SAFETY MOMENT · monthly Reports 16.5 million hours/120 lost time accidents 1960 1970 17 million hours/ 94 lost accidents First Bob Wilson Safety Award 16.5 million hours/ 168 lost

SAFETY MOMENT

NSC Breakfast Series | A Case Study: Kiewit | January 2019 2

25 year craft foreman was fatally injured after falling from a pier cap while setting

girders with his night shift crew.

E360 INCIDENT

STANDARD

DBI SALA Nano-Lok

general fall protection for

overhead anchorage point


• E360 INCIDENT


Why is leading edge unique or different?

• Typical anchor point for LE work is at foot level (fall protection equipment needs to be rated for this type of anchorage location)

• Increased fall distance (fall clearance requirement increases)

• Increased arresting forces (higher loads on the person and equipment)

• Potential for exposure to sharp edges causing cut or severe damage the lifeline

Standard fall protection products are rated neither for the added fall distance and loading, nor the sharp edge hazard.

Leading Edge SLRs

LE/SE SLRs are tested:

a) with higher weight.

b) over a sharp edge.

c) with offset angle to induce sliding on the edge.

d) to confirm no slack can develop.

LE/SE SLRs will include:

a) markings on the device and

instructions about leading

edge work.

b) a non-separable energy

absorber.

‘LEADING EDGE’ FALL PROTECTION

a) The test weight is increased by roughly 30% to 282 pounds (128kg).

b) The test edge material is very sharp metal with an edge radius of .005 inches (.13mm) or less.

c) An energy absorber is required and must not be separable from the SRD device or lifeline.

d) Testing is expanded to include “offset” testing that tests sliding of the lifeline along the edge.

e) Specific testing includes a check on retraction when used horizontally to confirm no slack can develop.

f) Markings on the device and use instructions have been expanded to provide advice to equipment users about leading edge work.

5

ANSI Z359.14

NSC Breakfast Series | A Case Study: Kiewit | January 2019

Similar looking SLRs with different capabilities.


EQUIPMENT CONFUSION

STANDARD

DBI SALA Nano-Lokgeneral fall protection for overhead

anchorage point

LEADING EDGE

Miller TurboLite Edge MAXapproved for foot level tie-off with

smooth edge; lifeline material: webbing

SHARP EDGE

DBI SALA Nano-Lok - Edgedesigned for foot level tie-off with

sharp edge (0.005” radius); lifeline

material: cable


Before beginning any work where workers

will be exposed to a fall hazard, the following

hierarchy should be applied during the

planning process.

Only if the exposure can’t be eliminated or

engineered out, should fall protection PPE be

utilized, striving to make an overhead

anchorage point available for the workers

use.

The last resort should be a foot level

anchorage point for fall protection, utilizing

the proper Leading Edge/Sharp Edge fall

protection Lanyards and full body harnesses.

FALL PROTECTION HIERARCHY


• Plan out the need for fall protection

(remove the exposure)

• Overhead tie-off

• Sharp edge/leading edge

equipment

REQUIREMENTS FOR FALL PROTECTIONAT KIEWIT

COPYRIGHT 2018 KIEWIT CORPORATION

A CASE STUDY: KIEWITEric Grundke, Director of Safety, Kiewit Corporation

• Culture

• Engagement

• Significant Injury and Fatality Prevention

• Leading Indicators


KEY COMPONENTS

SAFETY CULTURE


HISTORY OF SAFETY IMPROVEMENTS

1950

First “Days Worked

Without A Lost Time

Accident” sign on a

jobsite

17.6 million

hours/246 lost

time accidents

Tracking

fleet accidentsFirst Director’s Safety Award

“Lights

On For

Safety”

program

started

Ranking districts

by their safety

performance

9.6 million

hours/302 lost

time accidents

Safety

Managers

assigned to

each district

Use of the

“8-Ball” begins

Listing the

District Manager on

monthly Reports

16.5 million

hours/120 lost

time accidents

1960 1970

17 million

hours/

94 lost time

accidents

First Bob Wilson Safety Award

16.5 million hours/

168 lost time accidents

Including OSHA recordables in

addition to lost time accidents

“Essentials of a

Successful

Safety Program”

