Skanska USA Safety Program Functions Culture / …...systems (controls) Education & training...

Skanska USA Safety Program Functions – Culture / Systems / People (Leading and Lagging)

EHS JourneyAugust 11, 2020

Skanska Legacy Timeline - USB

Skanska Legacy Timeline - USC

AI / Digitization /

Leadership

Engagement / Culture

Assessment

2020

Evolution of Safety Systems

Time

Wouldn’t do

unless

I have to

Engineering

controls

Processes &

systems

(controls)

Education &

training

(competence)

Cultural and

behavioural

change

Injury-Free

Environment

LeadershipI’d better

do thisDriven by self Driven by teams

The road to success

Personal

Attitudes and

Behavior

Safety

Program

Elements

“Care for

Life”

“Care for

Life”

Care for LifeWe care for life of people and the environment. We work safely, or not at all. We never

walk by if we notice unsafe actions, We support health and well-being. We promote

green solutions and we run our operations in a green way. We are accountable to

future generations.

Act Ethically and TransparentlyWe do business with a high degree of integrity and transparency. We live by our Code

of Conduct and never accept short cuts. We foster a working climate where everyone

can speak their mind.

Be Better – TogetherWe always strive to be better in all we do. We are a learning organization and

generously share our expertise. We take pride in quality and innovation. We build One

Skanska teams together with customers, partners and communities. We leverage

diversity to deliver the best solutions. We foster an inclusive culture where we are

open and fair, showing trust and respect for each other.

Commit to Customers We help our customers to be successful in their business. We strive to understand

their needs and their customers’ needs. We are here to help our customers turning

their visions into reality.

Care for Life“Why”


IFE / EHS policiesand procedures

“What”


EHS policiesand procedures

“What”

SHEMS“How”

Safety, Health & Environmental Management System (SHEMS)

Project SHEMS

Daily SHEMS

Activity-Sub SHEMS

Activity SHEMS

Corporate

Project Scope


Project SHEMS

EHS Manual / Risk

Profile Control Program

Daily SHEMS

Daily Hazard Analysis

(DHA)

Activity-Sub SHEMS

Activity Scope

• EHS Risk

• Requirements

- Client-specific

- Legal

-

Training/documents

Activity SHEMS

Construction Work Plan

(CWP)

Corporate

EHS Management

System

Amend DHA to

relevant changes

Review plans through crew

reviews and Executive Site

Safety Visits (ESSVs)

Identify amendments - monthly

SHEMS reviews and Project

Assessment Systems (PAS) audits

Select new risk(s)

identified

Assess effectiveness through

management review of SHEMS

or SLT meetings

Project Scope

Risk Selector

Environmental Risk

Health Risk

Safety Risk

Reporting

& AuditingIntelex, PlanIt,

Mobile

Inspection

app


Project SHEMS

EHS Manual / Risk

Profile Control Program

Daily SHEMS

Daily Hazard Analysis

(DHA)

Activity-Sub SHEMS

Activity Scope

• EHS Risk

• Requirements

- Client-specific

- Legal

-

Training/documents

Activity SHEMS

Construction Work Plan

(CWP)

Subcontractors’ CWP

Corporate

EHS Management

System

SHEMS process

and requirements

Amend DHA to

relevant changes

Review plans through crew

reviews and Executive Site

Safety Visits (ESSVs)

Identify amendments - monthly

SHEMS reviews and Project

Assessment Systems (PAS) audits

Select new risk(s)

identified

Assess effectiveness through

management review of SHEMS

or SLT meetings

Project Scope

Risk Selector

Environmental Risk

Health Risk

Safety Risk

Update EHS Management

System when necessary

Search & AnalysisData output

Improve on Our Fundamentals…

…by going back to the basics.

