Amec Foster Wheeler Safety Culture Fundamentals. June 2017

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1 Amec Foster Wheeler Safety Culture Fundamentals June 2017

2 Leadership The Starting Point Establish company values Set and enforce company policies Consistently demonstrate commitment Be the role model for desired behavior Communicate expectations Create desired work culture Stay on top of things, and follow up 2

3 Creating a culture How do we define a culture? A common set of attitudes, values and beliefs shared by an organization The way things are around here 3

4 Common beliefs Safe work cultures start with simple, common beliefs that are supported by all employees in an organization: Every incident could have been avoided No job is worth getting hurt over Every job will be done safely Most importantly, we believe that safety is everyone s responsibility I am my brother s keeper 4

5 Management responsibilities Assume primary responsibility for the safety program Establish policies, goals, objectives and measurements Push authority and accountability down to supervisor level 5

6 Supervisor responsibilities Know the safe work practices/pertaining to his / her job Accept responsibility to ensure the application of safe work practices Explain all applicable safe work practices Ensure employees are trained and competent 6

7 Supervisor responsibilities Consistently enforce safety regulations Perform daily inspections of his/her respective work Report / correct unsafe conditions Assist in incident investigations 7

8 Communicate responsibilities to your employees Regardless of the type of work you are doing, do you know that you can never deviate from an established safe work procedure? Do you know you have the right to discuss any work assignment with your supervisor that you think is unsafe or you are unsure of? 8

9 Safety culture benefits Unsafe behavior stands out Unsafe behavior is unacceptable Safe work is influenced through peer pressure Consistent planning and task execution 9

10 Who should be held accountable? Managers and supervisors Employees Pay attention to employees who deviate from known safe work procedures either before, during or after completion of their assigned tasks 10

11 Accountability: Intervention Whenever an employee is behaving in an unsafe or unhealthy way, supervisors have a moral and legal obligation to intervene immediately If the employee knows the supervisor has seen the unsafe behavior and has not intervened, the employee (and everyone else watching) will think the supervisor does not regard working safely as essential 11

12 Accountability: Intervention Intervention should accomplish several goals: Stop an unsafe act before it leads to an incident or illness Replace an unsafe behavior with a safe one Help employees learn to make better choices about working safely 12

13 You must intervene Key steps in performing an effective intervention: Point out the unsafe behavior Get the employee to acknowledge the safe behavior Get the employee to suggest proper safe behavior 13

14 Accountability: Positive reinforcement Reinforcing safe work habits is just as important as eliminating unsafe behavior Most people tend to repeat behaviors that result in positive consequences and discontinue those that result in negative consequences Positive reinforcement is the only means available to maintain existing good behavior 14

15 Positive reinforcement There are several ways in which supervisors can reward safe behavior Verbal acknowledgment Public praise Recognition 15

16 Safety culture benefits Unsafe behavior stands out Unsafe behavior is unacceptable Safe work is influenced through peer pressure Consistent planning and task execution 16

17 Where are common weaknesses? Where are common weaknesses that don t support Our Safety Culture 17

18 HSSE Managers Link in the process chain Reviewing, scoring, providing feedback on JSA Holding subordinates accountable for improvement Weakening the system Hazards allowed to remain uncorrected Management not holding people accountable Forging a stronger link System of documenting, tracking and communicating hazards Management owns correcting open hazards People are held accountable for repeat, negligent issues 18

19 General Foremen & Superintendents (Self-perform) Link in the process chain Reviewing, scoring, providing feedback on JSA Holding subordinates accountable for improvement Weakening the system JSA not including all task Not all hazards identified & controlled Subordinates not growing skill People not held accountable Forging a stronger link Improving both JSA process & skills Better hazard identification & control 19

20 Site Managers Link in the process chain Leaders of site safety process Owns the success & failure of site safety systems Weakening the system Not getting in the field during work hours to show visible support for safety Not looking for hazards Not holding people or subcontractors accountable Forging a stronger Link Get out there: walk, talk, observe, correct, praise Avoid other priorities until this is done. 20

