Transcript No Slide Title

“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
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CII: Making
Zero Accidents
a Reality
John Mathis
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“CII: Making Zero Accidents
a Reality”
Construction Industry Institute (CII)
 Take a safety journey
 Review the research methodology
 Reveal best practices identified
 Review and discuss key findings
 Summary and questions

3
Project Team
160 - Committee Members
Bill Alfera
FPL Energy, Inc.
Jimmie W. Hinze
University of Florida
Alan R. Burton
Cianbro Corporation
Scott Johnson
Tyco/Grinnel Fire Protection
Mike Cain
Lockwood Greene
Randy Marconnet
Watkins Engineering & Constructors, Inc,
Dennis Cobb
E.I. du Pont de Nemours & Co.,
Inc.
Bill W. Poppell
Florida Power & Light Company
Pual DeForge
Ontario Power Generation
John A. Gambatese
Oregon State University
Tom hardesty
Celanese Acetate
Mike F. Schwimmer
Chevron U.S.A., Inc.
Gary L. Wilson
NCCER
P.D. Frey
Austin Industries
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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.
5
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.
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Owner Members
 Exxon
 Celanese
 Chevron
 Intel
 Shell
 General
 BP/Amoco
 Alcoa
 Dupont
 Reliant
 Conoco
 Nasa
 Citgo
 TVA
 Texaco
 Ontario
 Phillips
Motors
Energy
Power
 U.S. Steel
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CII Contractor Members
 ABB
Lummus Global
 Bechtel
Group
 BE&K
 Black
& Veatch
 Chicago
 Burns
 The
Bridge & Iron
and Roe
Parsons Corp.
 Rust
Contractors
 Fluor
Daniel
 Foster
Wheeler USA
 Jacobs
Engineering
 Kellogg
Brown & Root
 Kiewit
Construction
 Morrison
 H.
Knudsen
B. Zachry
 Stone
& Webster
Engineering
 S&B
Engineers and
Constructors
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Participating Universities
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Arizona State
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Auburn
Cal-Berkeley
Carnegie Mellon
Cincinnati
Clemson
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Colorado
Columbia
Drexel
Florida
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Georgia Tech
Houston
Illinois
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Iowa State
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Kentucky
Lehigh
MIT
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New Mexico
North Carolina
State
North Dakota State
Oklahoma State
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Texas
Texas A&M
Virginia Tech
Washington
Wisconsin
Worcester
Polytechnic
Xavier
Oregon State
Penn State
Polytechnic
University NY
Purdue
Stanford
SUNY-Buffalo
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CII Knowledge Structure
Identifies CII:
 Best Practices
 Pending Best Practices
 Informational products
Industry input critical to Best Practice
selection.
All Best Practices validated.
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First CII Zero Accidents
Study Findings - 1993
High-impact zero accident techniques
 Pre-project/pre-task planning for
safety
 Safety orientation and training
 Written safety incentive programs
 Alcohol and substance abuse
programs
 Accident/incident investigations
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Lost Workday Case Incidence Rate
CII Lost Work Case
Performance - 1993-1999
LWCIR FOR AGGREGATED DATA
6
5.5
Industry*
CII
5.5
4.9
5
4.5
4.4
4
4
3.67
Est.
3
2
1
0.63
0.81
0.55
0.45
0.31
0.41
0.27
0
1993
1994
1995
1996
1997
Year and Work-hours (MM)
1998
1999
* OSHA SIC 15
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CII OSHA Recordable
Performance - 1993-1999
RIR FOR AGGREGATED DATA
Recordable Incidence Rate
14
12.2
12
Industry*
CII
11.8
10.6
9.9
10
9.5
Est.
8.8
8.21
8
6
4
3.44
3
2.66
2.3
1.6
2
1.67
1.59
0
1993
1994
1995
1996
1997
Year and Work-hours (MM)
1998
1999
* OSHA SIC 15
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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
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Zero Accidents Study
2000/2001
Detailed interviews on construction
projects
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38 Projects
Types
Petrochemical
 Industrial
 Public works
 Transportation
 Hotel-Casino
 Commercial buildings
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Locations: U.S. wide geographic area
Sizes: $50-$600 million
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Nine Zero Accident Best Practices
 Demonstrated
management commitment
 Staffing for safety
 Safety planning
 Safety training and education
 Worker participation and involvement
 Subcontractor management
 Recognition and rewards
 Accident/Incident reporting and
investigations
 Drug and alcohol testing
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Best Practice Results
Over 30 key findings revealed
significant lower recordable injury rates
with companies utilizing these best
practices.
18
Demonstrated Management
Commitment
 Safety
mission statements
 Project-specific newsletters
 Top 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
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Demonstrated Management
Commitment
Top management participated in
investigation of recordable injuries
7
6
5
4
RIR
3
2
1
0
Every Injury
50% or Less
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Demonstrated Management
Commitment
Top management participated in
investigation of lost time injuries
9
8
7
6
5
RIR
4
3
2
1
0
Every Injury
50% or Less
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Demonstrated Management
Commitment
Company president/senior management
reviews safety performance report
7
6
5
4
RIR
3
2
1
0
Yes
No