Safety Quality

Schedule Budget

PlanIt – Digitization of SHEMS

The Key – Construction Work Plan / DHA Use as a tools to plan the work and

review daily change

Should include aspects of all the

building blocks to best plan the

work

˗ Safety base

˗ Include quality checks

˗ Add manpower information to

help manage schedule

˗ Include tools/materials,

equipment, quantities to help

manage cost

Care for Life

2018 October Confidential – Account Manager Meeting - Nashville

3

Ins

April 4, 2019

U.S. Joint Governance

Committee Structure

Kerim Evin, REO

Chris Toher, COO

2018 October Confidential – Account Manager Meeting - Nashville

3

The Structure Overview

BUP Team

Don

Fusco

Paul

HewinsRichard KennedyPresident, Skanska USA

BUP

Team

Don FuscoPresident, Skanska USA Civil

Paul HewinsPresident, Skanska USA Building

Rob WardPresident, CDUS

Joint Governance Council

2 USC Reps

2 CDUS Reps

Paul HainingEHS SVP

2 USB Reps

Internal BU

EHS Teams

Committee Chair

TBD

− IT / Comms / Jen Brewer / Jessica Van / Clay Haden Partnership

− ADKAR Model

2015-09-01 Internal information − Global Template for PowerPoint 20

Training Deployment for Change Management

Job Factors

Organizational

Factors

Human Factors

Safety performance model – current paradigm

Represent

80%of effort

Conditions

Systems

People / Culture

Represent

80%of cause

A paradigm shift-measuring performance

Lagging Indicators

Leading Indicators

to

− https://app.powerbi.com/groups/me/reports/ad151b97-ac05-4d71-8abf-Internal information − Global Template for PowerPoint 24

https://app.powerbi.com/groups/me/reports/ad151b97-ac05-4d71-8abf-59e9caa60017?ctid=33dab507-5210-4075-805b-f2717d8cfa74


PowerBI Data Analysis

2019 USA Civil Potential Fatalities (58)

7/12/19: 58 potential fatalities:

3 (5 %)– struck by material

9 (15 %) – contact with heavy equipment

6 (10 %) – contact with objects

4 (6.7%) struck by dropped object

Total - 22 (38%) Related to Material Control

Construction Industry Standard

Available Alternatives

Photos


Oshkosh Defense / SkyJack / Skanska Product Changes

8/18/2020 EHS Budget Review 31

Remotely Operated Functions


Robitic Functionality


Robotic Functions

Internal information − Global Template for PowerPoint


Potential PlanIt Partnership with RVA / AI Company


Arrowsight / PlanIt Potential Integration


AI Detecting Social Distancing and Facial Coverings


COVID19 (Facial Coverings & Social Distancing)


Voyage Control (Logistics App)

Leadership Engagement

− In an effort to engage leadership with all

employees, a weekly schedule was made

for various levels of management to team

up and complete site walks, conduct

cultural assessments, and provide safety

coaching.

− A total of 28 teams were dedicated to

evaluating the various crews on a weekly

basis.

− Additional support was also brought in to

help achieve our 30/60/90 day plan

Cultural Assessment• An initiative was rolled out

to determine the culture

among the employees in

regards to safety and their

commitment to a safe

working environment.

• Safety managers and

coaches, as well as various

level of leadership all took

part in evaluating the

current safety cultural

climate.

• Foreman, Superintendents,

Project Managers, Area

Managers and Safety

Managers were all

August 18, Internal information 53

On-Site Medical / Medical Network

On-Site Licensed Medical Clinics at Project level to provide employees

with improved care and case management services.

• Physician Oversight & Staffed with Physician Assistants / EMT’s

Initiatives- ESL/SSL

Equipment Simulator Assessment and Evaluation

Lost Time Incident Rates – USA Combined

0

0.1

0.2

0.3

0.4

0.5

0.6

2013 2014 2015 2016 2017 2018 2019 2020YTD

Skanska USA (Combined)

Insurance Gains2013 2014 2015 2016 2017

Revenue on CCIPs Outside of NY $1,436,447,848 $1,729,066,648 $1,571,851,567 $1,107,012,855 $1,416,456,636

Total WC Incurred ($) $4,937,378 $5,724,800 $4,211,743 $2,174,518 $1,699,883

Per $100 of Revenue $0.34 $0.33 $0.27 $0.20 $0.12

USAB CCIP (2013-2017)

$ Revenue / Risk

WC $ Incurred (-66%)

$/$100 Revenue (-65%)

USAC Loss Pick Excess Currently (>$42 million)

USAB (2013-2017)

Lost Time Injury Rate (-67%)

RCCIP Total $ Savings ($23 Million)

% BU Profit from CCIP & SubGuard (>30%)

58

Newtown Creek WPCP –Brooklyn, NY

− Start/projected finish date

− Summer 2003/Summer 2012

− All previous & current contracts

− Approx. $1.2 billion

− Loss Pick Estimate – $30,000,000

− Net incurred (WC / GL to date) - $12,000,000

− Return – $18,000,000

59

Cat/Del WFP- Valhalla, NY

− Start/projected finish date - 2007/December 2012

− Contract Amount - $1.3 Billion

− Loss Pick Estimate - $17,500,000

− Net Incurred - $924,000 (WC/GL/Reserve to date)

− Return - $16,576,000

Safety Vision

THE ENVISION RATING SYSTEM™

Making it Real…

Skanska USA Safety Program Functions Culture / …...systems (controls) Education & training...

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