ASSE SF PDC 2010 Steve Bowers, CSP President 1

ASSE defines a Safety Professional as: “an individual who by nature of academic preparation, work experience, and accredited certification or licensing has mastered and applies a recognized body of knowledge to prevent injury, illness, property and environmental damage, while adhering to the code of professional conduct.” 2

– Education, training and experience in a common body of knowledge; – A fundamental knowledge of: Physics Chemistry Biology Physiology Statistics Mathematics Computer science Engineering mechanics Industrial processes Business Communication Psychology. 3

Expertise – Specialist – Generalist Experience Knowledge Leader Educator Creator/Writer Coach & Mentor Change Agent Improvement Oriented Skills – Technically Proficient – Interpersonal Intelligence – Management – Computer literacy Word, Excel, PowerPoint, etc. – Communicator – Strategist – Statistician – Tactician – Motivator – Visionary 4

 Industrial Hygiene and Toxicology  Design of Engineering Hazard Controls  Fire Protection  Ergonomics  Risk Assessment/Mitigation  System and Process Safety  Safety and Health Program Management  Accident Investigation and Cause Analysis  Product Safety  Construction Safety  Education and Training methods  Measurement of Safety Performance  Human Behavior  Environmental Safety and Health  Insurance  Current knowledge of EHS Laws, Regulations and Standards  Management and Business Administration  Engineering  Physical, Social Sciences  and… 5

Protect PPE: – People – Property – Environment Serve the Public, Employees, Employers, Clients and the Society with Fidelity, Honesty and Impartiality. Achieve & Maintain Competency Avoid Conflicts of Interest and Compromise of Professional Conduct. Maintain Confidentiality of Privileged Information. 6

Everyday in construction we are Challenged with: – Problems, Incidents, Near Misses – Employee Injuries & Illness – New Projects/Staffing Issues – New Regulations/Interpretations – Communication Issues Our companies look to us to do all the right things We are responsible to do what Safety Professionals do So… How are WE doing in the Construction Industry? 7

~ 1,200 workers die each year in the Construction Industry, the highest of all industries. In contrast we lost service men and women every year in Iraq at the peak! The construction industry reported 155,420 disabling work-related injuries in Of these, 109,400, or 70 percent, fell into five categories: overexertion, same-level falls, bodily reaction, falls from heights, and struck by object. Falls continue to be the leading cause of death. Hispanic workers and Laborers are the most “at risk”. 8

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Many reasons are given for the poor safety performance in today’s Construction Industry: – Lack of substantial safety training of workforce – Old School methods & mentalities – Shortage of skilled & experienced workers – Acknowledgement of OSHA as a maximum, not minimum compliance – Meeting Customer & Industry Demands – Failure of management to accept responsibility for current safety performance – Workforce failing to take responsibility for their own safety – Owners not understanding their responsibility to a safe project. – Not enough training! – ??? 17

What is “acceptable” performance? – Average construction RIR is 4.7 (2008) Do you think that the actual number of injuries reported is higher or lower? Why? How many use safety incentive programs to reduce injuries? How do you calculate your injury/incident rates? – Include management & administrative hours? 18

Why have injury rates dropped while death rates remain steady? – Is construction just Inherently Dangerous? – Can we eliminate ALL of the risk? – Are we doing everything possible? – Are employee acts and behaviors the real problem? Could WE be part of the problem? 19

Over 50% of the “safety people” I have worked with are not Safety Professionals! Too many “Safety Professionals” are ineffective Need for more “expertise” in Construction Many lack knowledge/understanding of regulations & best known methods: – silo effect – failure to benchmark Many companies don't see safety as an expertise WE are not aligned on critical safety management practices 20

LEADERSHIP OUR ABILITY TO AFFECT CHANGE! 21

Safety Leaders are responsible for: – Establishing Corporate Goals/Vision – Creating Safety Leaders/Role Models – Implementing World Class Safety Programs – Developing Safety Expertise of Staff & Management – Evaluating Cultures, Behaviors & Trends – Enabling Change at ALL levels – Role Modeling Trust & Respect – Taking Ownership for Cultural Change! 22

Successful Safety Leaders possess: – Excellent Leadership Skills – Excellent Management Skills – Ability to Coach & Mentor Project Executives – Even Keel and Cool Demeanor – Trust & Respect of Workforce – Vision, Passion and Tenacity THE ABILITY TO AFFECT CHANGE! 23