was released

31.4 million hours/


Identifying those

districts with “Zero

Recordables” each

month

1980 1990 2000


HISTORY OF SAFETY IMPROVEMENTS

2000

“Safety

Enhancements”

process began

Goose Egg

Safety Award

for Districts

with “Zero

Recordables”

throughout

year

Safety Performance

Solutions: Actively Caring

“Nobody Gets Hurt” began

Including all hurts (first aid

cases) in company

statistics in addition to

recordable cases

Listen Up /

Speak Up

Employee

Engagement

39.2 million hours/


Formal Launch of Kiewit Safe

Culture Survey

2010 2020

KiewitSafe.com

Mining the Diamond

Mission Possible

Craft Voice in

Safety (CVIS)

Subcontractor

Minimum

Expectations &

Summit

Verify

20152005

Verify – Continue

Doing What We’ve

Been Doing

Enhanced CVIS

Guidelines

Automated Incident

Management System

Eliminating

Diamond

Events

“Nobody Gets Hurt” means just that — no incidents and

no injuries, no matter how seemingly minor. We all have

family and friends who care about us and want us to stay

safe at work.

We also care about our coworkers and take seriously our

responsibility to keep each other safe on the job. No

matter what job you do, “Nobody Gets Hurt” applies to you.

Embrace it; promote it; live by it. Nothing is more

important.


NOBODY GETS HURT

All Managers and Supervisors…

• Are responsible for safety

• Must be actively, openly committed

• Demonstrate level of commitment through actions (not just words)

• Are responsible for creating a “do the right thing, every time”

culture


NOBODY GETS HURT:MANAGEMENT COMMITMENT

All Employees…

• Are responsible for safety – for themselves and their coworkers

• Must be passionate about safety

• Demonstrate engagement by ensuring safe operations

• Are authorized – and expected – to speak up when witnessing

unsafe actions, behaviors or conditions


NOBODY GETS HURT:EMPLOYEE ENGAGEMENT

Our Tools…

• Empower employees to be engaged

• Are proven to prevent incidents (i.e., safety training, observation programs,

job hazard analysis, etc.)

• Are used to their full extent – enabling employees to be successful


NOBODY GETS HURT:THE TOOLS WE USE


HOW DOES KIEWIT COMPARE?Comparison of Kiewit & Construction Industry (Bureau of Labor Statistics)

BLS Total Rec. Freq.

Kiewit Total Rec. Freq.


The same things that got

us here are the things that

hold us back.

Accountability

Rules and Programs

Top Down Safety

Reacting to Incidents

• Focus on our people - not numbers

• The same things that got us here are the things

that hold us back

• Engagement

WHAT WE’VE LEARNED


“The very things that got us here

may be the same things

that hold us back from getting better.”

“Keep on doing what you’re doing,

and you’ll keep on getting

what you’re getting.”

Average

Good

Great

1. Employees are actively engaged in and ‘own’ safety

2. The culture supports interdependence, or ‘actively caring’

3. The focus is on actions and activities, rather than outcomes alone – and

people are rewarded accordingly


THREE KEYS TO A “TOTAL SAFETY CULTURE”


FOCUS ON INJURY RATES SHOULD VARY BY ORGANIZATIONAL LEVEL

Focus On Leading Indicators

Monitor lagging indicators while ensuring leading

indicators are properly used

Foreman / Craft

Project

District

Org.


Why I Work Safe

• Making Safety Personal – Why I Work Safe

• Nobody Gets Hurt

• Mining the Diamond

FOCUS ON PEOPLE –NOT NUMBERS


VALUES | INTENTIONS | BEHAVIORSAren’t Always Consistent

“Employees should…

“I am willing to…

“I do…

…caution coworkers when observing them

perform at-risk behaviors.”

0

20

40

60

80

100

Values (Should) Intentions (Willing) Behaviors (Do)

Pe

rce

nt A

gre

em

en

t


ENGAGEMENT

Excellent

Good

Average

Time

Discretionary

Effort

“Want-to”

Self-DirectedEngagement

“Have-to”

Other-DirectedParticipation


‘ACTIVELY CARING’Facilitated by Five Person States

Actively

Caring

Self-Effectiveness

“I can do it.”

Optimism

“I expect the best.”

Belonging

“I care about my team.”

Self-Esteem

“I care about myself.”