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Demonstrated Management
Commitment
Home office safety inspections on the
project
3
2.5
2
1.5
RIR
1
0.5
0
Wk/Bi-Wk
Other
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Demonstrated Management
Commitment
Corporate accident report summary
provided to all the jobs?
2.5
2
RIR
1.5
1
0.5
0
Yes
No
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Safety Staffing
People, methods, resources, and
key impacts
 Adequate staffing
 Safety involved in project
meetings
 Safety included in
cost,scheduling, and
quality reports
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Safety Staffing
Safety professionals per 50 workers
2.5
2
1.5
RIR
1
0.5
0
Up to 50
Over 50
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Safety Staffing
View of safety personnel by other
workers on the site
8
7
6
5
4
RIR
3
2
1
0
Positive
Negative
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Safety Staffing
Who does the safety representative
report to?
2.5
2
1.5
RIR
1
0.5
0
Corparate/staff
Line/Project
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Safety Planning
Pre-project and pre-task planning-key
impacts
 Job hazard analysis
 Constructability reviews
 Pre-task planning
 Site-specific safety programs
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Safety Planning
Does the project have a site-specific
safety program?
6
5
4
3
RIR
2
1
0
Yes
No
30
Safety Planning
Pre-task meetings held?
3
2.5
2
1.5
RIR
1
0.5
0
Yes
No
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Safety Training and Education
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New worker safety orientation
Follow-up safety training
Tool box safety meetings
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Safety Training and Education
Is Safety Training a line item within the
budget?
3
2.5
2
RIR
1.5
1
0.5
0
Yes
No
33
Safety Training and Education
Every Worker on site receive a formal
standard orientation
4
3.5
3
2.5
2
RIR
1.5
1
0.5
0
Formal
Informal
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Safety Training and Education
Additional monthly training for
employees
4
3.5
3
2.5
2
RIR
1.5
1
0.5
0
Up to 4 hrs
Over 4 hrs
35
Safety Training and Education
What day toolbox safety meetings held
3.5
3
2.5
2
1.5
RIR
1
0.5
0
Monday
TuesdayThursday
Varies
36
Worker Involvement and
Participation
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Employee/Involvement Safety
Teams
Worker-to-worker observation
process
Worker perception surveys
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Worker Involvement and
Participation
Are safety observers used on the
projects?
8
7
6
5
4
3
RIR
2
1
0
Yes
No
38
Worker Involvement and
Participation
Workers trained and utilized
for worker-to-worker observation?
3
2.5
2
1.5
RIR
1
0.5
0
Yes
No
39
Worker Involvement and
Participation
Do management and supervisory
personnel receive behavior overview
training?
3
2.5
2
RIR
1.5
1
0.5
0
Yes
No
40
Worker Involvement and
Participation
Total amount of safety observation
reports filed on the project
2
1.5
RIR
1
0.5
0
Up to 100
More than 100
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Worker Involvement and
Participation
Are safety perception surveys conducted
on the project?
3
2.5
2
RIR
1.5
1
0.5
0
Yes
No
42
Recognition and Rewards
Effect of worker safety incentives
 Individual versus crew incentives
 Based on injuries or safe behavior
 Frequency of awards
 Career progression
43
Recognition and Rewards
Does a formal worker incentive/
recognition and reward program exist?
3.5
3
2.5
2
RIR
1.5
1
0.5
0
Yes
No
44
Recognition and Rewards
How often are incentives given to
workers?
3.5
3
2.5
2
RIR
1.5
1
0.5
0
Wk/Bi-Wk
Quarterly
45
Recognition and Rewards
Incentive based on zero injury objective?
3.5
3
2.5
2
RIR
1.5
1
0.5
0
Yes
No
46
Drug and Alcohol Testing
Do family members attend safety dinners?
2.5
2
1.5
RIR
1
0.5
0
Yes
No
47
Recognition and Rewards
Field supervisors evaluated on safety?
9
8
7
6
5
RIR
4
3
2
1
0
Yes
No
48
Subcontractor Management
 Site-specific
safety plans
 Site orientation
 Sanctions for sub-standard
performance
 Frequency of safety meetings
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Subcontractor Management
Subs submit site-specific safety plans?
4
3.5
3
2.5
2
RIR
1.5
1
0.5
0
Yes
No
50
Subcontractor Management
Subs attend a formal standard safety
orientation?
6
5
4
3
RIR
2
1
0
Yes
No
51
Subcontractor Management
Sanctions are imposed for noncompliance?
6
5
4
RIR
3
2
1
0
YES
NO
52
Subcontractor Management
Frequency that subs hold safety
meetings
2.5
2
1.5
RIR
1
0.5
0
Daily
Weekly
53
Accident/Incident Reporting
and Investigation


Documented near misses
Top management involvement
54
Accident /Incident Reporting
and Investigation
Amount of near misses recorded on the
project
2.5
2
1.5
RIR
1
0.5
0
Up to 50
More than 50
55
Accident/Incident Reporting
and Investigation
Recordable injuries investigated
by top management
6
5
4
3
RIR
2
1
0
Every Injury
50% or Less
56
Work in Progress




Implementation Data Sheets
Education Modules
Outage/Turnaround Research
Overtime Research
57
Best Practices
Getting to Zero Accidents








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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
58
Types of Contract
Is Safety managed as a value?
2.5
2
1.5
RIR
1
0.5
0
Lump Sum
Cost Plus
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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
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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
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Even if you’re on the right track,
you’ll get run over if you just sit there.
Will Rogers
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