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Year: Date: Location:№
The Next Step Change in Construction Safety Performance
LEADERSHIP, DIVERSITY AND INNOVATION
Dec. 12-142017 Boca Raton, FL49
Theme:
Year: Date: Location:№
Jeffery P. ZagoneThe Dow Chemical CompanyTechnical Expertise and Support TESSenior Construction Leader
Marc Younis, P.E.ExxonMobil Research and Engineering Co.Global Technology Sponsor - Project SSH&E
LEADERSHIP, DIVERSITY AND INNOVATION
Sept. 6-92017 Boca Raton, FL49
Thomas H. CollinsS&B Engineers and Constructors, LTD.Executive Vice President & COO
Michael Acuna, CSPKBR Americas RegionSenior Director of HSSE
This purpose of this session is to engage the Teams’ input to influence continuous improvement in creating safer Work Environments.
Panel Presentations will focus on the Industry Best Practices which Influences Best-In-Class Safety Performance.
• Actions taken by the Owner & Contractor Project Leadership to Develop a Robust EHS Culture
• Learn how to establish & maintain a CULTURE of “No One Gets Hurt” that positively engages team members, their families, and improves the projects EHS moral and performance.
• Use of validated EH&S Best Practices that deliver an incident free work place
“The Next Step Change in Construction Safety Performance”
The Next Step Change in Construction Safety Performance
Slide 4
Where Should We Spend Our Effort?
Team Integration
Develop & Empower Teams
Assess the Implementation of Best Practices
Select Effective Leadership
Skill Assessment and Training
Personal Interaction
Safety Communication
The Next Step Change in Construction Safety Performance
Leading Indicators
How Do We Get to the Next Step Change in Safety Performance?
Slide 5
“Move to the Next Step”
Select Project Leadership that have the Ability and Compassion to Develop the Culture of
“No One Gets Hurt”
Measure Leadership Engagement :• Coaching• Intervention• Recognition• Training• Assess Implementation of “Safety Best Practices”
By the Owner and Contractor Management Budgeting and Supporting Resources That Will Influence the Project’s Safety Culture
“The Challenge”
Fatalities on Gulf Coast Projects Are An Unfortunate Reality
Our Construction Team Members Will Not All Come with the Same Robust Commitment for a Culture of “No One Gets Hurt”
The Next Step Change in Construction Safety Performance
Marc Younis
Actions Taken by the Owner & Contractor Project Leadership
to Develop a Robust EHS Culture
The Next Step Change in Construction Safety Performance
Workers cannot be “pushed”, they need to be “pulled” (by example)
Leadership requires personal commitment before you can build workforce commitment
What Defines Safety LeadershipÅ Characteristics of Safety Leaders
– Demonstrate Commitment
– Highly Visible
– Develops Trust
– Connecting
– Effective Communications
The Next Step Change in Construction Safety Performance
Cascading Safety LeadershipÅ Safety Leadership Matrix (a.k.a. Take Time for Safety)
The Next Step Change in Construction Safety Performance
D – Daily W – Weekly / Number indicates amountM – Monthly / Number indicates amountA – As appointed
Attend Safety Steering Team Meetings M1 M2 M2 M1 M2 M1 A M1 M2 M2 M1 M2 M1 A
Deliver Management message at onboarding Orientation W1 W1 W1 W1 W1 W1 W1 W1
Leadership Safety Walkthrough with EM and Contractor / Sub-Contractor(s) counterpart W1 W1 W1 A A W1 A W1 W1 W1 A A W1 A
Attend Contractor JSA / Toolbox Meeting W1 D D D D W1 D W1 D D D D W1 D
Participate in a Project Field & Office Observation Program W1 W3 W3 D D W3 D W1 W3 W3 D D W3 D