Personal Control

“I am in control.”


Craft Voice in Safety (CVIS):• Still work on the tools with dedicated time

to the CVIS committee; and

• Report directly to project management.

Craft Safety Advisor (CSA):• Do not work on the tools;

• Are full time craft advisors (ambassadors);

• Report to safety team or management;

• Spend time in the field with crews reviewing

JHA’s and advising our workers on safe

work practices; and

• Do not have to be a part of CVIS committee.

CRAFT ENGAGEMENT

2019 FOCUS: ELIMINATING DIAMOND EVENTS


MINING THE DIAMOND

How serious could the injury have been

“if not for luck”?

Fatalities

Lost Time

Incidents

Recordable

Incidents

First Aid &

Near Miss

A Diamond Event is:

An event that occurs where the results, if not for luck, could have resulted in a loss of life or limb.

Mining the Diamond is:

Focusing on the potential outcome of an incident or event instead of the actual outcome when determining the resources

allocated to react to and prevent those incidents and events.

Diamond Categories are:

Similar incidents with common contributing factors that have a high likelihood of producing serious outcomes are grouped into

Diamond Categories in order to proactively prevent their occurrence.


MINING THE DIAMOND


MINING THE DIAMOND

Inside the DiamondWe must maximize learning

for incidents inside the diamond:

• Perform in-depth root cause analysis

• Perform in-depth trend analysis

• Identify focus areas

Outside the DiamondWhat should we do with the data outside the

diamond?

• Perform fit-for-purpose depth of root cause analysis

• Use data to help identify corrective actions

• Steward overall metrics for predictive trends


PROACTIVE MINING THE DIAMOND

Reactive…

• Evaluate possible severity

• Extra attention to Diamond

events

Proactive…

• Determine likely event

• Training

• Focus inspections & observations

• Pre-planned response

React to…

• Dropped Objects

React to…

• Non-Barricaded Area Below

• Stacked Crews

• Poor Material Storage

• Not Using Tool Lanyards

• Unprotected Edges


• Selecting and

communicating

diamond categories

• Holding awareness

events

• Providing MTD

training

• Measuring with

focused assessments

and inspections

PROACTIVEMINING THE DIAMOND


• Confined Space

• Cranes

• Crush Points

• Dropped / Falling Objects

• Fall Protection

• Ground Support

• Journey Management

• LOTO / Isolation

• Man Lift / Scissor Lift

• Material Handling

• Mobile Equipment

• Rigging

• Stored Energy

• Toxic & Hazardous Exposure

• Traffic Control

• Trenches & Excavation

• Tunnel Safety

• Utilities

DIAMOND CATEGORIES

Items in Bold represent 2019 focus categories

• Message from Executive: video from a senior executive discussing an incident from their

career and how it affected them and their view of safety in construction

• It Happened To Us: review of a past fatal incident or significant event ; reminder that it can –

and has – happened to us on our work

• Diamond Category Training: materials or video covering the monthly Diamond category

• Safe By Choice: message pertaining to Safety Week’s Safe by Choice focus throughout all

levels of the organization (craft to executive)

• Executive Tour: thoughts and observations from executive level safety tours


2019 FOCUS: MONTHLY DELIVERABLES

LEADING INDICATORS

• Program Execution

• Following Plans

• Diamond Precursors


LEADING INDICATORS


COLD EYE REVIEWS


COLD EYE REVIEWS


• Access / Egress

• Barricades

• Confined Space

• Cranes

• Crush Points

• Dropped / Falling

Objects

• Fall Protection

• Ground Support

• Housekeeping

• JHA

• Journey

Management

• LOTO / Isolation

• Man Lift / Scissor

Lift

• Material Handling

• Mobile Equipment

• PPE

• Rigging

• Stored Energy

• Toxic & Hazardous

Exposure

• Traffic Control

• Trenches &

Excavation

• Tunnel Safety

• Utilities

DIAMOND AUDIT

CONCLUSION• Culture

• Engagement

• Significant Injury and Fatality

Prevention

• Leading Indicators

QUESTIONS?

Documents

SAFETY MOMENT · monthly Reports 16.5 million hours/120 lost time accidents 1960 1970 17 million hours/ 94 lost accidents First Bob Wilson Safety Award 16.5 million hours/ 168 lost