Working Safely in Global Construction

1. Working Safely in Global Construction Tom Will Rohm and Haas Company

2. No one person or single party can create a safe jobsite. It requires a collaborative effort with the owner and contractors working together from the top of their respective organizations down to, and most importantly with, the hourly workers.

3. Case Study: Taloja, India • Adhesives, sealants, emulsions plant • 3.6 million work-hours • Two lost time incidents, two recordable injuries • Construction Users Roundtable (CURT) Award • President’s Health-Safety-Environmental Award (Jacobs) • Joseph J. Jacobs Master Builder Award • On time, on budget project that met business goals with outstanding safety results

4. Project Execution Strategy Joint partnership by: Owner: Rohm and Haas EPCM Contractor/Alliance Partner: Jacobs H&G Numerous subcontractors

5. Safety Goals • Zero injuries • Everyone goes home in the same condition they went to work • World-class safety program • Proactive safety tools • Support worker needs (on and off the job)

6. Work Force Taloja, India • Safe workers shown: 600 • Project peak: 1,300 • Total employees indoctrinated: 5,200 • Safe workers shown: 600 • Project peak: 1,300 • Total employees indoctrinated: 5,200

7. Safety Beliefs • You can work safely anywhere ― all of the time. • Owner, contractor, and subcontractors working together make it happen. • It all starts at the top. • Safety management culture and systems drive results. • Each and every individual must contribute. • Injuries are produced by “at-risk behavior” that can be changed. • Changing behaviors requires systems, resources, commitment, and hard work.

8. What Were the Keys to Safety Performance? • Application of Industry (CII) Best Safety Practices • “Owner’s Role in Safety” research (CII Project Team 190) • Rohm and Haas/ Jacobs Alliance 18 Best Safety Practices Details in Implementation Session

9. Tie-off / Fall Protection Do Not Worry; If I Lose Balance, My Harness Would Save Me! Use Protective Equipment Properly. Safety Harness Lanyard To Be Hooked On Strong And Rigid Objects

10. Safety Statistics

11. Comparison to Similar Gulf Coast Project

12. Challenges & Risks: Taloja, India • No real safety culture or legislation. • Many owners and contractors don’t support safety. • High manual labor content and worker density. • Work force: poor, unskilled, migrant. • Civil work during monsoon season. • Several distinct languages. • Minimal use of construction equipment.

13. Key Program Elements • Management commitment, involvement, accountability • World-class health-safety-environmental program • One common safety team • New employee orientation and training • Medical facilities — on and off site • Pre-project planning • Safety observations system and audits • Recognition/reward and disciplinary system • Incident investigation and feedback/learnings

14. Professional Safety Staffing Rohm and Haas 2 Jacobs 4 Safety specialty sub 5 Contractors 12 Total 23 Additional support and auditing from management at Rohm and Haas and Jacobs.

15. Why It Worked • Management support and corporate alignment. • The core project team and Jacobs’ local presence. • Corporate alignment (Rohm and Haas/Jacobs). • “Walked the talk.” • Organized, staffed project with safety as key success factor. • Made local practices safe, didn’t impose the unfamiliar. • Supervisors were key and we won their hearts and minds. • Work force felt that management cared about safety.

16. Summary of Injuries Three million, six hundred thousand work-hours: • ONE industrial injury • Four recordable injuries - Two lost time incidents - Two recordables - One was “slip and fall” resulting in laceration (only true industrial accident) • Forty-four first-aid cases

17. Frequently Asked Questions How did you deal with poor contractor safety culture? Selection process, training, zero tolerance.

18. Frequently Asked Questions Only one industrial injury? Do people not report injuries at the site? Not normal in India. Site nurse improved reporting. Site procedures mandated reporting.

19. Frequently Asked Questions Why 660 percent turnover? Migrant farm workers, contract agency workers, paid daily with no retention incentive, zero tolerance to at-risk safety behavior.

20. Safety Management Beliefs and Principles • All safety incidents are preventable. • All safety incidents are caused by at-risk behavior. • All behaviors can be changed. • “If you’re not confronting at-risk behavior, you’re reinforcing it.” • Leadership is required to institute change and improve safety. • Attainment of zero injuries is possible.

21. Rigging For “Long” Loads Use Double Slings!

22. Conclusions Success Factors • True and highly visible management commitment. • Local jobsite commitment (walk the talk). • Key contractor culture and commitment. • Implementation of a solid, detailed safety plan utilizing CII Best Practices. • Follow-through with elements of the plan. • Winning hearts and minds of supervisors, making believers out of them. • Above all, uncompromising intolerance to “at-risk behaviors.”

23. The Bottom Line “You will achieve the level of safety that you demonstrate you want to achieve.”

24. Implementation Session Working Safely in Global Construction Moderator: • Randy Arrington, Jacobs Panelists: • A. L. Benny, Construction Manager (Jacobs) • Geoff Bell, Project Manager (Rohm and Haas) • Tom Will, Capital Manager (Rohm and Haas) Georgia B 3:15-4:15 pm and 4:30-5:30 pm