Complete and document Field Last Minute Risk Assessment (LMRA) discussion W1 W3 W3 D D W2 D W1 W3 W3 D D W2 D
Actively participate in Project Safety Recognition program W1 W1 W1 W1 W1 W1 W1 W1 W1 W1 W1 W1 W1 W1
Participate in a Start-of-Day meeting with EM and Contractor / Sub-Contractor counterpart D D D D D D D D D D D D D D
Complete Housekeeping Quality Assessment W1 W1 W3 W3 D W1 D W1 W1 W3 W3 D W1 D
SHES
Man
ager
Proje
ct Di
recto
r
Sub-
Proje
ct SH
E Le
ads /
Ad
visor
s
Proje
ct Ma
nage
rs
Cons
tructi
on
Coor
dinato
rs /
Cons
tructi
on FL
S
Cons
tructi
on M
anag
ers
Safety Leadership Matrix
(Note: Specific activities below are scalable and can be amended to meet project program / processes)
SHES
Man
ager
Proje
ct Ma
nage
rs
Cons
tructi
on
Coor
dinato
rs /
Cons
tructi
on FL
S
Cons
tructi
on M
anag
ers
Field
Safet
y Tea
m an
d SH
E Ad
visor
s
Proje
ct Di
recto
r
Project Team Contractor Project Teams
Field
Safet
y Tea
m an
d SH
E Ad
visor
s
Sub-
Proje
ct SH
E Le
ads /
Ad
visor
s
Defines Management, Construction & Safety staff engagement accountabilities
Incorporates all safety program elements (transactional)
Focused on workforce field engagement & tool quality assessment processes
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE
JULY
AUGUST
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
SSHE
Man
ager
Proje
ct Di
rector
Sub-P
rojec
t SHE
Lead
s /
Advis
ors
Proje
ct Ma
nage
rs
Cons
tructi
on
Coor
dinato
rs /
Cons
tructi
on FL
S
Cons
tructi
on M
anag
ers
Safety Leadership Matrix Scorecard
SSHE
Man
ager
Proje
ct Ma
nage
rs
Cons
tructi
on
Coor
dinato
rs /
Cons
tructi
on FL
S
Proje
ct / F
ield E
ngrs
Cons
tructi
on M
anag
ers
Field
Safet
y Tea
m an
d SH
E Adv
isors
Proje
ct Di
rector
Project Team Contractor / Sub-Contractor(s) Project Team
Field
Safet
y Tea
m an
d SH
E Adv
isors
Sub-P
rojec
t SHE
Lead
s /
Advis
ors
Recognize / counsel performance against metrics
Promoting Safety Leadership EffectivenessÅ Leading Indicators Focus
– Hurt Free Approach vs Treatment-based classifications
Å Treatment-based Model– Incidents based on treatment provided– Shortcomings• Excludes potential injury severity• Can be perceived focus on minimizing
recordables rather than injuries
Å Hurt Free Approach– Events based on actual injury severity• Descriptive of true human impact• Consistent assessment of injury severity
Å Hurt Free “Diamond” Approach– Events based on actual & potential impact
– Initial implementation in 2006 (EM Drilling); Corporate-wide in 2016
The Next Step Change in Construction Safety Performance
Å Leadership with the Hurt Free Approach ‒ Supports and drives a “Caring About People” culture‒ Enhances incident reporting transparency‒ Promotes critical thinking, consistent assessment of
potential injury severity‒ Does not allow metrics to drive the culture
Å Hurt Free promotes ownership by the workforce‒ Preventing “hurt” naturally resonates with people‒ Aligns focus on at-risk behaviors / conditions;
particularly high risk exposures‒ Enhances recognition on successes; greater focus on
learnings
Hazard Elimination Focus and Injury PREVENTIONAHL=ActualHurtLevel PHL=PotentialHurtLevel
AHL0: No Hurt
AHL5: Multiple Fatalities
AHL4: Fatality
AHL3: Life Altering
AHL2: Moderate
AHL1: Minor
PHL 3+Diamond
PHL < 3
Countincludinginjuriesandnearmisses
0/ 0
0/ 0
0/ 0
0/ 3
0/ 7
2/ 47
0/ 2
1/ 159
9/ 312
Hurt PyramidMonth/ PTD
Thomas H. Collins
Learn How to Establish & Maintain a
CULTURE of “No One Gets Hurt”
that Positively Engages
Team Members, Their Families,
and Improves the Projects EHS
Morale and Performance.