21 President, VP s & Directors Link in the process chain Supreme Leaders of the HSSE Process Weakening the system Ignorance: allowing subordinates to filter perceptions, Paint a pretty picture Denial: When your experts tell you there are issues, but you know better. Apathy: Making excuses for performers who contaminate the HSSE Process because of other reasons Forging a stronger link Be visible & Verbally committed to safety Get in the field to see the pictures yourself Not only listen to your experts but get engaged in improvements Hold your subordinates accountable. When was the last time you did that? 21

22 How do we measure our success? How Do We Measure Our Success? 22

23 Five Elements of the Project Safety Culture 1. Operations Leadership Engagement 2. Planning for Safety 3. Training and Education 4. Front Line Craft Engagement 5. Incident Reporting and Investigation 23

24 1. Operations Leadership Engagement Elements A member of operations leadership address all new hires. A member of operations is visible and vocal during all site wide safety meetings. A member of operations is involved in all safety walks Project has a written recognition program The projects regularly recognizes the safe behaviors and accomplishment of groups 24

25 2. Planning for Safety Are JSA s developed for all work activities The project Incident Prevention Plan is distributed and reviewed with front line supervision Foremen are developing their plan of the day by the prior afternoon Pre-work task plans are undergoing group reviews prior to scope of work commencing. 25

26 3. Safety Training An approved site specific training plan is developed and followed A weekly and monthly training schedule is posted. Project is using a training assessment tool for instructor feedback Safety training is being shared with the corporate office Supervisors are current on required training. 26

27 4. Front line craft engagement The project has implemented the Employee Observation Card Program (EOC) Safety Committee meets weekly to discuss observations and trending information. Project has implemented the People Based Safety (PBS) process. Observers are trained and rotate through the committee every three months. 27

28 5. Incident Reporting and Investigation Employees understand the reporting process A 5-Why is being conducted on near miss, FA and minor equipment incidents. Project is developing Best Practices and lessons learned. Effective solutions and best practices from other projects are implemented. 28

29 Measuring project safety culture Overall Project Safety Culture Status 0.0% SECTION 1: Operations Leadership Commitment (Safety Manager, Project Manager) Expectation: Site Management champions the overall safety process and culture. 0=Never/No 1=Sometimes 2=Always/Yes Potential Points Points Earned 1. A member of operations leadership addresses all new hire employees at the Site Orientation and communicates expectations for safety performance A member of operations leadership is visible and vocal during site-wide safety meetings A member of operations leadership leads AND attends meetings of the Project Safety Committee A member of operations leadership is involved in jobsite Safety Walks A member of operations leadership meets with supervision to communicate expectations Safety is the starting topic at every site meeting A member of operations leadership champions the PBS process. (0 or 2 only) Members of operations leadership attend gang box meetings daily A member of operations leadership is involved in the Jobsite Compliance Inspection Operations leadership has a regular meeting (i.e.: Safety Committee) to analyze project safety data (injury trends, RCA's, PBS info, site assessment data, etc.) and develop effective solutions Project has a written recognition process Project regularly recognizes the safe behaviors and accomplishments of individuals Project regularly recognizes the safe behaviors and accomplishments of groups. 2 0 TOTALS 26 0 COMMENTS 0.0% 29

30 Best practices Monday Tuesday Wednesday Thursday Friday Project Mgr. Safety Meeting Electrical Hazards Dropped Object Crush Point Housekeeping Evaluation Site Manager JSA Development Safety Meeting Electrical Hazards Dropped Object Crush Point Pipe Supt. Lead Stretch & Flex JSA Development Safety Meeting Electrical Hazards Dropped Object Civil Supt Site Safety Walk Lead Stretch & Flex JSA Development Safety Meeting Electrical Hazards Project. Engineer Housekeeping evaluation Site Safety Walk Lead Stretch & Flex JSA Development Safety Meeting Scheduler Crush Point Housekeeping evaluation Site Safety Walk Lead Stretch & Flex JSA Development Safety Mgr. Dropped Object Crush Point Housekeeping evaluation Site Safety Walk Lead Stretch & Flex QA/QC Electrical Hazard Dropped Object Crush Point Housekeeping evaluation Site Safety Walk Project Supt. Excavation Electrical Hazard Dropped Object Crush Point Housekeeping evaluation 30

31 Thank you! amecfw.com

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