2015 CII Annual Conference August 3–5 • Boston, Massachusetts

Safety Certification is a Safety “Force Multiplier”Safety Trained Supervisor – Construction (STSC)Case Study: DTE Energy & AECOM

Michael Listello, DTE Energy

Brad Giles, AECOM

Eddie Greer, Board of Certified Safety Professionals

Kirk McGinn, DTE Energy

Learning Objectives

• Find out the reasons for active involvement in a proactive safety process.

• Learn the importance of line management participation in the success of your safety program through quantitative and qualitative evidence.

• Understand issues with non-trained supervisors.

• Learn the value of owner sponsorship of supervisor safety training programs.

• Get to know the best practices for implementing a safety training program on your projects.

Presenter Team

Brad Giles, P.E., CSP, STSSr. Vice President – Safety, Health & EnvironmentalAECOM – Energy, Infrastructure & Industrial Construction

Eddie Greer, CSP, OHST, STSDirector of Business DevelopmentBoard of Certified Safety Professionals

Mike Listello, CSP (Moderator)Supervisor – Safety & Industrial HygieneDetroit Edison

Kirk McGinn, PMPManager – Capital ProjectsDetroit Edison

Agenda

• Mike Listello – Introduction

• Eddie Greer – Safety STS Construction

• Brad Giles – Leadership

• Kirk McGinn – Construction Project

• Mike Listello – Client Expectation

• Brad Giles – Implementation

SAFETY TRAINED SUPERVISOR - CONSTRUCTION

Eddie Greer, Board of Certified Safety Professionals

Supervisors… WHY?• Available Resource

• Skilled Craftsman

• Closest to work environment

• Know their personnel

• May have worked for a poor leader

• Responsible for work practices

• Inadequate/NO Training

• Fail to correct know problems

• Inappropriate Planning

• Put workers/company at risk

• Supervisor violations

• Inadequate leadership knowledge/training

• Production/Intimidation Focus

Supervisors

WHY ???

856*Faces with the numbers!

*Highest number of construction fatalities in four years*Bureau of Labor Statistics 2013

Why Supervisor Focus…

Companies with exceptional safety processes and proactive leadership fully understand that SAFETY is, has, and will always be a function of line management.

As effective LEADERS it is our obligation and responsibility to use every available resource to get our workers home safe and sound each and every day!!

Policies Procedures

WorkPractices

CULTURE

Safety Climate

PLAN, PAN, PLAN

Supervisor Expectations

• Pre-Task Hazard Analyses

• Employees are qualified

• Communicate Hazardous Conditions

• Evaluate Work Practices

• Coaching & Correcting

• Stop-Work Authority

• Proactive Safety Culture

• Employees accountable for Safety

• Investigation Participation

• Emergency Action Plans

• Coordinate Operations & Work Practices

• Record Keeping

• Ethics

Safety Trained Supervisor Construction

• Safety certification for non safety professionals

• Non-regulatory specific

• Recognized by OSHA as best practice in Voluntary Protection Program (VPP) reviews

• Adopted by Associated General Contractors (AGC) as safety certification for managers and supervisors (2015)

• New requirement through Impact, International Ironworkers Union, for all apprentices, foremen and general foremen (2015)

An OSHA Recognition of the STS as published in the ISHN on-line magazine

“Possession of the STS-Construction certification is not mandatory, and citations will not be issued for failure of construction supervisors to possess the certification, according to OSHA. But employers having an STS-Construction certified supervisor on a worksite will be viewed by inspectors favorably, with the understanding that the construction site is being operated by individuals with demonstrated knowledge and ability, and an indicator of the contractor’s commitment to an effective safety and health program.”

Safety Committee MembersDepartmental Safety Liaisons/Champions

Senior ExecutivesManagers at all levels within the organization

• Crew Chiefs• Foremen• Future Supervisory Candidates

Supervisors

Leadership

Group Leaders

Targeted Toward

Qualifications

• Education:– 30 hours of safety-related

training

• Experience:– Four years in the industry

if not a supervisor

– Two years industry experience as a supervisor

• Competence:– Demonstrated through

examination

Formal Education

Work Experience

Demonstrated

Competence

Safety Trained Supervisor – Construction (STS-C)

Part of the family of accredited certifications by the Board of Certified Safety Professionals (BCSP)

Certified Safety Professional (CSP)Associate Safety Professional (ASP)Construction Safety & Health Technologist (CHST)Occupational Safety & Health Technologist (OHST)Safety Trained Supervisor (STS General Industry)Certified Environmental Safety & Health Trainer (CET)

www.bcsp.org

SAFETY LEADERSHIP

Brad Giles, AECOM

Leadership Drives CultureCulture Drives Safety

Sustain Culture

STSC has been the platform

to establish and maintain a

Culture of Safety

Excellence

STSC Process

The STSC process has been used since 1997 with more than 3,000 members of management attaining the certification.