The Next Step Change in Construction Safety Performance
Why is a Positive Safety Culture Important?
• Opportunity for Employees to Own the Safety Process
• Influences Beliefs, Values, and Behaviors
• Builds Trust and Caring Relationships
• It’s the GPS for Making Right Choices
• It Drives Their “Want To”
• It Promotes Accountability
• It’s our obligation!
The Next Step Change in Construction Safety Performance
Suggestions for Creating a Positive Safety Culture
• Vision
• Passion
• Integrity
• Transparency
• Relationships – Empowerment
• Effective Communication
• Encourage the Heart
The Next Step Change in Construction Safety Performance
Use of Validated EH&S Best Practicesthat Delivers an
Incident Free Work Place
Michael AcunaThe Next Step Change in Construction Safety Performance
Executing “The Next Step Change” with Best Practices
êContractor Selection
êCoaching, Counseling and Discipline
êHSSE Communications
êSkills Competency and Assessment of Crafts
êOrientation & Training
êPre-Task Planning
ê Incident Management
êPromotion & Recognition
êAudits, Inspection, & Monitoring
êKey Leading and Lagging Performance Indicators
ê In Order to Bring Forward the “Next Step Change”, It is Essential for the Owner and Contractor to Develop and Implement a EHS Professional Resource Plan
êEHS Resource Ratio for Owner and Contractor Management
o Project Experience has proven a 1 to 300 Owner / Contractor Senior EHS Professional, per Direct Field Labor Headcount
o Managing the Best Practices Requires these Additional Resources to support Project Management with Leading Indicator Data, Assessment and Intervention.
Transactional HSSE Management + Transformational Leadership
The Next Step Change in Construction Safety Performance
Executing “The Next Step Change” with Best PracticesÅ KBR Results of a Successful “Next Step Change”
Ø “Collaboration”- Operators & Contractors…very high stakes.Ø “Knowledge”-Share what you know…no safety secrets Ø “Leadership”- Strong & Sustainable Leadership is criticalØ “Simplification & Standardization”- Efficient, Quality, High
ImpactØ “One consistent message & vision”- Zero is Achievable
15
0.11 0.09 0.1 0.08 0.06 0.05 0.04
0.3830.363
0.4310.418
0.279 0.237
0.173
00.05
0.10.15
0.20.25
0.30.35
0.40.45
0.5
2011 2012 2013 2014 2015 2016 2017
High Potential Rate
KBR TRIR
IOGP Top Q
IOGP Average
7-Year TRIR Performance
70
30
% of Days - 2016
Zero Harm Achieved
Zero Harm Not Achieved
76
24
% of Days - 2017
Zero Harm Achieved
Zero Harm Not Achieved
167
105
36
020406080
100120140160180
Recordable Incidents
201520162017 YTD
The Next Step Change in Construction Safety Performance
Slide 16
• Allocate Budget for EHS Management Team supporting the Project Team
• EHS Manager does not report to the Project ManagerØ Both Roles report to the next level ManagerØ Ratio for EHS Managers (Owners and Contractors) 1 to 300
• Owner Project Leaders and Construction Company Leaders Align as One Leadership Team
The Next Step Change in Construction Safety Performance“The Way Forward”
The Next Step Change in Construction Safety Performance
• Leadership Focus on Leading Indicators - “Hurt Free Approach”
• Leadership Presence in the Field will Influence Work PracticesØ Positive Reinforcement of Desirable BehaviorsØ Intervention on Unsafe Acts
• Use of EHS Best Practices (See the ECC APP)
“Do You Accept Your Companies Current Level of Safety Performance?”
“Are Willing to Lead your Company to the Next Step Change in Safety Performance?”
The Next Step Change in Construction Safety Performance
In Closing
This Opens the Session to Questions