Vision is the ability to look ahead and define what you want the future to look like. Vision is about establishing Change A defined & shared Vision empowers both Leaders & Followers to embrace Change We can Change our industry thru a Collective Vision! 24

Culture Change is dependent on 5 Critical Elements: – Co-Created & Shared Vision of the Change – Demonstrated Executive Leadership – 100% Commitment from all levels – Effective Communication – Accountability to Embrace the Change! 25

Which role will you assume in embracing Cultural Change? – Domain Defender? – Reluctant Reactor? – Anxious Analyzer? – Or… Enthusiastic Prospector? Which of these describe a LEADER? 26

Executive Leadership is vital to creating Change – Nearly impossible to sustain without it. (flavor of the month) Executive Management MUST be responsible for: – Sharing the Vision – Establishing Success Criteria/Performance Goals – Communicating Expectations – Role Modeling Expected Behaviors – Holding Management Accountable – Rewarding & Recognizing Acceptable Performance – Leading the Organization to Success! 27

Once leadership establishes its commitment to safety, Cultural Boundaries are formed. Your Leaders Actions demonstrate their commitment: – What management pays attention to: SAFETY vs. SCHEDULE vs. CO$T Decisions that are made & why – What management ignores: Employee concerns, feedback, suggestions Production or Schedule overriding safety issues – What management measures and how they respond: What does management really care about? 28

Culture is to a group as personality is to an individual. Cultural behaviors are learned… from the beliefs, values and shared assumptions of both the workforce and management. Cultures, like humans, strive for stability, consistency and meaning. Mutual Trust & Respect between leadership and workforce is the foundation for a thriving, participative and engaged culture. GSMC/CCWD29

Key Management Leadership Qualities – Personal Commitment to Safety – Positive Role Model of Safe Behaviors – Open 2-way Communication at all levels – Demonstrated Engagement in all aspects of the Safety Program – Understanding of “Behavior Based Safety” – Management Accountability – Active Participation in the Recognition Program 30

Key employee needs: – Appreciated – Respected – Feel that management “cares” about their safety Employee perceptions represent the true safety culture The employees at greatest risk of injury must be: – Engaged – Enabled – Empowered Before Cultural Change will be realized! 31

Engaged in the development, implementation and continuous improvements of the safety program Enabled to participate in safety committees, task forces, provide direct feedback, recognize other employees, provide feedback on supervisors Empowered to coach peers, subordinates and supervisors, to stop unsafe acts and correct unsafe conditions. High levels of Trust and Respect must exist between management and employees before sustainable change can occur! 32

Most training programs are dry, boring and ineffective in educating the workforce Effective Training must be designed to address the needs of the employees, not to satisfy regulatory requirements Training should include feedback from trainees to enable continuous improvements 33

Key Elements of an Effective Safety Training Program include: – Trainers have the Greatest Impact on Effectiveness! – Delivery is EVERYTHING! – Delivery is EVERYTHING! - the average attention span is 12 minutes – Interaction – Interaction - employees must be engaged to learn – Clear, Concise & To The Point – Clear, Concise & To The Point - remove non value added material – Test for Competence – Test for Competence – ensure that knowledge has been transferred 34

World Class Results depend on utilizing Best Known Methods Improve your methods by Benchmarking: – World Class Organization – Competitors – Trade Organizations – Consultants 35

Ideal Safety Structure: – VP level or higher with Safety Responsibilities – Safety department Head is a VP or reports directly to President… but NEVER to operations Safety is embedded as a Core Value Safety staff are highly respected and recognized as an integral component of the corporation Safety is acknowledged as a Strategic Business Partner 36

Setting safety goals other than zero sends the wrong message to your employees Reactive or lagging indicators measure what happened to Prevent Recurrence Proactive or leading indicators measure Culture, Leadership, Behaviors & Conditions to Prevent Occurrence 38

Behaviors – Behavioral Observation Process Conditions – Collecting data from field walks and employee feedback Training – Competency, Compliance and Retention testing of employees Work Planning – Use of JHA’s, Pre Task Planning, permits Management Leadership & Commitment – Measure time in field, Classroom Instruction, Leadership efforts, % complete of assigned safety tasks Project’s Cultural Maturity – Project team performance assessments, contractor feedback, Safety Self Assessments, 3 rd party audits 39

