on the right track,you’ll get run over if you just sit there.

Will Rogers