Positive Results

• Over an 88% reduction in injury metrics for business group

• Single best process to engage all levels of supervision in the safety management process

CII Research Studies

• Safety Plus: Making Zero Accidents a Reality

• Strategies for Improving Hazard Recognition

• Project Site Leadership Role in Improving Construction Safety

• The Owners’ Role in Construction Safety

• Targeted Safety Programs

• Measuring Safety Performance with Active Safety Leading Indicators

Making Zero Accidents a Reality

• Demonstrated management commitment

• Staffing for safety

• Planning: pre-project and pre-task

• Safety education

• Worker involvement

• Subcontract management

• Accident/incident investigations

CII REFERENCE: Safety Plus: Making Zero Accidents a Reality (RS 160-1)

Project Site Leadership Role in Improving Construction Safety• Leaders through their actions, need to communicate that safety is

important.

• Leaders must pursue continuous improvement in safety by interacting with workers to improve the work process.

• Leaders must adopt a direct, active leadership style that focuses on creating the desired safety values, climate, and culture.

Leader Action

Leader’s Intended Message

Message Communicated

Worker Perception of Leader Action

CII REFERENCE: Project Site Leadership Role in Improving Construction Safety (RS 256-1)

Strategies for Improving Hazard Recognition

• Hazard identification is at the root of all safety planning efforts.

• The proportion of hazards recognized can be further increased if management provides feedback to workers after each work period.

CII REFERENCE: Strategies for Improving Hazard Recognition (RS 293-1)

The Owner’s Role in Construction Safety

The owner has an influence on the safety performance actually realized on construction facilities.

• Careful selection of safe contractors.

• Contractual safety requirements.

• Proactive involvement in the safety practices of projects.

• Active participation in safety training and orientation.

CII REFERENCE: The Owners’ Role in Construction Safety (RS 190-1)

Target Safety Program Template

A general course of action for successful target safety programs regardless of the severity of the hazard includes:

1. Initiation

2. Benchmark

3. Champion

4. Development

5. Implementation

6. Monitoring

7. Corrective Action

8. Measure of Success

9. Success RecognitionCII REFERENCE: Targeted Safety Programs (RS 216-1)

Measuring Safety Performance with Active Safety Leading Indicators• To foster a zero-injury culture, both contractors and owners must

be deeply committed to properly measuring active safety leading indicators.

• Leading indicators are measures of attitudes, behaviors, practices, or conditions that influence construction safety performance.

• Active leading indicators are safety-related practices or observations that can be measured during the construction phase, and that can trigger positive responses.

CII REFERENCE: Measuring Safety Performance with Active Safety Leading Indicators (RS 284-1)

DETROIT EDISON, MONROE POWER PLANT UNITS 1 & 2 AIR QUALITYFLUE GAS DESULFURIZATION (FGD) PROJECT

Kirk McGinn, DTE Energy

Case Study

Detroit Edison, Monroe Power Plant Units 1 & 2 Air QualityFlue Gas Desulfurization (FGD) Project

Impact of Safety Certification for Supervisors

Project Description

AECOM’s scope of work included the following commodities:

• 2,500 tons of structural steel

• 1,400 tons of ductwork

• 40,000 linear feet of pipe

• 20,000 linear feet of cable tray

• 600,000 linear feet of cable

Project Description

Construction equipment included:

• M16000 crane

• 4100 ringer crane

• 888 ringer crane

• Goldhofer

• Mobile cranes

• High reach manlifts

CLIENT EXPECTATION

Mike Listello, DTE Energy

The Project Goal

• Eliminate At-Risk Behaviors

• Eliminate Unsafe Conditions

Quote from Michael Listello,Supervisor, DTE Energy

“The STS assisted us in implementing our initiatives.

Without their training, knowledge andparticipation, it would have been a struggle

to establish the safety culture thatwe were able to achieve.”

IMPLEMENTATION

Brad Giles, AECOM

Techniques Utilized

• 100% of Staff with STS

• MIOSHA Partnership

• Health & Wellness Stations

• New Employee Mentoring

Techniques Utilized

Stretch & Flex

Good Catch Recognition

Safety Topic/ Word of the Day

Techniques Utilized

• Human Performance Factors Training

• Peer to Peer Observations

• Craft Safety Representatives

• Safety in Design (Constructability)

Return on Investment

• Surpassed 400,000 Hours without a Days Away Case

• One Recordable Injury (non Industrial)

• Leading Indicators completed at more than 100% of Goal.

2012

Year

Safe Acts Observations

SAFE ACTS

Client has initiated a program for their Construction Division staff.