Incentives create undesired results: – Non reporting of incidents – Hiding of injuries – Creates feelings of entitlement Positive Recognition Benefits: – Rewards Observed/Desired Behaviors and Performance – Effective as Spontaneous and Milestone Recognition – Encourages Employees to Maintain Recognized Behaviors – Employees Feel Appreciated – Engages Management and Field Personnel – Helps Sustain Functioning Culture 40

Keys to Sustaining a World Class Safety Cul ture All Injuries & Incidents must be analyzed to determine Root Cause & Preventative Measures Review (include employees) all Programs, Policies & Procedures annually to ensure material is up to date and useful to end users Self-performed or 3 rd party assessments should be conducted to ensure the overall safety culture is healthy and program is meeting the needs of the organization 41

Most organizations have safety programs that are designed to meet regulatory requirements… NOT EMPLOYEE NEEDS! Safety Programs should: – Go above and beyond OSHA requirements – Engage employees in their development – Be living documents that change as conditions and needs change – Protect your most valuable asset, your employees! 42

World Class Safety Cultures instill loyalty and caring among employees. Managements role is to Empower, Engage & Energize Employees through committed leadership! Committed employees work harder, longer, more efficiently and have better attitudes about their job! Employees that BELIEVE their company cares about them, care about their company and the quality of the work they perform!

Many studies * show a direct link between World Class Safety & Organizational Excellence in: – Quality – Reliability – Competitiveness – Employee Morale – Profitability But How & Why? * Improving Safety Culture, Dominic Cooper.

Survey of over 600 companies found that the quality of the safety culture was directly related to: – Advanced Work Methods (Competitive Advantage) – Reduced Absenteeism (Improved Productivity). – Improved Organizational Performance (Quality, Reliability & Teamwork) – Employee Commitment & Trust of Management World Class Safety: – Enables high performing teams that will improve profitability. – Motivates employees to work harder, longer and with less errors. – Makes employees feel like their company cares about them.

World Class Safety Programs demand excellent processes, procedures and policies to exist. Surveys of companies with World Class Safety Cultures show: – Safety process expectations are mirrored across all other functional areas. – Reliability improvements as high as a factor of 10 due to: Fewer human errors Continuous Improvement Processes Feedback Mechanisms – Improvements in employee attitudes towards safety transferred over to all other functional areas.

A World Class Safety Culture: – Can cost up to 2.5% of total labor costs… – Can save an average of 6.5% in overall costs, netting a 4% savings. Savings result from reduced: – Injuries & Incidents – Employee errors & production losses – Insurance rates – Absenteeism – Medical expenses – Morale & Motivation performance issues 47

Obtaining the FULL value from a World Class Safety Culture depends on: – Knowledgeable, Engaged, Committed & Respected Safety Leadership – Executive Leadership & Commitment – World Class Processes & Best Known Methods – Employee Engagement, Trust & Respect – Recognition of Desired Behaviors – Leading & Lagging Indicators – Effective Goals – Effective Training & Communication 48

By Being the Best Safety Professional Possible! 49

From “A Life That Matters”

Ready or not, some day it will all come to an end. There will be no more sunrises, no minutes, hours or days. All the things you collected, whether treasured or forgotten, will pass to someone else. Your wealth, fame and temporal power will shrivel to irrelevance Your grudges, resentments, frustrations and jealousies will finally disappear. So, too, your hopes, ambitions, plans and to-do lists will expire. The wins and losses that once seemed so important will fade away. It won’t matter where you came from, or on what side of the tracks you lived at the end. It won’t matter whether you were beautiful or brilliant. Even your gender and skin color will be irrelevant.

So, what will matter? How will the value of your days be measured? What will matter is not what you bought, but what you built. What will matter is not what you got, but what you gave. What will matter is not your success, but your significance. What will matter is not what you learned, but what you taught. What will matter is every act of integrity, compassion, courage or sacrifice that enriched, empowered or encouraged others to emulate your example. What will matter is not your competence, but your character.

What will matter is not how many people you knew, but how many will feel a lasting loss when you’re gone. What will matter is not your memories, but the memories that live in those who loved you. What will matter is how long you will be remembered, by whom and for what. Living a life that matters doesn’t happen by accident. It’s not a matter of circumstance… but of choice. Choose to live a that matters!